Issue 244 Â£5.95
THE BUSINESS RESOURCE FOR RAIL
Track warning systems Is it time for rail to shake up its attitude to training and recruitment? SUSTAINABILITY Three obligations for sustainable rail
SUPPLY CHAIN Making a success of the Digital Railway
CONTACTLESS PAYMENT A signpost to the future of public transport
THE 21ST RAIL BUSINESS AWARDS
CELEBRATING SUCCESS The 21st Rail Business Awards recognise and reward excellence in business, technology and engineering and celebrates individuals and companies in the UK rail industry
PRODUCTS & ENGINEERING
Education & Training Excellence Lifetime Achievement Award Rail Team of the Year Women in Rail Award Young Professional of the Year
Asset Management & Maintenance Exc Digital Technology Excellence Infrastructure Project Excellence Rolling Stock Excellence Supplier & Contractor Excellence Sustainability & Environmental Exc Technical Innovation
OPERATIONS Accessibility & Integrated Transport Exc Customer Service Excellence Marketing & Communications Rail Freight & Logistics Excellence Safety & Security Excellence Train Operator of the Year
LEADERSHIP Industry Leader Rail Business of the Year
Enter now at railbusinessawards.com 21 February 2019 I London Hilton on Park Lane
WELCOME | JULY 2018
IssUe 244 £5.95
THE BUSINESS RESOURCE FOR RAIL
editor’s note Track warning systems Is it time for rail to shake up its attitude to training and recruitment? SUSTAINABILITY Three obligations for sustainable rail
SUPPLY CHAIN Making a success of the Digital Railway
CONTACTLESS PAYMENT A signpost to the future of public transport
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t’s a mixed bag of news this month, the timetable crisis has dominated consumer news whilst our industry was celebrating those who were recognised in the Queen’s Birthday Honours. Network Rail’s Chief Executive Mark Carne, who we interviewed earlier in the year, received a CBE for services to the Rail Industry. Ian Prosser, Director of Railway Safety at the Office of Rail and Road, received a CBE for services to Railway Safety. David Joy, Chief Executive of London and Continental Railways, received an MBE for services to Urban Regeneration. Lucy Prior, International Trade Director at the Rail Alliance, received an MBE for services to Rail Exports. Finally, Ian Stevens, Suicide Prevention Programme Manager at Network Rail, received an OBE for services to Vulnerable People. All worthy recipients and an important reminder of the permanent value we should place on the country’s railway network – despite any temporary issues it may face. Looking ahead to this month’s issue of Rail Professional, we’re tackling the topic of sustainability. Dr Andy Cope, Director of Insight, Research & Monitoring Unit at walking and cycling charity Sustrans, explains how encouraging cycling can aid sustainability in the transport network. The concept of the ‘first and last mile’ refers to how we can transport people from their homes to the railway station and then from their terminal station to the final destination. It’s a goal that would see the removal of most cars from the street as the two best ‘first and last mile’ transport options involve car sharing and cycling. Dr Cope provides us with a complete overview for how rail travel and cycling can complement each other to ensure a sustainable future for both intercity and intra-city transportation. It’s worth remembering that rail has a responsibility as many people rely on their local train just to get them to work and most other places but the environmental benefits to an increased number of people choosing a bicycle-train-bicycle itinerary for their daily travel are important points as well. Andrew Allen, Policy Analyst for Campaign for Better Transport, explains that we have environmental, community and local economic obligations to consider. What I found most interesting about Andrew’s article was his point about franchises being awarded increasingly to bidders who have good sustainability programmes in place due to the ‘quality’ factors bids are scored on. Most of our regular columnists tackle the topic of sustainability as well, Zara Skelton and Jennifer Cranston of Dentons write about hydrogen trains. Governments all across Europe aim to cut emissions and our own Rail Minister, Jo Johnson, announced the phasing out of diesel trains earlier this year in an attempt to do just that. Two months ago, Alstom responded by stating its intention to convert Class 321 electric trains to hydrogen operation by fitting hydrogen tanks and fuel cells. For our regular interview I spoke to Richard Toy, CEO of Auctus Management Group. Richard spent thirty years in recruitment, winning awards for his work with SkyBlue, Carilion’s recruitment business. A change in direction saw Richard setting up Auctus Management Group in 2012 with a goal of shaking up some conventional attitudes in rail – specifically training and recruitment. We also have several features on the supply chain with a look at the digital railway, construction logistics and a case study from the Crossrail project.
| CONTENTS / ISSUE 244 / JULY 2018
Network Rail streamlines procurement process to encourage SMEs, Contract signals further investment in Highland Mainline, Support for northern sites shortlisted as new Heathrow logistics hubs, Contactless journeys now available to view on the go via free TfL app, Parliamentarians roll up sleeves to join the RIA Rail Fellowship Programme, Siemens Mobility to be awarded TfL contract to design and manufacture a new generation of Tube trains, Tender for new £5 billion railway track alliances launched, Local stations upgraded ahead of roll-out of brand new trains, New state of the art train depot to open in Taffs Well, The National Rail Passenger Survey ranks Merseyrail as one of the top three operators, Network Rail marked World Environment Day with major environmental announcements for managed stations, Regeneration initiative continues at Lowestoft Station, Rail companies launch joint plan to boost jobs, services and investment in South East London and Kent’s railway, KeolisAmey unveils ambitious plans for Wales and Borders network and South Wales metro
In the passenger seat
Passengers need reliable services and meaningful compensation, David Sidebottom considers the recent timetable difficulties
Laying down the law
Martin Fleetwood explores the types of policies that companies could enforce to manage their employees digital and social media use
Women in Rail
Adeline Ginn, Founder and Chair of Women in Rail shares some very positive news regarding the group’s expansion
Andy Meaney considers the Government’s position on Market-Led Proposals and what this means for potential new ideas
The Cheek of it...
Passengers and commentators alike think the answer to current difficulties on the rail network is to take the whole industry back into public ownership, Chris Cheek wonders why
Judith Devlin, IOSH member and Manager at Morgan Sindall explains how the rail construction contractor won an IOSH International Rail Award in 2017
Zara Skelton, Senior Associate and Jennifer Cranston, Trainee at Dentons explore how technology might shape the future of the rail industry
River Tamoor-Baig explains how HackTrain has evolved to carry ideas forward all the way to implementation
CONTENTS / ISSUE 244 / JULY 2018
In my opinion rail isn’t used to having a focus on customer service, it’s focus has always been operational delivery
INTERVIEW - Page 46
Supply chain efficiency
The £15 billion Crossrail construction project uses Esri’s ArcGIS platform to manage hundreds of simultaneous programmes of work and account for millions of new assets
WSP hosted a series of discussions in 2017 exploring the successful delivery of the digital railway, Technical Director of WSP, Steve Denniss summarises what was discussed
Debbie Simmons, Victa’s Contract and Resources Manager outlines the company’s ethos and explains how Victa developed and benefited from the collective approach
Transforming the supply chain
77 Sustainable supply chains
Lucy Prior MBE looks at The UK’s Industrial Strategy and #OneRailway, the RSG’s ambition to digitally connect the nation through increased capacity and connectivity
Digital technology has been transforming business practices and processes for some time and the Industrial Revolution 4.0 is having a huge impact on all commercial sectors
Contactless payments were only introduced in 2014 yet over half of London’s tube journeys are now paid by using contactless transactions
Rail Professional Interview
Sam Sherwood-Hale spoke to Richard Toy, CEO of Auctus Management Group (AMG), about their recent investment and the future of the rail workforce
A journey into the creation of a landmark, a new book documents the creation of Manchester’s Ordsall Chord
Andrew Allen, Policy Analyst for Campaign for Better Transport, explains the environmental, community and local economic obligations rail has to consider
Reducing the impact of diesel
Nial Caldwell explains how Britain’s diesel consumption and carbon footprint could be significantly reduced by adopting home-grown digital hydraulic technology piloted by ScotRail
Dr Andy Cope of Sustrans explains how we can get cleaner, healthier and more efficient transport systems by releasing the benefits of walking and cycling
Network Rail has redeveloped the 180-year-old London Bridge station – the fourth busiest station in the country with over 54 million passengers passing through every year
Wedge Group Galvanizing, Xplore Technologies, Bridgeway Consulting, Instarmac Group, S+C Engineering, Greenergy, Rowe Hankins, Kee Systems, Coeval, Rail Business Awards, Star Fasteners
Louise Cheeseman, Johnny Schute, Khalid Amin
News in brief... Getlink presents a long-term outlook for shareholders At its 2018 Investor Day in London on 19 June, Getlink presented its view on how markets will evolve, its outlook for growth and its longterm strategy. The Group is buoyed by the appeal of its services to customers. Keolis and Pilotfish sign a partnership to use the Internet of Things in public transport operations Keolis and Pilotfish have signed a partnership to deploy IoT solutions in real operating conditions onboard buses and coaches. The vehicles will be equipped with a 4G internet solution to connect the vehicles and their equipment to the company’s information systems. This device complies with European standards and ITxPT (Information Technology for Public Transport) specifications supported by Keolis.
Network Rail streamlines procurement process to encourage SMEs Network Rail has launched its new technology Supplier Qualification System (SQS), designed to improve market engagement, provide greater visibility of business opportunities and reduce the time it takes to award contracts. The SQS – which includes IT services and goods across Technologies, Professional Services, Solution Delivery and Support Services – has been established following extensive market research, which showed that suppliers wanted a more efficient contracting process. Now, once suppliers have registered and qualified on the SQS, they will no longer be required to complete a set of prequalification questions each time they participate in a competitive process. Network Rail is encouraging suppliers, especially small and medium sized businesses, to register for the SQS as it will be the primary sourcing platform for future procurement opportunities within the technology categories outlined above. It is forecast that £2.2 billion will be procured over the next ten years.
New car park opens for station users as £53 million investment in railway in Market Harborough continues Passengers and station users in Market Harborough will benefit from a brand new three hundred space car park as the Midland
IT infrastructure from smallest to largest. ENCLOSURES
News in brief... Main Line Upgrade brings major improvements to the railway in the area. Costain sponsors RSSB launch initiative to combat fatigue in rail industry Costain has sponsored a Rail Safety and Standards Board (RSSB) project to launch new guidance on fatigue, which is cited as a factor in around a fifth of major rail incidents. Data from RSSB shows that twenty per cent of high risk rail incidents can be caused by fatigue, which is symptomatic of prolonged working, heavy workloads, insufficient rest or inadequate sleep.
Contract signals further investment in Highland Mainline Network Rail has awarded Siemens a £20 million contract for re-signalling sections of the Highland mainline – which will help reduce journey times for customers on the key inter-city route. The contract to re-signal sections of the 118 mile-route between Inverness and Perth is part of an overall £57 million Scottish Government-funded investment in the line linking the Highland capital and the Central Belt. Work will include significant re-signalling of both Aviemore and Pitlochry stations which will see the historic semaphore signals replaced with colour lights. The signalling work will be delivered in tandem with platform extensions at Pitlochry and the extension of the double track section to the north at Aviemore station. The project will also see three private level crossings near Pitlochry upgraded as well as further work at Inverness, Kincraig and Slochd. This phase of work on the Highland mainline is scheduled to be completed next March ahead of the introduction of the new timetable in May 2019. Minister for Transport Humza Yousaf said: ‘The awarding of a further contract for work on the Highland mainline is another important milestone in this Scottish Government funded project, which is on track for completion in Spring 2019.’
ScotRail journeys increase by 23.5 million in a decade The number of people travelling with ScotRail has increased by almost one-third in the past decade, new figures have revealed. Customer journeys on ScotRail services increased from 74.2 million in 2007/08 to 97.8 million in 2017/18 – a rise of 23.5 million in just a decade. ScotRail is investing £475 million in brand new and upgraded trains, while Network Rail has invested more than £2 billion in new and improved infrastructure since 2014.
SOFTWARE & SERVICES www.rittal.co.uk
News in brief... Ballyclare expands its focus on workwear for women in rail Workwear manufacturer Ballyclare has announced a significant expansion of the range of female fit garments which it supplies to a wide range of industrial sectors including rail, utilities, construction and engineering. Ballyclare has developed the new hi-vis range of polycotton garments after careful consultation with wearers from across the UK, and they are now supported by a dedicated new section on the Ballyclare website. GB Railfreight purchases class 56s to provide extra capacity GB Railfreight (GBRf ) is expanding its fleet of locomotives as a result of continued growth in the services that it runs. GBRf has purchased 16 class 56 locomotives from UK Rail Leasing (UKRL), along with a number of spares and materials. Raising awareness of biodiversity on Britain’s railways Leading UK ecology consultancy, Thomson Ecology, is providing ecological training for up to seventy Network Rail Engineers to help raise awareness of biodiversity on Network Rail land. Network Rail is responsible for approximately thirty thousand hectares of line-side vegetation which in places runs through designated areas including Sites of Special Scientific Interest (SSSIs) and supports a range of protected habitats and species. ORR launches Independent Inquiry into May timetable disruption On June 4, the Secretary of State for Transport Chris Grayling asked ORR, as the independent rail regulator, to set up an inquiry headed by ORR Chair Professor Stephen Glaister CBE into the failed introduction of the new system-wide timetable. ORR has now confirmed the Inquiry will identify factors that contributed to the failure to produce and introduce a satisfactory operational timetable, reach conclusions about managing risks created by major network changes and make recommendations to the industry and government before any future major network changes.
Support for northern sites shortlisted as new Heathrow logistics hubs Transport for the North has welcomed the news that the North of England has been shortlisted as the home for four new logistics hubs for Heathrow Airport, as part of planning for its major expansion. 32 locations across the North have been put forward to become hubs for the off-site production of components for the airport’s new runway. Manchester’s Airport City, Port of Liverpool and Leeds Bradford Airport are just three of the locations shortlisted that, if chosen, are expected to boost regional economies and create thousands of jobs. Heathrow Airport representatives visited the Sellafield site in Cumbria in mid June as a tour of 65 shortlisted sites across the UK came to an end. A spokesperson for Transport for the North said: ‘It’s great that businesses in the North are being given the opportunity to contribute to one of the UK’s most high-profile construction projects that will provide a lasting skills legacy for future generations. ‘Our Northern Powerhouse Independent Economic Review evidenced that, by building on the region’s unique capabilities, we can close the persistent economic gap between the North and the rest of England. By investing in world-class transport infrastructure, we can enable easier, faster and more reliable links to move people and goods between the major economic centres of the North, therefore increasing access to talented staff, suppliers, collaborators and customers, at home and abroad. ‘The Review identified both Advanced Manufacturing and Logistics as areas where the North has particular expertise, so it makes sense to build on these strengths by locating the Heathrow logistics hubs here in the North, recognising the skills and expertise our region can offer the UK economy.’ The project is the first major infrastructure project in the UK to pioneer the large-scale use of logistics hubs – aiming to build as much of the project off-site as possible. The hubs will work by pre-assembling components off-site before transporting them in consolidated loads to Heathrow as and when required. Heathrow Airport plan to confirm the chosen locations for the new logistics hubs next year.
Contactless journeys now available to view on the go via free TfL app Customers using contactless payment cards in London can now view their journey history on the go following the latest update to the free TfL Oyster and contactless app. Half of all Tube and rail ‘pay as you go’ journeys in London are now regularly made using contactless payment cards or mobile devices.
More than 17 million ‘pay as you go’ journeys a week are now regularly made across public transport services, providing value, flexibility and convenience. The success of contactless in London is leading to more world cities introducing the technology as a convenient method of paying for travel.
Parliamentarians roll up sleeves to join the RIA Rail Fellowship Programme An exciting new programme has been launched which will give UK parliamentarians and influencers handson experience of the rail industry. Led by the sector’s trade body, the Railway Industry Association (RIA), the RIA Rail Fellowship Programme will promote the work of the organisations that build, maintain and enhance the UK’s railways. The Programme will help educate politicians on the sector’s crucial importance to the UK by placing them at state-of-the-art sites, where highly skilled rail professionals will showcase the fascinating work they do. Participating ‘Fellows’ will spend a day on location with one of RIA’s world-class member companies, whose work is relevant to their role or constituency. Participants will form The RIA Railway Fellowship Class of 2018 and will be recognised at the Annual RIA Parliamentary Reception, set to take place on 27 November. Already, Lilian Greenwood MP, Priti Patel MP, Alison McGovern MP and Luke Pollard MP have been confirmed as founding members of the class of 2018, and more MPs are signing up.
Tender for new £5 billion railway track alliances launched Network Rail is inviting suppliers to bid for the next generation of track work contracts, the largest of its kind being undertaken for the upcoming funding period. Signalling the start of the tender process, which is valued at up to £5 billion, a Contract Notice has been issued in the Official Journal of the European Union (OJEU) opening the contracts up to interested suppliers. These contracts cover ten years of railway track works starting in 2019 and introduce three new geographically-focused alliances between Network Rail, designers and construction suppliers. These alliances are North Alliance (Scotland Route); Central Alliance (London North West, London North East and East Midland routes); South Alliance; (Anglia, South East, Wessex, Western and Wales routes). They will combine the development, design and delivery of plain line track and switches and crossings, as well as associated infrastructure works for each area. This step sees plain line and switches and crosses brought together operationally and commercially as a means of delivering infrastructure works more efficiently and effectively for customers. This move is a key component of Network Rail’s Infrastructure Projects CP6 procurement strategy, which aims to promote collaborative arrangements with the supply chain that offer better value for money for devolved route customers.
Siemens Mobility to be awarded TfL contract to design and manufacture a new generation of Tube trains TfL has confirmed its intention to award Siemens Mobility a contract of around £1.5 billion to design and build 94 new generation Tube trains that will transform the experience of millions of Piccadilly line customers. More than 700,000 customers use the Piccadilly line every day. However, the combination of limited fleet size and old signalling technology has restricted TfL’s ability to increase capacity across the line for many decades. This long-term sustainable investment will support London’s growing population which is set to increase to 10.8 million by 2041, supporting new jobs, homes and growth, benefiting the whole UK economy. 22 UK suppliers have been identified in the bid to potentially work with Siemens Mobility on the build of the trains. In addition, at least fifty new apprentice and graduate positions could be created. Rail Professional
Local stations upgraded ahead of roll-out of brand new trains The ScotRail Alliance has upgraded a number of stations between Glasgow and Edinburgh, ahead of brand new electric trains entering service in the coming months. Former waiting areas at Croy, Falkirk High, Polmont, and Linlithgow have been transformed into new ScotRail lounges. Customers can now benefit from a refurbished area with padded benches, new flooring, and softer lighting, making the stations a more pleasant and relaxing place to catch a train. The lounge at Linlithgow offers a place to relax or work in comfort, with a mix of sofas and padded chairs, as well as space to work.
As part of the investment, eleven new self-service ticket machines have been installed across Croy, Falkirk High, Polmont, and Linlithgow. New 24-inch and 46-inch digital customer information screens are also being installed. ScotRail Alliance Programmes & Transformation Director Ian McConnell said: ‘We’re building the best railway Scotland’s ever had and improving our station facilities is a key part of this. ‘This refurbishment programme is a clear sign of what’s to come as we prepare to roll-out brand-new electric trains along the route – delivering faster journeys, more seats, and better services.’
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New state of the art train depot to open in Taffs Well The Welsh Government will invest nearly £100 million in the new Transport for Wales depot which will house and service 36 of the new Metro vehicles operating on the Taff Vale lines. The depot will also become the base for four hundred train crew, 35 Metro vehicle maintenance staff and a South Wales Metro integrated control centre employing 52 staff. As part of the Welsh Government’s £194 million investment in Wales wide station improvements, Taffs Well will also see its railway station being modernised, with a park and ride facility to improve commuter access to the South Wales Metro. The new depot at Taffs Well will complement existing South Wales depots including the one in Canton, which will benefit from around a £5 million investment to modernise maintenance facilities so it can support the new trimode rolling stock being introduced as part of the new rail service. There will also be investment in enhanced stabling facilities in Treherbert and Rhymney, and an upgrade of the station at Rhymney to accommodate more and longer tri-mode rolling stock. Transport for Wales will procure construction companies for the new depot through Sell2Wales and the Stride framework to ensure that economic benefits for Wales are maximised.
The National Rail Passenger Survey ranks Merseyrail as one of the top three operators Merseyrail has announced its latest passenger satisfaction score from the spring 2018 National Rail Passenger Survey of 92 per cent; ten per cent higher than the average of 82 per cent for other regional operators and a three per cent increase compared to the score Merseyrail achieved in Autumn 2017. Merseyrail out-performed other regional operators in 33 of 41 factors and came second of all operators for both value for money and the experience passengers had at stations. Merseyrail is consistently one of the best performing rail operators in the country which was recognised by passengers who scored them highly for punctuality and reliability.
Network Rail marked World Environment Day with major environmental announcements for managed stations Network Rail has announced plans to tackle three significant environmental issues in the country’s biggest and busiest rail stations. • Ban retailers from supplying plastic cutlery and cups in managed stations by the end of 2020 • Implement a coffee cup recycling scheme for managed stations by the end of 2020 • Expand the roll out of coffee ground recycling to all managed stations by the end of 2020. The announcements have been made to mark the UN’s World Environment Day and are part of Network Rail’s ongoing environmental efforts and its ambition to be a market leader in sustainability. As a company a total of 94 per cent of Network Rail’s waste is already diverted from landfill. The organisation now wants to use its position as one the UK’s largest retail landlords to encourage the adoption of more green initiatives within its managed stations, delivering benefits to its 900 million station users.
Regeneration initiative continues at Lowestoft Station Work to regenerate major parts of Lowestoft’s iconic Railway Station continued with the removal of three sets of arched doors from the concourse in June. Once replaced, station entrances closed for over a quarter of a century can be brought back into regular use, significantly improving connections to the town centre. This latest phase of works has been commissioned by the East Suffolk Lines Community Rail Partnership in conjunction with train operator Greater Anglia with principle funding for the scheme obtained from the Railway Heritage Trust and the
Department for Transport’s Designated Community Railway Development Fund. Work to restore the former station Parcels Office enters its next phase later this year with conversion into a new public exhibition space able to host a variety of events and activities. The Victorian concourse will also see the installation of new lighting, designed to be more in keeping with the sites heritage. Lowestoft Station dates back to the 1840s and is the most easterly on the entire UK rail network.
Rail companies launch joint plan to boost jobs, services and investment in South East London and Kent’s railway The plan sets out how an improved partnership railway of the public and private sectors will secure prosperity for South East London and Kent. • Working together, rail companies will invest more than £425 million in the region’s railway by April 2019. • The plan will deliver 150 new jobs, 25 new apprenticeships and space for 40,000 more rush hour customers. • Part of the national plan for Britain’s railway which was launched last year and sets out four commitments to strengthen and improve the partnership railway in the long-term. South East London and Kent’s rail companies, as well as suppliers and local authorities, came together to launch a long-term plan for the region’s railway called ‘In Partnership for Britain’s Prosperity – South East London and Kent’.
The plan, which sets out the railway’s plans to work in partnership to invest and improve will in-turn deliver £9.2 billion of additional economic benefit across the wider southeast region, and forms part of a national plan first launched by the industry last October. It sets out how the four key national commitments made by the railway – to strengthen the economy; improve journeys; boost communities and provide rewarding careers – will deliver for people in southeast London and Kent. Plans for the region’s railway includes an ongoing £6 million investment in major refurbishments, including installing more waiting shelters on platforms in 28 stations, introducing cycle hubs and installing new service information screens and announcement systems in more than 160 stations.
KeolisAmey unveils ambitious plans for Wales and Borders network and South Wales metro KeolisAmey has unveiled bold plans for the Wales and Borders rail network and the development of the South Wales Metro working in partnership with Transport for Wales. £1.9 billion, from a range of sources, including the Welsh Government will be invested to achieve these plans. The announcement came as the Welsh Government confirmed that KeolisAmey would be the next operator and development partner for the network, following the end of a ten-day standstill period in the procurement process. The awarding of this prestigious contract to KeolisAmey has been welcomed by the business. It acknowledges the confidence and trust being placed in the company to support the delivery of significant change to
public transport in Wales over the coming years. From October 14, 2018, KeolisAmey will set about a series of improvements for what is a new era for passengers and for Wales with more services, newer trains, better stations and a more reliable networking, including: • £194 million will be spent on station improvements, including the building of five new stations and the modernisation of all 247 already existing stations on the network • £800 million will be spent replacing trains in Wales. From 2023, 95 per cent of journeys will be made on new trains, half of which will be assembled in Wales • By December 2023 KeolisAmey will be running an extra 285 services every weekday across Wales, with
• • •
improvements on the Ebbw Vale line, North Wales Metro (Wrexham-Bidston), Cambrian and Heart of Wales lines There will be an extra 294 services across Wales on Sundays, an increase of 61 per cent, creating a true seven-day service for the first time There will be investment in new technology to reduce disruption and enhance performance A new website and app will be created in the first year Investment will be made to improve onboard mobile phone connectivity.
Six hundred new jobs will be created to deliver the contract, and thirty new apprenticeships will be created every year.
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Rail Professional UK RAIL MARCH 2018.indd 2
In the passenger seat David Sidebottom
The rail timetable crisis Passengers need reliable services and meaningful compensation, David Sidebottom considers the recent timetable difficulties
nprecedented delays, confusion and cancellations have made life miserable in recent weeks for many Northern, Thameslink and Great Northern passengers. Since the introduction of the new timetable on May 20, passengers have suffered frustrating disruption. Almost half of Britain’s rail services were rescheduled, and passengers were affected right across the rail network. Transport Focus warned about timetabling problems as long ago as last year. The rail industry responded by temporarily shortening timetable advance publication but assured us that the problems were being dealt with. Despite strong assurances to us and others that the industry was prepared,
Northern’s temporary timetable removed 165 trains each day, which bought time to get the driver training finished. We are calling for the operator to offer passengers Delay Repay compensation against the timetable which should have been running
these welcome investments and potential improvements have gone sour. Continuing poor performance has eroded passengers’ trust in the railway. To start rebuilding that trust we want to see an honest, realistic plan that leads to a return of reliable services. Passengers will welcome an inquiry into what happened but first and foremost passengers want stable timetables and reliable services. We’ve continued to call for compensation for poor service, measured against the original timetable promised not the slimmed down one now on offer. Northern’s temporary timetable removed 165 trains each day, which bought time
to get the driver training finished. We are calling for the operator to offer passengers Delay Repay compensation against the timetable which should have been running. And it’s not just about Delay Repay. Compensation must recognise the human impact – the extent of the disruption to people’s lives. This includes the many passengers who don’t buy season tickets – irregular travellers or flexible workers who have still paid for a service they simply did not receive. All passengers should claim what they are owed and send a strong message to operators that this level of service is unacceptable.
Eight-months-pregnant Abi had a four-hour trek home from Huntingdon that included a slow crawl on a coach to Hitchin. The journey should have taken 55 mins on Thameslink, and then another hour from Finsbury Park to South London The whole rail industry needs to pull together to help passengers through this crisis, lift ticket restrictions and help passengers regardless of which train company they need to use. We are pushing to make these things happen on behalf of passengers and are continuing to help more passengers with their complaints to train companies. Human impact A few stories that have been flooding in illustrate the impact. One woman in East Anglia took a day’s leave to drive her daughter to college for her A level exams – they weren’t confident the trains would run properly during this timetable chaos. A South Yorkshire passenger with mobility problems has been putting off
a visit to their elderly father in West Cumbria. It can be a three-train trip and they explained: ‘It’s been a while since I was last up there and I’m supposed to be going to see him shortly. However, I’m putting off my trip: each time I look at the live times on Northern’s mobile app I see lots of trains either cancelled, partially cancelled or delayed. I’m not willing to take the risk of getting stranded miles from where I need to be.’ Eight-months-pregnant Abi had a fourhour trek home from Huntingdon that included a slow crawl on a coach to Hitchin. The journey should have taken 55 mins on Thameslink, and then another hour from Finsbury Park to South London. So, what can we do about it? We’ve been monitoring service levels and are out
and about speaking to passengers. We’ve mobilised our Transport User Panel to provide feedback on people’s experience, and of course people engage with us on Twitter too. Some of the passengers most affected by the interim timetable are on the line between Windermere and Oxenholme in Cumbria. We have set up a bespoke survey to monitor people’s experience on rail replacement buses. We got Govia Thameslink to relax ticket restrictions so that passengers can get the first train that’s going to where they want to be. Passengers with tickets normally valid on Southern or Thameslink only can now use the Gatwick Express. Our National Rail Passenger Survey will help gauge passenger reaction once the changes have settled down. We’ll continue gathering feedback from passengers and monitoring the impact on the ground, while pushing the industry to get stable interim timetables in place and to provide decent compensation. Passengers rely on the basic delivery of the timetable, length of trains and information during delays. It’s time a stable timetable is achieved for passengers once again. David Sidebottom is Passenger Director at Transport Focus
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Laying down the law
Managing employee use of digital and social media Martin Fleetwood explores the types of policies that companies could enforce to manage their employees digital and social media use
ail companies have rightly been focussed recently on getting their GDPR compliance in place. However, alongside managing data protection and privacy there need to be adequate controls to manage misuse of the internet and social media by employees. Such misuse has been estimated to cost Britain’s economy billions of pounds every year. Transport operates in a digital and social media driven age. All train operators communicate with customers via social media and a significant number of workers in the sector have smart phones. Employers therefore need to ensure that they have clear and transparent rules and policies governing the use of such technology within the workplace. This needs to include the possibility of an employee making a reference to his/her employer on social media platforms or via private email. Both employer and employee need to know where they stand when it comes to the use and abuse of emails, the internet and social media. Building a policy What should email, internet and social media policies cover? As the list is pretty wide, this article looks at the main issues which often arise. Many employers already have standards and best practice guidelines for employees. These include requiring employees to format work emails in particular ways and using a standard corporate sign off. They ensure an organisation looks professional and consistent to its customers and clients. However, an email policy needs to go much
wider in terms of setting out the dos and don’ts of what employees can use the email system for. In respect of email use, a policy will often state that: • Employees should not use the company’s email systems excessively for personal use • Employees should not overload company email systems with excessive emails • Offensive or inappropriate materials should not be circulated • Computer hardware and email systems are the company’s property
and employees should not expect any degree of privacy as their emails may be monitored (if they are). The final point is usually due to business reasons. It allows employers to access an employee’s emails if that employee is unwell or unable to attend the office for any reason. The policy may state that employees can gain privacy for private messages by marking them ‘private’ and they will be treated as such by the employer unless there is a good reason to read them (e.g. a suspicion of misconduct). Privacy issues also need to be considered
FEATURE | VIEWPOINT
before an employer reads a clearly private email. For the internet, a usage policy should state that: • Internet use may be monitored (if it is) • Personal use is limited, either: (i) to a number and types of websites that employees can access while at work; or (ii) with a complete personal internet ban during the whole of the working day but allowing employees to access sites either during breaks or before or after work; or (iii) through a complete ban on accessing the internet at work • No offensive or inappropriate websites or material should be accessed while at work or using any work equipment. Social Media Social media policy is often more complicated. The area is still developing as more employers are using social media platforms for business reasons, including in parts of the rail sector. Employers may expect employees to engage with such platforms either as part of their job or outside of that. This may cause the lines of work and home to be blurred. As well as being good sources of communication, social media platforms can also be used to bully, harass and victimise people (trolling
or doxing). A social media policy should make it very clear that trolling or similar behaviour in relation to any employees, customers or clients will not be tolerated. It should also state that the policy covers action taken by an individual both in the workplace and outside of the workplace so that an employee cannot argue that the employer has no jurisdiction to do anything if posts were made outside of work and/or during their own time. If an employer uses social media to promote its business and encourages employees to do so as well, in addition the policy should set guidelines to ensure that the employer is not brought into disrepute by anything said or done by any employee. It should also require that if a personal view is expressed by an employee that employee must make it clear that it is their view and not the view of the company. All of the above policies should state that disciplinary action may be taken if the policy is breached and the abuse of digital and social media policies also covered in the employer’s disciplinary policy. Pitfalls in drafting and applying such policies An employer has to set out clearly to its
employees what is and is not permitted in relation to emails, internet use and social media use. As well as stating that disciplinary action may result if any policy is breached, employers need to consider if there are specific circumstances particular to them which need to be covered. In addition, the disciplinary policy should be amended to reference possible offences such as cyber bullying, accessing pornographic material, etc. Employees need to remember that whatever they post on social media is permanent and can be shared by others. The content and context are no longer in their control. Those on social media are quick to judge and action by an employer in connection with inappropriate content needs to be swift as people may draw adverse conclusions from a delayed response. Martin Fleetwood is a Corporate Partner at Shoosmiths LLP Email: email@example.com
Disclaimer This article is for informational purposes only and does not constitute legal advice. It is recommended that specific professional advice is sought before acting on any of the information given.
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Women in rail
The launch of Women in Rail Scotland Adeline Ginn, Founder and Chair of Women in Rail shares some very positive news regarding the groupâ€™s expansion
n May 23 Women in Rail was delighted to announce the launch of its sixth regional group, Women in Rail Scotland. The news was announced at the Scottish Engineeringâ€™s offices in West George Street, Glasgow, where guests heard presentations from Angela Constance, MSP, Cabinet Secretary for Communities, Social Security and Equalities and Paul Sheerin, Chief Executive of Scottish Engineering. Led by Shona Jamieson, Head of
Marketing and Communications at Babcock International Group, the Women in Rail Scotland group is made up of a vibrant group of men and women from across the rail industry who have joined together to discuss their roles and share ideas and further push the Women in Rail agenda of improving gender balance, diversity and inclusion in UK rail. Future activities A variety of events will be organised for members, which will include networking
opportunities, development workshops, high profile speakers and of course some relaxing and fun get-togethers. It is hoped that over the next year the group will double in size as it showcases the benefits of gender balance, diversity and inclusion in like-minded groups and businesses. Equalities Secretary Angela Constance was really pleased to attend the launch and commented that the Women in Rail Scotland Group will help to ensure that women working in rail are supported and
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A variety of events will be organised for members, which will include networking opportunities, development workshops, high profile speakers and of course some relaxing and fun get-togethers given opportunities to develop their skills and careers, as well as seeking to attract more women into the industry. She pointed out that the rail industry makes a valuable contribution to Scotland’s
economy – contributing up to £670 million per year – and it was therefore vitally important that women are encouraged to see the sector as an inviting and rewarding place to work. The Women in Rail regional groups, which include the launch of Women in Rail Scotland, are of great importance as the charity looks to bridge the skills gap within the UK rail industry. Shona Jamieson
commented: ‘I think we all agree that more needs to be done to celebrate gender diversity in all roles and at all levels to ensure the sector has access to the widest pool of talent and I am thrilled to be leading the Women in Rail group in Scotland.’ To find out more about Women in Rail Scotland or to register your interest in becoming a member email email@example.com.
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VIEWPOINT FEATURE |
Market-Led Proposals: don’t forget the market Andy Meaney considers the Government’s position on Market-Led Proposals and what this means for potential new ideas
ensible ideas that bring new ways of delivering enhancements to the network risk being dashed on the rocks before they’ve been given a chance. The Department for Transport has recently published its guidance for MarketLed Proposals (MLPs), including an introduction from Secretary of State Chris Grayling proclaiming that: ‘Government wants to open up the development and delivery of transport infrastructure to take full advantage of new and innovative ideas, create real contestability in the market and relieve the burden on taxpayers and farepayers.’ Moreover, ‘by involving a more diverse range of parties including promoters, financial investors or a consortium of such parties, we want to enable new and innovative approaches to meeting community needs.’ However, ‘Government needs to assure itself of the value for money of proposals and that they fit within the overall network objective. This means compliance with procurement and state aid rules to ensure the process is legally robust.’ And this is the rub. Imagine you have a great idea for opening a new piece of rail infrastructure, you’ve done your due
diligence on costs and demand, and see the MLPs route as the way of getting Government to enable your scheme through the planning process. If this proposal needs
public funding, changes to Government contracts (e.g. changes to a franchise the next time it is let), or ‘asset exclusivity’ (the right to financially exploit your asset),
In addition, in advance of each stage of procurement, the proposal has to be put through Government Business Case processes, at the cost of the promoter your idea will be subject to competition (which you could lose). In essence, you may innovate and then not get the rewards for your great idea. What’s more is that the tendering of your idea isn’t just limited to the one round. The guidance document envisages multiple stages of procurement – pre-design, predeliver, and pre-deploy! While I can see that there may just about be a case for undertaking one procurement per scheme – at least until there is a working process up and running, so that the Department can convince itself that a solution is offering good value for money – I suspect that chances of ideas being brought forward
tend to be closer to zero with the more procurement rounds they have to endure. In addition, in advance of each stage of procurement, the proposal has to be put through Government Business Case processes, at the cost of the promoter. From the perspective of the investor, I can imagine they are being put off bringing forward MLPs for this reason. While the Guidance document suggests Intellectual Property (IP) will be protected through the procurement phases, I think it’s unlikely that people will see this as sufficient. It would be a shame for the MLPs approach to fail on this basis, especially as a more rounded approach to state aid, which is fairly lenient when it comes to rail infrastructure, and procurement rules is likely to reduce the need for much, if any procurement in this process. (For more information on this, see my book chapter, written with Dr Udo Woll from Deutsche Bahn, on transport state aid in Verouden and Werner (2016), ‘EU State Aid Control: Law and Economics’) Indeed, the recent market sounding exercise that the DfT has started in relation to a Southern Rail Link to Heathrow suggests that only one procurement step may be required – much as happened in the case of the Thames Tideway project that is currently under construction. The tweaks to the setup that I envisage
are no more than that – a more relaxed interpretation of rules that either enable an idea not to have to go through a procurement phase at all, or else ensuring that procurement only happens once, and if absolutely necessary. If your idea does make it through the various stages and rail services begin, there is then a regulatory (or perhaps political) risk – that in due course someone would suggest you are making excessive profits. Without a clear understanding of the capital you put at risk in the first place, to generate the idea, and then to get the scheme through the DfT’s processes and a planning inquiry, there is a risk that someone might see a successful project and plenty of free cashflow and suggest that the operator is paying access charges that are too high. The light touch way of giving investors’ confidence that undue conclusions are not reached at some point in the future would be for the Office of Rail and Road to set out how it would approach the assessment of returns over the life of a new asset being added to the network. In conclusion, some sensible proposals from DfT could be made workable, and of great interest to the market, if a less risk averse attitude towards legal tests for state aid and procurement regulations were adopted.
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VIEWPOINT FEATURE |
The Cheek of it... Chris Cheek
Does the public sector really have the answer? Passengers and commentators alike think the answer to current difficulties on the rail network is to take the whole industry back into public ownership, Chris Cheek wonders why
couple of months ago, I wrote in this column that the problems that Network Rail had been having in delivering upgrade projects meant that the new timetable was ‘a public relations disaster worthy of British Rail at its most incompetent’. The same article continued that ‘this further undermines the already low public confidence in a system which is in any case not trusted and is widely misunderstood’. Well, that’s one forecast that certainly proved to be correct – though I don’t think even I had understood just how badly things were going wrong, especially in view of the delays to route learning and other driver training that had occurred because of the infrastructure delays
Presumably we can expect the new Hitachi trains to be decked out in an apple green livery – or perhaps the coaches will be painted with teak-effect paint. Expect extensive use of the Gill Sans font, and frequent appearances of Flying Scotsman, Mallard and the other surviving A4 Pacifics. Who knows, we might even get a few brown and cream Pullman trains
So, inevitably, the usual political and trade union abuse has been heaped on the private sector train operating companies, and we’ve endured the now familiar ritual of members of the public, opposition politicians and RMT General Secretary Mick Cash calling for renationalisation of the whole network. Meanwhile, in the midst of all this, the Secretary of State for Transport and his officials completed the eviction of Stagecoach and Virgin from the InterCity East Coast franchise – amongst another flurry of accusations of over-bidding and people ‘having got their sums wrong’. By the time that this article is published, a new state-owned operator will be running the route – called the London and North Eastern Railway. This represents another attempt at trading on railway nostalgia, and the ‘great heritage of the line’. In view of the losses sustained by GNER, National Express and now Stagecoach in running the franchise, it is interesting to
reflect that the original company may have built some very nice steam engines, but also had a great heritage of betraying its shareholders – the LNER did not pay a single penny in dividends between its formation in 1921 and the day the state took over on January 1 1948. Presumably we can expect the new Hitachi trains to be decked out in an apple green livery – or perhaps the coaches will be painted with teak-effect paint. Expect extensive use of the Gill Sans font, and frequent appearances of Flying Scotsman, Mallard and the other surviving A4 Pacifics. Who knows, we might even get a few brown and cream Pullman trains. Looking forward There is a much more serious question behind all this, of course, which does concern the future ownership and management of the railway industry. One thing is clear – we cannot say that railway Rail Professional
privatisation has failed, because we haven’t tried it yet. The Government still owns the infrastructure, and it is moderately clear that the company appointed by the Department for Transport (DfT) to manage, maintain and improve that infrastructure, is too big and too unwieldy. In fact, after its recent performance, there must be some doubt that Network Rail could manage its way out of a paper bag. The Government also sets the timetables, most of the fares and determines how much rolling stock of what type will be run on the routes. Don’t like the new Thameslink rolling stock? Blame DfT – their officials specified the trains and chose the manufacturer. Disappointed by the new InterCity Express trains? Another fine Government project – years late, over specified, much too expensive, poor value for money (according to the National Audit Office and the Commons Public Accounts Committee). And where have we heard that before? In the NHS, building nuclear submarines, aeroplanes, new computer systems – the list is endless. So, the question remains: what point would be served by putting the whole industry back into public hands? Oh, it would be simpler, people say, but the fact is that even Network Rail is unmanageable –
can you imagine how much more difficult it would be to run the whole industry again as one company? It is important to remember why John Major’s Government took the very brave step of embarking on privatisation at all 25 years ago. The need for more investment which the Treasury could not or would not afford; failings in safety management revealed after the Clapham Junction rail crash; the need to curb the power of the trades unions; and the need to improve services. The Government believed that its reforms could and would deliver improvements in all these areas – and to a large extent they have (with the possible exception of reigning in the unions). It is important to remember too the degree of political interference and tinkering that Government control always brings – over such things as wage levels, safety management, and crucially investment in rolling stock, infrastructure and stations. In such circumstances, it is worth reminding ourselves that the interests of Government and consumers do not always coincide (in fact almost never). Giving politicians control means that it will be the political imperative of the moment that drives decision-making, not the interests of the customers. Governments inevitably have a difficult time these days. There are huge demands
on the public purse – and politicians have to make some very tough choices – about absolute levels of spending and taxation, about which spending areas get priority and how and when to prioritise. With the best will in the world, public transport in general and the railways in particular are never going to rank highly against the priorities of the NHS and social care in an ageing population; against the need to provide for children and young adults left out of the system; or against the imperatives of a chronic housing shortage. The reality is that if we want a world class railway system in this country, then we are going to have to be prepared to pay for one. We need a system which taps into the private sector for the resources we need to invest; we need a system which allows investment and management decisions to be made on a rational, business case basis, not on the macro-economic imperatives of the Treasury. Above all, perhaps, at the moment, we need a system which cares about and looks after it customers as an absolute priority. Try as I might, I simply cannot envisage a system in which a nationalised railway company could have a snowball’s chance in hell of delivering all (or indeed any) of that.
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VIEWPOINT FEATURE |
Contractor introduces fatigue management system Judith Devlin, IOSH member and Manager at Morgan Sindall explains how the rail construction contractor won an IOSH International Rail Award in 2017
organ Sindall won an IOSH (Institution of Occupational Safety and Health) award for introducing a fatigue management system after discovering safety-related incidents were more prevalent during night works. At Morgan Sindall, we want to ensure that all workers involved in our projects are safe, regardless of whether they work during the day or night. When an investigation on the Edinburgh to Glasgow Improvement Programme (EGIP) found that 45 of 65 incidents between January and June 2017 happened at night, it was clear we had to take action. With that in mind, we introduced a pilot programme by which we provided workers with Readibands for sixty days to establish fatigue baselines and trends. These Readibands use movement algorithms to predict and monitor fatigue and the results confirmed that there was a correlation between working overnight and fatigue. When added to the information we gather on shift patterns and actual hours worked we were able to get a true picture of fatigue on the project and provide baselines for the business.
The results were actually quite startling. The bands give an alertness score, starting at a best-possible one hundred. When someone’s alertness score drops to seventy, it has the same effect as being drunk behind the wheel. The reaction times of a person with this score are 43 per cent slower than a score of a hundred. We found that the average score for our day staff was ninety and for night staff was eighty, though some scored 45 of less. Almost 36 per cent of our nightshift workforce wearing bands had a score of seventy or below during working hours. We don’t allow people to work when they are under the influence of alcohol, so why would we do so when they are so tired that they are just as incapable?
Staying alert Since we got these results, we have started to introduce intervention measures. Our highlevel strategy is to have no safety critical resource working in a state of fatigue by the end of 2018. We have implemented a Fatigue Intervention Strategy and a Fatigue Reduction Strategy to deliver a material improvement in the Fatigue Risk profile. This has included: • Establishing Cease Work Thresholds • Development of a Fatigue Intervention Plan with intervention tactics tied to Specific Readiband scores • Setting of KPIs • Carrying out a full revision and update of all our Fatigue Documentation within the business.
to individual sleep traits and work schedules.
Part of our intervention has been about education. The Readibands themselves play a part in this as they give feedback to the user, via an app or website, so they can selfeducate on rest patterns. Those wearing Readibands are empowered to: • Understand the connection between their sleep and associated alertness outcomes • Learn best practices for sleep management and addressing controllable factors that influence daily fatigue • Set personal alertness goals appropriate
Through the app provided by Fatigue Science, individuals will receive daily feedback about their sleep and sleep quality, they can see the impact of their sleep in the form of an alertness score and they can learn ways to self-manage and improve their own sleep and fatigue outcomes. Getting a good amount of sleep is crucial when trying to reduce fatigue. Our study actually showed that the night-time workers averaged 5.8 hours of sleep per day compared to 7.1 hours for day-time workers. Using the Readibands and through other means, we have been able to provide education for workers on the benefits of good sleep including when you sleep, how much sleep you get and the time of day you sleep as well as the dangers of fatigue. All of our workers have benefited from this training whether wearing a Readiband or not. We also recently distributed sleep packs with an information card, eye mask, ear buds, pen and pad. In some cases, for workers who have showed high levels of fatigue, intervention can include giving them the opportunity to take a nap at some point in their shift or referring them to a health professional. A real advantage with our bands is that
they have a predictive element. They can predict at the start of a shift if a worker is going to become fatigued. In this way, we can put measures in place to make sure that this does not lead to a safety-related incident. We hope that with this successful scheme and other measures we might introduce that we will meet the aims of our strategy. We have already seen improvements. Our Simplified Fatigue Risk Profile shows a reduction in exposure to fatigue impairment from around ten to eight per cent of waking hours in the period between October and December when compared to the preceding three months. It was great that we were recognised at last year’s IOSH International Rail Awards. We would certainly encourage others to come forward for this year’s awards. Our industry is one with a great many risks and there are huge numbers of schemes across the industry which successfully manage them. The deadline for entries for IOSH’s 2018 International Rail Awards is Friday August 31. Find out more information at www.iosh. com. The awards will be presented at IOSH’s Rail Industry Conference in Manchester on Tuesday November 20.
Judith Devlin is a member of the Institution of Occupational Safety and Health (IOSH) and Safety, Health and Environment Manager at Morgan Sindall
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VIEWPOINT FEATURE |
Technology’s role in railways of the future Zara Skelton, Senior Associate and Jennifer Cranston, Trainee at Dentons explore how technology might shape the future of the rail industry
echnology in the rail sector is already in use all around us, from smart cards and contactless payment systems, to Wi-Fi on the tube and the use of drones for asset inspections by both Transport for London and Network Rail. And more change is coming. New technology is set to shake up the industry in the coming decades, disrupting traditional models of rail transport. With this in mind, we take a look at some of the new ideas and plans in the industry to see what the future landscape might look like, and how technology could revolutionise the railway system. Digital signalling and autonomous trains Digital signalling is a big step in modernising Britain’s railways. Traditionally, signals at the side of the track control the movement of trains on the network. Digital signalling moves the technology into train cabs giving both drivers and operators location, speed and fault information relating to every train on the network in real time. If there is disruption, the digital railway will be able to advise the control centre of the best options to get the service running again, minimising delays. In the UK, the Network Rail Digital Railway Strategy was announced in May 2018. It will see modernisation across the network with all new trains and signalling being digital or digital ready by 2019. The investment programme includes replacing existing trackside equipment with European Train Control System (ETCS) incab signalling systems and state of the art control centre systems. Digital signalling will allow trains to run closer together, therefore running more trains on the existing network and increasing capacity. Digital signalling is also a potential first step towards the use of fully automated trains, as Automatic Train
Operation relies on data from the ETCS to set the speed of the train. Although there are already driverless trains in the market, they are mostly used in metro systems, and still have a driver or attendant on board. Fully autonomous trains will require similar sensor technology as driverless cars to know what is on the track in front of them and to make decisions for themselves. Currently Alstom, Thales and SNCF are testing fully driverless trains. In May 2018 Australia’s Office of the National Rail Safety Regulator approved fully autonomous trains at mining company Rio Tinto’s business. The system, which transports iron ore from the mine to port facilities along a 1,056mile network with 16 mines and four port terminals, started running part of the track autonomously in October 2017 with a driver on board to monitor operations. It is expected to be fully autonomous by the end of the year. Closer to home, March 2018 saw the UK’s first automated mainline train make its debut, with a Thameslink service from
Peterborough to Horsham switching to computer control through London, albeit with a driver still in the cab to monitor safety and close the doors at the stations. Automated trains may reduce costs and provide more space for passengers but moves to introduce them are likely to be met with resistance from driver’s unions. Hydrogen trains Hydrogen trains, or hydrail, use onboard hydrogen as a source of energy and are usually equipped with batteries or capacitors to improve efficiency and reduce the amount of hydrogen storage required on board. Hydrail is seen as a cleaner alternative to diesel trains. The concept has been around since about 2003, but only in the last few years has it started to see major development. Diesel and bi-modes are popular in European countries without full electrification, as a cheaper alternative to infrastructure works. However, with environmental issues high on the agenda, including EU targets to cut
emissions to eighty per cent below 1990s level by 2050, governments are increasingly looking to cleaner alternatives to diesel. In the UK, the Government has committed to ending the sale of diesel and petrol cars by 2040. Minister for Transport, Jo Johnson, called for this to be echoed in the rail industry with the withdrawal of diesel powered trains. We may see the first hydrail trains on our tracks in the near future: in May 2018, Alstom announced that, with Eversholt Rail, it is to convert its fleet of Class 321 electric trains by fitting hydrogen tanks and fuel cells to them. The likelihood of the introduction of hydrogen trains in the UK seems to have increased after the Transport Secretary’s 2017 announcement scrapping electrification plans for several railway lines. Other countries are also looking to hydrogen. Germany has already invested in Alstom’s Coradia iLint, announced in 2016 and based on an existing diesel bi-mode, it is currently undergoing testing on German railways. In Canada, Ontario Metrolinx is investigating operation of a hydrail system and in March 2018, Austria’s Zillertal Railway announced that Stadler had won a tender for a contract to replace existing diesel with hydrogen trains, again as an alternative to electrification of railway lines. Stadler have said they expect to produce a prototype by 2020 with the remaining four vehicles delivered by 2022. However, hydrail may have its limitations. Representatives from the freight sector have expressed concerns that while the technology may be suitable for lighter passenger trains, use for heavier freight carriage is untested and therefore complete removal of diesel trains may hinder freight transport. Additionally, hydrogen trains have not yet been tested on a large network scale and a study by the Ontario Metrolinx found that ‘the implementation (of a hydrail system of this scale and complexity) presents a different set of risks as well as benefits, as compared to conventional electrification’. While the wheels are in motion, it may be a while before hydrogen trains are a commonplace mode of rolling stock. Hyperloop The Hyperloop, which involves pods travelling in a tube under low air pressure conditions while using magnetic levitation to glide above a track using electric propulsion, was first mooted by Elon Musk in 2012. The idea is an open source technology that is free from copyright, so it can be developed by any company or individual, and there are several companies in the marketplace developing the concept. One of the more high-profile of these, Virgin Hyperloop One, ran a competition to select ten potential routes for their service, and two of those selected are in the UK, so it appears that Hyperloop may be on the agenda for future UK travel. Rail Professional
Hyperloop is designed as a super highspeed transport system, with the potential to provide for speeds of up to 700 mph, cutting journey times dramatically – Richard Branson has claimed it could transport people between London and Scotland in just 45 minutes. It differentiates itself from other modes of mass transport as it will offer an on-demand service with no fixed schedule, passengers will simply turn up and make their journey. While still at relatively early stages, there have been a lot of developments in Hyperloop over the last year: Virgin Hyperloop One have partnered with a UAE based port operator to build a Hyperloop cargo delivery system; Hyperloop
Due to advances in technology, the size of the market in which rail competes will include not only other mass transport providers such as coaches and airlines, but also driverless cars and potentially Hyperloop Transportation Technology have built a test track in France; and most recently Dutch company Hardt Hyperloop announced in May 2018 that maritime equipment supplier Royal IHC were collaborating with Tata Steel and construction group Koninklijke BAM to support them in developing an international standard for Hyperloop. It is yet to be seen how Hyperloop will be classified and regulated. In the UK, it is unlikely that it would be regulated as a railway under the Office of Rail and Road (ORR), but it could be that the ORR’s remit is amended to allow regulation of Hyperloop or alternately a new regulatory body for Hyperloop and similar transport could be created. Passenger technology and experience Quicker and more frequent trains are a step in the right direction for customer satisfaction, but the reality is that customers now expect technology to be reflected in their commute or journey, through onboard Wi-Fi, sufficient power supplies and so on. Rail is already in competition with aviation for short-haul destinations, but to truly be comparable and competitive, rail services must offer similar levels of service to airlines and airports. For example, train stations in Luxembourg, Netherlands and Switzerland offer drop-in workspaces where business travellers can hold meetings, print documents and conduct other business on a
flexible and short notice basis. As commuters become more and more time conscious, train stations (and in particular metro stations) will play an important part in ‘life admin’. In the UK, the redevelopment of several major stations has resulted in improved station facilities including supermarkets and parcel delivery/ drop off points for commuters on the way home. In Ontario, Canada, commuters can order groceries online before midnight and collect them on the way home the next day from selected metro stations. In South Korea, virtual supermarkets appear on the subway wall; customers can scan the code of products they want to buy before 1pm and they will be delivered the same day. Journeys of the future will also need to be more integrated to engage customers. Where rail has always allowed people to work, rest or otherwise make the best use of their time while travelling, driverless car technology will allow passengers to do the same with car journeys. Rail systems will need to match up with taxis, or similar modes of transport, to provide an end-toend hassle-free journey, with one payment covering the whole trip. An early example of this can be seen with Virgin Trains recent partnership with Uber, which will give Virgin customers the option to receive a text reminder to book a car to align with the start and end of their rail journey. Both parties clearly see this as a starting point for end-to-end journeys, with an Uber spokesman saying the partnership is: ‘An exciting first step towards offering customers an easy way to combine train and car travel at the touch of a button.’ Conclusion Due to advances in technology, the size of the market in which rail competes will include not only other mass transport providers such as coaches and airlines, but also driverless cars and potentially Hyperloop. Rail needs to stay relevant in the marketplace to retain a competitive edge. Speed of service plays an important factor in customer satisfaction, and the increase of capacity due to the introduction of digital signalling and driverless technology is likely to help here. Rail providers should look at how they are able to work with other modes of transport to provide seamless end-toend journeys, which are bookable through hassle-free app based systems, and to ensure that train and metro stations become a hub for commuter commerce. On longer journeys, as high-speed services become more readily available, rail has the opportunity to compete with the aviation market, but cost and passenger experience will be crucial. Zara Skelton is Senior Associate and Jennifer Cranston is a Trainee at Dentons
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VIEWPOINT FEATURE |
Create, test, iterate and repeat River Tamoor-Baig explains how HackTrain has evolved to carry ideas forward all the way to implementation
t’s no secret that the HackTrain’s biggest criticism has always been: ‘they make a lot of noise, but what do they actually do?’ I’ve heard it countless times, not just about us, but actually, about our entire industry. At a conference in Amsterdam last year, an outsider from the aviation sector declared that he had ‘never heard an industry talk so much about innovation but actually do so little compared to rail’. That cut deep. Here I was, in the audience, face red from a mixture of embarrassment and rage thinking: ‘How dare he say we don’t get stuff done, it’s hard to do things here, but we are getting there. He just doesn’t understand the complexities of rail and why it’s so hard.’ Then this next line shut me down for good. ‘We quite literally take hundreds of people up into the air at 35,000 feet in a metal box. Safety is the number one priority for us, but even with all the constraints that go with sending people so far up in the air, we still innovate. Why does an industry which effectively transports
At a conference in Amsterdam last year, an outsider from the aviation sector declared that he had ‘never heard an industry talk so much about innovation but actually do so little compared to rail’
people in a similar metal box, albeit on the ground, think it’s harder for them to make a difference?’ He made a good point. Who was I to say that rail was harder to innovate in compared to aviation? At the time, I was thinking about how to innovate my own business. Our hackathons created a lot of great ideas every year, but they had a sharp drop in continuity when we didn’t run our accelerator. Based on our previous experiences running the accelerator, it was evident there were clear gaps after the programme had ended that nobody within the industry could bridge. Our investment fund ambitions would have addressed that gap, but it wasn’t going to come to fruition in the current political landscape. Doing one without the other two was akin to climbing a mountain only to reach what you thought was the summit, find out you still have two thirds of the way to go, and then continuing without any additional equipment or preparation. I arrived back in London wanting to challenge everything that I knew to be ‘true’. If someone was to actually just solve some of the rail industry’s biggest challenges, how should they go about doing it? Regardless of method or money, how? Taking matters into our own hands Bringing startups into rail is as hard as it is easy. Entrepreneurs see the big numbers
we throw around in the media – ‘£48 billion investment in UK rail over the next five years’ – and think that some of that pie could be theirs. In reality, the pie is behind closed doors and only available to suppliers on frameworks selected years before. The pie doesn’t look as enticing when you
have to spend three years jumping through a hundred different hoops with flames and spikes just to get to the dinner table only to realise you haven’t got a knife and fork. The industry needed an entity that was small enough to still be nimble like a startup, educated on complexities of how the sector worked, and know enough people
to break down barriers to make things happen. ‘What about us?’ I thought. ‘Why not?’ Validating our assumption With five months to go before our next hackathon, HackTrain 4.0, we handpicked thirty data scientists, artificial intelligence experts, and software developers from our network to be our ‘HackTrain Associates’, a group of freelancers and contractors from our previous hackathons who we could call on at any moment to help us build and implement new ideas rapidly. Could this new model be a safe controlled space for the rail industry to engage with disruptive innovators whilst still benefiting from the most cutting-edge technologies? Our first, bite was Angel Trains, their Data Engineer mentioned he had some technical work needing to be done. Within a few weeks of meeting him we started the project. Though it was just our first client via the new model, it was enough validation that we should test it further via the hackathon too as opposed to carrying on with the previous model. As we etched closer to HackTrain 4.0, it became apparent that having freelancers as our technical talent wouldn’t be enough, we needed to hire our own full-time talent to work alongside our associates for quality assurance and continuity purposes. We very quickly hired a Data Scientist focussing his attention on helping our sponsors to collect and write documentation for the data they would be releasing to our participants. The idea was simple, if our Data Scientist was to become extremely familiar with the challenges and datasets from the hackathon then he would be able to help our participants carry forward the ideas with our sponsors. November 22 to 24 came and went in a flash. We had 120 innovators from all around the world create thirty new ideas in just 48-hours. It was a whirlwind after the event with over half of our sponsors wanting to continue their ideas. One by one we ran into the usual challenges that other startups would face around IP, budgets, and commercial sensitivity. The first bite after the hackathon A month after the event it felt like we were getting nowhere. Our participants would lose confidence in us if we couldn’t convert a hackathon idea to a paid project they could work on with us. Even worse, I’d have to listen to the aviation guy make the same comments again about rail next year at the conference. Just as our associates were running out of steam, we received the thumbs-up to get started on converting an idea from who we thought would be the most unlikely out of our twenty-plus sponsors and partners; the Office of Rail & Road (ORR). They had set a challenge on our Policy & Performance Train which I thought was Rail Professional
one of the most interesting challenges we have received to date. ‘How can we monitor Network Rail’s performance more effectively using historical financial data?’ During HackTrain 4.0, one of the hackathon teams built a tool called ThORR. Using financial data from Network Rail’s enhancement projects, the tool used machine learning to predict if projects were going to miss their milestones, and thus go over budget. It immediately caught the ORR’s attention. ORR’s Head of Enhancements, Feras Alshaker, and a senior manager who specifically monitored NR’s performance wanted to use it in their day-to-day job. Our Data Scientist and a HackTrain Associate spent two weeks working with the ORR building a new tool that was more advanced than what was prototyped at the hackathon so that it could be used for future datasets Network Rail would send them (watch out Network Rail, ORR’s coming for you, hah!). After the four-week sprint, the ORR had a tool at their disposal that showed them what the riskiest projects in Network Rail’s enhancements portfolio were. The craziest part of it all was hearing the senior manager speak so positively about the tool afterwards to his colleagues. Not bad for our first rodeo. HackTrain InnoTrans – the catalyst for global expansion The ORR was just our first project. Soon, others followed suit and we very quickly
had our hands full working with several of our sponsors helping them build and implement ideas from the hackathon. It’s given us the confidence that the new model works and we’re investing more in our technical capabilities and engagement with our HackTrain Associates throughout the calendar year. There is a lot of ground still to cover in the UK and the market is still growing as demand for mobility is higher than ever. Having said that, InnoTrans couldn’t come at a better time for us. We’re ready to scale our delivery capabilities so that we can continue all the best ideas from our hackathons unconstrained by technical
There is a lot of ground still to cover in the UK and the market is still growing as demand for mobility is higher than ever. Having said that, InnoTrans couldn’t come at a better time for us. We’re ready to scale our delivery capabilities so that we can continue all the best ideas from our hackathons unconstrained by technical resources. Running our HackTrain hackathon at Innotrans gives us the opportunity to reach and connect with a global audience that share our passion for innovation and change
resources. Running our HackTrain hackathon at Innotrans gives us the opportunity to reach and connect with a global audience that share our passion for innovation and change. With Deutsche Bahn, Network Rail and SilverRail Technologies already sponsoring this historic event, we are confident we’re going to make a big splash at what is the world’s biggest and noisiest rail event and eventually make our own little dent in this universe of ours. River Tamoor-Baig is CEO and Founder of Hack Partners, he can be reached at firstname.lastname@example.org
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VIEWPOINT FEATURE |
Sustainable supply chains Some years ago, I was set the tough challenge of speaking in the place of Colin Flack, our Chairman, at the Manufacturing and Engineering Conference in the North East
hy was this such a challenge? I was used to speaking publicly, was comfortable with a manufacturing audience, I was at ‘home’ in the North; this was a home gig, surely? This was the first time I ever had what felt like stage fright: Colin, if you have never seen him on stage, is a natural orator. I am not. Added to that it was a silent conference (think silent disco, but more deadpan than dance tent) so a sense of surrealism pervaded my own natural style of presenting as I was unable to get the audience involved in anything other than two-way exchanges between me and whoever had the mic and a direct line into my ear canal.
Added to that, I had to channel my inner David Attenborough. My presentation was on the effect of reintroducing wolves into the Yellowstone National Park. To many this is now a well-known metaphor. Putting this into the context of the conference locale the wolves represented Hitachi, and the northeast and the UK-wide rail supply chain had become an area of outstanding but stagnated beauty that was on the verge of trophic cascade. At the time of the conference Hitachi’s Newton Aycliffe site was still being built, and our other metaphorical train-building wolves such as Stadler and CAF were yet to win the tenders that are now influencing our current supply chains. We had to prepare to flourish, to become sustainable, to become a burgeoning Yellowstone beaver population.
BEIS places sustainability at the heart of Industrial Strategy; it is part of every single sector consideration. Furthermore, the strategy seeks to nurture a closer relationship between Government and industry at large through a number of sector deals
What is sustainability? The Oxford English Dictionary definition of sustainability is simply the ‘ability to be maintained at a certain rate or level’. Look more closely at sustainability in relation to supply chain and the definition becomes more challenging: ‘meeting the needs of the present without compromising the ability of future generations to meet their needs.’ (Investopedia) In order to do this the business community needs to shift from the traditional buy/sell mentality. Peter Senge, the founding chair of the Society of Organizational Learning states that in order to create sustainability within the supply chain that: ‘First, you focus on the nature of the relationships. In most supply chains, ninety per cent of them are still transactional. If I’m a big manufacturer… I pressure my upstream suppliers to get their costs down. There’s very little trust and very little ability to innovate together. That must change.’ (Senge, Harvard Business Review Oct 2010)
Since I gave that presentation on the wolves in the park much has changed and in a way the Department for Business, Energy and Industrial Strategy (BEIS) has perhaps taken on the role of the park ranger. By working closely with all manner of ‘wolves’ the department ensures that, as far as possible, new entrants into the UK rail market are provided with an ever-growing range of support and services. The intentions of this are multiple but put simplistically this is to encourage and enable inward investors to source locally. This is not cloaked protectionism but is rather the intention to propagate a genuinely sustainable UK rail supply chain. The UK’s Industrial Strategy BEIS places sustainability at the heart of Industrial Strategy; it is part of every single sector consideration. Furthermore, the strategy seeks to nurture a closer relationship between Government and industry at large through a number of sector deals.
Revisiting the metaphor, the UK rail supply chain has the potential to become an even richer ecosystem, and as the wolves evolve so does the food (supply) chain. Our Sector Deal submits imminently; hopefully it will encourage more wolves into the park Sector deals are partnerships between the Government and industry on sectorspecific issues which can create significant opportunities to boost productivity, employment, innovation and skills. Such partnerships do work: decade-long partnerships such as the Office for Life Sciences and more recent collaborations including tourism, creative industries, and have all demonstrated positive results. The Government is committed to extending these successful partnerships to other parts of the economy and the rail sector is keen to achieve a Sector Deal in
its own right. Through the Rail Supply Group (RSG) and The Rail Delivery Group (RDG) the Government has already engaged significantly with the supply chain through outreach events at trade fairs and workshops around the country, and through various social media campaigns. At the time of writing the RSG is seeking to engage further to ensure a valuable and informed understanding of rail’s ‘asks and offers’ is obtained. #OneRailway With a focus on the concept of #OneRailway
the RSG’s ambition is to digitally connect the nation through increased capacity and connectivity; to drive customer experience and to pioneer Intelligent Mobility. Above all the RSG seeks to deliver a sustainable rail sector at home and abroad. Revisiting the metaphor, the UK rail supply chain has the potential to become an even richer ecosystem, and as the wolves evolve so does the food (supply) chain. Our Sector Deal submits imminently; hopefully it will encourage more wolves into the park. The Rail Alliance The Rail Alliance is the UK rail sector’s largest dedicated business to business networking organisation and it excels in and thrives upon bringing customers, suppliers and supply chain opportunities together. Its broad spectrum of membership extends way beyond pure rail and positions the Rail Alliance as the go-to membership organisation in the UK to nurture diversity, ingenuity and innovation across the rail sector and cross-sector. Lucy Prior MBE is Membership Development and International Trade Director at the Rail Alliance and was awarded an MBE in the Queen’s 2018 Birthday Honours list for services to rail exports
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As a group we are one of the nine delivery partners for the Midland Metro Alliance, our role within that is the principal partner to supply skilled labour and design training packages to attract candidates who may be unemployed, NEET’s, ex-forces, disabled etc. and train them with our college partners to work in new sectors and reduce the skills shortages
n February this year Barclays launched a new £370 million lending fund to boost jobs and economic growth in the East and West Midlands. AMG was the first company to secure funding from the Barclays Midlands Growth Fund to support its further expansion. Richard Toy is CEO of AMG, prior to that he spent thirty years in recruitment – picking up awards for his work with SkyBlue. What inspired you to start Auctus Management Group? We created AMG in 2012, prior to that I set up and ran SkyBlue, Carilion’s recruitment business from 2000. We built that up into an award-winning company, then Carillion decided to change it from a standalone company into a more group corporate driven entity. I didn’t agree with that new direction, so I started AMG with the goal of growing a professionally trained workforce rather than just helping to move the same aging workforce around the industry. We immediately focused on bringing new people into the sector, rail has always been very good with its mantra: ‘it’s always been done that way so why change?’. We prefer to be disruptors, when we started there were seven companies entrenched in the sector for Track Warning Systems, the first thing we did was establish a business model that was more customer service focused and we are now effectively the only company providing this service, which has evolved in to a diverse range of services driven by customer demand. In my opinion rail isn’t used to having a focus on customer service, it’s focus has always been operational delivery. The construction sector was similar but that has changed a lot in the last five years, rail is moving in the right direction but it’s quite a big sector to change. A lot more could be done to integrate companies into some of the infrastructure discussions by improving communication. If we want trains running on time we need to remove the increasing number of speed restrictions, we need to look at all the projects jointly instead of separate packages of work where multiple contractors can be working within the same area but with no joined-up approach. Rail Professional
Richard Toy Sam Sherwood-Hale spoke to Richard Toy, CEO of Auctus Management Group (AMG), about their recent investment and the future of the rail workforce
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Last month Auctus Training Solutions had a total of 12 rail courses running, what sort of skills areas are they focused on? We are a gold accredited national training provider though the National Skills Academy for Rail (NSAR), we can deliver all of the rail competencies and expanded this to include construction sector courses. As a group we are one of the nine delivery partners for the Midland Metro Alliance, our role within that is the principal partner to supply skilled labour and design training packages to attract candidates who may be unemployed, NEET’s, ex-forces, disabled etc. and train them with our college partners to work in new sectors and reduce the skills shortages. We have a strong ethical culture that supports equality, diversity and inclusion to ensure we widen the talent pool as far as possible to meet the demands for skills. How essential are Auctus Training Solutions and Rail Safety Solutions to the overall vision of the Group? RSS is currently 95 per cent of our turnover. When I set up AMG we were backed by Birmingham City Council, all the finance from this investment by Barclays Midlands Growth Fund goes into the Group and then the delivery is through ATS and RSS. RSS delivers physically out on worksites, we have eight divisions split into people and price package delivery units, originally RSS was a track warning systems business,
we now do vegetation management, track access and level crossings, civils package works, drainage, access points, as well as OLE, S&T and safety critical labour, we then bought Carillion Rail Welding in April from PWC following the Carillion collapse. The company is based in Doncaster but we’ve expanded it out nationally and clear leadership and support is already driving growth. ATS provides training not only for the group to improve the competency of it’s staff and workforce but also for many clients and has access to many funding streams to support new entrants into rail and light rail sectors. Given your experience in recruitment and employee development which areas of the rail industry do you think are most in need of new skills? Controller of site safety and supervisory roles. A lot of people move to controller of site safety as the first level of management, there’s nothing currently that gives people in this position actual management training. So, if you’re trained a certain way throughout previous jobs you then become a controller of site safety and then continue to just manage that way. Having a consistent work bank which allows you to ensure that all apprentices are being engaged is also key. Much of the workforce is contracted on projects, the industry has to understand there needs to be a continuous work bank for companies to
invest in people. A lot of the big companies have moved away from directly employed staff and we think there should be a move back, but first there should be a work bank, and that’s where the industry has fallen down. As an employee if you can’t see a work bank you might leave for more stable work and this attitude ultimately impacts on skill progression and management training. All of Network Rail’s contracts are zero value frameworks, in Control Period Five there was £37 billion worth of work but no guarantee for any one company that the work is actually going to be awarded. At AMG we’ve gone the opposite way and just invested, but if you’ve got 2,500-3,000 companies that are accredited as Railway Industry Qualification Suppliers, those companies need a guaranteed work bank to hire and develop a permanent workforce. In the June issue of Rail Professional, Mark Coleman of the National College for High Speed Rail wrote that the next generation of engineers will need to be experts in high-speed rail. Do you agree that high-speed rail is the most important area for new skills and do you think enough is being done to get us there? It is one area for skills. We still have 22,000 miles of infrastructure that needs a skilled workforce to maintain, there’s also the digital railway, there’s a whole set of skills that need to be considered. High-speed rail Rail Professional
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Our focus now is all about gearing up for CP6, the spend is increasing, we’ve got to have a structure in place before April 2019, the funding from Barclays will be used to make sure we have the infrastructure in place before that time comes so we can deliver for our customers as a digital railway will require fewer people to maintain it in the long term, we can’t lose sight of the fact that there’s 13,000 engineers required annually for the Network Rail Infrastructure workforce. The average age of a Signalling worker is 59 whilst the overall age is 47, skills is a global rail issue, not just for high-speed. We have to capture the knowledge that’s going to retire and keep it within the rail sector. ATS, in partnership with Colas Rail under the new apprenticeship standard, are running the only City & Guilds Level Three rail engineering apprenticeship program. This programme currently has 16 apprentices with a further cohort to start in September covering OLE, Signalling, Permanent Way and S&C track renewals. Our block release format has provided Colas with a structured apprenticeship programme which is delivering fantastic results and quality individuals to support their own growth plans.
younger people need to be given a chance, we’ve got to change the mentality around blue hats (recent trainees) and ensure they are supported by the industry when on site. We need to get away from the mantra I mentioned, the more young people we bring into the sector the more discussions around innovation we’ll be having. It is starting to gather pace, but it’s hard to break the mould in the rail industry. How will the organisation be helping the Government to meet its apprenticeship targets laid out in its infrastructure skills strategy? We are an apprenticeship provider through ATS, when the Office of Rail and Road took out a lot of the funding for CP5, training fell away for most companies. For CP6 this has to be the focus for all companies, we’ve pioneered and continued with this model of training investment that we can replicate internally to carry on growing RSS.
In what way is technology creating a safer, more productive and efficient worksite for your customers? AMG is the only company that provides track warning systems, Germany operates four hundred track warning systems a day, in the UK we probably run four or five. Under our track warning system, we can take a week out of a customer’s delivery program. The perception in the industry is that track warning systems are unreliable and too expensive. Under the safety hierarchy the warning system should be part of the planning process. The rail industry is not the best for planning, there are always good intentions but engaging with everybody to deliver a project is one of the areas that can be improved from both a safety and cost perspective.
How will the investment from Barclays Midlands Growth Fund help benefit your customers’ during Control Period 6 and beyond? Our focus now is all about gearing up for CP6, the spend is increasing, we’ve got to have a structure in place before April 2019, the funding from Barclays will be used to make sure we have the infrastructure in place before that time comes so we can deliver for our customers. Barclays made the best overall offer to allow us to meet this demand. What are the biggest challenges facing Auctus Management Group and the Industry over the next five years? For us we don’t see Brexit currently being a problem, as long as you have a clear strategy for how you’re going to develop people from the ground floor up instead of poaching and moving people around. We’re now developing our apprenticeship program, Rail Professional
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SUSTAINABILITY FEATURE |
Three obligations for sustainable rail Andrew Allen, Policy Analyst for Campaign for Better Transport, explains the environmental, community and local economic obligations rail has to consider
o many rail users, ‘franchising’ is a dirty word, synonymous with poor service and accusations of profits taking precedence over passengers. Whisper it, but in some important senses, franchising is being used to make the railways greener, more accessible and better for local economies. The railway’s strength is not just in moving people. As well as good mobility, well-run rail operations improve air quality and help cut carbon emissions by getting cars off the road. They support local economies by bringing people into town centres and creating jobs both directly and indirectly. They can provide a hub for the community through smart use of building and land, and a lot more besides. These are much more than ‘nice to haves’ to be tagged onto a cost-benefit analysis after things like ticket revenues have been estimated. Indeed, they show precisely why investing in the rail network is worth doing in the first place. As well as moving huge numbers of people and millions of tonnes of freight, rail is a central part of the kind of accessible, low-carbon, high-benefit transport network the country needs. Policy How much does sustainability really matter? Of course, rail franchising was originally conceived as a way of cutting public subsidy for rail, not to deliver social or environmental benefits. Franchising has had a long evolution and its response to sustainable development is an iterative one. Over the years, several transport White Papers have emphasised the importance of passenger satisfaction, but it was not until 2005 that rail’s ability to support economic growth, reduce carbon emissions and help tackle road congestion were formally recognised as policy objectives. Over the subsequent decade, a series of reports (Eddington, McNulty, Laidlaw and
Brown) responded to external challenges and highlighted ways to improve the performance of the railways. The link with productivity, reducing carbon emissions, exploiting technologies like hydrogen trains, fostering more door-to-door journeys, improving air quality and carrying out noise mapping have all gradually come to the fore. By 2016, the then Rail Minister, Claire Perry, was defining a sustainable railway as: ‘A railway that is fit for the future, one that helps solve the environmental challenges we face, rather than contributing to them. It’s a railway that is properly connected to the communities it serves, and it’s a railway that has invested in the workforce it needs for the decades ahead.’ Franchise competitions are still
judged primarily on timetabling, fleet and performance – not on maximising contribution to wider public policy objectives. But with up to a third of the marks in franchising bid scoring now going to so-called ‘quality’ factors, having good sustainability programmes in place can make the difference between winning and losing. In practice Research carried earlier this year by Campaign for Better Transport for the Department for Transport assessed how rail franchising currently interprets sustainable development and how this might be improved in the future. We looked at what the Government seeks to buy through the franchising system, how recent
franchising documents consider social, economic and environmental benefits, how these are reflected in subsequent franchise agreements, and how franchising can be employed to improve social, economic and environmental benefits in the future. Sustainable development-related obligations in franchising agreements take a number of forms: • Principles that govern decision making, such as Northern Rail’s commitment that all renewal, enhancement and building works at stations are to be implemented in accordance with the Design Council’s Principles of Inclusive Design • Internal processes such as Greater Anglia’s undertaking to complete a review of its Customer and Stakeholder Engagement Strategy during the fourth and seventh years of the franchisee • Numerical targets, such as Scotrail’s requirement to offer at least two sixmonth placements per franchisee year to graduate interns • External processes such as commitments to participate in Community Rail Partnership • Funding, such as Scotrail’s requirement to establish a transport integration fund.
There are undoubtedly some success stories. The Association of Community Rail Partnerships (ACoRP) cites numerous initiatives where rail is seeking to harness more of its potential. Projects with exoffenders, imaginative use of redundant buildings and local procurement are all happening. On environmental themes, good progress has been made in cutting carbon, waste and water use through widespread adoption of ISO and other standards. Hopefully, the Government’s ongoing review of Community Rail will develop this further. Similarly, the Rail Standards and Safety Board’s (RSSB) sustainability principles are widely recognised and supported by an active programme of research and development. As these initiatives suggest, intentions are often good but making them stick can be much harder. Franchising is not a natural fit for community engagement. At seven to ten years, franchises are relatively short term, but good community engagement needs to be built up and maintained over the long term. It can also be difficult to maintain good oversight of franchise progress. Community engagement should be more
than supporting local volunteers to improve the appearance of stations. Deeper two-way engagement is needed that goes beyond ‘box ticking’ initiatives to score a few points in bid assessments and gives people a real say in how the railways are run. For bid teams and Whitehall officials, franchises are often distant from the communities they aim to serve. Those rail operations which are managed locally (Merseyrail, Transport for London, Scotrail and in Wales) are arguably more familiar and responsive to local circumstances. Support for local economies is even harder to pin down. Franchise holders’ obligations are less numerous and weakly developed compared with other elements of sustainable development. This in part reflects very patchy local authority engagement due in part to the decline in resources and rail skills in many authorities. The result is franchise agreements which, while taking sustainable development increasingly seriously, sometimes make what can be measured important, rather than measuring what is important. Agreements are often heavy with process objectives such as strategies and working groups, or very specific actions such as numbers of cycle racks to be built and training places to be created. The future Much has been achieved, but sustainable development on the railways now needs to take a leap forward. That is not to imply an absence of progress or good will, or a lack of further opportunities to achieve more sustainable development through franchised rail services. This could be supported by ownership of sustainable development. An essential first step should be active Government interpretation of objectives like a low-carbon economy, integrated public transport, air quality targets and sustainable housing growth. That might be achieved through a high-level vision for sustainable development on the railways owned by the Department for Transport reflecting both the need to identify where and how rail can make a difference, and in ensuring franchise holders are making appropriate progress through devolved structures and local oversight. There are four other key areas to consider: • Developing a Social Return on Investment (SROI) model for the rail industry • New delivery models for station management • Bid scoring • Better data and guidance. Developing an SROI model We need a better methodology for measuring rail’s effectiveness and the benefits of investment. For franchises, an SROI model would be based on contribution made to established Government sustainable development policy objectives.
It should look at themes including widening employment markets, enhancing access to services, directly providing space for business development and helping to tackle road congestion. New delivery models for station management The rail estate is a huge and largely untapped resource for local communities. Franchise bidders should be required to examine the potential for alternative models of station management to achieve social and community ends. This could include longterm management of stations and associated buildings being passed over to other bodies such as social enterprises, allowing operators to focus on train operations rather than asset management. Bid scoring The wider benefits of good rail services need to be properly reflected in franchise bid marking. The percentage of marks for quality – and specifically for themes contributing to more sustainable development – should be increased in future competitions. The RSSB’s sustainable development principles could be used as a basis for this. Better data and guidance Reduced energy and water use, community
engagement, metrics to assess how well stations meet community needs, and a more diverse and representative workforce have all been actively pursued via franchising. But despite much positive activity, it remains difficult to assess the sum total of rail’s contribution to environmental, social and economic goals. The quality and accessibility of baseline data on railway activities is often a real weakness. Water and carbon reduction targets are sometimes redacted from franchise agreements and any savings that are made are then not included in public reporting. Similarly, waste reduction targets are limited to rail operations and do not include organisations renting rail land and buildings, even though this is arguably where the majority of waste is generated. Other environmental impacts, such as noise or air pollution, are not even included in franchise agreements. Accurate, meaningful, comparable and public data is needed for all franchises. One option for delivering this would be via an expanded responsibility for the Office of Rail and
Road in ensuring data on aspects of sustainable development (environmental targets, for example) is available and up to date. Conclusion Rail franchising was not intended as a way of improving the environmental and social performance of the railway, but in a quiet way this is exactly what it has begun to achieve. Whatever the future management of rail services, the challenge is to build on the successes and create an integrated, low-carbon public transport network responsive to the needs of local communities. These are not ‘nice to haves’ but the mainstay of any decent transport policy. Ensuring a Sustainable Rail Industry – environmental, community and local economic obligations can be downloaded from the Tracks thought leadership website http://cbtthoughtleadership.org.uk Andrew Allen is Policy Analyst for Campaign for Better Transport
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Reducing the impact of diesel Britain’s diesel consumption and carbon footprint could be significantly reduced by adopting home-grown digital hydraulic technology piloted by ScotRail
hilst electrification has enabled the decarbonisation of much of the UK’s rail sector, the high capital costs in electrifying new lines means that much of Britain’s (and the world’s) rail network will continue to rely on diesel trains. Of the 1,725 miles of rail track in Scotland, for example, more than 1,240 miles (or 75 per cent) is not electrified. This presents a huge challenge for operators and policymakers who wish to reduce the carbon impact and overall emissions of the rail fleet. Current DMU fleets are populated with legacy assets, many of which still have years of active service ahead of them. This presents an exciting opportunity to take a different, more cost-effective route. It makes sense to re-engineer the onboard systems using modern technologies, leading to improved efficiency (and thereby reduced CO₂) across the entire diesel fleet. To meet this challenge, one firm – Edinburgh hydraulic specialists Artemis
In 2010 Artemis did a study with ScotRail which showed that, on a Fife commuter route, between 65 and 73 per cent of a train’s energy is lost during braking and through transmission inefficiencies
Intelligent Power – is leading a number of initiatives to prove the groundbreaking benefits which their technology – Digital Displacement hydraulics – can bring to diesel-powered rail vehicles. ‘Our goal is to work with industry to rethink the way diesel vehicles work’ explains company Managing Director Dr Niall Caldwell. ‘Our technology, which we have been developing for twenty years, is a completely new type of digital hydraulic pump which uses computer-controlled valves to switch the pump’s cylinders off when not needed. ‘This means the pump is much more controllable and efficient, and we believe it has a massive role to play in the rail industry. If you replace outdated transmissions and hydraulics with new, computer-controlled digital hydraulic pumps and motors, then radical fuel savings can be achieved.’ In 2010 Artemis did a study with ScotRail which showed that, on a Fife commuter route, between 65 and 73 per cent of a train’s energy is lost during braking and through transmission inefficiencies. A further ten to 15 percent is used for the fan
and alternator accessory drive system. Since then they have been working on solutions which can be adopted throughout a train’s transmission to improve both performance and efficiency. ScotRail project As a first step, last year Artemis teamed up
and offers a straightforward opportunity to reduce rail emissions. The system could be retrofitted to most of the UK’s fleet of 2,500 diesel passenger carriages, with export opportunities worldwide. Tom Smith, Project Engineer for the ScotRail Alliance, said: ‘The installation of this new hydraulic pump is a great milestone in the development of sustainable technology, and a rail industry first.’
pump. The test, part-funded by the independent rail body RSSB, used a specially-equipped ScotRail class 170 Turbostar running on passenger routes including Glasgow-Edinburgh and PerthInverness. For the test train, the project partners Artemis, ScotRail, RSSB and Meridian Generic Rail replaced the pump in a single carriage of a three-carriage train. The trial began in November 2017 and is still ongoing. Results show a saving of over 9,900 litres of diesel per carriage per year. If this technology was adopted Scotlandwide across their fleet of class 170 trains, it would reduce ScotRail’s annual CO₂ emissions by more than four thousand tonnes, and fuel use by more than 1.5 million litres – and would pay for itself in less than three years, with no subsidy required. with ScotRail to trial their digital hydraulic pump in the auxiliary drive system of a class 170 Diesel Multiple Unit. On a class 170 the auxiliary pumps run the cooling fans for the engine and the alternator which powers lighting and air-conditioning. Artemis designed the Digital Displacement® pump to be a direct replacement for the existing conventional
Results This project demonstrates – in a real-world environment – the immediate benefits which can be secured through the adoption of Digital Displacement hydraulics. In the ScotRail project a single Artemis digital hydraulic pump was installed as a simple ‘straight swap’ of an existing analogue pump. The purpose of the trial was to collect data about the pump’s operating duty cycle, and to gain operational experience. Comparative testing of the two pumps was carried out on an engine raft dynamometer, using a torque transducer to measure the mechanical power supplied to each pump. These results have been compared to the actual in-service duty cycle data in order to estimate the annual fuel saving. And with savings of 9,900 litres per carriage per year, the system has a short payback period to the operator without subsidies. Even in this limited trial, the technology offers significant fuel reduction. The digital hydraulic unit is relatively simple to install
The future Looking ahead, Artemis predicts that if Digital Displacement technology was used throughout a train’s entire transmission – and not just the auxiliary systems – then overall fuel use could be cut by up to thirty per cent, with a number of other significant benefits to the rail operator and passengers. This ‘hybrid drive train’ would allow the energy used in braking to be stored in accumulators which can be released to supplement engine power during acceleration, reducing passenger journey times. They believe the technology has potential worldwide. ‘It is enormously expensive to electrify our train lines and it is just not practical in many rural locations in Britain and globally’ Caldwell explains. ‘Diesel will be with us for many decades to come, so we have focussed on a technology which can be readily adopted and make a big impact right now. ‘Using technology to digitally control the pistons means we are able to consume fuel much more efficiently by only using it when needed, similar to turning the lights in the house off when they’re not being used’ Caldwell concludes. Artemis is now working on a separate demonstration project to implement their technology across a train’s entire transmission. This £1.7 million, 18-month programme is funded by the RSSB and will see the creation of a full-scale vehicle which will be operated for industry demonstration on a preserved railway in Bo’ness.
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Walking and cycling – a solution to sustainable mobility Dr Andy Cope of Sustrans explains how we can get cleaner, healthier and more efficient transport systems by releasing the benefits of walking and cycling
alking and cycling offer a part of a solution to the myriad problems that confront our cities. They offer dividends in terms of cleaner air, inclusivity, ‘liveability’ (making our cities better places to be), congestion reduction, efficient mobility and economic benefits, as well as huge potential health benefits. By enabling more people to walk and ride a bike for shorter journeys, regardless of gender, age and abilities, towns and cities can make sustainable mobility a real choice for everyone. A simple route to cleaner air Air pollution is one of the leading environmental public health crises in the UK at the moment, with road transport being responsible for eighty per cent of the pollution where legal limits are being broken. Walking and cycling can be a huge part of the fight to tackle air pollution at a local level. The Government’s air quality plan may make our air more breathable in the long run, but it fails to address some of the biggest issues facing our cities and towns. At the heart of the plan is a move to ban all new diesel and petrol vans and cars from 2040. It remains to be seen if the plan will be an effective measure to improve air quality, but it does represent another missed opportunity to think about how we move about and live in cities and towns. Congestion is getting worse in cities across the UK at a cost to the economy of £11 billion a year. While a 3.5-metre-wide single lane can transport two thousand people an hour in cars, the same lane can be used to transport 14,000 people on bicycles – and this doesn’t even take into account the space saved on parking. With limited space in cities and rising populations, transport planning has to focus on the most efficient
way of getting around. While a switch from diesel to electric vehicles will help reduce early deaths associated with air pollution, it will do little to encourage greater physical activity. In England in 2012 only 67 per cent of men and 55 per cent of women met physical activity recommendations, with a similar picture in Scotland, Wales and Northern Ireland. Research from the University of Glasgow recently found cycling regularly reduced the incidence of cancer by 45 per cent, heart disease by 46 per cent, and of death by any cause by 41 per cent. Station access In response to Government prioritisation, there is unprecedented interest from the
rail industry in increasing access to railway stations by sustainable means. Examples of significant investment range from large scale projects like Chelmsford’s one thousand space cycle park and York Station’s awardwinning access ramps linking the platforms directly to the National Cycle Network, through to small scale changes such as increased cycle parking at over 150 stations nationally. Passengers often cite safe, convenient and direct routes as their biggest wish when it comes to accessing stations by bike. Three miles is the typical maximum distance that people will comfortably consider for a journey to the station by bike although creating safe routes can extend this up to five miles. Rail Professional
Although half the UK population owns a bicycle and sixty per cent live within a 15-minute ride of a station, only two per cent of passengers use their bike to access the rail network. Nearly a third of UK rail users, and nearly half of those who drive and park at their local station, would like to use an alternative means of travel to or from the station. Over eleven per cent of UK rail users would like to cycle to and from the station. Bike Life: the public support bold plans The biggest assessment of cycling in seven UK cities shows the public understands the benefits of cycling and is supportive of bold plans to transform the way people in those cities move around. In 2014, Sustrans began the Copenhagen-inspired assessment, a ‘bicycle account’ style report that measures public opinion and attitudes to cycling. In 2017, an independent poll of 7,700 residents asked what provision they would find very useful to start cycling or cycle more. In the seven cities (Belfast, Birmingham, Bristol, Cardiff, Edinburgh, Greater Manchester, Newcastle) almost four fifths of residents surveyed (78
per cent) support building more protected cycle lanes on roads, even when this could mean less space for other vehicles. In addition, 64 per cent of the residents said they would cycle more if these routes were created. Clearly, the provision of high quality cycling infrastructure is a key element in overcoming safety concerns and every urban area should be aspiring to dense networks of such infrastructure. However, space is a big issue in many of our cities, and cyclists are often required to complete their journeys on busy urban roads, as high quality segregated routes only tend to penetrate so far into urban centres, petering out once street space becomes more constrained. Generally, on these central urban roads motor traffic speeds are not an issue, usually being less than twenty mph. However, this does not take into account the other variable, motor traffic volumes. For cyclists to comfortably (read feel safe) share carriageway space with motor vehicles, volumes need to be relatively low. Additionally, the mix of this traffic Rail Professional
needs to have a low proportion of large vehicles. High volumes of motor traffic are off-putting for cyclists when streets with no specific cycle provision are congested, and cycling starts to become less convenient. The National Cycle Network The National Cycle Network (NCN) was established in 1995 after Sustrans won the first-ever grant from the Millennium Commission to create a UK-wide network of convenient routes for walking and cycling. Since then, the NCN has become a critical part of the UK’s active travel infrastructure and strategy, encouraging people to walk and cycle in a safe environment and providing important commuting access. Every year, an estimated five million people use the Network, which totals over 16,000 miles of traffic-free paths and on road routes linking up villages, towns and cities from Cornwall to the Shetland Isles. These trips save the economy more than £550 million by reducing levels of obesity. Holidays and days out on the Network generate £650 million and support 15,000 jobs. We have recently embarked on a review of the NCN with an aim to ensure this vital network of traffic-free and traffic-calmed routes meet the highest design standards and offer the best experience to the millions of families, commuters and tourists who use it every year. All four UK governments have confirmed their support of the Review, which will be published in the autumn. The NCN is a reminder that governments at all levels need to prioritise investment for existing walking and cycling routes that will serve communities across the UK and generations for years to come. Mobility equals provision of safety Safety or the perception of safety is key to getting more people cycling and walking. The 2016 British Social Attitudes survey found that 59 per cent of British people agreed with the statement: ‘It is too dangerous for me to cycle on the roads’, with women, the elderly, and non-cyclists most likely to agree. There are many things that the UK Government can begin to change now to create safer environments for people to walk and cycle and realise the benefits that come with this. We recently responded to the Government’s Cycling and Walking Investment Strategy (CWIS) safety review consultation. In addition to investing in high-quality walking and cycling infrastructure to make it standard across the UK and maintaining the NCN, we have identified four key priorities to enable more people to walk and cycle. Slower speeds: Lower default speed limits to twenty mph for urban roads and forty mph for minor rural roads to make our roads and streets safer for everyone. The risk of being killed is almost five times higher in collisions between a car and a pedestrian at 31 mph compared to the same type of collisions at 18.6 mph, reports the
Organisation for Economic Cooperation and Development. The Government should update its guidance to local authorities to make twenty mph the norm for residential urban roads and forty mph the norm on minor rural roads. Mandatory cycle training for all schoolage children: We should provide cycle training for all children during their primary and secondary school years and embed a culture of walking and cycling throughout the school curriculum. When cycle training is combined with good infrastructure it can lead to high levels of behaviour change and a shift to cycling and walking. Revisions to the Highway Code: In some European countries, turning traffic must give way to pedestrians and cyclists travelling straight ahead. This principle applies at both traffic light-controlled junctions and give-way junctions. The Government should revise the Highway Code so that people travelling straight ahead have priority through a ‘universal duty to give way’ when turning. This should then be included in all road user education and enforcement. A public awareness campaign of vulnerable road users: The Government should run a ‘Think!’ style campaign on driver awareness of vulnerable road users. Currently, there is a Think! ‘Hang Back’ campaign for bike riders at junctions but this puts all the onus on the vulnerable road user and not the driver. The campaign should be for all road users with a focus on the most dangerous – those in a motorised vehicle. The benefits of active travel Cities around the world that have more walking and more bikes, and fewer cars, are leading the way in creating better cities. They tend to be competitive and successful and are recognised for this around the world – Copenhagen, Amsterdam, Strasbourg and Utrecht are already there. Many other cities see more bikes as vital to making them better for their residents – New York, Oslo, Seville, Barcelona and Paris, to name but a few. So, if we are serious about transport solutions that seek to increase sustainable mobility, something has to be done to reduce the numbers of motor vehicles on our streets and roads. In other words, whilst increased walking and cycling should result in reduced congestion and a more efficient transport system, in order to increase active travel, congestion needs to first be reduced. If the Government works with local authorities and schools to implement such measures, they can achieve their aims of increasing safety whilst also achieving the targets of the Cycling and Walking Investment Strategy to double cycling and increase walking. Dr Andy Cope is Director of Insight, Research & Monitoring Unit at Sustrans, the walking and cycling charity
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SUPPLY CHAIN |
Improving efficiency in Crossrail construction The complex £15 billion construction project uses Esri’s ArcGIS platform to manage hundreds of simultaneous programmes of work and account for millions of new assets
he Crossrail project is delivering a new railway for London and the Southeast of England. As Europe’s largest infrastructure project, it encompasses 26 miles of tunnels and ten new stations. The finished railway will be an accessible route of forty stations from Reading and Heathrow in the west, through central London, to Shenfield and Abbey Wood in the east. A project on this scale requires a geographic information system (GIS) to record and manage the ever-changing inventory of assets and many simultaneous programmes of work. Crossrail’s existing GIS needed to be updated to ensure it was fully compatible with modern browsers and operating systems. The proposed new solution also needed to be more
During the course of tunnelling for Crossrail, data on progress was fed back directly from the Tunnel Boring Machines (TBMs) to Crossrail Ltd. This enabled map-based reporting of the progress of the TBMs to be made available to both internal project staff as well as the wider public Rail Professional
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spent on ground movement reports. As the responsibility for construction sites passes from one contractor to another in different project phase, the solution was designed to improve understanding of liability and reduce the risk of unauthorised occupation over a multitude of construction sites, avoiding unnecessary delays and cost overruns. By using a temporal slider tool in ArcGIS, employees within the organisation can easily see which contractors are responsible for which parcels of land at any one time.
time efficient and offer the cutting-edge capabilities needed. Following a thorough competitive evaluation, Crossrail Ltd entered into an Enterprise Licence Agreement (ELA) with Esri UK. With support from Esri UK’s Professional Services team, it then used Esri’s ArcGIS platform to develop an integrated suite of server-based, desktop, web, mobile and 3D applications in 14 months. Value-adding GIS services The ArcGIS platform has given Crossrail the flexibility to innovate and introduce value-adding GIS services over time. The organisation now uses several tools to prepare data and perform specialist data analysis; make comprehensive, up-todate information available to employees, designers and contractors via a secure intranet; deliver three dimensional visualisations of facilities and their surroundings; and allow field-based personnel to see and correct the locations of assets, using mobile devices. Crossrail used GIS extensively during the planning and design stage of the project to assess ground conditions and record information about potential obstructions to the tunnel construction. This included identification and monitoring of all structures that were at risk from settlement resulting from engineering activities, and this information was linked to CAD, Document Control and reporting applications to readily provide outputs to stakeholders on the project. Rail Professional
Openness and transparency During the course of tunnelling for Crossrail, data on progress was fed back directly from the Tunnel Boring Machines (TBMs) to Crossrail Ltd. This enabled map-based reporting of the progress of the TBMs to be made available to both internal project staff as well as the wider public. This in turn resulted in transparency of the progress of Crossrail works to all parties which led to better decisions being made about associated construction that needed to be carried out within the facilities. In addition, semi-automated reporting on claims of damage or disruption during bored tunnel construction, based on spatial and temporal extents to establish validity of a claim is estimated to have saved £120,000. Asset Protection Engineers can use the ArcGIS-based app to select, collate and present all of the information required, resulting in up to eighty per cent less time
Introducing 3D In another initiative, Crossrail is using ArcGIS to model facilities in 3D for the first time and prepare an invaluable 3D asset record for the new station operators. The 3D capabilities of ArcGIS have enhanced the understanding of the relationships between assets and facility spaces, enabling them to be maintained more cost efficiently. Infrastructure Managers can also identify and analyse issues on the ground with greater understanding than before. When Crossrail’s employees survey construction sites, they use the ArcGIS Collector App on mobile tablets to check the exact boundaries against land records and enter any observations or on-site variations. Crossrail can then ensure that hoardings are correctly placed to secure sites and help keep the public separate from the works taking place on site. The 3D mapping of stations may also prove critical in the future for helping the station operator. Crossrail also elected to use Esri UK’s Data Service, which streams Ordnance Survey background mapping and other contextual data directly into Crossrail’s corporate GIS. The use of this service has rapidly improved the quality of background mapping and reduced the need for timeconsuming data management, saving several hundred hours of effort per annum. GIS will continue to expand its role in the rail sector with the increased use of new and improved methods of collecting geospatial data. For a thorough overview of the potential benefits, see Crossrail’s paper: The Geo-centric Railway: Why Location Matters in the Rail Industry.
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Making a success of the Digital Railway the people perspective WSP hosted a series of discussions in 2017 exploring the successful delivery of the digital railway, Technical Director of WSP, Steve Denniss summarises what was discussed
he white paper (produced jointly with the IRSE), ‘Making a success of the Digital Railway’, presents the, sometimes discordant, views of Government, regulator, infrastructure manager, operators and suppliers, exploring how we can create a digital future for rail. So, what are the real barriers? It became clear early on in our discussions that the primary barriers to a digital railway are not technological – the suppliers around the table were unequivocally confident they could produce the goods, whatever they might need to be. No, the real barrier can be distilled down to one word: skills. The existing workforce would need to be endowed with new skills to implement, operate and maintain the digital railway. This was a view endorsed by David Waboso, Digital Railway Programme Director, who, at the launch of the white paper said that ‘the training of engineers needs to change’, and that it was ‘vital’ that institutions analysed the competence of their membership and how these competencies need to change. Few commentators would disagree that the entire industry should work together to achieve the necessary skills jump, drawing on the thoughts of academia, institutions and the suppliers, including the integrators, operators and maintainers. Collaboration shouldn’t end there. Beyond the workforce, the rail industry needs to reach out to the many stakeholder groups who have a part to play, or are themselves users of, the railway. This large group should include the communities that rely on transport to thrive, and the passengers who bear the brunt of delays and cancellations. Greater engagement will help the industry to understand what will be required of the railway as a future transport mode. WSP’s recent success in the
Rail Partnership Awards’ ‘Putting Passengers First’ category shows what’s possible, with passengers at two major stations clearly benefitting from our user-centric focus. Through inspiring young people, first to use the railway and then to be part of its success, we can capture the imaginations of future generations that want to build a better railway. This capturing the ‘hearts and minds’ approach is important, and perfectly viable; on World Youth Skills day, Network Rail’s David Rowe found through his schools’ workshop that young people are more than capable of harnessing new technology to benefit rail travel. I heartily agree with David that ‘bringing new technology to the railway will be most successful with the support and inclusion of all parts of society’. Achieving the necessary transformation demands a long-term outlook, from Government and industry alike. Without a commitment from the policy makers to invest in and support the training of skilled people, we won’t be able to resource the activities – automated design, software development, data management and wireless communications – that will create, operate and maintain a digital railway. While the £64 million earmarked by Government last Autumn is a welcome cash injection, and a reassuring sign of intent, every pound needs to count. This requires a plan. The skills shortage has been a hot topic in the rail industry for several years, stoked by a general fear that industry lacks people with the right expertise to deliver necessary software, communications
system, data or digital technology expertise. And this lack of certainty extends to whether the expertise required to deliver today’s concept of a digital railway will be significantly different from the technological requirements of tomorrow. Gauging future workforce and training requirements would be a lot easier and more certain if there is a fixed plan for delivering a digital future – without a clear requirement we can’t compare available resources. A pairing of people and machine Our round table debates revealed confidence from suppliers that they already have the resources to develop a digital railway.
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throughout their career journey, as they transition from college or university, to early career professionals and experienced specialists, can we reap the rewards that Cooper believes are possible.
However, slow progress of the Digital Railway Programme (DRP) means they are understandably cautious about investing in the future workforce until there is a credible programme of work and real confidence that it will proceed on time. Suppliers also face the challenge of not knowing what mix of expertise will be required, and how rapidly this will change with time. For example, how greatly will traditional signal engineering expertise support DRP projects? The indication is that if suppliers are given contracts with the right scope and timeframe they will make the necessary long-term investment in people. From a business-opportunity perspective, Gary Cooper, Director of Planning Engineering and Operation at the Rail Delivery Group, said at the launch event: ‘If we embrace this opportunity we can give the supply chain confidence to grow its people, and their expertise, and even export beyond UK PLC.’ WSP offers a good case study for investing in skills from a more diverse and gender balanced pool, last year’s apprentice intake increased by 43 per cent (with a 150 per cent increase in female apprentices), earning recognition at this year’s Rail Partnership Awards. There is no magic bullet, only through ongoing efforts to attract and retain people
Developing the core skills Clearly, our industry has a skills shortage (i.e. not enough people) exacerbated by a skills gap (i.e. those people we do have lack expertise for delivering the digital railway). Critically, though, industry needs to understand that skills come in many forms. Sure, they include the more obvious technical skills, but personal skills are also crucial, helping the collective ‘us’ to challenge the status quo in our standardsbound rail environment. Mostly, the railway needs visionaries to provide strong leadership. The Digital Railway Industry People Strategy is a big step in the right direction. Providing a road map and principles to engage with, inspire and train a workforce fit for the future railway needs. Then there is the Digital Railway Centre of Excellence, (part of the UK Railway Research and Innovation Network – UKRRIN and centred on the University of Birmingham), an impressive example of how strategy is being put in place. It has the potential to become a powerhouse of digital technology development activity for railways, with strong industry collaboration and input, and it could facilitate the growth of expertise to support the DRP. Also, the National College for High Speed Rail is certainly developing future skills, supported by companies, including WSP, to provide expert, practical training and curriculum development drawn from senior experts working on leading-edge projects like HS2. Personally, I am optimistic that we can build the skilled workforce that will deliver the future railway. The students I was privileged to speak with and observe – as part of the National Training Academy for Rail (a joint project between the National Skills Academy for Rail (NSAR), the Department for Business, Innovation & Skills (BIS) and the Department for Transport (DfT), with industry partner Siemens) – were switched on to new technology and not short on ideas that will benefit and challenge our rail industry. Facing the future: the key to success Our round table was unanimous in its belief that the industry is facing big change, and that it will need to adjust accordingly. Encouragingly, this view is shared by NSAR, which specialises in talent planning and the development of training standards and plans, stating: ‘The industry is set to go through a major period of change in the coming years requiring a transition of skills from those needed for today’s railway to those for the future railway. Managing this transition process is a key task for NSAR.’ It is vital that qualifications in rail
Suppliers also face the challenge of not knowing what mix of expertise will be required, and how rapidly this will change with time. For example, how greatly will traditional signal engineering expertise support DRP projects?
through MSc courses are tailored to the overall strategy so that our future pool of talent are aligned with what they will need to deliver. Universities must step up and work closely with the industry to deliver these skills, so we can develop a better railway. In general, the industry must collaborate within itself and with academia to identify the skills required, plan for the transition to train and support the people who ultimately will be delivering and operating the future railway. Neil Franklin, the Head of Skills Intelligence at NSAR, sums up this need for collaboration perfectly: ‘On something as complex and challenging as the DRP, if there is no effective collaboration, you won’t find an effective set of solutions. It’s critical to enable success. The way the WSP Round Tables brought people from all parts of the industry together is an example of how seemingly insurmountable challenges can be overcome.’ In the light of the success of the first set of round table sessions WSP has commenced a further programme focusing on the people and operational issues. Collaboration is the key, working together we can deliver success. For more information contact email@example.com.
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Putting logic into construction logistics Debbie Simmons, Victa’s Contract and Resources Manager outlines the company’s ethos and explains how Victa developed and benefited from the collective approach
icta Railfreight’s approach to construction logistics is based on decades of experience supporting major projects, its culture of collaboration and a good bit of new thinking. Major construction projects have historically offered the UK’s rail freight industry significant volumes of traffic and continue to offer considerable business growth opportunities as the movement of coal for electricity generation has all but slipped into history. Huge projects such as the Channel Tunnel, HS1, Heathrow Terminal Five, regeneration around London and Crossrail have needed equipment, materials and waste moved to and from sites up and down the country in such quantities that rail was the only show in town that could handle it, one
It’s good to know that it’s not just rail freight’s big players, the operators, suppliers and wagon lessors for example, that are dictating this business activity. Smaller yet highly experienced companies are bringing their skills and knowledge to an industry that has sometimes been accused of discarding expertise
very heavy supply chain. Add to that Network Rail’s Railway Upgrade Plan for the period ending in 2019, its biggest programme of network upgrades for decades plus, for example, the third Heathrow runway and HS2 and you have a sizeable amount of logistical work to manage. It’s good to know that it’s not just rail freight’s big players, the operators, suppliers and wagon lessors for example, that are dictating this business activity. Smaller yet highly experienced companies are bringing their skills and knowledge to an industry that has sometimes been accused of discarding expertise. One of the smaller yet rapidly growing companies is Kent based Victa Railfreight. Victa has grown as a business since it was formed in 1995. It offers a range of company activities for the construction market and is now an established provider of operational support services, including construction logistics, train operations, service solutions, training and assessment and management services and advice.
Collaborative approach Its success in recent years is due in no short measure to the company’s collaborative approach to business. It’s a method that has brought results. Victa’s success over the past few years has seen turnover and staff numbers grow from £400,000 and 23 in 2015 to £6.5 million and 130 in 2018. The key factors of our business offer include our collaborative culture, our range of services, our experience and our specialist knowledge of how rail can most effectively support big projects. We have always looked to work together with industry partners to maximise the efficiency of scarce resources and to get the full benefits of synergy. Our support to these projects often starts with consultancy assignments and evolves to include a significant operational element to support the construction programme. On Phase One of HS1 our partnership contract with the main contractor for track laying and overhead line works Amec-Spie followed on from the initial operational advice and included a full rail logistics support Rail Professional
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package worth £5.6 million. This included management of the overall rail operation serving the fifty mile-plus long construction site, managing and operating a large railhead with 18.6 miles of track, dealing with 72 plus train movements per day plus ancillary shunting at its peak. Then there was the training of over eighty staff and the supply of locomotive and wagon resources alongside those provided by (then) EWS, Freightliner Heavy Haul, GB Railfreight and Spie. It was a collaborative operation and we were closely involved with these rail partners in delivering the threeyear work programme, including testing and commissioning. Terminal Five and HS1 At Terminal Five, we provided operational validation of the design, input to the methods of working and then management of the Colnbrook Logistics Centre Railhead, which received trains operated by two freight operating companies with whom we worked closely to meet customer requirements. We also researched and established the rail-based supply chain for the ninety thousand tonnes of reinforcing steel used on the project. We subsequently provided operational input to the hub created at Chatham Docks to handle and dispatch the steel on a ‘just in time’ basis as part of a team including (then) EWS and Total Shipping Services. Phase Two of HS1 was similar to Phase One, supporting ACT (Alstom, Carillion and TSO) in managing and delivering construction rail operations for the tracklaying, overhead line erection and ‘fit out’ contract from North Kent into St Pancras, much of which was in tunnel. It involved railheads on both sides of the River Thames and the constrained sites on which these were located presented a number of logistical challenges. Again, we were involved with a number of other partners from mobilisation through to final testing and commissioning.
Crossrail Our involvement with the fit out of the Crossrail tunnels under London has again been as one of a number of suppliers providing the operational manpower for the construction trains for ATC (Alstom, Costain & TSO). As well as providing the operational staff, we have also been able to offer our training services to the project and provide management support in key operational roles. This prestigious construction project is now in its final stages with commissioning taking place, again with the support of Victa staff working alongside teams from both ATC and the rolling stock and signalling suppliers in both ‘in cab’ and supervisory positions. The one common theme with all of the projects which we have been involved in has been our culture of openly working together with other parties, whether that be train operators, service providers or other supply chain partners to provide a ‘joined up’ solution to the client or principle contractor’s requirements. As assets and resources within the rail freight sector get scarcer, this collaboration becomes even more important as there is now no dominant freight operating company with spare capacity waiting in the wings for these sorts of large contracts and so it is inevitable that more than one operator is likely to be involved to meet the volumes and timescales imposed by major projects. This very much lends itself to our business model, Victa can offer huge value by coordinating these resources and providing ‘operator neutral’ shunting and support services at terminal locations, as we have on the projects on which we’ve been previously involved. Attention to detail is also vital on these sorts of jobs and relatively simple tasks that could be made more complicated with multiple operators can be dealt with by Victa’s locally based experienced staff. For example, we can manage fleets of
wagons used by more than one operator to ensure maintenance and repairs are properly planned and the wagons placed in the right place at the agreed time. This has to happen in conjunction with the wagon owner or hirer, thus maximising fleet availability – vital when large volumes of material need moving cost effectively and in tightly defined timescales. The construction of HS2 is another major business opportunity and Victa, obviously eager to be part of the team working on the project, is already engaged with key contractors who have won packages of construction work. I am confident that the company will be part of the overall logistics solution for this massive construction project, again working in partnership with others. Victa Railfreight is now a business recognised for its strength to adapt to the changing requirements of its customers in the logistics and rail freight industries. Having been involved in other major rail construction projects our experience in all aspects from successful recruiting, high quality training, expertise and knowledge on all aspects of rail operations is ideally suited to supporting the HS2 project. Our ethos is that safety matters, people matter and as long both these combined elements are managed by the right people in the right way, anything is achievable. Victa’s experience – its Managing Director, Neil Sime, has worked in the rail freight industry for over 38 years – when coupled with its operator neutral stance gives it the ideal basis for people development services. Victa is providing a range of training and development courses not just for the UK market but also for companies with European interests and, potentially, passenger as well as freight. Collaboration with training providers such as the National College for High Speed Rail to provide the next generation operations and logistics professionals for construction projects is also on the Victa agenda. Times have changed and now, some twenty years after the privatisation of the railways, there is much to be said for the structure of the rail freight sector. With no single dominant freight operating company and a significant number of small to medium sized businesses bringing competition the inevitable result is choice, innovative thinking and competitive pricing. Britain’s freight railway is helping the construction industry to build and rebuild the country’s infrastructure. Recent history says that Britain’s freight railway will succeed and go from strength to strength. Rest assured that Victa will stand shoulder to shoulder with the rest of the industry.
Debbie Simmons is Victa Railfreight’s Contract and Resources Manager Rail Professional
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Rail workshops have long used the WALLRail workshops have long used the WALL-MAN® MAN® and LIFTMAN™ pneumatically powered and LIFTMAN™ powered platforms whichpneumatically are well-accepted as standard platforms are well-accepted standard practice forwhich accessing carriages andas wagons at practicefor forprep. accessing carriages and wagons at height and painting. height forsometimes prep. and painting. A feature requested is a platform A feature sometimes requested is a platform to carry two persons for when more than to carry two persons fortowhen than two two hands are required carrymore out the task. hands arenow required to carry out the task. We We have introduced the WALL-MAN® arewhich now introducing WALL-MAN® XL will lift two the people up to 6.0XL m which will liftground two people upthan to 6.0adequate m abovefor ground above – more rail – more than adequate for rail applications. applications. Readers wishing to know more are invited to contact us below but briefly these units areentirely entirelyair-operated air-operatedand andmeet meetall all are international standards and regulations for personnel lifting. The 25 30 years of experience of serving the rail sector is offered to help solveyour yourworking-at-height working-at-heightprocedures, procedures, solve safely and efficiently, with less operator strain, quicker job turnaround and a better paintfinish. finish. paint WhilstWALL-MAN® WALL-MAN®isisusually usuallyaafixed fixed Whilst installation inside a paint booth; the system can also be erected in an open work area for prep.applications applicationsusing usingpurpose purposedesigned designed prep. steelwork.LIFTMAN™ LIFTMAN™isisaafree-standing, free-standing, steelwork. steerable platform which allows work areas to be kept free of obstructions. Operators canmove moveeasily easilyfrom fromlocation locationto tolocation location can withouthaving havingto toreturn returnto tofloor floorlevel. level. without Working height at shoulder is approx. 4.5m.
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How digital technology is transforming the supply chain Digital technology has been transforming business practices and processes for some time and the Industrial Revolution 4.0 is having a huge impact on all commercial sectors including rail
he increasing expectations of passengers and Government regulators are providing the impetus for train and network operators to invest in new systems and technology that will deliver long term financial and operational benefits. The intent of the UK rail network could not be clearer, as highlighted by the launch of Network Rail’s Digital Railway which intends to bring technologies, e.g. signalling, for track and infrastructure together, along with the procurement for each. This places a greater emphasis on a fully ‘connected’ railway, which requires a slicker supply chain to support it, and contribute to operational and maintenance efficiencies. An example of such performance gains will be the ability to keep trains running for longer without disruption by minimising planned or unscheduled maintenance interventions, enabling service episodes to be controlled by condition-based intelligence. Presentation at Infrarail David McGorman, Unipart Rail’s Digital Director, recently presented the concept of an integrated Condition Based Supply Chain at this year’s InfraRail exhibition. The concept involves the seamless management of real-time data and information, combined with multiple data sources relating to the asset, to deliver increased operational efficiencies and maintenance savings. David said: ‘For the train or network operator there are many benefits in having a condition-based supply chain such as maintenance optimisation and increased asset availability. By moving from scheduled maintenance to maintenance by condition or preventative based maintenance there will be cost reductions and increased efficiencies to realise in the utilisation of client’s workforce who can focus on vehicle and track enhancements.’
David McGorman, Unipart Rail’s Digital Director, recently presented the concept of an integrated Condition Based Supply Chain at this year’s InfraRail exhibition. The concept involves the seamless management of real-time data and information, combined with multiple data sources relating to the asset, to deliver increased operational efficiencies and maintenance savings The Condition Based Supply Chain offers the management of data and information, combined with data sources from the asset, to deliver increased operational efficiencies and maintenance savings. ‘On asset’ sensors are one source of data, but other
information can be used to help monitor and predict the need for replacement parts. Instrumentel web portal Data analytics services in reports, or automated online, can be used to inform Rail Professional
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There is, however, a wider issue where monitoring an individual component in isolation could give you an incorrect reading. With the complexity of systems onboard and trackside, the potential of system and intersystem effects are high a predictive maintenance regime. The Instrumentel web portal – Paradigm Insight – is used to display performance data, deliver notifications on any device, and provide transparency and traceability of the
supply chain network. Crucially, Paradigm Insight is more than just the display of data – its powerful ‘back office’ server tools also learn the ‘normal’ operating parameters of complex technology and compare it against the expected performance. It also identifies ‘expected’ off-target performance (such as a person blocking train doors) and ‘profiled’ off-target performance (such as the first signs of motor failure) – meaning that maintenance is only triggered by a profiled (or unexpected) event. Complex algorithms There is, however, a wider issue where monitoring an individual component in isolation could give you an incorrect reading. With the complexity of systems onboard and trackside, the potential of system and intersystem effects are high. Induced currents in components from power systems, insufficient shielding from system parts, or misread frequencies can cause apparent component off-target performance. Through monitoring all system components and layering the offtarget performance to geographic and environmental (weather) data, Paradigm Insight provides a richer more accurate view of the asset performance.
The four ‘C’s The use of digital technology to improve the effectiveness of the supply chain will have a large impact on the UK rail industry performance imperatives – four ‘C’s (Cost, Carbon, Customer and Capacity). Cost reductions across the four ‘C’s: • There will be cost reductions for maintenance operations as they become more focussed on replacing parts that are actually wearing out • There will be less delivery vehicle movements as the supply chain is more coordinated to reduce carbon emissions • The customer will have more reliable vehicles to travel on as work-teams focus on train and track enhancements instead of maintenance tasks • There will be increased capacity as the trains are out of service less regularly. The future of supply chains Implementing new Digital technology is the only way that the rail supply chain can meet the challenges of the four ‘C’s. Existing systems need to speed up and be much more coordinated to reduce friction. Tel: 07971 958933 Email: email@example.com Visit: www.unipartrail.com/cbsc
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CONTACTLESS PAYMENT |
A signpost to the future of public transport Over half of London’s tube journeys are now paid by using contactless transactions, Guy Moreve, Head of Marketing at Paymentsense, breaks down the numbers
ontactless payments were only introduced in 2014, but the data published by TfL shows that consumers have been adapting positively towards this technology – and now even increasingly
Offering the possibility to use contactless payments, public transports do not only take a step ahead into the future – it might also be a great opportunity to improve their service and thus to initiate more people to make use of their transport system
using their smartphone or Apple Watch to ‘tap and go’. This enables people from different countries to use London’s transport system in a convenient way when they arrive at Heathrow or at the London
City Airport for example. However, the situation outside London looks a bit different for the rest of the UK. In a recent study on two thousand UK residents, Paymentsense found out that Rail Professional
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Top ten industries for contactless card transactions Top ten industries transactions Merchant Type for contactless card Sum of Contactless Transactions Merchant Sum of Contactless BAKERIES Type 6,395,254 Transactions FAST FOOD RESTAURANTS 12,695,781 BAKERIES 6,395,254 DRINKING PLACES 14,852,424 FAST FOOD RESTAURANTS 12,695,781 DRUG STORES & PHARMACIES 2,904,586 DRINKING PLACES 14,852,424 EATING PLACES & RESTAURANTS 59,206,613 DRUG STORES & PHARMACIES 2,904,586 NEWS DEALERS & NEWSSTANDS 672,925 EATING PLACES & RESTAURANTS 59,206,613 CATERERS 422,240 NEWS DEALERS & NEWSSTANDS 672,925 PACKAGE STORES -‐ BEER, WINE & 1,272,863 CATERERS 422,240 LIQUOR PACKAGE STORES -‐ BEER, GIFT, CARD, NOVELTY WINE & 1,272,863 1,922,428 LIQUOR CIGAR STORES AND STANDS 1,051,247 GIFT, CARD, NOVELTY 1,922,428 1,051,247 CIGAR STORES AND STANDS Top ten cities for contactless transactions Top of Transactions City ten Sum cities for contactless transactions City Sum of Transactions BRISTOL 8,297,118 LONDON 38,514,219 BRISTOL 8,297,118 BRIGHTON 6,775,089 LONDON 38,514,219 HULL 1,960,002 BRIGHTON 6,775,089 BIRMINGHAM 10,000,609 HULL 1,960,002 YORK 2,217,563 BIRMINGHAM 10,000,609 LEEDS 3,655,217 YORK 2,217,563 NOTTINGHAM 3,195,920 LEEDS 3,655,217 OXFORD 3,450,293 NOTTINGHAM 3,195,920 NORTHAMPTON 2,211,404 3,450,293 OXFORD to improve opportunities 2,211,404 there is still scope NORTHAMPTON contactless payments in public transport. for Around 42 per cent of their respondents claimed they wished public transport and
taxis (forty per cent) in their areas would support contactless transactions; fifty per cent would like to be able to use their contactless for car parks, making ticket machines redundant. Offering the possibility to use contactless payments, public transports do not only take a step ahead into the future – it might also be a great opportunity to improve their service and thus to initiate more people to make use of their transport system. As the research carried out by Paymentsense further reveals, we’re slowly drifting into being a cashless society, with thirty per cent of interviewees stating they would even go to another shop if the vendor didn’t accept card payments. With the use of contactless almost tripling in 2016, and forecasts expecting it to make up more than one in four (27 per cent) of all payments by 2026, this highlights the importance of offering (contactless) card transactions in order to survive today’s market. The card processing specialists thus
Businesses today have to embrace technological change and cater to their customers’ needs, helping them to make the most out of their journey Rail Professional
Sum of all Card Transactions Sum of all Card 8,876,300 Transactions 21,794,147 8,876,300 25,762,223 21,794,147 5,317,927 25,762,223 108,822,552 5,317,927 1,298,455 108,822,552 833,993 1,298,455 2,534,830 833,993 2,534,830 4,401,842
2,484,530 4,401,842 2,484,530
Contactless Rate Contactless 72.05% Rate 58.25% 72.05% 57.65% 58.25% 54.62% 57.65% 54.41% 54.62% 51.83% 54.41% 50.63% 51.83% 50.21% 50.63% 50.21% 43.67%
42.31% 43.67% 42.31%
Contactless Transaction Rate
Contactless Transaction Rate 59.50% 57.06% 59.50% 55.85% 57.06% 55.73% 55.85% 52.97% 55.73% 51.68% 52.97% 50.14% 51.68% 50.12% 50.14% 48.99% 50.12% 48.35% 48.99% 48.35%
looked at the top ten industries in the UK taking a lead in implementing contactless card payments. Unfortunately, public transports have not been listed as part of this top ten. This means that there is still a potential to implement this technology in order to foster growth. Of course, this development slightly differs from region to region. Alongside the survey they conducted, Paymentsense also analysed relevant data to reveal the UK cities leading this growth with those in the top ten expected to go cashless first. Compared to ten per cent of people aged 55 and over, especially younger consumers between 18-24 seem to be in favour of contactless card transactions, as 42 per cent of them claimed it was their favourite form of payment. This could be another proof that contactless card payments are a signpost to the future. Businesses today have to embrace technological change and cater to their customers’ needs, helping them to make the most out of their journey – may it be in a store or on public transports. Find out more about the study here: www.paymentsense.co.uk/capital-of-cardpayments/
Developing, building and maintaining railway Infrastructure since 1989
Delivering international projects of both OLE and Track infrastructure in complex and challenging conditions, Neopul creates and implements the procedures to always work within the highest Technical and Health and Safety standards.
BOOK REVIEW |
Ordsall Chord: Manchester’s Missing Link A journey into the creation of a landmark, a new book documents the creation of Manchester’s Ordsall Chord
ecember 10 2017 was an historic day in Manchester. The first passenger train ran over the Ordsall Chord, the iconic new railway viaduct that connects the city’s three mainline stations for the first time. It’s a project that stirred up strong opinions due to its position on the ‘railway equivalent of Stonehenge’ (English Heritage), but ultimately was met by widespread praise from quarters as diverse as railway enthusiast Pete Waterman and Roger Stephenson, a relative of George Stephenson who engineered the Liverpool and Manchester Railway (L&MR) which the Ordsall Chord crosses. A new book, Ordsall Chord: Manchester’s Missing Link, charts the eventful journey from conception to completion. Ordsall Chord: Manchester’s Missing Link The idea of linking Manchester’s Piccadilly, Oxford Road and Victoria stations has been around since the 1970s, when congestion on the city’s railway began to be a serious problem. Various solutions were put forward and rejected until the Ordsall Chord found the optimum balance of design, cost and the ability to successfully handle all of the numerous heritage assets involved in its construction. This final point gave the project team a whole extra layer of planning, research and consultation. It also gave way to a fascinating part of the book which documents how the Stephenson Bridge was revitalised and made visible for the first time since the middle of the 19th Century. The key stages in the project are meticulously documented, bringing the reader into the Northern Hub Alliance, a collaboration between Network Rail and
the main contractors which worked to a set of shared principles, values and behaviours and produced a level of teamwork hitherto unseen on a project of this scale. A rich portfolio of imagery As well as detailing the construction of the Ordsall Chord and the many surrounding issues, Ordsall Chord: Manchester’s Missing Link is also a rich visual portfolio. The Rail Professional
| BOOK REVIEW
majority of the imagery was supplied by Manchester-based photographer Matt Nichol, who was given full access to all areas of the scheme. This created a fascinating and at times visually stunning account of how the Ordsall Chord was created, including the use of temporary works, which played such an important part in the project. For example, in constructing the new pedestrian and cycle bridge over the River Irwell, the Alliance team used the structure of the Prince’s Bridge (which was demolished before the new bridge was built) as a piling platform. The largest temporary works in the entire project came in the form of two of Europe’s most substantial crawler cranes, which were used to lift the network arch bridge into place. The Liebherr LR11350 crane – the larger of the two cranes – required a counterweight of 580 tonnes to stabilise its towering form when lifting the arches of the bridge. This was the subject of mass media attention on February 21 2017, and was captured from all angles in the book by Matt. A smaller proportion of the photographs in the book were taken by different members
of the project team. Informal, a little fuzzy and at times humorous, these pictures are just as important in giving the reader a real insight into the day-to-day experience of the Northern Hub Alliance, from safety training to the control room – and the receipt of industry awards. Computer-generated images of how the Ordsall Chord was expected to look, along with building information modelling (BIM) – showing the team’s 3D approach to design – and historic images of Manchester’s great rail heritage, give further depth and variety to the visual side of the project. The missing link between the past and the future The seven major packages of work were delivered over a series of disruptive blockades, which were planned months in advance and agreed with a wide range of stakeholders. One section of the project even saw the realignment of Trinity Way, keeping road traffic moving while the railway took shape. To the observer, the Ordsall Chord is a highly visible ‘rusty railway bridge’ – socalled because of its use of weathering
steel. However, the project comprised a further six bridges, two Victorian viaducts, enhancements to existing railway lines and one of the most complicated re-signalling schemes of the last forty years. Manchester made history in 1830 when the Liverpool and Manchester Railway became the first entirely double-tracked railway, relying solely on steam power, with no horse-drawn traffic permitted. The Liverpool Road station building (now part of the Museum of Science and Industry) is the world’s oldest surviving terminal railway station. The Ordsall Chord will stand as a landmark for the foreseeable future, crossing a newly rejuvenated Stephenson Bridge – forming a symbol of the old and the new. Pete Waterman OBE, record producer and Chair of Cheshire & Warrington Local Transport Body had this to say: ‘We should have created the Ordsall Chord sixty years ago. It will restore the Grade I Stephenson Bridge, which has probably never been seen by ninety per cent of the people living in Manchester. This project will allow the next generation to be better connected.’ Andy Burnham, Greater Manchester Mayor, added: ‘Greater Manchester has long called for the Ordsall Chord to unlock capacity on the rail network across the north. A modern, well connected rail network is vital to unlocking the full economic potential of our city-region and the whole of the north of England.’ Ordsall Chord: Manchester’s Missing Link was written by Rob Havercroft of Mercury Group and James Davies of the Northern Hub Alliance (Siemens), with support from Jennifer Chybalski. Photography was supplied by Matt Nichol. It was designed and published by Mercury Group and is on sale at £25 (plus postage and packaging) – www.ordsallchordbook.co.uk
rail mancHe finance
RMF is a leading provider of railway reservation based international settlement and clearing services, providing sophisticated revenue and cost allocation, including business critical management information
Times House, Bravingtons Walk, Regent Quarter London N1 9AW Tel: +44 (0)20 7042 9961 firstname.lastname@example.org
Industry leaders in rail engineering and construction VolkerFitzpatrick offers a fully integrated approach that delivers efficient and innovative solutions. We undertake the design and delivery of rail infrastructure projects, including:
• Major enhancements • New stations / upgrades • Structures
T: 01992 305 000
• New depots / modifications • Earthwork renewals
CASE STUDY |
Taking fall protection to new heights at London Bridge Network Rail has redeveloped the 180-year-old London Bridge station – the fourth busiest station in the country with over 54 million passengers passing through every year
o redevelop such a vast, complex site Network Rail required a team that would work together with one goal in mind and add value by presenting viable solutions. Designed by Grimshaw, the remodelling of the station integrated Victorian architecture with 21st Century infrastructure, including a new, naturally lit concourse larger than the pitch at Wembley Stadium. This has unified the station and all its platforms for the first time, providing more space and making the station easier to use, as well as enabling more high-quality facilities to be added. Specialist envelope company Prater carried out the design, supply and installation of the pre-cast concrete platforms and roof canopies as
We enjoy a very strong working relationship with MSA. Eurosafe has grown alongside them to be the company we are now. It’s a real collaborative partnership where we have a shared passion and drive. We’ve pushed MSA a lot technically, constantly coming up with new challenges and asking if they can make it happen. And they always do. We use MSA as our go to fall protection because we trust them and know they won’t let us down
well as a bespoke structural glazing package across the platform level, street level and retail areas of the site. Prater appointed Eurosafe Solutions to meet the safety at height requirements for the vast expanse of new roofing. Eurosafe Solutions are registered installers of MSA Latchways engineered lifelines and were able work closely with the manufacturer to provide a bespoke fall protection solution. The requirement The project took place in phases as part of the Thameslink program, so the station could remain open throughout construction. This meant that much of the work had to be carried out in the relatively quiet period between 11pm and 4am. To add to the challenge, the working environment itself was also high risk with workers, including those installing the safety systems, carrying out their tasks above a live railway line and inside a busy railway station. Prater overcame the challenge by utilising the 3D model of the station and recognising that the only way to deliver successfully, safely and on time was to unitise the roofing
Client: Network Rail Requirement: Safety and access for maintenance workers on new roof area Solution: Horizontal fall protection Product details: MSA Latchways Constant Force Post® system
package. After early engagement with the supply chain – including Severfield and Bailey – and discussions with Network Rail and the architect, a decision was made to invest in and build a full-scale constructability prototype in North Yorkshire. Rail Professional
| CASE STUDY
The requirement for Eurosafe was to then develop the layout and strategy for a safety at height system to be installed on the new roof which would allow access during construction and for future regular maintenance work. MSA had already been discussing the project with the building’s architects and joined forces with Eurosafe to design a solution that would not only allow their operatives to work safely at height but would also look aesthetically pleasing in conjunction with the new roof. An additional system was needed to access the underside of the roof area to maintain the structure and essential services such as lighting. Because of the complex geometry of the roof’s wave design, and a number of hard to reach areas, this had to be a completely bespoke design. The solution MSA and Eurosafe enjoy a long and successful relationship, having worked closely together since 2001. Over this time Eurosafe has posed many technical challenges to MSA resulting in the components being used in innovative ways. Together they have been able to provide
the most effective solutions for a variety of bespoke environments; London Bridge station was just such a challenge. Eurosafe chose the MSA Latchways Constant Force Post (CFP) cable system for a complete rooftop fall protection solution. It is the only system approved by Kalzip, who supplied the roof at London Bridge. Installation was complicated by the unusually short roofing sections, a consequence of the roof’s wave design. However, as a result of the CFP system being versatile, the team were able to work with the roofers to decrease the spacing of the CF Post. Six metre sections of the roof and CFPs were then built off-site, in cassette form, in a factory near Doncaster – before being shipped in and installed. Due to the location, building the aluminium cassettes in situ was not possible and would have represented a number of health and safety challenges. The decision to unitise the roofing package and segment 1,100 individual aluminium cassettes – all built within a specialised offsite manufacturing facility – was taken to combat this, ensuring the strict phased timescale for installation was met and the complex geometric design of the canopies delivered. Prater mounted temporary safety systems supplied by Eurosafe to each cassette so the roofers could join the cassettes together during the construction phase. These were then made permanent by Eurosafe after the roof was completed. An unforeseen advantage of this system was that by working off site, the amount of scaffolding needed at the station was reduced, providing a valuable cost saving. Another aspect of the bespoke CFP system was that different length lanyards and harnesses had to be used for specific areas where the roof area tapered. MSA and Eurosafe were able to offer a colour coded lifeline to ensure this was clearly visualised for the user. The team also created bespoke components to link the CFP system around London Bridge station with that of the
adjoining building, the Shard. For the second part of the safety at height provision, Eurosafe installed over a thousand metres of NP01 monorail to the undersides of the roof to carry a cradle for maintenance workers. This enables access to all areas of the new concourse where cherry pickers cannot be used due to restricted space and voids below. The cradle can be controlled remotely from the concourse for testing and employs features such as laser sensors to avoid contact with any part of the structure. Together, MSA and Eurosafe had to overcome many logistical problems on the new London Bridge structure. Having done so, this project was a great success, helped by Network Rail’s insistence on going the extra mile wherever the safety of its staff is concerned. The phased approach of the project also meant the project was delivered on time to Network Rail in January 2018. Benefits to Network Rail Meets all legal requirements – MSA systems are fully compliant with current legislation and meet EN 795:2012 and CEN TS 16415. System longevity – annual maintenance will be easier as a result of the high quality of materials used. Aesthetic results – MSA worked closely with the architects to ensure their systems fit in seamlessly with the overall structural look. Greater productivity – The system’s ease of use will result in simpler and faster roof maintenance. Gavin Ellis is Managing Director of Eurosafe Solutions
MSA - The Safety Company All around the world, people work safely at heights thanks to MSA fall protection systems. With nearly a hundred years of experience at the cutting edge of fall protection, MSA sets the standard for innovation, performance and quality. MSA is trusted to ensure worker safety on a wide range of buildings and structures, as well as throughout industries such as aerospace, oil and gas and energy and utilities Tel: 01380 732700 Email: fallprotection@MSAsafety.com Website: www.MSAsafety.com Rail Professional
BUSINESS PROFILE |
Galvanizing: the sustainable finish Galvanizing is the most sustainable finishing process available, and with ever-evolving new technologies, it is increasingly becoming even more environmentally-friendly
teel is a vital raw material in many industries across the world, but as a metal, it is highly prone to corrosion. In fact, it’s estimated that worldwide, one tonne of steel turns to rust every ninety seconds, which means that for every two tonnes of new steel produced, one is made simply to rust. Galvanizing protects steel from corrosion by coating the metal with zinc to prevent it from rusting. Clean steel components are dipped into molten zinc at temperatures of up to 450 degrees, where a series of zinc-iron alloy layers are formed by a metallurgical reaction between the iron and the zinc. Unlike other finishes, the process of galvanizing results in minimal waste, as any zinc that doesn’t instantly form a coating on the metal remains in the galvanizing bath and is subsequently reused. The non-ferrous properties of the zinc itself enable it to be recycled again and again without any loss of its physical or chemical constitution. A further benefit of galvanizing is its low whole-life cost. The process only needs to be carried out once and will result in corrosion protection that can last up to seventy years without the need for any time or resource-intensive maintenance or replacement, thus improving economies of scale and savings in energy. Galvanized products, once constructed or installed, can also be removed, re-galvanized and reused, as well as being easily recycled with steel scrap in the steel production process. The galvanizing process does experience evaporative loss through the initial cleaning of the steel which goes through a degreaser, diluted acid and a cold-water rinse to remove all grease, scale and dirt. This ensures that the steel is in an ideal condition to react
with the molten zinc. After galvanizing the steelwork can also be cooled in a quench tank. As a consequence, water has to be replenished on a regular basis throughout the process.
Rainwater harvesting One method that is increasingly being adopted across both commercial and urban environments is that of rainwater collection and harvesting, and one which Wedge Group Galvanizing has introduced across the majority of its 14 UK-wide plants. Rainwater falling on the site is continually collected via gutters and is recycled back into the galvanizing process, eliminating run-off from sites and reducing the company’s need for main water supply. For example, at Wedge Group’s Worksop plant, £250,000 has been invested to install a five hundred thousand litre capacity tank that captures rain from its twenty thousand square metre yard area, along with a fifty thousand litre tank to gather rainwater from the facility’s roof. The water is then stored in a settlement tank and used within the galvanizing process when required. The organisation’s £6 million site in Sawtry, Peterborough, which has been described as the ‘most advanced hot-dip galvanizing plant in the UK’, incorporates a state-of-the-art rainwater attenuation system built in below ground, which regulates the discharge of surface water after periods of heavy rainfall. The systems used to undertake rainwater collection and harvesting are becoming increasingly sophisticated and effective, with a significant amount of care and attention going into their design and construction
to ensure that they are easy to manage and require minimum energy input. In addition, the company continues to develop more ways of achieving genuine sustainability on a daily basis. One such method is the reuse of ‘waste’ heat from furnaces involved in the galvanizing process, via a system of ducting it through heat exchanger units, which provides heat for both degrease and pre-flux tanks. Low flume fluxes have also been developed which ensure that emission limits are achieved with minimum use of energy-consuming abatement equipment. With its significant innate ‘sustainable’ qualities, long life-span and cost-efficient whole-life savings, hot dip galvanizing can clearly be considered one of the most environmentally-friendly finishing processes available, and with huge efforts being made across the company to ensure that these qualities are continually enhanced, it seems it is long destined to remain a leader in the sustainability stakes. Company profile Wedge Group Galvanizing is the largest hot dip galvanizing organisation in the UK with a history dating back over 150 years. With 14 plants strategically placed across the country, it offers a truly national galvanizing service. Email: email@example.com Visit: www.wedge-galv.co.uk Rail Professional
Beyond the Solution...
At Rowe Hankins our team of professionals have the experience to meet the requirements demanded by our customers and the Oﬃce of Rail Safety Regulation (ORR). Our workshop servicing team oﬀers a proactive programme of support for the life cycle of your electro-mechanical components. Talk to us today about our OTMR conﬁguration and testing, maintenance, switchgear refurbishment and ﬂeet overhaul services.
0161 765 3005
BUSINESS PROFILE |
Rugged and resilient technology Xplore Technologies asks if established approaches and future-tech acceptance can work together in rail
he intensity and concentration of rail, freight and intermodal activities on our small islands – a relative economic powerhouse internationally – puts significant pressure on rail operators to improve logistics precision. So too does the daily obligation of maintaining track, rolling stock, and managing people as customer demands fluctuate. But whatever the UK rail industry could throw at Xplore Technologies would never be more than a fraction of what its equipment copes with in other global rail markets. Xplore has designed and manufactured built-for-purpose rugged mobility solutions for extreme working environments such as transportation and the military for over two decades. Its tablet PCs and handheld computers have established an industrywide appreciation of a must-work-at-allcosts standard of build. Xplore is also the leading provider of rugged mobility equipment in the rail freight sector across the Americas. According to the Association of American Railroads, this region’s rail operation is an annual 2.2 billion tonnes, 140,000 miles of track, 610 route behemoth – 500 million tonnes of freight is intermodal. It is not a
surprise that rail operators are slowly but increasingly becoming acquainted with rugged mobile computing technology, whether handheld, or bolted to a forklift, crane or train. As a reminder, the UK has, according to the Government, around 115 million tonnes of freight moving around 10,500 miles of track. There is, literally, no room for manoeuvre in the UK, making what our rail industries get right so much more impressive. But, could it be even better? The rail industry is notoriously and occasionally correct in its resistance to change. After all, change has been at the heart of some of the rail industry’s biggest failings. But, equally, change has taken rail into operational and efficiency territory it didn’t realise it could achieve. Two freight modes Compare rail and road freight. They’ve run in parallel for decades, but it’s a rare truck or van driver who doesn’t have at least a tablet PC, but more likely a handheld mobile device, to manage and monitor his or her schedule and keep track of every participant and element of the delivery or project process.
Steve Priestley, VP Xplore But rail? It’s still very much remains a paperwork-reliant business. That needs to change. Fortunately, rail operators like Mexico’s Ferrovalle have already proven the business application for rugged mobile computers and demonstrated the efficiency gains that can be made on the locomotive and in the intermodal. Rugged tech devices resist failure from being dropped, soaked, and abused. Builtin durability and performance capabilities are just a few reasons why the total cost of ownership (TCO) for a rugged mobile computer over a minimum three to five-year period is far lower than a ‘consumer grade’ tablet or smartphone in a protective case that one might buy from a tech or mobile retailer. Texas-based Xplore recently moved its EMEA team into a new Farnborough HQ, Steve Priestley, the company’s UK-based International Sales Vice President said: ‘On the face of it, consumer grade tech may appear to be a cost-saving in an industry where cost-saving is key. But independent research says rugged mobile computers make a financial and operational difference, and our team is starting to take that Rail Professional
Schaltbau Transportation UK Limited "
Shaping the transportation technology of the future – with new standards in convenience, safety, efficiency and support
Your trusted partner for access to the full Schaltbau product range including our support for complete turnkey projects, spares, reliability enhancements and full maintenance packages Rolling Stock Products include: • Auxiliary Power • Control – Real Time Monitoring • CCTV, Event Recorders, OTMR • Data Communications • Door Systems and Step Systems • Drivers Desk and Full Cab Fronts • Master Controllers • HVAC • Lighting Systems • Passenger Information • Rail Exteriors – Battery Boxes, Roofs, Windows • Rail Interiors • Refurbishment of Rolling Stock • Toilet Modules and Sanitary Systems Rail Infrastructure Products Include: • Platform Screen Doors • Point Heating Systems • Railway Signal Technology • Shunting Equipment • Tunnel Security Lighting
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BUSINESS PROFILE |
scanner, is immensely useful and practical when it comes to asset management, for instance. Meanwhile, the limits of the new Xplore L10 rugged tablet-based platform will be difficult to find. The 10.1-inch Gorilla Glass-screened tablet has been tested to withstand six feet drops, and practically any environment likely to be encountered in rail: high and low operating temperatures, risk of gas, dust or fluid ingress. It also has the option of a hard handle with a built-in barcode scanner. So where would rugged tech fit in to the future of rail? Network Rail’s Governance for Railway Investment Projects (GRIP) is a prime candidate for more tech inclusion, and, it being rail, rugged may be a valid
message to the UK rail industries.’ According to VDC Research, rugged tablet PCs cost half as much as non-rugged when it comes to TCO. The initial acquisition cost of rugged is higher, but operational cost is significantly lower – usually fifty per cent, often better. But, Priestley adds: ‘That’s just a part of it: rugged equipment is not just more robust all round, it also abides by standards, guidelines, rules and regulations relating to usage in challenging or hazardous environments.’ ‘A consumer grade device in a protective case may look the part – and the few rail industry staff and management who use mobile tech often use such equipment – but it is simply not constructed to resist the knocks of life in the field. ‘Drop a consumer-grade device, and there is more chance it will fail than survive. Drop a rugged, and there is far more chance it will continue to operate than to fail. ‘Now, while it’s vastly inconvenient for your personal handheld or tablet to fail, imagine the knock-on both in terms of operations and management if the day’s maintenance or staffing schedule, freight management or monitoring, or incident management updates are lost because of equipment failure. ‘And this is in the context of a rail industry under immense scrutiny, and a freight sector which is becoming ever-busier given the volumes of goods flowing into, around and out of a country in the grip of a fast-growing online retail and delivery market. ‘But it doesn’t stop at drops: rugged equipment is designed to keep working normally in extremes of heat or cold, minus twenty to positive sixty degrees. Consumer grade will simply fail: try leaving a smartphone on the seat of your van in even
mild sunshine. It will overheat and shut down. ‘Then there’s everyday usage issues you don’t think about until it’s a problem: using a touchscreen wearing gloves in the rain, the constant vibration of a tablet mounted in a locomotive, open ports and screens that come into frequent contact with oils and hazardous gasses, or exposure to blowing dust. Rugged tech is designed from the inside and out to work in those circumstances. ‘Consumer grade rarely if ever does. Rail often means working outdoors: rugged tech screens can be adjusted to be far brighter, meaning glare and sunshine are not an issue, unlike consumer grade. Plus, consumer grade devices are not properly certified for safe use in hazardous locations, which describes many rail operations transporting hazardous cargo.’ Resilient technology But with the UK rail industry steaming through environments ranging from exciting HS2-driven technologies to coping with the challenges of, as the UK Government puts it, ‘our Victorian railway’, Xplore says adoption of the most resilient of technology, rugged, could because of its reliability, help drive all manner of workflow efficiencies. Priestley adds: ‘It’s true the rail industry has adopted rugged to an extent and is doing just fine without wholesale adoption of mobile technology. But if there’s a weak link in the chain when tech is deployed, then consumer-grade masquerading as rugged is it, and it’s just a matter of time before a minor accident in the form of a drop or an exposure to fluid causes a significant issue.’ Xplore has two key rugged products that will be of great interest to the rail industry: the six-inch screen M60 Android handheld, which, when specified with a barcode
consideration. But day-to-day staff management and safety is a key area: biometric clocking on and off shifts, and monitoring rest periods to keep on top of fatigue management which can sometimes be a considerable challenge when contractors finish a shift with one company then go to work a shift on another, putting themselves in considerable danger. Priestley concludes: ‘In parallel, on-line walks, staff records, everything on track – repairs, Japanese Knotweed, vegetation, signals, everything is recorded, but usually on paper. There’s masses of paperwork – could ultra-reliable rugged nudge rail into more efficiency? Maybe not overnight, but the reliability of rugged will hopefully mean that ‘we’ve always done it this way’ and ‘we should consider using more tech in the future’ are equally accepted approaches.’ Tel: 01926 356560 Email: firstname.lastname@example.org Visit: www.xploretech.com Rail Professional
| BUSINESS PROFILE
Bridgeway Consulting eases the pain, so you can make the gain Bridgeway was established in 1995 to provide underwater structural inspection services to Railtrack
• • • • • • •
ver the years, it has expanded its portfolio of services to meet the growing needs of Network Rail and the rail industry to include: Possessions and Worksite Management AC and DC Isolations Site and Ground Investigation Surveying including aerial surveying, utility detection, and monitoring services Building Information Management (BIM) Structures inspections including rope access, confined spaces and diving Permanent Way
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Signalling Engineering Consultancy Rail Training and Assessment Assurance and Compliance HR Recruitment.
In 2017 Bridgeway was awarded the Queens Award for Sustainable Development and named in the London Stock Exchange’s Top 1,000 Companies to Inspire Britain. Managing Director Pino De Rosa said: ‘We are so proud. To be recognised as leaders in our field demonstrating that our values
and actions are truly sustainable is a great honour. It is testimony to the commitment and hard work of our management team and staff, as well as the on-going support of our loyal contractors, suppliers and clients.’
BUSINESS PROFILE |
Obtain RISQS accreditation Bridgeway’s Assurance and Compliance Services team was formed in 2007. Over the last decade it has supported in excess of a hundred clients in obtaining and then maintaining their RISQS accreditation. One of the benefits of using Bridgeway is that you’ll have access to a team of professional safety and compliance specialists led by Assurance and Compliance Services Director, Martyn Durrant. The team has extensive experience in the RISQS accreditation process and currently have a hundred per cent success rate in supporting clients through their annual audits. Evolution Bridgeway’s Assurance and Compliance Services team can now also offer support in obtaining accreditation for the following: • Utility Vendor Database (UVDB) • Constructionline • The Contractors Health and Safety Assessment Scheme (CHAS) • ISO 9001 and 14001 • OHSAS 18001 There are additional benefits to using Bridgeway’s Assurance and Compliance Services team, namely: • Reduction of HSQE/Assurance Overheads – using Bridgeway’s services allows you to minimise your costs in relation to HSQE/Assurance support • Professional HSQE Advice – legislation is constantly changing, and it can be difficult to maintain compliance. Bridgeway ensures that you are kept up to date with legislation changes that are relevant to your operation and activities • Pre-audit attendance – the pre-audit service ensures you’re properly prepared for your RISQS audit and therefore have
the best possible chance of passing • Audit attendance – audits can be stressful, but Bridgeway’s team ensure the day goes as smoothly as possible. It has supported clients on audits for a number of years and its know-how can prove invaluable on the day of the audit • HSQE Bulletins – Bridgeway receives safety bulletins from a variety of different sources,
including producing its own. By utilising its services, you will share in the benefit of these Potential Increased RISQS Star rating – Bridgeway has experience of helping clients to increase their RISQS Star rating up to the maximum five-star rating Preferred rates for track safety training and assessments – as a client of Bridgeway’s Assurance and Compliance services you will also automatically qualify for reduced rates on Sentinel Rail Safety Training and Assessments HR, Rostering and Competence Systems – Bridgeway has a wide range of HR, Rostering and Competence Systems that it has developed as the business has grown. You can benefit from Bridgeway’s experience by utilising this knowledge and these systems Regular updates of Railway Group and Network Rail Standards – you will receive quarterly updates on changes to Rail Industry Standards, saving you the time and effort having to keep updated through other channels Site Audits – Bridgeway’s offers an independent Site Audit service throughout the UK. This allows you to benefit from its expertise in order to manage your site safety Railway Insurance – Bridgeway has a good relationship with a number of UK Rail Insurers and you can benefit from this relationship with preferential rates and appropriate cover on offer
• National coverage – the Assurance and Compliance team support clients across the UK, ranging from Glasgow in the North, Swansea and Plymouth in the West, Brighton in the South and Norwich in the East (as well as all points in between!). Testimonials ‘We have used Bridgeway for preparation and support at our RISQS audit and have always found them to be knowledgeable, professional and have ensured everything has gone smoothly’ Jem Scaffolding. ‘Bridgeway’s support in maintaining our RISQS accreditation and their experience and know how makes the process as painless as possible. Also, their overall knowledge of the RISQS system has been invaluable, helping us to achieve afive-star audit rating for the last three years’ Blakes Self-Loading Vehicles. ‘Bridgeway supported us in obtaining our RISQS accreditation and their experience made the process a success. They are now also assisting us with our ISO 9001 accreditation in the same manner’ In Situ Site Investigation. Coming Soon... Bridgeway is currently in the planning process to start running regular Assurance and Compliance conferences throughout the UK. These conferences will allow you to keep up with the latest Health and Safety news, learn more about the wide range of services Bridgeway offers, and also have the opportunity to network with key industry stakeholders. If any of these services are of interest, contact the Assurance and Compliance Services using the details below. Tel: 0115 919 1111 Email: email@example.com Visit: www.bridgeway-consulting.co.uk Rail Professional
TOPOGRAPHICAL & UTILITIES
UNMANNED AERIAL VEHICLE
Site and Ground Investigations
e Rail Professional
0115 919 1111
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Minimising possession time UltraCrete, part of the multi award-winning Instarmac Group, is home to a portfolio of contractor-friendly repair and maintenance products for the rail sector
ltraCrete’s product offering is ideal for a range of applications including the installation of signals, signposts and street furniture, the maintenance of kerbs and sleepers as well as repairs to car parks, concourses and crossings. The materials in the Rail Refurbishment Solutions range have all been independently tested and are proven to provide fast setting and time saving advantages. UltraCrete’s list of repair products is extensive with a number approved for use on the London Underground and Overground. The Midlands-based company’s products have been used all around the world for over forty years with many achieving the HAPAS seal of approval – an independent, nationally recognised, third party system of approval supported by the Highways Technical Advisory Committee. The scheme provides the supply chain with the confidence and peace of mind that they are using products from a trusted, reliable and expert source. For the fast, efficient installation of heavy duty posts and for repairs to concrete sleepers, UltraCrete has HAPAS Approved QC10 F flowable fast set rapid strength concrete. Fibre modified for added strength, QC10 F achieves a 20N/mm² compressive strength after just ninety minutes, is easy to mix and literally pours from the bucket facilitating a speedy application.
Dublin case study These were just some of the reasons why QC10 F flowable concrete was used to carry out track repairs to sections of the LUAS tram line in Dublin. LUAS is a state-of-theart light rail transport system that provides passengers with a high-capacity service that is fast, frequent and reliable. Opened in 2004, the LUAS Tram Line transports thirty million passengers every year across 54
stations and 23.7 miles of track. A section of the embedded track concrete shoulder, adjacent to the road surface, had become damaged after the installation material had failed. Maintenance engineers, Civic Group, used QC10 F to complete the reinstatement overnight during a window of just four hours – ensuring minimal disruption to the tram line and its commuters. Existing material was broken out before QC10 F was poured into the void around the girder rails. The site was reopened within the allotted window thanks to the material’s rapid setting properties. UltraCrete’s Rail Refurbishment range also includes Instant Road Repair which is ideal for first time reinstatements around access covers in station car parks and other bituminous areas. Instant Road Repair has been independently tested and is proven to provide a permanent repair in all weathers – even in wet and freezing temperatures. Instantly trafficable, with no special preparation, Instant Road Repair is the ideal repair product for sites where disruption is not an option. It was also ideal for Premier Rail which used Instant Road Repair to install and repair level crossing systems for key clients such as Babcock Rail and Amey Sersa. The project was part of ongoing maintenance and included the installation of signs, signals, track and access platforms as well as reinstating safety lines. Rail Professional
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UltraCrete Instant Road Repair® cold lay asphalt 10mm grade was used for surface repairs around a number of rail tracks. The easy work formula enables patches to be filled with ease with effortless compaction once in-situ. What’s more, Instant Road Repair is available in 25kg resealable buckets, meaning the lid can be popped back on and remaining material used another day, eliminating any waste and helping budgets stretch further. The project also involved the installation of signals and signposts. This was carried out using Post Fix rapid hardening concrete – another London Underground and Overground approved product in UltraCrete’s Rail Refurbishment Solutions range. Post Fix is a 10mm concrete formulated for sub-surface use and fast installation.
Vandalism protection Ideal for the surface reinstatement of ‘picture frames’ and around access covers, UltraCrete QC6 rapid set surfacing concrete sets in just 15 minutes, so by the time your tools and any traffic management have been packed away, the concrete will have set meaning there’s no time for anyone to walk over it and cause any damage. Some may be surprised to discover that UltraCrete’s Rail Refurbishment Solutions range also includes BS 7533 compliant ecobed fine bedding mortar and Flowpoint rapid set flowable grout. Projects incorporating BS 7533 compliant materials benefit from a reduction in failures and considerable whole life cost savings. UltraScape’s eco-bed and Flowpoint have been independently and rigorously tested by UKAS accredited laboratories to
Combining strength and durability, Post Fix significantly reduces the likelihood of movement damage – eliminating costly repeat visits – sets in 15 minutes and achieves a final compressive strength of 41N/mm². On completion of the project, David Claridge, Director at Premier Rail, commented: ‘UltraCrete products are easy to work with, convenient to store, with a great shelf life.’ The range also includes a selection of high performance bedding mortars. UltraCrete’s M45 rapid strength bedding mortar is the ideal choice for bedding platform coping and kerbs. Opened to traffic in just 45 minutes, M45 helps you keep downtime to an absolute minimum. UltraCrete Envirobed HA104® bedding mortar can be used for the reinstatement of linear drainage and ironwork in areas exposed to extreme trafficking. An environmentally friendly alternative to resin-based materials, Envirobed HA104® can be used in the wet weather and in temperatures as low as one degree – no more delays due to poor weather conditions.
assess their performance capabilities. This removes the uncertainty of site batched mortars and offers a minimum construction life of forty years – all appealing features for UK’s premier concrete frame contractors, MPB Structures which used eco-bed and Flowpoint as part of the redevelopment of Birmingham New Street Station. The long-awaited renovation of Birmingham New Street station transformed what was previously a dark, overcrowded site with poor access for passengers, into a prestigious gateway to the UK’s second city. Highlights include more space and better facilities for commuters, brighter and clearer platforms, a stunning new station façade and a grand concourse enclosed by a light filled atrium. The project included reinstating existing station platforms as well as installing new structures, hardscaping around the station perimeter and creating Birmingham’s ‘Spanish Steps’ – the latter of which was installed using eco-bed fine bedding mortar and Flowpoint rapid set flowable grout. Construction was carried out in
difficult circumstances as the station was fully operational throughout the project. Flowpoint grout was the ideal choice as its rapid setting properties enable areas to be open to foot traffic in just one hour, keeping downtime and disruption to a minimum. Simple to use, requiring only the addition of water on-site, it is poured over the entire area and washed clean, filling all joints evenly, without staining. UltraScape eco-bed provided a perfect bound base for the pavers. It can be laid up
Projects incorporating BS 7533 compliant materials benefit from a reduction in failures and considerable whole life cost savings. UltraScape’s ecobed and Flowpoint have been independently and rigorously tested by UKAS accredited laboratories to assess their performance capabilities. This removes the uncertainty of site batched mortars and offers a minimum construction life of forty years – all appealing features for UK’s premier concrete frame contractors, MPB Structures which used eco-bed and Flowpoint as part of the redevelopment of Birmingham New Street Station to 75mm in one pass, with greater depths achievable using successive layers. The fast strength gain of eco-bed allows pedestrian areas to be trafficked in as little as 12 hours. UltraCrete provides cost-effective, fast track, rail approved materials that are proven to minimise possession time. For further information on UltraCrete’s rail compliant products, or to book a free product demonstration, contact UltraCrete’s team of experts on the below number and email and to download a free copy of UltraCrete Rail Refurbishment Solutions brochure visit the website. Tel: 01827 254402 Email: firstname.lastname@example.org Visit: ultracrete.co.uk Rail Professional
Helping to make a difference. If need, hardship or distress should arise, TBF is here to support its members, helping them to keep the wheels of the public transport industry turning. A wide range of financial, health and welfare benefits for those working in the public transport industry, helping to improve membersâ€™ work-life balance and reduce staff turnover for the employer.
It costs just ÂŁ1 a week Covering the member, their partner and dependent children.
0300 333 2000 www.tbf.org.uk Transport Benevolent Fund CIO, known as TBF, is a registered charity in England and Wales, 1160901, and Scotland, SC047016.
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Engineering solutions Established in 1947, Smillie & Cuthbertson rebranded as S+C Engineering in 2012 to celebrate its 65th year in business
his was the ideal opportunity to redefine its image with a fresh, modern logo and colourful branding which reflects the Business as it is today – a highly skilled, multi-disciplined provider. Now in its 71st year and operating from a new 17,000 square foot premises in Ayrshire, the company has continued to grow and develop its skills, staff, plant and services to offer a bespoke turnkey service to customers across the UK. S+C provides services to many industries including rail, energy, defence, food processing, pharmaceuticals, textile manufacturing, local authority, health boards, environmental waste management, plant hire, transport, printing, construction, agriculture and retail services. Specialising in fabrication, welding, machining and maintenance, S+C’s aim is to work closely with its customers to find an engineering solution to every enquiry. The team can provide innovative research and development skills to explore how its services can best fulfil its customers’ requirements. Since relocating in 2015, S+C has invested in Industry Accreditations such as ISO 9001, RISQS, Safe Contractor and CE Accreditation to Execution Class 3, with ISO 14001 following on shortly. S+C Engineering has worked alongside the rail industry for more than fifty years, manufacturing replacement parts for overhauling and refurbishing rolling stock. This work was first carried out using more traditional methods of manufacture, but now those skills are combined with up to date CNC machinery, 3D CAD software and
a very flexible workforce. In recent years S+C has gained even stronger links in the industry and now counts this as its single biggest sector. S+C has been able to consistently demonstrate the ability to satisfy its customers’ needs, especially where a tight lead time is required on specific parts. This means the company is able to turnaround small batches of parts at short notice at the same time as having the ability to schedule production runs of items required throughout a full long-term refurbishment programme. An increasing demand from the rail sector is for R+D skills, where S+C can work with customers to help them develop solutions to their on and off-track plant and equipment challenges. This area is growing for S+C as it is now being recognised for the flexible approach it has to customers’ needs and also the ability to carry out very quick reactive design changes, taking them to prototype stage or finished build. S+C fabricates and machines in mild steel, corten, aluminium, stainless steel and all engineering plastics. Examples of parts manufactured to the industry are: • Corten roof sections • Roof support structures • Solebar plates • Floor sections • UV valve brackets
• • • • • • • • • •
Wheelchair ramp cupboards Wheelchair brace Grab poles Stainless steel waste pipes Seat grab handles Air bag suspension parts Anti-roll bar brackets Anti-yaw brackets Valance brackets Britool and Facom hand tools.
S+C is a professional, proactive family run business, which treats every enquiry with the same level of commitment. Every job is important to it and S+C aims to always deliver an outstanding service to its customers. Tel: 01563 521819 Email: email@example.com Visit: www.s-c-engineering.co.uk Rail Professional
BRITISH DESIGN AND MANUFACTURING FOR THE WORLDâ€™S RAILWAYS
COMPLETE COUPLER SYSTEMS Design / Manufacture Overhaul / Upgrade
New Wedgelock Coupler for NTFL
William Cook Rail Ltd Cross Green, Leeds, LS9 0DX
Tel 0113 249 6363 Email firstname.lastname@example.org
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Behind the scenes: Diesel supply for trains Greenergy tells Rail Professional about recent legislative changes that require suppliers to blend biofuel into gasoil
reenergy is the largest fuel supplier in the UK, selling more than enough fuel for one in every four vehicles on the road. It supplies diesel and petrol to a wide range of customers including oil companies, supermarkets and bus companies and is also a significant gasoil supplier to the rail sector. Biodiesel blends have long been the norm for road transport, but gasoil supplied to the rail sector has historically been biofuel-free. Recent changes to renewable fuel legislation are changing the market, and rail operators now need to be aware of the implications for storing and handling diesel containing biofuel.
Higher biofuel supply obligations Fuel suppliers have been required to blend biofuel into the transport fuel they supply for more than ten years, but the percentage of biofuel they have needed to include has been relatively low. Historically suppliers could achieve this by blending biodiesel into diesel for their road transport customers, while still keeping gasoil supplied for offroad use bio-free. But in April this year biofuel supply obligations increased overnight from 4.75 per cent to 7.25 per cent, with further rises legislated for in subsequent years. The change means itâ€™s now virtually impossible for suppliers to meet their obligations while still keeping some products free of biofuel, so itâ€™s likely that the market will transition
NORBAR THE VOICE OF TORQUE CONTROL Norbar has a long history of association with the rail industry. Our involvement starts with the manufacturers and then extends through the life of the rolling stock and rail networks. We are also extensively involved with the rail infrastructure; building and maintaining the rail networks. • • • • •
Pneumatic Torque Multipliers Electronic Torque Multipliers Industrial Torque Wrenches Calibration Services Engineer To Order
CONTACT: email@example.com +44 (0)1295 753600 www.norbar.com
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UE G W! LO O TA E N A C L EE LAB R F AI AV
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Caroline Lumbard, UK Trading Director at Greenergy, explained: ‘There is a lot of discussion in the market currently about the introduction of biofuel into gasoil, and about the implications for storage tank housekeeping rapidly to gasoil blended with up to seven per cent biodiesel. Experience to share Caroline Lumbard, UK Trading Director at Greenergy, explained: ‘There is a lot of discussion in the market currently about the introduction of biofuel into gasoil, and about the implications for storage tank housekeeping. When fuels contain a proportion of biofuel, it’s particularly important to ensure that tanks are kept free of water. ‘Therefore, customers with their own storage tanks need to be vigilant in ensuring that water doesn’t accumulate through condensation, tanks are in good condition and connections are well-sealed. ‘Greenergy is already working closely with its customers, as we did when biodiesel was introduced into road diesel ten years ago, to help them manage the change and to share best practice. Biodiesel blends have long been the norm in road diesel, so we have a huge amount of experience to share.’ Greenergy – low cost and high service With a mission to be the fuel supplier with the lowest costs and highest service levels, Greenergy is highly focussed on delivering supply reliability and outstanding customer service. The company has made significant infrastructure investments to manufacture, blend, store and distribute fuel and imports its own fuel products from refineries around the world. It has brought its haulage operations in-house within Greenergy Flexigrid, which now employs more than four hundred drivers. With scheduling, resourcing and customer service all in-house, and with direct communication with motivated drivers, the company is best-placed to control the quality of its customers’ experience. Tel: 020 7400 4764 Email: firstname.lastname@example.org Visit: www.greenergy.com Rail Professional
WHAT’S THE COST OF LIVING? s ance Insur life at a value g from in anyth o £7 £2 t ... n millio
...WE THINK LIFE IS PRICELESS. Smart Depot Personnel Protection System (DPPS™) The Smart DPPS™ is a highly advanced, state-of-the-art protection system incorporating the use of intelligent distributed control and communication technology, as well as electronic personnel datakeys to identify staff working in different safety zones.
The Smart DPPS™:
• Protects staff and equipement • ensures safe and controlled movement of rail vehicles into and out of the depot • allows train maintenance operations to be conducted without endangering the safety of staff or damaging infrastructure
• fully programmable, flexible and functional • pre-configured to function with other Zonegreen equipment and to interlock with third party products • adaptable to the safe requirements of the depot
zonegreen safe working solutions
Find out more at www.zonegreen.co.uk Tel: +44 (0)114 230 0822 Fax: +44 (0)871 872 0349 Email: email@example.com
WEDGE GROUP GALVANIZING Your Galvanizing Partner
RISQS approved, Wedge Group Galvanizing is the UK’s largest galvanizing organisation. With 14 plants across the UK we oﬀer a national service, processing steel from a 1.5mm washer to 29m beam. Our plants are designed and equipped to set industry-leading standards for sustainability and low environmental impact. E: firstname.lastname@example.org T: 01902 600704 www.wedgegalv.co.uk
Head Oﬃce: Staﬀord Street, Willenhall, West Midlands, WV13 1RZ
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Designed with more than safety in mind Damon Cadman, Global Sales Manager at Rowe Hankins, looks at how train operators endure the expense of re-profiling wheels caused by tread and flange wear
ach wheel re-profiling can lose up to 1,860 miles of wheel service on some vehicles. Cost-effective management of the wheel rail interface, to extend rail and wheel life, by intelligent dispensing of customised friction modifiers from onboard systems gives assurance and improved financial performance to operators and asset owners. A recent study undertaken by Rowe Hankins proved how effective an onboard flange lubrication system, fitted only to fifty per cent of a fleet, could offer significant maintenance cost savings. Over several million pounds could be saved during a franchise with rapid ROI by protecting the wheel flange by extending wheel life; improving mileage reducing the number of re-profiling turns required; reducing lathe access demand; less investment in wheelset inventory float for smaller fleets or split fleets and reduced noise in a vehicle and operating environment. The demand for intelligent lubrication dispensing is also being driven by the need to reduce the high-frequency squeal, generated by flange contact points on short radius curves. A recent collaboration in a large US city demonstrated the need to consider not only passengers but neighbours adjacent to the rail infrastructure in densely populated areas and commercial centres. Downtown office complex owners complained regularly to transit authorities and rail operators, about the noise levels in curved station approaches, in some cases breaching statutory safe levels for exposure. Resident campaign groups are emerging more frequently to lobby vehicle owners, operators and transit authorities to reduce noise in areas where wheel squeal, added to a background noise level of forty to fifty decibels, can create high pressure uncomfortable noise levels. Repeated over an extended period of operation, this has been recognised as a cause of stress and anxiety and depression in some individuals; a problem recognised and regulated in flight path impact studies, but not yet fully in the rail sector. Some city authorities have conducted investment studies for noise impact exploring passive measures, such as noise
deflection barriers, or replacement windows for lineside tenants at the operator’s expense. There are no legal limits to noise from existing railways in the UK, however, potential changes in regulation, could introduce the ‘Noise Depending Track Access’ charges (NDTAC). A polluter pays scheme would be costly and a burden to rail operators. A noise reduction solution for
combining GPS mapping, curve sensors, speed and distance calculations, to pinpoint the precise application point for lubrication dispense. Selected wheels can have flange, back of flange and top of rail, pre-treated before wheel rail contact occurs.
flange lubrication and Top of Rail Friction Modifiers (TORFM), clearly shows that control of curve noise improves station and lineside environments; and the intelligibility of public address systems, onboard and at stations. Taking into consideration the need for both the mechanical interface solution and environmental impact of noise, the team at Rowe Hankins has designed an intelligent, self-diagnostic connected solution;
components to the world’s railways. Manufactured products include speed sensors, current monitoring products, intelligent wheel flange lubrication and earth leakage detection units.
Company profile Rowe Hankins provides innovative ontrain and trackside safety products and
Damon Cadman is Global Sales Manager at Rowe Hankins
Tel: 0161 7653005. Email: email@example.com Visit: www.rowehankins.com Rail Professional
CMS Rail advert.qxp_Layout 1 18/11/2016 12:37 Page 1
CMS Cepcor is a high quality machining company based in Coalville Leicester. We specialise in supplying both standard and narrow gauge heritage railway organisations with quality products. Recent examples: • Tyseley Locomotive Works - Valve and cylinder liners • LMS Patriot project- expansion links, bushes, eccentric rods and sheaves, big end strap, reversing gear components and brake gear parts • Class 5 4-6-0, No 44767 “George Stephenson” - new cylinders We also have the capability of machining all motion parts (inc. full length connecting and coupling rods) plus pressing wheels/axle assemblies. CMS Cepcor Precision Services Technical Centre, Samson Road, Hermitage Ind. Est., Coalville, Leicestershire, LE67 3FP Tel: 01530 510247 E: firstname.lastname@example.org
www.precisionservices.co.uk Rail Professional
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Powder coating barriers and handrails Many people often ask about the benefits of using powder coating in place of painting when installing barriers and handrails
ee Systems offers powder coating as part of its complete project service. Powder coating is a surface finish which is applied as a free-flowing, dry powder. The powder used is a mixture of finely ground particles of pigment and resin, which is electrostatically sprayed onto the surface and then heat cured to create a hard finish which is tougher than paint. Powder coating provides a durable finish that is chip, scratch and fade resistant and available in virtually any RAL colour. It is also environmentally friendly as, unlike many liquid paints, there are no solvents or VOCs to damage the environment during application. There are of course some limitations when it comes to powder coating. For example, it is relatively easy to apply thick coatings which have smooth, texture-free surfaces, but not so easy to apply very thin, smooth films. However Kee finds that powder coating is able to meet most requirements. Crucially, powder coating meets the requirements of the Equality Act (previously DDA) and Building Regulations Part M by providing a colour contrasting surface. Handrails are essential in helping many people, particularly those with a disability and the elderly, gain safe access to a building and in order to do this need to meet some very specific requirements. The Equality Act requires reasonable adjustments be made to public and commercial establishments to avoid and overcome physical barriers preventing disabled access, such as handrails ‘not being cold to the touch’. It’s estimated that about three million people in the UK suffer from some form of visual impairment and that around eighty per cent of those are able to recognise colour differences. This is why contrast is essential when it comes to helping people navigate in and around a building. There will be times when standard handrails, balustrades, railings or even rooftop guardrails need to be powder coated, particularly for aesthetic or safety reasons. This may be to help the system ‘blend’ in
with the surrounding environment or to provide a demarcated route in industrial areas, and powder coating is a great way to achieve this. Kee fittings is a reliable and recognisable mainstay in a wide variety of guardrailing, handrailing and other safe structure applications thanks to its versatility, durability and ease of use. Fittings remove the need for any welding or hot-works on site, installed using a standard hex key, with each product incorporating an integral set screw to lock the respective fitting safely and securely onto the tube. All Kee Klamp® fittings are galvanised cast iron to European standard BS EN ISO 1461, which increases their longevity, reliability and overall toughness. BS EN ISO 1461 requires iron and steel be cleaned and prepared, which includes galvanizing. Galvanizing – or ‘hot dip galvanizing’, prevents the components from corroding. The combination of powder coating and Kee’s signature hot dip galvanized process mean you will get an aesthetically pleasing and functional solution which will do the job for years to come, keeping people separated from hazards, and ensuring access for all. You may have seen yellow Kee Klamp®
and blue Kee Access® handrails at various railway stations across the country. Combined, these allow easy and safe access to the station for elderly and disabled passengers. Tel: 0208 874 6566 Email: email@example.com Visit: www.keesystems.com
our railway bridges Up to 10 railway bridges a day are hit by HGV drivers not knowing their vehicle height. Each one costs rail operators and councils time and money. Coeval’s intelligent technology detects overheight vehicles and illuminates a high-intensity road sign that stops or diverts them. For over 20 years our signs have been protecting railway bridges across the country. Visit coeval.uk.com to find out more.
design | manufacture | install | maintain
t 0141 255 0840 e firstname.lastname@example.org w coeval.uk.com Intelligent illumination
MIKE WORBY SURVEY CONSULTANCY Chartered Land and Engineering Surveyors and Geospatial Consultants measuring , modelling and mapping the Railway Environment
Our Services include:Dual Frequency GPS Topographic Surveys Engineering Surveys and Setting Out Track and Structural Monitoring 3d Modelling and Design Measured Building Surveys 3d Laser Scanning Boundary Matters Expert Witness Reports Geospatial Consultancy
We are members of
Kilborn Consulting Limited is an independent railway engineering consultancy and design business. We specialise in the design of railway signalling and telecommunication systems for the UK and Ireland railway infrastructure. Our core services cover technical advice, consultancy services, feasibility studies and concept, outline (AiP) and detailed design (AfC) of both signalling and telecommunication systems. We can provide all Signal Sighting activities and signalling risk assessments, including SORA and Suitable and Sufficient Risk Assessments for Level Crossings. We also provide EMC and E&B studies to complement our core services. We very much look forward to working with you.
Contact:- Michael Worby Mob :- +44(0)7767 456196 tel/fax:- +44(0)1707 333677 Email :- email@example.com Website:- www.mw-sc.co.uk
Tel: +44 (0)1933 279909 Email: firstname.lastname@example.org
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Signage to resolve bridge strikes Since 1987 Coeval has been providing high-calibre LED road signs and traffic control systems to many highway agencies and City Councils
T • • • •
he cutting-edge technology contained within Coeval’s products is modular and tailored to clients’ precise requirements using its process:
Design Manufacture Install Maintain.
This ensures a full service for its customers from start to finish. Coeval is dedicated to making roads and railways in the UK safer, and it keeps a close watch on the most pressing challenges that City Councils and highway agencies face in transport safety. Preventing ‘bridge strikes’ Recently, a painting company van hit a bridge in Derby, demolishing the van’s roof and causing danger for fellow motorists. Explaining the reasons for the collision, the painting company cited their driver’s ‘unfamiliarity with the area’, an argument not unusual to such occurrences. Such an explanation could not be afforded for another recent incident, when a double-decker bus hit a railway bridge in Emsworth, tearing its roof off in the process. The bus was local to the area, and locals described the occasion as ‘bizarre’. In both of the above cases, simple driver
error is the major underlying factor that resulted in a ‘bridge strike’. Errors such as these lead to accidents even where they logically should have been avoided, and the consequences can be devastating for commuters and taxpayers. Once a bridge strike has occurred, no trains can travel over the hit bridge until it has been inspected to ensure its safety. There is a knock-on effect of diversions, cancellations and delays that can ripple throughout the system. Even in cases where the railway bridge is found to be safe, the cost of bridge strikes can be dear for taxpayers and commuters alike. The numbers, as reported by Network Rail in 2017, bear out the urgency of implementing a solution; 1,700 network rail bridges are hit every year across the UK. On average, a single incident costs a total of £13,500. In total, the cost to the taxpayer is estimated to reach £23 million each year. Changing driver behaviour is a difficult goal to put into practice; Coeval’s survey showed that only twelve per cent of truck drivers knew the height of their own vehicle, and educating drivers alone is not enough. Routes would have to be carefully planned out in advance to avoid low railway bridges, a measure that many would find unrealistic. However, Coeval has a solution that has been shown to make a difference wherever it is implemented. Tackling human error is
the fastest and most practical way to address the hazard of bridge strikes. That’s where the Overheight Vehicle Warning System comes in. The Intelligent Coeval Overheight Vehicle Warning System is designed specifically to protect bridges, tunnels and overhead cables from vehicle damage. It uses a sensor to track over-height vehicles well before they get to the low bridge. It then sends the message to a sign that can warn the driver, either stopping them or diverting them. The signs are easy to fit, visible in all conditions and are vandal-resistant. More importantly, they remove the need for drivers to know the height and weight of their vehicles and mitigate human error. The pledge Having spent thirty years protecting the UK’s roads and railways and doing business with clients across the globe, Coeval has developed a set of standards that are leading in the industry. It pledges to deliver a quick turnaround, high build quality and reliability in everything it does. The company implements the system swiftly and on schedule, working around the red tape with an experienced hand. Strategic planning allows it to ensure no time goes to waste. After everything is put in place, the Coeval teams offers continued technical support and maintenance for years to come. Tel: 0141 255 0840 Email: email@example.com Visit: www.coeval.uk.com Rail Professional
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Rail Business Awards Preparations are now underway for the 21st annual Rail Business Awards, taking place at the London Hilton, Park Lane, February 21 2019
Products and Engineering Awards • Asset Management & Maintenance Excellence • Digital Technology Excellence • Infrastructure Project Excellence • Rolling Stock Excellence • Supplier & Contractor Excellence • Sustainability & Environmental Excellence • Technical Innovation Operations Awards • Accessibility & Integrated Transport Excellence • Customer Service Excellence • Marketing & Communications • Rail Freight & Logistics Excellence • Safety & Security Excellence • Train Operator of the Year Leadership Awards • Industry Leader • Rail Business of the Year
he 21st awards will bring together more than six hundred industry leaders, politicians and CEOs to celebrate excellence across the UK rail sector. Held at the London Hilton on Park Lane, and now in its 21st year, this annual event organised by the Railway Gazette Group is widely considered to be one of the best networking opportunities in the UK rail industry calendar. With pre-dinner drinks, fine food, and a glittering awards ceremony with a celebrity host, followed by an after-show party, the Rail Business Awards provides the perfect opportunity for networking and forging new business relationships.
Entry is free and easy. There are twenty categories to choose from at next year’s awards, covering four key areas of the rail industry. People Awards • Education & Training Excellence • Lifetime Achievement Award Rail Team of the Year • Women in Rail Award • Young Professional of the Year
Sponsoring an award category at the RBAs demonstrates your support for all the hard work and effort of the many entrants and nominees, as well as the actual winner on the night. It also provides year-round coverage and superb exposure to the rail market through Rail Professional magazine, the targeted RBA e-newsletter and other media channels. Tel: 02086 525 214 Email: Andrew.firstname.lastname@example.org Visit: www.railbusinessawards.com
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Huck Lockbolts by Star Fasteners: an alternative to welding ÂŽ
For years, welding was seen as the only way to ensure the integrity of joints in demanding loadbearing or high-vibration structures
o, companies manufacturing heavy-duty equipment or fabricating large, metal structures continued to employ the universally accepted process of welding joints together. However, today there are alternatives to welding, one of the foremost being direct-tension installed, swaged Lockbolts, such as the Huckbolts. These unique engineered fasteners, proven in such demanding applications as truck suspensions and chassis, railroad track crossings, and heavy defence vehicles, are now being used in a number of products and structures where welding was once the only option. HuckÂ Lockbolts are precision engineered two-piece fasteners that, once installed, no matter how vibration-intensive the environment, never come loose. Huck Lockbolts provide direct metal-to-metal contact when installed, which eliminates the transverse vibration often found in conventional nuts and bolts. Engineered for a wide range of applications, Huck Lockbolts deliver superior joining strength, shear, and tensile strength for an unmatched fastening solution.
process. Even taking into consideration the need to prepare a hole, installing a Lockbolt is significantly faster than welding a joint. A quick visual inspection is all that is required to confirm the accuracy and quality of the installation. Two-second installation An operator requires a minimal amount of training in order to be proficient in their installation and a BobTail can be installed in
as little as two seconds. The pin is inserted into the prepared hole and the collar can either be placed straight onto the pin, or for a pre-installed assembly can be spun by
Strong, stable, and vibration-resistant The Huck BobTail fasteners are available in a wide range of sizes (up to 1-3/8 inch). It is a two-part fastening system which consists of a pin and a collar. These advanced fasteners are installed using a direct tension technique, in which the pin is pulled and the collar is simultaneously swaged into the locking grooves of the pin, deforming the collar into the grooves. Maintenance-free Huck Bobtail fastening system Manufacturers of heavy equipment are actively investigating the possibility of using direct-tension Lockbolts in their assembly Rail Professional
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hand onto the pin. When the installation tool is applied and the tool is activated, the action of the puller engaging onto the pin, together with the anvil swaging the collar completes the installation. The swage and eject sequence is programmed to complete the cycle without any additional installer input. The process ensures excellent gap closing capability. With a simple change of nose assembly to the BobTail collar cutter the fastener can be removed swiftly. Declared by DIBt as ‘maintenance free’, the 12, 14, 16, 20mm and one-inch diameter BobTail is approved to be used in both static and dynamic civil engineering applications
12944 standard and chrome six free – was also found to retain its integrity as there is no exposed area after the fastener is installed. The DIBt test confirmed that a BobTail is maintenance-free during the lifetime of the joint it is fastening, which is not the case when using traditional nut and bolt products. As a result, it can be integrated into a range of applications with complete confidence by civil engineering designers. Key health and safety benefits Through its advanced fastener design the BobTail system offers a strong connection.
Following a rigorous testing programme, the Huck BobTail Lockbolt fastener has earned the prestigious German national technical approval, otherwise known as allgemeine bauaufsichtliche Zulassungen (abZ). The accreditation was awarded by internationally recognised approval body Deutsches Institut für Bautechnik (DIBt) as there isn’t a pintail to break off. The elimination of the shock load and reduced noise can offer real and significant health and safety benefits. Using the Huck BobTail in key joining applications eliminates all of the housekeeping and safety issues that are integral to the welding process. There are no sparks to start fires or cause explosions, nor any debris on the floor that can lead to slips and falls.
(smaller and larger diameters are available by request). Following a rigorous testing programme, the Huck BobTail Lockbolt fastener has earned the prestigious German national technical approval, otherwise known as allgemeine bauaufsichtliche Zulassungen (abZ). The accreditation was awarded by internationally recognised approval body Deutsches Institut für Bautechnik (DIBt). The test results met DIN EN 1993 (EURO Code 3 – Design of Steel Structures), DIN 18800-1 (Steel Structures – Design and Construction) and BSEN 1090 (Execution of steel structures and aluminium structures) standards. The coating – resistant to ISO Rail Professional
One key advantage of this fastener over conventional Lockbolting systems is that it doesn’t have a pintail to break off. As a result, there is no waste material to collect and dispose of post-installation. The added benefit of this is that the tools are lighter and smaller as they do not need the force to break the pintail of a traditional Lockbolt. The Bobtail is installed using a quiet, jolt-free swaging action, eliminating the potential for repetitive stress syndrome issues. It has significantly reduced noise levels, typically less than seventy decibels
Eliminating the effects of vibration Compared to conventional nut and bolt installations, which can loosen in highvibration environments, Huckbolts have proven to be impervious to the effect of vibration in a number of very demanding applications. The secret to this performance difference can be found in the unique Huckbolt design, in which the collar is fully swaged into the locking grooves of the pin. Huckbolts can be effectively used with virtually any metal, and dissimilar metals with dissimilar coefficients of thermal expansion present no problems. Varying material thicknesses in a joint are readily accommodated, and surface finishes are not damaged. Most importantly, Huckbolts are proven to hold up over years of service in demanding high-stress, high-vibration environments. Industries using Huckbolts include heavy-duty trucks, over-the-road trailers, railroad track and crossing, railcar and locomotives, agricultural equipment and implements, aerospace, mining shaker screens and shaft construction, defence vehicles and oilfield equipment. Tel: 01159 324 939 Email: email@example.com Visit: www.starfasteners.co.uk
with Network Rail approved cables
Talk to us today about our comprehensive range of Network Rail approved NR/PS/SIG/0005 Type A, B, C, D & E signalling cables supplied direct from stock for next-day delivery • • • •
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Go-Ahead Group appoints Patrick Verwer as CEO of Govia Thameslink Railway The Go-Ahead Group (GOG) has appointed Patrick Verwer, former Managing Director of London Midland Trains, as CEO of Govia Thameslink Railway (GTR). Patrick first came to the UK in 2003 as Managing Director of Merseyrail. He was Managing Director of London Midland between January 2012 and December 2017.
Appointment of Managing Director for Hull Trains FirstGroup has appointed Louise Cheeseman, formerly Service Delivery Director at Hull Trains, as Managing Director of the open access rail operator. Louise, who is from Hull, started in the rail industry in 2001 as a guard with Northern Rail. Being quickly promoted through safety and operations roles, she became the General Manager for Docklands Light Railway, which included responsibility for managing operations for the 2012 Olympic and Paralympic Games.
New COO at RSSB Johnny Schute joined RSSB in May as Chief Operating Officer. He was formally the Deputy Chief Inspector of Railways and Deputy Director, Railway Safety at the Office of Rail and Road. Before joining ORR in October 2015, he served for 34 years in the British Army as an infantry soldier, undertaking operational tours in Northern Ireland, Southern Arabia, the Balkans and Iraq. In his final appointment as Chief Environmental and Safety officer for the army â€“ and responsible to the head of the army for all health and safety matters â€“ he introduced a new safety management system derived from lessons learned from the Nimrod disaster.
New Head of Digital appointed at Hull Trains Customers are set to benefit from a new appointment at Hull Trains after Khalid Amin joined the company as Head of Digital. Khalid, who has more than 15 years of experience in e-commerce and digital marketing with travel companies such as SuperBreak and British Airways, will spearhead digital innovation for the train operating company to further enhance customer experience.
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UK Power Networks Services
THE POWER TO DELIVER EXCELLENCE IN OPERATIONS AND MAINTENANCE THE LONG VIEW ON HIGH SPEED RAIL Successful railway power networks rely not only on sound initial design and implementation, but also in sustainable and cost-effective ongoing operations and maintenance. Ten years ago we designed, financed, built and commissioned the original HS1 assets. Now, and in stewardship for the next 50 years, we operate, maintain, renew and replace those assets using our expertise and locally based teams. Our long-term, whole-of-life approach to railway power systems allows us to deliver exceptional results. For HS1 this means substantial cost-savings, >99.99% network availability and outstanding safety performance, contributing to HS1â€™s reputation as the most reliable railway in Europe. The power to deliver a better future
DELIVERING ON OUR HS1 PROMISE DELIVERING SAFETY PERFORMANCE
ZERO LTIs IN 7 YEARS ACHIEVED DELIVERING NETWORK RELIABILITY
>99.99% DELIVERED CONTINUING TO DELIVER
10 YEARS PARTNERING WITH HS1
Rail Professional July 2018