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OCTOBER 2015 Issue 216 ÂŁ4.95


All change please Chris Fenton, chief executive officer of the RSSB on its renewed relationship with the industry

Safety 175 years of the Railway Inspectorate

Consultants Having a role in the debates

Globalisation What are the opportunities & threats for rail?

Inspiration delivered.

Welcome OCTOBER 2015 IssuE 216 £3.95


All change please Chris Fenton, chief executive officer of the RssB on its renewed relationship with the industry

Safety 175 years of the Railway Inspectorate

Consultants Having a role in the debates

Globalisation What are the opportunities & threats for rail?

publisher RAIL PROFESSIONAL LTD Hallmark House, Downham Road, Ramsden Heath, Essex CM11 1PU Tel : 01268 711811 EditorIAL EDITOR LORNA SLADE ASSISTANT EDITOR DAVE SONGER DISPLAY ADVERTISING christian wiles STEVE FRYER PATRICK McDONNELL RECRUITMENT ADVERTISING DEAN SALISBURY LYNDSEY CAMPLIN SUBSCRIPTIONS LISA ETHERINGTON ADMINISTRATION cherie nugent DESIGN & PRODUCTION MILES JOHNSTONE 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 F

ar bigger brains than mine have constructed the ITT for the next East Anglia rail franchise, but my brain and body have to experience what it’s like to travel between Liverpool Street and Billericay – until a couple of years’ ago a daily experience that led to my receiving physiotherapy on both arms due to the squash of people in seats that are far too small. Not to labour the point, but returning from a weekend away recently, the contrast was stark. Southern’s trains were immaculate, the suspension felt good and they were clean. The Circle line is vastly improved, and then came the Abellio Greater Anglia train – uncomfortable, filthy on the outside and rubbish-strewn within. I’m not quite sure what ‘We have not specified [new trains] because we want to incentivise bidders to price their options competitively’ means. But I do know that franchise desperately needs new rolling stock, not refurbishments. As it stands now, without wishing to sound like an RMT soundbite that will take years more to happen, meanwhile passengers are paying champagne prices to travel on stale ale-standard trains. It was a pleasure to meet Chris Fenton, CEO of the RSSB, who talks about his desire to have an organisation that is more dynamic and influential as well as better understood by all its stakeholders. I’m constantly being told that rail is insular, rail works in silos, rail could benefit from other industries’ experience and so on, and this man is certainly walking the talk. On a softer but equally important note, we had a last minute piece from Liam Johnston, executive director of the Railway Mission highlighting that its chaplains have found themselves increasingly listening to and supporting rail workers who feel they face an uncertain future. ‘From senior manager to new starters the strain is beginning to show’, he warns.

Lorna Slade Editor

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October 2015 Page 3

issue 216 • OCTOBER 2015



Shaw comment on privatisation angers union; Network Rail flush with money says RMT; Public transport worst for customer service; Honesty and efficiency valued most highly; Rail contributes £10.1 billion in added value to Britain’s economy; mixed performance figures in period 5; Billion pound backing for London transport; Pteg calls for rail reviews to map a devolving Britain; Coffee sales invigorated; London Bridge images released; Birmingham and Beijing sign research cooperation agreement

In the passenger seat


Simple, convenient and cost-effective. That’s what passengers tell us they want out of technology on their journey, says David Sidebottom

Delivering the goods


A key issue for FTA in a review of the shape and financing of Network Rail and its roles is the implications for rail freight, says Chris MacRae

Staying well in a climate of uncertainty


Railway Mission’s Liam Johnston reminds us that the review of Network Rail is affecting all of those involved in the industry, and that this is a time to be especially vigilant around mental and physical wellbeing

Laying down the law


Roles and responsibilities in relation to safety and standards look set to be significantly altered by the fourth railway package. Martin Watt and Ian Hodgson explain

Laying down the law


Chris Price looks at who is liable for falling trees and managing the risk in areas that adjoin railway premises

Women in rail


Jodi Savage says businesses should promote women not because of their identity as a female, but because of their professional identity as a superior employee

Rail Professional Interview


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Page 4 October 2015

Chris Fenton, chief executive officer of the RSSB, spoke to Lorna Slade about the changes he has made to enhance its relationship with the industry, his philosophy on career-paths, and constantly aspiring to do things better

13/01/2014 13:15

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One of our strengths as an organisation is the really in-depth knowledge. But equally that can become one of the weaknesses, because my belief is that Interview - page 42 a good team has diversity

An on-going story


ORR’s Ian Prosser looks back over the 175 year history of the Railway Inspectorate and at how far we’ve come, but as he says, safety never stops

Across the line advertising


Network Rail discusses its range of new targeted safety campaigns, designed to reach those most at risk

Let’s talk safety


Chris Langer looks at the barriers which can conspire to prevent an important safety issue being reported and addressed, and how to overcome them

A shock to the system


Tom Anthistle and David Fletcher describe research at the University of Sheffield on whether vehicle design could mitigate the outcomes of a terrorist attack

Fired up about safety


Dennis Livingstone explains how the UK’s Rail Industry Fire Association is playing an increasingly important role in highlighting rail safety issues across the globe

Going with the flow


Getting people from A to B, uninterrupted, with a smile on their faces is a challenge some believe will never quite be solved for train operators, station designers and frontline staff, says Rebecca Fennell

Hatfield 15 years on


Greg Morse considers the fatal derailment and the changes our industry has seen since

A guiding hand


Trevor Birch says consultants should have a role in the debates in rail and should be playing a part in consultations – whether on fees or not

Collaboration is king now


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Ian Bleasdale says a range of large and complicated national rail projects set within an increasingly competitive UK marketplace makes for a stimulating environment for today’s consultant. But it wasn’t always the case

13/01/2014 13:15

October 2015 Page 5

issue 216 • OCTOBER 2015

Will you still be ready for a cyber attack?


Industry, academia and rail-related institutions must collaborate on a strategy for cyber security management, say Dr Alexeis Garcia-Perez and Dr. Siraj Ahmed Shaikh

Rail Professional Interview


Amanda White, head of rail at Transport for Greater Manchester (TfGM) spoke to Rail Professional about being named the North West’s 32nd most influential woman in business, as well as her career and current work in Manchester

Fortune favours the bold


Ewald Munz looks at enhancing growth in the rail industry through the channel of globalisation, and concludes that complacency is not an option

ID your biases


Sandra Kerr OBE looks at how UK rail employers can work to ensure they are not excluding candidates or employees and have truly inclusive cultures for all within their organisations

Business news


Hitachi Information Control Systems Europe; TXM Academy; CET Infrastructure; Northern Rail; Workwear Express; Crown International; The Welding Institute; Lanes Group; Hit Rail B.V.; Stockholmstag; Humaware; Loughborough University; TE Connectivity; ANT Telecom; Amey; Evolvi Rail Systems

Business profiles


ABB; Allpark; Bijur Delimon International; Centurion Safety; Chicago Pneumatic; Complete Drain Clearance; Design and Analysis; Greengauge 21; GuestLogix; Impreglon; Intermodal Europe; JT Networks; Latchways; Liniar; Met Office; Morrison Rail Services; Newcastle University; Railway Convalescent Homes; Schaltbau; SPT; TBAT Innovation; TBM Rail Group; Transport Security Expo; Unipart Rail; York EMC Services



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Page 6 October 2015

Sir Merrick Cockell; Daniel Moylan; Greg Clark; Geoff French; Lord Adonis; Baroness Valentine; Richard Blakeway; Bob Neill; Chris Duffield; Nick de Bois; Richard Akers; Andrew Boagey; Richard Wilding; Margaret Everson; Jane Green; Helen Gallimore; Andrea Jacobs; Paul Plummer; Matthew Gregory; Chris Conway

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News in brief... In the driving seat cotRail is recruiting trainee drivers from depots across Scotland in an ‘unprecedented’ drive to create up to 100 new train driver jobs, thus supporting a ‘major boost’ to rail services throughout Scotland. The move has pleased the unions with Kevin Lindsay, Scottish secretary of Aslef welcoming it as a ‘great opportunity for all sections of our community to apply to join the railway.’


Fine rail companies for no shows ir Nicholas Soames, MP for Mid Sussex thinks rail companies should be fined for cancellations caused by staff ‘no shows’. Soames, who said he has put his idea to the transport secretary, commented: ‘There have been too many cases where passengers are treated extremely disrespectfully by staff simply not turning up.’ A Southern Rail spokesman said: ‘There are many reasons why this happens’.


Mayor hails new taskforce oris Johnson has welcomed the new West Anglia Taskforce to help champion ‘vital’ improvements to rail links between London, Cambridge and Stansted. The taskforce has held its first meeting at the House of Commons chaired by Saffron Walden MP Sir Alan Haselhurst, who said: ‘At last there is to be an indepth study of a key transport corridor serving a major growth area of the country.’


Night Tube will solely benefit richer Londoners ravel app company MapWay says the service, set to run on five of the 11 LU lines, will only benefit those who can afford an extra £100,000 on their mortgage. Its study found the average houses price in the boroughs the night Tube will service is £394,000, compared to £285,000 in the


Page 8 October 2015

Shaw comment on privatisation angers union HS1 chief executive Nicola Shaw’s comment that she cannot rule out recommending privatisation in her review of the future of Network Rail, has prompted an angry response from the RMT. General secretary Mick Cash said: ‘Any threat to bust up and sell off Network Rail will meet with the hardest possible industrial and political response from RMT. This union will never sit on the sidelines while public and staff safety is threatened in the name of private greed and corporate profit.’ Shaw, who is due to report back to the government early next year on the future structure and financing of Network Rail, said: ‘On the former point I am considering Network Rail’s relationship with its customers, how its structure works with government devolution and how the industry works where there is growing demand for the railway. On the latter, I am looking at all the issues and options on the spectrum from where we are now to full privatisation.’ Speaking in a BBC interview, Shaw stated that political considerations will not influence her review of Network Rail. ‘I haven’t been asked to think about it politically. I have been asked to think about it starting from what is going to work,’ she said. Shaw told the BBC she was ‘looking for a way forward that people will support’. ‘I’m talking to unions and to representatives of staff and other members of different parties, so I hope we have strong engagement because I think it matters.’ Her comments came as new Labour party leader Jeremy Corbyn prepared to announce full renationalisation of the railways – by taking privately operated franchises back into public ownership as they expire – as his first major policy, at the Labour conference in Brighton. Shaw’s review is one of three into Network Rail promised by the government. Network Rail’s new chairman Sir Peter Hendy, former transport commissioner for London is reviewing what can be delivered from the original £38.5 billion five year plan. Economist Colette Bowe is due to report soon on what lessons can be learned from the crisis at Network Rail and how to improve investment planning. In addition to the above, The Commons Public Accounts Committee (PAC) has launched an inquiry into Network Rail’s 2014-2019 rail investment programme. Drawing on evidence submitted from a National Audit Office memorandum that provides an overview of the DfT, ORR and Network Rail’s roles in the planning and delivery of CP5, the inquiry will examine: the current difficulties in delivering the planned programme, to understand how rail investment is planned; how CP5 differs from the 2009-2014 CP4 investment programme and the implications of the decision to reclassify Network Rail as a public sector body; and how and when concerns were raised about CP5 and how the government is responding.  Property review Network Rail has taken the first step towards selling off its £1 billion commercial property portfolio in hiring boutique investment bank Rothschild to conduct a review of its estate and explore ways in which it can ‘make more use’ of its land. NR is also seeking out specialist property advisers to help with the review and is expected to appoint a firm in the coming weeks.    The organisation owns more than 7,000 properties nationwide and 5,500 arches are let to small- and medium-sized businesses ranging from garages to fishmongers and nightclubs. These include Brixton’s arches on Atlantic Road and the Vinopolis site near Borough Market at London Bridge, which is being turned into a £300 million retail hub next year after European investment firm Meyer Bergman bought the leasehold in February.  Network Rail collected around £270 million in rent from its tenants last year. 


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News in brief... areas it will miss out, and that more than a quarter of London’s 8.2 million population live in an area that will not be covered by the night Tube. Dial m for success ail passengers in the West Midlands are now able to use a barcoded m-ticket purchased on their smartphone and sent direct to their handset. The scheme has already been a success in the north west, north east and Yorkshire with 97 per cent of customers giving it the thumbs-up. For the first time, the ticket can now be used across Toc’s.


Evidence for HS2 unconvincing says peer abour’s Lord Hollick, chairman of the House of Lords Economic Affairs Committee has once again criticised the proposed line, saying that much of the evidence to justify it is either ‘defective, unconvincing or out-of-date.’ ‘We have a £56.6 billion project requiring £36 billion of public subsidy, on which no return is expected, that has failed to be independently and objectively assessed.’ Labour former minister Baroness Blackstone agreed ‘more clarity is needed’ but said, ‘Of course there is a case for it’.


Red eye for Edinburgh Trams ervices are set to begin earlier in the morning to help passengers make flight connections, during a six-week trial ending 29th November. The first tram from Edinburgh Airport will leave at 04:46 and from York Place at 05:00. Gordon Dewar, chief executive of Edinburgh Airport said: ‘We wholeheartedly welcome this trial as it offers our passengers more choice on how to get to the airport during what is our peak time. It responds directly to what our passengers are telling us and we look forward to working with TFE on how we can make the service permanent.’


Page 10 October 2015

Network Rail flush with money says RMT The RMT has accused Network Rail and its contractors of ‘gross profiteering off the back of poverty pay’ as it emerged that passengers using the toilets at Liverpool Lime Street have brought in £400,000 for the station in the last three years. The union has been ‘fighting a particularly long and hard battle’ with cleaning contractors Interserve at Liverpool Lime Street over union recognition, working conditions and poverty pay. A statement said: ‘It is now clear that the exploitation of those workers and other station staff is lining the pockets of both Network Rail and their appointed contractors and nails the lie that they cannot afford decent living wages for their staff.’ The newly-released figures released by Network Rail show that the Lime Street toilets – which cost 30p a go – have seen a revenue total of £402,678 over the past three years. The figures also show, said the RMT that that more than half of the money spent by customers on using the toilets is retained as profit with ‘only a paltry’ £41,403 spent on staffing and £10,494 on consumables, including toilet paper and soap. RMT general secretary Mick Cash said Interserve has ‘used every dirty trick in the book’ to resist the union’s demands for recognition and decent pay and conditions at Liverpool Lime Street. ‘That picture is replicated across the country as the dirty jobs on our railways are exploited to the hilt right across the board’ he added. ‘These figures should now shame Network Rail into forcing their contractors to give the cleaners and other station staff a genuine living wage and workplace justice on their conditions of service.’ A Network Rail spokesperson told Rail Professional: ‘Network Rail manages 18 of the biggest and busiest stations in Britain. Toilet facilities are available at all these stations and are open to everyone, not just rail users.   ‘The small charge we make for using the public toilet facilities in our stations helps to maintain them, ensures they are fully staffed and prevents misuse such as vandalism and other anti-social behaviour. Any profit from station toilets is reinvested in the railway and passenger facilities. The people the RMT are referring to are not Network Rail employees. All London-based NR employees are paid the London living wage.’

Rail contributes £10.1 billion in

added value to Britain’s economy Britain’s rail industry is contributing up to £10.1billion in added value to the national economy every year, a new report reveals. At the same time rail boosts economic productivity by up to £11.3 billion through reduced road congestion and enabling companies to be clustered together. This is according to research by economists Oxera for the Rail Delivery Group. The report highlights that: • the rail sector benefits passengers and freight users by £14.3 billion a year • up to 7.7million tonnes of CO2 emissions are saved per year by using the railway rather than other types of transport – valued at up to £460 million annually • up to 865 accidents are prevented each year by the use of rail transport, leading to savings of up to £308

million from the economic, medical and social costs that would be incurred by these accidents.

Commenting on the report, Martin Griffiths, chairman of the Rail Delivery Group and chief executive of Stagecoach Group, said: ‘While other European countries have invested heavily in their railways, none has come close to matching the success of ours because they don’t benefit from the winning combination of private sector innovation and government funding. Andrew Meaney, partner and head of transport at Oxera, said: ‘Users of rail services are key beneficiaries but our analysis demonstrates that the sector also generates benefits to everyone else such as reducing congestion, increasing business productivity and reducing both accidents and carbon emissions.’

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News in brief... Second phase for East-West Rail etwork Rail has unveiled plans for the second phase of the East-West Rail scheme, ahead of seeking permission to build next year. The proposal will see the line between Bicester and Bedford and Milton Keynes and Princes Risborough upgraded. Work would involve reconstructing underused and mothballed sections of the railway linking the Great Western, Chiltern, West Coast and Midland main lines north of London and providing a strategic eastwest route connecting key centres.


NR upgrade abandoned etwork Rail has canned plans to upgrade the Ely and Soham section of freight line between Nuneaton and Felixstowe under its new cost-control drive. The project near Cambridge formed part of a wider programme of projects to enhance sections of the UK rail network used by freight trains. A Network Rail statement said: ‘We have unfortunately identified that the cost of the scheme would be more than the budget that is currently available.


Work life balance ampaign for Better Transport has called on the government and Toc’s to introduce flexible season tickets as a ‘matter of urgency’ to help the UK’s eight million part-time workers. CBT’s Martin Abrams said the current system is failing to reflect modern working patterns, with ‘almost zero flexibility for this vital army of workers’. Currently there is no equivalent of a season ticket for part-time workers, if there were the savings would be substantial pointed out CBT.


A Great manifesto D of Great Western Railway, Mark Hopwood has proposed a manifesto setting out priorities for the future development of the Cotswold line route between Oxford, the North Cotswolds, Worcester, Malvern


Page 12 October 2015

Public transport worst for customer service Public transport and train operators have replaced utility companies in providing the worst customer experience and service, according to the second annual Customer Experience Survey* from service design consultancy, Engine. Nearly one-third (32 per cent) of respondents selected public transport and train operators, just pipping utilities at 31 per cent. Public services has dropped off the list of the three worst sectors to be replaced by insurance companies (27 per cent). Public transport and train operators are the second least likely type of companies to be affected by the level of customer experience they provide – only 14 per cent of respondents cited this as a factor in whom they choose to use. However, performing well in this field plays a vital role in retaining and securing bids for lines. ‘Consumers essentially have no choice about who they use for public transport and trains, which is why the customer experience isn’t seen as that influential,’ said Oliver King, co-founder of Sector 2015 2014 Which sector has experience/service? Engine. ‘However, Public transport/trains 32%worst customer 34% 31% 40% Utilities the emotive and 32% Public transport/trains 34% 27% 27% very public nature Insurance 31% Utilities 40% 26% 26% Broadband/media 27% Insurance of operators’ 27% 25% 31% Public services 26% Broadband/media 26% failings means 23% 29% Banking 25% Public services 31% they are prone 22% 24% Mobile 23% Banking 29% to high profile 17% 16% Retail 22% 2015 Mobile 24% 17% 13% 17% Air travel bad press which Retail 2014 16% 17% 17% 14% 13% Automotive Air travel negatively 17% 10% 17% Leisure (e.g. gym/cinemas) Automotive 14% affects their 17% 16% 15% Technology Leisure (e.g. gym/cinemas) 10% reputation with Technology 15% 14% 16% 15% Food service/restaurants 15% both the public Food service/restaurants 13% 8% Hotels/hospitality 14% 13% Hotels/hospitality and regulatory 8% bodies. With Source: Engine Customer Experience Survey 2014-2015 e.g. in 2015, 32% cited public transport/trains as having worst customer experience new legislation to compensate for passenger disruption, and operators needing to deploy more staff to manage issues, a poor customer experience impacts more than customer satisfaction, it also hits the bottom line.’ At the other end of the spectrum, the retail sector (38 per cent) is judged to provide the best customer experience, followed by hotel & hospitality brands (37 per cent) and food service and restaurants (35 per cent). Honesty and efficiency valued most highly Openness and honesty are the most valued traits in the way a company provides its customer service and experience (cited by 49 per cent), followed by efficiency (43 per cent) and reliability (41 per cent). All three of the most valued traits become a bigger factor with age – particularly openness/honesty. ‘Public transport operators can’t afford to think about what’s important to their ‘average customer’ – that person doesn’t exist,’ notes King. ‘Instead, they need to think of the different customer profiles and tailor the experience accordingly for each one. For instance, older people put greater emphasis on the experience being honest, efficient and reliable, while the younger generation put more store on it being flexible and enjoyable.’ Quality more of a factor in recommendations than price The report also reveals that consumers are nearly twice as likely to recommend a brand or company based on the quality of service (62 per cent) than they are on price (35 per cent). This ‘skew’ towards service is even more pronounced for people over the age of 55 (69 per cent versus 29 per cent). Said King: ‘Businesses can more accurately measure the impact an improved customer experience has on performance. Clients like Heathrow Express, Eurostar and TFL have all used service design techniques which essentially put greater customer focus into designing the experience a transport company provides.’ *The total sample size was 1,024 adults. The figures have been weighted and are representative of all GB adults (aged 18+)


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News in brief... and Hereford. Speaking at a meeting at the Houses of Parliament organised by Lord Faulkner of Worcester, president of the Cotswold Line Promotion Group, Hopwood said such a manifesto would ‘provide a clear strategy for better train services and stations’. From road to rail B Railfreight recently ran the first train in its new slot at the Port of Felixstowe, allowing it to increase its capacity at the port by more than one fifth. The slot – the first new one since 2012 and the company’s seventh at the port, allows trains to run from Felixstowe to Birmingham Intermodal Freight Terminal (BIFT) at Birch Coppice in the West Midlands. It is the first train to serve this route out of the port, meaning it will be actively switching freight from road to rail.


Borders interest ‘highly predictable’ cotRail should have foreseen the high levels of demand to use Borders Railway trains which led to overcrowding and other complaints about quality of service in the first week of service, according to rail consultant and author, David Spaven. Responding to reports that ScotRail had found the levels of interest in travelling ‘remarkable’, Spaven said it was actually ‘highly predictable’, and that ScotRail was warned by campaigners but chose to ignore the advice. ‘Professional railway managers should not be deploying 2-coach trains at the busiest travel times, when 4 or 6 coach trains are needed. The combination of Transport Scotland’s cut-back in double track from 16 to 9½ miles and poor management by ScotRail led to a pretty shoddy experience for too many travellers who are new to rail. It was critical to get things right in the first few weeks of the railway, but the opportunity to build on all the goodwill has been partly squandered.’


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Billion pound backing for London transport The European Investment Bank (EIB) has agreed to provide £1 billion for investment in the London transport network – the largest for UK transport since support for Crossrail was agreed six years ago. The 35 year loan from Europe’s long-term lending institution will support major projects, including significant upgrades by Transport for London at Victoria and Bank tube stations. The new support was announced by Jonathan Taylor, vice-president of the EIB and Steve Allen, managing director for finance for Transport for London, ahead of a visit to Victoria tube station to witness the breakthrough of a new interchange tunnel between two new ticket halls being built at the station.   Financial secretary to the Treasury, David Gauke said: ‘This announcement shows our plan to secure a good deal for the UK from the EU’s European Investment Bank is working.’  Over the last decade the EIB has provided more than £8.1 billion for transport investment across the UK, including £5 billion for transport in London. In recent years the bank has supported the extension of the Northern and East London lines, the transformation of the London Overground network and Thameslink, and improved connections on the Dockland Light Railway and Heathrow Express. Last year the EIB provided a record £6 billion for long-term investment in key infrastructure across the UK including support for new hospitals, better water and sewerage infrastructure, renewable energy and energy transmission and private sector investment.

A measure of performance National figures in period 5 to 22 August showed performance of the Caledonian Sleeper dropped dramatically after beginning to trend upward under Serco in period 4. The operator’s latest PPM is 85.1 per cent – a significant decrease from 91.8 per cent in the same period last year, when it was a part of ScotRail, and down from 92.7 per cent in the previous period. Govia Thameslink Railway (GTR) was the worst performing operator in period 5, with a PPM of 84.1 per cent. Despite this its performance was considerably higher than in period 4, during which it reported a PPM of 82.5 per cent. This is the first time the operator’s

performance has been measured since it took in Southern, Gatwick Express and some Southeastern services in late July. Southern, now recorded as a sub-operator under GTR, had a steady PPM figure compared to period 4, during which it was been the worst-performing Toc. However GTR’s poor performance was also pulled down by Gatwick Express’s PPM of 79.3 per cent – the only figure below 80 per cent across the rail network. The highest PPM was again recorded by c2c, which stood at 97 per cent – but while this is 0.8 per cent higher than its performance during the same period last year, it decreased by 0.5 per cent from period 4. October 2015 Page 15

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New images of London Bridge released Computer-generated images have been released showing what the new Tooley Street entrance to London Bridge will look like in 2018. Thameslink Programme director Simon Blanchflower said: ‘As well as rebuilding the railway through London Bridge, we are also creating a new focal point for Southwark and linking the communities north and south of the line. A new pedestrian walking route will be opened up with plenty of space for new retailers and cafes and the new public space alongside Tooley Street will be a fitting entrance to one of London’s busiest

railway stations.’ The new concourse will be the size of the pitch at Wembley and stretch the full width of the railway, from Tooley Street to St Thomas Street. London Bridge is currently used by 56 million people every year, and the new station is designed to be used by more than 90 million people, as well as providing a destination in its own right. Construction work on the site, to the north of the station, is set to begin at Easter next year.

Pteg calls for rail reviews to map a devolving Britain The group has called for the current reviews of the future of Network Rail to ensure that the railways map onto the geographies and governance of an increasingly devolved Britain. Tobyn Hughes, who leads for pteg on rail, said: ‘Where most of the big decisions about transport were once taken in Whitehall, more decisions are now being taken in Edinburgh, Cardiff and London, as well as in the English regions. Through Rail North and West Midlands Rail the city regions are in the process of taking on more responsibilities for local and inter-regional services. At the

same time we are driving forward wider transport strategies, both individually and together, through pan-regional bodies like Midlands Connect and Transport for the North. The reviews currently underway of Network Rail and the wider structure of the railways need to dovetail with these devolutionary agendas so that rail investment and delivery can help achieve our local growth priorities, and link up with investment on other modes. While we fully recognise the need to protect the integrity and standards of the national rail network, and to ensure that freight and long distance services prosper, we also

need a railway that is accountable to the devolved areas it serves.’ pteg’s statement also highlights what it says is a need for cultural change within Network Rail and the wider industry to ensure clearer accountability and greater efficiency. The group represents public sector transport bodies serving 11 million people in Greater Manchester (TfGM), West Yorkshire (West Yorkshire Combined Authority), West Midlands (Centro), Merseyside (Merseytravel), Tyne and Wear (Nexus) and South Yorkshire (SYPTE). October 2015 Page 17

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Coffee sales invigorated Passengers and station users spent more than £11 million with coffee retailers at Britain’s biggest and busiest railway stations from April to June 2015, purchasing the equivalent of 5.1 million cups of coffee. This is up more than six per cent on last years’ figures and helped Network Rail achieve a 13th successive quarter of station retail growth. Passengers and station visitors at London Victoria spent more at coffee retailers than any other station*, accounting for £1.6 million of sales. This is closely followed by London Waterloo (£1.5 million) and London Liverpool Street (£1.1 million). Overall like-for-like figures across all retail sectors show average sales for April to June 2015 rose by 3.67 per cent at Network Rail’s 18 managed stations, compared to a slight fall of 0.10 per cent by retailers on the high street, according to the British Retail Consortium. Two London stations were the best performing for the quarter with Cannon Street (30.4 per cent) and Waterloo (12.89 per cent) recording the highest growth across Network Rail’s estate. Outside London, Bristol Temple Meads, Liverpool Lime Street, Manchester Piccadilly, Leeds and Glasgow all recorded above average growth in this quarter. The latest footfall statistics show that of the 200 million people who used Network Rail stations in Q1, around a third passed through the retail spaces. As a comparison, this is significantly more people than the 47 million who visited Westfield’s Stratford City in its first year of operation. Network Rail plans to increase retail space by more than 300,000 square feet in the next five years. Director of retail, Hamish Kiernan, said: ‘These figures are further evidence of our success in modernising and transforming stations into destinations in their own right.’

Birmingham and Beijing universities on the right track The University of Birmingham and Beijing Jiaotong University (BJTU) have signed a research cooperation agreement that announces plans for a joint international highspeed railway research laboratory. The new laboratory will be run jointly by the Birmingham Centre for Railway Research and Education (BCRRE) at the University of Birmingham – which offers the largest academic research and education capability for railways in the UK – and the State Key Lab of Rail Traffic Control and Safety at BJTU. The joint lab is expected to be developed as part of a wider UK-China high-speed railway research platform which will eventually bring together experienced railway researchers from other institutions from both nations with railway expertise. The aim is for the platform to deliver, in partnership, leading railway research for the global industry. The University of Birmingham has a history of research and collaboration with BJTU, especially in the area of railways. There have already been several academic exchanges between the two universities, which have come as a result of joint research projects funded by both the governments and industry of the UK and China. Clive Roberts, professor of railway systems and director of the BCRRE at the University of Birmingham, said: ‘We have already shown that our collaborations can bring about technological change in both the UK and China, and I am looking forward to growing our existing relationship to cover other areas.’ Hairong Dong, professor in railway system control and deputy director of the International Office at BJTU said: ‘The UK has a long history of research into railway technologies and China has achieved rapid development over the last decade in the areas of high-speed rail and railway technology. The joint high-speed railway research centre will help to enhance the Page 18 October 2015

global leadership of the two countries in the area of high speed rail.’ Dr Lei Chen, lecturer in railway traffic management and train control at the University of Birmingham, added: ‘The agreement will initiate the setup of a joint international research platform across Europe and China to bring global expertise on highspeed railway technology and to deliver cutting-edge research, benefiting the development of high-speed railway programmes in the UK, China and other countries.’

Professor Jon Frampton, a University of Birmingham deputy pro-vice chancellor and head of the university’s China Institute, signed the MoU at the UK-China Education Summit in Greenwich, London. Earlier this year, the University of Birmingham also signed a co-operation agreement on railway research and education with Chinese rolling stock manufacturer, CSR Sifang.


In the passenger seat David Sidebottom

Where next for smart ticketing? Simple, convenient and cost-effective. That’s what passengers tell us they want out of technology on their journey, says David Sidebottom


martcards are a good example of how technology can help to make public transport easier to use. Our latest project looks at how commuters expect smart ticketing to work when it is introduced on rail in the south east over the coming months. But will the transport industry keep up with passengers’ requirements as technology and passengers’ expectation develops? Our research highlighted a strong

Page 20 October 2015

appetite for a pay-as-you-go product and fares that are structured to reflect modern working patterns, for example number of journeys made instead of journeys within a designated time period. Passengers also want technology that will be able to automatically calculate delay repay compensation amounts and provide a refund. New ticket offers and automatic delay repay are what passengers say will encourage them to start using smartcards. It is clear that if this is to be a success

train companies need to communicate this clearly and provide proper support. Passengers in our research recognised that roll-out will be confined to the south east, however clear communication on where they can and can’t use their smartcard will be vital. Sympathetic staff will also be essential in communicating and demonstrating how smartcards can be used. While we are beginning to understand passengers’ expectations of the rail



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network there is also innovation happening on trams in the North. It is great to see the ‘Pop’ smartcard being rolled out in the north east. As the first multi-modal smartcard which can be used across Metro, bus and even local ferry services (outside of London) this is a big step forward for passengers. Innovation such as the Newcastle Universities students’ ID cards also doubling as discount travel cards on Metro is a great example of the north east having the passenger at its heart. With hundreds of passengers taking part in the trial we will watch in anticipation as passengers’ journeys are hopefully made easier by this scheme. It is also good to see some progress in Greater Manchester with the news that a new mobile app will allow Metrolink passengers to buy and download tram tickets on their phones. New options such as ticket machines across Metrolink network also being upgraded to take contactless payment on bank cards for printed tickets should be welcomed. This is a real opportunity to give passengers greater flexibility and choice. Passengers will look forward to the roll-out of Metrolink’s smart ticketing scheme later in the year. Transport for Greater Manchester alongside the

operator will need to communicate clearly to passengers how the systems will work and what tickets and travelcards will be available. Most importantly the transport industry up and down the country needs to explain how smartcards will make

things better for passengers and what they will need to do differently in the future to help build trust and confidence in new products. David Sidebottom is passenger director at Transport Focus

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Delivering the goods Chris MacRae

Don’t forget us! A key issue for FTA in a review of the shape and financing of Network Rail and its roles is the implications for rail freight, says Chris MacRae


e all know that government’s response to a crisis is to commission a review. And so, with the press full of pictures of ‘commuter chaos’ at London Bridge during the major upgrade works there is the inevitable clamour for Network Rail to ‘get a grip’ and for ‘lessons to be learned’ to avoid a repeat. Those of us in the rail sector know that there are always two sides to every story and criticism can be unfair and especially in the press (both general and railway) is about telling a story that makes good copy and circulation figures. But there are genuine issues in how

infrastructure enhancement schemes both passenger and (though much smaller) freight are – or in cases are not – being delivered both physically and in respect of budget. So we have three reviews currently on-going: Sir Peter Hendy (the new DfT appointed chairman of Network Rail) reviewing NR’s delivery of Control Period 5 infrastructure enhancements Dame Colette Bowe’s review of Network Rail’s planning and costing of enhancement projects. Nicola Shaw (chief executive of HS1)’s review of the longer-term future shape and financing of Network Rail. FTA’s interest in this is that we fundamentally support the aims and

objectives of the Strategic Freight Network Fund to enhance Britain’s mixed traffic railway network for the needs of freight, so as to help improve economic competitiveness and connectivity of the British economy. Projects delivered under this fund in previous Control Periods have helped to release some of the constraints on rail freight and Britain’s supply chains. It is clearly important that this fund and the management of the delivery of the projects authorised in it continue to deliver the benefits that have already been seen in earlier Control Periods. These have seen gauge clearance on main and diversionary routes into and out of the major haven gateway ports and have

October 2015 Page 25


‘A key issue for FTA in a review of the shape and financing of the infrastructure provider and its roles is the implications for rail freight given that it operates across existing Network Rail geographical route boundaries’ delivered growth in rail freight with attendant economic and societal benefits. Seen to deliver optimal outcomes A key challenge currently is for Network Rail to manage within time and within budget the delivery of increasingly complex multi-disciplinary network

enhancement projects dealing with capacity, train lengthening and train journey time improvements on an end-toend corridor basis for freight, interacting with other route-wide schemes where scheme output interdependencies exist. It is vitally important that these projects are seen to deliver optimal outcomes for the public expenditure that they represent and in doing so to deliver benefits for the British economy and trade connectivity. Therefore FTA supports a review of the current projects in regards to their deliverability and costs and timelines, so as to ensure tangible deliverables within the project timelines and continuing support from public funders for the enhancement of the rail network for freight. A key issue for FTA in a review of the shape and financing of the infrastructure provider and its roles is the implications for rail freight given that it operates across existing Network Rail geographical route boundaries. It is therefore important that any consultation on the system operator role of any Network Rail restructuring recognises that there are issues regarding how that would tie up with disruptive engineering possession planning and diversionary routing and contingency planning across route

borders for example Southampton to Hull or Southampton to Coatbridge Intermodal trains. FTA is engaged in developing the Agenda for More Freight by Rail that sets out the industry challenges set by major shippers for rail to win more freight market share from other modes of transport. A copy of the agenda can be found on our website: export/sites/fta/_galleries/downloads/rail_ freight/14094_agenda_for_more_guide.pdf The Freight Transport Association can trace its origins back to 1889 and is recognised as the voice of the freight and logistics industry, representing the transport interests of companies moving goods by road, rail, sea and air. FTA members operate more than 220,000 goods vehicles – half the UK fleet. It consigns more than 90 per cent of the freight moved by rail and 70 per cent of sea and air freight. For further information on FTA’s rail freight policy work contact: Chris MacRae, rail freight policy manager Email: Tel: 07818 450353 Visit:

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Staying well in a climate of uncertainty Liam Johnston reminds us that the review of Network Rail is affecting all of those involved in the industry, and that this is a time to be especially vigilant around mental and physical wellbeing


odernising the railway is intended to create faster, more reliable services, with improved stations and increased freight capacity. However, the recent announcements of the difficulties faced by Network Rail have caused a degree of uncertainty in the rail industry, and uncertainty is unsettling at best. With infrastructure projects on hold the supply chain is stressed and some of those weaker links in the chain may at some point fail. Although the signs were there of the impending announcement of a slowing of the improvements to the railway, the industry appeared, almost overnight, to go from what appeared to be an ebullient state to a state of restraint. The causes of this sudden change are complex and as most of us realise, not as sudden as they appear. Like the proverbial stone thrown into a pond, the scrutiny of both the ORR and DfT on the future plans of Network Rail has in turn created ripples throughout the industry. However, there was no single point or decision that created the current situation. Problems tend to build slowly

and often imperceptibly, but the effect on those who are involved can be immense. The pressures caused by the uncertainties that face the industry also cause individuals to experience the problem of insecurity. Railway Mission chaplains have found themselves increasingly listening to and supporting people who are finding they face an uncertain future. From senior managers to new starters the strain is beginning to show. People need a sense of security, in work and at home, but when a rail worker faces an uncertain future, the effects spill over into every aspect of their lives. The added stress of this uncertain future can cause restless sleep, and in turn fatigue, adding to the risk of personal injury. The pastoral care and support Railway Mission chaplains provide is increasingly important for the health and mental wellbeing 0f rail personnel. We all know the importance of physical health, but equally important is mental wellbeing. How we are feeling and how well we cope with day-to-day life and pressures shows our level of mental wellbeing. Yet, our mental wellbeing can change, from day-to-day, month to month or year to year, and so it is important to

‘Railway Mission chaplains have found themselves increasingly listening to and supporting people who are finding they face an uncertain future’ stay fit and healthy both physically and mentally. Forgotten multitude of dependent workers It’s essential that companies invest in the mental wellbeing of staff on a dayto-day basis, and not just after they have experienced major traumatic events. Staying mentally well by building resilience can reduce the chances of developing mental health problems like depression, anxiety or post-traumatic stress disorder (PTSD). Chaplaincy works with, and supplementary to, the normal company chain of care and support to build personal resilience. Everyone is taking the difficulties Network Rail is now experiencing seriously. But there is a forgotten multitude of dependent railway workers from a host of ancillary supply companies that need to be considered and supported. As an organisation Railway Mission is there to support everyone, regardless of position or background; our team is small, but affective and as long as we have the resources to continue the work of supporting railway people that is what the chaplains will do, because each person is important as an individual. Liam Johnston is executive director of the Railway Mission

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Laying down the law

New safety rules on track Roles and responsibilities in relation to safety and standards look set to be significantly altered by the fourth railway package. Martin Watt and Ian Hodgson explain


he technical pillar of the fourth railway package appears to be on track to make significant changes to roles and responsibilities for rail safety management. It comprises proposals for: • a new railway safety directive to recast the existing Directive 2004/49 on railway safety as variously amended, and implemented in the UK under the Railways and Other Guided Transport Systems (Safety Regulations) 2006 (ROG’s) • a new interoperability directive that recasts the existing directive 2008/57/ EC on the interoperability of the rail system within the community, as implemented in the United Kingdom under the Railways (Interoperability) Regulations 2011(Interoperability Regulations) • a new regulation on the European Railways Agency (ERA) to replace the existing Regulation No 881/2004 which first established the European Railway Agency. While other aspects of the fourth railway package dealing with governance and market opening are still the subject of difficult discussions, in June an agreement in principle was reached on the technical pillar by the European Council of Ministers. This deal must now be voted on by the European Parliament, with the first reading not expected before October. Once approved there will be a threeyear transition period before the rules become operational. The changes would also be subject to transposition into the law of member states and the UK’s ROG’s and interoperability regulations would need to be updated accordingly. A reasonably long lead time therefore remains, but railway undertakings will nevertheless wish to start looking ahead to the changes they may deliver on the

basis of what is currently expected. The form the new rules will take is uncertain because following the deal reached in June, a consolidated update of the directives and regulations hasn’t yet been published. Based on the original drafts and subsequent revisions at various stages of the process , however, it is possible to form expectations of what the new rules will change. But clearly, in the absence of a published update, and given that the parliamentary endorsement process may also make changes, the provisions when they finally emerge may differ from the summary below. Safety management The proposed safety directive would explicitly exclude metros, trams and other light rail systems from its scope, while not preventing member states from adopting a local rule to include them. It would therefore remain to be seen whether ROG’s’ coverage of tram and light rail systems as well as heavy rail would be maintained. It aims to continue developing common safety methods and targets while gradually removing the need for national rules, whether in the form of Railway Group Standards or otherwise. It expands the role of the European Railway Agency and increases the responsibilities of manufacturers and entities in charge of maintenance. Key developments proposed in the rules include: • reductions in the use of national safety rules. National safety rules such as Railway Group Standards adopted as such would only be permitted for

matters not covered by the Common Safety Methods. A new national safety rule would need to be notified to ERA first and it will only be adopted if the Member State provides justification of its necessity to ERA • Issuing of safety certificates and authorisations: safety certificates for operators running cross border services will be issued by ERA rather than the national safety authority (ORR in the UK). The certificate will be valid throughout the Union. Where an operation is limited to one Member State, a railway undertaking will be

permitted to choose to apply either to ERA or to its national safety authority. And national safety authorities will remain responsible for issuing a safety authorisation to infrastructure managers (such as Network Rail). New approach to approving rail systems The proposed interoperability directive retains a requirement for the national safety authority to approve placing infrastructure into service, but creates a new process for rolling stock introduction: October 2015 Page 31


‘ERA’s role will grow. A system will be established for it to act as a single point for receiving all vehicle authorisation and safety certificate applications. Where a railway undertaking has a choice between applying to ERA for a Union wide permission or to its national safety authority, it will indicate the authority it wishes to conduct the process’

Page 32 October 2015

• The first step is for placing a vehicle on the market. Placing on the market involves making available on the market in the Union, ready to function in normal operating mode and foreseeable degraded conditions within the ranges and conditions of use specified in technical and maintenance files. The European Commission’s original proposal gave ERA the role of issuing authorisations for all vehicles, but the final compromise agreement appears to be that the proposer of vehicles that will only be used domestically will be able to choose to use ERA or the national safety authority (ORR in the UK) • The second step is placing into service. This may only be done after checking, in consultation with the infrastructure manager (Network Rail in the UK), the technical compatibility of the new rolling stock with the route, and its safe integration into the system in which it is intended to operate. From a UK perspective, the requirement to establish compatibility in consultation with infrastructure managers is notable against the current framework as implemented in the UK, where no single industry party acts as the gatekeeper to the network from a safety perspective. Whether in practice

this would alter the role of Network Rail in rolling stock authorisation remains to be seen. Enhanced role for the European Railway Agency ERA’s role will grow. A system will be established for it to act as a single point for receiving all vehicle authorisation and safety certificate applications. Where a railway undertaking has a choice between applying to ERA for a Union wide permission or to its national safety authority, it will indicate the authority it wishes to conduct the process. Co-operation agreements will be established between ERA and national safety authorities in relation to safety certification and vehicle authorisation. ERA will also have an enlarged role in the supervision of national rules and monitoring and auditing national safety authorities, notifying conformity assessment bodies and reporting to the Commission who may take appropriate action. Roles and responsibilities in relation to safety and standards therefore look set to be significantly altered by the fourth railway package. Martin Watt is a managing associate and Ian Hodgson a consultant at Dentons, UKMEA LLP


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Laying down the law Chris Price

A knotty issue Chris Price looks at who is liable for falling trees and managing the risk in areas that adjoin railway premises


etwork Rail owns and maintains more than 20,000 miles of track and infrastructure with an estimated 2.5 million trees growing line side, within the railway boundary. NR targets the areas that pose the greatest safety and performance risk to the railway, and in high risk areas it endeavours to clear the boundary line back to five metres from the track. However there are also millions of other trees on adjoining railway premises, such as car parks, Toc buildings and those falling beyond the five metre boundary which can pose a risk to travellers and services. In 2013 it was reported that severe weather resulted in approximately 1,500 incidents where trees caused disruption to the network and around 600 trains collided with fallen trees or branches. With the usual stormy weather of autumn/ winter approaching owners of railway premises need to be aware of the potential risks from falling trees. One of the biggest risks to rail owners are those trees on neighbouring land. These total around 25 per cent of the trees identified as presenting risk to railways. Landowners may have responsibility for the hazards caused by falling trees but NR has no powers to inspect those trees situated on neighbouring land. Where a tree on neighbouring land is identified as potentially dangerous, steps can be taken to inform the owner of the risk to the railway and the landowner’s liability for

damage that the tree causes. NR has the power to apply for a court order to compel the adjoining landowner to take action or to empower the rail owner to take action and recover the costs from the landowner. So what are the legal duties regarding trees on property adjacent to railway premises? Civil liability – landowners, owners of railway premises, including any body with

control/management of trees has a duty to take reasonable care for the safety of those coming within the vicinity of a tree. What constitutes ‘reasonable’ has been the subject of numerous court decisions and the duty will include an examination of the following issues: i. how likely was the tree to fall? ii. the scale of harm that would be likely to occur, i.e. consideration of the location. iii. what practicable steps could be taken by the occupier, which involves a consideration of the resources?

Top tips – Management of risk There are standards to be satisfied with regards to keeping line side trees safe and two fundamental factors to consider which include: 1) Ownership • ownership is not always straightforward in cases involving railway premises. Many are the subject of leases with assignments and subleases and it is important to check the plans contained within the lease • it is imperative that ‘ownership’ of trees is established. Do not wait until a serious accident arises before investigating the responsibility for the tree in question as it may be that no steps have been taken to inspect or maintain the trees • Typically it is trees adjacent to boundaries that cause the problems and those boundaries may not be well defined or recognised. Therefore boundary disputes can arise. 2) Management of risk • the Stagecoach South Western Trains Limited decision shows that the ‘ordinary landowner’ is under a duty to perform some informal inspections • trees on or adjoining railway premises should be the subject of risk assessment and a system of inspection. In particular identifying groups of trees by their position and proximity to public access/rail lines is both reasonably practicable and necessary • if the risk assessment identifies defects in trees with a real likelihood of a branch falling then a record should be kept and remedial action taken • rail operators and occupiers of railway premises have significant resources which means that they would need to do as much, if not more than the ‘ordinary occupier’ to discharge their duty of care • HSE guidance does not require inspection of every tree but it does require an assessment of the risk. Thus prioritisation and zoning is advisable • contractors’ duties are defined by their contract. Be specific as to what is required of them. A tree surgeon carrying out remedial work cannot be required to carry out a more specialist inspection that may be better suited to an arboriculturalist. October 2015 Page 35


Occupiers’ Liability Act – under the Occupiers’ Liability Act of 1957 and 1984 an occupier with control over premises (which includes woodland adjacent to railway lines and railway car parks) is liable to take such care as is reasonable to see that the visitor/trespasser will be reasonably safe. A higher standard of care is owed to visitors than trespassers and a higher standard of care still for a child compared with an adult.

(second defendant). The tree was an Ash about 150 years old and made up of at least three stems. Mr Steel had carried out work on the western stem three years before the eastern stem fell onto the railway line. The tree was apparently in good condition at the time of the fall but fell due to an internal crack. The claim brought against Mrs Hind failed and the court summarised the duties as follows:

Criminal liability - The Health and Safety at Work Act 1974 places a duty on employers to ensure, so far as is reasonably practicable that employees and members of the public (and other persons not employed by the employer) are not put at risk. Also under the Management of Health and Safety at Work Regulations 1999 Regulation 3 there is a general requirement to make suitable and sufficient risk assessments.

1) A landowner is under a duty of care to act in the manner to be expected from a reasonable and prudent landowner’.

Case examples In the case of Stagecoach South Western Trains Limited v (1) Kathleen Hind and (2) Andrew Steel 2014 the train operator had sought to recover the cost of repair and damage to the train and consequential losses from Mrs Hind the landowner (first defendant) and Mr Steel the tree surgeon

Page 36 October 2015

2) An ‘ordinary landowner’ was obliged to carry out regular informal inspections of trees particularly those which border highways, railways or adjoining property. 3) The landowner is not obliged to instruct an expert/arboriculturalist unless his own informal inspection gives rise to concern. 4) There is no duty to inspect every tree closely. Mr Steel was a tree surgeon and not a specialist arboriculturalist. His contractual obligation did not require

him to inspect or advise generally about the tree. In accordance with his contractual obligations his work was therefore restricted to the western stem of the tree. In the case of Bowen v National Trust (2011) the system of inspection was considered. The occupier owned approximately 2,500 trees which had been reviewed and zoned into three risk categories. The tree in question was ‘mid-risk’ with an average of around 14 people per day in its vicinity, and had been inspected by qualified professionals twice in the previous six months. The court found that given the location of the tree, visual inspections were adequate and completed by a qualified person and growth which might have suggested it was diseased was not easily visible from the ground. The claim failed. Conclusions Occupiers of railway premises, other than NR, may have trees in positions of high risk given proximity to passing people and trains. They leave themselves vulnerable to criminal and civil liability should the risk of a falling tree arise if they do nothing or assume NR will be responsible. Chris Price is a partner in the Insurance Division at Langleys LLP.

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All the right reasons Jodi Savage says businesses should promote women not because of their identity as a female, but because of their professional identity as a superior employee


ast month, Jeremy Corbyn, at the time a contender for the Labour leadership role, sparked a public debate by suggesting that creating ‘women only’ train carriages would bring enhanced safety to the women who use public transport late at night. Mr Corbyn may have had women’s best interests at heart, but the public reaction that followed clearly demonstrated that many women disagreed with his suggestion and did not want to be singled out, even if it were for their own ‘protection’. This got me thinking about whether women are treated differently from men in the rail industry. It is fair to say the rail industry sometimes may not make it easy for women to blend in. For example, from

my personal experience, the personal protective equipment I have to wear when I am on the shop floor, or when visiting a customer depot, makes me look like a child wearing grown up clothes. This makes me stand out from my male colleagues. The reason simply being that the companies don’t yet supply female size suits, but I understand this is an issue that has been recognised by the rail sector, and is currently being addressed by Network Rail. Along with this, I often have to walk the whole length of a long depot to visit the single ladies toilet. It is often positioned further away than the conveniently located men’s facilities and I usually arrive to find the facilities are locked. Again, this issue is now addressed, but it has taken a long time. These are examples of just two of the many areas where the industry has realised it needs to

make sure both sexes are equally equipped to do their jobs. Lord Mervyn Davies recently suggested that introducing gender quotas will increase the number of women on boards across the boardrooms of FTSE 100 companies. This idea has been effective in Europe where voluntary or

October 2015 Page 39


actual targets have been introduced, and has increased the number of females employed at director level. Sure, without the intervention of this target, this positive change wouldn’t have occurred, but we need to review the impact of this at a deeper level. If these companies have reviewed and amended their recruitment processes, and altered their marketing to attract more females, that’s great. But if women have been rewarded new positions simply because they are female, and the company needs to hit diversity targets – it’s not so great. I don’t know a single woman who would want to be promoted because she’s female; it wouldn’t be rewarding, and it would not help the deeply engrained lack of confidence suffered by many women in the workplace – a subject Women in Rail is tackling. Businesses should address their processes and ensure they are promoting women not because of their identity as a female, but because of their professional identity as a superior employee. Capable of all roles During a recent discussion at the Department for Transport with female engineers from across a variety of transport industries, we highlighted

the various barriers that are preventing women from embarking on a career in engineering. One lady made a comment that resonated with me; she said that when female engineers are put forward as role models to other women, they shouldn’t be portrayed in their orange hi-vis coat and hard hat. This is because this isn’t a true reflection of what it’s like to be an engineer in the rail industry. She had a point, but what is the alternative? Should we instead show women sat behind a computer being an engineer? Would this make engineering more or less appealing to women? In my view, it’s important that we project an image that showcases how women are capable of doing all the roles in the rail industry. To do this, we must ensure we are showcasing a wide variety of women, in a wide variety of roles. Women working in rail are usually more than happy to act as role models, and promote their career and their industry to the talent of the future. They don’t want to be singled out, they want to be able to do their job to the best of their ability and have the right equipment and facilities to do this as effectively as possible. Women want to be appointed to a new role because they are absolutely the right person for the job, because they

‘...when visiting a customer depot, PPE makes me look like a child wearing grown up clothes. This makes me stand out from my male colleagues’ worked hard, and they deserve it. I’m sure Jeremy Corbyn didn’t think his comments about ‘women only’ carriages would start such a long and public debate. Also, what he maybe didn’t consider is that women make more journeys than men and represent 46 per cent of the UK workforce so if we really were to have ‘women only’ carriages we had better start building longer trains to accommodate them all! Jodi Savage is sales account manager at Wabtec Rail and a board member of Women in Rail LinkedIn: Women in Rail

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Chris Fenton One of the things I say [to new-joiners] is “Well, you know you shouldn’t be planning your career here” Chris Fenton, chief executive officer of the RSSB, spoke to Lorna Slade about the changes he has made to enhance its relationship with the industry, his philosophy on career-paths, and constantly aspiring to do things better


eeting Chris Fenton was something I didn’t think would happen after being told last year that he’s too new in the role to talk. I wondered if that was code for ‘not media friendly’. But in he rushed, slightly late with a big smile and a strong handshake. On asking if he would get to see a copy of the interview before publication, his new head of comms and I shook our heads in the negative and off we went. Fenton has had a diverse career covering Courtaulds, BSI and most recently Amey, where as managing director he was responsible for the company’s interest in Tube Lines. In describing what it was about RSSB that he wanted to get his teeth into, he looked back to his first employer, which he described as a ‘great training ground’ in offering senior roles in its many small businesses. ‘Organisations like Courtaulds are few and far between. You make a lot of mistakes but you learn a lot and work for a wide range of different people, which is immensely instructive.’ Continuing as if I’d asked him to outline his C.V., Fenton described the second half of his career with technical servicestype industries, where, particularly at Amey the work was ‘between the public-private interface’. ‘I’m always looking for roles which have that element of social value,’ he explained. ‘But what I’ve always enjoyed most is working in organisations that are fundamentally sound but could do more. And that was very much the message I got through the interview process and discussions with people in the rail industry. That there was really quite a respect for what RSSB did and does, but it could do more and it could be better at it. That’s what motivates me and that’s why I joined and nothing I’ve found here has changed that opinion.’ What really impressed Fenton though was coming across an informal employee survey which had 60 pages of comments from 250 people. ‘That tells you something about how passionate and committed and engaged people are at RSSB. They weren’t all friendly comments but it showed me that people cared. And that’s immensely encouraging when coming into an organisation because the hardest part is getting engagement – if you have that you have an organisation that says ‘We really want to do things well’.’ In a column for Rail Professional last year, Fenton described Page 42 October 2015

RSSB as ‘one of the industry’s less understood components’. Is that still the case, or is communication and engagement with the industry clearer and more effective now? ‘I think it’s more effective but there’s still a long way to go. It was slightly perverse because we did a stakeholder and member survey soon after I arrived where people said ‘We like RSSB, we like the commitment of the people, the technical excellence, it’s crossindustry, we like all these things and we like what you do’. And with the next series of questions – on how familiar they were with what we do – the message was almost ‘We don’t know what you do’,’ said Fenton, laughing. In response he has made several changes including establishing a new External Engagement team, and last year he brought in communications specialist Louise Brooker-Carey (now with Highways England), who ‘helped us set up and work on what we needed to do’. Jo Bird – acknowledged to have transformed BTP’s communications, is now in place with a team whose remit is to really connect with the industry. A lot of work is also being done on RSSB having more punch and cost-effectiveness. Its Delivery Priorities document, lists three internal messages: Technical Excellence ‘because if we haven’t got that then why are we here?’ said Fenton: Impact and Influence, ‘because if our work is published and just sits on the shelf without being used and understood it hasn’t added any value.’ And Effectiveness and Efficiency, ‘because ultimately the money we have either comes from the taxpayer or the passenger, so we have a responsibility to spend it well.’ A strength that can become a weakness Another discovery Fenton made on his arrival was a historically ‘very strong but fairly small management team that had been here a long while’, something he clearly didn’t find a good idea. ‘One of our strengths as an organisation is the really in-depth knowledge. But equally that can become one of the weaknesses, because my belief is that a good team has diversity. If you have people who are promoted from different industries you get that real diversity of experience.’ To that end Fenton announced a new Senior Leadership Team last February that has the diversity he talks of, including new joiners Mark Phillips from National Express and Eileen Pevreall from The Carbon Trust. He also instigated a Wider

October 2015 Page 43



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Leadership Team which replaces the fact that historically again, ‘just the senior heads of department were engaged in discussions’. ‘So what we’ve tried to say is, ‘You can progress up a technical route’ – because not everybody wants to become a line manager, and we’ve appointed ten Technical Leaders to sit in the WLT around infrastructure, human factors, rolling stock etc. which helps broaden out engagement in terms of shaping the direction of the business.’ Corporate memory I wondered if the changes Fenton has put in place have been easy to do at the same time as retaining its corporate memory? He was perhaps disarmingly pragmatic in his response. ‘I think the rail industry faces a challenge which hasn’t been made any easier by George Osborne and other changes to pensions. Everyone knows there’s an increasingly ageing population of experienced individuals across the industry so we’ve moved HR from being transactional to really developmental, with career path frameworks such that people can see a progression both inside and outside the company.’ Not entirely oblivious maybe to the undertones of my question, as there have been rumours that some have retired earlier than would have been expected under Fenton’s leadership, he pointed out that when somebody retires at 55 that’s ‘frankly not a surprise’. ‘We should see it coming and we should be planning for that, looking at whom inside and outside the organisation can replace them.’ Citing Cliff Cork (chair of the Rolling Stock Standards Committee), who retired just after he arrived, Fenton felt that shouldn’t have been unexpected, ‘and the reality is we knew there were only a handful of people who could do that job, so it’s just about being a little bit more proactive.’ Quick earlier in the interview to describe his people as a highly intelligent and caring population, in my asking about the contribution they can make aside from the technical offerings, it has to be said Fenton took the opportunity to steer his answer back to suggesting they keep an open mind about their future. ‘I suppose we’re spending a lot more time now on trying to make sure our work is implemented, and Mark Phillips comes from a user perspective in terms of his background, so


his first question is ‘How is this going to get used?’ ‘But I think what shocks people is that when we have a few new joiners, as we’ve been changing one or two things, or with natural churn, every month I sit down with three or four of them to find out who they are and what they’re bringing to RSSB, and it’s also a chance for me to talk about our delivery priorities and a little bit about myself – just to break down the barriers so it doesn’t feel like they can’t approach the boss. But one of the things I say is ‘Well, you know you shouldn’t be planning your career here’.’ ‘Really!’ I commented. Warming to his theme, Fenton accepts there will always be a number of people who stay for the long-term and that any organisation needs that. ‘But if everybody stays that long... actually I would prefer to bring in young people, people midcareer who see it as a route into the industry, a way of building up a really strong network, a stepping stone. I want RSSB to be an organisation that, if it’s on your C.V. it’s a really positive statement about your understanding of the way the industry works.’ Referring again to his time at Courtaulds, Fenton felt lucky in having people who looked out for and mentored him. ‘And we have the same responsibility to the next generation of people. Yes some people will develop here but just as many will think about their next steps, and a lot of the work we’re doing in HR is, as I said, around having meaningful conversations with people on that subject. To me that’s a healthy attitude and it’s good for the individuals and will help us in the long-term to attract people. And it helps rail as well.’ In what way, I asked? ‘The industry has a lot of people moving out of it, so for all organisations attracting people in is really important. But I think RSSB gives people a system-wide perspective of the railway – people talk about the old British Rail days but one of the advantages was that people got a chance to move around the different parts of it, and that’s less true if you’re in a Toc or Network Rail where you’re getting one perspective.’ A new chapter in the same book Nobody could say Fenton is similar to his predecessor Len Porter, and I would guess he doesn’t feel the need to be so. October 2015 Page 45


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Responsibility from an early age Fenton hasn’t been a CEO before and the question arises of whether he feels he has the experience to step up to the highlevel challenges, given that the politics are so tense. Does he believe he has the diplomatic nous to negotiate between difficult parties? ‘I’ve found people very welcoming so I’m

accountabilities because they’ve always felt part of the roles I’ve had from early in my career.’ His relationship with the board is good apparently, and just after he joined, the chairman Paul Thomas retired and was replaced by Anna Bradley, also chair of Healthwatch England, who is said to be assertive and involved. Asked how well he is working with Bradley, Fenton feels she brings a number of perspectives to the board. ‘Certainly Healthwatch England works at that public private interface and needs to be able to work well with government and senior stakeholders. So that’s really important because RSSB also needs to be able to do that and the board needs to have that profile. But we don’t actually have the voice of the passenger, and in some ways Anna helps bring that dimension.’ Pointing out that RSSB’s Delivery Priorities document begins with the four C’s – improving customer experience and capacity, reducing costs and carbon – but also gives the reason for these: improving the operation, performance and safety of the railway and the experience of value for the passenger as well as for the taxpayer, ‘Actually the board should always have its attention on those priorities,’ he said, ‘and Anna can also bring that challenge.’ ‘I’ve been on the Nuclear Decommissioning Authority as a non-executive, so that’s a different side to being the CEO here, and it’s important that a board gets right the balance between support and challenge. Too much either way is not good but I feel very comfortable we have it right here.’

really enjoying the job here and in the industry. You say I haven’t been a CEO before and probably haven’t had that title but I’ve spent most of my life running parts of organisations.’ And referring back to Courtaulds Fenton recounts the story of his first boss, Jim Ratcliffe, ‘He’s the guy who now runs the INEOS chemical company so he’s one of the wealthiest people in the UK, and he was highly entrepreneurial and very demanding.’ He and Fenton assessed a technology in the US that ‘literally involved two men and a dog in a garage’, and decided they could do something with it. ‘So we acquired the company and I was told by Jim ‘Right, you go run it’. So about a year into Courtaulds I got married and five weeks later we went off to the States and I had this business to run. Being given the opportunity to have that type of experience at a very young age, you make a lot of mistakes but you learn, and you have to be able to build up relationships and build a team. So there’s nothing in this role that’s phased me from those

The firing on all cylinders phase Having said he advises people to not necessarily stay for the long-term at RSSB, what about his own plans. Does Fenton feel this is a job he will stay in? ‘I was asked that question by the interview panel’ he replied looking slightly affronted. ‘I don’t think it’s worth coming into a job if you’re going to do it for less than five years because after the initial phases there’s a period where you have a really effective team in place, and if you then leave you’re missing the opportunity of hitting that patch where you’re firing on all cylinders. I enjoy that, especially in organisations that could do better. And then you have to deliver something. Equally I won’t be here as long as Len was, but I also believe that it’s good for organisations that leadership changes because new people bring new perspectives, and the person after me will say ‘I like that but will change this’, and that’s entirely normal.’

In describing his management style he is characteristically thorough: ‘I suppose it depends on what level one is at coming into an organisation. I’d say collaborative, open, engaging, but equally well is that when you first come in you spend more time getting into the weeds because you need to understand what’s going on. And with certain things you say ‘that’s really good get on with it’ and with others one has to be more directive and coach or develop, or sometimes replace people.’ And Fenton is happy to state that has happened once or twice. ‘Not that many, but particularly in some of the support functions we’ve looked to raise the bar. Then you move into more of a collaborative engagement phase, and I’m a big believer in having, as I mentioned, real diversity.’ Moving back into that theme he talks me through the mix of experience in his Leadership Team, which is working well together, he says. ‘We’re writing a new chapter in the book, but it’s the same book, is how it’s been described; so given the messages that our stakeholders want us to be a bit more dynamic, a bit faster, have more impact and influence and be clearer in our communications, that’s what this chapter is about.’

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Working with the big boys I wasn’t clear on how RSSB works with the ORR and Fenton is happy to elaborate on what he regards as a lively and productive relationship. ‘We meet at many different levels as will our chairmen Anna Bradley and ORR’s Anna Walker who is coming to our board dinner in November. So we have a strategic view of what’s going on in the industry and how we are jointly responsible. ORR is an observer on our board but there are myriad groups that we run where they are present and bringing their perspective and experience. We’re very clear they are the safety regulator but there will be times when industry wants an evidence base to help it in collaborating in taking safety decisions, and that’s where we start to get involved.’ Fenton is not worried that potentially huge changes at Network Rail might impact RSSB. ‘My team and I meet with Mark [Carne] and his team and Graham Hopkins (NR’s group safety, technical and engineering director) sits on our board, so we have very good working relationships,’ but then with a wry smile he observed that rail does tend to go through cycles of reviews. ‘This is not an unusual time but one of the things I would say is ‘Don’t get distracted’. There’s still a railway to run and a job to be done and there’s a big danger that everything comes to a halt and just becomes introverted and reflective. There are lots of good things going on in the industry at the moment and we can’t afford for those not to continue while people reflect on whether things could be done better.’

Have to enjoy it As we move to the end of the interview I ask, ‘What about you? Do you love trains?’ At that Jo Bird warned Fenton this was a loaded question coming from rail media. He didn’t laugh and pondered deeply. ‘I’ll answer the question in a different way actually. I was a materials scientist, not an engineer and that’s very much a combination of chemistry and physics and…’ At that point I remind him that he read natural sciences at Cambridge, which is an exceptionally hard degree, not that any of them are easy. ‘Well I think you have to enjoy it. I was reading a piece in the newspaper the other day about Roger Federer and why he had been so successful for so long. And the commentator said: ‘I was watching him on the practice courts and he was really enjoying it and smiling’; and so I think things you enjoy you find easy. So going back to the material sciences, which I specialised in as part of the degree, it’s about those interfaces between the different sciences, and I like working at the public-private interface because you have those differences of perspective. It’s about how you make things work across that. At RSSB, I love the challenge that’s provided by making a system work and the interfaces that come up. My job here is not to get down into all the technical detail, and I’m sure I wouldn’t understand it all, but I don’t think you can do the job without having that engagement in the topic.’ I commented that he seems very fond of the word ‘interfaces’. ‘Yes I suppose I’m more interested in where the wheel touches the track than I am in the train itself if that’s an answer to your question.’ Fenton is driven he says, by asking ‘Is the glass half full or half empty?’ ‘I should always sell the glass half full, but actually I view my job as filling up the other half of the glass.’ Asked about his hopes for RSSB’s future in general, he is keen to see an ambitious organisation. ‘If you’re running a commercial business you’ve got a metric you can look at and say ‘Yes we’re better this year than last’. That’s quite tough to do here. So in three or four years’ time I would like to have the same level of favourability about the technical quality of the work – we can’t afford to lose that, and I’d like people to say ‘We understand the organisation better’ – it’ll never be perfect but it’s about that

continuous improvement. One of the things I’ve done with the board and internally is to highlight that as we raise the bar of expectation it becomes tougher to hit, but every year we should aspire to do things even better. That’s what good looks like for me.’ The cloak is coming off Having ascertained there has been a certain lack of clarity around RSSB, Fenton feels the organisation’s biggest draw has always been that it takes the cross-industry perspective he talked of – a message that also came out of the stakeholder survey. ‘We’re independent of any part and listen to all, and I think we’re trusted in that respect.’ ‘The brand is good isn’t it’ I interrupt, and Fenton agrees that extends to the view held of RSSB by unions and more distant stakeholders. ‘The thing I was going to go on to say,’ he gets in, ‘is that behind that – and a lot is owed to people like Len in establishing it – we are not an opinion-based organisation, we’re an evidence-based organisation, because people then trust that you’re using data to understand the risks and help them take decisions. That makes a massive difference and we will do nothing to change that philosophy in the way that we’re working in the industry.’ Fenton is also in no doubt about the importance of RSSB’s contribution to the industry. ‘A lot of what we’re doing here today is thinking about the innovation and new technologies that might be used in the railway. It just has so much potential. It’s not easy to implement but one day there’ll be a legacy from that work.’ Clearly the time has come where that work will no longer be thrown over the garden fence in the hope it gets picked up. And as Fenton said when the tape was switched off, ‘we’re not going to do good stuff in disguise anymore’. His credentials are impressive. Cambridge, an MBA, a nonexec director of the Nuclear Decommissioning Authority and chair of NSARE, so the guy is bright. But whether he is also empathic in the workplace is another matter. He polarises people, ‘like marmite’ someone told me. But some part of him clearly thinks his mindset is just the kick the organisation needs. He might yet be right. October 2015 Page 49


An on-going story ORR’s Ian Prosser looks back over the 175 year history of the Railway Inspectorate and at how far we’ve come. But as he says, safety never stops


his year, we are celebrating 175 years of railway safety. A big part of that is recognising and acknowledging the huge contribution of safety inspectors – past and present – who have driven improvements in safety standards of our railways. Having been chief inspector of railways for seven years, I’d like to share my thoughts about how far our railways have come in becoming one of the safest in Europe. Although Britain’s railways are now among the safest in Europe, 175 years ago it was a different story. In the first decades of the nineteenth century, our pioneering railway system was unregulated, uncoordinated and to be honest, downright dangerous. These days, many of us take the good health and safety record on our railways for granted, but it has mostly come about through the work of the Railway Inspectorate (RI) – celebrating 175 years of service this year – and is now part of the Office of Rail and Road (ORR). Railway companies sprang up somewhat haphazardly across Britain in the early 1800’s, with the first passenger

‘Even well into the mid-twentieth century inspectors reported on numerous fires in diesel engines, accidents due to staff error and ‘malicious’ actions by the public such as stone throwing or attempts to derail by putting objects on the line’ Page 50 October 2015

carrying line in 1807 – it was horse drawn. 1825 saw the first locomotive-pulled passenger railway in the world. In 1840, through the Railway Regulation Act, the Board of Trade appointed the first Railway Inspector to inspect construction and equipment of new railways. The Regulation of Railways Act 1871 is generally regarded as the founding legislation of the modern inspectorate. This Act consolidated previous provisions regarding the appointment of inspectors and the inspection of works. It also provided formal powers for the investigation of accidents and recommended ways of avoiding them. Other legislated powers to enable inspectors to have an impact on a growing industry: • 1840 companies are required to give one month’s notice of intention to open new railways • 1842 powers to postpone opening of new railways on safety grounds • 1871 powers to investigate train accidents • 1900 powers to investigate accidents to railway staff

Since then, by investigating, highlighting and reporting on health and safety issues, railway inspectors in their various incarnations have helped bring about huge changes and saved countless lives. Exploding engines, broken rails, lack of signals, gas-lighting fires, inadequate brakes, cows on the line – these were some of the dangers on the fledgling railways. 1872 - bridge of Dun boiler explosion Every year, railway inspectors looked at accidents and suggested improvements such as continuous brakes, guidance on boilers to avoid explosions, block signalling, rules for lookout men, designing cabs for driver protection in collisions, setting noise level maximums in driver cabs, and rules for emergency evacuation from trains. Great changes were made, but other issues arose. Even well into the mid-twentieth century inspectors reported on numerous fires in diesel engines, accidents due to staff error and ‘malicious’ actions by the public such as stone throwing or attempts to derail by


system 1999), the integrity of stretcher bars between point blades (1850’s then after Potters Bar and Greyrigg) • the drive to prevent conflicts between the public and the railway: by closure of level crossings including hundreds of footpath crossings • the drive for the protection of the travelling public: crash protection in carriages, safety glass, removal of gas lighting • the drive to prevent train collisions: by introducing signalled blocks that only permit one train at a time into a section (1889), the requirement for advanced warning system (AWS) and in 1999, train protection warning system (TPWS) on all junction signals.

putting objects on the line. Some of these, including dealing with cows on the line and preparing for weather conditions, still feature in our safety inspections today. Safety by design has been a feature in much of the work. The incidences of people being struck by trains while leaning out of windows and people falling out of trains eventually led to automatic locking doors and sealed windows in new stock. Welded rails meant fewer derailments due to track problems and level crossing developments meant safer ways to cross the line. 1994 saw the introduction of the Safety Case Regulations where every railway operator (trains, stations and infrastructure controller) had to prepare and have accepted a ‘safety case’. This is a document in which operators demonstrate that they have the resources, capability and commitment to ensure that safety practices are followed at all times and the safety of passengers and railway staff are not placed at risk. This regulation has since been updated. Looking back over the 175 year history of the Railway Inspectorate, there have been some significant improvements in passenger safety brought about by changes in legislation as a result of disasters, but the improvement in staff safety has been mainly brought about by a change in culture. The HSE must take a lot of the credit for raising the profile of health and safety generally (and it’s disappointing that health and safety has got a bad name because of risk aversion and misrepresentation) but I think that a lot of the improvement has been brought about by the activities of HMRI by nagging the industry to keep health and safety at the top of the agenda. ORR continues this focus on worker health and

recently published a report on four years of work in this important area. Safety improvements by numbers Safety improvements numbers Looking back over theby years, I believe the

Safety never stops. It’s an on-going story. As you can see above, Great Britain’s railways have a strong track record on improving safety, and after a decade of investment and growth, are now statistically the safest in Europe. While this improvement is to be commended, statistics only tell part of the story, the industry cannot become complacent. ORR’s inspectors have identified that there is still room for improvement. Our





788 workers killed on railways

28 railwaymen killed at work

11 railway workers killed at work

4 railways workers lost their lives at work

69 people killed on the railway (excluding trespassers 146 and suicide 212)

39 people killed on the railway (excluding trespassers 136 and suicide 108)

14 people killed on the railway (excluding trespassers 22 and suicide 293)

695 million passenger journeys on British Railway

769 million passenger journeys on British Railway

1.66 billion passenger journeys on main line railway

565 million passenger journeys on metro railways*

787 million passenger journeys on metro railways**

1.3 billion passenger journeys on London Underground

*Metropolitan railways include Tyne & Wear Metro, London Transport Railways and Strathclyde Glasgow Underground Railway **Metropolitan railways include Tyne & Wear Metro, London Transport Railways, Strathclyde Glasgow Underground Railway and Docklands Light Railway top five safety improvements brought about by railway inspectors’ include: • the drive for worker safety: there were 734 workers killed in 1887 amid an acceptance that this was an inevitable consequence of operating and maintaining a railway. Today we do not accept any work-related fatalities • the drive to prevent derailments: by locking points (1889), prevention of overspeed (train protection warning

evidence highlights the challenges facing the rail industry, in particular the need to manage growth safely. The regulator continues to work with the rail industry to help it take a more proactive approach, recognising and managing safety issues before passengers or workers come to harm. Ian Prosser is ORR’s director of health and safety and HM chief inspector of railways October 2015 Page 51


Across the line advertising Network Rail discusses its range of new targeted safety campaigns, designed to reach those most at risk


etwork Rail began a new series of level crossing public safety awareness campaigns over the summer months. Building on the success of past campaigns, such as the hard-hitting See track, think train advert, the new campaign sees the organisation move from a more general ‘one ad for all’ approach to producing more targeted mini campaigns addressing the different types of people that use level crossings. Rolled out over the next two years, the campaign will target the highest risk groups of level crossing users, providing them with specific information and guidance, and encouraging safer behaviours at level crossings. The campaign began in June with targeted messages for cyclists, then dog walkers in July and farmers in August. All the campaigns were, and will continue to be, delivered at a local level by Network Rail’s dedicated level crossing managers with the support of national partner organisations relevant to the target group. Push bike message International Level Crossing Day in June saw the launch of the first phase of the awareness campaign. Targeting cyclists,

Page 52 October 2015

the campaign encourages safer cycling behaviour to keep both cyclists and their bikes from harm at level crossings. The campaign was supported by Sustrans, the charity behind the creation and management of the 14,000 mile National

Cycle Network. In the last five years, there have been around 140 incidents involving cyclists at level crossings with four of these tragically being fatal. The new campaign reminds cyclists:


are walking their dogs away from home • the majority of people (95 per cent) backed the idea of an awareness campaign.

• to dismount at footpath crossings. Footpath crossings weren’t designed with cyclists in mind and some have found that their bike wheels can get stuck when crossing the railway. By walking across, cyclists can more easily stop, look and listen for trains, and the risk to them and their bikes is reduced • that amber warning lights at road level crossings means ‘stop – a train is coming’. As well as additional safety messages such as: • headphones can be a distraction and may mean that the wearer doesn’t hear the alarms sounded at level crossings or by an oncoming train • never assume that there is only one train coming or think that you know the timetable to guess when a train might come. Take the lead July 2015 brought a nationwide campaign in partnership with the Dogs Trust, urging people to keep their dogs on a lead near level crossings. There have been more than 180 incidents of near misses between dog walkers and trains and five fatalities in the past five years. A survey of dog owners by Dogs Trust also revealed: • more than two thirds (68 per cent) acknowledged that their dogs do not always come back when called • a further 68 per cent admitted they would go after their dog onto a level crossing when a train was coming to try and rescue them • the majority (71 per cent) underestimated how many dog walkers had been involved in an incident at a level crossing in the past five years • more than two thirds (68 per cent) admitted they don’t know the locations of level crossings when they

Network Rail produced a hard-hitting safety film laying bare how quickly a dog off the lead can get onto the nearby tracks and a distracted owner can put themselves at risk of a fatal accident by trying to retrieve their pet. As the film was launched, Lynn Barber, Dogs Trust head of training and behaviour, said: ‘Dogs Trust would like to advise all dog owners who walk near railway lines or level crossings to have your dog on a lead and under control at all times. If your dog likes to chase wildlife, cars or bikes or is very fearful you should try to avoid walks that are near level crossings. Recall is essential near potentially dangerous situations. There are around 6,100 level crossings still in use across Britain, and although you may be able to read the warning signs, remember – dogs can’t read and it’s every owner’s responsibility to keep their dogs safe.’ Dog owner and Network Rail level crossing manager Chris Williams backed the campaign explaining: ‘I know with my two dogs how easily they can run off and how difficult it is sometimes to call them back, so I always keep them on a lead when I’m somewhere busy like a level crossing or a road.  Hundreds of level crossings run through the countryside where it might feel like you’re in a very open area, but you can actually be very close to the railway with trains travelling through at over 100mph. ‘It’s my job to keep people safe at level crossings, and across the country we see far too many near misses with trains and people walking their dogs.  I don’t want any of these near misses turning into tragedies and so I urge anyone walking their dog close to a level crossing, to keep them on a lead and keep their pets and themselves safe from harm.’ The new safety film: Take the Lead, can

be viewed on Network Rail’s YouTube   Farmers to reap the benefit of safety campaign August saw Network Rail team up with the National Farmers’ Union (NFU) pushing the level crossing campaign to help keep farmers and their workers safe at crossings at harvest time. Harvest time is an extremely busy period for Britain’s farmers and consequently level crossings can be used frequently by people who aren’t familiar with them. At the same time, an increase in casual workers who might not have English as a first language is an extra challenge. Network Rail worked with the NFU, to produce easy-to-understand posters and booklets that can be used around a farm to remind people how to use crossings safely. In the last five years, there have been more than 100 near-miss incidents at crossings on farmland and four instances of trains striking farm vehicles. Last year saw the number of near misses jump from 15 to 22 incidents, a reversal on years of steady decline. The new campaign reminds farmers of the critical safety rules – such as using crossing telephones to call the signaller before crossing the tracks – and provides them with helpful materials to guide their workforce and regular farm visitors. These include an instructional booklet designed to be understood by the many casual workers that work on farms, particularly in harvest season, whatever their nationality or first language.  The campaign reminds farm workers

October 2015 Page 53


• remembering to close the gates at level crossings after use so others don’t mistakenly think it is safe to cross • clearing the crossing as quickly as possible, particularly when moving livestock across them. Supporting the campaign, NFU vice-president Guy Smith said: ‘With more than 100 near miss incidents at level crossings on farmland since 2010 we recognise the importance of such a campaign and hope that our members will be better informed as a result. ‘We hope that working with Network Rail level crossing managers at a local level, will not only improve the safety of our members and the public but also help improve communication and understanding as a whole with our membership.’ of the importance of: • using the telephones at level crossings to check that it is safe to cross. If asked users should ring back to let the signaller know when they are clear of the line

Rolling out the level crossing safety message The new safety campaigns will continue to be rolled-out over the coming months targeting other high risk level crossing users groups such as students in late September and leisure and professional

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drivers at the end of the year. These campaigns support the wider level crossings programme which has seen more than 900 level crossings close since 2010, the introduction of 100 dedicated level crossings managers and investment in technology such as obstacle detection radar technology. Network Rail has committed £100 million to the programme until 2019. As Darren Cottrell, head of level crossing safety for Network Rail explains: ‘Though we have one of the safest level crossing safety records in the world, we are not complacent as still far too many near misses and incidents occur. ‘Reminding people about the dangers of the railway and how to stay safe at level crossings is a vital part of our efforts to get everyone home safe, every day. We hope our new targeted campaigns, supported by well-respected organisations such as NFU, Sustrans and Dogs Trust, will help us cut through to those most at risk and increase the safe use of level crossings across the country.’ To find out more visit level-crossings

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16/09/2015 10:29


Let’s talk safety Chris Langer looks at the barriers which can conspire to prevent an important safety issue being reported and addressed, and how to overcome them


e’ve all heard slogans and catchphrases affirming an organisational commitment to safety. ‘Safety is our number one priority’ and ‘Safety is of paramount importance’ are just a couple of such examples, but there are of course many others. No organisation would dare say that ‘Safety comes second around here’. If we really want to assess an organisation’s commitment to safety, an excellent place to look is how they respond to safety reporting, and how much they value their intelligence. Safety reporting is also where even a high-minded commitment to safety will be tested in practice, where safety sound-bites often clash with the reality of organisational bureaucracy. Safety reporting can be viewed as an effective acid test of safety communication. Can a safety concern be clearly transmitted, received and understood by organisations which can then judge whether an appropriate change, or adjustment, needs to be made to a company’s safety systems? In larger organisations especially, there are potentially many barriers which can conspire to prevent an important safety issue being addressed. Top-down communication. A coherent safety vision is a great place to start, but this doesn’t in any way guarantee frontline staff will feel involved. And if they don’t feel involved, active safety reporting will suffer. Staff are quick to judge for themselves whether their organisation always believes in its own commitment to safety reporting. Mid-ranking managers must actively encourage reporting too. If there’s a ‘fly in the ointment’ in commitment to safety reporting anywhere down the organisational hierarchy, those reports may quickly start to dry up. Bottom-up communication. Safety reports can be impeded by layers of bureaucracy on their way upwards. This can be a lost opportunity. If a frontline member of staff makes a report with a good suggestion for an improvement, a dismissive organisational response will provide little incentive to report again.

Apathy sets in. This certainly doesn’t mean every suggestion should be implemented automatically, but what it does mean is that a listening organisation can encourage that vital flow of information upwards. Whether the organisation believes an issue is significant or not, reports need to be taken seriously 100 per cent of the time. Every reporter deserves a response. Clearing up reporting confusion. Stripping things right back to the basics, it should be crystal clear what can actually be reported in the first place. If this isn’t clear, it may prevent someone from taking a legitimate safety concern any further. Staff will have enough on their minds already – they shouldn’t have to work hard to find out whether their concern is reportable or not. Where ambiguity exists, the number of reports will drop considerably, because important safety intelligence is lost. The good news is that this isn’t that difficult to fix. A wellpublicised staff brief in various formats, detailing what can and can’t be reported, will do the trick. Encourage reporting. Constantly reinforcing the idea that safety reporting is positive is the best way to generate reports containing vital safety information. It is a way of affirming the organisation’s commitment to safety, shaping desired safety behaviour, and really isn’t difficult to do. If praising the reporting of a safety issue can happen publically, such as in a staff or team meeting, that’s even better. Newsletters can also be an effective vehicle for demonstrating the positive feedback necessary for boosting reporting. Sharing lessons learned. A safety concern can have implications for areas of the safety management system, once the underlying factors are explored in a little more depth. Without too much effort, the learning from one situation will transfer to many others too. Where such lessons are shared, the positive effect of the original report is potentially magnified by many times. But if a report is treated from a defensive position as an isolated incident, it may actually increase the likelihood of a reoccurrence. Underlying systemic factors can be papered over,

especially if excessive attention is paid to what particular individuals may have done wrong. They may, of course, have made a human error, but pointing the finger of blame is unlikely to prevent future incidents once the dust has settled. Prevention is king. Noone in their right mind would say they were waiting for a safety incident to happen to them. Nevertheless, striking up the courage to report something that could happen in the future if safety precautions aren’t taken is harder than it appears. The potential for an incident to happen isn’t always fully acknowledged. Staff may be under pressure to complete work, and the thought of reporting something potentially unsafe may feel like it hampers their own efforts. Even where enough courage has been mustered to report a near-miss, this doesn’t automatically mean the contributing factors will be analysed in any depth. Sometimes, the reporting system will ask what the individual concerned did to correct the situation, but this can over-emphasise the human contribution at the expense of systemic factors. Confidential reporting has an advantage here, because probing interviews dive deep into the issues at the heart of the concern, without any fear of retribution. Talking about safety. Well before a safety report is ever made, the right kind of safety culture will instil in its workforce the idea that talking about safety is important. Talking freely about October 2015 Page 57


safety, the checks and balances in place, and the potential risks of one’s working environment, helps create a culture where reporting is second nature. In fact, the word ‘report’ sometimes makes it all sound a little too formal. If line managers are receptive to safety talk, many safety issues will be resolved long before anyone needs to go down a more formal route. However,

should a report need to be captured more formally, having a culture that fosters safety talk will ensure every effort is made to listen, and respond, in a proactive way. Climbing the safety culture mountain. The very same things that create a good safety culture, and arguably a good business too, can be seen in

Cultural maturity

View of Confidential Reporting System (CRS)


Information is key, so reporting systems are vital. The CRS is not generally used because internal systems are safe, easy to use and effective. Confidential reporting is valued - there is awareness that people are different and some will be reluctant to report internally. The CRS also provides assurance that internal systems are working.


Employee reporting is critical for effective safety management. Multiple systems are available for employees to report safety concerns. The CRS is only used once a year, but each report is vital. The system provides redundancy if internal systems


Employee reporting is important. There are extensive internal reporting systems, which are actively used. The utility of the CRS is questioned, as it is rarely used.


CRS can provide useful information, but reports treated with caution, as employees may misuse the system.


CRSs should be resisted. If one is imposed, all effort should be focused on preventing employees from using the system.

how a company responds to its safety reports. Typically, this will mean a good flow of information up and down the organisation, especially the encouraging of constant feedback from those at the coalface. It isn’t just flows of information that matter, though. ‘Diving deep’ to collect rich information, from staff whose input is valued, can turn information into knowledge and analysis. If talking about safety becomes second nature, safety reporting becomes much easier, losing its reputation for being formal and cumbersome. Achieving this mindset corresponds to the ‘Generative’ stage of the safety culture mountain, where confidential reported information is viewed positively for the collection of valuable intelligence. Where is your organisation on this safety culture mountain?

Chris Langer is scheme intelligence manager at CIRAS

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A shock to the system Tom Anthistle and David Fletcher describe research at the University of Sheffield on whether vehicle design could mitigate the outcomes of a terrorist attack


istory shows us that transport is a favourite target of terrorists, whether this is air or ground transportation. Attacks on the rail network from improvised explosive devices may be rare, but examples from around the world including Madrid (2004), London (2005), Moscow (2010) and Minsk metro (2011) demonstrate the frequency of such attacks and the impact when they occur. The importance of rail infrastructure to national economies means that governments invest heavily to identify would be attackers and prevent attacks before they happen. But in the event that this is not successful, could vehicle design mitigate the outcome of a blast from an improvised explosive device (IED)? And is it possible to gain an understanding of what affects the outcomes of such an event? Research undertaken at the University of Sheffield has been looking to identify a method of predicting the outcomes of such terrorist attacks. A PhD project was completed in May this year to model the effects of an IED and predict outcomes for both the structure of a rail vehicle, and any passengers inside. As part of this work, detailed investigations were undertaken to identify the injury modes of passengers in such a scenario, so that the most pertinent could be included in an ‘engineering model’ for human injury. In addition, the development of a large scale finite element model was undertaken to predict the blast pressures inside a rail vehicle and the resulting structural deformation. The PhD project was completed by Tom Anthistle, supervised by Dr David Fletcher and funded by the Department of Mechanical Engineering at the University of Sheffield. Model to predict human injury When an IED explodes it generates a shock wave that propagates away from the point of detonation at high speed with very high pressures. As well as damaging surrounding structures, this shock wave can cause injury to humans, particularly to vital but sensitive organs, such as the lungs and brain. As well as the shock wave, IED’s may also contain fragments or projectiles, which are ejected at high speed and can cause

severe injury. A model to predict human injury due to the blast pressures was identified and implemented in the Matlab numerical environment, along with a statistical model to predict human injury from flying projectiles. The positions of passengers within a rail carriage were specified, as well as some initial conditions about the device itself. Identifying air pressures To identify air pressures reached at various points throughout the rail vehicle, as well as predict the deformation of the rail vehicle from such an attack, a detailed model was generated using the explicit finite element code LS-

Dyna. The detonation of a set amount of explosive was physically modelled, so that the propagation and reflection of the shock wave could be identified, and pressures predicted at specified points, which would feed into the injury model. Coupling the blast pressures to a structural model of a rail vehicle allowed deformation in the vehicle to be predicted. Importantly the effects of deformation, damage and failure, such as window blowout on the pressures reached could be identified. A number of scenarios were identified which were expected to make a difference to the patterns of injury, structural deformation of the rail vehicle, or both. October 2015 Page 61


The research included modelling the effect of positioning of the rail vehicle within a tunnel, the presence of seats and draught screens inside the vehicle, open gangway style trains versus conventional designs, and also the packing density of passengers within vehicle. Each of these scenarios was modelled and statistical predictions of the injuries expected were undertaken. Outcomes The vehicle body shell structure was not found to be important in determining the injury pattern for passengers, and it was also identified that doors and windows have a minimal effect on the pressure injuries throughout the vehicle. Where the doors and windows are missing or

open at the time of detonation the risk of injury may be reduced, although at the charge size modelled in this work the effect of open doors was not seen to be considerable. Draught screens and seats were seen to make a large difference to the pressures that would be experienced by passengers and the pressure distribution across the vehicle. This is a key factor controlling the reaction and injury of the body in a blast. Passenger injury was seen to be strongly dependent on the spatial density of passengers, with a much smaller percentage of passengers being injured when there are high

passenger densities, compared to carriages where only a few passengers are present. The developments here are an important step in understanding how the effects of explosive devices can be mitigated in a rail vehicle. Further work needs to consider the economic viability of designing for this problem, and looking for dual benefits with existing requirements such as crashworthiness and re-design of vehicles to reduce weight. Dr David Fletcher is director, Rail Innovation & Technology Centre at the University of Sheffield; Dr Tom Anthistle was formerly at the University of Sheffield

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Page 64 October 2015


Fired up about safety Dennis Livingstone explains how the UK’s Rail Industry Fire Association is playing an increasingly important role in highlighting rail safety issues across the globe


IFA was formed back in 1996 with the objective of sharing information, experience and best practice in the management of fire safety throughout the railway industry. It originally came into being when the railways were privatised in Britain and has now been extended to encompass organisations associated with the design of railway infrastructure, operation and maintenance as well as a number of academic organisations from around the world. All with an interest in providing fire safety for the passengers, staff and everyone who needs to access the railway environment. Railways have become the acceptable solution for governments, delivering sustainable transport. Consequently new railways are being built and existing railways expanded to provide for the ever increasing demand for train travel. Fire prevention and protection for life safety and assets within railways involves special consideration that requires an understanding of the operational railway and its users. Whether it’s a heavy haul goods operation, high speed rail, metro or light rail there are impacts from fire that have to be considered. RIFA is an independent and authoritative source of fire safety information for rail industry

best practice. Too often fire safety is seen as the simple necessity of having the required number of fire extinguishers and a few fire blankets. These are obviously important, but are only a very small part of the requirements for fire safety. RIFA aims to ensure that railways are equipped for fire prevention, provided with adequate means of escape, fire systems (for alarm and suppression) and with the correct facilities available for fire fighters during a fire incident. There are many diverse companies operating rail networks and getting them to agree on harmonised standards is hard. The last few years have seen an unprecedented, joined-up approach in Europe with the publication of the Technical Standards for Interoperability and a revised European norm for the fire safety of rolling stock in EN-45545 Parts 1 to 7. RIFA plays an important role in getting people together from across the whole global industry to look at safety issues. The bridges have been built and the cementing of relationships between interested parties is now especially important as the industry embarks on the new dawn of a massive investment in new trains and the refurbishment of existing rolling stock.

Horrendous outcomes Fires are very rare on railways, but they do occur sometimes with horrendous outcomes. 1987 saw the Kings Cross fire where thirty one people lost their lives in a London Underground station, but that is not the end: 1995 – 289 dead in the Baku Metro in Azerbaijan caused by an electrical fault 2002 – 383 dead in Egypt due to a fire caused by an exploding gas cylinder 2003 – 198 dead in a sub-surface metro in South Korea due to an arsonist attack 2012 – 32 dead in Nellore India due to a short circuit in a sleeper carriage So how can RIFA make the difference and hopefully prevent further loss of life due to fires on the railways? We can do this by promoting and continually improving the understanding with regard to fire safety for all aspects associated with railways. We are an international organisation that can actively participate around the world influencing legislation and shaping and promoting standards for railway fire safety. We promote the professional excellence of the fire safety engineer and support is given to identify training and education opportunities to ensure individuals and organisations are and remain competent to work on the

October 2015 Page 65


railways. We also work with our fire service members and colleagues to promote specialist training and support for railway incidents and to identify where possible how with our expertise and enthusiasm we can assist fire services to better understand the specialist requirements for operational fire and rescue.

Working groups RIFA has established, over a number of years, working groups to explore and formulate policies and guidance for railway fire safety. These working groups are formed of personnel from all areas of the fire protection sector who give up their time to meet on a regular basis to review and consider the many related fire issues concerning the railways of the world. Our current working groups cover a wide range of topics that include:

Education – RIFA is an association of persons and organisations concerned with fire safety for the railways. However it has an interest to ensure that the education of people working on the railways is to a competent level and that the latest techniques and knowledge are applied. For this reason RIFA is interested in advancing the setup of specific fire apprenticeships and it is worth noting that industry specifications are now being put forward to develop fire apprenticeships. However education should not be limited to the young, it is an ongoing journey that ensures that the right person with the correct level of knowledge undertakes a task competently and safely. For this reason it is proposed to look at how we can assess the competency of persons undertaking fire safety related tasks; from fire stopping to fire safety performance engineering. Sustainability - The three pillars of sustainability – economic, environmental and social - how do they fit in with railways fire safety? Obviously if there is a fire then there is a carbon release and more carbon has to be expended while the building is re-built. So very clearly, putting fire safety first is important and it plays a very active part in protecting the environment. Page 66 October 2015

However there can be an impact with the great push for sustainability to misinterpret the requirements in regard to fire safety for railways. Too often non-fire safe materials are proposed and structures and systems are paired down on so-called environmental concerns. Resilience should perhaps be twinned with sustainability within railways so that a balanced approach is taken. The objective is to ensure railways that operate to the benefit of the customer providing social and economic benefit in a safe manner that doesn’t impact on the environment. Reliable safe railways are of course the most sustainable form of transport and RIFA plays its part to promote true understanding in relation to fire safety. It is an exciting time for rail transport systems with the introduction of hybrid vehicles and even maglev trains. RIFA explores the risks and opportunities for our members and provides information to assist with their decision making process. Fire services response support - Railways are currently being constructed in poor and war ravaged countries as they are seen as the best means to re-start their shattered economies. However it is often a very sad fact that the manning, training and facilities for the emergency services are often ignored. Train incidents in tunnels and stations in remote developing countries will require dedicated responses. RIFA aims to provide the knowledge resource for fire services so that we can offer our expertise to identify with them any short fall in understanding and equipment and to provide the technical support to assist these fire services to have available the necessary training and equipment for railway incidents.

International Growth - RIFA is international and its objective is to be the prime source of good practice for railways’ fire engineering. We are growing our affiliated organisations and we are establishing with them a common understanding for fire prevention and safety. As an association we contribute to setting standards and advising on legislation that requires RIFA to become the leading voice for railways’ fire safety throughout the world. We want to encourage international organisations (outside of the UK) who have agreed to become affiliated to use the RIFA logo and hold RIFA badged meetings, seminars and conferences within the country in which they are established. Already this year meetings have been held in the UK, Sweden and plans for a RIFA event in the USA this autumn are well-advanced. RIFA members prioritise fire safety: it is important that we give equal attention to the construction of trains, the design of stations and the training of staff. This collaborative effect is greatly enhanced by the establishment of RIFA which sees its 20th anniversary next year. For railways of the world which move an incredible number of people every day and where there can be thousands of passengers in surface and deep underground stations it is important that the specialists in fire safety come together in RIFA for the benefit of the travelling public. We are the specialist non-profit making body that promotes fire safety throughout the railway world. For this we need to encourage organisations and individuals to join as members. Membership is open to anyone concerned with the provision of fire safety for our railways. Dennis Livingstone is principal fire engineer, Mott MacDonald and chairman of RIFA

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Going with the flow The Holy Grail of the industry is getting people from A to B, uninterrupted, with a smile on their faces. But it’s a challenge some believe will never quite be solved for train operators, station designers and frontline staff, says Rebecca Fennell


perfect service is easier said than done, of course, especially when we see year-on-year increases in passenger numbers on almost every network in the UK. Our national population is growing at a rapid pace, with rail travel remaining an integral way for people to get to work, visit family, go on holiday, and live their lives. This poses a challenge for rail networks, similarly experienced by airports, shopping centres and other public places. Network Rail predicts passenger numbers will have grown by more than 51 per cent by 2024. Coping with stretched capacity is a daily problem that is clearly only ever going to need more attention, and crowd control is fundamental in ensuring that service delivery at every stage of a passenger’s journey is perfect.   If not managed correctly, services operating over-capacity risk disgruntled commuters at best. At worst, rail network operators, stations and staff could be responsible for potentially catastrophic health and safety breaches. It should never be a tick box exercise – we know this. Today, London Waterloo and Victoria Street will accommodate more

than 300,000 passengers through their stations. That’s equivalent to the entire population of the city of Nottingham, every day. Announcements of planned improvements to the stations to boost peak time capacity by 30 per cent by 2018 were welcomed earlier this year, but extended platforms and additional carriages cannot tackle the problem in isolation. And it’s not just London that struggles with congestion. Stations in Birmingham, Glasgow, Leeds, Manchester and Liverpool all echo similar problems. The Route Utilisation Strategy published in 2011 by Network Rail acknowledged that part of the problem is that stations are becoming victims of their own success. Infrastructure is aging, and stations were originally built for a very different purpose and user to the fast-moving world of today. Historically, the rail network was of course catering to a dramatically smaller pool of commuters, but that doesn’t excuse ignorance about improving things now.   It helps that over recent years, guidance for the architects and developers of new stations has hammered home the importance of ‘passenger flow management’. In the Station Design Principles for Network Rail publication, for example, ‘way-finding’ is cited as a

key way to support passenger decisionmaking and efficiency. Even if a rail network has an adequate supply of train services running on time, if a passenger cannot find the platform they are looking for – you have an unnecessary congestion problem. As well as highlighting the importance of practical measures such as a designated space for emergency vehicles, and prohibition of carcinogenic materials, signposting that is intuitive requires careful implementation. It’s crucial to stress that there is not a ‘one size fits all’ solution for crowd management and improved people flow. After all, every passenger is different, with different needs and different concerns.   Access to friendly staff For those travelling on business, their priorities are minimal disruption but they will tend to travel at peak times, when delays and bottlenecks are likely. For passengers in wheelchairs, the elderly, or those with physical disabilities, the station must provide suitable access and way-finding. Passengers travelling with children will be concerned with safety, and for a leisure traveller – it’s crucial to have access to friendly staff available to answer questions.   Understanding the triggers to October 2015 Page 69


potential safety risks is paramount, and it’s great to see that, actually, advice is being heeded and stations are working hard to improve. An example of this is Merseyrail, which is conducting passenger flow analysis at busy stations in Liverpool. Using passenger flow simulation software, Merseyrail is able to see where congestion occurs, aim to reduce it, and futureproof stations. Sustainable materials and projected passenger numbers go some way in tackling an inevitable game of catchup. Physical extension work is restricted by finance, and can be disruptive – not helping to keep passengers on side. It’s one very important side of the coin, but influencing passenger behaviour is another way of raising safety standards and improving the commuter journey.

‘Looking ahead, station design and service planning should incorporate better timetable management, so networks don’t get too busy at one time. Anticipating peak times and exceptional circumstances when crowd management is in even greater demand is a no-brainer’

Stations can influence passenger flow by implementing a robust ‘way-finding‘ system and guiding customers through the station with the use of barriers, signage and accessible staff. These measures, implemented correctly, will stop passengers from becoming frustrated or stressed, and ultimately it will have a positive impact on their journey. Technology has also played an important role in transforming the passenger journey, making it more efficient and smoother. For example, across the entire Transport for London network technology has been embraced and implemented. This goes right back to the conception of the Oyster card, right through to more strategic deployment of staff with the introduction of additional self-service ticket machines. Digital signage is another option, and if stations are busy, it can help to Page 70 October 2015

have new and eye-catching forms of signposting which are more engaging than traditional printed posters or signs. The Tensator Virtual Assistant, which is ten times more effective at influencing behavioural change than any other form of digital signage, can be used to direct passengers carrying heavy luggage to use lifts rather than stairs or escalators, freeing up spaces for unhindered passengers, reducing queues, allowing staff resources to assist elsewhere in the station, and speeding up transit time from train to exit. Looking ahead, station design and service planning should incorporate better timetable management, so that networks don’t get too busy at one time. Anticipating peak times and exceptional circumstances when crowd management is in even greater demand is a no-brainer. This might involve sporting events over a

designated period of time, music and arts festivals, or even emergency evacuations. New stations should also include growth strategies so that they can cope with increasing passenger levels. Ensuring commuter safety and optimal passenger flow is a complicated beast, and projected footfall figures indicate this is only going to be more important over the next few years. There’s a responsibility at every level of service to get this right – from the station architects right through to the operators themselves and day-today station staff. After all, whether it’s a question of safety or satisfaction, the passenger journey should be front-of-mind for everyone working on the network. Rebecca Fennell is marketing manager with queuing and customer journey specialist Tensator Group





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Hatfield fifteen years on Greg Morse considers the fatal derailment and the changes our industry has seen since


untinshill, Lewisham, Ladbroke Grove – an accident’s location alone can stir the memory and chill the blood. Yet as time passes, such names grow symbolic too of recommendations made and actions taken. On 17 October 2000, another was added to the list: Hatfield, where a derailment at speed killed four and injured many more. Why did it happen, what came next – and what kind of railway came out of it? Shattered rail, shattered lives The day began ordinarily enough. The crew had worked ECS to Skipton, back to King’s Cross and then took a short break. Their next train was 1D23 – the 12:10 King’s Cross – Leeds, which left the capital ‘right time’ and snaked over the points at the station throat, before entering the dark cavern of Gasworks Tunnel. The speed increased as it passed Alexandra Palace, Palmers Green and Grange Park. By 12.23, it was rounding the Welham curve at about 115mph. After passing under the Oxlease Avenue overbridge, the driving crew noticed that the brake pipe pressure had fallen to zero, initiating a full brake application. The reason soon became apparent – derailment. Though the locomotive and first two carriages stayed on the track, the remaining eight had come off. Some had turned on their sides and one – the buffet car – struck an OLE stanchion, bringing it down. It was here that the four fatalities occurred. More than 70 people were also injured, four of them seriously (including two members of staff). Investigators found that the high rail of the canted curve at this point had broken into more than 300 pieces. Beyond this, the rail was intact – though displaced – for about 44 metres, but there was a further fragmented length of 54 metres beyond that. Hatfield was the first major train accident involving a broken rail since Hither Green in 1967, though the underlying causes were very different –

not that many people really appreciated how different at the time. The problem was that the shattering had been caused by gauge corner cracking, a form of rolling contact fatigue that could be difficult to detect. In the aftermath, concern within Railtrack over the rail condition at other sites led to the blanket imposition of severe speed restrictions until all the facts could be ascertained.

rails and Railtrack’s management of them. The report was published that November, one month after the accident. It (and of course Hatfield itself) led to the establishment of a taskforce to research metallurgy, wheel–rail interaction, brake design, suspension design, and ultrasonic rail flaw detection – the fruits of which were borne in subsequent years.  There were also three inquiries – by RSSB’s predecessor Railway Safety, the

The irony of change Sometimes when we’re striving to improve, bitter irony will come in to play. The SPAD and multi-train collision at Harrow & Wealdstone in October 1952, for example, occurred as BR was about to start trials of the Automatic Warning System, a system that would have saved 112 lives there alone. It was a similar case with Hatfield, for the HSE and the (then) Rail Regulator had already commissioned the Transport Technology Centre to investigate broken

HSE and the ORR – which, together with the Transport Technology Centre report, found (inter alia) serious flaws in the training given to patrolmen, the way contractors were monitored and the way asset records were kept. But there were other factors that may have contributed, such as the postprivatisation increase in passenger and freight traffic, which put great strains on a ‘stretched, ageing and fragile’ infrastructure. Furthermore, the RSSB/ Railway Safety report noted that those October 2015 Page 73


‘In 2001, the government refused to go on helping Railtrack with its spiralling repair bill and, on the order of the (then) Transport Secretary (Stephen Byers), the company went into administration’ reputation-damaging, passenger numberdamaging speed restrictions came in not only because of Railtrack’s lack of knowledge of its own assets, but because the gauge corner cracking at the root took it – and everyone else – by surprise. A fair point…except it wasn’t quite true – people did know about it and were talking about it. In fact, the phenomenon was first noticed in the early days of diesel traction, when heavily-laden wheelsets revolving at high speeds were found to ‘flake’ the railheads. Instances were few at first, but started to become more prevalent on the West Coast Main Line in the 1980’s. This led to a series of reports in the 90’s that showed ‘GCC’ to be playing an increasing role in defects and broken rails. There was increasing awareness too that high curve rail positions (such as Welham) were more vulnerable to damage than others. When you add in an increase in the manufacturing hardness of rails and changes to the wheel profile that meant the same section of rail was being used all the time, then perhaps Railtrack should have seen what was coming, should have increased rail grinding, should have upped renewals and replacements. This ‘retrospectoscope’ approach is all very well, but I’m reminded of the situation in the 1960’s when the use of new rigid-framed wagons at the speeds possible with new diesel traction led to hunting, which led to derailments which led – one July day in 1967 – to a wagon foul of the adjacent line at Thirsk. It was struck by a passenger train with fatal results. Hunting, that strange, alarming oscillation – perhaps like gauge corner cracking – came out of a concatenation of events that was hard to predict. For Page 74 October 2015

BR, accidents like Thirsk spurred research into the wheel-rail interface that not only made us safer, but also gave us the Mark III coach, capable of 125-mph travel, and still in front-line service some 40 years after introduction. So what was done after Hatfield? In 2001, the government refused to go on helping Railtrack with its spiralling repair bill and, on the order of the (then) Transport Secretary (Stephen Byers), the company went into administration. The High Court allowed it to be taken out again in 2002 so that Network Rail could take over. In September 2005, both Balfour Beatty and Network Rail (as Railtrack’s successor) were found guilty of breaching health and safety legislation. The former was fined £3.5 million, the latter £10 million. Both were ordered to pay £300,000 in costs. This was the same year, however, that Network Rail took maintenance contracts in-house, which led to a more strategic approach to the way the infrastructure is managed. There were also some changes that were coming anyway – including changes to legislation. ROGS and other animals At the end of 2000, the Safety Case Regulations came into force, replacing the earlier 1994 version. Under their aegis, any infrastructure controller, train operator or station operator was required to prepare a safety case, a key element of which was a safety management system. Railtrack had to have its safety case accepted by the HSE as a condition of using the railway; train operators were required to have theirs accepted by Railtrack. Then – in 2006 – came ROGS. Obviously ROGS – the Railways and Other Guided Transport Systems (Safety) Regulations – is all about the European Rail Safety Directive. However, one important change it brought about was the safety regulator’s ‘permissioning’ of railway operations, meaning that infrastructure managers and train operators had to apply to the ORR for a safety certificate (TO’s), safety authorisation (IM’s) or, where appropriate, both. By this time, CIRAS and the RAIB had been established – the latter closing a recommendation from the Cullen Inquiry and setting up the mechanism we know today for undertaking independent investigations and improving our learning capabilities. And of course RSSB came into being. Not only did this lead to improvements in safety performance reporting and risk analysis, it also led to the establishment of System Interface Committees – getting people round the table with the right expertise to focus on specific links between different aspects of railway assets. One ‘SIC’ deals with the vehicle/

track interface, which includes rolling contact fatigue and adhesion; issues that were particularly relevant to the Hatfield derailment. This process – and the research it spawned – meant that things got better. Indeed, there hasn’t been a passenger fatality in a train accident of any kind since Grayrigg in 2007. More specifically, the figures show there to have been a notable reduction in the number of broken rails over the first half of the last decade, due to the substantial improvements that Network Rail made in track management. This is built on a much better evidence base than was available at the time of Hatfield, and is thanks to world-leading research by industry through RSSB, and by academia through groups like the Institute of Railway Research at Huddersfield University. Monitoring the situation overseas But if you’ve read any of my other articles, you’ll know of my belief in the need to avoid complacency, and that one of the ways of doing so is by monitoring the situation overseas. This became more pertinent in July 2013, when – in the space of 22 days – we had the runaway and explosion in Quebec (6), a derailment in Paris (12), a high-speed derailment in Spain (25) and finally a dispatch error in Switzerland (29), which led to a collision that killed the driver. The Paris incident occurred at 90 mph near a station and resulted from defective track on or near a set of points. Specifically, a broken fishplate had got lodged in the ‘V’ of a double slip. There was a parallel here with a derailment at Southall East Junction on 24 November 2002. RSSB sent SNCF the report on that incident, as it’s vital that we share learning in an industry like ours. But we learned too. In Britain, fishplates are reportedly used at around 20 sites on 100mph lines to secure track to switches and crossovers and allow the rail to expand and contract under prevalent temperature conditions. Fishplate breaks increased by 30 per cent between 2008 and 2011, and though the trend reversed in 2012-13, the Paris accident spurred Network Rail to review bolted crossing risk and brief its inspection teams to highlight the issues that came out of it. With a railway as safe as ours has become in the 15 years since Hatfield, we’ve started to look, then, not only at Close Calls – incidents lower down in Bird’s triangle – but also accidents from overseas, which we use to keep a check on any gaps in our processes, rules and methods. And we’ll go on doing that until the future means we no longer need to. The future though, as someone once said, is slower than you think… Greg Morse is RSSB’s operational feedback specialist. The views expressed in this article are his own.

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A guiding hand Trevor Birch says consultants should have a role in the debates in rail and should be playing a part in consultations – whether on fees or not


he rail industry is, we know, critical to the UK’s transport system and plays a fundamental role in the economic wellbeing of our country. It’s also a fascinating industry in which to provide consulting services; its programmes deliver assets that touch people’s lives and create tangible outcomes which people relate to once in operation, be it rolling stock, telecommunications, control systems or ticketing. This makes the work real for our consultants. The industry’s softer programmes create the challenge of delivering change within organisations that are rightly focused on the immediate pressures of operations, together with a true emphasis on safety and the technical realities of making things work. No matter what the specific challenge is, it’s always interesting and our teams enjoy it. As a premium management consultancy, earning your place at the table and winning work can be a challenge. The heritage of the industry is one of engineering and much of the culture is rooted in this heritage – a keen sense of practicality and value for money and a healthy scepticism of anything perceived to be ‘consultancy jargon’. Consultants must relate to the engineering base of the sector and be able to bridge the gap between the technology of its infrastructure, the commercial reality of its operations, and softer interfaces with its customers and staff. In some ways the sector is a club with much of the ‘management consulting’ done by consulting engineers who have deep roots in the industry. This is a challenge that PA adapts to well due to its technical expertise. We have a record of involvement in major signalling upgrades, the technical development of train control and communication systems, the procurement of rolling stock, and the deployment of smart ticketing. This is in addition to more traditional aspects of management consultancy – strategic advice, performance improvement, and organisational change. These combine well in some of the work we do including with Network Rail on operational performance improvement, acting as the DfT’s delivery partner for smart ticketing in the south east of England, and working in our laboratories to improve the performance

of components in train control systems on London Underground. Bringing insight from other industries Looking forward, the industry faces challenges. Passenger numbers continue to grow (doubled since 1994/5 and increased by more than 25 per cent in the last five years) and the infrastructure is under strain. Government is making significant investments across the railway but funding is not limitless and rail must justify its value to compete for funds in a time of austerity. This isn’t easy; infrastructure upgrades take decades to deliver and the operational railway is still massively subsidised. Like other industries rail has to argue its case, become increasingly efficient, generate more capacity from its existing infrastructure, and reduce costs. This is a challenge for an industry that has been traditionally slow to introduce new technologies and ways of working – assets typically last more than 30 years so the immediate future is shaped by what we are building now. To really push itself the industry needs to look beyond its existing partners and embrace new ideas. Consultancies have a role to play and can help by bringing insight from other industries, seeding best practice across organisations, and challenging established ways of working. Innovation important Innovation is important and new franchises now demand a fixed percentage of spend on innovation. PA is helping

through product development teams in our laboratories near Cambridge, where we provide technical advice to industries including transport. In operations, we are transferring best practice from the nuclear, energy, and defence industries, where we work in the UK and the US on programmes including nuclear attack submarines and next generation nuclear ballistic missile submarines. These programmes face a similar challenge of delivering major infrastructure more effectively over long timescales and under intense public scrutiny. Consortia are becoming increasingly important to clients as mechanisms to bring experience together and leverage greater value from their consulting partners. This is clearly part of the future and PA has developed strong relationships with a number of partners (including major engineering firms) where we have combined our skills to deliver major engagements in different sectors. We expect to do this in rail. Structurally, the rail industry has been fragmented since it was privatised and as a result changes are difficult to implement across the ‘system’ – common goals have to be created, organisational agendas overcome, and personalities managed. This is becoming an increasing challenge as system-wide changes (like ERTMS and smart ticketing) need to be implemented. The industry is seeking to do this through its own structures, including the Rail Delivery Group, and external (consultancy) support can help, building the case for change and facilitating across competing agenda for the common good. This will be a challenge for consultants as the industry is increasingly dominated by a small number of major players including Network Rail, the Department for Transport, Transport for London, and several major operators. The best consultants act as responsible long-term partners to the industry, provide real challenge, and are honest in their advice about what is really needed, rather than seeking to back one stakeholder. Fresh potential for debate Politically the landscape has changed since the 2015 general election and the recent election of Jeremy Corbyn as leader of the Labour party. There is fresh potential for much greater debate in the October 2015 Page 77


arguments for continued privatisation versus re-nationalisation of the railway. The debate becomes more complex with arguments to devolve responsibility for urban railways to cities, started by Transport for London, taken up by Transport for Greater Manchester, and now watched with interest by other cities. The legislation for devolution, the political impetus of the Northern Powerhouse, and the move of Peter Hendy to Network Rail all add a richness to this debate. Any changes will be significant – adapting the interfaces between private and public sector organisations as well as regulators, unions, and the travelling public – and will create significant opportunities for consultancy support. The industry will not have the capacity to manage the change on its own and there will be increasing calls for a ‘guiding mind’ that keeps it together. The government will need to be involved and clarify the roles it wants different organisations to play, including the DfT and the major cities. Looking beyond rail The Northern Powerhouse and its contributor, Transport for the North, are a good example of the challenges ahead. The government needs to justify investment and maximise returns to the

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economy – it is looking beyond rail and beyond transport to the wider benefits to the economy meaning that the business case is more complex and the governance of any changes must involve a much wider set of stakeholders. PA has worked recently with multiple transport authorities in the North to create a common mandate for part of this change. It is interesting work. For consultants, part of the challenge is identifying the organisation that can work as an effective client, sponsor work across organisations, and has the remit to drive progress as well. Having the budget is only one part of the solution – if the client cannot drive progress then the work can be frustrating for all involved. Commercially, questions have been raised about competitiveness and structure of the industry. Should we federate or devolve funding, control, and operations? What is the impact of having a small number of large operators that dominate franchise bids? What is the role of HS2 once the railway is built and what is the relationship between the cities and Network Rail? Consultants have a role to play in the debate and, I believe, should be playing a part in consultations – whether on fees or not. Over the next six months we will learn the outcomes of the Hendy and

Shaw reviews at Network Rail; will know the outcome of the Comprehensive Spending Review, and will have a better idea about the political landscape of this government. I’m sure that all of these things will result in lots of change. This will be a challenge for the industry – there is already a recognised gap in both capability and capacity and more change will not help. The cancellation/delay to the electrification programme illustrates the constraints in the supply chain and changes at industry level will stress the operators and infrastructure owners further. Change has to be fully thought through and scope properly understood so that risk can be managed. Consultants can help, bringing their knowledge of change management, providing short-term relief from capacity constraints, and also building capability that creates a legacy from knowledge/skill transfer. The rail industry is complex and fascinating. It provides challenging and interesting work which all our consultants enjoy and I look forward to the future with a sense of optimism. Rail is a fundamental part of our infrastructure and a crucial contributor to our economy – something we look forward to helping develop. Trevor Birch is partner, PA Consulting Group

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your global specialist


Collaboration is king now Ian Bleasdale says a range of large and complicated national rail projects set within an increasingly competitive UK marketplace makes for a stimulating environment for today’s consultant. But it wasn’t always the case


or consultants in the UK rail industry, the opportunities have never been greater in terms of the range and scope of projects. Broad public and crossparty political support for major investment in UK rail infrastructure combined with record levels of passenger and rail freight usage – not to mention the £38 billion of capital investment secured for this Control Period – have made the UK rail industry a fertile environment for today’s rail consultant. But this wasn’t always the case. The thriving domestic rail market we recognise today is a product of industry changes and the strong political intent to invest in rail of the mid-to-late 90’s. When I began my career more than 25 years ago, many had to look beyond the UK to gain major project experience. For me this included short-term postings to Hong Kong and France, then later to Denmark where I was a design manager on the Copenhagen Metro project over a fouryear period. Now, the UK market is comparatively full of opportunities for domestic rail consultants. Major programmes of electrification, mainline upgrades and various large and high-profile projects – Crossrail and Crossrail 2 plus exciting high-speed rail schemes – provide a wide range of opportunities for professional development. Through such large, complex infrastructure projects we are effectively bringing Britain’s predominantly Victorian railway networks into the 21st century – this represents an exciting challenge for all involved: clients, consultants and contractors, to innovate and make meaningful improvements to our railways that match the growing needs of our society. They also represent the need for an increasingly holistic, multidisciplinary approach to solve the obvious challenge of how we interface old railway infrastructure with stateof-the-art and future-proofed rail

systems. This has inevitably brought new ways of working together, both across organisational boundaries and within rapidly growing organisations where many teams bring many skills and competencies. Driven by competition and consolidation The trend for engineering consultancies to consolidate has become a feature of our domestic market. The first consultancy I worked for employed just a tenth of the staff of my current employer – despite being one of the UK’s largest at the time – which is indicative of an industry shaped by consolidation and growth. For consultants, a more competitive domestic environment has undoubtedly placed a premium on having the latest industry knowledge and skills. This now means not just within one’s chosen discipline; with projects becoming more ambitious and increasingly complex, knowledge of more than one discipline is not a luxury, but almost a pre-requisite. Modern multi-sector consultancies need people who are as good at adapting to changing client requirements as they are technically adept. This key quality is certainly something I look for when recruiting new talent into my team. For clients, the advantages of being able to call upon one consultant for all the multidisciplinary expertise they require across design, management and consultancy services is obvious. Larger, global consultancies have brought streamlined processes, providing clients with the confidence that their complicated rail programmes will be delivered efficiently, on time and on budget. The benefits are just as compelling for consultants that work within those larger, multi-sector consultancies – the main advantage being the greater chances for career progression that follow greater exposure to a wider range of projects and disciplines.  Today’s focus on providing multidisciplinary services  to clients on major projects  – in WSP | Parsons

‘Modern multi-sector consultancies need people who are as good at adapting to changing client requirements as they are technically adept. This key quality is certainly something I look for when recruiting new talent into my team’ Brinckerhoff’s case our Rail business now offers stations, civils and rail systems design, as well as our highways, bridges and wider transportation and infrastructure offering both in the UK and internationally – means forging strong collaborative practices has never been so important. Early in my career, opportunities for engineering consultants to work closely with other companies were fewer, and often contact with the client themselves was limited. Thankfully, long gone are the days when the consultant would work in October 2015 Page 81


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isolation away from the client until the task was complete. Quite the opposite is now true; on large and complex projects, like HS2 or Crossrail, following collaborative best-practice is the only way to cope with the challenge of managing multiple stakeholders and consultants to deliver client satisfaction. Good collaboration requires consultants to focus on being engaged, responsive and flexible, while delivering the highest quality, best-practice service. It enables consultants to respond quickly to engineering challenges and adopt innovative solutions. Good collaboration empowers project teams to act decisively and responsively to engineering

their wages. For example, WSP | Parsons Brinckerhoff shares an office at London Bridge station not just with its jointventure partner Hyder but with the entire team delivering on the project. Organisations now tend to adopt a more progressive approach to collaboration, from the grass roots level up. Indeed, face-to-face relationships with clients are no longer the sole preserve of directors and senior project managers and it is now common practice for young engineers to forge direct relationships with the client, which can only be good for their professional development. Such a shift has meant that good interpersonal skills represent an essential part in the

‘face-to-face relationships with clients are no longer the sole preserve of directors and senior project managers and it is now common practice for young engineers to forge direct relationships with the client’

challenges and adopt innovative solutions. It is no wonder that clients prize collaborative excellence so greatly when selecting partners.

make-up of today’s consultant. Consultants also have more tools at their disposal to foster greater collaboration. Through 3D-visualisation, as an example, we can walk clients through every element of design. There really is no better way to engender collegiate thinking than by sharing projects in this way. Document sharing processes and common data environments for CAD and BIM have also allowed stronger crossfertilisation of ideas with clients, third parties and other stakeholders, allowing the whole to become larger than the sum of its parts. As clients continue to see the benefits of collaboration in terms of driving efficiencies I am certain that the industry as a whole, and the consultants that work within it, will continue to push the envelope of collaborative best practice.

definite shift in UK rail consultancy. It has transformed from one comprised of what we would now consider medium-sized UK-based consultancies looking to win work across the world, to one comprised of far larger, global organisations looking to develop strong local markets through much wider pools of international talent. One thing that hasn’t changed is the reason why rail consultants like me do what we do; it’s the prospect of working on significant, cuttingedge major rail projects that inspires us. Developing railways to meet the demands of 21st century users can help to achieve real economic, societal and environmental benefits locally, nationally and internationally. Being a part of this can be hugely exciting and for UK rail consultants the opportunities it brings to demonstrate our skills and take on new challenges have never been greater.

Collaborative progress Collaborative working can be a challenge – it’s relatively easy for a team to make commitments at the start of a project, but such commitments are often tested to breaking point with the inevitable ups and downs of major projects. The industry is much better at it than it was 20 years ago, with a greater understanding starting to develop of what collaboration really means and how teams and organisations can work together through the challenges. Co-location is now a given on many major rail projects and widely seen as an important factor in the adoption of a ‘one team approach’.  Long-term projects especially need to permeate a shared culture and harmony throughout the project team, where everyone is treated as one regardless of which company pays

A bright future Over the last 20 years I have seen a

Ian Bleasdale is head of rail engineering services (South) at WSP | Parsons Brinckerhoff October 2015 Page 83

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Will you still be ready for a Cyber attack? Industry, academia and rail-related institutions must collaborate on a strategy for cyber security management, say Dr Alexeis Garcia-Perez and Dr. Siraj Ahmed Shaikh


here is consensus in the fact that the rail industry has become increasingly aware of how cyber threats can directly impact the safety of its passengers, staff and communities in general. More efforts are being made by different parts of the industry to understand how recent developments in consumerdriven technologies challenge its current practices and offer new opportunities for better, innovative services. However, while the industry’s efforts focus on passenger safety and an improved customer experience, is there a risk of it losing sight of the evolving nature of cyber threats and the challenges of managing these? The emerging landscape for cyber security in the railway

Cloud-based services, virtualisation and the use of staff’s and passengers’ smart devices as an extension of the IT infrastructure of the railway industry bring with them new types of cyber threats for which the industry is not yet ready. Cyber criminals will by 2020 be able to use a variety of new tactics and technologies which include, according to the International Cyber Security Protection Alliance (ICSPA), the following: • attacks based on big data and cloud services. As most rail-related data will reside in the cloud at some stage in the near future, a shift from device- to cloud-based infrastructures will have a major effect on the functioning of the network, increasing its vulnerability to cyber attacks • physical attacks against data centres

and internet exchanges which will in the future drive most of the interaction between rolling stock and other parts of the network • attacks based on mobile technologies and the Bring your own device (BYOD) principle. As most internet connections will originate from smart, mobile devices, these technologies can be targeted for the purpose of obtaining additional data resources that railway staff have access to via the cloud • exploitation of near field communication (NFC) technologies, which is planned as an essential component of an improved customer experience for railway passengers and opens new channels for attacks • micro-criminality, including identity theft and fraudulent generation of records for ticketing or even

October 2015 Page 85


infrastructure access including components of the network as important as signalling devices. How can the rail industry continue to develop its cyber defences? While the Technical Strategy Leadership Group has developed the Railway Technical Strategy 2012 around its 4C challenges of increased capacity, reduced carbon, lower costs and improved customer satisfaction, it has since become apparent that a fifth C, for Cyber Security Management, requires special attention. New initiatives could focus over the next decade on activities such as: • raising awareness across the industry and all its stakeholders of the nature of current and emerging cyber threats and the importance of individuals’ defence against these • developing an industry-wide, ongoing inventory of its sensitive data resources and in particular those resources that are safety-critical • understanding the relationship between data infrastructure and IT infrastructure across the industry: where does the sensitive data reside and how is it being protected?

• an improved approach to data analytics which would allow the understanding and monitoring of who gains access to sensitive data, with a view to detecting and dealing with malicious activity at early stages. A network of rail-related institutions, industry experts and academia could help the railway industry to develop a cyber security management strategy which, embedded in its updated Rail Technical Strategy, would enable the understanding


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Amanda White


manda White, head of rail at Transport for Greater Manchester (TfGM) was recently named the North West’s 32nd most influential woman in business in a list compiled by business magazine, Insider North West. This accolade alongside other industry awards and commendations recognises White’s significant influence over the future of transport in Greater Manchester, the creation of the Northern Powerhouse and within the industry as a whole. Here, she discusses her career and current work in Greater Manchester. Where did your career in the rail industry begin? I studied mechanical engineering at the University of Leeds and did a summer work placement at Network Rail. I’d always loved the logic and challenges involved in maths and physics and really enjoyed my degree and the placement. Straight out of university I

joined Network Rail’s team as a trainee electrification and plant Engineer, first in York and then in Doncaster. From there I moved into scheme design, studying for an MSc in railway systems engineering and moving to Network Rail’s head office in London to specialise in design; specifying engineering requirements for major enhancements projects. Through the design process you create a legacy – something new which optimises and improves services for rail users. What first interested you in the rail industry? My start in the industry was a bit of a happy accident – although I was genuinely interested in the summer placement at Network Rail, my decision to apply was definitely based on the fact that the job was close to my parents’ home. That said, once I dipped a toe in I quickly realised what an exciting place the rail industry is. When I first started I was driven by the desire for my work to make an impact

on society and on the lives of individuals. Transport plays a major role in connecting people to friends, family, work and education as well as to services. It’s not about stations and track; it’s about services and the people who use them. It is widely recognised that there is a huge resource shortage in rail and a personal commitment of mine is to promote careers in the industry, making young people aware of the diverse and exciting career options available. As part of this I am involved with the Routes into Rail project, which aims to make the industry more accessible. I am also a mentor for mechanical engineering graduates new to the industry and sit on the IMechE railway division board. I am often asked about being a woman in our industry and work closely with both Women in Rail and First Women, but what I think is most important, is to promote careers in rail across the board, supporting young talent and ensuring that the industry grows and retains the skills we need.

October 2015 Page 89


How has your career evolved? My current role is very much a consolidation of all of my experience to date. From Network Rail’s scheme design team, I moved to join HS2 Ltd as a senior route engineer in the North West. This is an exciting time for transport in the UK and especially in the North of England. Large scale interventions such as the Northern Hub Project HS2 and the Northern Powerhouse rail project are set to transform connectivity in the North and I wanted to be a part of that vision. I joined TfGM in 2014 with the same feeling of excitement. My role affords me the opportunity to make a difference every day to passengers in Greater Manchester and ensure that improvements to rail connect with other modes of transport to create an integrated network which makes travel easier around the region. This vision is shared by my team at TfGM where we work to integrate rail with other modes of transport across the region. We also play a key role in both Rail North and Transport for the North where we work to inform northern transport strategy and drive economic growth across the region. TfGM’s mission statement is ‘making travel easier’ and this really is core to the organisation. What is your team responsible for at TfGM? I head up the rail team, which oversees rail policy in Greater Manchester, working closely with train operators, local authorities and the DfT to improve services. Our work is integral to making travel easier for everyone who lives in, works in or visits our city-region. We’re a growing team, which is down to the Greater Manchester Agreement, which gives more devolved powers to


the combined authority. This means our organisation is evolving to provide travellers with a unified, multi-modal system and a single point of contact. Our team works very closely with Toc’s to explore performance improvement, report real-time information to passengers, and specify new rail service improvements in the North West. We work in partnership with Network Rail and Toc’s to deliver major engineering projects in our region such as the electrification of the Manchester Preston line which involves the reconstruction of the Farnworth Tunnel. We are also extremely successful in securing funding which supports small improvements that have a big positive impact on local travellers, such as repainting train stations, installing customer

information screens and fitting CCTV to improve safety for travellers. On a pan-northern level, we work with Rail North and Transport for the North to maximise the region’s potential. Through our team’s close work with operators and understanding of the service performance of rail in Greater Manchester, we are key contributors to the strategic transport planning in the

North of England, supporting in the development of strategies to transform northern connectivity and create a single, vibrant and growing economy across the North. What does the future hold for rail in Greater Manchester? This is such an exciting time to be involved in rail and transport within Greater Manchester. Looking to the future, our strategy team has just produced the 2040 Vision for Transport in our city region, which explores all types of travel, from accessing global markets to transport’s role in improving local neighbourhoods. It also identifies the role of transport in supporting long-term economic growth, improving people’s quality of life, and tackling pollution and environmental impacts across Greater Manchester. Rail plays a crucial part in realising this vision and it is the job of my team to prepare Greater Manchester’s rail network for the long-term growth afforded by devolution, exploring opportunities to improve services for local people, businesses and visitors to the region. Part of this work involves examining options to take increased responsibility for the ownership and operation of stations in Greater Manchester. Our aim is to implement these changes during the new Northern and TPE franchise and we are working closely with industry partners to ensure the changes we make have a positive impact on services in Greater Manchester. Also key to realising the 2040 Vision are a number of infrastructure projects including the Northern Powerhouse and the opening of HS2 stations at Manchester Piccadilly and Manchester Airport which will have a major impact on our region’s connectivity. What’s the biggest challenge the rail industry will face in the future? This is an interesting time for the transport community as a whole with the scale and pace of change created by the UK’s devolution agenda creating both opportunities and challenges. With the creation of Transport for the North and a focus on rail within Greater Manchester, we have the opportunity to implement meaningful changes which will genuinely enhance connectivity but which raise expectations of heightened delivery before all the elements are fully embedded. The devolution of rail stations presents new challenges in legislation, safety, commercial, financial, and civil engineering for the organisation to resolve but in turn it represents an opportunity to improve facilities, which has never before been afforded to a UK public transport authority on this scale. For more information, visit

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Fortune favours the bold Ewald Munz looks at enhancing growth in the rail industry through the channel of globalisation, and concludes that complacency is not an option


ontrary to popular perception, global behemoths like Google and Apple aren’t the only companies to have benefited from globalisation in the last few years. Across a variety of industries, including rail, it has produced multiple winners, while at the same time reducing once outstanding industry champions to their knees. This article will take a closer look at the rail industry specifically and evaluate the opportunities and threats globalisation presents to different players in the market. The effects of globalisation have already been felt across the rail industry, in a variety of ways. One well-known German rail components and systems company, for example, has been able to multiply its revenues by more than twenty times to several billion euros by riding the wave of globalisation. And yet a small locomotive OEM with a long and proud history is going in the other direction, and was forced to announce insolvency last year. What did these two companies do differently? Based on the two variables of Indicative Company Size and Innovation/ Differentiation Degree, the model shown below in Figure 1 explains the various positioning models for rail industry

The ‘Maybe…’ corner, and why time matters Today, railways are still nationalised in many countries, with change low on the list of priorities. In many cases the state

Economies of Scale

Global Player



Indicative Company Size


players against the background of globalisation. The Innovation/Differentiation Degree axis shown in Figure 1 is defined by a company’s ability to consistently produce products and solutions which are both new and market-oriented. Typically, it involves high R&D activity, which contributes significantly to overall revenues. In Germany the transportation sector, including automotive, shipbuilding, rail and aerospace, commands the highest innovation rate, with over half (51 per cent) of yearly revenues derived from new products and solutions.1 On the other hand, it’s important to consider that this metric does not solely comprise new products and solutions; it also represents the application of new business models or a change in how a business is conducted to differentiate it from the competition. The Indicative Company Size axis refers to revenue volume. In this model, a ‘small’ company is defined as a SME with yearly revenues of up to approximately £32 million, whereas a ‘large’ company reports revenues of more than £640 million.


low Innovation / Differentiation Degree


‘The liberalisation of the UK, Netherlands and Swedish rail markets provides a perfect example of why such a positioning is eminently precarious’ ownership model, in which registered suppliers sell their proven products and solutions based on pre-determined frame contracts, has predicated a very long-term, conservative attitude towards innovation. They see little need to innovate in the absence of any real competition and consequently, many analysts continue to lament the industry’s slow rate of innovation in comparison to others. Some companies may thrive in this situation, particularly those active only on the local market, which remain steadfastly in the ‘Maybe’ quadrant of Figure 1. You would expect this to be a comfortable position to be in – but the time factor puts paid to that. In the long-run such October 2015 Page 93


companies can’t counter the winds of liberalisation and are faced with strong competition and low margins, not to mention the need to ensure their own survival. The liberalization of the UK, Netherlands and Swedish rail markets provides a perfect example of why such a positioning is eminently precarious. Economies of scale: big fish eats small fish For many companies access to large global markets provides the basis for economies of scale, as shown in the top left quadrant of Figure 1. By churning out standard products in large volumes, through their sheer size and global reach they are able to derive a very competitive cost advantage that only large players can provide. This outweighs a low degree of innovation in their products and solutions, positioning such companies as natural opponents of companies in the ‘Maybe’ quadrant. The recently announced acquisition of a French rail player by a US company is a perfect example of a company looking to benefit from economies of scale: the merger will create one of the world’s largest public rail equipment companies, and help the US firm also realise at least €40 million in annual pre-tax synergies and efficiencies created from the complementarity positioning.

So where next? Innovation and differentiation are pre-requisites if businesses are to take advantage of the channel of globalisation. Eventually, if a company is not innovative, globalisation will take its toll – it’s just a matter of time. As explained by Figure 2 below, there are a number of clear strategic recommendations that the occupants of each quadrant should consider to ensure that they continue to benefit from globalisation.

‘A classic example of a global rail player falling into the economies of scale trap is a German company once heralded for its groundbreaking products’ simple strategy is to move away from standardisation, and embrace continuous innovation. These companies will then be able to remain ahead of the competition by resisting the urge to standardise and enjoy the economies of scale, instead ensuring that they continuously innovate to remain in a dominant position. A classic example of a global rail player falling into the economies of scale trap is a German company once heralded for its groundbreaking products. These rail components and systems used to be lighthouses in their specific rail segment, yet instead of continuous innovation the company has optimised production and introduced a sophisticated controlling system to fine-tune its margins. Plainly, this company is making a living from its glorious past.


The channel of globalisation propels the willing The channel of globalisation provides an opportunity for highly innovative companies to become global players. By demonstrating their willingness to explore new markets, many have been able to convert their competitive advantage into new sales globally, which as we can see in Figure 1 has clearly served as a driver of their success. It is no secret that besides Europe, Page 94 October 2015


Economies of Scale

Global Player



Indicative Company Size



The ‘Niche’ player: why small is beautiful This position typically applies to very successful, family-owned companies. Being highly innovative and customeroriented, they intentionally serve only a niche market which requires a high degree of specialisation and as a result many SME success stories and hidden champions can be found in this quadrant. One example would be a specialist in safety-related products for stationary traffic engineering, especially in railway signalling technology. Their many years of in-depth experience with high safety standards ensure the delivery of highend, secure systems and services for this market niche. In general, the dynamic nature of this sector means there is a continuous influx of new innovative players, but even then the young, ambitious and more cosmopolitan challengers soon come to realise the growth limitations of such a niche concept, and set out on a globalisation strategy.

Asia is the most important market for rail, where significant growth continues to take place. This is because in the emerging economies of Asia, urbanisation and expansion of infrastructure is able to occur at a much faster rate, and act as a main driver of growth. The clear focus on the Asian rail highspeed market was one of the key reasons why the aforementioned German rail components and systems company was able to multiply its revenues by more than twenty times to several billion euros. As such, if companies are to proceed through the channel of globalisation and become a global player they need a clear understanding of their own business: what is core? What is non-core? What can be outsourced? How can I remain cost competitive? Where do I need the help of experts to develop to the next level, e.g. by co-innovation?


low Innovation / Differentiation Degree For the ‘Maybe’s’, progress can only be made by taking the leap into the risky zone in the medium to long-term. The best method of doing so is to innovate and carve out an area of specialisation, which allows them to find a market niche. These Niche Players are in a far more desirable position, and can become global players by expanding their workforce and inventory. Companies in the Economies of Scale quadrant are also in a good position to reach this metaphorical top spot. The


The key learning rail companies should take from the above is that however big or small they may be, complacency is not an option. As shown by the successful global players in the market, fortune favours the bold. Companies that take a forward-looking and visionary approach, therefore, will leave those resting on their laurels behind. Ewald Munz is director of business development EMEA at Cyient

1. Source: ZEW 2015

October 2015 Page 95


ID your biases Sandra Kerr OBE looks at how UK rail employers can work to ensure they are not excluding candidates or employees and have truly inclusive cultures for all within their organisations


nconscious bias is a hot topic among employers recently, including in the rail industry and the transport sector more widely. But what is unconscious bias, and why is it important to understand its potential impact on recruitment and promotion decisions? In simple terms, unconscious bias is where we hold a positive or negative view of a certain group of people without realising it, and can include race, gender, age or disability. Individuals may unconsciously recruit or promote those who look, think and act similarly to them, leading to an atmosphere of ‘groupthink’, rather than the innovation and diversity needed to compete in a global business environment with the dynamic creativity and diversity in talented teams needed to be effective and responsive. Everyone has unconscious bias, but the challenge is when it affects recruitment. So what impact could unconscious bias be having on BAME (black, Asian and minority ethnic) recruitment in the transport sector? Business in the Community’s 2014 Gender and Race Benchmark shows that this expectation is impacting the recruitment of ethnic minority

‘Employers in the rail industry must ensure they harness all the talent available to them, regardless of age, gender or ethnicity, and develop recruitment and progression processes that are equal, inclusive and open to all employees’ Page 96 October 2015

candidates. We found a significant gap between BAME and white candidates’ application to hiring rates. BAME 16-24 year olds are also more likely to be unemployed than white young people, and are under-represented in apprenticeships and on graduate schemes. This not only means there is a disproportionate lack of BAME employees at entry level in many sectors, but also reduces the pool of BAME candidates to pick from when progression or leadership opportunities arise – not helped by the fact that BAME candidates are less likely to be rated as ‘high potential’ in appraisal processes. Working with the University of Manchester’s Centre on Dynamics of Ethnicity to analyse data from the


Implicit Association Test*, we also found 72.5 per cent of UK transport sector employees had unconscious racial bias (compared to 64.8 per cent in the US and 69.2 per cent in Europe). Other sectors which form a key part of the UK rail industry, such as engineering, also show high levels of unconscious racial bias. This is not to imply that these sectors or those working in them are inherently racist. However, it does mean conscious effort is required to ensure that workplaces within these sectors are not excluding candidates or employees and that they have truly inclusive cultures for all employees within their organisations. Increasingly diverse The UK’s workforce is becoming increasingly diverse – we have more women in work than ever before, one in five of the UK population will come from a BAME background by 2051, and the rising state pension age means more people are working for longer. Employers in the rail industry must ensure they harness all the talent available to them, regardless of age, gender or ethnicity, and develop recruitment and progression processes that are equal, inclusive and open to all employees.

Here are our top tips to do just that: • introduce mandatory unconscious bias training for all staff involved in recruitment, with a focus on race and gender, and ensure this is regularly refreshed. Make sure training covers all aspects of the recruitment process and that it is undertaken by external agencies and internal employees • ensure you have diverse recruitment panels, where ethnic minority people, women and older workers are included at each stage of recruitment, assessment and promotion processes where possible • set and publish recruitment targets for diversity – and ensure that senior leaders are held accountable for achieving them. Make external recruitment agencies aware of these targets too • measure and monitor recruitment of women, ethnic minorities (segmented by ethnicity where possible) and older workers at each stage of the process. Use this data to identify gaps and barriers in your recruitment processes and ensure they are accessible to everyone • use a variety of recruitment channels to reach the widest possible talent pool. This could include adding images of employee diversity to literature and websites, looking outside the traditional ‘milk round’ universities and showcasing the variety of roles within sectors (such as the recent #ilooklikeanengineer Twitter campaign) • extend apprenticeships to employees of all ages, including older workers looking to retrain • clearly communicate flexible working where possible. This is something that older workers, as well as men and women, are looking for in future employers.

Business in the Community also recently conducted the UK’s largest ever survey of race at work to investigate the reasons behind BAME underrepresentation in employment. The response has been overwhelming and we will be publishing the results later in the year, including insights from the transport sector.

Sandra Kerr OBE is race equality director, Business in the Community

*The Implicit Association Test is an online test designed to help individuals understand their unconscious bias. The data reflects 2.5 million participants across the UK, the US and 17 Western European nations.

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A new way he Railway Engineering Company (TRE) has merged with Hitachi, bringing with it a change of corporate name. Now known as Hitachi Information Control Systems Europe, it has been created as part of a plan to expand its traffic management and information control systems business. Hitachi Information Control Systems Europe will continue to operate from its Bradford on Avon headquarters and Plymouth offices but now also has a traffic management system integration centre in Derby, which was opened shortly before the merger. The newly-formed company provides simulators, modelling and automatic route setting systems and supplies integration and support for the traffic management systems. It is working closely with Hitachi Rail Europe on a traffic management contract for Thameslink. Former sales and marketing director at TRE, Tim Gray, now managing director at Hitachi Information Control Systems Europe, said he was pleased to enter a new phase of business growth under the Hitachi name. ‘Hitachi’s reputation for quality and reliability is important and we look forward to collaborating with our industry partners in the increasingly digital railway.’ Visit


No shrinking violets E Connectivity (TE) has launched a cable identification product that is resistant to both diesel and low fire hazards. ZHD is the first product of its type; other manufacturers’ shrink labels are susceptible to damage from either fire or diesel. The material used to make ZHD is effective against both. ZHD meets EN 45545-2 and NFPA130 standards for fire safety in rail vehicles and complies with rail fluid resistance regulations and rail fire and smoke regulations, as well as UNIFE environmental standards. Stephen Earley, product manager at TE, said: ‘ZHD offers train manufacturers a single product which enables inventory reduction, decreases set-up and change-over frequency, reduces training requirements and improves standardisation.’ TE’s cable identification system has a temperature range of -55oC to +125 oC, a shrink ratio of 2:1 and is available in sleeve diameters from 2.4mm-38.1mm. Visit\zhd

Raising the standard of training XM Academy has added a fifth training centre to its UK network following the opening of a new site in Avonmouth, near Bristol. The company offers commercial and apprenticeship training throughout the UK and operates across the rail, automotive, motorsport, aerospace, IT and technology industries. Its latest training facility, which has been built to support the development of the rail network infrastructure and electrification in the region, includes new classrooms and a 200m length of rail track, and there are plans to install overhead power lines. The centre will offer a range of commercial rail training courses, including on-track plant, track safety, occupational health and safety, permanent way and small tools. There are also plans to offer NVQ and apprenticeship programmes in the future. Andrew Jarman, director of TXM Academy, said the new centre is ideally placed to support the rail industry in the south west and Wales and was part of its ‘ongoing objective to raise the standard of training and provide long-term support for the rail industry across the UK’. Visit



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Money for old threads niform-wearing workers in the rail industry could claim back up to £80 off their outfits, following the introduction of a tax rebate by HMRC. Any UK worker who has to wear a particular uniform or outfit, and wash and repair it at home, could stand to benefit from the tax allowance. Uniform supplier, Workwear Express, has created a calculator for employees to work out exactly how much they’re owed. For the current tax year, the standard rate is £60, so basic rate taxpayers could claim back £12 a year (20 per cent of £60), while higher rate taxpayers could claim £24 (40


per cent). Under the terms of the scheme, those eligible can also claim for the last four years. Andrew Ward, managing director at Workwear Express, said: ‘The uniform tax rebate has flown under the radar for a lot of employees in Britain. Workwear Express is determined to ensure that everybody who wears a uniform for work, and has to wash it at home, gets the refund that they deserve from the HMRC. ‘We’ve created a uniform tax calculator to help people do just that, so nobody has to be out of pocket.’ Visit

Life-saving partnership orthern Rail now holds defibrillators at 22 of its stations after forming a partnership with the North West Ambulance Service (NWAS) NHS Trust. Available at some of the Toc’s busiest stations across the north west, the Public Access Defibrillators (PAD’s) require no training to use them and give clear spoken instructions. Once in position, the defibrillator detects the heart’s rhythm and will only deliver a shock if needed. David McNally, community resuscitation manager for NWAS, said: ‘This partnership has shown the importance of placing PAD’s in places where high numbers of people are gathered and pass through. If a defibrillator is available within the first four minutes of a cardiac arrest occurring, there can be up to an 80 per cent chance of survival.’ Visit


Set in stone


aterials testing company CET Infrastructure has completed phase one of its on-site testing for Crossrail. Commissioned by Dragados-Sisk Joint Venture (DSJV), the company provided comprehensive testing for the C305 Eastern Running Tunnels

contract. The brief was to sample and test: tunnel boring machine (TBM) grout and all concrete and associated aggregates; TBM arisings, to establish flow moisture point values; groundwater, to determine chemical properties; and above-ground concrete. CET established its first UKAS-accredited laboratory for Crossrail at DSJV’s Limmo Peninsula site in London. It added a second laboratory at DSJV’s Chatham facility to test and monitor concrete used to manufacture pre-cast concrete segments for tunnel lining. The company provided test data and advice, helping DSJV to avoid delays and meet its obligations and ensure control and compliance throughout the project. Mark Aldman, DSJV materials engineer, said: ‘CET has provided a flexible testing service that has enabled us to progress confidently with our works. Their approach has allowed us to adapt quickly to programme changes and prevailing site conditions.’ Visit

The Humaware approach rack circuit indicators (TCI) can be monitored remotely without using thresholds, according to findings from technology development company, Humaware. The feasibility study, which investigated automated diagnostic support systems for remote condition monitoring (RCM) data, was co-funded by RSSB’s Future Railway programme and Network Rail as part of an RCM competition. The objective of the project was to provide an emulation of the improvement in timeliness and relevance of alarms produced by Humaware’s CFAR Autotrend tool, as well as the ability to improve the accuracy and relevance of the operational responses. Network Rail selected the TCI as an exemplar for the


feasibility study. CFAR Autotrend is commercial off-theshelf software which provides automatic and timely RCM alerts. The software’s capabilities include an automatic adaptive threshold technique that adapts to the assets’ local conditions; automatic trend detection and a low false alert rate that’s less than 10 per cent of valid alerts. Visit ‘Eurotunnel, do you copy?’ utomated communications company, ANT Telecom, has improved the clarity and reliability of Eurotunnel’s radio communications by implementing a new digital system. Rolled out at Eurotunnel terminals in


the UK and France, around 400 marshals are now using the solution on a daily basis across all operations. ANT’s latest digital radios are interoperable with its current analogue system and enable different departments to use different channels. The introduction of the new system follows ANT Telecom being chosen by Eurotunnel to replace its previous analogue open channel system at its Folkestone site earlier in the year. Richard Howkins, Eurotunnel’s telecommunications team leader, said: ‘ANT’s ability to provide us with a bespoke solution has become a valuable part of our long-term plans to move all of our communications from analogue to digital. The feedback from our employees has been extremely positive.’ Visit October 2015 Page 99

Crowning glory oad and rail traffic safety manufacturer, Crown International, is celebrating the delivery and completion of a twoyear level crossing safety project. The national pilot project involved the installation of 54 level crossing enforcement smart poles across the UK and was part of Network Rail’s £130 million National Level Crossing Safety Improvement Programme. The Smart Poles are used to mount digital safety-camera equipment, working alongside other cameras that dissuade motorists from jumping the lights. The pole’s design also allows maintenance by a single operative from the roadside, reducing the need for rail closures and improving safety for maintenance workers. The project has been created to improve the safety of the public at level crossings following 97 deaths in the ten years leading to March 2014. Network Rail is now


The eye in the sky anes Group has carried out its first aerial drone survey at a London Underground station. The company’s rail division carried out the roof survey using the unmanned aerial vehicle (UAV) at Amersham Station on the Metropolitan line. Having previously carried out a drone roof survey on a maintenance depot, Lanes Group wanted to show that the technology could also be used on more complicated angular station roofs. Fitted with a camera that takes large numbers of ultra-high-definition images, the aerial drone generates enhanced digital data to support maintenance and development programmes. This includes a three-dimensional point cloud image that means the roof can be viewed and measured from any angle by civil engineers and architects. The survey was carried out during the day while the station was open, and without causing any disruption. Lanes’ Rail Division planned maintenance manager, Mark O’Leary, said the drone surveys represent ‘a viable and cost-effective alternative to conventional roof survey methods’. Visit


looking to extend the technology, with roll-out taking place over the next three years. Mark Stacey, managing director of Crown International, said: ‘The Smart Pole offers quick and effortless access for removal and repair, with the ability to lower the camera equipment to ground level making it a low-cost and safer maintenance option.’ Visit A burning issue he government has approved two new welding apprenticeship standards developed by a group of companies that includes The Welding Institute. As part of a series of announcements relating to national apprenticeships, Prime Minister David Cameron approved both the apprenticeship standard for welding level 2 and level 3. The official approval of the two standards comes following a year’s work by the Welding Apprenticeship Employer Group. The consortium of employers, skills councils, professional bodies and trade organisations has developed the new standards to improve and homogenise the quality of welding training for apprentices. The employer group was formed to develop new standards under the government’s trailblazer initiative, which seeks to improve apprenticeships in the UK by giving employers and relevant trade organisations the power to determine their content. The standards offer flexibility in terms of welding processes,


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parent materials and welding positions, so that employers can select only those modules that are relevant to their products. Tim Jessop, associate director of The Welding Institute and coordinator of the welding apprenticeship trailblazer, said: ‘The approval of these standards represents a major step forward in the recognition of welding as a key skill for the UK and in ensuring that UK welding apprenticeships match the best in the world.’ Visit

Hard-hitting workshop uropean Rail interoperability organisation Hit Rail B.V. has marked its 25th anniversary with a workshop on the future of the railway at the National Railway Museum in York. Attended by senior representatives of European railway undertakings (RU’s) and infrastructure managers (IM’s), the workshop looked forward to the fully interoperable railway of the future and the changes and benefits that could be delivered with a fully digital railway. A private company owned by 12 European infrastructure managers and railway undertakings, Hit Rail is one of the leading organisations pushing for interoperability throughout the European railway industry. It was formed to provide a coordinated and professionally managed international railway data communications network. Signalling that more was to come from the 25-year-old company, Hit Rail’s chairman, Helmut Grohmann, said: ‘After 25 years we’re still only just beginning. We’re still full of ideas and, with the many new and long-term relationships we have formed, the future looks extremely bright.’ Visit

Switching suppliers failsafe track switch designed to eradicate a 200-year-old problem on the railway has been created by engineers at Loughborough University. The technology, known as Repoint, is a robust points mechanism that improves safety, reduces maintenance costs and boosts capacity. Supported by the RSSB, Repoint is the result of work carried out with the industry to override track switch failures that can lead to train derailment and uses safety concepts derived from aerospace and the nuclear industry. Repoint corrects a failed switch through a patented arrangement of interlocking rail ends that incorporate a



Avoiding delays yet to happen new algorithm that can predict delays to commuter trains up to two hours in the future has been developed in Stockholm. Named ‘The commuter prognosis’, the prediction model uses big data that enables users to visualise the future movements of an entire commuter train system. The system can now forecast disruptions in services and the traffic control centre can prevent the ripple effects that cause most delays. Mikael Lindskog, communications director at the Stockholm train operator, Stockholmstag, has called the system ‘the next generation forecasting tool for the commuter train industry’. ‘The commuter prognosis works like a seismograph; when a train is not on time the algorithm forecasts the risks of delay effects in the entire network by using historic data.’ The effects of one delayed train can quickly multiply within the entire train network. Today’s traffic control centres analyse delays manually in order to prevent further delays, however the prognosis system automates the forecast, meaning that it can raise the service level significantly. ‘In the long-term, it´s possible that it will change how traffic control centres all over the world will work,’ stated Lindskog. Since the forecasting prognosis can predict delays up to two hours in the future, train operators will be now be able to inform their passengers of risks of delays before they actually happen. Initially available as a smartphone app for commuters in Stockholm this year, in the future the algorithm will be adaptable for public transportations in other cities. Visit

sliding arrangement similar to a breather switch. It has a lift and drop mechanism that allows for expansion and provides an additional locking mechanism with virtually no friction losses. The mechanism can also move the switch in fractions of a second compared to the current four seconds for conventional designs. Professor Roger Dixon, head of the group behind the technology, said: ‘Repoint is a robust alternative to conventional switches that breaks with 200 years of tradition to offer a change in design that is inherently failsafe and fit for a 21st century rail network.’ Visit www


October 2015 Page 101

Braking news mey has signed a £3 million contract with Network Rail to design and install Train Protection Warning Systems (TPWS) for Crossrail. TPWS is the safety system that automatically triggers a train’s brakes if it passes a signal set in the ‘danger’ position, or travelling at too high a speed on approach to a red signal, buffer stop or speed restriction. Having been part of the team that developed the original TPWS safety system, Amey will design and install a bespoke system for Crossrail trains over the course of the 18-month contract. Lee Jones, director of rail operations for Amey, said: ‘This contract award reflects both the expertise we can offer in TPWS systems and our position as a trusted supplier to Network Rail. I am pleased that we can support them through the delivery of an essential safety system on such a significant project.’ Visit


Fully booked he travel management company (TMC) Portman is extending its business relationship with Evolvi Rail Systems, signing a four-year contract covering online rail booking and fulfilment for all its clients. As a result of the deal, Evolvi will continue to provide Portman with a branded version of its rail platform, along with content for its proprietary e-commerce platform, PortmanOne. Operations director at Portman, John Dick, said the system was popular with Portman’s employees and clients for its ‘ease of use’, ‘constant evolution’ and ‘comprehensive management information, travel policy options and fulfilment channels’. Jon Reeve, director of trade relations at Evolvi Rail Systems, said: ‘Evolvi provides web services integration and support, allowing full rail content aggregation, capability that’s vital to organisations such as Portman.’ The EvolviNG system is used by 90 per cent of UK TMC’s and is the corporate agency market leader for online rail bookings and fulfilment. Visit


Enclosures from the smallest to the largest. ENCLOSURES Page 102 October 2015



Recent New Members of the Rail Alliance as at end August 2015 Ayrshire Medical Services: occupational health company specialising in personal track safety medicals and drug and alcohol tests Hird Rail Services: supplier of trackrelated products including new rail, permanent way, reusable material and haulage Riverside Automation: provider of solutions in industrial automation and control. Services range from single implementations to multi factory, multi user systems Porterbrook Leasing Company: leaser of all types of railway rolling stock and associated equipment Inside Out Group (Europe): designer, installer, maintainer and project manager of a wide variety of security


and video surveillance systems, cabling and network infrastructures and filming and photography

TERRAM: designer and manufacturer of geosynthetics, including geocomposites, geotextiles and geocells

Mabey Hire: supplier of nonmechanical plant hire for ground support, formwork, falsework, propping, jacking, temporary bridging, road barriers and other systems

Coriel: developer and supplier of automatic vehicle identification (AVI) systems for use in high and low speed rail applications

Giffen Group: electrical, signaling and power works company that operates across the rail infrastructure The Plastic Piling Co: supplier of a range of plastic sheet piling, piling equipment and JETFilter weep hole drainage filters Tinsley Bridge Group: Tier 1 integration supplier of safety-critical components for OEM’s and rolling stock maintenance

Grimsby Institute of Further & Higher Education: logistics skills centre opening in spring 2016 that can support the rail industry with its training needs Virgin Trains East Coast: Toc BTRoS Electronics: autonomous subsidiary of Bombardier Transportation, designing and manufacturing a range of passenger information systems primarily used by the rail industry


October 2015 Page 103

Business profile

Glasgow Subway progress rolls on The modernisation of Scotland’s only Subway system continues at pace, with five out of its 15 stations having undergone a major transformation. Its owner, SPT, explains more about the ongoing work and the future of the Subway


reparations are now well advanced for the replacement of the ramps and turnouts; trackwork that allows trains to enter and exit the twin 10 km circle routes of the Glasgow Subway (known as inner and outer circle services), and the final stages of procurement for the new integrated system of new driverless trains and signalling is nearing completion. Owned and operated by Strathclyde Partnership for Transport (SPT), the £288 million modernisation programme will ensure the 119-year-old system is fit for use well into the 21st century and for generations to come. The Glasgow Subway is a key element of public transport in the Strathclyde region, carrying around 13 million passengers each year over 20km of track and through 15 stations. Its Inner and Outer circles deliver passengers around the city, travelling north and south of the River Clyde every four minutes at peak periods. A unique system, it has an unusual 4ft gauge (1,220mm) and a tunnel diameter of 3.4m and is the third oldest underground metro system in the world after London and Budapest. There is a strong sense of responsibility to get it right among the team carrying out the modernisation plan and, so far, delivery of that plan is meeting all expectations. The refurbished stations’ modern feel is popular with passengers and the new look continues; work is now well underway at its busiest station in the city centre, Buchanan Street, and on the Southside at Govan. Govan is being transformed into a fully-integrated interchange, with the bus station and adjacent Fastlink route to the recently opened Queen Elizabeth University Hospital. New design for St Enoch The city’s flagship station, St Enoch, has seen the most extensive redesign. Now

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complete, it has two new distinctive glass canopies in St Enoch Square at the far end of Glasgow’s style mile, Buchanan Street, and its shopping district. The new canopy entrances to the St Enoch station are similar to the Sir Norman Foster-designed entrance at Bilbao Metro and Canary Wharf Underground station. The design also fits with Glasgow’s strong heritage of glass and steel structures – a common theme across the city – with Kibble Palace in the city’s Botanic Gardens and Glasgow’s Central Station roof. St Enoch station’s refurbishment was carried out by Graham Construction at a cost of £5.35 million, with design support from Aedas Architects (now AHR) and contract support from Turner & Townsend. Award winning Smartcard technology As well as the substantial station and system overhaul, SPT is also forging ahead with its Subway Smartcard ticketing system, which has been given a Scottish Transport Award for Excellence in Technology and Innovation. There are now more than 80,000 Subway Smartcards in circulation and all are ITSO-compliant, which is the prevailing standard within the UK for transport smart ticketing integration. SPT’s Smartcard system operates under the ‘Bramble Card’ brand, part of a joint venture company with ECEBS. The success of the joint venture company, Nevis Technology, has been enhanced with the latest Abellio ScotRail franchise, after the Toc elected to use Nevis to deliver its integrated smart ticketing solutions across Scotland. Subway Smartcard users benefit from a fully-integrated system at its park and ride sites, combining both subway travel with parking on a single smartcard. Work with bus and ferry operators is underway across the Strathclyde area for complete integration of the smartcard across the region.

Infrastructure investment Behind the scenes, SPT staff and contractors work long after the Subway stops running. As well as regular planned maintenance activities on the rolling stock, stations, signalling and other equipment, there is significant additional investment on improvements to the tunnel lining, drainage and track infrastructure systems. SPT track maintenance staff are undertaking a major re-railing exercise within the tunnels, as well as removing redundant equipment and cabling from the last modernisation. WGM Engineering is progressing with the replacement of the entire tunnel pumping system that ensures the tunnels do not flood from the many points of water ingress throughout the system. SPT is also investing in innovation through a knowledge transfer partnership (KTP) with Glasgow Caledonian University and is now at the implementation stage of pilot projects in two stations. This is focused on utilising the energy from the tunnel water and air temperatures to convert for use in stations. Working with Freyssinet, the tunnel lining work is a programme of targeted and prioritised tunnel lining works, including water sealing, void filling, lining repairs and trackbed repairs. The works are now well underway, primarily in the northern section of the tunnel system. The next step in the process is renewal of the ramps and turnouts, which enables the trains to access the tunnels from the surface depot and cross over between the Inner and Outer Circles. First installed almost 40 years ago, it now must be fully replaced to ensure reliable Subway service for years to come. The work will take place during summer 2016. New automated system All of the infrastructure investment is essential work and comes in advance of the fully-automated system that is approaching the final stages of

Business profile

procurement, with an announcement due before the end of the year. The new UTO system will comprise a fleet of driverless trains, fully-integrated CBTC-based signalling system, platform screen doors and a new operational control centre. SPT’s senior director, Charlie Hoskins, said: ‘We’ve carried out extensive work to get some of our key stations fully refurbished and have also introduced our new look, which is proving popular with our passengers. However, what passengers see and what they’re benefiting from at the moment is only one small part of what we are working to achieve for the Subway. ‘We’re working on a major system overhaul – with rolling stock, signalling and tunnels all earmarked for major renewal – so when complete we have a modern railway system that will see us deliver services for generations to come. However, while all this work takes place, we have to remain focused on continuing to run a reliable daily service and to

minimise any disruption that might affect our customers.’ Throughout the modernisation process, SPT is also looking at staffing options now and for the future. Currently recruiting a depot manager for rolling stock, systems and infrastructure maintenance, the ideal candidate will lead a team of 60 maintenance and engineering staff, as well as being a key member of the subway management team. ‘Having the right team in place is essential right now. We’re in the process of a major modernisation programme of a transport service for a major UK city and region. We need staff that are completely focused on the customer and on maintaining the Subway’s reliable, frequent and fast service,’ said Hoskins. ‘For the depot manager role, we need someone who can lead the maintenance organisation and ensure the highest degree of availability and reliability for all our assets. The responsibility includes the day-to-day running of our

depot at Broomloan, as well as the other activities performed across the system. These include rolling stock, signalling and control systems, power supply, operational control room, stations, tunnels and track maintenance. Customer service commitments ‘An exciting and challenging part of the role will be the introduction of all of the new technology and trains from a maintenance point of view, as well as continuing to focus on meeting customer service commitments,’ said Hoskins. ‘Ideally we want someone who can show good leadership, with strong peoplemanagement skills and experience of depot-orientated maintenance. In return, we can offer the successful applicant the chance to be part of a talented team that delivers a once in a lifetime, multimillion pound, modernisation plan for one of the UK’s leading transport providers.’ Visit October 2015 Page 105

Business profile

Drain away track problems The importance of well-planned and well-maintained drainage systems is recognised by many who work on rail infrastructure. Complete Drain Clearance’s expertise has given it some very satisfied customers


nseen and often ignored, drains may operate effectively for decades without any maintenance, until the gradual build-up of silt or other interventions, such as ballast cleaning or cable installation, creates a blockage and causes a drain to collapse. That’s where CDC (Complete Drain Clearance) comes in. A division of Complete Environmental Services, the company has sixteen years’ experience of working exclusively on rail infrastructure. Nearly all of CDC’s work is done within possessions and the company believes that it can enable its clients (Network Rail or its principal contractors) to get maximum benefit from the possession time, whether that may be a weekend, evening or midweek shift. The company’s four-wheel drive vehicles have been purpose built by its own staff to specifically clear areas that

include ducting, catchpits and wet beds in the most efficient and effective way. They can access the track in minutes and the company’s road/rail water bowsers mean that no time is lost while collecting water. CDC’s 3,500 cfm air movers are capable of sucking ballast continuously, clearing catchpits in seconds. Its 1,500 psi water pumps deliver 40 gallons of highpressure water per minute, flushing drains with ease. The machines are designed to simultaneously jet and vactor, offering considerable time-saving benefits. This state-of-the-art technology is complemented by dedicated, highlytrained CDC staff, most of whom have been with the company for years and are committed to CDC’s ‘be the best’ ethos. Given CDC’s rapid access, it is particularly suited to short, midweek possessions and it has a pricing structure that makes midweek working much more cost-effective.

Reporting The company offers an in-depth report that summarises all aspects of the job that has been completed and advises on any

Effective maintenance and renewal of drainage assets must also be a key feature of Network Rail’s forthcoming delivery plan for CP5…ORR is pressing Network Rail to deliver these improvements as soon as possible. ORR, Network Rail Monitor Page 106 October 2015

Business profile

The effective control of water is essential to the safe and economic management of railway infrastructure. Many of the problems that arise in the trackbed occur where track drainage is not operating effectively. Water trapped below the ballast saturates and reduces the stiffness of the trackbed, which can result in top and line faults that affect ride quality, and causes early deterioration of ballast – characterised by the formation of wet beds and broken rails. Poor drainage can disrupt signalling and track circuits can fail if the formation is too wet. Railway drainage systems collect water from the track and adjacent catchments and discharge it to outfalls. To be effective, railway drainage systems have to be designed and built to appropriate standards, maintained regularly and, when required, improved. Railway Drainage Systems Manual professionalism. Your staff attended the site visit at short notice and reassured me that they would be able to resolve the issue with no problems. I would also like to point out how clean and tidy your staff left the site, which was very much appreciated by the adjacent land owners. ‘While you carried out the work I had regular updates of your progress and, after you completed the work, the follow up photos and DVD were fantastic.’ further work that needs to be done. The report includes: • a summary of completed work and any further action that is required • detailed diagrams of the work site, including up-to-date information about the work being done • before and after photos of work • work time sheets and reports. CDC believes it is the best and that its combination of technology, support and people will ensure that its customers will always get maximum benefit from their possession times. Looking to the future In future, the company is planning to offer a more comprehensive rail drain clearance service that includes the repair of collapsed drains using the latest ‘no-dig’ techniques and culvert relining. It plans to achieve this by using

a combination of direct investment and through strategic partnerships with other ‘best in class’ organisations. Simon Fear, Carillion rail plant manager ‘May I express my thanks to your staff who were exemplary in their conduct and their professionalism while on site. I would certainly look to further our business with yourselves and would have no hesitation in recommending your company to other parties. Anthony Rowland, Network Rail ‘I would like to thank you and your staff for the recent work you have done for us. In particular a recent issue we had at Sutch Lane. This location has been a real problem to us and we have had other drainage companies attempt to resolve the problems at this site but to no avail. ‘From the moment we contacted you I believe you have demonstrated real

Ross Briddon, Network Rail, scheme project manager track ‘We have used Complete Drain Clearance on several occasions towards the end of CP4 and have been extremely pleased with the service and support they provided us with throughout. They have helped overcome unforeseen hurdles and have given us the benefit of their experience throughout. ‘The plant has been 100 per cent reliable and the staff friendly and accommodating, even when operating in a time-constrained environment. The reports are thorough and fulfil the requirements given. If we receive further work of this nature in the future, we will be requesting Complete Drain Clearance to deliver it.’ Tel: 07720 249059 Email: Visit: October 2015 Page 107

Business profile

Design, safety and security Allpark manufactures products to enhance station car parks and platforms up and down the country. The company gives details on its range and the benefits they offer passengers


llpark has been designing, manufacturing and installing a wide range of products and services for the rail industry for many years. Project solutions range from car and cycle parking and traffic management systems to the complete transformation of station platforms, including the design and installation of shelters, canopies and walkways. In more recent years, the company’s portfolio has been extended to include more street furniture designed to enhance public spaces, with as much emphasis placed on aesthetics as on safety and practicality. Allpark also operates a full in-house civil engineering division with specialist installation teams. The broad skill set of its employees allows the company to consult, design, manufacture and install – without the need for external consultants or subcontractors. Allpark understands what rail operators need and it is this capacity to offer total project solutions, as well as the quality of its workmanship, that ensures clients keep coming back.

Project management Allpark’s track record within the rail industry gives operators the confidence to entrust their project to the team. Allpark provides support and expertise, from

design through to installation, including: • • • • • • • • • •

safety and industry compliance project planning bespoke products in-house manufacturing site visits CAD design (2D drawings or full-scale working 3D models) easily downloadable product drawings and models full specification sheets best practice ongoing maintenance.

Designers and manufacturers of bespoke products As well as supplying many standard products, Allpark’s design team is ready to share its expertise and knowledge of industry best practice to develop the most suitable solution for its clients’ projects. The team is able to tweak designs of existing products, as well as design completely new products from scratch and it manufactures all of its bespoke products in the UK. Expert fabricators Page 108 October 2015

Business profile

Managing the traffic Allpark offers traffic management solutions to assist rail and car park operators in the management of parking and safety issues. Products include speed ramps, rumble strips and a broad range of bollards. The company also manufactures multi-level mechanical parking systems, a product that Allpark believes will completely revolutionise the future of car parking within the UK. As car parks reach saturation point, parking operators across the country are looking for cost-effective and reliable alternatives.

and welders manage the process from start to finish, ensuring the highest quality at all times. All work is carried out within the company’s 32,000 sq. ft manufacturing facility. Handling the most complex installations The projects that Allpark manages vary greatly in scale and complexity and no job is too big. Unlike some companies within the rail industry, the company has a policy of not subcontracting any installation work, which explains why its teams have such a broad range of skills. Allpark manages all manner of complex groundworks, including construction of large-scale concrete foundations, construction of buildings, dealing with contaminated land, working at height and on-site welding and fabrication.

cycle parking that increased capacity by more than 300 per cent. Following the success of Securacycle, Allpark now regularly designs bespoke secure compounds with various security options, including padlocks, combination handles, swipe-card entry, fingerprint recognition, ‘airlock’ entry and CCTV. Sheltering commuters from the storm As well as secure compounds and shelters with integrated cycle parking, Allpark also designs a range of commuter-friendly shelters, canopies and walkways to suit any style or budget. With a choice of finishes, roof types, seating and optional extras, Allpark offers complete flexibility that enables rail operators to provide their customers with comfortable and attractive waiting areas.

Milton Keynes station Allpark has completed a large and secure cycle parking facility at Milton Keynes Central station, for use by local workers and commuters. The client asked the company to not only manufacture and install the facility (624 two tier cycle stands) but also to prepare the area prior to installation. 2015 and beyond Allpark is establishing itself as one of the UK’s leading suppliers in its industry and now has representatives in France, Belgium, Luxembourg, Switzerland, Saudi Arabia, Sri Lanka, United Arab Emirates, Qatar, Oman and Yemen. Continued growth in 2015 has seen an expansion in manufacturing capacity, as well as a huge investment in the design function of the company. Based in Kent, Allpark is close to the M25 and key motorway networks. Contact the company for more information on its rail industry solutions. Tel: 0845 094 2217 Email: Visit:

Streets ahead in the cycling revolution Allpark is proud to have installed more than 100,000 cycle parking positions in more than 30 cities across the UK, Europe, America and the Middle East. The UK has been steadily improving its cycling facilities and infrastructure in town centres, railway stations and residential housing projects. As the cycling revolution continues in the UK, Allpark is at the forefront of developments. As pressure on rail operators to provide safe and secure cycle parking increases, Allpark’s expertise makes it well qualified to advise on cycle parking solutions. One of the company’s recent projects involved the design and manufacture of eco-friendly, green roof, timber-clad cycle stores. Allpark also developed Securacycle, a high security cycle compound. HS1 tasked Allpark with the design, manufacture, installation and management of an automated secure cycle compound with cycle parking for 250 cycles at St Pancras station. The result was an easy-to-use and secure compound with space-efficient October 2015 Page 109

Business profile

Precise and to the point When trains run from one station to the next with low noise levels it is often due to Railjet – the mobile wheel flange lubrication system from Bijur Delimon International (Denco Lubrication Ltd)


n addition to Railjet, the company has also developed: • StaTrack: stationary track lubrication • ToR: top of rail friction modification • pCo GPS: control systems. Railjet Railjet reduces friction and wear at the wheel-rail interface by spraying lubricant onto the wheel flanges using compressed air. In addition to this, while the train is running, lubricant is automatically transferred via the rail flanks onto the wheel flanges of remaining wheelsets. The advantages of Railjet include a five-15 per cent saving in driving energy, reduction of wear by up to 80 per cent, cost reduction due to fewer re-profiling intervals and drastic noise reduction. Biodegradable lubricants can be used with low weight (265g) spray nozzles to facilitate installation and adjustment. Intelligent electronic controls allow adjustments to suit operational requirements. Control system All Railjet systems are supplied with a Siemens electronic control system as standard. Activation of the metering pump is possible in three ways: 1. for path-dependent operation the spraying pulse is initiated via an existing path signal from the vehicle control system or via an additional transmitter. The path intervals between

the spraying pulses are programmable 2. time-dependent operation triggers the spraying pulse after a programmable pause time expires 3. for arc-dependent operation of the metering pump an inclination angle transmitter triggers the spraying pulse to lubricate the leading wheel flange area only. The metering pump can also be controlled directly from the vehicle, in this case the Bijur Delimon International control system is not installed. Railjet’s lubricant is stored in an unpressurised tank drawn in by the metering pump through a 2/2-way solenoid valve. Compressed air to the pneumatic metering pump is activated automatically. A defined quantity of lubricant is delivered into the compressed air then carried via flow dividers to the spray nozzles onto the wheel flanges. All spray processes are triggered by a programmable control system. Engineering For more than 125 years, Bijur Delimon International has been developing and manufacturing centralised lubrication systems for rail and many other industries. The company prides itself on technical progress and delivery of bespoke solutions. Its engineers, designers, product specialists and service staff are always available to offer expert advice. Such developments are the result of a corresponding strategy: • market and product studies form the basis of all product development • the concept is developed and strategy plan established • the product conception is worked out • after completion of the product, test production starts • products are checked and considered for future improvement. Backing up Bijur Delimon International’s credentials, the company has been presented with the ‘Q1

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certificate’, the accolade that credits the company with innovation and continued business success. StaTrack When track networks are exposed to heavy loads or when high use of the track causes a lot of noise, StaTrack is employed for: • in-track systems with narrow curve radii • in-grooved rails (in free and closed track bed) on the public road system. StaTrack: decentralised The decentralised system feeds distribution points in the track and works with a central grease pump, which delivers the lubricant via a high-pressure line directly to the lubrication points of the rail. For double-track systems Bijur Delimon International recommends two pumps that work independently of each other and which are installed in one cabinet. StaTrack: centralised The centralised system with multiple tracks in a small area can, for example, be installed in industrial yards at the entrance and exit of the car shed. With progressive distributors it’s possible to serve individual tracks with lubricant via a common pump. The connection of a track and the apportioning of the lubricant are

Business profile

effected via track distributors on site, with progressive distributors that allow for comprehensive monitoring of the system. Control The electronic switching facility detects via appropriate electronic sensors – such as sonar-inductive proximity switches, signals from the route control and/or points control the number of vehicles. The lubrication cycle is triggered according to the programming. With a centralised system design, a field bus is used for the connection of the sensors and actuators. Monitoring • limit the operation time of the lubricant pump (if required) • electrical level control of the lubricant tank • by means of a centralised evaluation • rain sensor, which minimises lubricant consumption • operational monitoring by progressive distributors (in case of StaTrack = centralised). Advantages • reduction of wear at wheel-rail interface • reduction of noise to a minimum • biodegradable lubricants can be metered precisely, offering an environmentally friendly solution • lubrication times and intervals can be set to local conditions. Design • cabinet for single and double track systems • earth box usable by pedestrians – for single and double-track systems • earth box usable by vehicles – bridge class 60 DIN 1072 • for gauges 1,000mm, 1,435mm and/or trackside. Total Lubrication Management Bijur Delimon International has developed a ‘Total Lubrication Management’ (TLM) programme that ensures the optimum use of lubricants and various levels of service tailored to a customer’s needs. Lubricants are a valuable resource that have to be utilised to achieve their full potential; it is only when their lubricant qualities have been exhausted that they are recycled or disposed of in an environmentally friendly way.

The application of lubricants in measured quantities at specific times is the cornerstone for optimising machine performance. But this can only be achieved by using an effective lubrication programme delivered by a dedicated team of lubrication engineers using an interactive electronic scheduling system. Bijur Delimon International’s objectives/ customer benefits: • listening to its customers and providing the service they require • responsible lubricant use and waste disposal • reduce the volume of lubricants purchased/replaced • increase machine availability, service life and reliability • provide a lubrication resource centre for customers • assist customers with their initiatives/ responsibilities, such as a reduction in energy usage. How can TLM do this? • technical desk – which provides assistance on all lubrication issues from product selection, compatibility, lubrication and cooling systems, to installation, service, equipment and spares • Tech Assist – a mobile on-site service where Bijur Delimon International’s lubrication engineers are available to complete a range of services, from full site surveys/audits or individual machine assessments, to monthly routine lubrication and oil sample collection • full TLM on-site services – where Bijur Delimon International personnel manage all lubrication issues and provide a ‘cradle to grave’ lubricant service. This includes application, documentation, monitoring,

efficient stock control, storage, waste management, care of lubricants and continuous improvement. Additional services • environmental/safety audits • legislation watch (health, safety and environment) • liaison with group, strategic partners and OEM’s to provide specialist services, such as oil analysis and filtration services. Client satisfaction Some of Bijur Delimon International’s customers who opted for the company’s TLM (Total Lubrication Management) package said that the system offered increased process safety, reduced failure, reduced energy costs, less reworking, conformance and, importantly, cost savings. In addition to this, TLM requires less manpower, administration and everything in between, covering: • lubrication systems • oils and greases • bespoke system sizes • preventive maintenance • applications engineering and service • documentation of maintenance and care • cleaning and waste disposal • stock keeping and inventory. The advantages of the system are clear: increased system availability, qualityassured process and reduced process costs. For further information please contact Bijur Delimon International. Tel: 01432 365000 Email: Visit October 2015 Page 111

Business profile

The mobile (r)evolution Mobile technologies will play a huge part in how train stations of the future will look and how passengers will use them. Guestlogix gives a window on some of the things that will change


rain stations large and small in cities across the world are entering a phase of significant transformation; an industrywide change linked to the disruptive influences of some of the world’s tiniest devices and most pervasive technologies. The evolution, in fact, is occurring at the merger of significant rail, mobile and passenger travel trends, including: • a drop in paper/manually processed tickets, coupled with an increase in passengers’ reliance on self-service kiosks and smart ticketing options • the simultaneous rise in the use of mobile devices, smartphones, pointof-sale devices and mobile payment sleeves as transaction enablers and travel planners • the increasing recognition of opportunities to improve and reinvent rail customer service through mobile technologies and devices. These shifts are profoundly reshaping both the broader framework of the passenger rail industry and passengers’ expectations around their rail travel experience. Nearly all of today’s travellers have at least one mobile device with them while they travel and they’re increasingly expecting to be able to manage their travel plans with it, regardless of the length, complexity or purpose of each journey. Whether using rail as daily commuters or to explore new cities or countries, passengers are looking for the same seamless purchase-to-payment experience from rail operators that is already on offer with retailers and merchants. Forcing a reimagined rail experience Combined, these new devices, technologies and behaviours are forcing rail operators to rethink their interactions with passengers at numerous touchpoints throughout their journey. The change is apparent in how rail operators are embracing the impact of connectivity on ancillary revenue opportunities, onboard revenue streams and the entire travelretail experience. Operators are expanding the traditional ancillary stream, marked by

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onboard food, beverages and comfort items, to a variety of other products, including destination-focused tourist packages; sightseeing and entertainment tickets; luxury services; outdoor activities; and follow-on ground transportation services. Not only are operators examining operational efficiencies that come from automated processes, they’re also re-imagining the train station of the future and the nature of work for rail staff and crew. It is the crew who will leverage the connected real-time data and transactional capabilities of mobile devices to sell tickets, products and services to their passengers. Rail operators are in fact recognising the need to support omni-channel ticketing and expanded ancillary opportunities in order to meet passengers’ expectations, improve and personalise customer service and support revenues and the bottom line. Based on these current trends, technologies and changing passenger expectations, a new vision of rail operations emerges. Growing at an average 3.2 per cent annually, the rail industry remains strong in Europe and Asia, and is expanding in the Middle East, Latin America and Russia. As this growth and evolution occurs, it’s important to imagine the rail industry and train stations themselves

as they’re redesigned over the next decade, incorporating self-service options for passengers and expanded retail opportunities: • new ticketing experiences. With increasing numbers of ticket booths closing at train stations, passengers instead purchase tickets online, from their mobile devices or at selfservice kiosks throughout the station. Replacing the ticket booths, rail employees carry mobile, point-of-sale devices from which they can sell and upsell tickets, complete transactions and provide one-to-one customer service • new prime location uses for outdated ticket offices. In the spaces previously occupied by ticketing booths, train station tenants can now occupy prime, city centre venues that rail operators can leverage to generate more foot traffic and enhance revenue, travelrelated amenities, entertainment, retail, dining and more. Already key sources of activity and commerce across the world, these reimagined train stations will become even stronger revenue generators for rail operators and hightraffic destinations for passengers and visitors alike • seamless, always-on revenue opportunities via Wi-Fi. Like

Business profile

non-ticket sales. To support all of these new strategies, however, rail operators will need the technology platforms, real-time data, devices and vendors that are adept in the omni-channel environment. The operators need mobile technology to equip crew members for new initiatives around transactions, revenue, mobile capabilities and customer service. To stay competitive and relevant to their passengers, they must deliver seamless processes and experiences for ticketing, ancillary revenue, e-commerce, mobile payments and payment processing, logistics and marketing – regardless of channel. And they must also rely on robust back-office connections and data platforms to provide the necessary business intelligence and analysis of sales, accounting activities and revenue that support the omni-channel experience. airline travel, connected trains are already creating opportunities for additional revenue streams. This 24/7 connectivity can also support a rail operator’s primary revenue stream – tickets. With Wi-Fi capabilities superior to those in the airline industry, rail operators can equip their crew members with mobile devices that validate passenger tickets on the spot, verifying that passengers are not using fraudulent or expired tickets. This approach ensures better ticketing compliance and boosts revenues by assuring rail operators that all passengers have paid for their jourmeys • improved, one-on-one customer service scenarios. Increased staff interaction, made possible by mobile devices and connectivity, lays the groundwork for improved customer service. The word seamless again comes to the fore, especially when operators can leverage a single platform for transactions and interactions. It’s a far better framework than delivering customer service across disconnected channels and multiple providers, each of which involves a different user experience. Passengers who encounter the same processes, whether they’re buying rail tickets, food or entertainment packages, will appreciate the frictionless experience of ordering, paying, verifying and accepting delivery of their purchases, without glitches or without the need to switch from one interface or vendor to another. This omni-channel approach to purchases and service covers a number of sales access points, loyalty schemes and payment methods • mobile devices serve as new employee tools for revenue. Not only are today’s passengers enabled by mobile devices, so are rail employees and

crew. From their handheld point-ofsale devices, smartphones and tablets, they can access schedules, records, forms and operational documents. Crew members can support the sale of ancillary products onboard as well, and if they’re not already doing so, rail operators can take advantage of these ‘mobile moments of opportunity’ to sell destination-focused tickets and packages to attractions and events, tours and other related services. Taken to the next logical level, ancillary offerings extend to personalised services (such as fashion, shopping and spa packages) or business-critical services (such as meeting rooms, limos and technology services). New opportunities One of the greatest sources of new income for rail operators will, in fact, be

The stakes are high for today’s rail operators to reimagine and reshape the industry in response to internal pressures, external demands and changing passenger behaviours. A stroll through the world’s train stations ten years from now will reveal how well they have embraced today’s emerging travel retail opportunities, disruptive mobile technologies and ever-changing passenger expectations. About GuestLogix GuestLogix is a global provider of ancillary-focused merchandising, payment and business intelligence technology to airlines and the passenger travel industry. The author of this article, Thomas Drohan, is vice president sales/EMEA at the company. Tel: 01344 206 900 Email: Visit October 2015 Page 113

Business profile

Looking towards a lighter future? Recent enforcement from the ORR over the handling of heavy troughing has demonstrated the importance of a lighter alternative, which is good news for Liniar


fter a recent prohibition and improvement notice from the Office of Rail and Road in regards to the manual lifting, carrying and team handling of conventional concrete troughing, could this lead to other restrictions in the future of heavy goods currently in use by Network Rail? Issued in April 2015 following a serious accident, the safety advice was given to all staff and contractors engaged in specification, planning, installation, renewal and disposal of troughing products. Safety Bulletin 323 In May 2014 Network Rail issued Safety Bulletin 323, an order that prohibited, with immediate effect, the manual lifting, carrying and team handling of C143 conventional concrete troughing. This was followed in January 2015 by Safety Bulletin NRB 15/01 mandating a risk assessment policy for all troughing products by using the MAC tool (manual handling assessment charts) together with the troughing elements risk chart. The Office of Rail and Road issued two further notices three months later, which prohibit ‘single individual employees or contractors manually lifting or carrying ten or more units of troughing, weighing 40kg or more in a 12-hour period’ and ‘two employees or contractors manually lifting or carrying ten or more units of troughing weighing 70kg or more in a 12hour period’. Both orders are mandatory anywhere on Network Rail infrastructure. A further Improvement Notice required Network Rail to: ‘undertake a suitable and sufficient assessment of the risk to employees and contractors working under our control, from manually handling troughing weighing 25kg and more. That assessment will need to identify the measures necessary to control the risks identified.’ The deadline for this additional work is October 25th 2015, with further information to be communicated once the work is complete. Page 114 October 2015

Changes to troughs? Any changes implemented that are for the benefit of staff safety must obviously be welcomed, but will these regulations be carried out on other heavy products currently in regular use? An obvious solution to bypass the difficulties of concrete troughs would be to substitute them for a plastic alternative, and this would apply to various other products necessary for the rail infrastructure. Plastic piling and retaining systems include a range of products suitable for use in a wide variety of applications by the rail industry, from protecting against the effects of landslips and flooding to constructing trackside refuges and surrounds for signalling location cases and boxes. One of the biggest advantages of these products is its lightweight and easy-tohandle properties, as Mark Sims, sales director for plastic piling manufacturer Liniar, is keen to highlight. ‘I believe that this new prohibition might lead to

other products following suit. Plastic alternatives are approximately 10 per cent the weight of concrete, meaning that they are far easier and safer to transport and install. ‘Large scale railway developments require products to be moved quickly and effortlessly to their point of use; nothing is more suited to this than plastic piling. Moving plastic piling along the trackside to its final destination is done so much more easily than with heavier products

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‘Our piling and retaining systems are lead-free and fully recycled. They’re a great alternative material type to those which have traditionally been used on the development of the railway infrastructure’

such as concrete and steel. As a result, manual handling can be used in place of mechanical handling, allowing for the cost and, most importantly, accessibility advantages that this brings. And from a health and safety point of view, there’s no risk of sparking with plastic piling.’ Fencing ‘Liniar also manufactures a fence post and gravel board system,’ explained Sims, ‘that provides a safe and user-friendly alternative to concrete or timber fencing for the UK rail network infrastructure. ‘These are a really viable alternative to the traditional ‘king post and panel’

system usually built from steel posts with concrete panels, so therefore avoid problems concerning weight, access and breakages of concrete when used to construct enclosures.’ Liniar’s display of its trackside refuge at last year’s InfraRail really got the attention of those attending the show. Also on permanent display at the Rail Live site in Long Marston, the refuge is constructed using Liniar’s lead-free, UKmanufactured and eco-friendly materials. Its plastic log-effect piling system – a real alternative to concrete or timber – generated many enquiries once its lightweight properties were proven.

Long-term flood protection Liniar’s range of plastic piling is ideal in a wide variety of uses. As well as being used for ballast retaining and to protect against bank erosion, they are also purposedesigned for use in trench shoring and to provide long-term flood protection. Explaining some of its other benefits, Sims said: ‘Our piling and retaining systems are lead-free and fully recycled. They’re a great alternative material type to those which have traditionally been used on the development of the railway infrastructure. Even though they are lightweight and easy to use, they are robust in their construction and in application. ‘The versatility of the plastic product also provides significant advantages compared to other materials when used around bridges and other non-standard applications; it can easily be curved and shaped to meet a specific need and includes a range of corner, angled, and joining post options. ‘Trackside worker refuges can be quickly assembled and installed using our log-pile system to provide an ideal and cost-effective solution. Our log pile can also be used as an alternative to the usual concrete surrounds that protect signalling location cases and boxes from land slippages. ‘There have also been some early moves to use our plastic piling to create tunnel drip shields and its flexible qualities mean that it can be curved to follow the contour of a tunnel or bridge. Secured with bespoke bolts, these shields can be used to protect overhead power lines and electric cables from water seeping through the old brick work. ‘Plastic piling and retaining systems do not rot or rust and they don’t leach into the ground. Effectively, what we’re offering is a hard-engineered solution with a soft-engineered appearance.’ Contact Liniar to find out more about its eco-friendly, lead-free range of plastic piling and fencing Tel: 01332 883900 Visit: October 2015 Page 115

Business profile

On target Carrying out thorough track surveys is an essential task to ensure that trains can operate safely. JT Networks supplies products that make the process as quick and easy as possible


ince 2003 JT Networks has been manufacturing and supplying track monitoring targets for use on rail infrastructure. The company also supplies personnel to perform track monitoring, survey functions and handback engineering using EDM (engineering data management), total station and other specialised rail and track survey tools. Company director, James Read has more than 15 years’ experience as a safetycritical operator in the rail industry and has worked on many sites across the UK. Read’s work has encompassed all the normal safety and security aspects of railway engineering and he has also developed a strong background in basic track maintenance and monitoring systems.

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JT Networks has years of trackside experience and has been involved with – and had exposure to – all aspects of the track monitoring function. Processes like embankment regrades, thrust boring and directional drilling all now involve some aspect of track monitoring, both prior to, during, and after the main elements of the work have been completed. Track twist Measured at three-metre intervals, this relates to the distance between the twin axles/bogey centres of the trains and is the difference in measurement from consecutive cant readings. Dynamic twist Trains will naturally cause the track to dip as they use them. This dipping is

known as voiding and, where excessive or severe, void meters are placed every three metres to detect the amount of dipping in the track. This measurement is then combined with the measured track twist, providing the dynamic twist for that area.

Business profile

Track surveying JT Networks focuses on the quality of its products, their ease of use and their competitive pricing. The company endeavours to design innovative yet simple designs that outperform their competitors and save the user time and money. Two types of track monitoring are used: 1. manual, using a cant/cross level gauge and dumpy level for vertical levels. Commonly known as a Cant Stick, cant/ cross level gauge’s purpose is to pick up any existing track cant and twists. The gauge has two feet with one wider than the other. The wider foot is placed on the high rail and the slimmer foot, which is adjustable for measuring the

track gauge, on the other. With a small spirit level to the left of the handle and an adjustment knob to the right, its millimetre scale shows the track cant in a range of –30mm to +200mm. The track gauge is shown in a range from 1,415mm to 1,475mm. 2. remote (off track), using an EDM and track targets. Carried out off track using an EDM measuring reflective targets, the targets range from 22mm to 30mm in size, which are attached to the rail at three-metre intervals and around 40mm below the crown of the rail. The targets are angled, facing a set point/station in the cess (the lower area of a track that provides drainage). For remote monitoring, the track

surveying consists of five components, which can be fitted to wet and oxidised steel using a strong approved adhesive: • wedge • base plate • flag • plug • hood. Tel: 01934 807 062 Email: Visit

October 2015 Page 117

Business profile

Focusing on railway resilience Planning for the inevitable changes that will come with climate change is essential for the railway. The Met Office explains how its expertise can help, and the work that’s underway


he potential effects of climate change on the GB rail industry are significant to the future resilience of the transport system. The Met Office has been working closely with the industry for a number of years to consider the impacts of climate change and what can be done to mitigate them. In 2010 the it began working with the RSSB and Network Rail on research entitled Adapting to Extreme Climate Change, which has led to a role in the subsequent ‘Tomorrow’s Railway and Climate Change Adaptation’ consortium project. Led by Arup, the consortium’s other partners include Beckford Consulting, the British Geological Survey, CIRIA, JBA Consulting, the Met Office, the Transport Research Laboratory, the University of Birmingham and University College London. This RSSB-funded research project is sponsored by the Technical Strategy Leadership Group. The RSSB’s head of delivery, Jane Dobson, explained that collaboration was key to ensuring the project’s effectiveness. ‘It’s vital that the GB rail industry works together to take a long-term view of the projected changes to our present climate and come up with practical measures to make sure we’re as prepared as we can possibly be.’ The impact of a changing climate The Met Office’s weather and climate expertise was vital to Phase 1 of the Tomorrow’s Railway and Climate Change Adaptation project, which looked into reporting on how the UK’s climate could change in the future; how weather already affects the railway; how weather impacts on the railway are currently managed; and what the railway is already doing – and needs to do – in order to respond to projected climate change. The research concluded that, although a range of weather management processes are in place across the railway, projected

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changes to the UK’s climate – such as temperature increases, rising sea levels and potential increases in flooding – could affect the resilience of the whole railway system, including track, structures, earthworks and rolling stock. Impacts could include track buckling, issues with scour and landslips, as well as possible adverse health and safety impacts on railway workers and passengers. The outputs from this research, which included more than 120 recommendations, were published earlier this year in a report now available on SPARK, the knowledge sharing portal for rail professionals and experts. An international outlook Phase 1 has captured key information about the GB railway. Phase 2 of the project is currently underway and is investigating the GB railway system’s requirements for operational approaches in making cost-effective weather resilience and climate change adaptation decisions. In this phase, the Met Office has led a

study examining how other countries are already managing weather conditions that could potentially be expected to occur in the UK in the future. Met Office scientists used climate information derived from a collection of global climate models – including its own – to determine how the projected UK climate compares to that of other countries around the world for the present day. This climate-focused information has then been combined with an assessment of the similarity of other countries’ railway systems to the GB railway. This allows the researchers to explore known weather management and climate change adaptation measures currently in use in those countries and more widely across the globe. Dr Erika Palin, who has led a team of scientists delivering the Met Office’s contribution to the Phase 1 and Phase 2 work, explains. ‘This collaborative work, combining Met Office expertise in climate science with our partners’ expertise in engineering and transport, has identified a

Business profile

resilience and climate change adaptation groups.’

number of countries with key similarities to GB, in both climatic and railway system terms. ‘This information, coupled with the compendium of weather resilience and climate change adaptation measures collated from this project and previous research, could highlight opportunities for GB’s railway professionals to collaborate with overseas colleagues on research into these topics, with mutual benefits. It also supports our railway’s involvement in European and international weather

A collaborative approach As work on the Tomorrow’s Railway and Climate Change Adaptation project continues, it is clear that collaboration between a wide range of organisations can have far-reaching benefits for the railway industry as a whole. The full findings of Phase 2 of the project are due to be published in 2016 and will focus on the actions that the rail industry needs to take to respond and adapt to the changing climate, and what approaches, tools and frameworks are needed to support it. The Met Office’s involvement in this project is enabling its weather and climate expertise to be used for the benefit of the rail industry, helping to support decision making for future resilience. The resilience of the UK’s rail network over the coming decades will undoubtedly depend on a range of considerations. Measures should include taking climate change into account when designing and

siting new assets, and reviewing existing standards and specifications to ensure their continued robustness. Undertaking effective and timely maintenance across the railway system will continue to be operationally critical, and weather response plans will need to take into account the interdependencies between different parts of the railway system. ‘Adapting to the potential impacts of our changing climate is critical for the resilience of the UK infrastructure, and our weather and climate science can play a leading role in supporting industry in understanding the challenges ahead”, said Dr Palin. ‘Our collaborative work with RSSB and the railway industry is a prime example of how our expertise can support transport practitioners today and for the future.’ Michael Woods, head of operations and management research at RSSB, will be speaking about the recommendations and findings of the Tomorrow’s Railway and Climate Change Adaptation project at the UK Rail Network Resilience 2015 Conference on the 12th November. Twitter: @MetOfficeB2B Linkedin: Visit

For demanding applications • Prevents loosening caused by vibration and dynamic load • Locking function is not affected by lubrication • No special tools required • Reusable The cam angle ‘α’ is larger than the thread pitch ‘ß’, making the pair of washers expand more than the corresponding pitch of the thread.

Nord-Lock Ltd. • Tel +44 (0) 1264 355557 • Fax +44 (0) 1264 369555 •

October 2015 Page 119

Business profile

Better, working together When looking for a service provider, those recruiting want peace of mind that the company they choose can work effectively with others. Morrison Rail Services has gained accreditation that proves it can


orrison Rail Services has achieved BS11000 accreditation, the British Standard for collaborative working. The company’s success followed a detailed accreditation process, during which the team was assessed for its management systems and activities that have supported the business’s collaborative approach. The first relationship developed within the process has been with Imtech, which complements Morrison Rail Services’ usual scope of work, incorporating mechanical and electrical internal works on stations and depots. Based on an eight-stage approach, BS11000 is designed to allow organisations – regardless of size and sector – to improve efficiency and partnership working, particularly those within or managing a supply chain.

Developing successful relationships Ian Scrowston, general manager of Morrison Rail Services, said: ‘BS11000 accreditation provides the strategic framework for developing successful relationships with partners. This enhances our offering within the marketplace and demonstrates to our clients and suppliers that we want to work with people, rather than taking a traditional adversarial approach in our contractual relationships. ‘The benefits of collaborative working are widely acknowledged and across Morrison Utility Services there are examples of client relationships that are now evolving towards a collaborative, ‘one team’ approach. ‘Within the rail industry, organisations such as Network Rail are actively encouraging their major contractors to adopt collaborative working approaches. Achieving BS11000 standard underlines the Rail Services team’s commitment to forging successful collaborative relationships with clients and suppliers.’ Independent assessment The benefits of implementing BS11000 are wide ranging and often specific to each organisation’s business objectives. Assessments are independently carried out by the BSI and the value of certification is proof to stakeholders that collaborative working best-practice is

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being followed. Morrison Rail services is looking to develop further such relationships as part of its planned growth within the rail industry. Tel: 01302 898300 Email: Visit

Standing out from the crowd VolkerRail is one of the UK’s leading multi-disciplinary railway infrastructure providers. We have over 70 years project experience in both the heavy and light rail sectors. We are proud of our heritage, our record of dependable delivery and our relentless focus on safety. Our approach is firmly founded on working in harmony and in partnership with our clients. We aim to stand out from the crowd in everything we do whilst ensuring we exceed our clients aspirations and vision.

In addition to the delivery of major projects, we are sector specialists in the following disciplines: • • • • • •

Electrification HV power distribution Signalling Plant and welding Track construction, renewals and maintenance Metro and light rail projects

VolkerRail Ltd Carolina Court Lakeside Doncaster DN4 5RA

t +44 (0) 1302 791 100 f +44 (0) 1302 791 101 e

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One-stop shop Following ABB’s acquisition of Thomas & Betts, it now has the largest selection of low voltage protection, control and measurement products on the market


BB is a transport technology supplier with a comprehensive range of solutions for rolling stock and infrastructure. The company helps to keep the world moving with a sustainable approach that enables customers to use energy effectively, creating a low carbon transportation industry that operates with maximum efficiency and reliability. ABB understands the importance and implications of running imperative railway networks. The company’s low voltage product range provides solutions that protect infrastructure installations – whether designed to manage, control or to communicate a function or process. The company’s focus is on improving businesses’ performance by providing practical, reliable electrical products and services that connect and protect for life and solve everyday problems. Its portfolio of products include cable ties; wiring duct and terminals; flexible and rigid conduit and fittings; connectivity and grounding; lighting (normal and emergency),

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explosion protection components and systems; and cable accessories and apparatus. ABB’s extensive engineering, supply chain management and technical sales support teams are committed to understanding everything that impacts a company’s ability to accomplish its business objectives, which it achieves by reducing the total cost of ownership. Suitable for all Whether for a designer, installer, operator, maintainer or owner of an office building, off-shore platform, hospital, high speed train, power generating plant, machine equipment or a manufacturing facility, ABB’s engineered products provide superior performance, sustainability, and value throughout the project life cycle. All of ABB’s brands are built upon four product and service solution platforms which address critical electrical and lighting needs, covering the protection of data, energy, processes, assets and personal safety. Beyond high-performance application characteristics, products, information and services facilitate and

speed up critical assembly, installation or maintenance processes. Integration to ABB The acquisition of Thomas & Betts in 2012 has advanced ABB’s strategy of expanding its low voltage products division into new geographical locations, sectors and products. The combination of Thomas & Betts’ electrical components, including Adaptaflex flexible conduit systems and PMA cable protection systems, now gives ABB’s low voltage protection, control and measurement products a wider portfolio of components than any other single manufacturer in the world. New from Adaptaflex Meeting the demand for interoperability and compliance with stringent UK and European fire safety requirements in the

Business profile

drivers’ cabin respectively, on operation category 3 and 4 trains. Operation category 3 are trains that are frequently used in tunnels, with long running timed to an ultimate place of safety, and operation category 4 relates to trains that are frequently used in tunnels, with no side evacuation possible.

rail infrastructure market, ABB is proud to announce its latest Adaptaflex SPLEF conduit systems. The SPL-EF system meets the EN45545-2 standard achieving the highest HL3 fire performance rating for both interior and exterior locations. The system provides higher levels of performance in flexibility, impact and abrasion resistance, combined with enhanced chemical resistances, especially to oils and greases. It also has a much higher and lower temperature rating (-40°C to +105°C) than any other metallic conduit systems on the market with a EN45545-2 HL3 rating. The latest from PMA PMA has launched a variety of cable protection solutions for fire barriers, which have been rigorously tested over the last two years. Fire barriers play an important role in fire safety for passenger vehicles in the event of an emergency; preventing fires from spreading, keeping gases contained and providing safe, secure areas for passengers until they’re evacuated. Without careful design, planning and testing, positions where cables are fed through a fire barrier could represent potential weak spots in the

barrier where fire, heat or gases could break through. New European fire safety standards Section three of the new European rail fire safety standard, EN45545, is dedicated to fire resistance requirements for fire barriers. Ten different fire barrier installation situations are described according to fire origin and neighbouring area to be protected. Enclosures such as electrical cabinets and luggage compartments are all considered as potential fire sources and therefore must be suitably prepared and protected. E, I and W requirements are specified for each installation situation with reference to the train operation and design categories as defined in the guidelines, EN45545-1: • E (integrity) with ratings Exx (xx in minutes) • I (thermal insulation) • W (radiation). The highest requirement quoted by EN45545-3 is for an E30 (30 minutes) rating for a barrier between luggage compartments and the passenger zone/

PMA has worked on different solutions of fire barriers for passenger vehicles: Solution one PMA System allows a cable protection system to be terminated at a fire barrier where the cables may continue through the fire barrier alone or the cable protection system may continue on the other side of the fire barrier. Solution two PMA-Roxtec system for installations. This fire barrier solution has been developed in cooperation with the Swedish company Roxtec, where cables are to be fed through a fire barrier within a cable protection system. Roxtec is a manufacturer of modular wall sealing systems that can be installed into various frames. Each rubber sealing element is built up from removable rings in an onion-like construction. Depending upon the size of the cable or conduit to be passed through, rings can be removed for the perfect fit. Visit October 2015 Page 123

Business profile

Engineering the future This year London Underground and Transport for London are celebrating the roles of women in the industry as they mark 100 Years of Women in Transport. TfL’s Andrea Smith answers questions about opportunities for women in engineering today


ndrea Smith is a senior project manager at London Underground (LU) and is responsible for all of the deep tube track renewals across London’s underground rail infrastructure. She oversees all six of the deep tube tunnels – Jubilee, Northern, Piccadilly, Central, Bakerloo and Victoria. Can you tell me a bit about your job; what is a typical day’s work? I manage the deep tube track renewals, replacing track within the deep tube tunnels across London. I have a team of around 60 people throughout the day, but then we have around 700 out on the network every night. I occasionally go out on nights, it’s interesting and it’s good to see the work going on and make sure everything is running smoothly. Can you talk me through your career? I joined LU in 1992 as a quality assurance manager and have worked my way up over the years, both within LU and for contractors working on the Underground. I’ve wanted to become an engineer since I was in school, where I enjoyed chemical engineering, technical drawing and related subjects. From the age of 14 I knew it was the career for me. Did you learn about engineering at school? My careers teacher was also my engineering teacher, so he was always very keen to support me in any way that he could. I was the only girl in the class in the chemical engineering, carpentry, technical drawing, and sciences courses that were a requirement of my engineering degree. However, this situation is changing and there has been a noticeable increase in female engineers since then. I was lucky enough to get onto a women-only scholarship with the Engineering Industry Training Board (EITB). It took on 15 women engineers to do the electrical electronic engineering course. Why would you recommend a career in engineering? It’s a great challenge. It can be difficult Page 124 October 2015

to win peoples’ respect as a woman in a male-dominated environment, but the rewards are worth it. It helps to be a strong character; to be able to get your point across and to get people to listen to you. You need to work hard and it’s a challenging environment but you get a lot out of it. What do you like most about the work you’re doing? No day is the same, and there is the opportunity to improve things all the time and to come up with ideas on how to do things differently. Could more be done to promote engineering as a credible career choice for women? There needs to be more promotion in schools from an early age. I think a lot of the promotion that currently takes place happens when most students have already chosen their subjects – when it’s too late. More needs to be done to promote engineering at schools before students start choosing their subjects.

I also think there could be more specialist schools that take positive action to promote a career in engineering. There is a marked improvement in growth of women in engineering but it needs to be better than it is. We need to get more women on board. The STEM skills shortage issue is widely reported – do you feel its impact in your industry? In general, yes. In the past I don’t feel apprenticeships and training were promoted as much as they could have been. If you’re not going to invest in the engineers of tomorrow then you’re going to have a shortfall. In the last few years, apprenticeships have been back on track –they’re a great foundation. I think apprenticeships are very important and it’s crucial that companies invest in them. Describe your job in three words: Interesting, challenging and varied. Andrea Smith is a senior project manager at London Underground

Business profile

Got it covered Impreglon UK’s coatings offer protection against graffiti and can be applied to a number of different surfaces, making the removal of paint and dirt on treated areas quick and easy


mpreglon UK is a specialist coating applicator based in Tamworth. Part of Aalbert Industries, an international engineering group, the company has been supplying industrial coating solutions in the UK for nearly 30 years. Accredited to ISO 9001:2008 and ISO 14001:2004, Impreglon UK’s coating range includes Teflon®, Xylan® and Greblon®, PTFE, PFA, FEP, ETFE, ECTFE (Halar®), Polyurethane and ceramic spray (chrome oxide and alumina oxide). Metal sprays are also available, with zinc, aluminium [TSA], stainless steel, nickel alloy and tungsten carbide all on offer. Experienced in coating industrial equipment for a number of industries, from food and transportation through to medical and aerospace, Impreglon UK has worked with a leading chemist on the latest generation nano particle antigraffiti coating. Back to former glory The removal of graffiti from railway rolling stock and infrastructure costs the industry around £40 million a year, and that doesn’t include the lost revenue and inconvenience when equipment has to be taken out of service. So, being

able to offer an on-site applied antigraffiti coating is of huge benefit to those affected, such as Toc’s, trackside equipment suppliers and owners, building

and bridge maintenance companies. Applied on-site, the transparent coating bonds to a wide variety of substrates: vinyl, galvanized steel, tin plating, aluminium, stainless steel, brickwork, ducting and more. Normally applied at a nominal thickness of between five and ten microns, the coating is flexible and UV stable, so doesn’t yellow with age. Graffiti removal Cleaning graffiti off a treated surface is incredibly easy; thick layers of paint can be peeled off or taken off with masking tape, whereas for thinner layers a waterbased detergent is all that is needed. A further benefit of the coating is that the coated surface is easier to clean, so removal of day-to-day dirt can potentially be carried out without the use of detergents. For a demonstration of this coating, contact Joe Cotter or Guy Williams at Impreglon UK. Tel: 01827 871400 Email: Visit October 2015 Page 125

Business profile

A home from home Bridge House in Dawlish is owned by Railway Convalescent Homes and has close links to the railways and their workers


‘The centre’s fouracre grounds recently won the Dawlish In Bloom competition in recognition of its flower displays, which are tended by qualified gardeners. Running through the gardens is a stream that can be followed to the sea front’

he house is very popular with railway workers, both working and retired who can all take advantage of breaks at concessionary rates. The centre is ideal for those making a return to health after illness or operation and those in need of recuperation including those who have undergone trauma, bereavement or loss.

One storm in 1974 washed away much of the down platform in the station and during the storms of winter 2013/14, when waves battered the UK coastline, the sea wall was washed away, leaving a section of the railway line suspended in mid-air. Repairing the damage took a team of 300 workers, at a cost of around £35 million.

Recent changes mean that it’s even easier to book a break at Bridge House for a convalescent stay, with no GP or health professional stamp required to make a reservation. The centre has a nurse adviser on duty 24/7, who will familiarise themselves fully with the needs of all guests from the information provided prior to arrival. The grounds and area The centre’s four-acre grounds recently won the Dawlish In Bloom competition in recognition of its flower displays, which are tended by qualified gardeners. Running through the gardens is a stream that can be followed to the sea front. Immediately to the south west of Dawlish is a headland, Lea Mount with Boat Cove at its foot. The furthest part of the beach is accessible by the seawall path. To the north east, via the beach or seawall the coast can be followed for around two Page 126 October 2015

kilometres to Langstone Rock with Dawlish Warren beyond. The railway Dawlish railway station is situated in the town centre next to the beach and has connections to locations across the UK. For Network Rail the railway line, which was opened after Brunel began designing the railway in 1830, is one of the most expensive to maintain due to the continual battle with sea erosion.

Always welcome Following refurbishment, Bridge House has equipped more rooms with walk-in showers to make access easier for those with special requirements. The centre can provide a small range of other equipment to make stays as comfortable as possible. Bridge House offers a free collection/drop off service to convalescent guests from the train/coach station, having recently purchased a new minibus and regularly runs day trips. Book early to avoid disappointment. The Centre is also taking bookings for Christmas, which includes a traditional Christmas lunch. For more information or booking enquiries contact Bridge House, which can also be found on Facebook. Tel: 01626 863303 Email: Visit:




We offer a full range of training services including initial and re-certification at our locations in the South and North of the country or we can arrange the training to take place at your offices to save time and cost. • SSOW Planner • Track induction • PTSAC • PTSDCCR • Lookout/Sitewarden(PeeWee/ Kango) • AOD Level crossing • AOD Points operator • AOD Hand signaller • IWA • Coss • PossessionSupport • Engineering Supervisor • Picop • Spicop • DC Level B Switching • DC Level B strapping • DC Level A • OHLE NP/AP • Track Hand back engineer • Hand Trolley controller • Smalltools • Manual handling • SSSTS • SMSTS

MEDICAL • Alcohol and drugs testing • Pre sponsorship Announced testing VALUE PREMIER• SERVICES, PREMIER • Railway Medicals


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TRAINING, MEDICAL & LABOUR Y Head TO office. THE UK House, 315 Collier Row Lane, Romford RM5 3ND SERVICES RAILWAY INDUSTRY OR T Regional Office: 3 Maple Court, Davenport Street, Macclesfield SK10 1JE C DU R... O Telephone: SINCE 01625 425161 2008 R E INT OFF NG NI AI R FT R D OF T OU FIEL % S A E 50 L E CC FIC MA OF


Business profile

Bella business! Schaltbau’s latest acquisition of an Italian electrical specialist has improved its offering to the rail industry and widened its range of railway control devices, as the company explains


chaltbau has been operating within the global rail industry for more than 80 years and focuses on connectors, contactors and the control of DC power. It has now significantly expanded its product base of driver desk components by purchasing a majority holding in SPII S.p.A., an Italian supplier of railway and automation components. SPII designs, manufactures and sells systems that include driver desks, control panels, as well as power disconnecting and earthing equipment. A long-time distributor and selling partner for Schaltbau group in Italy, at an international level SPII works with some of the world’s best-known traffic technology manufacturers. It also provides engineering and maintenance services for trains, as well as selling components used in logistics and material handling systems. The acquisition of SPII will add a number of major systems and components to Schaltbau’s existing Railway Control Devices product group. Among these is a driver’s desk display, available either with integrated buttons or touch screens for diagnostics, virtual instruments and main control functions. It is compatible with Windows, Linux and QNX operating systems. SPII has also developed integrated systems for the connection of different functions between the driver desk and the vehicle logic through a bus connection. This brings both ergonomic advantages for the driver and real integration between the electronic and electro-mechanical subsystems. For the manufacturer, less cabling is involved, resulting in a reduction in assembly time. UK marketing and manufacturing In the UK, the SPII range will be supported by Schaltbau’s UK subsidiary, Schaltbau Machine Electrics, located in a 2,000 sq. metre manufacturing plant in Cwmbran, south Wales. Other recent additions to Schaltbau’s

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Business profile

available for next-day dispatch. Schaltbau’s future plans include the repair and refurbishment, or replacement of, large voltage contactors, such as the GE contactor range.

already extensive catalogue (which are not due to the SPII acquisition) include master controllers, vacuum breakers, dead man’s foot rests, battery disconnect switches, traction contactors and toggle and micro switches. The Cwmbran facility is capable of producing standard components but also customer-specific products in high and low volumes. A wide range of DC contactors for a number of industries, including materials handling, marine and rail, form a significant part of Schaltbau’s output, plus a wide range of products for battery power management and battery charging. In addition, the company’s green snapaction switches are produced for the rail industry and its electrical harnesses are manufactured for a number of other industries. The company’s major customers in

the UK include LPA, DB Regio, TfL/ LUL, Wabtec Group, Voith, Rail Door Solutions, and Arriva, and it has close contact with OE train manufacturers, ROSCO’s, Toc’s and train depots. Focus on service…and R&D As well as Schaltbau’s manufacturing capability, a principal focus of its business is to support the repair and refurbishments programmes for the UK rail industry, meeting the unexpected product demands that happen from dayto-day. The company has planned repair and refurbishment programmes and has a full understanding of the timescale of a project, helping it to ensure that product availability is in line with calloff and repair schedules. In the event of an overnight product failure, stocks of the most commonly required items are

Schaltbau in summary With more than 40 years’ experience of manufacturing DC contactors in south Wales, the aim of Schaltbau’s technical sales team is focused on developing long-term relationships with customers. It does this to understand how electromechanical technical developments can translate into a competitive solution for new rail rolling stock and advanced operating systems. The growth of the company opened up new market and product opportunities, so much so that today Schaltbau is an original equipment (OE) supplier to many of the leading rail manufacturers and operating companies around the world – such as Bombardier, Alstom, Hitachi, Mitsubishi, Knorr Bremse, Siemens, the New York Transit Authority, SNCF and Eurostar. Not only is the company engaged in the OE supply of product, plus the supply of replacement items and spares, it is also heavily involved in the ongoing repair and refurbishment of trains and trams worldwide. Expertise in one area feeds development in another. Now, with the added range from SPII, Schaltbau is an even more widely integrated supplier for machine electrics to the rail industry – both in the UK and worldwide. Contact Schaltbau for more information on any aspect of the its range of products and services. Roger A Phillips, sales and marketing director. Tel: 07989 333738 Email Martyn Delahay, UK sales manager, rail Tel: 01633 645258 / 07917 867104 Email Visit October 2015 Page 129

Business profile

Releasing the brake on innovation For many companies, putting together credible bids for new projects while running a business can be incredibly challenging, which is where TBAT Innovation comes in


t is evident from coverage in Rail Professional that the UK continues to generate world-class rail and transport infrastructure innovation. The problem is that many great ideas remain on the drawing board for want of funding. In this article Matt Symonds of consultants TBAT Innovation suggests ways in which companies can improve their chances when bidding for finance. TBAT has helped one of its clients, TEDIPAY, secure funding and, nearly a year on, work is progressing well for the company. TEDIPAY is coordinating a digital technology project called Multipass that it hopes will revolutionise the way passenger travel ticketing and spend is managed. An 18 month collaborative project, it was awarded more than £1 million from the government’s Innovate UK ‘Enabling the Digital Railway’ programme to create a passenger smart card that’s easy to use and capable of triggering multimodal payments.

of quality, well-constructed and validated applications for those funds. Just a few minutes of online research into the big lenders and grant awarding bodies will show that most are interested in market changers and scalable disruptive technologies. That’s not to say that research is insignificant; it might be that the realisable value comes from a collaborative approach with another company, such as the appointment of a strong management board or a change of direction that needs further investigation.

Mind the gap TBAT believes that if Britain is to use innovation to continue its economic growth, the company needs to give confidence to companies like TEDIPAY that have the market insight and determination to bring new products to market. The gap between fundamental research and commercialisation will not be bridged by traditional business lenders; it’s too early for them to see a return on investment. Instead, TBAT invariably turns to public sector sources that have a remit to bring projects to the point at which they are eligible for follow-on funding, or attractive to investors and high street lenders.

Where do companies go for funds? Once you have established the need for funding, it is important to get the right package of finance in place to meet those needs. The main grant funding body in the UK is Innovate UK. Innovate UK is, in effect, an arm of government that releases numerous grant funding schemes throughout the year. The main funding stream for innovative small and medium enterprises employing 1-249 people is the Smart scheme. Innovate UK also releases targeted calls throughout the year with the aim of increasing the UK’s R&D ability, skills and competitiveness in selected industries. The rail and engineering industries are currently supported to do this through these schemes. Funding is available to the whole range of companies, from start-ups through to large multinational companies, and the majority of the funding is for R&D, covering project costs that include labour, overheads, materials and subcontractor costs. Other, typically locally administered, grant funds can support capital investment as well as R&D costs.

No funding shortage Contrary to popular opinion, there is no shortage of funding but a shortage

The right fund at the right time It can be a time-consuming and often confusing process to identify and

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then apply for funds, which is why so many innovators turn to consultants for guidance. Grant funding is about applying to the right fund at the right time, which means many of these funding opportunities could be missed. When they are seen, TBAT Innovation estimates that most companies will be too busy running the business to give the funding application the attention it deserves. TBAT receives daily updates on the latest round of funding from major public bodies and also any changes to legislation on the treatment of tax exemptions. A significant proportion of innovative rail infrastructure ideas come from SME’s but, left to cope on constrained budgets, these ideas would be far slower to develop and therefore later into the marketplace. They might never be completed. Read the small print Grant funding assessors are looking for two things when reading an application: the first is a high level of innovation

Business profile

(bringing something better, faster, smaller, cheaper to the market) and second is a high level of technical risk for the company. Without these two factors grant funding bodies will often reject the application. A grant funding application consists of a set of questions, supporting appendices, business/project plans and financial information. As the size of the grant fund increases the complexity of these sections also increases. TBAT advises any company applying for grant funding to read the guidance notes carefully as these give a good indication of what the assessors are looking for. Answer the questions concisely. TBAT recommends starting the application process at least four weeks prior to submission deadline to give enough time to gather all the required information and supporting documents. Ask a colleague who is not involved with the project to review the application and give honest, practical feedback. Full steam ahead HMRC figures show that only 28,500 SME’s have applied for R&D tax credits – about ten per cent of the more than £2 million VAT registered businesses. It is massively under accessed. TBAT consultants specialise in finding the innovation tucked away in companies and maximising their R&D tax claims. The same poor level of uptake on companies accessing grants is true. Although some funding calls may be oversubscribed, they’re also oversubscribed with low-

quality applications. Companies who have great ideas, with a well-written application have a better chance of securing funding. Some rail industry companies are excellent at applying for and securing considerable amounts of R&D grant funding and tax credits, while others have much to learn. Using an expert to assist in securing either grant or R&D funding greatly increases the chances of success. However, choose wisely. Look for honesty and transparency, making sure that it is the project that is needed that is being funded, not a project that the expert says will get funded. Be aware of experts who insist on being an integral part of the delivery after the grant is awarded; the successful company should use the support that they know and trust. Always consider a risk and reward fee structure, as it shows commitment and belief from both parties. Consider that the national success rate for securing R&D funding is between 15-18 per cent, TBAT has a success rate of more than 80 per cent. Typically, a consultant can help to scope out an appropriate project, write the grant funding application and its associated forms and then submit all documents to the awarding body for review. As this brief article has only touched on the vast subject of funding, TBAT Innovation has launched monthly Funding Clinics, which are open to anyone involved in rail industry-related innovation. The sessions are free and

impartial and allow either face-to-face or Skype-enabled discussion or advice. TBAT would like to meet with companies and hear more about their early ideas or ongoing innovation. To book a TBAT Funding Clinic, email Adele Bould on for dates and more information. Matt Symonds is Director at TBAT Innovation

Tel: 01332 819740 Email: Twitter: @TBATInnovation Visit

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Business profile

Fully-aligned supply chain Unipart Rail’s large network of suppliers offers a comprehensive service that supports train depot operations, whether in the UK or Australia


s a global supplier of products and services for the rail industry, Unipart Rail has expertise in providing comprehensive supply chain management services, engineering support and consultancy services. The company aims to improve the effectiveness of the complete supply chain using a wide range of more than 700 global suppliers through to specific points of delivery, exactly when required. One of Unipart Rail’s latest contracts was won in Australia and demonstrates how the company can provide worldwide support to train and tram depots. Veronique Lajoie, general manager at Yarra Trams in Melbourne, said: ‘One of the benefits of using Unipart is their experience in engaging with the teams involved and bringing them to change their culture step-by-step. ‘Their approach of building our internal capability by different levels of training among the teams will allow us to get ownership of the lean approach (the elimination of waste within a manufacturing system).’

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Effective operations By working closely with customers and suppliers, Unipart Rail organises and delivers a logistics solution that is designed to make its partners’ operations as effective as possible. This is achieved through high levels of material availability and a fully-aligned supply chain. Unipart Rail is a stockist and distributor of an extensive range of rail products – with more than 70,000 material stock heads – that are shipped to more than 100 delivery points in the UK all year round. Many products are available with next-day delivery to provide a fast resupply capability to handle unplanned maintenance issues. Stock can be supplied as total component packages, in kitting solutions and also as scheduling for complex material packages to achieve overhaul and maintenance milestones. By understanding the requirements of the depot’s activities, materials can be delivered at the right time, in the right place to ensure C4 and C6 exam work, for example, is completed to schedule.

For its customers, Unipart Rail provides cost-effective transaction processes that, as a single supplier, reduces inventory costs and stockholding. Aware that every client has its own individual requirements, the company ensures satisfaction through a holistic approach to the railway industry. By integrating the skills of its 800 employees with its tailored services, experience and desire to offer the best solution, Unipart Rail develops innovations that benefit not only the customer, but the industry as a whole. Industry accreditation This collaborative approach led to Unipart Rail being one of the first companies in the rail industry to gain certification to the BS11000 Standard for Collaborative Business Relationships. The Standard is being used to govern the relationships with First Group and Siemens, both of which have achieved BS 11000 certification, and has resulted in significant operational benefits. In addition to supply chain management and consultancy services,

Business profile

‘As an illustration of how Unipart Rail supports passenger vehicle operators in its depot facilities, the company has been awarded a major consultancy contract with Melbourne’s tram network in Australia, operated by Yarra Trams’ Unipart Rail offers a complete package of technical and engineering-based solutions to identify and resolve operational problems and concerns encountered by train operators worldwide. The full range of engineering services on offer include engineering product support; obsolescence management; quality and risk management; safety and incident management; and warranty and reliability management. They’re deployed via dedicated fleet engineers, who work closely with depot staff to identify issues and develop long term, cost-effective solutions. Putting lean techniques into practice As an illustration of how Unipart Rail supports passenger vehicle operators in its depot facilities, the company has been awarded a major consultancy contract with Melbourne’s tram network in Australia, operated by Yarra Trams. The operator has engaged a team of Unipart practitioners to work with Yarra Trams’ teams for the next 12 months to develop and implement new ways of working, drawing on their experience gained from similar projects in the UK and Australia, where Unipart Rail has been operating for more than seven years. The aim of the project is to support Yarra Trams’ operational teams to learn lean tools and embed these skills into their working practices. Doing so will ensure that the enhancements gained through the redeveloped facilities are fully realised to deliver the best possible tram maintenance facility. Yarra Trams is keen to adopt its own ‘lean way’, which will be achieved through a number of key initiatives, developing its own lean capability in the deployment of the principles, tools and techniques of the lean methodology. It will also help support the development of the other members of staff. The process of establishing this lean capability embeds the lean skills and approach into the organisation to ensure sustainable benefits in the long-term, which is central to the consultancy approach utilised by Unipart Rail. Tel: 01302 731400 Email: Visit October 2015 Page 133

Business profile

Taking out the EMC risk For rail projects, managing compatibility, assessing risk and improving safety is crucial. York EMC explains the role that consultants play


hy would a project need an EMC consultant? EMC (electromagnetic compatibility) is an important part of any rail project, be it recommissioning or refurbishing rolling stock, track and infrastructure renewals, electrification and stabling projects, or adding additional electronic items to existing systems. EMC management, from a risk-based viewpoint, is something that needs to be carried through all stages of a project; ideally from conception to completion. EMC is a specialist subject that not everyone is comfortable with – but this is not the case when an EMC consultant is used. York EMC Services gets involved in the EMC of many rail projects, from major electrification, through to technical documentation for apparatus and research and also into new and emerging technologies for use in rail, with a particularly high aptitude in EMC management and risk assessment. For fixed installations, the EMC directive requires that there is a responsible person carrying out the EMC. The directive states that the person responsible doesn’t have to be an EMC expert, but they do need to have access to EMC expertise, which is where York EMC Services comes in. Managing the EMC of a project The electromagnetic (EM) environment within the railway is very complex and is quite different from other EM environments that are encountered, such as in the built environment or energy industries. The main concern for EMC consultants is the EMC risk assessment. There are often a multitude of EMC documents that are required by rail projects; the driver behind all of them is the concept of closing hazards. The EMC activities of a project hang on the EMC strategy and risk assessment. Page 134 October 2015

The strategy outlines the way EMC will be dealt with throughout the life of the project and may be updated as it progresses. EMC control plans or management plans often stem from this document. Other documents such as design reviews, compliance matrices and procurement specifications, plus activities such as site surveys or additional labbased testing (depending on the size of the project), are generally decided by the risk assessment.

The role of the risk assessment The risk assessment takes place in an early stage of the project with one of the outputs being a hazard log or risk register. The risk registers produced by York EMC Services suggest mitigation actions to close out all of the hazards identified, or at least reduce to ALARP (as low as reasonably practicable). The difficulty with this is keeping the EMC process up-to-date throughout the life of the project as contractors and subcontractors change at the different stages. Ideally the risk register is up and running before designs are finalised, then subsequent activities reduce the hazards identified in the risk register to ALARP at the end of the project. During this process, hazards can be identified that require further action. An

example would be if a sufficient degree of parallelism or lack of separation is identified between traction current carrying cabling and signalling cabling. In this situation the concern is with both touch potential and the continued operation of apparatus on either end of the victim cabling. Induction from traction current and other HV feeder systems can be modelled and, if an issue is identified, it can then be designed out of most railway installations. This is often an important step in reducing the hazards in the risk register, and it is of obvious benefit to carry it out at a design stage before cabling is installed. Safety implications In addition to safety implications for rail operatives (for example induction causing excessive voltages on cables that are not expected to be electrified) induction into lineside structures accessible to the public such as fences can also be a necessary subject of study. One interesting point of example is that armoured fibre optic cable is still able to have current induced onto the armouring if installed incorrectly. When carrying out risk assessments, the EMC consultant groups the hazards into categories; one of these is safety, which is then subdivided into operative and public aspects. Hazards like failure of depot protection systems, signalling systems (including GSM-R), and failure of level crossing systems are examples of hazards in the safety category. There may also be a requirement or a request by the client for EMF (electromagnetic field) measurements and/or assessment for the effects of non-ionising radiation on rail staff. This is mainly for those who have reason to work in substations or other parts of the traction generating sector. Again, these hazards are captured in the risk register and appropriate mitigations suggested, which in the substation case, is often an EMF site survey to establish levels.

Business profile

future claims are made by neighbours or users regarding interference to radio communications services or other equipment. It may therefore be recommended that pre-construction (or pre-energisation) site surveys are carried out at a number of locations around the project.

In terms of compatibility of the railway with itself, it is vital that the signalling systems are not interfered with by either external effects or by the railway itself. In order to ensure that this is unlikely, the risk assessment will highlight any situation that may result in a malfunction of equipment or apparatus. This will then be closed out by subsequent activities, for example procurement reviews or compliance matrices; by signalling compatibility studies; or testing, if required. The role of on-site EMC measurements On-site testing is important from the point of view of closing risks. On-site testing is only recommended when a risk will be appreciably reduced using the results or if it is felt that it will be beneficial to the project. There may be a requirement for electromagnetic emissions to be measured, both prior to works being started and upon completion of works, to check the ambient EM environment.

Finalising the project and meeting the requirements of the EMC directive A final hazard analysis is normally carried out to provide an end-of-project risk register, in which all hazards will have either been closed or set to ALARP. Throughout this EMC process it is not unusual for contractors to change or for EMC to be sidelined. York EMC Services has a proven track record in helping contractors with EMC issues that have been left to a stage where they are now high on the project agenda. To address this, the company has developed a set of documents in addition to what is normally requested in order to help contractors in this position. The company has had a high degree of success implementing them. The EMC documentation is presented by the responsible person at the end of a large infrastructure or other fixed installation project. It will demonstrate, through reference to the EMC activities, that the essential requirements of the EMC directive, along with additional requirements that might stem from Network Rail, London underground, Crossrail or any other organisation, have been met. Examples of reasons for performing measurements prior to any works include: • benchmarking the existing emissions so that a comparison may be made with the new installation(s) • identifying any particular EM threats at the location for inclusion in the hazard analysis and the design review • gathering evidence in the case where

For more information, advice and/or assistance, contact Dr Rob Armstrong, consultancy manager at York EMC Services. Tel: 01904 324440 E-mail: Visit

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Business profile

‘The gateway to the world’ Intermodal Europe, the event dedicated exclusively to the container, transport and logistics industry, will be celebrating its 40th Anniversary this November in Hamburg


nown as Germany’s ‘gateway to the world’ the country’s second-largest city and biggest port is an ideal setting for Intermodal Europe’s 40th anniversary and is synonymous with this industry and a global maritime hub. ‘Hamburg is the European gateway for foreign trade and the maritime industry is one of this city’s key economic factors,’ explained Sophie Ahmed, Intermodal event director. ‘We hope that by bringing the event to Germany it will provide a platform to support and promote businesses both locally and globally.’ Visitors to Intermodal Europe can expect a diverse range of exhibitors showcasing innovative products and services in the halls of Hamburg Messe, alongside engaging forums and conference sessions to demonstrate the best of the intermodal sector. The free-to-attend educational programme will feature the ‘Hamburg Intermodal Summit’ – a forum dedicated to generating Hamburg-focused awareness and discussion. These will include

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sessions on ‘The role of the terminal in the intermodal supply chain’ and ‘How to get more efficient intermodal hinterland transport’. NEW for 2015 Intermodal Europe will incorporate ‘RORO’ (the event for roll-on/roll-off professionals), creating an enhanced exhibition experience. Developed in response to industry feedback, the new show format will not only benefit from more content and speakers, it also opens the door to a broader spectrum of exhibitors, providing further business opportunities for attendees. The second day of the show will feature a dedicated all-day conference programme, with sessions including RORO Technology Forum, Outlook for RORO Market and Shippers/Car Carriers Panel. Representatives from the Port of Tallinn, Associated British Ports, Cuxport, Rhenus Holdings, Port of Lübeck and Port of Hamburg will all be taking part in the RORO Port Forum, discussing the challenges faced by the RORO market globally.

‘The free conference sessions are valuable opportunities for delegates to not only learn about developments in the industry, but also to voice concerns about current issues and get some answers,’ added Ahmed. Reconnecting with customers With more than 120 exhibitors expected at Intermodal Europe 2015, Ahmed explained why the event is such an important industry meeting point. ‘Intermodal Europe is chosen by many companies as a platform to launch new products to the industry as well as to reconnect with customers, prospects and industry peers, all under one roof’. Supported and endorsed by the Port of Hamburg, Intermodal Europe 2015 will be the most important event for professionals associated with the container and intermodal industry. ‘We’re very pleased that Hamburg is this year’s venue for Intermodal Europe,’ said Axel Mattern, CEO of Port of Hamburg Marketing. ‘Hamburg’s port is an attractive hub for customers worldwide, scoring decisively with high performance hinterland connections throughout the whole of Europe by rail, inland waterway vessels and trucks. ‘This is also evident in the favorable development of the seaport hinterland traffic during the first six months of the year. A total of 2.9 million TEU (twentyfoot equivalent unit) were transported, representing an increase of 2.3 per cent.’ More information about the event can be found at the Intermodal Europe website. Visit Twitter:

Business profile

Fast debate Plans for high speed rail to serve Scotland are well underway following Greengauge 21’s conference, bringing with it the promise of more inclusive economic growth and faster journeys


he debate at Greengauge 21’s conference in Glasgow last month came at a pivotal moment. Successive governments have talked in terms of a British high speed rail network, but as yet plans are only developed in the southern half of Britain. Keith Brown, Scottish government minister for infrastructure, opened the conference by restating the critical role of high speed rail in spreading inclusive economic growth as part of an overall transport strategy. Cross border high speed rail could bring Scotland a £25 billion boost. As the second largest economy in the UK after London, Brown saw the north of England not as competition for Scotland but as an ally in delivering more balanced growth across the UK. He welcomed leaders from the north of England working with the UK government on its Northern Powerhouse proposals. Setting out the next steps By around February 2016, Brown expects to be in a position with Patrick McLoughlin to share further studies on cross-border options being led by Sir David Higgins and HS2 Ltd – and importantly to set out the next steps. Founder of Greengauge 21, Jim Steer, said a national high speed rail network simply must include Scotland and called the commitment to publishing potential routes for taking HS2 north of the Border a big step forward. Cross-border links bring the greatest environmental benefit through the scope for major modal shift from air to rail – an often overlooked reason why high speed rail is the right way forward. Steer said the corridor through Carlisle, which lies to the east of Edinburgh, could achieve a balanced benefit for both Glasgow and Edinburgh and the critical sub-three-hour journey time to London. Steer highlighted three issues. The northern end of the West Coast Main Line has just as much of a capacity problem as it does at the southern end; existing appraisal assumptions prevent a proper value being put on the extra capacity required; and the three-hour journey time target can be achieved

without a whole-length new route. As a first stage, the aim should be to get as close as possible to a three-hour journey time for Edinburgh and Glasgow as soon as HS2 to Birmingham opens in 2026. The notion of splitting high speed trains at Carstairs would add ten minutes and should be abandoned. The Borders Issues to be overcome were illustrated by Audrey Laidlaw, Network Rail’s lead strategic planner in Scotland. These included long sections of two-track railway through the Borders that have a

conflicting mix of slow freight trains and fast inter-city trains, and also pressures on station capacity through demand growth for commuter services into Edinburgh and Glasgow. This was also the case for long-distance services where Virgin rail director, Graham Leech, said that actual demand was massively outstripping conventional demand forecasts. Sir Richard Leese, chair of Transport for the North and leader of Manchester City Council, and Andrew Burns, leader of Edinburgh City council, spoke about the massive boost to the economy and quality of life that high speed rail will bring. In both Scotland and the north of England, faster east-west links as well as north-south links to London are needed. This will support business-to-business links within and between the north and Scotland and also a growth in tourism. It will also widen and strengthen labour markets. Leese revealed that Transport for the North is seeking significant development funding from the UK government in support of a £15 billion-£25 billion investment programme to 2030. Closing the conference, the chair, Professor Iain Docherty, said the economic landscape in the north as well as Scotland is very positive. He added that the challenges to be overcome are well understood, and the well-reasoned advocacy for high speed rail must continue. For more information, contact Deb Carson Email: Visit

October 2015 Page 137

Business profile

Bringing its A game to A+A Centurion Safety Products will be unveiling two new products at this year’s A+A trade fair. The company outlines its history and where it wants to be in the market


ritish PPE (personal protective equipment) manufacturer Centurion Safety Products has been producing PPE for 136 years. In that time it has developed a reputation for designing and producing the highest quality safety helmets, as well as a range of face, hearing and respiratory protection. The big reveal The company will be returning to this year’s A+A, the safety, security and health trade fair in Düsseldorf (October 27th30th), as ambitious as ever. Launching two of its latest products at A+A, Centurion is keeping the new releases under wraps but will be unveiling them at the show. Centurion’s flagship Concept safety helmet has been well received since it was released due to it being strong and reliable but also lightweight, ventilated, comfortable and very strong. Compatible with a broad range of accessories, the Concept helmet can be adapted to meet safety requirements for most industries and working conditions: from PPE for rail workers to products for the construction industry. Extending its reach In recent years, Centurion has extended its reach further into the Middle East and the USA in its quest to become a truly global safety manufacturer that

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looks after the safety of millions of workers around the world. The company’s ambition is to provide industries around the world with peace of mind over the safety of their workforce, at the right price and delivered on time. A prominent British distributor of PPE and site supplies has said that Centurion Safety Products has a ‘real focus on supporting their distributor base, while at the same time keeping the end users’ needs and requirements at the forefront of its service proposition and product development.’ Not resting on its laurels With more than 780 distributors worldwide and selling millions of Centurion products across more than 60 countries, the company could be forgiven for resting on its laurels, but it hasn’t. Instead, it has analysed the market for new products to design, develop and produce. At the Safety and Health Expo 2015 in London in June, Centurion took the opportunity to connect with the industry at large. The resulting conversations with

the largest gathering of distributors and end users in Europe revealed positive feedback for Centurion’s forthcoming product releases, giving the company direction and belief. The name of one of those products has now been released and offers a fascinating glimpse into the possible thinking behind it. The ‘Nexus’ hints at a central or focal point for other connections. Is the Nexus a core for other products to combine with perhaps? The intriguing name has led the PPE industry to speculate over what the Nexus product actually is right up until its launch. Fresh outlook With a new technical director at the helm, two exciting products about to break onto the market and a focus on achieving even greater heights, Centurion is expecting big things for 2016. Preparing to launch its new products at this year’s A+A, the British safety manufacturer believes that interest from the industry will strong. The company invites all to visit its stand, watch the video trailers on its Centurion TV, find out more about the as-yet-unknown Nexus product and get the low-down from the experts. Centurion is exhibiting at stand 6B26. Tel: 01842754266 Email: Visit

Business profile

Industrial-strength solutions Chicago Pneumatic provides tools engineered for demanding applications that are designed and constructed to meet the rugged demands of industry


ounded in 1889, Chicago Pneumatic’s strict testing, quality inspections and procedures are conducted throughout the design, production and assembly stages and are in place to guarantee long-life performance in all of its tools. The design stage Collaborating with the marketing team to define targets that meet the needs of the end user, the company’s design team then defines a product concept associated with internal component details using CAD and simulation. The design team then validates the concept using prototypes. This process is repeated until a consensus can be reached regarding the requirements and results. Building prototypes Chicago Pneumatic has several varieties of prototypes: some are representative of only the external appearance and are made with 3D printers, whereas others are representative of function and/ or durability, in this case the company purchases the critical parts from specialist suppliers or manufactures them in-house. Prototype assembly is completed by its engineering division. Testing of the tool Using testing facilities in of its three labs in China, France and Japan, every new tool is checked and validated by the company’s validation team. Depending on the complexity of the new design, the team can test the tool at each stage of development: prototype parts, offtool parts or initial samples. Chicago Pneumatic not only ensures compliance to regulatory, normative and safety standards, it also does so to its own internal standard, thus achieving the level of quality that the company and its customers demand. Chicago Pneumatic understands that customer satisfaction is key to its success. Indeed, quality is a priority as products are constantly optimised so that the customer is offered the most suitable

tool for the toughest of applications. All products are thoroughly tested in the CP Technocenter and have to pass EC Certification according to ISO standards. AF AQ 1SO 1 9001 and AFAQ ISO 140001 Chicago Pneumatic’s pride in its people and core values, such as its clear strategy of partnering with only authorised distributors, ensures that the end user only receives the latest, best-in-class tools backed up by technology training; air solution expertise; superior quality and ergonomics; and efficient customer support. This approach perhaps explains Chicago Pneumatic’s longevity. The

company introduced its first impact wrench to the market in 1939 and then went on to patent a ‘two-jaw clutch’ mechanism for impact wrenches, providing progressive ultimate torque and comfort and control on either soft or hard joints. The company’s impact wrench range is a good example of tools that have long been a tried-and-tested companion of rail engineers over the years, and is testimony to its values. The company’s patented ‘ergonomic handle design’ for its Industrial range now focuses on markets that include rail and rolling stock. Continued > October 2015 Page 139

Business profile

The new range The Industrial range includes heavy duty impact wrenches, grinders, drills, hammers, percussive tools, as well as accessories ideally suited for metal transformation, heavy machinery and equipment maintenance within the rail industry. Impact wrenches, grinders and hose reels are all included in the new range and include the CP6748EX, CP’s first ATEX-certified (94/9/EC and 99/92/ EC) and IP6-rated 1/2” impact wrench and the CP0611 D28 1” impact wrench that combine efficiency with ergonomics. The 7” and 9” CP3850 grinders offer increased productivity owing to their 2.8hp motors that allow for maximum material removal. The ergonomic design features of this range can increase Page 140 October 2015

productivity while providing a safer work environment. Chicago Pneumatic’s new hose reels are available in lengths from 10m (33ft) to 16m (52.5ft), and in sizes ¼”, 3/8” and ½” (BSP or NPT threads) to suit the majority of applications.

Hose reel The cost-effective hose reel features a new crimping system on the hose/tool connection to provide maximum quality and robustness, and is protected by a shield, which avoids any undue stress on the crimping, thereby prolonging its life. The drum spring also offers superior durability, providing use for up to 25,000 cycles, while the reliable ratchet spring provides easy locking and retracting of the hose. The reel is ergonomic, providing optimal comfort for the user, and features a moveable retaining ball, which allows easy adjustment of the hose to the desired length. It is mounted on a swivel plate bracket, giving 180˚ movement for easier hose handling, and a multidirectional swivel-inlet also provides an easy connection on the fixed pipe. The hose reel is fully repairable – contrary to the majority of the models on the market today – with spare parts kits available to ensure a longer service life, and the ratchet spring is easy to access from the outside for quick maintenance. The hose is available in premium polyurethane, which is lighter and more flexible than rubber, thereby providing a more reliable solution, whereas the reel is available in a range of materials, from composite to aluminium, to guarantee robustness. ‘At Chicago Pneumatic, user safety is paramount and our reels are ideal for keeping hoses organised and out of the way to prevent accidents in workshops and garages,’ said Yann Pasco, product marketing manager. ‘Users can also be assured of the high quality of our equipment, as we test all equipment to ensure maximum reliability and to meet safety standards.’ Chicago Pneumatic conducts proofpressure tests on every air-line part, including the crimping. Each reel is tested with the maximum pressure of 15 bar, twice the maximum pressure of 30 bar on one product in each batch, and four times the maximum pressure of 60 bar on random samples. Chicago Pneumatic offers a large range of tools that, along with its constant product development and ISO-certified quality testing, provides enhanced performance and durability. Its products are readily available from stock and supported with a competitive pricing strategy. Further information and the company’s full range of tools and accessories can be viewed on the company’s website Visit

Business profile

Safeguarding rail With a major incident this year, threats of terrorism against the rail industry need to be taken more seriously. In light of this, Transport Security Expo 2015 has a section dedicated to rail security for the first time


s terrorist organisations seek to increase the reach and impact of their activities across the world, so it seems logical for them to focus on railway networks and other means of public transport as potential targets. In August, a 25-year-old gunman threw the subject of terrorism on the railways into sharp international focus when he opened fire on passengers travelling on a highspeed Thalys train in Brussels. He injured one passenger before being wrestled to the ground by two US servicemen, after which he was then taken into custody in Arras. Thankfully, the gunman didn’t kill anyone, or cause any really serious injuries, but his one-man attack clearly demonstrated how the rail network can become vulnerable to terrorist threats. As a result, security professionals in the rail industry increasingly find that they need to up their game to stay ahead of those looking to publicise their cause via mass devastation and alarm.

Divergent threats NYA International, a specialist crisis prevention and response consultancy, has compiled a report into rail and road security, and the challenges faced from divergent threats. The railway presents many unique security challenges, such as high usage in dense cities, which make it a prime target for terrorism. In addition, there is the expansive network of rails and associated support structures widening the need for security and surveillance. In the UK alone there are 9,788 miles of rails, with many in remote locations, which could become potential targets for terrorism. Greater restrictions on public access and increasing screening protocols greatly improve security. Other measures, such as sniffer dogs, enhanced security patrols and increased CCTV, also help; yet these steps are still not managing to halt terrorism completely. According to the NYA International report, further plots to attack railways continue to be unveiled. Consequently, the rail and security

industries are working together as a partnership more than ever before. Andy Odell, policy and security liaison officer at ATOC/RDG, has charted the changes in security on the rail network in recent

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‘When you look at railway systems, particularly commuter services, the sheer number of people makes it a very different problem from, say, airports’ times, and is in no doubt that transport security is a top priority for police and security forces. ‘In terms of rail security, we’re working hand in hand with the British Transport Police, Department for Transport, security experts and the rail operators to support an updating of the National Rail Security Programme (NRSP). ‘This is an extremely comprehensive programme that clearly sets out security standards, how these should be upheld, and who are the security contacts responsible for ensuring the standards are correctly implemented. It covers how we maintain security standards across our trains, stations, freight and operator staff and rail infrastructure including buildings.’ It doesn’t stop there. According to Odell, greater emphasis on partnership working is also behind an increase in security camera provision: ‘In the last few years, we have been scaling up CCTV interconnectivity right across our rail network. There are currently around 35,000 CCTV cameras across the network, many of which are connected to a central hub that can easily be monitored by the police.’ Transport Security Expo Odell is part of the Advisory Board of Transport Security Expo, an annual exhibition supported by a programme of conferences, seminars and live debates, which takes place from 2nd-3rd December 2015 at London Olympia. Now in its 13th year, the exhibition has become the main global platform, bringing government, industry and academia together to counter the threat against transportation networks across the world. For the first time ever, Transport Security Expo has an entire section dedicated to rail security. It regularly attracts top-level security professionals from train operators, transport and logistics companies. Joining Odell on the advisory board for Transport Security Expo is former First Sea Lord and government minister responsible for security under Gordon Brown’s premiership, Admiral The Right Honourable Lord West of Spithead. Lord West is very keen to help raise awareness of Britain’s capability in the security Page 142 October 2015

field, which is why he is interested in promoting the show and its aims. According to Lord West, there is no doubt that terrorists like to focus their attacks on transport hubs and transport systems, which is why shows like Transport Security Expo are crucial to the entire public transport industry. Of rail network security issues specifically, he said: ‘When you look at railway systems, particularly commuter services, the sheer number of people makes it a very different problem from, say, airports. When six million people come into and out of London each day, that’s quite an issue. Similarly, with the Underground, after the 7/7 attack we looked at ways of making that more secure and a lot has been done, such as addressing the problem of communications underground, including the issue of too many people talking on the same frequencies. But it’s a fact that in an open society, it’s very difficult to ensure 100 per cent security over something like a rail network.’ Cyber security and rail As rail control systems rely more and more on digital technology, so the potential for security breaches and cyber-based attacks on signalling and rail management systems is also rising. If hackers gain access to information such as the locations of track defects, for example, this could lead to a variety of highly targeted threats. Among the exhibitors keen on building working relationships at the show is cyber security firm, Templar Executives. Its chief executive officer, Andy Fitzgerald, believes that rail and other public transport sector organisations need to come together to develop a much greater awareness of the cyber threats being faced. ‘We have already done some work in the maritime sector and we know there is a potential cyber security threat there. Looking at the whole transport sector, one of the critical issues is the ability

to keep operating after an attack. What about the systems that control traffic lights? A cyber attack of that nature could bring mayhem to a city like London. ‘To equip the whole transport industry with the necessary level of cyber resilience, it’s essential that the right education is in place from the top to the bottom of the organisation. At the most basic level, everyone needs to be aware of the potential risks, including exposure to social engineering.’ Security liaison officer Odell believes that Transport Security Expo is a fantastic platform for anyone involved in the arena of rail and transport security, not just in the cyber security field. ‘Many of the topics that will be raised are relevant to everyone involved in rail security. For example, understanding the main challenges, current best-practice approaches, and how to deploy these effectively in your own area. There are also a number of niche ‘theatre’ discussions, which focus on more specialist topics. ‘Ultimately, Transport Security Expo is a superb opportunity to network with like-minded individuals, share information, and gain an even greater understanding of rail network security and how best to handle it.’ Transport Security Expo runs from 2nd-3rd December 2015 at London Olympia. For more information, tickets and a list of exhibitors, visit

Business profile

All charged up Thanks to its universal adapter, the TBM USB Charger fits most electrical devices and is easy and inexpensive to fit, making it ideal for trains


assenger comfort specialist TBM Rail Group of Crewe has launched a new concept in device charging while travelling by train. Its TBM Charger is a 1.2 amp USB port connected to a standard 13 amp plug point that allows passengers to charge laptops, mobile phones, tablets, as well as music and gaming devices, without having to carry a bulky threepin plug. International visitors will also be able to use the USB port because it is standard in most countries around the world.

Wire-free upgrade TBM Rail Group works in partnership with market leaders to source and manufacture bespoke comfort-solutions for the global rail industry. The company has commissioned specialist electrical component manufacturers www.contactum. to create an easy-fit socket that can simply replace existing sockets without the need for additional wiring. ‘Commuting is actually an extension of the working day for many people. This is a simple idea that makes life easy for the travelling public. We launched the concept at Railtex and have received unprecedented interest,’ explained Neil Smith, sales director at TBM Rail Group. Features include: ultra slim backbox depth (25mm), making it ideal for refurbishment projects, and the unit holds the EN Test Certification, complies with BS1363, and is fully EMC Approved. Tel: 0844 8008577 Email: Visit October 2015 Page 143

Business profile

A secure future Latchways Constant Force™ Posts, WalkSafe™ and VersiRail™ fall protection systems have been specifically engineered to keep those using them as safe as they can be


hen a worker needs to climb up an eight-metre-high gantry in the dark and in driving sleet, in order to keep a network running, I want to make sure they have the very best fall protection on the market, which I know we provide,’ says Jonathan Seymour, UK head of sales for Latchways. This article examines the case behind Seymour’s claim. 40 years of innovation For more than 40 years, Latchways has been responsible for some of the most innovative solutions in fall protection, designed for use across rail construction, maintenance and operation. Extensive investment in research and development to engineer groundbreaking solutions is at the company’s heart and it has developed a reputation for providing fall protection solutions around the world. With specialist knowledge across a range of industries, all of Latchways’ safety systems are specifically designed to offer optimum fall protection combined with maximum ease of use, often in confined working areas. Within the rail industry, Latchways has a portfolio of customers that include Network Rail, Southern, Amey, Hitachi and Alstom. Trackside and depot safety to keep the network moving Latchways is steeped in the very specific needs of the rail industry, explains Sam Thomas, the Latchways employee who has been involved in a number of projects with the industry. ‘The first thing we need to understand is that maintenance for train operating companies is a vital part of keeping the whole of the UK’s rail network operational. ‘Trains need to come in, get the maintenance they require and then get back out on the tracks, to tight schedules. With the electrification programme in progress, engineers have to spend more time on carriage roofs looking after pantographs and other aspects of modernised rolling stock. The top of a train can be up to five metres high, which is easily high enough to cause fatal injury should someone trip while working. Page 144 October 2015

‘We always try to work with our customers to advise and provide the very best solutions to their particular needs; often that can require a bespoke approach as has happened recently with Hitachi. The company needed to safeguard up to six people working on the top of a train simultaneously at their depots. ‘The more people on a train, the more efficient turnarounds can be, so we provided a custom-made solution to keep the whole team safe and productive. All of our systems can be engineered to provide a bespoke solution tailored to give our customers the very best outcome in terms of safety and efficiency.’ Specialist protection for busy stations In addition to fall protection trackside and in depots, Latchways is responsible for fall protection at many of the country’s busiest railway stations, including Birmingham New Street, Reading and King’s Cross. ‘These are key railway stations which deal with tens of millions of passengers a year,’ said Thomas. ‘Regular maintenance of plant located on roofs is vital for its reliability, but the work can’t impact the public. Network Rail sets some of the highest safety standards across its infrastructure to

ensure that everyone is ‘home safe every day’. We have installed our Constant Force™ Posts, WalkSafe™ and VersiRail™ systems to make certain that all workers who are required to access the roof for station upgrades or routine maintenance are given the best protection available. ‘It’s a permanent system with three component parts: our guard rail, VersiRail™ has proved a success due to the combination of its design,

Business profile

Latest ManSafe® SRL continues Latchways’ tradition of innovation and safety

weight, ease of installation and quality of engineering, and we have installed our WalkSafe™ roof walkways, which provide a non-slip and level walkway that doesn’t damage the integrity of the roof or compromise its guarantee. Finally, we have our patented Constant Force™ Posts, which can be used with both fall arrest and fall restraint applications.’ Engineering excellence for demanding environments Throughout the rail industry, fall protection has to withstand extremes of temperature as well as often dangerous and dirty conditions, adds Seymour. ‘We invest heavily in research and development so that our systems are safe and as easy to use and maintain as possible. Working at height in the rail industry often means operating in a

confined space with hazardous elements around. We always factor that in when designing products that will offer the very best protection available.’ Strong engineering is behind the company’s success through the decades, with each solution manufactured and tested to far exceed legislative dictates. ‘The relevant standard for testing of horizontal anchor devices that enable people to work at height is EN 795,’ explains technical manager, Tim Bissett. ‘Essentially this is a minimum requirement to help ensure those workers go home safely every day. ‘This standard was revised three years ago to EN 795:2012, which set out testing requirements in much greater detail. The most important change was that all anchor points should now be tested for fall arrest capability – even if their

The latest innovation from Latchways is the next generation of its ManSafe® selfretracting line (SRL). Its 1.8 metre (Mini) version is significantly smaller and lighter than its predecessor and demonstrates Latchways’ strong engineering, superior materials and progressive design. The company’s pedigree stems from its formation in 1974, when it was the first company to successfully develop and market engineered cable-based fall arrest systems. Over the years Latchways has continuously researched new ways of improving worker safety at height, ensuring that its product range meets the evolving needs of the marketplace and the legislation governing it. Latchways’ technical manager, Tim Bissett, has been with the company for 22 years and gives his perspective on the philosophy and success of the company: ‘As manufacturers of fall protection systems, it’s our responsibility to ensure the safety of the end user. I believe that a huge part of this lies in ensuring all products in this sector (not just Latchways) are subject to the most rigorous and thorough testing. ‘For Latchways, EN 795:2012 is a key standard when it comes to fall protection. It’s our great hope that we will soon see increasing demand from specifiers and end users wanting horizontal anchor devices tested to EN 795:2012.’ In 1982, Latchways was granted a patent for a cable attachment device used in yachting. This was developed into the Latchways Transfastener®, which has subsequently become a central component in the majority of the company’s installed systems. The unique design of the Transfastener ensures worker safety in the event of a fall from height, while also allowing the worker to have hands-free access to work. The Constant Force™ Post is another safety-at-height innovation that Latchways brought to the market. The system greatly simplifies the installation of roof-mounted systems and is applicable to virtually all types of contemporary roofing. The unique Constant Force™ technology has subsequently been incorporated into Latchways’ ManSafe® horizontal, vertical, inclined, overhead and temporary systems.

intended purpose was only fall restraint.’ Contact Latchways for further information about its portfolio of fall protection. Tel: 01380 732700 Email: Visit October 2015 Page 145

Building on Experience Celebrating over 50 years Walker Construction (UK) Ltd provide Civil & Construction solutions to the Rail Industry

Tel: 01303 851111

Business profile

A strong candidate With so many industries open to school leavers and recent graduates, the rail industry faces a challenge to recruit them. Set up to address this problem, RailUniNet can help


he rail industry faces a major problem: it has to compete for staff and personnel across a wide range of disciplines and skills and it faces increasing competition from other industries that can offer comparable or better employment, remuneration and career development prospects. Rail is competing against the burgeoning IT industry, finance, media and other prosperous areas that are often linked to international projects. By comparison, rail may appear to be less of a high-profile option. This is the nub of the problem. In reality, the rail industry embraces a huge variety of skills, including technical and engineering disciplines, commercial planning, operations, product and service development and more, much of which goes on behind the scenes. The industry was often portrayed as an extension of the government and the civil service, but as privatisation and the impact of railway reforms have taken effect the old methods, structures and focus are being required to change – and change fast – in the face of competition from other modes of transport and rail-on-rail competition.

Making waves New processes, new approaches and challenges to orthodoxy are all required. The rail industry needs to be willing and able to accommodate new entrants to the industry to make waves and do things differently. It cannot bury its head in the sand in the naïve belief that its current ways of working will remain unchallenged. New entrants need to be fully aware of the complexity of the industry in its entirety (which can be daunting) but not compelled to undertake dull, boring and routine tasks as part of an induction process. The industry has to attract and accept new entrants from apprentice level to recent graduates and post graduates, capturing their enthusiasm and interest through involvement in well planned induction and training schemes – either as ‘on the job’ or project related. It cannot afford to quench the enthusiasm of new entrants by effectively ignoring them or deploying them to routine, boring tasks. By doing this there is a risk of killing off interest and initiative, which can lead them to move to other industries. In this respect, the development of training and education programmes within the industry across the full span of commercial, technical, operational and governance aspects are required. This could be developed by individual railway entities and/or draw on modules and templates designed and developed by agencies such as the International Union of Railways (UIC). Gateway to development The rail industry has to convince those considering a career within it that it’s not a dead-end option but rather the gateway to a broad range of career development options. Indeed, any training and career development courses should expose its students to areas well beyond their initial primary areas of interest, such as moving from engineering into operations and from commercial into product and service development. New entrants might be exposed to core programmes on the principles of management practices, marketing and market planning, investment appraisal techniques, management accounting, as well as other October 2015 Page 147

Business profile

specialist disciplines. Engineers can often make good salesmen, and arts graduates brilliant operators. The option of international exchanges as well as disciplinary skills exposure is something that also needs to be considered, as there is always something to learn or a way of doing things in a better way. No individual has all the answers but borrowing ideas and concepts from other domains might be positive. The rail industry is in a competitive market for talented individuals – from school leavers to graduates – and it has to present itself as a modern, dynamic and rewarding industry. It has to identify talent, nurture it and retain it – it cannot assume it can just cherry pick replacements. The industry faces a haemorrhage of experience and expertise and this will need to be replaced and renewed by competent and enthusiastic new entrants. Rail needs to recognise this position and start to work to attract talent that can support the industry as it repositions itself and re-emerges as a competent and credible transport service provider. If it fails to do this then the future prospects will be less encouraging and rewarding.

RailUniNet In response to these challenges RailUniNet was formed under the umbrella of the TALENT project to bring together universities from all over the world that specialise in railway education and research. RailUniNet enables the selected universities to discuss and promote innovation in railway education and training through knowledge sharing and joint ventures such as: joint programmes, courses and projects. This academic network is coordinated by Newcastle’s rail research centre NewRail on behalf of the International Union of Railways (UIC). With more than 20 active partners, the network will soon offer a portfolio of specialised courses. Each course will employ a combination of learning methods carefully designed to secure a quality outcome. For further information, visit www. To join the network and discuss ideas for collaboration, contact Marin Marinov, rail education group manager at Newrail. Tel: 0191 208 3976 Email: Visit

SGC Rail Solutions Ltd specialise in the rail and construction sectors, providing staff of all levels from ground workers to project directors. We can supply short term labour or assist with the acquisition of permanent staff. SGC Rail Solutions are a truly flexible supplier for constantly changing industries. White Collar Recruitment Blue Collar Recruitment Safety Services Subcontract Services Times House, Bravingtons Walk, Regent Quarter London N1 9AW. Tel: +44 (0) 7042 9961

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Tel 01626 864 311 Website

Business profile

Structurally sound Design and Analysis provides structural analysis services for the rail industry, offering a full range of services that ensure vehicles are the safest they can be


esign and Analysis was founded in 2003 and since then has established itself as a key service provider for many of the UK’s major rail vehicle manufactures and supply chain companies. Based in the east Midlands, the company operates throughout Europe and also has customers as far away as Australia. By concentrating solely on structural analysis, Design and Analysis can offer an experienced and skilful resource to complement customer design teams or to work alongside its customers’ existing stress teams. This allows the company to purchase the latest and best computeraided engineering (CAE) software and hardware products available on the market and to ensure all of its engineers are experts in its use. Design and Analysis’s finite element analysis (FEA) software capabilities range from standard linear static analysis, to the more involved non-linear analysis to study post-yield behaviour. It can also carry out fully dynamic crash analysis to study vehicle collision scenarios and passenger seat tests. The company has access to the latest software developments in advanced composite analysis, enabling it to run automated optimisation of composite layup structures to service the current push to produce a composite car body shell. Hand calculation It is important to emphasise that although CAE tools such as FEA are crucially important in today’s analysis tool box, they often need to be complemented with classic hand calculation methods. The skill of the stress engineer is to identify the structural load path and ensure all components along this route are capable of transmitting the load. This may sound obvious but it is so often missed. For example, what is the point of performing analysis on a bolted assembly if you do not assess the bolted joints? In addition to undertaking analysis, Design and Analysis also provides an analysis scrutiny service. This is used by the company’s customers who require an independent review of either their own or their equipment supplier’s structural analysis reports, prior to submission to their customers or the Notified Body (NoBo) for acceptance. Having worked on a large proportion of the existing UK rail stock and most

of the new trains currently being manufactured in the UK, Design and Analysis has experience of all types of rail car construction, from steel body shells to the extruded aluminium designs operating on both main line and metro/underground infrastructure. The company’s engineers have a combined experience of more than 50 years in rail car and attached equipment structural analysis, which means they can tackle any analysis task – from small items

such as BS 7608, BS 8118 and Eurocodes. Design and Analysis has extensive experience in application of these fatigue standards to assess fatigue life, developing designs that will achieve a safe operational life. Over the past 25 years the rail industry has had great peaks in investment but has also had equally large troughs. This is a significant issue for rail vehicle manufacturers and suppliers, as they don’t

of equipment to full car body analysis models.

want the expense of having dedicated resource, hardware and software through times of low demand. By building a highly skilled analysis base that can be used across industries, Design and Analysis provides a stable platform to ride the future waves, giving its customers the specialist structural analysis expertise they need, exactly when they need it.

Fatigue analysis Many rail industry designs are limited by their fatigue performance under the typical every-day service loads, rather than their ability to resist one-off extreme loading. Fatigue analysis to most people is considered a ‘black art’, however, through experimental methods, engineers have managed to quantify fatigue life with respect to design features and loading. This has been compiled into industry standards

Tel: 01158 88 2666 Email: Visit October 2015 Page 149

People News Crossrail 2 Growth Commission members announced


hairman of the Crossrail 2 Growth Commission, Sir Merrick Cockell, has announced the members who will be working with him to help realise the wider benefits of the proposed new rail line, which will serve London, Hertfordshire, Surrey and other parts of the South East. They are: • Daniel Moylan – deputy chair of the Growth Commission and mayoral adviser for Crossrail 2 and aviation • Greg Clark – chair of the London Stansted Cambridge Consortium and member of the London Enterprise Panel • Geoff French – chair of the Enterprise M3 LEP • Lord Adonis – transport expert and former secretary of state for transport • Baroness Valentine – chief executive of London First and a trustee of the Peabody Trust • Richard Blakeway – deputy mayor for housing, land and property • Bob Neill – MP for Bromley and Chislehurst and former shadow local government minister • Chris Duffield – local government expert • Nick de Bois – former MP for Enfield North • Richard Akers – non-executive director at Barratt Developments A public consultation into Crossrail 2 will begin this month, providing more information on the proposed alignment and stations. The Growth Commission will report in spring 2016, allowing the Crossrail 2 team to ensure plans for local development and the route are aligned as work progresses with the scheme. Should the scheme get the go ahead, it is expected that construction will commence in 2020 with services starting in 2030.

CILT elects four new board members


he Institute has elected Professor Richard Wilding FCILT, Margaret Everson MBE FCILT, Jane Green FCILT and Helen Gallimore FCILT to its board. Five women and five men put themselves forward and the successful candidates will serve a four year term. Steve Agg FCILT, chief executive said: ‘The Institute wishes to thank everyone who stood for election. The wealth of experience of these members will bring fresh momentum and ensure we broaden our expertise and knowledge.’ Page 150 October 2015

CILT elects Boagey he Chartered Institute of Logistics and Transport (CILT) has announce that Andrew Boagey is serving as the Railway Engineers Forum (REF) chairman for CILT’s two-year term. Boagey, who has been an active member of the Institute for more than seven years, succeeds Lawrie Quinn of the Railway Civil Engineers’ Association and will provide support and leadership for the group which brings together rail professional organisations. He is currently working with Transport for London on the engineering and operations planning of Crossrail 2. Said Boagey: ‘There has never been a better time to join the railway industry, but we still have work to do to ensure that the profession offers the best possible access and pathways for energetic, hard-working young professionals.’


Paul Plummer to run RDG and ATOC aul Plummer, group strategy director of Network Rail, has been appointed chief executive of the Rail Delivery Group (RDG) and the Association of Train Operating Companies (ATOC). Plummer will take up the post in November and succeed Michael Roberts. He joined Network Rail in 2002 and has been one of NR’s members of the RDG since its inception in 2011. Martin Griffiths, chief executive of Stagecoach Group and RDG chairman, said: ‘Paul has been a senior figure in the railway for more than a decade. In a strong field of candidates, he stood out as the best to develop the RDG to drive forward the strategic leadership of the industry.’ Plummer said: ‘I am really pleased to have been asked to build on Michael Roberts’ work and develop the RDG to lead the industry. I am also very pleased to be running ATOC. Along with other rail organisations, ATOC is crucial in supporting rail’s strategic leadership by delivering for passengers and the industry.’


FirstGroup appoints new CFO irstGroup has announced that Matthew Gregory will be appointed to the board as chief financial officer with effect from 1 December. He joins from Essentra, a global provider of essential components and solutions. FirstGroup chief executive Tim O’Toole said: ‘I am confident Matthew will make a significant contribution as we continue to convert the Group’s considerable potential into sustainable value creation.’ Gregory said: ‘I look forward to working with Tim and the team to deliver sustainable growth with good financial returns.’


Andrea Jacobs joins Northern orthern Rail has appointed Jacobs as its new safety and environment director. She will take the lead implementing the health and safety as well as sustainability strategies for Northern – two of the key focus areas for the business. Jacob’s previous rail experience includes Alstom Transport and Bombardier and she has worked as a consultant on health, safety and environmental issues across a wide range of sectors. She is also a qualified Chartered Accountant.


Translink Group CEO in position hris Conway has now taken up the post and in his first week visited some of the larger bus and train operational and engineering facilities. He said: ‘I am relishing the challenge of leading such a high profile business and championing the delivery of excellent public transport for Northern Ireland. My commitment is to drive the business forward and while I know there will be many challenges ahead I am confident we can build on the track record of success, growth and investment that has been achieved in recent years.’ Conway was previously managing director of Tata Steel’s sales and distribution business in Ireland. He is chairman of Northern Ireland Cooperation Overseas and a member of the Board of Trustees of Young Enterprise, as well as a member of the Institute of Directors.


No. 028876


Recruitment Merseytravel continues to move forward. Since the creation of the Liverpool City Region Combined Authority in April 2014, we have been increasingly at the forefront of providing strategic, professional and operational transport advice to the Liverpool City Region, whilst continuing our work to deliver a first class public transport network, putting transport at the heart of contributing to the growing economy of the region. The development of the city region long term rail strategy and the increasing agenda of investment in public transport as seen through the Northern Hub and the inception of the Northern Powerhouse Strategy means we are now seeking experienced and enthusiastic candidates for key roles in progressing Merseytravel’s strategic Rail capability forward to the next step in our development. Rail Development Advisor (x2) £46,910 to £56,009 The roles will support the development of the long term rail strategy and the city region’s participation in the Northern Powerhouse proposals through the planning, early identification and development of infrastructure, passenger and service led projects that deliver real benefit to the people of the city region. We are seeking a suitable candidate who will be capable of development of options through business case and economic appraisal and into deliverable projects. We are looking to develop an in-house appraisal capability which the post-holder will play a major part in establishing, including a business and economic case appraisal framework and models. With a degree in a transport related discipline and at least five years’ experience in a similar role, the successful candidate will work with colleagues, stakeholders and industry partners to support shaping evolving transport policy for the benefit of the city region and the wider North. Policy Development Advisor (Rail) £46,910 to £56,009 The Policy Development Advisor will lead on policy and strategy development within the context of the Liverpool City Region’s Long Term Rail Strategy and the city region’s participation in the Northern Powerhouse proposals. We are seeking a skilled and experienced rail professional who can lead on major strategic development and governance issues and has a strong appreciation for the economic benefits of rail to a successful City Region. The successful candidate will demonstrate an ability to work collaboratively and to lead on the transference of policy into strategic development and to support colleagues in major project delivery. With a degree in a transport related discipline and at least five years’ track record in a similar role, the successful candidate will work with colleagues, stakeholders and industry partners to support shaping evolving transport policy for the benefit of the city region and the wider North. Rail Contracts Manager £46,910 - £56,009 This role will lead on the development and management of concessions and franchises including the Merseyrail Concession and contributing to the management of the Northern Rail Franchise. We are seeking a suitable candidate with a degree in a transport or engineering related field or equivalent extensive experience, who will have a demonstrable background in contract or franchise management covering all aspects of contractual performance management including the establishment and monitoring against performance indicators. You will have knowledge of financial management and control of budgets as well risk management and in the development of assurance led processes and procedures. The successful candidate will lead a dedicated team to work with the Concessionaires and Franchise Holders, as well as colleagues and partners in the wider railway industry and the City Region. Excellent communication, analytical and presentational skills will be key to success in this role along with the ability to develop robust stakeholder relationships. As this is a readvertisement previous applicants need not apply. Rail Concession Development Officer £27,303-£32,901 We are seeking suitable candidates with a degree in a transport or engineering related field or equivalent extensive experience to fill this important position in our Rail Services Section. The successful candidates will have knowledge of the transport industry in general including regulatory legislation in addition to an understanding of the industry commercial and contractual arrangements. Primary focus will be to proactively manage and respond to the on-going development of the current Merseyrail Concession in respect of the introduction of new rolling stock, supporting the Rolling Stock Programme Director in the commercial and contractual negotiations with the Concessionaire. You will have a demonstrable background in contract or franchise management covering all aspects of contractual performance management. Working with the Concessionaires and Franchise Holders as well as colleagues and partners in the wider railway industry and the City Region you will have excellent communication, analytical and presentational skills which will be key to success in this role along with the ability to develop robust stakeholder relationships. As this is a readvertisement previous applicants need not apply. Application forms and further details are available from The HR Division, Merseytravel, PO Box 1976, Liverpool, L69 3HN, or by visiting our website at Completed application forms can be sent to: Closing date: Friday 30 October 2015 @ 4.00 pm This information can be provided in alternative formats on request Page 152 October 2015


Great opportunities with a fast moving company

With some of the world’s most innovative train control and signalling technology, we’re going places and want you to join us! Working with leading-edge solutions on some of the most exciting and high-profile projects in the rail industry, Signalling Solutions is a leader in the provision of train control solutions in the UK. Due to our growing reputation within the industry, we continue to win new and exciting contracts UK wide. In order to deliver these projects we are now looking for a variety of Signalling Professionals to join our specialist teams across the UK. We have opportunities in the following areas: Signalling Design Power Engineering Project Management Project Planning

Systems Engineering Commercial Project Engineering

At Signalling Solutions we take a fresh approach to our work, with a strong ethos of teamwork and an attitude that is forward thinking and refreshing. We encourage our employees to do the same, with a work ethic that gets everyone on board and sharing in the success of our organisation. If you want to experience a better way of working, and become an integral part of an expert team, please view our career opportunities at

For further information email:

An Alstom Company October 2015 Page 153

Recruitment Depot Manager – Rolling Stock, Systems and Infrastructure Attractive Salary plus benefits

Glasgow Subway is a key element of public transport in the Strathclyde region carrying approximately 13m passengers each year over 20km of track and through 15 stations. The system is undergoing substantial modernisation with smartcard ticketing delivered and upgrades complete or underway at all stations and on key aspects of the tunnel and track infrastructure. A new driverless fleet of vehicles and CBTC based signalling are being procured together with platform screen doors and a new operational control centre. Leading a team of approximately 60 maintenance and engineering staff and as a key member of the senior management team, the Depot Manager will: • • • • • •

Lead on further depot improvements necessary to meet forthcoming technology transitions Develop the work of the depot across all rolling stock and infrastructure areas Manage the introduction of new vehicles and infrastructure from a maintenance point of view Promote safe depot operation in accordance with legislation, SPT policies, ORR and ROG’s requirements Input to strategy and policy matters at a senior management team level Manage maintenance and capital budgets and maximise efficiencies within the depot

“An outstanding leadership and change opportunity to modernise and maintain a complete railway”

Candidates should have strong people management skills and experience of depot oriented rail maintenance in a change and leadership. Qualifications may include a relevant degree or other tertiary education gained in a relevant rail engineering environment, possibly supported by professional body membership. The role will be based at the Subway depot in Glasgow. Please forward your cv to or contact Rod Shaw on 0115 959 9687

FirstGroup plc. is the leading transport operator in the UK, Republic of Ireland and North America with revenues of more than £6.9 billion a year. As the world’s leading Transport Company, we help 2.5 billion passengers every year get to where they want to go. The world of FirstGroup is incredibly diverse with our coaches, buses, trams and trains helping school children, commuters and passengers go on all kinds of journeys. Our vision is to provide solutions for an increasingly congested world… keeping people moving and communities prospering. Enabling people to live ever closer together, yet still move about and prosper is a major challenge. However, we’re one of the few organisations in the world with the scale and expertise to meet this challenge. From our bus to our train drivers to our customer service and support teams, we all work as one big family to shape the future of travel and provide better journeys for life. With over 117,000 employees across our offices, bus depots and train stations, we provide our customers with a great experience and are looking for likeminded individuals to join our business every day.

Page 154 October 2015

Speedy Rail Speedy is the UK’s leading tools, equipment and plant hire services company, operating across the construction, infrastructure and industrial markets We offer a fully managed service supporting all aspects of rail industry renewals and construction, 24/7/365.

For more information please contact Tony Slater Email Call 01942 720 000

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

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