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MARCH 2017 Issue 230 £4.95


What lies beneath? BML2 Going underground

STATIONS Driving densification

TICKETING In the clear

Geomatics Services











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editor’s note PUBLISHER RAIL PROFESSIONAL LTD Hallmark House, Downham Road, Ramsden Heath, Essex CM11 1PU Telephone: +44 (0)1268 711811 EDITORIAL EDITOR LORNA SLADE BUSINESS PROFILE EDITOR SAM SHERWOOD-HALE ADVERTISING CHRISTIAN WILES HANNAH CARRATT ELLIOTT GATES SUBSCRIPTIONS BEN WARING ADMINISTRATION CHERIE NUGENT LISA ETHERINGTON GILLIAN DUNN DESIGN & PRODUCTION MILES JOHNSTONE Rail Professional welcomes contributions in the form of articles, photographs or letters, preferably by email. Original photographs may be submitted, but, while every care will be exercised, neither the editor nor the publisher take responsibility for loss of, or damage to, material sent. Submission of material to Rail Professional will be taken as permission for it to be published in the magazine. ISSN 1476-2196 © All rights reserved. No part of this magazine may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without prior permission in writing from the copyright owners. The views and opinions expressed in this publication are not necessarily those of the publisher, nor does it accept liability for any printing errors or otherwise which may occur.


elcome to this March issue, themed around stations and ticketing. The RDG-led ticketing trials in May and its ten point plan to improve ticket machines cannot come soon enough, and represent a huge gesture from the industry that it is truly concerned about passenger trust and user-friendliness. As RDG’s Jacqueline Starr in her feature on page 51 points out, the trials will also test the impact of the proposed fares regulation changes on ongoing investment into the railway, because if the initial impact on taxpayers is negative ‘then the danger is that would be bad for passengers since it could undermine future investment to improve services.’ Related to that, in his piece on the smart mobility revolution, SilverRail’s Will Phillipson believes that greater pricing transparency will in the short-term depress average revenues per customer and/or route. However, Phillipson makes the important point that train operators must bite the bullet and embrace greater pricing transparency as an inevitable consequence of smart mobility. Not only that but, as he says, ‘in an era of mobile apps and social media, if operators don’t tell customers how to travel more cheaply, someone else will – with the worst case being that the customer chooses a different transport method to rail altogether.’ The RMT was happy to oblige via its missive that a couple booking a Valentine’s Day trip could fly to a choice of major European cities for substantiality less than the cost of travelling by pre-booked trains from London to UK destinations. Despite the many benefits of the forthcoming fares and ticketing revolution, any downsides cannot lead the industry to verify the public perception that it’s an incredibly expensive mode of travel. We are honoured to have a ‘scoop’ in Rail Professional from the BML2 group (interview page 74) announcing its new ability to move towards a fully professional project footing. The group considering a new tunnelled route going through to Stratford via Canary Wharf was the catalyst for a number of infrastructure businesses to come together under the London and Southern Railways Consortium (LSCR), to examine the concept of a tunnelled solution and the business case – encouraged by the government’s increasing appetite for private investment. Now, there is a real prospect that the years of campaigning by BML2 will finally pay off. Lorna Slade Editor

— Sustainable technologies for rail transportation +44 (0) 333 999 9900 |

Rail Professional





Good not good enough says The Institute of Customer Service; Network Rail loses Japanese knotweed case; more contracts issued by HS2 Ltd; Two Toc’s Top Employers; NTAR welcomes rail minister; scientists invent app to detect ride comfort; electrification savings should not be diverted to Metrobus says Railfuture; UK Rail Market 2017 report published; Hitachi Rail Europe donates drivers cab to National Railway Museum; ScotRail Alliance launches benefits for smart season ticket holders.

In the passenger seat


The latest shake-up of Britain’s rail fares will see new trials to make it easier to buy the cheapest tickets. But will these measures go far enough, asks David Sidebottom

Delivering the goods


Don’t price freight off rail in the access charges review, says Chris MacRae

The future of collaboration


Fraser Greenwood discusses working together to achieve customer-focused solutions

The Cheek of it...


As rail demand approaches yet another new record, passenger journeys look set to exceed the 1923 record soon, says Chris Cheek

Laying down the law


The persuasive effect of fellow passengers, along with greater awareness of issues affecting those with disabilities, should benefit wheelchair users of rail, says Martin Fleetwood

An enlightening opportunity


Eli Rees-King describes all the fun of the recent Light after Dark lighting and security event

Women in Rail


Brilliance in STEM is not based on gender, says Adeline Ginn

Change begins at the dinner table


Rail Professional

Chair of the BTPA Esther McVey discusses a productive new initiative to meet the industry face-to-face



Dependent upon the outcome of the feasibility study there is the potential for the LSCR Consortium to fund, design and deliver a project with all the benefits of BML2 INTERVIEW page 74 and the London Link tunnel

Meeting the demand for densification


Harbinder Singh Birdi looks at how new stations will both integrate into and reflect the cities they will soon become part of

Stations update


A round-up of work across the UK on new stations and station refurbishments

Rail Professional interview


Rail Professional spoke to Brian Hart, project manager BML2, about recent developments that mean it could offer a feasible solution to the South East’s capacity constraints

Advanced but secure


Fred Martinez looks at how mobile is bringing rail onto the right track

Getting closer to customers

Geared up for success?



Mobile ticketing is coming of age, says Russell McCullagh

With the biggest rail modernisation for more than a century underway, is the UK rail supply chain ready to grasp the opportunity, asks James Buckle

Information is clarity


Jacqueline Starr looks at moves to overhaul the entire fares system

Time to stand firm


Andy Cook looks at the battle for modernisation across the rail network

IRO News


News from the Institution of Railway Operators

One step further


Ann Mills and Graham Nicholas take a look at using human factors to improve rail vehicle maintenance

Rail Professional



Remaining upbeat


The fundamental focus for our industry in persuading both young engineers and overseas talent to stick around will be promoting HS2 as a careerdefining project, says Graham Day

Business news


Parkeon; iLockerz; Hoppecke; Hima-Sella; telent; Sykes Pumps; Cyberhawk Innovations; Interserve; Worldline; Cubic Transportation Systems; Kee Systems; Amey

Business profiles


MTM Power; Accelerator Solutions; Flexicon; Live Trackway; Southern Ecological Solutions (SES); Twinfix; Sadler Brown Architects; Henry Williams; Cecence; Marshall-Tufflex; Petrotechnics; Railway Operations and Safety Enhancement Service Ltd (R.O.S.E.S.); University of Birmingham; Bridgeway Consulting; Relec; Kaymac


160 Ticketless powering the new golden age


Operators must bite the bullet and embrace greater pricing transparency as an inevitable consequence of smart mobility, says Will Phillipson

Just getting started


Miki Szikszai looks at how MaaS will underpin the way that transport is used across cities globally

The ‘which ticketing technology?’ debate is over


The elimination of the false choice between ITSO technology and contactless is a first step towards a connected future for transport, says Joanne Thompson

Power of the mobile


John Hill looks at how Contactless EMV has changed the way we travel and at where it will take us next

Something to consider


As the world’s population continues to grow the transport sector is going to face more challenges. Now is the time to take advantage of intelligent technologies, says Norman Frisch

Breaking bad: improving wet rail performance


Even though the cold weather has long been underway, many train companies will still have one eye firmly on performance from the autumn 2016 period

Rail Professional

Suzanne M Manaigre; George McInulty; Mike Haigh; William Gallagher; Shrinivas Honap; Jeremy Mayhew; Martin Richards; Beverley Shears; Mark Phillips

7 Time to upgrade your wipers? NEWS |

Customer satisfaction in transport on ... introducing PSV’s new replacement system

News in brief...

the up, but good no longer good enough

Overall customer satisfaction in the transport sector has increased over the past year, continuing the ongoing upward trend in satisfaction since 2011, according to the latest UK Customer Satisfaction Index (UKCSI), published by The Institute of Customer Service. The UKCSI gives the UK’s transport industry an overall customer satisfaction rating of 74.7 out of 100 – 1.2 points higher than its January 2016 score. Ten organisations within the sector have improved. P&O Ferries tops the tables as the highest scorer in the industry, with Toc London Midland as the most improved. The gap between the highest and lowest scoring organisation has widened to 26.4 points – the largest of any sector in the UKCSI. The customer experience measures with the biggest gaps are for trust, reputation, transparency, customer care and ‘right first time’. The data shows that transport has experienced improvement in all measures except speed of response. However, the sector has the lowest rate of complaints reporting when customers experience a problem – only 67 per cent who experienced a problem reported it, compared to the UK average of 77 per cent. Two thirds of what the Institute calls ‘silent sufferers’ didn’t think complaining would make a difference – the highest of any sector. Despite the overall increase in customer satisfaction, there has been an increase in the score for customer effort – in other words, customers said they had to expend more effort in dealing with organisations than they did a year ago. For example, 53 per cent of people system say ... New introducing PSV’s new replacement blood for HRE that it has taken them more than two attempts Hitachi Rail Europe is recruiting for to get a problem fixed 150 new and permanent roles at its with businesses in the recently built £80m Stoke Gifford transport sector. The extra staff time spent on depot, hiring ahead of the new IEP repeat customer contact fleet being built at the company’s to resolve issues is, says Newton Aycliffe facility. As part the Institute ‘arguably of bringing new skills and talents time which could be better spent, with into the industry HRE is looking to businesses able to save recruit from sectors such as aviation, money on staff hours if a focus is placed on ‘getting it right first time’.’ automotive, and the military, as well Jo Causon, CEO of The Institute of Customer Service, said: ‘Generally speaking, it’s been • Arms a great year for customer service in the transport sector, with consumers telling us that as groups often underrepresented in • Wiper blades businesses are improving overall experiences by getting things right first time and dealing rail such as women and young people. with complaints faster and more efficiently. • Motors (24v and 110v) ‘However, these factors do not necessarily translate into customer loyalty and • Linkage systems recommendation. Just being ‘good’ is no longer good enough, and organisations should Smart ticketing • Control switchesfor Metrolink think about how they can deliver outstanding service at all times.’ • Components & be spares Passengers will able to use a single Whether your trains operate in the heavy snow of‘Added to that, We better offerconsistency robustlyis engineered solutions for train She continued: needed across different channels. smart card for all their journeys on any Engagement through digital methods such as email, text, apps and webchat functions have theGreater mountains, the heat of the desert, or the harsh builders, and system upgrades for operators Manchester tram or bus from all increased in the last year, and these are the channels through which it’s most difficult for salty environment of the coast... you customer need aservice wiper (especially those experiencing high staff to show empathy. Organisations therefore need toamake sureLCC that on their staff are highly engagedoriginal and highly equipment). skilled, as every customer interaction – regardless system you can rely on. Looking to lower your Life Cycle Costs? PSV can help. of the channel it’s on – counts towards business performance.’ Security alert An anonymous security researcher claims there are flaws in information kiosks used by Southern at stations with fewer staff. Alerting SC Media to the problem, the researcher said the kiosks are ‘wide open to cyber attacks’ with ‘significant issues with the certificate upload process... which could lead to uploading of a compromised certificate for criminal activities.’ A Southern spokesperson said no personal or confidential information is held on the kiosks. ‘However, as a precaution, we have taken immediate steps to lock the kiosks out of use while our suppliers carry out a thorough investigation.’

Time • Armsto upgrade your wipers? • Wiper blades • Motors (24v and 110v) • Linkage systems • Control switches • Components & spares

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Time to upgrade your wipers?

We offer robustly engineered solutions for train At PSV, we’ve been developing and manufacturing Our manufacturing facility in Worcester also has a builders, and system upgrades for operators ... introducing PSV’s new replacement system quality wiper systems for over 35(especially yearsthose (with 20 experiencing a high LCC onhighly experienced team of in-house designers years experience working withinoriginal theequipment). rail industry). and engineers who will work alongside you At PSV, we’ve been developing and manufacturing Our manufacturing facility in Worcester also has a to meet your individual needs. quality wiper systems for over 35 years (with 20 highly experienced team of in-house designers Weexperience are a proud supplier to international OEM years working within the rail industry). and engineers who will work alongside you to meet your individual needs. train builders, fleet operators and fleet support If you’re looking to replace or upgrade your wiper We are a proud supplier to international OEM train builders, fleet operators and fleet support If you’re looking to replace or upgrade your wiper distributors. systems, we’re just a phone call away. distributors. systems, we’re just asystem phone call away. Introducing PSV’s new replacement Whether your trains operate in the heavy snow of the mountains, the heat of the desert, or the harsh salty environment of the coast... you need a wiper system you can rely on.

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Why not discover the benefits of a PSV wiper system? Call us today and ask for our Rail Specialist, Paul Curry.

PSV Wipers Ltd., Navigation Road, Diglis, Worcester WR5 3DE Tel. +44 (0)1905 350 500 • PSV Wipers Ltd, Navigation Road, Diglis, Worcester WR5 3DE, United Kingdom Tel. +44 (0)1905 350 500 Photo reproduced under the Creative Commons Attribution 2.0 Generic license. Credit:

Looking to lower your Life Cycle Costs? PSV can help.


Time to upgrade y


News in brief... the summer. An update on the roll-out of TfGM’s ‘get me there’ smart ticketing system was included in a report to the Greater Manchester Combined Authority, stating the next phase for ‘get me there’ locally would be to make multimodal travel with a single smart card possible for the first time. The report also revealed that contactless account-based ticketing is planned to be rolled out on Metrolink from 2019. Rail minister to open Railtex 2017 Paul Maynard MP, parliamentary under secretary of state at the DfT will officially open the 13th Railtex, taking place at the NEC Birmingham 9-11 May. The ceremony will take place at 10:30am and Maynard will then join an official tour of the show. After that he will deliver a keynote speech in the onsite Seminar Theatre at 11:50am. Access is free on a first-come, firstserved basis. New depot for GA Greater Anglia has unveiled plans for a 22-acre maintenance depot to be built on the site of a derelict chemical works factory at Brantham, near Manningtree station on the Essex/Suffolk border. The multi-million pound depot, due for completion by December 2018, will be used for stabling and light maintenance of around 20 of the brand new trains due to arrive in East Anglia from 2019.

...problem introducing PSV’s Knotty for Network Rail

new rep

Network Rail is facing compensation claims that could total tens of millions of pounds after a landmark court ruling on damage caused to homes by Japanese knotweed. Neighbours Robin Waistell and Stephen Williams brought a case against NR having seen the value of their properties almost halved after the notorious plant had grown into the foundations of their homes. Waistell, who was planning a move to Spain, claimed NR had ignored requests over a period of four years to tackle the invasive weed on the bank behind his home in Maesteg, South Wales. He asked for £60,000 compensation for loss of value. Network Rail has previously settled cases out of court but in this case decided to contest the case in an effort to put a stop to future claims. But the two men successfully argued that the knotweed roots encroached on their homes, causing a nuisance and interfering with the ‘quiet enjoyment’ of their properties. The applicants also wanted Network Rail to tackle the plant because it grows so quickly in summer that it blocks their light. After a four-day hearing at Cardiff County Court, recorder Andrew Grubb ruled in the men’s favour and ordered Network Rail to pay £4,320 to each claimant to treat the knotweed. And in what is being seen as a key test case, he also awarded them £10,000 each in compensation for the fall in value of their homes. Waistell’s bungalow, which was previously worth £135,000, is now valued at £69,000. As well as that the judge stressed that, if Network Rail fails to get rid of the knotweed, Waistell and Williams could claim for the full drop in the value of their homes. Waistell’s solicitor, Rodger Burnett, of Charles Lyndon, said: ‘This result is historic. It’s a victory which will have huge implications across the whole country.’ Network Rail’s barrister Andy Creer said: ‘Network Rail has thousands of miles of track across the country and any number of people whose land adjoins those tracks. This will have a significant impact on Network Rail fulfilling its primary duty to ensure the safe operating of ... the rail network.’ introducing PSV’s new replacement system The court heard that Network Rail gangs are dispatched to treat the problem but the work is not considered a priority against repairing track, barriers and fences. Neither Waistell nor Williams can sell their homes because lenders will not give mortgages on properties affected by knotweed. Williams said: ‘We have paved the way for thousands of homeowners to get compensation, but for the moment I’m still stuck here. The judge ordered Network Rail to treat it but until that’s done properly, I can’t sell my house.’ A spokesperson for Network Rail told Rail Professional: ‘We are aware of the outcome in this case and are currently reviewing the judgement in detail.’ Network Rail faces potential legal costs running into six figures after losing the case

Time • Armsto upgrade your wipers? • Wiper blades • Motors (24v and 110v) • Linkage systems • Control switches • Components & spares

More contracts awarded by HS2 Ltd Plans to bring HS2 to Manchester and Leeds have taken a step forward with • Arms confirmation that contracts will be awarded to CH2M, Arup, an AECOM /Capita/ • Wiperand blades INECO joint venture a Mott MacDonald/WSP joint venture to help progress the • Motors (24v and 110v) design. The appointments come after an 11 month competitive process, during which seven • Linkage systems multi-national bidders were invited to tender for four packages of work. • Control switches CH2M will• be become Phase B Development Partner and work together with teams Components & Two spares Whether your trains operate in the heavy snow of from Arup, AECOM/Capita/INECO and Mott MacDonald/WSP. Together, the they will provide the engineering and environmental support needed to take mountains, the heat of the desert, or the harsh forward the development of the route north of Crewe to Manchester and from the West salty environment the coast... you need a wiper Midlands to Yorkshire, with a hybrid Billof – essentially the planning application for this part of the route –system expected you to be presented Parliament in 2019. can relytoon. Looking togolower your Life Cycle Costs? PSV canand help. The government gave the ahead for the sections of the route, between Crewe

Time to upgrade your wipers? ... introducing PSV’s new replacement system

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We offer robustly engineered solutions for train At PSV, we’ve been developing and manufacturing Our m builders, and system upgrades for operators quality wiper systems for over 35(especially yearsthose (with 20 experiencing a high LCC onhighly original equipment). years experience working within the rail industry). and en At PSV, we’ve been developing and manufacturing Our manufacturing facility in Worcester also has a to mee Looking to lower Life Cycle PSV can help. quality wiper systems for over 35your years (with 20 highlyCosts? experienced team of in-house designers Weexperience are a proud supplier to international OEM years working within the rail industry). and engineers who will work alongside you Whether your trains operate in the heavy snow of the mountains, the your heat of the desert, or the harsh salty to meet individual needs. train builders, fleet operators and fleet support If you’ We are a proud to international OEM you can environment of thesupplier coast, you need a wiper system rely on. builders, fleet operators and fleet support quality wiper If you’re looking to replace upgrade your wiper At train PSV, we’ve been developing and manufacturing systems for over 35 yearsor(with 20 years distributors. distributors. systems, we’re just aOEM phone callbuilders, away. fleet system experience working in the rail industry). We are a proud supplier to international train Whether your trains operate in the heavy snow of the mountains, the heat of the desert, or the harsh salty environment of the coast... you need a wiper system you can rely on.

operators and fleet support distributors. • Arms • Wiper blades • Motors (24v and 110v) • Linkage systems • Control switches • Components & spares

Looking to lower your Life Cycle Costs? PSV can help.

Why not discover the benefits of a PSV wiper system? Call us today and ask for our Rail Specialist, Paul Curry.

Why not discover the benefits of Call us today and ask for our Rail

PSV Wipers Ltd., Navigation Road, Diglis, Worcester WR5 3DE Tel. +44 350 500 • United PSV Wipers Ltd, Navigation Road, Diglis,(0)1905 Worcester WR5 3DE, Kingdom Tel. +44 (0)1905 350 500 Photo reproduced under the Creative Commons Attribution 2.0 Generic license. Credit:

9 Time to upgrade your wipers NEWS |

... introducing PSV’s new replacement system Rail academy shows off virtual Time to upgrade your wipers? reality railway to minister

Manchester, and Birmingham and Leeds, via Sheffield and the East Midlands, subject to some specific route refinements which are under consultation, in November last year. HS2 managing director – development, Alison Munro said: ‘These contracts mark an important milestone for HS2 – giving us the expert resource needed to progress the second phase of the project and bring high speed rail to Manchester and Leeds by 2033. Contracts are expected to be signed after the 20 February 2017 with staff joining the Hs2 team soon after.

National Training Academy for Rail (NTAR) welcomed Paul Maynard ... introducing PSV’sThe replacement system MPnew to its Northampton base recently to witness the innovative new

Two Toc’s recognised as a Top Employer

programmes being used to train rail engineers of the future. Maynard tried out some of the latest technology used by students including virtual reality headsets, 3D digital modelling, and augmented reality tools, and saw how ETCS digital signalling is revolutionising the railway. Said Maynard: ‘From the tip of Scotland all the way to Cornwall, our rail system needs to be the best: this can only happen if we have the best engineers, the best trains and the very best customer service. I am happy to support NTAR in its quest to develop the people needed to deliver a rail system that works for everyone.’ Simon Rennie, general manager at NTAR, said: ‘The Department for Transport has been a consistent supporter of the Academy since we first began. We were delighted to host the secretary of state for transport at the launch of the government’s Transport Infrastructure Skills Strategy and it is great to welcome the Department back to Northampton to see how we’ve established ourselves as a real asset for the industry.’ NTAR is a partnership between Siemens, the National Skills Academy for Rail and the Departments for Transport and Business, Energy and Industrial Strategy. The Academy provides up to 20,000 man days of training per year, currently teaching 100 young engineers, including apprentices, graduates, and interns as well as providing training to 200 railway workers looking to upgrade their skills.

Stagecoach-owned East Midlands Trains and sister company Virgin Trains East Coast have been accredited with Top Employers certification by the Top Employers Institute – the only train operators and two of only 78 employers in the UK to be certified. The Institute carries out research annually to identify top employers globally, specifically looking at those that provide excellent employee conditions, • nurture and develop talent throughout Arms all levels of the organisation and who are continuously to build a positive employee •striving Wiper blades experience. • Motors 110v) Kirsty Derry, HR director(24v for Eastand Midlands Trains, said:•‘Our people – both customer-facing Linkage systems and behind the scenes – play a crucial role in driving this• business forwardswitches and this is a real Control credit to the whole team.’ • Components & spares Clare Burles, people director for Virgin Trains East Coast said: ‘We take pride in our people, hiring only the best and helping them progress along the way. But our work doesn’t stop here. We will continue to focus on nurturing the talent we already have in the business.’ James Gooding, UK country manager for the Top Employers Institute said: ‘Optimal employee conditions ensure that people can develop themselves personally and professionally. Our research concluded that East Midlands Trains provides an outstanding employment Whether your trains operate in the heavy snow of Whether your operate in the heavy snow of environment and offerstrains a wide range of creative the mountains, the heat of the desert, or the harsh initiatives, from secondary benefits and working the mountains, the heat of the desert, or the harsh environment of the coast... you need a wiper conditions, salty to performance-management salty environment ofrely the coast... system on. programmes that areyou well can thought out and truly you need a wiper aligned with you the culture the on. company.’ system can of rely

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Why not discover the benefits of a PSV wiper system? • Arms • Wiper blades Call us today and ask for our Rail Specialist, Paul • Motors (24v and 110v) Curry.

Why not discover the benefits of athePSV system? Why not discover benefitswiper of a PSV wiper system? Call us today and ask for our Rail Specialist, Paul Curry. PSV Wipers Ltd, Navigation Road, Diglis, WR5our 3DE, Rail UnitedSpecialist, Kingdom Call us today andWorcester ask for Paul Curry. • Linkage systems • Control switches • Components & spares

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Scientists use smartphones to measure train ride comfort Scientists at the University of Birmingham have developed an app that allows passengers to measure ride comfort themselves using their smartphones. Information collected by the app would give railway companies instant feedback about bumps, bangs and vibration on their trains. Dr Sakdirat Kaewunruen, senior lecturer in railway and civil engineering, said: ‘Making passengers feel comfortable aboard their trains is something many railway companies strive to do. With the advent of smartphones, passengers can potentially measure the ride comfort themselves. ‘Our research opens the door for many opportunities: There is also potential for this technology to be used to detect track faults and indicate which sections of track are in need of maintenance, possibly saving on maintenance costs and improving the safety of the railway.’ In a study, published in Frontiers in Built Environment, researchers used a specially designed smartphone app to record vibration data from a train running on a test track, comparing the information gathered to a reference accelerometer. On discovering that the technology used is more than good enough to measure ride comfort aboard trains, the scientists noted that mobile technology develops at a high rate, and future smartphones would have higher quality accelerometers than those used in the experiment. Vibrations in trains can be caused by welding and rolling defects, rail joints, poor track alignments, and various defects or roughness in the track or wheel surfaces. The types of vibrations experienced on board trains are different from the ones experienced in road vehicles. Adam Azzoug, one of the authors of the study said: ‘The greatest challenge in using this type of technology is to persuade passengers to implement it in their daily lives, but there are a number of ways around this issue. For example, rail companies might make it easier for passengers to use the app by linking it to Wi-Fi access on their trains or allowing passengers to give feedback on subjective causes of discomfort in trains such as smells and temperature.’ Rail Professional

Transport problems won’t be solved by diverting funds from railways to buses Rail campaigners have condemned a suggestion from transport secretary Chris Grayling that the money saved by deferring electrification to Bath and Bristol Temple Meads could be spent on the troubled Metrobus scheme instead. ‘Bristol’s transport problems won’t be solved by diverting funds from railways to buses,’ said Nigel Bray from Railfuture Severnside. ‘Trains and buses serve very different travel markets. Buses make more frequent stops to cater for very local journeys but they are less attractive to anyone in a hurry. Rail has a proven record in attracting people away from their cars. Just look at the growth in usage of Bristol’s 12 stations, which has tripled over the last twenty years.’ Bray continued: ‘When the government announced last November that electrification was being deferred, it promised to reinvest the savings of £165 million on improvements across the whole rail system. It should stick to its promises. Bristol’s rail network needs a major upgrade to bring it up to the standard of those in other major UK conurbations.’ Bray believes that Grayling has failed to grasp that rail electrification would bring other benefits. ‘Electric trains are more reliable, cheaper to run, they’re lighter and of course there’s the pollution issue too. Bristol and Bath both have Air Quality Management Areas where pollution levels are considered to be a health risk. It makes no sense not to electrify the main lines into cities which have a vast number of commuters and visitors.’

The UK Rail Market 2017 This latest UK Rail Market report provides a concise overview of the structure of the sector in Great Britain and Northern Ireland. Its content reflects the rapid pace of development of Britain’s main line and urban networks, detailing its main participants and future programmes to form a concise, up-to-date guide to the complexities of the country’s rail transport system. The report outlines the role of government in leading development and regulation of the main line network. Following a turbulent period in 2015-16, it summarises the latest status of Network Rail’s spending plans for the five years from 2014 to 2019 (Control Period 5) and defines the timetable for Control Period 6. Also covered are HS1 and the planned HS2 high-speed line, plus railways in Northern Ireland. The report includes an overview of the current status of passenger rail franchises, summarising contract periods and providing the latest full year traffic figures. Coverage is also included of

non-franchised passenger operators and freight train operating companies. A section on Transport for London features the Crossrail scheme, as well as coverage of London Underground and its modernisation and extension projects, the London Overground and Docklands Light Railway systems and the proposed Crossrail 2 scheme. The report also includes a briefing on UK light rail and light metro systems with the latest traffic figures and details of planned developments. Current rolling stock orders and likely future procurement programmes are listed, plus coverage of principal train leasing companies and a sector-by-sector guide to leading suppliers to the UK rail market. Numerous links are provided to organisation websites and to key documents, enabling users to research specialist topics more deeply. The report’s contents generally reflect the status as at December 2016. Email:

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IEP train now a museum exhibit Hitachi Rail Europe (HRE) has donated a driver’s cab of the new intercity train to the National Railway Museum, providing visitors with the first opportunity in the UK to compare it directly to the cab of a 40-year old Intercity 125 High Speed Train, currently in passenger service, which is also included in the museum’s collection in the Great Hall. Also included as part of the exhibition, and making up a trio of high speed innovation is a Hitachi built Japanese bullet train, or Shinkansen. Before being donated to the museum, the one-ofa-kind cab mock-up was based at HRE’s London depot where it was used for training purposes. Karen Boswell, managing director at HRE, said: ‘We hope this donation will inspire the next generation to consider a career in rail. We want those in schools and colleges to be part of our mission to transform UK rail, and show the industry can once again be a British success story.’ Paul Kirkman, director at the National Railway Museum, said: ‘As home to some of the great icons of both the East Coast and Great Western Main Lines – including record breaking locomotives such as Mallard and City of Truro – we are delighted to be able to provide a home and the first chance for visitors to get up close to the latest incarnation of high speed trains.’

Smart to be loyal The ScotRail Alliance has introduced a benefits package for smart season ticket customers to reward them for their loyalty. With the support of leading brand partners, users with a valid Smartcard who’ve registered through their MyScotRail account, can claim rewards from coffee and travel discounts to car hire and clothing. ScotRail Alliance commercial director Cathy Craig announced Rail Professional

the benefits package at Barrhead Travel’s flagship superstore in Oswald Street, Glasgow, when Sharon Munro, chief executive of the independent travel group also confirmed that one lucky Smartcard winner would be jetting off on a luxury 5* holiday to Dubai as part of the launch. Craig said: ‘Smartcard Benefits should be an incentive for more of our customers to convert to Smartcard to access the value-for-money benefits and great offers that are available only on Smart.’ Munro said: ‘We look forward to working closely with ScotRail over the coming year and to welcoming Smartcard customers into our network of branches.’

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In the passenger seat David Sidebottom

End of the line for confusing rail fares? The latest shake-up of Britain’s rail fares will see new trials to make it easier to buy the cheapest tickets. But will these measures go far enough, asks David Sidebottom


ares and ticketing has long been a hot topic for passengers. What’s clear from our research is that passengers find the ticketing system far too complex. The presence of cheaper fares that are ‘hidden’ and difficult to find in the system really damages trust between passengers and train companies. In our latest National Rail Passenger Survey the number of passengers

satisfied with value for money of the price of their ticket was a mere 47 per cent. Over the past decade we have seen a baffling rail fares structure become far too complex with page upon page of regulations. This has got to change. These trials are a welcome step in providing clearer information on ticket restrictions and greater transparency on price. The new trials give the fares structure

a much needed shake-up. Moving to single-leg pricing, simplifying restrictions on routes and getting to grips with split ticketing are all things that Transport Focus have called for. However, the devil, as always, is in the detail. Take single-leg pricing for instance. One of the oddities of the current system is that for many longer distance off-peak fares the single is just £1 cheaper than the return.

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It is good that the industry is finally looking at ‘split ticketing’. Something has to be done – for too long it has been the ‘elephant in the room’. The ability to quite legally chunk a journey up into separate parts which are cheaper overall, considerably in some cases, totally undermines any overall trust in the system So if a return from X to Y was £50 the single would be £49. If you move to single-leg pricing then what would the new single fare be? Do you just halve the return fare – so it becomes £25? That way no passenger would pay more for a return but those just going one way would save £24 (the difference between £49 and £25). This is clearly best for passengers but

means a reduction in revenue for the industry. While on the face of it this seem like a good thing except that reductions in revenue invariably come back to hit passengers and government investment one way or another. Or do you increase the return fare, say to £60 and have the single at £30 – so there are winners and losers and the changes are revenue neutral? That is why it is important to have the latest trials. You can run economic models on what might happen when you radically alter information and pricing structures. But it is understanding how passengers behave in the real world that matters. Would, for instance, having a £25 single fare actually boost revenues by encouraging more people to travel? These are tremendously important decisions – not least as it will form the basis of fares regulation for years to come. Years of campaigning Transport Focus, as part of the Rail Fares and Ticketing Action Plan group, supports these trials. After years of campaigning on behalf of passengers about the complexity of rail fares it a very positive step to see a realistic trial in place address what the future might look like. But we will be monitoring the detail, and the impact on passengers, very carefully.

It is good that the industry is finally looking at ‘split ticketing’. Something has to be done – for too long it has been the ‘elephant in the room’. The ability to quite legally chunk a journey up into separate parts which are cheaper overall, considerably in some cases, totally undermines any overall trust in the system. Best value through fares will hopefully remove the need for passengers to have numerous tickets for one journey. Over the next 12 months hopefully we will see some progress and the trials will provide some clarity on whether passengers are getting better value for money and shed some light on who are the winners and losers from this process. However, long-term more fundamental reform is still needed if trust is ever going to be really established. Passengers must have confidence that they are getting the best deal. Upcoming franchise competitions will provide further opportunities to ensure ticketing structures are further simplified. We will also continue to push the industry and government to explore options for reform of existing regulations. Clear, simple ticket choice is what passengers want and it is important that this is now delivered. David Sidebottom is passenger director at Transport Focus

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Delivering the goods

Chris MacRae

Fair and sustainable Don’t price freight off rail in the access charges review, says Chris MacRae


s part of the 2018 periodic review (PR18), ORR is reviewing the structure of charges levied for use of the network and the incentives in place for Network Rail and train operators. These charges and incentives affect the decisions that Network Rail, train operators and funders make. They play an important role in outcomes for passengers, freight customers and taxpayers. ORR is now seeking views on a series of proposals that they recommend implementing for Control Period (CP) 6 (2019 – 2024) and on the options for the capacity charge and improving the incentives on Network Rail and train operators to work together. Readers may recall that at the last Periodic Review that set the charges for the current CP5 (2014 – 2019) there were

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fundamental structural changes in both the extent and level of network access charges for freight companies. These caused shockwaves in the industry and particularly damaged end-customer confidence in rail freight, thereby hurting investment and supply chain decisions to commit volume to rail as opposed to other modes. With payback periods on rail investments ranging from ten years for an infrastructure investment such as loading facilities at a customer’s premises, to thirty years for a locomotive for a freight operating company, it is essential that there is investor certainty in how to forward plan their businesses. This is something which quinquennial reviews of access charges can work against and certainly it did last time. In the end, after much damaging public consultation on lower and upper ranges of charges increases

and extended charges, they were heavily back-ended towards the end of CP5 and phased in at the lower end of the proposed increases. Real scare This time the real scare is a potentially big change to the cost base as Network Rail has not achieved the 30 per cent cost efficiencies target it was set for CP5. Therefore as track access charges have to reflect the costs directly incurred this potentially means that they have to increase in line, thereby putting up costs for Foc’s that get passed to the end customer (the shipper) using rail freight. There is obviously a chronic need to get Network Rail costs down, but in the seeming absence of the ability to do so this causes the potential for an acute problem as described above.




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The Freight Transport Association (FTA) will in its response to this current consultation (which closes 9th March) be stressing the following eight key points.

extra services should pay for taking capacity on the network) where there are fundamental philosophical differences with the ORR – and big risks for freight

1. The impact of the proposed ending of the CP5 ‘cap’ on variable usage charges, especially for aggregates and steel

5. The ‘what the market can bear test’ (allowed under the EU Directive on access charging) which will be more important this time given ORR’s change to fixed costs markups – how will this test be evaluated, will the results be available to allow evaluation of impacts of potential charges etc etc?

2. The potential level of Network Rail’s CP6 costs and how that links arithmetically to variable charge levels in terms of: • the failure of Network Rail to achieve assumed CP5 efficiencies (30 per cent) • Network Rail’s reported aspiration for an increase in OMR (Operations, Maintenance and Renewals) budget of something like 20 per cent above current (i.e. pre-efficient 30 per cent cost base reduction) levels • any change in the balance between variable and fixed costs, either in total and/or between freight and passenger Note: passenger operations are effectively immunised from changes in track access charging 3. Whether or not any increases in charges can be phased-in: ORR argues this is not possible 4. The capacity charge (on the price that

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6. Schedules 4 and especially 8 (the performance penalty regime) – what will the payment rates be, how will benchmarks be worked out, are the ORR’s proposals logical and acceptable? 7. We need to argue for an appropriate freight efficiency benefit sharing scheme rather than the unattractive route-level efficiency benefit sharing of the current control period. This is important to progress freight cost reduction visibly 8. How will ORR approach its assessment of an efficiency target for Network Rail? We need to argue for a long-term (10 years) view to be factored in from day one as part of the fix to any proposals for higher variable charges.

Fundamental question We need to ask also in all of this the fundamental question of what does the government want rail freight to do as a part of the freight supply chain? This is not an esoteric question given that we have a mixed use railway and passenger operations are largely state or devolved funder specified (even to the extent of a macro timetable where flexing of passenger train times can have an impact on continuing to path a freight train) but freight is privately delivered in response to private sector demand that can and does change. It also tends to operate over longer distances that cross-over Network Rail routes and passenger train franchise routes – containers of import/export goods to/from the haven ports of the south from rest of GB or aggregates from the north of England to the South East being two examples. This all points toward the need for a campaign on fair and sustainable freight track access charging. For further information on FTA’s rail freight policy work contact: Chris MacRae, head of policy – rail freight Tel: 07818 450353 Email: Visit:

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The future of collaboration Fraser Greenwood discusses working together to achieve customer-focused solutions Why does working ‘in partnership’ matter? uring the last five years, in a move to drive efficiencies and put the passenger at the heart of planning decisions, there has been a surge in demand for designers and contractors to work in alliance (formal or informal). Accordingly, the UK rail industry has seen a significant shift in the way that designers/consultants and contractors are engaged to work on largescale infrastructure projects. This has led to a rethink of the way we do things and had a knock-on effect on working relationships, with clients benefiting from both designers and contractors being far more integrated in their thinking. Asset owners are increasingly less prescriptive, enabling contractors (and their designers) to realise scheme designs by implementing their own innovations and deploying their expertise in construction techniques, working with their supply chains to achieve the client’s ultimate aim in the most efficient manner.


The value of collaboration Off the back of this change, BS11000, the ‘collaboration standard,’ has gained momentum within the railway supply chain. It is seen as a proven means of accreditation of best practice for designers, contractors and clients working together. True collaboration is defined by working behaviours, the adoption of a shared identity, openness to new ideas and ways of doing things, and a focus on delivering for the end user. So what constitutes an alliance? Alliances can be both formal and informal, with formal alliances, such as the Staffordshire Alliance (a UK rail industry first), which was responsible for the design and implementation of the award-winning Rail Professional

Stafford Area Improvements Programme (including Norton Bridge), being enshrined in law. Fully integrated, contractually bound teams formed from two or more companies working together to deliver a single aim, all with some level of shared risk and aligned incentives. Partnerships on the other hand are often accompanied by charters or collaboration agreements, which tie all of the parties into some shared outputs for successful delivery; but don’t necessarily require all parties to sign the same legally binding agreement or share the risk (or reward) of a project. Typically alliances will have a single project team made up of representatives from all of the parties, whereas a collaboration

or partnership will tend to retain the constituent parties’ identities – while still working towards the same objective. Why it works The driver behind all of the above is the desire to maximise the benefits that can be achieved from the supply chain. The idea of this closer method of working together is to ensure that the expertise of each party is optimised. A wide range of programmes, from East West Rail Phase One to the transformation of Birmingham New Street station and now HS2 (who have a number of partnerships), has been delivered in a way that prioritises the whole and means that the working relationship is about so much

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more than the sum of its parts. The Innovate UK and RSSB-funded Digitally Enabling Electrification programme highlights just what can be achieved when the supply chain works collaboratively, leveraging innovation to overcome a technological challenge. The benefits of working collectively towards the same ultimate objective can perhaps best be visualised by unpicking the process which was previously used: Assuming a client has an idea for, say, a new footbridge, they reach out to the market for a design, and following a period of competition a successful designer is chosen who will produce something that complies with all the necessary standards, which also reflects both the designer’s and the client’s appointed engineer’s preferences for the footbridge. Once the bridge is designed (to whatever level of detail has been decided in the procurement strategy), the client can then go out to tender for its construction. At this stage, depending on the level of detail, the contractor has a reduced opportunity to employ their preferred construction methodologies, materials, temporary works, off-site production, etc. The client has, at best, reduced the supply chain’s opportunity to innovate and at worse, limited the supply chain by design.

Put in this simple context, it is apparent that engaging the designer and contractor as early as possible results in the best output for the client. By working together, the designer and contractor can understand what the client needs to achieve and work together to ensure the most appropriate and efficient solution is jointly developed. Easy to visualise on a simple footbridge, think about an entire new railway, re-modelling and/or re-signalling. So why isn’t collaborative working ‘the norm’? There are some structural challenges to overcome before this concept can be fully realised: 1. client procurement regimes, budgeting processes and governance mean that often a large amount of development has to be undertaken before the expensive ‘build phase’ can be committed to. It is a huge leap of faith, which many clients’ governance regimes cannot accommodate, to let what is in effect a true Design and Build (D&B) contract, without a fixed price and scope. Of course, there are always shades of grey and many, many examples of where D&B contracts have been let with very little detailed scope, but generally, the thought of engaging a D&B contractor, while

the scheme is still in development, is unusual. 2. Trust; the client has to trust the D&B contractor(s), the designer has to trust the contractor and the contractor has to trust the client and designer. How do we overcome the barriers? Cultural and behavioural change is needed to implement this new way of working. True collaboration, in whatever contractual form it takes, requires the right behaviours. Obstacles can usually be overcome with the right environment and the right senior leadership, demonstrating this trust and empowering teams to follow suit. I believe that this will be the way the rail industry will choose to operate moving forward and that the designers and contractors who truly embrace this approach, working with the client to embed the right behaviours and values, will be the most successful. Collaborative working has been and will continue to be a gamechanger, fundamentally improving the way UK engineering projects are delivered and offering a new blueprint for export. Fraser Greenwood is a director at Atkins. He is currently representing Atkins in its role as HS2 Phase One engineering delivery partner, a JV with CH2M, Atkins and SENER


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The Cheek of it... Chris Cheek

Would you put money on it? As rail demand approaches another new record, passenger journeys look set to exceed the 1923 record soon, says Chris Cheek


hen demand for passenger rail services in Great Britain went through the one billion barrier for the first time since 1961, it seemed fairly miraculous. It happened in fiscal year 2003/04, and meant that the number of passenger journeys was 31 per cent above the 1992/93 figure which ministers had been contemplating as the 1993 Railways Act was going through Parliament. I can remember writing an article like this one, and looking at the historic figures published by the Department for Transport1 for what the next milestone might be. Well, there was the post-war record, which had been achieved in 1946. This stood at 1,266 million. Surely, we would not get to that – at least not for a long time. But of course, we did, and in remarkably short order as well – the record was beaten within five years, in 2008/09, by which time growth since 1992/93 stood at an astonishing 65 per cent. Looking back even further, the next record that stood on the sheet was the 1923 figure of 1,772 million. Impossible, I thought: we will never reach that in a month of Sundays. My reasoning seemed strong, especially as by then we were in the middle of the worst economic recession since the Second World War. Rail demand was bound to fall, and sharply – it always did during recessions. The reality was somewhat different. With the exception of a couple of quarters, demand did not fall. Indeed, it carried on growing, albeit at a slower pace than during the 2003-2008 ‘Brown boom’. And it has carried on – with a compound annual growth rate since 2008/09 of five per cent. Thus, at the time of writing, we stand near the brink of that 1923 record. Analysis of the Quarter 2 2016/17 patronage figures published by ORR shows that the rolling year total for the year ended 30 September Rail Professional

2016 was 1,731 million. That’s 125 per cent more than in 1993. Thus, it is quite possible that, at some time during the next twelve or eighteen months, demand on the railway network will indeed exceed 1,772 million. In my view, that is truly remarkable. I do not believe that anybody back in 1993 contemplated for one moment the idea that rail demand would more than double in less than 25 years. Nor that it would do so on a network that has remained remarkably stable at around 15,800 route kilometres throughout – half the size it had been when demand had last exceeded a billion journeys a year. So what of the future? The latest stats show that demand continues to rise despite the effects of industrial relations problems and poorer performance – though the impact of the former on the statistics for last summer can clearly be seen.

Quarterly statistics The provisional figures for the second quarter of fiscal year 2016/17 show that 424 million passenger journeys were made during the 12-week period, a rise of 0.7 per cent on the previous year. Between them, they covered 16.5 billion passenger kilometres, 1.7 per cent ahead, and paid a total of £2,343 million in fares, 1.5 per cent more than in 2015. Looking at the individual market sectors, InterCity and Regional each saw passenger journeys rise by 3.5 per cent. In London and the South East, though, numbers were 0.5 per cent down – around 1.4 million fewer passengers were carried. Interestingly, the fall in demand was not restricted to the Govia Thameslink Railway (GTR) franchise that has been enduring such problems of late. Looking at the figures for individual train operators,

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Govia did indeed lose passengers compared with the same quarter last year – around 0.6 million in fact. However, much bigger losses were endured at South West Trains (£2.2 million) and London Overground (just under one million). This is surprising, since both could have expected to gain passengers from increasingly unreliable Southern and Thameslink networks run by GTR. It may be that these neighbouring networks were affected by adverse publicity, but equally it could suggest that something else was going on – perhaps to do with Brexit, perhaps with other changes in society and consumer behaviour. It is certainly too soon to make any judgements, but these falls may be a straw in the wind. In terms of passenger kilometres, the biggest rise was on the Regional routes, at 2.9 per cent. InterCity routes came next on 2.4 per cent. In London and the South East there was also an increase, but this was restricted to 0.7 per cent. Revenue also continued to climb. The national increase of 1.5 per cent was spearheaded by the Regional services on 2.9 per cent, followed by InterCity on 2.2 per cent, with London and the South East bringing up the rear on 0.7 per cent, also reflecting the industrial relations problems as well as the real-terms freeze on commuter fares.

Rolling year figures Looking at the figures over a rolling year, the national totals for the twelve months ended 30 September 2016 show the number of passenger journeys rising by 2.6 per cent to 1,731 million. Passenger kilometres travelled rose by 2.3 per cent to 64.8 billion, while passenger revenue was 2.9 per cent higher at £9,328 million. Looking at the individual sectors, passenger journeys on the London and South East routes grew by 2.2 per cent, with passenger kilometres growing at a slightly slower 1.9 per cent. Average journey length was 25.4km in this sector, which 12.5 per cent lower than at the turn of the century. On the InterCity routes, annual growth was 3.6 per cent in terms of passenger journeys, while the growth in passenger kilometres was restricted to 2.2 per cent. This took average journey length down by 1.3 per cent to 152.4km, continuing a longer-term trend which has seen average journey lengths fall by more than 17 per cent since 2001. On the regional routes, there was a 3.5 per cent increase in the number of journeys, while the number of passenger km was 3.3 per cent ahead. Problems in the south aside, growth continued across the network, albeit at a slightly slower rate. Compound annual growth rates remain significant: over

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the last five years, they stand at 3.9 per cent (passenger journeys), 2.5 per cent (passenger kilometres) and 6.0 per cent (revenue). Overall, the network continued to add passenger journeys at the rate of 142,000 every day between October 2015 and September 2016, adding to the pressures on an already crowded network. Meanwhile, what of future records? There is, in fact, only one more number to shoot for in the DfT’s statistics. That is the 1919 figure of 2,064 million journeys – which seems likely to be the all-time record for railway patronage. Will we ever see that beaten? With the completion of the Crossrail and Thameslink projects in the next couple of years, and with HS2, HS3 and Crossrail 2 in the pipeline, it is entirely conceivable. But with the toxic state of industrial relations in the industry, the uncertainties of Brexit and the accelerating changes in society, I am not entirely sure I would put any money on it.

1. It is sheet TSGB0601 and can be found on the DfT website if you’re really interested. There have been various changes of methodology over the years, but the figures provide a fascinating historical snapshot.

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Laying down the law


Martin Fleetwood

Does the wheelchair now reign supreme? The persuasive effect of fellow passengers, along with greater awareness of issues affecting those with disabilities, should benefit wheelchair users of rail, says Martin Fleetwood


n 18 January 2017, seven Supreme Court justices gave their decision on whether priority on occupation of a wheelchair space on a bus should be given to a wheelchair user or a baby buggy. As has been well reported, the case was ‘won’ by Mr Paulley, the wheelchair user, but what effect will the ruling have in reality, particularly when looked at in a rail context? Background Mr Paulley brought the original case following an incident on 24 February 2012 when he was unable to board a bus as the wheelchair

While the lead judgement in the case notes that the bus driver could consider stopping the bus ‘for a few minutes with a view to pressurising or shaming the recalcitrant non-wheelchair user to move’, this would be impractical for virtually any rail service, with the need to fill specific slots on a busy network

space was occupied by a buggy with a sleeping child, which the mother refused to move, despite being requested to do so by the bus driver. Legal proceedings were brought against FirstGroup (the operator of the bus) on the basis that it had failed to make ‘reasonable adjustments’ to its policies contrary to section 29(2) of the Equalities Act 2010 and discriminated against Mr Paulley as a wheelchair user. Having won his case in the High Court and been awarded compensation, the decision was overturned in the Court of Appeal in December 2014 with a final appeal to the Supreme Court being made in June 2016.

Duty on a provider of public service vehicles The Supreme Court ruled that under section 29 of the Equalities Act 2010 as a ‘public service provider’ FirstGroup must not discriminate against a wheelchair user requiring its services by not providing the person with the service and must make ‘reasonable adjustments’ to avoid substantial disadvantage to that wheelchair user. However, a wheelchair space had been provided, together with relevant access, so the court had to look at how FirstGroup managed access to that space. Where the wheelchair space was unoccupied, access was straightforward and clearly complied with the act. The issue Rail Professional



was, therefore, if a non-wheelchair user was occupying the wheelchair space, should they be made to vacate that space, and if so, were there limitations on this requirement? The Supreme Court agreed with the view of the Appeal Court that an absolute rule that any non-wheelchair user had to vacate the space if needed by a wheelchair user would be unreasonable. This would be particularly so if the person occupying the space had to get off the bus to make space for the wheelchair user. The Court noted that even a qualified rule, such as any non-wheelchair user having to vacate if it was reasonable, but applied through mandatory enforcement, would be very difficult to enforce in practice. What was reasonable would be subjective and an attempt at mandatory enforcement would most likely lead to confrontation with passengers and delay. The consequences of a driver refusing to move his bus until one party gave way could create significant tension, delay and possibly violence, which should be avoided. It was also stated that the Court could not see any clear statutory obligation on a passenger to comply with policy relating to use of the space. They could not see any provision which would place the passenger under an obligation to get off the bus if they refused to vacate the wheelchair space.

From buses to trains So how does this judgement affect train travel? All train operators have policies for people with a disability travelling on their services. However, those operators who do not provide seat reservations note that there is no guarantee of a place for a wheelchair user. Like FirstGroup’s bus, a train is adapted to take a wheelchair and the space is clearly marked. As well as a wheelchair space a significant number of trains also have bays for bicycles and luggage areas which can also house buggies. If a wheelchair space is taken up with a buggy is it sufficient for a member of staff merely to ask politely for the buggy to be moved to make space for the wheelchair? The judgement of the Supreme Court is clear that the staff member needs to make sufficient effort to try and get the non-wheelchair user to move from the space. A simple request is no longer enough, particularly if the refusal to move is clearly unreasonable, such as sufficient space for the buggy being available further down the carriage. The approach of the staff member must depend on the circumstances but a more directive requirement should be considered, particularly if space is available elsewhere. While the lead judgement in the case notes that the bus driver could consider stopping the bus ‘for a few minutes with

a view to pressurising or shaming the recalcitrant non-wheelchair user to move’, this would be impractical for virtually any rail service, with the need to fill specific slots on a busy network. A sensible compromise? While not giving wheelchair users the right to require a wheelchair space occupied by a non-wheelchair user to be made available for them, the case has highlighted the issue and will require staff members to make a positive effort to try and free a wheelchair space. It is interesting to note that the court considered the persuasive effect of fellow passengers who could help influence a person to move, although having no legal powers to do so. Indeed, it is this practical aspect which, along with greater awareness of issues affecting passengers with disabilities, should put wheelchair users in a better position than before the judgement. Martin Fleetwood is corporate partner at Shoosmiths

Email: 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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An enlightening opportunity Eli Rees-King describes all the fun of the recent Light after Dark lighting and security event


n a cold, grey afternoon on February 1st while dark clouds loomed overhead and storm Doris threatened to blow in – what better way to brighten the time of year than with our annual railway lighting and security event Light after Dark - a showcase of the most innovative railway lighting and security products from temporary lighting solution providers to fixed columns and lanterns, flood lighting to exterior platform/station lighting, interior station lighting, specialist services and innovations, and CCTV services.

This year we had 38 companies on site at Long Marston, home to Rail Live, all keen to show off their products and services to the enthusiastic delegates who had come from far and wide to see the latest innovations on the market to fulfil security and lighting challenges across the UK’s railways

Now in its third year of running and with each year getting bigger than the last, Light after Dark has a reputation for being different to any other lighting and security event, particularly with its novelty evening outdoor light show and the attraction of being able to demonstrate against a real rail setting. The event has the much valued support from both the Lighting Industry Association (LIA) and the Society of Light and Lighting (SLL) in addition to the show sponsor, Axis Communications, ensuring that it had more to offer than ever before – including a printed show guide for the first time. This year we had 38 companies on site at Long Marston, home to Rail Live, all keen to show off their products and services to the enthusiastic delegates who had come from far and wide to see the latest innovations on the market to fulfil security and lighting challenges across the UK’s railways.



There was also a series of lively and interesting presentations running alongside the exhibition covering industry topics such as recycling of lighting products, the case for more LED lighting, CCTV security technology advancement, a case study on a South Wales station and meeting lighting challenges, as well as crime and suicide prevention on the railways which were all well received by an enthusiastic audience. Networking conversations Inside the large exhibition tent there was plenty of networking and in-depth conversations taking place between exhibitors and company representatives from organisations including ABC Electrification, Amey, Arboriculture & Forestry Support Services, British Transport Police, Carillion OHL Rail Projects, Ground Control, IP Signalling, ISS Labour, London Underground, LU Emergency Response,

Network Rail, Railway Electrical Services, Rail Tube, Transport for London (TFL), Unipart Rail and the Welsh government. As the natural light dropped outside and the skies turned even darker – this was when the show really came to life. Lights of all shapes and sizes could really be seen in their full glory creating a light extravaganza and offering visitors the opportunity to see displays ranging from temporary lighting units to cherry pickers with built-in lighting, ecological powered lighting solutions (silent generator powered by hydrogen as in the case of Taylor Construction Plant unit). Axis Communications and partner company Raytec were also able to demonstrate their product on the railway track showing off infrared technology when there is no light available to detect movement. At one point it even looked like an emergency incident had taken place with the addition of Woodway Engineering’s

emergency response vehicle lighting units that are fixed to the vehicles themselves. And to round it all off – delicious hot pork rolls and baked potatoes went down very well that evening. Light after Dark will be returning again in 2018 and we are looking forward to an even bigger and better show. If anyone would like an electronic copy of the 2017 show guide listing all the exhibitors, please contact eli. or go to Eli Rees-King is marketing communications director at the Rail Alliance

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Join the elite Brilliance in STEM is not based on gender, says Adeline Ginn


n February, the UK Statistics Authority released a report revealing that women hold just 12 per cent of the full-time jobs that pay £150,000 or more. The report goes on to highlight the parity between the proportion of men and women in the highest paying roles across the UK. Another report by Princeton University, released days later, found that from the age of six, girls start to believe that they are less talented than boys. It is a worrying statistic, particularly considering the correlation with the former research. This subconscious thought cycle which trickles through men and women’s psyches when they are in primary school, needs to be addressed now. Tackling the lack of women in senior and high paying roles means beginning our work with the younger generations. Businesses play an important role in helping abolish these stereotypes early to ensure our industries have the best skills available higher up the chain. And it is in

our interest in the rail sector, as Network Rail recently found, that 40 per cent of girls see engineering as ‘more suited to boys’, with even more believing the same for construction and building roles. A failure to address these perceptions now means jeopardising the vast talent available in future years. Network Rail’s Switch Off, Switch On research goes some way to understanding the psychological barriers to women engineers in rail. Developmental psychologists showed groups of girls from seven to 15 years old a series of photos depicting females in various careers and observed their immediate associations with each image. Four fifths of the girls aged seven to nine described the engineering photo as ‘dirty’ and ‘messy’. Girls aged between 10 to 12 said it was for the ‘physically strong’ and is ‘dangerous’. Between the ages 12 and 15, the most common terms used by girls were ‘unglamorous’ and ‘socially isolating’.

We can take inspiration from Sweden, where 25 per cent of engineers are female. In Latvia, Bulgaria and Cyprus, the number is even higher 30 per cent. There, engineers are revered as part of the national success story and consider themselves to be part of the elite with the likes of doctors and barristers. In the UK, it is fewer than 10 per cent. It is clear that to reach its true potential the UK rail industry needs to become celebrated as part of the national story too

However, research has shown clearly that, at schools, girls perform to the same level as boys when they are encouraged to partake in STEM subjects, provided with the right skills and, as mentioned above, given access to inspiring role models. Equipped with these tools they are able to become highly capable of thriving in STEM, including in rail. The WISE campaign to promote women in science, technology and engineering published a groundbreaking study Not for People Like Me in 2015, which links for the first time social science research into the STEM world and argues a fresh approach is needed. It found that while physics is the third most popular A-level for boys, it is only the nineteenth for girls, and of 14,000 engineering apprentices, only 450 were girls in 2015. Girls’ experience in schools and the quality of career guidance are critical elements in their decision making. Limited availability of triple award sciences reduce the likelihood of girls having the confidence and desire to progress beyond GCSE level. Celebrated as part of the national story We can take inspiration from Sweden, where 25 per cent of engineers are female. In Latvia, Bulgaria and Cyprus, the number is even higher at 30 per cent. There, engineers are revered as part of the national success story and consider themselves to be part of the elite with the likes of doctors and barristers. In the UK, it is fewer than 10 per cent. It is clear that to reach its true potential the UK rail industry needs to become celebrated as part of the national story too. We can help to address this by showing our younger generations that there are many successful women working in UK rail. By engaging early at schools then at universities, the benefits and opportunities the rail industry offers can be clearly communicated and showcasing success stories demonstrates exactly what can be Rail Professional



achieved. Contact with people in the industry has proven remarkably effective at defeating these cultural biases among the young. Anecdotal evidence from Women in Rail members shows that children who have parents or role models in the rail profession when at a formative age are more likely to consider it as a career path. Your Life, for example, a three year campaign launched by the government and supported by Women in Rail, is designed explicitly to increase engineering contact, help communicate the social value of rail and engineering and help girls understand that becoming an engineer or working in rail can help improve and even save lives. STEM industries still have a way to go in encouraging our young girls to pursue careers in science, technology, engineering and maths. However, it is by showing them that these careers are a viable career choice and by showcasing female role models who are successful and admired, that we will reinforce the notion that there is a place for women in rail.

Adeline Ginn is founder of Women in Rail and general counsel at Angel Trains

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Change begins at the dinner table Esther McVey discusses how productive a new initiative to meet the industry face-to-face is proving, and some of the potential new ways of working to arise from that


t’s strange to think but I have been in post as chairman of the British Transport Police Authority for nearly a year and a half now. Although the last 16 months or so feel like they have gone past in the blink of an eye, I have really enjoyed getting to grips with some of the big issues facing the Authority and Force and feel that real progress has been made in some important areas. One area I was keen to focus on from the start was sounding out the rail industry on what works well and getting their ideas on what can be done to improve the work of BTP and its delivery. I’m a strong believer that if you want to find out what someone is thinking a face-to-face meeting in a less formal setting is the best way, so the BTPA has started to run a series of stakeholder

I’m a strong believer that if you want to find out what someone is thinking a face-toface meeting in a less formal setting is the best way, so the BTPA has started to run a series of stakeholder dinners

dinners. These are taking place around the country with senior representatives from rail companies, regional government, Network Rail and Transport Focus. We have had three dinners so far, in Manchester, Cardiff and Birmingham, with about five key stakeholders joining the chief constable and me to discuss a variety

was devised, the Authority, backed by the industry, passenger groups and government bodies, chose to focus on three key areas to set targets and rate how the Force was performing: reducing total crime and minutes lost to disruption while raising passenger confidence. Alongside these areas was the underlying theme to provide value

of topics at each of them. We have at least two more, covering London and the South East, in the pipeline. They have proved to be great forums to float some new ideas and refinements to the way the BTPA and BTP work at the moment, as well as getting to know some of the key figures in the rail industry. These dinners have already proved their value as they have been the perfect way to sound out a couple of new ideas. The first new idea to come out of them is a move to a more holistic approach to setting goals and rating the Force’s performance. Back in 2012, when the current strategy

for money. These targets drove some great initiatives and actions by the Force but the growing and evolving railway environment combined with changing policing needs have meant that the time has come to adjust how the performance of BTP is measured and tracked. The old model was beginning to encourage behaviour focused on hitting the binary pass/fail targets it set rather than doing what really mattered to passengers, staff and rail companies. One example of this would be that, with the increasing number of retail outlets at larger stations, such as St Pancras or

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Birmingham New Street, shoplifting has been on the rise, pushing up overall crime figures. While combating this is important, it would mean diverting resources and patrols from main concourses and trains to retail areas. Shoplifting is not seen as a

priority by train operators, railway staff or passengers , especially when compared with violence against the person or anti-social behaviour for example, so this would not be a proportionate and desirable change in how the BTP approaches its job. The BTPA and the Force are currently in the process of working with the industry, passenger groups and other interested organisations to devise a framework that uses a wider range of indicators to give a fuller and more accurate picture of how the BTP is performing when taken as a whole. The ability to sound out some key industry representatives early on in the process proved really useful and the new look performance framework was sent out for comment to a much wider audience via a consultation in February. The aim is for this to form the basis of the 2017/18 Policing Plans that will be published later this year. Another topic we are currently exploring with partners – as a direct result of discussions at one dinner – is the possible option to improve cooperation and visual information-sharing between the train operating companies, Network Rail and BTP across the north of England, through the creation of a virtual cloud-based CCTV hub. Although this is at exploratory stage, this could allow partners to feed in and access CCTV images across the network, enabling

The BTPA and the Force are currently in the process of working with the industry, passenger groups and other interested organisations to devise a framework that uses a wider range of indicators to give a fuller and more accurate picture of how the BTP is performing when taken as a whole faster joint decision making and reactions to incidents. It would also remove the need for partners to request and exchange footage. As this develops it is hoped that Toc innovation funding or regional funding could be considered as a way to progress this from concept to reality.

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Geared up for success? With the biggest rail modernisation programme for more than a century underway and a greater focus on involving local manufacturers, is the UK rail supply chain ready to grasp the opportunity, asks James Buckle


ver the next few years the UK’s rolling stock and related infrastructure sector is likely to see the most significant growth in decades. Gamechanging projects like HS2 and Crossrail 2, combined with an unprecedented political will to improve the UK’s infrastructure network, present a scale of potential that hasn’t been seen in the UK for some time. The challenge for the domestic UK supply chain, is getting into a position where it is able to take full advantage of the opportunity.

It’s clear that funding requirements will continue to grow to significant levels and so it’s unsurprising that alternative funding strategies are being considered by all players in the rail sector. For example, we envisage greater use of structured debt finance or capital market bond issuance, post-construction, becoming more prevalent in order to assist companies to meet contract demands and deliver their equipment

Where are we now? The multifaceted nature of the industry, as well as the involvement of a diverse group of participants ranging from the Department for Transport, Network Rail, the rolling stock owning companies and train operating companies, through to the manufacturers and the broader supply chain, means it is complex and rather disparate. For many of the UK companies within the rail supply chain, the proportion of sales to the sector will make up only a small portion of their business. For example, a company supplying interior lighting might include one rolling stock manufacturer among its customer base, but wouldn’t necessarily see itself as being a part of a ‘UK rail supply chain’.

This is in contrast to the automotive industry, which has been perhaps more successful in establishing a clear and uniform structure, with the majority of those companies involved in the supply chain being heavily invested in the automotive sector. But the size of the opportunity should motivate the rail supply chain to emulate the success of the automotive industry. The scale of the opportunity The collective turnover of the UK’s rail supply chain, including passenger revenue, was £13.5 billion* in 2014/15. It’s estimated that annual growth in the UK’s rail equipment manufacturing sector alone, which has a combined revenue of £1.5 billion, will be



almost six percent between 2016 and 2021**. The UK is at the start of a significant period of investment into the rail infrastructure, with estimated increases in rolling stock to exceed 9,500 new units in the next 30 years. Forecasts estimate that passenger miles will increase by 46 per cent by 2030, with freight volumes expected to rise by 50 per cent over the same period. This year also saw the government kick-start its Digital Railway programme, with a £450 million investment to trail new signalling technology. More recently, the involvement of the UK supply chain has become a key consideration for rolling stock procurement contracts. Layered on top of this is the government’s pledge to increase economic infrastructure investment by almost 60 per cent, reaching £22 billion by 2020-21, as a part of its new National Productivity Investment Fund (NPIF). The opportunity is undoubtedly there, but whether every part of the rail supply chain is aware of the possibility and how to grasp it, is less certain. As an industry, the rail sector is quite traditional. Procurement channels can be closed and contract awards have almost entirely been driven by price competitiveness. But with the unprecedented expenditure on rolling stock and signalling and the renewed focus on the involvement of local suppliers in order to win contract tenders, now more than

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ever there is the prospect for local talent and skilled companies to seize the opportunity. Financing the opportunity We’ve been working with the Rail Alliance, the member body for the rail supply chain, to look at ways to help businesses of every size take full advantage of the opportunities open to them. As a result of our engagement with the major rail manufacturers and rolling stock owning companies, as well as our involvement in key infrastructure projects such as Thameslink and IEP 1 & 2, we have a deep insight into the operating environment and what the supply chain needs to deliver. A broad range of financial tools are required to ensure that end-to-end suppliers can access the necessary financing and risk management products to tap into the opportunity. By utilizing these options, the complete supply chain, from component manufacturers, through to train manufacturers and the rolling stock owning companies, can continue to invest in their respective businesses and deliver on the stated infrastructure targets within the UK. It’s clear that funding requirements will continue to grow to significant levels and so it’s unsurprising that alternative funding strategies are being considered by all players in the rail sector. For example, we envisage greater use of structured debt finance or capital market bond issuance,

post-construction, becoming more prevalent in order to assist companies to meet contract demands and deliver their equipment. Rail infrastructure is set to play a central role in the UK’s economic development over the next decade. With the increased focus on localised on-shore production, all of those businesses with a toe in the rail supply chain might consider dipping a whole foot. The next few years will be about making sure the rail supply chain can scale up and mobilise effectively, with access to affordable and sustainable funding sources to capitalise on the growth opportunities the market presents.

* Source: Mar 2016. Office of Rail and Road. GB rail industry financial information 2014-15 – ‘income of’ – i.e. turnover ** Source: March 2016. IBIS World. Railway Equipment Manufacturing in the UK – only equipment manufacturing – 90 companies James Buckle is a director in the Global Corporates Industrials team at Lloyds Bank Commercial Banking

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Information is clarity The key to more user-friendly ticket machines is improving the information that goes into them says Jacqueline Starr, who looks at moves to overhaul the entire fares system


ast December, I took part in a forum where train companies joined forces with the rail minister and consumer groups to agree an action plan to improve ticketing information and make it easier for passengers to choose the best value fare for their journey. The plan set out a range of measures to make how you choose your ticket and what, where and how you buy it much simpler and clearer. Now train companies have unveiled an initiative to benefit customers that could lead to the most radical overhaul of the complex fares system for more than 30 years. We want to make it easy for customers to get the right ticket for their journey at the best possible price wherever they buy it – from ticket machines, online or at a ticket office.

Ticket machines are really good for buying certain types of ticket. For example, great for

avoiding queues at busy stations where commuters want to make relatively straightforward journeys but sometimes not so good for more intricate journeys where, to give a customer the right ticket, the machine needs to know what time the customer is travelling out and back, whether the customer wants a specific train or is flexible, or wants to travel by a particular route or train operator

Improvements by train companies will help customers find clearer fares they can trust. We are very pleased that the government and others are committed to working with us to explore how the complicated fares set-up created over decades can be simplified so that we can deliver customers an even better deal. Trials agreed between train companies and the government are due to start in May on selected routes to test new pricing, simpler routes to give customers clearer choices, and the removal of unnecessary and unwanted fares from the system. There are heaps of fares which nobody buys but are required by regulations which pre-date the internet and online booking. Over the last 20 years train companies have introduced a range of deals and good value fares that have helped to attract record numbers of passengers. Yet decades-old government rules covering rail fares prevent train companies from being more flexible in offering tickets



that customers want. The regulations were designed to protect customers’ interests but now actively create confusion on websites and ticket machines. Train companies want to work with the government to discuss how the system can be updated so that consumer protection underpins giving people fares they really need. Our trials will be designed to establish what changes to regulations and processes are needed so that train companies can offer customers simpler fares. The changes will build upon improvements already being made to give customers better information – particularly for those buying online or from ticket machines – and more confidence that the tickets they are buying are right for their journeys, making it clear when and where they are valid. The trials will focus on three typical examples of the need to modernise rail fares regulations, where they create confusion and show too many different fares: • routeing changes will be tested between London and Sheffield, where regulations date back to when the direct service was much less frequent and journeys often needed a change of train via a longer route. This means that train companies have to offer tickets which aren’t in step with actual options available today; • train companies want to remove expensive, obsolete ‘through fares’. Best-

price through fares will be tested with CrossCountry Trains which is obliged under current regulations to price through tickets for long connecting journeys even where customers can beat that price by combining several different types of ticket; • single-leg pricing will be tested on the London-Glasgow and London-Edinburgh routes so that customers would always know the cheapest fare for their chosen journey, out and back. Despite train companies making online booking easier, finding the best price both ways is made harder because the regulated off-peak fare is a return fare, therefore customers are often left to work out for themselves whether two single tickets are cheaper than a return. The trials will also test the impact of the proposed changes on ongoing investment into the railway. The current balance of revenue and costs allows around 97p in every £1 from fares to go back into running and improving the railway. With government support we can conduct targeted trials to test our proposals properly and thoroughly and protect current investment levels. If the initial impact on taxpayers is negative, then the danger is that this would be bad for passengers since it could undermine future investment to improve services. We’re taking extra measures to make

ticket machines more user-friendly too. The Rail Delivery Group has published a ten-point plan to improve ticket machines, and we’re working with train companies to speed up progress and spread examples of where things are being done well. Ticket machines are really good for buying certain types of ticket. For example, great for avoiding queues at busy stations where commuters want to make relatively straightforward journeys but sometimes not so good for more intricate journeys where, to give a customer the right ticket, the machine needs to know what time the customer is travelling out and back, whether the customer wants a specific train or is flexible, or wants to travel by a particular route or train operator. The key to improving ticket machines is improving the information that goes into them. Working with government, train companies are determined to overhaul the entire system to make it much easier for customers to find and buy fares they can trust. Coupled with more customer-friendly innovation and improvements making train journeys better from start to finish, these bold reforms will help to transform train travel in Britain as we continue to build the bigger, better railway that the country needs. Jacqueline Starr is managing director, customer experience at the Rail Delivery Group

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Time to stand firm Andy Cook looks at the battle for modernisation across the rail network


he year got off to a bad start when the tube network was hit by strike action, affecting two million commuters. In a somewhat unique situation, workers from the RMT and the Transport Salaried Staffs’ Association (TSSA) were striking about changes which had happened when Boris Johnson was mayor; closing ticket stations and shedding headcount through voluntary redundancy to make efficiencies and adapt to new technology. Unions took industrial action at the time, but were unable to change the minds of the decision makers; so they are seizing on a change of mayor and having another go.

This battle is set to continue – efficiencies can be made, new technology can be utilised and productivity improved. The big question is how to get the unions on board with this change, without adding to the inefficiency by paying for change... Therefore, further industrial action is almost inevitable

The change of administration in 2016 to a Labour mayor was a key opportunity for the unions. Labour is traditionally more accommodating and supportive of their position meaning they see Sadiq Khan as an easy target to overturn previous decisions. What’s interesting is that lots of London Underground working practices are decades old and don’t reflect the modern world; for example, the Oyster card wasn’t around when many agreements were made. The number of people now traveling on London Underground and paying with cash has fallen, so subsequently fewer ticket offices are needed and fewer staff required in their traditional roles. Operators, including TfL, have identified more efficient ways of safely providing the service, which inevitably has an impact on staff numbers and the content of their jobs.

Unions within the sector are particularly strong and retain enough muscle to engage in fights to protect and improve pay, terms and conditions and job security. My view is that the unions’ will use ‘safety’ as a way to mask action on other issues as they know that public opinion is important; the safety argument is far more palatable than being seen to strike to protect obsolete jobs, increase pay or simply block modernisation. This battle is set to continue – efficiencies can be made, new technology can be utilised and productivity improved. The big question is how to get the unions on board with this change, without adding to the inefficiency by paying for change. Therefore, further industrial action is almost inevitable. If management gives in, the unions win and management and passengers will continue to be held to



ransom every time change is necessary. There comes a time in all relationships when you need to stand firm. Change has taken place in almost every other industry and sector over the last 25 years. In the case of TfL, ultimately, the fare-paying public will be the ones who pay for inefficiencies as the government reduces its overall subsidy. How to prepare and manage So how do we ensure we are prepared for these situations and how do we handle them? In this ever-changing environment, it is important for line managers and HR professionals to work hard on communicating directly with the workforce with simple, consistent messaging, setting out what is happening and why. Any change, whether in a unionised environment or not, is a battle for hearts and minds. This is not an anti-union position; far from it. Trade unions have an important role to play and will continue to do so. Employers must be very careful to hit the right balance between allowing all communication to occur by or through the unions, and taking responsibility for communicating directly with their employees. In the case of a strike, it’s vital to keep in mind those employees not taking action and communicate with them, as well as with those who do take action. I’ve been involved in disputes where

communication with employees has not been strong enough and has resulted in the loss of their support. And lastly, the difficulty of being faced with, and trying to manage, an industrial dispute that is politically motivated cannot

be underestimated. Politics leads to the government and politicians and when it gets to that point, it’s often out of the hands of those who have strong, local relationships. Andy Cook is chief executive of Marshall-James

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One step further Ann Mills and Graham Nicholas take a look at using human factors to improve rail vehicle maintenance and a new starter template for approaching the discipline in a workshop environment


ompanies already recognised as best-in-class at delivering on the most challenging and high-risk aspects of rail vehicle overhaul will in future need to go one step further in assurance assessments, to take human factors and organisational culture into account. Such companies already have to face a rigorous evaluation through the Railway Industry Supplier Approval Scheme (RISAS), to demonstrate to Network Rail and train operators that they ‘do what they say they do’ to manage risk in the supply chain. Many workshops already have a mature and progressive safety culture, a million

Weak supervision, poor leadership, ongoing discontentment about working conditions are all corrosive to morale and can change people’s attitudes and behaviours to their immediate work. Systemic issues can affect a whole worksite and, irrespective of how experienced and professional the workforce is, it can be difficult to remain focused and ensure that this does not impact on performance

miles from the stereotypical ‘command and control’ culture that might have stopped yesterday’s shop floors from considering the way their people worked, or the systems they were using. However, an RSSB investigation had uncovered situations where a small number of axle-bearing failures could be traced back to RISAS-certified companies, with a recommendation to tighten up the scheme and ensure human factors were more formally assessed. Now, new guidance and a new assessment module are set to help companies focus on their people, get to the bottom of errors, and improve safety

culture in the rolling stock maintenance and overhaul supply chain including train maintenance workshops. At the same time, this change to the RISAS scheme - now 10 years old – will provide a welcome refresh of the scheme requirements to support the aim of continuous improvement. A review of the ORR’s Risk Management Maturity Model, together with input from recent human factors research has provided us with the input for the new criteria and guidance to ensure it’s compatible with contemporary thinking in this often challenging area. Human factors and organisational Rail Professional



culture are about optimising performance of people in the workplace. They consider the working environment from a human-centred viewpoint, looking at the whole system including the task, equipment, management and organisation. These all have an influence on the way people behave and interact with the railway and rail-related systems. For example, human error is sometimes identified as a cause in failures of critical products, but workshop personnel rarely make mistakes on purpose. These failures are often the result of wider shortcomings in the organisation. Even simple human oversights can be traced back to organisational failings. In one case documented in the RSSB investigation, a person forgot to tab up a washer on a bearing end-cap which subsequently led to the in-service collapse of the bearing. For the person involved, it was the first time they had assembled the specific type of axle end equipment and they missed a key step in the procedure. This took place in spite of the person having plenty of experience doing other similar work. Questions were raised relating to the way personnel move between different activities in the workshop, the additional training that they received when taking on new tasks, and the additional checking that takes place, all of which point to wider organisational-level shortcomings and reflect on the culture of the company. Sometimes several small issues picked Rail Professional

up in a RISAS assessment might share a common cause and might be indicative of a wider systemic problem. Such companywide issues can pose a significant risk to rolling stock maintenance and overhaul supply chain activities. Weak supervision, poor leadership, ongoing discontentment about working conditions are all corrosive to morale and can change people’s attitudes and behaviours to their immediate work. Systemic issues can affect a whole worksite and, irrespective of how experienced and professional the workforce is, it can be difficult to remain focused and ensure that this does not impact on performance. New requirements So, at RSSB, we have introduced new requirements and guidance relevant to human factors and organisational culture into the assessment – these will appear in the updated RISAS/003 Supplier Assessment Module Issue 5. Suppliers and assessment bodies will need to refer to this guidance both when preparing for and participating in an assessment where the arrangements for managing these issues are being assessed. We have also prepared guidance for suppliers underdoing assessment and the approval bodies doing the assessments themselves: Engineering excellence into rail vehicle maintenance – How to evaluate human factors and organisational culture in RISAS assessments is available free-of-

charge on the RSSB website. The new guidance is designed to help work through new requirements in the RISAS assessment, and ultimately reduce inefficiencies and costs coming from re-work and claims that follow from out-of-spec products. Train operators rely on the fact that the companies providing them with critical maintenance and overhaul services have been assessed thoroughly and rigorously by a third party through the RISAS scheme. The suppliers themselves will also reap benefits, both for assessments but also to improve safety, and reduce inefficiencies and costs coming from re-work and claims that follow from the provision of out-ofspecification products or services. So, the new requirements and guidance will bring all-round improvement to the supply chain, and ultimately benefit passengers and freight customers. Even if your company is not engaged in the safety-critical end of rail vehicle maintenance and overhaul or part of the RISAS scheme, you may well find the guidance useful as it provides a starter template for approaching human factors in a workshop environment. Ann Mills is the professional head of human factors at RSSB Graham Nicholas is the assurance specialist in the rolling stock standards team at RSSB

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Meeting the demand for densification Harbinder Singh Birdi looks at how the new stations will both integrate into and reflect the cities they will soon become part of


he rail infrastructure sector is currently experiencing dramatic change and architects play a pivotal role in the design of rail infrastructure within the city, especially with the increase in train travel within London and the rest of the UK. As our infrastructure providers require costs to be borne by commercial developments within and around transportation hubs, architects are required to design places with diverse building programmes which are fully integrated into the public realm. Architects excelling in this sector need to be knowledgeable, responsive and innovative to ensure that their projects are able to meet the needs of our cities and communities. Crossrail is now recognised as being the first major transport project to integrate public realm with station design. Our wider role as infrastructure architects delivering three of the central stations is to knit the complex engineering into the city’s fabric. At Tottenham Court Road station we are delivering one of the most complicated stations currently being constructed for the Elizabeth Line. We have collaborated with world-renowned artists to create some of the largest permanent art installations found on the transport network, paying homage to the creative communities that would be using the station and work and play in Soho and St Giles. Councils and Boroughs informing the infrastructure that is right for them Local councils now realise how crucial infrastructure is to regenerate their towns. A lack of ability to readily travel to and from a place limits growth. In the recently published white paper on housing the government reiterated its support for outer borough densification, which can only be achieved if the infrastructure can support growth, creating places to work, live and socialise. Rail Professional



Working with Network Rail, Croydon Council and multiple developers on adjoining sites at East Croydon Station, Hawkins\ Brown proposed a bridge which introduced new gate lines, improved accessibility and reduced station congestion. The bridge also created an essential new public pedestrian link across the tracks, creating much needed routes to the city’s heart for those in the west. This project was about celebrating infrastructure by bringing a joyful landmark to the local area as it undergoes significant transformation. Over a 20-hour period in 2013, a new 100-metre long, 700-tonne bridge structure was push-launched across the six platforms at East Croydon rail station, to accommodate increasing capacity at the UK’s third busiest railway interchange station. This bridge was designed to be built with minimal disruption to station operations and to easily accommodate the addition of more platforms in the future. It was assembled on a site adjacent to the station and installed in less than a day via a push launch technique over the live railway, without disrupting on-going services to platforms. Subsequent to the launch development has been initiated around adjacent sites that had lain redundant for over 20 years. Infrastructure to support the need for greater housing, creating new communities that are better connected Crossrail’s central London stations are the Rail Professional

foundation stones for some of the city’s most high-profile real estate. Funding models for all future infrastructure projects such as Crossrail 2 will have to consider how development will, in part, fund the construction of new homes. With all major cities in the UK dealing with an increase in population there is a push to densify development around rail infrastructure nodes. At Tottenham Court Road station we designed both the station and mixed-use over-site development as one structure. In order to construct the building within a constrained site we designed for modern methods of construction, assembling the building as a kit of parts, utilising prefabrication, constructing in a controlled environment off-site and erecting safely using machinery rather than manual labour. Our requirements for densification in the UK are not yet at the same level as in Asia, in cities such as Hong Kong, where the rail operator MTR is well-versed in integrating housing, retail and workspace within the infrastructure, at times blurring the moment where station begins and ends. This ‘ultraintegrated’ infrastructure model celebrates the interface between the metro system below, the urban realm and the buildings above. The successful implementation of a transport mode does more than just allow for ease of movement for the users. It creates a civic space for arrival, departure and, arguably most importantly, the opportunity to dwell. Although the ‘ultra-integrated’ model is efficient, it offers very little in terms of open and engaging spaces to the city’s urban fabric. Crossrail 2, which aims to create new communities in the outer zones of London, will require developers to liaise with TfL and the design teams to develop robust, cost-effective schemes. As central London housing prices become unaffordable to most, the outer boroughs will soon become areas

that offer affordable places to live while being connected to world class rail infrastructure. The challenge will be to find funding models that are attractive to both developers and rail operators as well as, we assume, partial funding from the Treasury. HS2 has the opportunity to revitalise cities HS2 will have a major impact on the cities that it serves. The key task will be to find ways of integrating some of the largest station structures this country will be constructing into the hearts of our cities and existing communities. Just as St. Pancras and Kings Cross offer high-quality retail and restaurants, making the stations destinations in their own right. Birmingham New Street – another station that successfully incorporates places to shop and eat – also manages to ensure that the internal public spaces benefit from natural light, creating good quality spaces to meet and dwell. However, New Street, Kings Cross and St. Pancras are major transformations of exiting stations. HS2’s challenge will be not only to show us how modern rail infrastructure will revolutionise the way we travel but more importantly how the new stations will both integrate into and reflect the cities they will soon become part of. Harbinder Singh Birdi is partner, head of infrastructure and transport at Hawkins\Brown Architects

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Stations update... Multi-million pound investment for Newbury station approved est Berkshire Council in partnership with Great Western Railway has been awarded just over £6 million pounds to revamp passenger facilities at the station. The scheme will complement the Market Street development and provide better access to the station for those arriving on foot, cycle and public transport. Space will also be provided for start-up businesses. The allocation follows assessment of the proposed scheme by the Thames Valley Local Enterprise Partnership (LEP) with the funding coming from the government’s decision to award it more than £35 million pounds in its latest Growth Deal. The region has seen the greatest overall growth in productivity (between 2013 and 2014) of all LEP areas (including London), and is one of only four to score highly on measures of both economic prosperity and social inclusion, according to the Joseph Rowntree Foundation (2016).   Based on this, the LEP was able to demonstrate that government could be assured of a return on its investment and that the proposals aligned with the strapline of the Strategic Economic Plan: Thames Valley Berkshire: delivering national growth, locally.   The next stage of the project is to undertake detailed planning and feasibility work and develop a business case in order for the funding to be confirmed.


Work to restore iconic Paolozzi mosaics completed he work, at Tottenham Court Road, has seen around 95 percent of the mosaics retained while the station undergoes a huge expansion to accommodate the Elizabeth line. Restoration and repair work has now taken place on the Northern and Central line platforms, and in the rotunda space. Wherever possible the original tiles have been reused and new tiles were closely colour-matched using the same process as the originals.


One of the final and most complex aspects of the project was the relocation of the mosaic panel from the former Oxford Street entrance. Following intensive planning and consultation with conservation experts, the artwork was removed from the wall in one piece and lowered down a lift shaft to be newly located at platform level.   Sections of the arches that could not be relocated within the station were transported to the Edinburgh College of Art, based in the city where Eduardo Paolozzi studied in 1943 and later became a visiting professor.

Paolozzi was a leading figure in the Pop Art movement, and his mosaics at Tottenham Court Road, completed in 1986, are widely considered to be one of the most spectacular examples of post-war public art. Roger Bowdler, director of listing at Historic England, said: ‘We are committed to working closely with Transport for London – the heritage of the Underground adds to everyone’s quality of life, and TfL has worked hard to return these one-off mosaics to public enjoyment.’ Rail Professional

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New aerial images show Elizabeth line stations taking shape rossrail has released a series of aerial and ground images that show the new railway remains on time and on budget. At many of the ten new stations across the capital, the architectural finishes are beginning to be installed. In the tunnels, more than three quarters of the permanent track has been laid and the installation of other railway systems is underway. Simon Wright, Crossrail programme director, said: ‘These images highlight the extent of Crossrail’s progress. The new stations are now taking shape with their ticket halls that will serve hundreds of thousands of passengers every single day. Below ground, as the fit-out of the stations continues, it’s now possible to get a real sense of how they will look and feel when they open at the end of the 2018.’


Major overhaul of Ilford station major overhaul of the station as part of the Crossrail programme has been given the go-ahead by Redbridge Council. The proposals, submitted by Network Rail last October, include a new, bright, spacious building with a glass façade; a new, larger ticket hall with a wide entrance and new lifts providing step-free access from street level. Further improvements will also be delivered to prepare the station for Elizabeth line services including longer platforms, improved lighting, signage, customer information points, CCTV and overhead information screens. The contract for the construction of the station will be awarded by Network Rail this year. Work is expected to get underway in early 2018 and to take around 18 months to complete.


Multi award wins for Northern at Best Kept Stations competition orthern celebrated success for several of its stations in the annual Cheshire Best Kept Stations Awards (CBKSA). Cheshire is the only English county with a Best Kept Station competition. The most recent awards were attended by 140 delegates including Her Majesty’s LordLieutenant of Cheshire, the High Sheriff of Cheshire. Poynton station was crowned the overall winner of the county’s Best Kept Station. The Best Staffed Station award was won by Holmes Chapel, while the TfGM Award was won by Rose Hill, and Handford won the Cheshire East Award. Reddish South was recognised with the ACoRP Community Award, while Chelford won the Best Kept Gardens Award, and Goostrey won the Network Rail Award for Art Projects.


‘All change’ at Kilmarnock station acant station rooms have been transformed thanks to the dedication of the Kilmarnock Station Railway Heritage Trust. This work was made possible by a grant from the Stations Community Regeneration Fund, which aims to help businesses and local groups convert empty station buildings into spaces which benefit the community, and funding from the Railway Heritage Trust as well as East Ayrshire Council’s Renewable Energy Fund, allowing the Trust to invest around £500,000 in the station’s restoration. The work included bringing seven rooms, which were stripped back to their brickwork in 1998, back to life in the form of a book shop, gift shop and office spaces. The Trust also hires out rooms to other community organisations – ranging from yoga and art classes to community mental health teams and walking groups. Now, plans are afoot to convert redundant space at street level into additional office space, a bike workshop, complimentary and art therapy rooms, and locker/shower rooms. Jacqueline Taggart, ScotRail Alliance customer experience director, said: ‘The station truly is at the heart of the community, and it’s wonderful to see so many people benefitting from it.’ Alex Smith, chair of Kilmarnock Station Community Heritage Trust, said: ‘Our success is through volunteers, groups and services working together to build community recovery in East Ayrshire. We have more than forty groups and services and over a hundred volunteers working and meeting regularly in the room at the station.’


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Broadbottom received the Best Newcomer Award, while Delamere was named the Most Improved Station. Both Hattersley and Knutsford were awarded highly commended status for the Queen’s 90th Birthday Award. Mark Barker, chair of CBKSA said: ‘The awards are a celebration and a thank you for all the volunteers and community groups who do so much to brighten up our stations in Cheshire. It’s not just about the winners, the event was a party for all who support and encourage the rail industry, including local leaders and local authorities. Passenger improvements planned for Kirkham & Wesham station s part of a package of work to upgrade the line between Preston and Blackpool, passengers are set to have better, easier access to more reliable train services at a key station in the Fylde.


Network Rail will begin work this November at Kirkham & Wesham station to increase the number of platforms from two to three. Additionally, a new footbridge with lifts to the platforms will be fitted, meaning step free access will be provided at the station for the first time. Collectively, these improvements will allow more passengers to get on trains to and from Blackpool South, and on electric trains between Preston and Blackpool North from May 2018. Passengers will also benefit from more reliable journeys between Preston and Blackpool due to improvements being made to the track layout at several locations, including Kirkham station. Introducing a third platform at Kirkham will allow trains to run more efficiently between Preston and both Blackpool North and South stations. Fylde MP Mark Menzies said: ‘Railways in Fylde have been neglected for more than a generation. I’m glad to see that is now changing fast.’


Hackney Wick Overground set for transformation ork is underway on a £25 million scheme to transform the station and deliver major improvements for passengers and businesses in the surrounding area. New images have been released revealing how architects Landolt Brown have drawn on the area’s industrial heritage and waterways to influence their design for the station with a new entrance and ticket hall at ground floor that features coloured concrete walls and illuminated glass. New stairs and two new lifts will significantly improve access to the revamped station for local people and commuters. Network Rail is delivering the project, on behalf of the London Legacy Development Corporation, which will see a new subway running north to south beneath the existing railway line, replacing the existing footbridge and opening up new pedestrian and cycle links from Wallis Road through to White Post Lane. The subway, currently being built on land next to the station, will be driven into position in spring 2017. The station is due to be complete in January 2018. Tower Hamlets Council and Hackney Council have both contributed £1 million towards the refurbishment. Val Shawcross, deputy mayor for transport, said: ‘It’s clear this much-needed upgrade will play a vital role in the transformation of this area of east London.’


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ScotRail welcomes arrival of customer hub at Tweedbank he ScotRail Alliance has opened a new customer hub adjacent to the platform that will allow customers to purchase refreshments and access toilet facilities at the Borders Railway terminus for the first time. The retail outlet will be operated by local business Born in the Borders, and offer a selection of award-winning food and drink. Two full-time jobs have been created through the new hub, which will be open seven days a week and available from 5:45am on weekdays. Installation of the new facilities was jointly funded by Transport Scotland and the train operator through the franchise, and the Scottish government, through the Borders Railway Blueprint Partnership.


New station ambassadors for Grand Central rand Central Rail has extended its award-winning Station Ambassador programme. Thirsk and Northallerton stations are set to benefit from the scheme (in association with TransPennine Express), following its previous success in Hartlepool, Eaglescliffe and Brighouse. As part of the programme community volunteers, selected and trained by Grand Central, are on hand at participating stations on Sundays, and occasionally Bank Holidays. Their role is to assist passengers with enquiries about tickets, connections and local services, ensure travellers board and disembark trains safely and efficiently and provide a friendly welcome to the communities Grand Central serves. Richard McClean, MD of Grand Central Rail, said: ‘We have ensured that our investment goes beyond just our fleet. For the volunteering ambassadors the programme presents a great way to contribute to the community they live in.’


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A welcoming arrival to the UK City of Culture ork to transform Hull Paragon started last month and will include the building of new toilets and a waiting room. TransPennine Express is investing more than £1.4million in modern facilities which will enhance the experience for customers while complimenting the existing Grade II listed building. The old Pumpkin café will be converted into customer toilets and a glass fronted waiting room will be built, extending out from the front of the existing building. Both will be completed in spring this year. Improvements to the ticket office will also be made, including the removal of the counter screens making it easier for customers to talk to staff. This will be followed by the construction of four high-quality retail units, attracting leading high street brands to the station. In addition, a customer information point will also be created, bringing back into use a part of the station that is currently redundant. As part of further investment, a new arrivals and departures board will improve the level of information provided. The Toc has been working closely alongside Hull City Council and the UK City of Culture 2017 team to ensure disruption is kept to a minimum. Councillor Martin Mancey, portfolio holder with responsibility for transport at Hull City Council, said: ‘Works will be completed during the summer to ensure that the expected increase in rail passengers will be managed effectively, with a contemporary and welcoming arrival to the UK City of Culture.’


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The Consortium which is now taking the project forward is operating on the basis that private sector funding through international investors would be made available for 100 per cent of the scheme Rail Professional spoke to Brian Hart, project manager at BML2, about recent developments that mean it could offer a feasible solution to the South East’s capacity constraints


chemes to re-open the old ‘BML2’ route have been around for a long time - why? BML2’s genesis lies in long-standing capacity problems in the South East. We were not meant to be in this predicament. In 1962 British Rail planned electrifying South Croydon – Lewes via Uckfield, its second most important route to the Sussex Coast. This stalled when a bisecting road scheme in Lewes town centre threatened the continuance of the rail service. In response, BR attempted to retain its coastal connection by reopening a former Victorian spur via Hamsey, even though this forfeited its direct route into Brighton and trains would henceforth face towards Eastbourne or reverse at Lewes for Brighton. The £120,000 required was not sanctioned and eventually the former main line was terminated at Uckfield in 1969 to enable the completion of East Sussex County Council’s road scheme. Simultaneously, all direct services between London and Tunbridge Wells (West) via Oxted were withdrawn, leaving just a Tonbridge – Eridge shuttle service and Uckfield – London trains. The consequences were devastating as the usefulness of the route was severely curtailed and plans to electrify the remainder were shelved. The loss of the Lewes section was hugely contentious and calls to reopen continued throughout the 1970’s. In 1981 Sunday services were withdrawn on the withering Uckfield branch, followed in 1985 by all Eridge – Tonbridge services and the closure of what had once been the main rail link between Sussex and Kent. With the barest of maintenance, the route’s nadir came in 1990 with cost-cutting partial singling between Hever and Uckfield.

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BML2 project group (outside DfT) left to right Ian Smith, secretary; Brian Hart, manager, Duncan Bennett, chairman



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variation of the Victorian connection into Lewes despite its rejection every time by the Strategic Rail Authority and the DfT as ‘facing the wrong way’.

So why hasn’t it happened before now? The Wealden Line Campaign began in 1986 to promote the route’s strategic value to the surrounding network. In 1987 Network SouthEast offered to reopen the Lewes link for £6 million – provided East Sussex and Kent County Councils jointly contributed £4.5 million. Both declined. By 2000, numerous studies had assessed reopening, including British Rail; Atkins; Steer, Davies Gleave; Buchanan; Mott MacDonald etc, but with no direct route into Brighton the case remained weak. Despite this, in 2001 Connex – aware of the urgent need to relieve the increasingly congested Brighton line – submitted within its franchise bid the creation of the ‘Wealden Main Line’ operating between Eastbourne – Uckfield – London. Further reopening hopes were raised in 2007 by ‘WealdenWay’ with privatelyfunded ‘roof tax’ development between Seaford and Oxted. At this juncture Network Rail declared its interest and contributed to another study. Yet again, this proposed a

This 2008 study proved a poor BCR, so why wasn’t this the end of the line for you? To be honest, it really seemed the end of a 40-year aspiration to reopen this route; however, nine months of careful study produced a more up-to-date version of a BML2 scheme. It was the right time to launch it, following Network Rail’s Sussex and Kent route studies which concluded that barriers on increasing capacity were evident on the Brighton and Tonbridge main lines. In 2010 the campaign was invited to give a presentation on BML2 to Network Rail at Waterloo, followed by another at GoAhead House to Southern. Despite serious interest, major stumbling blocks continued to be lack of government backing and funding. Can you explain briefly what the current scheme comprises. The scheme now under consideration consists of three interconnecting phases: re-establishing direct rail connections to both Lewes and Brighton; redoubling and improving the line between Uckfield and Hever, including both connections restored to Tunbridge Wells (from Ashurst and Eridge); and crucially, building a tunnel which would create important links into London. This would take rail traffic underground south of Croydon thus avoiding congested parts of the network, and run through to Stratford with intermediate stations including the Old Kent Road Corridor and Canary Wharf. The Sussex phase involves reopening to the coast with a direct line into Lewes for trains to Newhaven/Seaford and

Eastbourne. But to make this viable the scheme incorporates an all-important direct connection into Brighton, running through a new South Downs tunnel (1.5miles / 2.4km). The new lines could be to NR’s standard of 100mph with no intermediate stations. Upgrading and resignalling of the East Coastway route into Brighton has already been discussed with NR, as have modifications at Brighton station. Excavating a redundant cab road for two new tracks and platform faces, plus another closed one on the eastern side, appears possible. The Sussex Coast would immediately gain a viable alternative route to London, useful for passengers as well as NR in times of disruption or engineering occupations on the Brighton Line. Point-to-point journeys would be easier, less stressful and quicker with a new route able to offer more intensive services. Are there wider benefits? Definitely, because as many others have observed, rail links are not just about transport, but supporting and expanding the economy such as local businesses, housing, tourism and university expansion

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too. Railways are simply the best generator of growth, and infrastructure projects like BML2 really deliver on the government’s drive to create a modern industrial strategy. The new connectivity will bring large areas of the south coast within commuting distance of Canary Wharf and (via the new Bakerloo and the Jubilee lines) the City of London, as well as creating new options for access to both Gatwick and Stansted Airports. Are the benefits for Kent as great as for Sussex? There are similar capacity issues on the Tonbridge Main Line where numerous operational constraints preclude increasing services. Reopening the once-thriving main line from Tunbridge Wells (West) via Oxted would enable more commuter trains to operate to London. Many Tunbridge Wells commuters work at Canary Wharf and Docklands, so they would gain a faster and easier commute. Combined with Crossrail, this will substantially reduce inner London congestion. Commuters who transfer to BML2 at Tunbridge Wells will release much-needed additional capacity between Tonbridge and Sevenoaks, valuable in both passenger and operational terms. Are there issues to overcome with reopening the Tunbridge Wells connection? The closed sections have been wisely safeguarded and largely protected from redevelopment. Land sale covenants and local authority planning policies are helpful to the possibility of reopening this line. Sainsbury’s gave an undertaking to remove any structures if the railway reopened and we hope they would feel encouraged to redevelop their store. They stand to benefit


immensely from this great opportunity. The heritage railway which operates at weekends from here to Eridge on the Uckfield line would have to relinquish the route as such exclusive operations would

be incompatible with a modern doubletrack electrified railway running intensive services. Aside from commuter services, there has endured consistent support for the




exists sufficient confidence in the worth and potential of the project for sponsors to raise the necessary capital to prepare a detailed feasibility study. Innovative thinking is being brought to bear not only on the engineering aspects but also the financial framework, the legal approach and the potentially hugely important benefits the scheme would bring as regards housing and employment opportunities. Dependent upon the outcome of the feasibility study there is the potential for the LSCR Consortium to fund, design and deliver a project with all the benefits of BML2 and the London link tunnel. The success of the Chiltern Railways Project Evergreen has shown that private sector developed infrastructure can be delivered and integrated into the overall national network.

restoration of valuable regional services between Kent, Surrey and Sussex which were withdrawn in the 1960’s. Brighton and Lewes to Tunbridge Wells and Tonbridge are examples frequently mentioned. Can you explain how the current scheme would benefit London. The London link tunnel is essential to the viability of the Sussex and Kent phases. Increasing route capacity, which is the ability to run more trains, and creating connectivity are the primary objectives. This has always been the most difficult part of the scheme to address and this particular phase has evolved from earlier ‘BML2’ conceptions. It is by far the most expensive; however, it is the most rewarding in terms of value and financial return. Back in 2010, the BML2 group was obliged to suggest reviving the Selsdon – Lewisham route, simply because there are no other possible rail corridors through South East London, or with spare capacity. Initially, we also pondered whether these trains could be routed into a London terminus using then emerging digital signalling control. The transport minister at the time, Theresa Villiers, explained: ‘In order for BML2 to be a strong contender, it would be important for you to develop your thinking further regarding how BML2 services could be integrated into the congested stretches of railway between New Cross and London Bridge.’ It soon became very clear that a terminal option wouldn’t work. In early 2012 a letter from Theresa Villiers to Brighton MP Simon Kirby explained the difficulties of providing further capacity on the Brighton Line, pointing out that the new Thameslink 12-car formations to be delivered in 2015 would ‘be a useful medium-term contribution to BML capacity but will not, on its own, provide a long-term solution.’ She added that, until a solution to terminal capacity could be found, there would no point in carrying out a thorough review of the project. At the

bottom of her letter she penned a personal note to Simon Kirby, commenting on the bottlenecks into the big London stations creating a barrier ‘...which it’s not currently possible for the BML2 scheme to get over’. It was against this background that we began to consider a new tunnelled route going through to Stratford via Canary Wharf. Very soon it became clear that this was a solution which attracted the interest of the rail industry and politicians at both the national and local level. The enthusiasm for the London section created the catalyst for a group of infrastructure businesses to come together under the London and Southern Railways Consortium (LSCR) – to examine the concept of a tunnelled solution and the business case. Far from the problems associated with trying to use the Selsdon – Lewisham rail corridor, LSCR are aiming to deliver Network Rail’s aspiration of a fast, tunnelled link from the Croydon area into London. This could connect with the upcoming Bakerloo line extension, Canary Wharf (Crossrail and the Jubilee Line) and Stratford. Are there equal benefits north of the Thames? We think that there are some exciting connections to be made which might take the thinking beyond Stratford. Our expectation is that these will be examined as part of a fuller feasibility study.

What about all-important political support? The project has long benefited from strong support from south coast MP’s and together with them the secretary of state Chris Grayling recently met with the LSCR Consortium. He has expressed a keen interest in the project, which not only solves many problems but lays the foundations for growth and prosperity in the region. It exemplifies the government’s modern industrial strategy and aspiration to build a country that works for everyone. So, from campaign into reality? The LSCR Consortium saw the increasing government appetite for private investment in infrastructure as an opportunity to move the dedicated work of the campaign’s BML2 project onto a fully professional, project footing. Their pre-feasibility work has been modelled on the BML2 route options and, as you would expect, has highlighted some areas where they are carrying out optioneering to produce a scheme suitable for private investment. LSCR has brought together expertise in infrastructure, economics, property and financing. The BML2 group will continue to make the case for additional connectivity and capacity, and are excited by the prospect of many years of campaigning finally becoming a real project.

With government budgets under stress, can the project be funded? The Consortium which is now taking the project forward is operating on the basis that private sector funding through international investors would be made available for 100 per cent of the scheme. A team of first class advisors including a ‘big four’ accountancy practice, international railway and engineering consultancies and a major law firm has been working on preliminary scoping, and as a result there Rail Professional




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Advanced but secure Fred Martinez looks at how advanced e-ticketing could further improve the experience of getting on a train and disrupt the UK industry


he railway industry has long been a cornerstone of British society, from its invention by Scotland’s James Watt, up to the proposed plans for the HS2 line. But while the industry has been an integral part of our work and home lives, it has found itself falling behind other industries that are modernising at a much quicker rate. One area seeing big transformations is the taxi industry, most notably through the emergence of Uber. The key to Uber’s dramatic rise has been around one thing – convenience. Eliminating the need to wait long periods for a taxi, lower prices compared to most alternatives and taking away the cash element have all made life easier for the commuter. What Uber and other disruptive companies have shown is that new technologies can transform industries by improving the service for the user without being detrimental in other ways. Convenience is key – even more so than saving money. Step in Chiltern Railways, whose mobile ticketing pilot could improve the experience of getting a train and disrupt the industry. While the scheme is only at the testing stage, the concept aims to scan participating people’s phones to detect when they get on and off a train. Every journey will be calculated, with the corresponding fee deducted from the passenger’s bank account. Tests are scheduled for this year and, all going well, the technology could be available nationwide in 2018. While this is good news for the UK, projects like this already exist in cities in many European countries such as Spain, France and Finland. The UK is not far behind in realising the benefits of mobile ticketing, whereby a ticket is sent to the commuter’s phone, but remains a long way behind when it comes to more advanced technology used in the schemes just being rolled out by Chiltern.

But as the UK prepares to join this ticketing revolution, what are the benefits? • it’s a time saver: without the need for a ticket, commuters can simply just walk on the train with no delays and no need to queue up at the ticket machine or the barriers, taking away the hassle of having to wait. In the future, we could even see barriers being removed completely • it’s cheaper: one of the biggest benefits, certainly for the commuter, is the cost savings. There are multiple ways commuters will be able to save, from avoiding the cost of having tickets delivered to their address to the reduction in service fees associated with

producing a physical ticket, which are then passed on to the commuter. • it’s accessible: removing the need for a ticket dramatically improves accessibility for commuters. Physical tickets can be lost far more easily than a phone, which can result in long delays in a ticket being re-distributed and even e-tickets can be accidently deleted if they’re simply exchanged through e-mail or SMS. Train companies can even refuse to send across another ticket, resulting in missed commutes or expensive outlays purchasing a new ticket. • it’s greener: lastly, as more checks and balances come in over each industry’s effect on the environment, it’s important Rail Professional



to consider the impact this can have in reducing commuter and the industry’s carbon footprint. A number of challenges There are a number of challenges though in implementing a solution such as advanced e-ticketing. In order for it to be successful, the most important thing is for it to be secure. Public transport is used by millions of commuters every hour, so any failure or hacking can have dramatic consequences. With a solution like this, security has to be of the highest regard given commuter financial information is being accessed and stored. Public perception towards security is changing, backed up by our recent finding that 80 per cent of consumers prioritise security as a leading feature in smartphones. Train companies need to consider the security solutions available that can help protect these details such as two-factor authentication and encryption. Two-factor authentication is about allowing only those who are authorised to access something to do so, creating two elements to verify the user – among something they have, something they know or something they are (ex: biometrics). In the case of the train industry, this could be accessing the ticket itself through an

email address (something they have) and a one-time password generated separately (something they know), which expires immediately after being used. While this is a good first step, encryption is a necessity when it comes to protecting the most valuable thing, the data. Hackers are only after one thing when they strike, which is the data, especially where financial information is concerned. Encryption renders the data useless to anyone that is not authorised to access it. The train industry needs to understand that it’s not a case of if, but when a system is breached. In order to combat this encryption must be at the heart of any solution that is deployed. Once this has been implemented the focus switches on to the encryption keys that are created, which can decrypt the data only to those authorised to do so. Any breach of a train company’s system would be catastrophic from a reputational point of view, as customers are unlikely to trust that company again and indeed the technology. It’s not just security that is an issue for the industry though, in implementing a solution like this. The speed and convenience of the experience is paramount. In order to be successful the flow of passengers must not be slowed down or disturbed beyond very strict limits. This means ensuring the

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network infrastructure at each station is sufficient to handle the data that is sent across it. Projects like these only work when they are adopted across a wide range, rather than when they are targeted to specific individuals. Of the technology available today, mobile NFC appears to answer most of the criteria required for this type of solution. NFC is currently being supported by more devices and provides an optimal user experience. With the security built within and on top of this, expect to see it form a key part of the solution moving forward. The train industry has seen itself being taken over by more innovative and fast changing sectors, but with the introduction of advanced e-ticketing, this is its chance to catch up. In order to realise the benefits though, security must be at the top of bill, with the network infrastructure not far behind. Imagining a world where a train journey is as seamless and convenient as hailing an Uber may have seemed a long way away even just a few years ago, but the reality is it’s closer than we think.

Fred Martinez is head of transport & ticketing at Gemalto



Getting closer to customers Mobile ticketing is coming of age, says Russell McCullagh


e live in an increasingly mobile dependent world, where once you wouldn’t leave home without your purse or wallet, today many of us place the same importance on having our mobile phones at our side at all times. In recent years, Host Card Emulation (HCE) has been the key enabler in driving the mass adoption of mobile payments such Android Pay, Samsung Pay or Google Pay; now the technology is finally coming of age for ticketing and its impact for the rail industry and the traveling public could be profound. Transport operators such as Strathclyde Partnership for Transport has already announced it will utilise HCE based mobile ticketing for the Glasgow Subway system this year. Smart card-based ticketing offers unique advantages over magnetic stripe tickets – they are secure, re-useable and capable of storing multiple ticket types. As well, with

this level of technology, a broadly deployed smart enabled infrastructure can offer valuable insights into passenger travel usage. HCE securely creates a virtual representation of a physical smart card on a mobile phone and delivers all of the benefits of a traditional smart card but without many of the issuance and ongoing management challenges. Plus, HCE works with existing smart ticketing infrastructure. Mobile ticketing or mTicketing isn’t new, and to date has mostly taken the form of a barcode representation of the electronic ticket. While barcodes can be useful in certain scenarios, they do have limitations in a mass transit environment where fast and secure validation without the risk of ticket duplication is crucial. The associated infrastructure required to validate the variety of barcode forms in the market present a challenge for all transport operators. Passengers want convenience and ease of access to ticketing, and while

Digitising tickets alone is really just the starting point. Delivering greater convenience in how passengers can access ticketing in an immediate, right here, right now scenario with an immediate benefit, but a far greater opportunity to capture passenger travel data exists. Operators can tailor products and services based on how people actually use these services operators are keen to support that it is important to consider the cost of deployment and the need to work where possible with the infrastructure already in place. HCE technology has proven to be very successful in the payment industry and is now available in the smart ticketing sector. Passengers can securely manage their own account on their mobile phone, they can search, select and securely download digital tickets directly to their virtual ticket wallet and then use their Rail Professional



Near Field Communication (NFC) mobile phone to access the transport network in the same way they would with a physical smartcard. The mobile wallet is capable of storing single journeys, season tickets, carnets, pay-as-you-go, even seat reservations for train travel. With this approach, travellers can eliminate the need to hold multiple physical smart cards with one virtual wallet that can store value and travel tickets for many modes of travel across cities and regions. HCE ticketing offers a technology platform that can make an immediate impact to the everyday passenger experience. Passengers adopting this new form of mobile ticketing can avoid queueing at ticket vending machines and ticket desks to purchase and collect tickets with a self-service capability. This can free more station staff, making them even more accessible for passengers on station concourses. Just the starting point Digitising tickets alone is really just the starting point. Delivering greater convenience in how passengers can access ticketing in an immediate, right here, right now scenario with an immediate benefit, but a far greater opportunity to capture passenger travel data exists. Operators can tailor products and services based on how people actually use

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these services. Mobile is a platform which supports communication between operator and customer with value-added services such as real-time travel information, travel offers, retail offers and more. The opportunity exists to enable operators to get closer to their customers. In addition, the mobile platform offers opportunities for new revenue streams that were previously out of reach. HCE – enabling the future It is important for transport operators to not only consider what HCE mobile ticketing can deliver now, but also consider future deployment options and commercial opportunities. For example, when combined with beacon and geolocation technology, HCE mobile ticketing could be an enabler of a frictionless travel experience. In parallel, HCE mobile ticketing provides operators with hugely powerful data on consumer behavior and preferences. Coupled with the advances in predictive analytics, operators could utilize this data to tailor their services to meet individual passenger requirements, delivering highly personalised recommendations, offers and services. In addition, the integrated value-added service enhances the travel experience, driving consumer adoption and loyalty. In the longer-term, HCE opens up a future-proof

HCE ticketing offers a technology platform that can make an immediate impact to the everyday passenger experience. Passengers adopting this new form of mobile ticketing can avoid queueing at ticket vending machines and ticket desks to purchase and collect tickets with a selfservice capability roadmap for new and more convenient forms of ticketing, and a closer tie between the operator and end-user. Russell McCullagh is managing director at Rambus Ecebs



Ticketless powering the new golden age for rail Train operators must bite the bullet and embrace greater pricing transparency as an inevitable consequence of smart mobility, says Will Phillipson


sk rail customers what they want from rail travel and, apart from affordable fares, you will likely hear them demand more frequent and reliable services, faster journeys and increased confidence in arrival times. But they also want an enhanced passenger experience that is more in tune with the 21st century – better provision of information about train times and platforms, barrier-free access when entering or leaving stations, and easier connections to other train and transport services. It is clear that people attach a lot of value to having a modern efficient rail system, particularly in urban areas where governments are looking to reduce congestion. But the ‘hassle factor’ of using rail means that many people continue to reach for their car keys or aeroplane boarding pass instead.

In an era of mobile apps and social media, if train operators don’t tell customers how to travel more cheaply, someone else will – with the worst case being that the customer chooses a different transport method to rail altogether

Maybe they did not have the foresight to buy a cheap advance ticket, or they’re daunted by the prospect of queues at the station to collect their ticket, or they are worried about cancellations due to the notorious leaves on the line. The industry must work harder to provide answers to the real or perceived complications and drawbacks of rail travel if it is to play a central role in the intelligent mobility revolution of the future. The motor car brought personal mobility to the masses in the 20th century, but the private vehicle is now a victim of its very success, and increasingly questioned on environmental and sustainability grounds.

The transformational technology that has taken the car’s place is of course the smartphone, and it is one that almost every rail customer has in their pocket. The mobile app is now an essential element of the customer journey. Who leaves home without their mobile? By leveraging the ubiquitous and intuitive user interface of a smartphone, the industry can truly transform the experience of rail travel – particularly in ticketing, which for many customers remains a cumbersome process. The confusing variety of fares offered by train companies irritates customers who are left with the nagging suspicion that they Rail Professional



could have travelled more cheaply if only they knew how. Conspiracy theorists point to the substantial savings in journey cost possible when using split tickets instead of through tickets, although this has more to do with legacy ticketing practices inherited from the pre-privatisation era, than being a deliberate strategy of operators. The smart mobility revolution has empowered today’s travellers who expect real-time travel information at their fingertips and are accustomed to using travel aggregator websites to find the best deal for their flight or hotel room. Truly transform To truly transform the travel experience, train operators must offer similar levels of

a new mobile ticketing app with Chiltern Railways that automatically finds the best price deal for customers, eliminating the need for paper tickets and paving the way to make hassle-free rail travel a reality. More customer-friendly ticketing is an area where smart mobility technologies can truly transform the travel experience. SilverRail works as a trusted partner for operators, whether they are interested in a fully-fledged turnkey ticketless travel application or simply looking for a singular solution in an area such as account-based ticketing, delay repay, split ticketing, real time alerts and push notifications. The company can also look at the bigger picture and help train operators find ways to compensate the short-term loss of revenue from split tickets, for example. Today’s rail operators need to position themselves at the centre of the smart mobility revolution. Currently that is difficult to do because travel systems are highly fragmented, but in Sweden SilverRail has already delivered solutions for multimodal journey planning and booking. As well as that, Expedia, the world’s leading online travel agency, has also turned to SilverRail to power its global expansion into rail.

information and pricing transparency to their customers and make the best travel deals easy to access on a mobile phone. While mobile ticketing is well-established today, in some cases, not all the fares across all carriers are available for mobile ticketing. Inevitably, greater pricing transparency will, in the short-term, depress average revenues per customer and/or route. It could also increase customer service issues as more customers take advantage of deeply discounted tickets only to later discover that, in the event of a delay, their tickets may not be transferable to rival operators or later services. But train operators must bite the bullet and embrace greater pricing transparency as an inevitable consequence of smart mobility and, indeed, this should be welcomed rather than resisted. In an era of mobile apps and social media, if operators don’t tell customers how to travel more cheaply, someone else will – with the worst case being that the customer chooses a different transport method to rail altogether. At SilverRail, we are working with train operators to develop innovative technology solutions that transform the rail travel experience for customers and help operators move to a much more customer-focused business model. For example, we are beginning to test

Will Phillipson is president and co-founder of SilverRail

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Just getting started Miki Szikszai looks at how MaaS will underpin the way that transport is used across cities globally


or those unfamiliar with the term, Mobility as a Service (MaaS) is a response to the rapidly changing role of urban transport, designed to manage mass transportation at a city-wide level. As a result of major technology shifts, crucially the maturity of the smartphone, the role of ticketing and payments is evolving from providing access to a transport network to use by customers to pay for specific journey, taking into account their preferences for cost, convenience and comfort. From a customer’s perspective, it allows users to plan a journey that could involve several different modes of both public and private transport operators. There are short and long-term benefits. For customers, short-term is increasing the convenience in getting around a city, as the daily patterns of work, school and social activities are rapidly becoming less predictable. From a long-term perspective, consumers have the option of delaying, or ultimately avoiding, private car hire. From a transport authority view, there is an ability to leverage all modes of transport within a city, both public and private, to improve the flow and make it more attractive and user friendly for the people who live there. It keeps the focus on the transport authority as the overall co-ordinator of transport, so when scale adoption occurs it will reduce the number of single-occupant private vehicles on the road. Despite its obvious benefits, widespread adoption has faced numerous hurdles. In order to be truly effective, MaaS requires strong co-ordination between private and public transport operators. Although traditionally separate sectors deploying the same infrastructure, a common understanding is needed to boost codependency in respective ecosystems. Fortunately, we are now seeing increasing co-operation between the two sectors in the service of making cities more usable.

Technology remains another barrier. In the past, proprietary systems were required to be installed on public transport, requiring large capital projects which often don’t have clear business objectives. With modern technology, these services can be delivered using integrations between existing ticketing systems and smartphones, reducing the risk of the project and leveraging technology already in the customers’ pocket. Questions also remain about the right business model, as some participants see this is an opportunity to control transport networks. Some parties favour the model of

a platform that sits above both the public and private transport operators. The most sustainable model will be one where public and private transport providers retain their ability to meet their own objectives while collaborating for a greater goal. This will result in a model where MaaS services are closely aligned with the transport authority and support integration of private transport providers. Integration with other forms of transport is critical as all of these parts can be part of a co-ordinated transport network in a city. This should include bikes, taxis, private car hire and parking. Open API’s for Rail Professional



these systems are key – these need to be able to publish the services that are available, along with payment integration. These can of course exist simultaneously inside and outside a MaaS offering. Snapper’s experience comes from removing the complexity from existing proprietary ticketing systems so that that they can easily integrate into modern technologies, with a clear focus on smartphones. This is particularly important given the expectations that existing ticketing systems will need to endure for some time, yet remain flexible enough to integrate with other systems. The expectation is that MaaS solutions will be based on complex integrations of journey planning, ticketing and payments, and will demand new business models. Snapper’s experience and approach will be critical to enabling MaaS solutions to be deployed in markets where they rely on integration with the existing ticketing system. Looking to the future, the concept of MaaS will underpin the way that transport is used across cities globally. The actual form will vary from market to market, with new players from other sectors taking on important roles. The industry will need to keep an open mind – this can be a threatening concept but it will happen

and should be embraced as it is driven by the travelling public, not by the technology providers or transport operators This market is just getting started. There will be a number of players who try to own this from a technology and business model perspective. The key to making MaaS work at a city-wide level is to deliver a set of services that can be easily integrated

into a range of customer end points (smartphones, wearables) while recognising the collaboration between private and public transport operators, with the initial focal point on the transport authority as a coordinator and consumer of these services. Miki Szikszai is CEO at Snapper

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The ‘which ticketing technology?’ debate is over The elimination of the false choice between ITSO technology and contactless and the ability to future-proof an operator’s investment, is a positive first step towards a connected future for transport, says Joanne Thompson


icketing technology continues to cause debate in the travel industry; most recently with rail operators considering how best to embrace contactless technologies; choosing between implementation of ITSO ticketing or contactless EMV payments. New advances in technology now mean that, for the first time, operators are able to implement both at the same time.   In order to offer operators the ability to future proof their technology selection, Penrillian sought a collaboration involving its Voyager™ mobile ticketing solution, and Evolvi Rail Systems’ accredited online ticket issuing system (WebTIS) which provides back office integration to Lennon. Lennon is the apportionment and settlement information service operated by the Rail Settlement Plan, which is part of the Rail Delivery Group. Penrillian worked closely with the RDG to ensure the integrated technology complied with RSP standards.   The proven feasibility of a multimodal ITSO mobile ticketing service now enables rail services to run seamlessly alongside different modes of transport, different operators, and across a variety of technologies.   It is becoming increasingly clear that mobile ticketing is expected to form part of the core offering for public transport. Many organisations and operators have been making huge strides, but until now,

the selection of technology type, the complexity of integrating multiple operators and modes of transport have all acted to stall procurement decisions. No-one wants to implement the Betamax of integrated ticketing. Now that it has been proven that a single ticketing interface can seamlessly integrate separate ticketing services and technologies in the background of the customer experience, rail can be brought together, alongside all other modes of public

... the complexity of integrating multiple operators and modes of transport have all acted to stall procurement decisions. No-one wants to implement the Betamax of integrated ticketing

transport. The customer can then use their mobile device to plan, buy and download ITSO tickets for their entire journey in one single transaction. The integration facilitates an end-to-end smooth journey, across any mode of public transport and across all operators. To create the best possible customer experience, operators need to ensure that their ticketing apps are accessible and easy to use. Invisible to the user, the technology runs in the background, planning journeys using multiple operators and modes of transport, accessing relevant fare schemes, processing payments, and ensuring that a much-improved travel experience is provided for customers.   This will be particularly useful for commuters travelling across multiple passenger transport areas. Journey makers from Liverpool to Manchester, for example, can commute across boundaries without having to maintain a wallet full of different types of tickets and cards and without using multiple operator apps. Instead they can store all the necessary tickets on one smart card. It also eliminates the worry about where to buy the tickets, because this can be done via a mobile phone at any point before or during the journey. Plans change, and sometimes customers need to amend their travel plans at the last moment. This mobile ticketing service can also be configured with EMV technology to allow for that – the traveller can simply ‘tap’ the phone app to pay for the necessary ticket for that unplanned element of the journey, and payment is taken seamlessly from the customer’s previously chosen bank or credit card.   Utilising this new technology won’t just benefit the customer, however. From a public transport operator’s perspective costs can be reduced in the purchase and maintenance of the ticketing vending machine estate. Bigger operators that work Rail Professional



Historically, ticket transactions have been anonymous, as paper tickets and travelcards don’t allow for meaningful engagement with the customer base. Ticketing technology affords the opportunity to change that: the ability to analyse passenger travel data and personalise their interactions with customers. Understanding the preferences and trends of customers means that operators can incorporate this knowledge into business decisions, whether that be timetabling or even franchising strategy across more than one mode of transport can ensure a seamless journey across their network. Customer trends It also offers the opportunity for operators to understand and react to customer

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trends more quickly. Historically, ticket transactions have been anonymous, as paper tickets and travelcards don’t allow for meaningful engagement with the customer base. Ticketing technology affords the opportunity to change that: the ability to analyse passenger travel data

and personalise their interactions with customers. Understanding the preferences and trends of customers means that operators can incorporate this knowledge into business decisions, whether that be timetabling or even franchising strategy. Mobile devices are able to track user behaviours, enabling analysis and prediction of preferences and identifying opportunities. Outside of the transport sector, personalisation is the norm; loyalty cards have been key in retail for years. By taking advantage of this new opportunity to personalise offerings, rail operators can open up a new channel of communication with customers every day, as well as any partnering brand looking to offer added value to these audiences on a daily basis.   The elimination of the false choice between ITSO technology and contactless payments, the ability to future-proof an operator’s investment in technology, is a positive first step towards a connected, informed and interactive future for transport. Joanne Thompson is CEO of Penrillian

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Power of the mobile John Hill looks at how Contactless EMV has changed the way we travel and at where it will take us next


o large-scale transit system in the world has moved closer to cashless than London. Customers of Transport for London (TfL) have multiple options available – whether that is using the Oyster contactless transit card, a Contactless EMV card or even the NFC device on their phone or wearable. All of these innovations have had two main objectives in mind, to make life easier for travellers and to allow TfL to manage significant growth in journeys without major station infrastructure upgrades. How did we get here and where will it take us next? Each ticketing purchase event brings with it a cost to TfL whether it is commissions paid to agents, fees paid to its bank acquirer, cash collection costs or even

In Europe many issuing banks have migrated most of their card issuance to Contactless but in some markets, particularly the United States, issuers have chosen to concentrate their Contactless strategy on the mobile market, making use of on-phone applications such as Apple Pay and Android Pay

maintenance of ticket machines amortised over each purchase. Similarly, each purchase event represents an additional burden to the customer in terms of time spent converting ‘real money’ into ‘transit money’ in the form of paper tickets or Oyster top-ups. One objective of any transport operator is to minimise the number of purchase events required on its system. The way this can be measured is by looking at the ratio of

bringing it down. In 2003 TfL launched Oyster Pay-As-You-Go which enabled its customers to load value to an Oyster card and have fares deducted as travel was undertaken. PAYG was priced favourably relative to single and return paper tickets and daily capping was introduced to emulate the function of the daily travelcard. This allowed TfL customers to top-up less frequently than they were previously buying

journeys to purchase events – the higher the ratio the more efficient the system. In 2002 TfL was experiencing an average ratio of 4:1 – four journeys for each purchase event. Clearly, people buying weekly tickets were causing the average to go up and people buying single and return journeys were

paper tickets and the net result, between 2003 and 2007, was that the journey to purchase event ratio doubled to 8:1. Clearly this technology change had a transformative effect on TfL’s business and its customers, with Oyster becoming one of the iconic brands of London. Rail Professional



Between 2007 and 2014 there were many developments in London ticketing. Oyster PAYG was extended to National Rail, the network of retail agents was extended, new ticket vending machines were added but there was no fundamental change to the underlying Oyster principles, and as a result the ratio remained steady at 8:1. However, 2014 saw a true revolution in the transit payments world with the introduction of Contactless EMV in London, allowing anyone with a Contactless EMV card to use it directly on the gates and buses across London – completely removing the need to convert ‘real money’ to ‘transit money’. The effect on TfL’s business and its customers was dramatic. Since the launch more than 800 million journeys have been conducted using Contactless EMV and over £1.5 billion of revenue has been collected. Over 18 million unique cards from more than 100 different countries have been used and every day, more than 30,000 new ones are seen on the system. Contactless EMV now accounts for close to 40 per cent of all PAYG journeys in London. But, crucially, the effect on the journey to purchase event ratio has been to take it from 8:1 in 2013 to 12:1 in 2017 and still climbing. Once again, the introduction of a disruptive technology has allowed TfL to further transform its business.

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Another way of looking at this is to ask the question what would the TfL network look like today without the innovations of Oyster and Contactless EMV PAYG? Today TfL sees around one million purchase events every day. Without these innovations that number would be three million. Imagine two million additional people every single day needing to buy tickets and the impact on Underground ticket halls and bus boarding times. Not only does this represent a massive business transformation for TfL but on this scale, it represents a major social transformation for the people of London. Is London’s success repeatable? Despite the incontrovertible success of Contactless EMV in London it is still in its early days in terms of industry-wide adoption. London’s transport system shares many characteristics with those of other large cities around the world, mainly high volumes of relatively low value single journey fares. This lends itself well to the use of Contactless EMV which requires relatively high upfront investment in reader, communications and back office processing which is compliant with payments industry standards. As a result, there has been a perception in the industry that Contactless EMV is a solution for larger operators. However, models are evolving whereby an

agglomerated solution could be offered to small operators thereby amortising the investment over a larger number of journeys. What does the future hold? Contactless EMV is increasingly becoming the payment method of choice for low value transactions around the world but the rate and nature of take up has varied in different markets. In Europe many issuing banks have migrated most of their card issuance to Contactless but in some markets, particularly the United States, issuers have chosen to concentrate their Contactless strategy on the mobile market, making use of on-phone applications such as Apple Pay and Android Pay. To date, usage of these mobile payment options on the London transport system is small, currently accounting for approximately 7.5 per cent of all Contactless EMV; but that share is growing, and we can expect that the future will see innovative ways in which the power of the mobile can be used to augment the payment function with new valueadded features that will further transform the business of transit operators and the experience of their customers. John Hill is London senior account director at Cubic Transportation Systems



Something to consider As the world’s population continues to grow the transport sector is going to face more challenges. Now is the time to take advantage of intelligent technologies, says Norman Frisch


ore than half the world’s population now live in cities and by 2050, this number is expected to reach almost 66 per cent. But are cities built to cope with this growing number of people? Urbanisation requires more resources than ever before, a situation made even more complicated by having to balance the growing need for better city management with sustainability. How transport negotiates the changing urban environments is a critical piece of the puzzle. Congestion, passenger and pedestrian safety, pollution and traffic flow are just some of the challenges facing the sector. As a consequence, there is huge demand for services and solutions to improve traffic safety and convenience before things spiral out of control. Innovating for the future This is where technology can help. Intelligent transport systems are advanced applications that aim to provide innovative services relating to different modes of transport and traffic management. This enables users to be better informed and make safer and smarter use of travel. For example, this could involve technology coordinating signals and introducing lane-use management systems

to smooth traffic flow on motorways. It could also involve using technology to monitor vehicle movements to record the speed, location and mass of a vehicle, which can then be used for regulation purposes

Whether that is through mobile ticketing or real-time updates to give passengers insight into whether train carriages are full or not, by intelligently connecting all the services together, transport operators can provide a seamless travel experience for the passenger

such as road user charging and enforcement. Or it could mean that controllers can run much more efficient schedules due to better information on the location, speed and length of vehicles using the network. By harnessing intelligent technology to improve the movement of people and goods, there is a huge opportunity for the industry to not only improve the customer journey, but help the sector address wider societal trends such as a growing global population and increasing urbanisation. This can be taken a step further by taking advantage of consumer devices. There are more connected devices than ever before and the Internet of Things (IoT), a development which involves everyday objects being connected to the internet allowing them to send and receive data,



provides an opportunity to connect all of these together. Whether that is through mobile ticketing or real-time updates to give passengers insight into whether train carriages are full or not, by intelligently connecting all the services together, transport operators can provide a seamless travel experience for the passenger.

Next steps for transport operators While the technology currently available is advancing, it’s time for transport organisations to embrace innovation to help face the large number of societal trends and urbanisation. Huawei’s ITS Integration Solution integrates subsystems and applications within intelligent transport with E2E IP convergent networks, to help provide an

integrated application and management platforms for transport operators. Existing systems and resources can be integrated on this platform, to create a unified intelligent system with data analysis, resource sharing, fast application customisation, smooth system evolution and capability of integration with third-party systems. The application fully showcases the central role played by IoT and convergent networks within intelligent transport. The solution taps into value within individual applications that are oriented toward customer experiences such as government facing services or commercial ticketing solutions to create greater value for passengers and in turn, wider society. But what does that mean for the transportation sector? There are five key benefits to embracing intelligent transport:

an enhanced ‘Transport as a Service’ experience – intelligent transport will create a full end-to-end service for passengers, allowing users to book a trip from A to B, including all the individual journeys, from a single source better security – embracing new technology also means it is safe and reliable to use. Aspects of cybersecurity play an important role in all implementations of ICT improved choice – the transport industry’s strong commitment to fully standardised solutions also ensures a rich choice of solutions and secures long term CAPEX

improved situational awareness – by tapping into information from the intelligent sensors, devices, video and social media, transport operators can gain a much better understanding of passenger journeys and how to improve them

Intelligent transport As the world’s population continues to grow, the transport sector is only going to face more challenges in the future. Now is the time for transport operators to prepare for this by taking advantage of intelligent technologies such as IoT to manage cities before the number of citizens and vehicles becomes uncontrollable.

better efficiency – the implementation of intelligent transport creates improved efficiency and allows a quicker allocation of resources (trains, vehicles, staff)

Norman Frisch is marketing director, enterprise business group and transport sector at Huawei

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Braking bad: improving wet rail performance Even though the cold weather has long been underway, many train operating companies will still have one eye firmly on performance from the autumn 2016 period


easonal specialists from the joint South West Trains/Network Rail Alliance Performance Team have been working on a project to improve autumn performance since late 2014, and think they may have found a solution in the form of a new ‘wet rail improver’ product. The Alliance Performance Improvement Team was tasked with looking into how it could mitigate against the low adhesion effect of wet rail across the Wessex line of route. The team analysed past incidents which showed that the likely cause of around 60 per cent of station overruns and other performance issues were related to wet rail conditions. The majority of these overruns

‘Wet rail’ is what happens when low levels of moisture are present at the train wheel/rail interface and can cause poor adhesion. These conditions are associated with dew on the rail-head, very light rain or mist, and the transition between dry and wet rails at the onset of rain Rail Professional



caused by wet rail were by less than half a coach length, or less than ten metres. According to Duncan Wilkins, fleet Director for South West Trains: ‘The wet rail phenomenon is an industry-wide problem that has both safety and performance implications to the operational railway. That’s why coming up with a solution is crucial so we can deliver a more reliable service to our passengers, whatever the conditions.’ Existing wet rail mitigations such as high pressure water jetting and traction sand are not totally effective at improving adhesion under these conditions. For this reason, our seasonal specialist contacted two third-party suppliers, external to the rail industry, to find out if there were any innovative solutions out there that had not been considered. BCH Solutions and Santander Salt, with expertise in adhesion and de-icing technology, were tasked with developing a product that would improve adhesion when rail conditions are wet and that could be deployed from existing ontrain sanding equipment. The reason for asking for the product to be part of on-train sanding equipment was that it could then be dispersed quickly and at short notice. As wet rail conditions are notoriously difficult to forecast, this was seen as the most practical solution.

After three months in development, a prototype product was produced by BCH Solutions and Santander Salt utilising hydroscopic minerals that can absorb water almost instantaneously. Testing was conducted at the University of Sheffield and showed that the product was effective at drying railheads within the rail contact point. This would result in trailing wheel sets having a dry railhead making braking more effective. A practical testing plan was then created to further prove the concept before proceeding to full scale trials on the network. The first phase of testing was conducted with the assistance of the Romney, Hythe & Dymchurch railway. A number of test runs were carried out to measure train braking on dry rails, wet rails, wet rails treated with traction sand and wet rails treated with the new product. Testing showed the new product reduced the required stopping distance by 7.8 per cent compared to existing traction sand. Lab to real world environment The Performance Improvement Team was mindful that the Romney, Hythe & Dymchurch railway is a 15” narrow gauge which is on a smaller scale than the Wessex line of route. While testing on this scale

is not fully representative of the standard gauge network, it proved that the effect that was observed in the labs could also be seen in a real-world environment The second phase of testing was conducted at South West Trains’ Wimbledon depot and tested the flow rate through class 456 sanding equipment. The product flowed through the equipment freely without causing damage or blockages. The first and second phases of testing are now being independently validated and the third phase is being planned which involves controlled testing on the mainline network to replicate the results seen on the Romney, Hythe & Dymchurch railway. Duncan Wilkins highlighted the collaborative nature of the project to alleviate the impact of wet rail conditions for passengers. He said: ‘This project is a great example of how joint working between train operators, Network Rail and suppliers can deliver innovative solutions for the industry. ‘By improving rail adhesion we can reduce instances of trains sliding which means our fleet can spend more time in service on the network and less time on the wheel lathe being repaired. That’s why we’re hopeful this new wet rail improver product continues to perform well in our testing and that we can use it operationally to make a difference in future.’

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Remaining upbeat The fundamental focus for our industry in persuading both young engineers and overseas talent to stick around will be promoting HS2 as a career-defining project, says Graham Day


ince the referendum result in June, uncertainty has loomed large over Britain’s most vital industries. Theresa May’s announcement that we are to leave the single market has only intensified this effect. Undoubtedly, any restrictions on attracting talent from Europe will put UK companies at a significant competitive disadvantage. However, as Matchtech’s recent Voice of the Workforce survey has demonstrated, the rail sector has reason for optimism. The survey of 2,500 engineers reports a surge in confidence among those working in the rail sector, with 72 per cent believing

...while the movement of labour remains unclear, attracting top talent from outside the UK will be essential to the successful delivery of rail projects. Following Crossrail, recruiters have learned that they need to cast the net wider, even beyond the EU, if they are to fill the roles available

that it will grow or increase its revenues over the next 12 months. Beyond those working in the sector, a quarter of all engineers surveyed also believe that rail will see the greatest growth during this period. This may be no surprise given the substantial amount of investment made in rail infrastructure in recent times, which is particularly true in the UK, with chancellor of the exchequer Phillip Hammond announcing significant additional funding for transport in his Autumn Statement to Parliament last November. Rail is an industry dominated by major capital investment projects. As a result, when a scheme is given the go-ahead it tends to represent a fixed ‘pool of investment’ which usually spans a number of years and can be less volatile to economic and

political uncertainty. The success of Crossrail and the planned HS2 build are of course key to confidence in the sector, although the Chancellor’s National Productivity Investment Fund covers a range of rail programmes across the UK. At the end of January, the government announced that 25,000 jobs and 2,000 apprenticeships will be created during the construction of HS2. This goes a long way to explaining our Voice of the Workforce finding that 67 per cent of rail engineers feel confident about their career progression within the next 12 months. In light of Mrs May’s ‘hard Brexit’ approach, the question remains whether the UK possesses adequate resources to fill these opportunities. The scale of HS2 is larger than anything the UK has seen Rail Professional



previously and, as Crossrail showed us, the skills required are highly specific. Access to labour from the European Union has proved pivotal to filling such requirements in the past. Therefore, it is no surprise that 69 per cent of rail engineers believe there is a skills shortage in their sector, posing a threat to the delivery of this body of work. Number of strategies It is clear that the UK rail industry must implement a number of strategies to combat this skills gap and ensure that confidence remains high. Firstly, it is important that the workforce reflects the wider geographic spread of rail projects. While Crossrail 1, Channel Tunnel Rail Link (CTRL), and other schemes have boosted talent development of engineers, this has focused predominantly on London. Significant progress has already been made in the spread of skills across the UK and a key cornerstone of government approval for HS2 was the promise of jobs and economic growth across the country. The project’s head office is based in Birmingham and a dedicated HS2 college has emerged in Doncaster. Such initiatives should be encouraged to boost the nationwide talent pool. When asked about potential threats to sector growth, 27 per cent of rail engineers surveyed by Voice of the Workforce identified

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the ageing workforce. This is an issue we are all familiar with and the same personnel have been prominent on CTRL, Crossrail, and now HS2; projects spanning over 20 years. While this experience will continue to be a major asset, it is essential that the industry uses HS2 and other exciting projects as an opportunity to encourage young professionals to choose a career in rail engineering. Transfer of skills There is also a wide body of talent across other engineering sectors in the UK that should be drawn upon to supplement those already working in rail. The Crossrail project highlighted the importance of CAD, a skill that is prominent in other infrastructure sectors with high value project work, such as Heathrow Airport and Hinkley Point. Beyond this transfer of skills, the industry must facilitate upskilling, with schemes like those in Birmingham and Doncaster for HS2. Finally, while the movement of labour remains unclear, attracting top talent from outside the UK will be essential to the successful delivery of rail projects. Following Crossrail, recruiters have learned that they need to cast the net wider, even beyond the EU, if they are to fill the roles available. The fundamental focus for our industry

Significant progress has already been made in the spread of skills across the UK and a key cornerstone of government approval for HS2 was the promise of jobs and economic growth across the country in persuading both young engineers and overseas talent to stick around will be promoting HS2 as a career-defining project. There will always be competition and, with an impending Brexit, the UK may look less attractive than before. However, our heritage in the rail industry is something to be proud of and the incoming infrastructure investment underlines our prominence on the world stage. Graham Day is head of rail at Matchtech


Solution Providers Our dedicated innovative Rail division specialise in infrastructure, enhancements, renewals and civil engineering projects. As one of the leading UK suppliers to the industry, we specialise in the design and installation of foundations and trackside structures. Contracts are managed, designed and installed by collaborative Aspin teams utilising our own specialist and continually developed plant and equipment. Civil  Structural  Mechanical Geotechnical Engineering | Head office: Hemel Hempstead - 01442 236 507 Hertfordshire  Nottinghamshire  Derbyshire  Lancashire  Staffordshire  Glasgow  Somerset



Parkeon wins award for ‘ground-breaking’ rail ticket vending machine technology ransportation technology company Parkeon’s RetailWall® development was named in the recent Transport Ticketing Global Awards as Ticketing Technology of the Year, in recognition of its ‘ability to deliver new levels of information and accessibility in rail retailing’. RetailWall® introduces large information screens, touchscreen technology and a host of customer-friendly functionality into ticket vending kiosks. The judges said: ‘This is a good solution to a major passenger pain point – a groundbreaking improvement to customer service around TVM’s – which is already deployed and making a difference.’ Parkeon’s latest TVM design provides cheapest fares information via a clear and jargon-free user touchscreen, a journey planning facility, along with live train running information, notices, advertising, news and social media feeds via large display monitors. It also features proximity and height detection systems to meet the needs of all rail users. Owen Griffith, MD of Parkeon Transportation, said: ‘Parkeon has cooperated with the Department for Transport and the Rail Delivery Group in drawing up their action plan for TVM improvement, and RetailWall® is the first of our new generation of ticketing products that deliver on this. We have listened to the needs of Toc’s, passenger groups and end users and from this have developed a clear and robust TVM technology roadmap for rail retailing. ‘This prestigious award is testament to the innovative and customer-oriented mindset of our engineers in helping to make journeys better for people using public transport.’


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Toc first to adopt secure system to protect technology rriva Trains Wales has confirmed the roll-out of systems across nine locations to secure and protect new technology. The operator has invested in new ticket vending systems that will replace outdated machines, providing time and cost savings, as well as a better customer experience through contactless technology and receipt type ticketing. To manage the new equipment and meet Payment Card Industry (PCI) regulations, Arriva commissioned iLockerz to provide a bespoke system with tailored software through understanding the unique challenges it faces, including shift patterns, remote locations, charging facilities, conductor break periods and unmanned stations. Following a three-month pilot at Treherbert station, the Toc found the system to be ideal. Ian Hughes, senior conductor manager, at Arriva Trains Wales, said: ‘We


are pleased to be the first train operator to be utilising the iLockerz systems for our new ticket vending machines that bring us up-todate with the latest technology and protects equipment while complying with industry regulations.’ Ryan Slaney, business development manager at iLockerz said: ‘The systems allow conductors to securely return, store, charge and receive the handheld ticket devices at any time, in or out of hours and at unmanned stations. This allows conductors the freedom and security of not having to carry valuable equipment on their person during their breaks.’ Bombardier signs service agreement with Hoppecke erby-based Bombardier Transportation, has signed a long-term service agreement with its preferred supplier Hoppecke Industrial Batteries to give assurances to Bombardier’s suppliers that ‘they are a bit more than that, they are partners’, said Richard Jackson, senior buyer – strategic procurement. ‘The LTSA is all about working together to form positive synergies and improvements for both businesses,’ continued Jackson. ‘In challenging times it is good to have strong commitments on both sides – the suppliers have assurances that we will continue to work with them and they promise to hold their prices for us.’ The LTSA is a four-year agreement that is only renewed if Bombardier is satisfied that its suppliers have performed according to strictly agreed criteria. ‘A lot can change in four years,’ pointed out Jackson, ‘hence why we put these contracts in place. They give everyone a feeling of security and enable us all to plan ahead, which is important because when you’re dealing in public transport you don’t want uncertainty. Going into the final year we will be sitting down with Hoppecke and hopefully extend the contract for a further term.’ Hoppecke recently jumped to fourth in Bombardier Transportation’s league of its most positive performing suppliers. Just a couple of months ago it was 49th out of 50. UK MD Jason Howlett said: ‘Signing a longterm service agreement with a company as massive as Bombardier is something we are all delighted with.’



Hima-Sella in control ystems integration specialist HimaSella has announced a contract award by Transport for London for a Piccadilly Line Interim Control Upgrade Project. TfL is in the process of delivering interim updates to the line ahead of a full upgrade in the future and these works include the relocation of the Piccadilly line service control centre. As a result, the retained communication systems need to be diverted to this location. The contract for a complete design, build and delivery scope will see HimaSella relocate control using new front end solutions for the Piccadilly Line auxiliary communication systems. The systems to be relocated include the emergency traction current discharge system (ETCDS or tunnel telephone as it is more commonly known), traction earth detection (TED’s) and the tunnel ventilation control system (TVS) used for the Heathrow Airport section of the line. As the scheme is part of the overall Piccadilly Line Interim Control Upgrade project, Hima-Sella will need to work in partnership with the London Underground team and several other contractors. The new systems will need to be commissioned for parallel running until final operational handover can take place. Once complete the redundant system elements will be removed by Hima-Sella.



telent secures station information contract echnology firm telent, has secured a £12.2 million 13-year contract with National Express Essex Thameside Trains, operators of the c2c franchise, to provide a fully-managed station information and security system (SISS) service. The contract, which is telent’s second of this type with NXET Trains, will see the company fund the upfront purchase of the Toc’s SISS customer information systems, CCTV and PA systems, in addition to the deployment of these assets across all of the franchise’s 26 stations. This agreement is in return for a 13-year franchise term contract during which NXET Trains will pay a fixed monthly fee. The agreement will release funds for NXET Trains at the start of the franchise, the period during which operating profits are reduced due to mobilisation costs. Stuart Parker, group property and environmental director at National Express Group, said: ‘The telent managed SISS service model will ensure our station communications and customer information systems are updated in line with our franchise commitments to the UK government. In turn, this will allow us to focus on business critical issues and most importantly, the travel experience of our customers.’

Sykes Pumps on track for rail sector growth ump hire specialist, Sykes Pumps, has been appointed as a preferred pump supplier to Network Rail. The two-year agreement, with a one year option to extend, marks the first time that Network Rail has put preferred pump hire supply out to tender. The contract covers Network Rail’s entire UK-wide track and infrastructure assets and includes all emergency pumping due to floods, along with planned maintenance works and improvement projects. Stuart McConaghy, director of major accounts at Sykes Pumps said: ‘The schemes involved could be as diverse as managing ground water, through to flooded tunnels or tracks and major infrastructure improvements or station refurbishments. Sykes Pumps already has experience of working on a number of Network Rail schemes; the company was involved in managing the ground water during the installation of new track drainage and three new under track crossings (UTX) at a scheme between the villages of Peak Dale and Dove Holes in Derbyshire last year and is currently on site at Chipping Sudbury with a standby pump to manage embankment water levels.



Cyberhawk completes rail station inspection yberhawk Innovations has completed its first internal and external structural inspection for the UK rail network. The inspection, which took place earlier this year, was completed over the course of two days at Rugby station. Working with Network Rail Air Operation, Cyberhawk was appointed to complete the internal as well as external inspection of the station as part of its framework agreement with Network Rail. The company used a combination of its specially adapted UAV’s (drones) to capture close visual images of the inside and outside of the station’s roof and supporting structure,


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thereafter producing a detailed inspection report. Traditional internal and external structural inspections require ground camera and scaffolding, which can pose significant working at height risks. Inspecting the station with UAV’s allowed for a quick and safe audit and permitted railway lines to stay open throughout operations. Philip Buchan, commercial director at Cyberhawk, said: ‘We were awarded a framework agreement with Network Rail in 2014, which was one of the reasons we were chosen to undertake the project, along with our Congested Areas Operating Safety Case (CAOSC) permission to fly UAV’s in urban areas and in close proximity to structures, vehicles and people.’

Information is power for Worldline he company has been selected to work with TfL to launch the latest innovation in passenger travel information services. Initially the service will be provided at stations on the TfL route between Liverpool Street and Shenfield, which will become part of the Elizabeth line when it opens through central London in December 2018. The new service will provide customers with a broader range of localised travel, news and assistance information. TfL has signed a four year managed service contract in which Worldline will be responsible for the installation and maintenance of information screens, together with the provision of a central content management system. Lisa Coleman, Worldine UK&I CEO said: ‘We always aim to be at the forefront of customer centric innovation and this is a great opportunity for us to bring that focus to TfL passengers.’


Another award for London’s contactless ticketing ubic Transportation Systems and Transport for London have received the London First Award for Innovation at the London First Awards, for bringing contactless bankcard technology to public transit in the capital. This is the ninth award since 2015 recognising the system. Launched in 2012, the contactless bankcard system was extended in 2014 to cover London’s entire transit network – including Tube, rail, bus and tram services. Since the introduction of the scheme, more than 800 million contactless journeys have been made across the network. In 2016, Cubic and TfL agreed on a licensing deal for the use of London’s contactless ticketing system worldwide, allowing the company to bring the stateof-the-art technology to other major cities around the world. ‘We are honoured that London First has named our technology as one of the major achievements in the last 25 years,’ said Shashi Verma, TfL’s chief technology officer.


Network Rail chooses Interserve for UK stations account he international support services and construction group, has won a new fiveyear facilities management contract with Network Rail worth £65 million. Interserve will deliver facilities services such as waste management, landscaping, pest control, adverse weather management and washroom services across 11 of Network Rail’s managed stations in London, Reading and Bristol. The new partnership marks the first time facilities services have been delivered by a single provider, and builds on the relationship with Network Rail, which has included providing cleaning services across the organisation’s estate


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for the last five years. Adrian Ringrose, chief executive at Interserve, said: ‘It’s an exciting time for the UK rail network and we look forward to supporting operational delivery at Network Rail’s key stations, as well as playing our part in enhancing the passenger and train operating company experience.’ Under the new contract, Interserve will introduce initiatives to improve waste recycling and new equipment to enhance standards and productivity. The company will also support apprenticeships, training and work experience programmes across the account.



Kee Systems keeps rail safety on track ee Klamp® guardrail fittings and BoxBolt® fixing solutions have been installed along a new railway line to provide safety for pedestrians, drivers and maintenance teams accessing electrical boxes along the track. This installation, which saw Kee Systems provide the safety products, forms part of an £89 million project to improve commuter times into London from Bicester and Oxford. Network Rail unveiled a joint scheme with Carillion and multidisciplinary contracting firm, Buckingham Group, to deliver the design and construction of the East West Railway route. Completed in December 2016, the project saw the refurbishment and installation of the new railway line to increase local connectivity and improve journey times into London. Working in collaboration with Carillion Buckingham JV, Kee Systems supplied 8,000 metres of Kee Klamp® fittings and 10,000 units of BoxBolt®. ‘This was a large project requiring detailed logistical planning and scheduling to deliver it on-time,’ said Barry Mullen, project manager for Carillion Buckingham JV. ‘We chose Kee Klamp® fittings as they can be installed using a standard hex key, making it quick and easy to install.’


Recent New Members of the Rail Alliance as at end January 2016 Manpower: supplier of white and blue collar, permanent and temporary engineering and trades personnel Premier Hytemp: approved global supplier for many critical metal components in wellheads. Valves, top drives and down hole tooling to the major original equipment manufacturers and leading service companies in the oil and gas industries DAE Systems: provider of fabricated, welded and machined components and assemblies, engineering development and project management of safety-critical products and systems as well as fans and air movement systems Optical Coating Technologies: applicator of optically clear coatings onto thermoplastics such as polycarbonate, acrylic, PPSU and polyurethane Hack Partners: provider of a breakthrough-level innovation via consultancy and technology services GAI-Tronics: design, engineering and manufacturing company delivering communication devices for use in arduous and safety -critical environments Flip Up Seat: provider of toilet seats which are sprung in the upright position Crowle Wharfe Engineers: precision engineering company specialising in overhaul, fabrication and machining of bespoke and multiple run products for safety critical and demanding environments AJT Engineering: engineering service provider including machining, cladding, sub-arc, repair, assembly, plating and heat treatment

AKKA Aeroconseil UK: British arm of the AKKA Technologies Group, a global engineering consultancy taking on work packages across the signalling, rolling stock and infrastructure domains Claytex Services: consultancy and provider of systems engineering tools including Dymola, Reqtify, ControlBuild, AUTOSAR Builder and CATIA Systems. Also developers of a number of application libraries using Modelica to simulate the complete vehicle covering Powertrain, vehicle dynamics and thermal management Envira Products: owner and distributor of a range of industrial and commercial de-icers formulated to combine high performance de-icing in conjunction with a caring approach to the environment Total Training Company: a company setup to provide specialised training to the construction industry Doncaster Chamber of Commerce: independent membership organisation supporting and representing Doncaster’s private sector. Exova Warringtonfire: fire tester with specialist knowledge of products used on rolling stock. Sheffield Hallam University: Materials & Engineering Research Institute (MERI) is an interdisciplinary research institute within the university dedicated to addressing industrial problems from materials analysis to infrastructure management Zircon Software: provider of software engineering services across the full software engineering life-cycle ABB: provider of power, electrification and technology products and solutions to the transportation sector

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“When it comes to investing in rail, the bottom line is customers want better, more connected journeys” Andy Slater, Business Director for Light Rail and Metro at Amey


he rail industry has been under the media microscope a lot of late, with many passengers unhappy about fare increases and the continued scrutiny over the value of large-scale investment projects. The bottom line is that customers want better, more connected journeys. In a recent interview, the Transport Secretary, Chris Grayling, said, “We are delivering the biggest rail modernisation programme for more than a century, providing more seats and services.” And when you start looking at passenger numbers, it’s easy to see why this kind of investment is needed. According to the Office of Rail and Road’s Passenger rail usage statistics there were 1.73 billion passenger journeys in the UK between December 2015 and December 2016. This represents a 116% increase in passengers in the last 20 years and Network Rail’s analysis predicts this will double again over the next 30 years.

Connecting the UK’s transport systems Investing in rail as part of the UK’s transport systems is, of course, important. We need to build a network that can withstand even further passenger growth and demand, but the focus of both improving and building new rail infrastructure is as much about connectivity with other networks. In an ideal world, public transport timetables would sync together, there’d be a single ticketing system and customers would be able to move fluidly between traditional rail, metro or light rail and bus services. But making this a reality calls for intelligent mobility to be built in to transport projects from the very beginning. This is something that the Department for Transport is already starting to drive by looking at the way operators and developers work together, and highlighting the role that technology has to play in transforming transport systems. The increased demand on the rail network and a greater appetite for more connected journeys means that we, at Amey,

are using a combination of expertise to deliver smart solutions that are fit for the 21st century and beyond. Changing our approach While historically, we were best known for our operational infrastructure services, our business has adapted over the past five years or so to fuse this with our capabilities in Amey’s Consulting business to offer a unique blend of skills and expertise in the rail market. With one of the broadest range of services in the sector, our holistic approach to asset management includes everything from advisory and design services, through to performance monitoring and operations as well as commercial property management. Building and integrating data management and business intelligence into data analytics that drive a smarter approach to asset management is where our client base has seen the biggest benefits. Clients trust us to manage, improve, and maximise performance and to pass these benefits onto passengers, this is the value we deliver. Our end-to-end approach was piloted in

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to accommodate additional demand. My light rail and metro team have been tasked with supporting delivery today and futureproofing for tomorrow.

the UK rail sector and has been tried and tested. In London, we’ve been managing and maintaining the Jubilee, Northern and Piccadilly Tubelines since 2003 and in that time we have delivered a 69% improvement in lost customer hours – all thanks to blending technology, operational and asset management processes and systems with people skills. Similarly on the Dockland Light Railway, our joint venture with Keolis is focused on improving performance year on year and we are proud to operate the busiest light railway in the UK. And we continue to maintain industry leading levels of performance as passenger numbers continue to expand and grow. Our joint venture with Keolis has also recently been awarded a 10-year contract to manage and operation Greater Manchester’s Metrolink which will see us use our expertise to boost performance and customer service. Building on these successes is the number one focus of my team and we’ll be working with other teams within Amey to not only improve the performance of services but join up passenger journeys.

new enterprise asset management system and upskilled our people to drive data-led operations decision models. This could mean anything from using real-time data to predict equipment failure and pre-empt downtime by deploying maintenance teams in advance on track, trains or even station escalators. Data is also telling us how people’s transport habits are changing. According to the country’s light rail, tram and metro networks are expected to grow strongly and passenger journeys are set to increase by an estimated 9% annually. Docklands Light Railway and the Manchester Metrolink are two examples of where we’ve seen this growth trend and both networks have swollen over the years

Powered by people While data and science are the foundation of our smart solutions, it’s our people and their skills that really set us apart. Having worked in the industry for the past 18 years, it was Amey’s distinct approach to rail delivery that first appealed to me. It’s our people who bring intelligence to data and this, combined with our expertise for operational excellence, is what’s helping us make journeys better. It could be termed as ‘human in the loop’, but in essence, we’re using our combined data analytics to create decision-aiding tools, that our experienced operations management teams deliver on a day to day basis. And it’s not just here in the UK that our people’s power and expertise is being recognised – we’re also putting our experience to work overseas. As part of a new contract with New York’s Metropolitan Transportation Authority (MTA), we’ll be helping to provide an even more reliable service to the 300,000 people who use the Long Island Rail Road daily by supporting an enterprise-wide asset management program. For rail specifically, it’s our combination of skills and expertise along with our technology and innovation knowhow that means we make really smart decisions for both infrastructure and operational investments. The result is an integrated way of thinking and an approach that delivers value to the passengers that use our services every single day. It doesn’t matter whether we’re working on a major rail project or just making an incremental improvement, absolutely everything we do is carefully calculated to provide better, more connected journeys for passengers. Tel: 01865 713 100 Visit:

Driven by science and data Sitting right at the centre of our approach is science and intelligent use of data, and we’re specialists in not only capturing the right information but we have a team of over 2,500 consultants – each with a diverse skill set – who can interpret the data and translate it into outcomes for our customers. Our vision is that decisions about infrastructure will be made on what the science is telling us rather than being purely driven by budget – because we know it works. Again, on our London Underground contract, we managed the introduction of a Rail Professional

DILAX Passenger Counting & Reporting DILAX Systems specialises in delivering passenger data for the rail industry. Working with many of the largest TOCs in the UK, we have many years of experience in helping to improve the passenger experience for our customers.

• • • • •

Automatic Passenger Counting Dwell Time Management Seat Reservation Management Seat Occupancy Management & Reporting Data can be shared with PIS and Apps as required. T. +44 1908 607340 | |

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Train and trackside applications MTM Power has been successfully active on the DC/DC converter market providing AC/DC power supplies for use with railway applications


he devices in the power range from 14 W to 2 kW are used in various applications on rolling stock and track side. In particular, they are suitable for the sophisticated use for the supply of the electric and electronic decentralised systems on board. In addition to the classic installation in electrical control cabinets, the devices are more and more built into containers on the roof and in under floor areas as well as in driver’s cabins, engine bays and in coaches. MTM Power supplies projects all over the world and is the preferred supplier for well known manufacturers of locomotives, high speed trains, rail cars, light rail, urban and suburban trains. The essential component of this is the quality of the innovative products and the flexibility and reliability of the company. Broad power range In addition to the extensive portfolio of DC/ DC converters and customised power supply solutions, the MTM Power product range includes a wide variety of AC/DC power supplies in the power range from 5 W to 250 W. MTM Power AC/DC modules are used in various industrial applications. The experience and the competence in developing and manufacturing products for railway applications as well as the quality and the reliability of all products have now been used to bring AC/DC power supply units in well-proven technology on the rail. While MTM Power DC/DC converters are almost exclusively operated on the batterypowered DC on-board system, now the new PCMAT150 series of MTM Power is designed for the use on the 400/230 VAC on-board train power system. The new generation of AC/DC modules series PCMAT150 was originally developed as a decentralised power supply for industrial applications. An increasing number of non-safetyrelevant electrical devices or systems in railway vehicles are supplied from the regular AC on-board system, including lighting, infotainment, air conditioning, USB charging and many more. The PCMAT150 provides a stabilised 24 VDC output voltage which can be used to supply the above mentioned applications. Furthermore, the use as auxiliary voltage supply unit for electrical auxiliary inverters and battery chargers is possible.

Design and technology The PCMAT150 has an efficiency of 92.5 per cent and is resistant against shock and vibration due to the well-proven encapsulation technology and its extremely rugged design. The vacuum encapsulated (EP 1 987 708, U.S. Patent No. 8,821,778 B2) power supplies offer reliable protection against condensation, conductive dust and other environmental conditions. MTM Power’s Thermoselective Vacuum Encapsulation They are connected via industrial connectors which meet the demands concerning vibration resistance, reduced wiring time and being maintenance-free and thus the use as a plug-and-play solution in sensitive electronic sub-systems is possible. Due to the rugged design in BPC technolgy, the thermal losses are dissipated via the mounting plate while increasing the life-

time of the devices at the same time. The short-term availability of a power boost of 150 per cent even enables the supply of critical loads such as motors or halogenous lamps. The devices have got an “Output Voltage OK” signal as potential free contact. While being connected to static inverters, the active PFC avoids the load of the grid and inverter with harmonics. Further electrical features of the PCMAT150 are an operating temperature range of -40…+70 °C, class TX acc. to EN 50155 and remote control. As a general standard with MTM Power products for railway applications, the power supplies are available with a complete fire protection certificate acc. to EN 45545-2. Tel: +49 (0) 69 / 15426-0 Email: Visit:

MTM Power supplies projects all over the world and is the preferred supplier for well known manufacturers of locomotives, high speed trains, rail cars, light rail, urban and suburban trains

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The Accelerator effect Helping rail businesses build customer service leadership through a new understanding of the modern marketplace


hortly after the turn of the millennium, Connex became the first rail operator to be stripped of a franchise after passengers suffered from late running and overcrowded trains and industrial relations problems. The SSRA, in removing the franchise, conceded they had suffered from old train lines and rolling stock but believed management had not done enough to look after its passengers. Rumours circulated that other franchises could suffer the same fate as Connex.

Meanwhile, in parallel to this atmosphere of failing service, Henry Hopkins and Heidi Daniell were creating a new consultancy, Accelerator, with a focus on helping organisations to build a true service reputation. ‘During the nineties we had both been in senior roles with internationally-known organisations and were shocked to see so many big decisions being made on internal assumption or opinion, rather than reflecting the views of customers and other stakeholders’ said Henry Hopkins.

‘We also saw an opportunity for better customer service, communication and leadership skills, especially in high-value business-to-business relationships where technical knowledge had been the primary focus previously.’ So, as the industry talked of the postConnex challenge to ‘manage a whole new way of providing a quality service to people on the south coast and south London’ Accelerator began rolling out programmes of training and development, consultancy and insights research across a range of servicecritical sectors, including rail and other public services. ‘Our first clients were actually in the serviced offices sector, on a resurgence led by the dramatic expansion of major operators like Regus and MWB. New providers were emerging almost on a monthly basis and landlords saw it as a way of filling empty space’ explained Heidi Daniell. ‘However, new competition meant more choice for tenants and so the concept of service differentiation quickly became a strategic priority for the industry, giving us the chance to help several of the key players in a fairly short time frame’. Insights and training Accelerator’s combination of customer insights linked to staff training was fairly unique at the time and the company very soon found its services in demand from other sectors, especially within the postprivatisation rail industry. Angel Trains was an early client. A relationship that began in 2000 is still going strong in 2017, with Accelerator currently delivering a three year contract to provide stakeholder research for the Rosco. Across the 17 years that the company has worked with Angel Trains, a range of support has been provided, including the flagship stakeholder review and feedback programme, together with customer service and leadership training when required. ‘The programme has developed over the years’ explained Henry Hopkins. ‘Our team speaks to Angel stakeholders every year. We use a range of open questions and rating scales to really get to the heart of their relationships with Tocs, holding groups and suppliers.’ Henry continued ‘The annual process enables us to highlight both immediate issues for Angel Trains as well as getting a long term strategic view of the relationship.’ Kevin Tribley, chief operating officer

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When safety really matters The cam angle ‘α’ is larger than the thread pitch ‘ß’, making the pair of washers expand more than the corresponding pitch of the thread. • Prevents loosening caused by vibration and dynamic load • Locking function is not affected by lubrication • No special tools required • Reusable Nord-Lock Ltd. Tel: +44 (0) 1264 355557

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Manufactured to Network Rail specification, FP McCann is a nominated approved supplier of precast concrete cable troughs and concrete platform copings to the rail sector. A standard range of precast concrete railway platform components are also manufacturered; these include modular platform systems, platform copings, platform edge warning paving (tactiles) and oversail blocks. Nosing slabs to London Underground specification are also available.


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at Angel Trains, speaks highly of the Accelerator team. ‘Henry, Heidi and their team at Accelerator has been very supportive partners. Their stakeholder engagement work takes them out to interview our customers and suppliers as independent consultants, giving us the ability to shape our strategy around their views and priorities. Accelerator’s professional staff has a lot of experience and know both the rail industry and the business relationships.’ ‘We get immediate feedback on each interview, together with twice-yearly reporting. My management team read the feedback and react to take the actions needed to secure continuously improve on our future business relationships. At the end of 2016, we recorded our highest ever satisfaction score - an achievement due in no small part to my team striving to gain a better having the knowledge and understanding of their customers and

suppliers and being able to act accordingly. Accelerator has certainly helped us to build our service reputation.’ Workshops and results Siemens Rail Systems has been another long-term user of Accelerator’s insights research services, starting as far back as 2003 when the first Desiro commitments were being made in the industry. Siemens felt they needed to build a clear picture of what mattered most to customers and potential customers from a service perspective, how the broader relationships were developing. A key part of the Siemens’ deliverable is the signature Action Workshop. ‘Accelerator doesn’t just present us with research results’ pointed out Steve Scrimshaw, managing director, Siemens Rail Systems. ‘It facilitates a focused session where we get key internal stakeholders together to review research


results, understand the insights and allocate actions to move us forward. The Action Workshop goes beyond the usual discussions, with the Accelerator team taking us through issues, causes and then allocating time-specific actions. Success in the rail industry has led to work for Accelerator with other Siemens divisions, most recently Siemens Energy Management. Accelerator’s portfolio of services has extended into working with a number of individual Tocs and transport groups, managing feedback programmes covering wider audiences, including passengers, politicians, pressure groups and other stakeholders. One recent example is London Midland, where Francis Thomas, head of corporate affairs sums up the benefits. ‘Listening to our stakeholders has been fundamental to how we have turned the London Midland franchise around over the last four years. Accelerator Solutions has been part of that approach. By listening to and taking on-board the views of our stakeholders we have been able to make the improvements that really matter to our passengers and drive up customer satisfaction.’ Universal service culture Ann-Marie Barker, head of research at Accelerator, feels the critical role of customer service in achieving business success has become much more widely understood. ‘We’re finding that businesses who invest in the service culture across their organisation rather than working on a project basis are the ones customers notice. Even in high-value, technical industries like rail, construction and energy, customer perception can be formed from the simple things - that first phone call, the speed of responding to an email, that kind of thing. ‘After 17 years of helping organisations with training, research and other support, we’ve built up a really good understanding of how to gain insight and take action that builds trust in the market place – the foundation for a long-term service reputation for any business. When customers feel a business is consistent, confident and provides added value, they tend to stay with it…and tell other people’. Henry Hopkins summed it all up: ‘Customer service leadership is increasingly seen as a board responsibility – an enabler of success through everyone understanding the service vision and their role in delivering it. In the rail sector, along with many other public services, this is even more critical, since we have the added pressure of regulation and potential penalties if service does not meet the increasing expectations of customers.’ Tel: 020 3146 5597 Email: Visit: Rail Professional

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Flood protection Network Rail has enhanced its PADS approval for cable protection for signalling and infrastructure to include provision for flooding or immersion in water


his winter the country avoided the spectacle of major floods that seemed to be on TV every night just a year ago. Local communities and infrastructure have not been as adversely affected as before, but few will deny the evidence that on balance there will be wetter winters and a far greater probability of extreme weather in the future. In its excellent report ‘Tomorrow’s Railway and Climate Change Adaption: Executive Report’, the Rail Safety and Standards Board predict that the number of days where there is likely to be an ‘excess precipitation event’ in the UK will more than double in the 2020s, compared to the recorded average for 1961-1990. The report states that this raises a number of challenges for infrastructure, including how to best protect its assets and also how to make them more resilient to reduce future maintenance costs after an extreme event such as flooding. Cable protection across the rail industry is vital for efficiency and safety. Its role with

signalling is critical and its failure due to immersion under water would add to the maintenance and compensation costs faced after the event. Flood safety It therefore makes perfect sense that Network Rail has upgraded its PADS approval for flexible conduits, glands and accessories for use in signalling and infrastructure, to include provision for applications prone to flooding or prolonged immersion under water. Of course flooding is just one potential hazard that cabling may face in infrastructure applications and any cable protection must also consider other hazards such as temperature variations, UV light, attack from rodents, vibration and impact to name just a few. Network Rail’s product acceptance process offers assurances that products are safe, compatible, reliable, fit for purpose and do not export unacceptable risk to Network Rail infrastructure. Sadly the risk of flooding is likely to rise

First flood approved flexible conduit


lexicon is the first UK manufacturer to receive the new Network Rail enhanced PADS approval for flexible conduits, glands and accessories intended for use in signalling and infrastructure applications. It includes cable protection for applications prone to flooding or prolonged immersion under water. Six flexible conduit types have been selected by Network Rail to provide cable protection for various applications ranging from within equipment boxes to outdoor prolonged standing water environments. Together with the latest truly one piece mating gland, Flexicon Ultra, these systems provide the most reliable and quickest installation time and enhanced IP68 performance. Details of all qualifying products can be viewed in Certificate of Acceptance PA05/06589. Flexicon claims that its new Ultra fitting is the world’s best for rail, electrical and data installations that demand continuity of supply for safety and performance critical applications. Its integrated sealing technology delivers an IP rating of 66, 67, 68 and 69, while its all round teeth provide 360° strength to give the strongest tensile strength available of up to 70kg (for 21mm size conduit). The new fitting also has the highest levels of anti-vibration and shock protection performance testing to EN 61373 Cat 2. Currently only Flexicon can provide a PADS approved flexible conduit system for Network Rail signalling and infrastructure applications that could be prone to flooding. over time. It means that cable protection needs to be checked if it’s for an application that might face immersion underwater and if so it must be ensured that the flexible conduit system specified conforms to the new enhanced PADS approval. Tel: +44 (0)1675 466900 Email: Visit: Rail Professional

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Pragmatic approach saves time and money Supplying ecological services to the rail industry almost always presents an interesting challenge


mergency works programmes rely upon the ability to attend site with very short notice and to deliver to tight time constraints. Implementing protected species licenses and mitigation on site for the likes of bats, reptiles, great crested newts, dormice, badgers and roman snails relies on specialist skills and knowledge to ensure that works can continue within existing wildlife laws and with as little disruption to the project as possible. At Southern Ecological Solutions (SES) the main aim has always been to try and avoid protracted mitigation and licensing programmes that can delay works packages for months on end, this can be done by drawing on expert knowledge of the wildlife legal framework and by gaining consensus with stator consultees such as Natural England.

snail would be quantified using daytime and torching surveys, and if the numbers were found to be nil or low, habitat manipulation and the instatement of exclusion fencing would be undertaken under a method statement with an Ecological Clerk of Works (ECoW) present. Given that the active season for roman snail is considered to be from April to August, it was imperative that the exclusion of snails from the site and the works to be undertaken occur within this active window. The second option was a licensable approach, where if an approach with significantly less legal risk than the nonlicensable approach outlined above was desirable, or the

site was found to support large numbers of roman snail during the surveys, a conservation license should be sought from Natural England to actively translocate roman snail from the works area to areas of nearby suitable habitat.

License v’s non-licensable approach After conducting a scoping survey of a rail substation adjacent to a chalk cliff embankment in Surrey, SES outlined the possibility of roman snail being present within the woodland and chalk embankment habitat adjacent to the site, and the potential for them to use the works area as transitory habitat. No mitigation works were recommended at the time, however it was recommended that should roman snail be observed within the works area, works should cease and an ecologist be contacted. This was in fact what happened, roman snail was seen within the site boundary and works were halted. An ecologist was sent to site on the same day to reassess the use of the site by roman snail and provide advice on actions to provide necessary mitigation in line with the Wildlife and Countryside Act 1981. After further consideration by SES and independent legal advice, it was concluded that two potential mitigation options were available: The first was a non-licensable approach, whereby the scale of use of the site by roman Rail Professional

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If this approach was adopted, once a license was granted, exclusion fencing should be erected around the works site, and prior to the commencement of works a period of translocation of roman snail would be required. Due to the ecology of the species, roman snail would not be moved more than 20-30 metres from the site at which they were found. Following the surveys, it was deemed that although roman snail were utilising the works area, the majority of roman snail were located within habitats adjacent to the work site, and as such the non-licensable

exclusion approach was adopted to mitigate for roman snail on site. A method statement was prepared outlining pre-works habitat manipulation of areas of suitable terrestrial habitat such as a small area of tussocky improved grassland remaining within the works area, and the instatement of exclusion fencing to isolate the area where works are still to take place to deter further roman snail from entering the works area. Following the instatement of the fence, works were able to recommence 3 weeks after being halted. The ecologist’s knowledge and expertise was instrumental in saving the client from the prospect of a much lengthier halt to their works (see timeline below). The contractors conducting the works were instructed that, should any other roman snail be found on site (for example, in the ground), the project ecologist should be contacted immediately. Badger Mitigation SES facilitated the installation of bank stabilisation in an area containing a main badgers sett. Previously other consultants had advised a new sett should be created and the existing one shut. This was not practical in terms of sett closure as it was in a steep chalk cliff, nor easy to facilitate as there was nowhere to create a new sett. The suggested mitigation was also unnecessary as SES had designed a scheme of mitigation and varied the bank stabilisation design to ensure the mesh could be installed and the sett retained. This was done in consultation with Natural England. This approach saved time, money and provided a pragmatic workable solution to a challenging site.


The smart, pragmatic approach Having a proven track record of facilitating emergency works without Natural England licenses and following the correct protocols to ensure no legal redress have given SES the edge when it comes to delivering for their clients. Holding low impact licenses for great crested newts and bats, means that instead of the normal 30-60-day period required to obtain a license we can obtain licenses in 10 days. These licenses are suitable for works of an emergency nature that are not in immediate need of action. They are suitable for lower impact schemes, and the level of competency needed to hold such a license is high with very few being issued by invitation of Natural England. Multi skilled staff SES consultants are multi skilled operatives that can provide a holistic service to its clients which enables a flexible and speedy turnaround. Having a highly multi-skilled work force restricts the number of people needed on site at any one time, which of course saves the clients’ money. Typical skills and qualifications include: • qualified and experienced ecologists • qualified and experienced in tree felling and vegetation removal • IRATA trained in rope access • IPATH trained MEWP operators • protected species license holder • expert in badger mitigation, live digging of setts and licensning • experinced clerk of works • specialist knowledge of invasive weeds and treatment • PTS qualified site delivery managers. The inhouse team of tree surgeons and foresters can undertake vegetation removals or tree surgery and achieved the highest possible standard in the industry with Arboricultural Association accreditation. Also available are the Arboricultural consultants, who work with rail operators undertaking tree hazards assessments and advising on necessary remedial works often required once emergency work or nonemergency work is undertaken. They can audit sites during the design stage, works stage or during the ongoing maintenance stage. Southern Ecological Solutions (SES) is a multi-disciplinary independent consultancy offering ecological and arboricultural services throughout the UK. SES operates a 24/7 call out service and have the capacity to respond to national enquirers. The workforce can work remotely and can also make use of regional hubs located strategically to enable coverage across the UK. Tel: 01268 711021 Email: Visit: Rail Professional Rail Professional



East Sussex success story Twinfix worked alongside BAM Nuttall on the recent roof refurbishment at Lewes station in East Sussex


ewes is clearly a station steeped in history and character as there has been a station here since June 1846, with the full station with a Swiss chalet style building was opened in 1857. However, the years have caught up with some areas of the station and the roof in particular was in need of repair. The remit for Lewes was to replace the 1,178 panels of roof and vertical glazing. The product that Twinfix put forward was its Georgian wired polycarbonate multi-link non-fragile roof lights. Maintain and improve It’s important to retain the feel of a station, so a sympathetic restoration is crucial. However, it’s also essential to not just

replace like with like, as although traditional materials may look the same there are often disadvantages associated with them. Georgian wired glass is an example of this. It suits these old stations, it is in keeping, but it just replicates the same old problems; it breaks, it needs replacing. The cycle continues. Durability and sustainability are key in any refurbishment, why replace with something susceptible to breakage? Polycarbonate glazing mimics the traditional Georgian wired glass that it will be replacing, but it will not break in use. It is therefore safer to install and to use as an overhead glazing material, with no risk of glass cracking and shards of glass dust falling onto the platform below. Continued on page 127 >>>

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Weighty considerations Georgian wired polycarbonate also has the additional benefit of being lighter than glass, therefore making it easier and quicker to install on a roof. When it replaces glass it does not usually require any extra structure being put in place as it is normally considerably lighter than the original glazing. The Georgian wired polycarbonate is pre-glazed in a multi-link framing system which has several advantages over the old style two-part glazing bars that are put together on site to create a glazed roof. The multi-link system is made in our factory and incorporates an innovative fix and

link installation feature that makes it very quick to install. So once on site there is less disruption at a station, which is important as the public needs to be serviced as normally as possible during building works. This panel system also results in fewer errors on the install as the work to get it right is carried out before it hits the site. The multi-link framing system has also recently been redesigned to be narrower (50mm) in order for it to align with older style glazing bars, keeping and recognizing the importance of the traditional look whilst providing the advantages of a more modern style system. In fact, this 50mm panel bar was designed on a 3D printer. It’s good to


see how such a traditional station has been enhanced by cutting edge technology! When the life of old glazing on a roof is over it needs to be replaced with non-fragile roof glazing to limit risks on the roof. All these advantages led to a successful roof re-glazing, providing Lewes station with a non-fragile, virtually unbreakable and attractive roof that keeps the feel and look of this heritage station. Any hurdles that were met were overcome by the Twinfix team working closely with BAM, with one joint goal in mind, completing the project successfully. Now finished, it’s a wonderful example of the Georgian wired multi-link product and Twinfix, BAM Nuttall and Lewes station can all be very proud of the refurbished premises. Tel: 01925 811311 Email: Visit:

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Challenges breed ingenuity Rail transportation projects require a multidisciplinary approach and an understanding of the constraints which apply when working within a rail environment


creative approach to working intensively with consultant and interface partners from the outset has become a benchmark for embarking upon the most interesting and challenging commissions, and consequently Sadler Brown Architecture has a flourishing and growing body of rail sector experience to date. Having successfully designed and delivered many rail projects with client, contractor and consultant partners throughout the UK, and internationally, the practice has worked closely over the last few years with all the rail disciplines, signaling, overhead line, stations teams and permanent way. A collaborative ethos, building on the discursive creativity of its design studios, coupled with a commitment to research and development has seen a journey and progression of projects from modest beginnings and light touch refurbishment work to delivering entire new stations worth hundreds of millions of pounds across the world. Local going global Proudly founded in the North East of England, the birthplace of the railways, a significant offering of local projects continues to provides strong ties to the region whilst an ongoing ambition to work more diversely over a wider geography has allowed the practice to mature working on schemes that range from mainline heavy rail termini stations and multimodal transport interchanges to light rail halts and remedial trackside improvement works. With design studios in Newcastle upon Tyne, London, Birmingham, Manchester and Edinburgh this means Sadler Brown can offer face to face services throughout the whole of the UK. A new base in Dubai has facilitated local presence for the growing Middle East market place, whilst a revolution in digital working using Citrix and cloud based servers, aided from a communication perspective by Skype for Business instantly makes the world accessible. The breadth of skills is uniquely diverse, ranging from concept and product design, CGI visualisation, and principal designer services. Sadler Brown’s architecture team is diverse; offering bilingual consultation to clients in French, Spanish, Italian, Lithuanian, Portuguese, Indonesian and Russian. Experienced team members have practiced across the world including significant projects in Australia, Saudi Arabia, Singapore, China Rail Professional



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Our project managers can organise essential external work, such as full resprays, decal work or brand livery. Seats are taken away to be re-covered at our depot, brought back and fitted. Other work can be done off-site or on-site. Diamond Seating’s work is guaranteed and conforms to current Railway Group Standards. For more information about the services we can offer your business, please visit our website, call or email us as below.

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and Canada. A growing strength in technical delivery of projects beyond baseline design is exemplified through two teams delivering underground railway station projects in the Middle East from a UK based, engineering consultancies project office. Enduring relationships delivering projects across the Tyne & Wear Metro network defined the practices early rail portfolio and provided superb opportunities including new track and associated infrastructure connecting Tyneside and Wearside, various new halt stations, rail / bus interchanges and subsequently, the UK’s first combined light and heavy rail Station at Sunderland. In 2009 a successful over station development facilitated a major upgrade and full refurbishment of Newcastle’s Haymarket Metro Station. The bold transformation, employing a clean, seamless aesthetic of finishes that could be adapted to suit the idiosyncrasies of an existing building through a modularised basis permitted full integration of renewed MEP services, PA/VA and network wide safety equipment. The ensuing scheme, colour palette, and integral wayfinding strategy set a benchmark and defined the £350 million ‘Metro: all change’ programme that followed. Eight years after Haymarket the soon to be completed, fully refurbished underground platforms and concourse at Newcastle Central’s metro station provides a fitting

gateway to the city and mainline station above for the five million passengers that use it every year. When fully commissioned and operational, the new passenger experience throughout the network will encompass smart ticketing, new wayfinding, new audio and visual displays and improved accessibility and furniture, the upgraded stations being a fitting addition to this. Settlement negotiation At a different scale of working, on another current scheme, commercial development pressures over a challenging portion of land adjacent to a mainline railway outside of London has facilitated discussions between a developer, the rail network owner and the local authority with a view to negotiating a settlement arrangement that works for the all. Sadler Brown’s success can be attributed to its willingness to adopt innovative technologies as tools for testing ideas and ways of working. In an integrated multidisciplinary team, using BIM technologies and smart 3D modelling to BIM Level 3 on collaborative IT platforms, Sadler Brown is helping to push boundaries in terms of what can be coordinated and achieved across the globe by a thirty-strong architectural practice. From a production perspective, the use of BIM for two large underground projects in the middle east and the intelligent management of data in primary, and shared, 3D models has proven invaluable for gaining efficiencies


as well as for outputting large amounts of information at any one time, such as the requirements of the contract. Whilst early on in the project a lot of time was needed to set up the models, three years on and the work is paying dividends, with extractions and output data available instantly to ratify quantity takeoffs, for real-time coordination with other disciplines and interface partners. Links to MS Excel make scheduling and population of data sets within the models seamless, whilst other output formats can be used to check, measure and compare different data parameters as well as to monitor change within the station design team disciplines. Working as one design centre, within a larger global consortium on major projects is an exciting evolution to how the practice works. Multiple users modelling in a shared BIM software, to strict protocols with a wellmanaged and maintained library is readily achievable, with web conferencing and instant message communication a normal way to coordinate with collaborators anywhere from Sydney to Toronto. A lasting strategy Whilst technical delivery has become an important stream of work, attributed to a progressive inquisitiveness and agility in how work is done, core to Sadler Brown’s strategy is its creativity, using technology as a tool that aids design rather than being something that constrains it. It is important to ensure ingenuity remains at the forefront of all projects by throwing the team into a fast paced high energy environment. Entering competitions is a perfect way to do this, such as the recent international Rail Baltica competition for a remodelled station and new railway bridge in Riga, Latvia. It encouraged the exploration of ideas, both what they represent spatially, but also how they can be developed, represented and executed graphically. This dynamic approach, against a backdrop and pedigree of proven experience sees the practice aiming high for the next opportunities in furthering what it can do and offer to clients and collaborators. Regular participants at conferences, industry events and closely following future procurement opportunities sees this growing and enthusiastic group leaving no opportunity missed in their tracks as to where their journey will take them next. Tel: +44 (0)191 265 7080 Email: Visit: Rail Professional



SIN119 and power enclosure issues Henry Williams’ new power annex and bender unit housing has been approved by Network Rail...


enry Williams are proud to unveil their new SafeBox Legacy Connect range of power annex and insulation monitoring housings. This range has been developed in response to Network Rail’s requirement for civils free enclosures to house class II switchgear and equipment; to meet with the requirements of their SIN119 programme. This versatile box takes into account all of the issues associated with retrofitting enclosures on site, and complements Henry Williams existing FSP and Legacy ranges. It incorporates: • easy and non-intrusive fixing to existing infrastructure and enclosures including location cases • usable space: the annex has a volume of 0.3m3 and can accommodate any approved transformer up to and including 3KVA • new SafeBox class II switchgear to accept up to 120mm 4 core cable, with oversized termination chambers easing cable preparation in the terminal chamber • sliding gland plates for ease of fixing terminals

• optional removable sill and sliding base for flexible cable installation • lightweight aluminium construction for strength and lightness • 40 year lifespan • no after care in the form of inspections or surveys – maintenance free • no drilling or detrimental work required to the existing case, case remains structurally and environmentally intact • no additional civil work required. The whole ethos of this enclosure is to make things as quick and easy for the installers as possible. As an engineering company with both design capabilities and state of the art production facilities Henry Williams is able to manufacture any size or shape of enclosure that is specified. Engineered solution This durable and versatile enclosure has been given a full and unfettered Product Acceptance. There is no requirement to carry out inspections after installation as there is with GRP or composite alternatives. Fitting this annex does not cause damage to the existing enclosure or compromise the

The whole ethos of this enclosure is to make things as quick and easy for the installers as possible. As an engineering company with both design capabilities and state of the art production facilities Henry Williams is able to manufacture any size or shape of enclosure that is specified coating. By incorporating highways grade ventilation the annex is also free of the condensation issues associated with other enclosures. This unit offers an install and walk away solution; simple, high quality: just how it should be. Termination and large cable sizes was foremost in the engineers minds when they designed the power annex and switchgear. The SafeBox Legacy Connect range reflects Henry Williams’ commitment to developing engineered solutions to help solve the constantly changing demands of a modern rail infrastructure. Henry Williams is proud to have supported the United Kingdom Railway for over 134 years. Tel: +44 (0)1325 462722 Email: Web:

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Innovation in HV Disconnectors & Switches MLE Double Pole Rotational Isolators with Integrated Earthing

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Morris Line Engineering (MLE) have consistently innovated by evolving their tried and tested Rail Isolators for use: at higher current levels; in new arrangements; and now in load-break applications.

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Quality precast concrete manufacturers... for a great range and even greater value Elite Precast Concrete are one of the UK’s leading precast concrete manufacturers combining the highest levels of customer service with always being the best value option. Our focus is on driving down the cost base and then passing these savings onto our customers. This enables us to provide constant and predictable price structures which in turn underpin our ethos of developing customer relationships over the long term. Every product we make is cast from the same premium quality, high strength (50N/mm2) concrete. We were also the first and by far the largest manufacturer of interlocking blocks for various temporary works; fire breaks; retaining, blast and push walls and also, by offering three block types, you can be certain that we have the solution you are looking for.

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Composite innovation Composite engineering and innovation consultancy Cecence first attracted major interest from the rail sector for its carbon fibre overhead catenary line


he collaborative project involved UK Tram, Atkins & Brecknell Willis, looking into through life cost savings to create a lightweight, aesthetic cabling system. It went on to win the Modern Railways Innovation in the Environment Award in 2015 and was highly commended in the Global Light Rail Awards 2016. The UK Tram Innovate funded project is now in phase two with a demo section planned to be installed at the Wednesbury depot later on this year with new partners Wabtec on board. The Ce10 system comprises a carbon cable from which the contact wires are supported. Pylon spacing is increased by at least 20 per cent, reducing costs and the visual impact on the environment. The cable maintains its tension over time, removing the creep associated with steel cabling, negating the need for balance weight anchoring. Although composite materials often have greater initial material costs, the reductions in pylons and through life costings bring significantly greater benefits, along with ease of transportation, installation and maintenance. The company worked hard in the development of all of its products to address traditional processing times, to achieve greater cost savings and allow the take up of more new materials across multiple industry sectors. Cecence also manufactures energy absorbing composite tethering systems to

replace traditional and heavy steel bogie retention straps. The subsequent short cables offer increased performance and lightweighting of equipment and are now part of the Unipart product line. Lightweight innovation In tandem with its cable development, Cecence have cut an innovative path developing lightweight FST compliant composite materials for rail interiors. Recognising the trickle down from aerospace technology to rail the company looked at developing materials that could cross-pollinate the two mass transportation sectors. The DNA and technology of aerospace interior seating design is being utilised across the industry in the design and build of new rail seating. At the NEC Composites Show in November 2016 Cecence showcased a new lightweight tram seat that replaced a 66kg double seat with a 22kg offering. One of its flagship FST compliant materials FibaRoll PH, part of the CePreg range, co-developed with oil and gas experts FTI, utilizes rapid processing glass/carbon fibre reinforced phenolic snap cure material technology. Popular materials Whilst the snap cure phenolic material is being adopted by both aerospace and rail, a thermoplastic range of material, K_Series, is rapidly gaining traction. The company had originally envisaged the remouldable

The company look at the whole process, from early research into viability, material development, IP, processing and manufacturing production. It also provides engineering problem solving and composite production solutions as well as introducing new materials to OEMs thermoplastic product as having a potential use in the medical sector for prosthetics. However, over time it was discovered that its USP was more in the rapid processing of composite parts over how easy it was to remould. Processing relies on heat pressure to form components rather than a chemical curing process found with traditional carbon fibre thermosets. Sub three minute carbon fibre structurally reinforced components are produced with an A class finish at relatively low temperatures and with no risk of exotherm. The company look at the whole process, from early research into viability, material development, IP, processing and manufacturing production. It also provides engineering problem solving and composite production solutions as well as introducing new materials to OEMs. Cecence has a core pool of composite experts and chemists it draws on to continuously provide flexible thinking and the pursuit of knowledge sharing in composite development. It is dedicated to pushing the industrialisation of a traditionally bespoke industry. Tel: 01264 781115 email: Visit: Rail Professional



Cabling solutions for historic tunnels High humidity levels and potential fire risks posed a cable management specification challenge during work at Jersey’s famous St Aubin’s war-time tunnels


orroded casing needed replacing within the tunnels because it was considered a fire risk and required frequent repair due to high humidity levels. Marshall-Tufflex’s GRP cable management proved the perfect solution thanks to its corrosion resistance and excellent fire safety credentials. St Aubin’s has had a checkered history, having been used by the Germans to store ammunition during war-time occupation. The original tunnel was built in 1898 as part of the Jersey Light Railway scheme but was extended during the 2nd World War, taking the original 55 metre stretch to its current 130 metres, with an additional 11 tunnels coming off the central core. Parts of the tunnels are now open to the public and used to store road and civil engineering materials. For this project the Marshall-Tufflex GRP tray was suspended from ceilings and carried a wide range of cables, including PVC/SWA sub main, lighting SY sub-circuit, fire alarm and low voltage signal cables. Light fittings have also been fixed to the trunking’s underside. Challenging environment Specifier for St Aubin’s, Dave Atkinson from States of Jersey, explained why MarshallTufflex’s GRP cable management was ideal for this challenging environment. ‘The humidity level in the tunnels at certain times of the year is very high due to water permeating through the hillside and

owned, with one operating as a museum. LU Products Register Marshall-Tufflex is included in the London Underground Products Register for a number of its cable management solutions including: • GRP tray, ladder and support systems • aluminium trunking systems • MT Supertube FR Plus.

concrete structure. Because of this moisture, the existing electrical installation had corroded. ‘We chose Marshall-Tufflex’s suspended GRP tray for the upgrade as it is resistant to humidity and fire. Apart from putting an end to the corrosion issues, St Aubin’s needed a solution that would improve safety for tunnel users while also allowing maintenance teams to reduce testing regimes – something that was taking up a lot of time. Thanks to its fire resistant credentials, the use of GRP has meant that periodic testing is now sufficient, in line with BS5839’ concluded Mr Atkinson. Marshall-Tufflex GRP cable management was supplied by Edmundson Electrical, Jersey. Hohlgangsanlage The tunnel system – Hohlgangsanlage – was constructed by German forces during the occupation of Jersey. The Germans intended these bunkers to protect troops and equipment from aerial bombing, to act as fortifications in their own right and provide a secure hospital. Construction started in 1941 and stopped on the island’s liberation in 1945. Only a few tunnels were actually used and of these only one was completed (Ho5). Postliberation the tunnels were immediately put to use for storage, a use which has continued. All the tunnels are privately

Marshall-Tufflex is registered with RISQS Railway Industry Supplier Qualification scheme (formerly Achilles Link-up), which covers products/ services procured by the rail industry. The scheme supports Network Rail, LUL/Transport for London, train operators and other rail products and services providers in the management of supply chain risk.

Why GRP? Glass reinforced polyester (GRP) is increasingly becoming the material of choice for a wide range of cable management requirements, including the UK’s railway networks. Fire and corrosion resistant, light weight and long lasting, GRP is ideal for power and data delivery – for signalling, surveillance systems and lighting. With a large cable capacity, fast and flexible installation solutions and the option for on-site assembly and configuration, GRP from MarshallTufflex has been designed for demanding environments, offering a robust solution for railways, tunnels and bridges, above and below ground. Up to 40 per cent lighter than steel but equal in strength, GRP is easier to handle, without adding unnecessary weight to a structure and effective at temperatures of -80°C to +130°C.

Tel: 01424 856600 Email: Web: Rail Professional

Beyond the Solution...

Rowe Hankins new Split-Core NIC Has been designed for use in rail condition monitoring systems, allowing engineers to fix problems before failure. Designed for trackside application to assist Network Rail’s preventative maintenance programme, having many benefits, including its retro-fit installation.

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Making excellence operational The future of rail is all about high speed, getting people and freight from one place to another in as short a time as possible, as reliably as possible...


t’s also a highly digital operation that demands data packets and information in real time. Whether it’s encouraging greater use of mobile devices to book travel arrangements, or deploying traffic management systems to visualise the movements of individual trains, high-speed information access is a key feature of the railway of the future. It’s also a highly necessary one: if rail is to become Europe’s preferred method of transport, efficient use of resources, optimised network capacity and targeted customer services are essential. For infrastructure managers, the challenge is slightly different. More rail traffic means more wear and tear; more demand on services inevitably means greater pressure on work execution. They will need to do more, but crucially, they will need

to perform these tasks in much less time. When people are under pressure and things are moving faster, it creates fertile ground for mistakes that can lead to significant safety events – all in an industry beset by high risk operations, public scrutiny and political pressures. The future now Of course, for many infrastructure managers caught between operational demands and boardroom ambition, this isn’t just a vision of the future – it’s the lived experience of today. These challenges are familiar and current, but will only become amplified and exacerbated as the high-speed digital future gets closer. So it’s not surprising that the idea of operational excellence (OE) is slowly gaining purchase within the rail industry. At events

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and meetings of infrastructure, maintenance or operations managers, OE bubbles up in conversations. Its promise to break down functional and information silos and give everyone in the organisation a big-picture view of the network and its fixed and moving assets is increasingly appealing. In these conversations, it is recognised that the ability to look at planning in a different way is a key advantage of OE – and one that is necessary for delivering the future rail vision. The problem occurs when those conversations attempt to formalise what is meant by OE. As a concept, it lends itself to a number of interpretations: where one company might refer to OE solely in the context of their customer service improvement programme, others take a more engineering or maintenance focused view. Without a universal definition, the conversations about OE that start so promisingly, often hit the buffers. Where the need for OE has been recognised, it has often been implemented piecemeal: for example, a project to deliver end-to-end asset management, a programme implemented within the maintenance department to improve infrastructure health, or an initiative to improve safety performance, or the implementation of incab signalling. However, these individual programmes can create internal tensions, which in turn, distort outcomes as they compete for resources, attention, and priority. So OE is ideally seen as a more holistic programme that delivers transformational changes across the enterprise. A hazardous challenge OE isn’t just a concern for rail. It is also being discussed in other hazardous industries that have to manage the tension between increasing productivity and maintaining exemplary safety standards. These conversations are coalescing around a useful definition of OE that applies equally to the rail industry. That definition is ‘OE is the pursuit of world-class performance that requires everyone, from the boardroom to the frontline, to consistently make the most effective operational decisions, based on an integrated view of operational reality, based on risk, cost and productivity.’ If we break this down, we can start to see the value on offer to rail operators. First of all, implicit in this definition is the idea that OE turns best practice into common practice so that doing the right thing at the right time is embedded in the organisational workflow – and in its culture. Second, it shows that everyone in the organisation has a role to play in delivering OE – this isn’t just a management-led trend that fades away before it comes into contact with daily operations. Third, and perhaps most importantly, it enables decisions to be made that balance the cost and productivity dynamic with risk

to passengers, employees and infrastructure. Most businesses are familiar with achieving efficiency by balancing cost and productivity – it might involve difficult decisions, but conceptually at least it is relatively straightforward. However, adding operational risk to that equation is a whole new dimension to consider, and one that be challenging, but with new insight, presents good business value. For example, maximising the use of available track possessions by maintenance teams is essential to the reliability of the railway and therefore to customer safety. But once procedures that enable safe work are taken into account, the maintenance window can be significantly reduced. However, evidence-based, optimised early planning allows managers to maximise the work that can be safely accomplished and make better use of valuable track possessions. That planning is enabled by the ‘integrated view of operational reality’ of the above definition, which can be delivered by technology and supporting processes that give operatives the most accurate, realtime, big-picture view of the network – and which enable them to make the best possible decisions regarding interventions. The synchronised enterprise This is not just a breakdown of silos within the operations, maintenance and renewals department, but a cross-functional view of the entire organisation, in which information for the various departments is presented contextually, helping to drive the right decisions in a synchronised way. A rail network is a complex ecosystem. There are multiple assets to take into account, and their behaviour is often dependent on location, time of day, freight and passenger composition, and external factors like weather. Mapping all of these variables, and allowing for unpredictable and unpredicted events is no small task. High-


speed simply makes it harder: increasing the consequences of getting it wrong, enhancing the rewards of getting it right. One of the advantages of an organisation that has achieved OE is that it can capture knowledge and experience of these assets, so that best practice is quantifiable, repeatable, and continually improved. In the above maintenance example, the ability to create stable and realistic maintenance plans followed by carefully controlled and assured project implementation results in reduced costs overall. The stability and transparency ensures that frontline staff remain informed and empowered to make the best possible decisions weeks ahead in the planning process, or on the day as events unfold. And the informed organisation ensures investments are directed most effectively. When the industry does talk about OE, it is often in conjunction with the increased demands of the high-speed, digital future. And there’s no doubt that the digital enterprise will require the cross-functional, coordinated and synchronised performance to deliver its goals. But the benefits of OE are also there for organisations at the ‘maintain’ stage in their development, when the focus is continuing with current operations, but in a better, safer lower cost way. Equally, organisations that are at the ‘expand’ stage and whose focus is on big infrastructure rather than digital projects also benefit from OE and the ability to view their plans through a lenses of space, time and risk. Whatever form the present is in – and whatever plans the organisation has for the future – an OE programme will reduce risks and costs while increasing productivity. Not just as a short-lived initiative, but as everyday routine. Tel: +44 1224 337200 Visit: Rail Professional



Online leadership training External perspectives can help cut through the stultifying constraints of group think and while cultural norms are comforting, they could be what are holding the organisation back


he benefits of employing consultants are well documented; access to expertise as and when required is more efficient and flexible than bringing in permanent hires. Plugging knowledge gaps without increasing the headcount also makes it seem like a no-brainer to reach out. So why do so many businesses in the rail industry end up feeling short-changed when they opt for this kind of support? Ian Rose, director and lead consultant at Railway Operations and Safety Enhancement Service Ltd (R.O.S.E.S.) thinks he knows the answer. ‘Over the last few years, increasing commercial pressures and more intense demands on time have changed the role of the consultant. These days it’s all about project management, understandably so. And because of this shift, it’s absolutely essential to bring the consultant on board earlier if you want to tackle cause as well as effect. But for the most part, the intervention comes too late and underlying problems persist’. He compares it to negotiating with his seven year old daughter over homework.

Persuading her to study now and play later means fewer errors and omissions to be put right than when it’s left to the last minute and rushed with predictable consequences. Influenced by his recent experiences working on a variety of different projects including technology implementation, bid support and a large scale roster change, Ian’s also a passionate advocate of spending more time at the outset briefing the consultant. An investment that pays dividends in the form of a ton of extra value over and above agreed programme goals. ‘An early sight of the task combined with an impartial review of the challenges ahead and the right kind of coaching style questioning provides the foundations for success - helping to implement lasting change instead of putting a sticking plaster over the problem’. It’s important to keep sight of the fact that consultants want the project to succeed. Their livelihood and reputation depend on it. Motivation isn’t the issue. But a better understanding of how they work and what they need can go a long way to helping any organisation get more from the outside

expertise they bring in. Expertise that can end up underutilised or even wasted if it is mismanaged or not a good fit for the project. Avoiding mistakes Thankfully this is easily avoided by following a simple 5-step process: • apply due diligence to ensure any consultants under consideration are right for the project • bring them in early. The more time you spend working together to identify the solution, the greater understanding of requirements and expectations by both parties • don’t be offended by questioning. A good consultant needs to get under the hood to devise the most appropriate solution • think about the results you would like and produce at least three scenarios – a) ideal, b) nice to have and c) minimum requirement. This allows the consultant room to over deliver, rather than simply guessing or just delivering the bare minimum • ensure responsibility and accountability boundaries are clearly set and understood - this empowers the consultant to deliver. Under Ian’s tutelage Railway Operations and Safety Enhancement Service continues to grow and has just added a new product delivery arm - R.O.S.E.S Training - which will sit alongside its existing consultancy operation. It’s a natural fit for a business that not only wants to help its customers implement real change, but to develop their own skills that prepare them for the challenges that lie ahead. Challenges they’ll be able to meet head on thanks to capabilities developed and retained in house. After four years in production, the business is excited to finally bring its online leadership programme to market. Designed to reward bite-sized consumption, the suite of e-learning courses allows time poor executives and managers to work on their emotional intelligence - a key characteristic of successful leaders - making demonstrable gains by investing just 15 minutes a day, at a time to suit them. Rail Professional

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Special offer R.O.S.E.S has provided readers of Rail Professional with a FREE trial of the training. Visit www.roses-training. com/railpro to get started. Corporate clients requiring more information should email in the first instance. Ian Rose is a qualified project manager, change management practitioner and health and safety practitioner with over 30 years experience in the rail industry. Email:

Emotional intelligence While we’re born with a set IQ that declines over our lifetime, emotional intelligence is different. With application and effort anyone can develop it. And by striving to improve, people can transform the way they interact with their colleagues. Studies consistently demonstrate the impact of EQ on business performance – 85 per cent of financial success was attributed to emotionally intelligent leaders. And when quizzed about the importance of IQ in

relation to success, entrepreneurs rated it at 16-25 per cent. The same question about EQ saw those figures jump to 45-70 per cent. Our emotions can affect temperament, disposition, motivation and even personality. They influence how people respond to their external environment, clouding judgement and impairing decision making. Little wonder then that those with greater emotional intelligence make better leaders. The programme acts as a deep dive to the very core of the learner’s belief system -

helping them to confront unhelpful actions and behaviours. By understanding their origins, they can begin the process of eliminating them step-by-step. The learning is underpinned by a methodology that integrates both physical and emotional awareness, and is presented in a way that’s informative and engaging – helping concepts to stick and carry through into the workplace. A welcome addition to any leadership training toolkit.

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Incident Reporting for better safety performance Having been a major element in the 1986 Chernobyl nuclear disaster, poor safety culture has turned out to be an underlying contributor in many significant accidents before and since


good safety culture is one of the most important factors in the successful management of safety. In the UK rail industry, the issue of safety cultures has been recognised as an important safety factor ever since the 1988 Clapham Junction and 1999 Ladbroke Grove accidents. Deficiencies in the safety culture of British Rail (BR) were identified as an underlying cause of the Clapham Junction collision in the inquiry report. Ever since, the railway industry has recognised the significance of a good safety culture. One of the distinctive characteristics of organisations with a good safety culture is the response when things do go wrong. Organisations with poor safety cultures emphasise the fault of those most closely involved. This means that the organisation’s management ignores its own responsibility for the cause of incidents and proceeds to punish individuals without the intense selfexamination that leads to the realisation that the incident might be caused by organisational issues. Many definitions of safety culture are in use now. A frequently used definition is that the safety culture of an organisation is the product of individual and group values, attitudes, perceptions, competencies and patterns of behaviour. Nowadays the notion of safety culture is applied widely in many industries like aviation, nuclear power, health care and the railway industry, to prevent situations that could ultimately lead to accidents and loss of life. However, in industries where the accident rate has fallen to very low levels, it is difficult to collect sufficient safety information from the investigation of accidents. In response, safety information management systems are created to sustain a state of considerable alertness, so that information from unsafe incidents and near misses is collected, analysed and disseminated. Analysis of reported incidents and their root causes can generate potentially useful information regarding systems problems and increase front line awareness of safety.

Safety-relevant data from such incident reporting systems has been used effectively to reduce human error in many industries. Reporting culture Learning from reported incidents within an organisational context additionally relies upon the continuous input of incident data through voluntary submission of reports by front line workers. Incidents which result in injury tend to be well reported, whereas non-injury incidents are often not reported. These situations can be regarded as missed chances to improve an organisation’s safety culture because feedback reports can contain valuable information that could be used to prevent accidents in the future. Many respected researchers have identified several factors that limit reporting of incidents, including fear of blame, time pressure, resource constraints, the perception that reporting is unnecessary or even a waste of time, because staff do not expect management to take any action. In many organisations there are also unclear definitions for a reportable incident. It is not easy to encourage people to admit

to their mistakes, which leads to underreporting in many industries. To overcome under-reporting, some industries have adopted so-called confidential incident reporting systems (CIRSs) which ensure confidentiality of the people reporting safety issues, the so called ‘reporters’. Ensuring confidentiality facilitates incident reporting, it diminishes concern about revealing the identity of those involved and avoids the fear of being punished in connection with the incidents. Therefore, ensuring the confidentiality of reporters is very important in the operation of CIRSs. Where a CIRS does not guarantee confidentiality of reporters, the number of reports received can be affected and people will ignore the system quickly. To ensure confidentiality of reporters, CIRSs are designed as anonymous or as systems that conceal reporters’ identities. Confidential systems are generally preferable to anonymous ones because, in the former, analysts cannot contact reporters for more information; anonymous reports may also be unreliable; and sometimes it is difficult to guarantee Rail Professional

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the report, the procedure was amended so that the 12-hour working limit captured travel to and from the place of rest. Journey planning was also amended to be based on the operative living furthest from the company yard and staff are now offered overnight accommodation near to the worksite. As the example shows the reporting process is robust and leads to defined actions.

anonymity. However, it may be helpful to provide anonymity early in the adoption phase of an incident reporting system, until trust is established and reporters see initial results being acted upon. Incident reporting in use Nowadays, incident reporting systems are being operated across a range of industries. In the railway industry, investigation into accidents and the analysis of precursortype incidents have proved complementary in the successful effort to advance railway safety. In the UK railway industry, safety related information is reported to the safety management information system (SMIS) to collect and to analyse reliable safety data for use in risk management. This system has become sufficiently mature that it is being replaced by a voluntary reporting standard early in 2017. Close call systems (CCSs) are another reporting system to collect a wider range of safety information. The term ‘close call’ means an act or condition that has the potential to cause injury or damage. More precursors to potential accidents can be identified through a CCS than a CIRS. Such a system exists in Britain’s rail industry and the number of close calls and the ratio of close calls closed within 28 days are used as performance indicators by Network Rail. In the UK, the confidential incident reporting and analysis system (CIRAS) complements both the SMIS and the CCS. CIRAS began as a pilot programme in Scotland in 1996 by ScotRail and the University of Strathclyde. After the Ladbroke Grove collision (1999), CIRAS was expanded to all UK Railway Group members under the auspices of RSSB (Rail Safety and Standards Board). Today it covers the whole railway industry in the UK and membership has been extended to other transport operators, including buses in London, and other infrastructure owners. The CIRAS organisation has various defences at all process stages to ensure confidentiality, because confidentiality is essential for its successful operation. For the same reason CIRAS is operated

independently with oversight by a separate committee. The members of CIRAS have considerable benefits: preventing accidents; improving safety defences; highlighting unacknowledged safety risk and so on. CIRAS has been operated successfully in that it has maintained full confidentiality up to now and it has highlighted risks that were not otherwise being dealt with. CIRAS has been able to address long-standing safety issues, because it is a complementary reporting channel and operated independently. Case study The identification of one such issue involving worker fatigue was discussed in Issue 60 of CIRAS’ bulletin. A reporter raised concerns over the potential impact of excessive doorto-door working times on worker safety. At the time of the report the company concerned was working to a 12-hour working limit calculated from the time that workers left and returned to the company yard rather than their place of rest; for some members of staff the journey between their home and company premises took up to one hour. This calculation was not in compliance with the relevant Network Rail Company Standard (NR/GN/INI/001) and, following

The future of incident reporting Since the adoption of confidential incident reporting by the rail industry two decades ago, the safety culture has been improved significantly. However, the overall railway safety culture is a composite of the cultures of the various interacting organisations, each having developed a different level of safety culture. Incident reporting is affected by human factors, as reporting is conducted by humans, and the reports are handled by humans. The recent fatal tram accident in Croydon shows how difficult it is to prevent accidents. There is an ongoing investigation as to whether there were any previous overspeeding incidents at Croydon. However, the initial evidence from the incident suggests that it is time to carry out a thorough assessment for safety culture and incident reporting systems thoroughly. The Birmingham Centre for Railway Research and Education (BCRRE) at the University of Birmingham has started research into railway safety culture and the use of confidential incident reporting to improve safety performance. BCRRE is currently concentrating on developing a systematic incident reporting model that can be used by countries unfamiliar with the benefits and implementation of confidential safety culture and incident reporting systems. Tel: 0121 414 2626 Email: Visit: activity/railway/index.aspx

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Rising to the challenge Bridgeway Consulting’s Structural & Geotechnical Investigation Department is going from strength-to-strength


have a site I need looking at. It’s a bit of a challenge.’ These are words which are regularly heard within the Bridgeway Structural & Ground Investigation Department. Trading as a specialist rail company since 1995, challenges and challenging sites are what the business thrives on and this is especially true when speaking of the department responsible for finding out just ‘what lies beneath?’. Eight years ago significant investment was made into the SI/GI department with the purchasing of the first four drilling rigs and vehicles. The department was brought under new leadership and given a new structure with the brief to deliver Bridgeway known standard services within the rail SIGI sector. Staff were duly recruited and trained and the journey began. Investment has been continuous and the department today, through organic growth and a continuing requirement for ever increasing volumes of work from its varied client base, stands at 48 strong. Major frameworks for intrusive and non-intrusive surveys have been tendered and won and in some cases retained for a second five year delivery period, giving a baseline for growth and constantly challenging the team.

The team currently can offer the following services: • rotary percussive drilling (RP) – Commacchio GEO 205 • slope climbing rotary percussive drilling (SRP) Ibex Slope Climbing Rig • cable percussive drilling (CP) - D1500 Cabtrack • window and windowless sampling including 1No modular rig (WS) – Competitor Dart & Premier 110 • dynamic cone penetrometer (DCP) Geotool • structural coring (SC) – Xcalbre coring rigs from 50mm – 150mm • trial pitting (TP) – plant and hand excavated • ecological surveys and ecological clerk of works (CoW) • all services/teams come with a COSS/ SWL1 as standard at no additional charge Very quickly Bridgeway, in partnership with its clients, became involved with Access for All (AfA) schemes across the length and breadth of the country. Often these specifications called for boreholes 1012m deep through platforms to ascertain ground information prior to the design and subsequent building of new lifts and

lift shafts. Due to the nature of the fill often encountered the mainstay of the rail GI world – the Window Sample Rig – could not achieve the depths required. In a conventional site this refusal would have been re-drilled with a conventional CP rig, however in the tight rail environment, and particularly on platforms, due to their size and lack of manoeuvrability this was not possible. At this point Bridgeway teamed up with a leading rig manufacturer Rail Professional

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Introducing the Monbat Front Access Range

Easystart is extending its Front Access range of batteries by supplying the highly accredited Monbat battery to be supplied alongside Haze which the company has offered for the past 10 years. Haze has become a renowned name in the Front Access market over the years, being used in a wide range of standby and telecom applications. Easystart will now offer both ranges alongside one another as there are size and specification variations and also approvals for a wider number of brands associated with the Monbat range. Monbat is a European made factory brand used by a number of the continents largest telecom companies such as EE, BT, Ericsson, Telefonica and Vodafone just to name a few. Easystart is the official distributor for the whole Monbat factory range across the United Kingdom and will now offer the Front Access range to expand its already growing presence in the telecom and standby Front Access market. For more information regarding the new Monbat range or the existing Haze range, please contact Easystart’s Sales Manager, Cillian Brugha on or 01536 203030.


and combined two of the most preferred methods of investigation together with the mounting of a 1500 cable percussive rig onto a window sampling chassis. The result was the D1500 Cabtrack which is small enough to access through limited clearances and be erected in tighter controlled areas i.e. station platforms. With four working heights this machine could now work under all canopies encountered and successfully achieve the depths specified. To date the D1500 Cabtrack has delivered on every station site it has been deployed to and has surpassed all expectations. Case Study: TfL Step Free Access The department received an instruction following a successful tender by Transport for London to undertake ground and structural investigations at Hanwell, Iver, Langley and Taplow Stations to the west of London. The works were required to inform the GRIP 3 design for the step-free access scheme for the stations.

Investigation works across the stations were undertaken at track, platform and street level. ‘At grade’ stations such as Taplow provided easier access, while the Grade 3 Listed Hanwell station situated at the top of an embankment required more detailed and sensitive access planning. The scope of the works completed varied across the stations and was subject to the indicative design, ground conditions, access logistics and possession planning. Ground investigation scopes comprised: • cable percussive drilling • rotary drilling (hollow stem auger, conventional water flush rotary core and wireline Geobor S systems) • windowless sampling (tracked rig and modular) • installation of groundwater monitoring standpipes and piezometers. • dynamic probing (super heavy) • structural coring • hand-held window sampling (including horizontal through structural cores) • structural pitting • post site works monitoring Following the successful completion of site works, geotechnical and geoenvironmental samples were sent for laboratory testing. SI/GI Information was presented in factual report pulling together site data, logs, drawings and photographs alongside the laboratory testing results. Raw geotechnical and geo-environmental data has also been issued in AGS4.0 format. Case Study: Network Rail Integrated Design Group (IDG) – Hebden Bridge Bridgeway was tasked in 2015 to conduct an initial basic GI at Hebden Bridge as part of the AfA schemes we had worked on country wide. The works scoped included: • window samples • trial pits • topographical survey • utility survey (Buried Services)


The works were required to inform the GRIP 3 design for the step-free access scheme planned for Hebden Bridge station. At the time of the initial investigation the original lifts in operation at Hebden were still in-situ and were planned to be retained as part of the scheme. The scheme as schemes do developed (?) and BCDG was required as part of its remit to replace the lifts with those that could increase capacity. Since during the initial investigation the lifts had remained untouched Bridgeway was tasked with the following: • provision of mobile scaffolding within the shafts to facilitate a structural survey by BCDG • coring of the lift shaft walls to determine composition • trial pitting the base of the shafts to determine the ground conditions and obtain an N value for the designers. The restrictions placed on the teams working meant Bridgeway Consulting had to complete the tasks at night to minimise customer disruption. The second restriction was the complete lack of space within the shafts, but with some careful planning both shafts were completed utilising hand held coring rigs and a Geotool DCP through the base where a timber floor construction was discovered. Following the successful completion of site works, geotechnical and core samples were sent for laboratory testing. SI/GI Information was presented in factual report format pulling together all site data combined with the laboratory testing results. Raw geotechnical and geoenvironmental data has also been issued in AGS4.0 format. Moving forward Going forward into 2017 the team will be busy completing the North West Electrification Project (NWEP) it is currently deployed on, in conjunction with VolkerRail and beginning the Metrowest Phase 2 Investigation with the Bristol IDG team where all of Bridgeway’s rail and planning expertise will be tested to bring a challenging project in on time. 2017 again looks to be a growth year for the department with its latest trainees currently due to finish their training mid-February. A second training course is planned for the end of February. This year will also be the first that Bridgeway will be assessing its own candidates for its NVQ Level 2 in Land Drilling. This follows collaboration between the company’s SI/GI and Assurance Departments which resulted in a successful audit by CITB allowing the company to become an accredited NVQ centre for land drilling operations. For further information on the department please contact Mark Lindahl – SIGI director, Bridgeway Consulting. E: Visit: Rail Professional

Kilborn Consulting Limited is an independent railway engineering consultancy and design business. We specialise in the design of new and altered railway signalling systems for the UK railway infrastructure. There are six defined areas for which we supply our services: • • • • • •

Consultancy, including technical advice and support Signalling Correlation, Condition Assessments and Surveys; Signalling & Level Crossing Risk Assessments; Feasibility, Concept and Outline Signalling Design; Detailed Signalling Design; and Competency Management and Assessment

Our consultancy services include a range of services such as Signal Sighting, Signalling Asset Condition and Inspection activities, EMC/EMI Studies and Assessments, etc. As part of our risk assessment services we are competent to undertake suitable and sufficient risk assessments for level crossings through to signalling overrun risk assessments using the SORAT and VariSPAD process, as well as other associated assessments such as Trap Point, ROL and Buffer Stop assessments.

viasINFOPOINT ‘Aud-standing’ announcement of display content for visual impaired Enhance the experience of being able to independently navigate your railway and truly enjoy your facilities

We very much look forward to working with you.

Tel: +44 (0)1933 279909 Email:

For more information please contact LPT-it at or call +45 76740484 LPT-it ApS, Stormgade 9, DK-7100 Vejle |

CMS Rail advert.qxp_Layout 1 18/11/2016 12:37 Page 1 • • • • • •

DC Switchgear LVAC Equipment Shore Supplies EPO Systems Control Panels Maintenance



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.

   L.C. Switchgear Ltd, Hove, BN3 7ES. 01273 770 540

Rail Professional

CMS Cepcor Precision Services Technical Centre, Samson Road, Hermitage Ind. Est., Coalville, Leicestershire, LE67 3FP Tel: 01530 510247 E:



Specialist electronic solutions Dorset-based Relec provides high performance power conversion products, power supplies, converters, inverters, displays, filters and vandal-proof switches


solution needed to be reliable with proven extended MTBF levels and capable of dealing with voltage fluctuations and inrush current requirements. Relec proposed and demonstrated the Q series DC DC converter from Bel Power that has Network Rail approval and is EN50155/EN50121 compliant.

ith over 38 years’ experience the company has a highly qualified engineering and QA team to ensure that the most suitable products are selected for the application in question. Products offered for rail applications are compliant with national and international railway standards EN50121-3-2, EN50155. Many products supplied by the company have been listed by Network Rail PADS (parts and drawing system). Case Study 1: 110Vdc supply voltage from an ac supply The requirement was to provide a solution to simulate the 110Vdc train-borne supply voltage from an AC supply. Because of the urgency of the requirement a simple and quickly available solution had to be found. An additional twist to the project was that the solution had to be robust and installed in a mobile transit case without posing any sort of reliability risk. The Excelsys Ultimod series offers field proven reliability and a five year warranty for peace of mind. In addition, due to the products flexible / configurable design it was easy to ship a tailored solution within 24 hours. The Ultimod family comes in two chassis sizes - powerPac sizes: UX4 - 600W, UX6 1200W. The UX4 can be populated with up to 4 of powerMod modules, the UX6 can accept up to 6 modules. Case Study 2: Trackside 48Vdc battery pack supply unit A client working for Network Rail needed to provide the means to power their 24Vdc system from the trackside 48Vdc battery backed supply using however an EN50121 compliant solution. The project was part of an upgrade to a new SCADA (supervisory control and data acquisition) system to control traction power and distribution across the national rail network. Drawing on their experience of power conversion for railway applications, Relec recommended the Q series from Bel Power which had the additional benefit of being approved by the Network Rail PADS.

Standard features for models in this range • high isolation test voltage input-output • high efficiency, up to 98 per cent • wide output voltage trim ranges for ease of use • all circuits dip-varnished for high mechanical durability and humidity withstand • rugged aluminium extruded cases for rack or chassis mount • self-cooling • DC DC converters have nominal inputs of 12V, 24V, 36V, 52V, 72V, 96V, 110V and 220Vdc • AC DC converters have global ac input • DC and AC converters are mechanically identical • complete families of products offering single, dual, triple and quad outputs. Case Study 3: A motorised driver sunblind Previously operation of a motorised sunblind had been by a simple manual chord and pulley system; the new design required a switch operated solution powered from the traction battery supply via a DC DC converter meeting current railway standards. Even with modern railway locomotives, they are a tough electrical environment for any electronic equipment. The right

These case studies serve to demonstrate how a specialist supplier of electrical products and solutions like Relec is able to meet the exacting requirements of the Rail Industry

These case studies serve to demonstrate how a specialist supplier of electrical products and solutions like Relec is able to meet the exacting requirements of the Railway Industry. Compliance to national and international standards, safety, reliability and high performance are the key attributes at the heart of the products and services offered by the company. Tel: 01929 555700 Email: Visit: Rail Professional



Innovation and expertise in water environments Putting infrastructure solutions and reducing disruptions at the front of the Network Rail transport revolution


aymac Marine and Civil Engineering has made it its business to deliver water infrastructure solutions in ways which minimise disruption to rail services. This demonstrates the company’s continued commitment to being at the forefront of developments in this discipline. Kaymac has sourced and trialled new technologies and innovative methods to ensure that it has the most productive and effective ways of managing transport projects, even highly regulated and timesensitive ones. The company guarantees

the best results for clients whilst reducing downtime for users. Kaymac has offices in Swansea, Bristol and Kent and is a leading specialist in marine civil engineering in the UK, providing confined space operations and commercial diving services. Contracting to the Rail Industry for over Rail Professional

20 years, the company has a wealth of knowledge and experience in this specialist field. Previous works include culvert extension, scour protection, embankment earthworks and stabilisations, floating plant and access system projects Nationwide. Like most marine structures, culverts are simple, but can become damaged and dangerous with water erosion over time. One of their most recent projects at Cobb Valley Culvert in Anglesey, North Wales was exactly this, the culvert runs directly under the A5 highway and North Wales Coast rail track between Valley and Holyhead adjacent to the Cymyron Strait. With water flowing through the structure at approximately 4m/s, the high flows and poor conditions prevent any safe means of access to carry out inspections and repair works. Fighting fast flows Kaymac was commissioned by Network Rail to control the flow of water through the structure, so that a structural survey and any remedial works could be carried out safely. However, this was not an easy task, with the Irish Sea to the north and the inland tidal lagoon to the south of the structure, there was a constant fast flow through the culvert, making it a dangerous operation if not controlled correctly. Water flows through the structure on both rising and falling tides, with slack water lasting only a very short time, around 1015 minutes, so this was quite a challenging job for the Kaymac team as the works had to commence at night during railway line blockages and within the short window at slack water. Working against the clock during a Saturday night rail track blockage, a permanent steel guide system was initially installed which would house the sluice gate, in either its open or closed position. A temporary stop log system was then installed at the seaward side of the structure

at relevant states of the tide throughout the week using a 10 tonne crane situated on the A5 highway with the temporary traffic management in place. Following the installation and sealing of the stop logs, the sluice gate was then raised into its position using a 35 tonne crane during a railway line blockage. The whole structure became totally accessible, and was inspected safely by divers with repairs carried out accordingly. On completion of the repair works the sluice gate was lowered into its closed position allowing safe removal of the stop logs. The sluice gate was then raised at slack water allowing free tidal flow through the structure. Looking to the future Kaymac will continue to offer turnkey innovative marine civil engineering solutions to private and public sector clients throughout the UK. With knowledgeable and capable managers, a structure with strong field and project management ensures that tasks are kept on track and on budget. Kaymac’s expertise in a number of diverse disciplines will continue to provide a stable base for future sustainability and growth. Tel: 01792 301818 Email: Visit:


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

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Contact:- Michael Worby Mob :- +44(0)7767 456196 tel/fax:- +44(0)1707 333677 Email :- Website:- National suppliers to rail, civil engineering & construction projects specialising in London delivery. Huge stock & product expertise!

Olds Approach, Tolpits Lane, Watford, Herts, WD18 9XT

*ON ALL ORDERS OVER £20 +VAT. (Own van area) or free national delivery on orders over £50 +VAT.



SPECIALISTS IN PROJECT DELIVERY INTEGRATION, COORDINATION, COOPERATION We have built equipment designed to be transported to client’s sites or within our own training centre to be moved to other classrooms giving us more capacity for delivering practical training. This allows some courses to be delivered off-site at a venue to suit the client and thus help to reduce their costs.

• • • •

Flexibility for the client to choose the venue. Equipment arrives and only needs a 240v socket. With minimal setting up the training can begin. Once the event is completed the room is easily cleared.


For more information call 01332 343585 or email Visit us online at Rail Professional



Live trackway Live trackway is a result of the merger of two market leaders under the umbrella of parent company A-Plant, one of the UK’s largest plant, tool and equipment hire companies


n January, LION Trackhire and Eve were reunited. This original team created the first Trackway panel back in 1966 to aid construction of the transmission network, unconsciously launching the multi-million pound industry it is today.

Rail Pedigree Eve’s Track panel inventor John Robinson and his son Dale Robinson [Owner of LION and now MD of Live], pioneered the industry in the UK and later established a footprint in France and Germany. Earlier, John became renowned for recovering




Rail Professional

derailments and aircraft runway incidents but the service soon developed from emergency works into a regular provision of trackway for rail maintenance. Today, the joining of 400 experts is a perfect mix of client focus, inspiration, legacy, and a venturesome spirit. The merger has opened up an improved range of trackway solutions, together with essential ancillary products through A-Plant’s Rail division which provides equipment and related trackside services to Network Rail, London Underground and their appointing contractors. The company’s hire fleet includes compactors, jacks, rail chain saws, rail generators, trolleys, sign and speed boards, sleeper beams, skates, trackside lighting, Vortok safety

barriers and wrenches. Like Live, A-Plant is RISQS approved and hold all the relevant accreditations to deliver trackside. This enables the group to offer a full service to the rail sector. Today, it has the largest access capability in Europe and prides itself on engineered solutions that guarantee the safety of a site’s workforce and plant. ‘We have a complex formula to calculate the safest solution to negate the soil’s risk of liquefaction based on estimated point loads, traffic volumes and even weather forecasts, but when it comes to the service offer; my mantra has always been simple - We provide quality engineered solutions, installed on time, every time and at a fair price. That’s what our customers want and that’s exactly what they can expect.’ Dale Robinson MD Health and Safety culture Live’s geotechnical experts are time-served in the rail sector and fully appreciate the challenges that operating a safe site brings. By having integrated environmental, and health and safety (EHS) risk management systems independently assessed by the BSI, and approved for IS0 14001 and OHSAS 18001 accreditation, the company’s customers have the confidence that their site is in safe hands. One example of Live’s continued commitment to safety is its own designed installation and recovery grab crane. The grabs are remote controlled to keep operators away from the lifted load and allow better all-round visibility during the lifting operation. Particularly useful on busy rail sites where multiple contractors are often working in confined spaces. The grabs also deploy multiple panels which significantly improves installation and recovery times, particularly useful for time sensitive rail possession projects. ‘Safety is our business. An assurance that, from an access point of view, every measure has been taken to minimise or eradicate the risk of ground movement that causes accidents and delay to your project’ said Kevin Woolner, senior rail access engineer. Geotechnical expertise Live configures its heavy-duty systems to reduce the risk of ground movement and protect delicate surfaces and underground utilities from damage. The company has

We’ll get you on track You’ve done all the hard work of identifying the standards and safety risks that apply to your vehicle. You’re now looking for the independent assurance so that you’re ready to roll. Look no further than NCB. We operate with all types of rail vehicles, including passenger, freight, plant and machinery. Whether you’re a manufacturer, owner or operator, we have the ability to deliver conformance certification to meet your needs. From engineering modifications through to new build, we’ve got you covered - working as: • a Notified Body and Designated Body • a Plant Assessment Body • an Assessment Body under the Common Safety Method Our knowledge of processes and our connections throughout the railway industry give us the unparalleled ability to provide assurance and certification solutions that work for you.

How can we help you?

Get in touch to discuss how we can help you


Rail Professional



solved many challenges over its 50 year history, such as enabling 50 tonne cranes to travel across sinking marshland or allowing   ancient buildings to relocate in one piece! It has installed on track during possession works for crane access and thanks to its award-winning aluminium panel’s heavyduty grip, it has enabled thousands of tonnes of loads to traverse steep inclines.

Product neutrality As well as Live’s award-winning Lion Panel, an aluminium system, which it claims has the highest grip on the market, the company also installs plastic systems for welfare compounds and pedestrian walkways. In addition, it has exclusivity to provide an engineered, load-certified hardwood mat, Emtek. This system is a laminated hardwood mat with an integral steel skeleton for installation into challenging sites like wetlands. In addition, it is ideal on sites where heavy steel-track machines and crawler cranes require access and support. Emtek is today’s reinvention of the   traditional bog mat, but unlike the bog   mat, the panel is lighter, stronger and more environmentally friendly, thanks to   sustainable manufacturing and the lack of   chemical waterproofing treatments. Live does not stop at ground access either and offers compatible ancillary products for   that create water crossings, such as Fascines   a rapid ‘in-trench’ bridge system or heavy   duty steel bridges for heavier vehicles, and   pontoons for viaduct river access. Future investment The two competitors only officially merged in January 2017, but have already made some substantial improvements for the future. The business has undertaken a complete restructure. It is implementing a programme of combined best practice and streamlining its core services by recycling old aluminium products into brand new, Lion panel stock and removing any non-core activities that do not add value to the customers’ requirements. The company has purchased a new, state-of-the-art wash plant and invested in 18,000 new Lion panels, 1000 new Emtek mats and another 14 new installation Lorries upscaling the operation to 80 installation crews. Temporary haul roads – stone verses trackway Live claims its trackway products are quicker, easier and cheaper to install than stone and more environmentally friendly (100 per cent recycled materials and SSSI approved). In a study, Live compared the installation of a 100 metre stone road verses a 100 metre trackway road and found some interesting results: 1. Transport savings Typically, it would take twelve tipper loads of stone compared to just one Live lorry and Rail Professional

loads that deteriorate the material over time and reduce the road’s effectivity. Trackway requires very little or no maintenance, even with continued heavy vehicle use.



4.   Cost reduction Trackway is typically around a quarter of the     overall cost of a stone installation, especially   you consider the cost of the material, if   transportation and environmental disposal of the aggregate. Trackway continues to costs less for up to thirty-six weeks hire, well within the timescales of most maintenance works.

trailer to install trackway. This vastly reduces the carbon footprint and any disruption to the area.


2. Timescale saving It would take on average eight days to install and eight days to recover the stone road, compared to just one day to install trackway and less than one day to recover. This radically reduces project timescale and cost.          

3. Maintenance reduction A stone roadway requires regular maintenance due to concentrated point

5. Environmental impact reduction Major reinstatement of the land is required, together with the cost for disposal afterwards and the land may not be arable for some time. Trackway has virtually no impact on the environment and the original manufacturing materials are sourced from sustainable forests or are 100 per cent recycled aluminium to begin with.


Tel: 08700 767676 Visit




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

Call 01268 711811 or email


Rail Professional



Network Rail Consulting expands operations in North America The wholly-owned subsidiary of Network Rail has opened a Canadian subsidiary headquartered in Toronto. Nigel Ash, managing director said: ‘Over the last 12 months we have carried a number of consultancy assignments and having a local office will us allow to provide better and more responsive services to our existing clients as well as pursue new opportunities. Our approach is to have a blend of local Canadian resources together with Network Rail staff from our parent company.’ To lead the new operation, Network Rail Consulting has appointed a local Canadian, Susanne M Manaigre as vice president, reporting to Ron Hartman, president, North America. Manaigre’s career in the railways spans 30 years including being chief of operations for GO Transit/ Metrolinx, the regional public transport system in Southern Ontario carrying in excess of 69 million passengers a year. Said Manaigre: ‘Joining Network Rail Consulting at the beginning of this period of growth and expansion is exciting; allowing me many opportunities to share my operational knowledge.” Ron Hartman said: ‘Having spent her career in the Canadian rail market, Susanne brings a wealth of experience and deep understanding of it. She will provide our client list with realworld perspective of what it takes to protect and improve railroad assets and their operation.’

Mott MacDonald appoints new MD The company has appointed executive board director Mike Haigh as managing director of its global business. Haigh’s career started in 1981 as a graduate engineer on international projects in the water sector. He joined Mott Macdonald’s exec board in 2013 and most recently was MD of its Europe and Africa region. Rail Professional

GTR appoints head of metro development London Underground director George McInulty has been appointed head of metro development by Govia Thameslink Railway to oversee the introduction of its high-intensity train service through inner London. In a career spanning 30 years, McInulty was operations director for London Underground’s Jubilee, Northern and Piccadilly lines. More recently he was programme director of renewals for London Underground where he oversaw track and signals renewals and station and power upgrades. COO Nick Brown said: ‘This is a real coup for GTR and allows us to further strengthen the operations team. George’s operational and programme experience in a high frequency metro environment will be invaluable. There are many challenges to deliver this service which will be of benefit to our passengers and the regional economy.’

New appointments at the British Transport Police Authority The British Transport Police Authority (BTPA) is to be further strengthened by the appointment of a new deputy chair and five new board members, the Department for Transport has announced. Businessman William Gallagher, chartered accountant Shrinivas Honap, strategist Jeremy Mayhew, retired chief constable Martin Richards and human resources specialist Beverley Shears have been appointed as members of the BTPA board joining the current members of the authority. Mark Phillips (right) has been appointed as the new deputy chairman to replace Brian Phillpott, who left last year. Phillips, who has been a board member of the BTPA since 2013, is also currently chief executive officer at the RSSB. He has 30 years’ experience in the rail industry including working at Network Rail as regional director for Anglia and as deputy managing director for the Greater Anglia franchise. Esther McVey, chairman of the British Transport Police Authority said: ‘I am delighted to welcome the new members to the BTPA. Each of them brings their own area of specific and essential expertise, as well as fresh insight, to the established Authority. I look forward to working with them at this busy and exciting time for the Authority, when the rail sector is not only growing but also facing a range of new and developing policing pressures.’ Transport secretary Chris Grayling said: ‘I am confident the newly-refreshed team will provide the strategic direction the force needs to offer even better value to the rail industry and the taxpayer while fighting crime, reducing disruption and keeping the network safe for passengers and rail staff alike.’ Phillips took up his role late last year and the new board members took up their roles last month.

SMART SWITCH POINT HEATING HEATING SMART SWITCH POINT SwitchPoint HeatingSWITCH AB delivers a complete custom adapt turnkey SMART POINT HEATING SwitchPoint Heating AB delivers a complete custom adapt turnkey heating system for rapid installation with plug connected elements SwitchPoint delivers awith complete custom adapt turnkey heating systemHeating for rapidAB installation plug connected elements 4-Way connector with Control panels with heating system for rapid installation with plug connected elements 4-Way connector with Control panels with software controlled plugs and molded in software controlled plugs4-Way and in with cables IP68molded triac and remotewith connector panels Control Fast installation with stainless steel cables IP68 triac and controlremote by the software controlled plugs and molded inFast installation with stainless steel protective channels and knock on clips in control by the cables IP68 triac and remote internet built in protective channels knock on clips Fast spring installation with stainless steelin stainless steeland with barbs internet built in control by the polyester enclosure stainless springchannels steel withand barbs protective knock on clips polyester in enclosure Flexible custom internet built with dig down ground in Flexible custom stainless spring steel with barbs with dig down ground polyester enclosure length elements stand elements length stand Flexible custom with dig down ground with plugs IP68 withlength plugs elements IP68 stand

with plugs IP68 For Thomas Thorin Thorin Formore moreinformation informationand and quotations quotations contact contact Thomas For more information and quotations contact Thomas Thorin Phone Phone+46 +46(0)703(0)703-30 3030 30 35 35 Phone +46 (0)703- 30 30 35

Mobility for tomorrow

With a track record of over 100 years dedicated to anticipating and solving tomorrow's challenges ahead of the rest, Schaeffler is a preferred development partner for rail sector manufacturers and operators worldwide. Future trends are clear ... Increasingly intelligent rail systems require revolutionary lifecycle management of tomorrow's demands on bearings and mechatronics. Maintenance management is being revolutionised by using Schaeffler condition monitoring products and services. Schaeffler remotely evaluates complex volumes of real-load data to determine requirement-based maintenance. In this way maintenance intervals can be reliably extended, leading to greater rolling stock availability, safety and overall cost savings. The mobility of tomorrow must be more sustainable, more efficient, quieter and safer. Whether you are a high-speed, freight or local transport provider, we look forward to sharing our comprehensive technical expertise. Stand Q10 at RAILTEX |

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Rail Professional March 2017  

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