OCTOBER 2014 ISSUE 206 £3.95
THE BUSINESS MAGAZINE FOR RAIL
Moving at pace Philip Hoare, new head of Atkins’ Rail business on what needs to change and why
TICKETING Getting smarter across borders Meeting the ‘Siim Kallas Challenge’
BUSINESS Going public The implications of Network Rail’s new status
SIGNALLING ROC and roll Progress on the new signalling centres
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Welcome march 2014 Issue 200 £3.95 OCTOBER 2014 ISSUE 206 £3.95
THE BUSINESS MAGAZINE FOR RAIL THE BUSINESS MAGAZINE FOR RAIL
A Moving man for at pace all countries Philip Hoare, new head of Atkins’ Rail business on what needs to change and why
Global transport designer Paul Priestman on stations, high speed, increasing capacity and how the industry should advertise itself
Plus... Will BIM fail in the rail industry? How smart technology is powering rail’s digital revolution Is HS2 welcome in Yorkshire? Rail’s challenges now that Ofcom has given the go ahead for superfast satellite broadband
Getting smarter across borders Meeting the ‘Siim Kallas Challenge’
Going public The implications of Network Rail’s new status
SIGNALLING ROC and roll Progress on the new signalling centres
RSSB on strengthening rail’s defences against extreme weather Should we forget the driver? How technology is changing the face of our networks
OCTOBER ISSUE.indd 1
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editor’ s note Editor’ s Note
fter interviewing Terrence Watson of Alstom for the July/August 2013 issue, something of what he said about ROSCO’s stuck in my mind. Asked about his company’s relationship with them, he described it as an ‘enabler’. But there was a ‘but’. ‘Nowadays’, he said, ‘there’s quite a dissonance between the timing of new and re-franchises, the progress of technology and the need for new trains. They’re not the same thing at all, and the dissonance is quite severe now...manufacturers may or may not be able to enter the market, and certainly can’t sell equipment to new franchises based on all the technology.’ Interesting that the ultimate shareholders of Porterbrook are looking for the exit, announced one month after the company completed a debt refinancing deal, and that bidders are coming and going as fast as previous owners of the company. Current front runner is Hong Kong billionaire Li Ka-shing’s Cheung Kong Infrastructure. Porterbrook wouldn’t comment and told me to contact its shareholders directly. Doing that, Deutsche Bank’s press officer hadn’t heard of Porterbrook and never got back to me. With the looming election having a Super Full Moon-like effect now and the government increasingly bypassing the ROSCO’s in its train procurement deals, one wonders if Porterbrook’s investors are spooked by Labour’s plans to create an overarching body encompassing Network Rail and representatives of Toc’s, which would also buy and lease new trains. As well as that, it will be very interesting to see if Peter Wilkinson’s arrival as head of the new Office of Rail Passenger Services will have an impact on the government’s role in commissioning rolling stock as well as ROSCO’s’ relationship with the industry. So, Charles Horton is chief executive of the new Govia Thameslink Railway (GTR) franchise. And his replacement at Southeastern is David Statham from First Capital Connect. Yay. And what a lovely picture of Horton and Claire Perry on the first working day of the mega franchise, both stood with their arms wrapped around themselves in full defence mode while a passenger berates them. At a private view of the Bright Ideas to Make Life Better exhibition, held at the new offices of transport design agency PriestmanGoode, an ideas whiteboard loomed large in the room. Inspired by the good Prosecco, I suddenly thought of a train seat for people with bad backs. Since more days are lost to back, neck and muscle pain than any other cause*, I thought maybe the rail industry could do its bit. Lorna Slade Editor *Office for National Statistics 2014
Speciality Greases- making a point of being on time. www.klueber.com tel: 01422 015515 firstname.lastname@example.org
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ISSUE 205 • OCTOBER 2014
New Govia Thameslink Railway franchise; new MD Network Operations at Network Rail; York ROC opened; rail minister visits Lincolnshire GNGE project; station retail figures up again; London TravelWatch criticises new Southeastern franchise; soft estate project could bolster infrastructure resilience; DRS loco wins RFG environmental award; ticketing first for Southern; contactless a success for TfL
Pleasing today’s passengers – and attracting more – still clearly centres on getting the basics right says Anthony Smith
Laying down the law
Requests under the Freedom of Information Act 2000 mean even your competitors could obtain details about your contract with a public authority warns Claudia Gerrard
Smart ticketing - what are the barriers?
Simon Spooner looks at some of the reasons why we’re not quite there yet with smart ticketing as a vision for the future
Network Rail is now a public sector arm’s length body of the Department for Transport. Freshwater’s Jay Turner assesses the political implications
Take that shot
Adeline Ginn looks at low self-confidence in women, and how Women in Rail is working to achieve better outcomes
IRO news and diary
Latest news and events from the Institution of Railway Operators
Delivering the goods
Chris MacRae explains why putting the customer at the heart of the rail freight policy agenda is key to achieving the growth targets expected of the sector
British Transport Policy Authority
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Chair of the BTPA, Millie Banerjee, discusses what a recent government review into the Authority and its oversight of the British Transport Police means to the rail industry
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...looking at the technology – and I could alienate the whole rail world here – I struggle to see why we’re not more advanced than we are, and it’s not what I expected actually INTERVIEW - P. 52
Rail Professional interview
Philip Hoare, managing director of Atkins’ UK Rail business spoke to Lorna Slade about his priorities in managing the company’s fastest-growing UK business, and the subject closest to his heart – safety
Ticketing: Getting smarter across boarders
The next step in smart ticketing is to have just one smartcard or smartphone that allows travellers to move across borders and between modes. John Verity looks at progress in this area
Ticketing: A smart ride
The rail industry is a true pioneer in interoperable travel writes Russell McCullagh. And is paving the way for genuine social change in having smart technology as a natural part of our everyday habits
Ticketing: Tap into the future
Provided companies work with passengers to educate them on how to use the new payment method, it has the potential to bring unprecedented efficiencies to commuters says Chris Davies
Ticketing: Smartcards are the key
Southern has long been the leader in smartcard development for the rail industry and is close to offering a complete product which could see the eventual disappearance of paper tickets
Ticketing in a digital age
The transport sector must be ambitious and aim higher, says Will Judge, in offering passengers the choice to use the payment option that best suits their future needs
Signalling a new future
Colin Porter looks at the evolution of railway signalling and train control and concludes that there has never been a better time to be a signal or any other type of railway engineer
Solid as a ROC
Network Rail is in the process of building 12 railway operating centres that will eventually control the entire UK rail network. Simon Whitehorn, its head of National Operating Strategy spoke to Dave Songer about its progress
Signalling: The power behind the signal
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Updating rail signalling systems should involve evaluating the DC systems that power them – to ensure they provide the proper contents continues... foundation for safety, explains Mathias Lang
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ISSUE 206 • OCTOBER 2014
Signalling: Focus on people
Ged Morrisroe looks at the impact of ERTMS on drivers, signallers, route controllers, fault controllers and their day-to-day working
The right approach
If the rhetoric is to become a sustainable reality, the Chancellor and his government should be prepared to undertake investment and demonstrate sensitivity and strategic understanding in its leadership of the HS3 project, says Michael Synnott
Early to engage
Engaging with sub-contractors in the early stages of a project, in addition to its main contractor firms, could improve the efficiency of Network Rail’s projects believes Richard Selby
Know your value
Social value is the new ‘must have’ for rail firms says Achilles. But how do you know you’re adding it?
London Midland: Owned by Govia, the Toc was created in 2007 to operate on the West Midlands rail network. In 2013, the franchise was awarded a two year extension to June 2017
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October 2014 Page 9
for the latest news visit www.railpro.co.uk
News in brief... Refurb contract for Vossloh As part of its refurbishment programme for Abellio Greater Anglia’s intercity Mk111 carriages, the Toc has signed a contract with Vossloh Kiepe UK for work including new plug points and environmentally friendly controlled emission toilets. Covering both First Class and Standard, the refreshed carriages will enter service in the first quarter of 2015, with the full programme completed at the end of Greater Anglia’s franchise in October 2016. Crossrail begins final east London tunnel Ellie has started her 900 metre journey from Limmo Peninsula near Canning Town, towards Victoria Dock Portal in east London. Over the next three months the 1,000 tonne machine, named after four-time Paralympic champion Ellie Simmonds OBE, will complete one of Crossrail’s shortest but most complex tunnels, in close proximity to the Jubilee line, DLR, River Thames and River Lea. Crossrail also recently awarded a £70 million contract to fit-out Woolwich station to Balfour Beatty Group. Call for more accessible station funding Transport leaders have called on the government for increased funding to improve access to the 54 local rail stations in Greater Manchester that still don’t have step-free access. The Transport for Greater Manchester Committee’s Capital Projects and Policy sub-committee unanimously backed a motion for the funding to allow access within the next ten years. Last year Greater Manchester submitted a bid to the national Access for All fund but none of its stations were approved. Click and Collect success for TfL TfL’s trial with major retailers at LU station car parks has been a ‘huge success’ it says, with more than 10,000 orders since November 2013. The service is now being extended to a further 17 tube stations taking the total to 42. Graeme Craig, director of commercial development at TfL said: ‘We expect further expansion alongside the transformation of our retail estate.’
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Govia now running Thameslink and Great Northern The company began running its Thameslink and Great Northern rail services last month, the first phase of the new Govia Thameslink Railway (GTR) franchise. GTR is the largest rail franchise in the UK in terms of passenger numbers, trains, revenue and staff; and the first one to start operating under the government’s new franchising programme. There will be £430 million investment in the GTR franchise during its seven-year term including new trains, more services and improved stations. At the launch of the new franchise, Charles Horton, GTR chief executive, said: ‘I’m very excited to be leading the team dedicated to running the UK’s biggest franchise. Over time we will be making real improvements to passengers’ experience and managing the major changes that are happening on this part of the rail network. ‘We’ve listened to what people want, and will be increasing capacity on busy commuter services, improving reliability and punctuality, introducing three new fleets of trains, spending £50 million on station improvements, and investing in our employees’ training and development. ‘There’s no underestimating the challenge of the task ahead. But I’m confident that we have the people and the plans in place to make a real difference to the service we give our passengers, and that for our staff GTR will be a great place to work.’ The Thameslink and Great Northern routes connect important regional centres north and south of London such as Peterborough, Cambridge, Bedford, Luton, Brighton, Portsmouth and Southampton. The services have direct rail links to Gatwick and Luton airports, and to Eurostar at St Pancras International. And from 2018, trains to Farringdon station will connect with Crossrail, bringing fast links to Heathrow, Canary Wharf and central London. A small number of services and stations currently operated by Southeastern will transfer to the franchise in December 2014. In July 2015 the Southern and Gatwick Express routes will also be incorporated. GTR will carry about 273 million passenger journeys per year, employ around 6,500 people and generate annual passenger revenues of approximately £1.3 billion. The basis of the franchise is a management contract, which means that Govia passes the ticket revenues directly to the government rather than the company retaining the revenue. This is due to the complexity and scale of the changes to the services and infrastructure.
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News in brief... Victoria Place relaunch Following a £16 million investment, the shopping and dining centre at Victoria station has added a number of premium brands to its retail and restaurant tenant mix. The relaunch was carried out over four days with nearly 3,000 visitors taking part in a royal ‘photo shoot’, posing with a model of the Queen on a throne in the centre of the station. Consultation on faster services in north A consultation on the development of the railway between Manchester Piccadilly and Manchester Oxford Road stations has been launched. Network Rail is proposing to build two additional platforms at Piccadilly station and widen the existing viaduct through the city towards Oxford Road station as part of its £1 billion+ Northern Hub project. If approved, work is proposed to start in 2016 with trains due to use the new track from December 2018. DOR not unique says RDG Following publication of its 2013/14 financial results for Directly Operated Railways, which revealed turnover of £720 million and £216.8 million provided to the DfT in premium and dividend payments, a spokesperson for the Rail Delivery Group said: ‘The differences in train operating costs mean financial results cannot be used in isolation to draw conclusions about the performance of individual operators. East Coast is just one of a number of operators making payments to government. Latest figures for 2013/14 show the biggest payment was made by South West Trains, which paid over £300 million.’ Countdown to Oxford line Last month marked one year to go until Chiltern Railways opens its Oxford to London line. The £130 million project will see the Toc running services between London Marylebone and Oxford Parkway, a new station to the north of the city, from September next year and from the centre of Oxford from spring 2016. The work brings Chiltern’s total investment in the line to £600 million since the start of its franchise.
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Network Rail announces new managing director, Network Operations Taking over from Robin Gisby who has decided to leave next year, the new appointee is Phil Hufton, currently chief operating officer of London Underground, who will join in early 2015. Mark Carne, chief executive of Network Rail said Gisby has ‘been a key player in developing the busiest and safest railway in Europe and will be missed by very many people across the industry.’ Carne, who described the job as ‘one of the most challenging in the industry’ said Hufton brings a ‘wealth of experience of running railways, maintenance, assets and other major infrastructure around the world.’ Gisby said: ‘I feel enormously privileged to have been part of the renaissance of the railways over the last 20 years. We are in a genuine golden era of passenger demand and investment, and the time is right to pass the baton on to Phil.’ Hufton said: ‘While I am extremely disappointed to leave London Underground at a very exciting time, I am really looking forward to joining Network Rail to help develop and grow the network and further establish a safe and reliable railway.’
Network Rail opens largest ROC Hugh Bayley MP and Phil Verster, Network Rail route managing director, recently marked the completion of the new Rail Operating Centre (ROC) in York, the largest in the country. Bayley said the ROC represented a ‘huge vote of confidence in York as a strategic railway centre’, and will ensure that York’s links with the railways are maintained and strengthened. He continued: ‘Hundreds of jobs have been created and the state-of-the-art training facilities next door will ensure that future generations have the skills they need to work in the rail industry.’ Phil Verster, route managing director for Network Rail, said: ‘The rail operating
In January 2015 the ROC will replace the current route control building at the back of York station and help to free up more strategic land closer to Leeman Road and the National Railway Museum. This will help to support the aspiration to develop the York Central site. Further locations will migrate into the ROC over the coming years as part of Network Rail’s continuing investment in modern signalling technology. Once fully
occupied, around 400 rail people will work there. This will be a combination of Northern Rail, East Coast and Network Rail employees with a maximum of 87 on shift at any time. centre is the largest of just 12 proposed centres across Britain and will bring the expertise and technology we require to improve our control over train services and to make signalling more efficient. The new centre will ultimately control signalling and rail operations on the east coast all the way from King’s Cross to the Scottish borders. York is the ideal place for the centre with rail links right across the country. (See interview page 85)
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News in brief... LU applying to enlarge Bank The 98 million Tube and DLR passengers who use Bank and Monument stations every year are closer to having a quicker and easier journey after Transport for London confirmed it has formally applied for powers to redevelop the interchange. TfL has submitted a Transport and Works Act Order (TWAO) application to the Secretary of State for Transport and if powers are granted, the works will mean Bank will be able to cater for an additional 140,000 customers in the morning peak, an additional 43 per cent. Catch the love train East Coast teamed up with online dating website Match.com to give singles across London and the South East the chance to take part in its first ever dating event on a train. The East Coast Love Train left King’s Cross with 200 singeltons making the return journey to York, with DJ Scott Mills playing host. East Coast said the response was ‘phenomenal’ and far more than the places available. New tram order for Metrolink Greater Manchester’s Metrolink passengers are set to benefit from a £34 million deal for 16 new trams which will provide extra space and capacity across the network. Transport for Greater Manchester struck the deal with Bombardier for the trams using cash from the government’s Local Growth Fund. Alongside another recent order of 10 trams, this latest order means Metrolink’s fleet will be boosted to 120 vehicles by 2017.
Contactless a success for TfL More than 128,000 taps using contactless payment cards and devices have been made since Transport for London (TfL) launched the new option to pay across the London transport network on Tuesday 16 September. The first day saw contactless used at more than 600 train stations across the Tube, DLR, Overground and National Rail stations that accept Oyster. The most popular London Underground stations for contactless so far are Canary Wharf, Oxford Circus, London Bridge, Victoria and Liverpool Street. Card clash is being closely monitored and customers are being automatically refunded when they may have accidentally touched more than one card on a reader and paid with a card they did not intend to use. The first day of contactless saw 1,724 instances where customers may have accidentally paid with a card they did not intend to pay with, against a pre-launch estimate of around 2,000 – less than 0.1 per cent of the smartcard rail journeys made in London every day. All instances of accidental card clash have been automatically refunded which means customers do not need to do anything. Oyster will continue to be available, with contactless payments being another option that lets customers travel without the need to top up credit. The next part of TfL’s plans to revolutionise ticketing concentrate on how the benefits of contactless can be brought to Oyster, to ensure all customers experience the same convenience. Contactless payment cards are becoming increasingly common, with half of Londoners already having one.
Station retail continues to shine In-station retail spend has once again outperformed the high street average, and grown for the ninth quarter in a row. Average results show strong increases in retail spending at Network Rail’s 19 managed stations, culminating in a 6.1 per cent gain in the period. This is compared to steady growth figures of 1.1 per cent from the British Retail Consortium which includes many British supermarket and retail brands. Hotel Chocolat, Isle of Flowers and The Harry Potter Shop as well as specialist foods from Wasabi, Nampo, Mi Casa and Patisserie Valerie have led the growth with 26 per cent and 18 per cent respective growth figures. Hema, the popular Dutch discount retailer recently opened its first UK store as part of the refurbished Victoria Place centre in Victoria station, with Frankie & Benny’s, Joy, Ed’s Easy Diner, Café Rouge and The Fresh Pizza Company also rejuvenating the new
station retail environment. King’s Cross continues to steam ahead when it comes to overall spend with a 15.55 per cent increase since Quarter 4 2013/14. Liverpool Lime Street station is close behind with a 14 per cent rise, with Cannon Street rounding out the top three at close to 10 per cent growth. Stations in Scotland also recorded steady growth with Edinburgh Waverley and Glasgow Central stations rising by 5.76 and 4.68 per cent respectively. Hamish Kiernan, commercial director of retail for Network Rail: ‘We’re working with our retailers to improve the quality and range of shopping experiences and offerings at our stations. You have to work hard to keep pace with the constant evolution of this sector, and as these results show, we are getting the mix right.’
Managing bereavement at work Acas has produced a new guide on managing bereavement in the workplace -www.acas.org. uk/bereavement - developed in partnership with Cruse Bereavement Care. Acas cited a report by the National Council for Palliative Care in partnership with the Dying Matters Coalition and the National Bereavement Alliance, which found that a third of employees who have suffered bereavement in the past five years felt they were not treated with compassion by their employer.
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for the latest news visit www.railpro.co.uk Ticketing developments still not smart enough says passenger watchdog While acknowledging that there has been a ‘big leap forward in the way that people can buy their tickets for travel in and around London’, London’s passenger watchdog thinks there is still much more to be done to improve the whole ticket purchasing experience for transport users. Janet Cooke, chief executive of London TravelWatch commented: ‘The extension of contactless payments on the Tube, DLR, London Overground and National Rail services in London that participate in Oyster Pay As You Go (PAYG) is something we welcome, particularly as weekly usage will be capped at the same rate as a weekly travelcard. It will make it easier for visitors to London and people who have forgotten their Oyster cards. However, it is disappointing that weekly capping will not be available on Oyster PAYG for some time.’ London TravelWatch attended the launch of Southern’s ‘key’ smartcard, now having the option of adding a Travelcard (see News) which Cooke welcomed as ‘another milestone in the roll-out of smart ticketing across London’. ‘It is also good news that passengers in south east London will potentially benefit from the extension of Oyster to Dartford and Swanley.’ ‘However’, she continued, ‘passengers are still not able to use Oyster or contactless payments when making journeys to and from places where they would naturally expect them to be valid such as London Gatwick Airport, where around 6,000 penalty fares are issued each year to passengers. Action needs to be taken to give passengers travelling to airports additional payment options to make their lives easier and reduce the potential for confusion when they travel outside the Oyster area.’ The watchdog recently criticized the range of improvements included in the recent Direct Award of the Southeastern franchise between Kent and South East London, saying they ‘do not go far enough’. Chair of LondonTravelWatch, Stephen Locke, said: ‘It is increasingly clear that if Londoner’s want wide-ranging improvements to be made, devolution of the capital’s surface rail services to the Mayor of London on the same basis as the Overground is the only long-term solution.’ Page 20 October 2014
Another ticketing first for Southern Southern’s passengers from outside London can now incorporate Travelcards on its smartcard, the key, making it possible to travel from Bognor Regis to Bethnal Green or from Eastbourne to Ealing Broadway on rail, tube and bus. Southern’s commercial director, Alex Foulds said: ‘We are delighted that our vision has now become a reality. It’s fantastic news for thousands of our London commuters who can now use their key smartcard for their entire journey to and from work. We have worked very closely with the Department for Transport in developing this new product and the commitment shown by Transport for London and our suppliers has been crucial in making this the success that it is. This development is another step that paves the way for other train operator’s schemes to follow on behind us, by laying a firm foundation for the South East Flexible Ticketing programme to become a reality.’ TfL’s director of Customer Experience, Shashi Verma, said: ‘We want to make travelling in London as quick and convenient as possible for all of our customers so we are delighted to have worked on equipping London for accepting ITSO, and with Southern to bring Travelcards to their smartcard.’ Roger Crow, senior vice president and managing director of Cubic Transportation Systems’ European operations said: ‘We are delighted that this project has come to fruition. Users of the key can access the entire Oyster network in London now that Travelcards have been added. ‘What started as a limited scheme has become completely integrated into the existing Oyster network. We fully support Southern’s other new and innovative products which show how versatile the ITSO cards can be. We are proud that this teamwork-based approach sets the standard for the way to design, implement and deploy ITSO rail schemes across the country.’ Travelcards on the key was formally launched by Minister of State for Transport, Baroness Kramer at an event at London Victoria station. Since the key was launched for general sale in 2011, 26,000 customers have registered for it, with more than 70,000 tickets issued so far. (See Southern’s feature on page 73)
Soft estate project could benefit
infrastructure resilience to climate change A green infrastructure project could benefit the environment and reduce the impacts of climate change on the transport network, according to agricultural and environmental consultancy ADAS. The initiative, named NEWP 32, highlights the potential to deliver biodiversity gain, ecological connectivity and ecosystem services through appropriate management of the vegetated areas of road and rail corridors. Under the correct management conditions this land (‘soft estate’) can also improve transport infrastructure’s resilience to the impacts of climate change. Two pilot trials are commencing to assess the management methodology,
with potential for a future national rollout. The project began in November 2013 in response to the government’s Natural Environment White Paper (NEWP) and has been a collaborative partnership between Natural England, the Highways Agency, Network Rail, the Nature Improvement Area (NIA) Partnerships for the Humberhead Levels NIA and Morecambe Bay NIA and ADAS UK. Senior landscape consultant at ADAS, Marion Frandsen, said: ‘The project has opened a dialogue about the potential to substantially increase the environmental benefits that transport soft estate delivers. The national significance could be immense because soft estate covers such an extensive area in the UK.’
Welcome to the Abellio Way The ability to move freely, safely and with ease is a precondition for a successful society. This has always been and will remain the role of public transport within communities. At Abellio we believe our responsibility to passengers extends beyond their journey on our trains and buses, so our services are focused on a single objective: delivering the full door-to-door journey requirements of our passengers. This is the Abellio Way: Beyond a-to-b. Across the Abellio group, we operate rail, bus and tram services in England, Germany and the Netherlands, and every day over 12,500 of our people ensure that 1.4m passengers reach their destinations safely. Without the diligence and commitment of our people who consistently deliver our core values on a daily basis, we would not have the reputation we do for customer service and partnership working. We take great care, therefore, to invest in them as ambassadors for Abellio. Our way, the Abellio Way, focuses on talent management and international best practice programmes, which allow our people the freedom to achieve their full potential.
And we donâ€™t just encourage excellence, we reward it with our annual Abellio Achievement Awards. Open to employees of all levels, the awards recognise and celebrate outstanding performance in six categories: Excellence, Bringing the Abellio Values to Life, Innovator of the Year, Leader of the Year, Team of the Year, and Employee of the Year. Our culture, our values, our commitment to customer needs and our dedication to creating world class partnerships represent the very essence of Abellio; it differentiates us in the world of public transport. It is the Abellio Way.
October 2014 Page 21
for the latest news visit www.railpro.co.uk
Class 68 wins RFG environmental award The New Class 68 Locomotive from DRS (Direct Rail Services) has won the Rail Freight Group Environmental Innovation Award 2014. The highly efficient mixed traffic locomotive surpassed all expectations during testing phases and began operating services in July when it hauled its first train for Tesco from Mossend to Inverness. Roll-out of the entire fleet will be completed in 2015 and will pave the way for the even more innovative Class 88 dual power locomotives that will offer both electric and diesel electric operating modes for full access across the network. Neil McNicholas, DRS managing director said: ‘The team insisted on incorporating proven technology into the design so that the benefits of bringing the Class 68 to the UK could be fully realised. Benefiting from Vossloh’ s engineering expertise and DRS’s knowledge of the specific needs of UK rail operators this award recognises all the hard work, commitment and advantages of a locomotive which is set to deliver new standards of performance and efficiency while significantly reducing its impact on the environment.’ Also at the RFG’s annual ceremony, retired DB Schenker Rail UK health and safety representative for UNITE, John Gallagher, was awarded the Outstanding Individual Contribution award.
Rail minister visits £280 million Lincolnshire project Minister of State for Transport, Baroness Kramer viewed progress recently on the project to upgrade and modernise a key rail artery. The government-funded ‘GNGE project’ will finish later this year and help to meet growing demand for rail services in the region. It will also become an important diversionary route for the East Coast Main Line, allowing improved services to run during improvement work and times of disruption
Kramer opened a new underpass in Heighington which provides a safe walking route underneath the railway for the many school children who use the route every day, and also visited the reinstated rail bypass at Sleaford. Justin Page, area director for Network Rail, said: ‘This is a complex project involving many miles of railway line between Peterborough and Gainsborough which is used by both passenger and freight trains.’ Visit www.railpro.co.uk for more news... Page 22 October 2014
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In the passenger seat
Keeping promises A strong message is emerging for governments, regulators, train companies and Network Rail points out Anthony Smith: pleasing today’s passengers - and attracting more - still clearly centres on getting the basics right
hat needs tackling on the railway? Everyone has an opinion on this. I have been told by earnest stakeholders that the key issues facing passengers are catering, overcrowding, bikes on trains (for and against), trackside litter, visible staff, ticket prices and having your ticket checked. Take your pick! Add in the fact priorities change by train company, route, season, where you got on (your seat is my standing up) and many other factors. The only way to really find out is to ask a large enough group of passengers and really press them to prioritise what they want. There’s no point in them coming up with long un-prioritised wish lists... So why does the 65,000 strong National Rail Passenger Survey not tell us this? The NRPS questionnaires are given to passengers at stations or on trains. It is very much geared to producing data which can drive immediate actions by train companies and Network Rail. It is aimed at being current, fresh and about the journey that the passenger is doing. Just because something has a low satisfaction rating in the NRPS, such as car parking or inadequate toilets, does not necessarily mean it is a key priority for improvement. However, meshing NRPS and the drivers of satisfaction (still dominated by punctuality) and dissatisfaction (how delays are handled and punctuality figure large) provides a powerful overall picture of today’s experience. New research on passenger priorities As part of Passenger Focus’s thinking about future priorities, both for a potential new government and the 2019 onwards spending period, we have just published some new research on passenger priorities for improvement. The work can be analysed at the Great Britain, England, Scotland or Wales and English regional level. It can also be analysed by journey purpose: commuter, business or leisure as well as age and gender. First Great Western paid for a larger sample for its own services which allows a much more detailed breakdown for it to inform its future franchising plans. Value for money continues to be the number one priority at a GB level. We know from other research that when passengers are answering this question they are, of course, focusing on the price of their ticket. However, they are also taking into account the service basics of getting a seat, punctuality, frequency and how delays are dealt with. The following priorities then figure: getting a seat, frequency, punctuality and keeping passengers informed during delays. There is then a whole host
of lower order priorities. So a strong message is emerging for governments, regulators, train companies and Network Rail. Pleasing today’s passengers - and attracting more - still clearly centres on getting the basics right, and at the very heart of this is a service that you can trust to turn up on time - this is the core of the promise when you buy a ticket. However, it is
equally clear that we can’t ignore the question of capacity – as more people travel by train the competition for seats increases. It is also very interesting to see free WiFi on trains being the tenth highest priority for improvement – WiFi seems to have now reached essential status rather than being a ‘nice to have’. How much more punctual services should be is a moot question. This varies. For some train companies punctuality is no longer the key driver of satisfaction. This might imply that performance and frequency (which can compensate for poor timekeeping) is reaching a point of being acceptable. However, for most train companies it remains key. Pleasing commuters, who pay thousands of pounds a year to travel at the busiest times, is always going to be more difficult but you can make a good start if you just don’t annoy them - with perhaps the best way of doing that being to deliver what you have promised, the timetable. Anthony Smith is chief executive of Passenger Focus October 2014 Page 25
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Laying down the law Claudia Gerrard
Too much information?
Requests under the Freedom of Information Act 2000 mean even your competitors could obtain details about your contract with a public authority. However a lack of understanding or failure to act on a request could prove disastrous points out Claudia Gerrard
recent query related to what is a fairly commonplace scenario. A company received a request from a client asking for information about work the company was carrying out for the client. The client was a public body and the information was, in the company’s opinion, highly confidential. So, the company’s first reaction was to write back and say that it wasn’t happy to provide the information. Then it re-read the request and saw that the client was asking for the information because someone had made a request under the Freedom of Information Act 2000 (FOIA). That puts a different complexion on matters. They knew that the FOIA existed and they vaguely recalled that it allowed people to ask for information. But they didn’t really know much more beyond that. So, the questions arose: did they need to comply? What must be disclosed? And in what circumstances could they say no? The FOIA came into force fully on 1st January 2005, allowing for a five year phasing-in period. So, do you need to comply? Well this first question is often the most complex and difficult to answer. The FOIA sets up a general right for individuals and, interestingly, companies to access information held by public authorities. This means anyone, even your competitors potentially, could obtain details about your contract with a public authority. The definition of ‘public authority’ itself is also quite wide. It covers all government departments, local authorities, educational institutions and even publicly-owned companies. The aim is to facilitate transparency in the dealings of public bodies. So, generally, the answer is that, if a request for information is made to a public authority, you will need to comply. Can you say ‘No’? Against that starting point, therefore, the second question is: what must be disclosed? The FOIA says that ‘all information’ must be disclosed. Again, the language of the FOIA is quite wide and needs careful consideration. Generally, it will be easy enough to determine whether
FREEDOM OF INFORMATION Protecting information 1. Review information given to public authorities and held by public authorities: ensure that you monitor and keep track of information given to public authorities. If the authority has the information, you might not even be aware when it has been disclosed 2. Establish clear policies and processes: these should cover management of information and how you can establish confidentiality for claims. As part of this, consider not only contracts (as covered below) but also how to make sure that your claims for confidentiality are effective 3. Consider your status: if you are a government contractor you may be designated as a ‘public authority’ and therefore be subject to a range of information supply obligations. Also, as part of this, consider whether you ‘hold information on behalf of a public authority’. If so, the public authority may be required to make such information available in line with the requirements of the FOIA Contractual documents 4. Define confidential information: it is often tempting to make all information confidential in order to prevent any disclosures. However, consider whether confidential information can be defined, either by reference to specific documents or information, or in terms of categories. Then, use those definitions to specify the particular categories which should not be disclosed under the FOIA. This may be more effective than a carte blanche definition 5. Commercially sensitive information: specifically identify any commercially sensitive data in the contract. Such data may benefit under the qualified exemption,
so make it as clear as possible why your commercial interests could be prejudiced by disclosure of the information. This may assist when raising any objection to disclosure 6. FOIA requests: include a specific obligation on the public authority to notify you if a request is made for disclosure under the FOIA. Such notification should be before, and not after, the information has been disclosed 7. Right to review information before sent: as well as notification, ensure that you can review information before it is sent 8. Time limits for response: include the limits within which you need to respond. As well as those limits, ensure that the client has to notify you promptly if information is required – and make sure you’re not liable for any delays caused by the client. The public authority has time limits within which to respond to an applicant and you should similarly avoid causing any delays Responding to requests 9. Raise any objections in a timely manner to enable the authority to respond to the request: this relates to the importance of knowing what information you hold in connection with a public authority and being prepared in terms of any objections to disclosure of that information 10. Disclose all information requested: except where there is an absolute exemption or where you want to claim a qualified exemption, you should provide all the requested information. Failure to do so may be a breach of the FOIA, as well as negatively impact your relationship with the client.
October 2014 Page 27
information is being ‘held’. However, in the query received, the information was held in email form but had been deleted from the company’s email systems. In those circumstances, there was no information ‘held’, one would have thought. Therefore, it seemed there was nothing to be disclosed. However, you need to consider whether the emails can be restored via the company’s computer backup systems, because, if so, the information is still being ‘held’ and must be disclosed. Moving on, the next matter to consider is when can you say no? In other words, are there any exemptions which apply? Are there any instances when you don’t have to disclose information under the FOIA? In our query, the company thought the information was confidential. The request related to pricing and could benefit the company’s competitors if it was disclosed. The company didn’t have a contract in place to deal with FOIA requests and the confidentiality clause was one-sided – in favour of the client. Therefore, in order to object the company had to establish that the information fell within one of the exemptions in the FOIA. The FOIA lists a number of exemptions and categorises them into absolute
exemptions and qualified exemptions. As the categories suggest, some of the exemptions will apply regardless (the ‘absolute’ ones). However, qualified exemptions are subject to a general test as to whether it is in the best interests of the public to disclose the information. There were a couple of exemptions which could apply. The first, most obvious exemption was that the information was confidential. Secondly, though, the company could argue that the information consisted of trade secrets which could prejudice the commercial interests of the company if it became public knowledge. Both these grounds were valid exemptions under the FOIA. Taking confidentiality first, the exemption relates to situations where information has been given to the public authority under a duty of confidence. If so, it is protected by an absolute exemption and a public authority cannot disclose it under the FOIA. Unfortunately, though, not all information given from one contracting body to another is treated as confidential. The only way to make sure that information is protected is to tell the other party that it is confidential. If not, the presumption
may be that the information is not, in fact, confidential. In our scenario, the contract did not include an express obligation of confidentiality in favour of the company. This meant that exemption did not automatically apply. Commercial interest Turning next to the issue of commercial interest, this is a qualified exemption which means the test is subjective and the public authority makes the decision. So, the company had to convince the local authority that the exemption applied. Due to the timescales under the FOIA, the delay by the company in reacting and the practicalities of proving the exemption applied, the company was unable to prevent disclosure of the information. By the time legal assistance was sought, the local authority had almost reached the deadline for responding and the company’s belated objections were not upheld. The scenario highlights some of the issues when dealing with public authorities and the FOIA. Timescales under the FOIA are generally mandatory. So, a lack of understanding and/or failure to act promptly could prove fatal. And, ultimately, this could seriously prejudice the commercial interests of your business - especially if the information gets into the hands of your competitors.
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Smart ticketing technology – what are the main barriers? Simon Spooner looks at some of the reasons why we’re not quite there yet with smart ticketing as a vision for the future
evelopments in technology could enable the complete replacement of paper tickets with an electronic smart ticketing system. Passengers could seamlessly travel across and between cities via different transport modes using not just a smart card, but also their smartphones or contactless bank cards. These schemes offer convenience and enhance accessibility for consumers and could play a vital role in encouraging greater use of public transfer, therefore reducing carbon emissions and traffic congestion. For the transport operators, the adoption of smart ticketing technology could cut long-term operating costs and provide a wealth of passenger data and with it valuable insights into travel patterns and behaviours. So, when it comes to smart ticketing, are we nearly there yet? Are we getting close to reaching this vision of the future? The answer is not quite. Despite governmental support (evidenced by such initiatives as the requirement for train operators to include smart ticketing proposals in current UK rail franchise bids) and some regional pilot projects looking to implement multi-modal, multioperating ticketing schemes, adoption of smart technologies in the public transport sector continues to be slow due to a number of perceived barriers. So what are some of the main reasons? Funding Next generation smart ticketing technologies are still in development and the business models for widespread implementation remain largely untested. Local authorities and central government are always under pressure to prioritise where they allocate resources, and often are understandably reluctant to invest in Page 30 October 2014
apparently high-risk solutions. Similarly, access to private sector financing has been difficult, not least due to the recent recession. While transport operators broadly recognise that smart ticketing offers the potential to reduce costs in the long-term, even when taking into account government incentives, these benefits are often outweighed by the scale of the initial investment and the associated risk of being the first mover and of technology quickly being superseded and their investment wasted. Collaboration between stakeholders Traditionally, public transport operators have been responsible for managing the passenger relationship. Smart ticketing schemes introduce other entities such as banks, software providers and mobile network operators into the supply chain and more importantly into the value chain. Government funding for roads, rail and sustainable transport is allocated separately and there are more than 400 local councils in the UK responsible for making decisions. Therefore implementing city-wide multi-modal solutions requires the commitment and collaboration of a number of different entities in the public and private sectors which poses a challenge in itself. The roles and obligations of each of these entities have to be clearly defined in order to provide a cohesive and seamless public transport system, with one organisation taking a lead in coordinating any smart ticketing project. Integration with legacy infrastructure New ‘Smart Cities’ (such as Tianjin in China) can be designed and built from scratch using integrated technologyenabled infrastructures. The issue for existing, well-established cities such as those in the UK is that new technology
has to be integrated into legacy infrastructure and IT schemes. The difficulty in rolling out new schemes is that many of the smart technologies are designed for a blank canvas and so their implementation into existing infrastructure requires financial and technical resources beyond those available in UK cities. Technology immaturity and standardisation Due to the nature of smart ticketing technology and software, there is concern over the potential for ‘lockin’ in relation to implemented smart ticketing schemes. There are similar concerns with regards to the rapid pace of change of smart technology and the need to future-proof any implemented schemes to reduce future maintenance
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and upgrade costs as well as address the changing regulatory environment. To remove such concerns and promote EUwide competition, developers must ensure the interoperability of competing smartticketing schemes. In order to provide truly multi-modal transport systems which can be used across a network of different locally implemented ticketing schemes, there needs to be uniform standards on which to operate such schemes. Passenger resistance Passengers have been accustomed to the simplicity of purchasing a paper ticket as and when needed. Smart ticketing schemes are likely to require passengers to provide personal data upfront so that accounts and access services for future travel can be set up. Many passengers may be tempted to cling to the traditional methods of using public transport due to a lack of the necessary awareness, skills or confidence to access and use the new schemes. To avoid the risk of alienating and isolating these passengers, any new smart-ticketing system will need to run in parallel with the traditional Page 32 October 2014
paper ticket system, at least in the early phases of implementation. This has cost implications and adds complexity. Data privacy and security Smart-ticketing schemes will collect vast quantities of data in relation to passengers and travel behaviour. This data will be of enormous interest to operators, mobile network operators and advertisers, provided it can be linked to individuals. Amid growing privacy concerns among the public, it is essential for wider adoption of smart ticketing schemes that passengers are kept informed about what data will be collected, how it will be used, and where necessary, that they are asked for their consent. This will require careful consideration of the purposes for which data will be used and with whom it will be shared at the outset. From a technical perspective, appropriate measures to protect the data from corruption or cyber attack, such as firewalls and encryption, would need to be implemented. Scheme complexity Next generation smart ticketing schemes are complex projects to design, build and
Many passsengers may be tempted to cling to traditional methods due to a lack of the necessary awareness, skills or conﬁdence to access and use the new schemes implement – they are not an isolated product that can be simply dropped into an existing transport network. They involve multiple stakeholders, typically entail detailed procurement processes and require sophisticated planning, governance, technical, operational and legal input from experts who need to be able to adapt to changes as the scheme evolves. Simon Spooner is a partner at Osborne Clarke
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Ministers take control of Network Rail Network Rail is now a public sector arm’s length body of the Department for Transport. Freshwater’s Jay Turner assesses the political implications
ollowing a statistical decision taken by the Office for National Statistics in light of new EU accounting rules, the DfT has at last been forced to admit that it owns Network Rail. For the taxpayer, the most immediate and significant result of the reclassification is that Network Rail’s debt (circa £34 billion) now sits on the UK balance sheet. But to what extent will this affect the day-to-day running of the UK’s infrastructure manager? DfT and Network Rail both say not at all, though Mark Carne did admit the move would bring ‘greater accountability and transparency to parliament, the taxpayer and fare payer’. The change is bound to lead to increased political control over an organisation which from its inception has operated at very much further than arm’s length from Whitehall and Parliament. One of the most high profile aspects of Network Rail’s business has always been executive remuneration. Previous
... it is clear that both Treasury and DfT will be looking for greater involvement in Network Rail’s finances, operations and strategy, but for the time being there remains and sense of waiting and seeing how the reclassification beds in Page 34 October 2014
Transport Secretaries have often been frustrated by their inability to take decisive action on the issue (due to the Treasury being wary of political interference lest the organisation be re-classified as a public sector body). In 2012 for example, Justine Greening MP voted against bonuses for the executive directors but this was merely advisory and had little effect. Now under the control of the government, Network Rail has already been told that it needs explicit permission for salaries over £222,000. The Secretary of State will also have the power to appoint the chair and approve the board’s suggested candidate for chief executive - the former having the potential to politicise Network Rail in a way not seen before. Running NR a motivation beyond pay Former Transport Minister Tom Harris MP summed up the views of many of his colleagues in Westminster when he recently tweeted: ‘Now that Network Rail debt is officially govt debt, no excuse for ministerial ‘hands off’ approach. 1st casualty should be directors’ bonuses’. Chairman Richard Parry-Jones has already highlighted the less financially-rewarding regime that will undoubtedly now be put in place for his executive directors, remarking that the ‘unique challenge’ of deciding how to effectively run Britain’s rail infrastructure would be motivation in itself. Though bonuses are more politically significant, of greater interest to the wider rail industry should be the increased role for the Treasury in Network Rail’s financing and strategic planning. The organisation will now be able to borrow through the Treasury, rather than the City, which should be marginally cheaper and offer increased transparency. This should be good news for former Shadow Secretary of State for the Environment, Transport and the Regions, John Redwood MP who has made much of Network Rail’s relationship with the Square Mile. But it has been a long-held view at
Horse Guards Road that Network Rail could achieve much greater efficiencies and this is likely to manifest itself in greater Whitehall control over projects and spending. It is therefore likely that Network Rail will be required to submit large project proposals to George Osborne’s team for sign-off. And with Ministers now directly accountable to Parliament for Network Rail performance and spending there will be far greater scrutiny of budgets – a fact which won’t go unnoticed by those overseeing the costs of the current electrification programme. Options for further oversight The efficiency theme will not just be pushed by Treasury but by the DfT as well. The recently released Memorandum of Understanding governing the ‘new’ relationship between Network Rail and its political masters is large on value for money. It also notes that the Secretary of State for Transport will hold regular meetings with the chairman to ‘discuss corporate strategy, and raise any strategic concerns.’ Mandarins at Great Minster
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House are flexing their muscles and have already formed the ‘Network Rail Sponsorship Group’ to explore options for further oversight. Reading through that document it is clear that both Treasury and DfT will be looking for greater involvement in Network Rail’s finances, operations and strategy, but for the time being there remains and sense of waiting and seeing how the reclassification beds in. Shadow Secretary of State Mary Creagh has welcomed the changes in regards to executive remuneration but has made much of the decision to continue to exclude Network Rail from being covered by the Freedom of Information Act, commenting that: ‘David Cameron said sunshine is the best disinfectant, but he and his ministers are strangely reluctant to let light in on the workings of Network Rail.’ Creagh stated that Labour would make Network Rail subject to FOI which should please campaigners such as Rail Freight Group chairman Lord Berkeley, Simon Wright MP and Tom Brake MP who have often raised the issue in Parliament. So, whether we call it renationalisation by the back door, or something else entirely, Network Rail is now fully under the control of Westminster and Whitehall. As the weeks and months pass, we shall see the full extent of Ministerial influence over the organisation, and what effect it has on the wider industry. Visit www.freshwater-uk.com
Richard Parry-Jones: the unique challenge of running Network Rail should make up for lower executive pay
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Take that shot A diverse workforce is a stronger workforce, but many women shy away from that big career step due to a lack of self-confidence. Women in Rail’s Adeline Ginn looks at how the group is helping to achieve better outcomes
recent study of 500 boardrooms in the US showed that companies with three or more women on their board of directors experienced an 83 per cent higher return on equity, a 73 per cent boost in sales and a 112 per cent higher return on invested capital. Furthermore, numerous recent global studies, ranging from Goldman Sachs to Thompson Reuters show that companies employing large numbers of women outperform their competitors on almost every level. Faced with these hard facts, few companies could deny that a diverse workforce is a stronger workforce - so where are all the women at the top table? Many people are quick to blame external factors – like sexism in society – but evidence from a number of our members revealed that they would shy away from taking that next big career step because of self-confidence issues. Interestingly a lot of women think it is just them who lack confidence, but when they are together they realise many other women feel the same. I’ve spoken to senior women who believe that they still suffered from the so-called ‘imposter syndrome’, a fear of being found out at any moment as not being up to their job. This is further supported by a recent survey conducted by the Institute of Leadership and Management on how confident British managers felt in their positions. Half of the female respondents admitted they had self-doubt about their performance and careers, compared to just one third of male respondents. Crucially, the study also found that women with low confidence were less likely to be appointed to management positions, and as a direct result were less likely to achieve their career ambitions. Difference between men and women But admitting a lack of self-confidence is by no means a weakness. Thankfully it’s the first step to building self-confidence and creating a more empowered and equal
workforce as confidence can be rebuilt. Women in Rail is a passionate advocate of helping more women achieve their full career potential. We have held several confidence seminars for our members, with presentations from leading women in the industry including Karen Boswell, managing director of East Coast Main Line and Anna Walker, the chair of Office of Rail Regulation. Ironically a further in-depth investigation into women’s attitudes in the workplace revealed many refrain from applying for promotions because they lack self-belief. A recent internal Hewlett Packard study revealed women only felt willing to apply for promotions when they felt they met 100 per cent of the job specifications, whereas men felt confident applying when they’d met 60 per cent. Many females only applied when they felt over qualified for the role, whereas men recognised their shortcomings – but still had the confidence to put their names forward. Mentorship scheme As much as many of us may like to – you can’t eradicate self doubt overnight. But by inspiring confidence and encouraging women to take little steps out of their comfort zone on a regular basis, you can slowly see it melt away. Companies need to decide whether they are going to foster an environment which is dog-eatdog or where they nurture the skills of individuals to proactively help their staff gain confidence and give them clear goals to achieve their potential. Women in Rail has also found that one the most effective way to overcome self doubt, particularly in a male dominated environment, is by establishing a one-on-one mentorship scheme. For a mentee, the gift of having someone to listen, advise, challenge and nurture your productive thinking is invaluable. For the mentor, the positive feeling of giving something back is equally rewarding. One person in particular commented ‘being able to have supportive and challenging conversations, pushing me to think differently
to find solutions and jointly identifying stretching opportunities for my development have been the most valuable things from my experiences of having a mentor. The self-confidence boost and steep learning curve that comes from holding your own in front of senior industry leaders who you respect is something unique that is hugely beneficial.’ I’d advise every woman to ensure they fulfil their potential by seeking out mentors at work; they will be flattered you approached them! Take the risk when the next promotional opportunity comes up; remember you miss every shot you don’t take. The rail industry is traditionally male dominated but by no means antiwomen. Lack of self-confidence is just one of the many obstacles women face in the working environment, not just in rail but generally, and perhaps rail is distinguishing itself from other industries by being pro-active in its willingness to help its women further their career. Adeline Ginn is general counsel, Angel Trains
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October 2014 Page 39
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www.railwayoperators.co.uk Signalling Through the Ages – an interactive experience he North East Area council organised a signalling event at the National Railway Museum in York, hosted by Phil Graham, level crossing risk specialist, Network Rail. The recently restored simulator, from
panel. During the visit to the operating floor, delegates were able to speak to the signalmen and have the signalling panel explained in detail. They were also permitted into the relay room beneath the Our Annual Lunch for Members and Guests will be held at signal box where a senior S&T manager The Mermaid, Puddle Dock, London. On Friday 19th April explained the intricacies of geographic 2013 from midday.were Our guest speaker is the Rt. Hon. relay interlocking. The delegates Simon Burns, Minister of State for Transport. able to appreciate the complex operation of a traditional ‘Entrance – Exit’ (NX) signal box occupying a key–place in a per head Tickets £47.00 principal Inter City route.
Table of 10 – £470.00 per table
North West Area(Ticket IRO prices are inclusive of VAT @ 20%) Family Day Download booking form at: orth West Areaamembers and their families recently www.railwayoperators.co.uk Rail Operating Centres (ROC’s) being held their annual Family Call: 01785 248113 developed by Network Rail. Housing Day in Liverpool. This the main Network Rail signalling centre fun-packed event included and route control for the East Midlands a visit to the Museum of Liverpool to view a presentation relating to the former Route, the East Midlands Trains control and a significant number of supporting Liverpool Overhead Railway. managerial staff for both Network Rail The party then took to the water for a and EMT, the EMCC proved to be a River Explorer Tour, taking in the sights very informative visit. It began with a and learning about the history of the look at the heart of the operation, the Mersey. Disembarking at Birkenhead, the Lancashire & Yorkshire School of signalling control equipment, and then visits to the U-Boat Story and the Wirral Signalling Railway in Manchester, is now at the signalling centre, which controls Transport Museum, were enjoyed by all. based in the museum’s warehouse. For A vintage Omnibus transported the group a number of key locations on the more than 100 years, the fully operational route, including the complex centre of for the return journey to the Woodside equipment has been used by trainee Nottingham - the latest additional area Ferry Terminal. Back at Liverpool, the signallers to signal the movement of to the centralised location. Space exists party visited Albert Dock and finished trains around the layout and learn the local that IROensured Area runs round. There areOliver’s opportunities to signalling see howworkstations others for more to be theall tripyear off with a meal at Jamie rules andYour regulations that events work, broaden your experience andrestaurant. add to your professional development. incorporated, which will happen over the Italian train travel remained the safest form of travel in Visit Britain. the website to find out more… www.railwayoperators.co.uk next few years as Network Rail continues its modernisation programme. North East Area visit to Bombardier and The model has returned to doing what Members were then given a East Midlands Control Centre it was built for, turning the complex demonstration of the signalling simulator world of railway signalling into an embers visited the that is used to train and assess signallers, engaging learning experience. Delegates production facility of and were then able to have a go on the were shown how to operate the layout, Bombardier in Derby simulator. The visit closed with a viewing using scale model signals operated by - currently the only of the co-located Network Rail and East perfect replicas of signal box interlocking new train construction Midlands Trains control, which at the and operating block telegraph. Following facility in the UK. time of the visit was relatively calm, that, delegates were able to operate a full Each member took away with but members were assured this was not sized manual signal box simulator, also them a greater understanding of the always the case! housed in the museum, and to observe the complexities of building a modern train, repeater displays from York Integrated and the sheer scale of the operation at Electronic Control Centre (IECC). Derby was something that This proved to be a popular event, with had not been appreciated delegates having the opportunity to try beforehand. The Derby 1 2 site for themselves a hands-on experience of is operated in a smooth traditional signalling – soon to be a thing and precise way, with South West Area: South West Area: Operations Experience Day – of the past. Modernising the Western Route – Swindoncomponents October 2012 delivered Weston Somerset Railway, Minehead October 2012 a ‘just in time’ basis and Doncaster Power Signal Box visit resembling a huge Meccano set. A history of Bombardier RO members in the North East and of train-making at visited the PSB (Power Signal Derby was provided as Box) at Doncaster. Covering a part of a guided tour of the considerable portion of the East works, which culminated in Coast Main Line from Stoke members being the first to Tunnel between Peterborough and sit in a brand new finished Temple Hirst Junction near Selby, the sub-surface underground PSB also controls the busy route from train. Conisborough in South Yorkshire and The second part of the Thorne on the route to Scunthorpe and day was a guided tour of Goole. the East Midlands Control Dominating the control room is a110 Centre, one of the new feet long illuminated signalling control
October 2014 Page 41
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• The Network • Timetable Preparation and Resources Planning • Access Management • Capacity • Projects and Developments
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Page 42 October 2014
Diary of events 4 November 2014: IRO Performance conference The next IRO learning conference will be held at the Charing Cross Hotel, London. Watch this space – 96 per cent of the 13th June conference delegates rated the conference as excellent/very good for knowledge gained. For further details or to book a place contact the office on 03333 440523.
4 November 2014: IRO Innovation Concept Awards 2014 The awards evening will take place at the Charing Cross Hotel, London – see the panel below for more information. Irish Area For information on Irish Area events contact Hilton Parr at firstname.lastname@example.org Scottish Area For further information on the IRO Scottish Area please contact Jim Douglas on 0141 354 5684 or email at email@example.com North East Area 7 October 2014: Visit to the York Railway Operating Centre (ROC), York A new centre in York will, by 2019, control all of the signalling for the East Coast Main Line and connecting lines. It will be one of just two ROC’s for the route, using the most modern signalling and traffic management technology. 23 October 2014: AGM and social evening, York The North East Area AGM and social evening will take place at The Windmill, York. 11 November 2014: ‘A year in the life of
Northern’. A talk by Alex Hynes, managing director, Northern. 11 December 2014: Christmas social evening - Leeds. All speaker events are normally held (unless otherwise stated) at the East Coast Academy, Platform 9, York Station, 17:00hrs for a 17:30hrs start. If you would like to attend any of these events or for further details please contact David MonkSteel at firstname.lastname@example.org North West and Wales Area For information on North West Area events, please contact Tricia Meade at nw.events@ railwayoperators.co.uk. For general membership enquires please contact Carl Phillips at email@example.com Midlands Area For information on Midlands Area events contact Julia Stanyard on 0121 345 3833 or email: firstname.lastname@example.org Events start at 17:30 for 17:45. South West and Wales Area 30 December 2014: Christmas social event – West Somerset Railway visit This trip is open to all IRO Members (and also to those who are interested in joining), including your partner or guest. IRO Members can book their place via the website, non-members can book places by contacting Martin Bonnington by email: email@example.com For information on all South West and Wales Area events contact Martin Bonnington by email: firstname.lastname@example.org
South East Area 6 October 2014: Visit to Three Bridges ROC, Crawley Join us at one of the first of Network Rail’s 12 ROC’s, for an insight into how the operation of the national network is changing. Places are strictly limited. To register your interest contact Natalie Howarth: Natalie.Howarth@southernrailway.com 15 October 2014: Charity Quiz, London We are holding another charity quiz at The Parcel Yard, King’s Cross station. Get together teams of up to six people (max) – or come along and join on the evening – all are welcome. Time 18:00 - 21:30 10 November 2014: Delivering the national rail investment strategy (HLOS) David Sexton from the Department of Transport will explain the current CP5 strategy but will also look back on CP4 and ahead to CP6. IRO members should book via the website, non-members should contact David Pinder: email@example.com 18 November 2014: New members’ reception, London. A chance for new IRO members to meet those who have been around for a bit longer, as well as the Council team and invited guests at The Parcel Yard, King’s Cross station Time 18:30 - 21:00 26 November 2014: Driver simulator visit, Ashford. Visit the class 395 driver simulator. To register your interest in this visit contact Rob Mawby: firstname.lastname@example.org For further information on the IRO South East Area contact Jonathan Leithead at email@example.com
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Delivering the goods Chris MacRae
Heart of the matter Chris MacRae explains why putting the customer at the heart of the rail freight policy agenda is absolutely key to achieving the growth targets expected of the sector
he growth forecasts for rail freight in Network Rail’s Freight Market Study, now officially established by ORR are indeed challenging. By 2019 to deliver these targets rail freight needs to have grown by 30 per cent, or put another way six per cent each year of Control Period 5 2014 – 2019. That is a serious amount of growth. To be realistic that will not be achieved solely by continuing on the same track ( excuse the pun) of policies for rail freight. A more radical approach is required.
This is particularly obvious when it is remembered that what the rail industry calls ‘domestic intermodal’ or retailer traffic is seen as a key component in this. Yet these same retailers are calling at the same time for major changes and improvements in the delivery and performance of rail freight services in Britain. These changes revolve around the four key themes of costs and competitiveness, service availability and flexibility, network access and international services, and are articulated in the FTA Agenda for More Freight by Rail
covered in previous columns. What is really clear now though is a need for the industry in the form of operators, regulators, trade associations and governments to place the needs of rail freight customers at the centre of future rail policy, so as to enable the customer demand growth that predicates the growth predictions of the Network Rail Long Term Planning Process and Freight Market Study now established by ORR. This needs to include developing clear milestones and a route map for the rail freight industry to implement measures
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What this does not mean is, as some lobbyists would suggest under a supposedly environmental banner, simply taxing road freight more so as to make rail less uncompetitive: all that does is hurt business by putting up supply chain costs and threaten investment, jobs and growth of joint performance improvement identified by rail freight customers as necessary to grow their use of rail freight. Reduce track access charges These challenges include a need to reduce freight track access charges so that end customer (i.e. shipper) prices for using rail freight can come down to make effective
competition with road freight, and /or for other industry costs to come down so that the end price to that customer lowers to a competitive level to attract new and growth traffic. What this does not mean is, as some lobbyists would suggest under a supposedly environmental banner, simply taxing road freight more so as to make rail less uncompetitive: all that does is hurt business by putting up supply chain costs and threaten investment, jobs and growth in the UK economy: the only solution that is sustainable is for rail costs to come down in real terms. Also, for international rail traffic, the very welcome reductions of the freight train access charges for using the Channel Tunnel need to filter through to end customers in real service price reductions and this needs to be embedded by the European Directives on infrastructure access charging being clearly applied to this specific infrastructure. Improved rail network access Rail network access also needs to improve. Retailers in particular, when considering the use of rail freight as part of their supply chain, will not countenance having to hold the cost of road-based logistics solutions for the day(s) of the week when potential traffic
cannot go by rail because the network is unavailable. Therefore, the industry needs to work on solutions to this. Likewise, rail connected freight terminal capacity needs to increase. To meet the growth figures of the Freight Market Study, this requires an additional 0.27m2 rail connected terminal capacity per year. While this needs to be financially and physically delivered by the private sector, clearly DfT and Transport Scotland need to review current rail connected freight terminal provision and existing blockages to the development of more that may exist in the planning system. So the message is clear that there is a need to take a lead on supply chain supportive measures to improve the uptake of rail freight by industry. Only by placing the needs of rail freight customers at the centre of future rail freight policy will government and industry enable the customer demand growth that predicates the growth predictions of the Long Term Planning Process and Freight Market Study that ORR has now established.
Chris MacRae is manager â€“ Rail Freight Policy at the Freight Transport Association
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Shaping progress together Chair of the BTPA Millie Banerjee discusses what a government review into the Authority and its oversight of the BTP means to the rail industry, and the on-going work to put stakeholders at the heart of everything the BTPA does
hitehall confirmed this summer that the BTPA is the right form of oversight for the British Transport Police. The review concluded with Transport Minister Baroness Kramer saying: ‘The functions of the BTPA are still necessary and the Authority is the right body for delivering them.’ I welcome the findings of this report, which forms part one of a two-part government review into the work of the Authority. Although we are clear on the steps we still need to take, what this review has reaffirmed to us is that we are still the right people to act on behalf of our stakeholders ˗ which includes the rail community and the travelling public. Overseeing the work of the Force is a challenging task and one that we have to balance by serving the interests of the people who rely on and pay for the service, as well as ensuring BTP, which operates within a commercial environment, is still able to fulfil its statutory duties as a police service. With so many stakeholders with differing or competing interests, considering the requirements of everyone is an on-going process and one that we constantly have to evolve and balance to ensure we are meeting the changing needs of all those served by the Force, as well as the Force itself. In August BTP released its annual report which reinforced its intent as a world class specialist service ‘helping the nation’s travelling public get home every day safe, secure and on time’. This is a simple mission statement that distils the complex nature of the BTP’s work and yet clearly sets out what its work means to everyone - from the everyday commuter to a Toc/Foc chief executive. Better engagement on funding But what sits behind that statement of intent, and the Force’s on-going achievements, are the many measures that have been, and will continue to be taken, as we both evolve. For the Authority, this is taking a number of shapes as well as some self-reflection. In September we surveyed Toc and Foc MD’s and heads of security and asked them to tell us what they think of the Authority, Page 48 October 2014
where we add value to the rail industry, what we do well and where we need to improve. Occasionally this made for uncomfortable reading but it wouldn’t have been a worthwhile exercise if it hadn’t and I believe it demonstrates the mature relationship that we have developed over the years. What it has highlighted is a common theme which is less about the cost of BTP and more about better engagement with the rail community on how the money that funds the Force is spent on policing the transport network nationally. Thanks to the decision to restructure the Force earlier this year, there was already an indication from the rail community that it is seeing signs that the geographical restructure is binding BTP closer to the rail infrastructure, resulting in tighter links between policing need on each train route and operational response. Feedback also suggested that our decision making processes had got better at enabling the rail industry to have a say in where BTP resources go in a way that matches rail partner’s policing need. This is an area of work we will continue to strengthen but which is so far already reflected in the Force’s work. In fact, by working with the rail industry, the Force has identified that 10 per cent of offenders are responsible for 70 per cent of crimes on the rail network. This tactical information combined with operations fuelled by evidence-based policing ensures hotspots for crime, disorder and disruption
Adrian Hanstock was appointed by the Authority in August as BTP’s new deputy chief constable and joins the Force this month
are identified and operational commanders can target resources where they are needed most. We recognise that it would be helpful for rail partners to better understand the make up of costs specific to their line of
Millie Banerjee and BTP’s chief constable Paul Crowther discuss the Force’s annual report and the vision for the future
route. This is by no means a simple task as this cost is set within a national picture. But it is something we are attempting to take steps towards. Demonstrating clearer links between financial inputs and operational outcomes is included as an objective in our strategy and one which reflects the industry view. That said, we are taking active steps to respond to rail industry calls to look at the timings of when we issue the annual bill for BTP’s services, which will help our rail partners plan their budgets better. At the time of writing we had just received DfT approval to embark on a consultation that if agreement is reached, will allow us to issue the bill earlier in the year, demonstrating our ability to take into account the industry’s commercial requirements. Shaping progress together Rail staff and passengers have also been asked for their thoughts on the work of the BTP with the latest results placing passenger confidence on trains and at stations at 76 per cent - up on last year’s figures. Added to that is the feedback from more than 1,500 Toc staff who took part in a
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recent rail staff survey. Almost 90 per cent said they felt BTP treated them with respect, while 65 per cent rated their personal security as either very good or good. But the research also showed some areas in which there is room for improvement. Only 39 per cent of those surveyed thought BTP could be relied upon to be there when needed and just 35 per cent said BTP is available whatever the time of day. We will continue to work with our partners to address any gaps. In fact all of the research we have carried out so far will feed in to how we address gaps highlighted in the government’s review, inform our business decisions and the priorities we set for the Force. Much of this work will be realised when we announce the policing targets next year and the new deputy chief constable Adrian Hanstock, who was appointed in August, will be another key element in supporting us to achieve our ambitions of a safer railway delivered by an efficient and effective Force. But what is evident is that we are demonstrating the commitment set out in our strategy to work with our many stakeholders and partners in the rail industry. We firmly believe in ‘shaping progress together’ in order to make the policing of Britain’s railways better.
Out and about Authority member Liz France joined BTP officers on patrol who were carrying out an operation to tackle theft of personal property at Manchester Piccadilly in August. Members go out on regular visits like this to understand first hand issues facing officers, passengers and the rail industry in order to inform the policing priorities the Authority sets. This is just one of the ways the BTPA ensures it understands the perspective of its many stakeholders. Would you like to join one of the Authority members on their next visit? Email: firstname.lastname@example.org
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I’ve just seen too many close calls where people haven’t taken responsibility for their own safety. So that’s something I’m going to be taking to heart
Philip Hoare Philip Hoare, managing director of Atkins’ UK Rail business spoke to Lorna Slade about his priorities in managing the company’s fastest-growing UK business, and the subject closest to his heart - safety
hilip Hoare is relatively new in the position, but despite describing his only previous rail experience as that of a passenger, one gets the impression his knowledge and profile in the industry will proceed at high speed. Having previously headed up its Highways & Transportation business, and with Atkins for 17 years now, there was a baseline of knowledge about rail, but as he said: ‘It’s only when you really get involved in the industry you start to understand the nature of the relationships and what a vast and, I think, pretty exciting market it is to be in. So for me it’s been wonderful. It’s almost like closing the door on one career and opening the door to another.’ Asked if there any similarities with his former sector Hoare’s answer is an endearing mix of refreshing frankness and practiced diplomacy that continues throughout the interview. ‘Yes there are a number of similarities. The first is wherever you have people you always have issues. So in running any business it’s down to your relationships. If you haven’t got the right people or you’re not developing the right relationships with clients then it’s always going to be difficult. And I see that we have some very good relationships in rail and we have some that are quite tense because the pressure of delivery is quite high and there’s an awful lot happening.’ Pointing to safety, which is a theme very close to his heart, Hoare believes this is another area where the two sectors share a similar focus. ‘The thing about rail is that it’s a closed system, but on a road network you’ve got millions of people sat behind the wheel of a steel box and they do all sorts of random things all of the time, so the working environments are quite different. But the principles about operating safely and stopping and thinking, as well as acting on the issues that you see are the same.’ Priorities Since starting his job in July, Hoare has had time enough to assess that there’s a ‘huge agenda’ out there in terms of CP5 and the work Atkins is doing around electrification, and he is judging where the company plays in that market and Page 52 April 2014
its future options. In his first few weeks on the job, he was busy assessing how all its rail clients view Atkins and what improvements need to be made so it becomes a supplier of choice for Network Rail and LUL, its primary clients. ‘I wanted to do that before I sat down with my own team and it was really quite enlightening.’ Atkins’ Rail business has secured a lot of work over the past two years across design, electrification and signalling and its workforce is growing at a rate of one new employee per day, with a predicted 1900 on board by the end of the year. Between settling in those people and putting them to work on the right projects, Hoare is also looking hard at project delivery and making sure the company has the right systems, processes and support tools in place. ‘When you think about the Great Western route modernisation, which is a huge programme for us as the lead design organisation, it’s a very pressurised programme so getting that right and making sure we deliver on time is important. There’s an acknowledgement around the industry and from NR that resources are constrained so the question is how do we drive efficiency through our design process? That’s important for us but it’s also important for the rail industry if we’re going to get real value for money out of what we need to deliver over the next few years. ‘ Signalling a revolution Chief executive of Atkins, Uwe Krueger, was quoted in The Telegraph recently as saying that there is a technological revolution coming in rail – especially in signalling. And Hoare agrees: ‘Looking to the future there are a couple of things that really excite me. The first is that we’re developing some new signalling technology – ElectrologIXS – and we’re beginning to talk to NR about how we can bring this cheaper and safer product to the market. Secondly, we’re beginning to look at how we modernise the railway and the technology that sits alongside. I’ve heard Mark Carne talk about a vision for a digital railway and I guess I’m right with him from that perspective, because looking at the technology – and I could alienate the whole rail world here – I struggle to see why we’re not more
April 2014 Page 53
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RAIL PROFESSIONAL INTERVIEW
advanced than we are, and it’s not what I expected actually.’ Regarding the ‘whole thing around the digital railway and what that means and how quickly we can achieve that’ as he puts it, Hoare wonders ‘why on earth haven’t we done ERTMS before?’ ‘Thameslink will be the first piece of network where ERTMS will be in place, so what I would say is: how does the industry now move at pace? We don’t need to re-invent the wheel as a UK plc, but we do need to quickly adopt some of the technology that’s already in place or in other markets. So what I would like to see and what I hope I will drive in this role, is an injection of pace into the industry, clearly without compromising safety, but there is a real need to do that.’ A legacy of great stuff Hoare has a reputation for being tough and he’s aware of that. What is his management style going to be like? After laughing initially, he admits that he likes to make decisions and get on and do things ‘and sometimes people think that’s tough. Perhaps it is but I don’t suffer fools gladly. We’re here to do a good job and deliver good services to our clients and to make money for Atkins. We have other responsibilities like championing safety in whatever environment we’re working in. I also think we have a responsibility to leave a legacy of great stuff but also set some direction for the future. So I guess if people can’t get on board with that then perhaps they would think I was a bit tough.’ But after a moment Hoare is reflective. ‘I don’t think I’m that tough…it’s interesting you know, coming into a new role where people don’t know you that well, they definitely get a bit worried, and I don’t think I should make anybody nervous. But I know I do and I hate that because what I want is people to come in and tell me what they think.’ A vision of helping SME’s The government’s newly formed Rail Supply Group has consolidated the considerable new emphasis on SME’s in rail,
and Atkins was holding its own supplier forum on the day we met. ‘Our rail business operates with around 450 approved suppliers, many of them SME’s, and I think the issue of their role in the rail environment is incredibly important. They bring a different way of thinking and new ideas. I don’t think we’re always great at capturing those and making sure they come into the mainstream of what we do, so I absolutely believe we need to drive that in making sure we do the best we can for the network.’ If doing its best involves looking at what it can learn from global projects, an international company such as Atkins is in a great position. ‘If you look at ElectrologIXS,’ says Hoare, ‘there are 1400 units already in place around Europe, so I guess the question as I said before is why is it taking us so long to utilise a technology that is commonplace in Scandinavia and other parts October 2014 Page 55
RAIL PROFESSIONAL INTERVIEW
of Europe? Why does Hoare think it is taking so long? ‘I don’t know. It might be because in the UK there is one big client organisation. In terms of the providers there are some that have a long pedigree and history operating in that environment – I don’t know whether the barriers for new organisations wanting to break into the rail market are just too high. You have to make a big investment to do that, and an organisation such as Atkins can help translate and navigate the market. And in thinking about our vision of where we want to be in rail, I hope we will do more and more of that - to help organisations come into the UK or existing UK organisations bring their technology to the rail environment.’ The good, bad and ugly As a relative newcomer, what does Hoare think rail is getting right, and getting wrong? ‘There’s a real drive to make our railway great. There’s so much passion and pride that sings out from virtually everyone in Atkins and some of the people I’ve met externally. It’s lovely to have that because that’s half the battle in anything if you’ve got really committed people. In our rail business we have some really deep knowledge and technical expertise about what’s right and wrong in keeping our railway safe, so I feel quite comforted by that. On the flip side there’s an awful lot of regulation and an awful lot of system and process to get through, and I wonder if that makes us too cautious and too slow to implement change. So we need to find ways to speed up the introduction of new thinking, ideas and technology to the network, as I said. And that’s something I want to champion.’ Page 56 October 2014
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RAIL PROFESSIONAL INTERVIEW
Safety culture of individuals Having asked for time to speak about safety as we near the end of the interview, it became clear that this is an area Hoare has some really strong opinions on. ‘It’s been quite interesting for me, because I came into this job thinking that safety is absolutely going to be at the heart of everything, and certainly I can see lots of system and process safety in terms of making sure that trains and the network operates safely. But what I’ve been a little bit surprised and concerned about, certainly within Atkins and through some of our supply chain, is the safety culture of the people working in the industry. Almost to a point of wondering: ‘Are people thinking for themselves around safety and about themselves as far as safety is concerned? Or do they rely on the safety systems and processes that sit around them to keep them safe? So I have a big mantra ‘Safe by Choice’, which are the words Atkins uses to describe our approach to safety. It’s all about making personal decisions to be safe. As an organisation we obviously record our accidents but we also record all our close calls, and I’ve been doing quite a lot of analysis on those. Every single one comes to me, probably about 50 per month, and I look at them all to see what I can learn or what patterns or trends arise. And I’ve just seen too many close calls where people haven’t taken responsibility for their own safety. I don’t think that necessarily impacts on the safety of the network, but on the safety culture of individuals. So that’s something I’m going to be taking to heart.’ Talking about the introduction of safe work leaders being pushed through NR at the moment, Hoare regards that as a step in the right direction. But he also wants people to use their instincts and act on them. ‘I’ve had a couple of examples that have worried and indeed frightened me to some extent, and I feel very strongly that if you are involved in something and you have a gut feeling that it’s wrong, then just stop and don’t do it. There have been a number of times recently where Atkins people have said ‘no, we don’t feel comfortable about this, we’re going to stop tonight’. I’m really pleased about that because
I want people to take that responsibility. But it has been just as interesting that a lot of those incidents have been around people not feeling adequately briefed, or not having complete awareness of the work they’re getting involved with, and that’s really worrying isn’t it?’ As the interview finishes, we begin talking about Rail Professional’s new Women in Rail column, and Hoare admits that Atkins is not where it would like to be in terms of diversity. So, naturally, he’ll be pushing that. But this time one gets the impression there really will be changes. October 2014 Page 59
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Getting smarter across borders The next step in smart ticketing is to have just one smartcard or smartphone that allows travellers to move across borders and between modes. John Verity looks at progress in this area
nteroperability, particularly in smart ticketing – whether on bus, rail, tram or ferry – is now beginning to happen in a big way, with passengers able to access travel across modes, across schemes, and now across borders, all with the same smart media. The aspiration is for contactless smartcards to work across the various transport smartcard schemes within a region or country. That vision is now with us. We have ITSO in the UK; VdV e-ticketing in Germany; and OVchipcaart in the Netherlands all providing countrywide interoperability. The next step is allowing passengers to have just one smartcard or smartphone that allows them to seamlessly move across the country or across borders and between modes without changing smartcard. Siim Kallas, vice-president of the European Commission with responsibility for Transport said back in 2012: ‘Why can’t I yet plan or book my journey through Europe - switching from air to rail or sea, to urban or road transport - in one single go and online?’ Making it easier to provide for public transport through smart ticketing is a win-win situation all round.
Long distance rail, with its reservable segments, shared timetable information and common conditions of carriage and international sales channels, has relied to date on paper tickets and home-print 2D and QR barcodes. But there are serious limitations that need to be considered: • fraud risk is high, particularly on open tickets not linked to reservations • the cost of settling through ticketing is high • and to the customer, holding a sheaf of different paper vouchers and tokens is cumbersome. This does not begin with integrating with the bus, metro or local heavy rail journeys at either end - the customer actually wants to get from A to B rather than just the mainline station to mainline station segment. He does not want to pay cash or hold different tickets for the rest.
bus operators to the table looking for a solution. Until recently, each local operator worked in isolation, without any binding common specifications. Big operators such as London, Paris or Brussels ran local smart ticketing schemes that were simply not compatible. While suiting each local scheme, it merely served to tell the customer that public transport was not joined up. In the mid-2000’s, it became apparent that the visions of each national organisation were very similar. The smartcards used all had near-identical contactless specifications. Cooperation made great sense to speed processes along and access the latest technology without waiting for it to be customised to meet local specifications. At first the cooperation was at the business planning level: agreeing the various roles that were needed in an interoperable smartcard scheme; the use cases; and agreeing how each actor interacted. Agreement on sharing data elements with journey planning and timetable and fare providers also moved forward at about the same time. The big step forward came courtesy of funding by what is now known as DG CONNECT, the European Commission Directorate for harnessing IT across borders. And the EU-IFM Project was born (www.ifm-project.eu). The EUIFM Project, led by ITSO from the UK, charted the roadmap necessary to allow cross-border use of transport smartcards. The key deliverable was the core
So the ‘Siim Kallas Challenge’ is all about the first mile/last mile: how to travel around Europe from door-to-door. And it has brought rail, metro, tram and October 2014 Page 61
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specification requirements for smartcards to work across borders and hold two or more different transport smartcard applications. This specification is critical in meeting the pan-European vision outlined by Siim Kallas and delivering meaningful interoperability. Smart Ticketing Alliance bearing fruit Interoperability across borders is now becoming even more critical with the advent of NFC-enabled mobile phones and contactless bankcards. Last year, the UK (ITSO), Germany (VdV) and France
(AFIMB and Calypso Network) took the step of signing a Memorandum of Understanding which underpinned the need for common specifications, certification and the sharing of best practice for smart ticketing. This new organisation, the Smart Ticketing Alliance (STA), is already bearing fruit, putting national transport smart ticketing operators in a strong position to offer cross-border ticketing, including the first and last mile. It is also in a strong position to influence industry developments in the mobile phone world across Europe.
Smart ticketing interoperability covers two quite different concepts: it covers interoperability of the smartcard, using a card issued by one scheme for holding tickets issued by other schemes. And it can also cover interoperability of the tickets loaded onto it so they can support a seamless journey across borders. For a cross-network or multi-modal journey, or one crossing multiple borders, there are two options open to the transport operators involved: to offer the customer the simplicity of holding just one single ticket for the entire journey; or to offer separate tickets for each sector of the itinerary held in a secure smart ticketing wallet For the transport operators, offering a single ticket that crosses multiple schemes, whether with paper tickets or smart tickets, involves agreeing shared security (ticket design and security paper or smartcard keys respectively). For a smart ticketing scheme, this includes investing in a security management system that can share, distribute and revoke multiple keys. The matrix of fares available is necessarily complex and will include many origin-to-destination options that will never (or seldom) be undertaken. Settlement is complex and timeconsuming and must involve ALL
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operators and retailers agreeing common terms. Issuing multiple tickets avoids much of the complexity, data handling, settlement and clearing for the transport operator, but clearly inconveniences the customer with a wallet full of separate tickets. The STA sees the inconvenience of multiple tickets being mitigated by loading all of the tickets onto a single smartcard or smart ticketing wallet. The customer appears to have purchased a single through-ticket, but one composed of multiple segments. There are thus no complex clearing and settlement rules to follow. BUT it is dependent on the single smartcard being compatible with the technical standards of each participating transport scheme. In turn, each transport operator must have trust in the smartcard and its issuer and that the individual tickets are secure and cannot be altered or deleted until used. This is the role of the STA specification. In parallel with the development of smartcards holding multiple tickets for different operators, the payments industry has been developing mechanisms for contactless payment. The technology is directly compatible with that used in smartcard ticketing and interoperable between schemes. Ticketing-as-an-identity involves the card details being taken at the start
(and potentially at the end as well). The identity of the customer is then verified against a pre-paid itinerary, or the payment is deducted from the cardholderâ€™s account through the back office later on. Leading the way in Europe The STA is leading the way in Europe in rail smart ticketing. It is also encouraging open data so enterprising companies can move us towards the day when we find the right journey and tickets online then buy the tickets â€“ all using the same mobile phone. That ability to buy the right tickets at the right price before you travel is key for many customers. And the journey has to include all the segments from door-to-door, not leaving the rail segment in isolation from the rest However, we will always expect smart ticketing to be just one part of the transport payment and ticketing world because people will continue to choose different methods of payment and want to carry their tickets in different ways, depending on their access to technology. Cash will always, therefore, have to be an option, as well as 2D barcodes, contactless bank cards, m-ticketing, print at home tickets, and the highly successful standalone Oyster card in London. The aim of the Smart Ticketing Alliance will be to offer an integrated and international option for end-to-end
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A smart ride The rail industry is a true pioneer in interoperable travel writes Russell McCullagh. And is paving the way for genuine social change in having smart technology as a natural part of our everyday habits
mart technology use continues to increase across the UK. A generation of ‘digital natives’ are upwardly mobile and increasingly using technology to improve their daily lives. According to a recent Ofcom report, Britons are reaching their peak understanding of digital technology at the age of 14, and it suggests six-year-olds have the same understanding of using gadgets such as mobile phones and tablets as 45-year-olds. Smart technology is certainly the stuff of future generations. Although smart technology is now a part of our daily lives, it is still a relative novelty, as evidenced by the surprising statistics just mentioned. So the question remains, how quickly will smart technology become truly integrated? When will it become an unspoken, natural narrative of our everyday habits? There is a strong argument for suggesting that moment will be rapidly accelerated by the arrival of smart ticketing in our transport infrastructure, and particularly our rail network. Travelling is one of those necessary components of almost everyone’s life: the Department for Transport revealed that by the end of last year, rail passengers made 1.5 billion rail journeys with franchised operators, travelling 36 billion miles. That’s 571 miles per person on a train. The rail network is one of those everyday habits. The DfT has itself determined the need for change. In its 2013 report entitled Rail Fares and Ticketing: Next Steps, it declared an intention to reform the current ticketing system while in parallel building a smart ticketing system that is future-fit. At last, we have a mandate led by government for a new rail network built on the principles of innovation and efficiency, using smart technology as a key foundation. The coalition government has earmarked £16 billion over the next five years to support this and other objectives linked to improving rail infrastructure. How change helps meet consumer demand Smart has a wide number of benefits for passengers, chief among them being convenience. The modern consumer age is all about smoothing our everyday lives
into a series of simple actions – a swipe is better than a queue. The first objective in improving consumers’ lives has been to make ticketing interoperable. The overall travel experience simply has to include every transport system for it to work seamlessly – the UK is a small island and we routinely travel its length and breadth. In many cases, that journey is by train: interoperability will therefore have a huge impact on the rail industry, in particular. Smartcards have already replaced paper tickets in many parts of the UK. The Oyster system is the most well-known, and most well-used. However, there are in fact concessionary and commercial ticketing deployments all around the country that have adopted interoperable smart technology in rail, buses, trams and even ferries – and the next step is to join these up geographically. Paper tickets will be around for some time yet but their usage is steadily declining: they are inflexible compared to digital, smart tickets, which can be very secure and less open to fraud. Just look at how the use of cash has declined after digital payments became secure and simple – since 2009 cash payments have reduced by 14 per cent, according to the British Retail Consortium. And last year was the first time the Consortium had witnessed a decline in both the value and volume of cash transactions. Smart ticketing will help to make paper tickets redundant. The rising and speedy take-up of smart systems like Oyster in London and Nexus in the North East of England have shown that the demand is there. The early adopters have led the way. How does interoperability become a reality? The answer is already in front of us: there is a government-mandated, national open standard for smart ticketing known as ‘ITSO’. We have helped ITSO to develop the systems required to enable interoperable ticketing over the last decade and it is more than ready to be fully integrated into our transport network everywhere. The government vision for interoperable smart ticketing is to promote better value, flexible ticketing for passengers
As our infrastructure becomes multimodal ticketing will become seemless, convenient and all but invisible to the paying customer. When that happens we’ll know we have succeeded that fits modern working patterns and enables operators to manage passenger flow on an already busy network. The vision is to enable someone to travel from Glasgow to Brighton via London using a combination of buses, tubes and overland trains, all on one smart ticket. It may look like a major infrastructure challenge, but in fact the investment required is relatively low in comparison to the huge convenience and security of a nationwide, interoperable system. October 2014 Page 67
Put rail operators first Getting the rail network right is a vital next step in the development of a smart future for generations to come. So it makes sense for rail operators to also see the benefits – these things only work if there’s a commercial rationale, after all. The tax payer won’t foot the bill for it all. Thankfully, pioneering a smarter future is as commercially attractive as it is socially and economically beneficial to consumers and politicians. Not only are paper tickets expensive to fulfil, their production and disposal is not environmentally friendly and collecting reliable customer data from them is next to impossible. We have now become a society with a huge reliance on IT systems and automation. More data has been gathered in the past two years than in the history of mankind, and this generates a requirement to manage it responsibly while grasping the opportunity to improve services. Every Toc wants to better understand its customers and smart ticketing makes that a reality, which in turn leads not only to better commercial decision-making, but also better operational management. With the number of rail journeys having doubled since 1994/95, the pressure on the rail network has never been greater: understanding when and where people are using the rail network can help operators to better manage the rolling stock.
From rail to retail An interoperable, smart transport network (with rail journeys at its heart) will have long-term benefits for consumers. Smart technology enables those benefits to extend beyond travel, too. Most journeys include retail components – from picking up tickets to purchasing a coffee and a newspaper to while away the time. But currently that process is not convenient with separate payment and separate collection points. That’s why Ecebs has pioneered new ways to deliver convenient ticketing through existing infrastructure. Its partnership with Payzone UK shows what can be achieved. Its software, which is fully compliant with the ITSO open standard for ticketing, is now integrated into Payzone’s retail outlets. This allows travellers to collect their tickets or top-up their pay-as-you-go smart cards across their UK wide retail network. The customer experience will be vastly improved. The question, then, is not why but when will smart ticketing prompt that social change? When will we take all of this for granted? We believe the first, important step has already taken place: we have government support, investment and an innovative vision. The next step, interoperable smart ticketing, is on the way: those dots are joining up. As we do so, our infrastructure will become multimodal, and ticketing will become
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seamless, convenient and, hopefully, all but invisible to the paying customer. When that happens, we’ll know we have succeeded. When that happens, rail companies will have been the pioneers of a genuinely smart future for us all. Russell McCullagh is managing director of Ecebs
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Tap into the future Provided companies work with passengers to educate them on how to use the new payment method, it has the potential to bring unprecedented efficiencies to commuters says Chris Davies
ore than any other customer-facing business, the rail industry depends on being able to serve people at speed. Handling ticket sales quickly during rush hour, for example, is essential to keeping passengers flowing through transport hubs and starting their journeys on time. Paying faster is an essential part of the process. The need to speed up card transactions at ticket offices and machines has become obvious in recent years as commuters increasingly become accustomed to using plastic, even for small amounts. The latest Card Expenditure Statistics from the UK Card Association show that card spending overall amounted to £47 billion in June, up £0.2 billion on May. Additionally, the statistics showed lower average transaction values, likely to have been driven by the increasing use of contactless payments. In the wider retail environment,
contactless is becoming increasingly popular and widespread too. In May this year, 45 million contactless cards had been issued in the UK and £146 million spent using a contactless card. This is an increase of 19 per cent compared to April 2014, and a compelling 218 rise per cent year on year, according to the UK Cards Association. Contactless is secure too. It benefits from the same range of advanced security features found on a standard chip and PIN card, with transactions processed through the same secure network. Contactless was introduced in the UK in 2008, and is especially well-suited to transport, as it enables time-pressed passengers to pay for tickets within seconds. The cardholder simply taps their card on the dedicated reader, and makes an instant payment for any transaction under £20. A natural affinity with rail There is a natural affinity between contactless payments and the rail and
In May this year, 45 million contactless cards had been issued in the UK and £146 million spent using a contactless card. This is an increase of 19 per cent compared to April 2014, and a compelling 218 rise per cent year on year, according to the UK Cards Association October 2014 Page 71
transport networks as many of us are already used to tapping a card to gain access to a station or bus every time we travel. TfL’s Oyster card is a perfect example of this. Introduced in 2003, the contactless, pre-paid transport card was used for 80 percent of all journeys by 2012. TfL announced in 2012 that it was rolling out contactless debit and credit card acceptance across the bus network, and in 2014 removed cash entirely as a payment method. Research showed that only one per cent of passengers were using cash to pay (on buses) by 2013. Subsequently, TfL recently announced that it planned to introduce contactless payments on the full Tube network and parts of National Rail, with cards benefiting from the same fare savings which are activated when using an Oyster card. It’s not just in London that the benefits of contactless card acceptance are being seen. This year, Merseyrail, the busiest transport system outside of London, which carries more than 100,000 passengers on a typical working day, introduced contactless payments across its network. Understanding is a priority The priority is ensuring that commuters
Page 72 October 2014
understand how to use new payment methods. This has been particularly important where contactless cards are introduced on a network originally used for tickets such as Oyster. For example, card clash can occur when the holder presents two ’eligible’ cards to the reader (for example a debit card and a pre-paid ticket). The passenger may intend to use the ticket, but the reader charges the debit card instead. As a result TfL has undertaken a wide-scale educational effort to remind users to keep their cards separate. Significant potential Contactless payment technology has significant future business potential as the payment habits of commuters change. The dedicated readers do not just accept cards, but any one of a number of near-field communication (NFC) enabled devices such as smartphones, stickers or wristbands. Although this technology has been available in smartphones in the UK for a number of years, consumer adoption has been very slow so far. This might change in the near future as Apple is, according to several media reports, planning to add secure short-range wireless technology into the next version of its iPhone. With
Widespread adoption of secure short-range wireless technology by Apple iPhone users could see mobile payments gain signiﬁcant traction this technology, iPhone users would be able to pay by tapping their phone on payment terminals and ticketing systems. Widespread adoption of this technology by iPhone users could see mobile payments gain significant traction very quickly. As consumers come to appreciate the benefits of contactless, appetite for its use across the rail network will grow. Provided companies work with passengers to educate them on how to use the new payment method, it has the potential to bring unprecedented efficiencies to commuters. Chris Davies is managing director of Global Payments
Smartcards are the key Southern has long been the leader in smartcard development for the rail industry and is close to offering a complete product which could see the eventual disappearance of paper tickets
he days of paper tickets are numbered. Smartcards are here and are changing the way people buy and use their tickets. Using a smartcard to travel by train means no more failed mag stripes, no more fouling up ticket gates, no more faded ink and in theory, no more fraud. The work already undertaken by Southern has laid a firm foundation for the government-funded, South East Flexible Ticketing (SEFT) programme to become a reality. SEFT is a scheme to introduce smartcards for rail commuters in the south-east of England – commuters who make a third of all rail journeys in the UK. The Toc’s smartcard story started on the very first day of its new franchise five years ago in September 2009 when it began working on introducing its ‘the key’ smartcard. At the start the questions were simple, or so you would think. What do customers want? What can you
change? How do you deliver it? Some of the answers were available through various surveys and previous feedback on paper tickets but when it came to change and delivery, that’s where it started to get a little bit tricky. Southern started by reviewing what didn’t work and how it could improve usability. Then came products; how do you create the normal set of National Rail products? What new innovative products can we create and how do you do it? How does ITSO work? And how does the smartcard work between the retail device, the gates and the back office? Defining the product catalogue on all the products and services to offer customers took more than two years of working closely with ITSO, suppliers, the Department for Transport, other Toc’s and ATOC. Southern now has the key available at the majority of its stations outside of London, where products such as Peak/ Off-Peak Day Singles/Returns and season tickets can be bought for journeys to
London Terminals and Southern stations inside of London. Railcard discounts as well as Goldcard discounts are available. All products can be purchased online or at self service ticket machines (Annuals are online only). Southern also allows customers to block their card online should they lose it, and get a free replacement card, safeguarding their previously purchased products.
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The subject of parttime workers having to pay for a weekly season ticket, but wasting a day or two when they are not at work is highly topical at the moment
The company’s recent introduction of season tickets to nine London Terminals on the key smartcard has revolutionised travel for thousands of its commuters, but that’s just half the story – what was missing was the addition of a Travelcard to make the journey to the final London destination complete. That’s now changed. Southern, with the assistance of the Department for Transport, has introduced Travelcards on the key smartcard on London Underground, on London Buses and on Tramlink. Passengers can now buy Season Ticket Travelcards on their key smartcard online and at self-service ticket machines. Work has now begun to work on introducing one day Travelcards on the key.
What’s to come? There are still some products and functionality to come. Super Off-Peak tickets are among these, as well as the ability to load railcard discounts directly onto the smartcard to make purchasing quicker. Flexi Seasons The subject of part-time workers having to pay for a weekly season ticket, but wasting a day or two when they are not at work is highly topical at the moment. Southern has stepped in to address the problem with a limited trial of its Flexi Season product on the key. This means that (for example) someone who works three days a week can buy ten carnet
tickets for the same pro-rata cost of a weekly season ticket, but have enough tickets to travel to and from work for more than two weeks. Because this is a flexible system, if just one ticket is used during the week, the others can be used at any time up to three months ahead. The limited trial is taking place from Brighton, Haywards Heath and Horsham to London Victoria. KeyGo Never before done on rail services using the ITSO smartcard system, Southern has introduced a pay-as-you-go style product called KeyGo on the key smartcard. This is a multi-modal product enabling passengers using the key smartcard to travel on rail, on Brighton and Hove Buses and on Metrobus routes in the Gatwick/Crawley area. Passengers who are registered on the key smartcard and who sign up for keyGo simply travel anywhere between Horley and Ifield or between Brighton and Falmer/Preston Park/Shoreham-by-Sea touching in and out with their key smartcard. At the end of the day, their online account will simply be debited with the best walk-up rail fare for the journeys made. Southern is now already looking at rolling this out over its entire network outside of London. Riz Wahid, head of retail for Southern and sponsor of its key smartcard said: ‘The last few years have been an exciting time developing the key, from launching in Lewes with Normal Baker MP when the scheme started, to launching tickets to London Victoria with Baroness Kramer. Now with tickets to London Terminals and Travelcards available, we are still focused on continuing to develop and enhance our already accomplished key smartcard for the benefit of our passengers and eventually for passengers across the whole of the South East.’ October 2014 Page 75
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Page 76 October 2014
Ticketing in a digital age The transport sector must be ambitious and aim higher, says Will Judge, in offering passengers the choice to use the payment option that best suits their future needs
ass transit is the fastest growing global area for contactless-enabled payment cards, key fobs or mobile devices. While this growth is hugely welcome, it is also long overdue. The UK passenger transport sector, particularly rail and bus, has traditionally been a cash dominated sector and still today a significant portion of transactions are cash based. UK consumers have grown increasingly comfortable using mobile and digital in all areas of their lives. We are all used to a technologically driven retail sector, whether itâ€™s looking for the best deal on your next holiday at home on your tablet, buying a coffee with your MasterPass digital wallet, or paying at your local shop with a contactless card. However, adoption of the latest payments technology need not remain exclusively with retail. Passengers see the evolution of technology improve so many other experiences in their everyday life, itâ€™s only natural that they expect it to improve travel too. The technology innovations available today are there for the taking, and travel operators that fail to keep pace risk falling behind competitors. Innovation, such as in-app and contactless payment technology, leads to more choice for consumers and more benefits to travel providers. Change is being driven by passenger transport businesses who wish to reduce costs by replacing cash with electronic payments and increase ridership with easier fare handling for consumers. A significant portion of a travel providerâ€™s budget is spent on cash acceptance including processing, accounting, insuring, protecting and transporting cash. When a commuter can jump on a train or bus and tap their card instead of paying by cash, this problem disappears; as can the queues and congestion that we have all experienced in ticket halls at peak times. Contactless ticketing alleviates the congestion issue that currently leads
potential passengers to seek other modes of transport at peak times. It moves passengers faster with a simple tap and go, increasing speed at the turnstile, while reducing platform crowding. Using data while protecting privacy While the immediate benefits of electronic payments are evident, the opportunities for this technology to act as a revenue driver have not yet been fully explored by the passenger transport industry. With the ever present pressure for passenger transport businesses to maximize the revenue earned from the station retail estate, the increasing utilisation of big data is perhaps the most untapped benefit of card payments. Every day at MasterCard I see the power of leveraging data because we use it to inform our own business decisions. We use it as a route to drive revenue and identify areas for growth on a global scale, and this is where the passenger transport sector must follow suit. Big data, for us, is the process of applying the latest computing power to seriously massive and often highly complex sets of anonymised information and data. This allows responses on a scale that has not yet been possible. We have expertise in working with anonymised data safely and securely, and it is important to note that using big data to your advantage will never mean compromising the personal details of your passengers, so the industry can feel confident using big data while protecting the privacy and anonymity of their customers. Using this data has been aided by the development of smartcards and customer relationship management (CRM) systems that have enabled operators to gain a deeper insight into behavioural and movement patterns and
make smarter and more efficient choices accordingly. This applies not only on an operational level, be it staff deployment or passenger station flow management, but also in improving customer service and even making marketing more targeted. Targeted marketing offers an opportunity to collaborate with the retail businesses, driving sales and improving customer relationships. If I buy a coffee every morning 10 minutes before I arrive
at the train station and buy my ticket with my mobile wallet or tap through the barriers contactlessly, targeted marketing can help predict this behaviour and alert me to deals and offers at coffee shops inside my station instead, driving business into the station, and improving customer experience. This both opens up opportunity for increased partnerships with the businesses around your own, and encourages customer loyalty, as the opportunity for an increased level of personalised interaction with the customer is facilitated. A partnership approach to innovation MasterCard has a strong legacy of innovation and we understand that a October 2014 Page 77
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partnership approach to innovation is key to bolstering the UK’s opportunity for growth in a highly competitive global market - something very relevant to the passenger transport industry. We work with a plethora of different partners in the UK including merchants, telcos, financial institutions, transit authorities and government to develop solutions for businesses to expand their reach and relationship with consumers. Last month Apple unveiled Apple Pay, which in partnership with MasterCard and others will enable MasterCard cardholders to use their iPhone 6, iPhone 6 Plus and Apple Watch for everyday purchases. MasterCard has helped build the foundation for secure mobile transactions, so consumers can use their cards when, where and how they want. We have worked with Apple to deliver a seamless and secure payment experience. Apple’s tradition of introducing breakthrough products has combined with MasterCard’s payments technology to give consumers an easy, secure and private way to shop. This type of partnership needs to be replicated in the passenger transport industry to provide solutions that enhance the way passengers pay today and tomorrow.
Technology ever evolving Right now, we are seeing a shift to a second stage in electronic payments. The first stage can be seen in a system like Oyster, which has been hugely successful on Transport for London (TfL) services over the last decade. At MasterCard, we are proud to say that alongside other partners, we have been working with TFL to bring this vision to life, and see contactless payments across all TFL services. Passengers will be able to pay with contactless cards at barriers on the Tube, Overground and DLR, following in the tracks of the London Buses which have demonstrated how successful this can be. Payment options like contactless ticketing or in-app purchasing will open up a new wave of technology to meet the passenger demand for a seamless travel experience that includes the consumer priorities we see every day at MasterCard: easy, safe and secure payments on one device. While innovation is welcomed by consumers, they need to retain the feeling of security, and this is where the MasterCard’s expertise and heritage comes in. As a leading technology company in the payments space, safety and security is an absolute priority which
Last month Apple unveiled Apple Pay, which in partnership with MasterCard and others will enable MasterCard cardholders to use their iPhone 6, iPhone 6 Plus and Apple Watch for everyday purchases has seen MasterCard at the forefront of the fight against fraud for over 45 years. But to truly see the full benefits, the transport sector must be ambitious and aim higher: a transport system that offers passengers the choice to use the payment option that best suits their future needs. The technology in this space is ever evolving and it is essential that all businesses are ready for it. We are committed to driving payment innovation, enabling safe, intuitive purchasing from any device and help the passenger transport industry to embrace the future – for a better journey all round, one that benefits passengers and businesses.
Will Judge is vice president, MasterCard Enterprise Partnerships
tober 2014 Page PB
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Page 80 October 2014
Signalling a new future Colin Porter looks at the evolution of railway signalling and train control and concludes that there has never been a better time to be a signal or any other type of railway engineer
tâ€™s an interesting time to be a signal engineer. Perhaps itâ€™s always been an interesting time to be one, but I would say that being one myself. Signal engineering in a nutshell is all about the provision of equipment and systems to provide for the safe, efficient, reliable and cost-effective control of trains, whatever the type of train and whatever and wherever the type of railway. The term signal engineering embraces all those engineering disciplines that contribute to achieve this. The Institution of Railway Signal Engineers, more usually called the IRSE and formed
more than a hundred years ago with a worldwide membership of some 5200, exists to extend knowledge and promote good practice among those working in this field. We continue to debate the name of the Institution but nobody has yet come up with a better name that is not even longer than the present one. As many other engineers say to me, it does what it says on the tin. Train control is at the heart of safe, efficient, cost-effective railway development. It provides an effective way of maximising track capacity or throughput of traffic on both existing
and new railways. It will increasingly be unseen by the passenger with the nirvana state of virtually no lineside infrastructure that can be observed becoming the norm on metro railways across the world and, increasingly, on main-line railways. This does not mean there will be no signalling systems, perhaps to the regret of some, but they will be based on the train rather than on the trackside, with radio transmission of information between the train and the control centres. Fortunately, or not, there will still need to be points and equipment to operate them, so complete abolition of
October 2014 Page 81
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infrastructure for signalling will remain a dream. Ambitious plans There are ambitious plans within the UK to roll-out modern control of the main-line railway itself with a small number of large centralised control systems managing significant areas of the railway, a trend that started many years ago, but now finally coming to fruition and described elsewhere in this issue (See page 85). These systems provide sophisticated modelling and planning tools to aid the signaller or controller in their role, particularly when dealing with disruption - something that historically has been difficult to achieve. These are already working in other countries so we have the opportunity to learn from their experiences and evolve and improve these systems. In London, the recent early completion of the new signalling system for the Northern Line has been hailed as a success story, and so it should be. Many have worked very hard, both within London Underground and on the supply side to achieve this, building on experience gained on the implementation of those new train control systems installed on the Jubilee and Victoria Lines within the last few years. These latter systems are performing very well after not the easiest birth, and there are plans to develop them even further in order to increase line capacity. On Network Rail, the implementation of the Thameslink project is in full swing with major alterations now affecting
the London Bridge control area with an impact on current operations, which will lead to a much better railway when finished. Likewise, modernising and resignalling the Great Western is an intense operation, with much success so far in achieving the goal of opening the new station at Reading, but still a lot more to do. Crossrail will in the next year or so be moving from the very complex and heavy engineering job of building tunnel and station infrastructure to equipping it with railway systems – track, electrification, communications and signalling as well as station systems, to achieve its goal of full operation by the end of 2019. Science GCSE and A levels on the increase There is increasing concern about where all the talented engineers and technicians will come from who can deal with these new technologies and apply them in a way that maximises the benefits for the people – customers - who use the railway. As a country, we have in recent times tended to ignore the need to encourage young people, both girls and boys, to choose science subjects at school and thus be equipped to later take up careers in engineering, whether through vocational learning and training or through appropriate higher education courses. It seems to me that this has finally been recognised and ‘things are being done’ to remedy the situation with some evidence that this is having an impact on numbers of young people taking science and maths subjects at GCSE and A level on the increase.
There are joint initiatives to demonstrate that choosing to do engineering on the railways can provide a rewarding and fulfilling career, which may not be a very new thing, but it is certainly something that has not been shouted from the roof-tops for some time, and that too is a very welcome development. I have recently been in India – they have no qualms there about railway engineering being seen as a good career for both men and women, with an increasing amount of signalling design work for the UK, whether software or hardware based, being carried out there by Indian companies or the Indian subsidiaries of global signalling suppliers. The IRSE has an important role here in supporting the professional development of all engineers, young and old and wherever they are, as the technology and systems move on, the profession has to move on too. The roll-out of the new Network Rail ROC’s, a potentially quite ambitious implementation programme for ETCS which will affect train operators as well as Network Rail, coupled with the continuing need to provide more train capacity in London and other large metropolitan areas, to say nothing of HS2, supports my first statement: I don’t think there has ever been a better time to be a signal or any other type of railway engineer. Colin Porter is chief executive of the Institution of Railway Signal Engineers
October 2014 Page 83
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Solid as a ROC Network Rail is in the process of building 12 ROC’s that will eventually control the entire UK rail network. Simon Whitehorn, head of National Operating Strategy, spoke to Dave Songer about progress made so far
How is it all going? t is going very well. My role as head of operations and strategy is about bringing together all the various elements, which includes the migration to all 12 ROC’s (regional operating centres). Although I am not responsible for the design and build of those centres, I am concerned with getting them built and we have a migration plan over the next few years to gradually move all our signalling, external signal locations and workstations into them, making sure that at a national level they are consistent in their specification. When the traffic management technology is then introduced, it will enable the operators of the future to improve the way that we deliver our day-to-day operational railway, hopefully driving performance benefits as a result. Also, part of the operating strategy is our TMS programme; the next generation
of train signalling control that makes sure that all three elements of that – plus a number of other small projects and programmes – are all integrated to develop that kind of operational vision. In terms of the ROC’s specifically, we have six new builds and six conversions of existing facilities. All the new ROC’s that have been designed, are in construction and the plans are in place to migrate the train control, signalling and electrical control activities into them. Three Bridges Roc was the first new build to go live and was completed and occupied in October 2013. Plans are now underway to migrate the Thameslink signalling control and traffic management solution. Can you say more about what is ahead? Manchester ROC opened a few months ago (July 2014) and has got its first signalling operational support team in place, with a plan to migrate the rest of the North West area into it.
York ROC went live last month and its first workstations and control activities will arrive in December. Romford ROC is due for completion, in terms of its build, by the end of this calendar year. Its first migration will take place by March 2015, followed by its first signalling workstation in December 2015, taking the former c2c Upminster IECC into Romford. Rugby ROC is under construction and due for completion by December this year, with migration taking place by around August 2015. Effectively, Basingstoke is the last to go live. Building is due to be completed at the end of 2015 and workstations will migrate in February 2016. So, in terms of the new builds they are all very much on track, two of the six are up and open for business. In terms of those being refurbished, we are currently carrying out a general review of what additional works are
October 2014 Page 85
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required to bring them up to the standard of the new-build ROC’s. We have developed a national ROC specification, which effectively sets the benchmark in terms of what sorts of facilities and what the layout of these ROC’s should be. Currently we are carrying out analysis to make sure that none of the ROC’s have missed anything – especially with the conversions - to understand what further work might be needed to bring them up to standard. Clearly, some of that will be limited by the facilities themselves because with a new build there is more scope and flexibility, with one of the big advantages being that things can be worked on as you go along. As a result, we have learned the lessons from Three Bridges and they were built into Manchester and the subsequent builds. It has been a good collaborative effort and one in which we have good engagement from our staff and trade unions. There are rumours that the transition hasn’t gone smoothly. What would you say are the main challenges you have faced? I think that whenever you start a project of this nature there are always going to be issues and we have learnt a number of lessons from Three Bridges. Concerns were raised by the staff regarding where people would be located; we were moving different groups of people who have been used to working together – but independently from each
other – for years and years. Controllers, signallers, electrical control staff all need to work together in one facility for dayto-day operation, but when you bring together groups of people that are used to being separate there will always be issues and concerns. One thing we learnt from the first ROC is that, while we generally have had a good level of engagement and consultation, perhaps we didn’t start that consultation engagement early enough at a local level. While it is okay having an official specification for what these things should look and feel like, it is the little things that will ultimately have teething problems. Due to controllers and signallers working differently there was also a worry over noise; where people were physically located was looked into and whether there would be any transference of noise. We have also looked into getting standardised specification to make sure that we understand what the issues are and what mitigation measures we need to put in place. When we opened Three Bridges it was still, to some extent, a building site so there were issues about staff having access to buildings. We listened to what they had to say and my team looked at what additional measures were needed. For example, we looked at the individual task lighting at each signaller’s desk, to make sure it was sufficient. In any control centre, some people like the full ceiling lights on, others prefer
individual task lighting at their own desk. Further noise-reduction measures were also employed, such as how we install glazing, how we place cupboards to deflect transference of noise or how we lessen the impact of people being distracted by people talking on the phone, for example. Floor layout was worked out, and at Three Bridges additional facilities were installed to cut down on the time it took for staff to walk to them. We even took steps to reduce the reflectiveness of the white desks by using off-white instead. Following the teething troubles at Three Bridges, more time has been allowed in the schedule for running and testing things before they went live. We can now identify each issue, then go back and look at these facilities and say: ‘actually, how do we need to address them?’ Certainly, by the time Basingstoke goes live we should have pretty much all angles covered. I have heard there have been some issues with the MCB-OD level crossings, is that the case? Part of my programme encompasses the MCB-OD project (the system that provides automated scanning and detection of obstacles within the level crossing area) and when I came on board in September last year we effectively subsumed the project within the national operating strategy. However, for the last six months or so we have been working very hard with all the various parties to get to a position where we have a far
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greater clarity around what the MCB-OD solution is. I’m pleased to now say that we have effectively found the answer. We incorporated MCB-OD into the whole modular signalling element and, following a lot of work with internal and external regulators, have now largely signed it off. The schemes are very clear and where we have had particular difficulty in the past – around Crewe to Shrewsbury and Norwich to Ely – we will be going back to retrofit them to bring them up to the required standard. Have there been any surprises? I wouldn’t necessarily say surprises. As I said, the issues have been far more about learning lessons. At the Manchester ROC near Ashburys station, we have now identified where to install a second grid from a separate area of the power supply network – because clearly getting power to these buildings is mission critical. The last thing that we want is for the power to fail and then have to rely on someone to install a generator. I believe we have improved our resilience around some of those nonoperational factors. Also, for the Machester ROC, we have had to carry out a hostile vehicle study to ensure that the building would be protected from external physical threats. This meant that we had to update the blast protection to ensure that all areas of the building are not considered sacrificial. We had to look at how the building works from a staff facilities point of view, making sure that there is a better flow around the building, so that when people are taken away from the operating floor they don’t have to then walk around the inside of the building to the area they want to get to. People can see where incidents are happening but we don’t want a situation where they have to wander onto the operating floor to find out what is going on.
Would you say there are any environmental advantages? Well, I have experience from my time as general manager at East Coast, where I was before I came into this job, and also through heavy involvement in the early design stages of the Rugby ROC, which will be my control area. I know that the specification for the environmental suitability of the building states that the facilities are as green as possible, something that has been at the forefront for those dealing with the design and build. Clearly, to achieve the full green standard is difficult but I think, if we haven’t reached that, there has certainly been a very strong desire to reach the highest possible level to ensure that they are fit for the 21st century. The plan is for the centres to eventually run the entire network, will that happen in CP5? No, the duration of the migration plan is over a number of years but we are evaluating what the deployment plan is. Our first key milestones are on December 15th when the Romford and Cardiff ROC’s go live. We are literally reviewing our plan at this moment to see what we do next and in what sequence. There is a very strong desire to look at how we can accelerate the programme by installing our traffic management technology in these facilities within CP5 timeframes and we are working with our three traffic management suppliers to look at how we might achieve that. The original plan for the ROC’s and traffic management was very much based around the signalling asset renewal, which is something we are still committed to. Over the next couple of months we will have a plan that sets out that kind of framework, detailing how we will migrate things, because clearly I have a strong desire, as the rest of the company does, to maximise the opportunities as quickly as we can.
What about disaster recover, will the network grind to a halt if a ROC is not operational? Well, the whole idea of creating the ROC’s, and the whole idea of the technology that we are developing to support their operation, is to do with how we can build business continuity. So, with the traffic management technology it will give us the ability to switch between one ROC and another should that be desired. But, very much like today’s railway if you lose the signalling control, i.e. you lose the interlocking (an arrangement of signal apparatus that prevents conflicting movements). It is no different. But where the traffic management does give us some flexibility is that we can operate the larger geographic areas, and we’re looking at how we can man and deploy the traffic management system within the ROC’s to make sure that we maximize the opportunity to use the various control staff. Meaning that if a signaller or controller is dealing with a specific incident in a specific geographic location – whether within a ROC boundary or outside it – you can switch the system. For example, if you have lost two of three platforms at an approaching station then that area of control can be switched to another operator who can then deal with the rest of the geographic area. We are looking at systems that will give us the ability to get trains moving quicker. One of these is Compass, a points monitoring system that has been developed to provide the signaller with information that allows them to authorise trains rather than having to wait to send somebody out there. That is the big advantage of having the whole operating strategy incorporated with the other supporting activities, because it will ultimately help us to deliver a more robust and reliable railway. Do you envisage Network Rail recently joining the public sector affecting your plans at all? No I don’t. I think that is about how Network Rail as a business is seen and how it is managed, but everything we do within the national operating strategy is bought into by the industry and the Department of Transport. This is all enabling activities for a more resilient, more reliable, better performing railway that is driving capacity and driving growth. Everything we are doing is good news and I don’t see it being affected by any change of status for Network Rail.v October 2014 Page 89
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tober 2014 Page PB
The power behind the signal Updating rail signalling systems should involve evaluating the DC systems that power them - to ensure they provide the proper foundation for safety, explains Mathias Lang
he growth of the rail system in Britain is leading to expanded routes and system-wide updates and improvements. For many operators this also represents an opportunity to revisit their rail signalling systems, as well as the DC power systems that support them, to ensure that these foundational systems reliably and effectively improve rail safety. For while the railways are extremely safe, the increase in train
cars and passengers combined with aging equipment and new conductor distractions means there is no room for complacency. Many operators are upgrading their rail signalling systems. An example of this is Great Western’s plans to spend £350 million to upgrade 1960’s-era signalling technology on its main line. The project is part of a broader £5 billion plan to expand services on the main line to accommodate more travellers. A lot has changed since the 1960’s, and
one of the significant technology updates has been to the power systems that are critical to signalling system upgrades. DC power systems consist of a rectifier that converts AC power from the mains to the DC power that is needed by the equipment. There’s also a back-up power that can use batteries or diesel generators. The two are tied together via a controller that monitors system health and battery back-up health and can charge the batteries and switch between mains and back-up power system when needed.
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Time to change Just like Great Western, many rail systems made their DC power system technology selections decades ago, and put in place rock-solid, if hard to manage, systems based on silicon-controlled rectifier (SCR) technology that has served railway systems well for many years. At that time SCR power conversion systems were getting competition from switched-mode rectifier (SMR) technology, which had just entered the market and had great advantages in terms of power conversion efficiency, lighter weight and small size. But SCR power systems had better performance and offered the best reliability at the time and became the de facto choice for railroads worldwide. Fast forward to today and SMR power systems are used widely in the telecom and other industries, and technology improvements have eliminated all of the initial performance challenges. This technology is now a viable choice for rail signalling systems thanks to its modularity, redundancy and high efficiency.
This approach contrasts with monoblock power systems, in which a single rectifier provides the entire power load, with redundancy provided by a second, complete 100A rectifier. Generally, a modular system is less expensive. It also adds flexibility that is demonstrated by the ability to expand the capacity of a DC power system to accommodate new equipment, by adding new rectifier modules to a power shelf instead of replacing an entire monoblock system with a new, higher power system.
Modularity provides flexibility and redundancy The modularity of SMR systems is due to their small size and light weight and has resulted in system flexibility and cost-effective redundancy, resulting in dramatically improved reliability. This modularity means that if a 100-amp system is needed at a site, an SMR power shelf might provide that power through two 50A rectifier modules that operate in parallel to provide the total required power. A third 50A module could be added in back-up mode in the event that one of the two main rectifiers failed.
any downtime. System controllers automatically recognise the new module and it starts to pick up its share of the load immediately. This dramatically lowers mean time to repair (MTTR) to less than 10 minutes.
Redundancy Redundancy is a key issue in maximizing power system uptime. Modular systems provide N+1 redundancy; meaning only one module is required to back up all of the (N) modules in a power shelf. When the system detects a failure in a rectifier module it will immediately switch over to the back-up module without an interruption in service. SMR power modules weigh between four and 10 pounds and each one is hot swappable, so that a repairperson can replace that module without
High efficiency reduces cost and impact on environment All industries today are looking to be good corporate citizens and save on energy costs. Choosing a high-efficiency SMR DC power system technology to use for signalling systems will reduce power consumption and lower the impact on
The modularity of SMR systems is due to their small size and light weight and has resulted in system flexibility and cost-effective redundancy, resulting in dramatically improved reliability the environment for rail operators. Best-in-class SMR technology has an AC-to-DC power conversion efficiency level of up to 95 per cent. What this means is that as the AC power comes into the system from the mains, only five per cent of that energy is lost (typically as heat) in the AC-to-DC conversion process. Hereâ€™s an example of how highefficiency can reduce energy loss. Assume the case of a 125V, 100A DC power system that is 85 per cent efficient, but that is operating at 50 per cent of its capacity. That means its output is 6250W (125V x 50A). To generate 6250W of output, an 85 per cent efficient charger requires 7353W of input. That means 1103W are wasted in the conversion process. And those wasted watts are lost in the form of heat; that is nearly 4000 BTU/hour, which will mean additional costs for air condition or air movement system to keep the overall system cool. Compare that energy utilisation to a 95 per cent efficiency power system with the same capacity and you see that you only need 6578W of AC input to get the necessary 6250W of DC output. The losses have been cut to 328W - a reduction in waste of about 70 per cent versus the low-efficiency system. Not only does this save money for rail operators, but the reduced energy consumption also contributes significantly to reducing carbon emissions. Safety most important Rail safety is the most important job of todayâ€™s rail operators, and many are revisiting their decades-old systems and looking to update them. When updating rail signalling systems itâ€™s important to consider the system holistically and to evaluate the DC power systems that power them, to ensure they offer modularity, redundancy and high efficiency - and thus provide the proper foundation for safety.
Mathias Lang is segment manager for Rail & Metro at Eltek
October 2014 Page 93
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Focus on people With an approach that understands that people (drivers, maintainers, controllers) will remain at the centre of a successful rail system, Ged Morrisroe looks at the day-to-day impact of ERTMS and TMS on their jobs
n the coming years, the European Rail Traffic Management System (ERTMS) will transform the rail network by improving performance, enhancing safety and reducing costs. It is a rail operators dream. The ERTMS projects provide a number of key benefits including safety, maintenance and operational. Improved safety comes from the Automatic Train Protection system which will keep trains in their safe movement authority. Lower levels of maintenance will come from simpler infrastructure design and the replacement of colour light signals that are expensive to maintain, while modern wireless communications with the train have both safety and operational benefits. The availability of accurate train data reports to the infrastructure systems will have a significant positive effect on efficiency, safety and reliability. The UK has taken the opportunity to
embrace ERTMS, but has gone further and is creating its own traffic management system to optimise performance. The additional benefits this will bring come in terms of more accurate planning of train movements, conflict detection, resolution and options analysis to avoid delays, remote monitoring of infrastructure assets, automation of route setting tasks and the ability to analyse patterns of delay and root causes to help develop future control strategies. For the train and network operators, this is all good news. But in an environment where the railways have become peoplefocused, what is the human-impact of the new systems? Is it all positive and what strategies must rail companies adopt to ensure their needs are considered? Impact on drivers For drivers in particular the effects are pronounced. They will need to modify
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their normal driving style due to system warnings and interventions from ERTMS, and there may well be a perception of deskilling because of shared responsibility between system and driver. For example, in current signalling systems the lineside signals tell the driver when they can move and where they have to stop. Speed signs and the driver’s knowledge of the route are used to maintain the train at or below the permitted speed. ERTMS protects the train movement authority and keeps it under the speed limits. It does this by adding a number of levels of defensive controls. For instance, it adds uncertainty about position since the last confirmed odometry reset position. This means that when there is a reduction of speed required the driver may well be encouraged to brake earlier or accelerate later. This is backed up with alarms and indications that can become annoying to the driver. In situations where the driver is late and is trying to make up time, this can be frustrating as the ERTMS safety systems constrain the driver’s actions and decisions. Cambrian Lines and Thameslink have investigated how ERTS will impact on drivers’ behaviour and workloads, and other Toc’s will need to consider their own programmes. There has to be a change in driving behaviour such that the driver can operate within the safety parameters of ERTMS without wrestling with the system for control. Many drivers manage to adapt their driving behaviour and ethos in the knowledge that the systems provide a higher level of safety supervision than has
ever been possible before -and that is good for travellers and drivers alike. Impact on infrastructure maintenance staff Infrastructure maintenance staff will also face a number of challenges that arise from the novelty of the new signalling systems and they need to acquire new knowledge and additional skills. Robust training of staff and increasingly standardised equipment will address this issue. Also trackside signalling work should be reduced as there are fewer trackside assets to maintain. This will reduce the need for manual inspection as ERTMS will allow failures to be detected and corrected remotely or may be indicated by capture of train data instead. Finally, another significant safety benefit is the reduced exposure of maintenance workers to the live railway. Lessons can be learnt not just from ETCS on the Cambrian Lines, but also from CCD’s human factors work in Denmark, which covers ERTMS and TMS. There, human factors consultancy has included control room workplace and layout design, field equipment design and associated buildings to ensure that equipment both inside buildings and trackside is easily accessible and can be maintained. Roles will transform Under Traffic Management Systems (TMS) the roles and responsibilities of signaller, route controller, fault controllers etc. will transform, redefining them and providing them with the systems and processes that
handle the day-to-day. TMS functions provide: • automated tasks e.g. setting routes • increased monitoring demand • increased need to keep the system plan up-to-date • increased level of consultation with railway undertakings (train operators) about planned changes • a global view of the effect of a new plan rather than just the impact on a local area • accurate identification of the root cause of delays • consideration of service for passengers and freight rather than just managing train paths Some of these changes will be seen as positive but others, such as increased monitoring of systems, will not be the favourite tasks for the operators: what is needed is careful design of the user interface for alarms and indications to help in detection of alerts and provide support on actions to be carried out. Operating companies must work closely with system suppliers to ensure that human factors issues are fully embraced in the design of control rooms and user interface design, and also to undertake hazard analysis specific to human safety prior to implementation. ‘Intelligent infrastructure’ used with TMS allows the system to ‘know’ when systems are about to fail, so it can be rectified through preventative
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maintenance, rather than its having to react to a failure under pressure. When things do go wrong, the new controller roles will be able to consider a wider range of solutions provided by the TMS with an evaluation of their consequences on the total rail network, thereby making the best decisions and using every bit of capacity to keep the system running and to recover the service. Planning the changes Signallers will no longer be dealing reactively in real time with individual trains; setting routes and operating level crossings manually. TMS will be dealing with this while the ‘infrastructure Controller’ is thinking an hour ahead into the future to ensure emerging issues and trends are identified and planned for. Another controller might be checking the engineering works proposed for next week and making plans in advance to
minimise service disruption, and another could be looking at something due to happen next month. Overall, the changes are significant and train companies should already be planning how their workforce will need to be refocused to ensure a smooth change over, and any issues identified and addressed. As part of the second deployment of ROC locations (Three Bridges, York, Rugby, Derby, Didcot and Basingstoke) CCD is already looking
at the ergonomics issues associated with TMS - reviewing the design of the control rooms, assessing signallers’ workloads to identify how many workstations will be required, and co-locating the signalling workstations. The same approach is being taken at all 12 ROC’s. The ability of the new TMS to support consistently good traffic management global solutions will be a great source of job satisfaction to the controllers, to the
benefit of all railway stakeholders. But ultimately, with an approach that understands that people (drivers, maintainers, controllers) will remain at the centre of a successful rail system, ERTMS and TMS will deliver a better railway for that other group of humans – passengers. Ged Morrisroe is associate director, Human Factors at CCD
October 2014 Page 99
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The right approach If the rhetoric is to become a sustainable reality, the Chancellor and his government should be prepared to undertake investment and demonstrate sensitivity and strategic understanding in their leadership of the HS3 project, says Michael Synnott
ike the old gag, it seems like déjà vu all over again. Once more a government minister in pursuit of kudos for a forthcoming election campaign has ventured up north to unveil (or ‘start a conversation’ about) a visionary railway project. This time it’s HS3 which, among other things, promises to rebalance the national economy. But unlike the controversy and outrage that followed Gordon Brown’s HS2 announcement in 2010, George Osborne’s aspirational HS3 plan is being hailed as a once-ina-lifetime opportunity to create a train service across the Pennines with fast links between Liverpool, Manchester, Leeds and Sheffield. According to Mr Osborne, together, HS2 and HS3 will drive the regeneration of England’s northern cities. Perhaps. But if this great goal is to be realised some difficult choices must be made at the national and regional level, the least of which is the timing of the HS3 project and its relationship with the much more advanced ideas for HS2. Furthermore the government can’t just hope that a railway will bring investment to the north, it has to add the incentives and projects that will revitalise the area to go with the improved infrastructure. HS3 or something like it, has been the subject of active campaigns by England’s northern cities for some time. In their 2010 report Transport Demand in the North, the Northern Way, a consortium of northern cities and regions, set out the cure for the regional decline as ‘a balanced strategy of policy interventions that seeks to facilitate economic growth through targeted enhancements to the north’s transport system, combined with measures that seek to exploit the more sustainable pattern of transport use that currently exists in the north.’ The same report explained how every percentage point of economic growth around Manchester, Leeds and Sheffield has led to transport demand growing more strongly in the north when compared with the south. Thus, the poor state of rail infrastructure in the north means any upsurge in economic growth is destined to quickly hit the buffers unless accompanied by a significant increase
in rail investment. One North, a West Yorkshire local government consortium, set out an exciting vision of the northern cities as a multi-city connected region like those of Germany and the Netherlands, ‘which means the north delivering more national output and tax receipts for the exchequer’. So far, so safe ground for election focused politicians. Yet while the HS3 scheme offers the potential opportunity to realise these locally cherished visions, the reality will take great effort and resources to realise. Transport systems are just that: they enable the conveyance of people and goods across space. The evidence for rail investment alone as a catalyst for economic and social regeneration is a bit thin. Where an economy is booming then there is evidence that a new rail system can enhance existing trends. For example, even before it is due to open in 2018, Crossrail is already positively impacting on London’s economy. In anticipation of greater connectivity, even relatively depressed areas along the Crossrail route are experiencing enhanced house prices and job prospects. Complementary investment But to lift an ailing economy, rail investment, even for high speed systems, must be accompanied by complimentary investment and institutional arrangements. This aspect is not often highlighted when the stunning transformative impacts in cases like the Shinkansen railway in Japan or the TGV in France are cited. In both cases, the rail infrastructure was merely the front end of concerted government-led programmes to raise regional productivity and prosperity. In contrast, places like Doncaster and Birmingham remain among the poorest in the country despite the benefit of fast rail links to London for many years. Even a cursory glance at these places will quickly confirm the gap between the potential opportunity represented by good rail connectivity and the barriers to accessibility caused by the lack of local supportive investment. Thus, if the rhetoric is to become a sustainable reality, the Chancellor and his government should be prepared to undertake investment and demonstrate
‘Too often, well intentioned public infrastructure projects have been distorted and crippled by poorly calibrated ﬁnancing and management arrangements, which turn out to be more to do with investor gain than local service effectiveness’ October 2014 Page 101
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sensitivity and strategic understanding in their leadership of the HS3 project. In particular, the arrangements for the financing, construction and operation of the HS3 project must be carefully considered. No budget has yet been defined for HS3 apart from a vague reference by the Chancellor to £7 billion ‘which might be less’. This is a little worrying as the vagueness could lead to another private finance initiative to design, build and operate HS3. Too often, well-intentioned public infrastructure projects have been distorted and crippled by poorly calibrated financing and management arrangements, which turn
off, the demand for public transport will also change, perhaps radically. It will be more efficient and effective if the proven competence of the regional transport managers is left to make the necessary and essential adjustments in local service delivery.
out to be more to do with investor gain than local service effectiveness. Furthermore, the northern cities have shown themselves to be very competent and innovative transport managers. This collective core competency must be harnessed for HS3 which means setting aside the habit of micro-management in central government when it comes to regional transport matters. In particular, the desire to specify fares, trains and timetables in advance and in great detail, in order to draw up franchising contracts, has tended to increase the cost of the railways while decreasing flexibility. It stands to reason that as the regeneration of the northern cities’ economies takes
to be tempted beyond the London area and further north by the shortened journey times of HS2. While visiting investors may well have heard of the famous football clubs based in the HS3 cities they are unlikely to have a detailed understanding of the economic advantages and potential of the northern region. Rather than assailing the curious investor with a cacophony of clashing and partisan marketing messages, therefore, it will be more effective if the new rail system is treated as a symbol of collaboration underpinning a single shared regional brand message. Easier said than done and much intercity rivalry and jealously is likely to arise as the common
A symbol of collaboration But for the cities that will be linked by the new rail system, patience and forbearance on behalf of the common good will need to be exercised. Although inward investment in the northern cities can come from several sources, many potential overseas investors are likely
link of the rail infrastructure inevitably manifests in uneven distribution of economic impacts across the HS3 region. Of more significance is that the HS3 project is very much dependent on the achievement of all the significant goals and will rely on a greater independent variable: HS2. If the government is sincere in its goals for HS3 and the rejuvenation of the great northern cities, why not turn HS2 on its head by starting it at Manchester. By making the north the priority it would show the government’s commitment to bridging the north/south divide is real. Moreover this would have tangible and
social impacts, By starting in the north many of the 40,000 jobs estimated to be associated with the project would go to the north. This would also mean that skills acquired on HS2 and HS3 could be applied all the way down the proposed route to London adding sustainability to this attractive option. While starting the train line in the south may only serve to increase the travel to work area for London which would further widen the north/south divide. Dr Michael Synnott is a senior teaching fellow at Warwick Business School and researches transport in economic and business development October 2014 Page 103
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Early to engage Engaging with sub-contractors in the early stages of a project, in addition to its main contractor firms, could improve the efficiency of Network Rail’s projects believes Richard Selby
ondon Underground (LU) has recently selected more than 20 SME contractors and three multi-discipline design firms to bring a new collaborative approach to its £330 million modernisation programme. The work will see 70 of its stations refurbished and maintained to a common standard that it hopes will result in no further work being required for at least ten years. By selecting and working with these SME’s, LU has reduced the chances of stifled communications affecting its supply chains. This is a problem that has become increasingly typical within large construction contracts of late– where it is not uncommon to have up to 70 subcontractors working together in four or five-tier structures for one client. By choosing to work with smaller firms, LU has put ‘great craftsmanship’ at the top of its agenda, stating that it believes it is ‘the key to the success of any infrastructure project’. It is my belief thatNetwork Rail can learn from this results-driven approach by directly engaging with its sub-contractors on all of its construction work. This is especially important as, back in 2007, Network Rail reduced the number of track renewal contractors it works with, from six to four companies. Responsible for the maintenance of 20,000 miles of track and more than 40,000 bridges and tunnels across England, Scotland and Wales, these firms will need support on major redevelopment projects – and that is where sub-contractors enter the equation. I’m not suggesting that Network Rail should stop working with its preferred larger main contractors – far from it – but engaging with sub-contractors in the early stages of a project, in addition to its main contractor firms, can definitely improve the efficiency of projects. When communicating through a main contractor, there is a risk – and often a reality - that messages can be misinterpreted, leading to misunderstandings, differing expectations and even disputes. Direct communication with subcontractors reduces that risk, as talking to those on the ground helps the client
to gain a better understanding of the challenges associated with the project. By communicating with the sub-contractors at an early stage, clients will become more aware of the task ahead, helping them keep up-to-date on progress, and fully aware of any hitches that could delay the process. Without this direct communication channel, both the client and the subcontractor are at risk of increased costs. Alongside the penalty fees incurred by construction firms for lateness, Network Rail – of course keen to avoid upsetting its service users by delaying work - could be forced into hiring a new contractor to complete work at an increased cost. Direct negotiation with subcontractors would also encourage more SME’s to bid to work on Network Rail contracts as suppliers to larger firms. This increased competition could stimulate a culture of more innovative practices – saving Network Rail money and fostering growth throughout the supply chain. Paying on time too hit and miss The firm should also be careful to choose main contractors with a good reputation for paying their sub-contractors on time. We are fortunate enough to work with firms who have a fantastic track record on payment, but not all sub-contractors are as lucky and we are clearly the exception to a worrying rule. Just last year, nearly three quarters of all sub-contractors were paid over 30 days after the completion of the project. These results have led to the Construction Leadership Council launching a charter that commits the government and wider public sector, major contractors and clients to pay all
When communicating through a main contractor, there is a risk – and often a reality - that messages can be misinterpreted
suppliers within 30 days from 2018. More immediately, as of this year, the agreement forces clients and main contractors who sign up to the charter to pay all suppliers within 60 days immediately. This will then be reduced to 45 days from June 2015 and to 30 days in January 2018. In order to encourage more SME’s to bid for Network Rail contracts as sub-contractors, it is advisable that the organisation insists that its main suppliers are signed up to it’s own fair payment charter and that the suppliers fulfill their commitment along the supply chain. Payment, of course, is the end result of a specific project. For Network Rail, there is significant value to be gained from engaging with sub-contractors as early as possible in the work process. By connecting with suppliers early, the firm can take greater control of its projects. More communication and less hierarchy in the supply chain mitigates risks and helps build closer relationships between sub-contractors and main contractors. Ultimately this means saving time and money, while delivering work of the highest quality; or in other words, first class results for standard class prices. Richard Selby is co-founder of Pro Steel Engineering
October 2014 Page 105
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Sustainability is key to our business Now and in future ERS Railways runs its long distance trains only based on electric long haul locomotives.In 2010, ERS Railways joined EcoTransIT in order to have access to a trusted source of information about emissions produced respectively saved.ERS Railways is authorized to issue certified reports on the amount of CO2 and other emissions saved. Reducing noise emissions by 50%? We are aiming to achieve it. On the noise reduction side ERS Railways together with our partners started a project introducing low noise brake systems. After the conversion to so called LL â€“ brake blocks the wagons produce 10 decibels less (a halving of the perceived sound by local residents) on 30% of our trains running through the Rhine Valley. We plan to continue such kind of projects and are pro â€“ actively searching for such kind of improvements, says Frank Schuhholz, Managing Director of ERS Railways. A wide range of rail solutions ERS Railways provides daily connections to and from several terminals in The Netherlands, Germany, Poland, The Czech Republic, Switzerland, Austria and Italy. ERS Railways also provides domestic rail services. Please visit our website www.ersrail.com and find out what we can do for you, by making use of our route planner. Contact details of our Sales departments Germany: +49 The Netherlands: +31 Poland: +48 Czech Republic: +42
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Know your value Social value is the new ‘must have’ for rail firms according to Achilles. But how do you know you’re adding it?
elivering ‘value’ used to be a simple equation. Rail businesses merely needed to offer the highest possible service, at the lowest feasible cost, to be successful. But a letter from Philip Green, the government’s CSR advisor, has changed that ‘winning formula’ once and for all. He has asked the UK’s top 50 businesses, including those in rail and infrastructure, to reveal how they, and their suppliers, are helping to deliver social value, as well as turning a profit. The Social Value Act 2012 was once viewed as a concern only to public sector bodies – who were obliged to show how their work delivers benefits to local communities, at a time of great economic uncertainty. But the requirement soon filtered down, and main suppliers to the public sector implemented a raft of initiatives, such as campaigns to use SME’s or investing in local charities. Now it’s the turn of suppliers even further down the supply chain as Green has asked from them details of what suppliers are doing to promote social value, as well as the ‘big boys’ at the top. The Department for Transport, (DfT) has asked its main contractors for details of apprenticeship schemes throughout the supply chain. First Great Western was quick to respond. The company worked with Achilles to contact 1,439 active suppliers, asking them to reveal details about their own internal apprenticeships schemes, and fulfil the needs of the Toc’s customers. That was only possible because First Great Western had outsourced the management of its supplier assurance to Achilles, and had a bank of up-to-date supplier records. Kevin Bartlett, head of procurement at First Great Western, said: ‘We now have the data and information to understand our supply chain. For example, we now know that of our 1,500 suppliers, 65 per cent are SME’s. Without that basic data, where would you start focusing your efforts? Social value is now beginning to re-define ‘value for money.’ It used to be about quality, cost and time. It’s now about all of those things, as well as social value.’ Suzanne O’Keane, community manager in rail and transport at Achilles, said: ‘Health and safety will always be
the number one priority on the railways, but in a competitive market like rail, it’s becoming increasingly important for Toc’s to show they deliver social value, as well as the accepted ‘business-critical’ functions. ‘We are seeing growing interest from companies across the sector in benchmarking their activities now and putting in place action plans to develop their social value impact in future. With growing pressure from government we believe social value is here to stay and
those in the rail sector, do not know who their suppliers even are, let alone whether they provide social value. Compounding the issue, information is stored on multiple databases or pieces of paper, which becomes out of date almost as soon as it’s filed. Meanwhile, there are five million small and medium-sized businesses (99 per cent of UK businesses), who must be dreading the prospect of filling in yet more forms; this time about whether they use apprentices or whether they’ve
companies must look to address the requirements now.’
donated to a local charity in the last year. If rail businesses are required to ask thousands of SME’s for additional information, they need to have in place the correct infrastructure on which to gather and store it.
The challenge Philip Green is quite right that all UK businesses should ‘do their bit’ to help deliver social benefits for the UK at a time of great economic uncertainty. Making a profit and being truly sustainable are not mutually exclusive; in fact they’re naturally compatible. However, many companies would struggle to replicate First Great Western’s approach. Research shows that 40 per cent of large UK businesses, including
Work collaboratively At this stage, social value seems to revolve around apprenticeships, charity donations, use of SME’s and local workers, and giving staff time off to do voluntary work. If most companies’ requirements are broadly the same, then why not pull together the questions into a single October 2014 Page 107
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form for SME suppliers to reduce the administrative burden? This principle already underpins the Railway Industry Supplier Qualification Scheme (RISQS), which has services provided by Achilles. There, more than 100 rail and transport buyers and more than 3,000 suppliers – 83 per cent of which are SME’s – use a single questionnaire and audit process, incorporating all industry standards, to ensure buyers can find companies which would meet their supply needs in terms of people, planet and profit. Working collaboratively reduces the cost of managing supplier information by 50 per cent. But the rail industry now has an opportunity to apply the same smart thinking to social value – which is becoming as important as other key procurement criteria. Set a clear vision It’s a bold step to apply social value right down through the supply chain. But what happens once the information is gathered? According to Kevin Bartlett, ‘Our customer wants to know about social value, so we’re finding out the information, but the natural next step is to ask why. How will this affect procurement in future? What do we want
to achieve from there? There is a big piece of work to be done in terms of what social value means and what strategy we need to adopt to implement it.We are beginning to understand how we can incorporate social value into our procurement and tender evaluation strategies. If it’s important to our customers, then it’s important to us. And if it’s important to us, it must be important to our supply chain. He continued: ‘Some SMEs will be much better placed to provide apprenticeships than others. At this stage, industries have just started out on a ‘fact finding’ exercise. We’re not expecting smaller businesses to be outstanding in terms of social value at this stage, but for those who are, this is a real chance to shine out from the competition.’ Suzanne O’Keane, account manager RISQS at Achilles added: ‘If the entire rail industry worked together, we could set a cross-industry social value target and achieve results that would be of great benefit to UK PLC as well as the rail sector as a whole.’ Think ahead At this stage, the government is asking its main suppliers for information about
how social value is being delivered in supply chains. With increasing scrutiny, it seems unlikely this requirement will reduce. It seems far more likely it will grow – with information required from further and further down through the tiers of the supply chain. To gain a complete picture of social value activity among their suppliers, rail businesses should ‘map’ their supply chains to identify all their suppliers. The easiest way to do this is by sending automated invitations requesting information to suppliers in the lower tiers. With a complete picture of who all the suppliers are, buying organisations can then question suppliers about social value activity to make the process more efficient. Meanwhile, suppliers should also be prepared to reveal details of how they are helping to deliver social, as well as financial, value.
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wned by Govia, London Midland was created in 2007 to deliver the benefits of West Coast Route Modernisation and to operate the intensive West Midlands Rail Network. The Toc was formed by a merger of Silverlink County, the western half of Central Trains and a portion of Maintrain. When the franchise began it had an initial expiry date of November 2013 but was awarded an extension through to September 2015. The current franchising timetable sees a potential further agreement – taking the franchise to 2017. Rolling stock A month after taking on the franchise, the Toc announced the introduction of new and refurbished trains costing £243
million. In 2009 a new fleet of 37 fourcar Siemens Desiro’s were introduced in conjunction with Angel Trains for commuter services on the West Coast Main Line. In 2012, a deal with Bombardier and Porterbrook saw twelve two-car (Class 350/2s) and fifteen three-car diesel Turbostar trains (Class 172s) introduced to replace the 25-year old rolling stock on the Snow Hill Lines in the West Midlands. The Toc has purchased ten new Class 350/3 Desiro units in a £62 million joint investment with Siemens and Angel Trains. Due to be introduced in December 2014, they will provide 4,000 more commuter seats into and out of London during the morning and evening peak. The investment will also enable the Toc to deliver more passenger services to
and from Redditch on its Cross City route – the busiest commuter route in the West Midlands. With class 139s, 150s, 153s, 170s, 172s, 321s, 323s, and 350s, London Midland has one of the most varied fleets of all the UK franchises. Project 110 London Midland’s rolling stock and timetable enhancement project, Project 110, has introduced more train services in and out of Euston without the need for infrastructure changes. The project now makes it possible for 30 of its fleet of West Coast Desiro’s to increase their top speed from 100mph to 110mph. As well as cutting journey times, Project 110 has created space in the timetable to run more services, providing three extra morning peak trains into London and five evening peak trains from the capital. Environment Following steps taken by London Midland in 2008 to improve its environmental performance, such as appointing environmental managers and rolling out a three-year trial on lower parking fees for low-emission vehicles, the Toc has launched an environmental plan based on its findings. Included in this plan is returning electricity back to the grid using regenerative braking and using new
Patrick Verwer, London Midland managing director: ‘As one of Britain’s major train operators we know that we have an important responsibility to work sustainably and to encourage our passengers and colleagues, who are increasingly aware of the issues, to help us.’ October 2014 Page 111
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technology to reduce train electricity and diesel consumption. Also on the agenda is a reduction of site energy use by 10 per cent, which it aims to achieve by improving how it monitors and manages its energy use and by educating staff in how their actions can reduce energy.
Punctuality London Midland achieved 88.8 per cent for August 2014 – more than two per cent up on its annual average of 86.6 per cent.
Trains on time over the past year (PPM)
86.9 per cent
Protecting revenue September 2014 marked the arrival of a new head of security and revenue protection, forming part of London Midland’s aim to secure revenue and improve customer service and security for its staff and customers. The Toc will bring in two groups of revenue protection staff that will be intelligence led – targeting fare dodging hotspots at stations or on trains – an approach that will enable it to cover more stations and trains more often.
No. journeys (annually)
1, 413, 700
Investment Nearly all of the Toc’s’ 148 stations have installed real time customer information systems. Other investments across the
network include automatic ticket gates, ticket vending machines, accessibility improvements and 1,000 new and refurbished bicycle spaces. An £11.5 million investment towards passenger benefits involved the installation of car park deck systems that have brought 1,000 more car parking spaces.
London Midland has used NSIP (National Stations Improvement Programme) funding opportunities to provide passenger benefits at 21 of its stations, equating to £12 million NSIP funds and £2.5 million in outside funding. 47 per cent of the Toc’s passenger footfall is at stations that have had NSIP-funded improvements.
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Eversholt overhaul handed to Alstom versholt Rail has awarded Alstom a two-year contract worth £36.1 million to improve the passenger environment and reliability of the 40 First ScotRail Class 334 trains that run between Airdrie and Bathgate. Due to start in early 2015, the works will be led by Alstom’s modernisation team in Preston, with the Glasgow Traincare Centre in Polmadie removing and refitting the components. Some of the work being carried out includes the installation of heating, ventilation and air conditioning, preparing carriages for Wi-Fi and a new CCTV system. Mary Kenny, Eversholt Rail chief executive officer, said: ‘This investment in our Class 334 is our third fleet upgrade for Scotland and once again demonstrates the importance of Scotland to our business.’ Terence Watson, Alstom UK president and Alstom Transport UK managing director, said: ‘I’m sure that passengers will see some very real differences in terms of comfort and reliability, as well as offering the owners an easily upgradeable system to help future proof the trains.’ Visit www.eversholtrail.co.uk
Strong signals at Whitby iemens Rail Automation has commissioned the new signalling system at Whitby for NYMR (North Yorkshire Moors Railway). Whitby station, the terminus for the Esk Valley line, provides a link to the National Rail network at Middlesbrough, which has regular services between Pickering and Whitby. Previously, however, the station’s single platform severely restricted capacity. After funding from Coastal Community and the National Lottery, together with assistance from Network Rail, NYMR developed the Whitby scheme to increase operational capacity by building a new platform and making modifications to the associated track and signalling. Siemens regional engineering manager, Tony Kornas said: ‘This project was a real trip into the past and included every vintage of railway signalling equipment from the last 100 years or so. The scheme has delivered much-needed additional capacity for the 24-mile NYMR.’ First opened in May 1836, the NYMR is one of the most historic lines in the
north of England and has operated without interruption for well in excess of a century. www.siemens.co.uk/rail Training facility pulls in at Platform Severn firm of chartered surveyors has unveiled a specially constructed on-site rail training facility that ensures all staff will be trained in a safe and secure environment. The Platform Severn training facility has been designed by Severn Partnership, the rail surveying company, and is one of only a handful of similar facilities available in the UK. The new site will make sure all staff at Severn are familiar with the topography of a railway track, preparing them for operations in a live track environment. The facility provides a solution to live onsite training methods that can be difficult and unsafe because they are often restricted to night hours with limited completion times. Platform Severn has been constructed to replicate a real track and platform,
complete with coping stones, overhead electrification and utility buried features, which can be detected using the company’s underground tracing system. The training facility, which will be used in training programmes for every level of staff, will complement the company’s existing test line in Oswestry. Severn Partnership managing director, Mark Combes, said: ‘Previously, training on railway tracks was very restricted, often to just a few hours at a time. Having our own on-site facility will greatly improve the development of all our staff.’ Visit www.severnpartnership.co.uk
Arco unveils biggest book on record rco has released its 2014/15 Big Book catalogue, offering customers its largest ever selection of workwear, safety equipment and workplace safety products. The 972-page catalogue includes new product ranges, training packages and consultancy services to help keep people safe at work. This year’s Big Book has a wide range of products to suit a variety of needs and budgets, including Arco’s own-brand products and well-known industry brands, and it offers guidance on choosing the right product for the job. The catalogue sees the introduction
of a number of new partnerships and product ranges, such as a new assembly range of gloves that are ideal for light assembly, manufacturing and micro construction. Hardwearing hazard wear has been developed and Arco’s new range includes ArcoPro FR (flame resistant) layered garment solutions to maximise heat and flame protection. A new Trojan interactive jacket is also available, which can be used together with the Trojan fleece and Trojan Glacier jacket for protection against extreme weather conditions. Arco offers five levels of service that gives customers flexible delivery, meaning that goods will arrive when needed, and the company’s order acknowledgement service keeps customers fully informed throughout the delivery process. Visit www.arco.co.uk/catrequest
October 2014 Page 115
Productivity-improving caps LI Structures’ (a member of The Haley Group) patented Flexi-Pile Cap has been Form 1 approved by Network Rail for use in its electrification programme. The FLI Flexi-Pile Cap is designed to overcome on-site issues when 610 driven piles hit refusal or where mounting bosses fail during installation. It helps improve the installation productivity rate of driven 610 piles at sites where hard ground causes a pile to refuse and where the pile is out of position rotationally. Using the Flexi-Cap solution, installers can save time at refused pile locations by using the cap as an efficient remedial solution to provide an interface with the OLE structure. FLI’s Flexi-Cap negates the need for time consuming, expensive and quality critical site welding, profiling, testing and painting and it only requires the steel pile to be cut and drilled using a template. Compared with re-profiling and rewelding new 610 pile bosses, the FlexiCap can be fitted in around one third of the time because it is quicker and more cost-effective. FLI engineering manager, Trevor Burden, said: ‘The great thing about the Flexi pile cap is that all the quality critical work is done off site, and only quick and simple site works are required, improving safety and quality.’ The Flexi-Cap comes either as a solution that can be carried by hand or – if lifting plant is available – as a single piece cap. Visit www.fli.co.uk
Wheelset cost savings o help lessen the costs incurred by Toc’s from maintaining and renewing rolling stock wheelsets, researchers at the University of Huddersfield have helped to develop a new software-based tool for investigating and optimising the maintenance schedule. The system has led to cost savings and increases in vehicle service provision by ensuring that wheelsets last longer and track damage is reduced.
Dr Adam Bevan and Paul MolyneuxBerry, engineers based at the University’s Institute of Railway Research, have cowritten an article that appears in the Proceedings of the Institution of Mechanical Engineers: Journal of Rail and Rapid Transit. The piece, Optimisation of wheelset maintenance using whole-system cost modelling, has been awarded the William Alexander Agnew Meritorious Award/ Clarence Noel Goodall Award by the IMechE (Institution of Mechanical Engineers). The prize will be presented later in the year. Speaking of the cost implications involved with the work, Dr Bevan said: ‘Wheelsets are one of the most expensive items for maintenance and comprise a significant portion of the whole-life costs of railway rolling stock. ‘So the goal of the project was to develop a tool that could be used to help operators and maintainers optimise and reduce costs of wheelset maintenance and renewal activities.’ The work formed part of the Stage 2 development of an industry decisionsupport tool known as the VTISM (Vehicle Track Interaction Strategic Model), which calculates the whole-life, whole-system costs for the vehicle-track interface. The latest stage in the development of VTISM includes the advancement of the WMM (Wheelset Management Model), which enables rail operators to predict the deterioration of wheels and to determine the costs of maintenance and renewal. Research included a large number of computer simulations for a range of passenger fleets and the article includes the results for a typical fleet of diesel multiple units. Visit www.hud.ac.uk
End-to-end communication ommunications integration company, Alan Dick Communications Group (ADComms Group), has acquired IPS (Installation Project Services), a provider of end-to-end integrated communications systems and services. The agreement will see the organisation expand its offering across rail and other critical infrastructure markets, after having recently added TfL to its client list. IPS specialises in the design, installation and maintenance of passenger communications, information and display systems, security and CCTV systems and also mission-critical first-line maintenance and support services. The integrated business will trade as IPS Communications and will be managed by Steve Harris, managing director, and Bob Clayton, business development director. ‘Our standing in the south east and across the underground sector complements the existing skill set of the ADComms Group. IPS Communications will continue to build on the reputation established by IPS and will provide a broader range of services to customers,’ said Harris. Jason Pearce, ADComms Group managing director, said: ‘With IPS, we are now able to offer a total operational capability, including platform and station communications design. The combined businesses will offer a wider technical and geographical engineering capability delivering end- to-end communications design and integration, across the mainline rail and TfL customer base.’ Visit www.ips-ltd.co.uk
Spreading the light eading station car park’s lighting system is benefiting from energy savings and improved functionality, following the installation of CP Electronics’s EBMPIRMB-PRM batten mount PIR detectors. The 48W LED fittings have been mounted in threes, utilising custommade troughs with one PIR to every three fittings. The lights in the car park are expected to be on for 24 hours a day, 365 days a year and – with the improved dimming capabilities of the EBMPIR-MBPRM PIR – the projected cost savings are anticipated to be around 60 per cent. Owned by Network Rail, Reading station car park has ten levels and 1,600 spaces. The car park’s ceiling design previously made utilising energy control very difficult but, by using the latest motion-detection technology and lighting with excellent coverage, the PIR system turns the lights to full brightness when it detects a person or a car.
October 2014 Page 117
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Page 118 October 2014
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Pocket ticket machine irst Great Western has extended the use of its mobile ticketing service, which allows its customers in Devon and Cornwall to use their mobile phone or tablet to buy tickets. For the first time ever, customers will be able to instantly purchase all ticket types, including on-the-day fares, from the smart phone/device application for journeys to and from Plymouth. Tickets are displayed on the device’s screen as an encrypted bar code that can be checked by train managers or staff at the ticket gates. Previously, only advance purchase tickets could be displayed and all other ticket types had to be collected from a ticket machine using the unique reference number sent to the customers’ device. Plymouth station manager, Mark Chorley, said: ‘Technology has fundamentally changed the way we travel. First Great Western is committed to providing innovative solutions to keep people moving in these increasingly congested times. Those buying tickets for use on other journeys can still use the app and then collect their tickets from a collection machine or sales office at the station. The app also remembers previous journeys, securely storing payment
information that means users can make repeat purchases with just a few clicks – removing the need to enter log-in details each time. Customers can download the app free from First Great Western’s website and app stores. Visit www.firstgreatwestern.co.uk
Contactless payment rolled-out across TfL network fL has launched contactless payments on all Tube, tram, DLR, London Overground and National Rail services that accept London’s electronic ticketing system, Oyster. Launched on 16th September, customers will no longer need to top up their Oyster balances in order to travel because fares are charged directly to payment card accounts. However, those using the new method for their journeys are advised to be vigilant about ‘card clash’ so that they avoid paying with a card they did not intend to use. The contactless technology currently on debit, credit, charge or pre-paid cards enables users to make quick and secure payments for everyday purchases of £20 and under. With no requirement for a PIN or a signature, customers need only touch their card on the reader. Fares paid for by contactless payments are capped, automatically calculating the best value travel in a day or over a seven-day period. The Mayor of London, Boris Johnson, said: ‘Londoners and visitors to our great city can now get from A to B with a simple flourish of a contactless payment card. This is a great leap forward for our transport network and a world first for a capital that’s leading the way by using
the latest technology to help people get around.’ All UK-issued contactless American Express, MasterCard or Visa credit, debit, pre-paid cards will be accepted for contactless payments. Visit www.tfl.gov.uk
After a set time-gap the system drops to a level of ten per cent, providing energy savings but not compromising customers’ safety while they return to their vehicles. These savings are aided with the use of LEDs as they are more energy efficient than conventional lighting but with no sacrifice in light quality. CP Electronics’s detectors were specified because they are quick and easy to fit – taking around five minutes. The units are IP65 rated and are therefore suitable for outdoor use as well as wet and wash-down areas. Visit www.cpelectronics.co.uk Twice as smart ammax has integrated Ecebs’s Paragon RTD (remote ticket download) software with its real time passenger information kiosks, enabling the company to provide ITSObased smart tickets. Cammax has experience of designing and implementing made to measure selfservice kiosks for some of the world’s largest organisations. As the UK’s leading supplier of bespoke touch screen kiosk solutions, its clients include the NHS, Proctor & Gamble, local authorities and police constabularies. Julian Rooney, Cammax managing director, said: ‘Integration with Ecebs’ ticketing software was straightforward and has enabled us to quickly go to market with our initial deployment of 88 kiosks across Nottingham. ‘We can now easily extend our reach into the transport market, as costeffective expansion is a key benefit of Ecebs’s technology.’ Visit www.cammaxlimited.co.uk
October 2014 Page 119
Reminding your passengers why rail is the superior way to travel.
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HEAD OFFICE GLOBAL RAIL DIVISION SALES INQUIRIES Page 120 October 2014
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Must HAV’s eactec, the UK HAV (hand-arm vibration) risk management company, has launched an automated tracking and reporting system that protects employers and employees against HAV, helping businesses identify Outline Events Programme 2013 as at end August 2014 Recent New Members of the Rail–Alliance cost savings through tool and operator deployment. Perpetuum The Reactec Analytics Platform Developer systems. Date Location with a new Event of a suite of remote controlled condition monitoring Organiser/Contact combines its HAVMETER Its award-winning vibration energy power harvesters deliver information cloud-based reporting platform and from complex condition datasets, particularly around maintenance intensive automated data a 5 November ICCcollation Birminghamto deliver HS2 Supply Chain Conference 2013 – first of a series of events www.hs2.org.uk/events/supplychainconference mechanical assets, such as wheelsets, gearboxes and traction motors. to enable suppliers to meet the HS2 team more practical and effective solution to www.perpetuum.com/rail assess and control HAV risk. 6 November Derby IMechE Railway Division Seminar 'Vehicle Re-engineering – IMechE The online system provides companyMatching Performance to today’s Railway' – Rail Alliance Portaramp UK members can attend at IMechE member rates. wide access to intelligent and practical leader for access ramp solutions, the company specialises in the design reports, enabling more managers, teamInteriors Expo Market 12-14 November Cologne Railway 2013 www.railwayinteriors-expo.com and manufacture of lightweight portable ramps that give safe passage for both leaders and operators to work together to user and operator. better and manage their HAV 19 November (tbc)understand NE Members’ meeting & networking event – details tbc RA www.portaramp.co.uk risk. Employers London can view individual and 21 November (tbc) Euston Member’s meeting & networking event hosted by Network RA MIRA company-wide exposure trends, Rail see– details tbc MIRA Rail Engineering Safety Centre – for rail vehicle structural and interior which workersSydney, have Australia exceeded HSE daily 26-28 November Ausrail 2013 www.ausrail.com crashworthiness and design, consultancy and testing. thresholds and tool exposure levels and www.mira.co.uk also gather information on tool rotation 10 December (tbc) Midlands Members’ Meeting & Networking Event – details tbc RA activity or tool performance to help Censol manage worker efficiency and welfare. 11 December London Rail Freight Group Christmas lunch in spill management systems www.rfg.org.uk Specialists that contain absorbent pads, socks, mats Jacqui McLaughlin, Reactec chief and rolls to manage spills, leaks and hazards in the workplace. Also manufactures executive officer, said: ‘Keeping of a range impregnated wet wipes 19 December (tbc) Longexposure Marston Test & Trials Networking meetingof – details tbc RA and low lint dry wipes for the rail, employees below limitEIT values aerospace, engineering and clean room industries. is not enough to be compliant with HSE www.censol.co.uk guidelines. If you are interested in attending one of our events or would like to find out more about becoming a member of the Rail Alliance, contact Rhona Clarke This system gives health and safety Convert2Green teams the knowledge to01789 reduce HAV on email@example.com or call 720 026 Manufacturer and distributor of second generation biodiesel and biofuels made risk while also educating and informing from used cooking oil that is collected in the UK. Supplier to more than 1,000 the operators, team leaders and road vehicles, including Bidvest 3663 fleet, Environment Agency fleet, Biffa other managers to undertake greater kerbside collection vehicles and United Biscuits primary distribution fleet. The ownership of their risk exposure and company offers diesel trains with biodiesel mixes at competitive prices. reduce what has traditionally been the www.convert2green.co.uk www.railalliance.co.uk responsibility of health and safety teams.’ Visit www.reactec.com
Multi-million pound structures RB Lightweight Structures has signed a £13.5 million contract to design and manufacture partitions, toilet panels and bulk storage partitions for Hitachi’s Class 800/801 trains. TRB designs and engineers lightweight structures with the aim of making more efficient vehicles and structures, thereby reducing fuel use. Forming part of the government’s IEP (Intercity Express Programme), the contracts were signed at Hitachi Rail Europe’s head offices in London. TRB has already designed, manufactured, and delivered more than 200 products to Japan for fitting on prototype trains. Hitachi procurement director, Jamie Foster, said of the deal: ‘With the Class 800/801 trains, we aim to set the standard for design, quality, and weight savings. The TRB engineers and designers have risen to these challenges and are helping us meet the demands of the programme.’ Visit www.trbls.com
October 2014 Page 121
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Getting it right first time Emico is an established M&E subcontractor with a commitment to maintaining the highest level of professionalism, integrity and honesty. An approach that has allowed it to build long-standing client relationships
that this was possible Emico assigned a team that had extensive DC power and London Underground experience. Due to the company’s positive approach and effective teamwork the project was completed ahead of schedule and on budget.
echanical and electrical subcontractor Emico adopts a ‘right first time’ work ethic and its focus on quality and detail, along with rigorous safety routines, ensures that its work is completed to a high standard. As a result, Emico has a ‘hand back first time’ performance of 100 per cent, which reflects its strong reputation for quality, reliability, assurance and safety. Proof of this high-quality service and smooth project management is shown in the following positive client testimonials:
Always looking forward With an ever-expanding team of high
Network Rail ‘Without the immediate response you provided the project would have suffered, the team will no doubt remember the good work you have done to help NR achieve its project goals. We shall be recommending your company.’ CBS Outdoor ‘Emico’s people are their biggest strength, the relationship they have formed with people on our side is the single biggest difference between them and other contractors.’ Enterprise ‘We would like to thank you and your team for the work ethic and professionalism shown in a very stressful environment and the team should be proud of the achievement. It is a pleasure working with the team on site.’ Transport for London ‘We found working with the Emico team very enjoyable; nothing seemed to be a problem and they were always willing to go the extra mile to make the job go smoothly.’
City life Emico’s repeat business from core clients has given it the opportunity to tender for and take on some exciting projects. In preparation for the introduction of the new S7 rolling stock, London Underground appointed Emico to carry
out the design and build for the new independent DC traction supplies from Earls Court substation to Lillie Bridge depot. The company took on the challenge to complete an approved design and arrange approvals for a custom-designed cable racking and J Hangers. It also had to find a method of pulling over 5km of power and earth cables, which all had to be done within a fixed time frame of less than six months. Emico, acting as the principal contractor, arranged the works around 52-hour possessions. The works were completed while the depot continued to operate at full capacity. To ensure
quality, reliable operatives, Emico is striving forward and, due to its continued expansion, has recently moved to new offices. With state-of-the-art communications based on a Cat 7 data network that links all project teams, operational support and head office functions, Emico is building for the future. A key component of Emico’s development plan for 2014 came into place following confirmation of FIRAS certification for its fire suppression services. Emico’s complete design, install, commission and maintenance provision on fire suppression has also been awarded Approved Contractor status. Managing director, John Barry, said: ‘This complements our LPCB certification for fire alarm and detection services and confirms our ability to offer a full range of fire protection and safety services across all industry sectors and all aspects of the railway infrastructure.’ Tel: 01442 213 111 Email: email@example.com Visit www.emico.co October 2014 Page 123
Unit 6 Colemeadow Road, North Moons Moat, Redditch, Worcestershire, B98 9PB T 01527 584 344 F 01527 584 345 E firstname.lastname@example.org www.unilite.co.uk
Page 124 October 2014
Surging forward MTM Power is one of the largest manufacturers of power supplies for railway applications in Europe
he company produces quality and innovative products and, as a business, is flexible and reliable. Its products meet all relevant standards and, if applicable, VDE/EN/ UL regulations. A unique, patented thermoselective vacuum encapsulation (European Patent EP 1 987 708) including burn-ins, large scale testing and examination, guarantees high quality and product reliability. This year, MTM Power has received the star award in the Commodity Parts category of the Siemens’ ‘Our Stars for Rail Systems 2014’ gala event. Just like Siemens, it demands the highest standards with regards to quality and performance,
PCMDS series are especially designed for applications in vehicle and rail technology and can also be used in industrial and telecommunication applications. MTM Power offers these converters with three wide input ranges that cover the battery voltages: 24V, 36V, 48V, 60V, 72V, 80V, 96V and 110V acc. to EN 50 155. They are available with 30W, 60W, 80W and 150W output power and galvanically isolated output voltages of 5V-48V. The maintenance-free converters are connected via spring clamps that meet various special requirements, e.g. in railway applications with regards to vibration resistance and reduced time for
an approach that is essential for successful cooperation that has ensured involvement as a partner in many of Siemens’s rolling stock projects. MTM Power offers a wide range of EN 50 155 compliant DC/DC converters with 30W-600W that are especially designed for vehicle and railway applications. Particularly designed for use in trains, these devices supply the electric and electronic systems on board and trackside. In addition to these rail converters the product range includes DC/AC inverters, filters and multi-power supply systems. The company can produce custommade products or carry out modifications on existing products in relatively small volumes and with a quick turnaround.
wiring. The thermoselective vacuum encapsulation guarantees homogeneous heat dissipation within the modules and offers excellent resistance against environmental influences like shock, vibration and humidity. The converters need no ground load and are shortcircuit protected by primary and secondary power limiting. Other features are reverse polarity protection in connection with an active input current limiting. The converters with 30W and 150W are also available as a 19” plug-in unit.
Series for railway applications. PCMDS: 30W, 60W, 80W, 150W The DC/DC converters in the
MPG: multi-power supply systems with up to 1.2 kW The DC/DC power supply systems in the
MPG series are designed, like others, for different applications in transportation, telecommunications and the charging of lead batteries during standby parallel operation. The universally usable, modular and easy-to-scale system is based on the DC/ DC converters of the PCMD250W and PCMD400W series, which are proven in transportation applications. The series is available with two and three plug-in positions (MPG2 and MPG3) for the 250W or 400W converters and has a total power output of 500W-1,200W. With different wide input voltage ranges between 14.4VDC and 154VDC, the devices supply output voltages between 12 VDC and 110 VDC. The output voltage operates with an IU characteristic curve and the system can be switched to an energy-saving standby mode via a remote control input. Additional features include signalling of input and output voltage by an LED as well as a potential-free power good signal. The whole system is passively cooled by convection and is designed
for an ambient temperature range of -40 °C to +70 °C. High-voltage converter for operation at contact wire The HVC series with 250W is available with an input range of 420 VDC-1, 100 VDC and has the standard output voltages of 24 VDC and 27.6 VDC. Its high efficiency rate of 88 per cent and 330mm x 170mm x 87mm dimensions allow it to operate without the need October 2014 Page 125
Thomson Engineering Design Ltd Constantly Improving through Innovation
Thomson Engineering’s range of products is continuously expanding to provide new solutions for rail infrastructure maintenance and renewals. This year alone we have designed, developed and CE marked new panel handling attachments, steelwork manipulators, sleeper handling and cable handling equipment.
Heavy duty panel handler for use with excavators and materials handlers up to 50 tonnes.
Our new small panel handler for 30ft track panels. SWL 6,000kg
All our attachments feature built in pressure and, where necessary, ow control so they can be used on any RRV.
Whether it’s a one-off special or a production product, everything we produce is designed, CE marked and manufactured under our ISO9001 quality assurance. Currently under development: our new steelwork installation manipulator with quick change jaws for fabricated, tubular and box sections. The Thomson Cable Handling Yoke eliminates double handling of cables to increase cable laying output. Models are available up to 15,000kg capacity.
Our all new plate grab with detachable soft pads for handling both steel and concrete sleepers. Available in three jaw sizes and with a full range of rotators and adapter heads.
Proudly made in 2014 England Page 126 October
Instant Barrier System
Thomson Engineering Design Ltd Valley Road Cinderford Gloucestershire Tel: +44 (0) 1594 82 66 11 Fax: +44 (0) 1594 82 55 60 Email: email@example.com
Full details on our website www.thomsonrail.com
for forced ventilation. Primarily, the converters work within an ambient temperature range from -40 °C to +85 °C acc. to EN 50 155. With these high voltage converters it is possible to supply electronic equipment out of 600V/750V contact wire. The DC/DC converters are used for supplying points, signal lamps and electronic monitoring of the rail network. The specific feature of the HVC series is its use as a self-starting module for trams or trolley buses with exhaustive discharged batteries, to avoid the need for a towing process. The rugged design, together with high-quality components, guarantees high reliability in vehicles even under severe shock and vibration conditions. URC series with 50W to 75W and 10:1 ultra wide input range
The URC series is designed as a power supply for use in vehicles, particularly for railway applications. Due to the ultra wide input range of 14.4VDC to 154VDC the converters can be operated in railway vehicles, and also in stationary applications, at every standard battery voltage (24VDC, 36VDC, 48VDC, 60VDC, 72VDC, 110 DC) acc. to EN 50 155. There are different versions with single, dual or triple outputs available. The converters can be used for 19” rack or wall mounting with H15 connectors and
can be switched on and off by the enable input. Other features of the URC series are input and output voltage monitoring, high temperature range, good reliability and long life. Tel.: +49 (0) 69 / 1 54 26-0 Email: firstname.lastname@example.org Visit www.mtm-power.com
BELLOFRAM SILICONES A division of the Bellofram Group of Companies and a member of the Bellofram Elastomers group, An industry leader in the design, development and manufacture of extruded silicone, silicone sponge foam sheeting, and moulded rubber products. Do you have a large perimeter area that needs to be sealed? Do changing contours on your mating surfaces make die cut gaskets unworkable? We can extrude one of our standard shapes or custom produce a profile of your design. We can vulcanize the gasket profile cost effectively to your design. Our Silicone products have the following properties to increase safety and prolong product life. Fire Resistance Silicone is difficult to ignite, and when it does burn produces a nonconductive ash and does not give off toxic gases. Resistance to weathering Silicone rubber resists the deteriorating effects of sunlight, ozone, acids and gases which cause cracking and crazing. It is not affected by wet operating conditions. Very dry conditions will not cause silicone to leach or dry out. Temperature Resistance Silicone maintains its physical properties at temperature extremes where other elastomers fail. Service temperatures of +500°F to -130°F offers reliable sealing even in the most demanding environments. For further information on our capabilities please contact us at Marsh Bellofram Europe Ltd where we will be pleased to help you with your requirements. Marsh Bellofram Europe Ltd 9 Castle Park, Queens Drive, Nottingham, NG2 1AH Tel: 0115 993 300 | Fax: 0115 993 301 Email: email@example.com | Web : www.marshbellofram.co.uk
viasINFOPOINT ‘Aud-standing’ announcement of display content for visual impaired Enhance the experience of being able to independently navigate your railway and truly enjoy your facilities
For more information please contact LPT-it at firstname.lastname@example.org or call +45 76740484 LPT-it ApS, Stormgade 9, DK-7100 Vejle | www.vias-lpt.com
October 2014 Page 127
In extreme CondItIons our ProduCts wear tHe rIGHt Coat
Performance and protection for the rail industry
No matter what the application or what the conditions, Unistrut have the coat to keep your products safe for the applications engineered life span, with Metal Framing and Cable Management product offers for the entire rail industry from London Underground to Network Rail and beyond. So why not contact our fully trained technical sales and engineering teams today and see how you can wrap up to meet your application conditions.
Call 0121 580 6300 for more information email@example.com
Wiping away the competition With the wettest Winter on record this year, it is more important than ever for Toc’s to ensure their trains’ wipers won’t fail. Hepworth Rail International has performance wiper systems that will keep going, whatever the weather
epworth Rail International, a division of B Hepworth & Co., is committed to the design, manufacture and supply of windscreen wipers, washer equipment and associated control systems that offer exceptional quality, safety and performance reliability. The company is the global market leader in windscreen wiper system design and manufacture. Its products employ internationally recognised rail approvals and standards – such as IRIS 2, GOST-R and EN 15085 – while also developing innovative, bespoke systems for many train manufacturers around the world. Clients including Alstom Transport, London Underground, Bombardier, Siemens, CRC (Australia), CSR (China) and Kawasaki (Japan) rely on Hepworth Rail’s expertise in the design and manufacture of wiper systems to meet their specific and individual needs. B Hepworth was the first LRQA (Lloyd’s Register Quality Assurance)approved company in the UK to achieve IRIS2 accreditation. Also, it has recently passed the rigorous IRIS/ISO 9000 audits and has been re-certified for the next three years. New range of wiper systems Hepworth Rail International has a new range of wiper systems on offer that are specifically designed for the
October 2014 Page 129
a satisfied customer never forgets...
RECOGNISED AS LEADERS IN STANDBY POWER SOLUTIONS
PB Design has built its reputation over more than 30 years of designing and manufacturing AC and DC standby systems for many major projects in the UK and overseas. Typical applications include:
Substations Rail applications Mass Transit Systems Power Stations Data Centres Shopping Centres Theatres & Cinemas We manufacture a full range of PADS approved Battery Chargers, and also offer full application design facilities through to project management, manufacture, test, installation and site commissioning. Our service operation will repair, maintain and test equipment as well as providing product training, upgrades and battery/system replacement programmes.
pure uninterrupted power Page 130 October 2014
email firstname.lastname@example.org or call 01275 874411
locomotive, light-rail vehicle and EMU/ DMU markets, offering excellent options for those looking to replace existing pneumatic or older, less efficient systems with a proven, reliable, rail compliant electric system. • compact, powerful 50Nm motors • available in 110V, 72V and the standard 24V • eliminates the need for costly, high maintenance DC to DC convertors • high-quality, technical specification. The company also has a wide range of other motor sizes available – from 2Nm
up to 120Nm – that cover the full range of voltages, plus all the associated wiper arms, blades, washer tanks and wiper control systems to suit each individual system. An innovative portfolio Hepworth Rail International showed its latest innovations – new wiper controls for the compact low-cost wiper – at InnoTrans 2014. Wipers failing on a peak service train
result in delays, customer frustration and also financial penalties incurred by the operator. With Hepworth’s solution, if wipers stop working a secondary motor automatically engages – cutting the disruption down to just seconds. The company offers both a fullyautomated electrical backup system that, in the event of the main motor failing, will automatically switch to the backup motor with no disruption to the wipers’ performance. Also included is a mechanical backup that disengages the motor to enable manual operation, allowing the wipers to be operated while the train is taken out
design, manufacturing and customer service personnel who work as a team to safeguard the customers’ expectations. Using innovative design, and following structured development criteria, the company ensures that it can ‘show the way’ by constantly driving though improvements to the overall safety, quality and reliability of trains throughout the world.
of service or until the next convenient point is reached.
evolving worldwide rail distributor network, it is actively seeking to recruit additional distributors. The company delivers spares and systems to customers in more than 50 countries every month, thus offering a truly global service for all rail, marine and commercial products. B Hepworth & Co…showing the way
Customer support With quick response, focus and dedication to customer support, project management and attention to detail, Hepworth Rail International has become the market leader in the supply of bespoke electrical wiper systems and fabrications – from concept to completion. It has a large team of sales,
Worldwide distribution network The Hepworth Group currently has a worldwide network of more than 20 agents and distributors. However, due to increased opportunities within its
Tel: 01527 61243 Email: email@example.com Visit www.b-hepworth.com October 2014 Page 131
MIKE WORBY SURVEY CONSULTANCY Chartered Land and Engineering Surveyors and Geospatial Consultants measuring , modelling and mapping the Railway Environment
Our Services include:Dual Frequency GPS Topographic Surveys Engineering Surveys and Setting Out Track and Structural Monitoring 3d Modelling and Design Measured Building Surveys 3d Laser Scanning Boundary Matters Expert Witness Reports Geospatial Consultancy
We are members of
Specialists in Rail Lighting For over 90 years CU Phosco Lighting has been the leader in British exterior lighting manufacturing. Offering a complete solution for your rail lighting requirements our Network Rail approved contracting team will manage your project from initial survey, lighting design, specification details and drawings, project management, installation and maintenance. CU Phosco Lighting offer a range of products from lighting columns, mid hinged columns and high masts. Specialist level crossing lighting columns and luminaires are also available.
Contact:- Michael Worby Mob :- +44(0)7767 456196 tel/fax:- +44(0)1707 333677 Email :- firstname.lastname@example.org Website:- www.mw-sc.co.uk
CU Phosco Lighting is committed to helping customers achieve their energy and carbon emission reduction requirements. CU Phosco Lighting manufacture Quality Assured British products whilst incorporating innovative technology including the latest LED lighting systems for floodlighting, amenity, heritage car park, road and footpaths. We can also provide Central Management Systems to control and further reduce energy costs from platform to storage depot lighting.
Tel: + 44 (0) 1920 860600 Fax: + 44 (0) 1920 485915 Web: www.cuphosco.com Email: email@example.com
To find your way to the best signage solution come to Wood & Wood Signs Page 132 October 2014
Making the right connection Martin Parker of Jointing Technologies discusses the technology that is needed if the UK rail industry is to achieve its electrification ambitions
ince its privatisation 25 years ago, the UK electricity industry has changed beyond recognition; creating a less regulated, more competitive and efficient generation, transmission and distribution network. The impact of privatisation is perhaps most evident in the power distribution sector, which following the change has consolidated the old regional electricity companies into the current DNO (distribution network operators) and has also brought about the rapid emergence of IDNO (independent network operator) licences. To support this change, manufacturers and suppliers in this sector have been driven to offer more cost-effective products that extend the life of the asset, which can be installed more quickly and are available from stock to facilitate faults and service requirements. Incorporated in 1988, Jointing Technologies has been built around this need in the market. The company provides a nationwide service that supplies a range of MV/HV power cable accessories into the power distribution sector 24 hours a day, 365 days a year. These materials are supplied either directly to the DNO’s or indirectly through power contractors who work to DNO product and engineering standards.
project systems. Jointing Technologies’ MV/HV power cable accessories product portfolio has evolved to include heatshrink, coldshrink and cold-applied joints and terminations with detachable connectors that facilitate easy connection and disconnection to switchgear. The company also has many other products that embrace the advancements in cable construction and switchgear design. Cable accessories account for the smallest capital expenditure in any electricity distribution network – when compared with switchgear, transformers and cable – but they can prove to be the weakest parts due to their requiring on-site assembly. Therefore, the correct product selection, technical advice and installation of power cable accessories are essential to ensure the safe running of any electricity network. Strong inter-company links Jointing Technologies’ development and substantial growth has been achieved through its partnerships with marketleading manufacturers, knowledge of product approvals, technical support, a 24/7 emergency call out service, product training and a total commitment to stock but, most importantly, by putting the customer first.
The business has kept up with changes and advancements in the rail industry for more than 15 years and has recently signed a new distributor agreement with Trojan Services to become the sole UK distributor for its PADSapproved, recycled-plastic troughing. Trojan Services’ range of troughs, which have won two Network Rail innovation awards, can be installed up to four-times quicker and without the manual handling issues that are associated with traditional concrete trough systems. This new agreement with Trojan Services reaffirms Jointing Technologies’ position as one of the UK’s leading distributors of power cables and accessories. Martin Parker is sales and marketing director at Jointing Technologies
Tel: 01543 450555 E-mail: enquiries@ jointingtech.co.uk Visit www.jointingtech.co.uk
Positive reaction The electrification of the UK rail network has seen Jointing Technologies expand its business further. It has done this by supplying a range of Network Rail PADS approved products to 750V DC third rail and 25kV AC projects like the West Coast Main Line and North West Electrification Programme, in addition to London Underground power upgrade projects that are based on the fourth rail system. Jointing Technologies is also well positioned to supply the renewable energy sector, having supplied some of the biggest offshore wind projects in the UK – such as Greater Gabbard and London Array – as well as a proliferation of onshore wind, solar, wave and tidal October 2014 Page 133
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Business convention Understanding and keeping abreast of innovations in rail is not easy. Global Transport Forum’s seminars and conferences make it easier to navigate and are attended by the industry’s leading names, Luke Upton explains
ounded in 2009, the growth of GTF (Global Transport Forum) has matched the changes within the rail industry. From an initial focus on signalling-focused conferences, it has evolved to also include a series of global congresses and expos that showcase the latest innovations and interconnected nature of the industry. GTF focuses exclusively on the rail industry and works closely with dedicated advisory boards to understand the specific challenges that the industry faces. The GTF portfolio now includes strategic congresses, spotlighting CBTC (communications-based train control ) and PTC (positive train control) through to the SmartRail Congress and Expo series in Europe, North America and Asia. The events are attended by more than 1,000 delegates that give a 360° view of the sector and are focused on IT, telecoms,
operations, passenger engagement, fare collection and much more. In addition to the events, GTF has an editorial division focused around news portal SmartRail World and Smart Rail News, the bimonthly e-newsletter that is read by more than 21,000 global industry professionals. Now in its fifth year, the CBTC World Congress is a key part of any signalling professional’s calendar. Attended annually by more than 300 metro network experts, it returns to London this year on November 4th-6th at the Park Plaza, Victoria. Rub shoulders with decision makers The CBTC World Congress allows transport leaders, innovators and specialists to share best practice, uncover new solutions and put CBTC at the heart of smart metro systems. In line
with the changing nature of the rail industry, and following consultation with GTF’s Advisory Board (made up of railways and transit agencies plus selected leading solution providers), this year’s congress also incorporates a new event, SmartMetro. Global metro and urban rail systems are not only looking to exploit the potential of CBTC to drive reliability and efficiency but also to create intelligent integrated networks. Confirmed speakers for this year’s congress include: • Mike Brown (managing director, London Underground) • Terry Morgan (chairman, Crossrail) • Cormac Rabbitt (managing director, Metro Dublin) • Chaisak Srisethanil (project and engineering director, Bangkok Mass Transit System) • and more than 65 other speakers.
October 2014 Page 135
Returning to Amsterdam for the second time on 6th-7th May, 2015, is the SmartRail Europe Congress & Expo. SmartRail Europe’s specialised agenda has been developed in conjunction with a leading Advisory Board committee that includes Network Rail, Eurostar, Deutsche Bahn, NS, SNCF and Prorail, bringing together more than 500 delegates, 50 speakers and 50 exhibitors who are all driving industry innovation. SmartRail Europe is unique in incorporating a high-level CEO and CIO summit plus three congresses that focus on signalling and telecoms, IT networks and smart rolling stock and a product innovation zone and exhibition all rolled into one landmark show. Worldwide presence SmartRail Europe is part of the SmartRail portfolio that also includes SmartRail USA (Charlotte, North Carolina, 29th-30th October) and SmartRail Asia (Bangkok, Thailand, 26th-28th November) and offers a similar combination of high-level strategic congress, technically focused seminars and product innovation Expo zones. Another new development for GTF in the last twelve months has been the launch of SmartRail World. The news portal is a guide to the changing industry and gives visitors the very latest news, views, video and opinion on the most innovative projects in the global rail and metro industry. GTF’s in-house editorial team write a majority of the stories but do also take contributions from its global partners and clients. Stories published on SmartRail World feature in GTF’s bi-monthly e-newsletter and are frequently included in its e-books, which are also published six times a year. To find out more how you can work with GTF contact Daniel Loosemore, general manager. Luke Upton is editor at Global Transport Forum
Tel: 020 7045 0900 Email: daniel.loosemore@ globaltransportforum.com Visit www.smartrailworld.com
October 2014 Page 137
POGO Power Operated Gate Opener
100% Solar powered user worked crossings 5-1 Safety (Reduces crossing the track from 5 times to 1 at the push of a button) Solar Panel
Emergency Safety Buttons
Dual Solenoid Lock
The Highly Efficient Gatecare solar panel is used to charge the battery in the operator box.
Trackside emergency buttons, overrides all other buttons to allow the gate to open fully in the event of an emergency
Locks the gate in both open and closed positions.
This guarantees a minimum of 70 operations per day
This gives both security and safety as the gate is secured in both positions.
Safety Release Pins
Tough linear actuator with built in force sensitivity for safety .
Hi Vis emergency quick release pins to revert gates to manual operation
Tamper proof buttons for general operation and ease of use.
Product Acceptance Number PA05/05508 Exclusively Available From Gatecare Ticking All the Boxes ☑ 5-1 Safety increases safety by reducing crossing the track from 5 times to 1. ☑ Installation planned for over 350 sites throughout NR infrastructure ☑ Full suite of maintenance documentation produced including SMS, SMTH and SFI ☑ Complies to EMC to BS EN 50121-4
No mains power required completely solar efficient
Network Rail product accepted
T // 01536 266211 E // firstname.lastname@example.org Page 2014 W 138 // October www.gatecare.co.uk
Supplier Reference 121030
Product Acceptance PA05/05508
Less is more There are many options to consider when planning a communication system. ORing, the industrial networking specialists, has a range of solutions whether built from scratch or retrofitted
hen dealing with train communication there is much talk about connecting different elements, such as IP cameras, Wi-Fi, passenger information systems and VoIP phones. However, as the different types – and more importantly the bandwidth – each become more demanding of the Ethernet train backbone, then one of the less talked about areas starts to become more important. With inter-car communications, there are a number of solutions available to establish connectivity between carriages. These are some of them: Wireless – cost, setup, availability of LOS, half duplex, possible interference, bandwidth limitations, latency. DSL – low speed and poor bandwidth ~10M interference, not designed for IP video. CAT5 – jumper cable with a minimum of four pins required in the same block that is more liable to interference when not screened or twisted. ORing Industrial Networking has come up with an innovative approach to this problem that uses proven technology from the automotive industry. Utilised by General Motors, Honda and Jaguar, among others, the technology is used to connect a range of entertainment systems and also engine management and diagnostics. Following the development of two-wire Ethernet in cars, including in the engine bay, it has come a long way. Custom made for video This particular technology has been developed from the ground up with video in mind and it is completely transparent to the user with no latency or bandwidth degradation. Also, being in full duplex, it can be operated exactly as
October 2014 Page 139
this with its eight port 100Tx PoE+ switch. It has an electrical bypass that delivers an industry first: an EN50155 PoE+ (power over Ethernet) fully managed switch that operates on two wires. The TPS-B3082TXET-M12-BP1 provides PoE+ to cameras and wireless devices, giving reassurance that the backbone is also secured with the company’s fast (<10mS) pass-through in the event of failure or power loss.
TPS-B3082TXET-M12-BP1, ORing Industrial Networking’s two-wire PoE+ managed switch that incorporates the data bypass
if using a traditional Cat 5 cable. The big differences with the new technology are that it only has two wires and is equipped with very high noise immunity, without the need of screening this can all be achieved up to 200 metres between switches – double the distance of the more traditional system. In addition, the company has packaged
Two-wire PoE+ managed switch The two specific markets of new train/ tram and retrofit have different needs, therefore the advantages of using ORing’s solution will provide different benefits. For example, retrofit (when existing cabling is used) ensures that significant time and cost benefits can be made throughout the whole installation. As an example, choosing a two-wire Ethernet over the traditional CAT5 cabling method brings interesting benefits from a number of perspectives. Using TE connectivity, as a company that produces rail-qualified cabling to EN50306, EN45545-2 and Din 5510-2, the following comparison is with the new 100G signal cable: • O/S diameter 3.09mm, compared with 7.25mm with traditional 4 core CAT5
• 50 per cent weight reduction • 35 per cent improvement at radius bends • 50 per cent lower in price. In summary, as demands for WiFi increase and the need for greater security, coupled with the other advances of products that need IP connectivity, there are more challenges to ensure the availability of a stable and reliable backbone. However, this solution is obviously not aimed at the 1G backbone solutions because the cost and installation needs of the general operation all have to be balanced, which provides a fast and effective solution that sets it apart from any other solution currently available. The TPS-B3082TXET-M12-BP1 is one of a number of new products being launched at this Innotrans 2014. ORing has over sixty-five EN 50155 products that range from switches up to 10GB, media converters, routers and access points.
Tel: 01332 416130 Email: email@example.com Visit www.oring-industrial.net
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Times House, Bravingtons Walk, Regent Quarter London N1 9AW. Tel: +44 (0) 7042 9961 email@example.com www.rmf.co.uk
October 2014 Page 141
Fabulous regeneration project New look station with plenty of easy lift access What can Stannah do for your construction project?
The Stannah Major Projects Team love a challenge. Working collaboratively in demanding environments we determine to meet deadlines and deliver outstanding results. Post delivery our nationwide lift engineers maintain the equipment to ensure great performance and safe accessible journeys across the rail network.
Call us on 01322 299800
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Escalators and Moving Walkways
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Multi-platform tech telent’s management software oﬀers simplicity in the increasingly complex station environment. Now, thanks to compatibility on the latest tablets and smartphones, it is easier than ever to use
he way stations are managed is evolving. Supporting systems not only have to keep up with changing demands; the functions offered by management systems can actually help drive the improvements. MICA, telent’s management software system launched in 2006, continues to bring together a growing number of station systems. It provides a single interface for multiple station systems which enables the station management process to be simplified and streamlined. The connectivity and control offered by MICA – of safety announcements, alarms, lifts and escalators – is also available on smartphones and tablets. As the scope of MICA continues to increase so does the share of the nation’s stations, both mainline and underground, using it; it is now operational at more than 80 stations and interfaces with almost all makes and models of station communication assets. An Apple a day telent MICA mobile, the iOS-based version for iPads, iPods and iPhones is now on trial in a live station environment. In order to cater for different station set-ups, telent developed four different applications, giving station staff access to MICA’s primary functions via Wi-Fi, while moving around the station.
The ability to remain in control of station systems via a handheld device means that station staff can move among travellers, providing assistance where and when it is needed, rather than having to return to the station office to carry out system-related tasks. Although this capability is useful in keeping things running smoothly on a dayto-day basis, in times of major disruption it can make a big difference to travellers’ experiences; service announcements can be recorded and played instantly, CCTV images can be viewed live and station alarm systems can be monitored. Bringing it all together Another big development for MICA has been the recent integration of fire systems. Paul Dobbins, telent chief technical officer, explains how this contributes to MICA’s growing role. ‘With MICA, station managers can already control an array of systems from one software platform. The monitoring of fire detection systems is an important addition, bringing further time and efficiency improvements as well as cost savings. ‘Now, individual fire detection devices and alarms can be monitored and managed via MICA. Individual sensor levels can be observed and station managers or centralised control centres can see at a glance which fire alarm has been triggered.’ ‘However, what really sets MICA apart from other systems is how it enables multiple locations to be monitored and controlled simultaneously, this added connectivity brings a new level of management information and control, bringing efficiency improvements to maintenance work. Even groups of devices can be isolated and re-enabled via schedules preloaded into MICA. ‘Maintenance works can create dust and smoke, meaning that the fire detection devices in that zone need to be isolated during works. They are then re-enabled prior to the station opening, which often delays the start of work and narrows the window of opportunity for completion. ‘This job can now be carried out via MICA by programming the isolation and re-enabling of relevant devices, meaning that more can be accomplished during each maintenance shift as the wait for
isolation of fire devices to be carried out is removed,’ said Dobbins. About telent With annual revenues of more than £300 million, telent has decades of experience in supplying a broad range of network and communications services. Today, the private company employs around 1,500 people and has an engineering field force that covers the whole of the UK. Customers include UK Toc’s, BT, Virgin Media, Sky, Arqiva, Vodafone, Merseyside Fire and Rescue Authority, the Metropolitan Police, Transport for London, Network Rail and London Ambulance Service. Tel: 0800 783 7761 Email: firstname.lastname@example.org Visit www.telent.com October 2014 Page 143
12th RailWorld Summit 2014
October, 23-24 | Lebua at State Tower,Bangkok, Thailand
Most Awaited Event to discuss Rail Investment, Technology, Current and Future Project
350+ participants 110+ companies | 30+ countries 30+ influential speakers 60% of attendandee from local railway owners & rail operators and more than 8% from government and regulators 40+ exhibitiors 16+ hours of networking 80+ one-to-one meeting | 1 splendid awards ceremony
Keynote Speakers 2014
Chula SUKMANOP Director General Office of Transport and Traffic Policy and Planning Ministry of Transport, Thailand
Voravuth MALA Director of Marketing State Railway of Thailand
Yongsit ROJSRIKUL Governor Mass Rapid Transit Authority of Thailand (MRTA)
Sermanto DWIATMOKO Directorate General of Railway Ministry of Transportation, Indonesia
Chamroon TANGPAISALKIT Chairman S.R.T. Electrified, Co.Ltd
Hernando T. CABRERA Spokesperson & Board Secretary Light Rail Transit Authority (LRTA), Philippines
Tonny YEAP Head of Special Projects and Technology Land Public Transport Commission (SPAD), Malaysia
Tommy JEN Assistant Director, Deputy Head of Operation Control Center Taiwan High Speed Railway Corporation (THSRC), Taiwan
Luxury Booth Sponsor
State Railway of Thailand
Mass Rapid Transit Authority
of Thailand Bangkok Mass Transit Public Co. Ltd
Join us: Website：www.cdmc.org.cn/2014/rwsa/ Phone: +86 21 6393 7631
Contact Person：Mr. Michael LIU
Fax: +86 21 6393 7633
Problem-solving steel Bradgate specialises in bespoke, prefabricated containers, modules and enclosures for power generation, power conversion and distribution applications. With 60-year lifespans, its durable products are proven to stand the test of time
he rail industry is undergoing significant changes with the progression of ambitious projects such as Crossrail and HS2, and many of the UK’s major rail lines are being upgraded to meet the latest performance and safety demands. As part of this process it is also witnessing increased specification demands, which are being placed upon a wide range of ancillary and support equipment that includes switchgear and control modules. Leicestershire-based Bradgate Containers is a well-established designer and manufacturer of custom, highperformance equipment modules for the rail industry. It was established more than three decades ago and its sales director, James Bexon, cites the company’s ability to adapt to customers’ and the industry’s
ever-changing needs as a significant factor in this longevity. ‘Within the rail sector we’ve seen excellent growth,’ he explained. ‘I think our customers appreciate our flexible, can-do attitude towards their project challenges. It is often the case that customers come to us with a problem rather than a specification but, even when the customer doesn’t know exactly what they need, we have the experience and expertise to provide guidance and direction and to deliver the right, finished product.’ Products with longevity With modern technologies often being rendered obsolete after just a few years, it is all the more important that there are British-made modules being
produced today that are designed with the durability to last for many decades. However, with the cost of site and trackside work becoming ever more expensive and complex, the market has seen a trend towards low maintenance. This explains why Bradgate has seen a rapid rise in the demand for its Network Rail-approved grade 316 stainless steel modules, which meet its 60-year lifespan requirement and future proofs the modules until 2074. Due to high demand, Bradgate has established a dedicated stainless steel manufacturing facility to service this sector. While initially designed to meet the specific South East DC third-rail system requirement for substations, projects such as East Coast Main Line upgrades and Crossrail have also highlighted the
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benefits of the high-quality stainless steel manufacturing process. It is a long-term attitude that seems at odds with the realities of modern life, making Bradgate’s ‘Built to specification, made to last’ motto more than just an empty marketing promise. Said Bexon: ‘People tend to think the world is becoming more disposable. The popularity of our stainless steel module is doubly gratifying because it signifies that our customers recognise it is worth investing in quality manufacturing and premium materials. They have realised that in the mid-to-long term it is an investment that often makes perfect sense.’ High-profile projects Bradgate’s standing within the industry is reflected by its selection through competitive tender to supply modules for high-profile projects, such as the East Coast and West Coast upgrades
and Crossrail. The company is proud of its reputation and the role it plays in delivering improvements to the UK rail network. Its reputation extends beyond product quality. In the rail industry there is an understandable demand that delivery dates be met; track possession dates are rarely flexible and non performance is not an option. Bradgate is a company that is large enough to support customer bids, plan effectively and schedule large quantity orders while remaining small and nimble enough to provide a personalised service. This enables it to react quickly and decisively to solve unforeseeable customer problems. ‘We have recently completed a module to replace a substation destroyed by a lightning strike,’ said Dave Hogg, rail and utilities sales manager, by way of example. ‘The client came to us needing it as a matter of some urgency and, from initial enquiry to installation sign-off, it took
11 weeks. This is probably not a typical brief but every project is unique and we always work to meet whatever demanding challenges or deadlines come with it. Our job is to make the process as hassle-free as possible for our customers.’ As the new technologies involved in delivering the modern rail network are introduced, the team at Bradgate has noticed a trend for larger sizes of modules than those typically supplied and, as a specialist in custom-designed solutions, this specification hasn’t fazed the company. ‘We can make, deliver and install modules of any size,’ said Bexon. ‘From the smallest in-rail gauge all the way up to 60mx6m units. Two off-units of this size were recently delivered to power an energy site in the north of England, with the electrical and mechanical fit-out and customer FAT (factory acceptance test) being completed at the Bradgate facility prior to site installation.’ Bradgate does more than manufacture the containers. The company also employs a team of experienced electricians that are able to install interconnecting cabling so that the unit is fully FAT tested before leaving the production site, minimising the risk of problems at the end site. Bradgate modules can also be pre-fitted mechanically and electrically with freeissue AC switchgear, DC switchgear, or rectifiers, and can be delivered to the site with the customer knowing the entire product is signed-off and ready to work. In a changing industry, customers appreciate Bradgate’s ongoing and uncompromising commitment to quality and customer service, with many viewing the company as a reliable and critical project partner. Noting the faith that Bradgate’s customers place in the company, Bexon added: ‘Not all the challenges are new and people trust Bradgate because they know whatever happens everything is going to be protected and functioning properly year after year.’ About the company Bradgate is one of the market leaders in the design, manufacture, and installation of purpose-built modules. The company’s products are custom designed for each of its customer’s needs and it offers services and backup that ensure equipment can be installed and working on site as quickly as possible. Bradgate also offers comprehensive documentation that meets the requirements of authorities all around the world. If you need railway equipment containers or switchgear modules, get in touch.
Tel: 01509 508678 Email: email@example.com Visit www.bradgate.co.uk October 2014 Page 147
February and December 2010 saw two of the worst snowfall events in recent memory hit the UK. The unusually heavy snow led to disruption across vast swathes of the country, affecting every type of industry. If cold winter spells are to become more common, Britain’s train operators will need to do more to make sure their routes stay open and services run despite the weather. Switchpoint Heating AB supply electrical heating systems and accessories for railways, industry applications and building sites. The company delivers complete custom-made heating systems for railway, industry and buildings including installation, details and control systems. Railway switch-point heating Railway switch-point heating is installed in order to maintain the function of the point mechanism without the need for manual clearing. The installation involves positioning flexible heating elements that can be made up to 25 meters along the foot of the stock and switch rails. In extreme cases, double elements will be installed in the section of the point
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blade with the most movement, in order to quickly melt any snow or ice falling off passing trains as a result of vibration. The point rod pit may also be provided with heating by means of point rod heaters, which are connected up to extension terminals on the heaters positioned on the stockrail. The heating elements are covered with stainless-steel protective channels fixed to the rail using spring steel clips. The channels are supplied in lengths of 1 meter and are available in rigid and flexible designs. Clips are available in several different types fitting most rail profiles found in the switch-points that exist today. The VELOX switch-point heating system can be used with most existing control systems providing 230VAC to the point heating system. The heating elements are of a self-limiting type, which means they are energy efficient as they decrease the heat output when the temperature rises. The elements are also double-insulated and lack protective earthing in order to avoid causing signalling faults if damaged. Heaters are powered by a waterproof IP68, quickconnect system simplifying maintenance.
VELOX rail-point regulator The company also manufactures customdesigned, automatic-control cabinets containing thyristor control devices and soft-start regulators, as well as equipment for remote control and logging of energy consumption and temperature, amongst other data. The parameters of the Velox rail-point regulator can be checked and adjusted from a remote computer connected to the internet, and logged temperature and current values may, in the same way, be read or downloaded for further analyses. Communications are possible by a fixed telephone connection or a 3 /4 G modem. With cold winters seemingly becoming more frequent, Swedish company Värmekabelteknik outline their rail heating system that can keeps routes open.
FORMORE MOREINFORMATION INFORMATION FOR +46301 301418 4185050/ T.T:+46 Fax.Fax +46+46 301301 418418 70 70 E:firstname.lastname@example.org email@example.com www.vkts.se E:
Safe as houses Morgan Marine is celebrating 50 years of providing GRP, steel and security door and housing solutions for the rail industry, solutions that keep critical assets out of the reach of unauthorised hands
or nearly 50 years the industry’s leading names have turned to Morgan Marine for peace of mind and total solutions to keep equipment and infrastructure secure. Since 1965 it has been providing security structures and equipment housing solutions, which means that the company has a wealth of specialist knowledge on keeping the industry and trackside components safe. The business is one of the UK’s leading designers, manufacturers and installers of security enclosures and door sets that are used to protect critical national infrastructure. Morgan Marine is the only company in the UK that makes these
products in both steel and GRP (glassreinforced polymer), which is a huge draw for many clients due to the versatility of the bespoke security solutions available. Morgan Marine has invested heavily in research and development to meet LPCB (Loss Prevention Certification Board) physical security standards and has achieved Security ratings SR2, SR3 and SR4 of LPS 1175 Issue 7. Meeting this independent set of security criteria reflects its commitment to testing products to the highest security standards. The company continuously pushes the boundaries, which has led to the development of the first LPCB rated GRP housing.
Network Rail’s FTNx programme The company is currently working with Volker Fitzpatrick on Hitachi’s new rail depots at Swansea and Bristol. Another notable recent project for Morgan Marine is the Network Rail Telecommunications (NRT) FTNx programme, the contract that saw the South Wales-based company work alongside Babcock International Group. FTNx is NRT’s flagship technology programme. It is designed to establish a new generation of UK-wide, IP and optical networks to support NRT’s commitment to the delivery of efficiencies to the rail industry, via the introduction of new technology.
October 2014 Page 149
Bespoke temporary access solutions Designed and manufactured in the UK
Aluminium Structures are designers, manufacturers and installers of bespoke aluminium access solutions. We provide temporary and permanent access solutions for new and refurbishment projects. Specialising in unique designs and innovative solutions to improve and help shorten project time.
Strong Partnership Meets Increasing Market Demands Flexible and cost eﬀective approach to the market Together we provide custom made solutions including: • • • •
Complete Systems Spare Parts Overhaul Service
More than 25 Years of Experience State of the Art Service and Solutions For further information contact: WWW.SEMVAC.DK WWW.GORDONSERVICESLTD.CO.UK Tel: 01244 531889 firstname.lastname@example.org
If you need rail power equipment, approved component sourcing or design and build assistance for 650 volt switchboxes, FSPs or PSPs...
THINK Forbes Rail Integrated Power Solutions Radstock, Somerset T. 07875753997 Sigboxman@gmail.com
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SEMVAC A/S • Tel: +45 63 15 33 00 Email: email@example.com GORDON SERVICES UK LTD • Tel: +44 (0)1277 352 895 Email: firstname.lastname@example.org
Rail Steelwork & Metalwork • Footbridges – Staircases – Lift Shafts • Canopy Repairs – Cladding • CMS Steelwork • Platform Extensions – Tactiles • Access for All – Ramps – Handrails • Gantries – Walkways • Balustrades – Fencing • Structural and Bridge Repairs • Train Shed Roof Refurbishment • Depot Refurbishment • CP5 Framework Contractor • CE Mark Approved Structures Major Projects include: Waterloo – St Pancras – Victoria Paddington – Kings Cross London Underground Station Upgrades Link Up & LUL approved • ISO 9001 Registered
Structural Steelwork – Architectural Metalwork Survey – Design – Fabrication – Installation www.mcnealybrown.co.uk E: email@example.com T: 01795 470 592
Prentis Quay, Mill Way, Sittingbourne, Kent, ME10 2QD
The programme will transform the current voice and data network infrastructure into a state-of-the-art network, which is suitable for the delivery of a range of services that will meet the requirements of the operational railway – and of NRT’s corporate customers – for the foreseeable future. Main contractor Babcock has engaged Morgan Marine as the sole supplier of its custom-built REB’s (Relocatable Equipment Buildings) for the FTNx programme, which will house ultramodern IP FTNx network equipment. Speaking of its work alongside Morgan Marine, John Forrest, Babcock Rail project manager, said: ‘The project has been challenging and Babcock has
Tunnel – a project that involved AC/DC equipment layout housings and a large, sympathetically designed gas governor building for use at the St Pancras station. The company has also worked alongside LOROL to design CCTV cabinets that house critical camera control equipment at stations throughout London. Morgan Marine’s latest series of trackside security enclosures and housings are certified to LCPB SR4 and tested to LPS1175 Issue 7. This new Titan range builds on the firm’s unprecedented level of internal and industry-certified testing standards and comes with the largest options list for SR4 enclosures available on the market. The range is set to revolutionise the industry by offering
Speaking of its work alongside Morgan Marine, John Forrest, Babcock Rail project manager, said: ‘The project has been challenging and Babcock has found Morgan Marine to be extremely cooperative, proactive and highly flexible in meeting NRT’s requirements.’
found Morgan Marine to be extremely cooperative, proactive and highly flexible in meeting NRT’s requirements. Babcock has established a firm and collaborative business relationship with Morgan Marine, which has realised project benefits in an efficient and professional manner.’
clients a choice of build materials with greater flexibility on sizes for the first time. The company has recently completed work on modernising, extending and redeveloping its head office in Llandybie, Carmarthenshire – creating an additional 16,000 sq ft of space. The expansion was carried out to provide meeting rooms and new offices for the ten members of sales and design team staff that Morgan Marine will bring in to facilitate its
expansion into new markets. All of which bodes well for the business as it looks to maintain and develop its market-leading position for the next 50 years…and beyond. For sales enquiries, please contact Sue Paton, commercial director
Overground, underground In recent years Morgan Marine has also provided GRP housings to the Channel
Tel: 01269 850437 Email: firstname.lastname@example.org www.morgan-marine.com October 2014 Page 151
Accelerating concept to commercialisation in composites Composite materials offer unrivalled freedom of design, structural engineering advantages, low maintenance requirements and right-weighting opportunities
What we offer: >
Design, analysis and finite element analysis of GRP and CFRP composites and structures using stateof-the-art software by specialist engineering teams
Extensive composites processing and prototyping capabilities on a pay-per-use basis using industrialscale equipment, including high-speed and automated composites processing plant
Cost-effective open-access innovation support including advice and prototyping to de-risk and fast-track your project
Knowledge and technology transfer, including practical and technical courses with new and existing training providers
Contact us: To find out how composites can be your engine for growth visit www.nccuk.com or email email@example.com
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Drain away track problems The importance of well-planned and well-maintained drainage systems is recognised by many who work on rail infrastructure. Complete Drain Clearance’s expertise has given it some very satisfied customers
nseen and often ignored, drains may operate effectively for decades without any maintenance, until the gradual build-up of silt or other interventions, such as ballast cleaning or cable installation, creates a blockage and causes a drain to collapse. That’s where CDC (Complete Drain Clearance) comes in. A division of Complete Environmental Services, the company has sixteen years’ experience of working exclusively on rail infrastructure. Nearly all of CDC’s work is done within possessions and the company believes that it can enable its clients (Network Rail or its principal contractors) to get maximum benefit from the possession time, whether that may be a weekend, evening or midweek shift. The company’s four-wheel drive vehicles have been purpose built by its own staff to specifically clear areas that
include ducting, catchpits and wet beds in the most efficient and effective way. They can access the track in minutes and the company’s road/rail water bowsers mean that no time is lost while collecting water. CDC’s 3,500 cfm air movers are capable of sucking ballast continuously, clearing catchpits in seconds. Its 1,500 psi water pumps deliver 40 gallons of highpressure water per minute, flushing drains with ease. The machines are designed to simultaneously jet and vactor, offering considerable time-saving benefits. This state-of-the-art technology is complemented by dedicated, highlytrained CDC staff, most of whom have been with the company for years and are committed to CDC’s ‘be the best’ ethos. Given CDC’s rapid access, it is particularly suited to short, midweek possessions and it has a pricing structure that makes midweek working much more cost-effective.
Reporting The company offers an in-depth report that summarises all aspects of the job that has been completed and if any further
Effective maintenance and renewal of drainage assets must also be a key feature of Network Rail’s forthcoming delivery plan for CP5…ORR is pressing Network Rail to deliver these improvements as soon as possible. ORR, Network Rail Monitor October 2014 Page 153
Signalling the way forward
OSL Rail is a world-class railway engineering • Signalling design, Signalling Data Preparation Southampton S&C Renewals company specialising in the delivery of signalling
• SWTH, SMTH and Principles Testing
and multi-discipline remodelling projects.
We price ourselves on our highly experienced, • Overhead Line Equipment Design and Engineering Project Description competent and professional people; and our track record working clients programme to • Electrification and Power Design Engineering Southampton asof part of thecollaboratively Amey Colas with S&C our renewals is strategic in terms of the affectand on the operation of increased delivery certainty and value for money. the network. This required the project to be planned and prepared in advance ofDesign the actual renewal works. This • Civil/Structural andtrack Engineering Whilst of built on traditional values, OSL Railthe impact. The OSL advanced preparation allowed the weekend closures lead to 5 stages work on weekend to reduce embraces the latest thinking and technology. • Mechanical/Electrical Design Engineering to be successful and the track returned to service on or before time. With testing man-aged by OSL and prep-testing Our company has an established range of agile, client focused processes, tools andleft systems Environmental Design under-taken in-advance, few snags were at thethat end of each•stage. demonstrably help to minimise inefficiencies and reduce project delivery timescales and costs. • Project Management and Planning
OSL works included the complete; signalling
Southampton S&C Renewals
and E&P works associated with Southampton
Customer: Amey Colas
Design, pre-fabrication of Locs and power
supply cubicles, installation and testing &
The project is for replacement of 55 points
commissioning of; points, heating, power supply
ends, complete with points ma-chines, points
heating, signalling power supplies, signalling renewal’s and power supply for points.
Schedule: April 2013 - April 2014
Endorsements on this project from Amey Colas and Network Rail For further info, please contact:
OSL in 2013 have undertaken and set up a research and development division which has developed a number of products, Tel: +44(0)1793 600 793 Unit 1.3, Alexander House software systems and project to enhance operation and beneﬁt the sectors in which we serve. Fax: +44(0)8701 236 249 management tools that look 19 Fleming Way,our Swindon Email: firstname.lastname@example.org Wiltshire Web: www.oslglobal.co.uk SN1 2NG
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The effective control of water is essential to the safe and economic management of railway infrastructure. Many of the problems that arise in the trackbed occur where track drainage is not operating effectively. Water trapped below the ballast saturates and reduces the stiffness of the trackbed, which can result in top and line faults that affect ride quality, and causes early deterioration of ballast – characterised by the formation of wet beds and broken rails. Poor drainage can disrupt signalling and track circuits can fail if the formation is too wet. Railway drainage systems collect water from the track and adjacent catchments and discharge it to outfalls. To be effective, railway drainage systems have to be designed and built to appropriate standards, maintained regularly and, when required, improved. Railway Drainage Systems Manual professionalism. Your staff attended the site visit at short notice and reassured me that they would be able to resolve the issue with no problems. I would also like to point out how clean and tidy your staff left the site, which was very much appreciated by the adjacent land owners. ‘While you carried out the work I had regular updates of your progress and, after you completed the work, the follow up photos and DVD were fantastic.’ work that needs to be done. The report includes: • a summary of completed work and any further action that is required • detailed diagrams of the work site, including up-to-date information about the work being done • before and after photos of work • work time sheets and reports. CDC believes it is the best and that its combination of technology, support and people will ensure that its customers will always get maximum benefit from their possession times. Looking to the future In future, the company is planning to offer a more comprehensive rail drain clearance service that includes the repair of collapsed drains using the latest ‘no-dig’ techniques and culvert relining. It plans to achieve this by using
a combination of direct investment and through strategic partnerships with other ‘best in class’ organisations. Simon Fear, Carillion rail plant manager ‘May I express my thanks to your staff who were exemplary in their conduct and their professionalism while on site. I would certainly look to further our business with yourselves and would have no hesitation in recommending your company to other parties. Anthony Rowland, Network Rail ‘I would like to thank you and your staff for the recent work you have done for us. In particular a recent issue we had at Sutch Lane. This location has been a real problem to us and we have had other drainage companies attempt to resolve the problems at this site but to no avail. ‘From the moment we contacted you I believe you have demonstrated real
Ross Briddon, Network Rail, scheme project manager track ‘We have used Complete Drain Clearance on several occasions towards the end of CP4 and have been extremely pleased with the service and support they provided us with throughout. They have helped overcome unforeseen hurdles and have given us the benefit of their experience throughout. ‘The plant has been 100 per cent reliable and the staff friendly and accommodating, even when operating in a time-constrained environment. The reports are thorough and fulfil the requirements given. If we receive further work of this nature in the future, we will be requesting Complete Drain Clearance to deliver it.’ Tel: 07720 249059 Email: email@example.com Visit: www.completedrainclearance.co.uk October 2014 Page 155
One of the most inspiring companies in Britain A 'standout' UK business, as named by the Telegraph and identiﬁed by the London Stock Exchange as one of the top 1000 companies to inspire Britain www.telegraph.co.uk/ﬁnance/1000companies-inspire-britain/
SPECIALIST UK STRUCTURAL REFURBISHMENT AND STRENGTHENING CONTRACTORS
Published in the Telegraph recently, Taziker Industrial Ltd (TI) were recognised by the London Stock Exchange for helping to spearhead the UKs economic recovery as they rub shoulders with the top 1000 companies to inspire Britain.
in Scotland, after successfully completing the £15m contract for phase three.
TI is a multi-discipline specialist UK Rail contractor providing innovative structural refurbishments and strengthening throughout the UK. Their in-house services include surface preparation and application of protective coatings, steelwork fabrication, repairs and strengthening and in order to bring efﬁciencies to every job TI utilise their own scaffolding divisions. News of the London Stock Exchange accolade arrived just as the specialist rail contractors were celebrating being awarded a three year, £22m contract for phase four of refurbishment works to the Tay Rail Bridge
It seems the 600 strong company, who have ofﬁces throughout the UK, are not just darlings of the National press but are also striking a chord closer to home near their HQ in Bolton, where they were recently crowned the 9th fastest growing business in Greater Manchester for 2014. TI offer market-leading technologies and unparalleled expertise on every project. Their commitment to adding value stretches across all aspects of their business and was recognised recently with the ‘Platinum Badger Award’ for works to the Royal Albert Bridge over the River Tamar. This award represents the ultimate recognition by Network Rail IP Western for demonstrating sustained excellence and raising industry standards in health, safety and environmental controls.
Contact Taziker Industrial Ltd
Learn more about Taziker Industrial Ltd
Taziker Industrial Ltd (Head Ofﬁce) Unit 6 Lodge Bank Crown Lane Horwich Bolton, BL6 5HY
web: www.ti.uk.com Twitter: @Tazikerind Youtube: www.youtube.com/user/TazikerIndustrial Facebook: www.facebook.com/TazikerIndustrial
T: 01204 468 080
01204 468 080 firstname.lastname@example.org
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The kids are alright Chase Meadow Signalling is investing in youth. The rail infrastructure consultant has launched an apprentice scheme that will train young people who are taking their first steps in the industry
hase Meadow Signalling celebrated ten years in the rail industry this year, it has plans for additional growth and expansion and aims to become a single point of delivery for turnkey solutions for the GRIP (Guide to Railway Investment Projects) stages. It will to do this by expanding into project and technical management, test and commissioning and implementation to the existing design portfolio. Chase Meadow has sought to enhance its industry accreditation and achieve more strength in depth across the Link-up compliance standard and the company achieved full test and commissioning and CBD accreditation. Flagship offices Prospero Barn, Stratford-upon-Avon, is Chase Meadow Signallingâ€™s new headquarters, creating a base for the companyâ€™s future growth and development.
October 2014 Page 157
UNIMAT 09-4x4/4S DYNAMIC
Distinct by innovation Our Joint Venture business SB Rail operates the most advanced fleet of on track machines in the UK and has a proven record of introducing the latest innovations and technology. Our latest fleet addition, the 09-4x4/4S DYNAMIC offers the highest output universal tamping and stabilising capability available in the UK.
Swietelsky Bauges.m.b.H. Klein NeusiedlerstraĂ&#x;e 27 2401 Fischamend, Austria. +43 (2230) 80270
www.swietelsky.com Page 158 October 2014
Swietelsky Construction Company Ltd 7 Clairmont Gardens Glasgow, G3 7LW. +44 (0) 141 353 1915
Swietelsky Construction Company Ltd Holybrook House, 63 Castle Street, Reading, Berkshire, RG1 7SN, United Kingdom. +44 (0) 118 950 3380
taking their first steps into the industry and we are really looking forward to working with our 12 new apprentices and watching them develop. It is important that they are part of the team and ethos of the company.’ Chase Meadow received 29 applications from across the UK and arranged two interview days that were split into presentations, practical railway knowledge multiple-choice questions and followed by one-to-one interviews. All of the candidates had the opportunity to hear about the industry and potential signalling career opportunities. Such was the success of the two days, the company has been able to offer 12 placements for 2014. Each apprentice will undertake a three-month rotation in the specialist teams at Chase Meadow where they can experience all aspects of signalling engineering and work towards technical and professional qualifications. The offices have been designed to establish a modern open-plan functional layout that enables all GRIP functions across the business, enabling it to cooperate and work closely in a collaborative team. The building’s semirural setting provides the company and its clients with quick access to local transport links and is a great place to work. Chase Meadow is experiencing continued growth and development and delivers both small and large projects to a variety of clients. ‘In an industry where only the best is acceptable, we believe that striving for excellence is the only way forward,’ said Craig Purcell, Chase Meadow chief executive officer. Since starting out in 2004, flexible responses and the ability to step in and resolve technical challenges have been the company’s major strengths. As it adapts and develops its strategy and resources for the future, it is important to maintain that flexibility by forging partnerships with aligned industry experts. Chase Meadow’s diary for 2014 demonstrates the dynamic growth of the company and also its strategy to be a one-stop supplier for existing clients and new ones. In March, Purcell completed a partnering arrangement with C Spencer. The partnership will link Spencer’s expertise on major civil engineering contracts and rail infrastructure with the Stratford-upon-Avon company’s multidisciplinary skills. Following the union, Chase Meadow Consultants rebranded to Chase Meadow Signalling, enabling it to better embrace future objectives and represent the company’s strategic direction for 2015 and beyond.
For the future of the industry In May 2014, the Trailblazer Apprentice Scheme was launched in conjunction with Warwickshire College and was advertised on the National Apprenticeship website. Said Purcell: ‘The idea behind An important part of the company’s vision is to identify and recruit the next generation of signalling engineers, providing a platform to develop in all career areas for this highly technical and specialised branch of engineering. It has worked closely with Warwickshire College to develop a bespoke course that draws on the company’s contacts and experienced mentors in design, project engineering, test and commissioning and implementation. The Apprentice Trailblazer programme is designed to provide a new and exciting opportunity to follow an engineering-related career in the rail industry. launching our bespoke signalling apprenticeship scheme is aimed at finding new blood for the industry, to inspire the next generation and to tackle a lack of expert signal engineers. At present, there is a distinct lack of highly-trained specialists across the industry and we want to be a trailblazer that changes that scenario. ‘We have a fantastic environment in which to train young people who are
An old hand September represented the next significant marker for Chase Meadow with the appointment of Chris Dickinson as its head of test and commissioning. This is a great win for the company as Dickinson is well known in the industry. He joins from Atkins where he recently commissioned the re-signalling of the Redditch Branch Enhancement Scheme. His background and project portfolio fits well with Chase Meadow’s outlook. His vision to build and develop a strong, reliable testing division – combined with Chase Meadow’s desire for dynamic training – is sure to guarantee future success. Dickinson is looking to build his team with a number of qualified testers to assist with the construction of his department. Testers who are interested in talking to the new head of test and commissioning are encouraged to contact him directly. Dickinson will be responsible for leading the strategy and development of a tactical test and commissioning team and will also be taking a leading role in the development of the apprentices, who will all have the opportunity to work in the test and commissioning setting. His industry background and experience with major works projects will provide the strength in depth that is needed to deliver an end-to-end project throughout the Grip stages. September has seen more additions to the Operations and Design team, ensuring that the structure and strategy of the company is aligned for the future. Tel: 01789 330616 Email: email@example.com Visit www.chasemeadow.com October 2014 Page 159
PARTNERSHIPS BUILT UPON RELIABILITY AND INNOVATION At Tata Steel Projects, we believe that the secret to developing rail solutions that address the demands of today and tomorrow lies in lasting relationships with our clients.
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Floating on nitrogen Positioning huge structures into place is a laborious process. Freyssinet, the civil engineering company, explains how its three tested methods make it possible
arlier this year, specialist civil engineering contractor Freyssinet completed a UK first: sliding a structure on nitrogen using the APS (Air Pad Sliding) system. The structure was the 800-tonne reinforced concrete box that will form a pedestrian subway to access the new Rochester station, which is being completely rebuilt under the East Kent Resignalling Programme. As the programme name suggests, the project is mainly concerned with the renewal of life-expired signalling. It will take place on a 33-mile length of the Chatham main line but part of the project involves rebuilding Rochester station to improve capacity and incorporate an island platform between the tracks. The subway will provide access to the island platform and from one side of the railway embankment to the other. Lead contractor for the station works, C Spencer, identified sliding as the preferred method for inserting the subway beneath the tracks at an early stage and first discussed how this could be achieved with Freyssinet in July 2013. Freyssinet has three methods for sliding structures: Autoripage®, Autofoncage® and APS and all three involve constructing the subway adjacent to the railway embankment.
embankment as the soil is excavated. It has particular advantages on high embankments; where a blockade might be avoided as the box ‘tunnels’ its way through. APS system With this system the support for the structure is provided by a number of APS modules that slide on two skidways, one on each side of the box. The sliding force is provided by push-pull jacks that clip onto the skidway. This technique is suited to lighter structures and firmer ground because the weight of the structure is carried by relatively narrow strips of soil beneath the two skidways. For smaller structures, it can be cheaper than the Autoripage technique as it doesn’t need a concrete guide raft. As this was the case at Rochester, APS was adopted as the sliding method. The reinforced concrete subway box was constructed to one side of the tracks, which weighs around 800 tonnes and measures 27.6m long x 7.6m wide x 4.0m high. The structure incorporates
ten corbels (five on each side) and these formed the connection points for the APS modules. APS in action With Freyssinet employed as C Spencer’s specialist sliding subcontractor, the first job, two weeks before the slide, was to install the 10m-long steel skidway units beneath the corbels. These were lined,
Autoripage® When the rail blockade is in place, the embankment is excavated to clear a gap that is slightly wider than the structure. Bentonite (modified liquid clay) is injected beneath the structure, which is then pushed into place with a number of 1,000 tonne jacks reacting against a concrete guide raft. Once sliding has been completed the embankment is then backfilled around the structure and the line is reopened. This method suits heavier structures and poor ground conditions because the weight of the structure is spread over the total footprint of the concrete box as the structure literally floats on its belly on the bentonite. Autofoncage® This method is a modification of Autoripage that requires less excavation because the box is driven through the October 2014 Page 161
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levelled and bolted together to form a continuous track either side of the subway up to the foot of the railway embankment. The APS modules were then placed on the skidway and bolted to the underside of each concrete corbel. Each APS module comprised a 385-tonne capacity hydraulic lifting jack that gave a total lifting capacity of 3,850 tonnes, well in excess of the required 800 tonnes. This was done deliberately to
ensure there was a lot of redundancy â€“ should a jack fail the others could easily cope. It also reduced the bearing pressure on the ground at each jack position by spreading the load over ten points rather than four, for example. The jacks were linked to a central computer-controlled console, which adjusts the stroke of the jack as the slide took place to keep the support pressure uniform even if the
ground should undulate slightly. Beneath each jack was a 1,125mm sq. APS foot. Each works like a hovercraft; nitrogen is injected under pressure and the gas is held under the footplate by a rubber seal. The subway consequently floated on nitrogen as it was pushed along the skidways, generating very low friction values of one per cent that resulted in a sliding force of only eight tonnes. The pushing was done by twin push-pull jacks at speeds of up to 20-metres per hour, saving vital time in the 96-hour total blockade. A trial slide was executed seven days prior to the actual slide. During this test the box was moved and returned by two metres, to verify that the jacks and hydraulic systems were functioning correctly.
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Ready for action On the day of the actual slide, once the embankment had been excavated and the ground levelled, the skidways were extended across the line of the embankment and the slide began at 7am on Easter Saturday. The jacks raised the box off the ground by 100mm and the push-pull rams advanced the structure by 1.2m at a time. Operatives continuously applied silicone oil to the skidway to lubricate the track and to help bed the rubber seals against the track surface. When the subway reached its final
destination, 36m from its starting position, the lifting jacks were depressurised and the subway was allowed to settle onto the ground. The final position was within 8mm of the target location and the jacks and skidways were quickly removed so that the backfilling operation could commence. Freyssinet is already working on another subway slide, which will be completed in 2015. In addition to its current workload – footbridge construction, concrete and brickwork repair, leak sealing and carbon fibre strengthening – the company is keen to push on with a number of new initiatives, such as the following two examples:
has been distortion of the tunnel over time due to ground movement. In France, Freyssinet has carried out several bore enlargement schemes for the state railway, SNCF. Sequencing the works correctly is vital because cutting into the lining weakens it; Freyssinet’s solution is to cut ribs into the brickwork, then reinforce and concrete them. It then removes the infill panels and replaces with sprayed concrete.
Tunnel bore enlargement. This can be needed where increased gauge is required for larger rolling stock or where there
Tel: 01952 201901 Email: email@example.com Visit www.freyssinet.co.uk
Masonry arch lifting. This process is necessary where more headroom is needed beneath an arch bridge, such as for overhead line equipment on a newly electrified route. Rather than demolishing the arch and reconstructing it, Freyssinet’s method (patent pending) allows the masonry arch to be raised while keeping the brickwork and the abutments in equilibrium. With much interest gathering around this new idea, the company has high hopes for its exploitation in 2015.
October 2014 Page 165
300 GREY 11- Amaro Signalling Installation staff are all IRSE Signalling Installation Licensed from Installation Manager to Team Leader and Installer and are independent of our Testing resource. Installers are experienced in all traction areas including 3rd rail, 25Kv and LUL.
Signalling Design - Our experienced signal design team partners deliver projects on time, safely and within budget with flexibility and innovative thinking. Design services are offered on a stand-alone basis, or with Installation, Testing and Commissioning. Planning and Project Management - Amaro can provide full Planning and Project Management services, led by experienced individuals, to ensure the smooth and efficient running of your railway signalling programme. Testing & Commissioning - Amaro Signalling provides a Testing and Commissioning service to its clients for both Network Rail and London Underground using highly experienced and fully IRSE licenced Staff. With the National shortage of these critical resources we also support and develop individuals through the licence categories by mentoring and providing suitable work to enable them to gain the required skills. Location and REB construction in our fully equipped workshops â€“ Completed units come supplied with all required off site testing certification (TC2) and Quality Assurance and will be transported to site either as part of a supply and install package or for your own installation teams - ALL work is carried out by IRSE licensed installers and testers. Health, Safety, Environment and Quality â€“ Amaro Signalling Ltd is certified to ISO 9001, ISO 14001 and OHSAS 18001. Our policies and procedures are interwoven with our projects ensuring due regard to the safety of our staff , the environment and Quality Assurance.
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Health & Safety Management
The RaCE to electrify The use of 3D modelling and associated technologies have been used extensively in the UK’s electrification projects. Route assessment company, Gioconda, explains
ioconda has been involved with many electrification projects around the UK, including the North West Electrification Programme, Edinburgh Glasgow Improvement Programme, Paisley Corridor Improvements and, currently underway, the Great Western Electrification Programme. It was on Glasgow’s Paisley Corridor project that the company worked with some of the Network Rail team now involved in the current RaCE (Rutherglen and Coatbridge Electrification). Despite the avid use of 3D models on the Paisley project to avert clashes and sighting issues, the project has experienced many problems, which can be related to: • incorrect or out of date CAD design data • temporary works/stages not being modelled due to budget constraints • installers working to different datum and methods of setting out • detailed designs not being updated into the 3D models until it is too late. The result of this gave rise to instances of signals being obscured, trains at low speeds and project teams with sleepless nights. In the end, the issues were resolved but all involved were convinced that they were avoidable had they just fully committed to using the available technology. When RaCE appeared on the programme the NR team took the following steps, so it didn’t have a repeat of the same problems: • ensuring that all disciplines are working to the same datum/chainage • 3D/BIM (building information modelling) processes will be employed early to ensure that clashes are removed • GPS technology will be used instead of wheels for setting out. A simplified overview of the project’s scope was to electrify the existing railway between Whifflet and Carmyle without affecting the existing signalling. It also ensured that the proposed Motherwell resignalling, due to be installed in two to three years’ time, was unaffected. The general design principles were adopted to: • consider TTC structures on curved approaches to signals
• employ HD Video and 3D BIM as part of the IDC (inter-disciplinarily check) process to prove that sighting is unaffected • do everything possible to ensure that all disciplines are coordinated • stop using surveyor’s wheels. How it happened Stage 1 – Existing signals Once the early Grip 4 design was underway, Gioconda set out with the assistance of First ScotRail to film the existing railway using GPS for coordination. A topographic survey
was conducted, which was run through the Snake Grid process by engineering company, URS. Hyder based the OLE design model on the topographic survey, which included a project-wide meterage. This was provided to Gioconda to correlate the video model against it. The raw video model (existing view) was provided to aid the design and IDC, Gioconda ran through a coordination process to ensure that as-built positions and offsets of the designed OLE (overhead line equipment) piles were incorporated in the model. Once the initial models were available, an IDC workshop was held to identify any issues, October 2014 Page 167
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if issues were found they were designed out. The project has a robust design and had no sighting issues. Stage 2 – Proposed signals Process: Use the Schemeplan and SSF’s (Signal Sighting Forms) from the SDG (Signalling Design Group) to plot the proposed signals in the model to prove sighting. Issue: Signalling longitudinal references did not appear to match the project meterage being used so Hyder used Schemeplan data to plot new signals on the OLE CAD model. Gioconda then ran a separate correlation to plot the locations using SSF’s and cross-checked it with the Schemeplan and Hyder model. Results: In some cases, three to four different locations could be determined for a signal, depending on whether the following was used: • schemeplan meterage • SSF Chainage • SSF reference location • measuring along the up, as opposed to the down, lines. Action: Following an IDC meeting, Gioconda proposed that the simplest method was for a survey team – aided by SDG – to put out a physical marker for the proposed signals then to be GPS surveyed and logged. These positions were placed on the CAD model and then on the 3D Model used for sighting assessment.
SSF’s and Schemeplan were updated accordingly and any signals with sighting issues could be moved with reference to the surveyed location. As-Built differences: As with most construction projects, the as-built position of items varies somewhat from the design due to various constraints, tolerances and ground conditions – this was no different for RaCE. After installation of a section of works, the main Toc, First ScotRail, identified three signals where sightings were worse. Gioconda reviewed the 3D model and nothing had been missed. The design contractor confirmed the design positions: M103 – it was identified that a design update took place that altered the OLE offsets along a viaduct, due to constructability issues. This was not taken through the full IDC sighting process and the 3D model had not been updated. M261 and M262 – Midpoint anchors in two separate locations had not been installed as per the design, possibly due to ground conditions. First ScotRail provided new cab ride videos to show the issues and Gioconda correlated them with the 3D BIM. Through online collaboration, the team came up with the following solutions: • M103 – existing signal head is mounted on the left hand side of a platform, if it can be moved to the right
hand side then compliant sighting is likely, which was easily solved by the signalling contractor • M261 – using the 3D BIM, Gioconda confirmed that although the obscuration was not as expected it was still compliant with standards and no action was required • M262 – two obscurations were apparent. Gioconda’s tool sets confirmed that at line speed these would not comply with standards, the following action was taken: * altering the offset of only one structure to bring the obscurations into compliance * to use Gioconda’s auto SSF tools, with obscuration diagram, to provide the proof * installing a new foundation to move the structure. Conclusion: As a project and team the company set out to use this technology to remove the problems that have been encountered on many other past schemes and it has worked extremely well. While it is true that the project had a few issues, they were resolved swiftly by continual use of the 3D BIM and video technology. In all, for a project with more than 500 structures dealing with existing and new signals, all involved were pleased with the results. Contact Simon Gardiner for further information. Tel: 01622 872512 Email: firstname.lastname@example.org Visit www.gioconda.co.uk
October 2014 Page 169
Excellence In All We Do WHEELS ▪ AXLES ▪ WHEELSET OVERHAUL ▪ TYRES ▪ GEARBOX OVERHAUL ▪ WHEELPAN REPROFILING
Lucchini UK is part of the Lucchini RS Group of Italy, specialising in the machining of train wheels and axles, the assembly of complete wheelsets for new passenger carriages and the maintenance of train wheelsets and gearboxes. The plant in Trafford Park, Manchester, claims over 100 years of involvement in the rail industry, however it belies its age: since purchasing the site in the year 2000 Lucchini RS has upgraded the facilities, investing £15m to make it a “one-stop shop” for any activity related to passenger and freight wheelsets and gearboxes. Lucchini UK has met with outstanding success promoting the high quality of its products and developing a close relationship between Staff, Customers and Suppliers, in particular via its Continuous Improvement Programme called LukoMotion. The company commitment is constantly to update its machining capability and its non-destructive testing technology, keeping up with customer demands for top quality, service and flexibility. The company is approved to ISO 9001, ISO 14001 and OHSAS 18001 and to the Link-up, IRIS and RISAS schemes. LUK’s parent company in Italy is at the forefront of the design and manufacture of wheels, axles and wheelsets, with its own steel production, R&D laboratories and state-of-the-art facilities for wheel and axle manufacture.
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Lucchini UK Ltd ▪ Wheel Forge Way ▪ Trafford Park ▪ Manchester ▪ M17 1EH Tel: +44 (0)161 886 0300 ▪ email@example.com ▪ www.lucchinirs.co.uk
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arsh Bellofram Europe is based in Nottingham and has been a supplier to the rail industry for many years. It has a wide range of gauges, horns and valves for use on a large variety of locomotives and rolling stock. More recently, Marsh Bellofram has been looking to extend the product ranges it supplies to rail to include other parts of its product portfolio. Bellofram Silicones are a relatively new arrival to the Marsh Bellofram product range and they include extruded silicone, silicone sponge sheeting and moulded silicone rubber products. Bellofram Silicones, a division of the Bellofram group of companies and a member of the Bellofram Elastomers group, is one of the industry’s leading designers, developers and manufacturers of extruded silicone, silicone sponge foam sheeting, and moulded rubber products,
including specialty rubber compounds. It has taken the very best technology, chemistry and rubber know-how – from antecedents Mould Ex, MTI Specialty Silicones, and Groendyk Manufacturing – to become a one-stop shop for sealing, gasket, and insulation requirements. Its products include: Closed-cell silicone sponge and solid silicone extruded products Bellofram Silicones’s multiple extrusion lines and extensive expertise in custom formulations and tool-making capabilities allows it to produce closedcell silicone sponge and solid silicone rubber extrusions with almost limitless shape, colour and hardness options. The company’s commercial closed-cell silicone sponge compounds, which are designed to meet the ASTM D1056 specification, range in density from 2D1 soft density to 2D5 firm density.
Its solid compounds are designed to meet the ASTM D2000 specification and range in hardness from 30 shore ‘A’ to 80 shore ‘A’ durometer. Both sponge and solid silicone compounds are also available in flame-retardant and FDA compliant versions. All silicone compounds are designed to exceed requirements of a wide range of industrial, aerospace, and MILspecifications. BELLOFOAM™ silicone sponge rubber sheeting Bellofram Silicones produces its proprietary silicone sponge rubber material in bun form, from which sheets are cut. This method is unique in the silicone sheeting industry, allowing the company to offer the lightest weight and highest consistency closed-cell silicone sponge foam sheeting in the world. Unique manufacturing methods allow it
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including nitrile, EPDM, FKM, SBR and fluorosilicone. Various fabrics can be integrated within the process to enhance strength and limit stretch. All Bellofram Silicones’ proprietary formulas are developed to ensure their complete conformance with a wide range of industrial, FDA, aerospace, and MILspec requirements. Solid silicone custom-extruded profiles The company’s custom formulations and tool-making capabilities allow it to produce solid silicone extrusions with a huge range of shape and hardness options. It has materials to withstand 100,000 flexes and commercial grade silicones that are ‘worry-free’ in less demanding environments. Bellofram Silicones are very resistant
to be reduced in weight by 25 per cent, resulting in less expensive material. This method also allows the company to produce up to 0.50″ thick sheets – far exceeding the industry maximum of 0.188″ – and its fluorosilicone sheets and buns meet AMS 3323 requirements. Three hardness ranges include one fire-retardant version, and Bellofram Silicones’s colour pigment matching allows it to offer exact customer specification for sealing, gasketing, and insulating needs. Customers can also purchase a bun to
skive their own sheets and pressuresensitive adhesives can also be added, to assist in customer assembly. Compression moulding Bellofram Silicones offers silicone elastomer compression moulding to create products that incorporate closed-cell and dense solid construction methodologies. Closed-cell and dense formulations are strictly limited to silicone. These types are also available in a wide variety of elastomers,
to compression set and high and low temperatures. Customers can match one of the 20-80 durometer shore ‘A’ compounds with a profile of its design to find a solution to their sealing problems. The company has multiple extrusion lines that means it can produce small and large quantities. Get in contact for more information on Bellofram Silicones’s capabilities. Tel: 0115 993 3300 Email: email@example.com Visit www.marshbellofram.co.uk October 2014 Page 173
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Flushed with success Capability and competence are two words that well describe Semvac’s partnership with the UK’s train manufacturers, refurbishers and operating companies
eing one of Europe’s leading manufacturers of complete sanitary systems to rail, Semvac needs a strong local presence to secure its customers a complete solution, including quick and efficient on-site support, OEM (original equipment manufacturer) spare parts supply and a comprehensive service package. Its UK partner, Gordon Services (UK), specialises in the maintenance and servicing of motor-body and trailer bogie components, including suspension and axles and brakes. It overhauls air receivers, compressors, every type of Semvac vacuum toilet (including sluice valves), lead assemblies, couplings, window pans, under-seat heaters and batteries. Gordon Services (UK) offers full maintenance of pantograph components and assemblies as well as full servicing of all air conditioning equipment. It is the sole distributor of Semvac OEM spare parts within the UK and is currently running a maintenance project on behalf of the Danish vacuum toilet
manufacturer. In addition to providing a full maintenance service for traditional toilet components, the Essex-based company is equipped to service the latest Semvac Mini Vacuum electronic toilet modules – including full software simulation – during the overhaul process. This process covers water, hand dryers, lighting, doors and hand heaters. Custom made solutions The Semvac product portfolio comprises
complete custom-made solutions that include PRM and standard cabins, toilet modules, tanks and a guaranteed lifetime supply of OEM spare parts. More than 40,000 systems are used worldwide and the competitive and constantlychanging market gives Semvac the inspiration to continually develop innovative and tailor-made solutions to the market. In close cooperation with its customers, Semvac designs, configures, produces, supplies, maintains and services all its products from a drawing board concept through to the service and maintenance that it provides throughout the system’s life cycle. Semvac’s visions for the future go hand in hand with its UK partner. The rapidly changing rolling stock market conditions put pressure on the industry’s supply chain but Semvac and Gordon Services (UK) fully understand how to develop and explore new avenues to keep up with customer requirements. Tel: +45 63 15 33 00 E-mail: firstname.lastname@example.org www.semvac.dk October 2014 Page 175
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Making a point Xanta explains the finding of its recent case study: identifying and mitigating single points of failure on the DLR
anta is a rail engineering management consultancy that is focused on helping its clients get optimal performance from its assets, systems, and operations. DLR (Docklands Light Railway) commissioned Xanta to identify potential single point failures on its systems, faults on a single component that could have the effect of closing or degrading service on a route or the entire railway. DLR has extremely high reliability but, in the pursuit of ever-greater reliability, there is a need to focus on potential failures, their avoidance, and the reduction of their impacts should failures occur. Many potential risks and associated responses were already well-understood, so this work dealt with latent risks that had not yet materialised. Xanta’s approach Rapid and effective responses to faults can negate their effects so management arrangements for such responses were included in the analysis. Xanta ensured that it accounted for items that cause faults in the context of their practical impact on service. An unattended fault will often cause a single point failure, which include:
• real-time responses to repair and fix faults • real-time operational responses to accommodate faults • planning for reliability in response to past faults. Railways are highly interconnected systems, meaning that on a route, or for the entire railway, many components could be cited as a potential source of faults and single point failures. Methodology and process The railway was modelled in terms of its major subsystems of signalling, LV and HV power, communications and track and infrastructure. Each system was modelled down to the level of individual components. The reliability of these components was determined from DLR’s asset management systems (which hold detailed data back to January 2007), or from industry-standard data, when failure rates are relatively low and information is otherwise unavailable. The advantage of using DLR’s own operational data is that it holds the detail of fault response times and real-life issues that are faced by responding technicians. This led to the creation of fault tree
analysis for the major subsystems, and realistic estimates of the propensity for faults to appear, which were precursors to single point failures. The fault trees contain details of the ‘hot-spots’ of risk to failure, which can then be addressed. Outcomes Apart from structured knowledge of the effects of component interconnectivity on reliability being displayed clearly, the beneficial effects of human intervention in responding to faults became clear and quantified. Some major subsystems, such as signalling, consist of a large number of interdependent components. Even with very high reliability for individual components, the net effect of such a large number of them operating together is to produce a much lower effective reliability. The effect of human responses to faults improves the effective reliability of the physical systems by a factor of 1,000. In the case of subsystems, such as track and infrastructure, this factor reduces to one because there are far fewer components, each with high individual reliability. This information enables a strong focus on the combination of technology and management systems and aims to improve net railway reliability, which is already at record levels. Tel: 0207 583 4500 Email: firstname.lastname@example.org Visit www.xantarail.com October 2014 Page 177
All the right signals Safely controlling the UK’s rolling stock on the constantly-evolving network is a huge challenge. SSL explains how its approach to train control can ensure a good service
fter nearly seven years in business, SSL (Signalling Solutions Limited) is proud of its development and achievements. These have been achieved through leveraging a combination of tried and tested cutting-edge technology, highlyqualified personnel, a collaborative business approach, and a firm focus on delivering excellence in train control. SSL is a joint venture between energy and transport solutions company, Alstom, and one of the world’s leading infrastructure businesses, Balfour Beatty. SSL was formed to provide advanced signalling solutions to the UK rail industry, combining Alstom’s technology with Balfour Beatty’s contracting expertise.
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SSL managing director, Steve McLaren, attributes much of its success over the last seven years to the consistent backing and encouragement the company has received from its parent companies. ‘We are very fortunate in having two very supportive parent companies. Alstom is the world leader in signalling technologies, such as ERTMS, CBTC and interlocking, whereas Balfour Beatty has an international reputation as civil engineering contractors and project managers. ‘We have drawn on both companies’ extensive experience and this has enabled us to develop into the all-round supplier we are today,’ said McLaren. Since its formation, SSL has expanded
to become one of the leading providers of train-control solutions for both trainborne and trackside, offering a complete range of services from design to complete project delivery. The company has the ability to integrate existing systems with the legacy infrastructure and to introduce the latest technology with the required safety assurances. Its business ethos has always been to work closely with its customers to develop the train control solutions that best meet its objectives. SSL’s commitment is to deliver safely, on time, and within budget. Innovating with proven technology When SSL started out, its initial focus was centred on interlocking renewal work and the provision of trackside products – a market that has provided the company with a solid foundation. As part of its growth strategy, in recent years SSL has evolved and diversified into other areas of train control. Underpinning this expansion and development is Alstom’s
product range, which allows SSL to bring new technology to the UK that has already been tried and tested elsewhere in the world. The integrated nature of Alstom’s products enable SSL to meet the current and future control needs of a modern rail or metro network. SSL’s proven capability in the UK is testified by the delivery of Network Rail contracts, with the successful introduction of the Alstom Smartlock Interlocking platform at the core of its offering. Signalling Solutions is building on the roll-out of Alstom’s Smartlock Interlocking platform with the introduction of the Integr8 Modular Signalling Solution –Alstom’s Atlas 200 ERTMS system and its ICONIS traffic management solution. One area where Alstom’s products are coming to the fore is the European Rail Traffic Management System (ERTMS) and SSL believes that the deployment of ERTMS will significantly change the way the network operates. Its view is that the long-term benefits of ERTMS will result in more efficient performance, providing a reduction in infrastructure costs (due to the reduction in trackside equipment), and improved safety. Additional benefits include an increase in rail capacity and a reduction in supplier costs. Said McLaren: ‘Quite simply, ERTMS allows the railway to become more adaptable and affordable. Utilising mobile communication GSM-R technology to send information to and
from the train, ERTMS enables drivers to view instructions on speed limits and movement authorities via a visual display in the cab, instead of the traditional lineside signals. ‘It also allows specific customised control that allows drivers to always run at the maximum safe speed, helping more trains run to time for more of their journey, thereby reducing journey times, increasing capacity and improving recovery from delays. ‘In addition, the system offers fully automatic train protection; with the train stopping should a driver fail to respond to warnings. The removal of traditional railway signals is a key aspect in delivering a reduction in infrastructure renewals and maintenance costs and will allow for capacity optimisations based on train performance, rather than infrastructure constraints,’ he said. In recent years, modular signalling has paved the way for Signalling Solutions to consider how innovation could benefit not only the cost aspects of delivering signalling projects but also to address a whole range of safety and maintenance issues that were prohibitive to renewing signalling assets away from the mainline. Integr8, which was the result, was piloted two years ago at SSL’s Beeston depot in collaboration with Network Rail. In the run up to Christmas 2012, the system successfully completed the commissioning on the Ely to Norwich project – the first modular scheme in the country. Investing in the future Since its inception, Signalling Solutions has worked closely with Network Rail to support them on a number of major challenges and initiatives. Currently, SSL holds three primary geographical frameworks and four secondary geographical frameworks with Network Rail. SSL is responsible for the implementation of signalling renewals across the country as part of Network Rail’s unprecedented investment in the UK rail network. Awarded in April 2012, the contract frameworks provide a platform for SSL to work collaboratively with Network Rail to deliver efficiencies, while also giving SSL the security and confidence to invest in staff and products to meet its client’s needs. To meet the future demands of its business and clients, SSL is currently recruiting at all levels and in all disciplines and the company is offering candidates the opportunity to work on some of the most iconic industry projects. In recognition of the resource challenges that face the industry, the company is investing in the future with a selection of graduates and apprentices to bring forward new engineering talent. SSL’s ongoing interlocking renewal and ETCS overlay work on Crossrail and
This summer, SSL has successfully commissioned the signalling enabling works on Stage A3 of Crossrail’s south east section at Abbey Wood. Stage 1 of the SASR Project (Swindon to Kemble) was successfully commissioned and handed back to Network Rail for August Bank Holiday Monday the Great Western Main Line upgrade puts the company at the very heart of two of the UK’s biggest projects. In 2013, SSL focused on a number of projects, including the 38-day commissioning blockade at Nottingham Station, the delivery of Crossrail’s Paddington 13 contract over the Christmas period, in addition to further TMS work for Network Rail. This summer, SSL has successfully commissioned the signalling enabling works on Stage A3 of Crossrail’s south east section at Abbey Wood. Stage 1 of the SASR Project (Swindon to Kemble) was successfully commissioned and handed back to Network Rail for August Bank Holiday Monday. Looking to the future, SSL has a strong incentive and focus to build on past successes, coupled with a core commitment to continue identifying and delivering solutions that will provide its shareholders and its customer base with the best value. Speaking of this commitment, McLaren said: ‘Our future focus is very much on supporting and meeting our clients’ objectives while bringing new resources and technologies into the market. We will also be working hard to ensure that our framework projects are delivered safely to programme and budget.’ Tel: 01923 635000 Email: email@example.com Visit www.signallingsolutions.com October 2014 Page 179
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Rail goes Underground The growing need for tunnels in today’s transport infrastructure requires companies that can future proof them for years to come, which is where Dr. Sauer & Partners comes in
here railways’ connections to urban centres and the existing public transport systems are planned, modern non-disruptive tunnelling techniques are essential to create the underground space required to link transportation hubs, increase capacity to suit predicted passenger numbers and enable efficient multimodal mobility. Dr. Sauer & Partners is one of the leading providers of tunnel design, supervision and construction management, offering its services globally to both clients and contractors. Underground space in our cities is at a premium as electrical/communication cables, sewers, gas and water lines battle for space. In addition, existing transportation tunnels and deep building foundations provide further congestion underground. However, going underground is often the only option available to establish the new infrastructure needed to meet 21st century transportation demands. Since the beginning of this century significant advances have been made in the tunnelling industry, allowing projects to be tackled that had seemed unimaginable only a few decades ago. Large-scale tunnelling schemes, such as Crossrail, are being implemented in parallel with intricate and complex connections and upgrades to numerous LU Stations. This is all achieved while maintaining disruption to the surface, and the operation of existing transportation services, to the absolute minimum. SCL (Sprayed Concrete Lining) evolved from NATM (New Austrian Tunnelling Method) in the UK in the mid-to-late 1990’s. It combines the principles and flexibility in geometry of the sequential excavation and concrete spraying technique with a high level of certainty and understanding of the geotechnical parameters of London’s main substratum (i.e. London clay). The process balances the prescriptive design and flexibility that is required to adapt to encountered ground conditions. This is achieved by detailed planning of the construction sequence and by designing the individual tunnel excavation steps to an unprecedented level of detail. Computational modelling of every excavation step in close
proximity to existing live underground structures, such as rail, pedestrian, road or sewer tunnels, with three dimensional numerical methods provides the designers with a reliable forecast of expected settlement and deformations. It also allows further refinement of the construction methods to minimise movement and develop mitigation measures for operational infrastructure where necessary. In situ monitoring of the actual deformation during construction with high accuracy – and comparing the predictions with the measurements through a highly-skilled supervision team – gives clients and stakeholders a high level of confidence in the chosen design and construction methods. 3D analysis Successful application of the company’s expertise has been demonstrated on recent LU upgrade projects, including Green Park station, Tottenham Court Road station, Bond Street station and, most recently, Bank station capacity upgrade. At the heart of the detailed design effort stands a mix of dedication to safety and quality, common sense engineering and, where appropriate, the practical application of the most sophisticated 3D finite element analysis. The design development recognises the integration and interfacing required in the multidisciplinary environment that is inherent in transportation projects. Subterranean rail Upgrading existing rail lines to overhead
catenary systems as a means of power supply has several benefits. However, the catenary system needs space above the train, requiring a larger clearance envelope. This is something that is relatively easy to do along open track sections of a railway line but, when the rail line goes underground into an existing tunnel or underpass, this additional need for space creates a significant challenge. Dr. Sauer & Partners has national and international experience in tunnel rehabilitation and enlargement of tunnel to meet new space proofing requirements. Where the track alignment cannot be lowered to create the required space on top, a more complex engineering solution needs to be developed. One solution that has frequently proved successful is replacement of the typically thick masonry lining of the existing tunnel with a thin shotcrete shell. In a sequential construction effort the existing masonry arch can be removed for a predefined distance (advance length) exposing the ground, which if necessary allows the removal of loose or weathered material. Through the immediate application of fast-setting sprayed concrete with high early strength, a much thinner layer can be used to provide the necessary ground support. In addition, depending on the clients’ requirements, a waterproofing layer can be installed. Systems that are used range from sheet membrane installation to spray-on membrane application, fullytanked tunnels or ‘umbrella’ systems that protect the newly-installed assets.
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Low start up costs SCL (NATM) construction has become more and more mechanised and has also evolved into a cost-effective alternative for longer tunnels. The low start up costs and short mobilisation times compared to TBM tunnelling are an advantage in a time where the cost for financing large- scale infrastructure projects becomes more and more important. Modern SCL design and construction techniques allow the construction of open-face tunnels in adverse ground conditions and also allow for constant advance rates. Extended stoppages required for changing cutter tools, the removal of obstructions within the TBM alignment, or for restarting complications, are not issues that SCL tunnelling encounters. However, successful SCL tunnelling operations are heavily dependent on flexible design and the presence of competent personnel on site for all three parties involved: designer up front
Dr. Sauer & Partners is one of the leading providers of tunnel design, supervision and construction management. The company offers its services globally to both clients and contractors.
and on site, competent contractors and a client with a strong knowledge of engineering. Dr. Sauer & Partners has been successfully involved in all three roles and can ensure that SCL (NATM) is a competitive and feasible method for new build or rehabilitated railroad tunnels. Tel: 0208 339 7090 Email: email@example.com Visit www.dr-sauer.com October 2014 Page 183
New MD for Arriva Chris Burchell has been appointed as managing director UK Trains for the passenger transport group. He will be responsible for the direction and development of Arriva’s six UK-based Toc’s. Burchell, who will also sit on Arriva’s executive committee, joins from GoAhead Group where he was MD for the Southern franchise from 2006.
Peter Wilkinson to head new Office of Rail Passenger Services Wilkinson, currently the Department for Transport’s franchising director, has been appointed as managing director of the government’s new Office of Rail Passenger Services which launches on 1 November. The ORPS, which forms part of the DfT’s Rail Executive, will bring together all work associated with contracting and managing passenger services in England and Wales, including running franchising competitions and negotiating direct awards. A well-known figure in the rail industry, Wilkinson’s career spans the privatisation of British Rail’s train operating units; leading franchise procurements for the Strategic Rail Authority, as well as franchise and concession bidding in the UK and abroad. He has been the principal advisor to Network Rail on alliancing, and commercial advisor to Richard Brown’s independent review of franchising. A DfT spokesman said that Wilkinson will be responsible for ‘shaping the design and development’ of the ORPS. According to Passenger Transport, ‘sources close to Wilkinson consider that his new role could lead to a significant redrawing of the franchise map with larger franchises broken up to create smaller more distinct businesses focused on specific markets. The move would be in line with Wilkinson’s view that the rail industry is yet to make the full transition to a commercially-led, passenger-orientated business.’
Kevin Thomas is new MD for DLR KeolisAmey Docklands has appointed Thomas to lead the new Docklands Light Railway franchise, which commences on 7th December for almost seven years, and includes both the operations and maintenance of the network. Thomas is currently MD of Serco Docklands.
Southeastern MD appointed David Statham, formerly MD of First Capital Connect, took up the role in September. The Govia Toc was recently awarded a direct award contract extension to June 2018. Go-Ahead Group CEO, David Brown, said: ‘Southeastern is an important part of our rail portfolio and over the next few years we need to continue improving services for customers at the same time as being a key delivery partner for the Thameslink Programme. David has proven success in leading complex railway change projects and improving customer satisfaction levels.’ Page 184 October 2014
Rail Forum Europe elects new president Members of the Rail Forum Europe Managing Board have unanimously elected Michael Cramer (Greens, DE) as the new president of Rail Forum Europe, the MEP’s’ platform dedicated to rail transport. Cramer, who is also chairing the European Parliament’s Committee on Transport and Tourism, took up the position in September.
New appointment for Robin Edwards Robin Edwards, former project lead for Operation Tornado and deputy lead for the National Metal Theft Taskforce has joined Alchemy Metals as its national infrastructure manager – Metal Theft. Edwards will continue to advise industry, police and other partners on how to tackle metal theft and improve asset management procedures and disposal, in particular of metal scrap.
Courses / Recruitment
Will Bentley joins HS2 project team Bentley is recognised as a leading expert in the delivery of complex programmes both domestically and worldwide. He has joined HS2 Ltd as programme controls director from EC Harris where he was head of programme controls on the new Heathrow Terminal 2a project.
The UKâ€™s no.1 engineering recruitment specialist The rail industry is growing so now is the time to make your next career move. A number of our high profile clients are looking for skilled candidates to fill the following roles: 3D MEP Microstation Technician London | ref. 326746
Richard Fostier joins Colas Rail in the UK The rail infrastructure service provider has appointed Fostier as CEO of Colas Rail in the UK. He has been with the company since 2007, most recently as president and CEO of Colas Rail in Asia and business development director of Colas Rail Group.
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October 2014 Page 185
thinkers. we welcome ideas. we make happen limits. there aren’t any Frazer-Nash is a rapidly expanding systems and engineering technology consultancy with offices throughout the UK and Australia. We specialise in delivering innovative engineering solutions to clients across the rail, aerospace, nuclear, power and defence sectors. We are currently looking to recruit people at all levels of experience to support our continued growth in a wide variety of roles but particularly: Systems Safety Engineer/Consultant/Senior Consultant Electrical Power Engineer Rolling Stock Engineer Systems Engineer – Requirements & Through Life Support Rail Systems Modelling Engineer Our staff are rewarded with a competitive salary, generous benefits package and the opportunity to work as part of a dynamic and successful team. We always look for strong talent in our key business sectors and across all of our locations in the UK and Australia.
To find out more about Frazer-Nash please visit our website: www.fnc.co.uk
To apply for these vacancies, please forward your CV and covering letter to email@example.com quoting reference: RP1014 Offices: Adelaide, Bristol, Burton-on-Trent, Dorchester, Dorking, Glasgow, Gloucester, Melbourne, Plymouth, Warrington. Due to the nature of the work that Frazer-Nash undertakes we will require successful candidates to gain UK security clearance.
I’m proud to lead our
Alex, Senior Construction Manager Alex’s story began as a railway trainee at 16, but he is now leading teams that help to build a better railway for a better Britain. There has never been a more exciting time to join us and play a part in inspiring changes as part of the Great Western Route Modernisation. We have all the opportunity you need to look forward to a rewarding future in areas such as Engineering, Project Management, Commercial, Construction, Asset Management and Maintenance.
Begin the next chapter of your career at Network Rail. www.networkrail.co.uk/Careers/StartYourStory
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Recruitment Head of Recruitment - First Great Western £ competitive + benefits At First Great Western we want to recruit and select the very best talent – just like you. Part of the world’s leading transport company, we’re on a journey of transformation as we grow our team, invest in our network and challenge you to always deliver a fantastic recruitment experience to candidates, managers and everyone involved in our recruitment process. Owning every aspect of recruitment at FGW, you’ll shape our processes and lead and develop our recruitment team. You’ll deliver innovative recruitment and assessment services across all areas of our business. And you’ll work with HR, Project Management and Central Recruitment to develop a workforce plan that will enable us to achieve our ambitious vision for the future. Above all, you’ll create attraction strategies for specialist and high volume roles alike and make sure everyone is fully engaged at every stage of the process, as we recruit the very best people as quickly and as costeffectively as possible. Influential, proactive and an excellent communicator, your relationship building skills will enable you to work in partnership with our teams and senior leaders, providing recruitment advice and identifying and meeting changing needs. Enjoying plenty of variety in this high profile role, you’ll get involved with everything from leading executive resourcing and championing diversity to owning our employer brand and helping to shape our Group resourcing strategy. Someone who can make an immediate impact, you must have experience of inspiring recruitment teams and designing, developing and implementing recruitment processes. You should know recruitment inside and out from employment law and cost-effective sourcing to best practice in recruitment, assessment and selection. Ideally CIPD qualified with an in-house or Recruitment Process Outsourcing background, you’ll also need to be customer focused and a talented negotiator with a good understanding of competency based interviewing. So, join us on an exciting journey of transformation and help us to grow our team of 5,000 Great Westerners. To experience our recruitment process first hand, please visit www.firstgroupcareers.com or contact Daniel Foster on 01793 425653
Influencing your energy strategies with integrated solutions UK Power Networks Services is a leading provider of electrical infrastructure with significant experience of working on high profile transport projects such as High Speed 1, High Speed 2 and Crossrail. UK Power Networks Services: • Consistently delivers results on the most challenging projects • Can undertake the total requirements of any strategic infrastructure project • Has access to a wealth of international experience in providing finance solutions
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Operation & Maintenance
Rail Professional October 2014 issue