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OCTOBER 2018 ISSUE 246 £5.95

www.railpro.co.uk

THE BUSINESS RESOURCE FOR RAIL

THE 21ST RAIL BUSINESS AWARDS Thursday 21 February 2019

Geospatial data collection Technological advances in laser, positioning and radar technology Geotechnical Smarter geotechnics for a better railway

The Digital Railway Transforming and digitising the railway

Tunneling The next generation of civil engineers


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OCTOBER 2018 IssuE 246 £5.95

www.railpro.co.uk

THE BUSINESS RESOURCE FOR RAIL

THE 21ST RAIL BUSINESS AWARDS Thursday 21 February 2019

Geospatial data collection Technological advances in laser, positioning and radar technology

Geotechnical Smarter geotechnics for a better railway

The Digital Railway Transforming and digitising the railway

Tunneling The next generation of civil engineers

PUBLISHER RAIL PROFESSIONAL LTD Hallmark House, Downham Road, Ramsden Heath, Essex CM11 1PU Telephone: +44 (0)1268 711811 EDITORIAL EDITOR SAM SHERWOOD-HALE editor@railpro.co.uk DISPLAY ADVERTISING CHRISTIAN WILES chris@railpro.co.uk BEN WARING ben@railpro.co.uk ADAM OVERALL sales3@railpro.co.uk JOHN MORTLOCK sales1@railpro.co.uk RECRUITMENT ADVERTISING recruitment@railpro.co.uk MARKETING MANAGER AITANA BRETON aitana@railpro.co.uk SUBSCRIPTIONS subscriptions@railpro.co.uk ADMINISTRATION CHERIE NUGENT info@railpro.co.uk LISA ETHERINGTON admin@railpro.co.uk GILL DUNN office@railpro.co.uk KIRSTY CARTER projects@railpro.co.uk DESIGN & PRODUCTION MILES JOHNSTONE production@railpro.co.uk Rail Professional welcomes contributions in the form of articles, photographs or letters, preferably by email. Original photographs may be submitted, but, while every care will be exercised, neither the editor nor the publisher take responsibility for loss of, or damage to, material sent. Submission of material to Rail Professional will be taken as permission for it to be published in the magazine. ISSN 1476-2196 © All rights reserved. No part of this magazine may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without prior permission in writing from the copyright owners. The views and opinions expressed in this publication are not necessarily those of the publisher, nor does it accept liability for any printing errors or otherwise which may occur.

editor’s note

T

he rail community converged on Innotrans in September, with a number of innovations being unveiled. One theme I spotted running through a few of the announcements was the ‘hybridisation’ of trains. Alstom debuted its long-awaited Hydrogen train in Germany, a low-noise, zero-emission train that can reach up to 140 kph/87 mph. On a similar topic but slightly closer to home, Rolls Royce and Alpha Trains have signed a letter of intent to jointly retrofit Alpha Train’s Talent, Desiro and Lint fleets with MTU hybrid drives. Sticking with the environmental theme, Porterbrook has entered into an MoU with the University of Birmingham’s Birmingham Centre for Railway Research and Education (BCRRE) to create HydroFlex – the UK’s first hydrogen powered train. The MoU, signed at Innotrans in Berlin, will see Porterbrook provide a ‘Class 319’ electric unit to BCRRE for conversion by their technical and research experts into a hydrogen powered train. Another major piece of news is the Government’s announcement of a sweeping review to transform Britain’s railways, launched on September 20 by Transport Secretary Chris Grayling. The review will be led by Independent Chair Keith Williams, the former British Airways Chief Executive and Deputy Chairman of John Lewis Partnership. The review gets a little preview by a few of our columnists and as it will apparently look at the franchising system and the related accountability I am sure the results, published next year, will invoke a lively debate. Chris Cheek has his own review of the franchising system, specifically breaking down five key messages he has taken away from the results of the system so far. One person who did welcome the review is our interview subject this month: Florence Eshalomi AM, Labour’s London Assembly Spokesperson for Transport. Florence hopes the review will recommend ‘that more of London’s rail services are placed in the hands of TfL’ and consider rail devolution. The Assembly Member has been making a name for herself in recent months with some strong comments on devolution, funding for TfL and making London’s transport network more affordable and environmentally friendly for commuters. My interview with her touches on all these topics in greater detail. Our featured topics this month are Surveying, Geotechnical Engineering and The Digital railway, we also have features on Tunneling, Sustainability, Air and Rail Connectivity, and Mobility as a Service. Our surveying article looks at geospatial data collection, the British Drilling Association, the Federation of Piling Specialists, and the British Tunnelling Society have each contributed an article on a variety of topics relevant to geotechnical engineering and tunneling. We mentioned Birmingham University above, our Digital Railway feature comes from the University which has secured £92 million of funding to establish the newly-created UK Railway Research and Innovation Network (UKRRIN). A big thank you to all our contributors to this month’s issue and to our regular columnists. Sam Sherwood-Hale Editor


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| CONTENTS / ISSUE 246 / OCTOBER 2018

News

Rail Alliance

06

31

Network Rail signs digital advertising deal with JCDecaux, Images reveal first glimpse of Hull Trains’ new bullet train-inspired fleet, Track and train colleagues improving service punctuality in the North, Further plans for Bakerloo line extension revealed following public consultation, Five bidders invited to negotiate to build new Tyne and Wear Metro fleet, Transport for the North Board takes decisive action on the future of the North’s railways, Greater Anglia’s commuter trains start to roll off production line, Borders Railway success revealed as route celebrates third anniversary, Vintage Trains is Britain’s newest Train Operating Company

In the passenger seat

15

Trust in the railway in some areas is close to rock-bottom. Compensation for passengers affected by the timetable crisis is an important first step

Laying down the law

19

Fresh off his move to Addleshaw Goddard LLP Martin Fleetwood details what a company’s dignity at work policy should look like and how it can be implemented

Women in Rail

23

Women in Rail’s hugely successful cross-industry mentoring programme is being re-invigorated as we enter 2019 with enhanced momentum

Eli Rees King, Marketing Communications Director at the Rail Alliance explains the goals and purpose of the Rail Supply Group

Rail Professional Interview

34

Sam Sherwood-Hale spoke to Florence Eshalomi AM, Labour’s London Assembly Spokesperson for Transport

Viewpoint

37

With the prospect of a substantial review of the industry’s management and structure on the horizon, how should the industry be preparing itself? Andy Meaney explains

Viewpoint

39

Ben Blackburn, Senior Account Director at Freshwater, tells us what’s in store for Westminster this Autumn

Viewpoint

43

The Institution of Occupational Safety and Health’s (IOSH) annual Rail Industry Conference will focus on how past lessons can ensure a safer future. Keith Morey, former Chair of the IOSH Railway Group, explains why the topic was chosen

The Cheek of it

Viewpoint

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45

Chris Cheek offers a review of rail franchising set against the history of privatisation and the past 25 years as a whole

Terence van Poortvliet and Jonathan Turner, partners at law firm Ashurst, preview the Rail Delivery Group’s consultation on ticketing and fare reform

Surveying

48

The arena of geospatial data collection has undergone a radical change within recent years

Geotechnical

51

Philip Ball, Finance and Strategy Chair at the British Drilling Association explains how the BDA aims to improve procurement and tendering process for ground investigation

Geotechnical

55

There’s nothing cagey about solving cage problems, the Federation of Piling Specialists looks at standards in prefabricated reinforced cages

www.abasurveying.co.uk

Rail Professional


CONTENTS / ISSUE 246 / OCTOBER 2018 |

5

It is absolutely integral that the Government reconsiders the case for the devolution of London’s rail services to TfL

INTERVIEW - Page 34

Digital Railway

83

Across the board, digital engineering is transforming the speed, safety and efficiency of delivering construction projects

Weeding out the problems

86

DuPontTM Plantex® Platinium: your most reliable ally against invasive weeds

Business profiles

87

People

Geotechnical

56

AssessTech, Bridgeway Consulting Limited, Mornsun, A E Yates Trenchless Solutions, Nortek, The Schaeffler Group, Geotech Soil Stabilisation, Mosaic, Elite Precast, Bemrose Paragon, Diamond Point International, Morris Site Machinery, Westcotec, Rail Business Awards 2019

Richard Garland, Pre-Construction Manager at BAM Ritchies, describes how the geotechnical division of BAM Nuttall is innovating to meet the challenges of managing geotechnical assets

130

Louise Mendham, Thomas Schmidt, Mike Kean, Steve Hollis, Phil Hufton, Chris Metcalf, Claire Capaccioli

Mobility as a Service

61

Rupert Fausset, Sustainability Consultant at Forum for the Future, looks to Mobility as a Service and the opportunities it presents for rail

Sustainability

65

Nathan Baker, Director of Engineering Knowledge at Institution of Civil Engineers, makes the case for rail’s role in global development

Air and Rail Connectivity

69

Graham Cross, Chief Executive of Heathrow Southern Railway explains the significance of the final version of the Government’s National Policy Statement (NPS) on aviation

Digital Railway

73

The breadth and scale of opportunities created by the Digital Railway can be daunting: what does it mean to my company and business?

Tunneling

76

Nick McCrossan Chair of the British Tunnelling Society Young Members and a Chartered Engineer at Mott MacDonald looks at how the industry can adapt to the next generation of civil engineers

www.abasurveying.co.uk

Rail Professional


6

| NEWS

News in brief... Innovative ideas to transform UK rail in line to bid for millions in Government grants Innovative ideas to transform rail travel for passengers could be in line for a slice of up to £3.5 million funding, Rail Minister Jo Johnson announced on September 19. The First of a Kind (FOAK) competition, now in its second year, seeks ideas that can be adapted to improve the UK rail network. Rolls-Royce and Porterbrook launch UK’s first hybrid rail project Rolls-Royce and Porterbrook, the UK’s largest owner of passenger rolling stock, have agreed the delivery of MTU Hybrid PowerPacks that can convert Class 168 and Class 170 ‘Turbostar’ DMUs from diesel-only to hybrid-electric operation. Hybrid technology allows for the cleaner and quieter operation of trains in stations and through urban areas.

Network Rail signs digital advertising deal with JCDecaux A new £280 million digital advertising deal between Network Rail and JCDecaux is expected to transform the passenger experience at large stations. The five-year contract will see JCDecaux handle in-station advertising as Network Rail moves to a one hundred per cent digital advertising within its managed stations. The contract was awarded following a competitive tender and covers advertising at transport hubs nationwide, including: Birmingham New Street, Glasgow Central, London Liverpool Street, London Victoria, London Waterloo and Manchester Piccadilly stations. The new contract begins in December 2018 and will provide Network Rail with significant income to be reinvested back into the railway, helping to support the Railway Upgrade Plan. It will also provide additional benefits for station users such as interactive information screens, providing passengers and their stations with better information about the station they are in and how to navigate it.

Global rail supply industry remains on a growth track The rail supply industry hit a new record last year, exceeding a total market volume of £145 billion. In total the sector grew 1.2 per cent per year between 2015 and 2017, with the services, infrastructure and rail control segments performing best.

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News in brief... According to the latest World Rail Market Study, the outlook for the coming years is similarly positive – provided political efforts are intensified to achieve a level playing field on international markets. Alstom launches online marketplace dedicated to the railway sector At Innotrans in Berlin, Alstom launched StationOne, the first online marketplace dedicated to the railway sector, connecting professionals whose aim is to improve their operational performance. The platform is designed as an efficient way to both promote and get access to a broader choice of products and services for the railway sector. Geoterra and Flodim announce new strategic partnership to provide a unique underground mapping solution The partnership brings together two industry-leading firms to execute specialist underground investigation projects in the UK and Ireland; Geoterra with its capabilities in the surveying of dry voids, cavities and abandoned mines using the C-ALS laser scanning system, and Flodim with its underground cavern technology for the investigation of the condition of submerged or gas filled cavities up to depths of 5,500 metres.

IT INFRASTRUCTURE

Images reveal first glimpse of Hull Trains’ new bullet traininspired fleet Work to construct the first shell of Hull Trains’ new hi-tech Hitachi fleet has been completed, new pictures have unveiled. The new trains, set to run from December 2019, form part of a £60 million investment Hull Trains is making to improve its services for customers. The operator will replace its current fleet of Class 180s with five new intercity Class 802 trains, financed by Angel Trains. These hi-tech trains will operate using both diesel and electric traction, which means that Hull Trains customers will benefit from the East Coast Mainline’s electrified track. Hitachi has used its Japanese bullet train technology to make the trains light and aerodynamic. The trains speed and bi-mode capability contributes to reduced journey times and higher top speeds of 225 kph/140 mph. Customers will also benefit from twenty per cent more seating capacity compared to current services, as well as new interiors for greater customer comfort.

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News in brief... TE Connectivity to power East Anglia’s Bombardier Transportation’s Aventra trains TE Connectivity (TE), a world leader in connectivity and sensors, announced its delivery of transformer downleads and pantograph cables to Bombardier Transportation for East Anglia’s fleet of trains. The equipment will be installed on 22 ten-car and 89 five-car units that Greater Anglia has ordered as part of its largest ever investment in trains for its network in the UK. Construction begins on new Robroyston station Work has begun on the construction of the new Robroyston railway station, the design and build contract which marks the start of the work, has been awarded to AmcoGiffen. Located between Stepps and Springburn on the Glasgow to Cumbernauld line, the new station will include step free platform access, together with two car parks with a total of 258 spaces, offering a new ‘park and ride’ facility for people driving into Glasgow along the nearby M80. Great North Rail Project to provide passengers with better access at Kirkham & Wesham station Passengers in Kirkham & Wesham are to benefit from lifts and a new footbridge which links a brand new platform to the station, providing easier access to trains, thanks to the recent upgrade of the Preston to Blackpool railway. Alstom included in Dow Jones Sustainability Indices for eighth consecutive year Alstom has been included in the Dow Jones Sustainability Indices (DJSI), World and Europe for the eighth consecutive year, attesting to its leading position in sustainable business practices. With an overall score of 81 out of 100 in the DJSI ranking, which represents a four-point improvement compared to last year, for comparable scoring methodology.

More at www.railpro.co.uk

Rail Professional

Track and train colleagues improving service punctuality in the North Train service punctuality is improving for customers in the North, thanks to an ongoing team effort by the rail industry to fix the timetable problems which happened in May this year. In the week following the timetable change on May 21, Northern services were on average 67 per cent punctual. In the fortnight to September 11, Northern services were on average 87 per cent punctual. TransPennine Express (TPE) services were averaging seventy per cent punctuality on May 21 and now they are approaching eighty per cent. The Manchester Rail Operating Centre (ROC) which accommodates 200 staff from Network Rail, TransPennine Express and Northern, controls the railway services across the North. Advanced signalling tools and technology help reduce delays, improve performance, increase capacity and provide better information to passengers. Having track and train colleagues in the same room enables the joint team to react to unforeseen disruption more quickly and efficiently. This helps minimise disruption and ensures customers benefit from faster and realtime information. This state-of-the-art facility was built in 2015 and is one of two in the North of England. The other is in York. There are twelve ROCs nationally.

Further plans for Bakerloo line extension revealed following public consultation Transport for London (TfL) has published its response to issues raised during last year’s consultation on proposals to extend the Bakerloo line beyond Elephant & Castle. These comments have helped to refine the proposals which will be subject to a more detailed public consultation in 2019. More than 4,800 responses were received in the consultation held in Spring 2017, with many taking the chance to show support for the scheme overall. The consultation asked for feedback on proposals for stations at Elephant & Castle, New Cross Gate, Lewisham and two entirely new stations along the Old Kent Road. Based on the consultation responses, TfL has made some decisions on the proposals. These include: • • • • •

Elephant & Castle station Bricklayers Arms Roundabout Old Kent Road stations New Cross Gate station Lewisham station.

Plans are being developed that would see the Bakerloo line station and ticket hall move and integrate with the planned new Northern line ticket hall. Changes to the plans have meant that there should no longer be a need for a ventilation shaft between Elephant & Castle and the Old Kent Road stations due to the shorter tunnel alignment. While a new station at the Bricklayers Arms was considered following comments from the consultation, it will not be progressed. The proposed two stations on the Old Kent Road were carefully selected to maximize growth in jobs and homes to support plans for redevelopment in the area. TfL will work with the London Borough of Southwark to develop public realm improvements in this area. Designs for the potential new station layout are being developed to ensure it will provide an effective, simple and quick interchange for customers between the Bakerloo line, DLR and National Rail services.


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| NEWS

Five bidders invited to negotiate to build new Tyne and Wear Metro fleet

Greater Anglia’s commuter trains start to roll off production line

Transport Executive Nexus has announced the five bidders shortlisted to design, build and maintain a new fleet of trains for the Tyne and Wear Metro. The five bidders, chosen from those who submitted a selection questionnaire to Nexus earlier this summer, are:

The images below show the first carriages from the new Greater Anglia trains which will be used to take commuters from East Anglia into London Liverpool Street, as they near completion. Train manufacturer Bombardier is making 111 new electric trains for Greater Anglia to replace all of the company’s existing commuter trains in Essex, Hertfordshire, Cambridgeshire and parts of Suffolk. The first of the trains, which will all be longer and have more seats on board, are starting to roll off the production line at the Bombardier factory in Derby, ready for testing and commissioning. In total, Bombardier is making 665 new carriages, which will form 22 ten-carriage trains and 89 five-carriage trains. Every train will have more seats, air conditioning, plug and USB sockets, accessible toilets, cycle spaces and free fast Wi-Fi. There will be underfloor heating which will work in combination with air conditioning units, eliminating the need for heating vents at the edges of the carriages, and so create more legroom. There will also be improved customer information screens in each carriage, with details of available seats across the whole train, as well as destination data. There are no doors between the carriages, making it easier to walk through the train and contributing to a lighter, airier interior. The seats have been specially designed for Greater Anglia, with a unique ‘S’ shape to the back for better comfort, which also creates more leg room for the person sitting behind.

• Bombardier Transportation UK • Construcciones y Auxiliar de Ferrocarriles, S.A. (CAF) • Downer EDI Rail – a joint venture between Downer EDI Rail and CRRC Changchun Railway Vehicles • Hitachi Rail Europe • Stadler Bussnang AG. The list will be narrowed down to a single preferred bidder at the end of next year. The first new trains will be delivered two years after that to serve a network which carries more than 36 million passengers, connecting the cities of Sunderland and Newcastle and surrounding communities in northeast England.

Transport for the North Board takes decisive action on the future of the North’s railways The Transport for the North Board met in Sheffield on September 13 and welcomed the allocation of nearly £3 billion over the next five years by Government as the first phase of upgrading the Transpennine railway line. But the Board also made a clear call to ensure that designs for the Transpennine Route Upgrade programme should allow for the full delivery of all outcomes originally agreed: • Target journey times of forty minutes between Leeds and Manchester and 62 minutes between Manchester and York • Six long distance trains per hour, whilst allowing for the same frequency of local trains • Greater capacity through provision for longer trains • The highest reliability levels of any longdistance service in Britain • Provision for freight, with the option to transport containers by rail (which is not currently possible). Rail Professional


12

| NEWS

Borders Railway success revealed as route celebrates third anniversary More than four million journeys have been made on the Borders Railway since it opened to customers three years ago on September 6. The popularity of the thirty-mile-long stretch of track linking Edinburgh with the Scottish Borders has led to year on year increases, with a further 5.8 per cent boost to numbers achieved this year; an impressive 1.5 million journeys in total. As the longest new line built in the UK for over a century, the iconic route takes customers between Tweedbank and Edinburgh in less than an hour, with a half hourly service for most of the day. The project, which involved both ScotRail and Network Rail, included seven new stations – at Shawfair, Eskbank, Newtongrange, Gorebridge, Stow, Galashiels and Tweedbank. Since its official opening by Her Majesty the Queen in 2015, the line has had a

significant economic and social impact on the area – helping to secure ready access to Edinburgh for people across the Borders and connecting the region to the whole of Scotland.

Vintage Trains is Britain’s newest Train Operating Company Vintage Trains has announced the granting of its passenger charter licence by the Office of Rail and Road, becoming the first ever Train Operating Company to be owned by the public and charitably controlled. On Friday June 1 2018, the history of the Great Western Railway steam depot at Tyseley in Birmingham reached a significant milestone. The Vintage Trains Community Benefit Society share offer had raised over £850,000, enabling Vintage Trains (VTL) to be launched. Securing its passenger operating licence

means that VTL can now start running steam hauled, Pullman dining trains on the UK mainline rail network. Michael Whitehouse, Chairman of Vintage Trains Community Benefit Society said: ‘The successful share issue that has enabled our TOC status is the start of a very exciting journey to develop Tyseley into a global centre of excellence in the running and ongoing preservation of steam on the main line and in turn, maintain the heritage skills required to do so. And of course, our very first engine returns from overhaul to lead the charge – 7029 Clun Castle.’

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VIEWPOINT |

15

In the passenger seat David Sidebottom

Passengers must be front and centre of rail services Trust in the railway in some areas is close to rock-bottom. Compensation for passengers affected by the timetable crisis is an important first step

T

o allow passengers to move on from the timetable crisis and to rebuild trust the industry must maintain a focus on recovering day-to-day performance. In the interim the announcement that Northern railway passengers will see the introduction from next January of a 15-minute delay trigger for compensation

Transport Focus has continually pushed for this enhanced compensation deal that will benefit all passengers, ensuring they get the compensation they deserve. Passengers on TransPennine Express will now want to know when they can expect the same deal

is a welcome step following months of cancellations and delays. Transport Focus has continually pushed for this enhanced compensation deal that will benefit all passengers, ensuring they get the compensation they deserve. Passengers on TransPennine Express will now want to know when they can expect the same deal.

We’ve also been monitoring how the compensation offered to Northern and TransPennine Express season ticket holders has been communicated. We asked passengers on our Transport User Panel about their awareness of this additional compensation and their experience of making a claim.


16

| VIEWPOINT

Overall the results are reassuring: they indicate most passengers are aware to some extent of what is on offer and many have already claimed, but the research also highlights that train companies need to continue communicating about the scheme and to actively prompt the remaining eligible passengers to claim. We intend to ask Great Northern and Thameslink passengers about their awareness and experience of claiming similar compensation soon. The review of the rail industry on its way is also welcome in some ways: the torrid Summer that some passengers have just

endured, and fares rises in the pipeline, do require a wider review than the current Office of Rail and Road investigation into the timetable meltdown. However, such a review also carries risks and it is crucial that any such review focuses on what passengers want. All of our research, when boiled down, points to the crucial importance of delivering the basics. Reliable, frequent, clean trains with staff around when you need them will go a long way to satisfying passengers. The franchise that delivers fast services on the east coast has gone through many hands, both public and private. What has remained remarkably consistent is passenger satisfaction as measured by our National Rail Passenger Survey which remained unchanged in the Spring of this year compared to a year before (at 87 per cent good). Not surprising really: same trains, same staff, pretty similar ticketing and barely a different timetable all tend to suggest the financial machinery in the franchising

process is more at fault than the delivery mechanism. Probably the only research finding we have on this issue is the fact that passengers want someone clearly in charge of their service. That is, an accountable person who can set out plans and answer for day to day performance. Having someone in charge of ‘your’ services is, of course, only part of the solution as decisions about services in other areas can affect yours – so we perhaps also need to see someone placed in charge of the entire system. On the back of massive investment in trains, scores from Thameslink passengers on both track and stations were going up before the May 20 timetable change. The recent Transport Select Committee evidence session on the timetable crisis was a good opportunity to reflect again on what happened. How change is planned and managed within a system with many actors and incentives seems to be far more the key issue going forward than who is running what. So, a rail review? Ok, but only and so long as it departs, travels and arrives with the needs of passengers firmly front and centre. David Sidebottom is Director at Transport Focus

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FEATURE | VIEWPOINT

Laying down the law

19

Martin Fleetwood

Do it with dignity Martin Fleetwood, Consultant for Addleshaw Goddard LLP details what a company’s dignity at work policy should look like and how it can be implemented

T

he summer holidays are over, and most employees are back at work with various tales of their summer exploits. As the workforce returns, now may be a good time to check in on your business’ dignity at work policy. Dignity at work is the term which describes a positive approach to conducting workplace relationships. It is based on a commitment to restrict all forms of unacceptable behaviour in the workplace, including bullying and harassment, and for all employees to be treated with respect. An effective dignity at work programme can provide a framework to deal with inappropriate behaviour. It can also help to define more clearly the types of behaviour considered to be acceptable and

Dignity at work is the term which describes a positive approach to conducting workplace relationships. It is based on a commitment to restrict all forms of unacceptable behaviour in the workplace, including bullying and harassment, and for all employees to be treated with respect

unacceptable and to develop initiatives, procedures and processes to deal with unacceptable forms of behaviour. Is a policy necessary? Employers have a responsibility to investigate and deal with work-related complaints of unlawful discrimination and to try and put them right. Where there are accusations of bullying or harassment they should always be taken seriously, regardless of whether a work team might consider it ‘harmless banter’. If not managed at an early stage, such complaints can turn into an employment tribunal claim with the associated drain on the time of senior staff and cost to the business. A policy which sets out clear examples of actions and behaviours which will not be tolerated should make it easier for employees to identify bullying and harassment in the workplace and to raise it as an issue. It also means that employees will be aware of what is expected of them. Dignity at work issues apply not only to existing employees, but also to those applying for a job with the business. As a result those employees interviewing job applicants should be particularly mindful of how they conduct themselves during the interview. What should the policy cover? Generally, a dignity at work policy should cover the following areas: • Provide a statement of the business’ commitment to tackle unacceptable behaviour and to promote dignity at work • Provide a summary of the key issues that need to be addressed with clear aims and objectives on how this will be achieved • Provide an action plan setting out specific objectives and activities and who will be responsible for them • Set out the protected characteristics

• •

covered by the Equalities Act 2010 such as age, sex and disability and clearly state that any bullying or harassment of employees in connection with these will not be tolerated. This also applies to potential employees applying for a job with the business Provide clear examples of actions and behaviours which would be considered bullying and/or harassment, or which would otherwise be considered unacceptable Clearly state that bullying, harassment and the other unacceptable behaviours will be treated as a disciplinary offence and set out the possible actions that could be taken against an offending employee Set out details of how an employee or job applicant can make a complaint Clearly state that complaints of bullying, harassment or other unacceptable behaviours will be dealt with within a reasonable time and will be treated seriously and confidentially. It should also be clear that anyone making a complaint will be protected from any form of victimisation Describe the support that will be provided to an employee or job applicant if they feel that they are being bullied and/or harassed and/or subject to other unacceptable behaviour Describe the support, training and other assistance that will be given to employees to help them spot and raise issues regarding bullying, harassment or other unacceptable behaviour in the workplace Set out how the policy will be implemented and who will have responsibility for ensuring it is reviewed and monitored on a regular basis.

It is likely that there will be some overlap with the dignity at work policy and other company policies such as grievance policies Rail Professional


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Training on implementing the policy and dealing with complaints will need to be provided to managers. In addition, training should also be available to members of the workforce so that they are aware of what constitutes unacceptable behaviour and what they can do help promote a culture of zero tolerance to bullying and harassment and equality and diversity statements or policies. In such a case the policies should be consistent in those areas where they overlap. Applying the policy in practice For the policy to be effective and to command the respect of a business’ employees, there needs to be a clear and consistent communication of the policy to

all employees to ensure that they are fully informed of the expectations imposed on them by the policy. Senior management should be committed to the policy and adherence should be filtered down at all leadership levels. This will ensure that a consistent message is passed to the workforce. Training on implementing the policy

and dealing with complaints will need to be provided to managers. In addition, training should also be available to members of the workforce so that they are aware of what constitutes unacceptable behaviour and what they can do help promote a culture of zero tolerance to bullying and harassment. Given the cost to a business in both time and money in dealing with bullying and harassment claims, particularly if they involve an employment tribunal, putting in place a zero-tolerance culture should prove to be money well spent.

Martin has recently moved to Addleshaw Goddard, where he has joined the firm’s Transport practice. Within this, the Rail Team has over thirty lawyers who advise clients in both the private and public sectors across a wide range of legal areas. As well as employment issues, this includes operational matters, franchises, concessions, contracts, finance, regulatory, property, environmental and procurement issues.

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

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VIEWPOINT FEATURE |

Women in rail

23

Adeline Ginn

Women in Rail repowers mentoring scheme for 2019 Women in Rail’s hugely successful cross-industry mentoring programme is being reinvigorated as we enter 2019 with enhanced momentum

T

he WR mentoring programme has been hugely successful since its inception in 2014, with participation growing from 12 pairs in its first year to 260 pairs in 2017. This year, the WR team has decided to ‘repower’ it as a cutting-edge cross-

To achieve this, we are collaborating with Moving Ahead, a specialist mentoring organisation that is behind the design and management of the mentoring algorithm that supports the matching of mentors to mentees across a number of organisations, including the hugely successful thirty per cent Club

industry mentoring programme. To achieve this, we are collaborating with Moving Ahead, a specialist mentoring organisation that is behind the design and management of the mentoring algorithm that supports the matching of mentors to mentees across a number of organisations, including the hugely successful 30% Club. The purpose of the repowered WR mentoring programme is to continue providing powerful partnerships between burgeoning talent and senior executives, with a renewed effort on increasing diversity across the rail sector. Starting with gender diversity as the core focus we will embrace diversity over time, championing lateral thinking, cross-fertilisation of ideas, thinking and networks in the industry. To ensure the continued success of the programme, this year, we are reaching out to organisations in UK rail, encouraging them to proactively collaborate with us by putting forward mentors and mentees from their own workforce to take part in the scheme, at a cost of c.£250 per individual. The repowered programme retains its unique selling point of a cross-industry mentoring initiative where mentees are matched with a mentor from a different company, based on the requirements they have entered on their profile (which include location, personal interests, technical skills and experience). Our collaboration with Moving Ahead

will enable us to make the matching of mentor and mentee a cutting-edge process, providing the best possible partnership for both parties. Matching will be carried out by Atlas, Moving Ahead’s world class algorithm, Rail Professional


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and reviewed by the WR mentoring team, in collaboration with Moving Ahead and participating organisations. Mentors and mentees will be given

access to an intranet. They will also receive professional training via an online learning platform, live workshops and masterclasses and will be invited to attend networking events where they will have an opportunity to expand their network within the UK railway industry. In line with our core charitable aims, we are also launching a Pro-Bono Fund. The purpose of such a charitable Fund is to enable women associated with the UK railway industry to take part in the programme as a mentee free of charge. Eligible women will be job seekers, women in transition, on care leave or women from organisations not able to take part in this initiative, with consideration being given to WR’s core aim of promoting diversity in UK rail. Of course, specific and strict eligibility criteria will apply. As in previous years, the mentors will be experienced men and women working across the UK rail industry. For 2019, the programme will continue to focus solely on female talent for its mentee intake. However, from 2020, WR intends the programme to include both men and women working in the industry, ensuring everyone employed in our railway has an opportunity to benefit from this initiative. The repowered WR mentoring programme is supported by the DfT, the

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Mentors and mentees will be given access to an intranet. They will also receive professional training via an online learning platform, live workshops and masterclasses and be invited to attend networking events where they will have an opportunity to expand their network within the UK railway industry Rail Delivery Group, Network Rail, Morson and BEIS, and will be officially launching on October 4. For more information, please email wr@womeninrail.org.


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VIEWPOINT FEATURE |

27

The Cheek of it... Chris Cheek

Mrs May’s review: here’s my two pennyworth Chris Cheek offers a review of rail franchising set against the history of privatisation and the past 25 years as a whole

I

realised the other day that I have been tracking the rail industry quite closely now for more than 25 years, ever since we published the first edition of Rail Industry Monitor in 1993 as the Railways Bill was making its way through Parliament. Over that period, there have been some notable achievements – more than the public or especially the media are usually prepared to acknowledge. Not the least of these was to change the culture of the

The whole thing has been made more toxic by issues of personal abuse, misinformation and social media bullying. Pity the managers and supervisors who have to recover from all this and try and rebuild workforce morale and the sense of teamwork that successful businesses need

industry on safety in the wake of some pretty terrible incidents either side of the privatisation process. Then of course there has been the whole railway renaissance – a doubling of passenger journeys in twenty years, and a railway system that is today carrying more passengers than at any time since 1923. The modernisation of the system is still a work in progress, but the likelihood is that the network will be unrecognisable in the next couple of years. Compared with the warbattered, exhausted network littered with pre-war rolling stock that I grew up with, it already is. Against that, there have undoubtedly been failures – most notably by the infrastructure provider (initially Railtrack which then morphed into Network Rail) – in terms of project delivery, sticking to budgets and cost inflation. Day to day performance has deteriorated in recent years to an unacceptable extent – and the physical incarnation of all this manifested itself in the meltdown which followed the introduction of the new timetable earlier this Summer. The other big failure has been in industrial relations. Throughout my childhood and young adulthood the railways seemed to exist in a state of armed truce, punctuated by lightning strikes, overtime bans or ‘works to rule’ every few months as one issue or another boiled over into some form of industrial action – timetable and roster changes were typical triggers, and there were much bigger issues, such as single manning of locomotives or other post-steam changes to working methods, which bubbled

up from time to time. Things did improve for a while after the blood-letting over the strikes of 1982 and the signalmen’s strike of 1994, but we can see with the benefit of hindsight that all too often industrial peace was purchased from the workforce, and the price was to give them what they wanted. Thus, attempts to introduce single manning on South West Trains were abandoned in the face of resistance, even though it had been implemented successfully on other parts of the commuter network south of the Thames. Stagecoach’s attempts to improve roster efficiency in the early days of the SWT franchise were met with resistance and high levels of sickness, prompting ministers (led by John Prescott) to force management to cave in and withdraw the changes. Real-term labour costs at the train operators continued to grow apace throughout the recession and its aftermath, even when wages were falling in other industries. Thus, the novel idea that a set of ministers and managers would actually stand up to militancy from RMT and ASLEF came as a bit of a shock, and the whole thing erupted into one of the bitterest labour disputes of modern times, spreading beyond the original business to more parts of the country. The whole thing has been made more toxic by issues of personal abuse, misinformation and social media bullying. Pity the managers and supervisors who have to recover from all this and try and rebuild workforce morale and the sense of teamwork that successful businesses need. As I foreshadowed in my last column, all Rail Professional


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this has resulted in the standard political cry of ‘something must be done!’, and so we are to have another review. One can hear the delighted chortle of Sir Humphrey Appleby, as he looks forward to the agendas, minutes, position papers and endless meetings that will undoubtedly follow: ‘much fruitful activity’, as he put it in one episode of Yes, Minister. My review of rail franchising I have five key messages: 1. Small is beautiful. Break up the big unwieldy franchises and create smaller, more market-specific businesses. There is strong statistical evidence that the smaller franchises such as Anglia, Chiltern and Cardiff Railway performed better, grew more strongly and enjoyed better customer relations. Remember BR sectorisation – splitting the network into different market types (regional, commuter and InterCity) was done for a good reason, which remains valid. We should avoid franchises that cross these boundaries. 2. Stop micro-managing and step back. The first franchises were let using a much looser service specification, which laid

down such things as first and last trains and minimum frequencies, but otherwise left it to TOC managements to flex the network above and around that level. This enabled them to try new ideas, acknowledging that not all of them would work. This was a much better approach than specifying complete sets of timetables for entire franchise periods, especially given the uncertainties of patronage and revenue forecasts. 3. Franchises are too short – they do not encourage or incentivise investment – not just in physical assets, but in the organic growth of the brand, in creating a coherent and committed workforce and in taking risks. It seems to me that the franchises that really worked were the ones which were originally granted for 15 years or more. Longer contracts would bring greater flexibility in the financial planning of franchises out of necessity. This is essential. The ending of the East Coast franchise earlier this year when revenue had been over-estimated by two per cent per annum was ludicrous and unnecessary. Risk-sharing should be the name of the game, not scapegoating. 4. The review should also address the

question of financial sustainability: we need a framework where entrepreneurs and management teams can enter the competitions as they did back in the late 1990s – we can create real contests for smaller businesses that way, rather than our increasing reliance on risk averse overzealous corporates. 5. We need an approach in which the culture of the railway industry can be changed decisively from an operations-led focus on moving large lumps of metal into a customer-led focus on the industry’s primary role of moving people efficiently, promptly and cost-effectively Back in the 1990s, the idea of privatisation was to provide a framework in which private sector capital and private sector enterprise could unlock the potential of Britain’s railway network. 25 years on, we are still struggling to provide that framework effectively. Railway privatisation has not been the disaster that so many people claim; neither has it been the triumphant success that it advocates proclaimed. Maybe another set of reforms might get us there – and addressing my five points above could well get us along that road.

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m Engineering Ltd - Rail Sector Supplier m Engineering Ltd remains a family run company and preferred supplier to t ar, Defence, Rail, Steel, Oil & Gas, Subsea & Power Generation industri m Engineering is an expert in turnkey project management and this uniq ess provides in-house complementary services of CAD/CAM proof machinin fabrication (BSEN ISO 3834-2), medium-heavy (30t – 10m) CNC machinin Welding and complex assembly & testing for batch and one off productio m Engineering Ltd also manufactures `safety critical’ components across s under a range of qualifications. See www.oldham-eng.com Oldham Engineering Ltd - Rail Sector Supplier Oldham Engineering Ltd remains a family run company and preferred supplier to the Nuclear, Defence, Rail, Steel, Oil & Gas, Subsea & Power Generation industries. Oldham Engineering is an expert in turnkey project management and this unique business provides in-house complementary services of CAD/CAM proof machining, coded fabrication (BSEN ISO 3834-2), medium-heavy (30t – 10m) CNC machining, Robot Welding and complex assembly & testing for batch and one off production. Oldham Engineering Ltd also manufactures `safety critical’ components across all sectors under a range of qualifications. See www.oldham-eng.com

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VIEWPOINT FEATURE |

31

Straight talking from the heart of the rail supply chain Eli Rees King, Marketing Communications Director at the Rail Alliance explains the goals and purpose of the Rail Supply Group

W

orking closely with organisations within the supply chain from top tier and OEMs right down to the micro SMEs, not only does the Rail Alliance have the capability to understand business from a grass-roots level, but as a team dedicated to helping the sector, we make it our business to build relationships and bonds with all of the key supporting entities that bolster and promote rail business in the UK and overseas. Over the next few months the Rail Alliance will be shining a spotlight on current topics and issues as well as raising greater awareness and understanding of the support network that exists for businesses in rail. This month we are focusing on the Rail Supply Group and what this important body does and is doing for UK rail. What does the RSG mean to you? The purpose of the RSG Let’s start with understanding why the RSG was created and the ethos behind its existence. The Rail Supply Group (RSG) is the leadership body for the rail supply sector, working in partnership with the Rail Delivery Group (RDG) to set the direction for the industry. It provides leadership and guidance to industry and Government, and leads on a programme of work on behalf of the UK rail supply chain. The RSG Council composition is fully representative of the UK rail supply chain, covering the breadth and depth of the supply chain and its sub categories, from SMEs to OEMs, with senior industry leaders owning the work-streams and cross cutting programmes. Formed in 2014, the RSG is the only rail body to have members from Government and the private sector, focusing on supporting and enhancing the rail supply

chain. It aims to strengthen the capability and competitiveness of the UK rail supply chain to grow business at home and abroad and focuses on four areas of work:   1. Driving growth 2. Accelerating innovation 3. Doubling exports  4. Improving skills   As well as these four work-streams, there are also some crucial cross-cutting themes that are important across a number of the work-streams. These include a focus on supporting SMEs (SME Council), the impact of Brexit and the importance of developing a Rail Sector Deal that delivers for the whole industry and the Digital Railway. Aims of the RSG: • Ensuring that the UK rail supply industry is cohesive and aligned, to maximise potential to win major UK contracts • Increasing exports by promoting the UK’s excellent rail products, services and technologies internationally • Promoting and improving our domestic market capability and strengths • Playing an important role in increasing UK productivity • Providing leadership, direction and structure for the UK rail industry – a single supply chain voice with whom Government can agree priorities • Enabling the UK rail supply chain and Government to discuss, review, align and maximise industry procurement strategies.   How will it do this? • Stimulate growth, innovation and change in the rail supply chain for the benefit of the UK • Develop a strategy to strengthen the capability and competitiveness of the UK rail supply chain to grow business at home and abroad

• Map the existing resources and capability of the supply chain and assess the future strategic competitive potential • Support the supply chain to navigate the complex rail landscape and to identify opportunities for simplification • Recommend how rail investment could be delivered in the most cost effective and efficient ways • Help the supply chain to identify funding sources and act as a single voice in attracting additional funding • Encourage greater collaboration between the supply chain and wider industry. RSG Productivity Pledge: • A strategic approach to procurement and planning • A clear plan to drive world-class UK technologies • A coherent skills plan to attract the best talent and increase productivity • A comprehensive package of support for SMEs • A fresh, coordinated approach to increase exports and inward investment. Rail Supply Growth Fund The rail industry in the UK is growing rapidly and together with the large scale investments into the rail industry this is already providing significant commercial opportunities for ambitions existing or new suppliers to the rail supply sector. A strong


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rail supply sector is critical for the government’s plans for a modern rail system. Whether it be for high speed, conventional, freight, metro or light rail, it is essential to unlock economic growth, create and maintain jobs as well as connecting communities. Delivering such a world class railway will require a developing, innovative and responsive UK based rail supply sector. The RSG supports the Rail Supply Growth Fund which provides access to affordable finance to increase the capability, competitiveness and productivity of businesses either currently operating in the rail supply sector or for businesses aiming to enter it through crossover products and services. How RSG helps individual organisations in the supply chain Well the truth is that the RSG works on behalf of the UK rail supply industry as a whole, rather than any single supplier. It is about providing the voice and the power to support the sector as a collective through engaging closely with the supply chain at

large to create momentum and activity within the four areas that will stand the UK as a serious world contender in global rail innovation, systems and delivery. The RSG cannot afford to operate in isolation from what’s happening at grass roots and relies heavily on key supporting agents like the Rail Alliance, Railway Industry Association and Rail Forum to provide the critical link to industry. Top tier organisations tend to hold a privileged position with Government due to the direct and intrinsic relationship they have to the UK economic health and GVA. This is not necessarily the same reality for SMEs who rely on trade bodies such as the Rail Alliance to ensure their needs and challenges are addressed, and fundamentally, resolved.   It for this reason that the SME Council was established so that a balanced and objective view of SMEs could be effectively communicated and represented at RSG Council and through that to government. Over the coming months under the leadership of Colin Flack (Executive Director

at the Rail Alliance), this Council is set to become more regional in its approach in order to better engage with a wider crosssection of UK businesses. If you would like to become more involved or engaged, please do contact RSG through the website. Eli Rees-King is Marketing Communications Director at the Rail Alliance.

Rail Alliance profile As the rail sector’s largest dedicated B2B networking organisation, the Rail Alliance is all about bringing customers, suppliers and supply chain opportunities together. It is a membership organisation that sits at the very heart of the rail supply chain. Born out of the Manufacturing Advisory Service (MAS – established in the West Midlands in 1996), the Rail Alliance has evolved as a leading representative of the UK rail supply chain community. Its broad spectrum of membership extends way beyond rail and positions the Rail Alliance as the go-to membership organisation for B2B diversity, ingenuity and innovation. For more information visit: Rail Alliance: www.railalliance.co.uk / twitter: @therailalliance and for the Rail Supply Group go to www.railsupplygroup.org / twitter: @RailSupplyGrp

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| INTERVIEW

Florence Eshalomi Sam Sherwood-Hale spoke to Florence Eshalomi AM, Labour’s London Assembly Spokesperson for Transport

F

lorence Eshalomi AM is the London Assembly Member for Lambeth and Southwark and a Labour Co-operative politician. Florence is also a member of the London Assembly Transport Committee which examines all aspects of the capital’s transport system in order to press for improvements for Londoners. The Committee pays particular attention to how the Mayor’s Transport Strategy is being implemented and looks closely at the work of Transport for London and other transport operators. What are your thoughts on devolution? It is absolutely integral that the Government reconsiders the case for the devolution of London’s rail services to TfL. We have seen rail operators such as Govia Thameslink fail passengers time and time again, with endless delays and cancellations to their services in the midst of their chaotic timetable changes. It is clear that London’s beleaguered commuters deserve better, but they are instead being punished with exorbitant fare rises and seeming indifference from the Government. Placing services in the more capable hands of TfL would put an end to the misery. How do you think London’s tube network compares to the rest of Europe, or cities like New York for example? We are lucky to have one of the safest and most extensive tube networks in the world, reaching far into the outer-boroughs and suburbs. The Underground is deeply ingrained in our capital’s identity, and for many visitors to London it is a tourist attraction in itself. Our expansive and hugely successful night-time economy sets us apart from other European cities, so I am glad that we have finally joined New York and introduced the night-tube which generated £190 million to London’s economy last year alone. Unfortunately, London’s transport system is also unique for reasons that are decidedly less positive. The Government’s removal of its £700 million a year operational grant to TfL means that London is now the only city in Europe that does not receive a day-to-day transport subsidy. This decision to cut such vital funding from TfL, approved by the previous Mayor, Rail Professional

Boris Johnson, is incredibly irresponsible and short-sighted when the demands being placed on our transport system will continue to significantly increase. Part of your responsibility on the Transport Committee is to scrutinise the implementation of the Mayor’s Transport Strategy, how important is the role of rail in the strategy?

There are ambitious targets set for the future of London’s rail services in the Mayor’s Transport Strategy, with a significant focus on improving connectivity and mitigating the pressing issue of overcrowding. For example, the Mayor has pledged to put the necessary measures in place now in order to lay the foundations for rail capacity to increase by at least eighty per cent by 2041. It is made clear that the delivery of


INTERVIEW |

large-scale projects such as Crossrail 2 will be key to achieving this. However, the Strategy also acknowledges the limitations of the Mayor’s powers over London’s rail services, and the reality that the issues commuters encounter today with certain operators appear unlikely to be resolved with any urgency unless more oversight and authority is devolved. Following our hearings and investigations over the Summer, the Transport Committee will publish a report on Future Rail in London in the near future, to further explore some of these issues. In your opinion, how can rail help sustainable travel in London? Ensuring that London has a modernised and integrated rail network is an essential to tackling congestion and emissions on the roads of the capital. It is all about providing alternatives, and this can be seen in the measures that the Mayor is taking to boost the uptake of walking and cycling in the capital. The reality is that for thousands of commuters living in the outer boroughs and beyond, rail services offer one of the only other options to driving. However, I can imagine that rising fares, and the unreliable reputation of certain train operators have put many off. To heal the damaged perceptions of rail transport and encourage more commuters to adopt this sustainable option, it is vital that more services are placed under the control of TfL. How can cycling infrastructure in London be improved so that cycling

and rail travel can work more harmoniously? It is fundamental that we continue to aim for the ever-closer integration of cycling and rail travel. In terms of achieving this, cyclists need safer and more direct routes to stations and the provision of larger and more secure parking capacity. It can often go overlooked, but station entrances can also pose challenges for cyclists, who are often forced to carry their heavy bikes up steep steps. A simple and cost-effective solution would be to install wheeling ramps more widely across the rail network. What have you learned about London’s transport system in your time on the Transport Committee? London has one of the most complex and advanced transport systems in the world, and the whole infrastructure of our capital relies on it. It has been evident from my work on the Committee, that the variety of transportation modes on offer in London is increasing rapidly, with the sector attracting more and more interest and investment from private companies. However, to ensure that the growth of the network works for all Londoners, we must give strategic priority to more sustainable options, such as walking and cycling, whilst reasonably enforcing regulation in other areas, such as the burgeoning private hire vehicle sector. What changes would you like to see in the future and what do you think is the best way to bring them about?

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I would like to see a continued focus on ensuring that our transport network is affordable and accessible for all Londoners. It has been positive to work with a Mayor who has largely prioritised this, through the introduction of the fares-freeze, the Hopper Fare and his large-scale and sustained investment in providing more widespread step-free access across the underground network. There is also the urgent issue of the dangerous levels of air pollution that blight our streets, so I would also like to see the Mayor roll-out even more hybrid buses, comprehensively enhance London’s cycling infrastructure, and ensure the Ultra Low Emissions Zone is extended further. What benefits do you expect the Elizabeth line (Crossrail) will bring for passengers in London? I was disappointed at the recent announcement that Crossrail’s opening would be pushed back to next Autumn. It is undeniable that its impact will be vast, adding ten per cent more capacity to our transport system and enabling 1.5 million more passengers to reach Central London within 45 minutes. As well as improving connectivity, it will also significantly enhance accessibility across the network, with upgrades being made to every Crossrail station to provide step-free access from platform level. This will make a huge difference for wheelchair users and those with mobility issues that currently struggle to get around the capital. As a commuting mother with a toddler and infant in a pushchair I can’t wait for more step free access across our transport system.

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VIEWPOINT FEATURE |

37

Make the most of a review With the prospect of a substantial review of the industry’s management and structure on the horizon, how should the industry be preparing itself? Andy Meaney explains

‘H

ave a good crisis’ is the advice that often emerges at times when things feel like they’re being thrown up in the air. And with the prospect of a major industry review – potentially at least the fifth in the last eight years (McNulty, Brown, Bowe, Hendy, Shaw) – in the offing, people working in the industry will indeed be wondering how to have a good crisis… My advice is quite simple – be clear about what good looks like. If you’re clear on what outcomes you want to achieve, and

It’s easy to forget key principles such as these as people are getting excited about radical reform – but ignoring the people buying the product, and the people working hard to provide it would be counterproductive

follow those threads through the process, then you’re highly likely to get something resembling what you want. Let’s be clear what’s meant by outcomes, though. They’re not some pre-destined change in industry structure, the delivery of a specific new technology into a part of the industry value chain, or that bump in profitability that you’ve been angling for. Rather, they’re more fundamental, and go to the role that the industry is playing in the economy. For example, you might include: • Passengers and freight customers value what the industry provides for them • Maximise the contribution of rail to the UK economy • Ensure well-run businesses have a profitable, sustainable future in the industry • Innovation is encouraged and rewarded • Employees are engaged in the future of the business. It’s easy to forget key principles such as these as people are getting excited about radical reform – but ignoring the people buying the product and the people working hard to provide it would be counterproductive. Along the course of the review, many industry-specific factors – which will force those leading the review to confront some important trade-offs – will need to be borne in mind, when deciding how to reach the preferred outcomes. Who pays for what is one of these factors. As in most industries, in GB rail the customer contributes towards the cost of their service, as well towards a set of costs that are shared with other passengers or freight customers. However, in GB rail, this

is amplified considerably by the regulation of fares, and averaging of infrastructure costs across users – so both the changes in prices, and the way in which work on the network is charged for, mean that fares bear limited relation to what is being provided. There are some good reasons for this, but the disconnect between service provided and price paid is difficult to explain to members of the public. Risk is another important factor. Franchises are risky businesses, facing lots of revenue risk without the ability to change the level of service as passengers choose (or do not choose) rail. And the catastrophic risk that part of the infrastructure might be affected by extreme weather is easier to bear at a national level than it is at a regional level – experience from the British Rail era is that without the ability to call on a wider funding stream, many damaged parts of the network are simply left without services. One final factor – of many – is the extent of competition (and therefore choice). Users of the network who don’t have choice between how they get from A to B, or how to pay for their travel, or how to get to and from the station, are likely to be less satisfied with their overall experience. This is going to be even worse if they’re a vulnerable customer, who either doesn’t feel their needs are being met, or might not understand how to get the most out of a service. While a review isn’t going to lead to a host of new services in congested locations, it may well enable people to feel as though they have more control over an important part of their life – their rail journey. So – how to have a good crisis? Be well prepared and be clear about what you want to achieve.


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VIEWPOINT FEATURE |

39

Back to business Ben Blackburn, Senior Account Director at Freshwater, tells us what’s in store for Westminster this Autumn

W

ith the new Parliamentary session back in full swing, now is a good time to reflect on what was a challenging Summer for both the main parties and to look ahead to what the Autumn holds for Westminster and the rail sector. Deal or no deal Obviously, Brexit remains top of the agenda and this Summer saw the lens of enquiry shift noticeably towards the implications of a no-deal scenario and, simultaneously, calls for a popular vote on the final deal becoming crystallised. Brexit not only defines the mission for the Government but also for the Conservative party, for whom the question

Even slimmer are the chances of a snap general election. The Fixed-Term Parliaments Act requires a two-thirds majority of the House of Commons; given the current parliamentary arithmetic, this would require a sizeable number of Conservative backbenchers to vote against the Prime Minister

of how skirmishes between hard and soft cliques can be resolved hangs like the Sword of Damocles over Theresa May. Murmurings of a leadership challenge are endless, but without any obvious and willing candidates appearing the likelihood of Mrs May being ousted before Brexit is triggered on March 29 2019 remains odds-off. Yet, with reports of vigorous meetings of the European Research Group, the (moderate) Tory Reform Group and the 1922 Committee of backbenchers, the battle for the soul of the party appears to be reaching a peak. Even slimmer are the chances of a snap general election. The Fixed-Term Parliaments Act requires a two-thirds

majority of the House of Commons; given the current parliamentary arithmetic, this would require a sizeable number of Conservative backbenchers to vote against the Prime Minister. While many, on both sides of the Brexit divide, are agitating against May, her advisors will calculate that most would stay loyal rather than give Jeremy Corbyn a second opportunity to show off his superior campaigning skills. While we shouldn’t yet get too carried away by early general elections and leadership challenges, we might have more cause to do so should parliament’s vote on the Chequers plan go the way that a reported fifty-plus Tory backbenchers want


40

| VIEWPOINT

it to. A defeat for the Government would force it to fundamentally rethink its plan and to seek more concessions from Barnier et al. Labour Meanwhile, for Labour and Jeremy Corbyn, their recent struggles have entirely destroyed the summer’s ‘Build it in Britain’ campaign to describe how a Labour Government would revive the country’s manufacturing sector, including enabling UK suppliers to be more competitive on major domestic infrastructure projects. Labour’s own problems over Brexit have combined to give moderates dissatisfied by Corbyn’s agenda regular opportunities to voice their feelings and, on the other side, the leader’s supporters plenty of fodder to campaign for deselections. Major rail milestones It has been a tricky Summer, too, for the rail industry. Crossrail, generally perceived as being an exemplar project, is now slated to open nine months late, in Autumn 2019. This news comes hot on the heels of one of Rail Minister Jo Johnson’s, final preSummer acts – to announce Crossrail was running nearly £600 million over budget. As well as northern leaders being rather irked at the ease with which the

Government found the extra cash, in light of the project’s subsequent delay Johnson’s statement that it was ’93 per cent complete’ leads one to wonder whether that assessment was delivered by a minister fullybriefed on the facts and, if he was, what happened within a matter of weeks to throw it so dramatically off course. Confidence that HS2 will be delivered in a full and timely manner also took a hit towards the end of the Summer, when it was reported that the legislative process for Phase 2b will be delayed by twelve months. This is purportedly a strategic move – so that the delivery of the Leeds and Manchester legs can advance in lock-step with the Transpennine Route Upgrade – but nevertheless adds to a sense that the project is still not out of the woods, particularly as worries about its budget continue to mount. On HS2 and Crossrail, the DfT’s ability to control the message has been diminished by their coincidence with recess: Transport Secretary Chris Grayling and his team will have to be assertive and timely in their messages to the industry so that fundamental concerns about both projects are not allowed to snowball. All this coincides with some major short-term milestones for the UK railway. The Strategic Outline Business Case for Northern Powerhouse Rail was due to

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VIEWPOINT FEATURE |

43

Learning from the past The Institution of Occupational Safety and Health’s (IOSH) annual Rail Industry Conference will focus on how past lessons can ensure a safer future. Keith Morey, former Chair of the IOSH Railway Group, explains why the topic was chosen

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ailways are a very safe way to travel. They are also a safe place to work when compared with other industries. There were 15 passenger fatalities in the UK in 2016-17 (the most recent available figures from the Office of Road and Rail (ORR) at the time of writing). This was an increase of 11 from two years previously but seven of the deaths were caused by the Croydon tram derailment in November 2016. In the same year, there were 6,866 recorded injuries on the national rail system. Not all of the deaths and injuries were caused by a crash, with causes ranging from platform edge incidents and contact with objects and other people to slips, trips

In terms of the railway workforce, in 2016-17 there was one worker fatality and 6,713 worker injuries on the rail network. From this we can conclude, that railways in the UK are safe compared to other forms of transport and other employment sectors

and falls. By comparison, in the calendar year of 2016, there were 1,792 reported deaths on the roads along with 181,384 accidents – 24,101 of them regarded as serious injuries. The Civil Aviation authority reported 21 fatalities over the same period, with 32,923 incidents, of which there were 29 serious injuries. In terms of the railway workforce, in 2016-17 there was one worker fatality and 6,713 worker injuries on the rail network. From this we can conclude, that railways in the UK are safe compared to other forms of transport and other employment sectors. That, however, hasn’t always been the case. If you go back to the early days of our railways, in the first half of the 19th Century, there were huge numbers of risks which weren’t managed, leading to high levels of fatalities and injuries for workers and passengers alike. These included lack of signalling, exploding engines and poor braking systems – things which many could take for granted today. The key is that we have learned from the issues of yesteryear. We have used the safety issues caused by these deficiencies and made the rail network safer. To take the examples mentioned, we’ve had the introduction of block signalling, guidance on avoiding boiler explosion and fitted air and vacuum brakes. Yet the railways aren’t perfect. People are still getting injured and killed, so we must continue to strive for new ways of avoiding this; we must learn from the lessons we experience today to make things safer tomorrow. That is the only way we can push towards an even safer railway. At the Institution of Occupational Safety and Health’s annual Rail Industry Conference, we’ll examine this theme. We will look at the industry document

produced by the Rail Safety and Standards Board, which lays out 12 areas which cause safety risks. What areas are these? One of them is fatigue. People in the rail industry often work long hours, often overnight. This naturally causes fatigue, which can lead to poor judgement and, as a consequence, safety risks. According to the ORR, these risks can include: • A driver moves away without waiting for permission • A track worker carrying out maintenance or renewal work fails to complete necessary checks or procedures before finishing a job • A signaller sets an incorrect route or gives an incorrect message • A track worker falls asleep on the motorway while driving home after working all night. There are a number of organisations which operate in our industry which manage fatigue well, however, and we’ll examine this and how others can learn from it. Regarding level crossings, you only have to do a quick search on the internet to see how many near-misses there are to realise how much of a safety risk they present. What is clear is that we cannot afford to stand still or become complacent. We have come a long way over the past few decades, but we still experience incidents and we must continue to learn from them. Join us at the Etihad Stadium in Manchester on Tuesday November 20 to get involved in our discussion on making the rail network safer. Visit www.iosh.co.uk/ railconference Keith Morey is the former Chair of the IOSH Railway Group


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VIEWPOINT FEATURE |

45

Simplifying the UK rail fares systems Terence van Poortvliet and Jonathan Turner, partners at law firm Ashurst, preview the Rail Delivery Group’s consultation on ticketing and fare reform

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n August this year the Rail Delivery Group (RDG) announced a ‘blitz on jargon’, the latest salvo in its longrunning crusade to improve the UK’s rail fares system. Alongside this, from June to September this year, it ran a public consultation on how to implement a ‘root and branch reform’ of rail fares and ticketing regulation. The pre-privatisation legacy The UK rail fare system has its roots in the way in which the system was set up postprivatisation, almost a quarter of a century ago. The 1995 ‘Ticketing and Settlement Agreement’ (TSA), to which all the new rail franchise operators were obliged to sign up, preserved the pre-privatisation ‘through ticketing’ arrangements by requiring every rail operator to offer a fare from each of its stations to every other station in Britain – of which there are approximately 2,500. Since privatisation, the number of rail fares on offer has increased. This has resulted in a situation where there are currently 55 million fare options available when travelling on Britain’s railways – a system which some argue is ripe for overhaul. For example, in May 2006, the Transport Select Committee released a report on rail fares and ticketing in which it noted that there was ‘an almost impenetrable jungle of different fares, restrictions and price levels’. In his May 2011 report on rail value for money, Sir Roy McNulty reported that fares were still complex, and recommended that the government undertake a ‘full review’ of fares policy and fare structures in order to address: ‘… the overall complexity, anomalies, regional imbalances, season ticket pricing and all other relevant factors as these are affected by regulation. The overall aim would not be to see fares rise overall, but to move towards a system which is seen to be less complex and more

equitable, and that provides information which passengers can understand and have confidence in…’ The subsequent report from the Department for Transport (DfT) in 2013 (Rail Fares and Ticketing: Next Steps) proposed a code of practice on ticketing information, improvements to ticket machines and self-service ticket channels, as well as a wider rollout of smart ticketing. Then, in December 2016, the DfT joined forces with the RDG, the independent transport users’ watchdog Transport Focus and the to choose your consumer rights body Which?, How ticket to launch a plan to make it easier for passengers to choose the best value fare for What to buy their journeys.

February 2018, when it announced that 12 of the 14 action points had been fully implemented, with the remaining two (items (6) and (9) in Table One) having been delivered in part. In the case of some of the action points, the report noted that, although the original commitment had been delivered, there was still work to be done to continue to improve the customer experience. It singled out its commitment to reducing jargon as an action which was still 1. 2. 3. 4. 5. 6.

The use of industry jargon will be reduced All long distance TOCs will introduce low Advance quotas notifications Online customers to have information on how to find the cheapest fares Online customers will get a plain English explanation of the ticket they have chosen Customers will be able to purchase cheaper Advance tickets on the day of travel The industry will run three fares trials to test some key strategic fares reform principles

Action Plan for Information on Rail Fares & Ticketing Where to buy your 7. More data will be made available to third party developers ticket 8. The ticket retail market will be further opened up for third The ‘Action Plan for party retailers (TPRs) Information on Rail Fares 9. The Ticket Vending Machine 10 Point Plan to improve & Ticketing’ contains 14 the purchasing experience will be implemented 10. The Office of Rail and Road will review TOC websites commitments (see Table How to buy your ticket for compliance with the industry Code of Practice One for a summary of 11. RDG will regularly audit TOC websites to promote best practice these actions) whose aim is 12. Customers will have easy access to simple T&Cs to improve the passenger 13. Customers will be reimbursed for any additional expenses on the first occasion they forget their railcard in any 12 experience in terms of finding month period and choosing the best ticket 14. The DfT will work with the Disabled Persons Transport Advisory Committee (DPTAC) to assess how to improve for every journey, as well as the experience for disabled and vulnerable passengers supporting the longer term move to smarter ticketing. Summary of Action Plan for information on Rail Fares & Ticketing (December 2016) The implementation of the plan was placed under the control of ongoing. This action has now been taken a specialist project team which was given forward with the RDG’s announcement a 12-month timeframe within which to on August 10 that, from September, train implement these actions. The plan also companies are cutting jargon from tickets committed to monthly progress reviews, an and journey information for an additional interim delivery report to be issued after six 500,000 routes. months, and the publication of a final report These latest changes mean that, since in December 2017. February 2017, all 14,000 instances of the The final report (entitled ‘Action Plan for term ‘Route Direct’ appearing on tickets and Information on Rail Fares and Ticketing: over 670,000 uses of ‘Any Permitted’ will implementation details’) was issued in have been removed where there is only one


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| VIEWPOINT

way to travel – or replaced with the name of a major station the train passes through or where the customer must change train. Rail companies are also changing ‘London Terminals’ to specify on the ticket the single London station the fare is valid to or, where it is valid to multiple stations, providing supporting data online. The report states that the Action Plan is a ‘good first step’ in improving the customer experience when purchasing tickets and in enabling future improvements but emphasises that ‘there remains much more that could be done to improve the experience further’. Future Fares Strategy In February this year, the RDG commissioned KPMG to undertake some preparatory analysis in support of the development of a ‘Future Fares Strategy’ for the rail sector in Great Britain. KPMG published its report, entitled ‘Towards a Future Fares Strategy’ in May this year. The report concluded that: ‘To meet the objectives of improving customer satisfaction, delivering a sustainable longterm model and providing value for money for government expenditure, significant reform of fares and ticketing is required. This reform will need to cover the range of available products, their design, the

mechanisms that control the relationships between them, and the approach to ticket retailing.’ It also called for a public consultation and industry-led trials as well as on-going engagement with stakeholders. Off the back of the KPMG report, the RDG and Transport Focus launched, in June this year, a public consultation (the ‘Easier Fares Consultation’) as part of the industry’s plans for a root and branch reform of fares and ticketing regulation. Launching the consultation, Paul Plummer, the Chief Executive of the RDG commented: ‘Unpicking the regulation of a £10 billion-a-year fares system that underpins such a vital public service means there are no quick-and-easy solutions. The change that’s needed won’t be easy, and the industry doesn’t have all the answers, which is why we want to hear views from passengers, communities and businesses in all parts of the country.’ The consultation asked for views on, for example, whether fares should be based on the distance travelled and/or the level of service received, and whether they should cost the same irrespective of what time of day travel took place and/or the amount of flexibility offered. It pointed out that reforming rail fares would involve the balancing of the needs of different

customers, and that it was unlikely that a single approach would suit everyone. The consultation ran until September 10, and the results of the consultation will feed into a final report to be published in the late Autumn and presented to the Government alongside options for fare reform. The industry’s proposals will be designed to be ‘neutral in overall revenue terms with no change in average fares’ and, therefore, not requiring any extra taxpayer support for the rail system. Rail fares – the future? A wholesale reform of UK rail fares will understandably be a complex and timeconsuming exercise, involving numerous stakeholders and requiring widespread consultation. It will need to take into account a myriad of considerations, such as the UK rail regulatory regime, the contractual commitments already owed by entities in the rail industry and whether or not the reforms are likely to be generally acceptable to the travelling public. The industry therefore awaits this Autumn’s report with considerable interest.

Terence van Poortvliet and Jonathan Turner are partners at international law firm Ashurst

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48

| SURVEYING

Capturing big data The arena of geospatial data collection has undergone a radical change within recent years

T

here are technological advances in laser, positioning and radar technology leading to greater opportunities for mass data collection. Think of the upcoming revolution with driverless cars, whereby vehicles are constantly capturing data to geo-reference themselves and ensure that they know where they sit within the world around them. Now imagine a world where all of that data is not only captured for positioning purposes, but also fed back into a larger system to create a continually updated mapping database. These technologies are still emerging, and much development needs to be undertaken before they become a reality in the wider world. However, we are now at a point where many of these techniques are being employed by specialist survey contractors to capture above ground and subsurface details across the rail network. So what impact is the emergence of mass data collection going to have on the geospatial industry as a whole? Bridgeway Consulting Limited’s (BCL) Geomatics Team has been proactive in researching, trialling, and adopting new and emerging technology for use on rail and other infrastructure projects. This often requires a sea change in the methodologies used for surveying, which in turn leads to the upskilling of staff, implementation of new processes, and the addition of extra quality assurance checks. Survey techniques have evolved significantly over recent years. Traditional survey techniques involve high precision, often painstaking, measurements of angles and distances which are generally undertaken by a surveyor and an assistant. Time on site can be long, and data is then processed in the office relatively quickly. With the introduction of laser scanning techniques though, the ratio of site to office time has changed. Now, huge amounts of data are collected quickly and efficiently in the field.

Rail Professional

Processing times however have increased, as time needs to be spent taking all of this data and creating something that is valuable to the end user. Data collection techniques The BCL Team are fully experienced in the use of multiple mass data collection techniques, having substantial operational experience on challenging and high profile projects. BCL currently offers the following techniques, and is constantly reviewing alternative technologies as they are

developed: • Vehicle Mounted Mobile mapping – whereby an integrated GPS, IMU and LiDAR unit is mounted on a road vehicle and driven through a site, collecting geospatially accurate pointlcoud data • Rail Mounted Scanners – BCL uses the most up-to-date track measurement devices with integrated laser scanners to capture mass data, including gauging and height and stagger information, in one pass • Handheld and backpack mounted scanners – largely for use collecting internal survey data, this is a very rapid data collection method which can be used to generate plans, elevations and 3D models • Mobile Ground Penetrating Radar – whereby multiple GPR sensors are towed behind a road vehicle, geo-reference through GPS and IMU, and used to detect subsurface services, drainage and voids • Terrestrial Scanners – where high accuracy surveys are required, then terrestrial tripod mounted laser scanners


SURVEYING |

49

what it can see from its location – it will not see behind structures, around corners, or through vegetation. The argument of speed vs accuracy is also one which should be taken into consideration. Generally speaking, the higher the speed that survey data is collected, the lower density and accuracy is achieved. As technology continues to improve, this will undoubtedly be resolved, but at present the best approach is often a combination of multiple data capture techniques.

are often the best approach. While time in the field can be longer, the resulting pointcloud can be denser and achieve higher accuracies than with mobile systems • UAV LiDAR and Photogrammetry – UAVs (Unmanned Aerial Vehicles) are being used more and more across the rail network. BCL has extensive experience in collecting survey information using LiDAR direct measurement and photogrammetric methods mounted on UAV platforms • Ground Truthing Services – BCL provides ground truthing services to verify the accuracy of mobile mapping data. This often takes the form of targeted terrestrial laser scanning or Total Station measurements, which are then compared geospatially to the mobile data. Mass data collection has multiple benefits, with perhaps the most obvious one being the introduction of safer methods

of working. By reducing the time required to capture site data, there is a correlation with a reduction of putting surveyors in hazardous environments. Additionally, by using vehicle or even UAV mounted LiDAR, boots on the ground can be drastically reduced. Extra benefits include a reduction of planning time and associated costs by requiring fewer shifts within possessions or traffic management, the reduction of the potential of human error, and more complete datasets captured on site. On top of all of the above, with large datasets are captured on site, then detailed analysis can be carried out in the comfort of an office environment. While the techniques above have clear benefits, they can also introduce additional challenges for the survey contractor and end user. Any survey method has its limitations, and mass data collection techniques can suffer from line of sight issues. Essentially, any scanner can only survey

Turning data into deliverables While the majority of this article has addressed the potential benefits of mass data capture, there are still a great number of occasions where a more traditional survey method is still the best approach. BCL Project Managers work with clients to ascertain exactly what level of detail is required, and to establish the best method for capturing that detail. For example, for smaller, discrete sites, or heavily vegetated areas, a traditional approach may well be the most cost-effective way of delivering the survey requirements. It should be noted that for all of the data capture techniques mentioned above, it is important to apply basic survey principles at the very beginning of a project to ensure that the correct accuracies, data coverage, and quality can be achieved. This is where BCL’s Geomatics Team can further help. With an extensive underpinning knowledge of the geomatics field, BCL will ensure that a project is planned and executed in a coherent way, installing suitable levels of survey control and verification measures to ensure that the final deliverable meets with industry standards and the client’s needs. While the collection of huge datasets provides real benefits, it can also be a challenge to turn the data into a deliverable that the client can use. Large datasets require significant investment in both IT hardware and software, and it is here that BCL ensures that the data delivered can meet a client’s expectations. This might include separating datasets into smaller individual chunks, the provision of on line data viewer tools, wireframe data extraction and 3D modelling. If clients are unsure of which software to purchase, BCL offers advice and training to ensure that end users can get the most from the datasets that we deliver. BCL’s approach to data collection is relatively simple. It asks that clients come to with problems that they need to solve, and BCL can find the most efficient way of gathering and processing the data required for their projects. For more information or guidance on mass data collection techniques, please contact Richard Cooper, Geomatics and Examinations Director, at Richard. cooper@bridgeway-consulting.co.uk Rail Professional


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GEOTECHNICAL |

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The challenges of procuring ground investigation Philip Ball, Finance and Strategy Chair at the British Drilling Association explains how the BDA aims to improve procurement and tendering process for ground investigation

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rocuring ground investigation services is a tricky task. Neither Amazon or eBay market it and nowhere can you find a star rating for the hundreds of firms

involved! There was plenty of evidence at the 2017 BDA seminars ‘Emerging Best

From a client’s perspective ground investigation is often a necessary evil that they are told they need but don’t see the value in or carry any consequences for. Often then, the lowest cost is chosen not the best value

Practise in Ground Investigation for Linear Infrastructure Projects’ to reaffirm the difficulties that persist in the industry relating to the correct and appropriate selection of ground investigation specialists. For example, one delegate from a large organisation voiced the need for detailed, specific site investigation that meets the needs of the detailed design, whilst others voiced concerns over the general lack of recognition and status of the BDA – its aims and what it stands for, as well as the positive impact it is having on the wider drilling sector. From a client’s perspective ground investigation is often a necessary evil that they are told they need but don’t see the value in or carry any consequences for. Often then, the lowest cost is chosen not the best value. Frequently those procuring the work are not going to be involved with the follow-on project – land ownership changes, project teams move on or the scheme is put on hold. So, the consequences of a poor selection are not felt by those that make them. The sector is populated by everyone from single-machine operator/owners to multimillion-pound international organisations with sophisticated laboratories and digital everything. Some don’t have any plant or equipment and others have bespoke top-ofthe-range tooling. How can we make sense of this mix? Even informed clients and consultants

– and there are still many – will struggle to be able to base their selections on rational argument. No amount of prequalification questions will reveal the real value or quality of a business; they are the minimum standards in most cases. The decline of in-house specialists in so many major organisations means that procurement of some services is misunderstood and mishandled which inevitably results in poor choices. Inappropriate forms of contract, incomplete specifications and miss-matched bills of quantities are commonplace. Then, when the work gets to site the supervision and understanding of what is happening is non-existent or lacking. It is not a good situation in so many ways. New standards The SPOTLIGHT survey initiated in 2016 reveals the scale of some of the issues with some startling statistics: Compliance with codes and standards: 59 per cent of respondents had either a ‘good working knowledge’ or were ‘completely familiar’ with the Technical Standards. Procurement: 58 per cent agreed that ‘Inappropriate procurement processes discourage adhering to the Technical Standards’. Safety: 77 per cent of respondents either Rail Professional


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During the early part of 2018 the BDA rolled out the criteria for its members to review and comment upon. By the end of the year the return of the completed question set will become mandatory for members heading in to 2019 had a good working knowledge of legislation or were completely familiar with the legislation. In an attempt to make a small improvement the BDA has been developing

a ‘Buyer’s Guide to BDA Members’. This is intended to provide factual information for any buying organisation to use to evaluate which specialists are appropriate for their scheme and what capabilities they have. Some information will be provided by member firms in good faith and some will be audited independently. The key facts most buyers need to know relate to the scale and complexity of their project; do the subcontract specialists fit the profile for the work I need doing? No client wants or benefits from a mismatched selection of tenderers. None of those pricing the work want to waste time and effort if the competition is not appropriate. Ideally the buyer will create an appropriate ‘playing field for everyone to drill through on an equal basis’. During the early part of 2018 the BDA rolled out the criteria for its members to review and comment upon. By the end of the year the return of the completed question set will become mandatory for members heading in to 2019. Then the results will be published on www.britishdrillingassociation.co.uk for reference along with the live records of all audited drillers. In this way it is intended that buyers can be more easily informed about the firms to choose and the site staff

can be certain that they are using validated drillers. There is no expectation that any of the above will guarantee that site operations will always go perfectly, or issues will not arise from time to time, but it is hoped that at least the procurement process will start off with the most appropriate firms being invited to tender for work that suits their skills and capacity. Philip Ball is Finance and Strategy Chair at the British Drilling Association

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GEOTECHNICAL |

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Nothing cagey about solving cage problems Philip Hines, Chair of the Federation of Piling Specialists looks at standards in prefabricated reinforced cages

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he piling and diaphragm walling industry has long raised issues concerning the standard of prefabricated reinforced cages both from a safety and quality perspective and the Federation of Piling Specialists (FPS) as the sector’s representative body is extremely keen to improve standards. However, the FPS recognises that the issues are not one sided, with the Prefabricated Reinforcement Cage Suppliers having equally a number of concerns, which require the support and assistance of the piling and wider construction industry to address. The issues raised by FPS members include: • Bars and objects falling out of cages once

It’s clear that with such a spread of issues there’s a real need for the FPS to work with suppliers to overcome the challenges with the aim of improving standards and the efficiency of the process

delivered to site • Variability in quality standards • Some cage manufacturers not recognising the importance of health and safety culture or developing that within their businesses • Health and safety concerns surrounding sonic pipes and other items fixed inside the cages • Splicing systems. When it comes to splicing systems, users have their preferences, but suppliers consider them as their intellectual property and as such there is a real need for these systems to be risk-assessed especially in relation to tolerances and limitations. Improving the process A number of FPS members have been auditing suppliers’ facilities and defining their required standards but there is currently no common standard. Cage supplier’s concerns focus on the industry lead-in times being too short leading to inadequate time to prepare and unrealistic manufacturing periods with all too often notices of intent to accelerate appearing, which means having to start fabrication before designs are finalised. Other concerns include: • The recognition of efficient bar lengths longer than twelve metres, with 15-16 metres long bars being more ideal • The designing of cages for piles with helicals, not rings, to tie in with automated manufacturing processes • Designers varying cut-off levels for wall cages for every pile/panel even when differences are small, when it would be much more efficient to standardise cages where possible • Clients wanting different types of lifting bands – inside/outside/triple wrap but then wanting different sizes, welding requirements etc.

It’s clear that with such a spread of issues there’s a real need for the FPS to work with suppliers to overcome the challenges with the aim of improving standards and the efficiency of the process. The process has already begun with a meeting being held between representatives of cage suppliers and the FPS. One initiative proposed by the FPS is the establishment of a common standard to cover the manufacture and supply of reinforced cages. With such a standard, an audit could easily be developed and carried out by the FPS rather than by each and every piling company. With the results of the audit shared among FPS Members, the number of audits suppliers would have to submit to would be vastly reduced as well as the number of audits FPS Members have to carry out. More importantly it should facilitate a way of ensuring continuing improvement in standards. Whilst members would always be free to use any cage supplier, it is clear that having established standards it will be difficult for members to use suppliers that do not meet these standards. Although early days the willingness of both parties to work together to solve what are quite complex issues, is almost a blueprint for the resolution of other problems in the sector. In the first instance, we will hopefully see progress made towards establishing a standard and an associated audit for the supply and manufacture of cages that improves safety, raises quality and improves efficiency both in the manufacturing facility and on site.

Philip Hines is Chair of the Federation of Piling Specialists Rail Professional


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Smarter geotechnics for a better railway Richard Garland, Pre-Construction Manager at BAM Ritchies, describes how the geotechnical division of BAM Nuttall is innovating to meet the challenges of managing geotechnical assets

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s demand for rail services continues to rise and the impacts of changes in weather patterns become more apparent, maintaining and renewing earthworks and geotechnical assets while avoiding disruption to operations becomes ever more challenging. Across its operations BAM Nuttall is thinking differently to deliver better outcomes and the specialist geotechnical division is using this approach to meet these challenges. Cost-effective ground investigations One of the key issues in assessing earthworks is obtaining high quality samples and in situ test information in areas of limited access. Good spatial coverage of boreholes and instrumentation data is vital in developing ground models on which analysis and condition assessment can be developed into remedial works designs and construction methods. Poor coverage or lack of quality samples and data can lead to conservative assumptions, reducing the efficiency of

design solutions and increasing the risk of change during construction. However, these risks have to be balanced against the cost of accessing remote locations or sloping ground, which can entail significant temporary works. One solution aimed at reducing the cost of temporary works during ground investigations is the development of slopeclimbing drill rigs that can work safely without the need for temporary working platforms. The ability of these rigs to recover high quality samples and information has seen an increase in demand for their use on rail and road cuttings and embankments in recent years but safe operation on steep slopes requires careful and detailed temporary works calculations and provision of suitable temporary anchorage points and rigging / winching arrangements. Sustainable solutions The importance of occupational health and wellbeing has become better understood in recent years and BAM is striving for improvements in the health and wellbeing of its people and the construction industry

Rail Professional

as a whole. A programme of mental health awareness has been rolled out across the business, with training in mental health first aid and mental health awareness supported by the charity MIND. The company now has around eighty Mental Health and Wellbeing Champions based in offices and projects to promote a positive attitude and culture towards good physical and mental health. This is helping to foster an environment where mental health is no longer considered a taboo subject. Step changes result from thinking differently about desired outcomes. BAM is amongst the first to implement a policy to eradicate the use of vibrating hand-tools on its sites, as opposed to simply limiting exposure. Traditional hand-held tools are being replaced with better, safer equipment and methods to proactively mitigate the risks of hand arm vibration syndrome (HAVS). A similar approach and application of ‘positive disruptive thinking’ has seen a significant reduction in the use of forward tipping dumpers on BAM projects. Improving the safety of geotechnical


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GEOTECHNICAL |

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and enables decisions to adapt the scope of the investigation to be made promptly as more information becomes available. Build it before we build it Taking full advantage of the opportunities afforded by modern digital construction tools is a key focus across the BAM group. The term ‘build it before we build it’ has come to summarise the advanced planning and simulation of construction processes used to verify methods and identify areas requiring further work or design optimisation prior to construction on site. Three dimensional modelling using software platforms such as Autodesk Revit and Synchro Pro has proven its worth on geotechnical and earthworks schemes, where the importance of plant selection and access can be critical to the successful delivery of a project. works is something that BAM Ritchies has championed for many years, building and using mechanised drilling tools, rope access rigs and miniature drill rigs that enable mechanised drilling to be carried out safely under even the most challenging access constraints. More recently, investment in automatic ballast samplers has boosted productivity and reduced HAVS risk in the firm’s work at Brent Cross and for the TRU West of Leeds Alliance on the Transpennine Route Upgrade Programme. A key benefit of investing in bespoke equipment and temporary works solutions is the ability to maximise the activities and volume of work that can be carried out under Adjacent Line Open (ALO) arrangements, during daylight hours. This reduces fatigue and wellbeing issues associated with nightshift working, as well as improving productivity. On the Hooley Cutting Stabilisation project BAM

worked closely with Network Rail and designer Arup to develop innovative design solutions and methods that enabled almost all of the work in the thirty metres deep, steep sided cutting to be carried out during normal railway operations, significantly reducing cost and programme and reducing the impact on nearby residents and other stakeholders. Recent ground investigation works carried out at Brent Cross in north London saw the use of a purpose-built cyclone drum to control dust and other material arising during borehole drilling to prevent it affecting visibility and sighting distances for train drivers. It also significantly reduces exposure of the drill crew and others to harmful dust, especially when drilling inside buildings. Digital data management The product of ground investigation is information or data and the processing and transfer of accurate data from the field to the report is critical. Traditional ground investigation practice involves recording of information on site by drillers and engineers using pen and paper before transcribing it onto daily records and draft borehole logs and sending to consultants or customers. As well as taking time, this process is prone to introducing errors as information is transferred from one form to another. Through a combination of commercially available digital tools and their own customised applications, BAM Ritchies has transformed this process, allowing field data to be recorded directly into digital forms that can cross check and validate the data on entry and be shared immediately with supervisors and engineers. Data is produced in standard AGS 4.0 format, so it can be shared with supply chain partners and customers alike. As well as reducing errors in data transfer, the rapid sharing of information promotes collaboration during the fieldwork period

Rising to the challenge Development of equipment and techniques to support innovation and more efficient design solutions has always been a hallmark of successful geotechnical contractors, and a willingness to invest in and embrace new technologies is nothing new for BAM Ritchies. As the challenges of maintaining and renewing geotechnical assets increase, the need for improved safety, efficiency and sustainability becomes ever more pressing. Continuing to meet these challenges requires new thinking and adopting new and improved ways of planning and delivery. Network Rail’s drive for collaborative working and greater sustainability supports this and the geotechnical industry has an important role to play in helping to deliver a better railway for a better Britain. Tel: 01275 875338 Email: ritchies@bamritchies.co.uk Visit: www.bamritchies.co.uk Rail Professional


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Asset management at its best Cygnet Projects is continuing to pave the way for asset management services, securing more and more projects for Network Rail Tier One contractors

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ygnet Projects recently provided a twelve-man strong rope access team to complete all the repairs required on Denby Dale Viaduct working with Carver Engineering Services for AMCO over a twelve-week period. This project was the first of its size completed with rope access methods as the main type of access, 21 spans of coring, pointing, drainage and stitching all completed on time within budget and with zero accidents or incidents. Howard Kelly and Ryan Hayes of Cygnet Projects said: ‘The rigging of each span for access was key to the programme being successful, without the deployment of this

highly competent team the works could not have been completed.’ This project clearly demonstrated the capabilities of using rope access in the rail environment, reducing the man at risk hours for setup, third party risks and impacts on the environment. Offering a safer, less intrusive and faster means of access which results in cost avoidance for clients. Having secured further works to inspect, repair and line culverts clients are now seeing the cost-effective benefits of using Cygnet Projects as a multi-disciplined supplier. Giving a single supply chain contact for a whole host of services, saving both time and resources. Since Denby Dale, Cygnet has gone on to secure further contracts for asset management services, including Network Rail assets, HMP buildings and Yorkshire Water assets. With the addition of the Confined Space Entry & Rescue division the business is seeing healthy growth with new clients coming on board. Breaking news Cygnet Projects and Intech Environmental are working collaboratively to supply additional services to their combined clients, these services include: • High Pressure Water Jetting • Industrial Vacuumation • De-Watering • Mobile Bagging Solutions. Tel: 01724 622003 Email: info@cygnet-projects.co.uk Visit: www.cygnet-projects.co.uk Rail Professional


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Rail’s opportunity in the great mobility revolution Rupert Fausset, Sustainability Consultant at Forum for the Future, looks to Mobility as a Service and the opportunities it presents for rail

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e struggle to find a word for it, but the world is moving beyond mere transport. ‘Mobility’ tries to convey the new world in which transport modes are dramatically changing, converging and collaborating. New technologies and social trends have converged in the past ten years to create new possibilities in consumer options and behaviours. As Mary Barra, the CEO of General Motors, said in 2016: ‘There is more change to come in the next five to ten years than in the last fifty years.’ What are the big trends driving the change? Heralded for decades, electrification finally looks unstoppable as cheaper battery technology, dropping in cost by about 16

The logical next step for the sector is already here: Mobility as a Service (MaaS) is a radical shift away from traditional ways of thinking based around the private car, towards mobility solutions that combine public and private providers alike, into a single unified platform that consumers can use to manage their trips from end to end

per cent a year, now enables it to compete effectively with fossil fuel. Investment is pouring in, with most commentators anticipating a tipping point in the 2020s, and governments announcing phase out dates for fossil fuelled cars. Meanwhile autonomous driving has jumped from science fiction to reality in just a few years. As the mobile communications revolution spreads into the transport space, the smartphone is also fast replacing the car as a key aspirational item for consumers. More importantly, its advent points towards a potential for the wider democratisation of travel. Smartphone based travel technology innovations such as geolocated travel planning, smart ticketing and phone-based tickets have quickly sprung up. The smartphone also forms the basis of the emerging sharing economy in which emphasis is placed not on ownership of products, but on access to services. The logical next step for the sector is already here: Mobility as a Service (MaaS) is a radical shift away from traditional ways of thinking based around the private car, towards mobility solutions that combine public and private providers alike, into a single unified platform that consumers can use to manage their trips from end to end – planning, accessing real-time travel information, and paying for their multimodal tickets with a single account. But the critical integration is not technical – that’s here – it’s the change in our mindsets, as MaaS begins to bring all modes together in our minds as well as on our phones. Changing the face of travel The early incarnations of MaaS are already all around us, in the form of multimode journey planners like CityMapper, combined ticketing like Oyster cards, on-demand car mobility from car clubs and of course the ubiquitous Uber. But now, apps and services are emerging

that bring everything together: the integrated journey planning with real-time information, and payment across all the forms of travel you might need: bus, rail, taxi, car club, cycling and walking in one package. This is an innovation trend happening across the world. MaaS schemes are emerging at city level in various countries including Austria, Belgium, Finland, France, Germany, the Netherlands, Sweden, Singapore and the USA – as well as the UK, where several schemes have already launched. Forum for the Future is part of a consortium that includes O2, FirstGroup, the West Yorkshire Combined Authority and Leeds City Council, which has developed a new MaaS product called trav.ly that has just been launched in West Yorkshire. Trav. ly offers full journey planning, RTI, bus ticketing and car club linkage. The next steps are to bring in rail ticketing and taxi integration, and scale to other locations. Once it covers all modes and journey stages, it will be a true portfolio solution that can replace a personally owned car. KPMG’s 2017 Automotive Executive Survey found that most automobile executives agree that ‘by 2025, more than half of car owners will no longer want to own a car’. And those auto executives are acting. They are investing in the new mobility world to make sure they’re part of it, with companies including BMW, Ford and PSA investing in car sharing and online taxis, while Toyota has invested in Whim, another MaaS scheme already operating in the West Midlands. As these city-wide schemes expand and merge into nationwide or even supra-national systems, all modes of travel – in particular public transport – will be brought together not just functionally, but also in the minds of the traveller. This is a mindset change that could prove critical. As consumers are helped to think of public modes of travel as complementary and coordinated, they are more likely to shift their Rail Professional


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behaviour patterns onto shared and active travel options. Already, as costs accumulate and consumer interest wanes, the face of car ownership is changing rapidly: driving licenses amongst young men in the UK have fallen from 51 per cent to thirty per cent, whilst car clubs (known as car sharing in the US and elsewhere) double globally every two years. In this new landscape, shared forms of passenger travel, including bus and rail but also car clubs and on-demand taxis, can supplant personally owned and operated cars and vehicles as the new default form of travel in the UK, for the first time since car-based conspicuous consumption first swept the world seventy years ago. These changes offer the tempting prospect not just of growth in public and shared transport, but real progress in transport emissions, which are now the largest UK sector in terms of CO2 emissions, and the focus of renewed concern and action on urban air quality. Communities have much to gain from this model. Accessibility and freedom of movement are now within reach for people who can’t afford to buy a car, or who find it difficult to access integrated travel information to plan their journeys. Migrating to more active forms of travel allows them to develop healthier lifestyles as part of

everyday life. As people reduce the number of owned cars, it could even transform urban landscapes for the better, in terms of street safety, space allocation for parking, and air and noise pollution. Implications for the rail sector For rail, what’s not to like about MaaS? The new mobility approaches help customers to plan and complete rail journeys, and reduce car dependency, helped by the manifest advantages of being able to stay connected and active on bus and rail. As the backbone of a sustainable transport system, delivering low-carbon, long and medium-distance mass transit within and beyond nation-states, rail ought to be a major beneficiary of and contributor to the new mobility world. But this might not happen. In some locations outside the UK, Mobility as a Service is seen as a road-based solution based on car clubs and demand-responsive transit, which could be an Uber-type cab but might equally be a shared minibus running flexible routes for app-using customers. Citymapper is experimenting with this approach in London. If this expanded into longer range coaches then trains, as well as conventional buses, might be outflanked.

And in the UK at least, the barriers to entry to the rail retail market are high for the new mobility services, and to date, rail’s inclusion in these services has been very limited, while on demand taxi and car clubs are making integration easier. Without a more proactive, strategic approach the new mobility story could continue to be one of cars, even (or perhaps especially) if they are electric and self-driving. So, it makes sense for rail to embrace MaaS and help it reach its potential with rail at its core. Some in the industry do recognise this but may need to move more quickly to keep up with the speed of development of the new solutions. Uber, for example, was only founded in 2009 and has grown to its current level in less than the time taken to develop the latest Intercity Express train. But Mobility as a Service provides the rail and wider public transport sector with the way to roll back car dominance and help make public and shared transport the new default means of getting around. This is a great opportunity for growth in rail, and we look forward to working with the industry to overcome these challenges and put rail at the heart of the new mobility revolution. Rupert Fausset is a Sustainability Consultant with Forum for the Future

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INFRASTRUCTURE |

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Rail is key to sustainable development Nathan Baker, Director of Engineering Knowledge at Institution of Civil Engineers, makes the case for rail’s role in global development

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ail has long boasted of being a sustainable mode of transport. It is relatively environmentally friendly, enabling mass transit of both passengers and freight while minimising congestion and emissions compared with other methods of transportation. In many parts of the world, passengers see railways as one of the quickest, easiest and cleanest ways to travel, whether it’s a daily commute, or a trip to visit family in a distant place. Thankfully, the industry’s sustainability strategies have moved on from focusing only on environmental imperatives. Of course, the need to reduce carbon emissions and take action on climate change is still crucial. Intelligent transport projects should lead to dramatic, quantifiable environmental benefits. However, sustainability is also about building networks that are resilient for the longterm, meeting the needs of all the people who will use them without sacrificing the world around us. New rail projects increasingly adopt a holistic approach, balancing environmental, social and economic performance. The likes of HS2 certainly address the environmental aspects of sustainability, taking into consideration resource use and waste, carbon minimisation, and the protection of the natural and historic environment. But they also apply sustainable principles to supply chain management, local employment, and skills and training. They will directly generate thousands of jobs, seeking to provide rewarding careers that are open to all in society and generating a rich legacy of learning and expertise. More widely, they give business to regionally-based manufacturers and other suppliers, creating a ripple effect for jobs and opportunities for local communities. By improving connectivity, these projects provide an even greater catalyst for

regeneration and economic growth, both regionally and nationally, for generations to come. HS2 will serve over 25 stations, including eight of ten of Britain’s largest cities, and connect around thirty million people. The project will help bridge the North-South divide and rebalance the economy. Serving the whole country The development of integrated transport systems improves quality of life for individuals and communities, helping to meet both social and economic needs and reducing inequalities. But across the UK and Europe, we still find communities that are underserved and in need of critical infrastructure. On the global scale, the challenges are even

larger, with one in eight people living in extreme poverty. Quality infrastructure is one of the basic building blocks towards the achievement of social and economic goals. Even in the UK, inadequate infrastructure provision leads to a lack of access to markets, jobs, and information and training, creating a major barrier for business and individual livelihoods. In too many regions, it has constrained productivity and economic potential. The United Nations Sustainable Development Goals (UNSDGs) were created and adopted to try to address these social needs, promoting prosperity for all while also protecting the planet. Too many people assume that these goals are for less developed countries, only of relevance to non-governmental organisations

Rail Professional


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and charities who work in international development. But these are goals for all countries, not just developing nations. They are relevant to industry and business. And they are relevant to the rail sector too. Sustainable development The UNSDGs specifically call for the development of quality, reliable, sustainable and resilient infrastructure, including regional and transborder infrastructure, to support economic development and human well-being while providing affordable and equitable access for all. Existing infrastructure should be upgraded, and industries retrofitted, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes. It should not be a surprise to find these goals align with the sustainable development principles for rail. They are also the goals that all civil engineers should be and are working towards. The civil engineering profession is ideally placed to answer the many challenges the world faces. That is why the Institution of Civil Engineers (ICE), working with the World Federation of Engineering Organisations, is bringing together the world’s civil engineering organisations for the first time in a generation. In October this year, the Global Engineering Congress will convene in London bringing together the most able engineers from over 150 countries across the world to determine how the global engineering profession can make the delivery of the UNSDGs a reality. The global engineering profession will unite in an ambitious, combined Rail Professional

and coordinated effort to tackle the five Sustainable Development Goals where we, engineers, can make the most impact: clean water and sanitation; affordable and clean energy; industry, innovation and infrastructure; sustainable cities and communities; and climate action. The Congress will hear from senior experts from around the world, including Cris Liban, Executive Officer, Environmental Compliance and Sustainability, LA Metro; and Michèle Blom, Director General, Ministry of Infrastructure and the Environment, The Netherlands. The extensive programme of roundtable discussions and workshops will tackle topics such as promoting the use of intelligent technology in transportation engineering, and energy retrofitting in transport, and strategic approaches to improving diversity. As the world’s oldest professional engineering body, the ICE has a duty to both lead, and to facilitate, this global debate. There is already much detailed and informed research setting out the nature of the problem. Over the next two years, the ICE wants to build a practical plan that allows the global engineering profession collectively to turn those words into action. The Congress will focus on how engineers can improve the lives of the billions of people around the world who still face a myriad of challenges, including lack of basic infrastructure and the ensuing poor health, education and employment outcomes as a result. Rail’s role in global development The rail sector should recognise the role it can and does play. Rail has a long history of delivering prosperity, forming the backbone

for the Industrial Revolution and forever changing the lives of millions of people. The UK can take pride that we created the world’s first inter-city passenger railway and the world’s first underground railway. ICE celebrates a rare milestone this year – a bicentenary – and we can look back on those impressive past achievements, boasting that civil engineers have helped pave the way to the modern world. For centuries, civil engineers have been at the heart of social and economic progress, always tackling the problems of their era with tenacity and imagination. And they continue to do so today. With a changing climate that brings more extreme weather events and a global population that continues to grow exponentially, it has never been more important to have passionate and creative civil engineers seeking practical solutions for societal issues. In the 21st Century, billions of people around the world are demanding better and they deserve to have their needs met. We must, where we can, develop solutions for the dual challenges of rising populations and climate change. And these solutions need to be sustainable so as to safeguard the future and make sure we are passing something valuable onto future generations. Unprecedented challenges require unprecedented action and we should not shy away from the ambition to change the world for the better. Again, these discussions are not only important for less developed countries; they are relevant for all. We must recognise the realities of an increasingly interconnected world and understand the UK within a global context. Ultimately, sustainability is a world issue and the solutions must be global too. Every civil engineering discipline has its part to play and every single professional has the potential to contribute. The UK rail sector has already made significant progress in sustainability, adopting sustainable principles for new projects and continuing to cut carbon emissions and deliver social benefits. Rail professionals should be striving to share best practice with each other and with their counterparts around the world. Equally, there is much that can be learned from other countries. UK rail cannot afford to stand still and become complacent. The industry should seek to be ambitious and think big in terms of its potential achievements. Far from leaving it to our Victorian predecessors, we should continue to push the boundaries for how rail can promote sustainable economic growth and improve people’s lives. For more information: https://www.ice.org.uk/ events/global-engineering-congress Nathan Baker, Director of Engineering Knowledge at Institution of Civil Engineers


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AIR AND RAIL CONNECTIVITY |

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The Heathrow Southern Railway scheme Graham Cross, Chief Executive of Heathrow Southern Railway explains the significance of the final version of the Government’s National Policy Statement (NPS) on aviation

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n June 26 the NPS was approved by a wide majority in the House of Commons, paving the way for an application by Heathrow Airport for a Development Consent Order allowing construction of a third runway at what is already Britain’s busiest airport. The Government made it clear in the NPS that the proportion of passengers arriving at and departing from Heathrow by public transport must increase to at least fifty per cent by 2030, and at least 55 per cent by 2040. These targets cannot be achieved without major improvements to the rail network serving the airport. That’s where the Heathrow Southern Railway scheme comes in. The urgency around improving rail access to Heathrow is now much more compelling than it was a year ago. When the senior team at Heathrow Southern Railway (HSRL) started engaging intensively with MPs, London Government, local authorities, and a wide range of other stakeholders during

A decisive moment came when the Government announced on March 20 that it was inviting marketled proposals for achieving southern rail access to Heathrow. This particular scheme was to be the pioneer for the use of market-led and privatelyfinanced schemes more widely across main line rail infrastructure in Great Britain

2017, we were having to make the case for the principle that there should even be a southern rail link to Heathrow (SRLtH). Many stakeholders were justifiably a little jaded about earlier proposals and promises which had either run fowl of operational obstacles or foundered due to local opposition. The position in 2018 is very different. A decisive moment came when the Government announced on March 20 that it was inviting market-led proposals for achieving southern rail access to Heathrow. This particular scheme was to be the pioneer for the use of market-led and privatelyfinanced schemes more widely across main

line rail infrastructure in Great Britain. The pace quickened on May 8 when the Department for Transport issued a Prior Invitation Notice formally requesting SRLtH proposals. Then, on May 24, a marketsounding and briefing day was held for interested parties, at which Chris Grayling made a key note speech. That’s all clear evidence of the energy and pace behind achieving a viable scheme. Whilst the Government’s process around the NPS has increased the tempo of activity around SRLtH, we need to make sure that pace does not slacken – whatever happens with Runway Three. This is because both southern and western rail access are needed Rail Professional


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now, with a two-runway airport. Just nine per cent of people who travel from Guildford to Heathrow Airport use public transport – everyone else goes by road and in doing so adds to congestion on the M25 and the resultant illegally poor air quality around the airport. Support for a southern rail link whether or not the airport is expanded is a message we’ve heard loud and clear from a whole variety of stakeholders, and it was a point powerfully made by the House of Commons Transport Committee in its report on the NPS published in March. Even a railway as urgently needed as SRLtH will take time to deliver. At HSRL, we don’t want to see southern access take as long to reach maturity as has already been the case with the western route. We need the process to be as compressed as possible, with the DfT not slackening in its pace when choosing the best scheme. Opening up communities Pace, tempo and urgency are especially important as this railway is to be privately financed. We need certainty and confidence to be able to go out to the investors we need in order to get it built. Investors are looking for Government to produce a clear timebound process with just one procurement step – and we have given this message to

Government’s advisors, Nichols Group, who over the summer ran a Market Sounding process for the DfT. Which brings me to the reasons that we believe our Heathrow Southern Railway scheme is the best way to achieve a southern rail link to Heathrow. Our scheme brings much needed connectivity to the communities of Staines, Hounslow, Richmond and Wandsworth that will have vastly improved access to the jobs and commerce that the Airport provides. Staines for example will have four trains an hour to Heathrow with journey times of just six minutes. It opens up – with minimal environmental impact through mostly being in tunnel – direct rail services to the airport from Woking, Guildford and Basingstoke. Journey times are quick – 16 minutes from Woking to Heathrow and 26 minutes from Guildford to Heathrow – quicker than road – generating a modal shift. But HSR is not just a southern rail link to the airport. Uniquely amongst the contending schemes, it also fills a missing link in the transport network of Surrey and Hampshire, creating previously unimagined connections to the Elizabeth Line and HS2 at Old Oak Common and a route to the Paddington, as an alternative to Waterloo. So, a scheme initially conceived as an airport

railway puts 6,000 seats per hour into the network, opening up business and housing developments across a vast swathe of the country. The vision we have for 2027 is of a modern, high capacity railway making a major contribution to the sustainability of the airport and the wider economic development of the region. HSR will be reducing congestion on road and rail and making a big contribution to improving air quality, using private finance to relieve pressure on taxpayers. So, what happens next? HSRL’s scheme is well developed, and the extensive technical and financial work carried out by our investors and partners at AECOM and the rest of our expert team confirms it is viable, deliverable and affordable. The Transport Secretary’s invitation to the promoters of market led proposals is a crucial next stage in enabling our project to proceed. We now look forward to Government setting out this Autumn its next steps, which we hope will include the criteria and timescales for a competitive process to quickly select the best proposal for a new rail link connecting Heathrow Airport with the wider south east region. Graham Cross is Chief Executive of Heathrow Southern Railway Limited

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DIGITAL RAILWAY |

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Transforming and digitising the railway The breadth and scale of opportunities created by the Digital Railway can be daunting: what does it mean to my company and business?

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hat changes will it bring? Should I be worried or excited? Is it just smart ticketing and apps? How can I get my ideas for digital systems onto the real railway? These are just some of the questions which the University of Birmingham’s DIGI-RAIL project aims to address over the next three years. DIGI-RAIL is a unique digital rail, demand-led, business support and demonstrator programme which will bring together rail sector buyers, eligible businesses and research expertise. Led and manged by the University of Birmingham’s Birmingham Centre for Railway Research and Education (BCRRE), the aim of the initiative is to solve challenges within the rail sector and access the increasing number of digital rail commercial / research opportunities that currently exist in the UK and internationally. Why does the UK need a DIGI-RAIL project? There is currently an unprecedented level of investment in railways around the world, with the current UK investment plan for CP6 alone being £47.9 billion between 2019 and 2024. There are also high societal expectations for the UK to have an efficient, reliable and better rail system, as highlighted in the UK Government’s Productivity Plan and Industrial Strategy. Furthermore, the UK has led the world in technical foresight through the 2012 Rail Technical Strategy which has heavily influenced European thinking, particularly the EU Shift2Rail Programme. In November 2016, the Chancellor announced £450 million of investment (between 2017 and 2021) into the Digital Railway which is being spent on trialling digital signalling technology, expanding capacity, and improving reliability. The resultant industry programme, Digital Railway, was established by the rail industry to try and target the development and adoption of digital systems that could increase rail capacity and improve network performance and reliability. In parallel with these developments,

working with industry partners, the University of Birmingham secured £92 million of funding to establish the newlycreated UK Railway Research and Innovation Network (UKRRIN). UKRRIN will deliver innovation through three linked world-class centres of excellence forming the research heart: • The Centre of Excellence in Digital Systems led by the University of Birmingham • The Centre of Excellence in Infrastructure led by the University of Southampton • The Centre of Excellence in Rolling Stock led by Huddersfield University • A fourth Centre of Excellence in Testing. Birmingham’s Digital Systems Centre will focus on railway control and simulation, data integration and cybersecurity, condition monitoring and autonomous sensing, and improved methods for technology introduction – mirroring the ambition of the Digital Railway programme. Professor Clive Roberts, Director of BCRRE, comments: ‘Despite all the efforts of the Digital Railway programme, many developments have not yet translated into the widespread deployment of innovative new UK-developed products in the UK and

global rail supply chains. This is due to a number of factors and we want to help put this right. What we need is a way to provide UK companies with appropriate support to accelerate translation of university research and de-risk new technology development, innovation and integration.’ Rail Professional


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About the DIGI-RAIL project DIGI-RAIL will harness the opportunities for innovation across the UK’s investment of over £100 billion in rail projects, including HS2, mainline electrification, station redevelopments and extensions to light railway networks, along with the expansion of rail freight infrastructure. With the Midlands delivering over 21 per cent of the UK’s annual manufacturing output, it is a core part of the UK’s £7 billion rail manufacturing industry. This is why Professor Roberts and his team secured funding for this project from the European Regional Development Fund (ERDF), supported by the Greater Birmingham & Solihull and the Coventry & Warwickshire Local Enterprise Partnerships. By taking advantage of the major national investment in Rail and Digital Rail and linking Birmingham’s UKRRIN Centre of Excellence in Digital Systems, the UK rail supply industry – and businesses that probably wouldn’t think of themselves as rail businesses – will be better-supported to develop world-leading innovative digital technologies and products that will deliver a better, more reliable and efficient railway. DIGI-RAIL participating companies will be able to use UKRRIN facilities, carry out research and innovation projects, undertake testing and product acceptance procedures. Under a simple process, starting with a discussion about their ideas with DIGI-RAIL Technology Officers, companies will agree which equipment and expertise to use, when to use these and how the project will be carried out. The University of Birmingham provides advice and guidance for accessing the project funding and consequential reporting regarding project outcomes and state aid, making the process straightforward and seamless. Projects over a broad range of Digital Systems areas will be supported including, but not limited to: • Traffic Management • ETCS • Automatic Train Operation • Energy Optimisation • BIM • Digital Twin • Smart Ticketing • Future Wireless Networks • Fault Management • Station Information Systems • The Internet of Things • Cyber Security.

Rail Professional

The UKRRIN Centre of Excellence in Digital Systems at Birmingham will provide access to: • Railway control and operations simulation – simulator development, traffic management, system optimisation, simulation and testing for integration, and next generation control systems • Data integration and cyber security – controlled access to national and international data, data modelling and architecture, integration of operations and customer-facing systems, and security for all data systems • Condition monitoring and sensing – next generations of smart condition monitoring integrated with other systems to produce useful operational information and knowledge • Technology introduction – de-risking and speeding up technology introduction through systems engineering processes, business case development, system verification and validation, supporting standards evolution. All of these transformational areas are vital for a more cost effective, customer and carbon friendly railway that delivers more capacity safely. Facilities within the new centre will enable these activities by providing multi-disciplinary project laboratories addressing the big challenges, co-locating industry and researchers in open or confidential environments with the appropriate IT systems; project laboratories developing systems to test in both virtual and real environments and providing verification and validation to de-risk deployment into the market place. Systems will be available to access highly valuable (and to date inaccessible) data, from railway networks around the world, ensuring that innovations can be tested and deployed effectively. The DIGI-RAIL team will support and work alongside local businesses on specific research, development and innovation (R,D&I) challenges in their business. Interventions will focus on both local companies already working in the digital rail sector along with companies who may not have previously thought of themselves as digital rail companies but, with support from this programme, have the capability to diversify into the sector. As a result, a cluster of demand-led demonstrators will be established which will showcase companies’ capabilities and enable new digital products and services for the rail industry.

Who will benefit from the project? DIGI-RAIL will provide eligible SMEs across the region with: • Access to world-class technical expertise • Demonstration infrastructure • Research programmes • Technology providers • Rail industry buyers • Facilitated small-scale collaborative R&D partnerships to develop new digital rail products and processes. Eligible companies include SMEs with a presence in the whole Greater Birmingham and Solihull and the Coventry and Warwickshire LEP areas, including companies in the digital sector who do not currently consider themselves part of the rail sector but who have the potential to diversify into this sector. What if my company is not an eligible one? You can still benefit from the expertise from across the UKRRIN network. In addition to the founding companies, it is possible to join UKRRIN as a new member; enquiries are welcome at ukrrin@rssb.co.uk. You can also access UKRRIN facilities on a one-off or contract research basis. What the benefits will be? By working with on specific R&D challenges, we anticipate seeing the development of new products, processes and services into the rail industry. These will be both new to the company involved and, in some cases, entirely new to the market. We anticipate that a proportion of these new products, processes and services will see substantial benefit to the businesses through increased turnover and the creation of new jobs in the region.

European Regional Development Fund The project is receiving up to £1.5 million of funding from the England European Regional Development Fund as part of the European Structural and Investment Funds Growth Programme 2014-2020. The Department for Communities and Local Government (and in London the intermediate body Greater London Authority) is the Managing Authority for European Regional Development Fund. Established by the European Union, the European Regional Development Fund helps local areas stimulate their economic development by investing in projects which will support innovation, businesses, create jobs and local community regenerations. For more information visit https://www.gov.uk/ european-growth-funding. Find out more To find out about engaging with DIGI-RAIL and BCRRE, please email railway@contacts.bham.ac.uk


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An opportunity 200 years in the making Nick McCrossan Chair of the British Tunnelling Society Young Members and a Chartered Engineer at Mott MacDonald looks at how the industry can adapt to the next generation of civil engineers

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n no uncertain terms, being a young engineer in 2018 is daunting. The world appears to have gone a bit offkilter with a completely unpredictable political landscape, the impacts of a changing climate starting to become more apparent, and the world having to accommodate a soaring population with fewer resources to share around. These issues will influence the type and scale of engineering solutions required to protect society but the industry itself faces its own challenges. The UK public’s perception and understanding of civil engineering is dire and a lack of diversity means that our industry woefully underrepresents society at large. Coupling this with the fact that we are in the midst of a technological revolution, it’s clear that we need to redefine the role and image of the civil engineer. Labelling these problems as ‘daunting’ is perhaps putting it mildly but I think I can speak for most of my colleagues by saying that you don’t join the field for an easy life. I don’t think there has been a better time to be a young civil engineer in the industry. Lying ahead of us are careers in which we will witness incredible transformation in the technological, social, economic, geophysical and industrial landscapes. We will have the chance to face these challenges head on, leaving a legacy of which Brunel would probably be jealous. A good engineer knows how to turn a problem into an opportunity and we’re not short of ‘opportunities’ at this moment in time. Given that 2018 is the bicentennial of the Institution of Civil Engineers, it’s

Rail Professional

appropriate to take a moment to consider how it was founded. In 1818, in the Kendal Coffee House on Fleet Street, London, three engineers met to establish what was the world’s first professional engineering body. It should be noted though that Henry Robinson Palmer, James Jones and Joshua Field were not elders of the engineering community; they were 23, 28 and 32-yearsold respectively. This was a group of young, ambitious engineers who wished to create and provide a platform to their peers for sharing knowledge and engaging in discussions on engineering subjects for the benefit of all members. Their endeavour was the Victorian equivalent of an East-End start-up and 200 years later, the ICE has grown to an organisation with over 92,000 members around the world. When it was formed, the engineers of the day were faced with soaring urban population levels, poor public health due to a lack of access to clean water, exposure to raw sewage and pollution, and poor intercity connectivity. Flashing forward through 200 years of civil engineering endeavours – the sewers, canals, railways, and motorways – and the current generation of young engineers is faced with solving exactly the same issues as

our forebears. Engineering challenges In early 2018, the U.S. Academy of Engineering published a list of the worlds’ ‘14 Grand Engineering Challenges’. The list contains entry after entry of insurmountable tasks placed at the feet of engineers, from the prevention of nuclear terror through making solar energy affordable to providing energy from nuclear fusion. Two of the challenges listed rest primarily with civil engineers: providing access to clean water and restoring/ improving urban infrastructure. If we are to effectively tackle these challenges head on, I believe there is one challenge which will be the catalyst for making real progress: solving our image problem. In 200 years, our industry has changed from young and ambitious to expensive, sluggish and cautious. Quite rightly, this has been a result of high risk, protecting the health and safety of our workers and the public, and attempting to minimise financial impact if things go wrong. But the result has been an industry that is slow to adopt any unprecedented change. There is real potential to change this by addressing our skills gap, improving the


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TUNNELING |

diversity of those joining the industry, and adopting new technologies. In terms of the skills gap, there are two strands to tackle: lack of awareness of the variety of careers within civil engineering and the wider accessibility of the industry. In the UK, there is projected to be an annual shortfall of engineering graduates and technicians in core engineering roles of almost 60,000. According to data released by Engineering UK for 2018, the proportion of young people (11 to 19 years old) who would consider a career in engineering has risen by ten per cent since 2013 to 51 per cent. However, when this is broken down, the number of 16 to 19-year olds that wish to join the industry drops to 39 per cent from 59 per cent between the ages of 11 and 14 years old. In just two years, twenty per cent of students become disengaged by the engineering industry and it’s clear that more needs to be done to sustain their interest. Organisations’ efforts in recent years to capture the imagination of the next generation, such as ICE’s ‘Invisible Superheroes’ initiative, have been successful with younger pupils. But we are not capturing students at the most important time in their development. This is reflected in a ten per cent drop in pupils sitting science subjects at GSCE level. This is linked to the fact that less than a third of students have taken part in a STEM careers activity in the last year, either as a result of limited access to careers activities or too few STEM teachers. I’d argue that there is nothing stopping us taking the initiative and offering to visit a local school or youth group to engage students, but we need make sure we’re sending the right messages. Drawing in talent Secondary pupils in the UK are more career savvy than their parents needed to be. With average university tuition costs topping £7,500 per year, they now need to know about job security, salary and career prospects before they even pick their subjects for GSCE. All too often, we let pupils believe that civil engineering is limited to calculations, concrete, and cranes but they won’t know about the headways we are making in big data, automation, the use of virtual and mixed reality in BIM. They won’t know about

the role civil engineers have played in society and the opportunities they have to shape the word. It also doesn’t help matters when they don’t see themselves represented in those who carry out STEM activities. The civil engineering industry in the UK woefully underrepresents the society which it serves. Although efforts are being made to make the industry more open and accessible, the wider aversion that exists with regards to change also exists with regards to the diversity of the industry. The industry needs to rapidly open its doors instead of expecting female, black and minority ethnic (BAME), LGBT+ engineers and those from disadvantaged backgrounds to adapt to the industry and to accept the outdated ‘sink or swim’ mentality. Currently, the proportion of female engineers and technicians in the UK stands at only twelve per cent while eight per cent are BAME, although these groups account for 47 per cent and twelve per cent of the total UK workforce. I can’t speak for everyone but as a LGBT+ engineer myself, I think the industry underestimates the impact on a young person of seeing someone like you telling you that you can be an engineer too. The industry will be all the better for it as it is well known that the recipe for a successful team includes incorporating a range of backgrounds, perspectives and experiences. New technologies Aside from the practical and ethical responsibility to do so, tackling both the skills gap and the wider diversity problem could be worth up to £27 billion to the UK by 2022. A change in the build-up of our workforce is only one side of the coin; our reputation as a sluggish and risk-heavy industry also needs to change. There are technologies available which will not only transform the practical aspects of construction but also the design and management. From a construction perspective, robotics, drones and prefabrication of elements are growing in demand. To date in 2018, there have been 13 construction-related deaths in the UK, with the most common root cause being a fall from height. The potential to remove workers from high-risk areas with robotics and drone technology is key to protecting health and safety on site. These technologies also have the potential to introduce cost and programme savings for projects by facilitating site investigation data collection. The prefabrication of standardised structural elements brings a higher level of quality assurance than in-situ construction and the ability to track and store the data attached to each material and product, in a style similar to the airline industry. The real-time monitoring of structural behaviour can also introduce targeted maintenance,

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with the asset telling the owner when intervention is required instead of relying on a costly maintenance regime. An area of high potential is the application of smart contracts. Using the blockchain technology that underpins the cryptocurrency Bitcoin, traditional contracts can be superseded by one which is imposed by computer code. This has the potential to reduce operating costs by automating administrative tasks and avoiding dispute resolution as payments will only be made if all conditions of the contract are met. The application of artificial intelligence in the design process can eliminate the routine and mundane tasks that engineers carry out, freeing them up to spend more time to create solutions to the world’s ‘opportunities’. Those worried about their imminent replacement with a machine need not be concerned however; it’s estimated that the role of a civil engineer is only at a two per cent risk of automation given the combination of management and communication skills and the high level of training required. Speed is of the essence in this regard as The Boring Company and Google are knocking on the door of our clients, offering to design and build more quickly than we can match. With technological giants turning their focus onto infrastructure, they have the talent, technology and resources to compete against the established engineering market. They are asking the right questions, but they don’t have our pedigree and historical knowledge of engineering. We need a step change in how we deliver our projects to ensure that we can survive against our new competitors. If we want to revolutionise our public perception, we may just be able to manage it by combining a diverse pool of talent, the right technological tools and our rich 200year history of innovative engineering. By doing so, my generation of young engineers may also stand a chance of delivering against the challenges that have been out before us. There is not one course of action. Although the appropriate application of new technologies will help to plug the current gap in skills, new and diverse talent in the industry will open up ideas and solutions never thought of before – just like Henry Robinson Palmer, James Jones and Joshua Field did exactly 200 years ago. Rail Professional


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DIGITAL RAILWAY |

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Mabey Case Study: Bank Station Across the board, digital engineering is transforming the speed, safety and efficiency of delivering construction projects

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igital engineering offers many advantages, from facilitating the integration of real-time data from infrastructure monitors into Building Information Modelling (BIM), to 4D project planning. Embracing digital tools and technologies facilitates the development of industryfirst techniques, fosters collaboration, and enables engineers to tailor the support they give customers by providing better insight into a project from planning and timelines through to the live performance of construction projects in progress. The productivity benefits of putting down the pen and moving to digital speak for themselves. Monitoring real-time data been has been

As with any new construction works, movement can and will happen below ground. However, Mabey and Dragados developed a mitigation system which allowed works to be carried out safely adjacent to the building

a crucial part of protecting the integrity of buildings in busy urban spaces whilst tunnelling is going on underneath. This was evident in practice when leading bridge and engineering specialist Mabey worked with Dragados – experts in development, construction and management of infrastructures – as part of Transport for London’s (TfL) plans to improve capacity and relieve congestion at Bank Station. Challenge Rapid population growth and an increasingly dense urban environment, means that engineering challenges are becoming more intricate and complex than ever before. Tunnelling in London is a prime example, with larger tunnels now being created in smaller spaces, which can be feet apart from existing excavations and critical building foundations. With more than 100,000 passengers using Bank underground station every day, Rail Professional


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Accurate real-time monitoring of the height and position of the existing building columns of 33 King William Street ensured that any movement resulting from the tunnelling work never exceeded set parameters. Any vertical movement of the building from activity below ground was controlled by a series of hydraulic jacks, while horizontal movement was managed by electric screw jacks. In the event of any small movements, a jacking system returned the columns to their original position. Using tilt-sensors to measure this, both teams were notified immediately if any movement did occur.

Dragados carried out three major operations for TfL. This includes the construction of a 570-metre-long tunnel and platform for the southbound Northern Line, converting the existing tunnel into additional circulation space and the construction of an additional tunnel to house two moving walkways. Directly beside one of the worksites sits a multi-storey building – the 33 King William Street development – which has a full glass façade. With the building’s foundations

sitting so close to excavation work, even movement of one-and-a-half millimetres could jeopardise the building’s glass exterior. Solution As with any new construction works, movement can and will happen below ground. However, Mabey and Dragados developed a mitigation system which allowed works to be carried out safely adjacent to the building.

Results Collaboration, assurance and planned mitigation allowed a comprehensive action plan and resolution for the excavation works to go ahead as planned, indicative of how digital monitoring is being used to increase the safety and efficiency of projects like this.

You can download Mabey’s full report on improving productivity in construction, including more case studies focused on groundworks engineering and monitoring, here: https://www.mabey.com/uk/campaigns/mqse.

Cintec anchors forStrengthening and Fixings into masonry



Cintec International Ltd, Cintec House, 11 Gold Tops, Newport NP20 4PH Tel 01633 246614 Rail Professional

Email: hqcintec@cintec.co.uk

www.cintec.co.uk


Schaltbau Transportation UK Limited "

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

Your trusted partner for access to the full Schaltbau product range including our support for complete turnkey projects, spares, reliability enhancements and full maintenance packages Rolling Stock Products include: • Auxiliary Power • Control – Real Time Monitoring • CCTV, Event Recorders, OTMR • Data Communications • Door Systems and Step Systems • Drivers Desk and Full Cab Fronts • Master Controllers • HVAC • Lighting Systems • Passenger Information • Rail Exteriors – Battery Boxes, Roofs, Windows • Rail Interiors • Refurbishment of Rolling Stock • Toilet Modules and Sanitary Systems Rail Infrastructure Products Include: • Platform Screen Doors • Point Heating Systems • Railway Signal Technology • Shunting Equipment • Tunnel Security Lighting

Unit 2 Patriot Drive, Rooksley, Milton Keynes. MK13 8PU Contact: Steve Farr – Commercial Manager – 01908 224140 www.schaltbau.com

         


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Weeding out the problems DuPontTM Plantex® Platinium: your most reliable ally against invasive weeds

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apanese knotweed, couch grass, giant reed, giant hogweed, marestail, horsetail, Himalayan balsam… the list of aggressive neophytes and all the expensive and ecological damage they can cause can seem like a nightmare. But landscaping professionals can rest easy: newly optimised Plantex® Platinium delivers the long-lasting resistance required, without the need for toxic herbicides or mowing. A high-performance landscaping fabric that has been thoroughly and extensively tested, DuPont™ Plantex® Platinium now has further enhanced manufacturing technology for even greater protection. Plantex® Platinium forms a highlyeffective, chemical-free barrier against weed penetration, while also being permeable to air and water and so enhancing soil health and stability. Easy to install, Plantex® Platinium offers very high tensile strength and comes in two convenient widths for a variety of site areas and needs.

Rail Professional

Proven performance against invasive weeds Invented and manufactured by DuPont, Plantex® Platinium has undergone numerous and rigorous tests by the company’s Research & Development team. Over several years and in natural environments, it has demonstrated powerful resistance to weed penetration, while observations in the field have led to further improvements in its manufacture and application. “DuPont originally developed Plantex® Platinium with a special focus on Japanese Knotweed, to address the increasing problem of invasive weeds spreading across Europe,” explains Carl Festré, EMEA Marketing Manager, Typar® and Plantex®, “the next phase has been to optimise and diversify the product, tailoring it carefully to more specific requirements or applications.” In terms of the standard Plantex® Platinium product this has been achieved by: • Giving the fabric an enhanced surface structure through the addition of a

special bonding treatment that generates even greater resistance to Japanese Knotweed • Adapting the UV resistance of the fabric to 3 years according to the limited product warranty to suit the installation and site requirements for the more typical use of the product. In standard applications, the fabric must be covered with at least 20 cm of gravel or soil and therefore requires only the appropriate UV protection to span the installation process – rather than the kind needed if the fabric will be exposed to direct sunlight over a long period of time. Advantages of Plantex® Platinium Easy, quick and worry-free installation with immediate and long-term results. Lightweight, Plantex® Platinium is available in widths of 2.5m and of 5m which requires fewer joints when covering large surface areas, thus reducing labour time and minimising potential points of vulnerability. (Installation guidelines should be carefully


PROMOTION |

followed.) Exceptional resistance to damage or tearing, which is particularly important during installation. Furthermore, the high integral strength of Plantex® Platinium ensures that the strands and filaments of the fabric will not fray or become displaced once installed. Excellent water permeability which prevents the build-up of differential hydrostatic pressures, as can occur with a closed membrane system, and eliminates the need for additional drainage systems. This highly effective water vapour and air permeability also supports the balance and natural processes of condensation and flow in the covered soil, avoiding mildew growth from trapped humidity beneath the fabric, so reducing any greenhouse effect and improving soil health. Offer a vital solution to EU regulations and UK HSE. Both UK and EU regulations will very likely limit or even prohibit the use of pesticides in the near future. Today, there is increasing awareness of the value of Plantex® Platinium as an economical, ecological and aesthetic solution for the protection of sensitive areas such as drinking water zones. A complete solution from DuPont Experts appreciate the complex challenges of eradicating Japanese knotweed. Thus, DuPont has combined a premium offering

of advanced products and expertise into a complete solution to the nuisance of invasive plants. This consists of: Plantex® Platinium to control the plants above ground, plus Plantex® RootProtector and Plantex® RootBarrier to confine the root and rhizomic systems, together with a clear-cut installation guide to ensure that adjacent runs will be impenetrable to unwanted roots. Only by working with such comprehensive products and guidelines can invasive plants be beaten. The Future is bright for Solar Farms Alongside this typical-use offering, DuPont now also offers a specialised version of the fabric called Plantex® Platinium Solar. This product is dedicated to uncovered applications such as solar farms, or other such sensitive technical installations, where weed control presents particular challenges or can cause safety issues. Plantex® Platinium Solar can be left uncovered under UV radiation for 8 years according to the limited product warranty, thus reducing both installation costs and maintenance in the long run. About Safety & Construction The Safety & Construction business, part of DowDuPont Specialty Products Division, is a global leader in products and solutions that protect what matters – people, structures and the environment

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– and enables its customers to win through unique capabilities, global scale and iconic brands including Corian®, Kevlar®, Nomex®, Tyvek®, Styrofoam™ and Filmtec®. For more information about DuPont Protection Solutions visit: http://www.dupont. com/corporate-functions/our-company/ businesses/protection-solutions.html About DowDuPont Specialty Products Division DowDuPont Specialty Products, a division of DowDuPont (NYSE: DWDP), is a global innovation leader with technology-based materials, ingredients and solutions that help transform industries and everyday life. Our employees apply diverse science and expertise to help customers advance their best ideas and deliver essential innovations in key markets including electronics, transportation, building and construction, health and wellness, food and worker safety. DowDuPont intends to separate the Specialty Products division into an independent, publicly traded company. More information can be found at www.dow- dupont.com For further product information: www.plantexpro.dupont.com For commercial enquiries: TCS Geotechnics, E:sales@tcs-geotechnics.co.uk Telephone: +44 (0)1942 218597 Rail Professional


Competence Data at Your Finger Tips The AssessTech Competence Management System (ACMS) puts you in control. An up-to-date, real-time view of all your competence data helps you to‌

Make better safety and investment decisions

Support your existing business and manage change

Manage competence on the move

AssessTech is a technology and training company specialising in all aspects of Competence Management for the Railway Industry. We believe in Developmental Competence Management, which is a continuous process that achieves lower business risk and a reduction in incident rates through targeted training and development of people.

Technology

Training

We supply hosted systems and services to Train Operating Companies, giving them better visibility of their competence related data, which along with complementary training and consulting, means they are better able to assess risk, manage incidents and target spending accordingly.

E

info@assesstech.com

Consulting AssessTech can help your business. Get in touch.

www.assesstech.com

T

01483 338646


BUSINESS PROFILE |

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Electronic Competence Management AssessTech which leads the industry in Developmental Competence offers a case study in improving critical safety standards for light railway

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ram Operations Limited has recently taken its first step into electronic competence management, the first light rail company to follow this path. We speak to Andy Wallace, Head of Safety, who explains the reasons why First Trams is pioneering this exciting new approach. ‘Tram Operations Limited operates the only tram network in London, transporting more than 29 million passengers each year. The level of dynamic risk is greater on a

tramway than in a heavy rail setting. Trams operate in both segregated and mixed traffic environments (for example city centres) and as such the drivers find their trams regularly surrounded by pedestrians, cars, buses and bicycles. Each driver has to pass a rigorous selection, training and assessment process before they are allowed to drive a tram. Tram Operations Limited uses National Occupational Standards to evaluate driver performance, however it wanted to strengthen its risk controls even further

by introducing a competence management system that is bespoke to its operation. It’s critical that drivers are able to consistently make safe decisions so Tram Operations decided to take a risk-based approach that allows drivers to develop their competence whist demonstrating compliance to standards. For Tram Operations Limited, electronic competence management was definitely the ideal solution. The company wanted to improve efficiency and visibility over its competence management arrangements to ensure the processes were slicker for both the candidate and the assessor. This would ultimately result in a much more

The company wanted to improve efficiency and visibility over its competence management arrangements to ensure the processes were slicker for both the candidate and the assessor

Rail Professional


SPECIALISTS IN PROJECT DELIVERY INTEGRATION, COORDINATION, COOPERATION

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Slingco, is a world-leading manufacturer and supplier of high quality stainless, galvanised steel and non-metallic pulling grips, as well as line pulling swivels, blocks, array rollers, connectors and general wire rope assemblies. We distribute our products to a variety of industries such as: ■ Rail ■ Power Utilities ■ Infrastructure ■ Oil & Gas

■ Aerospace ■ Telecoms ■ Mining ■ Marine & Subsea

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BUSINESS PROFILE |

approach AssessTech takes with all its customers. The platform evolves through consultation with the industry and the user forums really add value and provide a great place for sharing best practice across the industry. New and better ways of working often evolve from these forums. By adopting a developmental competence approach through ACMS, I believe Tram Operations Limited will benefit from a riskbased solution that is bespoke to its tram drivers’ competence needs. ACMS will help Tram Operations Limited achieve that, providing its leaders with full visibility of each driver’s current status and allowing it to analyse assessor performance – all remotely and at the touch of a button. This is critical to operating a successful, cost efficient competence management system. Rollout of ACMS started September 2018 and is expected to be fully operational by the end of the year.’ To find out how AssessTech can help your company with electronic competence management, contact AssessTech on the below.

Tel 01200 4298

cost-effective and (by eliminating the need for large paper-based files) environmentally responsible solution. Having worked in safety and been responsible for delivering complex competence management solutions for a number of years, I am aware of the various systems available in the market. AssessTech’s ACMS platform met the exact requirements of Tram Operations Limited. In my opinion it is the best provider of electronic competence management in

the industry both in terms of the quality and functionality of their product; and the level of aftercare and support they provide to each business they work with. What really makes it stand out from the crowd is that it is the only company to provide developmental assessment. Other competitors claim to offer it but for me AssessTech are definitely the industry leaders in this area. Another critical factor in our decision making process was the collaborative

Tel 01200 429870

Tel: +44 (0)1483 338646 Email: info@assesstech.com Visit: www.assesstech.com

Tel 01200 4

ment needs!

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| BUSINESS PROFILE

Supporting innovation and shaping the future of rail In April, Bridgeway Consulting Limited (BCL) was awarded the contract to inspect and maintain the Network Rail Innovation Development Centre (RIDC) Melton

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IDC Melton, also known as The Old Dalby Test Track, is one of two strategically important facilities within the UK Rail Industry, used as a test bed for innovation and providing a safe environment to test both new and modified rolling stock, plant, on-track machines and infrastructure equipment. The RIDC site at Melton, Leicestershire, has been purpose-built to support both high and low speed testing of vehicles and infrastructure, undertaken by utilising 11 miles of 25kV overhead line equipment and third / fourth rail DC equipment. The Melton facility provides two separate test tracks: a high-speed facility between Melton Junction and Edwalton, incorporating 13 miles of track up to 125 mph – eleven miles of this with overhead line equipment – and a slow-speed test track from Old Dalby to Stanton Tunnel, with four miles of track up to sixty mph. BCL’s multi-disciplinary capabilities mean that nearly all services are carried out by the ‘in house’ multi skilled delivery teams.

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The inspection and maintenance works include: • Track Maintenance • Overhead Line and Conductor Rails • Structures • Pest Control • Fencing • Vegetation Management • Possessions and AC DC Isolations. BCL is currently in discussion with the Network Rail RIDC team as to how it can help develop innovative solutions to monitor the existing infrastructure. As a collaborative partner to Network Rail, BCL believes that enabling a culture of innovation in rail is essential to transforming the UK rail industry and delivering the railway of the future. The UK rail industry is currently in the middle of the largest investment programme in its history and only through innovation can we meet the challenge of delivering this massive programme on the world’s oldest railway. We need to make use of new technology in order to monitor, manage and develop new and more efficient/reliable ways of working. Collaboratively with Network Rail, BCL aims to develop the facility maintenance further and continue to work alongside Network Rail in order to lead enhancements allowing RIDC Melton to be the number one railway testing facility in the world. With regards to structures, there is a

unique opportunity at the RIDC in Melton. The 14 miles of track contain all of the typical structure types you would find on the main line: tunnels, overbridges, underbridges, station buildings, platforms and miscellaneous ancillary structures. This collection of structures combined with a wide range of site constraints and structural defects, allow BCL to trial new innovative examination, monitoring and data collection technologies. As well as improving and developing techniques which it is already well-versed in. Since taking over the maintenance of the track BCL has undertaken a full 360-degree video capture survey of all structures. This has been used to not only complete a visual examination of the structures but also for possession planning, maintenance plan development and generally removing boots from ballast as any location of the site can be viewed from the office. BCL is now planning a full point cloud UAV survey of the site, which it will then build into a full integrated BIM model. This will allow for maintenance hotspots to be mapped almost in real time, with interactions between various R&D projects and visualise HAZIDS across the site. Network Rail is the lead for the UKRRIN Centre of Excellence in Testing – further information on the RIDC’s and UKRRIN can be found at www.networkrail.co.uk/ridc and www.ukrrin.org.uk Tel: 0115 919 1111 Email: enquiries@bridgeway-consulting.co.uk Visit: www.bridgeway-consulting.co.uk


360° Video Capture

Why would I want a 360° video?

Do you have a building, bridge, structure or other asset that you would like a permanent, interactive record of? Do you have a site that is difficult or dangerous to access that you need to inspect? Have you thought about 360° videos? 360° videos provide more engagement and data retention than normal videos or classic photographic surveys – bringing the site to the office!

What is a 360° video?

360° videos (sometimes referred to as virtual reality) are videos displaying a global view, where the camera has recorded all possible angles of the environment. When watching 360° videos, you can essentially interact with the recorded environment; pausing the play to zoom in and out, pan around in the 360° environment, and grab precisely the right screen shots for reports. You can utilise a standard computer with readily available software to view the video. Or go even further with full HD footage and a VR headset to fully immerse yourself in the environment – ideal for planning site visits, repair works or just interrogating the environment from the comfort of your desk top.

How can Bridgeway help you create 360°?

Bridgeway can utilise our difficult access capability to gather video footage from places many people cannot reach easily. We can arrange everything from roped access, confined space access and drones, to railway possession management. Our experienced video processing team can then create the video to your requirements, meaning that we are a one stop shop to deliver all of your video surveying needs. Click here for an example video where you can use your mouse to explore the 360° environment, which can be viewed on your desk top or phone in the YouTube App.

e

enquiries@bridgeway-consulting.co.uk

t

0115 919 1111


Creating Healthy High Performing Workforces

Do you want to improve your organisations;

“The greatest benefit to us, from working with Empactis, is the clarity of data and how this now empowers our managers to have meaningful conversations with their employees. One of our core values, at Arriva Train Wales, is we care for people’s safety and wellbeing and what I find fantastic about Empactis is that they don’t just drive the tools to help deliver these values, they truly believe in them.“

Risk Management Productivity Analytics Talent Management

Gareth J Thomas, HR Director, Arriva Train Wales

Recruitment

It’s time to put employee HEALTH at the heart of your organisation to help you build a healthy high performing workforce

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BUSINESS PROFILE |

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The ultimate customer experience... ... with the new R3 series fixed input voltage DC/DC converters from Mornsun

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hen considering using an industrial DC DC converter unit, the absolute essentials are: excellent performance, high quality and costeffectiveness. Mornsun’s first generation fixed input voltage DC DC converters met all three of the essential requirements. However, Mornsun is not a company to rest on its laurels and delivered improvements on their first generation with the R2 series including, enhanced product reliability, lower cost through innovative technology and automated production procedures. Mornsun’s latest generation unit, the R3 series, attempts to solve some of the industries wider challenges yet still maintaining the balance between performance and cost. Converter performance vs customer experience Low power (1-2 W) DC DC converters are used extensively in bus communication systems and also to power isolated sensors. Traditionally these converters have been based around the Royer auto-self-excited push-pull circuit. Whilst simple and cheap to produce, it has many inherent defects including lack of short circuit protection, poor start up into highly capacitive loads and high standby power consumption. Mornsun’s R3 series fixed input voltage DC/ DC converters use a brand new IC technology designed to resolve the conflict between achieving continuous short-circuit protection, capacitive load and start-up capability and in so doing has achieved a performance improvement across all three functions.

The Royer self-oscillation circuit has no soft start-up function and has a large transient input current at start-up, which may breakdown the internal switching components causing a short circuit or even the complete failure of the converter. Mornsun’s new technology allows converters to operate with a capacitance ten times that of older topologies. High efficiency at full load vs high efficiency at light load and low standby power consumption Traditionally customers have focused on the efficiency of converters at full load with less focus on the efficiency at light loads and standby power consumption. Many applications see a DC DC converter having three operating modes. Full load (de-rated in actual use), light load and no load, of which

Output short circuit protection (SCP) vs large capacitive load The lack of short circuit protection is a shortcoming of the Royer circuit. Mornsun’s breakthrough with the R3 series fixed input DC DC converter changes the operating mode of the push-pull circuit and allows operation with larger capacitive loads at the same time. Large capacitive load vs start-up Extra capacitance often has to be added to the output of a DC DC converter to reduce the effects of ripple and noise. However, a large capacitor can look like a short circuit to the converter when it starts, causing the converter to either hiccup or sometimes even fail. Rail Professional


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the light load often accounts for the highest proportion of operating time. This is especially important, if the system is battery-powered, where there are strict requirements for standby power consumption to improve battery life. Traditional Royer circuits have had no-load currents of the order of 15-30mA. Mornsun’s R3 series has reduced this figure down to <5mA. The B0505S-1WR3’s standby power consumption is 25mW and no-load current is 5mA. It is particularly suitable for energy-saving equipment that has a higher requirement for stand-by power consumption, e.g., portable equipment. MORNSUN’s innovative engineers have introduced an independent oscillator instead of the Royer circuit and their own bespoke IC controller to the new R3 series. These improvements in IC technology deliver the following significant advantages in short circuit protection, large capacitive loads, startup performance and light load efficiency. IC technology provides over-temperature protection (OTP) The fixed input voltage R3 series have built-in OTP. Once the temperature exceeds its rated value, the converter will automatically go into a dormant state to avoid damage and can automatically recover when the temperature

drops to the set value, thus protecting both the converter and the equipment it is powering. Evolution of the B0505 series and critical performance features Higher reliability The high reliability of the fixed input R2 series already had an excellent reputation, and the new R3 series takes this further. The R3 series is highly integrated which reduces the internal

component count by over forty per cent. The fixed input R3 series uses an independent oscillator rather than relying on the components’ inherent characteristics. This promotes higher yields in mass production and leads to a more reliable product. Cost effective and competitive pricing Thanks to Mornsun’s IC technology, the R3 series reduces the number of components, simplifies the assembly process and saves assembly costs. All of which results in a more cost-effective solution and more value for money to the customer. Backward compatibility with R1 & R2 series The R3 series is a hundred per cent compatible with MORNSUN’s previous fixed input voltage R1 and R2 series in terms of package sizing and pinning as well as those of leading competitive products. This means that the customers do not need to change PCB design when they replace or upgrade the system. Summary MORNSUN takes innovation very seriously and is an essential part of its development programme for the power industry and to bring improved customer experiences. The use of independent oscillator IC technology leads the path in a new direction of innovation. The R3 series fixed input DC DC converters have addressed many of the shortcomings of traditional low cost components (short circuit protection, large capacitive loads, light load efficiency and over temperature protection) whilst still reducing costs and maintaining short lead-times of typically less than four weeks. Tel: 01929 555700 www.relec.co.uk sales@relec.co.uk

Rail Professional


SCADA expertise from telent

we design, build and maintain safety critical solutions we have proven knowledge of safety critical environments we support and integrate legacy systems we understand operational requirements we deliver resilient, secure and future proof systems tailored to your requirements

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Rail Professional


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Tunnel vision Not all tunnels have trains running through them –undertrack crossings can be critical to running railways

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E Yates Trenchless Solutions is a leader in providing a range of techniques fulfilling stakeholders requirements. A E Yates Trenchless Solutions has been around for over twenty years. The skills, knowledge and capability in underground construction in the business, however, have been around longer than this. Its sister company, civil engineering contractor A E Yates, delivered microtunnelling projects for a number of years prior to the formation of the specialist subcontractor. The company delivers solutions from 25mm to over two metres in diameter with its own plant and equipment using a wide range of methods. This experience, and the techniques offered, allows the company to offer unbiased professional advice on method selection, project planning and solution design. Cost effective solutions for customers, particularly when involvement has been from the early stages, can therefore be developed. A ‘one stop shop’ principle for trenchless construction means that design, shafts, cofferdams, pits and product pipe installation that are integral with trenchless work packages are also undertaken. Contractors’ requests that other associated civil engineering works are rolled into packages that eliminate interfaces, enhance productivity and efficiency are regularly accommodated resulting in cost savings for customers.

The company’s exemplary safety record also demonstrates the commitment and dedication of its people and a robust integrated management system of accredited processes and procedures. Trenchless solutions are usually specified only when all other alternatives have been discounted. This may not be the best course of action and the early involvement of a specialist such as A E Yates Trenchless Solutions can provide surprising results. Increasing passenger numbers and rail freight movements are also applying evermore pressure on rail network capacity, reliability and resilience. To ensure the efficiency of the network it is therefore critical to ensure that delays and disruption are eliminated where possible. Trenchless has now become generally the rule when crossing the permanent way. The application of trenchless methods to under track crossings (UTXs) provides certainty that the railway remains operational during the works. Under track crossings Utility companies most commonly have requirements to cross the railway although Network Rail itself also needs to cross under its own tracks when upgrading communications, signalling, electrification and power systems in response to increasing

Rail Professional

use and changing safety requirements. They also own some old and creaking assets that occasionally fail, such as culverts, and need repair or replacement. There are a number of techniques that can be used to carry out a UTX with the most appropriate being determined by diameter, cover to track and ground conditions. Legislation and Network Rail specifications and standards are also taken into account. A E Yates Trenchless Solutions has successfully carried out the design and construction of numerous UTXs in accordance with NR/L2/CIV/044. Techniques used for UTX works include microtunnelling, pipejacking, auger boring and Horizontal Directional Drilling (HDD). All except HDD will require permanent or temporary launch and reception pits or shafts to allow plant and equipment to be installed safely at the required level and extracted at the end of the drive. The rear of the launch pit will also be required to take the forces exerted by the drive rams pushing the cutting head forward. A E Yates Trenchless Solutions has experience in all these techniques as evidenced by the following examples. Ferryhill Culvert Diversion The Ferryhill project involved replacing a culvert which had collapsed directly beneath


Faro Arm Inspection

Laser Scanning, Reverse Engineering & Laser Tracker Inspection

Portable Arm and CMM Reverification

Training on various software’s including Geomagic, CAM2 Measure 10 and Aberlink

Cybergage 360 – an Unprecedented combination of speed, accuracy and onebutton simplicity for non-contact automated 3D scanning inspection

Any size of Jig and Fixtures can be calibrated with our Laser trackers and Portable arms

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...WE THINK LIFE IS PRICELESS. Smart Depot Personnel Protection System (DPPS™) The Smart DPPS™ is a highly advanced, state-of-the-art protection system incorporating the use of intelligent distributed control and communication technology, as well as electronic personnel datakeys to identify staff working in different safety zones.

The Smart DPPS™:

It is:

• Protects staff and equipment • ensures safe and controlled movement of rail vehicles into and out of the depot • allows train maintenance operations to be conducted without endangering the safety of staff or damaging infrastructure

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zonegreen safe working solutions

Find out more at www.zonegreen.co.uk Tel: +44 (0)114 230 0822 Fax: +44 (0)871 872 0349 Email: info@zonegreen.co.uk

INVICTUS RESOURCE LTD Invictus Resource Ltd offer a variety of engineering services to the railway industry specialising in Overhead Line Electrification. The company is dedicated to the provision of services to a broad spectrum of industry clientele providing a multitude of skilled staff to the rail industry. They maintain a comprehensive database of fully trained and experienced personnel that enables a dedicated recruitment team to quickly and efficiently identify suitably qualified personnel for your operation matching your specific needs, regardless of the level of seniority or whether the role is operational or office based. Invictus Resource Ltd specialise in the following disciplines operating throughout the UK rail and construction markets: • • • • •

Overhead Line Staff (Isolations / Construction) Civil Engineering Safety Critical Staff Permanent Way Engineering HV Cable Jointers

Tel: 01270 875393 Email info@invictusresource.co.uk Website www.invictusresource.co.uk


BUSINESS PROFILE |

a freight line. An over pumping operation was first setup to manage a watercourse. A E Yates Trenchless Solutions was approached to assess the various different methods of constructing a new culvert. Due to the location of the culvert and the difficult ground conditions, the safest and most efficient option was to use their Bohrtec BM600LSC guided auger boring machine. The site geology was peat overlying soft clay. The peat strata was removed and a lifting platform constructed to allow installation of piled launch and reception pits. The pits were excavated, and reinforced concrete bases and a back wall was constructed. The auger borer then installed 49 metres of 1220mm diameter 35mm thick steel pipe in six-metre lengths with each joint welded and tested. Realignment of the existing drainage ditches diverted flow through the new culvert, existing land drains were diverted to the new watercourse channel and reinforced concrete headwalls were constructed at both ends of the new pipe. Constant monitoring of the live railway lines and safe working practices allowed rail traffic to continue throughout the works. Culvert replacement The Environment Agency and its partner Network Rail required a replacement culvert within a rail embankment at Ulverston. The new culvert replaces an existing culvert which had deteriorated significantly in recent years and was built to increase the standard of protection to properties which

are currently at risk of flooding. The area is now protected against a one-in-a-hundredyear storm event. The works included the construction of a battered drive pit with a pre-piled back wall, the UTX installation of fifty metres of 1800mm diameter concrete jacking pipes using an open face â&#x20AC;&#x2DC;backacterâ&#x20AC;&#x2122; tunnelling machine, and precast concrete headwalls at each end. The ground conditions for this crossing were predominantly embankment fill which varied greatly in its characteristics throughout the tunnel construction. This variability had been predicted and the tunnelling machine was selected to overcome the changes without any adverse effects. All the works were constructed below operational railway lines. Network Rail awarded the site a Health, Safety and Welfare Banner for excellent working practices and overall performance. A new strategic water main Scottish Water identified a need to increase the efficiency of the network system in the Gorbals to Amlaird Water Operational Area (WOA) through a series of main outs. The construction of the new strategic water main, which is expected to take about four years, will connect the Bradan water supply network to the network served by the Milngavie and Balmore water treatment works north of Glasgow. A E Yates Trenchless Solutions works included the design and construction of four mechanised pipejacks requiring design

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submissions to Network Rail and Transport Scotland to gain approval for the crossings. Construction of drive and reception pits in rock and the installation of twin 1500mm diameter eighty metres long pipejacks below the Neilston railway line was achieved using a full face slurry tunnel boring machine. All works were completed successfully with no movement being recorded on the rail infrastructure. Looking forward The company has developed its understanding and knowledge of rail requirements and is keen to increase its direct involvement in the sector. Currently it operates through third parties wishing to cross the railway or subcontracts to Tier One contractors. Raising awareness of its capabilities and services to rail professionals more widely will assist this ambition. As it is widely evidenced that the early involvement of specialist contractors provides the best benefit to projects for all parties contact at the earliest stage is welcomed. Continued investment in plant and equipment also realises benefit for customers. David Atkinson is Director and John Harvey is Head of Business Development at A E Yates Trenchless Solutions

Tel: 01204 696175 Email: david.atkinson@aeyates.co.uk, john. harvey@aeyates.co.uk Visit: www.aeyates.co.uk Rail Professional


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Case Study â&#x20AC;&#x201C; Orient Express Stewarts Lane railway depot in Battersea has been providing maintenance and stabling for rolling stock in the southeast of England since 1862

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he facility, at one point the largest locomotive capacity in the southern region, has provided a service to London and its southern arterial rail system through two world wars, the steam days, nationalisation, electrification and privatisation. Having stabled the Royal Train, one of the depotâ&#x20AC;&#x2122;s main uses today is for the maintenance of the prestigious Orient Express. A new heating system After the installation of a Nor-Ray-Vac system in the high bay and main locomotive shed at Orient Express 28 years ago, the system needed to be replaced. Orient Express approached Multigas and asked them to assist with the replacement of the

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existing and also an additional two areas that were previously unheated. Entrance and exit doors often occupy the full width of the building and may be left open for many hours a day. When doors are open at both ends, a wind tunnel effect is created, cold air at high velocity is drawn into the shed. Keeping the shed warm enough for employees to work comfortably is compounded by the often north-south alignment of the tracks, which allows very little sunshine to warm the interior. Nortek Global HVAC was able to offer the ideal heating and most effective and economic heating solution under the Reznor brand. Blanket heat coverage was not a necessity in the rail shed as only the areas where personnel are working needed to be heated. When operatives are working on one part of the train, zoning enables all

other parts of the radiant heating system to be switched off. Over time this produces considerable fuel economies and cost reductions. Economy and effectiveness were the two key criteria specified to be answered when selecting the heating system for the rail maintenance shed. Finding a solution to both in a single heating system can be challenging. One form of space heating technology ideally suited to this cold and inhospitable working environment is the Nor-Ray-Vac radiant tube heating system. Reznor replaced the old system with the latest Nor-Ray-Vac series system which was happily received by the client due to the past financial benefits of this type of heating system within a train depot environment. The project was completed in three stages. Phases one and two were where the


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The Nor-Ray-Vac system combusts the fuel at the point of use enabling maximum efficiency with no distribution losses and has rapid response to changed conditions. It is uniquely designed to accommodate the building constraints and required zoning for the method of working within the shed. The flexibility of the radiant heating system meant that specific areas can be heated as required by the work patterns within the shed, keeping staff warm. The client employed the services of Multigas to undertake the complete new and replacement works. Orient Express now benefits from a radiant heating system capable of maintaining the depot at a comfortable environment well into the late 2030s. Installation summary Venice Simpion Orient Express invested in a Nor-Ray-Vac continuous radiant tube heating system. Suspended from the roof, the continuous radiant tube heating system emits infra-red rays that warm only objects and people in their path. Low operating costs are achieved by concentrating the heat at low level, the heating system is tailored to the exact requirements of the design brief. No movement of air – thus, dust and airborne particles are not moved around and no distribution losses – fuel is utilised at the point of use. Technical Summary Phase One Area: 41 metres long and 15 metres wide Height: seven metres Volume: 4305m3 Heaters: six 24kW NRV burners with one flue discharge Phase Two Area: thirty metres long and 15 metres wide Height: seven metres Volume: 3150m3 Heaters: six 18kW NRV burners with one flue discharge

complete rebuild of the carriages took place for the Orient Express trains. Phase one: an area of 41 metres by 15 metres and seven metres high saw the installation of Nor-Ray-Vac system consisting of six 24kW burners with one flue discharge. Phase two: an area of thirty metres by 15 metres and seven metres high saw the installation of a Nor-Ray-Vac system consisting of six 18kW burners with one flue discharge. Phase Three involved the high bay and main locomotive shed where the steam locomotives are maintained on a regular basis. The Nor-Ray-Vac system was an exact replacement of the original to minimise

the installation costs. The client was more than happy to replace the old system with the latest NRV series having experienced the financial benefits of an efficient radiant heating system within a train depot environment. The high bay of area was thirty metres by twenty metres and twelve metres high, a Nor-Ray-Vac system of ten 18kW burners with one flue discharge was installed going around the perimeter of the bay, below the crane beam. The main locomotive of area was 77 metres by 15 metres and seven metres and high received a Nor-Ray-Vac system consisting of 18 18kW burners arranged in three zones with two flue discharges.

Phase Three – High Bay Area: thirty metres long and twenty metres wide Height: twelve metres Volume: 7200m3 Heaters: ten 18kW NRV burners with one flue discharge Phase Three – Main Loco Shed Area: 77 metres long and 15 metres wide Height: seven metres Volume: 8085m3 Heaters: 18 18kW NRV burners with two flue discharge Tel: 01384 489250 reznorsales@nortek.com www.reznor.eu Rail Professional


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Bearings and condition monitoring for the rail sector The Schaeffler Group is a global automotive and industrial supplier that manufactures high precision compnents and systems for engines, transmissions and chassis applications

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chaeffler also manufactures rolling and plain bearing solutions for a large number of industrial applications. In 2017, the company generated sales of around £14 billion. With 92,000 employees, Schaeffler is one of the world’s largest family companies with approximately 170 locations in over fifty countries. Schaeffler UK’s head office is located at Sutton Coldfield in the West Midlands. From this purpose-built office and warehouse, the company provides sales, marketing, engineering services and logistics for all its bearing products. Schaeffler has more than a hundred years’ experience in the rail industry, with applications including axlebox bearings and housings, bearings and components for traction motors and gearboxes, railcar connectors, tilting technology and bearings for train doors. Condition monitoring of rail traction motors The operational reliability of railway rolling stock, in particular passenger trains, is key in maximising availability and is highly dependent on the health of the drive system (i.e. traction motor and gearbox). Rolling bearings are a key part of these drive systems. If bearings fail unexpectedly, this can result in serious damage to other equipment and loss of operation in-service. During operation, equipment reliability depends heavily on the type of bearing selected as well as on correct installation, operation and maintenance. Due to improvements in manufacturing technology and materials, bearing fatigue life, which is related to sub-surface stresses, is not generally the limiting factor and probably accounts for only a very small percentage of failures. Reactive versus predictive Equipment degrades with age and usage and the commonly used ‘reactive’ approach to maintenance by fleet operators involves fixing problems only after they occur. While this may appear to be the simplest and cheapest approach in terms of upfront costs for maintenance, when problems do occur, Rail Professional

these can often result in costly secondary damage, along with costly unplanned service outages, recovery costs in the case of serious failures, as well as loss of reputation and asset availability. In Preventive Maintenance strategies, equipment is overhauled on a regular basis regardless of the condition of the parts. This normally involves scheduling of the train in the depot where equipment is inspected, removed and replaced, or overhauled irrespective of whether it is needed. This approach may reduce failures before they happen but it also leads to increased maintenance costs as parts are replaced when they don’t need to be. There is also a risk of human error during the time the

train is taken out of service for repair, adjustments or replacing parts. If key equipment on the train can be monitored in such a way as to obtain advance warning of a problem, significant cost savings can be made by avoiding unnecessary repairs and removing the train from operational service. This approach is known as Predictive Maintenance. Remote condition monitoring Rail operators are increasingly adopting Remote Condition Monitoring (RCM) to monitor railway assets, including equipment condition onboard the train as it operates in-service, in order to predict which parts are likely to fail and when. In this way,


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maintenance can be planned and there is an opportunity to change only those parts that are showing signs of deterioration or damage. Problems can be detected in advance and maintenance is performed only when needed. However, while the use of RCM is receiving much attention, these systems are often expensive to install and interpreting the data can be difficult. Interpretation of data is just as important as collecting data in the first place. A misdiagnosis can lead to the unnecessary removal of rolling stock from in-service operation, poor asset availability,

lost revenues and customer dissatisfaction. Consequently, Schaeffler UK decided to investigate whether depot-based vibration measurements, using an underfloor wheel lathe to rotate the wheelset, could be used to assess the condition of the traction motor and gearbox. Routine wheel turning Wheel lathes generally operate in the range sixty to a hundred metres a minute. This means that for a wheel diameter of 800mm, axle speed is 24-40rpm. For a typical 4:1 reduction gearbox, traction motor speed would be 96-160rpm respectively. The advantage of this type of measurement is that the condition of the drive system can be easily assessed during routine wheel turning. This simplifies the whole process and is more cost effective as large capital investment, installation of equipment and extensive training are no longer necessary. Working closely with a number of different fleet operators, Schaeffler UK

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components on traction motors. If left undetected, these worn or damaged components may have resulted in catastrophic failures of traction motors, with possible disruption to operation in service. For a copy of the full report, email info.uk@ schaeffler.com Two new rail products Schaeffler has developed two new products for cylindrical rolling bearings that offer distinct advantages for the rail sector. The MPAX brass cage for cylindrical rolling bearings is a robust, rib-guided, single-piece solid brass cage, which is extremely resistant to vibration and shock loads. The MPAX cage has a higher load carrying capacity for radial centrifugal forces (higher radial rigidity) than its predecessors and is also suitable for very high speed applications. In terms of the rail sector, cylindrical rolling bearings with MPAX cages are particularly well suited to final drive gearboxes. Over time, Schaeffler expects the MPAX brass cage to gradually replace the previous cage types. With MPAX, Schaeffler has improved the overall cage design by reinforcing the side edges, optimising side edge thickness and optimising the pocket corner radius position, resulting in reduced maximum stress on the pocket corner radii. Fatigue effects occur only when very large forces are applied. The cage is always rib-guided on one ring and the rollers can be removed.

adopted this unique approach by using vibration measurements to assess the condition of traction motors without the need to remove equipment from the bogie. Six separate studies were undertaken on high-speed passenger trains involving a wide range of traction motor makes and sizes, from 8MW high speed trains down to light rail-vehicles. Each study successfully identified potential failures of bearings in traction motors early, thus avoiding any catastrophic failures or repairs. Potential failures were identified on ball bearing and cylindrical roller bearing components such as inner and outer ring raceways, cages and rolling elements. These signs of damage appeared in the form of abrasive and adhesive wear, spalling, fatigue, corrosion, fretting, cracks, false brinelling and degradation of grease. The studies provided valuable information to fleet operators about the condition of bearings and other rotating

New ceramic insulation coating In addition, Schaeffler has developed a new ceramic insulation coating for rolling bearings (including cylindrical rolling bearings) with outside diameters from 70mm to 800mm. Applied to the outer ring, the new Insutect A J20G coating is a cost effective solution for preventing damage to bearings due to the passage of electrical current. The ceramic coating, which is approximately 700Âľm (0.7mm) thick, offers high capacitive resistance, high wear resistance and a disruptive (dieletric) strength of up to 5,000V DC. The coating helps prolong the life of lubricating grease and is suitable for bearings that operate in dry or damp conditions. The Insutect A coating is applied using the plasma spray method and sealed. Coating variants are available from Schaeffler to suit a range of different bearing applications such as rail and industrial three-phase electric motors.

Tel: +44 (0) 121 313 5870 Email: info.uk@schaeffler.com Web: www.schaeffler.co.uk Rail Professional


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The Geobind Soil Enhancement System Geotech Soil Stabilisation (Geotech) is pioneering a new and unique method to increase the load bearing of in situ soils – the Geobind Soil Enhancement System

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ue to a completely reversible nature the system can be applied to haul roads and compounds where similar methodologies using lime and cement cannot due to their caustic nature. Under these circumstances the only viable alternative is traditional stone make up. The Geobind system offers numerous environmental and commercial benefits over this method. Significantly reducing programme length, aggregate use, vehicle movements, associated C02, strain on local infrastructure and achieving financial performance by completely negating costly

material export and landfill costs. Geotech was founded in 2014 and has now successfully completed over a hundred schemes for contractors such as Murphy, Balfour Beatty, Bam Nuttall and ISG. With varying end uses including but not limited to haul roads, compounds, working platforms, building foundation, permanent roadway, car parks and for contaminate encapsulation. With end users including Network Rail and Highways England as well as large corporate clients, Geotech has now secured financial backing from private investors and aspires to undertake a significant portion of

works as part of Control Period Six and High Speed Two packages. Case study What follows is a case study on the award winning Greater West Programme where Geobind has been recognised for considerably improving cost and environmental performances on haul road and compound works. The project saw the construction of compounds and haul roads within the Thames Valley Area of the Greater West Programme to allow Amey Inabensa to deliver the electrification works for Network Rail. Summary • Cost saving against traditional methods • Construction time reduction • Vehicle movements reduction • Aggregate import reduction • Post scheme soil regeneration • Maintenance free Won MRW National Recycling Award for Best Public/Third Sector Waste Reduction Initiative, a Green Apple Award, a Regional Network Rail Sustainability Award, and a finalist at the National Rail Awards (2018). Planning and delivery Amey Inabensa was contracted by Network Rail to deliver the electrification works in the Thames Valley Area. This package of works includes building and operating a significant number of compounds, and associated Road Rail Access Point (RRAP) when required, from Maidenhead to Bristol, Chippenham and Newbury in order to provide railway access, OLE material storage capacity and welfare facilities over a period ranging from one to three years. The construction of a compound, most commonly on agricultural land leased by Network Rail, requires the removal of a layer of topsoil (typically 300 to 500mm depending on ground conditions) stored on site for reinstatement and the import of aggregates (typically 4,000 tonnes for a 5,000m2 compound) to build a load bearing layer able to accommodate the movements of heavy machinery and the storage of heavy

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material and welfare cabins. The land agreement between Network Rail and the landowner requires that the land is returned to its original state (i.e. aggregates removed and topsoil reinstated). As a result, the imported aggregates become waste if a solution for reuse could not be identified before the demobilisation stage. Leaving the compound in place is not permitted unless the landowner has obtained planning permission from the local authority for change of land use. In order to overcome some of the constraints associated with land reinstatement as well as reducing construction time and costs, Amey Inabensa approached Geotech Soil Stabilisation to discuss an alternative solution using a binder with similar properties to lime and cement: Geobind. The product is mixed with the soil transforming the site into a load bearing surface. However, and completely unique to Geobind, during reinstatement the surface is broken up and reagent added into the soil to correct the pH and return the land to its original state. This is due to a completely lime free makeup meaning this methodology can be used where lime and cement cannot, and stone methods is both costly and more of a burden on the environment. The Armoured Layer surfacing used was maintenance free meaning further cost and performance improvements against these traditional methods.

 

Compound

Surface 2 area  (m )  

Lorry movements   reduction*  

Transport carbon   reduction*  

Aggregates import   &  waste  reduction*   (tonnes)  

Estimated cost   saving***  

(number of  journeys)  

(tonnes of  CO2eq)  

Milley Bridge   13287  

255

7

3985

239166

Padworth

10266

195

9

3080

184788

Poole Farm  

11450

220

6

3435

240450

Langley

4927

(£)

95

15**

1480

88686

Froud’s Lane   9187  

175

0.6

2755

165366

Whitegates

3563

70

0.6

1070

64134

Total

52680

1010

23.2

15805

982590

Results and benefits Using this innovative approach to compounds construction at six locations on The Greater West Programme, Amey Inabensa reduced the import of aggregates and their associated disposal by fifty to seventy-five per cent. It also significantly reduced the number of lorry movements to and from site by forty per cent, minimising the safety risks and nuisance impacts of heavy deliveries on the local community. Carbon emissions associated with transport of material for the construction of the compounds was also reduced, with savings ranging from ten to seventy per cent, mostly depending on the distance to the Geobind manufacturing location. Finally, a total saving estimated to be approx. £1 million across the 52,000m2 was achieved. See breakdown of environmental and financial benefits below. Another benefit of the Geobind solution is the reduced maintenance requirements against conventional stone designs.

3  

*Based on  400mm  traditional  stone  layer,  100mm  Geobind  armoured  stone  layer  and  1.5t/m aggregates  density   **High  carbon  saving  due  to  the  proximity  of  Geobind  factory  and  longer  distance  to  stone  supplier/disposal  site   2

***Based on  £60,000  average  cost  for  building  1000m  of  compound  using  traditional  stone  design  and  30%   average  saving  achieved  using  Geobind  

Tel: 01189 796 897 Email: info@geotechss.com (Please use subject line RAILPRO) Visit: www.geobind.com Rail Professional


Kilborn Consulting Limited is an independent railway engineering consultancy and design business. We specialise in the design of railway signalling and telecommunication systems for the UK and Ireland railway infrastructure. Our core services cover technical advice, consultancy services, feasibility studies and concept, outline (AiP) and detailed design (AfC) of both signalling and telecommunication systems. We can provide all Signal Sighting activities and signalling risk assessments, including SORA and Suitable and Sufficient Risk Assessments for Level Crossings. We also provide EMC and E&B studies to complement our core services. We very much look forward to working with you.

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Unlocking the skills of micro-consultancies Julian Sindall of MOSAIC Consultants believes that micro-consultancies are one of the great but largely hidden resources of the railway industry

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ew operating models are making it easier to access skills and experience than ever before and with ever greater consolidation of the major consultancies into a smaller number of larger multidisciplinary providers, real choice for client organisations is reducing. The trend for larger framework contracts with fewer selected teams purports to provide economies of scale but clients still find it difficult to access specialist skills for smaller commissions without having to go through the larger consultancies. HM Treasury has declared its intent to spend almost thirty per cent of its National Infrastructure and Construction budget on transport by 2020. The Department for Transport has targeted some 33 per cent of that to be spent on small and medium-sized enterprises (SMEs) by March 2022 and is currently ahead of its own target. But access to SMEs depends on the size of the client’s ‘little black book’ or is assumed to be provided by its preferred multidisciplinary consultant through their contacts. The problem is that many of these multidisciplinary consultants have marketed themselves as a ‘one-stop-shop’ for so long, they don’t have access to SMEs either. Even if they do, there is little incentive to pass work through to subconsultants rather than keep their own staff busy – for obvious reasons. Technology and business practices in other markets are changing, providing new opportunities for consumers to access the services they want more directly. NotOnTheHighStreet.com provides a shop window for hundreds of boutique businesses to sell to customers who would never find them otherwise; Amazon and eBay have become significant online outlets for many small traditional retail stores. But can these online models really work in the world of consultancy? A typical multidisciplinary consultancy will consist of a wide array of individuals with specific skills sets. These will be grouped into departments formed around market sectors or services and kept in line by multiple layers of management on a regional basis.

A micro-enterprise consultancy (defined by the EU as an organisation with fewer than ten employees and turnover below €2 million or £1.8 million) by contrast will often consist of a handful of people with a very specific skill set. They will be very good at what they do (the market soon sorts out those that aren’t), they will be very flexible, but they can be difficult to find and need to be managed on multidisciplinary projects by someone.

So, the challenge is to try to find the right combination of skills needed, together with efficient management to deliver multidisciplinary projects. Delivery models supporting microconsultancies Several delivery models have been developed over the last few years, each serving a different part of this challenge. • IAND focuses on providing a digital platform to manage decentralised project

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teams from several sources • CoMatch and Konsälidön both act as agencies for interim placement of consultants working primarily in financial or business consultancy sectors. Clients come with a request for skills, and the agency selects suitable individuals on their books for clients to interview • Bramblehub acts as a thin prime client for SMEs selling ICT services to the public sector via government framework contracts • The Transport Associates Network presents a group of specialists for clients to access directly from their website. MOSAIC Consultants is a collaboration of micro-consultancies specialising in transport and infrastructure and provides an intranet / extranet facility for them to work together efficiently. MOSAIC provides clients with a single point of contact responsible for project management of the team and enables access to a wide range of selected SME specialists. These new models provide different ways for clients to access the specialists they need who can be difficult to find on Google or at industry conferences. By providing a large shop window through the internet and tools to engage with clients efficiently,

collaborative organisations can help very small businesses punch above their weight and be much more visible to clients. Since its creation in late 2016 MOSAIC has attracted some 21 highly experienced SME organisations to join its network. It has expanded its capability in railways, highways and asset management with support from cross-sector specialists in architecture, BIM, cost estimating, safety and others. This collaboration means that the whole can be greater than the sum of its parts. For example, MOSAIC provided and managed specialists with decades of railway experience to develop a feasibility study for a new railway station proposal in Bedfordshire. MOSAIC’s client, Paul McSharry, MD of Kilborn Consulting said: ‘I was thoroughly delighted and impressed by the services provided by MOSAIC Consultants on a recent railway station feasibility project. Together, we were able to provide an excellent report that was very well received by the client and is likely to lead to further work.’ How clients can help micro-consultancies Micro-consultancies are finding new ways to make themselves more accessible, but clients can help themselves access these suppliers by taking care over the way that contracts

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are packaged and the terms they ask their suppliers to sign up to. Projects are sometimes bundled together to reduce procurement effort and management costs, but careful disaggregation of discrete packages can enable more competition and innovation from the supply chain. Contractual terms in standard procurement processes can sometimes be unnecessarily onerous and inadvertently squeeze out micro-consultancies, preventing access to the skills and experience they bring. Typical pressure points are on insurance levels and payment terms, both of which are more keenly felt by micro-consultancies. Professional Indemnity (PI) levels are still set far too high (and often are effectively unlimited), without any real understanding of what it is for or how the levels should be set. Government Crown Commercial best practice guidance is moving towards recommending setting PI levels for some contracts as low as £100,000 or 150 per cent of the fee – a much more reasonable approach than asking SMEs to bear a blanket £5 million cover on a £20,000 commission. The recent collapse of Carillion shone a light on excessively delayed payments to the supply chain that are unfair and require micro-organisations to bear risks they cannot control. The UK Government’s Construction Supply Chain Payment Charter targets zero payment retentions and payment within thirty days, or 14 days for larger contractors with supply chains to pay. Similar terms have been shown to be deliverable by large consultancies and even 14 days should be more than adequate in most situations. Frameworks such as Network Rail’s Multi-Function Design Framework are intended to encourage Tier One suppliers to make better use of SMEs, but more can be done by Network Rail to monitor the extent to which these objectives are achieved. Recent changes to IR35 legislation aimed at capturing tax from those who are employees in all but name is poorly understood and bluntly executed. Clients can take care to ensure that individual consultants have clear deliverables, carry real risk for non-delivery, and are free to provide substitutes if needed. Conclusion The world of consultancy is adapting to consolidation of the market into fewer big players. New technology and innovative organisations help clients access the valuable resources SMEs have to offer but clients can also help by removing unnecessary barriers to entry. Julian Sindall is Director of MOSAIC Consultants

Tel: +44 20 3936 0768, +44 7786 430420 Email: info@mosaic-consultants.com Visit: www.mosaic-consultants.com Rail Professional


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Beyond the Solution...

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Elite partnership tackles flood water One of the UK’s largest precast concrete firms has joined forces with a specialist hire company to create a long barrier wall to protect a small village in Oxfordshire from flood water

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elford based Elite Precast Concrete has supplied 55 of its Temporary Vertical Concrete Blocks (TVCBs) in partnership with Marwood Group, to create a lengthy 600 metre wall in South Hinksey, Oxfordshire, as a proactive measure to protect the picturesque village from rising flood water. Working in partnership with Marwood Group, a specialist non-mechanical hire company, Elite Precast Concrete was called upon by Lee Copping and the barriers were delivered and installed the following morning at the location almost two hours from its site in Telford, Shropshire. Owen Batham, Sales and Marketing Director at Elite Precast Concrete explained: ‘Recent flooding has caused massive devastation and disruption across the UK, and sandbags have been in extremely high demand to help people prevent any damage, or further damage, to their homes and properties. ‘Our Temporary Vertical Concrete Barriers can be delivered and installed anywhere in the UK on next-day delivery, with no minimum order requirement, so they’re a hugely useful product in the event of a natural disaster like this. Best of all, they can be uninstalled just as easily!’ Over eighty soldiers, as well as personnel from Elite Precast Concrete and Marwood Group themselves, were on hand to help install the wall which was made from a range of Temporary Vertical Concrete Barriers and limited sandbags. As many as 18 out of the village’s eighty houses were flooded and a

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and installed so quickly. Local residents were really pleased with the effectiveness of the wall and they have been eager to make the barriers a permanent fixture for each winter.’ The TVCBs are cast from the firm’s premium quality, high-strength (50N/mm2) concrete and measure 800mm in height, 450mm in width, 3,000mm in length and 2,500kg in weight. The barriers meet the full requirements of EN 1317 ‘Compliant Road Restraints Systems for Temporary Safety Barriers’. speedy solution was needed. ‘We’d urge anyone interested in finding out more about the TVCBs to get in touch on 01952 588885, visit the Security Barriers tab on our home page at www.eliteprecast. co.uk, or email sales@eliteprecast.co.uk’ Owen concluded. Lee Copping, Stock Controller of Marwood Group, commented: ‘We’re thrilled to have worked in partnership with Elite Precast Concrete and were delighted to show our support by getting the blocks delivered

Company profile Founded in 2008 by a team with more than forty years industry experience, Shropshire-based Elite Precast Concrete is the UK market leader in manufacturing and supplying free standing interlocking concrete blocks. By adopting an innovative and forwardthinking approach, both in its production processes and sales and marketing strategy, the company’s precast concrete products are now used by a wide range of UK and international clients including local authorities, recycling businesses, and waste management firms, to build durable waste storage bays. The blocks are also heavily used in industries such as outdoor hospitality, transport, and construction, where they are utilised as kentledge – a form of temporary counterweight – to hold scaffolding, security fencing, and marquees in place. Tel: 01952 588885 Email: postmaster@eliteprecast.co.uk Visit: www.eliteprecast.co.uk Rail Professional


Paragon ID for today, tomorrow and the future

Paragon ID is a trading name of BemroseBooth Paragon

Paragon ID is a leading provider of ticketing to the mass transit sector working with all of the UKâ&#x20AC;&#x2122;s rail operators and some of the largest in the world. What sets us apart is our ability to work with our clients to successfully manage and adopt market changes including the transition of products as the requirements of TOCs and passengers evolve. Supporting clients throughout Europe, our award winning team provides ITSO card bureau service, while also having in place the technology, knowledge and experience to work with businesses to plan for the future.

SMART PAPER TICKETING

ITSO SMART CARD BUREAU SERVICES

AT-STATION SMART CARD ISSUING SOLUTIONS

MOBILE APP DESIGN & DEVELOPMENT

STAFF TRAVEL CARD SERVICES

MANAGED PRINT AND DATA SERVICES

MAG STRIPE TICKETING

SECURE TECHNOLOGY FOR A CONNECTED WORLD

further detailsabout aboutParagon Paragon ID ID and and the ForFor further details the range rangeof ofproducts productsand andservices services that it offers its customers please contact Richard Farmer on: that it offers its customers please contact Sarah McLaughlin on: Tel: 07802 472414 Tel: 07970 811962 Email: richard.farmer@paragon-id.com Email: sarah.mclaughlin@paragon-id.com Web: www.paragon-id.com Web: www.paragon-id.com


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Just the ticket for TOCs Paragon ID is best known in the mass transit market for the one billion tickets it produces each year, but that’s not all it supplies

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he truth, however, is that as the leading provider of identification solutions for transport, e-ID, traceability and brand protection, Paragon ID is a progressive organisation that offers so much more. With a full portfolio of products for train operating companies to choose from including smart cards, bespoke bureau services and ITSO certified print at stations and kiosks the company works with some of the largest TOCs in the country and provides products that are used all over the world. As preferred partner, the business calls upon more than a hundred years’ experience to meet with the needs of its customers and an evolving marketplace that increasingly relies on smart products that are RFID and NFC enabled. Preferred partner to the mass transit sector Securing a multi-six figure contract to provide the warehousing and distribution for all ScotRail timetables, Paragon ID has put in place an implementation plan that will manage time-critical distribution of these documents for the rail operator. Chiltern Railways, part of the Arriva Group and one of the leading providers of passenger transport in Europe, appointed Paragon ID to deliver all marketing and

operational print, along with timetable print, storage and timed distribution. Benefitting from Paragon’s PEP online procurement platform, TocStock, which was specially developed for the UK rail industry, Chiltern Railways accesses this system to manage all print fulfilment at the touch of a button. In addition, the organisation receives bespoke management reports that ensure the efficient print and storage of all documents. Securing an ongoing contract to supply Virgin Trains East Coast with payroll services, Paragon ID manages part of the warehousing and pick and pack for the company’s luggage labels. A further high-profile contract held by the company is for the manufacture of Oyster Cards for Transport for London (TfL), the Government body responsible for the transport system in Greater London. The contract, worth £2.2 million, reinforces the company’s capability outside of traditional print as it produces the iconic smart cards used by thousands of passengers every day. The business has also secured a two-year extension of its contract with Rail Delivery Group (RDG) worth £14 million to the brand. As well as extending the contract, the organisation has been named preferred supplier for smart ticketing as UK rail makes

the transition from paper based magnetic tickets to contactless or smart alternatives. With manufacturing facilities in Hull, Paragon ID will continue to supply all tickets for RDG to 2020. The company also provides marketing materials, distribution and print management services for RDG and rail operating companies.

ITSO certified for smart ticketing As one of few ITSO certified smart ticketing specialists in the country, with manufacturing facilities in the UK and across Europe, Paragon ID offers a complete range of solutions including magnetic and contactless tickets, smart cards, secure personalisation services, terminals and mobile applications for the public transport sector, guaranteeing security and speed at access control points in hundreds of cities worldwide. Supporting transport operators in their gradual migration from traditional paper-based tickets to RFID enabled smart products, Paragon ID offers smart tickets, smart cards or Host Card Emulation (HCE) solutions for smartphone-based ticketing. A supplier TOCs can trust With such a strong portfolio of customers, Paragon ID is becoming the obvious choice for TOCs that want to work with a company that they can trust. Providing continuation of supply, while also looking at the future needs of all customers, the business can offer advice and guidance that delivers support as a train operator transitions from one product to another. Tel: 07970 811962 Email: sarah.mclaughlin@paragon-id.com Visit: www.paragon-id.com Rail Professional


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Track-precise localisation of trains Deutsche Bahn will improve track capacities by localising regional and local trains right down to the exact track to achieve more efficient use of existing infrastructures in densely populated areas

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ailway transportation is increasing in many European regions. In Germany, for example, around 2.56 billion passengers travelled on Deutsche Bahnâ&#x20AC;&#x2122;s local and regional transport network in 2017. That supersedes the previous year by 200 million passengers. In order to offer the same or improved punctuality for this ever growing number of passengers, increasing infrastructure capacities is mandatory. In urban areas, however, expansion is not always an option, so other ways have to be found to ensure that the existing infrastructure is exploited to the full. Track-precise train localization is opening up the corresponding potential. Freight trains also profit from trackprecise localisation of rail vehicles. Forecasts predict that there will be a strong increase in

Rail Professional


Making every day railway tasks simple & safe Road to Rail to Site Personnel Carrying | Transporting Small Plant, Welding Equipment & Materials | Welfare Solutions

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BUSINESS PROFILE |

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integrators can obtain dust and splash-proof designs with IP65 protection. Integrators benefit from multiple advantages when installing systems with these high protection classes which allow them to be positioned in the most convenient place i.e. where signal lines are available or can most easily be laid. Protective cabinet environments are no longer a must. Railway-Specific Interfaces In its standard configuration the system offers all relevant standard interfaces as well as an odometer port for dead reckoning and a connection for GPS. Also, an interface which is widely used in rail transport, the IBIS (Integrated Board Information System) is one of the standard I/Os to enable connection of passenger information systems such as electronic bulletin boards, automatic stop announcements, ticket printers and punchers. Via standardized extension modules, OEMs and integrators can also easily retrofit additional interfaces. This modularity has enabled Deutsche Bahn to install the system in different control trailers for regional traffic; namely in the double-deck DoSto 97 and DoSto 2003 series coaches. The systems can also be used in electric railcars (ET) and diesel multiple units (DMU) as well as in other types of control trailers. And by using retrofit kits, a further range of existing vehicles also can be upgraded, so just one basic system offers comprehensive coverage.

the transport of semi-finished and finished goods. Consequently, the flow of goods will become much more complex, necessitating greater planning efficiency – right down to individual freight wagons. Possible application areas are, for example, web-based timetables for individual wagons with capacity reservation systems and seamless freight tracking. In works railway and shunting traffic as well as in train formation, precise tracking can bring significant efficiency gains and timesavings. The key is to transfer the localising into the actual railcars or wagons and use tracking solutions such as GPS, the European Galileo or the Russian GLONASS, which enables the precise localization of track vehicles. Incidentally, this is still possible if the satellite signal is weak or even completely interrupted – for example in tunnels, valleys or dense and high constructions along the track. In scenarios like this, information can be obtained via an odometer which provides dead reckoning information on travelled distance and additional information on train behaviour. Currently an overall accuracy of around three metres can be achieved. This data is then transmitted wirelessly to the

control centre. Some solutions can provide even more information in the transmitted data packets, such as the current speed or train numbers. The logic required for this type of solution is roughly comparable to that of a navigation system, further including an additional communication module and corresponding data transfer logic. In the evaluation phase, the Deutsche Bahn is using x86-based box PCs from MEN Mikro Elektronik, which could also be used in many other in-train applications, such as ticket machines in wagons, passenger infotainment systems and video surveillance or even for wagon management systems or remote monitoring and management for predictive maintenance. The Fitting Railway PC Deployed systems are DIN EN 45545- and DIN EN 50155-certified, which validates them for 24/7 operation with extreme ambient temperatures (-40 to +85°C), high humidity and high mechanical stress caused by shock and vibration. For hazard-critical applications, such as passenger transport, they also have the EN 45545 HL3 fire protection certification. Additionally, OEMs and system

Pre-certified and high quality The system layout, however, is just one factor, which predestines a design for use in rail transport vehicles. A second equally important factor for system integrators and operators is the complete system supplier responsibility – including the I/O extensions of qualified third party vendors. DB Fahrzeuginstandhaltung (Vehicle Maintenance) GmbH was convinced by MEN Mikro Elektronik’s railway computers BL50W. Firstly, they know exactly who to contact if any questions arise, which saves them time and frustrating searches for the right support or contact person. Secondly, a benefit of complete system responsibility, is that the documentation is extensive. This too is advantageous as, especially in rail transport, strict safety conditions demand clear, unambiguous and in-depth documentation of certifications. This applies particularly to the DIN EN 45545 and DIN EN 50155 norms, which are decisive for passenger safety. MEN supplied all the required certifications and documentation in an attractive, easy to understand format, so that there was no need for any further inquiries. Tel: (01634) 300 900 Email: sales@dpie.com Website: www.dpie.com Rail Professional


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Light at the end of the tunnel As a renowned producer and distributor of reliable site machinery brands, Morris Site Machinery is leading the field in sustainable products for the rail sector

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orris Site Machinery’s specialist lighting products offer ultimate reliability, extended run times and all round great performance. With all eyes on environmental impact, Morris Site Machinery, was the first and only British company to produce solar powered lighting towers with its SMC TL55 Solar and now its sister tower, the new TL55 Battery Lighting Tower option. Solar supporting Network Rail One hundred per cent recyclable, an indefinite run time and with a lifetime of over ten years, the TL55 Solar is a trailblazer in the lighting tower field. The tower meets demand for a sustainable, environmentally friendly and low maintenance lighting tower. Reliable, robust and offering instant light from four LED lamps, the TL55 Solar does not compromise on power or quality. With both battery and mains supply provision, it offers flexible options for all applications on site. Up to 500 hours of light is achievable courtesy of the PIR Sensors/Auto dimming on the tower from the battery. The four 60W lamp heads allow works to be completed throughout the night time hours with no noise or emissions. An indefinite run time is available when running from the solar power. Sales of the Solar towers are gathering

Rail Professional

pace across Morris Site Machinery’s customer base. Key hirers are recognising the credentials and reliability of the SMC range, reaffirming its place as the best solar machine available with its 500-hour run time and new telemetry system, which reports on light operation and confirms CO2 emission reduction. These towers are being used across the country by the rail industry within rail side compounds, to ensure that work can be completed throughout the night. Key customer Daryl Doherty, A-Plant’s Director of Rail – North, recently invested in four SMC TL55 Solar towers which, following a rigorous evaluation and testing programme between Network Rail and A-Plant, are already in use in trackside compounds in Surrey and Colchester. The lights are a vital component in Network Rail’s drive towards a ‘Fuel-Free Site’. Daryl explained: ‘Solar power is an evolving technology which is on everyone’s sustainability agenda these days, as more customers begin to specify environmentallyfriendly equipment featuring renewable energy. ‘Following the joint evaluation, we were confident that by investing in the proven SMC models we would be helping Network Rail towards achieving its Fuel-Free goal whilst at the same time providing them with robust, reliable machines.’ The SMC TL55 Solar is Britain’s first solar lighting tower manufactured at the plant

located in Gosberton, Lincolnshire. Bring on the battery The TL55 Battery light, a fully batteryoperated tower, was developed to meet increasing demand for silent noncombustion solutions and has broadened the company’s extensive tower light portfolio to provide further choice. The TL55 Battery light has a run time of up to 500 hours using PIR sensors and auto dimming when there is no one working within the vicinity. Tel: +44 (0)1902 790824 Email: info@morrismachinery.co.uk Visit: www.morrismachinery.co.uk


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Vehicle-activated signs Westcotec is at the forefront of the vehicle activated sign industry and is now one of the leading suppliers in the UK

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stablished in 2001, the company has grown to become one of the largest manufacturers of quality vehicle-activated signs in the UK. It has an impressive range of signs available, together with an installation team that fit the signs throughout the UK and abroad. The company has a versatile approach to its customers’ requirements and the technical team works closely with them to develop custom signage for their use. Using the latest LED and radar technology, Westcotec is able to provide effective solutions to most traffic related safety problems using light emitting symbols and legends for warning signs and roundels from the Traffic Signs Regulations & General Directions (TSRGD). Westcotec gives a full six-year UK warranty with all fixed signage. Portable signs Portable, lightweight signs can be carried and installed on different sites by a single person. They are battery-powered and include a full three-year warranty covering everything apart from vandalism, impact damage and theft. Extra bracket sets can be purchased in order to easily move the sign without having to move the bracket. Interactive road signs: consultancy, installation and service The installation of interactive signing needs careful thought and design. The technical team can provide skilled, professional advice and guidance to ensure that clients are able to achieve effective schemes at the best value. Westcotec will install and service your signs. Maintenance options are also available on other manufacturer’s signs, subject to survey.

Externally triggered signs A number of sensors and triggers from external sources can be used to activate a set display on an LED sign. Examples of such systems are a low bridge warning sign to divert over height vehicles, as well as a flood warning sign which displays depth of the water and railway level crossings where delays can be expected when barriers are down. Solar and wind power Where a location lacks mains power or where mains power costs are prohibitive, solar and/or wind power is used on signs, street lights and systems. These signs are powered by 12V batteries recharged by solar panels and/or wind generators. Smart Solar Benches are also available, these can be supplied with a number of functions including USB ports, WiFi and inductive chargers. Additional features are available upon request. These have a low-maintenance requirement. If you are considering this as an option then a site survey is essential and is provided free of charge. Streetlights and amenity lighting Westcotec also supplies and installs LED streetlights and amenity lighting in the Eastern region of the UK, it also provides repair and maintenance services for local and district councils. Westcotec offers

Rail Professional

competitive quotations and work flexible hours in time critical areas. Declared aim Westcotec’s declared aim is to bring the technology of the future, to today’s transport infrastructure. In-depth discussions with clients on their specific requirements and working with innovative software companies has enabled Westcotec to gain the most comprehensive experience with road safety systems in England. Tel: +44 (0)1362 853124 Email: sales@westcotec.co.uk Visit: https://www.westcotec.co.uk


4TH - 5TH DECEMBER 2018 ILEC CONFERENCE CENTRE, LONDON, UK THE INDUSTRY’S ONLY EVENT DEDICATED TO THE SPECIFIC BUSINESS OF ROLLING STOCK MAINTENANCE

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Rolling stock maintenance has reached an exciting phase, where new technologies are allowing fast optimisation of maintenance strategies. With so much new technology available this year’s focus will be in helping rail-engineering directors make use of new technology and data analytics to improve performance and reliability, whilst cutting cost. This seventh edition will give delegates the opportunity to learn from peers’ experiences on how to best choose the systems more suited to their needs and fleet, how to coordinate rolling stock downtime and how to implement digitalisation of maintenance. § Understanding The Real Opportunities And

§ Practical examples of Robotics functions

Challenges Of Introducing New Maintenance Technologies Into The Rail Sector

§ Getting the right balance between

§ Regulatory and industry adaptation to Digitalisation of Maintenance

§ Case study on implementation of

digitalisation of maintenance benefits

§ Optimise services and reduce cost with

§ Ensuring Your IT Infrastructure Is Ready For

Remote Condition Monitoring

Your New System

§ Performance and reliability optimisation through Predictive Maintenance

§ Data interpretability § Machine Learning and Artificial Intelligence

effectively replacing Obsolete Spare Parts, Components and Materials

§ Improving your maintenance organisation’s

§ Optimising Maintenance Processes To Anticipate Adverse Weather Conditions

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Rail Business Awards 2019 Enter the 21st annual Rail Business Awards, taking place at the London Hilton, Park Lane, February 21 2019 Extended entry deadline: October 12

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he 21st awards will bring together more than six hundred industry leaders, politicians and CEOs to celebrate excellence across the UK rail sector. Held at the London Hilton on Park Lane, and now in its 21st year, this annual event organised by the Railway Gazette Group is widely considered to be one of the best networking opportunities in the UK rail industry calendar. With pre-dinner drinks, fine food, and a glittering awards ceremony with a celebrity host, followed by an after-show party, the Rail Business Awards provides the perfect opportunity for networking and forging new business relationships. Entry is free and easy. There are twenty categories to choose from at next year’s awards, covering four key areas of the rail industry. These include: People Awards • Education & Training Excellence • Lifetime Achievement Award Rail Team of the Year • Women in Rail Award • Young Professional of the Year Products and Engineering Awards • Asset Management & Maintenance Excellence • Digital Technology Excellence • Infrastructure Project Excellence • Rolling Stock Excellence • Supplier & Contractor Excellence • Sustainability & Environmental Excellence • Technical Innovation

Operations Awards • Accessibility & Integrated Transport Excellence • Customer Service Excellence • Marketing & Communications • Rail Freight & Logistics Excellence • Safety & Security Excellence • Train Operator of the Year Leadership Awards • Industry Leader • Rail Business of the Year Sponsoring an award category at the RBAs demonstrates your support for all the hard work and effort of the many entrants and nominees, as well as the actual winner

on the night. It also provides year-round coverage and superb exposure to the rail market through Rail Professional magazine, the targeted RBA e-newsletter and other media channels. Tel: +44 (0) 208 652 5214 Email: Andrew.walker@railwaygazette.com Visit: www.railbusinessawards.com Rail Professional


RECRUITMENT |

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Engineering Operations Audit Manager to £55k Category Manager (Mechanical Systems) to £65k Category Manager (Digital) to £65k Asset Support Engineer c£50k Project Engineer (Asset Protection) c£50k PMO Co-Ordinator £35k to £40k Engineering Project Manager to £50k Porterbrook has several exciting roles available based at their office in Derby. We are looking for the very best talent in these specialist areas to support the growth plans of the business. We also welcome speculative CV’s for individuals particularly in software engineering as we continue to look towards ensuring we have the skills for the future of rail. All the opportunities offer excellent benefits and a work location next to Derby Station. Full details of all the roles can be found at www.rainbowhr.com/vacancies Please apply with your CV and a covering letter outlining why you would be a great addition to the Porterbrook team, along with your current base salary and notice period to our retained recruitment advisor fiona.irvine@rainbowhr.com/

Looking to fill a key management vacancy? A recruitment advertisement in Rail Professional is the most direct route to the biggest pool of quality rail talent in the country. If you’ve got a key post to fill, Rail Professional is the magazine read by the professionals – 59 per cent of readers are managers or board-level executives.

Call 01268 711811 or email recruitment@railpro.co.uk

THE BUSINESS MAGAZINE FOR RAIL

Rail Professional


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Hull Trains promotes Louise Mendham to Production Director Following 14 years of successful delivery, a long-serving member of the Hull Trains team has been appointed as Production Director as the firm looks towards a period of exciting transformations. Louise Mendham, who started her rail career with Hull Trains 14 years ago as Operational Support, has been appointed to the executive team ahead of the company’s introduction of five new Hitachi Class 802 trains in December 2019. Bombardier Transportation names Thomas Schmidt as the new Head of Global Communications In his new role, Thomas Schmidt will lead all internal and external communications at Bombardier Transportation to further increase the impact and efficiency of its global communications activities. Rock Rail appoints Mike Kean as Chief Operating Officer to lead its expanding asset management business The appointment of Mike Kean to the newly created role of Chief Operating Officer heading up Rock Rail’s asset management business comes after two highly successful years in the UK rolling stock market. Steve Hollis announced as the new Chair of the West Midlands Combined Authority HS2 Growth Delivery Board The HS2 Growth Delivery Board has appointed prominent West Midlands businessman Steve Hollis as its new Chair. Steve is well-known across the West Midlands, as the former chairman of Aston Villa, and the current chairman of Birmingham Metropolitan College Corporation and the University of Birmingham Business School Advisory Board. Rail Professional

New Managing Director and Chairman appointed for Bombardier Transportation in the UK Rail technology leader Bombardier Transportation has appointed senior rail executive, Phil Hufton, as its new Managing Director and Chairman of the Board for Bombardier Transportation UK, effective from October 1, 2018. In addition, Mr. Hufton will become the Head of Projects UK and lead the UK management team.

Keyline appoints new Business Development Manager Keyline, the UK’s leading supplier of Civils & Drainage solutions has appointed Chris Metcalf as Business Development Manager for Geotechnics in Scotland and the North. Chris has over 24 years’ experience in sales and management and will be sourcing opportunities guaranteed to add value to the wider Keyline team ensuring sustainability is an integral part of every project he oversees.

BIFA expands training team with another key appointment The British International Freight Association (BIFA) has expanded its training team with the appointment of Claire Capaccioli as Trainer – Freight and Customs Procedures.


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UK Power Networks Services

THE POWER TO DELIVER INNOVATIVE RAIL PROJECTS Our innovative solutions minimise risk, deliver resilient and future-proofed solutions establishing a comprehensive supply chain and saving our clients money. We build new electricity infrastructure, reinforce networks and replace life-expired equipment. Our new installations adopt the latest technology to deliver improved efficiency and sustainability. On the Great Western Electrification Programme, we used micro-synthetic fibre reinforced concrete for significant reductions in both cost and environmental impact. We have a long and well-established track record in the design, construction and delivery of HV and LV electrical distribution infrastructure, including providing the traction power for HS1 and Network Railâ&#x20AC;&#x2122;s GWEP. The power to deliver a better future Winners of Innovation of the Year at the National Rail Awards 2018 for GWEP for the Rationalised Autotransformer System

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DELIVERING ON OUR HS1 PROMISE DELIVERING SAFETY PERFORMANCE

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Profile for Rail Professional Magazine

RAIL PROFESSIONAL OCTOBER 2018  

New