APRIL 2015 ISSUE 211 £3.95
THE BUSINESS MAGAZINE FOR RAIL
Let’s talk Millie Banerjee, chair of the British Transport Police Authority on achieving deeper levels of engagement with the industry
Signalling Why Toc’s might view ERTMS as a threat
Electrification What will happen after the election?
Fares Should regulated fares be regulated?
12 – 14 MAY 2015 • NEC, BIRMINGHAM, UK 12th INTERNATIONAL EXHIBITION OF RAILWAY EQUIPMENT SYSTEMS & SERVICES
Railtex is the all-encompassing showcase for technological innovation across all sectors of the rail supply market - the platform for people from throughout the industry to meet face to face, make connections and do business.
Regist for FR er EE at www.r ailtex.c o.uk saving £20 on the do or
Hundreds of exhibitors will present thousands of products and services to the industry. See the latest innovations and hear updates on key projects and developments within the industry from high profile speakers.
Tel + 44 (0) 1727 814400 firstname.lastname@example.org Supported by: Page 2 April 2015
Welcome march 2014 Issue 200 £3.95 APRIL 2015 ISSUE 211 £3.95
THE BUSINESS MAGAZINE FOR RAIL
THE BUSINESS MAGAZINE FOR RAIL
A man for Let’s talk all countries
Millie Banerjee, chair of the Britishon Transport Police Authority Global transport designer Paul Priestman on achieving stations, high speed, increasing capacity and deeper levels of engagement with the industry how the industry should advertise itself
Plus... Will BIM fail in the rail industry? How smart technology is powering rail’s digital revolution Is HS2 welcome in Yorkshire? Rail’s challenges now that Ofcom has given the go ahead for superfast satellite broadband
Why Toc’s might view ERTMS as a threat
What will happen after the election?
Fares Should regulated fares be regulated?
RSSB on strengthening rail’s defences against extreme weather Should we forget the driver? How technology is changing the face of our networks
PUBLISHER RAIL PROFESSIONAL LTD Hallmark House, Downham Road, Ramsden Heath, Essex CM11 1PU Tel : 01268 711811 EDITORIAL EDITOR LORNA SLADE email@example.com ASSISTANT EDITOR DAVE SONGER firstname.lastname@example.org DISPLAY ADVERTISING CHRISTIAN WILES email@example.com STEVE FRYER firstname.lastname@example.org PATRICK McDONNELL email@example.com RECRUITMENT ADVERTISING DEAN SALISBURY firstname.lastname@example.org SUBSCRIPTIONS LISA ETHERINGTON email@example.com ADMINISTRATION CHERIE NUGENT firstname.lastname@example.org DESIGN & PRODUCTION MILES JOHNSTONE email@example.com 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.
’ve started my diet so I’m allowed to sit on a three-seater with South West Trains. What a great incentive. FirstGroup has submitted plans to the ORR for a lowfare open access service on the East Coast Main Line that it would like to start in 2018. First Group has told Rail Professional the service would be ‘complementary’ to the re-franchise, but I say don’t hold your breath. Virgin Trains East Coast is not best pleased, the CMA’s policy project on increasing competition is nowhere near to a conclusion, we’re near to an election, and it doesn’t take a genius to work out that the ORR and DfT are not that open to open access. We have two really interesting pieces on ERTMS this month. On page 53 Tammy Samuel and Darren Fodey look at the legalities of this new opportunity in signalling. With rolling stock operators and owners being compelled to introduce ETCS onto their trains, there are many grey areas as to who would be liable should things go wrong. Kimmo Oostermeijer and Xaf Utberg on page 68 point out that implementing ETRMS on a national network is much more complex than just installing the new technology, as key stakeholders have different and often opposing goals. And that is the same throughout Europe. It was a pleasure to meet with Millie Banerjee CBE, chair of the BTPA, for this month’s Rail Professional interview. Talking about this year’s National Policing Plan targets and the overlying Strategic Plan, Millie fully understands what the industry wants from the BTPA and cannot stress enough that BTPA wants to enhance its connection with industry at both the strategic and operational level. Lorna Slade Editor
Speciality Greases- making a point of being on time. www.klueber.com tel: 01422 015515 firstname.lastname@example.org
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April 2015 Page 3
ISSUE 211 • APRIL 2015
Network Rail still under fire over London Bridge; First Group puts open access proposal to ORR; Genesee & Wyoming Inc to acquire Freightliner Group; new regulations for access to Channel Tunnel; contractors appointed for London Waterloo works; survey finds one in five Brits work while travelling on train; Major rail construction projects pushing up workers’ pay; grow passenger numbers by offering ‘turn up and go’ service; Scots want rail as fast as roads; safety in the news; executive team for ScotRail announced; new chairman for Young Rail Professionals; Edgbaston schoolgirl scoops Network Rail university fees prize; rail SME’s urged to take up new funding; government extends TPE franchise; plans to revolutionise travel in the North
Any future change must involve passengers feeling like the Toc is ‘on their side’, says Anthony Smith
Fares: set the captives free?
Should regulated fares be regulated at all, asks Andrew Meaney? The system has changed little since privatisation despite massive changes in the market
What’s the future for rail?
With or without a new government, there is the very real prospect that the delivery of public transport may look very different soon, say Angus Walker and Stuart Thomson
A deciding vote
What can be done to better demonstrate the value that privatisation was supposed to bring? Toby Ashong makes some suggestions
Delivering the goods
FTA is now enjoying greater levels of engagement with the ORR, consolidated by a recent freight customer event. Chris MacRae explains the many outcomes
Women in Rail
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By reinforcing the message at an early age that girls and boys can do any job, we can open their eyes to the many possibilities available, says Jodi Savage
Follow us on Twitter RailProMag@twitter
What Toc’s really want from us is a sense of certainty and a better understanding of what happens to their pounds. We haven’t got a good answer to that yet, but we’re working on it Interview - page 56
IRO news and diary
Latest news and events from the Institution of Railway Operators
Get on board with the risks of ERTMS
Tammy Samuel and Darren Fodey look at the legal issues around the new opportunities in signalling
Rail Professional interview
Millie Banerjee, chair of the British Transport Police Authority, spoke to Lorna Slade about this year’s National Policing Plan targets and achieving deeper levels of engagement with the industry
Adapt and thrive
For political, environmental, sustainability and regulatory issues the industry can only adapt. But with technology and innovation it can propose winning solutions, says Steve McLaren
One for the government
It is clear that there is not a natural drive for incumbent Toc’s to implement ERTMS on their existing network, so the initiative should come from the government, say Kimmo Oostermeijer and Xaf Utberg
ETCS – the supplier’s viewpoint
Collaboration is an essential part of the process and brings efficiencies to the UK programme for all suppliers, says Hitachi Rail Europe’s Richard Tomlin
A potential vote winner
What is the future for electrification after the election, asks Bruce Williamson
On-track with safety
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A record number of track workers attend the recent Track Safety Alliance Staff Reps conference
April 2015 Page 5
ISSUE 211 • APRIL 2015
A noisy business
Industrially-acquired hearing damage has devastating consequences. Emma Shanks explains how employers can meet their hearing conservation duties effectively
When it comes to keeping your heart healthy, it can be easy to find yourself going down the wrong track, says the British Heart Foundation
Make it personal
Personalisation is key to enabling mobility in rail transport for the over 60’s, says Steve Cassidy
An easy read
Professor Lewis Lesley reviews the book Railway Management and Engineering
Toc Focus: First Hull Trains
The open-access operator is more popular than ever, with direct services to London and electrification planned
CPC; International Institute of Obsolescence Management; ESAB; Weldability Sif; Rhenus Logistics; Laird: Network Rail Consulting; EURAILSCOUT; Tata Steel; Morris Lubricants; Eversholt Rail Group; Ecebs; Southern; Keltbray; Vital Human Resources; Enscite.
Arbil; Global Transport Forum; ITIC; HaCon; Genwork; Thomas & Betts; Anderton Concrete Products; PULS; Schaltbau; CIRAS; CC Ground Investigations; Knorr-Bremse Rail Systems; Uretek; Andromeda; UK Power Networks; PACE Networks; IET; ACCON; Walter Logan; Rail Safety Solutions
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Making the right connection
Jointing Technologies is a specialist electrical distributor supplying a full range of power cable and accessories into the rail industry for substations, feeders, signalling power, civils & construction projects. The electrification of the UK rail network has seen Jointing Technologies expand its business supplying a range of Network Rail PADS approved products into 750V DC third rail and 25kV AC projects including West Coast Main Line (WCML) and North West Electrification (NWE), in addition to London Underground upgrade power projects based on the fourth rail system. The Jointing Technologies PADS approved product range includes: • Cable Glands
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News in brief...
On your bike outh West Trains has welcomed funding from the government’s cycling fund to further improve cycling facilities at 36 stations on its network. More than £3.7 million will be put towards the creation of over 1300 extra cycle spaces, with new double deck storage areas at many stations and new cycle hubs.
Welcomed on the day assengers are keen to use Advance purchase on the day tickets according to watchdog Passenger Focus, in order to make significant savings. A report from PF also shows these tickets fit well with an ‘on-the-go lifestyle’ when used in conjunction with existing apps and m-tickets. However, says PF, oﬄine ticket options should also be available and Toc’s need to ensure that all ticket types and restrictions are clearly communicated to avoid confusion.
East Midlands will be there ast Midlands Trains has won a National Institute of Customer Service award for its 24/7 customer contact centre – launched as a rail industry first last March. Since then customer satisfaction has increased, says the Toc, and the number of Twitter followers has grown by 74 per cent, as has the amount of overall customer contacts (+20 per cent). The judges praised the Toc for delivering on its promise to customers to ‘be there when you need us’.
Dramatic leap in cycle users eamington Spa station has seen an increase in cycle users from 2.3 per cent in 2012 to 4.8 per cent and
Network Rail still under fire over London Bridge New measures put in place by Network Rail to combat chaos at London Bridge have been branded a ‘failure’ by passengers. Hours after the changes, which included a ‘one station’ rapid response team and Olympic 2012 style Travel Champions, commuters were advised to avoid the station and make alternative arrangements when a signal failure knocked out two of the four lines, leading to the cancellation of services and long delays. Phil Hufton, Network Rail’s new managing director of network operations had previously written to rail minister Claire Perry with the changes, saying ‘from today’ the new measures would improve the rush hour situation. Said Hufton: ‘Passengers have been very tolerant about the changes to their usual travel arrangements but understandably they have lost patience with the recent poor service, for which we are very sorry.’ Labour’s London Assembly Transport Spokesperson Val Shawcross recently joined a delegation of local MP’s who met with Transport Secretary Patrick McLoughlin and urged him to ‘step in and get a grip of the failing management’ at London Bridge station. The delegation also called for significant compensation for those commuters affected.
First Group puts open access proposal to ORR FirstGroup has submitted a formal track access rights application to the ORR for a new single class, low fares, open-access operator to run on the East Coast Main Line between London, North East England and Edinburgh. Stagecoach, which operates the new Virgin Trains East Coast franchise on the same line has said FirstGroup’s plans are ‘not compatible’ with its own. FirstGroup plans to capture market share from air travel which currently has two thirds of journeys between the capitals by introducing fares that compete with budget air carriers. If given approval, the service will run five trains a day in each direction with additional stops at Stevenage which is close to Luton and Stansted airports, and Newcastle and Morpeth, which is close to Newcastle airport. Its plans also involve brand new,
state-of-the-art rolling stock ‘comparable to other trains being introduced on the route’, with free Wi-Fi and onboard catering. A spokesman for Virgin Trains East Coast said: ‘While limited open-access competition is possible, we don’t believe what has been proposed would be compatible with our timetable proposals, which will deliver extra and new direct services to London from key locations in Scotland and England and more weekend services.’ FirstGroup, which lost out to the Stagecoach-Virgin joint venture is hoping to receive approval from the regulator next month, for a 2018 start. Tim O’Toole, FirstGroup’s chief executive said: ‘We have put our compelling case to the ORR and are looking forward to hearing the outcome of our application.’ April 2015 Page 11
for the latest news visit www.railpro.co.uk
News in brief... the number of passengers walking to the station has increased from 41 per cent to 45.9 per cent. The station has now moved from 47th to 24th position in the league table of mainline stations for users choosing cycling as their mode of transport. The increase is attributed to the Access to Stations scheme.
LU adopts Sentinel ID cards ondon Underground is to adopt the same ID card for engineering and maintenance workers in its supply chain already used by Network Rail. The milestone agreement between the two employers effectively creates a UK standard industry ‘pass’, removing duplication and helping improve safety across both organisations.
Genesee & Wyoming Inc to acquire Freightliner Group Genesee & Wyoming Inc has entered into an agreement to acquire Freightliner Group from Arcapita, the majority shareholder since 2008. Freightliner Group says the agreement will be mutually beneficial for both parties and that it will continue to invest in new technologies and enhance international activities. The change of ownership will not impact on the day-to-day operations of the Group and its subsidiaries. Russell Mears, CEO of Freightliner Group said: ‘Genesee & Wyoming brings additional investment firepower, extended international reach and increased below- rail infrastructure expertise to add to the existing strengths of the Freightliner Group. Its commitment to safety and service quality in all activities also mirrors our own values.’ Jack Hellmann, president and CEO of Genesee & Wyoming Inc, commented, ‘We are excited to be adding a world-class intermodal and heavy haul franchise in the United Kingdom that will be the foundation of G&W’s European Region. Further, the overlap of our respective rail businesses in Australia and the Netherlands will unlock operating synergies and expand our presence in each of those markets.’
Local milk for Virgin irgin Trains is to stock regionally sourced fresh milk to support British dairy farmers. In a deal with Enterprise Foods, the milk will be supplied from dairies as close as seven miles from the West Coast Main Line and delivered to the nearest Virgin Trains depot for distribution along the route. The move will increase the business cost of fresh milk by eight per cent. In one year, more than 300,000 litres (528,000 pints) of fresh milk will be used across the 300 Virgin Trains services.
Third ROSCO for sale? ngel Trains could follow Eversholt and Porterbrook to become the third British train company to be sold in a year. Angel is currently owned by a consortium of investors from Australia, Canada, Luxembourg
Page 12 April 2015
Survey finds one in five Brits work while travelling on train Research from First Great Western has found that time spent working on its services contributes an estimated £150 million each year to businesses across South West England and London. On average, British train travellers spend 33.5 minutes working on board every day, with one in ten spending more than 45 minutes at work while on board. The most common work-related tasks completed on trains are checking emails (36 per cent), sending emails (26 per cent), researching (14 per cent),
editing documents (eight per cent) and sending files (seven per cent). 38 per cent of people say they can leave work early thanks to working on the train. The survey found other activities completed on board are checking social media (60 per cent), reading the news (56 per cent), online shopping (22 per cent) and banking online (19 per cent). The poll was commissioned to mark the launch of free WiFi on board all of First Great Western’s High Speed Train fleet and Night Riviera Sleeper services.
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News in brief... and the UK, which bought the company from the Royal Bank of Scotland in 2008. The firm is reported to have appointed Citigroup to lead a sale. Angel says a sale would have no impact on operations but declined to comment further.
Great Northern upgrade he Toc’s trains are undergoing a £31 million upgrade to give passengers in wheelchairs and others with restricted mobility improved access to the Peterborough – King’s Cross, King’s Lynn and Cambridge routes. The first train to feature wheelchairfriendly toilets and wheelchair spaces (complete with companion seats), has started in service. Southeastern invests in community rail he Toc has invested £120,000 in the Kent Community Rail Partnership to fund projects that will make community rail services more attractive to residents and visitors. Mike FitzGerald, chair of KCRP said: ‘It will make a huge difference to so many people and help provide a long-term future for our railway.’
On the telly hameslink and Great Northern have launched their first ever TV campaign to help parents keep childrens’ ‘boredom monster’ at bay this spring with adventures by train, to encourage more people to travel by rail. COO Dyan Crowther said: ‘Our trains are quieter outside of the rush hour with plenty of space so it’s the ideal time to travel to a host of more than 100 attractions around the network.’
Page 14 April 2015
Contractors appointed for London Waterloo works The biggest investment for decades on the UK’s busiest railway station has moved a step closer with the appointment of a team of contractors who will be responsible for planning and carrying out major improvement works at London Waterloo. An agreement between the South West Trains-Network Rail Alliance, Skanska, Colas Rail, AECOM and Mott MacDonald has been reached and the consortium will now work with the Alliance to scope out plans to boost capacity at London Waterloo and other inner London stations. The plans will then be submitted to the Office of Rail Regulation and Department for Transport. The South West Trains-Network Rail Alliance is planning to invest hundreds of millions of pounds in the next four years to provide a ‘step change’ increase in capacity. The agreement aims to develop detailed plans including reopening the former Waterloo International Terminal to be used regularly by commuter services and lengthening platforms one
to four to allow ten-car services to run on suburban routes for the first time. Christian Roth, fleet director of the South West Trains-Network Rail Alliance, said: ‘This is an important step forward in our commitment to boost peak time capacity by 30 per cent by 2018. Waterloo is the country’s busiest station, with 98 million people using it every year and South West Trains has seen passenger numbers double in 20 years. ‘A huge amount of work has already been carried out to improve services and increase capacity but we know we need do to much more.’
Rail SME’s urged to take up new funding Business consultancy TBAT Innovation is encouraging SME’s operating in the rail industry to apply for a new £6 million stream of grant funding. The finance has been allocated to support innovation in digital technologies designed to improve the rail customer experience in the UK and international rail markets. The funding comes from a joint venture between Innovate UK, the government’s innovation department and the FutureRailway Programme, a collaboration between Network Rail and the RSSB (Rail Safety and Standards Board). The deadline for entries is 22 April 2015. The global rail market is worth around £150 billion a year, yet, says TBAT, rail travel in the UK can still be a troublesome experience for passengers. Digital technology offers opportunities to address on-going issues, improve services and systems and reduce costs. This funding initiative will focus on technologies that will improve the overall travel experience, considering aspects of the journey such as ease of purchase, reducing stress and providing passengers with increased comfort and facilities. The goal is ultimately to deliver a seamless and continuous passenger journey from pointto-point. In addition, the competition will help overcome some of the barriers that rail SME’s encounter, and encourage greater collaboration and trust between rail industry clients and digital innovators. Matt Symonds, TBAT director, said: ‘This is a great opportunity for businesses to have their R&D ideas both realised and fast tracked through additional financial support. Innovations in digital technology can address many of the issues in modern rail travel from track to ticketing. At TBAT in the last 12 months alone our consultants have helped business secure over £20 million in grant funding for their R&D projects, and the rail industry offers enormous potential for new innovations to make a real difference, so we encourage businesses to get in touch.’ The competition is expected to attract collaborative R&D projects ranging in size from £250,000 to £2 million, although projects outside of this range will also be considered. Tel: 01509 670610 or visit www.tbat.co.uk @TBATInnovation
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Major rail construction projects pushing up workers’ pay The advent of major rail infrastructure schemes such as Crossrail and HS2 has helped to push up the salaries of rail construction workers by three quarters in three years, according to accountants NoPalaver Group. Figures show the average pay for workers on railway and underground lines increased by 11.6 per cent last year to an average of £856.50 per week – 74 per cent more than in 2012 when the average weekly salary was £492.40. This is the highest weekly pay rate for any segment of the construction industry. The average pay for workers in the construction sector as a whole is £587.70 (see graph). Demand for experienced workers and highly skilled contractors is intensifying now that work on Crossrail is well underway and contracts reported to be worth £7 billion are out to tender for HS2, commented Graham Jenner, director at NoPalaver. ‘After a tough few years for construction generally during the recession, earnings in the rail segment specifically are rebounding strongly as new multi-billion pound infrastructure projects come on stream. This is good news for contractors and workers across the whole spectrum of pay levels.’
Scots want rail as fast as roads 91 per cent of Scots want rail services between their cities to be at least as fast as roads according to an opinion poll from transport alliance Transform Scotland. Paul Tetlaw, Transform Scotland rail campaigner, said: ‘It is about time that the Scottish government matched its policy commitments to Scotland’s inter-city rail network with some actual investment in the infrastructure.’ Transform Scotland launched the poll’s finding ahead of a recent parliamentary debate on Scotland’s infrastructure. ‘It is frankly embarrassing that some of our inter-city rail routes are slower than they were over a century ago,’ continued Tetlaw. ‘In 1895 it was possible to travel by steam train from Perth to Edinburgh in 65 minutes, but today the fastest journey takes 71 minutes. In 1895, you could get from Dundee to Edinburgh in 57 minutes but nowadays the fastest rail trip is 64 minutes. The current Scottish government has made vast spending commitments towards further speeding up road journey times between Scotland’s cities. So we now need to see an equivalent commitment to improving the speed of rail journeys north of the Central Belt.’ Page 16 April 2015
Government gives FirstGroup another year with TPE The government has signed a direct award agreement with First Keolis TransPennine Express Ltd to continue to operate train services in the north of England and Scotland for a further year. The deal means that the First TransPennine Express franchise is now operating beyond what was the original end date of 31 March 2015, to 1 April 2016. This date is coterminous with the government’s anticipated start for the new TransPennine Express franchise. The Group is shortlisted and said it ‘looks forward to submitting a bid later in the year to deliver significant improvements for customers and value for money for taxpayers.’ The extension ‘secures continuity of rail services for passengers over the next year’ according to FirstGroup, and ‘during this period First TransPennine Express will continue to progress areas which passengers have identified as important such as the installation of free Wi-Fi to key stations across the route and an enhanced programme of customer service training.’ Tim O’Toole, chief executive
of FirstGroup said: ‘The agreement provides continuity and consistency for First TransPennine Express passengers over the next year, as we focus on continuing to deliver great customer service and introducing improvements ahead of submitting our bid for the new franchise later in the Spring.’ Alistair Gordon, CEO, Keolis, which is also shortlisted with partner Go-Ahead for the new TPE franchise, said: ‘We look forward to ongoing, close collaboration with the DfT to support the exciting devolution agenda in the North, while preparing for a smooth transition to the new franchise in April 2016.’
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Executive team for ScotRail announced Abellio has released details of the management team that will lead ScotRail from 1st April 2015. Dominic Booth, managing director of Abellio, said: ‘It is well-recognised that ScotRail has been a successful franchise under the leadership of the current team. While Abellio is extremely ambitious and has committed to significant improvements, these will be delivered by building on the good work done by ScotRail in recent years; we’re not about starting from scratch.’ George Barron, HR director for Abellio Goup added: ‘By its very nature, franchise transition is a highly disruptive process and it is therefore key that we blend an appropriate mix of established and experienced leaders from the existing business with new roles and fresh talent to facilitate the dual objectives of business continuity with appropriate change management.’ The new team will be led by Steve Montgomery as managing director. Customer experience director: Jacqueline Taggert
Page 18 April 2015
Acting engineering director: Angus Thom Finance director: Kenny McPhail Operations director: Jacqueline Dey Commercial director: Jonathan Crick (interim) Client & communications director: Sean Duffy Sustainability & safety director: Steve Enright (interim) Business transformation director: Matt Watson (interim) On 1st April, Abellio’s mobilisation director, Ian McConnell, moved to the post of transition director for Abellio to maintain continuity and ensure the implementation of ScotRail franchise commitments. The ScotRail Alliance organisation is due to be formed later this year with a combined leadership team being put in place. Abellio said: ‘Creating a great Alliance between ScotRail and Network Rail in Scotland as an efficient and effective, passenger-centric custodian of Scotland’s Railway is one of our most significant commitments to Transport Scotland.’
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Page 20 April 2015
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New chairman for Young Rail Professionals Stephen Head has been appointed as the new chairman of YRP along with Sabrina Ihaddaden as vice-chair and Selena Strudwick as secretary. Head works as a consultant for Interfleet in London, introducing ERTMS to freight trains. At weekends he works at the Romney, Hythe and Dymchurch Railway as a qualified steam engine driver. Head became involved with YRP in 2012, initially as an ambassador promoting rail in schools and universities. He then joined the YRP Committee and led the development of a new strategy to strengthen YRP’s delivery capability. He took charge of YRP’s Ambassadors programme in 2013 and has brought industry promotion to the national agenda with a team of 150 ambassadors and a dedicated sub-committee of 23. Head succeeds Adam Stead who is, in YRP tradition, stepping down after one year. Sabrina Ihaddaden is a graduate engineer at Bombardier Transportation in Derby. She joined YRP as part of its first regional committee in the East Midlands in 2013 and assumed the role of chair of YRP East Midlands. Selena Strudwick joined the YRP Committee in 2014 and is
an associate at Dentons. In further appointments, Abhinav (Sunny) Chirayil of Bombardier Transportation is the new marketing manager on the YRP Executive, stepping up from the YRP East Midlands.
Left to right: Nicholas Lloyd, outgoing YRP vice Chair, Sabrina Ihaddaden, Stephen Head and Adam Stead
Revolutionary plans for Northern transport set out Plans to revolutionise travel in the North, including a new ‘TransNorth’ rail system and new road investments, have been set out by Chancellor of the Exchequer George Osborne, Deputy Prime Minister Nick Clegg, Transport Secretary Patrick McLoughlin and Northern city leaders. As part of building a ‘northern powerhouse’, the Chancellor established Transport for the North (TfN) to bring together northern transport authorities, and tasked it with working with government to create the first ever comprehensive transport strategy for the region, covering roads, rail, freight, airports and smart ticketing. TfN and the government have now published the first Northern Transport Strategy report, following Network Rail’s work on rail improvement options. The report, The Northern Powerhouse: One Agenda, One Economy, One North, sets out a long-term strategy to connect up the north, create a single economy and allow northern towns and cities to pool their strengths. Plans set out in the report include: slashing journey times between major northern cities with investment in high speed rail; developing new east-west road connections including a road tunnel under the peak district; and introducing Oyster-style smart travel cards and simpler fares across the North. George Osborne said: ‘This report has the potential to revolutionise transport in the North and we will work closely with Transport for the North to help make it a reality.’ Nick Clegg said: ‘As part of my Northern Futures plan, I listened to what people wanted and have taken decisive action. I’ve already pledged to rid the region of rattling old pacer trains, introduced smarter ticketing in Sheffield and increased capacity on commuter services. All of this will ensure the North can race ahead in a stronger economy and doesn’t become one big bottleneck.’ Patrick McLoughlin said: ‘This dynamic change, led by the Chancellor with northern leaders, transforms the way government looks at transport solutions for the North. No government has given such attention to the infrastructure of our great northern cities and how to deliver a world-class, integrated transport network for the north. We are planning for transport and growth in a new joined-up way. Building on the concept of High Speed 3, the report sets out
a long-term strategy to connect the great cities of the North with a network of high quality rail connections. This ‘TransNorth’ network – with sections capable of speeds up to 140mph - would link Liverpool, Manchester, Leeds, Sheffield, Newcastle and Hull. With such a network journey times between Liverpool and Manchester could be as low as 20 minutes; Manchester to Sheffield and Leeds could both be 30 minutes; Leeds to Hull could be just 45 minutes and Sheffield to Hull 50 minutes. Journey times from Manchester to Newcastle could be cut by 25 per cent. Supporting studies by Network Rail set out for the first time the different options for creating such a network and set out indicative costings. Options range from radically upgrading existing routes to building completely new lines. The government will now fund further development of the options identified, with road and rail plans jointly commissioned by Transport for the North. Other measures include: • the government will deliver HS2 in the North sooner by preparing a dedicated hybrid Bill to lay during the next Parliament. This is with a view to bringing HS2 to Crewe sooner than planned, subject to further analysis and final decisions on preferred route. It will also look at the case for accelerating the construction of the route between Leeds and Sheffield, and allowing it to be used by for fast regional train services • the government will take immediate action to simplify rail fares across the North, by streamlining the system of regulated fares. • Work will also begin on developing contactless travel cards that can be used across Northern cities as well as on providing simpler, more unified information for passengers • Transport for the North will expand its role to become a representative body for the whole of the North of England and will be led by an independent chair. Government is making available up to £6.4 million to support Transport for the North’s strategic work and rail option development. • Set out a prioritised multimodal freight strategy for the North to support trade and freight movement in the north and to national/international markets. The RMT said the proposals were ‘yet more pie in the sky nonsense’. April 2015 Page 21
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New regulations for access to Channel Tunnel The Office of Rail Regulation (ORR) has put in place new arrangements for regulating access to the Channel Tunnel. ORR and the French rail regulator ARAF signed an agreement in Paris recently to work together to promote fair competition and full transparency and non-discriminatory access to the tunnel. ORR will take new responsibilities for regulating the UK half of the Channel Tunnel later this year; at the same time ARAF will become responsible for the French part of the link.
ORR and ARAF have set up a collaborative regulatory approach that will lead to robust and consistent independent regulation across the entire Channel Tunnel network. The two bodies will work together to promote competition in the rail services market in the tunnel; ensure that charging is compliant with the legislation; investigate and determine appeals, and ensure compliance with their decisions.
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Safety in the news A brand new quarterly newspaper for the rail industry in the south of England, The Shield, has been launched. The tabloid style publication is a collaboration between Network Rail and its supply chain partners BAM Nuttall, BCM Construction, Costain, HVMS, McNicholas, Osborne, Siemens and VolkerFitzpatrick. The group, known as the Southern Shield is committed to improving safety and creating better working
environments for everyone working on the railway network. The first edition, which has just been issued to the industry, is aimed at workers on the frontline. It digs deep into basic safety and looks at ways of improving sites, refining working behaviours and highlights best practice. John Cox, managing director, VolkerFitzpatrick – Rail said: ‘Through working together, I hope we can make a real difference to the rail industry in the
Southern Region and ensure everyone returns home safely every day. I hope The Shield inspires its readers to think more about how they go about their work and make changes which will help eliminate incidents and injuries.’ The Shield will also be used in toolbox talks, site briefings and inductions to help promote safer working and gain feedback from readers.
Grow passenger numbers by offering ‘turn up and go’ service Two thirds of disabled people would use trains more frequently if they could turn up and go rather than booking assistance ahead of their journey, according to a survey by disability charity Papworth Trust. The survey of 799 disabled people found two thirds said having to book assistance 24 hours in advance was a barrier. The ‘turn up and go’ service is currently only offered on London Overground and as a trial in some London mainline stations, but, says Papworth Trust, could easily be rolled out to all 404 fully accessible stations in England to increase passenger numbers. The Trust has used its findings to produce a report Improving rail travel for disabled passengers in the UK. Other recommendations include: • making access improvements at only 67 stations would mean that three quarters of all entries and exits could be made through accessible stations • the Department for Transport should include accessibility
requirements in franchise agreements, and monitor improvements through key performance indicators, so that accessibility is no longer a point of competition between operators but delivered at a minimum standard across the country. Papworth Trust CEO Vicky McDermott said: ‘People’s experiences of rail travel vary hugely depending on accessibility and the attitudes and training of staff. We have identified some small and easy changes which could make a big difference. We hope to work closely with the government and ATOC to help both parties replicate the good examples across the network.’ View the report at www.papworthtrust.org.uk/easiertrains 75 per cent of disabled people and their families have moved spending away from UK businesses including transport companies due to poor service, according to a recent report by the Extra Costs Commission.
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for the latest news visit www.railpro.co.uk Edgbaston schoolgirl scoops Network Rail university fees prize A 16 year-old girl from King Edward VI High School for Girls in Edgbaston will have her first year’s university fees paid for after winning a national competition run by Network Rail to raise awareness among young women of the breadth of career options in technology and redress the sector’s gender balance. Felicia Chang took first prize in the Could IT Be You? competition, launched in 2013 by Network Rail group chief information officer Susan Cooklin, who passionately believes that careers in IT are widely misunderstood and misrepresented. Chang beat around 200 girls aged 16-18 to first prize by explaining how technology can improve our lives and make things better. She and five runners-up also received two weeks’ paid work experience and mentoring with the company’s IT team. The girls met TeenTech founder and former Tomorrow’s World TV presenter Maggie Philbin at a finalists’ day at Network Rail’s corporate office in Milton Keynes. Said Philbin: ‘This great initiative from Network Rail is helping girls to see themselves in roles they may have previously discounted because they had a perception of rail as male dominated. It’s not all hard hats and hi-vis jackets but an industry that needs good thinkers, people who thrive on teamwork and will derive satisfaction from solving infrastructure problems of every kind. It’s a great industry and one where women can really make their mark.’ According to the employer body e-skills UK, the number of women working in the IT industry in Britain is falling dramatically. In the 1980’s it reached 38 per cent but fell to 16 per cent in 2013. A survey conducted in 2013 for Network Rail of 16-24 year old women in Britain revealed that 64 per cent have not considered a career in IT.
Train of thought Email your letters to: firstname.lastname@example.org Or post to The Editor, Rail Professional, Hallmark House, Downham Road, Ramsden Heath, CM11 1PU. Letters may be edited for length.
Dear Madam CEO of the Institute of Customer Service Jo Causon (Rail Professional interview March 2015) took an awful lot of words to tell us that there are ‘strong links’ between customer satisfaction and business performance, that we should do something, and that a key element is the professionalism of our staff. In the same issue, RSSB’s Helen Costello points out – no more or less smugly than we usually do as an industry – that 1.6 million passenger journeys were made in 2013/14. We often act like this is all our own doing – or all privatisation’s doing – when in reality there are ‘strong links’ between passenger numbers, the economy and ‘fashion’ (for want of a better word) – it’s ‘greener by rail’, is it not? And for many ‘green’ is a matter of fashion, not conscience. I digress, and the PTI problem might well be sorted out for us if we don’t train our staff to be more ‘friendly’, ‘professional’ and ‘helpful’. Eventually, passengers will return to their cars, to domestic airlines or hold meetings on social media when they finally tire of being delayed yet again, told nothing about why yet again and merely grunted at when they dare to ask. Passengers are paying ever-increasing amounts of money to get no seat and be told that they should be happy there’s a place for them to stand. Passengers are paying ever-increasing amounts of money to be virtually accused of theft when they innocently buy the wrong ticket or dare to get the first train home because their meeting ended early. There are many other examples of ‘policy over people’, or ineptitude, or downright ignorance, and your readers will all have their own ‘horror stories’. I’m sure. Causon is right to emphasise that leadership is part of the solution, right too to mention training – a kind word during a deadly delay can help turn sometime travellers into season ticket holders. But it’s also about recruitment, and about realising that there has to be a stronger link between the Olympian heights of the boardroom and the front line. Get all that right, and we’ll keep our passenger numbers up and we’ll continue to need that PTI strategy – or rather someone to actually put what looks good in a flashy pdf into real, on-the-ground practice. Yours sincerely Alan Smith Hove
April 2015 Page 27
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Why Passenger Power! matters Any future change must involve passengers feeling like the Toc is ‘on their side’ says Anthony Smith
magine. Peter Fahy travels every day from Guildford to Waterloo. The company running the franchise is hoping for a threeyear extension. Peter, along with thousands of his fellow passengers, takes part in a vote on whether the extension should be granted or a new company given a try. The government than has to explain why it agrees or disagrees with the passengers. All political parties are looking for ways in which the passenger voice could be boosted – could this be the sort of idea that might finally really focus the whole rail industry on passengers and their needs? Back in 2004 we did some focus group research with passengers about what they would like to see from industry structures. Once passengers had recovered from the shock of understanding just how complex the industry is they came forward with powerful points. Passengers, above all else, wanted to see improvements to their rail services – any review or change to structures or processes must focus on outputs to achieve this. Passengers accepted the need for change but the review must not become a distraction or an excuse in itself. Change must be communicated to passengers and phased in gradually Passengers wanted a clear sense of strategic direction and the assurance that ‘somebody’ has a strategic vision for the railways. There was still scope for devolution to national governments and regional administrations – the important thing was that the railway was still planned as and felt like a co-ordinated network. Passengers also wanted a sense that there was ‘someone’ in charge when it
comes to the delivery of services to the passengers. A single ‘delivery unit’ could have the authority to procure top-level train company and infrastructure outputs. Within this structure Toc’s and Network Rail should be judged and rewarded according to the delivery of services for passengers and not the delivery of services to each other. It would be interesting to re-run this work to see what has changed in the
intervening decade. So, yes, think about reform of industry structures but please base it around what will provide better services. In the meantime much could be done to evolve and boost the passenger voice within the current framework. Improvements have already been made to the way the long term investment decisions are made and franchises awarded but much more could be done. Further bespoke research into passenger needs for specific franchises could
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be undertaken. There could be more communication with passengers to tell them about a potential change of train company. Publicity (of necessity via the incumbent operator) to alert existing users of the opportunity to comment (posters, tweets, emails, newsletters). A better mechanism is also needed to capture these views and a commitment made to reflect these in franchising documentation (for example using online surveys). The formal consultation document should invite public comment. Once a franchise has been awarded more could be done to canvass passenger views. Customer-centric targets are now built in for each franchise/sub-sector of franchise but there is potential to boost frequency. If things go wrong could there be an ability for passengers to trigger intervention in certain circumstances (akin to e-petition)? This could be inspired by more sentiment mapping (to pick up ‘in the moment’ feelings) which could complement mystery shop audits (either bespoke or a commitment to publish results from Toc’s own surveys on things like queuing times, availability of toilets etc.) and an enhanced and improved monitoring via the National Rail Passenger Survey. Could the ‘special measures’
concept applied to schools be used as the intervention mechanism? An investigation could identify the key problems, conducted openly and transparently so passengers can understand the problems and the remedies. Boosting transparency of key data to allow dissemination of ‘my train’ data allowing passengers to really tailor information to their experience might help build trust. The publication of any improvement plan and/or penalty action
plan could follow. So what does this mean for Peter Fahy? Beyond the trains being clean, reliable and providing good value for money, he would like the comfort that someone has overall control, including when things continually go wrong. He should feel the train company is ‘on his side’. Any future change must ensure this happens. Anthony Smith is chief executive of Passenger Focus
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Fares: set the captives free? Should regulated fares be regulated at all, asks Andrew Meaney? The system has changed little since privatisation despite massive changes in the market
he choices government takes when it sets regulated fares are a key driver of the share of industry funding between the taxpayer and rail users. This policy lever is an important mechanism for government. However, another consideration is whether these fares should be regulated at all—the system has changed little since privatisation, despite the massive changes in the market. The latest figures from the Office of Rail Regulation show the state contributing 29 per cent of the funding of the railway, and passengers and other users the remaining majority. It remains government policy to reduce the proportion of funding coming from the taxpayer. Indeed, the Initial Industry Plan published during the 2013 Periodic Review had net funding by government tending to zero early in the next decade. What does this have to do with fares? Essentially, if government wants to change this balance it can act in one of two ways. First, it can decide to pay less money into the system, but it has to accept that this means it will probably be able to buy fewer services, or the same set of services at lower quality. Second, it can change the cap on regulated fares. In the last five years, government has played this card a number of times – having started with regulated fares increasing by one per cent plus inflation on average, it toyed with inflation-plus-three per cent at one point, before relenting, and more recently deciding to require operators to raise these fares only with inflation. What are these regulated fares? Importantly, not all fares are regulated, although controlling the ones that are affects operators’ ability to change the ones that are not (so arguably government fares policy sets the majority of fares). Those that are regulated are typically season tickets and the inter-available Anytime product1. And while ‘regulated’ suggests some kind of consumer protection, Toc’s’ franchise contracts imply that any changes to regulated fares
by the government must be implemented in full across the basket of routes and products. Essentially, the logic is that fares policy is the mechanism by which government decides who funds the railways in this country. Regulate or cash in? Some fares were originally regulated at privatisation to protect passengers in case of inappropriate behaviour by the new train operators. Indeed, the system—in particular, which fares are regulated—has changed little since privatisation, despite the passenger market being largely unrecognisable 20 years on. While this is consistent with government needing to adjust regulated fares to ensure it is able to regulate its own funding position, limited change in the nature of consumer protection as the industry has transformed has similarly limited economic justification.
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‘What is the solution? Probably the ﬁrst step is to recognise that fares regulation is trying to do two things at once’ In particular, regulation can have quite negative connotations. It implies that the person buying the product doesn’t have a choice – they are ‘captive’ purchasers. I’m not a fan of this particular label – it doesn’t suggest to suppliers that they should work hard at delivering excellent customer service (or else you will go somewhere else), and instead that you are ‘just another’ user, often to be treated as if you are a potential problem. While I do not doubt that in the short-term, many passengers do not have a choice of taking a particular journey at
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a particular time (the cost comprises part of their regular monthly outgoings), the evidence suggests that over a relatively short period of time passengers have a choice about the ticket they are buying, and beyond this time period they can choose the mode or journey to take2. And as work patterns change – whether that be through home working or taking more ‘triangular journeys’ – the more choice people have, and the more likely it is that the customer can take their business elsewhere. What is the solution? Probably the first step is to recognise that fares regulation is trying to do two things at once. It’s trying to be one of the main levers by which government controls its spending on the industry, while also trying to ensure a degree of consumer protection.
genuine market power (and, therefore, a need for pricing restraint). Those products would be regulated, with operators given freedom to set fares for products where customers have more of a choice. For example, it might end the daft situation whereby off-peak return journeys on long-distance services are regulated (probably one of the more competitive parts of the market), which greatly affects the ability of operators to offer as wide a range of advance purchase products as they would like. Overall, this would target fares regulation much more effectively, and there is considerable precedent from other sectors where this is seen as good regulatory practice. And it would identify which consumers really need protecting, and remove the ‘captive’ label where it isn’t appropriate.
Finding the right tools for the two functions is probably needed. One suggestion is to hand the consumer protection element to the Office of Rail Regulation (ORR), which would need to develop appropriate resource and competencies in this area. Government would identify the target revenue to be raised from fares. Within this constraint, the ORR would then work with passenger operators to identify where there is
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What’s the future for rail? With or without a new government, there is the very real prospect that the delivery of public transport may look very different soon, say Angus Walker and Stuart Thomson
abour has talked for some time about changing the nature of the rail franchise system. As holders of the Shadow Transport brief, Maria Eagle and Mary Creagh both spoke about the need for greater levels of the control and role of the state. But new incumbent Michael Dugher’s recent comments where he promised that ‘the public sector will be running sections of our rail network’ has sent shockwaves through the whole of transport. Previously Labour had suggested that the state would compete for rail franchises alongside the private sector. In other words, a Directly Operated Railways-type body would compete. The example of the East Coast mainline was used to prove that the state can run railways, as was the parent ownership of some of the transport bodies which have a state role.
The plan now, despite some apparent backwards rowing, is for the whole franchise system as it currently stands to be put ‘in the bin’. Dugher has gone further when he also said, in The House Magazine, ‘I guarantee there will be a public sector operator.’ According to a Labour spokesperson cited in Passenger Transport, Dugher’s comments are ‘consistent with existing policy’ and that the plan is for primary legislation which would allow public sector operators to compete (legislation currently forbids this) and a comprehensive review of franchising. Without over-interpreting these comments, the use of the plural ‘operators’ is potentially interesting. As with all such announcements, the detail is critical. Whichever emphasis of the policy you consider, what is clear is that very real change is coming if Labour is elected.
It has to be remembered that Dugher spent time as a Special Adviser in the Department for Transport when Labour was in office so is not coming cold to these issues. In the heightened atmosphere of the General Election Dugher was appealing as much to the Party’s core voters, many of whom feel passionately that the rail network should be run by the government, as talking to the rail sector itself. Dugher is picking at a sore which builds on the undoubted resentment felt by many that the rail network is overcrowded, provides poor service and costs too much. A lot of this is down to other areas of government policy, not least fares, but an appeal which promises change could prove popular with voters particularly in the South where Labour needs to build support. If a Labour government tries to take back franchises before they come to
April 2015 Page 37
the end of their terms then there may be grounds for paying compensation and there will certainly be legal action involved. They may look to invoke break clauses in the existing franchises but that is not without complications either. Given recent experience over the West Coast mainline franchise, the government is rightly wary about legal action. Otherwise, the party could let the franchises end and then start running them themselves. Potential extensions aside, this would mean that the first state run franchises could be Northern or TransPennine. None of this will happen overnight, for example the recently let East Coast franchise now runs until 2023. The current franchise operators will, at the very least, be concerned about the potential lack of a level playing field against a state-backed, and funded, ‘competitor’, especially given Dugher’s comments. Does the state have the expertise? But particularly now that franchise is back in the private sector, a legitimate question would be whether the state has the expertise to run a franchise. Almost all of the expertise in running rail franchises is now in the private sector. This poses another problem for renationalisation people will need to be renationalised as
well as trains. Of course, it can buy in the people and expertise needed but commercial rates of pay are not always on offer especially with the civil service facing more cutbacks following the election. But these potential policies also have to be viewed through several other prisms. Greater control is also being promised for local authorities, most notably over buses. So this is not just about rail but about the type of transport system that the country wants and who it should be run by. In this light, putting Network Rail back on the government’s books, which was claimed to be just a technical issue, becomes a way of potentially exerting more control. Even the most basic glance at the framework agreement shows an increased onus on Network Rail reporting to the DfT and high DfT expectations of it. The Minister is, after all, answerable to Parliament for Network Rail’s actions. Jim Murphy, Labour leader in Scotland, wants a ‘People’s ScotRail’ and Wales too is looking at franchise reform with the possibility of an arm’s length body ‘that would then be able to
undertake and operate services’. If Labour takes control after May either on its own or in coalition then transport provisions could start to look very different. Political issues have a habit of coming around again so even if Labour does not find itself in government that may prove to be only a temporary respite from franchise reform. There is the very real prospect that the delivery of public transport may look very different soon. Angus Walker is partner and head of government and infrastructure and Stuart Thomson is public affairs consultant at Bircham Dyson Bell
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A deciding vote What can be done to better demonstrate the value that privatisation was supposed to bring? Toby Ashong makes some suggestions
o the last bastion of publicly run UK rail is gone again - I say ‘again’ because this last bastion was itself a phoenix that arose from the ashes of the first great failure of privatisation back in 2009 when the National Express East Coast franchise had to be rescued. In any case, the phoenix, Directly Operated Railways, is now itself just another pile of ashes, albeit having achieved more than just holding the fort along the way. The BBC described this as the end of ‘a rare experiment in public ownership’ – an odd use of the word ‘rare’ given that the vast majority of the world’s railways are publically owned. Indeed, it would be more accurate to describe privatisation as the rare experiment, and 20 years in, the debate rages on. The arguments in question are of course mainly political at heart and if Labour gets into power it has promised to re-open the can of worms (or in their somewhat stronger words, ‘put the whole franchising system as it stands today in the bin’). Strikingly, they are not alone and in fact only the Conservatives remain firmly in favour of retaining the current system – having been largely behind it, it would be tricky for them to be otherwise. So how did it come to this and what can be done to better demonstrate the value that privatisation was supposed to bring? The arguments on both sides are legion and I would argue largely irrelevant. Yes passenger numbers have roughly doubled in the last twenty years but it is highly debatable whether this bears any relationship to how well run our railways are. Equally, while fares have risen faster than inflation over a similar period, that has little to do with the efficiency or otherwise of the industry and everything to do with a policy to shift the weight of burden away from central government and more towards those who use the service. For governments of course, the most relevant argument by far is public opinion and worryingly, this would seem to be strongly in favour of renationalisation. YouGov’s survey last year reported a clear majority of 60 per cent in favour versus 20 per cent against, with even Conservative voters failing to register a preference for privatisation. This has to be worrying and despite the efforts of our current government (extended franchise periods and a concerted effort to get the franchise
process back on track), the status quo must be viewed as fragile. But any change to the current system will carry risks as well as costs and by far the best insurance policy against this would simply be to do a good job and delight passengers. So, rather than join the debate, I thought it might be more constructive to examine how a Toc can really demonstrate its value. Of course, in many if not all cases, these are things that a publically run entity could also do, but people respond far more to results than potential and it’s up to the private sector to make the case. 1. Get the basics rights. Basic operations should be routine, reliable and efficient. Without punctuality, nothing else matters 2. Make a brand promise and deliver on it. Be clear on what the brand represents and how this creates value for customers, then ensure that every aspect of your business is aligned behind this promise. This alignment needs to pervade internally as well as be exuded externally and should influence every dimension of what you do and how you do it 3. Create customer lock-in. This does not mean exploiting monopolistic power nor does it mean holding customers to ransom. It means making it so easy for customers that making any other choice is more trouble than it’s worth. The digital age presents many opportunities for this with greater potential than ever before to know and even anticipate your customers’ habits, preferences and needs sometimes even before they do 4. Create client lock-in. For a Toc, those
who use the service are not those that decide or pay and this second group is just as important if not more so. In theory of course, what the DfT wants should reflect what passengers want but recognising this key stakeholder’s ambitions and aims explicitly is crucial and may demand specific investment or actions 5. Foster a culture of customer-centricity. Behave as if your customers have a choice whether they do or not. Treat them as if they have chosen to give you their custom and may or may not do so again. Run your business in this way and you are more likely to stay in business. The interesting thing that it pays to remember is that ultimately, customers of a privatised railway have in one sense no choice as passengers and in another sense the ultimate choice as voters. Toby Ashong is head of infrastructure at Boxwood
April 2015 Page 41
Delivering the goods Chris MacRae
A welcome objective FTA is now enjoying greater levels of engagement with the ORR, consolidated by a recent freight customer event. Chris MacRae explains the many outcomes
he Office of Rail Regulation held a Freight Customer Event last year and has now established a Freight Customer Panel. This is in support of ORR’s strategic objective ‘to improve the services received by rail freight customers’, and the Freight Transport Association welcomes this. ORR’s stated ambitions for the freight sector are expressed in its strategic objectives as follows: • ‘support a better service for customers’ – use ORR’s powers to hold the industry to account for performance and standards of service across the railway network • ‘secure value for money from the
railway, for users and funders’ – strengthen incentives for the increased use of railway capacity, and more costeffective investment in the network • ‘promote an increasingly dynamic and commercially sustainable sector’ – support sustainable economic growth by promoting innovation and efficient long-term investment across the rail industry through the appropriate development of effective markets and regulatory intervention. The ORR Freight Customer Event took place on 9th October 2014. FTA and the Rail Freight Group spoke on the top table with the ORR chair and ORR director of economic regulation. FTA
spoke about the need to embed its Agenda for More Rail Freight as a customerfocused rail freight agenda in regulatory and government policy. This covers twelve key areas of challenge to the rail freight industry that the UK’s leading retailers have identified, and where shippers believe progress is needed if rail freight is to fully realise its potential and growth targets established by ORR from Network Rail’s Freight Market Study. These twelve areas identified for improvement have been broken down into four key themes: • costs and competiveness • service availability and flexibility • network access • international services
April 2015 Page 43
Themes and issues that emerged from the ORR Freight Customer Event were as follows: Engagement with others in the industry: • freight customers were broadly content with current engagement with the industry but expressed a need for engagement with the Rail Delivery Group given the role it plays in shaping the future of the railways and the service it offers • freight customers said that there has been a step change in engagement with the freight team within Network Rail but they would like to have better engagement at route level • concern also at the problems in gaining traction for small scale investments which could bring major benefits to freight. Issues that the regulator should be aware of: • there was a call for longer-term commitment and protection of investment in rail and questions were raised over the length of ORR’s control periods • having access to a seven day service is important to freight customers • there have to be lessons learnt by ORR from the Control Period 5 (2014
– 2019) freight track access charging review as there was a large scale customer loss of confidence in rail freight here caused by the reversal of the previous policy of lowering rail freight track access charges and the uncertainty over the process of their increase • there were not only financial consequences but there were also issues in the way that charges were communicated to freight customers. This was a major cause for concern for freight customers and they wish to see greater and earlier engagement over Control Period 6 (2019 – 2024). This has resulted in further engagement with the ORR and there is agreement that more engagement between ORR and freight customers is welcome (ORR explained that ‘freight customer’ incorporated purchasers of rail freight services and their representative bodies but not the operators of the trains). There will be a ‘package of engagement’, including having both, regular and annual meetings. This is to complement and not substitute for direct engagement with the industry and there will be circumstances in which the industry should also be present.
A freight customer landing page on the ORR website has been created for freight customers, which pulls together relevant documents and information, together with consultations, publications and meeting notes, including freight customer track access contracts, ORR’s consultation letter on the structure of charges review, and a note from the freight customer event. ORR has also created a Freight Customer panel of which FTA is a member. The Freight Customer Panel is to help to ensure that ORR’s policies and regulatory decisions take into account the commercial environment that freight customers work within. The freight customer panel is stated as part of ORR’s ‘wider commitment to engage directly with freight customers’. FTA will also continue to co-ordinate ORR engagement with shippers via the British Shippers’ Council as part of the higher level lobbying for the Agenda for More Rail Freight customer-focused campaign. For further information on FTA’s rail freight policy work contact: Chris MacRae, rail freight policy manager Email: email@example.com Tel: 07818 450353 Visit www.fta.co.uk
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Page 44 April 2015
Now you see it, now you don’t – that’s the remarkable benefit of GIFAS Electric GmbH Power Floor Pits for which Charles Endirect are sole supply partners in the UK. In rail situations, it’s ideal for train and track maintenance crews needing electricity, compressed air and water. Once plugged in, the unit disappears underground, still distributing power and resources in its closed position, yet remaining completely out of sight, as well as causing no obstruction. The solid butyl rubber distribution board offers a high electrical insulating capacity and is perfect for hard-working products in harsh environments, which means it provides excellent resistance to weather, UV and ozone. It’s also unbreakable, condensation-free and resistant to chemicals and oil.
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Enlightening technology for rail and road April 2015 Page 45
Grand Union Canal Client: Tube Lines Bringing together our latest acquisitions on our suspended scaffolding project.
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Careers advice starts at home By reinforcing the message at an early age that girls and boys can do any job, we can open their eyes to the many possibilities available, says Jodi Savage
any of us in the rail industry, as groups, organisations and individuals, are working to create a more diverse workforce. We recognise the immense benefits of having a mixture of people in our teams. By mixture I mean gender, age, race, background, education, experience, personality type, leadership style...the list goes on. We know from experience that mixed teams deliver better results. There are numerous reports, studies and statistics which demonstrate that a diverse workforce delivers more profit and an increase in revenue. Indeed, a report issued by the government on Women on Boards states that companies with more women on their boards were found to vastly outperform their
have also included recruitment drives in unusual places, such as shopping centres, to attract a diverse range of talent. Beyond this, many of us have been active within the rail industry by joining groups such as Women in Rail, staging presentations at universities to demonstrate the benefits of a career in the rail sector, volunteering to become a mentor or attending school activities designed to show that the rail industry is exciting and dynamic. But how many of us think about this with our own children, nieces, nephews and friends? Do we actively encourage our own young people to consider careers in fields which are stereotypically genderbiased? I have been to primary schools recently to talk about the rail industry and to help me demonstrate some of my
rivals with a 42 per cent higher return in sales, 66 per cent higher return on invested capital and 53 per cent higher return on equity. The numbers speak for themselves. Introducing quotas would be one way to increase gender diversity, but lots of people are against this, including myself. I believe, like many others, that a role should be awarded on merit regardless of gender. Many businesses within the rail industry have taken positive and successful steps to increase diversity without imposing quotas. Some have targets for interview stage - for example if ten candidates are selected, two of them will be female. Other initiatives
points. I took a train set with me. The children, both boys and girls, helped me to put it together as I explained how the railway works. But, when I look after my young nieces I don’t encourage them to play with train sets, instead we watch Frozen and play with their dolls. I was struck by this thought recently and will now make every effort to encourage the young people in my life to be open to new ideas with regards to their future. I will actively work with them to promote the benefits of STEM subjects and help them to excel in these areas. How many of us are guilty of the same? How many of us despair at the lack of women in our business and at the top and then go home
and play dolls with our daughters and Lego with our sons? Recent research from the Association of Accounting Technicians has found that, although four in five young people aged between 14-19 have already given thought to their preferred career path, the careers advice they receive is neither relevant nor at pace with their demands. The study found that, while 14-19 year olds are broadly optimistic about their prospects – 84 per cent believe they are ‘quite likely’ or ‘very likely’ to enter their chosen career – 43 per cent said that formal careers advice hadn’t been influential in this decision. As a result, a quarter of young people are basing their career or education decisions on the advice of parents, while more than one in six are opting to simply do the same as their friends. With this in mind it is essential that parents are aware of the influence that they have on their children. By reinforcing the message at an early age that girls and boys can do any job, we can open their eyes to the many possibilities available. Together, we can inspire the next generation and help close the gender gap not only in the rail industry, but in the workforce in general. Jodi Savage is sales account manager at Wabtec Rail and a board member of Women in Rail LinkedIn: Women in Rail Twitter: @WomeninRail Visit: www.womeninrail.org April 2015 Page 47
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block. To round off the North East Area Rail Business Awards 2014 master class Phil spoke about he North East Area he 2014 Rail Business Awards were held at the signalling without lineside of the IRO was London Hilton on Park Lane earlier this year signals and described different recently given a and saw members from across the industry methods of train detection master class by Phil gather to celebrate the success of individuals and Our Annual Lunch for Members and Guests will be held at other than by electrical track Graham (retired organisations alike. The Mermaid, Puddle Dock, London. On Friday 19th April circuits. and formerly Network Rail), As a sponsor of the Young Professional category, an award midday. Our guest speaker isyoung the Rt.professional Hon. Phil kept the master class2013 from on the Principles of Signalling. given to the most outstanding working Simon Burns, Minister of State for Transport. delegates enthralled with a The event, which offered within the UK rail industry, the IRO was delighted to attend lively and detailed description members the opportunity this event with representatives from the Stafford office and of a wide ranging topic. PaulTickets to expand their industry Area Councils.per head – £47.00 knowledge, provided a detailed Snowden, who attended During the event Fiona Tordoff (chief executive officer, of 10was – also £470.00 table Alan Stewart (Siemens) as the the event, said: ‘The speaker Table IRO) and informative description of thrilledper to present are inclusive of VAT @ 20%)Professional award. Simon Edmundson really made his subject come(Ticket prices the signalling systems that are winner of the Young to life with his examples of used by Network Rail. (East Kent Re-signalling project) was also highly commended in a booking form at: real life incidents.’ Emrys Download To start the master class this category. Warriner also added that Phil Phil first gave a statistical The IRO would like congratulate all the winners and www.railwayoperators.co.uk gave ‘a wonderful balance analysis of the different entrants at this event for their achievement and desire to 248113 of practical examples of the Call: 01785 methods of signalling in promote excellence within the industry. complex railway system and use on the network, which how it works, supported by a showed how absolute block wonderful balance of history and mechanically operated to help you fully understand signals were still a significant operating method in use at 322 why we do what we do!’ In regards to future signal boxes. This accounts for learning opportunities Phil more than half the current 572 invited those present to attend block posts, although to put his ‘Block classes’. These this into context these control classes are open to anyone only 18 per cent of track from the railway industry who mileage. wishes to acquire an in-depth Even taking the various understanding of railway single line systems into signalling, and who may if they account, Track Circuit Block local events all of year round. There are opportunities to see how others so wish at the end the year must nowYour account forIRO well Area runs work, of broaden experience and add an examination in theto your professional development. over 70 percent that trackyour take topic.out More information will mileage (even the totalto find Visitthough the website more… www.railwayoperators.co.uk be circulated by email to IRO number of boxes / signalling members when the programme centres operating this system is finalised. is only 281). He then described Article written by David how and when each different Monk-Steel type of signalling was introduced and the reasons for the different methods still employed today. Association Excellence Each significant method Awards 2015 of signalling was illustrated with photographs and he IRO is pleased diagrams, further enhanced to announce that with examples drawn from it was shortlisted Phil’s wealth of personal in the Best experience.1The manner in Advancement of 2 which these were operated was a Cause category for Railway then illustrated in aArea: series of Operators’ Learning at the South West South West Area: Operations Experience Day – video films. One interesting Association Modernising the Western Route – Swindon Excellence October 2012AwardsWest Somerset Railway, Minehead October 2012 aspect demonstrated, which 2015. The event, which was was not familiar to most of the hosted by the QEII Centre, delegates, was the operation of saw organisations from across Radio Electric Token Block in the UK and abroad celebrate Scotland. the excellence that had been The method of working achieved by those present. on both double and single As the IRO is devoted to lines was considered in providing valuable learning detail, together with the opportunities to its members improvements that the and those within the introduction of train detection industry, the event was both by track circuits brought, a celebration of what has eventually enabling the already been achieved by the development of automatic IRO and an inspiration for its signalling and track circuit continuous improvement.
April 2015 Page 49
F n d lo
Page 50 April 2015
19 June 2015 IRO Annual Members’ Lunch and Mini-Conference Guest speaker Peter Wilkinson, managing director, Passenger Services, Rail Executive. The Cumberland Hotel, Great Cumberland Place, London. For more information visit: www.railwayoperators.co.uk/whats-on Irish Area For information on Irish Area events please email Hilton Parr: firstname.lastname@example.org
Area events please email David MonkSteel: email@example.com North West Area For information on North West Area events, please contact Tricia Meade at firstname.lastname@example.org For general membership enquires please contact Carl Phillips at email@example.com Midlands Area For information on Midlands Area events please email Rachel Heath: firstname.lastname@example.org
Scottish Area For information on Scottish Area events please contact Jim Douglas on 0141 354 5684 or email at email@example.com
South West Area For information on South West Area events please email Martin Bonnington: firstname.lastname@example.org
North East Area April 2015 A trip on the New Measurement Train (NMT) Date, time and venue are to be confirmed. Contact: David Monk-Steel at email@example.com For further information on North East
South East Area 15 April 2015 Spring Charity Quiz The first of our two quizzes for 2015. £5 per person with teams of no more than six. Time: 18:00 – Central London (location to be confirmed)
Contact: firstname.lastname@example.org 20 April 2015 Mobilising East Coast – talk by David Horne, MD East Coast Time: 18:00. 10th Floor, 55 Broadway, London. Contact: email@example.com 30 April 2015 Farringdon Crossrail station visit. Time: 16:00. Farringdon station. Please note that this event is now fully booked - please check the IRO website in case more visits are organised. For further information on South East Area events please email Omar Soares: firstname.lastname@example.org Young Operators To register your interest in IRO Young Operators events, please contact Petr Mikyska at email@example.com
More details of area events are listed on the website at www.railwayoperators.co.uk/whats-on/
April 2015 Page 51
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Laying down the law
Get on board with the risks of ERTMS Tammy Samuel and Darren Fodey look at the legal issues around the new opportunities in signalling
he end is nigh for the colour light signal. As readers will see elsewhere in this issue, signalling in UK rail is a hot topic and there are many opportunities for rail professionals. According to current plans, over the next 25 years there will be a fundamental shift in signalling: away from the line side and onto the train. While the opportunities may be plentiful, they come with certain legal risks, which we consider in this article. Digital railway The introduction of the European Rail Traffic Management System (ERTMS) across the majority of the GB rail network is a huge project – the scale of which should not be underestimated. Indeed, Network Rail’s vision for a ‘digital railway’ could see ERTMS introduced onto the GB rail network even quicker. Key advantages which Network Rail hopes to achieve sooner include: • a safer railway – with movement authorities being given from an in-cab display (Driver Machine Interface), drivers missing red lights due to line side signals being obscured will become a thing of the past; • reduced costs – with line side equipment removed, maintenance and renewal costs will be significantly less and signal failures should also be reduced in number; and • increased capacity – Network Rail expects a 40 per cent increase in capacity on the busiest urban networks as trains can run safely closer together, offering benefits to operators and their customers. The introduction of ERTMS will necessitate the rollout of in-cab signalling across the entire rolling stock fleet. Line side signals will eventually be removed in some areas, meaning that all trains will have to be fitted with the on-train European Train Control System (ETCS) else they will not be able to operate on the network. Procurement underway First-in-class fitment of ETCS is in the
process of being procured by Network Rail and the ROSCO’s in a number of tranches and fleet rollout is expected to be procured and financed as part of upcoming franchise competitions. Bidders taking part in such competitions should become very familiar with any requirements relating to ETCS fitment. For the freight and heritage fleets, there is even more urgency to install the equipment, given their ‘go anywhere’ nature. The opportunities are happening now – but there are many legal risks which must be considered. With the introduction of ERTMS, rolling stock operators and owners are being compelled to introduce the ETCS technology onto their trains. An awareness of the possible legal issues involved in such a huge project means that businesses should not be passing their own red lights. Potential liabilities While the removal of line side signals will save Network Rail considerable sums of money, the introduction of in-cab technology means the organisation will no longer be wholly responsible for signalling. The train operator and the signalling system manufacturer will also have a role to play. In future, a ‘signal failure’ may mean the on-train technology is not working. This then becomes a financial issue for the operator. While Network Rail’s delay responsibility could be reduced through
the introduction of ERTMS, the train operator may incur additional liability under its track access agreement for ontrain equipment-based failures. If the ETCS failure causes delays to other services, this may not be a small sum. Will the train operator be able to pass on such liabilities to the ETCS equipment manufacturer and/or maintainer? This would require a direct contractual relationship between the two. Alternatively, will Network Rail always be responsible for signalling-related delays (as is almost always the case at present)? Should the signalling system supplier or the on-train equipment supplier be responsible? The solution is not yet clear. What is clear is that signalling will be a multi-party endeavour – with roles for Network Rail, the train operator and the equipment supplier to play. It is also likely to involve delay attribution principles and other contractual arrangements being revisited. Liabilities will need to be fairly allocated. Insurance arrangements may also need to be extended where the train operator is taking on signalling responsibility — previously an infrastructure-related issue. Signalling supplier, ROSCO and operator Through the procurement process outlined above, it will be Network Rail and the ROSCO’s who will have the April 2014 Page 53
direct relationship with the signalling supplier. However, the train operators will be expected to manage the on-train signalling system on a day-to-day basis. Certain obligations will need to flow down from Network Rail/the ROSCO’s to the train operator to ensure the system can be implemented in a timely manner, including ensuring access to the relevant rolling stock. Train operators are also likely to be interested in a direct arrangement with the equipment supplier – for example, in relation to maintenance. Any such arrangement could also allocate responsibility for the financial impacts of any in-cab signalling-caused delays. Supplier exclusivity? From a practical perspective, it seems likely that once a supplier has been selected to provide the first-in-class technology, they will also provide it for the rest of that class, ensuring consistency of technology. This will be good for the successful supplier and increases its bargaining power. However, we understand that steps are being taken at the procurement stage to ensure that best value for money is obtained for the whole fleet (and not just first-in-class). Ultimately, it will be the passenger operator who has financial (through increased rental payments) and contractual
(in the franchise agreement) responsibility for installation of ETCS technology across the entire fleet. It will want rights to ensure the equipment supplier is doing what it has promised – suggesting a contract between the two will be vital. Similarly, because installation of the technology on the freight and heritage fleets will be procured by Network Rail, a direct relationship is even more important between freight operator and equipment provider. Operators Each franchise operator will be required by its franchise agreement to ensure the equipment is fitted to the full fleet – the cost of this will need to be factored into franchise bid submissions. With vehicles being taken out of service for ETCS instalment, fleet management will also need to be a key consideration in bid submission. Driver management will also have to be factored in. With training on the new system taking an estimated two weeks per driver, there will need to be sufficient staffing resilience to ensure that passenger services can continue to be operated. All rolling stock will need to be fitted – and all drivers will need to be trained – before the “go-live” date – so there will be a set deadline by which all of this work will have to be completed.
Of course, ETCS fitment could be aligned with scheduled maintenance cycles to ensure vehicle down-time is reduced. This will need efficient fleet management – not only on initial installation but on subsequent maintenance. Fleet availability will need to remain sufficient to ensure contracted services can continue to be delivered – this may need additional rolling stock to be factored into business plans. Ultimately, the ETCS project involves many elements with legal implications and legal risks for those involved. Whilst the commercial solution requires a thorough understanding of those legal issues, readers must not forget that this commercial solution must be reached because without the technology installed, the trains will not be able to run. In practice, a number of parties will need to work closely together to ensure the successful implementation of this project. Legal issues will be important – and a collaborative working relationship between all interested parties will be vital.
Tammy Samuel is a partner and Darren Fodey is an associate in the Rail team at law firm Stephenson Harwood
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April 2015 Page 55
Millie Banerjee Millie Banerjee, chair of the British Transport Police Authority, spoke to Lorna Slade about this year’s National Policing Plan targets and achieving deeper levels of engagement with the industry
he BTPA issued an Open Letter to the industry last December, setting out its vision for how it intends to work in a more collaborative way. What prompted that – was it the findings of the DfT’s Triennial review last year? Not really. The outcome of the review wasn’t unexpected. I don’t mean to sound complacent but that’s where I thought the industry would be because that’s what it’s been saying to us so I’m quite comfortable it’s out in the open. I’ve been here for a long while and one of the things I was very conscious of when I arrived is that although there was a very successful set of communications between the BTP and the industry at an operational level, however at the strategic level we probably weren’t quite as aligned and didn’t fully understand each other’s views at the sort of depth we needed to. I’ve been working on that, and fortunately, with the support of the Authority members who all agreed that this needed to be, as it were, put on a different platform, we’ve been gradually moving towards a more productive relationship with the industry, and I felt last Autumn after we surveyed Toc and Foc managers and heads of security, that I needed to crystallize where we’d gotten to. There wasn’t anything new in the Open Letter but it was a public commitment, which was important to me. It has gone down quite well and I know that because I’ve been out and about meeting senior figures in the industry and they ask ‘What do you mean by this?’ or ‘What are you doing about that?’, so it has created a platform for dialogue which I’m pleased about and it was the right thing to do. It seems to me that your profile has increased recently and I see many similar comments Page 56 April 2015
from you and chief constable of the BTP Paul Crowther. How do you work together on that front? BTPA is at the strategic level and we have a responsibility to make sure the charges we levy are regarded as reasonable and efficient, and the chief constable follows that through. The way I see it, partly because of my private sector background, is that this is a vertically integrated organisation – I’m the chairman and he’s the chief executive so it’s for him to deliver the outcomes. But it’s very interesting your comment that my profile is rising. I wouldn’t have noticed that because I don’t operate in that way, but I do know the industry very well and I know a lot of industry figures personally. Rail has a lot of stability in people – years ago I was on the board of the Strategic Rail Authority and some of the people I met then are still around, as I am of course! So it’s not a conscious decision to raise my profile but it is a conscious aim to position the Authority and be clear about our accountability and our responsibility, and that is what we’re driving. You’re about to announce this year’s National Policing Plan targets. Is there anything you want to say about them – are they unique in any way? Firstly I want to mention the Strategic Plan. I don’t think we can diminish the role that plays, not just its outcomes but the process of developing it, which was new in the sense we really spent time trying to understanding the factors that drive the industry and that help the travelling public feel safe and secure. So the 20.20.10 plan as it’s known is geared to addressing the summarised issues raised by the industry. That consists of a 20 per cent reduction in crime, a 20 per cent reduction in disruption, and a 10 per cent improvement in passenger and
Toc managers understand what it takes to run a business so we have very open and gritty and quite difficult discussions sometimes, but thatâ€™s the way of the world so I feel completely comfortable
April 2015 Page 57
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Railtex 2015 Stand R31 Page 58 April 2015
RAIL PROFESSIONAL INTERVIEW
staff confidence, all by 2019 – so set over the period of CP5, which was another important difference. That being done, each year we look at the Policing Plan targets and agree those we think will best deliver the Strategic Plan. This year we’ve been looking at Crime Reduction and have an overall target for that; as you know we’ve been very successful in reducing crime for the tenth year in a row and it’s a very strong base that we start from. There is a Disruption target, which is absolutely vital, and we know that dealing with certain areas e.g. trespass effectively will help us to reduce that target. But on trespass we have to work with the industry as we can’t deal with this huge problem alone. We also have target figures for Confidence and have carried out a hotspot analysis to look at increasing confidence in those places, but again we can’t do this alone because a lot of the business of confidence is around how safe people feel in the station environment. None of the above is new, but because of the Strategic Plan we are much better able to focus our activities. In addition to the high level national targets we have local targets, and this year has been particularly good because we’ve sat around a table with the industry and asked ‘What’s good for you then?’ which is a novel way of working in that we’re mutually signing up for things, and a lot of trust has to be built into that. The Strategic Plan targets are quite ambitious. How does the industry feel about them in your opinion? Yes the industry knows the plan is very ambitious and we know we’re asking it to do a lot. But I think, especially in the last couple of years, we came to a point where we trusted each other enough to give ourselves really ambitious targets to aim for rather than using them as weapons which sometimes happens doesn’t it. And we are being brave because you know in the end we might not achieve some of these targets, and some people will complain – otherwise what’s the point of having them. But
I would have thought even that dialogue would be creative and positive because we want to solve the problems together. Do you find the industry appreciates the BTPA? We know there are certain things Toc’s would like to be different. Concerns such as the timing of their bill we can deal with, but what they really want from us is a sense of certainty and a better understanding of what happens to their pounds. I would argue that at the end of the day no police force has yet been able to account for every minute of its time. The BTP has a set of duties, obligations and responsibilities that are assigned to it because it is a police force – it isn’t a contracted security company like G4S, so we have to respect that and work within that framework. I don’t find that obstructive but in the end it is up to the chief constable to make certain operational decisions. But understanding exactly how its money is spent is a reasonable request from industry. We haven’t got a good answer to that yet but we’re working on it; however again, we’re doing this more or less on our own: I also work with the Home Office Force and notice that some people employ legions of consultants to get this kind of detail, and I think you have to be sensible about that. You mentioned that you would like to be involved at the very beginning of retail development plans – how is that working out? Typically the people and organisations that make those decisions, primarily Network Rail, are not driven by safety and security but by the commercial need for letting a space in an appropriate way. And individual companies come along and have their own systems – Marks & Spencer for example has its own security at the door, whereas Accessorise might not. But nobody seemed to be consulting us! There has been a bit of an issue around this actually and I can’t say we’ve cracked it but I think the industry has heard us and knows this is something we really need to be consulted on. April 2015 Page 59
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Page 60 April 2015
RAIL PROFESSIONAL INTERVIEW
But to digress, consulting early in general is a key theme for us, and one of the things we really wanted to do was have consultations at the time a franchise is let. For the past year now one of our guys has been embedded in the franchise team at the DfT and he’s able to input our views and the BTP’s into the franchise specification. He’s working his socks off and is worth his weight in gold actually, and the benefits for the industry are that we can plan-in safety and security, which always makes it cheaper and more effective. The BTP missed its 2013-14 disruption targets, and early figures are suggesting disruption will be a big target for 2015 – made even more challenging due to the increase in trespass. Can you comment on that? Disruption and delay matters to the travelling public hugely, and it matters to the industry because it loses absolutely millions of pounds and we know this, so we deliberately said we would put ourselves forward and have very ambitious targets. We have done very well on cable theft, with a 70 per cent reduction since 2010, and even this year we’re seeing a 30 per cent improvement over last year. And we have reduced delay minutes by about 40 per cent which is again a real success story that came through working with the industry. Suicides are a shocker though and I’m very personally troubled by the situation. I actually sit on the board of a London mental health trust because I have a great interest in this arena. We had more than 300 ‘successful’ suicides on the network last year and when I talk to people who don’t know anything about the situation they are absolutely shocked. In February of this year I backed proposals by the APCC who wrote to the deputy prime minister to ask for more support for those with mental health problems. Around two years ago I was appointed High Sheriff of
Greater London and sponsored a project around suicide because I felt that it was a big issue for the capital with its large rail hubs and so on. People actually travel hundreds of miles to throw themselves in front of a train and it is very upsetting to see what they would do. So we analysed the data and realised that the key organisation we would have to engage with is the NHS, because to prevent people from wanting to commit suicide you would have to look into the circumstances around their physical and mental health; for whatever reason they want to end their life they are actually ill at that point in time. The NHS was fantastic and facilitated nursing support through the Royal College of Nursing and we also engaged with the Samaritans. So BTP puts together a plan for these people, delivered by various agencies. The Force has a particular view of people who are in quite desperate situations. Its ethos is very heartening to me and all of our policemen really do understand – suicidal people are not seen as a distraction or inconvenience, we don’t react by thinking we need to get rid of them by taking them to A&E and leaving them there. We see these people as needing help which is why we’ve stepped out of our traditional police role. But we’re not doing this solely as a hearts and minds thing, we’re doing it because the suicide rate keeps increasing and there’s no reason to suppose it won’t unless we do something about it. It also causes disruption which affects the industry financially, and it sounds terrible to say it but passengers do feel uncomfortable when they are delayed for that reason. You have no targets for offender management in 2015. Why is that? We’re giving a lot of thought as to what we do with our offenders because we have different levels of offence – personal property theft, jumping over barriers, sexual and racial abuse as April 2015 Page 61
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RAIL PROFESSIONAL INTERVIEW
Well the Scottish government has made a decision, it’s a political one and I’m a good public servant, I’m very grown up about it and will do whatever is necessary. We’re talking with the Scottish authorities as much as they are able to talk with us at the moment. I would like not to reduce the level of service Scotland gets from transport police, and we are happy to provide all the information and data and work with anybody who wants to work with us to make that happen. What do you admire about the rail industry? I love the way it’s changing: I come from a telecoms business so I’m used to being in a growing industry, but what I like most is working with the people. At the end of the day they’re very pragmatic because they understand what it takes to run a business so we have very open and gritty and quite difficult discussions sometimes, but that’s the way of the world so I feel completely comfortable
you’ve just seen with the Chelsea fans. We’ve been looking at what is the right thing to do because in some cases the offences are below a threshold so nothing happens: in fact David Lammy MP spoke recently about bicycle theft and mentioned that most people don’t get punished. So we’re taking a wide-ranging look at offender management and the chief constable and his team are doing a really good series of analytical pieces for us. The other part of that which is very important is our relationship with the CPS: effectively it operates geographically but we’ve now persuaded it – this has still to completely bed down – to allow us to work with a single CPS that also has a history of how we manage offenders. I should watch this space – I think we could do something very innovative here. According to rail staff and passenger surveys only 39 per cent said BTP could be relied on to be there when needed and just 35 per cent said the Force is available at any time of day. I don’t see many BTP officers when I’m out an about. Are there enough of them? The chief constable might say there are never enough of them but it’s an interesting point. You should be seeing more because last year we agreed with the Force that it would make some changes – reductions and a reorganisation, and that effectively released a pot of money which enabled us to deploy 200 extra officers to the frontline. It was our objective to put more people in the front line and we were quite clear with the industry about that, and it understood the rationale and supported us. So in that sense we will have more. The other way is through a new initiative where we are utilising our officers at known crime hot spots. Funnily enough, if you look around the big hubs such as King’s Cross or Euston you will feel there are more, but actually there aren’t necessarily, it’s just that they are being deployed in a different, more targeted way. However I’m obviously disappointed in the response and we will have to see what we can do. Inevitably in some cases we won’t be able to be there in 35 minutes, we have to be realistic about that because we can’t be everywhere. But we really care very much about what people are saying, and as a result passenger confidence at the moment is at 77 per cent.
And the area where you wish it would improve? Customer information: we still haven’t cracked it. Take this whole business at Christmas 2014 for example, I’m not just saying this because our officers got caught up in it but I think the industry needs to get its act together a bit more on that front. Passengers are not children. We are used to getting information and to making different plans: if somebody told me a line was completely disrupted and gave me some options on how I could get to my destination, I would be irritated but much happier than if I were left standing in the freezing cold not knowing anything. What would be your message to Toc managers that perhaps they haven’t heard before? The really important thing for us is to be able to work together at the strategic and operating level, and we are very geared to listening and following up. We might not always agree but it’s about having those conversations. I would very much welcome any comments or inputs at whatever level – that’s the message – that we’re open for business. The new National Policing Plan targets can be viewed at btpa.police.uk/policingplans from 1 April 2015
How do you feel about the recent announcement that policing of the railways in Scotland is to be devolved? April 2015 Page 63
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Adapt and thrive For political, environmental, sustainability and regulatory issues the industry can only adapt. But with technology and innovation it can propose winning solutions, says Steve McLaren
he rail sector is, at £9.3 billion a year and 212,000 jobs, a large chunk of the UK economy, and the industry’s political and business influence is only set to grow, following Network Rail’s £38 billion investment in the UK’s track and stations up to 2019. This massive investment is the biggest revamp of major lines and stations in more than a century and places the UK in a unique position in Europe and even worldwide. Within this unique context, it is clear that the UK rail sector offers significant opportunities and important challenges in the coming years. Beside the long-term growth trend, important game changers will increasingly impact across the industry: political, regulation, workforce, safety, demographic demands, environmental, sustainability and technology and IT innovations are among them. These game changers are not created by the industry; but nevertheless, they are factors the industry simply cannot ignore. SSL has clear opinions around this. We believe that for some of the gamechanging issues, the industry can only adapt - notably political, environmental,
sustainability and regulatory. But in relation to technology and innovation, the industry can propose winning solutions. Indisputably, the rail sector cannot ignore its driving role with regards to safety and the skills shortage crisis. In SSL’s view, the two most pressing challenges facing the industry are skills shortages, and the need to make efficiency improvements without any compromise to safety. The way the sector tackles these issues will be critical if it is to remain competitive and achieve its full potential. Issues where the industry can only adapt Political The fluidity of the political landscape is such that our industry can only adapt to the changing views and policies on infrastructure plans and the running of the railways. Some projects are iconic such as Crossrail (where SSL is providing signalling for the Crossrail Anglia and Crossrail West sections), and which is viewed by many politicians, voters and media pundits as vital to the growth of the British economy. This in turn influences the way the industry can
address them. As we head towards the general election, the rail sector, and rail franchising in particular, has hit the political headlines. And there is a great deal at stake. Labour’s official policy is to allow the state to bid for franchises. But Labour’s shadow transport secretary has gone further, saying: ‘The public sector will be running sections of our rail network as soon as we can do that.’ By contrast, the Conservatives say franchising has led to the most improved railways in the EU. A recent encouraging development, aligning industry aspirations with political intent to ‘future proof’ the rail sector, has come from the UK’s Rail Supply Group – a collaborative partnership between the government and rail equipment suppliers (see Rail Professional interview February 2015). The clear message from the RSG ‘vision statement’ is that there are many opportunities for future growth. Environmental and Sustainability Regulatory requirements ensuring environmental protection have advanced considerably over the past decade. For example, The UK Waste Electrical and Electronic Equipment (WEEE) Regulations have undergone two revisions (2006 and 2013) in order to meet the demanding recycling targets set in the EU WEEE Directive. A key progression in legislation is the enforcement of the ‘polluter pays principle’ through the EU Environmental Liability Directive. This is implemented in the UK Environmental Damage (Prevention & Remediation) Regulations 2009 which impose strict liability for environmental damage. Network Rail’s ambitious Sustainable Development Strategy outlines the approach the industry must deliver in order to create a railway fit for the future - and this should gain momentum and have a positive impact over coming years. Issues where the industry can influence Innovation and Technology renewal The signalling sector, in which SSL is a major player, has a key role in Network Rail’s challenging infrastructure upgrade April 2015 Page 65
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programme; focusing on its primary element of safety and innovation. While application of innovative technology has always been at the heart of the operational railway we are now seeing pressure to undertake a sea change in approach. As has been the case since the beginning of railway systems, safe railway operation is the bedrock requirement. However, there is now a need for innovation across a much wider area than traditional safe signalling and control. Three key strands in this drive for change are in the use of innovative technology to increase and optimise capacity, to optimise costs and energy usage and to provide a seamless ‘smart’ environment with interactive information and services. Two major elements of this vision – in what is now common parlance, ‘the digital railway’ – will be the application of the European Train Control System (ETCS), eventually to Level 3, allowing variable train headways and reduction of trackside infrastructure generating capital and operational cost savings with increased reliability. This will be combined with sophisticated traffic management systems providing huge amounts of information with sophisticated train planning and control, concentrated in a small number of Rail Operating Centres.
The issues that the industry has to drive Workforce and skills shortage With record levels of investment and a host of major projects either on the horizon or happening now, there has never been a better time to consider a career in the UK rail sector. However, there is a critical shortage of skilled engineers and technicians in rail engineering generally, and signal engineering specifically. The National Skills Academy Railway Engineering (NSARE) report highlights the massive gap in signalling resource requirements and the resource availability in the market. This is a growing problem, and with high levels of investment and volumes of project work during 2015 and beyond, the industry has to fundamentally and robustly address the issues regarding its future workforce. The focus for us all must be on attracting the best skills and talent to develop new technologies for tomorrow’s railways. Research by Engineering UK predicts that for each year up to 2020, the industry will need to find 87,000 graduates. Rail professionals across the sector must consistently promote the diverse range of exciting career opportunities rail has to offer young people by showing them that,
regardless of their background or career aspirations, they will find something that suits them. We need to communicate this to a younger generation of engineers and inspire them to join the industry. Safety The industry, quite rightly, considers the safety of its workforce to be of paramount importance. But if rail is to keep pace with other sectors in safety, it is critical that Network Rail’s Lifesaving Rules and the powerful ’everyone home safe every day’ message are hotwired into the DNA of every rail worker. In conclusion, SSL believes the growth that political policies are creating in the UK represent a fantastic opportunity for the industry and its customer, and will lead to success on a number of levels, including shaping a new landscape, and developing a sustainable skilled workforce. Above all, these opportunities will increase the demand for safety - both for the employee and for the passenger, through the quality of the deployment of signalling solutions.
Steve McLaren is managing director of SSL (Signalling Solutions Limited)
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One for the government Kimmo Oostermeijer and Xaf Utberg map the landscape for ERTMS implementation in Europe and explain why system integration is the key to success
he Dutch government decided last year to move ahead with the nationwide rollout of the interoperable European signalling system, ERTMS. After an intensive 18 month period the viability of ERTMS implementation in the Netherlands was sufficiently demonstrated: in addition to improving the interoperable access of the network, goals for improving safety, speed and capacity could be met within the budget constraints. Despite this positive decision, the actual implementation still has numerous hurdles to take: implementing ERTMS on a national network is much more complex than just installing the new technology. Taking those hurdles is a challenge as the key stakeholders have different and often opposing goals. And this is the same throughout Europe. From the eyes of the government Governments have a strong interest
in the introduction of ERTMS on those routes that are part of the TransEuropean-Network. The so-called TEN-T corridors are defined by the European Commission and must comply to the interoperability specifications, including introduction of ERTMS, in phases with first routes to be compliant in the 20152020 period. The TEN-T corridors are to facilitate international freight transport by rail which is good for the economic development. They should also allow for open access for international passenger traffic. In addition to complying with EU regulations, governments have an interest in a well-functioning railway system as part of a nationâ€™s overall mobility plan and their responsibility for safety. Belgium is a good example of the latter: to improve safety, extending the amount of route under automatic train protection needed to be increased; introduction of ETCS is a logical choice. On most
networks, ERTMS further allows for greater route capacity. Better railways will attract more people and can alleviate some of the traffic issues on the roads. Reduced travel times lead to higher productivity and are therefore supporting economic growth. From the eyes of the Toc For the train operating company, both passenger and freight, safety of operation is of prime importance. What type of automatic train protection system is providing this safety is not really of importance to the Toc. There is an argument that ERTMS provides additional safety as many incumbent signalling systems do not function at speeds below 40 km/h although also for these situations safety patches, other than ERTMS, are being rolled out in some countries. At the busiest routes, the potential capacity increase may be of benefit to the Toc as the number of
Enclosures from the smallest to the largest. ENCLOSURES
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trains could be increased or the reliability of the timetable could be improved. Many passenger Tocâ€™s are the incumbent operator and have a strong national focus. The majority of their fleet is not interoperable for more reasons than the signalling system, such as gauge, traction voltage and several safety-related issues. The interoperability aspect is especially of benefit for open access operators that operate cross border services as uniformity of the signalling systems takes away at least one cost variable. For that very reason incumbent Tocâ€™s may even consider ERTMS introduction as a threat. The second most important aspect for Tocâ€™s is the reliability and continuity of the train service. Changing the incumbent signalling system to ERTMS is a severe threat for both aspects. Rolling stock needs to be taken out of service for
fitting ETCS on board units, maintenance processes need to be retuned and both maintenance staff and train crew need to be trained to work with the new technology/system. It is further likely that both on-board and wayside systems will suffer from infant mortalities, realising a reduced reliability at least for some time. A further issue is the cost aspect. Installation of the on-board equipment and the staff training requires a significant investment. The operational benefits offered by ERTMS can only in specific circumstances yield a positive business case for the operator. International freight train operators will have a completely different interest. All efforts that are taken to eliminate cross-border operation make them more competitive to other modes of transport and are therefore much welcomed.
The relevant importance of the freight operators compared to the national passenger Toc is however small and their benefits will have a modest effect on the overall business case of the government. From the eyes of the infrastructure manager The goal for the infrastructure manager (IM) is to make available safe and reliable train paths at the lowest possible cost. Considering that most European countries have an incumbent signalling system that is considered to be safe, there is not an automatic drive to introduce a new signalling system. As for the Toc, ERTMS implementation requires a significant investment on the infrastructure side. At the same time, there is no additional income. Elements like improved safety
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at the lower speeds, interoperability and increased timetable reliability cannot be translated into higher access charges. And it is not until ERTMS Level 3 becomes available that real reductions in operating expenditure can be realised. On the more positive side: most incumbent signalling systems are ageing and/or are facing obsolescence issues with elements and will therefore require replacement in the near future; a major driver for Denmark to implement ETCS nationwide. Introduction of the new European standard is an interesting option in those circumstances.
interesting. They do not incur any of the cost but many of the benefits: an important element of the social cost benefit analysis is the monetised value of travel time savings for passengers. But at the same time, the individual passenger will find it hard to see real benefit in this.
Outlook It is clear that there is not a natural drive for the key railway stakeholders (incumbent passenger Toc and IM) nor the passengers to introduce ERTMS on their existing network. The fact that the Toc and IM cannot build a positive business case together From the eyes of the passenger implies these two parties will not be able The passenger is probably the most to drive the implementation, at least, not indifferent party of all. Their interest without strong support. This support is solely to get from A to B safely, should come from the government. It is comfortably and on time. It will be the government that has the interest (and difficult to explain how ERTMS obligation) to realise interoperability and implementation will yield a significant open access and, being responsible for the improvement for them. At the same time, overall mobility plan, they can capitalise provided that the investment cost will the passenger benefits. It should therefore not lead to increased ticket prices, the be for governments to not only take the passenger will not be against introduction initiative for ERTMS introduction but of a new signalling system and as such also take responsibility for leading the they are not a powerful stakeholder in the full implementation. Under the lead of whole implementation strategy. the government, the activities of the Toc S:\_Server\PUBLICITY\ADVERTS\2015 Also from a business case point and IM can and must be aligned and even of view, the passenger group is very integrated. Only then, a true integration
‘The interoperability aspect is especially of benefit for open access operators that operate cross border services as uniformity of the signalling systems takes away at least one cost variable. For that very reason incumbent Toc’s may even consider ERTMS introduction as a threat’ of systems, and with that the positive business case, can be achieved. The biggest challenge of implementing ERTMS on the national networks in Europe is not so much a technical challenge as it is an organisational and economic challenge. Kimmo Oostermeijer and Xaf Utberg are directors at LeighFisher
April 2015 Page 71
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ETCS – the supplier’s viewpoint Collaboration is an essential part of the process and brings efficiencies to the UK programme for all suppliers, says Richard Tomlin
he UK roll-out of ERTMS and its key subsystems of ETCS (European Train Control System) and GSM-R the radio transmission network has progressed from the first operation on the Cambrian Line to the Hertford Loop test track and laboratory at ENIF (ETCS National Integration Facility). Also, the commencement of the Network Rail National ERTMS Programme (NEP) has resulted in a flood of pre-qualifications and tendering activities in order to implement ETCS on the groundside and on-board vehicles to meet a series of ‘GoLive’ dates. The National Programme will roll out ETCS/ERTMS firstly on the Great Western Main Line (GWML) and then the East Coast Main Line (ECML) – the two lines that Hitachi’s new Class 800/801 Intercity Express Programme rolling stock will be running on. The GWML system is to be overlaid, retaining traditional signals for unfitted trains until 2025, whilst parts of the ECML will go to a full ETCS groundside conversion with signals being replaced by Block Marker Boards, necessitating in-cab signalling. As an established global signalling supplier, Hitachi has recently completed a number of successful interoperability tests of its on-board equipment in the UK, proving it can communicate and operate with the lineside infrastructure provided by other suppliers (i.e. AnsaldoSTS and SSL). The interoperability of the systems and supplier collaboration
is key to the success of the vast scale of work to be delivered, where different on-board equipment will be required to function over the radio and balise air-gaps to provide a consistent and reliable in-cab signalling display to the driver. Each system must be compliant with the Command, Control and Signalling TSI (technical specification for interoperability) configured for Annex A Baseline 3. First ETCS contract for Hitachi Hitachi is already working on UK ETCS through Network Rail procuring a turnkey contract for two sets of on-board equipment for two Class 37 locomotives for West Coast Railways, so that their services are able to operate again on the ERTMS Cambrian Line. This first ETCS contract for Hitachi follows the highly successful testing on a ‘Yellow Fleet’ Class 97 locomotive, and is presently being delivered at Barrow Hill, Chesterfield, for operational service later this year. Hitachi has also previously delivered ETCS for the Chinese market, the system being known as CTCS 3 (Chinese Train Control System), which is equivalent to the radio based ETCS Level 2 for the UK. The system combines both infrastructure (including the Radio Block Centre - RBC) and on-board equipment. To date some three RBCs and 40 on-board systems are in use. Hitachi’s equipment is interoperable with that of other ETCS suppliers who have also entered the Chinese market, both Ansaldo-STS and
Bombardier applying the bespoke CTCS specification. Supplier Testing European specifications and numerous subset requirements have been captured to enable the system to be developed. This has gone through the European approvals system to verify and validate compliance and safety at the highest Safety Integrity Level 4. Independent technical testing of the system via an accredited Test Laboratory Multitel (Belgium) has performed a defined sequence of tests to ensure that we are compliant with the specifications and our system will therefore work with other systems. Technical interface testing and operator fault-free running of First
April 2015 Page 73
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Standard Alarm sounds are also provided to the driver to alert him/ her to impending speed restrictions, automatic brake intervention or other events.
in Class (FiC) vehicles is scheduled to take place at Network Rail Integration Development Centres (RIDCs) at Melton and Tuxford, from 2016. Operational Demonstration and Training At Hitachi Rail Europe’s London office, a full ERTMS driving demonstration facility is available, which has been highly beneficial for raising the profile of ETCS and providing a simulation of in-cab system set-up (Start of Mission) and driving a train under Level 2 overlay conditions on the Great Western Line out of Paddington. The display to the driver is a typical speedometer with the maximum speed displayed as coloured bands around the outside edge and the movement authority shown on a ‘planning area’.
UK Workstreams The passenger retrofit tendering is well underway and managed by the National Joint ROSCO Programme (NJRP) with the first package to be started imminently on the HST Class 43 power cars. The fitment work and contracts have been split per rolling stock Class with over 30 individual first in class packages and subsequent fleet fitment contracts. On the freight side, Hitachi has prequalified along with five other suppliers for 1,012 freight locomotive retrofit vehicles covering 20 different classes, and split between two packages. The contracts will be procured by Network Rail with the work being conducted at numerous depots and workshops around the UK. Further on-board ETCS workscope is being developed and procured for the National Supply Chain (NSC) ‘yellow plant’ on-track machines, and also charter
and heritage trains. Both these fleets have on-board space challenges in terms of a system retrofit, however, they run over all UK lines and therefore it is imperative they have in-cab signalling. The fitted trains will also be capable of working in Level NTC (National Train Control) with existing AWS/TPWS systems where the groundside is not yet ETCS fitted. As the international roll-out of ERTMS builds momentum, the suppliers will both consolidate and expand. Hitachi as an established signalling supplier is delivering and inputting its technical expertise and knowledge into the industry. Collaboration is an essential part of the process and it brings efficiencies to the overall success of the UK programme for all suppliers.
Richard Tomlin is business development manager – signalling, Hitachi Rail
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A potential vote winner What is the future for electrification after the next election, asks Bruce Williamson
ith both Labour and the Conservatives neck-and-neck in the opinion polls, the winner of the next election is anyone’s guess. A hung parliament seems increasingly likely, but whatever the outcome, it’s almost certain that it will be a government led by either Labour or the Conservatives. If David Cameron is returned to power, it seems reasonable to expect the continuation of the current electrification programme, which in any case was initiated by the previous Labour government. So it seems safe to assume that the current schemes for the Great Western mainline and the Midland mainline will definitely happen. Where it gets interesting is what happens after that.
This month a cross-party electrification task force issued its report on priorities for electrification in the North of England (www.railnorth. org). The committee has prioritised its top twelve most worthwhile schemes, as well as identifying those in the second and third tiers. Last month, George Osborne hinted at the electrification of the cross-country route through Derby, Birmingham and Bristol. This would be very welcome and is well overdue, but it was certainly a long way from a commitment, as he has merely asked Network Rail to ‘look at the case for’ electrifying this line. We want to see something much more definite than this. But it’s a good sign that politicians are seeing electrification as a potential vote winner.
Electrification of course goes hand in hand with rolling stock, and everyone wants to get rid of the much-unloved Pacers. Procuring new diesel trains is problematic, as few suppliers seem able to build them these days, and with a 30 or 40 year lifespan, this would lock out electrification for decades on those lines with new diesel trains. This may be one of the political driving forces behind the new-found love for electrification, and is one of the reasons why we are pushing for a rolling programme of electrification beyond the current committed schemes. The cross-country route extends much
‘Last month, George Osborne hinted at the electrification of the cross-country route through Derby, Birmingham and Bristol. This would be very welcome and is well overdue, but it was certainly a long way from a commitment’ further than between Derby and Bristol, so what rolling stock would be used on a partially electrified cross-country route? Would the government procure further bi-mode Hitachi Super Express trains? Could existing diesel trains be converted to bi-mode? Would services terminate at Bristol and Edinburgh? Or would an electric loco pull all diesel trains through the central section? There was a project to equip Voyagers with a transformer pantograph car so that they would become dual mode, which was April 2015 Page 77
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‘Freight is another beneficiary of electrification. The ‘electric spine’ will take us closer to the point where there are enough all-electric routes that it becomes worthwhile for freight operators to invest in electric locos instead of diesel ones’ abandoned on the curious notion that such a conversion would not be required as more routes would now be electrified. Some years ago, Network Rail produced an electrification report which showed how electrifying one PB Half Page Horz 122x184 Rack
route significantly strengthened the case for extending the electrification to adjoining routes, in a kind of domino effect. Once cross-country electrification reached Bristol, you would have three of the four compass points into Temple Meads electrified. Surely then that would strengthen the case for further electrification to go south, carrying on to Exeter, maybe even Plymouth or beyond. Having done that, the economic case for electrifying the Berks & Hants route from Newbury to Taunton would be much improved. The steep gradients and curvature on the route beyond Exeter would also benefit from electrification due to better acceleration and hill climbing ability of electric trains. In the short term we think there is a very strong case for electrifying as far as Westonsuper-Mare, as part of the current Great Western project. Freight is another beneficiary of electrification. The ‘electric spine’ will take us closer to the point where there are enough all-electric routes that it becomes worthwhile for freight operators to invest in electric locos instead of diesel ones. This would hugely increase the amount of power per locomotive, which may help Network Rail’s aim to enable the
maximum length of freight trains on key routes to be increased from 500 to 775 metres, with obvious environmental and efficiency benefits. The BBC recently reported delays and cost overruns to the electrification programme for the Great Western mainline. The price has apparently risen from £640 million to £1.74 billion, and will be completed a year later than planned. Much of the cost increase is attributable to the widening of the scope of the electrification, for instance lines around the Thames Valley which were not originally planned for. And while delays and cost increases are disappointing they should not be entirely surprising when we’re trying to modernise a 175 year old railway. We must not lose sight of the prize here: this electrification still represents excellent value for money and is an investment from which we will reap rewards for decades to come. Network Rail’s electrification team have their hands full with the Great Western and Midland mainline projects – let’s hope it’s a long time before they get their P45’s. Bruce Williamson is a spokesman for Railfuture Visit: www.railfuture.org.uk
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Track & trackside
On track with safety A record number of track workers attend the recent TSA Staﬀ Reps Conference, hosted by the Track Safety Alliance (TSA)
ith track worker safety top of the TSA’s priorities, the issue of fatigue and associated risks were focused on at this fifth staff rep conference forum, held at Westwood Park, Network Rail’s national training centre. The theme was particularly relevant given the negative press coverage of the overruns in London at Christmas, which wreaked havoc throughout the industry but highlighted TSA’s belief that much closer scrutiny should be given to the way contractors operate and provide the support their workers need. The event attracted more than 210 track workers from across the rail industry. Conference organiser, Adrian Fricker said: ‘It was great to see so many people in attendance with standing room only. The more forums we host where we can share our experiences across the industry, the closer we come to finding solutions which can really help combat fatigue and some of the other challenges we have.’ Throughout the day delegates took part in a number of activities and workshops to challenge unsafe practices and behaviours, identify potential solutions and hear about some of the initiatives already underway. “You said, TSA did” Designated drivers At June’s 2014 Staff Reps conference TSA members suggested designated drivers who are not part of the work group be assigned to a team, thereby significantly reducing the impact of fatigue. With trials completed last August more work is underway to define and implement an effective way of making this work. Close Calls In the past TSA members have reported that it isn’t always clear who the on-site close call champion is. The TSA has funded thirty Close Call armbands which the TSA Close Call champion wears on site, making them clearly identifiable to the workforce. Welfare The idea for the Tea Trolley was born from a TSA meeting on fatigue and a conversation had by the RMT representative, John Pencott, who stressed that even in 2014 we were still unable to deliver hot drinks to staff working on the rail infrastructure.
The idea involved a portable trolley with facilities to deliver hot water and vending style cups, which would enable all those working on a core shift to have a warming drink. With the support of the TSA a company was located that delivered a prototype trolley for viewing at the last TSA meeting. Hot meals and hot drinks on site are just one of the ideas track workers believe will really help combat fatigue. Dave Sowter, HSEA advisor AmeyColas high output, has sourced a supplier to provide draft design drawings for a tea-mounted welfare unit, and at the TSA forum Ian Henley, project director plain line NWR and Ben Brooks, project director high output NWR, agreed to trial the prototype on track renewals as soon as a design is built. Since that meeting, a further modified trolley has been produced and will be ready in early April for demonstration at the next TSA meeting Fatigue Mark Hardeman, senior site manager Amey Sersa and TSSA staff reps forum member, said: ‘At the last TSA conference the debate on fatigue management sparked some real open and honest discussions; it was lively and interactive and everyone’s opinion was valued. This is what the TSA is about; it gives everyone from the platelayer to the senior director a platform to voice their concerns, opinions, best practice and innovation – listening to the passion of the 30 years’ time-served COSS who still wants to make the workplace safer is inspiring to us all, and also knowing that the track director ‘has your back’ gives people the confidence to speak out on site and raise Close Calls. I honestly believe that these conferences and discussions can lead to life-
saving cultural changes that positively affect our industry for the better.’ Paul Taylor, safety & sustainability director, Colas Rail, shared the working group findings which looked at the causes and risks associated with fatigue. With agreement from the ORR, Colas Rail has used its measurement tool to examine the issues surrounding fatigue and has worked with its suppliers to develop a training and awareness package which looks at leadership and personal responsibilities, as well as the causes of fatigue at home and at work which may have an impact. Colas Rail now also considers fatigue in the investigation of accidents, incidents and close calls.
RSSB Dan Basacik, Human Factors specialist, gave a short presentation on RSSB’s fatigue research projects, including one which highlights occupational road driving risk from fatigue for railway workers. Check out the educational materials already available on the RSSB website at www.rssb.co.uk Basacik also updated the TSA forum on the scope of a fatigue research programme which will look at; how fatigue is considered during fitness for duty decisions; evaluation tools which could be used to consider fatigue during roster planning, and guidance to reduce the risks associated with fatigue experienced during first night shifts. Given the huge impact and concern over fatigue, the Track Worker Alliance has set up a workstream to specifically concentrate on tackling some of these issues, and has already produced a computer generated imagery film on fatigue which can be viewed at: http://fivelamps.ftpstream.com/90017/ b5c7902681ae6034cde5eb0d552cd7a5/Fatigue/ FatigueManagement_v1.0_TSA.wmv April 2015 Page 81
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Track & trackside
Competition winners To coincide with the successful launch of the latest Track Safety Matters film, episode four Safety and innovation, the TSA announced a competition to find the best ideas to improve safety on site. With five prizes of £1,000 up for grabs, there were entries from across the member organisations and the winners were announced at the event. Winning entries included: Jonathan Reid, Plain Line, Track, Network Rail: adapted a tool belt Neil Gowers, Plain Line, Track, Network Rail: mail merge notification of works letters Manny Iddie, Morson: signal bat to be used day and night by machine controllers Richard Gibson, Track Maintenance, Network Rail: marking exclusion zones with physical, visual boundary of bean bags
And finally, charity starts at home… or rather with our very generous track workers! The TSA has raised more than £4000 for Clic Sargent, Network Rail’s charity of choice - money which will provide essential support to families coping with cancer. The response from TSA members was overwhelming particularly as Colas Rail, Babcock, Amey, Rhomberg, McGinley, Carillion and Network Rail were able to match the funds we raised on the day. Track safety matters - the series so far The TSA is producing a range of films. Those made so far are: * Episode One – Introduction to TSA. The first episode looks at the role of the Track Safety Alliance, why it was formed, what message it promotes, and how it aims to advance collaborative working by sharing best practice and innovation across the industry, ultimately to realise the vision ‘Everyone home safe every day’. * Episode Two – The ballast dust story. This follows ballast dust from its origins in the quarry face to the four foot; examines some of the hazards it poses and argues
that this most important component of the railway is its most humble. We debate the need to stay away from dust if possible and the use of FFP3 dust masks or air-fed systems where exposure requires. * Episode Three – Close Calls. This episode looks at how the TSA is learning from them to make the worksite safer. We look at how we report Close Calls within the TSA and highlight the significance of reporting and acting on them to remove safety hazards. * Episode Four – Safety and innovation. This episode centres on innovation and how important it is in improving rail safety and performance. Innovation in its definition is crucial to the continuing success of any organisation and promotes the ability to develop new ideas, methods and products. * Episode Five. This will look at working at height from rail wagons. Further information on the Track Safety Alliance can be found at www.tracksafetyalliance.co.uk and www.facebook.com/tracksafetyalliance E-mail: email@example.com Twitter: @TSA_NWR YouTube at: www.youtube.com/channel/ UCNQfx8VstOVwGMhaIyeaXBw
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A noisy business Industrially-acquired hearing damage has devastating consequences. Emma Shanks explains how employers can meet their hearing conservation duties eﬀectively
ew working in the rail industry will be surprised to learn that theirs is a noisy business. Many of the processes involved in rail, from the industrial production of components, to the maintenance and repair of track, stock and infrastructure to driving the trains themselves, can expose workers to elevated levels of industrial noise. In the UK, excessive noise is one of the most common causes of industrial injury, and thus of occupational compensation claims. This is because the effects of noise, if left unchecked, can be devastating. Over time, excessive noise can leave workers with hearing loss and/or related conditions such as tinnitus (which is a continual noise, such as ringing or buzzing, in the ears). Workers harmed in this way may become socially isolated, stressed and depressed. Their family and other relationships often suffer and the effects last for decades: industriallyacquired hearing damage is generally permanent. All employers, including those in the rail sector, have legal duties of care to protect their workforce from the harmful effects of noise. Yet the laws and regulations surrounding these duties, as well as the nature of actions to be taken, can be daunting. Fortunately, diversified technology company 3M, partnering with the Health and Safety Laboratory (HSL), has now produced a highly accessible, interactive e-learning programme that explains the importance of hearing conservation and helps employers to meet their duties effectively.
clearly in workers’ interests to have their hearing conserved, but the advantages for employers are just as tangible. Many rail jobs are skilled, so finding and training temporary labour to cover for absent, injured colleagues can be expensive and time-consuming – if such labour can be found at all. Companies that receive compensation claims for industrial injury, including hearing loss, may also see their insurance costs increase. Employers’ duties All employers must understand their health and safety responsibilities regarding noise exposure, and that activities within the rail industry can generate high levels of noise. Given the diversity of employment in rail, the exact nature of noise exposure varies widely, for example poor cab design leading to drivers being exposed to noise for long periods, track workers using heavy machinery and construction processes, workshop staff using industrial maintenance machinery and processes, and bystanders (including rail staff) being exposed to both continual, and single incidents of, loud noise generated by trains and equipment. The law requires employers to find
out whether their workers are exposed above the noise exposure action or limit values, set out in the regulations, as these trigger particular employer duties. As a (very) rough guide, if workers standing two metres apart have to raise their voices to hold a conversation, the level of noise probably triggers a legal need for action. It is likely that employers will want to gain a more accurate picture of the noise levels in question, and companies such as 3M can help here. Thus employers must assess, control and review the risks posed by noise exposure in each of the various processes their workers undertake. Both
Noise and the law Legislation states that employers in the UK’s rail sector must protect their workers from the harmful effects of industrial noise. This duty arises under several laws and regulations, primarily the Control of Noise at Work Regulations 2005 and the Health and Safety at Work Act 1974. Other legislation covers the noiserelated duty of care owed by rail and related companies to members of the public such as passengers and bystanders, but that is beyond the scope of this article. Protecting workers from harmful noise benefits everybody involved. It is April 2015 Page 85
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continuous and occasional noise sources should be assessed, since occasional but high intensity noises also pose a risk to hearing. If a legal duty to act is triggered, then the employer must protect workers from the damaging effects of noise in the workplace; they must comply with the exposure limits and reduce noise to the lowest level that is ‘reasonably practicable’. Thereafter, hearing protection devices (HPD’s) should be considered, as a means of mitigating the residual risk and reducing the danger even further. The use of HPD’s alone, other than as a temporary measure while permanent solutions are implemented, is rarely sufficient. Given the wide range of roles and working environments in the rail industry, the ‘reasonably practicable’ adjustments that may be made to reduce noise will vary. However, examples include: • staff who do not need to be in, or near, a noisy area can work elsewhere • processes, components or machines can be altered to reduce noise • workplace layout should take noise risks into account - for example, walkways and through routes should be sited away from noisy processes
• equipment can be purchased with noise levels in mind: some items are louder than alternatives • screens, barriers or enclosures, where appropriate made of sound-absorbing materials, may be installed • dampening and machine mountings may be used to reduce levels of vibration • the amount of time for which workers are exposed to noise and/or are involved in noisy processes can be limited via work rotas/rosters.
must monitor the situation and use health surveillance methods as appropriate.
When all reasonable measures to limit noise have been taken, any remaining sound must be assessed and, where appropriate, HPD’s provided. Decisions around HPD’s are important; a study by the Health and Safety Executive suggested that around 40 per cent of workers using hearing protection equipment are inadequately protected. Furthermore, over-protection can be as dangerous as under-protection; if workers cannot hear safety warnings in a high risk environment like rail that can be a matter of life or death. Employers may choose to validate their selected HPD, in-situ, for example by using 3M’s validation equipment. When all appropriate measures to conserve hearing are in place, employers
• hearing hazards and risks • monitoring exposure and risk assessment • noise control and hearing protection • using health surveillance to influence behaviours.
Help at hand Managing the risks posed by noise in a sector as diverse as rail is not easy. Recognising this, 3M and HSL (an agency of the HSE) have produced an interactive e-learning package, in an immersive and readily-accessible format, that helps employers to understand, assess and meet all of their health and safety obligations. It comes in four ‘bite-sized’ sections:
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Get training When it comes to keeping your heart healthy, it can be easy to find yourself going down the wrong track, says the British Heart Foundation
roductivity loss as a result of heart and circulatory conditions is estimated to cost businesses in the UK £8 billion a year, however finding the time to keep physically active and eat a healthy balanced diet can be difficult, particularly in the rail industry where workers often work alternating shift patterns and can spend large portions of their day sitting down. The fact that almost three fifths (57 per cent) of employees in the transport
sector say they regularly do unpaid overtime can also make this an even harder task. Findings from the British Heart Foundation (BHF) show many rail workers feel their job is having a negative impact on their heart health. More than a quarter (27 per cent) of workers in the transportation industry say they have put on weight because of their job and almost two fifths (38 per cent) say their job has driven them to eat more unhealthily.
Over two fifths (43 per cent) say their work has caused them to exercise less than they would like while one in nine (11 per cent) transport workers have started smoking more because of the stresses of their job. Behaviours like these can increase your risk of coronary heart disease, the UK’s single biggest killer, and lead to a potentially life-threatening heart attack or stroke. More than one in four transport workers are worried the pressures of their work and the habits they adopt could lead to a heart condition in later life. Reversing this trend is paramount. As the majority of people spend a large portion of their day at work, it is important that workplaces are conducive to good health, and research shows businesses with employee wellness programmes reap the rewards of reduced absence levels, improved productivity, increased staff morale and a healthier bottom line. That’s why the British Heart Foundation is urging all businesses in the rail sector to sign up to its free Health at Work programme and help create a network of heart healthy workforces. Stark reminder Lisa Young, project manager for the BHF’s Health at Work programme, said: ‘This survey is a stark reminder of April 2015 Page 89
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‘Earlier this year bosses at Arriva took a leading role in helping their employees put their best foot forward towards leading a more heart healthy lifestyle’ just what happens when we don’t take our health at work seriously enough. Thousands of rail workers say they are smoking more, exercising less and putting on weight because they’re not considering the impact their job is having on their health and wellbeing. ‘Behaviours like these can be extremely damaging, not just to your heart health but also to businesses. From working with more than 10,000 members we know that the payoffs of making health at work a top businesses priority are too great to ignore.’ Helping your staff lead a healthier lifestyle doesn’t have to be difficult. The
BHF has a range of inspirational ideas to make healthy living fun at work such as fruit smoothie demos and tastings, healthy snack weeks, and exercise classes. Organising events which encourage staff to engage in a bit of healthy competition, like pedometer challenges and stair climbing challenges can also be a great way of preventing them from running out of steam. Pedometer Challenge Earlier this year bosses at Arriva took a leading role in helping their employees put their best foot forward towards leading a more heart healthy lifestyle. The transport company organised a mass-participation BHF Pedometer Challenge in which 340 employees walked more than 100million steps in just 28 days to raise money for the BHF. Each of the 68 teams taking part had to average around 11,000 steps a day to reach their goal and were encouraged to go head to head to see which team could walk the furthest. Getting the heart pumping, even at 10 minute intervals, can help protect against coronary heart disease, stroke, obesity, type 2 diabetes and high blood pressure. Malcolm Cotterell, head of employee engagement and benefits at Arriva UK,
said: ‘We want to help our employees see that, despite working shifts around the clock, and having to sit down a lot at work, being more active is possible and vital to reducing their risk of future health problems. ‘We want our people to be fighting fit. By taking part in the BHF’s pedometer challenge, and joining their Health at Work programme, we are helping get the message out to our workforce that every step counts towards a healthier lifestyle. ‘Last year was a huge success with many people walking part of their way to work, and this year we were inundated with people wanting to take part. It just goes to show the benefits a bit of healthy competition can bring.’ Free advice The BHF’s Health at Work programme offers free expert advice to employers to help improve the health and productivity of their workforce. More than 10,000 members have already benefitted, helping their workers get active, eat well, quit smoking and reduce their stress. To sign up for the British Heart Foundation’s Health at Work programme, visit www.bhf. org.uk/health-at-work
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Make it personal Personalisation is key to enabling mobility in rail transport for the over 60’s, says Steve Cassidy
he over 60’s demographic represents a significant proportion of rail passengers. Age certainly has nothing to do with how old you are – and it is wrong to paint the early active ‘third age’ as the glory years and demonise the ‘fourth age’ as all dependency and disability. There are different pleasures and needs between and within all groups. Certainly a ‘one size fits all approach’ to enabling mobility will not work. Within this demographic you will have people with mild physical disabilities, some with severe physical disabilities, the marathon runner, people who do not carry smartphones and have no internet access at home and self-confessed ‘silver surfers’ who are very proficient with technology and/or spend lots of time with others who are technology natives. It’s important to recognise this diversity in needs, access and interests. Through personalisation of the offer and flexibility in provision we enable mobility in rail transport for the over 60’s and enhance the passenger experience.
‘Improving awareness and learning by the provision of personalised information is absolutely key to enabling mobility for the over 60’s – both today’s and tomorrow’s’
the desk and on to the concourse and platform to deal with passengers directly and all stations will be staffed at all times. When it comes to overground there are plans to create larger visitor centres at some of the larger stations in London including Victoria and King Cross. These information hubs will combine people on the ground with handheld devices able to give real-time information and sell tickets. More ticket vending machines are also promised. New generation TVM’s will be much more user friendly and allow the same access, knowledge and information as provided by ticket offices – giving the right options to reassure and personalise. With video connection to humans this will mean the traveller will still be able to see and talk to an adviser who can help them. So the function of the traditional ticket office delivered in a different format. Improving awareness Improving awareness and learning by the provision of personalised information is absolutely key to enabling mobility for the over 60’s – both today’s and tomorrow’s. All passengers, regardless of age, want information that can be provided over multiple channels 24/7 to empower them to select the best
journeys for them and enable payment. Rail operators need to be smart about how they meet that requirement so that passengers can select the information option they prefer. Younger travellers might prefer to get their information from a web site or app and live updates
Many people are concerned about the move by TfL to close ticket offices but in actual fact less than four per cent of ticket sales for the London Underground are sold through ticket offices so in many ways the ticket office has become more of a ‘comfort blanket’ for passengers to provide information to reassure them that they are doing the right thing. Undoubtedly, in the short term, passengers will feel the impact of ticket closures but there are also plans by TfL to ensure that passengers get the information they need when they need it. TfL is aiming to get its staff from behind April 2015 Page 93
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‘With personalised and profile-based data it is possible to offer a fully personalised service which can be adapted to meet changing needs’ from social media, whereas senior citizens might prefer to speak to somebody. In fact all demographics prefer a human when they are uncertain, confused or there are incidents. Importantly, removing a ticket office from a station does not need to remove the option of speaking to somebody who can help. For me, mobility for the over 60’s represents a huge opportunity for rail operators. After the age of 60 people gradually start to enter a new phase – they’ll qualify for a Senior Railcard , maybe their kids have left home, they will be receiving a bus pass, they will have more free time at some point after retirement and new aspirations. Rail
operators should be thinking about how they can attract this group of passengers and how they can enhance their mobility. Profile-based data Travel needs to be personalised around passenger needs and the needs of the over 60’s can vary hugely. On the one hand, offering very good deals for long distance travel so that this demographic can take advantage of their leisure time to see new places or meet up with friends and family will act as an incentive for the over 60’s to choose rail travel. On the other hand, those passengers over 60 who are perhaps more frail with some physical disabilities, need to feel safe and confident that they can travel by rail on their own. This need can be met by a combination of people on the ground and technology. With personalised and profile-based data it is possible to offer a fully personalised service which can be adapted to meet changing needs. With profile-based data this is not a futuristic proposition. Better than car ownership With a range of public transport services and cheap travel offers available to many older people, especially in urban areas, wouldn’t it be great if public transport for the over 60’s could actually be seen
to be better than owning a car? This is broader than rail travel. It requires joinedup thinking between different transport providers - rail, bus, coach and potentially even taxi companies – to develop personalised mobility packages. To follow the TfL model – it requires mobility stakeholders to get out from behind their desks and in front of passengers to understand their needs. It then requires the delivery of personalised services that offer choice and flexibility for passengers over 60. That choice and flexibility should encompass every facet of the journey; from the information provision about the journey (multi-channel); to the different methods available to book the journey (multi-channel); to the real-time information provision during the journey itself (multi-channel); to the multiple modes of transport available to get from door to door – or even better – from bed to bed. That is the challenge for the transport industry. So in a few years when I qualify to take my pension pot I hope I will not be ‘investing’ in a Lamborghini but in a Senior Railcard and a package of joinedup personalised mobility services which more than meet my changing mobility needs. Steve Cassidy is a director at ESP Group
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An easy read Professor Lewis Lesley reviews Railway Management and Engineering
his is obviously a well-received text now in its fourth edition, and a heroic attempt to cover two huge subjects in just 500 pages. So comprehensive is the book that it covers systems that are not usually considered to be railways, including monorail, MAGLEV and tramways, which each could justify a book. The context for the rise of railways is set out in Chapter One, as well as a consideration of the present market position, where worldwide there is a small share of passenger travel compared to private cars. In terms of freight there are three major carriers, with the USA leading in 2010, then China and Russia. After that the next biggest user of rail from freight is India at about a third of the size of Russia. Should passengers or freight have priority on track use? The author discusses comparing the advantages for each but does not include freight economics, where inventory costs often outweigh rail transport cost savings. MAGLEV and high speed rail are discussed in Chapter Two, including proposals for various lines, some more controversial than others e.g. HS2 in the UK in terms of value for money. Worldwide, China is already the leader with a network larger that the EU. It is quite clear that railways can be built into high-speed networks, so MAGLEV is unlikely to be important, even if the problem of high speed turnouts can be solved and access to city centres achieved. Railways operate under different policies and legislation, some national others international (Chapter Three). Controlling railway operation, funding and development are emerging from tight 19th and 20th century regimes when railways were treated as monopoly operations. There are now varying degrees of deregulation, and Table 3.1 shows how this reflects in terms of EU revenue and costs, with most railways failing to cover costs, Greece being the lowest (21 per cent costs covered) but most are about 80 per cent. This is one of the drivers for new regulation regimes to improve operational economics. The discussion on how railways can be structured for management reflects EU
Railway Directives seeking to improve the competitive position compared to road transport. There is a most useful discussion on US deregulation, open access and new rail services, which have reversed a downward trend of rail freight traffic in the last 30 years, now with about 45 per cent market share. Proposed new lines and services require predictions of likely rail use (Chapter Four), with a review of different potential forecasting methodologies. Freight traffic reflects the level of economic activity, the location of
places of supply and consumption, and the competitive position of rail services. In spite of the reduction of rail costs, road freight costs have declined faster. For passenger travel the picture is more complex, since much travel is discretionary, as demonstrated by the rise of low-cost air carriers. The discussion of regression models (fig. 4.1) fails to observe that the most accurate point is in the middle of the data set (in the past 2007) and that extrapolating trend lines suffers from a widening confidence interval,
even at the 67 per cent level, in 10 years the range of possible values can be bigger than the trend line value. This discussion on future passenger travel fails to consider what other consumer industries are doing to win disposal income. Rail users are not passive in decision making, with many travel choices of time, place and mode. This leads to pricing policy (Chapter Five), where generalized costs are introduced to explain passenger-choice behavior. Virtually all generalized cost (market)
‘Renewing or constructing and equipping railways in different EU countries is a fertile ground for questioning the use of public money’ research has been undertaken in urban areas for short frequent (commuter) trips. Is this still valid for long interurban travel? Renewing or constructing and equipping railways in different EU countries is a fertile ground for questioning the use of public money, which can also be invested in building roads or busways, and a political calculus that looks at the impact on voting. There is a short section (pg126) on Cost-Benefit Analysis, often used to justify public investment in particular projects. Table 5.9 sets out many of the cost and benefits resulting from new rail projects, but sadly do not add to the revenue of the railway. Often these are subjectively evaluated and weighted. Small changes in these can have large impacts on the results. There is no discussion of the impact of politics on such capital investments. ‘Privatisation’ has no assessment on why railways were nationalized in the first place, nor the social and economic changes since. April 2015 Page 97
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Engineering Engineering takes up 350 pages (70 per cent) of the book, starting with the track, although track bed and supporting infrastructure might be more logical, since these determine the feasibility and cost of railway alignments. A good understanding of track and ground behavior of railways is still behind that for roads, because there are more roads and more is spent on research and building roads. The section on rail profiles (fig 10.1) wrongly attributes grooved rail as being the only surviving pioneer section, when this came in the 1880’s, while Bullhead rails date from the late 1830’s. The oldest surviving profile still used is the ‘bridge rail’ used by Brunel in the 1830’s for his continuously supported beam system. The flat bottom rail developed by Vignoles from the 1840’s is now a world standard. How does the section on rail manufacturing processes add to an understanding of track design or maintenance?
‘Overall this is an easy read and a good book, which could be better concentrating on just railways, and edited to bring together sections which are presently separate. Perhaps the next edition should focus on railway engineering which already takes up most of the book’ The discussion on wheel-rail contact fails to differentiate between independent wheels (e.g. Talgo trains) and conventional solid axle wheel sets, which can overstress rail heads from ‘hunting’ arising from slight imperfections of tyre profiles. The section on the behavior of wheel induced stresses in rails is comprehensive, pointing to the importance of the correct choice of rail profile and chemistry for the traffic to be carried. There are whole books on rail fatigue, which is covered in two pages (10.8) by the author but little discussion of the kinds of rail head fatigue (failure) nor the preventative measures available to maintenance engineers. Some of the rail defects (10.9) are fatigue caused e.g. corrugations. A short section (10.12)
on fishplates is of historic interest but does not mention those railways that supported the joint with an extra sleeper, and those that did not like the UK, where fatigue joint failures were common. The section (10.13) on continuous welded rails fails to mention the importance of fixing at median temperatures, so that there are both expansion and contraction forces to resist. Chap.11 on sleepers does not mention the increasing use of slabs (Chapter 17), which remove the need for ballast, provide a stable track base and reduce maintenance costs. There are encyclopedias of research on the behaviour of ballast, which after more than 200 years is still not fully understood, is unstable and has a high maintenance cost, which disrupts traffic. The Los Angeles Test (12.4.2) produces the California Bearing Ratio developed as a quick and standard test for ground and road making materials, which are fine grained (<5mm dia). Using this test for ballast (>20mm dia) takes it beyond its level of confidence. It can of course be used to test the ground on which ballast is to be laid. Train derailment is a safety critical matter (Chapter 13) with a good discussion on the influence of track stiffness and stability but not geometry. Similarly Nadal’s formula is considered in terms of train dynamics but not ‘DeltaQ/Q’ the compliance (of bogie frames and suspension) to track geometry. Track geometry is well-covered (Chap 14) for horizontal, vertical and superelevation. Rarely is this per se a safety issue but relates to passenger comfort, and the compromises needed when running slower and heavier freight trains. The importance of transition curves to minimize the rate of change (jerk) of lateral acceleration is included. Railway networks need junctions between tracks (Chapter 15), a location where most derailments occur (15.6). The types of turnout and crossings is comprehensively covered although fig. 15.3 does not correspond with the text over the location of the check rails. Train dynamics over turnouts is well-covered in terms of curvature. The possibility of cant and transition curves needs more discussion especially when one of the lines is the start of a curved track. Track laying and maintenance (Chapter 16) relates wholly to ballasted track, while the next chapter on slab track would have been better in a single chapter (Seven?) on track. This would allow a comparison to be made of behaviour, the need for maintenance and economics. ‘Slab’ track is increasingly being used on new (high speed) lines (Japan >70 per cent). Slip form paviours and asphalt rollers benefit from road construction economics, as well as giving significantly less maintenance costs and service disruption.
Train dynamics (Chapter 18) is separate from the discussion on derailments (Chapter 13), although there are significant interactions between them. Braking is safety critical (18.11), which concentrates on mechanical brakes (e.g. disc), although electrical regeneration is being increasingly used, and can provide the smooth curve (fig. 18.22) which manual control can achieve, assuming consistent railhead adhesion (18.8). Chapter 19 on rolling stock only covers passenger trains and solid axle wheel sets. While bogie designs for solid axle wheel sets can be improved (e.g. fig 19.12), this is very dependent on maintaining the correct tyre profile, otherwise speed critical instability (hunting) can be uncomfortable for passengers and damaging to tracks. Talgo trains are only mentioned in terms of tilting bodies, even though since the 1940’s they have used independent wheels, which give smooth riding without ‘hunting’ and are more tolerant of less than perfect tracks. It is not clear why traction systems (Chapter 20) are included, as this is more relevant to train design, which the railway engineer rarely undertakes but will specify operational performance and dynamics. Signalling and train path diagrams interact to provide service quality and capacity (Chapter 21). The move away from lineside signalling to cab (radio) signals needs to be clearer, as this opens the door to fully automated railway operations. This would have a profound impact on train economics, especially when driverless cars and buses are now being tested. Can railways overtake that technical innovation? It is not clear why track gauges are considered in this chapter (21.9.2). It would have made better sense in Chapter 19 on rolling stock. Environmental impact The environmental impacts of railways, while interesting and critical in justifying new railway line investments are not central to railway engineering but might have been included in the section on Cost Benefit (6.3.3). For existing lines these matters are unlikely to affect railway engineers in maintaining safer operations. Overall this is an easy read and a good book, which could be better concentrating on just railways, and edited to bring together sections which are presently separate. Perhaps the next edition should focus on railway engineering which already takes up most of the book. Management is very political, both in terms of internal structures and external relationships and differs between countries, and even companies in the same country. Railway Management and Engineering – Fourth Edition, author V.A. Profillidis, 2014, Ashgate Publishing, Farnham, Surry April 2015 Page 99
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eginning service in 2000 when it was known as Hull Trains and ran only three daily services, open-access operator First Hull Trains now operates seven weekday and five weekend services. Carrying more than 735,000 passengers every year, it calls at ten stations between London King’s Cross and Beverley in Yorkshire. In January 2015, it was announced that plans are in place to run a direct service between Beverley and the capital, following successful trial runs. First Hull Trains was awarded its initial four-year track-access agreement by the ORR and has received a number of contract extensions since then, giving
the operator until at least 2019 to run the line. The operator came eighth in the Network Rail performance measure for 2014/15 with 90.3 per cent – an improvement of more than eight per cent on the previous year. Faring significantly better in the Which? table for best and worst performing Toc’s, the operator came second, with a 69 per cent satisfaction rating from polled customers, scoring a maximum five out of five for punctuality, reliability and value for money. Rolling stock Maintaining its fleet at Old Oak Common Depot alongside First Great Western’s
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‘Managing director, Will Dunnett, attributed a record-breaking 2014 to a range of factors, from the changing economy, to the convenience of rail travel’ fleet, First Hull Trains operates four Class 180 Adelante diesel multiple units, which were rebranded with its current First corporate colours in 2008. Prior to the Class 180s, the operator has also used Class 222 Pioneer and Class 170 Turbostar trains, the latter of which entered service in 2004 before being transferred to First ScotRail. Electrification In March 2014, the government announced that it would provide funding for the electrification of around 70 miles of track between Hull and Selby, pledging around £2.5 million of public money to support the next phase of the initiative. Funding was increased in March 2015, bringing the total to around £3.3 million.
The move, which will allow the operator to dispense with its diesel fleet, will result in greener trains, faster and more reliable services, higher capacity and greater connectivity. Growth 2014 was a record year for First Hull Trains; its passenger numbers rose by 6.7 per cent, with around 21,000 more journeys than in the same quarter last year. Managing director, Will Dunnett, attributed the good news to a range of factors, from the changing economy, to the convenience of rail travel. ‘During the past few years, First Hull Trains has invested around £5 million in its fleet and taken its maintenance in-house,
which has helped improve reliability and sustainability.’ Technology In March 2015, the fleet was fitted out with real-time travel update screens in its carriages, which use Darwin – Network Rail’s live running information system. Taking data direct from rail firms and predicting arrival and departure times, it also displays weather updates, information on interchange stations and updates from the London Underground. Part of a pilot, if successful the collaborative scheme involving partners First Hull Trains, ATOC, Angel Trains and Alstom could pave the way for wider roll-out of the technology across other operators. For the delivery of its 4G-enabled Wi-Fi service, First Hull Trains won the TechWorld Travel Project of the Year Award 2014. The system was recognised for its single-sign-up functionality – a world first – that stores user’s login details for future journeys, giving the customer a seamless and consistent Wi-Fi experience throughout their journey.
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Temporary and permanent mart-Space has a completely different approach to other construction companies and have two types of building design; one for short-term and temporary use and the other for semipermanent and permanent applications. So, whether you need a quick-fix temporary workshop facility for a specific project, or a brand new bespoke design and build facility, Smart-Space can supply short and long-term solutions quickly and cost-effectively. What’s more, Smart-Space handles the entire process from initial design to final handover – and totally in-house – meaning that there is only one point of contact, which cuts the risk of any problems arising as things progress. ‘It’s got to make far more sense’ said Jason Lynock of Smart-Space. ‘It’s well known building projects – both temporary and permanent – are fraught with challenges, mainly because of a breakdown in communication or misunderstandings between the parties involved. This is where we differ. We employ our own structural engineer, designers, civils team and building installation teams, so we’re in complete control – and take complete responsibility – through every stage of the project.’
extending their premises; Smart-Space may well fit the bill. View display buildings Smart-Space operates UK wide from their central Midlands depot, where they have a range of buildings installed and on display for customer viewings. Alternatively, the company has supplied dozens of locations across the UK, which can be viewed by prior appointment. Free, quick estimate Customers can get a free, no obligation estimate by calling Jason on 01827 330000, who is on hand to give help and advice. Alternatively, visit SmartSpace’s website: www.smart-space.co.uk, where an array of recent temporary and permanent installations can be viewed. Free help guide download A version of Smart-Space’s help guide can be downloaded at www.smart-space. co.uk, which details everything about the company’s building systems. Tel: 01827 330 000 Email: email@example.com Web: www.smart-space.co.uk
Customer feedback... ‘We contacted Smart-Space when we began running out of space to maintain our old fleet due to the introduction of the new Virgin fleet. ‘At a time when getting capital finance was near impossible for us, Smart-Space came up with a hire package that suited our needs. We’re now looking to either extend our hire period indefinitely or purchase outright, which says more than anything about SmartSpace.’ Daryl Heatchcock, Alstom Traincare ‘From start to finish the contract was carried out in an efficient, professional manner – from the surveying staff through to the fitters and commissioning engineers. ‘Having been in the building more than a year we have no regrets in going for the Smart-Space permanent building, indeed we have been happy to show others what a good job they did for us.’ Neil Smith, plant manager, SB Rail
Saves you thousands Smart-Space’s building designs use British sourced lightweight cold-rolled steel and aluminium, which saves thousands of pounds when compared to more traditional construction methods. So, not only will the company save you money, it will also save you all the stresses and strains along the way. Therefore, for companies that need a short or long-term solution and considering building or April 2015 Page 105
Rail Professional Promotion
Arbil delivers again for Balfour Beatty Balfour Beatty Rail is a long-standing Arbil customer, so when it needed a bespoke H Frame Lift Beam within a short time-scale, it had no doubt Arbil would be able to complete the job to its renowned high standards
rbil is well-practised in distinctive product design and production; it’s able to be one-step ahead in what it offers by having the capacity for high-speed turnaround. It’s standard practice for an organisation the size of Balfour Beatty Rail to have a number of suppliers on its books, but for this job it had no doubt Arbil would come out on top in terms of price and service. Hiring a beam to move the cabins was not possible, due to it being such an unusual requirement, so Arbil’s team of engineers designed and fabricated the beam from concept to completion. Using
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its exceptional in-house capabilities and CAD/SOLIDWORKS software, Arbil was able to submit preliminary designs, get them signed off and start on the fabrication within four days of accepting the job. Brian Timmington, Arbil’s engineering general manager, said: ‘We have been dealing with Balfour Beatty Rail for many years, so it is familiar with our capabilities, expertise and vast knowledge when it comes to producing bespoke fabrications to tight deadlines. ‘With this build being so precise, it was crucial that throughout the design stage my team and I kept in constant
Key job facts ------------------
Customer: Balfour Beatty Rail Challenge: To lift and move cabins of various sizes, and with differing centres of gravity, within a height-restricted space Solution: An H Frame lift beam designed by Arbil Engineering, with adjustable lift points to ensure correct centre of gravity is found before lifting cabins. Full fabrication, testing and installation of the beam was also conducted by Arbil Engineering Benefits: Fully-functioning and unique lift beam, which allows restricted height working; one solution sourced for multiple lift types, saving the customer time and money. contact with the staff at Balfour Beatty to ensure the designs were signed off and requirements were made clear and fully understood, in order to keep within the tight deadlines.’ The H frame lift beam was fabricated with cross arms positioned above the main beam. This specification allowed for chain alteration and adjustable lift points, which compensated for the varying centres of gravity encountered while lifting the differing weights and sizes of the cabin. Nick Mann, business unit manager specialist plant, Balfour Beatty Rail, said: ‘I would like to thank Brian and his team for delivering in the short timescale that was given. The support was excellent throughout. The consistent communication from the Arbil team to my colleagues and me was second to none, which is so important when working towards tight deadlines. Decisions needed to be made, designs needed to be signed off and all was done with ease and efficiency.’ Arbil came in well within the budget put forward by Balfour Beatty and the job was quoted for with no additional charge for the speed of turnaround. Timmington concluded: ‘It was a pleasure to work with Balfour Beatty Rail. It’s always rewarding to see our bespoke fabrications completed and meet the requirements of what was a tricky job.’ Tel: 0845 6004332 Email: firstname.lastname@example.org Visit www.arbil.co.uk April 2015 Page 107
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No stress with Tata ata Steel has signed a contract to supply highly wear-resistant rails for Crossrail. Part of a deal that will see the company provide around 7,000 tonnes of steel to the project, Tata Steel has already begun delivery of more than 57km of stress-free, heat treated and wear-resistant rails. Major tunnelling works will conclude this year, switching focus to fitting-out and implementing railway systems within the tunnels and stations. Tata Steel’s rails will be installed in the central area of the line, which extends east under London from the Royal Oak tunnel portal at Paddington.
All above board etwork Rail Consulting has achieved certification to BS 10500:2011 in recognition of its continuing commitment to anti-bribery best practice. BS 10500:2011 is the Anti-Bribery Management System (ABMS) standard developed by the BSI (British Standards Institution) in response to the UK Bribery Act 2010, which became law in July 2011. The legislation, which is the strictest in the world, applies to UK companies wherever they operate and gives Network Rail Consulting’s clients, partners and stakeholders reassurance that a robust system is in place. Nigel Ash, managing director of Networking Rail Consulting, said: ‘The way we do business, which is always with integrity and honesty, is hugely important. Achieving certification to BS 10500 is a clear statement to our clients and stakeholders about the way we work, and sets out our expectations of our people and business partners.’ Visit www.networkrailconsulting.co.uk
Extracting talent xtractability, a division of Weldability-Sif, has released a product that prolongs the life of filters. Ready to use within minutes, ProtectoSpark provides spark protection for the ProtectoXtract welding fume extraction unit and can also be retrofitted. Without ProtectoSpark, most of the welding fumes directly hit the filter, greatly reducing its lifespan. Consisting of two components, it features a system that sucks polluted air via extraction elements and inside the filter unit. Once collected, the air’s led towards the collecting tray, which enables the dust to be easily removed. With the aim of addressing the skills gap that exists in the industry, Weldability Sif has developed new fabrication and welder training facilities at Coleg Sir Gâr. The Llanelli, Walesbased college’, which already houses a
Gérard Glas, rail sector head, said: ‘Our premium heat-treated rail is produced using a patented process which ensures it has exceptional wear resistance. Rather than using traditional methods of heating and cooling, Tata Steel has developed a system where the rail moves through an induction furnace which uses an electromagnetic field to heat the steel to 950°C. The rail is then rapidly cooled using compressed air, which provides further protection against risk of rail failure compared to other in-line heat treatment processes.’ The steel will be manufactured at the company’s facility in Scunthorpe before being rolled at its Hayange mill in northern France. Visit www.tatasteel.com
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fabrication and welding facility, is now updating its offering to provide a safer, cost-effective and less materialintensive process for those who are beginning their training. Coleg Sir Gâr principal, Barry Lilies, said: ‘By putting new technology into the hands of a new generation, we hope to inspire young people to think about careers that can lead to a multitude of lucrative occupations within manufacturing, as welding plays an important role in the industry.’ Last month, Weldability Sif celebrated 90 years of welding technology by unveiling a new training and technology centre in Letchworth Garden City, Hertfordshire. Visit www.weldability-sif.com Analysing capabilities echnology company Laird has released rail yard monitoring and analytics software that provides information and reporting capabilities to help improve efficiency and safety. Tasverii helps executives, yard managers, and maintenance departments, increase productivity, safety, and profitability in their rail yards by allowing operators to wirelessly control equipment and processes from a safer location. With many rail yards processing thousands of rail cars daily, inside spaces often larger than several sports stadiums, the task of safely moving cars, locomotives, and employees around can be significant. Tasverii collects data from the wireless operator control units and machine control units (OCUs/ MCUs), which is then uploaded to a centralised server and used to identify potential productivity improvements and safety risks. All products are backed by Laird’s worldwide service and support network as well as a 24/7 service desk.
Scouting for trains uropean infrastructure analysis and inspection company, Eurailscout, has selected supply chain planner Quintiq to provide enhanced integrated resource planning for its rail inspection and analysis operations. Eurailscout conducts detailed inspections and analyses of more than 8,000 switches and 100,000 kilometers of track across Europe, ensuring a safe environment for railway operations. Among the defects that affect operations, faulty switches are responsible for up to 50 per cent of costly disruptions every year. Eurailscout flags potential defects to its clients so that the appropriate action can be taken to minimise disruptions and improve safety. Eurailscout needed a system that was able to synchronise data from different planning teams to generate an integrated plan for work orders, inspection trains, equipment, and the workforce, including drivers, shunters and analysts, throughout Europe. Before selecting Quintiq, Eurailscout relied on spreadsheets and bespoke systems to plan the resources required to inspect and monitor its infrastructure. Michael van Milt, Eurailscout chief financial officer, said: ‘Staying on top of the market and maintaining a high standard of service to clients is imperative for the safety of Europe’s railways. ‘We needed a solution that could provide us with the visibility required to make both efficient and compliant plans.’ Visit www.eurailscout.com
No ticket to ride lasgow Subway (SPT) customers can now top up their Smartcards with pay as you go credit as well as buy season tickets through improved ticket purchasing facilities at Payzone outlets across the city. Smartcard holders can now top up at convenience stores and newsagents in Glasgow, freeing up space and improving access at Subway stations. The move is part of a wider vision to deliver even greater convenience to public transport customers through the use of smart technology, with future deployments possibly including topping up online or through the use of smartphones. David Braddock, director of Nevis Technologies, which is a joint venture partnership between SPT and Ecebs, said: ‘The integration with Payzone makes it even easier for travellers to get their tickets or top-ups. ‘The long-term vision is to embrace
technology still further and find new ways to make everyone’s life a little easier.’ Use of the Subway Smartcard continues to rise, with around 230,000 ‘smart’ journeys taking place on the Subway every week. Visit www.ecebs.com
Visit www.lairdtech.com April 2015 Page 111
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Cost-eﬃcient tramway repair elding and cutting products company, ESAB, has manufactured a welding tractor for repairing grooved tramway and railway rails. TramTrac II uses the flux-cored arc welding (FCAW) process with selfshielded wires instead of the conventional SAW process, resulting in a small and light unit that the company says is more cost-efficient and straightforward to use when repairing grooved tram rails. The tractor is portable and can be easily installed and removed, allowing trams to pass within a controlled safety situation. Tramtrac II uses a sequential surface welding technique that eliminates the risk of transversal crack formation – another advantage over the SAW technique. Tramtrac II has a four-wheel drive carriage that rides the single rail, wire-feeding unit for 1.2 or 1.6 mm wires, and adjustable traction wheels to fit most worn flanges and railheads. The control box features clearly marked symbols for wire-feed speed, travel speed, start and stop welding functions and wire inching. For the repair of worn, embedded tramlines in curves in city tramway systems, Tramtrac II can be combined with ESAB’s Warrior™ multi-process power source; Origo™ Mig 320; or Origo™ Mig 410 constant voltage welding power source. Visit www.esab.com
Providing the initiative reight forwarder, Rhenus Logistics, has launched a graduate programme as part of its ongoing investment in the UK. The scheme aims to attract students with an array of skills from non-traditional subjects to encourage the next generation to take up a career in the logistics industry. The Rhenus programme consists of two separate placements: managerial skills and engineering, both of which will run for 24 months. Archaeology and maths graduates are among the participants involved in the programme; Michael Beeston and James Cowper are two of the new group who will be developing a road transport management system (RTMS) with colleagues in Germany. David Williams, Rhenus managing director, said: ‘As the logistics sector grows, it’s crucial we play a part in supporting
To Infinity and beyond onstruction of Derby’s £200 million, 250-acre commercial and technology park, Infinity Park, is now officially underway, with work beginning on its first building – the Innovation Centre. When the inaugural ceremony is completed, Enscite, the joint venture that helps SME’s improve their growth prospects, will take up occupancy. Using the Innovation Centre as its base, Enscite will provide support to new or existing businesses in order to help them innovate, develop new products, enter different markets and access funding and other professional support that is required to grow. The supply chain innovation organisation’s facilities at the £11.8 million centre will feature a range of offices and workshops, including a ‘Fab Lab’, which houses specialist equipment that enables both tenants and non-tenants to engage in product development. Enscite managing director, Colin McKinnon, said: ‘The Innovation Centre promises to be an incredible space that will attract high-tech, innovative businesses into a state-of-the art building specifically for companies operating in or wanting to access the aerospace, automotive and rail supply chains. ‘It will provide specialist support to the region’s manufacturers, helping them to grow, develop new products and fulfill their potential.’ Visit www.enscite.co.uk
and inspiring the next generation. The two separate programmes will provide our new recruits with a comprehensive, hands-on experience, including taking on a number of different roles within the business. ‘Once they have completed the
programme, we aim to provide recruits with a permanent position at Rhenus with provision made for steady career progression.’ Visit www.uk.rhenus.com April 2015 Page 113
IPSWICH ROCHESTER ADDLESTONE
Amaro are a multi-disciplinary rail company working across the UK. While we are probably better known for our expertise in signalling, we also undertake works in the PWAY and civils sector. We pride ourselves in bringing a common sense approach to all that we do. Our Services • Turnkey Signalling Design, Install, Test and Commissioning • Track Side Manufacturing (LOC and REB’s) • Survey • P-Way • Light Civils Please contact a member of the team today on the following Number, or check us out at:
W W W. A M A R O G R O U P. C O . U K A common sense approach to engineering TELEPHONE: 0845 207 1190 Page 114 April 2015
Health & Safety Management
Dedicated to the cause PC has established a brand new dedicated rail systems service following calls from the industry to improve operational performance, whether that’s achieved by increasing capacity or improving reliability and safety. Led by CPC’s director, Joe Little, and systems director, Phil Dubery, the rail consultancy’s service consists of the technology behind controlling rail signalling, power, track, rolling-stock and train communications.
A slick operation orris Lubricants is attempting to make inroads into the rail industry with a bitumen-free lubricant for diesel-electric locomotives. Already used by some of the biggest manufacturers across Europe, Lodexol MTL is specifically designed for lubricating traction motor gears commonly found on diesel-electric locomotives. Formulated by Morris Lubricants’ technical advisor, Simon Matthews, the product is a highly adhesive, water-resistant lubricant that incorporates a stable additive to
prevent corrosion and wear even under high stresses and loads. In addition, the removal of bitumen and residual oils from Lodexol MTL means it no longer requires special handling, unlike previous formulations of the last 50 years. Craig Bastable, marketing manager at Morris Lubricants, said the railway sector was one that the company was hoping to establish itself in in the future. ‘People may know of Morris Lubricants’ reputation within the steam and heritage sector but, while that remains important, we are also keen to improve our presence in mainline trains.’ Visit www.morrislubricants. co.uk
Southern goes electric o enable the growing number of commuters using electric vehicles to charge them while parked at its stations, Southern is installing 50 Electric Vehicle Charging Points (EVCP) in station car parks across its network. Costing £375,000, the initiative is funded by the Office of Low Emission Vehicles (OLEV) and forms part of a South East-wide initiative to install more points to connect with the Energise network. The provision of EVCP’s at stations supports Southern’s strategy to encourage more sustainable
travel, in conjunction with 6,000 cycle parking spaces it provides – double the number that existed in 2009. Southern already has ECVP’s at ten stations with 13 more stations planned to have charging points over the coming months. Head of environment, Sandra Norval said the company was on target for the installation of most of the 50 ECVP’s by the end of March. ‘We’re not just thinking about the here and now. We have plans for initiatives that go beyond our franchise tenure, which we believe will leave a legacy in place to further reduce the effect we have on the environment.’ Visit www.southernrailway.com
‘Rail systems is not a black art, however the supplier market is constantly evolving, so it does require a thirst for digital-based technology and programming, which my team embraces,’ explained Dubery. CPC’s team of six will provide rail operators with experienced rail systems engineers and project managers. To achieve the operator’s performance requirements, it can interrogate existing rail systems; integrate systems; and deliver an upgrade, working alongside rail operators or suppliers to customise performance in live operational environments. ‘CPC has worked with some of the main industry suppliers such as Ansaldo, Alstom, Bombardier, Siemens and Thales. We understand the technology and know how to apply it,’ said Little. The rail systems team has begun advising TfL’s sub-surface programme on improving network performance. Visit www.cpcprojectservices.com April 2015 Page 115
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State-of-the-art electrics eltbray Electrification Plant has launched a new venture providing electrification plant, tools and access, and welfare equipment for hire to rail clients. In the past two years, Keltbray has invested more than £8 million in state-of-the-art rail plant and equipment. The company now has nearly 100 vehicles, making it one of the largest road-rail vehicle fleets in the UK. Based in Crewe but also operating out of Basildon in Essex and Newport in South Wales, Keltbray Electrification Plant’s 370 employees and 38 apprentices also provide nationwide support services with a 24-hour response, seven days a week. Company director, Martin Brown, said: ‘We see this new venture as an added way of providing value to our customers. Our equipment is userfriendly and boasts the latest safety and environmental features. ‘This new rentals business is geared towards a range of our clients’ needs, from supporting their routine plant maintenance to special projects that require power, welding, lifting, material handling or welfare equipment.’ Visit www.keltbray.com
Vitally-important skills ecruitment company Vital Human Resources (VHR), has launched a new apprenticeship programme that aims to address the rail industry’s skills shortage. The Vital Rail Apprenticeship Programme will initially support 12 apprentices but will accept a second group in the autumn. WHR will introduce apprentices to various sections of the UK’s rail infrastructure and support hands-on practical training, and classroom-based learning, at its purpose-built site in Salford. Making the announcement during National Apprenticeship Week 2015 Gary Hardaker, VHR director, said: ‘We felt there was a need for increased learning opportunities in the rail industry; there are some large scale infrastructure projects happening in the UK, and a career in rail can offer exciting opportunities.’
Visit www.vital.uk.com Handing over the keys versholt Rail Group sold its freight wagon fleet, consisting of 920 wagons and 63 load units, to Nacco UK, enabling Eversholt to concentrate on its main areas of business. The sale, which was completed in February 2015, also included vehicles ranging from container flats and autoballasters, to coal and aggregate hoppers and box wagons. Mary Kenny, chief executive of Eversholt Rail Group, said: ‘We are delighted to have reached this sale agreement with Nacco UK. The sale will enable us to redeploy resources and focus on our core activities of leasing passenger rolling stock and freight locomotives.’ Dan DiStefano, president of Nacco, said: ‘Eversholt Rail has built a reputation based on strong rail expertise and a deep understanding of the needs of its customers. We remain committed to customer service and maintaining a first-class fleet as we expand our presence in the European market.’ Visit www.eversholtrail.co.uk
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UK obsolescence management ollowing the launch of the International Institute of Obsolescence Management (IIOM), it has announced that its inaugural IIOM Exhibition & Conference will be held in Edinburgh on 16th-18th June, 2015. Key industry personnel from around the world will meet to review the latest issues and initiatives around obsolescence management, which will be held at the capital’s Assembly Rooms. Providing opportunities to learn from, and network with industry personnel, this will be the largest dedicated event outside of the USA this year and is expected to be attended by more than 100 delegates. Speakers have been confirmed from companies including Siemens, Alstom, Thales, Atkins and Cranfield University and two workshops have been organised for the first day of the event. Visit www.regonline.co.uk/builder/site/default. aspx?EventID=1584151
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Not-so-noisy neighbours There are many issues to consider when constructing new rail lines, with the impact on local people and businesses particularly important. Graham Parry discusses the challenges of ground-borne noise and vibration issues from tunnels
ue to stringent criteria in respect of the effects of trains in tunnels, ACCON UK has developed a high level of expertise in the assessment of ground-borne noise and vibration (GBNV) and from trains running in underground tunnels. Most recently, this expertise has been augmented through the companyâ€™s work on the Crossrail project; for Contract C300 it was tasked with assessing the impact of GBNV from construction trains on buildings above the Crossrail route. As the tunnel route runs through the West End with its high number of theatres, Crossrail standards stipulated that GBNV must not exceed 25 dB LAmax,S. There were also legal undertakings, requiring the new network not to exceed specified levels of GBNV at some recording studios, which meant that ACCON UK needed to test and develop a robust prediction methodology. Figure 1 provides a view of the construction tunnel. Methodology ACCON UK utilised the Pipe in Pipe (PiP) software, which was originally developed by Hugh Hunt, senior lecturer in engineering at Cambridge University; and Mohammed Hussein, senior lecturer in structural dynamics at Southampton University and is based on elastic continuum theory. PiP utilises two coupled infinitely-long concentric pipes to represent the train tunnel and the surrounding soil area. Source excitation is determined from the rail profile, such as rail in good condition and corrugated rail. The track system is modelled as a double beam system, with input parameters that include the properties of the tunnel, train, rail, rail pad, slab and slab bearing, as well as the tunnel depth, track condition and speed of train. The fact that PiP is designed for a floating slab track was a technically challenging problem, as ACCON was required to predict GBNV from two types of construction railway: Track Type A (no vibration isolation) and Track Type C (vibration isolation), neither of which was a floating slab track. ACCONâ€™s solution was to modify the PiP model to alter the stiffness of the rail pads and bearings. Page 118 April 2015
Validation In order to validate the PiP model for the operating construction railway system prior to tunnelling reaching sensitive properties, ACCON carried out a rigorous measurement procedure with simultaneous measurements in the tunnel and above ground. Due to expected low levels of vibration, ACCON trialled a number of types of measurement systems during the first round of measurements above ground. However, the levels of vibration
the PiP model to predict the difference in vibration levels at different speeds, using this data to normalise the physical measurements.
were extremely low, particularly from Track Type C, and there were significant extraneous vibration signals from passing road traffic and other underground railway lines in the vicinity. The company also discovered that it was extremely difficult to obtain accurate information regarding the speed of the construction train. A second round of measurements was carried out with ACCON finding a quieter location along the tunnel route, which was within a sheltered garden, and utilising significantly more sensitive accelerometers to measure the vibration. To measure the speed of the construction trains within the tunnel, ACCON UK utilised an array of photo sensors connected to a Rion DA-20 that also served to capture the vibration. Using the more sensitive accelerometers, the company was able to obtain good, clean measurements; the analysis of the results demonstrated that ACCON UK had measured higher levels of vibration 20m
from the tunnel (L3) than when it was at a position directly above the tunnel centreline (L1). This trend was mirrored in its PiP model, which showed higher levels of vibration emanating from the sides of the tunnel than from the top. Vibration measured at ground level 20m from the tunnel centreline would therefore be primarily picking up vibration radiated from the side and invert of the tunnel, as opposed to from the top. The measurement position directly above the tunnel centreline (L1) would be primarily picking up vibration radiated from the top of the tunnel. Normalisation for speed The final task that needed to be carried out to validate the noise model was to normalise the results for speed. This was required because there was a speed limit imposed on the construction train underneath the most sensitive recording studios. ACCON UK utilised
Model development In order to develop the model further still, ACCON UK undertook a detailed analysis of the results in terms of speeds; locations; loading of train; and the sleeper support system. Utilising the company’s theoretical model results from PiP, together with corrections validated against measurements, it has developed its own semi-empirical model for construction train noise and vibration. ACCON UK now has a GBNV model for a typical construction train operation, which has been validated in line with ISO 14837-1, giving the company a great deal of confidence when advising clients on the impact of construction train operations in tunnels. The company was awarded the Association of Noise Consultants (ANC) award in the Environmental Acoustics category in 2013 for its work on the scheme. Graham Parry is the owner of ACCON UK
Tel: 0118 971 0000 Email: email@example.com Visit www.accon-uk.com
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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.
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No more flag days The rail environment can be a risky place in which to work; Sean Harrison thinks that modern technology can play a major role in keeping workers safe and reducing trackside casualties
he UK’s rail industry has long promoted safe working practices for its workforce, yet the latest figures from the Office of Rail Regulation tell a depressing story of an increasing number of casualties. The regulator’s 2013/14 statistics demonstrate that workforce casualties on the mainline network increased from 5,834 in 2012/13 to 6,040 in 2013/14, a rise of 3.5 per cent. Major injuries for the same period increased from 114 to 126, a rise of 11 per cent. What lies behind these increases? One reason is unquestionably that rail workforce safety is still prone to human error, which will continue to be the case while we rely on manual systems. The truth is that the vast majority of safe systems of work still incorporate flags and horns, which have been around since Stevenson’s Rocket. Short line blocks, enabling the work group to cross the track, offer a limited window of opportunity to facilitate movement and can be costly in terms of production, but are still the predominant method. Most importantly, this form of warning system, which involves personto-person communication, leaves plenty of opportunity for misinterpretation and is vulnerable to the effects of fatigue and lunch and toilet breaks. On the railways, it takes just a few seconds of diverted attention to create a casualty situation; even when the line block works, there are still plenty of documented cases. In the last reported year, there were 297 incidents where drivers ignored the block and a SPAD (Signal Passed At Danger) occurred. In Harrison’s opinion, technology can offer a solution. Track Warning Systems, such as the Lookout Operated Warning System (LOWS); Train Operated Warning Systems (TOWS), which is seldom used in the UK; and the Automatic Track Warning System (ATWS) all offer a reliable way of increasing safety. More to life than cost Why then isn’t technology being used more often? The issue, as ever, lies with cost. While there’s no direct cost to use a line block, technology does come at a price particularly when benchmarked
against a flag. However, Harrison’s argument is that the industry needs to move beyond the cost/price comparison, look at productivity as a more reliable measure of a system’s worth, and instead analyse how much quicker rail maintenance teams can work. For example, at the Watford Junction remodelling work currently in progress, Rail Safety Solutions is providing ATWS, which gives advanced warning of approaching trains to work groups operating within a protected area – as identified on the project’s ATWS design plan. The ATWS covers all four main lines using a straight line running procedure, offering a 25-second warning for an area covering around 1,800 metres. Both sites operate from 08.00-16.00 on weekdays; 08.00-19.00 on Saturdays; and 08.00-13.00 on Sundays. The system offers three settings: All lines, Fast Lines Only, and Slow Lines Only, with the client requesting a fourth setting for island working protecting the Up Fast and Down Slow. All in all, the use of ATWS reduced the need for line blockages and unassisted lookout working, while enabling the client to achieve production schedules.
This last point is critical if the industry is to meet the increasing requirements to deliver more rail projects on time, on budget and, most importantly, with maximum safety. It’s beginning to see a trend of high output track renewals moving away from solely lookout operated warning systems, instead utilising ATWS where possible. This trend will only continue if the industry is to hit its goal of everyone home safe every day. Sean Harrison is development director at Rail Safety Solutions
Tel: 0121 366 8800 Email: email@example.com Visit www.railsafetysolutions.com April 2015 Page 121
Power to the people UK Power Networks Services is an operating division of one of the UK’s leading electricity distribution network operators. Here, it details its involvement
ith a strong presence across a range of sectors throughout the UK, UKPN Services, which is owned by the Hong Kong-based, Cheung Kong Group, is responsible for looking after the power supplies at a range of important locations, including London’s Heathrow, Gatwick, Stansted and City airports; hospitals; universities; commercial buildings; and defence establishments. For the rail industry, UKPN Services has delivered a wide range of projects, from major infrastructure programmes, such as HS1, to smaller asset replacement schemes. UKPN Services’ involvement on the HS1 line saw it undertake the initial design and development work, whereupon it then funded the construction programme. It now has a 50-year contract to run and maintain the assets it installed. In addition, UKPN Services are at the heart of major infrastructure projects, including Network Rail’s Thameslink; Great Western Electrification Programme; Kent power enhancements; and London Underground’s sub surface lines modernisation scheme. Thameslink programme The company’s work on the Thameslink programme typifies its approach to major projects. The route is one of only a few in the UK that requires a changeover from alternating current (AC) overhead traction supply in the north to direct current (DC) third rail traction supply in the south, which therefore posed a series of technical and logistical challenges. The Thameslink programme’s core requirement is to increase passenger
flow into and out of central London by introducing more frequent and longer trains. To achieve this, UKPN Services designed and built a new DC substation close to Blackfriars station, Ludgate Cellars, which was strategically selected to ensure safe transition of trains from the AC overhead line supply to DC third rail supply. UKPN Services was awarded a contract for the works in June 2008, the scope of which covered all elements of the survey, design, supply, installation, testing and commissioning required to bring the Ludgate Cellars substation into service. To facilitate the works, UKPN Services developed and coordinated a fully-integrated schedule, defining construction and test strategies that accommodated critical milestones within the Thameslink Programme, which it achieved without disrupting the operational railway. The transformer/ rectifiers were switched on in July 2009 to enable testing to commence; Ludgate Cellar was fully commissioned two weeks ahead of schedule in November 2009. Ongoing success As a result of the company’s success on
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Current rail projects Network Rail: Great Western Electrification Programme (In Consortium with ABB) Thameslink Williams Way Grip 3-4 KO2 HV DC Works GRIP 5-8 N321 – UKPN Services Contractors Management Team N321 – London Bridge E&P GRIP 5-7 Works C1579 – Three Bridges Rail Operating Centre F425 Williams Way Depot Substation GRIP 5-8 WP3 GRIP 4-8 NSCDs Kent PSE 122522 Kent Power Supply Enhancement 138424 Phases 2&3 Greater Anglia 135520 – Brimsdown Supply Point 137886 – CP5 E&P Renewals 129685 – Great Eastern Power Upgrade GRIP 3 141619 – E&P CP5 Renewals GRIP 3. London Underground: subterranean rail package 2 subterranean rail package 3B inverter trial.
the Thameslink project, it has worked on multiple phases of the scheme, including Key Output 1 (WP2 and WP3 - GRIP 3) and Key Output 2 (Williams Way GRIP 3-4 and HV DC Works GRIP 5-8). UKPN Services’ capabilities and expertise enable it to offer a completely integrated solution, spanning from initial consultancy and design through each element of supply; engineering; construction; installation; testing; commissioning; and, if required, ongoing operation and maintenance. UKPN Services’ involvement in the Thameslink programme will end this year. Commenting on the company’s work in rail, Adrian Dixon, head of projects and business development, said: ‘It’s our ability to offer clients a fully-integrated solution that really sets us apart. Offering full turn-key solutions, we focus not only on the delivery of our own core competencies to the highest possible standards of quality and safety, but also on the appointment and management of specialist sub-contractors to deliver other critical work packages. ‘We’re also able to draw on the skills and experience of our fully qualified and certified rail team, as well as colleagues from within the UKPN group, who work across other industry sectors. At all times, we ensure that we design, develop and install schemes that are robust, safe and future-proof, ensuring that we continually provide value to our clients throughout the life of the asset.’ UKPN Services was involved in the early evaluation stages for the Crossrail programme and also delivered the conceptual design work for HS2. It drew on experience gained from working on the HS1 programme – delivered on time, on budget and with no major delays to the power network – to verify the power distribution system designs against the results achieved on HS2.
in Kent, which is due for completion this year. The work involves the renewal of switchgear and upgrade of electrical infrastructure at 39 substations and 21 traction power huts, which will increase general resilience of the power distribution system. More than 50 kilometres of electricity cable will be designed and installed as part of the project. Upon completion, it will allow longer trains to run than previously possible, with 12-car formations operating between London Charing Cross, Cannon Street and London Bridge to various stations in Kent. As well as currently working in the east of the country, a consortium between UKPN Services and ABB is working together to electrify the Great Western Main Line between Maidenhead and Cardiff. The Great Western Electrification Programme, which is due for completion by December 2017, will improve the efficiency of rolling stock, reduce journey times and, importantly, lower the route’s CO2 emissions. The consortium is responsible for the turnkey delivery of the traction power system, combining a mixture of (25-025-kV)
feeder stations; auto transformers; and all related control and protection equipment. Currently, the consortium is undertaking the initial stages of works to facilitate the running of the test train, later in the year. As it progresses, the company is keen to apply the logic and lessons learned from earlier projects to schemes such as The Great Western Electrification Programme. With basic data, such as the route, size of trains and frequency required, it can design and develop concepts for evaluation, selecting the most appropriate equipment to ensure that a cost-effective solution is delivered. By following this process, the company will meet the exact needs of the client throughout the whole life of the asset. Said Dixon: ‘We believe in giving the client the total picture for the power component, not just part of it. By doing this, we can provide advice and guidance from the start of the project to the very end of its life. In addition to our offer of integrated solutions, whether with mainline, metro or tram applications, we are increasingly working as part of fullyintegrated project teams. Our delivery teams are now regularly located close to their client-colleagues, ensuring fast and efficient working and issue resolution. ‘This partnership approach is also evident in a project we are currently developing with Alstom, with whom we’re evaluating a new inverter trial designed to capture and utilise regenerative energy from train braking. Through the trial, we plan to reuse the energy, which would otherwise be lost through heat, either to boost power to other trains or feed back into the grid – effectively turning the motor into a generator.’ Tel: 0845 6014516 Email: firstname.lastname@example.org Visit email@example.com
Kent power distribution In addition to the mainline and metro projects it’s involved in, UKPN Services is currently working on Network Rail’s Power Distribution System programme April 2015 Page 123
Big in the UK The operations of the global Knorr-Bremse Rail Group have seen dramatic levels of growth in recent years; nowhere is this more evident than when looking at its operations in the UK
norr-Bremse Rail UK has effectively doubled the size of its business activities and workforce in the last two years, following the UK launch of its RailServices business. Already a major player in the UK rail industry, Knorr-Bremse has an established rail systems headquarters, design, engineering and manufacturing facility at Melksham in Wiltshire (where it also houses Westinghouse Platform Screen Doors) and a specialist rail HVAC facility at Burton-upon-Trent. RailServices In addition, Knorr-Bremse operates two major facilities under its specialist overhaul, maintenance and upgrade brand in the UK: RailServices. The RailServices facilities are strategically based at Springburn, near Glasgow, and Wolverton, near Milton Keynes, which both have mainline access and ‘whole train’ capability. RailServices is a global organisation with local, dedicated facilities and the resources to focus on its customers and keep their trains running safely, reliably and economically. RailServices can support customers by not only being able to provide a portfolio of services, ranging from genuine parts to fully-managed service and maintenance contracts, which cover the rail vehicle’s entire lifecycle, but also by offering expertise. Customers in the UK and Ireland can now call upon RailServices to carry out major overhauls and repairs, and advise and execute modernisation and improvement programmes, which can support lower operational costs and provide a better understanding of the real status of a rail vehicle’s vital systems. To achieve this, RailServices uses a range of new systems developed by the Knorr-Bremse Rail Group, such as iCOM, which provides a suite for monitoring and analysing equipment data. iCOM uses a web-based interface with open system architecture and provides a platform for hosting various systems applications, including driver advisory and energy metering. The system, which can be customised and fitted to new- build vehicles or retro-fitted, can improve Page 124 April 2015
train availability and lower maintenance costs by identifying emerging problems, facilitating better managed maintenance. However, while this has been happening in the RailServices UK part of the business, the systems side that operates under the Knorr-Bremse banner has also been busy. In fact, Knorr-Bremse systems were recently specified on some of the most prestigious new rail projects in the UK. Hitachi Class 800 Beginning in 2017, the UK’s Great Western Main Line will replace its current rolling stock with Class 800 Intercity trains (manufactured by Hitachi Rail Europe) and Knorr-Bremse Rail UK will supply the complete braking system for the first 600 vehicles. The order, which is worth around £30 million, is one of the biggest single orders in the company’s history. Knorr-Bremse will design the braking system at its Melksham facility specifically for the new train, integrating it with Knorr-Bremse EP Compact electronic brake control, bogie equipment and air supply system, which will use its environmentally-friendly, oil-free compressor.
The new high speed trains, which have a top speed of 124mph, will be built at Hitachi Rail Europe’s purposebuilt Newton Aycliffe plant. Part of the Intercity Express Programme (IEP), the newly designed trains will initially replace the existing Intercity 125 fleets on the Great Western Main Line, followed by those currently operating on long distance routes from London to destinations that include Aberdeen, Bristol, Cardiff and Edinburgh. The Intercity Express programme is a long-term project with demanding targets. Knorr-Bremse’s braking system was selected because it offers the right levels of safety, performance, reliability and technical compliance that exactly suit the requirements of the new train, but with low lifecycle costs. Engineers and other employees at Knorr-Bremse Rail Systems UK will be supporting Hitachi Rail Europe not only for the initial supply and commissioning of the brake system on the Class 800/801 trains, but also throughout their entire lifecycle. Its first contract win with
systems automatically open and close in harmony with the train doors and make platforms safer, cleaner and quieter. WPSD has been selected by Crossrail to install full height platform screen doors at eight stations, and on 16 platforms of the underground section of the new network. The contract, which has a value of around £30 million, will see WPSD’s doors installed at Paddington, Bond Street, Tottenham Court Road, Farringdon, Liverpool Street, Whitechapel, Canary Wharf and Woolwich. Each of the screen and door units are around 240-metres long, with the combined length when installed at all of the platforms around 2.5 miles. WPSD will also facilitate the installation of large advertising screens, which will be positioned on each side of the doors. Design and manufacture of the control headers for the platform screen system and project management will be
Hitachi Rail Europe was made possible by Knorr Bremse’s employees in the UK and Japan working closely together to create exactly the right braking solution for the new train. Crossrail Bombardier Transportation has recently awarded a multimillion pound contract to Knorr-Bremse Rail UK to supply braking systems and entrance doors system for its new AVENTRA trains, which are destined for service on the South East line. The contract will see Knorr-Bremse equip at least 65 new Electric Multiple Unit (EMU) trains with an option to equip a further 23. There is also a service contract that will see RailServices support the new trains for a 29-year period, covering original parts, overhauls and repairs. The company’s Melksham facility will design the system and supply the airsupply system, bogie equipment and brake control system for the new AVENTRAbranded trains, which will be named Class 345 for the UK’s train class numbering
system. The trains, which at around 200-metres long can carry around 1,500 passengers, have wide gangways and come equipped with real-time travel information. It will also have an emphasis on energy efficiency by employing intelligent on-train energy management systems. Knorr-Bremse is supplying a range of proven products within the braking system for the new trains, including oil-free compressors; compact RZK and RZT callipers; and EP2002 distributed brake control, which will be designed and manufactured in Melksham. WPSD Westinghouse Platform Screen Doors (WPSD), the Knorr-Bremse specialist platform screen doors division, is UKbased and has more than 25 years’ experience in the design, engineering, manufacture and installation of platform screen systems around the world. Providing a barrier between train and track and the platform, platform screen
undertaken at the company’s Melksham facility, while pre-assembly of the doorway modules (operating equipment, glass panels and steel structure) will take place at the RailServices Westinghouse facility in Wolverton, which is well placed to serve London. Westinghouse will also be responsible for the wiring and testing, which is required in conjunction with the signalling systems, before trial running with trains takes place in 2017. WPSD has a long and proven track record with London Underground, its platform screen doors system on the Jubilee line were installed in 1999 and are still maintained by a WPSD RailServices London-based support team. WPSD has installed its platform screen systems on some of the world’s busiest metros, including Dubai, Saudi Arabia, Paris, Hong Kong, Shanghai and Singapore. Tel: 01225 898700 Email: firstname.lastname@example.org Visit www.knorr-bremse.co.uk April 2015 Page 125
Visit Axis at Railtex: NEC Birmingham 12-14 May Stand C44
One day day. 192 incidents incidents. 192 right decisions. When you’re responsible for the safety and security of an urban public transport system involving hundreds of trains, the amount of incidents to detect, evaluate and act on every day is staggering. That’s why we’ve made sure our network video solutions can handle it all. So you can make the right decision. For every incident.
Get the details at www.axis.com/trains
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Safeguarding trains and their passengers Peopleâ€™s lives can soon be at risk if fire breaks out in a station tunnel or train. The issues surrounding fire protection on railway vehicles is firmly in focus, following the publication of the new fire protection standards: EN45545-2 and 45545-3
he EN45545-2 and 45545-3 standards have unified various regulations within Europe since July 2013, superseding European national standards, such as NF F 16-101 and 102; BS 6853; and DIN 5510-2. The materials used in the manufacture of PFLITSCHâ€™s glands have already been tested in accordance with the new EU Standard, with excellent results. The company is now supplying its approved products, which fulfil the requirements of the new standard, and are available to order from its official UK agent, Walter Logan and Co. The railway industry, with its rolling stock, stations and infrastructure, has complex requirements for fire protection. Aspects such as rapid fire detection; high fire protection-level rating, and the need for protection from hazardous smoke must be taken into account when choosing materials in the context of a fire protection concept. This is especially true in rolling stock; whether a locomotive, goods wagon or passenger car, there are a number of different fire risks. The highest vigilance is called for in particular when transporting passengers - if a fire breaks out in a sealed train it can endanger many lives very quickly. The causes Fires can be started from a number of
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different sources on board a railway vehicle: electrical equipment; heaters; engine compartments, with diesel or electric motors; upholstered seats; sleeper compartments, with flammable bedding; or even in toilet cubicles, where passengers often try to smoke, to name a few. Safety is paramount. It’s crucial that the train can continue to be driven for a certain time after the outbreak of a fire, such as when trying to emerge from a tunnel to ensure the safe evacuation of passengers and personnel before fire fighting commences. In general, only components that do not further spread fires can be used. The remedy PFLITSCH’s new material T80s, which is used for sealing inserts, and its polyamide UNI Flange®, have met with excellent results and meet the highest requirements, such as hazard-level HL3, which is the new EU regulation for unrestricted use in trains – whether open lengths of track, or in tunnels and stations. In accordance with the requirements, the results show oxygen index ≥ 32 per cent; smoke density Ds max. 300; and toxicity CIT max. 1.5. Page 128 April 2015
Sealing inserts manufactured from silicone S55 were also tested at -55�C-+180� C, meaning they can be safely used in extreme temperature conditions. Sizes M16-M40 of the whole UNI Dicht® and blueglobe® ranges of cable glands and blank plugs were tested for their fire resistance; in tests they achieved class E30 levels, retaining their seal over a 30-minute period. EN 45545-2 requires only 15 minutes (E15). Metal or plastic? With metal cable glands, these fire protection requirements only affect the sealing inserts. However, with plastic cable glands the requirements also affect the gland body. In all cases, the use of self-extinguishing materials is mandatory; PFLITSCH cable glands are certified internationally by VDE, CSA and UL. They have also been subject to the tests specified in the standards
for fire behaviour, and the glow test in accordance with EN 60695-2-11, for many years. Glands for other applications are also available. Contact Walter Logan & Co for more information and a copy of its free industry report on fire protection standards. Pflitsch complies with EN45545-2 and 45545-3. Tel: 0208 446 0161 Email: email@example.com Visit www.walterlogan.com
Kee Klamp速 Keeping safety on the right track Celebrating 80 years of versatility
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Jogging organisational memory Can confidential reporting act as a trigger for things that have happened in the past? Chris Langer investigates…
onfidential reporting is actually a powerful management tool, providing staff with an independent, confidential voice when – for whatever reason – internal channels are not appropriate, or if they’ve been used unsuccessfully. For senior management, a confidential reporting system presents an opportunity to catch those issues and concerns, which may remain hidden in an organisation, and may inadvertently result in an incident. Confidential reporting acts as a form of corporate safety net but is also of value as it can act as a trigger for organisational memory. The best organisations are learning organisations; learning from past incidents, both internally and externally, is a critical component of a good safety culture. So, what is organisational memory and how does confidential reporting play a role in activating it? When people use confidential reporting, it’s normally because all the conventional reporting channels have been exhausted without resolution to the underlying concern – there is an impasse or blockage. Most people who use this complementary route genuinely want their safety concern to be heard. In many instances, what CIRAS (Confidential Reporting System for Safety) reporters are saying is: ‘From my past experience, I’m worried about what could happen if this concern is not addressed either now or in the future.’ At the same time, it also helps serve as a reminder to all of us that where safety is concerned, no-one can afford to be complacent. Confidential reporting provides an opportunity for organisations to explore the link between past safety incidents and the potential for something similar to happen in the future. It helps organisations with safety as a top priority to tap into their memory banks, and review their rules and operating procedures. Despite the fact that the vast majority of CIRAS reports have been reported internally, more than 70 per cent of cases lead to a positive change or investigation. Page 130 April 2015
‘In many instances, what CIRAS reporters are saying is: ‘From my past experience, I’m worried about what could happen if this concern is not addressed either now or in the future’ Review what isn’t working For an organisation to make a change, it has to first review what isn’t working and what it needs to do to improve and therefore change. Good organisations will review past incidents to reflect,
identify, learn and implement corrective action and improvement. It’s about learning how to effectively tap into those organisational memory banks, which is where confidential reporting enters the safety equation.
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A confidential report often serves to kick-start this process of digging deeper. In short, it often becomes an important catalyst in raising concerns that the organisation might otherwise ignore – hidden intelligence can surface in this way. Once a confidential report is raised and then communicated to the relevant organisation, there can still be quite a few barriers to overcome. A report can initially be met with some resistance, or defensiveness, and some familiar responses include: ‘We’ve always done it that way and never had a serious incident. Why change now?’ ‘That won’t ever happen to us. We’ve got better safety procedures around here.’ ‘That’s already been reported internally. We don’t need to look at it again.’ However, more mature organisations will take the opportunity to evaluate and re-evaluate their safety management systems. They will also ask themselves whether a practice deemed safe in the past continues to be safe when the people and technology have moved on and the risks have changed. It sounds glaringly obvious, but an accident-free year this year does not
guarantee an accident-free one next year. For example, a chicken will continue to believe it will see the next sunrise even if it’s due to be slaughtered later that day, because all of its prior experience has confirmed it will go on living. In the same way, a work environment that was safe yesterday isn’t necessarily safe today. Where reports have already surfaced internally, there can be a considerable psychological block in looking at the issue raised again. Maintaining the status quo can be dangerous at times and the standard response may require a total rethink. This is precisely where confidential reporting is most effective, because it provides an independent source of learning from outside the organisation. Organisational blind spots, or ‘groupthink’, can obstruct an objective assessment of the real safety risks. Confidential reporting is often able to prompt a new response to a longstanding safety issue. A report can trigger a controlled search for safety information from organisational memory. All of this is another way of saying that confidential reporting encourages organisations that are serious about safety to retrieve safety-critical experience from their memory banks – and then reflect on it. A confidential report serves
‘Confidential reporting encourages organisations that are serious about safety to retrieve safetycritical experience from their memory banks – and then reflect on it. A confidential report serves to jog organisational memory’ to jog organisational memory. Safety lessons from an organisation’s past can be brought to bear on safety decisions in the present; it’s an effective management safety tool with the power to inform decision-making. Chris Langer is scheme intelligence manager at CIRAS
Tel: 0203 142 5363 Email: firstname.lastname@example.org Visit www.ciras.org.uk
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Building on Experience Celebrating over 50 years Walker Construction (UK) Ltd provide Civil & Construction solutions to the Rail Industry
Tel: 01303 851111 www.walker-construction.co.uk
Train Planning. Better. Planning conflict-free trains across the industry to reduce delays needs different thinking and 21st century tools. David Faithful explains how the tools are available today — we just need to use them
he UK railway industry has become accustomed to the measuring systems used to determine whether Britain’s trains are performing; from the public performance measure and passenger satisfaction results, to the complications of measuring and settling the primary and reactionary delays that cost millions of pounds a year, it has come to believe that the complexity of scheduling the thousands of passenger and freight schedules that operate every day across the country would always be suboptimal; the outmoded systems and the incohesive processes of planning Britain’s railway would never be efficient. But this is no longer the case. HaCon’s powerful train planning system, TPS, is used across Europe, and increasingly around the world, to deliver flawless access planning for infrastructure managers and operators alike. Since TPS was first implemented by Danish State Railways in 2002, the product has evolved immensely and the customer base has grown to include Banedanmark; Traficstyrelsen; RFF and SNCF in France; Jernbaneverket in Norway; Spanish-French infrastructure manager, TP Ferro; Israel Railways; and Network Rail. The launch of the TPS Operator edition – developed specifically for UK passenger and freight operators – enables Toc’s and Foc’s to plan with all the inherent state-of-the-art TPS planning features while also opening up a world of connectivity with Network Rail for the exchange of bids and offers, delivering joined-up, right-first-time access requests.
macroscopic planning geography, so 20th century track diagrams and sectional appendices become obsolete. The integration of possessions or infrastructure restrictions within TPS has long been a feature of the product, and the system manages patterns of restrictions, repeating restrictions and one-off possessions for line obstructions, speed restrictions and electricity disconnection. Just like train schedules, restrictions are validated and shown in all user views, such as the infrastructure, graphical timetable and operating day calendar. Planners can immediately see conflicts visually, but TPS does much more than that. Core to the success of the solution is the automated conflict detection and resolution. The built-in runtime calculation engine, which is based on infrastructure characteristics and detailed traction data, identifies conflicts across the entire railway network and calculates conflict-free train paths. For freight
operators, difficult schedules can be created and automatically calculated to use the available capacity. For passenger operators, the modelling and definition of service patterns, clock-face train schedules and ad-hoc services become straightforward. But planning trains will always need human train planners, which is why TPS contains many built-in functions to assist with the analysis and creation of accurate schedules. The system tracks every change made to each schedule, and has full undo and recycle bin functionality. Planners can easily create new schedules by copying existing train paths and then use both the automated functionality and their own experience to modify the schedule to meet the needs of the new service. The software differentiates between sectional and theoretical running times, planned times, allowances and published times. The built-in bulk-update functionality enables a planner to make
21st century tools TPS users experience three synchronised screens of infrastructure editor, schedule editor and graphical editor. Wherever users are in their planning processes, the train schedule, graph and planning geography are always aligned but highly configurable to the individual user’s preferences. The system enables the microscopic modelling of railway infrastructure as well as April 2015 Page 133
as they wish to benefit from the latest functionality. TPS runs on industry-standard operating systems and HaCon offers a fully-hosted managed service for UK operators, meaning that moving to the TPS systems is cost-effective and low-risk for all customers.
changes to multiple trains, and the clock-face timetable generator enables the modelling and creation of repeating schedules with ease. Splits and joins along with train associations and connections are all functions within the system, coping with train coupling and splitting, permissive working and waiting time rules. At stations, planners can manage dwell and occupation times, track usage and dragand-drop re-platforming directly within the user interface. Importantly, the TPS kernel also calculates trains to the millisecond then rounds to the second, opening up future opportunities to move away from 30-second planning to optimise UK capacity. Making change happen Increasingly, passenger and freight
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operators in the UK are adopting TPS; the more operators that recognise and realise the benefits of the change, the more influence the operator community will have on shaping the system direction. HaCon is striving to develop its systems to meet and exceed the needs of operators, but only by collaborating together can we truly shape the future. HaCon invests millions of pounds every year in product development to provide its customers with three updated releases of TPS every year. With TPS, the days of a system provider keeping users on old versions and only updating their functionality if they pay are gone. In 2014, HaCon delivered nearly 200 new features within TPS, including integrated line diagrams and in-built rolling stock rostering, which give customers the option to update their system as frequently
The future Across the world, there has been a long-standing battle between the infrastructure manager and the operator: the operators believe they plan trains, and the infrastructure managers consider themselves as the source of planned trains. The answer, of course, is that it takes a collaborated effort to find the balance of safety, capacity and performance while still achieving commercial benefit, a well-maintained railway and freight and passenger satisfaction. HaCon’s TPS system needs to foresee and exceed all the future needs of the world’s infrastructure managers and train operating companies, which explains why they strive to ensure they participate in, and lead, new initiatives, rather than simply follow. European projects, such as the specifications for interoperability for Telematics Applications for Freight (TAF) and Passenger Services (TAP), are examples where HaCon are providing thoughtleadership and system designs. HaCon is also at the forefront of the RailML initiative as a core development partner, already having RailML 2.2 support for open-data sharing across Europe. Transforming how we work Transforming a business, let alone an industry, needs a change of thinking and a move towards doing things differently. Technology is simply an enabler. Technology itself cannot change the rail industry, but the more operators that adopt TPS will lead to a change in how trains are planned. The technology enables the realisation of tangible benefits, not just for those who adopt the software but for the industry at large and all of its customers. The laborious bidding and offering of train services between operators and Network Rail becomes a straightforward exchange of pre-validated train plans, creating efficiencies across all operations. But the biggest benefit is the reduction of delays, which can be achieved through a right-first-time planning process that considers all track access across the country at the point of creating the train schedule. HaCon’s train planning system, TPS, delivers the next fundamental shift in performance and capacity improvement for the UK railway – it just needs to use it. TPS is train planning. Better. Email: email@example.com Tel: 0845 8358688 Visit www.hacon.de
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NETWORK CAPACITY Improve flow with automated signalling for optimal train frequency
SEAMLESS JOURNEYS Unique fare systems for all transport modes
Millions of critical decisions are made every day in transportation. The ability to run networks smoothly and efficiently is crucial to economic growth and quality of life. Thales is at the heart of this. We design, develop and deliver equipment, systems and services, providing end-to-end solutions. Our integrated smart technologies give decision makers the information and control they need to make more effective responses in critical environments. Everywhere, together with our customers, we are making a difference.
We can keep you on the rails
Looking for CNC precision-machined parts? Our range of machinery and processes enables us to produce complex components using state-of-the-art multi-axis machinery. And we’ve been doing this since 1971.
To find out how O.L.D. Engineering can help your business stay on track call us today on 01455 612 521 or for more information visit oldengineering.co.uk
Core Atlantic Rail offer a comprehensive range of services to an ever-growing Rail sector. Operating throughout both the Midlands and South East England, we employ a highly experienced workforce which has built us a solid reputation as the supplier of choice amongst some of the Rail’s biggest clients. Drawing on the full resources of our experienced team, Core Atlantic Rail are able to offer a ‘one-stop-shop’ service to our clients, not only taking care of their possession/ SSOW planning requirements, but also supplying local, skilled labour to the jobs.
Rail Infrastructure n n n n
Safety Solutions Information Systems Monitoring Station and Depot M&E Services
Having a team with rail experience spanning over 30 years, our in-house professionals are well aware of the demands of working on the infrastructure, endeavouring to complete every job as efﬁciently and safely as possible. Core Atlantic Rail are able to provide: • SSOW / Possession planning management • Safety critical labour supply (PTS to ES/Handback) • PTS Mech & Electrical • PTS Trades • PTS Pway/Civils gangs
BRINGING BENEFITS TO THE UK RAILWAY; with a wealth of experience in Infrastructure, Transport and Building Services, we provide integrated solutions to infrastructure management and information systems.
The total solution provider www.imtech.uk.com E: firstname.lastname@example.org Page 136 April 2015
Resourceful rail This year’s SmartRail Europe will bring together major players from the European rail industry, giving those in attendance the opportunity to get the inside track on up-to-theminute developments
he railway industry is in the midst of an exciting revolution. Technology is evolving fast and the advancing signalling and telecom systems are being supported by unmatched developments in IT. European railways are being presented with information, data management and integration opportunities that have not been available before, which must all be utilised to improve service, meet growing demand and remain competitive. How SmartRail Europe can help SmartRail Europe returns to Amsterdam in May 2015 with a format that reflects the evolution of the rail industry. The show combines congresses on Signalling & Telecoms, IT Networks and Rolling Stock for more than 500 attendees. This unique format allows delegates to focus in on their area of expertise and network with those outside it to encourage crossdepartmental innovation. Highlights include: • more railway and metro attendees than any other rail congress globally; SmartRail Europe 2014 had 121 rail operator organisations in attendance • more end user case studies than any other railway show with more than
40 presentations from organisations including RFI, Italy; DB, Germany; SJ, Sweden; SBB, Switzerland; and RFF, France • more than ten hours of dedicated meeting & networking time for all attendees across all three congresses • topics that cover the integrated railway; remote diagnostics and maintenance; the power of data and asset management; and utilising IT to enhance operations.
SmartRail Europe format SmartRail Europe is free to attend for delegates from railways and metros; infrastructure managers; and government officials, with preferential rates for industry suppliers. For more information, contact Stephen Scott Tel: 0207 0450916 Email: email@example.com Visit www.smartraileurope.com
SmartRail • utilise ERTMS to increase safety, capacity and interoperability Signalling • evolving telecoms to meet safety and passenger needs • speakers include Libor Lochman, executive director, CER; Duncan Cross, & deputy director, CrossRail; Jo De Bosschere, head of division, signalling Telecoms projects, Infrabel. Smart IT Networks
• reduce costs with intelligent asset and data management • improve operational performance with effective IT integration • speakers include: Jospef Stoll, chief technology officer, Deutsche Bahn; Lars Vriesendorp, strategic IT manager, Prorail; and Bjorn Rossell, chief information officer, SJ AB.
• uncover technology to increase competitiveness and capacity • innovation to reduce costs, noise and energy consumption • speakers include: Dirk Jan Brakel, director business development and strategy, NedTrain; and Christian Daniel, ECM business processing director, SNCF; and Ramon Lentink, senior research leader, NS.
What previous participants have said about SmartRail Europe: ‘Excellent opportunity to network, exchange ideas and experiences.’ Antonio E Lopez, commercial director, ADIF ‘An excellent show. Impressive and wideranging speakers. Best in class!’ Bjorn Westerberg, Head of Strategy and Business Planning, SJ ‘An excellent conference. Great sessions with a high level of attendance.’ Alexandra Adavrov, Development Director, Russian Railways ‘A very interesting and high-quality show.’ Florian Korver, Head of Innovation and Development, RATP
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You know the product Hereâ€™s the name to trust in DC power
SCHALTBAU For REPLACEMENT REFURBISHMENT - UPGRADES, you need to fit the original equipment. Did you know that for over 80 years Schaltbau has been supplying OE product to many customers? This ensures we understand the quality required and the necessary levels of reliability and performance are built in.
UK manufacturing base
Specialist R&D service
Proven manufacturing quality
Sustained project support
Expertise trusted worldwide
Schaltbau Machine Electrics Ltd 335-336 Springvale Industrial Estate Woodside Way, Cwmbran NP44 5BR, UK Telephone: 01633 877555 firstname.lastname@example.org www.schaltbau-me.com
Always in contact Manufacturing experience counts for a lot in the rail industry, especially when there are many systems operating to different specifications and standards…
owhere is this more the case than with electromechanical systems, and their often unregarded small components, which are essential for so many operations and safety functions in rolling stock and mechanical handling equipment. Schaltbau, a well-known name in the global rail industry for more than 80 years, focuses on connectors, contactors and the control of DC power. Starting out in 1929, and producing the first electric heating elements for the German Railway, over the years Schaltbau’s product range has increased to include many types of connectors, contactors, and its wellknown green snap action switch. International expansion of the company, to meet the challenges of both established and emerging markets, resulted in acquisitions of businesses in France, US, China and the UK, in addition to new sales operations in Asia Pacific, India and Russia. Today, the group has a turnover in excess of £289 million, a substantial proportion of which comes from the rail industry worldwide, making it a significant supplier in its specialist sector. The growth of the company has 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 – with Bombardier, Alstom, Hitachi, Mitsubishi, Knorr Bremse, Siemens, the New York Transit Authority, SCNF and Eurostar among them. These relationships have resulted in the recent development of a new range of products to add to its already extensive portfolio, including master controllers; vacuum breakers; dead man’s foot rests; battery disconnect switches; traction contactors; and toggle and micro switches.
back-up, as well as an enhanced logistical service to the industry. In 2011 there was a complete change in the management of the company and two new directors were appointed to further develop and grow the business – Trevor Fox, to look after the manufacturing, and Roger Phillips, as sales and marketing director, to develop and build the UK customer base. Fox and Phillips are both supported by a technical and R&D team here in the UK and Germany. In late 2014 the sales team was further strengthened when Martyn Delahay joined the company as UK sales manager – Rail. Delahay has extensive rail industry experience, having held senior roles with Pullman Rail in Cardiff. The Cwmbran plant manufactures
A UK manufacturing base Schaltbau’s UK premises are a 2,000 sq. metre manufacturing plant in Cwmbran, South Wales, which is capable of producing both standard components and bespoke, customer-specific products in high and low volumes. The group acquired the previous occupant, Machine Electrics, in 2008 to support the UK market with manufacturing and technical April 2015 Page 139
At the forefront of rail fire safety worldwide... For over 40 years, Exova Warringtonfire has provided fire safety solutions to global rail operators, manufacturers and the supply chain. Drawing on our experience of mass transit operations worldwide, we work with you to develop the solution that meets your needs.
Talk to us today about how we can help you advance your fire safety standards. t. +44 (0) 330 222 0321 e. email@example.com w. www.exova.com Page 140 April 2015
Schaltbau C195-C193 contactor replaces the GE DS303 and IC2800 contactors and is a well-proven solution, applicable to both propulsion contactors and HVAC systems. With reduced tip wear, and depending on the application, the life of these parts is 6-12 years. A typical replacement project is ongoing with the New York Transit Authority, which normally replaces products on either a 6 or 12-year repair cycle. This contactor solution is also used in Chicago, Toronto and Washington and Schaltbau is actively discussing this solution and its cost benefits with Toc’s in the UK, with a view to commencing trials. The project will be showcased at the Railtex exhibition in May 2015.
a wide range of DC contactors for a number of industries, including material handling, marine and rail, with a widely applicable range of products for battery power management and battery charging. In addition, customer-specific snap action switches are produced for the rail industry, as well as electrical harnesses for a number of other industries. Schaltbau’s major customers in the UK include LPA; DB Regio; TfL/LUL; Wabtec Group; Voith; Rail Door Solutions; and Arriva and the company also works closely with OE train manufacturers, rail operating boards and train depots. One of the company’s latest products, a 96V DC portable power pack, is used to power the compressor that raises a pantograph in the event of a train’s onboard power supply dropping below 88V, which can happen during cold weather. Housed in a tough metal case with a high-visibility yellow powder coat, the battery booster is mounted on a wheeled trolley for easy manoeuvrability over rails and rough ground. As shown in the
product photograph, an isolator switch on the front panel allows recharging of the battery packs via an internal charging circuit, which is powered by a mains supply through a DIN standard IEC C19 socket. A focus on product development In addition to the manufacturing capability, a principal focus of the business is to support the repair and refurbishment programmes for the UK rail industry, meeting the unexpected product demands that happen day-today. With planned repair refurbishment programmes, understanding the time scale of a project helps ensure that product availability is in-line with calloff and repair schedules. In the event of an overnight product failure, a range of the mostly commonly required items is stocked. Schaltbau’s future plans include the repair and refurbishment, or replacement, of large voltage contactors – such as the GE contactor range, for example. The
Schaltbau, in summary With more than 40 years’ experience of manufacturing DC contactors in South Wales, the aim of the technical sales team is focused on developing long-term relationships with customers to understand how electro-mechanical technical developments can translate into competitive solutions for new rail rolling stock and advanced operating systems. Not only is the company engaged in the OE supply of product, plus the supply of replacement items and spares, it’s also heavily involved in the ongoing repair and refurbishment of trains and trams worldwide. Expertise in one area feeds development in another, making Schaltbau an integrated supplier for machine electrics to the rail industry both in the UK and around the globe. Schaltbau is exhibiting at Railtex 2015, stand E41. For more information on any aspect of its range of products and services, contact Roger Phillips Tel: 07989 333738 Email: firstname.lastname@example.org Martyn Delahay Tel: 01633 645258 Email: email@example.com Visit www.schaltbau-me.com April 2015 Page 141
A fresh chapter for the East Coast franchise, and job well done for the image makers to the rail industry. Livery & Branding Advertising & Promotional Interior Decor Labels & Notices Graffiti & Surface Protection Application & Removal Dilapidations & Repairs Itâ€™s our job to make you look good and to make that process painless. 023 8024 0773 stewartsigns.co.uk/rail Page 142 April 2015
Power that moves Those who have sat on a stationary train due to technical problems will no doubt agree: more reliable technology should be a priority. Nothing moves without power and whether on a train or trackside, for control, communication, signalling or lighting, PULS’ products may be the solution
he DIN-RAILway power supply from PULS is the answer to providing a more robust and efficient solution. Of course, there have been specialised power supplies for the railway for many years. The demands are high and in several areas: failures cannot occur, high mechanical shock and extreme operating temperatures. PULS, one of the market leaders in the field of industrial power supplies, meets the strict requirements of the various railway standards with a variation of its standard industrial power supply, which is made easy due to highly flexible circuit designs. Also on offer is excellent quality, reliability and longevity and protection against tough environmental and EMC conditions. Special railway requirements Compliance with EN50155 and EN50121 must be demonstrated through proper testing, but what is required?: • vibration resistance (DIN EN61373). This standard constitutes significantly more severe test conditions than those required for industrial power supplies. It makes it possible for the unit to be installed in the vehicle body, on the roof and even under the floor • temperature range. Industrial power supplies can be operated up to an ambient temperature of +60°C without
100W, 200W and 400W • AC/DC power supplies in power ranges 240W and 480W • 3AC/DC power supplies in power ranges 240W and 480W Nearly all DIN-RAILway power supplies have a power boost that enables operation at 150 per cent of the rated load for four seconds, or 20 per cent ‘Bonus Power’, which are both desirable for demanding loads.
derating. For the rail industry, an extended temperature range of up to +70 °C continuously, and 85 °C for ten minutes, is required. QS5.241-60 meets the temperature class T3, the QS10.241-60 and CPS20.241-60 even meet class Tx (-40°C) • EMC resistance (EN50121-3-2). The standard low-noise circuit topology demonstrates a high degree of EMC resistance • fire protection (EN45545-1). Industrial power supplies are UL-certified as standard and have been tested in accordance with the new fire safety standard EN45545-1. The units are not sealed and thus have a low fire load, which also makes them extremely light. But what really distinguishes the new power supplies is the extremely simple DIN-rail fixation. The conventional wall mounting used in the past often led to heat conduction through the mounting plate. The vibration-proof mounting on a DIN-rail requires a high-quality fixing system and minimum unit weight, and the unit’s use of spring clamp wire terminals removes the possibility of screw terminals coming loose. The railway series from PULS The opportunity to go to a one-stop shop – whether for AC/DC or DC/DC – that stocks solutions from a single source will be of particular interest to users, including: • DC/DC converter in power ranges
Conclusion The DIN-RAILway power supplies from PULS represent a new range of railway power supplies, with the concept already proving popular in tens of thousands
of industry applications worldwide. A complete range of 1-3 phase AC units and DC/ DC converters are currently available, all of which can be mounted to DIN-rails. The units are convection cooled, equipped with vibration-free spring clamp terminals, compact, extremely light in weight and exhibit high level of efficiency. Tel: 01525 841001 Email: firstname.lastname@example.org Visit www.pulspower.com April 2015 Page 143
21st Century Technology Specialist providers of CCTV and monitoring systems to the rail network
Survey and Design
Driver Only Operation
W: 21stplc.com | T: +44 (0)844 871 7990 | E: email@example.com | Page 144 April 2015
Track and surrounds -
Underground investigations CCGI offers a bespoke service from pre-tender stage to project completion, a process that sets the company apart from other ground investigation contractors working in the rail industry. Mark Carden explains
ounded in 2001, Gloucesterbased CC Ground Investigations (CCGI) started small, but fast forward 14 years and the company still maintains the values that have sustained growth ever since. ‘It all started with one Dando Terrier window sampling rig, with fellow company director, Rob Clarke and I operating it day-to-day. One of our first targets was to gain Link-up approval, which we achieved in the first few months, enabling us to undertake work on the Network Rail infrastructure,’ said Carden. ‘Both Rob and I came from a geotechnical engineering background and I previously managed a rail department at a local drilling contractor, so I knew this was the key to establishing ourselves within this market.’ CCGI is now much larger, it employs 45 staff, including drillers and engineers, has a fleet of 12 drilling rigs and turns over around £4 million a year. ‘The majority of rail enquiries still initially come across my desk,’ explained Carden, meaning that he and Clarke are engaged in the process at a very early stage. ‘It allows our rail department to offer a bespoke, personal service that not only allows clients to be confident in the service we provide, but also benefit from the cost savings this experience, planning and efficiency can offer. ‘We regularly become involved in projects from GRIP 3 stage and have the RISQS product codes to allow us to undertake all the services involved in ground investigation works.’ Investment and innovation Well-trained, experienced staff and high-quality equipment have been the key to CCGI’s success and growth. More than half of CCGI’s field staff have PTS training with DCCR entitlement, which is internally managed through the Sentinel scheme, as well as PASMA and track trolley tickets. The company April 2015 Page 145
As one of a handful of companies that supply the UK Government with Home Office Approved technology which includes the Stingray system used by the DVLA, Futronics have a proven and trusted track record. TM
The Futronics Group are innovators, who through consultation and technology solutions improve operations, safety and security to the Rail Industry, Traffic Management and Emergency Services internationally. The Futronics Group are leading the way in developing technology for a safer society worldwide. Contact us now for a consultation. Page 146 April 2015
www.futronicsgroup.com +44 (0)8456 43 9990
Capability and experience CCGI has experienced PTS-qualified staff, offering ground investigation services throughout the UK that include: • dynamic and hand-held window sampling • rotary and percussive borehole drilling • bridge coring and foundation surveys • engineering supervision • automatic ballast sampling (ABS) • dynamic probing and TRL-DCP (transport research laboratory/dynamic cone penetrometer) • trackbed investigations • utility and GPR (ground penetrating radar) surveys • vacuum excavation.
Cardiff re-signalling More than 50 sites were investigated over a three-year programme, which were carried out to establish ground conditions at new LOC, REB, UTX and signal base sites throughout the scheme. Working closely with the main contractor, CCGI provided a flexible call-off programme for undertaking the ground investigations, with involvement at the planning stages to ensure the correct resources are provided and access arrangements are suitable for the drilling rigs. Some locations have required around the clock drilling to establish 20-30m-deep rotary boreholes, utilising two crews working from Saturday night to Monday morning.
maintains its RISQS registration, through an annual audit. Said Carden: ‘Our staff are a credit to the company. We all know that the rail environment can be very testing and a can-do attitude goes a long way. Our experience in the culture and working systems of the railway means our staff buy into the safe systems of work and task briefings, which all ensure that the work is carried out safely.’ In the last 12 months CCGI has purchased four new Fraste PL-G rotary rigs; a 7.5-tonne truck-mounted Vector HDD vacuum excavation unit; and a new Dando Terrier rig. The investment in the equipment represents part of the company’s rolling replacement policy that ensures reliable, up-to-date equipment is available for work. ‘The new ‘lightweight’ Dando Terrier
rig is particularly exciting,’ said Clarke. ‘By utilising an alloy frame, Dando has managed to reduce the weight of the rig by more than 100kg, giving it unrestricted use when being manoeuvred to and from position on track trolleys. ‘Another innovation we are currently working on is a modular window sample rig capable of casing boreholes; undertaking SPT’s (standard penetration test)/undisturbed sampling; and dynamic probing. This modular rig will allow access into difficult borehole locations, such as congested CESS areas and sloping ground.’ Mark Carden and Rob Clarke are company directors at CCGI
Tel: 01452 739165 Email: firstname.lastname@example.org Visit www.ccground.co.uk
GWEP (Great Western Electrification Programme) CCGI was involved at an early stage with the main contractor and designers, establishing ground conditions and structural conditions at 60 bridges along the Bath corridor. CCGI visited all the sites to establish the best approach and the most cost-effective method of undertaking the ground inspection, while still providing the designers with the data they required. Using its own crawler-mounted multipurpose rotary rigs, CCGI was able to access tighter locations than more traditional methods could, such as cable percussive (tripod) rigs. New Worcester Parkway station Two-phase project where CCGI acted as principal contractor for the Phase One off-track works, which included rotary boreholes and window sample boreholes, road design and trial pitting before entering into the infrastructure for Phase Two. CCGI liaised closely with the BAPA (basic asset protection agreement) team to book and plan the possessions for the ground investigation. CCGI also provided support to the local council when dealing with the intricacies of working on and around the railway infrastructure.
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Firm underfoot Effective polymer injection processes support and re-level moving and sunken hardstanding track, platforms, weighbridge areas and buildings. Uretek explains how its system can save timeand money, and reduce disruption on track, platform, yard and bridge repairs
ith Uretek’s polymer injection system, no excavations are involved, there’s no dust, mess or water, and minimal disruption. Large areas can be treated at one time, and work can be carried out at night, reducing rail possession time (an important CDM consideration). The treatment is fast; most jobs are completed in a day or two and the area is trafficable immediately after treatment. The technique was invented by the Finland-based company as a ground improvement solution for subsidence problems in northern Europe, which were caused by the cycle of freezing and thawing that weakened the ground. Since then, many more projects have benefited from geopolymer injection, a treatment that fills microscopic voids in the ground to consolidate and compact it. Farnham A noteworthy application of a polymer injection in the rail environment includes the stabilisation of 6,000m2 of ground slabs at a maintenance shed in Farnham. The slabs had settled dangerously and jeopardised the safe operation of the shed, which served as a crucial link in the local rail network. However, cost and time constraints prevented additional ballast, or slab replacement options being used. To make the shed safe, Uretek injected resins which achieve 90 per cent of their strength within 15 minutes, allowing the normal running of the maintenance shed while work was carried out. The total repair was completed in five weeks. Polymer injection has also been used for embankment strengthening, and the stabilisation of platforms, buildings and other rail infrastructure. Another Uretek process proving useful in the rail environment is the bulk void filling process. Benefil, the company’s low weight bulk void filler, can be used to fill redundant shafts and tunnels. The material requires pushing and does not flow; therefore only simple forms of containment or shuttering are required. Completeness and lightness of fill can also be important; Benefil is simple to remove
and recyclable, meaning that access can easily be reopened if required. The bulk void filler is applicable for stabilising embankments, preventing seeping water from affecting stability and making water paths that increase in size over time. Paths and voids can be plugged by injecting a concentrated dose of Uretek Benefil, which seals leaks caused by clay shrinkage and animal activity. Cavities behind retaining walls and under culverts can be filled even if they’re located far from the road; Benefil can be pumped
with portable equipment, using injections that can be made laterally or vertically. Uretek Benefil is ideal where site access is difficult because the product’s steady flow ensures a complete fill, followed by a quick set. By filling and supporting without exerting hydrostatic pressure, it makes excellent backfill that’s not harmful to plant life. Todmorden Another successful application of Uretek Benefil was at Lobb Mill Viaduct, in Todmorden, Lancashire. The sandstone structure, which is built on wooden piles, was designed by Robert Stephenson and carries two sets of rail lines from Manchester to Yorkshire. The hollow abutments had been causing holes to appear between the tracks that needed to be filled. With foamed concrete deemed too heavy for the repair, the client, Birse Rail, elected to use Uretek’s super-light Benefil foam instead.
The main contractor, APB, drilled a 70mm hole every 3m along the 350mmthick walls of the front, middle and rear abutment chambers. The Uretek Benefil team then inserted 6m-long, 63mmdiameter pipes into the void intended for fill and vent pipes, using snake cameras to verify the inner void was filled. Work was completed in one week, with no disruption to rail services. Tel: 0800 084 3503 Email: email@example.com Visit www.uretek.co.uk April 2015 Page 149
SMARTER WHERE IT MATTERS
Where? On your intermodal bottom line. We claim that our offering for the UK industry is SMARTER WHERE IT MATTERS. That’s because we offer the UK’s widest range of container handling equipment and service for intermodal container handling. Our offering includes RMGs, RTGs, reach stackers, container lift trucks and straddle carriers. And our UK service network brings us closer to you. Not just lifting things, but entire businesses.
For SMARTER WHERE IT MATTERS intermodal container handling equipment: Tel: 0808 168 3832 Email: firstname.lastname@example.org Web: www.konecranes.co.uk
A secure future Globally recognised, the cheap, reliable and adaptable cable tie is relied upon around the world for a multitude of uses and on all manner of products. Thomas & Betts, the company that invented them, explains their versatility
nvented in 1958 by Thomas & Betts’ employee, Maurus C. Logan, Ty-Rap® is the original version of the innovative yet unassuming asset and was initially designed for aeroplane wire harnesses. The idea behind the cable tie first occurred to Logan while he was touring a Boeing aircraft manufacturing facility in 1956; wiring the aircraft was a complicated matter that involved thousands of metres of wire arranged on huge sheets of plywood, which were secured with knotted, waxcoated nylon cord Before the days where health & safety
became a recognised necessity in business, each knot was pulled tightly by wrapping the cord around the operator’s finger. The process caused lacerations and often led to ‘hamburger hands’, meaning engineers would develop thick calluses on their hands after years of performing this dangerous task. Logan was determined to find a better way around the management of these complex cables; maximising efficiency alongside the minimisation of risk. Ty-Rap® cable ties were born The original Ty-Rap® cable ties used a
metal tooth, which can still be obtained today, but unsurprisingly, and reflecting the growing interest, the material was soon changed and the tie was made entirely from nylon; known for its strength, resilience and affordability. Today, more than half a century on, the humble cable tie is still in high demand. Thomas & Betts offers hundreds of different types of Ty-Rap® and Catamount® cable ties, including a range specifically designed for the rail industry – now available through PMA UK. Ever evolving to meet the rail sector’s increasing demands, Ty-Rap® cable ties
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Join us at Railtex stand B41 to find out more
Need to protect against overloading and imbalance on your trains?
MIKE WORBY SURVEY CONSULTANCY Chartered Land and Engineering Surveyors and Geospatial Consultants measuring , modelling and mapping the Railway Environment
Railweight’s specialist rail weighing technology and data management system, I-LINE2, will ensure you comply with legislation and safety regulations and work within the network’s operational requirements.
Our Services include:Dual Frequency GPS Topographic Surveys Engineering Surveys and Setting Out Track and Structural Monitoring 3d Modelling and Design Measured Building Surveys 3d Laser Scanning Boundary Matters Expert Witness Reports Geospatial Consultancy
We are members of
I-LINE2 can manage, archive, report and alert you to any infringements before your train reaches the main line.
T: +44 (0) 845 246 6714 E: email@example.com www.averyweigh-tronix.com Contact:- Michael Worby Mob :- +44(0)7767 456196 tel/fax:- +44(0)1707 333677 Email :- firstname.lastname@example.org Website:- www.mw-sc.co.uk
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MTM Power - MPG Multi-Power Supply Systems The Multi-Power Supply Systems MPG 2, MPG 3, MPG 4 and MPG 5 are designed for reliable supplying of electrical applications from DC mains. The system is based on the DC/DC converters series PCMD250W and PCMD400W proved in railway applications. Their quality standards is above average, they are absolutely reliable and stressable.
For full details ring Linda on 01992 500900 or email email@example.com
www.mtm-power.com firstname.lastname@example.org Page 152 April 2015 Anzeige_88x130_Rail_Professional_Apr_2015.indd 1
homas & Betts, a member of the ABB Group, will be exhibiting its wide range of products at the UK’s definitive rail event, Railtex, from 12th-14th May 2015, on Stand R31. Held this year at the NEC, Birmingham, the bi-annual event covers railway equipment, systems and services; Railtex is the industry’s meeting place, where visitors and exhibitors come together to see the latest technology in action; learn about new products and services; hear about key industry projects; and also to network. Railtex 2013 visitor numbers reached record highs; this year’s event is sure to see more than 8,000 visitors. With around 300 other exhibitors also exhibiting, Thomas & Betts will display its products – made available to the rail industry through PMA – including the revolutionary Ty-Rap® cable ties.
feature a range of unique, important benefits, including: • UV resistant and flame retardant, certified to the latest standards set by the rail industry • the ‘Grip of Steel’ non-magnetic stainless steel locking barb: marine grade type 316 • ribbed and stippled surface, preventing the tie from slipping under vibration and/or external shock • tested according to the NFF 16-101 standard and the EN 45545-2 • temperature range: -40 to +85 degrees centigrade • constructed from polyamide 6.6. The design feature ‘Grip of Steel’, mentioned above, means the cable ties have a longer lifespan compared to other available brands; the stainless steel locking barb is deeply embedded into the head of the cable tie, holding firmly and consistently in all weather conditions. Competing brands use a small plastic locking device with a living plastic hinge, which is vulnerable to stretching, weakening and rapid deterioration. More than one use Cable ties are seen as single-use products, typically cut off rather than loosened
and reused. However, it’s possible for some to be reused, Ty-Rap®’s guaranteed longer life, greater stability and overall reliability mean they are more costeffective than other brands. Ideal for the secure management of cables, Ty-Rap® also has rounded edges to prevent damage to cables and a smooth, notchless body, making the cable ties stronger and more effective. In addition, Ty-Rap® cable ties have a ribbed and stippled surface, specifically designed to prevent the tie from slipping under conditions where vibrations may be felt, which makes it ideal for trackside applications. Not only do Ty-Rap® cable ties have specifically engineered features that extend their life and ensure their safe use in all weather conditions, they are also continually tested and certified to meet safety and governmental standards. While alternative methods of bundling cables together securely and semipermanently do exist, such as cable lacing, binding knots or twist ties, there are none so effective for our vital railway infrastructure as Ty-Rap® cable ties. Contact Mark Fletcher for more information
Tel: 07768 705318 Email: email@example.com Visit www.tnb.com
April 2015 Page 153
www.exmeshsecurity.co.uk Page 154 April 2015
Safeguarding risk It’s crucial for companies to have sufficient indemnity insurance cover to avoid potential claims against them. ITIC explains the importance of being protected and the implications otherwise
TIC’s professional indemnity insurance provides cover for claims, usually caused by negligence, which are brought against individuals and companies for losses suffered by their clients. Historically, this insurance was required by individuals or companies in regulated industries, such as surveying, accountancy or architecture. However, the need for professional indemnity insurance has increased in recent years as a result of more and more professions, including those in the rail industry, moving to a standardised way of contracting. Any party who provides third parties with advice, information, designs, consultancy or management services, owes a duty of care to their clients. Examples of the activities that ITIC insures in the rail industry include signalling designers; providers of employee training and certification; construction sequencers; surveyors of both site and rail infrastructure; consultants who provide advice on commissioning; engineering; and technical supervisors. Recovering losses Where professional indemnity insurance responds is when the provided service falls below what would normally be considered as showing ‘reasonable skill and care’ and, as a result, the client suffers a loss. In this circumstance the client can then seek to recover these losses from the company or individual providing the service. Another reason for the increasing need
for professional indemnity insurance is due to general business becoming more litigious. Companies need to ensure that not only do they have protection for claims arising from negligence, but they also need protection for claims that are unfounded. The costs of defending a legal action can be very expensive – the price of innocence can be high. ITIC is able to fund the defence of spurious claims and ensure that your interests are properly protected. With an increase in both the number and complexity of rail infrastructure projects, as well as existing system upgrades, the tendering process is becoming more onerous, certainly for SME’s. ITIC is able to provide its policyholders with a review of the contracts, which can assist in highlighting unreasonable clauses, and changes to the policy’s wording that can be made without being detrimental to the tendering process. This is important as, while ITIC understands the commercial pressures that companies are under, it’s also acutely aware of the sometimes precarious nature of the role of the intermediary. It’s not
difficult to see how those companies tendering are willing to waive certain rights or accept certain terms in order to try and secure a contract. Serious consequences Unfortunately, the consequences of accepting onerous contractual terms can be serious. For example, a signal designer has to be particularly careful to ensure that any errors in the brief or specification remain with the contracting party. If they do not and those responsibilities transfer to them as part of their design then the potential damages could be significant. Professional indemnity liabilities can continue to arise from a party’s negligence well into the future, possibly past the conclusion of a contract, because it may take months or even years for the error or fault to materialise. ITIC is able to structure policies that provide appropriate cover in a cost-effective way, ensuring all liabilities are covered. Tel: 0207 2042393 Email: firstname.lastname@example.org Visit www.itic-insure.com
‘With an increase in both the number and complexity of rail infrastructure projects, as well as existing system upgrades, the tendering process is becoming more onerous’ April 2015 Page 155
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Complete cable management solutions â€“ more than you imagine Unistrutâ€™s engineered steel cable management offer includes; welded and swaged ladder, traditional and splice tray, wire basket, steel trunking and complete ranges of supporting accessories, selectively available in a wide variety of finishes including; PG, HG, SS, ZD designed to suit the environmental demands of the modern day market sectors.
For more information contact us by email email@example.com or by phone on 01215 806300 Page 156 April 2015
Safe and sound There is a growing requirement for a quieter environment to offset noise from railways and there are many options to consider when installing acoustic solutions. Genwork has a range of products which utilise the latest technologies
he Bache group of companies is a privately-owned fabrication business based in the West Midlands with wide-ranging capabilities in the fabrication, security and materials handling fields, specialising in delivering ambitious and innovative manufactured projects. Part of The Bache Group, Genwork offers a full and complete range of perimeter fencing systems, including
absorbing acoustic barriers, which help project designers respond to noise attenuation guidelines. Why choose absorptive acoustic barriers? Are all acoustic barriers the same? Far from it. To start with, there are two very different methods of noise removal: absorbing and reflective. As the names suggest, absorbing barriers are manufactured using products designed to
absorb noise, effectively taking it away; while reflective barriers are constructed using hard materials, which divert noise and essentially ‘bounce’ it around. There are a number of considerations relating to acoustic barrier selection, including immediate performance; long-term performance; maintenance; appearance; resistance to graffiti and damage; sustainability; purchase-point cost; whole-life cost; and other products currently available on the market. Current options include singleskinned timber; double-skinned timber; plastic and concrete reflective panels; and timber absorptive panels. Yet many just ‘hide’ noise, rather than reduce it, and those made from natural materials degrade quickly, losing their acoustic properties after around five years. Plastic and concrete panels have a longer life than timber but both options have significant downsides: plastic reflective panels hide noise, while concrete is not a particularly environmentally-friendly solution and is prone to graffiti. Plastic absorptive barriers – otherwise known as Cyclefoam – outperform across all aspects. They have excellent acoustic properties, no loss of acoustic performance, a very low whole-life cost and a 20-year warranty, which is increased to 40 years with maintenance. An acoustic solution Cyclefoam barriers comply with EN1793 and EN1794, with absorption levels of 8db and 11-13db. They’re manufactured from raw material, recovered from recycled PVC from window frames and other building materials, and they’re fully recyclable and resistant to graffiti. Cyclefoam barriers are constructed of a combination of special panels, each consisting of three main elements. Noiseabsorbing material is placed between a perforated cover and the supporting structure; the noise-absorbing material is a semi-rigid sheet of rockwool, finished on one side with black non-woven cloth that is based on fibreglass. The design and geometry of the cassette structure produces a panel, which is extremely rigid and robust. The panel has tongue and groove features at the April 2015 Page 157
Quality products for the modern overhead contact line
Conical couplings and collar sockets Catenary suspension Clamps / Turnbuckles Material for safety and earthing Section insulator Neutral Section / Phase Break Insulators and installation material Miscellaneous railway tools
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Unit 218 Milton Keynes Business Centre Foxhunter Drive Milton Keynes Tel: 01908 686766 MK14 6GD Email: firstname.lastname@example.org URL: www.aflury.co.uk
top and bottom of each unit that enables stacking, which results in a compact and solid acoustic wall. The acoustic integrity of the structure is further ensured with the use of acoustic packers, rubber foam base gaskets and post seals. The panels are designed to be self-draining and selfventilating to yield the highest acoustic performance even in the worst weather conditions. Due to the Cyclefoam systemâ€™s electrical insulation qualities the product is used for high-voltage transformers, railways and metro systems with no need to install ground loops. The panels weigh less than 30 kilos per square metre and can be transported and managed easily. Even in difficult places, the walls can be constructed quickly, without the use of heavy cranes, minimising on-site time, disruption and labour costs. Power generator sites Genwork has secured a deal to install
an acoustic solution at seven power generator sites, each containing 56 diesel generators, which run simultaneously to top up the National Grid at peak demand times. The project specification included 4.0m-high acoustic fencing barriers with a 500mm concrete base. Universal columns were galvanised and set at 4.0m post centres and acoustic cassettes were installed between the column flanges. As standard, these acoustic cassettes were factory assembled to minimise on-site time. The double leaf site access gates, measuring 5.0m x 4.5m, were also acoustically clad and all seven sites were completed within eight months. An independent auditor was employed to ensure that all materials and installation works were carried out to specification. The audit was completed successfully and the client was issued with a 20-year guarantee. All representatives of the supply chain were delighted with the product and, more
importantly, its acoustic performance, as well as the level of service provided by Genwork. The acoustic fencing was put to the test shortly after project completion when the UK suffered winds in excess of 90 miles per hour. Even on the most exposed sites, with acoustic fencing measuring 4.5m high, the system remained unaffected. This resilience was expected because the system was originally developed to be used trackside for European high speed train lanes and therefore had undergone substantial and rigorous testing. So successful was the project that
Genwork has secured a contract for a further ten sites, with installation work to be carried out during 2015. Designing for the future Genwork prides itself on its innovative way of thinking and continually delivers ambitious and revolutionary products to market. Its latest product, Front Line Acoustics, is a temporary absorbing acoustic fencing system thatâ€™s the first on the market to offer acoustic solutions at performance levels only previously achieved with permanent fencing. Designed at 3.0m high and weighing less than 18kg per square metre, the fencing can be very quickly deployed without the need for any foundation works, making it the ideal solution for construction and temporary works as well as the events industry. Tel: 01384 636588 Email: email@example.com Visit www.genworkltd.co.uk April 2015 Page 159
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We provide specialist support focusing on a number of key tasks and processes to develop growth opportunities through new products, market sectors and, where required, between multiple organisations, ultimately providing the creation of long-term value for an organisation from a customers, markets, and relationships perspective. Our rail experience has been developed over more than 15 years in the industry. Over this time we have acquired excellent insight into the industry and a network of high level contacts within it that stretches from the Department for Transport (Dft) through to key OEM’s in the supply chain, covering train operating companies (TOC’s), Freight Operating Companies (FOC’s), Rolling Stock owning companies (ROSCO’s) and the technical service consultancies to the industry. Due to the complex and historic nature of the Railways in the UK, our knowledge, experience and relationships within this industry will help companies to maximise their effectiveness in the development and entry to opportunities within the UK rail industry.
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Set on being the best Anderton Concrete comes to Railtex 2015 with a number of innovative products that have recently been added to its already substantial portfolio – Anderlite, Anderlite 500, Ander-Clip, and Ander-Fin
n addition to the above, Anderton Concrete will also be showcasing its range of dry-laid retaining wall systems at this year’s show, which offer numerous solutions for both aesthetic and functional projects while significantly helping to reduce costs and time spent on construction. Anderlite is a revolutionary lightweight cementitious cable route system, which not only reduces the weight of traditional methods of containment but also uses up to 35 per cent of recycled material. A further development, and natural progression, is the Anderlite 500, which further reduces the weight of traditional methods by offering all straight C/1 trough and lids in 500mm lengths. Both Anderlite and Anderlite 500 have full Network Rail approval. To further complement Anderton’s troughing range, the company has devised two pioneering cable theft deterrents: Ander-Clip and Ander-Fin. Ander-Clip is designed to prevent the unauthorised removal of trough lids by securing each lid to each trough using two trough clips and a lid bracket – simple but effective.
Ander-Fin utilises a pre-formed slot in the base of the troughing unit, from which cable ties/clips can be attached to the fin and secured at regular intervals within the cable route – making quick removal of large lengths of cable virtually impossible. Ander-Clip and Ander-Fin are patented designs. A380 Link Road Keystone has always been one of the most popular reinforced earth systems on the market and within the last 12 months Anderton Concrete has successfully supplied one of its largest projects, the new A380 South Devon Link Road, near Kingskerswell in Devon. Almost 5,000m² of wall has been supplied across four structures, including 3,100m² used in a new smooth-face version, to another structure that forms a railway tunnel underneath the new bypass. The installation process for Keystone was the main reason it was chosen over the alternative method of reinforced concrete panels because it meant that the railway could remain fully operational throughout construction, removing the need for costly and time-consuming possessions. Keystone is built from within its own footprint, which makes it an ideal choice for this type of build due to it being so close to live railway lines. The subcontract team working for Galliford Try used a method of fixing a safety restraint system to the front of the wall, which also reduced the impact on the railway. More cost-effective Stepoc is Anderton Concrete’s alternative to shuttered concrete and is faster and more cost-effective to construct. The system can be used in a wide range of applications, from basements to bund walls, and can essentially be used anywhere that shuttered concrete might be considered. Stepoc can offer cost savings of up to 25 per cent against the more traditional methods, primarily down to the speed of construction and less need for skilled labour. The most recent addition to Anderton Concrete’s retaining walls portfolio is Slopeloc, which is an aesthetic concrete block suitable for smaller walls that
essentially provide a hard face for embankments. Slopeloc is an ideal alternative for trackside refuge bays and apparatus case bays that are traditionally constructed using king posts and boards. Slopeloc removes the need for piling equipment and, with each block weighing 17kg, they can be moved around much easier than refuge bays. Anderton Concrete offers a full PI design and supply service for Keystone and Slopeloc and can assist with projects from initial stages through to completion on-site. The company supplies a vast range of sustainable precast products to every sector of the construction industry, fully supported by its experienced sales and technical team. It has built long-term partnerships with its customers and suppliers, including the rail industry, major contractors, the Ministry of Defence and national merchant distributors. For further information on the range, contact the sales office Tel: 01606 79436 (Rail) / 01606 535300 (Civils) Email: email@example.com Visit www.andertonconcrete.co.uk April 2015 Page 161
Cost savings through excellence The challenges facing electrification of the UK’s railways are well-documented. Helping the industry meet these challenges, Andromeda delivers cost efficiencies by offering engineering consultancy, design solutions and technical training
ndromeda’s engineers come from a wide range of backgrounds and have experience of both client and supplier requirements throughout the project lifecycle. By understanding the latest legislation, modern standards, and all aspects of the railway, it has been possible to drive efficiencies through each of the project stages from development through to inservice support. The company’s managing director, Barry Lumley, said: ‘When I left Network Rail in 2012, I knew from the beginning that I wanted to build a team of likeminded individuals who were committed to driving through improvements in electrification that would ultimately lead to the reduction in the cost of successful project delivery.’ It was decided early on that Andromeda’s approach to providing efficiencies to projects would be focused on training and developing high-quality people committed to improving the industry. With the right people, it’s then possible to look at how to provide project services to support a range of electrification projects. Some of the company’s services include optimising
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engineering deliverables; providing technical authoring; demonstrating good working practices in client offices; developing standard solutions; and enabling efficient project mobilisation. Lessons learnt Since the last great push for electrification in the 1970’s, things have changed. However, there are also lessons to be learnt from those experienced in developing and delivering the projects that have worked successfully for decades. Andromeda senior engineer, Lindsey Griffiths, said: ‘There is so much room for improvement. Working across several projects I see the same mistakes being made, but have recently started to see some progress being made in addressing them. ‘By spending time with people and continuously learning, the industry can progress together as a whole, rather than through individual pockets of good practice working in isolation.’ Among the most common mistakes is the costly and delayed production of engineering deliverables that offer
very little, if any, benefit. ‘Too often we produce unnecessary documentation because historically that has been the way it was done,’ added Griffiths. ‘You have to ask: is that really necessary? Does it add any value? Could we be spending that time on some big issues that would really enhance the project and as a result, reduce the cost?’ It’s failing to address the ‘big issues’ early in the development stages that Griffiths believes needs to change.
ndromeda began trading in summer 2012, expanding in early 2013 to offer engineering support and technical training to the electrification sector. The Liverpool-based company started a design service in early 2014, it has worked directly for Network Rail and also supported companies in the supply chain. Today, the team has grown to 12 full-time engineers, specialising in spreading good practice through developing innovative design approaches and engineering solutions.
Andromeda services include: Design Producing feasibility studies, option selection reports, and detailed design relating to electrification projects. Surveys Production of survey strategies and onsite support to ensure key data is captured in a consistent and coherent manner. Technical authoring Production of standards, working instructions and technical reports to be issued as national documents or company specific procedures. Project mobilisation Building engineering delivery teams that ensure all key posts are covered with competent and engaged staff and that all objectives, such as delivery of design and construction activities, are fully aligned to meet project timescales. The company provides short and long-term mentoring roles, developing teams from an idea into a fully-functioning team. Training Technical and role-specific training provided to Network Rail graduate and conversion engineers, as well as various rail design and construction companies. It provides support to engineers, enabling them to achieve personal competency requirements.
‘Too often, the failure to resolve key development issues during the development stages in the project leads to problems further down the line, which invariably leads to extra cost to rectify them. All of this is completely avoidable and I’m pleased to say that there are at least signs that we are starting to turn this around.’ The design team, led by design manager, Andy Nunnery, has expertise in delivering major projects all around the world in overhead line and associated civil engineering work. Nunnery outlined his approach to building the team: ‘I knew some semi-retired people, but despite being experts in their field, little was being done in the industry to ensure their knowledge was passed on to the next generation of designers. I asked them to support us and thankfully they said ‘yes’. ‘Since then we have brought in a couple of experienced design and CAD engineers but also invested in the future by recruiting junior engineers. We agreed early on we couldn’t just recycle the same people; we needed to bring in new people to the industry.’
of its young engineers have a personal professional development plan, are registered with a professional institution, and have mentors who will support them in achieving chartered engineering status. Having worked extensively in both design and construction, Nunnery, who promotes a cooperative approach to both key elements, added: ‘I find it disappointing that, for some, the roles of designer and construction engineer are almost mutually exclusive. A designer often thinks construction teams pile on pressure and don’t understand the importance of a compliant design, whether in a technical or legal sense. ‘While many construction engineers feel frustrated by what they perceive as a designer’s failure to understand the pressures of meeting the delivery programme. If done properly the two organisations should work as one. The union should ensure a lean design and construction plan that looks to develop enabling works, kick-starting construction to avoid problems later in the programme.’ The business will hopefully continue to grow over the years, never losing sight of its original mission statement. ‘Having now got the core parts of the team in place we can progress further, but always being mindful of keeping our reputation for expertise and efficiency,’ added Lumley. ‘I take great pride in knowing that every person in our team is fully committed to improving the electrification sector and the industry in general. They understand and appreciate that, for us to survive and grow, we need to be responsive to the industry’s needs and not be tempted by short-term, unsustainable opportunism. ‘We want to see more and more
electrification projects announced by the government and the only way this will happen is through driving down the cost.’ Contact Andromeda for more information on the company, the support it provides, or career opportunities Tel: 0151 4273802 Email: firstname.lastname@example.org Visit www.andromedauk.com
Higher education As a result, Andromeda has linked up with local universities and also actively seeks non-railway engineers who are keen to retrain and adapt their skills. All April 2015 Page 163
An electrifying course Dermot Dooher provides an overview of the IET’s popular railway electrification course, while highlighting the growing importance of sharing engineering knowledge across the industry
ith electrification at the heart of a multibillion pound programme to modernise Britain’s rail network, the IET’s (Institution of Engineering and Technology) course on Railway Electrification Infrastructure and Systems (REIS) has never been more timely or relevant. REIS 2015 is one of three rail-focused professional development courses hosted by the IET and developed by a specialist committee of railway engineers and industry experts. The other two courses
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– Electric Traction Systems and Rail Signalling and Control Systems – make up the trio of well-established courses (REIS is in its seventh year), each of which have been specifically designed to provide attendees with unique insights into the respective applications of railway engineering. Keeping pace Electrification is an integral part of modernising our rail network, offering faster, greener, quicker, safer and more reliable rail. These are seen as necessary improvements, and critical to ensuring a
thriving and sustainable rail future. Roger White, former technical lead for electrical systems integration at Atkins and chair of the REIS committee, highlighted the extent of the work currently underway. ‘There has been a rapid development of new 25kV electrification schemes within the UK, including HS2; Crossrail; Northern Hub; Great Western and Valley Lines; Midland Mainline; Electric Spine (Southampton to Nuneaton); East West Rail; Edinburgh to Glasgow Improvement Programme; Walsall Rugeley; Gospel Oak to Barking; and Trans Pennine.
‘The East and West Coast power supplies are being upgraded with new grid connections and an auto transformer feeding arrangement. London’s infrastructure has received major upgrades, including Thameslink, London Underground and DLR, and tram systems are being built in Edinburgh, with further development on existing trams networks currently being undertaken in Nottingham, Manchester, Birmingham and Croydon.’ These developments reflect the increasing demand for rail across the UK. Since 1995, journeys have doubled, reaching a record 1.5 billion journeys in 2013, with demand expected to continue to double again over the next 30 years. External trends, such as the liberalisation of the rail transport market; population growth and the increased rate of urbanisation; the need to replace ageing infrastructure and equipment; rising fuel prices; and increased environmental awareness have all contributed to the ongoing appeal and popularity of rail. Demand for rail is higher than it has been since the 1920’s, but given the ageing state of the UK network, there is a very real danger that the demand could outpace our available capacity and infrastructure. ‘The railway is required to provide a reliable asset, operational availability, maintainable assets and a safe environment (RAMS) throughout the anticipated life of the infrastructure. As demand for rail capacity surges across the globe, infrastructure managers are under pressure to electrify rail lines and improve system reliability at the lowest possible lifecycle cost, ’ said White.
despite the delays, many engineers could well sympathise with. After all, back when the Victorians were pioneering the rail industry, it’s unlikely that they foresaw the need to accommodate high voltage overhead wires, cables, insulators and masts capable of delivering 25,000 volts AC to electric trains.
Engineering challenges The current electrification programme started in 2009 and, despite significant progress, the biggest investment plan in a generation was always going to throw up a few engineering challenges. Ageing structures and earthworks, decades of underinvestment, embankments, tunnels, bridges – many of which are more than 100 years old and bespoke in design – have presented a series of engineering conundrums that have contributed to rising costs and delays. Examples include the Great Western electrification scheme, which was recently reported as rising to £1.7 billion, and the Midland Main Line programme between Bedford and Sheffield, now budgeted for £1.4 billion. The Long Term Passenger Rolling Stock Strategy for the Rail Industry has outlined a shortterm requirement for 350-500 additional nonelectric vehicles to be introduced for CP5 and early in CP6 to help meet the increasing demand. In response, Network Rail has highlighted the ‘learning curve’ associated with introducing new technology, which,
Railway electrification, infrastructure and systems The skills gap challenge was one of the issues discussed at a recent IET electrification seminar, where a member of the audience highlighted the growing importance of sharing engineering knowledge. Also brought up was the need for the older generation of engineers to ‘pass on the electrical baton’ to the next, as these would be the very people responsible for continuing the current work and implementing future electrification programmes. It’s these sorts of reasons why courses like REIS are more important than ever. With more than 27 presentations from industry experts in attendance across the four-day course, attendees have unique access to a wealth of information, expertise and – most importantly – experience from people who have spent time working on electrification and infrastructure projects across the world. The course offers delegates, which in previous years have ranged from graduates to engineers looking to expand their knowledge, the chance to develop
Skills and expertise The practical and aesthetic challenges are a clear factor behind the slower-than-planned progress, the other, arguably, is skills. Over the last 20 years there has been comparatively little investment in electrification; the last major electrification being on the East Coast Main Line in the late 1980’s. This has meant that the skills needed to electrify non-electrified lines have had to be relearned and, in many cases, enhanced. An issue that’s compounded by the fact that – according to a National Skills Academy for Railway Engineering report – 20 per cent of the current engineering workforce are over the age of 55, with many of those due to retire in the next five to ten years taking with them a wealth of knowledge and experience. Despite figures suggesting that the number of people entering engineering is increasing, the Engineering UK Report 2015 identified that around 182,000 additional engineering apprentices and graduates are needed from 2012 to 2022, (which is double the number currently entering the industry) in order to meet the demand.
‘Demand for rail is higher than it has been since the 1920’s, but given the ageing state of the UK network, there is a very real danger that the demand could outpace our available capacity and infrastructure’ an in-depth technical understanding of railway electrification from the fundamentals, right through to in-depth design. Technical visits to LU’s Power Control Centre at its Stratford Depot; AC DC interface at Ludgate Cellars; and HS1’s 400kV/25kV grid connection point take place during the second day, providing further technical understanding to anyone wishing to attend. Also, with a drinks reception and course dinner included, delegates are provided with ample opportunity to network with members of the railway community outside course hours. By 2019, 55 per cent of Britain’s rail network will be electrified. It will be a great achievement, but one that still leaves us chasing our European counterparts. Electrification is an area of work that will be around for a number of years and, with 45 per cent of our system still waiting to be upgraded, one thing is clear: there’s still plenty of work to do. IET’s REIS professional development course will take place on 8th-11th June 2015 at the Royal College of Physicians, London.
Dermot Dooher is an event producer for the IET and member of the IET Railway Network
Tel: 01438 765 657 Email: email@example.com Visit www.theiet.org/reis
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The meaning of life Nowadays it’s standard practice to build the budget for any project on a ‘whole-life cost’ basis. PACE Networks suggests that cost alone is not enough; whole-life value should also be considered
ACE Networks, the UK representatives of Omnia, Bonomi, Rebosio, and Morris Line, argues that considering whole-life cost (the total cost of ownership over the life of an asset) does not give the complete picture; the rail electrification industry should consider the whole-life value of the assets it selects to build railways in the future. What’s the difference between cost and value? Well, the value equation includes all of the criteria commonly applied to whole-life cost calculations (procurement costs, installation labour, lifespan and maintenance etc.) but also considers the impact of more qualitative features, such as designs to improve health and safety; public image;
sustainability; and the availability of the network. To aid its customers in the rail electrification market, PACE Networks has created a whole-life cost and value model. It overlays the numerical elements, which are already factored into whole-life cost calculations, with the influences that should be taken into account for delivering system value. This framework model is a visual reference to Page 166 April 2015
bring relevant aspects into focus during product approval and project selection processes. Arguably the most important aspect of PACE’s whole-life value model is that of safety, both in terms of the engineers working on the railway, and the day-today users of the railway. Putting a cost on a life is difficult, verging on impossible, but even if you do, what about the political fallout? Safety incidents have not only tragic implications for the health of the people involved but implications too for the health of the industry. Products designed to improve safety should be considered for these merits over and beyond the traditional wholelife cost parameters. Product design elements that improve
reliability and offer faster installation are often included in a whole-life cost analysis, based on the cost of potential delays. But how often is the associated impact to the rail industry regarding customer and political relations considered? Due to the explosion of social media and mobile internet-enabled devices, news has never travelled so fast. Every time delays are caused by failed equipment in the field, or from
a scheduled possession overrunning, negativity about the rail industry quickly spreads. Likewise, when projects overrun and budgets are exceeded, questions are asked about how taxpayers’ money is being spent. With a new governmental term on the horizon, and our future funding in their hands, positive public relations have never been a hotter topic. Whole-life value in practice Omnia cantilevers are a good example of a product that delivers both on the wholelife cost and value fronts. The product was designed from the outset to be light in weight and simple to use. Compared with traditional steel cantilevers, it offers
‘The speed of installation and maintenance work improves network availability, allowing installers and maintainers to maximise – and potentially reduce – possessions’ a product weight saving of around 40 per cent; fewer components (from 12 to 5); and fewer nuts to tighten (from 30 to 6). Consequently, Omnia provides significant safety improvements; the light aluminium material means safer working during installation and maintenance, and will cause less damage in the event of an incident. The simplicity of installation means less time spent working at height and a reduced likelihood of mistakes being made trackside, thus improving the safety and reliability of the network. The speed of installation and maintenance work improves network availability, allowing installers and maintainers to maximise – and potentially reduce – possessions. This provides wholelife cost benefits and also delivers whole-
life value by contributing to the public image of the industry through reduced disruption to timetables. Many other products that PACE carries have been designed to deliver improved whole-life value, such as Morris Line Engineering’s Fixed Earthing Device (FED), which delivers improvements in safety to maintainers, while simultaneously maximising productivity during possessions. Rebosio insulators, which are manufactured using HTV silicone, are lighter and therefore safer to work with and have also been proven to significantly extend lifespan in polluted environments. Both Rebosio and Omnia’s solutions require significantly less packaging, space and weight to transport from manufacturer to project site, reducing their carbon footprint. Political perception PACE Networks regularly meets with rail operators, contractors and maintainers, taking their feedback to the manufacturers, in order to develop
products that meet requirements and drive whole-life value for the industry. Viewing the market from both the manufacturers’ and end users’ perspectives puts PACE in a position to work in a collaborative manner, making it a valuable player in the rail electrification arena. Business development director, Jon Cullum, said, ‘We’re currently operating in a time of flux in rail electrification. The amount of work on the horizon means questions are being asked and philosophies are being challenged. ‘It presents both the opportunity to deliver real efficiencies to the sector but, importantly, also to make a step change in the public’s view of an electrified railway. Taking account of value-based factors will show the political figures relevant to our industry that we are the right place to continue investing.’ Tel: 01285 323525 Email: firstname.lastname@example.org Visit www.pace-networks.co.uk
‘Many other products that PACE carries have been designed to deliver improved whole-life value, such as Morris Line Engineering’s Fixed Earthing Device (FED), which delivers improvements in safety to maintainers, while simultaneously maximising productivity during possessions’
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People News MTR Crossrail unveils executive team The company has announced its full executive team, ready to start the first phase of the Crossrail operating concession on behalf of Rail for London. Managing director Steve Murphy joins MTR Crossrail from Arriva UK Trains where he was COO. He set up London Overground Rail Operations Limited (LOROL) and as MD was responsible for its increase in customer satisfaction, punctuality and passenger numbers. Andy Boyle is the new train service delivery director, joining from Network Rail, where he was area director West Anglia. Andy King is finance director and was a key member of the MTR team that produced the winning bid for the Crossrail concession. Claire Mann is HR and operations director, joining from Arriva Trains Wales. Before that Mann had a number of leadership roles with Great Western and LOROL, which followed her early career as one of the first female drivers with Heathrow Express. Kev Jones is engineering director and joins MTR from Abellio where he led the engineering elements for its bid team. Mark Eaton, concession director, was previously concession director at LOROL. Nigel Holness, programme director, is currently operations director for the Jubilee, Northern and Piccadilly Lines where he is responsible for service delivery and asset maintenance. Paul Parsons, customer experience director, comes from the retail industry where he led some of the major customer service transformations in this sector.
New senior leadership team for RSSB Chris Fenton RSSB says the new structure blends the extensive technical knowledge and expertise of RSSB’s employees with promoted talent and the recruitment of external skills and experience. ‘This leadership will ensure greater focus on the needs of RSSB’s members and build stronger collaboration across the rail industry,’ it stated. The change has been overseen by CEO Chris Fenton, who joined RSSB in 2014. External appointments include Eileen Pevreall, director of information technology, who joins from The Carbon Trust, and Mark Phillips, director of standards, who joins from National Express. RSSB’s key delivery directorates are: System Safety – George Bearfield Standards – Mark Phillips Research and Development – Colin Dennis Innovation – David Clarke These are supported by: Commercial & Strategy – Anson Jack Business Services – Helen Goodman Information Technology – Eileen Pevreall The newly created External Engagement team – John Abbott Page 168 April 2015
People News Claire Mann
New CEO for NSARE The NSARE Board has announced the appointment of Neil Robertson as its new chief executive. Robertson will join NSARE in early June and take over as chief executive from 1st July. He joins NSARE from Energy and Utilities Skills, where he has been CEO for the past three years. Chris Fenton, Chairman of NSARE, said: ‘Neil’s experience of the skills challenges, which are common across industrial and infrastructure sectors, will help build upon the foundations of the past five years and ensure that NSARE supports the rail sector effectively, and in the wider context of UK plc.’ Mark Eaton
New chairman for FirstGroup Wolfhart Hauser will succeed John McFarlane as chairman following the AGM on 16th July, at which time McFarlane will retire from the board. Hauser, who has been CEO of Interlink Group for the past ten years, will join the board as nonexecutive director and chairman designate on 18th May. HS2 appoints programme development director Stuart Westgate is the new programme development director (internal sponsor) for HS2. Reporting directly to HS2 Ltd CEO Simon Kirby, Westgate will also provide an important link between HS2 and other transport bodies. He joins HS2 from KPMG where he was director of the Major Projects Advisory. New non-executive director appointed to HS2 Ltd board Roger Mountford has been appointed by Transport Secretary Patrick McLoughlin. He is currently chairman of HgCapital trust plc, an independent trustee of several pension schemes, and a member of the Council of the London School of Economics. HS2 Ltd chairman David Higgins said: ‘HS2 will soon become one of Europe’s largest infrastructure projects and we need board members who understand the complex technical, financial and community background to the project.’
Senior team in place at Virgin Trains East Coast The company has completed its senior management team with the appointment of Alison Watson as customer experience director and former Virgin Trains West Coast marketing director Danny Gonzalez as marketing & sales director. Watson said: ‘My priorities will include formulating a long-term customer strategy, and helping deliver an improved customer experience, through innovation and investment in our people.’ Gonzalez said: ‘I’m incredibly excited at the opportunity of merging the East Coast business with Virgin Trains’ customer-focused brand and culture to create an experience that can lead the way in UK travel.’
Lincoln Leong new global CEO of MTR Corporation Leong will be responsible for the corporation’s overall performance in and outside Hong Kong. MTR’s European operations, led by CEO – European Business Jeremy Long, include London Overground operator LOROL and the Stockholm Metro. MTR is also set to operate the Crossrail concession, and last month launched a new open access express train service in Sweden between Stockholm and Gothenburg. Jeremy Long, CEO of European Business, said: ‘As acting CEO since last August, Lincoln has led MTR through a number of important milestones. I look forward to working with him as MTR Europe expands.’ ‘Lincoln, being MTR’s first home grown CEO, takes on this important role at a critical and challenging time,’ said Dr Raymond K F Ch’ien, chairman of MTR Corporation.
April 2015 Page 169
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RAIL PROFESSIONAL APRIL 2015