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JUNE 2014 ISSUE 203 £3.95


Journey to the Big Shift Forum for the Future’s Rupert Fausset on rail’s part in supporting a sustainable transport system

Plus... RSSB asks ‘Isn’t it about time rail set out its sustainability vision?’ The Supply Chain Sustainability School Addressing the skills gap in time to deliver HS2 How HS2 can become a genuine engine for business growth Where to pick a pocket or two: new algorithm predicts theft hot spots

Tony Berkeley on the Channel Tunnel’s 20th birthday Win that bid! The HS2 bidding war has begun, so how best to do it?

London Underground has adopted the new Pandrol FASTCLIP ‘FE’ System. Using the ‘FE’ system has allowed the Track Partnership, led by Balfour Beatty, to use a New Track Construction machine to achieve the highest levels of production efficiency through automation of the clipping system. Using this level of automation, 1200m of renewed track was installed over the period of a weekend. FASTCLIP ‘FE’ provides fast and reliable automation of the clipping process, with a range of machines capable of clipping speeds of up to 70 sleepers per minute. See the London Underground Type '916P1502' sleepers with the Pandrol Fastclip FE system at the Network Rail ‘RAIL LIVE 2014’ outdoor rail event from the 18th to the 19th June.

Welcome march 2014 Issue 200 £3.95

JUNE 2014 ISSUE 203 £3.95


A man for Journey to the all countries THE BUSINESS MAGAZINE FOR RAIL

Big Shift

Global transport designer Paul Priestman on stations, high speed, increasing capacity and how the industry should advertise itself Forum for the Future’s Rupert Fausset on rail’s part in supporting a sustainable transport system

Plus... Will BIM fail in the rail industry? How smart technology is powering rail’s digital revolution Is HS2 welcome in Yorkshire? Rail’s challenges now that Ofcom has given the go ahead for superfast satellite broadband

Plus... RSSB asks ‘Isn’t it about time rail set out its sustainability vision?’

editor’s note I

The Supply Chain Sustainability School Addressing the skills gap in time to deliver HS2 How HS2 can become a genuine engine for business growth Where to pick a pocket or two: new algorithm predicts theft hot spots

RSSB on strengthening rail’s defences against extreme weather Tony Berkeley on the Channel Tunnel’s 20th birthday Should we forget the driver? How technology that bid! The of HS2 war isWin changing the face ourbidding networks has begun, so how best to do it?

PUBLISHER RAIL PROFESSIONAL LTD Hallmark House, Downham Road, Ramsden Heath, Essex CM11 1PU Tel : 01268 711811 EDITORIAL EDITOR: LORNA SLADE ASSISTANT EDITOR: DAVE SONGER DISPLAY ADVERTISING CHRISTIAN WILES STEVE FRYER STUART HARDY ANDREA HAKWINS RECRUITMENT ADVERTISING DEAN SALISBURY SUBSCRIPTIONS LISA ETHERINGTON ADMINISTRATION CHERIE NUGENT LISA ETHERINGTON 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.

t was a pleasure to meet Rupert Fausset of Forum for the Future, who talked about the fact that rail needs to continue to build on its position and become the truly sustainable mode of transport it has the potential to be, not least because the car industry is fast catching up. The submission shortly afterwards of Shaun McCarthy’s punchy piece (page 53) reinforced this. In terms of measurement, rail has a lot of catching up to do. As McCarthy points out, himself and three of his mates in a premium brand car would equate to 40g/passenger km - half that of the London Underground system, but he can’t compare that with any confidence to other rail operations because he doesn’t believe such reliable carbon emissions data exists. McCarthy believes rail has had less legislative and competitor pressure to define and reduce emissions, but it needs to establish a reliable database and develop a coherent plan. The ‘orange army’ did an amazing job at Dawlish, so I was surprised to hear from James Knights, a long-term resident of Riviera Terrace - the private road which runs directly behind the storm-damaged rail line. Riviera Terrace was partly washed away in the storms and Network Rail initially offered to repair the road as a ‘goodwill gesture’, according to Knights. However it then chopped and changed its mind, he says, before finally agreeing to the works. Knights, who is a former construction worker, has concerns that the road will be subject to cracking when work is completed on number 7A Riviera Terrace - which he says is still partly suspended in mid-air - because the spray concrete, initially used as weather protection, remains under the new works. Knights supplied pictures showing the incomplete work on No 7 to Rail Professional. ‘The attitude that came across from Network Rail was ‘Like it or lump it’ says Knights, ‘and the residents group didn’t want to cause a fuss because we were worried the company would back out again and leave us to pay for the repairs ourselves.’ Knights claims NR has been vague in its communications and divisive in dealing with residents, saying, ‘They separate us all off at residents meetings and give us different stories.’ Knights claims he observed last summer that most of the metal drainage flaps, which allow flood water on the line to drain away, had been replaced with black rubber mats, and that at least one mat was missing. One of the two remaining metal flaps was rusted shut and the other rusted slightly ajar, with fizzy drink cans and empty crisp packets wedged into it. Knights tried and failed to move the flaps. A fellow resident says he noticed that same situation as late as 31st January, just prior to the 4th February storm. Knights also has photographs, taken in the months before the storm, of work taking place in the very early hours of the morning by, he assumes, sub-contractors, performing cosmetic repairs on the sea wall by filling in cracks with mortar. As well as that, he claims a number of minor groynes and breakwaters in the area were eroded and poorly maintained. ‘The thin piece of sea wall outside our door, which has always been recognised by coastal experts to be highly vulnerable therefore had not a drop of sand protecting it,’ says Knights, who quoted historian Peter Kay saying as far back as 1993 that Dawlish was an accident waiting to happen. Network Rail disputes Knights’ claims saying that contractors regularly inspect the line and that more than £10 million pounds per year has been spent for many years, ‘to keep it safe, with comprehensive maintenance records kept’. The company claims that Riviera Terrace has been ‘completely reinstated’ and denies there had been an attempt to divide residents. ‘Communicating the work had to be undertaken at the same time as construction was taking place - meaning this was not easy and things changed as work went on.’ Knights says he has approached Network Rail’s transparency team to ask for the surveying studies that have been carried out on the sea wall, but has received no response as of yet. Interesting that Mark Carne told a Transport Select committee hearing into the effect of rail flooding in 2010 that the sea defences at Dawlish would hold ‘for the foreseeable future’. Is this part of NR’s new move to being proactive, not reactive? Lorna Slade Editor

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ISSUE 203 • JUNE 2014


Sustainable rail - myth or reality?



New chair of IMechE Railway Division; NRE Darwin data freely accessible; Level crossing safety awards; Merseyrail passengers very sociable; Young Railway Professional of the Year named; overhead line structures finalists; rare artefacts unearthed at London Bridge; Network Rail charity partnership a success; ‘This is the decade of rail’ says Atkins’ CEO; Women in Rail Derby event; Heathrow rail news; BTPA update; Infrarail 2014

Passenger Focus


Back from his sabbatical in California, Anthony Smith had a chance to cast his expert eye on the state’s rail and tram systems

The construction sector supply chain does not have adequate capacity to deliver more sustainable solutions says Shaun McCarthy. But the Supply Chain Sustainability School offers a great opportunity to solve this potential market failure

Rail Professional interview


Rupert Fausset, principal sustainability advisor, Forum for the Future, spoke to Lorna Slade about the Big Shift, rail as one part of a sustainable transport system, potential changes in car use benefiting the industry, and how he would spend the HS2 budget

Laying down the law

Making HS2 work



Cloud computing offers significant benefits, but make sure you check the provider’s terms and conditions warns Claudia Gerrard

Vivek Madan and Henry Stannard look at the importance of maximising the line’s economic impact

IRO news and diary

Learn and deliver



Latest news and events from the Institution of Railway Operators

Douglas McCormick says that in welcoming HS2, we must urgently address the skills gap across the construction, engineering and manufacturing sectors

Delivering the goods


The Freight Transport Association welcomes Eurotunnel’s announcement that it is committed to reducing freight track access charges by up to 50 per cent writes Chris MacRae

RSSB: Time for a health check


Shamit Gaiger describes the new rigour with which the GB rail industry wants to address workforce health and wellbeing

RSSB: The Sustainable Rail Programme


Shamit Gaiger talks about the industry’s programme embedding sustainability in behaviours and policy

Rail Champions


A long-term view on a customer-driven supply chain is the way to go for rail SME’s says Chris Williams-Lilley

No harm done?


We need to view our transport infrastructure investment in the wider context of the Climate Change Act and our international commitments on biodiversity says Joan Walley

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There’s a lot of potential for a shift in the way people use cars. And who benefits? The answer is public transport Interview - page 56

Share the benefits

Win that bid!



Sahar Danesh says cities other than Birmingham, Manchester and Leeds can benefit from HS2, but the challenge around realising them needs to be tackled right now

How did we ever do without it?


On the occasion of the Channel Tunnel’s 20th birthday, former public affairs manager for Eurotunnel, Tony Berkeley, looks back at its colourful history

A counterweight to London


Richard Wellings says that while evidence that long-distance inter-city routes bring significant regeneration is weak, it is much stronger for more local schemes

Cutting the cost of supply chain failure


With billions being spent in CP5, Annette Gevaert asks if procurement professionals are protecting their investments by adequately mitigating risk

The bidding war has begun for lucrative rail construction contracts. Adam Hope provides advice for firms wanting to secure wins in big projects such as HS2

Where to pick a pocket or two


Andrew Newton explains new methodology for calculating the probability of where theft is most likely to occur on the London Underground

Business news


Vickers Energy Group; Thames Clippers; ACO; CEMEX Rail Solutions; Lindapter; Stannah; M. Buttkereit; Freyssinet; Hyder Consulting; Cedrec;; new members of The Rail Alliance

Business profiles


APCOA; Coltraco; HUBER + SUHNER; Nylacast; Pristine Condition; Street Crane; Chela; Imtech; Taziker Industrial; Grant Thornton; Pod-Trak; Morris Line Engineering; EnerSys; Enscite; TERRAM; Morrison Rail Services



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News in brief... Gatwick Express no longer in its 20’s he longest running dedicated airport service in the world celebrated its 30th birthday last month. The service originally carried passengers non-stop between Gatwick airport and London Victoria with the catchy strap line ‘Catch the train and you’ve caught the plane’. Since then around 70 million passenger journeys have been made covering 46 million miles - or nearly 100 trips to the moon and back. Celebrations included 1980’s pop queen Kim Wilde performing some of her hits. Southern took over the service in June 2008.


IRR head to chair IMechE rail division The Institute of Railway Research’s Professor Simon Iwnicki has been appointed as the new chair of the Institution of Mechanical Engineers’ Railway Division, with the intention of helping to close the serious skills gap faced by the profession. ‘My theme for the year will be education of the next generation of engineers,’ said Iwnicki. ‘This issue is becoming really important to engineering, especially railway engineering.’ Iwnicki has played a central part in the IMechE’s annual Railway Challenge, in which teams of students design and build a small-scale locomotive, addressing specific technical problems. In 2013, the University of Huddersfield, where the IRR is based, won the contest with its energy-efficient loco.   This July, the university will host a residential course to introduce year 11-12 school children to new rail technologies, organised with educational charity the Smallpeice Trust. It is also set to offer a new MSc course in rail engineering. The rail industry has provided £40,000 to produce an educational video focusing on the careers of six young rail engineers, which will be shown at all 39 universities that are now members of the Rail Research UK Association (RRUKA), an organisation of which Professor Iwnicki is academic co-chair. The IRR’s multinational team has expanded with the appointment of Dr Antonio Andrade as a research fellow. Iwnicki said that the appointment will help to develop links with the Instituto Superior Tecnico, where Andrade recently completed his PhD. The two institutes worked together on a joint bid for funding via the EU’s new Horizon 2020 research and innovation programme. Both men agree that rail travel has an important future but must strive to remain competitive with other modes of transport. ‘They face competition from developments such as the electric car and car pooling strategies, so railways need to become more and more innovative,’ said Andrade.

Travel info added to Google Maps oogle has added coastto-coast public transport information for the whole of Great Britain to its Maps app. The data includes departure times and routes for trains, trams, buses and ferries in England, Scotland and Wales. Tim O’Toole, FirstGroup CEO said: ‘Given the tremendous reach and exposure of Google Maps, a huge number of people will now be able to access accurate and easy-tounderstand public transport information.’


A new set of wheels ucchini UK is to supply the wheelsets for the new Great Western Main Line and East Coast Main Line trains that Hitachi Rail Europe is building for the Intercity Express Programme. Around 3,500 wheelsets for the trains will be provided under phase one of the IEP and contracts for phase two are


Page 10 June 2014

Up-to-the-minute train data available for free The rail industry is to make it easier for people and organisations, including public sector bodies, to use live train-running information to develop apps and other online tools. From next month, public sector organisations and small commercial or private users will be able to access the National Rail Enquiries (NRE) Darwin system for free, according to a recent announcement from the Rail Delivery Group.

Darwin is the NRE information service paid for by train operators which analyses raw data from numerous rail industry sources to predict the arrival times of trains. Until now, a number of organisations and developers that use the service have been charged and required a licence. Only the biggest commercial or private users whose services are used more than five million times under the new arrangements in a four week period

Smaller and lighter . . . . . . than conventional systems, KNORR-BREMSE EP2002 DISTRIBUTED BRAKE CONTROL, designed and manufactured in the UK, uses advanced mechatronic technology to optimise braking performance across the whole train. Proven in service on London Underground and around the world, on metros such as Dubai and Shanghai, EP2002 is recognised as setting new standards in brake control. | |

June 2014 Page 11

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News in brief... expected to be completed later this year. The wheelsets were designed in Hitachi Rail’s factory in Kasado, Japan in collaboration with Lucchini engineers in Italy. Production is taking place at the company’s Manchester facilities. A day out in Blackpool etwork Rail has confirmed it is working with Virgin Trains to bring back a direct rail link between Blackpool and London by the end of the year. The plans will have to go out to consultation and be ratified by the Office of Rail Regulation, but the backing of the proposals by NR is the strongest indication so far that a capital service will be reinstated. The development has been welcomed by community leaders and the business community, who believe it will be a major boost to the resort.


Coal contract for DB Schenker Rail UK B Schenker Rail UK has been awarded a contract by ScottishPower to supply its Longannet power station. Under the two and threequarter year deal, DB Schenker will transport up to four million tonnes of imported ESI coal per year from Hunterson port to the power station. The company has been transporting coal along this route for the past ten years, but under contract from the port. It has now won the contract to deal directly with ScottishPower after a competitive negotiation.


Hospital rail station opens p to 17 Northern Rail trains on the Esk Valley line will call at the new stop for James Cook University


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will still be charged. Free access will also be granted to public bodies, including Transport for London, Passenger Transport Executives (PTE’s) and local authorities, regardless of how many requests for information their customers make. For all users, a licence will no longer be required; instead, they will need to agree to terms and conditions on a website. Other changes to NRE services include: • giving developers greater availability of information about service disruptions

• making it easier for passengers using NRE to find information about the route/s on which their ticket is valid • providing developers with more information about interchanges between national rail and other modes of transport, such as DLR or tube. David Brown, RDG lead on transparency and chief executive of The Go-Ahead Group, said: ‘The rail industry already publishes more information and data than many business sectors and leads the way among European railways, and we are committed to going further.’

Young Rail Professional of the Year named

Jamie-Leigh Clayton, a design engineer with Siemens Rail Automation, has won the prestigious Young Railway Professional of the Year award. Now in its second year, the award was conceived by the Young Railway Professionals network to recognise the achievements of young people who have demonstrated an outstanding contribution and commitment to the rail industry. YRP chairman Adam Stead said: ‘We had an exceptionally high standard of nominations this year, but we felt that both in her day-job and in her commitments outside work, Jamie-Leigh demonstrated a real passion and enthusiasm for the rail sector, which combined with her obvious engineering talent made her the outstanding candidate.’   Clayton joined Siemens in 2007 and completed an advanced modern apprenticeship in railway design engineering, after which she became an assistant signalling designer engineer. Following a short period away from the company, she returned to join Siemens’ newly-established Manchester office in the role of design engineer. During her career, Clayton has worked on a variety of UK and overseas rail projects, including the Victoria Line upgrade, Singapore Downtown Line, Oslo T-Bane and most recently the new fourth platform for Manchester airport and Phase 2c of the North West electrification programme at Manchester’s Victoria station. She is also a STEM (science, technology, engineering and mathematics) ambassador. Clayton said: ‘I was delighted just to have been short-listed for this award, but to have been selected to win it is a real honour.’



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News in brief... Hospital in Middlesbrough. It follows a successful funding bid to the DfT by the local enterprise partnership, Tees Valley Unlimited. Jill Moulton, from South Tees Hospitals NHS Foundation Trust, said: ‘Having the option of the train will be a benefit to patients, visitors and staff by offering an extra choice of how they get to the hospital. We hope it will reduce congestion and make the site a better place for everyone.’ Camden council needs more time on Euston amden council has asked the government to move the terminus of HS2 temporarily from Euston to Old Oak Common in west London as it ‘needs more time to plan a proper regeneration scheme’. Euston station has now been the subject of three master-plans as the HS2 terminus. In the latest version, HS2 chief Sir David Higgins proposed a single-deck station a fifth larger than the existing footprint, potentially as the base of a 30-storey office and residential development. David Padfield, HS2 director at Camden council, said: ‘If the scheme does go ahead it must be done properly, to maximise regeneration opportunities and community benefits. The only way for a sensible alternative for Euston to be fully worked out is if the route terminates at Old Oak Common temporarily. This would ease overcrowding and allow enough time for the new station and surrounding area to be built.’

Level crossing safety awards Atkins and Network Rail have been recognised at the recent Management Consultancy Awards for their work on improving safety at level crossings. The Change Management in the Public Sector award went to Network Rail for its progress in reducing risk at level crossings and implementing one of its most successful business change programmes, supported by Atkins, to establish the National Level Crossing team.


Rail Freight Handbook he Rail Freight Group’s annual directory of companies and


Page 14 June 2014

The Change Management Consultant of the Year award went to Tina Hughes, who overcame personal tragedy to become level crossing user champion, a role created by Network Rail which has supported the reduction of risk at level crossings by 30.2 per cent in just two years. Hughes, a management consultant at Atkins, lost her 14 yearold daughter Olivia in a level crossing accident in Elsenham. She said: ‘As the mother of a child killed on a level crossing I set out to understand the impact of poor risk management and how to improve it, helping others to reduce risk and the probability of other similar accidents happening. I am very proud to have put to good use all my management consultant experience to make something so positive come out of Olivia’s otherwise senseless death.’

June 2014 Page 15

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News in brief... organisations connected with the UK rail freight industry is now available. It includes articles from industry and political leaders and addresses a range of issues affecting the rail freight market. The bulk of the A4-sized book is an extensive alphabetical directory, with an index by business sector and a list of contacts. Visit www. Crime down on Southern ritish Transport Police figures show reported crime on the network has fallen by 8.32 per cent in the last 12 months, with 385 fewer offences being committed, down to 4,294. Southern’s head of revenue protection and security, Stella Morris, said: ‘We are particularly pleased that anti-social crime has fallen by well over 14 per cent. This kind of crime is where we can make the biggest impact and the work of our Safer Travel Team with its 32 Rail Neighbourhood Officers has contributed hugely to this reduction.’


Network Rail recognised as IT ambassador Network Rail competition which aims to dispel myths around jobs in IT and encourage girls to consider a career in the sector has garnered the company the IT Ambassador Award at the Real IT Awards, held by The Corporate IT Forum. Network Rail’s chief information officer, Susan Cooklin and six women from her 500-strong IT team, launched Could IT Be You? to show 16-18 year-old girls what working in IT is really about and the career opportunities open to them. Figures from e-skills UK shows the proportion of women working


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Overhead Line Structures design finalists announced Finalists in an international competition for new, aesthetically pleasing designs for the gantry and cantilever structures on the UK rail network were announced recently. The competition, launched by the rail industry’s FutureRailway, in conjunction with HS2 Ltd and the Royal Institute of British Architects (RIBA) named: • Bystrup Architecture, Design and Engineering, Denmark for its HST design • COBE, Denmark for its Tomahawk design • Moxon Architects with Mott MacDonald for the integrated OLS design • IDOM UK Alan Baxter & Associates and SEMI were Highly Commended Mark Howard, HS2 Ltd head of power and traction said: ‘All those shortlisted have really understood the technical practicalities while coming up with eye-catching structures. HS2 will be innovative and reflect the very best in 21st century design. I look forward to developing these ideas further and perhaps one day seeing them alongside the UK’s much needed high speed rail network.’ The finalists will now use the development funding to undertake detailed technical development of their design and consider the route to market.

June 2014 Page 17

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News in brief... in technology roles in the UK has more than halved since the 1980’s and a survey for Network Rail of 16-24 year old women in Britain revealed that two-thirds have not considered a career in IT. Network Rail saw off GSK, Pepsico and The Wellcome Trust to scoop the prize. BTPA welcomes Welsh funding he British Transport Police Authority (BTPA) has welcomed the Welsh government providing a further £15.8 million to fund extra community support officers including seven CSO’s for the BTP and a part-funded police inspector post. Millie Banerjee, chair of BTPA which oversees the work of the BTP said: ‘We welcome the support of the Welsh government in continuing to fund these posts and helping us to deliver a safer more efficient rail journey in Wales. CSO’s play an important role in policing the railways; their presence makes people feel safe and their patrols reduce crime.’


Southern station accessibility improvements ore than £1million worth of accessibility and passenger information improvements are to be made across the Southern network this year. Accessibility will be improved at ten stations, based on suggestions from passengers and staff. The work also includes additional hearing loops, more station wheelchairs and new literature to assist those who have specific access needs. The funding comes from the Southern funded annual minor access works fund and the DfT’s Small Schemes Fund (part of the Access for All programme).


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Rare artefacts unearthed at London Bridge Medieval floors, 16th century tobacco pipes and thousand-year-old timbers are among hundreds of artefacts that have been unearthed and preserved by Network Rail as a result of Thameslink Programme work at London’s oldest railway station, London Bridge. Archaeological work during construction of the new Borough viaduct uncovered remains from the Roman, Saxon, medieval and more recent periods that reveal the formation and growth of an ancient settlement at Southwark. A 14th century flagon, thought to have been used to serve ale in the Abbot of Waverley’s town house, is now on display in The Wheatsheaf Pub in Stoney Street, close to where it was excavated. ‘We believe from its distinctive white clay that it was made in Cheam between 1350 and 1440,’ said Jackie Keily, curator at the Museum of London. Timber piles constructed from trees felled between AD59 to AD83 were discovered and may have formed part of a substantial waterfront building on the edge of the settlement. Fragments of medieval floors and walls have also been found. These could have been part of large houses along Tooley Street, known to have belonged to important clerics such as the Prior of Lewes. The artefacts are currently being analysed and recorded by archaeologists from Oxford Archaeology and pre-Construct Archaeology and will then be passed to the Museum of London.

This is the decade of rail worldwide says Atkins’ CEO The continued development of the world’s railways is vital for our future, Atkins’ chief executive officer, Prof Dr Uwe Krueger told a rail conference in Den Danske Bane, Denmark recently. Krueger described how the global population is expected to reach nine billion by 2050 and by then 75 per cent of people will live in cities, so rail infrastructure must act as the ‘interconnector’ of cities in the future, supporting further urbanisation, enabling economic progress and the growth and development of society at large. ‘Urbanisation requires evolutionary change as we seek to adapt the vast majority of our existing assets as well as

creating new infrastructure that must cope with challenges we cannot yet fully predict,’ said Krueger. ‘This is, I believe, the prime driver for rail today, and its potential is in the creation of not only national but international main routes. The development of these routes will bind together societies and economies and support continued growth.’ Krueger detailed how designing transport infrastructure capable of meeting the growing urbanisation demand will require overcoming several challenges, including attracting the best engineers against a backdrop of a global shortage of skilled workers and developing new cutting-edge technology to meet cost reductions. Global rail development will also

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Merseyside passengers more sociable than in the South Rail users on Merseyside are more sociable than those in London and the South East according to research from Passenger Focus. The watchdog was commissioned by Merseyrail to ascertain what customers would like to see in a modernisation of its fleet, which at nearly 40 years old is one of the oldest in the UK. In contrast to their southern counterparts, when it comes to picking out seats, 50 per cent of the Toc’s passengers would chose to sit in the existing pod-style seats, facing each other in two’s. The reasons given were that it allowed them to sit as a group and talk to family and friends, and those travelling on their own felt it gave them an opportunity to make conversation with strangers. All options are being considered, including a new fleet or extensive rework of existing stock. The company has seen strong growth in passenger numbers over the last ten years which looks set to continue at a rate of more than two per cent per annum. As a result, Passenger Focus recommended that a mix of seating including podstyle, airline and possibly longitudinal, would best address capacity demands. David Powell, Merseytravel’s project director for rolling stock, said: ‘By listening to passengers we can deliver a scheme that the whole of the city region can be proud of. It’s interesting to know that they like to face each other, although it doesn’t surprise me because we have a strong reputation for being a friendly part of the world.’ Other improvements passengers suggested were making trains more spacious and ‘open plan’ with areas for bikes, wheelchairs and pushchairs, as well as Wi-Fi and bins in the carriages. Security issues were also of paramount importance, including increased visibility of CCTV cameras and the installation of help points. Page 20 June 2014

require innovative thinking, with a focus on adaptable and smart solutions which prioritise low carbon design and energy efficiency, while still meeting the highest standards of quality and safety. Collaboration and partnerships between academia and business will be fundamental in achieving this, as modern railways are so complex that a broad spread of expertise will be required. Krueger concluded: ‘Our work today

on planning and designing rail networks will be judged by future generations improving connectivity is vital to the future-proofing of society and managing urbanisation. We must ensure that as engineers we are sitting next to the politicians, the economists, the scientists, informing robust decision making and helping to put everything in context to help deliver transformational railways that people want to use.’

Network Rail charity partnership a huge success A partnership between Action for Children and Network Rail has surpassed expectations by providing donations and support for the charity to the value of more than £2 million. Action for Children has been Network Rail’s charity of choice since April 2012. During this time, the company raised more than £760,000, donated more than 2,324 hours of time, and gave more than £1 million worth of free advertising space within stations. Sherine Krause, executive director of fundraising and communications at Action for Children, said: ‘From day one this partnership went from strength to strength. The main success factor was

the incredible support of the volunteers from Network Rail; 323 members of staff donated their time to the children we work with. Having a partner on board like Network Rail made an enormous difference to our work and we can’t thank it enough.’ Martin Arter, chair of Network Rail’s charities panel, added: ‘Our staff involvement with the charity has broken all our volunteering records. We are delighted to have been able to support such a worthwhile cause and the money will help to improve the lives of some of the most vulnerable and neglected children and young people in the UK today.’

 

   DAC   

June 2014 Page 21

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Women in Rail event forms part of Derby 175 year celebrations Baroness Susan Kramer, Minister of State for Transport, told more than 50 men and women from across the rail and engineering industries that the sector needs to encourage more women to come on board and make the most of the opportunities on offer. Kramer was speaking at a Women in Rail meeting, held as part of this year’s celebration of 175 years of Derby’s rail industries. The event, Women in engineering: what’s holding you back? was the first for the networking group in Derby, and was held at the East Midlands Trains Academy. Said Kramer: ‘The Women in Rail group has done a great job in raising awareness of careers in rail, and I am determined to help them break down the barriers that prevent women from joining the industry. It is an incredibly exciting time to work in rail, especially as we are currently investing in the biggest programme of rail modernisation since Victorian times.’ Women in Rail steering group member and Human Resources director of East Midlands Trains, Clare Burles, said: ‘I think the main issue facing us today is the lack of awareness of women from a young age that there are such a large range of interesting and exciting jobs in rail. There also appears to be a shortage of role models in the industry for young females to look up to. ‘The best way we can help to encourage more women to work in rail is by working hard to get into the mindset of our future engineers from an early age. By influencing girls while they are still at school and college we can help provide a more diverse and skilled workforce.’ Currently 17.8 per cent* of people working in the rail sector are women, however only 4.4 per cent of the sector’s engineering workforce is female. ** Tim Sayer, engineering director at East Midlands Trains and Rachel Turner from Porterbrook also gave speeches. The Women in Rail group was created in April 2012 (see Rail Professional interview September 2013) to provide networking opportunities and support for all women in the rail industry. Its aim is to promote rail as an  attractive career choice and develop strategies for engaging young people to consider a career in the sector. * Women in Rail data; **NSARE: National Skills Academy for Railway Engineering

New train lands at Heathrow

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A new transit train has been delivered for passengers to shuttle them through Terminal 5 and thus add more resilience to the system. The train was lowered into a hole in the middle of the airfield with just a four hour window for completion before flights arrived. The vehicle is 11.5 metres long, weighs 16 tonnes and took a team of 60 people to coordinate the delivery.

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Heathrow Express became ‘Chengdu 72 Express’ for 72 hours

Customers on the Heathrow Express rail-air link saw pandas nestling in the greenery of southwest China in late May. Or rather vinyl artwork of the scene fixed inside the windows. The train, which connects Heathrow to London Paddington in 15 minutes, was temporarily re-named the ‘Chengdu 72 Express’ as part of a campaign to develop UK trade links with Chengdu, capital of Sichuan province and China’s fourth largest city. The aim was to encourage British travelers to use the ‘Chengdu 72’ facility - the offer by Chinese authorities of 72-hour visa-free transit travel to Chengdu, after British Airways’ decision to increase its flights to the city from three a week to five. Keith Greenfield, chief executive of Heathrow Express, said: ‘As Britain’s trade links with China grow, we expect an increase in the number of Chinese business people, particularly those from Chengdu, flying into Heathrow.’

Authority reviews performance of transport police The British Transport Police Authority (BTPA), which oversees the work of the British Transport Police, has commended the force for its successful work around suicide prevention on the railways, and agreed to work together to ensure the recording of stop and search data can stand up to scrutiny in light of a recent HMIC inspection report. The commendation came at a recent performance review committee meeting which focused on key areas of performance, including the progress BTP and partners were making in reducing disruption and the causes of disruption including suicides, attempted suicides and trespass. BTP signed an agreement earlier in the year between police, the NHS and other service providers which seeks to improve mental health crisis care and drive up standards. The Authority was also impressed by the force’s new approach to tackling repeat assaults on rail staff, which includes improved systems to identify rail employees who are repeat victims of crime and seeks to understand why some are repeatedly targeted. The BTP reported that much the work it had embarked on, to review the quality and quantity of stop and search encounters, was already in line with Home Office reform. Page 24 June 2014

‘Think big’ urges Kramer at Infrarail 2014 Baroness Kramer outlined the rail industry’s renewed vigour and the contribution of small and medium enterprises (SME’s) during the opening keynote speech at this year’s Infrarail 2014. Cutting the metaphorical ribbon at Earl’s Court on the first day, the minister was one of three influential keynote speakers who talked to industry professionals and visitors at the Earl’s Court-based three-day exhibition. Other speakers included Simon Kirby, former managing director of infrastructure projects at Network Rail, and Claire Moriarty, director general rail executive for the Department of Transport. In a speech that outlined the industry’s optimism for the future, Kramer described SME’s, which comprised nearly all the exhibitors, as the ‘backbone of the economy’ – reinforcing this belief by confirming that more than a quarter of all work on the Crossrail project will be completed by them. The minister also revealed that things have changed since she was appointed in October: ‘Before then minsters used to manage the status quo of the industry, or its decline, thinking where to make cuts. ‘Now we’re in a time of growth and technological breakthrough. Now it’s a question of what is our priority of investment not where do we invest?’ Kramer recognised that the ambition was there to further develop the industry and called on all companies involved to: ‘Lead the world, not trail it’, and added: ‘The opportunity to build better rail is in all of our hands. Think big.’

‘The opportunity to build better rail is in all of our hands. Think big.’


June 2014 Page 25


In the passenger seat

Rail in the blood Back from his sabbatical in California, Anthony Smith had a chance to cast his expert eye on the state’s rail and tram systems. It was a mixed picture, but the scenery was stunning


ublic transport in the United States can often seem a poor second choice. However, my recent experiences in California show there are interesting developments. During a recent career break my family and I spent some time on the Central Coast in California, but visited Los Angeles, San Francisco and Sacramento as well. There seemed a stark contrast between local developments and long distance train services. We had decided to take the train up from Los Angeles to San Luis Obispo, near where we stayed. An interesting induction! Union Station in the Downtown district of Los Angeles has been beautifully restored making its Spanish Mission revival architecture look wonderful. The sun was out which helped. However, the district remains a magnet for many homeless people. Security guards keep the station safe and operating but it was a strange start. We took the Coast Starlight train. This does a three day, two night journey to and from Los Angeles and Vancouver – nearly 1400 miles. With an observation car, restaurant and cafe everything was on hand. The lavish seeming space was wonderful, with a huge amount of room for every seat which also reclined. There were ample toilets, not too many passengers but lots of good staff. However, the way the service operates does seem odd. Baggage over a certain size has to be checked in – perhaps to do with the stairs on the double deck carriage? This slows down loading at every station as baggage is wheeled on and off. You are not allocated a seat – the guard allocates you one as you queue to get on – again slowing things down. Throw in the gradients and it took nearly six hours to cover just over 240odd miles. So, as long as you are not in a rush it’s a great way to travel – the scenery is stunning. I hate to think what the

economics of the service are as the tickets were pretty good value – all four of us travelled for just over $100 or around £60. Local services were interesting. San Francisco has the Bay Area Rapid Transit system – a sort of Crossrail plus more local tram services. Down the east side of the Bay the Caltrain service runs down to San Jose serving Stanford and Silicon Valley on the way – lots of commuting in both directions with whole carriages devoted to bikes on the lower level and seats on the upper, gallery level so you can keep an eye on your bike. All these systems are expanding as traffic levels rise. Also interesting was the development of the historic streetcar service in the city – this has become a very good tourist attraction as well as being used by the locals. It was very odd riding in an exBlackpool tram! Los Angeles is developing its Metro. It’s a good service although limited by the extent of the network – also some of the lines run sensibly in the central reservation on freeways. This leaves stations exposed in noisy, polluted places, with long underpasses to reach them. Sacramento – the state capital – has a good tram system and the quite superb State Railroad Museum. This reminds you just how important the railways were to the development of America – until the transcontinental railroad was finished the country was literally not unified. You do feel railways are in the blood of the place. Even Disneyland has a bang up-to-date monorail as well a fully operational narrow gauge railway around the park – but no information to tell you when the next train is coming however. Anthony Smith is chief executive of Passenger Focus

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Laying down the law Claudia Gerrard

Sunshine and showers Cloud computing offers significant benefits, but don’t let the horizon darken through not checking the provider’s terms and conditions warns Claudia Gerrard


e’ve looked at information security in many guises: IT, websites, data protection and freedom of information. It all relates to how to keep information secure, while operating within the confines of the law. A query recently related to a further aspect of information security, which is becoming more and more prevalent as technology develops. The client was faced with a contract from a supplier of cloud

computing services. The client knew a bit about IT and websites, but didn’t know what to expect under a cloud computing contract. Well, the starting point, as always, is understanding what is being provided. So what is ‘cloud computing’? Well, the answer, like the technology, is not necessarily straightforward. The most basic form is provision of various IT services via the internet. The advantage is that a cloud user doesn’t have the same set-up costs as they would usually face:

companies don’t need to run their own systems, purchase software or manage data servers. The services can generally be accessed automatically without the intervention of the cloud operator and are available 24/7, 365-days a year. Caution is necessary However, along with the benefits is a range of risks, which means caution is necessary. For example, a company will generally have to contract on the cloud provider’s terms and conditions which

April 2014 Page 29


means matters such as warranties and indemnities may be limited. Often, as in our scenario, the user has no opportunity to negotiate. A user has little or no control over the data and the content. As well, in the cloud computing contract I reviewed, there was a lock-in clause. This meant that the company had a limited right to terminate and there was no escrow provision requiring the source code to be deposited with a neutral third party. Another more worrying provision was that the cloud providers obligations were minimal. Even if things went really wrong, the client would have no real remedy under the contract. In fact, this also highlighted some key areas for the client’s security team to review. This covered matters such as ensuring compliance generally with

legislation and regulations. If you are a data controller, as we’ve seen, there are strict obligations for complying with data protection legislation. And even data processors need to ensure that data is kept secure. Other issues concern monitoring use of the system by employees from home-based computers or out of office hours access. With shared laptops in a home environment, a partner or child could potentially access highly confidential data and, as an employer, you might not be aware of the breach. There are also technical concerns connected to transfer of data into and out of the system. Data corruption is a real risk, as well as ensuring encryption of data travelling around in the cloud. Data loss is also a potential problem. If data can be recovered, it might only be available from the latest backup, so regular backups

are recommended. A cloud user must expect to have to input data a second time if there is a failure of the cloud computing system. Suddenly, the client was seriously reconsidering the concept of cloud computing. But, as stated the benefits can be significant: cost being a primary factor in this case. The need for strong contract provisions is increased and those provisions must be reviewed by the customer, with changes made to ensure adequate protection. Because, in any event, despite the risks, the growth of cloud computing shows that it is here to stay. And all businesses need to know how to protect themselves - up in the cloud. Claudia Gerrard is a legal consultant at Excello Law. You can contact her on 07447 985647 or email her at:

Cloud computing: ten top tips 1. Carry out internal due diligence: prior to entering into any cloud computing arrangement, it is important to carry out internal due diligence. This covers areas such as how the service will actually be constructed: will it be carried out internally or sub-contracted to an external third party? If the latter, identify the sorts of risks which might arise and cover them in a contract. Other matters include identifying where the cloud meets internal systems and factoring in any inoperability issues. A final thought is ensuring that you think about employees who might access the cloud, both in terms of how they access it and where they can access it. Ensure that internal HR policies cover any wrongful access via the employee’s system 2. Make sure you read the contract: in the age of electronic contracts, it is tempting to simply click to accept the terms and conditions as proposed by the cloud computing provider. Be prepared to read the contract carefully to ensure that it covers the areas where risks could arise. Bear in mind that the contract will usually be heavily weighted in favour of the cloud computing company, so don’t be afraid to negotiate 3. Understand what is provided as part of the core services: fundamentally, you need to understand the key features of the system, in terms of specification and how that meets your user requirements. Other key matters include the number of users covered in the pricing and the amount of storage this entitles you to. As indicated below, there may be hidden pricing elements which makes a ‘bargain’ far less attractive than it might have appeared at first 4. Check through the pricing: the contract will usually include a basic monthly service charge. However, there may be additional charges such as a separate licence fee to use

Page 30 April 2014

software attached to the cloud computing functionality. Also beware of other mandatory charges which may not become apparent until you have actually used the cloud computing system for a while 5. Look out for additional pricing: considerations here include the cost of adding any additional users or additional storage capacity. By the same token however, the cloud computing operator may provide volume discounts depending on the number of users. Under this category, also be aware of the support and maintenance charges and the cost of any additional support and maintenance. This is usually linked to the service levels, so if you need more support, be prepared to pay for it. Also look out for details of any other chargeable elements 6. Identify the customer obligations: be conscious that if you don’t meet your obligations, this may be a breach of the contract, meaning that the cloud computing provider may not have to provide the services. Make sure you provide up-to-date details of who can authorise changes to the service or to the actual contract. You may also need to sign up to customer security obligations, such as controlling access to the system and specific parameters for setting of passwords. There might also be obligations on you to minimise the effects of data loss, such as obligations to back up regularly and to use alternative forms of storage 7. Consider what is required for implementation: you may need to arrange for staff training by the cloud computing provider. Make sure you are aware of the details and pricing of such training. Also give some thought to any assistance you may need in configuring your systems to integrate with the cloud computing system. Many

cloud computing contracts don’t allow for acceptance testing, as is normal in IT contracts. Consider if these are necessary and whether you would like any payments to be refunded if the system proves inoperable. A final factor is whether your obligation to pay arises even if the system doesn’t work 8. Make sure you know what is provided as part of support and maintenance: this covers service levels, service credits and termination thresholds. Also be aware how the cloud computing provider will handle service queries, non-availability and service issues generally. Look at how quickly you can expect a response if you need to change something in the system 9. Service continuity and disaster recovery procedures: as stated, be prepared to maintain a good internal backup system. Look at any provisions covering the contingency arrangements which the cloud computing provider has in place. Be careful as the obligations may be split equally between you and the cloud computing provider, so if you don’t comply, the provider has no liability at all if things go wrong 10. Familiarise yourself with the exit provisions: termination is usually when things have gone wrong and causes many of the disputes in contractual situations. Think about the practicalities of terminating. How easy is it to migrate to another supplier? Do you need the source code to do so? Does the cloud computing company need to assist with the transition? Are there any TUPE obligations which need to be covered in the contract? Remember, termination is usually too late to start negotiating terms, so deal with these issues at the beginning.

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Forward facing freight developments and prospects for the sector aul McMahon, director of Freight at Network Rail provided a fantastic national strategic and tactical picture of freight today and tomorrow to IRO members in York recently. The scene was set with a description of the decline in freight from a level of 35 billion net tons per kilometre in 1953, through to 14 billion net tons per kilometre in 1994 and back up to 22 billion net tons per kilometre in 2012. Freight was quoted recently by the Office of Rail Regulation as ‘the most transformed sector in the rail industry since privatisation.’

All this seamlessly goes on beneath between Euston and the North West, the imposingly beautiful station canopy one additional train per hour between Our Annual Lunch for Members and Guests will be held at and in the shadow of the impressive St Birmingham and Manchester and one The Mermaid, Puddle Dock, London. On Friday 19th April Pancras Renaissance Hotel. After seeing extra freight path through Stafford per 2013 from midday. Our guest speaker is the Rt.paths Hon. will be part of the what goes on behind the scenes and the hour. All these Simon Burns, Minister of State for Transport. immense pressures involved, it is clear timetable from 2017. to see what a fantastic job Brian’s team Suzanne described some of the and everyone involved in running a train challenges faced by the programme and Tickets – £47.00 per head service at St Pancras International do. how the Staffordshire Alliance has dealt Table of 10 – £470.00 per withtable these. The complexities of such (Ticket prices are inclusive Staffordshire Alliance – building a of VAT @ 20%) a multi-disciplinary project required a railway for the future new approach and the adoption of the Download a booking form at: ‘pure alliance’ model is a first Australian he Virgin Trains’ boardroom for the UK rail industry. at Meridian was packed Achieving this has not been without to capacity recently when Call:Mathieson 01785 248113 some obstacles, not least within Suzanne delivered commercial and procurement circles. a compelling overview of the The partnership of VolkerRail, Atkins, Stafford Area Improvements Programme Laing O’Rourke and Network Rail (SAIP) and the Staffordshire Alliance is incentivised on several ‘key result So what do the freight customers want? which is delivering the works. areas’ that have nothing to do with • improved reliability and performance Suzanne, Network Rail Sponsor cost, including collaborative culture, • reduced cost for the Stafford Area Improvement community and stakeholder management • greater capacity and capability Programme, outlined her presentation and operational railway performance. • closer relationships with Network Rail with an agenda covering customer The predominant • modern rail linked facilities aim is to establish a genuine sharing of Major improvements have been made risk and reward and at Immingham in right time departure early resolution of through the use of control boards. This issues through open, has improved the right time departures Your local Area runs events all year round. There are opportunities to see how others honest and transparent from 50 to 65 per cent.IRO Freight is expected work, broaden your experience and add to your professional development. collaboration and to grow quickly, with expected market communication. share rising from per cent in Visit the23website to2011 find out more… Suzanne concluded through to 57 per cent in 2043. with an overview of the communications St Pancras International visit philosophy adopted, etwork Rail (High Speed)’s and access arrangements operations delivery required by the manager at St Pancras Alliance. The Norton International, Brian Lynch, Bridge flyover is not gave 16 IRO members a just a new railway fascinating backstage tour of London’s but involves 11 new international station. The introduction bridges, river diversions, started with Brian giving those on the major environmental visit an appreciation of the challenges of mitigations, pipeline running not just a 24-hour station, but diversions and also one which deals with huge volumes numerous changes 1 high-speed commuter, 2 of commuter, to roads and airport, long-distance, and international footpaths. Effective passengers from four different train South West Area: South West Area: Operations Experience Day – communication and operators. Modernising the Western Route – Swindon October 2012 West Somerset Railway, Minehead October 2012 stakeholder engagement We were shown around the station extending from local operations of Network Rail, East Parish councils to the DfT has been Midlands Trains, Eurostar, First Capital requirements, scheme challenges, vital to the success of this. The project Connect, and Southeastern High development of the alliancing structure, was shortlisted in the Excellence in Speed and were told how they all need communication and access strategy Environmental Sustainability category to interact while keeping their own and achievements to date. She wove at the 2013 European Rail Congress customers at the forefront of what they each of these topics into a rich picture Awards and has won accreditation do. The logistical challenge in providing and showed how SAIP fits closely with under BS11000, the British Standard for all this, keeping those four customers the Midlands area theme this year of happy (and all the retailers), as well as ‘Delivering a sustainable and future-proof collaborative working. You can read more about the the added complication that most of the railway for CP5 and beyond’. Staffordshire Alliance in the Midlands station is owned by a pension fund was For SAIP the customer objective is Area Newsletter quite apparent and one I’m sure none about faster, more frequent services us envy – especially given further with improved reliability, delivered midlands-news/ restrictions imposed by English Heritage. by two extra off-peak trains per hour



C o


June 2014 Page 33

F n d lo

Become a member at

» Early notice for advanced conference booking…

operations learning from 2013/14 extreme weather Friday June 13th 2014 at Charing Cross Hotel – All-day Book online at… » Members – £96 inc. VAT » Non-members – £120 inc. VAT

Conferences Where it all comes together…

Valuable opportunities for members to learn and share knowledge Your local IRO Area runs events all year round. Opportunities to see how others work, broaden your experience and add to your professional development. Visit the website to find out more…

1 North East Area: Social evening – Huddersfield. Mar 2014.

Page 34 June 2014

2 Irish Area: Ciaran Masterson receives library – Dublin. Apr 2014.


Diary of events 13 June 2014: IRO Conference Operations Learning from 2013/14 Extreme Weather at the Charing Cross Hotel, London – all day event Visit our website at whats-on/ for further details on how to book, or contact the office on 03333 440523

All speaker events are normally held (unless otherwise stated) at the East Coast Academy, Platform 9, York Station, 17:00 hrs for a 17:30 hrs start. If you would like to attend any of these events or for further details please contact David MonkSteel at Events start at 17:30 for 17:45

Irish Area For information on Irish Area events contact Hilton Parr at

North West and Wales Area 25 June 2014: Simulator visit and FTPE presentation This event will take place at the Ardwick Depot, Manchester and will be preceded by a presentation on First TransPennine Express’s progress towards the HUB 15 July 2014: Joint IRO/CILT event: Summer canal cruise Departing and returning to Castlefield Wharf in Manchester 26 July 2014: Family social event The North West and North Wales Area council is organising a trip to Liverpool and Birkenhead If you would like to attend any of North West Area event, please contact Tricia Meade at For general membership enquires please contact Carl Phillips at

South East Area 9 June 2014: Depot visit Find out more about how the Willesden TMD operates on a daily basis and the challenges it faces as LOROL increases its Class 378 trains from four carriages to five by April 2015. Time 16:00 to 19:00. Contact: Rob Mawby at 14 July 2014: Creating a customer-focused operations culture This presentation by James Burt, service delivery director at Southern, will be on creating a culture within railway operations that is focused towards the customer. Contact: David Pinder at For further information on the IRO South East Area contact Jonathan Leithead at

Midlands Area 14 June 2014: Summer family day 2014 Join us on a visit to the Gloucester Warwickshire Railway, for a fun day exploring this thriving heritage railway. Known as the ‘Honeybourne Line’ the Gloucestershire Warwickshire Railway is an ideal day out for the family Time 09:00 to 16:00 For information on Midlands Area events contact Julia Stanyard on 0121 345 3833 or email:

Young Operators To register your interest in IRO Young Operators events, please contact Petr Mikyska at

Scottish Area For further information on the IRO Scottish Area please contact Jim Douglas on 0141 354 5684 or email at North East Area 10 June 2014: Visit to a driving simulator Details of this event will be confirmed in due course 26 June 2014: Visit to Doncaster PSB (Power Signal Box) A visit to the Doncaster PSB on the East Coast Main Line followed by a social evening in Doncaster 8 July 2014: Visit to Neville Hill Depot, Leeds 15 July 2014: Visit to the National Railway Museum, York Join us on this visit to the National Railway Museum for an interactive experience of signalling through the years, hosted by Phil Graham 19 August 2014: Visit to Bombardier, Derby & EMCC Derby The visit to Derby will include a visit to Bombardier and East Midlands Control Centre for a talk about the Nottingham re-signalling scheme

South West and Wales Area For information on South West and Wales Area events contact Martin Bonnington by email:


More details of area events are listed on the website at

“The benefit is not only getting to see something that is relevant to the railway industry, but just as much about who you find yourself on visits with. I’d recommend anyone to just try an IRO event, you can benefit and enjoy yourself at the same time.” Kylee ee Brown Area Delivery Assistant N.R. Scotland

3 Midlands Area: The Staffordshire Alliance presentation Birmingham. Apr 2014.


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June 2014 Page 35

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Delivering the goods Chris MacRae

Light at the end of the tunnel The Freight Transport Association welcomes Eurotunnel’s announcement that it is committed to reducing the current level of freight track access charges by up to 50 per cent says Chris MacRae


his follows an ongoing European Commission investigation into the Channel Tunnel charging regimes and the decision by the Channel Tunnel regulator (the Intergovernmental Commission or ‘IGC’) obliging Eurotunnel to make its Channel Tunnel costs more transparent- a key element in determining the level of track access charges. In 2011 FTA asked the European Commission to investigate the charges under the various EU rail directives, including those on transparency of costs and charging rules. To assist the Commission with its inquiries, FTA submitted a report showing that a 40 per cent cut in rail freight tolls would lead to a more than doubling of freight trains through the tunnel. FTA very much supports the statement made by Eurotunnel as this crucially recognises that freight access charges need to be substantially reduced to boost freight traffic through the tunnel. This is great news for shippers, the rail industry and the environment. FTA warmly welcomes the European Commission investigation and action taken by the IGC, which has paved the way for these freight charge reductions. Our 2011 report The impact of Eurotunnel tolls on through rail freight showed that a 40 per cent cut in rail freight tolls would lead to a more than doubling of freight trains through the tunnel and the saving of approximately 250,000 tonnes of CO2 per year. FTA now looks forward to working with Eurotunnel and its freight management team to promote greater use of the tunnel by shippers as part of FTA’s

ongoing campaign to promote rail freight and mode shift. Exactly the point What is particularly welcome in all of this is that, in its press release on Eurotunnel’s announcement, the European Commission also states that: ‘The Channel Tunnel is not being used to capacity, and a major reason for that is high track access charges. As a result, more freight is being carried on lorries, instead of rail, and the high charges paid by freight operators can be passed onto their customers.’

This is exactly the point that FTA has always made, and that we made to the Commission. Currently only seven freight trains run through the tunnel each day on average, while there is 43 per cent unused capacity. Rail freight companies complain that excessive track access charges and other mandatory charges make it uneconomic to use the Tunnel. While rail passenger traffic through the Tunnel has slowly increased (9.7 million passengers in 2011 to 9.9 million in 2012), rail freight traffic through the Tunnel is decreasing: only 2325 freight trains passed through the tunnel in 2012, down from 2388 in

June 2014 Page 37


Since its opening in 1994, Eurotunnel has been unable to attract a sufficient amount of rail freight traffic for its railway infrastructure. In 2013 there were only seven rail freight trains going through the tunnel every day, instead of the 30 – 40 per day originally envisaged when the tunnel was opened 2011 and 2718 in 2008. Since its opening in 1994, Eurotunnel has been unable to attract a sufficient amount of rail freight traffic for its railway infrastructure. In 2013 there were only seven rail freight trains going through the tunnel every day, instead of the 30 – 40 per day originally envisaged when the tunnel was opened.

The commitment by Eurotunnel to reduce freight track access charges is a direct response to the legal investigation opened by the European Commission against France and the UK for failure to implement European rules in June 2013 on access to infrastructure in the Channel Tunnel. The proceedings cover four different areas: transparency of costs, setting of charges, independence of the regulator – the IGC – and the capacity allocation in the tunnel guaranteed by the Railway Usage Agreement. Under Eurotunnel’s new freight charging regime, a new entrant running trains in the time periods (called ‘intervals’), most used by freight, could benefit from up to 50 per cent reduction in freight charges compared to the current situation. The average charge reduction will vary, but is estimated to be between 30 and 45 per cent. The key measures include: • rail freight tolls for ‘off-peak period’ intervals will be reduced by 25 per cent, while the toll for ‘weekend maintenance’ interval will be reduced by 33.3 per cent • the most expensive maintenance period will be reduced from three to two nights per week

• charges will not be adapted to the inflation rate until 2018 • the current incentive regime, giving rebates to new entrants (ETICA – Eurotunnel Incentive for Capacity Addition) will be prolonged and will apply to more types of freight trains • the security fee imposed on freight operators (‘Frethun charge’) will be eliminated (600 euros France – UK per train) The new charge scheme will be applicable from June 2014 and remain in operation until 2023. Perhaps the last word should go to European Commission vice president Sim Kallas, who said: ‘I welcome Eurotunnel’s announcement because it should pave the way for more freight to use the Channel Tunnel and at lower prices. It stands to unblock a major bottleneck in Europe’s transport network. This is good news for Europe’s businesses that rely on effective and competitively priced transport services and good news for consumers they serve. It is also good news for the environment, as rail is the most energy efficient way of transporting goods.’ Chris MacRae is manager – Rail Freight Policy at the Freight Transport Association










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The group has grown their resource base to between 250-300 highly skilled individuals with offices in Hatfield (UK), Dublin (Ireland) and Melbourne (Australia), successfully completing a range of infrastructure projects both on and off rail. GRCL have appointed an M & E Manager to lead its mechanical and electrical engineering division and are proud to have been recognised by the NICEIC as an Approved Contractor. The M & E Division are also currently working alongside the NICEIC in the development of standards helping to ensure GRCL keep up to date with the latest technology within the industry. Group Managing Director Marco Lombardelli said “This is a fantastic achievement for GRCL and the Global Rail Group as a whole. The new M & E division will integrate perfectly with our in-house Signalling, Civil & Structural design capabilities to support and further strengthen our internal core service offering together with providing turnkey solutions to the railway industry. This will enable Global Rail to design and deliver complex, multi-discipline projects with our professionally qualified, in-house resource base by further strengthening our core capabilities. This is a very exciting time to be at Global Rail Construction Limited. Not only are we involved within key high profile railway projects, specialise in Vitreous Enamel, we have also demonstrated our commitment to growth by recently doubling our head office in size with purchasing the office unit next door to open of our new design suite and Signalling Training Academy side by side on the premises” . The ethos of Global Rail Construction is summed up by our mission statement, which defines our role as “mixing traditional industry skills with technological innovation. Global Rail adopts a flexible management style to empower its workforce to safely meet clients’ needs, while providing the highest quality standards at a competitive price”.

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Page 40 June 2014


Time for a health check Shamit Gaiger talks about the new rigour with which the GB rail industry wants to address workforce health and wellbeing


top press! It turns out that people are a key driving force for business success! Indeed, this isn’t likely to be new information, and most of us will recognise that people strategy has many facets, including skills, talent, rewards, workforce engagement and health. If we home in on health in particular we can uncover a range of issues, including the effects of work on health (for example, poor posture caused by a poor cab design), the effects of health on work (such as where an ailment impacts on the ability to do a task) and general wellbeing. Now the rail industry wants to reinvigorate its approach. Why? Well, poor health and wellbeing among the workforce leads to unnecessary cost. ‘Absenteeism’ caused by impaired workforce health costs the GB rail industry about £320 million every year. If coupled with ‘presenteeism’ (for example, attending work while unwell), it could be as high as £790 million, and the relationship between the two indicators is still not fully understood (at least for rail). At RSSB, we estimate that by working collaboratively and proactively to improve health and wellbeing, the rail industry could save up to £32 million every year. So what are the issues which are increasing risk and cost to GB rail? The first point to make is that this is not just a rail problem. The UK workforce is ageing as people work for longer, so although people may be medically fitter, the health problems they encounter in later life are also brought into the workplace. Health issues such as obesity are beginning to be better recognised at the public policy level. It means that businesses together with government and society have a responsibility and have started to recognise the human and economic costs of compromised health and impaired wellbeing. These all have impacts on businesses’ performance and bottom line. A consistent approach across the industry and promotion of wellbeing can help to address the problem. For rail in particular, since privatisation there has been an absence of rail-specific

senior clinical support to provide advice, expertise and guidance to third party providers and line managers. This has meant both physicians (who have limited understanding of the rail workplace) and line managers being more risk averse, causing unnecessary delay in returning people to the workplace. Lack of clinical guidance in the rail environment has also restricted the number of qualified health providers willing to enter the market. There is also a great deal of variability in challenges facing employers depending on their geographical location and the nature of the tasks they are involved in. Addressing this lack of clinical guidance would help industry benefit from the latest technology and medical advice and ensure consistency of approach that would significantly reduce industry costs and improve employee wellbeing. People and organisations do not have access to sufficient data to understand the issues, target investment and measure success, and if you can’t measure, you can’t manage. The NHS and TfL are examples of businesses that have benefited from benchmarking different trusts or business units enabling targeted investment in health service provision. The GB railway already benefits from cross-industry safety data collection through RSSB in terms of business performance and reputation. The same is possible with health.

railway is an industry where everyone takes responsibility for health and wellbeing and benefits from it.’ The work follows extensive research, consultation and expert working groups and is very much ‘by the industry, for the industry’. The road map provides a series of high level actions against five strategic themes in CP5 and into CP6: industry leadership, clinical knowledge, reporting and monitoring, employee engagement and behavioural change.

New programme from RSSB Having identified this as a business risk with significant opportunities, industry has refreshed its approach to workforce health and wellbeing in a new programme managed by RSSB on behalf of Network Rail, train and freight operators, rolling stock leasing companies, infrastructure companies, suppliers and supported by the Office of Rail Regulation. The programme seeks to increase business performance through a menu of products and initiatives that RSSB members can call upon as required. This led us to develop a high level ‘road map’ which outlines industry’s shared vision that ‘the GB June 2014 Page 41


A cross-industry policy group has been set up to take this forward. Collaboration across the industry will yield significant benefits to individual rail businesses. Collective promotion and support of industry effort creates consistency of approach within the industry and between third party providers. Sharing good practice improves management approach, saves time and increases knowledge. Overall competency of line managers and use of health professionals can be increased and in turn reduce absenteeism and improve our workforce health and wellbeing. Improved wellbeing can mean a boost to individuals’ capabilities and happiness and to employee relations, as well as reducing unnecessary costs and improving the overall sustainability of the organisation and the industry. In terms of sustainability, health is directly relevant to many of the industry’s Sustainable Development Principles, including ‘Being an Employer of Choice’. We have already published some material to kick-start the programme and raise awareness of the importance of the issues. This includes six booklets designed to help individual companies develop health policies about addressing: • proactive health policy • internal health relationships

• • • •

health surveillance and screening mental health and stress getting people back to productive work employee wellness and engagement

We have also published research into the costs of impaired health, health data collection and usage, occupational health provider relationships, internal health relationships and health standards. Looking forward, the policy group will

focus on setting the industry’s direction in health and wellbeing; specifically promoting a board room commitment, developing cross industry data collection and building clinical knowledge to support industry. For more information, go to the Health and Wellbeing section on our website at Shamit Gaiger is head of national programmes, industry strategy at the RSSB


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Articulating the vision beyond carbon Shamit Gaiger talks about how the industry’s Sustainable Rail Programme is embedding sustainability in behaviours and policy


ail is inherently sustainable. A low carbon, social good that is critical to the infrastructure of the country, helping to connect people with jobs, families and friends. As an industry, all we need to do for sustainability is get more people on trains (ideally out of their cars), and anything more than that will just add unnecessary cost. It’s a position we often hear at the Sustainable Rail Programme (SRP), and it does have certain merits. Rail is, currently and on average, a relatively low carbon transport mode. It does provide a socioeconomic service to the economy (hence the subsidy) and is a critical element of our transport infrastructure. It is when we get to the ‘why try harder’ argument that we would start to diverge. As well as having some inherent advantages, the industry faces some significant challenges that mean a greater focus on sustainability will be an important part of its successful future. We can summarise these challenges as context, cost and competition and many parts of the industry are already taking these on. Context In 2009 RSSB published the Rail Industry Sustainable Development Principles on behalf of the Sustainable Rail Programme. The fruit of extensive engagement and dialogue, the ten Principles were an attempt to define what sustainable development means for rail and were endorsed by a crossindustry group of executives. The industry has supported the Principles, with many organisations using them to help define their own strategy and priorities. Not unreasonably many in the industry have also said that, ultimately, government sets the agenda, and if this is important then it needs to be part of policy. Government has responded. In its 2012 command paper, Reforming our Railways, DfT said it ‘intend(s) to embed the industry’s sustainability principles in those projects where government is the principal funder and sponsor’. And it has been true to its word. HLOS 2012 (The High Level Output Specification) required industry to set out plans to embed the Principles, with Network

Rail now making significant progress in this area. The recent East Coast ITT requires a sustainability strategy, as well as carbon targets and zero waste to landfill. While in Scotland, seven per cent of the overall scoring of bids for the Scotrail franchise will be based on sustainability requirements. As the industry faces a huge turnover in franchises in the next five years, sustainability will be of importance not just to winning bids, but to delivering contracts as well. This could lead to significant challenges. As we’ll see below, rail has focused its attention on carbon reduction, but other aspects of sustainability, for instance around communities and socio-economic impacts are less well developed. A good place to start developing an understanding of the issue is the rail industry’s SD self assessment tool – Link between cost and carbon The link between cost and carbon is wellestablished. With traction energy costs potentially set to rise to around £900 million by the end of CP5 this is an area ripe for potential sustainability savings. In our carbon plan for CP5, Meeting Rail’s Carbon Ambition, we identified potential savings of £110 million by the end of CP5 and £360 million by the end of CP6.

But there are other areas where being more sustainable can save money too. The zero waste to landfill target for the East Coast was based on analysis that showed this could lead to a significant saving in the cost of waste disposal. On employee health and wellbeing RSSB research has estimated that the industry can reduce the direct and indirect cost of absenteeism by £32 million per annum. But let’s be clear, there are also areas where embedding more sustainability will lead to costs, at least in the short-term, and it can be difficult to get pay-back for your investment given the structure of the industry. These are issues which still need to be addressed. June 2014 Page 45


Challenge ourselves beyond carbon The assumption that rail is the greenest form of transport is usually based on it being low carbon. And it can be. On average, rail is still significantly more carbon efficient than travelling by car or flying (though not by coach).

! !






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There are a couple of important riders to this though. The first being that the devil is, as ever, in the detail. The Volvo V60 plug in hybrid (which has four seats) has an official rating of 47g/CO2 per km. While in its 2011 Brighter Planet report, Ryanair claims 99g CO2 per passenger km. Above the rail average, but less than a Class 221 according to 2007 data; 2007 may seem out of date, but then which is likely to have improved faster, rail or air? And this is the second rider, innovation in rail is painfully slow and asset lives are very long leaving us with a significant technology

challenge. Especially if, as initial figures suggest, the IEP delivers trains which are barely, if at all, more efficient than the trains they replace. This is not just a question of engine efficiency though, as driverless cars are trialled in Gothenberg and ‘road trains’ are being extensively researched throughout Europe arguments about congestion and ‘free time’ may come under scrutiny too. Beyond carbon, the motor industry reports on a set of 21 sustainability indicators (OK so they are not all great indicators), and aviation has seven sustainability goals. Isn’t it about time rail set out it’s vision? We have a challenging ambition to reduce traction carbon by 38 per cent per passenger kilometre for CP5, should we not similarly challenge ourselves in other areas? Way forward However, just as lazy assumptions about rail’s inherent sustainability are easy, so they are about the industry’s lack of progress and speed of change. Actually much is happening. When the SRP recently reviewed what operators were doing to meet the CP5 carbon ambition, we were expecting that the hiatus in the franchising programme may have led to a hiatus in investment. Not so. In fact the data suggest that the industry is 70 per cent of the way to meeting its ambition, only two months into the control period. Driver advisory systems are taking root in

the nation’s rolling stock (commendation to Arriva for fitting its whole fleet), hotel loads are increasingly being shut down when not needed, whether though software or policy. Simple steps, but they will save carbon and money. The industry is also well on its way to commissioning an embodied carbon tool for use by the whole industry. This will help to really understand our total carbon footprint and where we can get best value in reducing it. Operators will soon be reporting on a standardised environmental data set, giving greater understanding of performance across environmental issues, at an industry level and enabling future targets and strategies to be smarter. Meanwhile the changes in franchises should lead to a step change in what it is possible for the industry to deliver. As we move forward into CP5, the SRP has a new chair in Clive Burrows, engineering director for First Group. Together we will be implementing a programme that will both support the industry to meet the current challenges and opportunities, while also championing a more ambitious agenda for the future. If you’d like to get involved, let us know – contact Shamit Gaiger is head of national programmes, industry strategy, at the RSSB

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Lucchini UK is part of the Lucchini RS Group of Italy, specialising in the machining of train wheels and axles, the assembly of complete wheelsets for new passenger carriages and the maintenance of train wheelsets and gearboxes. The plant in Trafford Park, Manchester, claims over 100 years of involvement in the rail industry, however it belies its age: since purchasing the site in the year 2000 Lucchini RS has upgraded the facilities, investing £15m to make it a “one-stop shop” for any activity related to passenger and freight wheelsets and gearboxes. Lucchini UK has met with outstanding success promoting the high quality of its products and developing a close relationship between Staff, Customers and Suppliers, in particular via its Continuous Improvement Programme called LukoMotion. The company commitment is constantly to update its machining capability and its non-destructive testing technology, keeping up with customer demands for top quality, service and flexibility. The company is approved to ISO 9001, ISO 14001 and OHSAS 18001 and to the Link-up, IRIS and RISAS schemes. LUK’s parent company in Italy is at the forefront of the design and manufacture of wheels, axles and wheelsets, with its own steel production, R&D laboratories and state-of-the-art facilities for wheel and axle manufacture.

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June 2014 Page 47

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RS Railways B.V., headquartered in Rotterdam is one of the leading private railway companies in Europe. Founded as an intermodal Operator back in 1994 for maritime volumes, ERS Railways diversified in the meanwhile into a maritime and continental operator/ traction provider and delivers customer driven railway solutions throughout Europe.

Sustainability is key to our business Now and in future ERS Railways runs its long distance trains only based on electric long haul locomotives.In 2010, ERS Railways joined EcoTransIT in order to have access to a trusted source of information about emissions produced respectively saved.ERS Railways is authorized to issue certified reports on the amount of CO2 and other emissions saved. Reducing noise emissions by 50%? We are aiming to achieve it. On the noise reduction side ERS Railways together with our partners started a project introducing low noise brake systems. After the conversion to so called LL – brake blocks the wagons produce 10 decibels less (a halving of the perceived sound by local residents) on 30% of our trains running through the Rhine Valley. We plan to continue such kind of projects and are pro – actively searching for such kind of improvements, says Frank Schuhholz, Managing Director of ERS Railways. A wide range of rail solutions ERS Railways provides daily connections to and from several terminals in The Netherlands, Germany, Poland, The Czech Republic, Switzerland, Austria and Italy. ERS Railways also provides domestic rail services. Please visit our website and find out what we can do for you, by making use of our route planner. Contact details of our Sales departments Germany: +49 The Netherlands: +31 Poland: +48 Czech Republic: +42

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A valuable chain A long-term view on a customer-driven supply chain is the way to go for rail SME’s says Chris Williams-Lilley. In that way they move to more rewarding and collaborative working relationships


eflecting on the recent appointment of Dr Francis Paonessa as the new MD of Network Rail Infrastructure Projects, I feel confident that the overhaul of the rail industry supply chain is going to continue. The responsibility of delivering a £25 billion programme of enhancements and renewals using traditional construction industry methods (master-servant), is being dismantled and new procurement principles adopted. The rail industry has embraced a collaborative approach where operations are streamlined, with principal contractors able to deliver far more value than ever with a strong and resilient supply chain methodology. Indeed, over the past twelve months, Rail Champions has delivered a number of high impact workshops on the southern multifunctional frameworks’ implementing breakthrough customer-driven supply chain strategies and successfully raising the profile of lower-tier technology providers. Quite deliberately, we set forth a challenge, aligning bid strategy with the greatest needs of the customer (e.g. Network Rail). In doing so, partners were

able to gain a unique perspective on how each supplier was able to meet the challenge of collaboration, competence and transformation to a sustainable supply chain. First we looked at the culture, reconnecting management with their vision, mission and values. Inevitably, some recognised early on that success in the future would depend on the willingness of the business to adopt new practices and focus on change. Customer-driven supply chain strategies should span three to five years, so if you’re looking at your strategy for CP5 today, you should also consider what the world will look like when CP6 and 7 are being tendered. All companies need to adapt for the future, taking into account behaviours and values of each team member. Only then can innovation and talent be harnessed, utilised and shared within the ‘partnership’. Fresh ways of thinking Network Rail’s appointment of Paonessa is seen by many as a sign that it too is determined to introduce fresh ways of thinking. For example, at Bombardier, Paonessa successfully managed a range of largescale, complex projects and led a major culture change programme. He achieved a significant increase in productivity across the business and led his teams to win orders with Southern Railways and Transport for London. His legacy to the good people at Bombardier (and Derby) was the £1.3 billion contract to provide the next generation trains and depot for Crossrail – a major boost for the business after it lost out to Siemens on providing trains for Thameslink. Here’s the key: Paonessa and his team argued for and won £20 million of investment from the parent company for a new rolling stock platform to form the backbone of its Crossrail bid. Taking a consultative approach, Paonessa spoke with individual train operators and rolling stock owners to find out exactly what they wanted from their new trains. The final solution was a modular product

that could be easily adapted for differing needs. Look to the long-term or struggle In summary, we remind business leaders that sadly there are still some SME’s that exhibit a ‘ready-fire-aim’ culture. In these companies there is little appetite for planning or strategy development – sometimes even at bid stage! People are just too busy with their day jobs. These companies will find the future demanding. Rail Champions is helping more and more SME’s to deliver effective supply chain strategies that engage customers, that are easy to implement, and deliver sustained value on project roll-outs. The trick is to set realistic targets and develop a programme that is understood and makes everyone accountable, all of the time. Not only will your customers thank you, they may say you’re not just good, you’re ‘consistently good’. In that way you move away from low value transactional business to more rewarding collaborative relationships – becoming a trusted supplier who is able to contribute to organisational issues. Chris Williams-Lilley can be contacted at June 2014 Page 49

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No harm done? We need to view our transport infrastructure investment in the wider context of the Climate Change Act and our international commitments on biodiversity says Joan Walley


etter safeguards need to be implemented if the harmful impacts of HS2 are to be minimised is the warning the Environmental Audit Select Committee gave to government in advance of the second reading of the High Speed Rail (London-West Midlands) Bill last month. Since then events are moving at such speed that it is difficult to see exactly how the environmental aspects of HS2 are being fully taken into account. But taken into account they must be. We need to view our transport infrastructure investment in the wider context of the Climate Change Act, which commits the UK to reduce our carbon emissions by 80 per cent by 2050. The Act established the Committee on Climate Change to advise government on how best to achieve this reduction and the Committee’s subsequent advice makes it clear that transport has a key part to play. The delivery of HS2 should not be immune from the step change in transport and planning policies that this will entail. But it’s not just climate change policy that should be guiding us but our international commitments on biodiversity as well. For all the talk on the environment, the planning of HS2 to date does not meet our stated aspirations. For a start the government’s aim of ‘no net biodiversity loss’ is not good enough - it should aim for the environemntal gains that the government promised in its White Paper on the Natural Environment. In any case the government cannot demonstrate it will cause no net harm because it has still not surveyed all of the land to be used. It is imperative that a major investment on this scale has proper environmental safeguards and that impacts are minimised. This means adopting stringent environmental safeguards and setting aside adequate funding to ensure these are met. That won’t happen if HS2 Ltd is able to avoid implementing safeguards if they consider them to be ‘impracticable’ or ‘unreasonable’. This is too easy a get out clause that risks relegating environmental concerns to the periphery. I believe that Parliament, in its capacity as the planning authority for

HS2, should now ensure that everything possible is done to minimise damage to ancient woodlands and Sites of Special Scientific Interest (SSSI) and that where loss is genuinely unavoidable, compensation should be applied to the fullest extent possible. I ensured that the further parliamentary debate to commit the HS2 Bill to a Select Committee of the House considered these issues by tabling an amendment which, if accepted, would have instructed the HS2 Select Committee to deal with environmental concerns by commenting on and reporting to the House of Commons any issue relating to the environmental impact of HS2.

of the environmental assessment directives. During the debate the Minister gave an assurance that ‘if a petition includes environmental information that does not touch on the principle of the Bill, it is wholly within the scope of the (HS2 Select) Committee to consider that. If the Committee considers that some reasonable and practical mitigation could be introduced to address the issue.’ This means that the role of the Select Committee of the Hybrid Bill is now doubly important. I have written to the chair of the Committee emphasising the importance of environmental considerations and I hope that they will cover such concerns when taking their

I don’t think that this is asking too much – especially in the light of the shortcomings of the process so far, in particular the failure to take on board the formal requirements of the Strategical Environmental Assessment. Indeed, there is a clear expectation that Parliament ensures that the Hybrid Bill process will deliver the requirements

evidence in respect of petitions presented to them. To do this effectively, they will need expertise, and it is vital that this is available to them. Those who value nature will be watching closely just how effective Parliament will be in delivering this. Joan Walley is MP for Stoke-on-Trent North June 2014 Page 51

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Sustainable rail – myth or reality? The construction sector supply chain does not currently have adequate capacity to deliver more sustainable solutions says Shaun McCarthy. Luckily the Supply Chain Sustainability School offers a great opportunity to solve this potential market failure


nce upon a time all the rail industry had to do to help save the planet was to get more people out of those nasty smelly cars and into nice clean trains and the problem would be solved. This may have been good thinking 10-20 years ago but is it true today? It could be argued that modal shift has been a success. Rail travel numbers continue to rise but is it really the most sustainable option? Car use has been discouraged by a combination of legislation and financial instruments. EU legislation to clean up exhaust emissions and the endof-life vehicle directive have combined to ensure that cars are cleaner both during their lives and at the end of their useful life. Financial instruments such as fuel duty, road tax, company car benefit in kind linked to emissions, not to mention unprecedented fuel prices, should have priced cars off the road. However, the insatiable demand for individual transport and a competitive car industry have combined to deliver technical innovation to provide cheap, reliable, efficient, clean cars. Today I can buy a premium brand car that seats four people in comfort which is capable of 120g/ km or less. If I put three of my mates in it this would equate to 40g/passenger km,

approximately half that of the London Underground system. I can’t compare this with any confidence to other rail operations because I don’t believe there is reliable carbon emissions data available. The rail sector has simply had less legislative and competitor pressure to define and reduce emissions and does not even have reliable base data from which to develop a coherent plan. The franchise model is not helpful either, it does not encourage long-term investment and there is very little focus on sustainability in the bid process. Of course carbon is not the only environmental argument for rail travel. We must consider congestion and local air quality too. The car industry will not solve all these problems but all-electric cars with zero tailpipe emissions are already on our streets and the Orwellian prospect of driverless cars is probably not far from reality. I am not an advocate for car transport. I have a car but use it very little. At least 95 per cent of my business travel is by train. I find rail travel marginally less stressful and significantly more efficient. I can work on a train to extend my working day; I can’t do that in a car (yet). My rail industry colleagues will argue that trains are different; they last a lot longer than cars, product development

cycles are a lot longer and there are fewer manufacturers in the world due to the high cost of entry. Trains are also very expensive, the capital cost is so high that the business case for a more economical option is hard to make if the initial capital outlay is higher. Trains losing the carbon battle to cars It seems to me that trains are losing the carbon battle to the car but an overcrowded nation such as ours needs good public transport infrastructure and we are seeing significant investment. But is this infrastructure sustainable? The news here is better but we still have a long way to go. In the past decade, the construction sector has been forced to consider its sustainability impacts. Initially this was from direct action by NGO’s, the protests at Twyford Down and the Manchester Airport runway (remember Swampy the Mole?) were the first wake-up call for major clients, the seven-year public enquiry for Heathrow Terminal 5 led to the first major infrastructure project to have a significant sustainability plan. The promise to deliver ‘the most sustainable Games ever’ for London 2012 led to a rigorous sustainability plan from the Olympic Delivery Authority and independent assurance by the Commission for a Sustainable London 2012. I had the honour to chair the Commission throughout its life from 2007-13. Construction contractors began to realise that the intelligent client of the future will require them to deliver more sustainable solutions and to be able to demonstrate their achievements with June 2014 Page 53


hard facts. In the rail sector, mega-projects such as Crossrail, Thameslink and Great Western Electrification are setting the bar very high and holding their supply chains to account for delivering on their promises. However, this remains patchy and there are still examples of projects setting very low ambitions and seeing sustainability as an optional extra. Supply Chain Sustainability School The construction sector is a difficult one to influence. It comprises a small number of major players at the top who deliver very little themselves, they attempt to control a deep and wide supply chain comprising literally hundreds of thousands of subcontractors, consultants and suppliers. This supply chain does not have adequate capacity to deliver more sustainable solutions and we are heading to a situation where main contractors will have a very small pool of competent suppliers and a very large pool of less competent ones. This will lead to the competent few winning the work and being unable to deal with demand, and the incompetent many either surviving by delivering the many less sustainable projects or going under. Basic economic theory says if you have a small number of suppliers for a large amount of work the price will go up, perpetuating the myth that sustainability costs more. The villain here is not sustainability but bad supply chain management.

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About the author Shaun McCarthy OBE FRSA, MCIPS, MIEMA is an independent advisor, author and speaker in the field of sustainable business policy and practice. His portfolio includes: • director, Action Sustainability, a niche consultancy business with a social enterprise mission to inspire sustainable supply chain management   • chair, Supply Chain School, a collaborative initiative in the UK construction industry to build sustainability competence on the supply chain  • advisor, Transport for London, expert advisor to the non-executive Safety and Sustainability panel,  • advisor - Rail Safety Standards Board (RSSB) and Department for Transport, advising on incorporation of sustainable standards in national rail franchises • board advisor, Lafarge-Tarmac, expert advisor to the merged manufacturing business • director, Greenshoots Foundation, a charity mitigating the carbon emissions of a major corporation and delivering local social benefits   • commissioner, London Sustainable Development Commission, a strategic advisory body to the Mayor of London  • 2006-13 - chair, Commission for a Sustainable London 2012, an assurance body directly advising the Mayor of London and Olympics Minister  

I am pleased to see the construction sector has worked this out and has set aside traditional competitive rivalry to develop the Supply Chain Sustainability School. Launched in June 2012, this was a collaborative initiative by seven major contractors which has grown to 15 by May 2014. I have the privilege of chairing the leadership group for this programme of work. It is a virtual learning environment for the supply chain with some smart software to enable companies providing 170 different categories of supply to perform a bespoke self-assessment relevant to what they do. They receive a ten point action plan selected from more than 500 carefully chosen resources based on what they do and how much they currently know. They can re-assess to get another ten actions, then another ten, then another ten etc. 5,000 companies are taking part in this initiative now; this is still scratching the surface of the industry but it is growing at a rate of 250 new members per month and new groups within the School are starting to attract new partners. I hope the likes of Network Rail, the Highways Agency and National Grid will join the infrastructure group this year and that train operating companies join the facilities management

group. Collaboration is key to solving this potential market failure. Embodied carbon is a growing issue. This is about how much carbon goes into things that are manufactured or processed. This is a complex subject that needs to be addressed by the industry in a consistent and pragmatic way. I am pleased to see that the industry, led by RSSB, has worked together to select a common platform to measure embodied carbon but we are still a long way from arriving at a consistent way to administer the data to ensure a reliable set of assumptions. Car manufacturers can measure this down to the last washer so we still have a lot of catching up to do. Chris Williams-Lilley of Rail Champions says: “It’s no secret that sustainability is a core part of Network Rail’s plans to deliver a safer, more efficient and more reliable railway, which is underpinned by strategic goals linked to responsible procurement and community engagement. In order to be more effective in achieving these goals, suppliers to the rail industry need to quickly grasp the principles of CSR and supply chain management. Our recent work with Action Sustainability (The Platform Sessions, Infrarail 2014) discussed business strategy; what is required to accomplish those CSR goals, the speed and direction of travel, together with a clear understanding of the bigger picture. The aim of the Supply Chain School is to engage with other business leaders and develop a deeper understanding of the strategic thinking behind sustainability, which can then be applied within their own business units. The school is a great platform to present findings and share research on supply chain trends supported by a number of innovative case studies and high impact workshop sessions.”

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At the risk of opening a can of worms, I think you’ll find the green sector has been fairly quiet on HS2...We’ve had the discussions and I think there’s a level of agnosticism


What is Forum for the Future? e’re one of the leading sustainability charities that work in partnership with business. We see that we have to make some major shifts in the world’s systems so that they’re ready for the future – which we call ‘the Big Shift’. We’re in the early stages of this, and while it’s beneficial to have the green consumer approach and do a little bit here and a little bit there, it doesn’t get you through the big transition, so the main focus of our work is around systems thinking and systems innovation. As part of that we have two sector-based programmes, around food and energy. I’m in the energy team and lead the work we do on transport. A lot of people hear the word ‘energy’ and think of electricity, but it also covers gas and liquid fuels and in fact the whole transport system, which constitutes roughly a third of our energy use and emissions. What are the biggest opportunities for sustainability in rail? Rail is the only long-range mode of transport which has the potential to be entirely sustainable right now. Electric rail driven by a sustainable electricity grid is something that can work forever, even with current technology. None of the other transport systems are so advanced in that sense: we can’t go on indefinitely with our current cars and trucks because there aren’t enough fossil fuels. Bicycles we can certainly go on with but I’m not going to Birmingham on my bike. So rail in my view is effectively the backbone of a sustainable transport system. We just have to make sure we don’t think of it by itself. But rail has to make sure that it doesn’t get complacent and that it builds on its position and becomes the truly sustainable mode of transport it has the potential to be, because it isn’t there yet, particularly in this country where we still have a large diesel sector. Some of our continental neighbours have a different state of affairs - in France they’re probably closer to true low carbon rail, with the big proviso that a lot of it is powered by nuclear power. I guess it’s more than an opportunity – it’s that we’ve got to go that way really... Yes absolutely. However I think one of the main challenges for rail is that cars have made very great progress. There have been major falls in tailpipe emissions and we have electric technology for them. The car industry is clearly not there yet but has moved forward in leaps and bounds, and if you look at the recent progress made in emissions and indeed energy use, it exceeds the progress made in energy terms by rail. Page 56 April June 2014


Rupert Fausset Rupert Fausset, principal sustainability advisor, Forum for the Future, spoke to Lorna Slade about the Big Shift, rail as one part of a sustainable transport system, potential changes in car use benefiting the industry, and how he would spend the HS2 budget

Rupert Fausset An expert in energy and transport, Fausset has led Forum for the Future’s work on sustainable mobility for the last four years, working on projects including improving understanding of driving behaviour by families as part of Shell’s Smarter Drivers, Smarter Choices project, to Forum’s Sustainable Shipping and Megacities on the Move initiatives. After student placements working on guided missiles and a spell as a management consultant in the City, Fausset gained an MSc in Environmental Technology from Imperial College and moved into sustainability consultancy, working with large organisations to assess and improve their sustainability performance. His dream project is to take new models of car ownership to scale.

April June 2014 Page 57

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RAIL PROFESSIONAL INTERVIEW So rail has had a tendency to think it is the green mode, and that’s true, but it’s not there yet. It has the potential as I said. So it can’t get complacent... That’s right. It’s also about perceptions. Most people at the moment, probably quite correctly think rail is greener than a car, but I was conscious, and I’m probably one of the relatively few people who are, as I sat in my car on my way to the West Country with my family, that we were lower emission per person than if we’d been sitting in an HST, because a diesel HST has 70gms on average per passenger kilometre, and the three of us were sitting in a hybrid car that comes out at around 50gms or so each. If you get that shouted in a media piece for example, given the way figures are cherry picking picked that could make people think: ‘Hang on a minute maybe trains aren’t so green after all’, when in fact they are, and certainly have the potential to be. Electrify the route and keep up the grid decarbonisation and it’s a different story entirely. What’s the biggest challenge? The hardest thing the UK rail sector has to deal with is probably its structure, which is awfully complex. There are an enormous number of distractions in the franchising system which means that’s where everybody’s energies are focused even when it goes right, let alone on making a more sustainable railway and ensuring it’s at the heart of a sustainable transport system for the country. There’s a lot of talk about rail integration, whether with other modes or within its own system, and we just need it to work better together, whoever owns it. But that’s going to take a long time to sort out and I don’t think we can afford to wait. In the shorter-term, putting aside the question of structure the core need is electrification. Probably not everywhere - there are rural parts where it wouldn’t make sense. But we have to push on with keeping down industry emissions and making sure there are no adverse headlines to ensure rail retains its advantage, which it does have, against cars, or in comparison with them. There are a good chunk of innovations underway in the industry, driver advice systems and so on, but in some ways those good initiatives have happened despite a lack of the right incentives in terms of how energy is paid for, whether it’s measured, that kind of thing. Many car drivers might be amazed to know that even having an electricity meter on the train, and charging accordingly is a very new development in the industry, and still far from universal. But this is essential if rail operators are to get returns for energy efficient operation. A 2013 seminar hosted by the Institution of Mechanical Engineers debated whether carbon matters to UK rail, which accounts for 0.0076 of the total world output of CO2. And if it meets its reduction target of 10 per cent by 2030, that would equate to just 14 minutes of China’s output. You could say this next breath I’m going to take and the next three breaths will be a tiny proportion of breaths I take in my life so why bother? The fact is it all adds up. And what is more, as the rest of the economy de-carbonises, if one industry doesn’t change it gets bigger and bigger as a proportion of the rest. If we take aviation, if it doesn’t decarbonise and the rest of the economy does, it could in some scenarios, by 2050 make up all of our carbon emissions, absolutely all of them. And rail likewise - if it doesn’t decarbonise it would not only make up a much larger proportion it would look really silly. So the whole economy has to decarbonise massively, and we have to completely decarbonise our electricity supply, not just by 5 or 10 per cent. The hardest area to decarbonise is heat and also aviation in my view, so those which can do so easily need to do so, and rail is THE most ‘de-carbonisable’ sector. An article in The Rail Engineer last year quoted Iain Flynn of London Underground who talked about an ‘inconvenient truth’, that ‘no matter how much we cut the [CO2] numbers, delivering more capacity is the key priority.’ Here the real issues are modal shift and the social value that, for example, LU’s services facilitate. The social value of rail is enormous and none of this is about

Rupert Fausset slimming down rail, which has a preferably, growing role in transport. And that’s why, in some of our work with the rail industry we’ve seen organisations quite recently focusing on cutting their emissions. But the thing is, is it correct just to be cutting your emissions if, for example, that’s achieved by cutting services? If you’re growing your services and taking people out of cars then you’re delivering an overall cut, even though that doesn’t come out of your own bucket if you’re a Toc for example. So in our view when you’re a sustainable solutions provider, which rail is, then it probably makes sense to focus on relative emissions reductions, so that’s on a per passenger km basis for example.

Lorna Pelly wrote a piece on your website about the Engineers of 21st Century programme, in which the Highways Agency, Network Rail (supported by RSSB), Atkins and Balfour Beatty tasked their young engineers to develop a way of assessing and managing the whole-life carbon of an infrastructure project. The embodied carbon in rail is something that’s been rather neglected so far so I think that’s a good question. I have seen one or two possibly slightly cherry picked numbers from the US where people were making the case that when you counted embedded carbon in, rail was higher carbon than certain other sectors – aviation for example. Those figures didn’t actually make sense when you compare them properly, but I think the point is well made that with a big chunk of concrete in particular, and plenty of other items required in building a new rail line, you do need to take account of embodied carbon. You’ve got initial construction and then subsequent maintenance, and that’s not really measured much at the moment. I think that’s changing though and an embodied carbon tool is being developed for rail, but it’s harder to measure than emitted carbon – you’re trying to work out what’s in the infrastructure fabric and consumables and where it came from, and that requires enormous supply chain knowledge. Network Rail has launched its Sustainable Development Strategy, and new contractor tenders need a minimum of 5 per cent allocation to sustainability. But does the company make the principles involved clear enough? That’s a detailed issue and not an area of specialisation for us. Sustainability covers a whole bucket of issues in a wide-range of areas. I’ve talked about energy consumption and carbon emissions because that’s the elephant in the room for global sustainability. But there are all sorts of other things – noise, local area emissions, water pollution, embodied carbon, social angles like how well you treat your staff as well as the core issue of safety. Very large companies like Balfour Beatty Rail or Costain are quite capable of managing their own sustainability as long as they choose to do so. But for Network Rail as the overall contracting party it’s their responsibility as well, so in these massive longterm contracts it’s enormously important that you have a very strong dialogue between the organisations so they have the same understanding of what’s required, and that NR is meeting overall rail industry goals such as the Sustainable Development Principles that are laid out in franchise agreements now. In fact the franchise June 2014 Page 59

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RAIL PROFESSIONAL INTERVIEW process is a way in which sustainability can be promoted with these new requirements in the ITT’s. Do they go far enough? We’ll have to see how the bids come in. Probably they will be what is achievable at this point given that the ructions that have gone on with the franchise process. I think we’ll have to see how people respond to it, so the jury’s out on that one. Are there any cultural issues blocking sustainability in the rail industry? All business comes from a business-as-usual position where sustainability was either not there or was a bolt on. The key to moving to a sustainable business is to get your approach to it embedded in the business. It’s been a variable picture as to the progress businesses have made with that. The rail industry has further to go but the RSSB, who we work with, is very active in that through the Sustainable Rail Programme. As you know, rail is a large industry with a lot of people who have been in it for a long time. It has techniques that have been developed over 150 years it takes time to change that sort of culture. But I don’t think it’s ‘antisustainability’, it’s just that change like that takes time and there are so many other short-term challenges. What are the demographic and cultural shifts that you see affecting rail? We’ve seen a dramatic drop in the number of young people with driving licences in the US and UK, and a falling off of interest in cars as cultural icons. This is partly due to economics, things like insurance rising, the financial crisis etc. but also because everyone is much more turned on by their mobile devices – that’s what young people are into so to speak, so we’ve had a drop in car miles and indeed in fuel consumption in the western world, which has led to terms like ‘Peak car’. The Department for Transport doesn’t necessarily think so, but I believe a shift could be taking place. And there are many other innovations – car clubs for example. So these changes, which bring together the geo-locational abilities of smartphones with car clubs, hire bikes and so on, all enable a different approach to transport to take place, certainly in urban, possibly increasingly in suburban, and maybe even rural areas. I think we could look at a situation where you can use cars more like buses, on an occasional service rather than product basis. A car could be parked at the end of your street which you can get into using a smart card; you can go where you want and then just leave it, and if it gets run into then somebody else sorts it out. You never have to tax and insure it and you pay at the point of use. So there’s a lot of potential for that shift in the way people use cars. And who benefits? The answer is public transport. Because if people don’t use cars so often they are around 20 times more likely to use bus or rail. Indeed there are companies who are delivering that service right now – Zipcar, City Car Club: in fact Zipcar has just been bought by Avis as it can see the way the world is turning. And I believe in Western Europe there are public transport companies who have bought or started up car clubs because they know they can benefit if they promote that approach to cars. So could rail companies here take that approach? Absolutely. If you are a rail or bus company or you own both, then promoting car clubs is a way to help people use your own services, and that enables the overall systems approach we talked about. Is rail too insular in its thinking then? Rail does see itself as separate but so does bus. There’s isn’t very much cross fertilisation between bus, rail, coach etc. but we have some companies owning bus and rail groups so there’s the potential for more improvement on that. We hear a lot about modal shift being the answer… We do hear that in the rail industry and it is a good goal, but we

Rupert Fausset have to remember that rail only carries a minority of journeys, so even if you doubled the number of passengers that rail carries, and if, and it’s a very big ‘if’, those people were taken out of cars and they weren’t new journeys, you would only reduce car transport by 10 per cent or so. Is there anything else that rail should be doing in sustainability? Electrification and working with other modes in a systemic way are the two important things, and in terms of the ‘Big Shift’ I mentioned, which helps the whole system, rail should try to buy more sustainable power to support shifts in the grid. That gets into the politics and the equivalent complexities of the electricity industry, which are every bit as difficult as rail. Do you think the coalition government understands these issues for transport? The government has far further to go across the board in the whole of sustainability. This has not been a good period of time for sustainability, which is not to say that it was brilliant under the former Labour government but it has been a harder few years. Nevertheless there are some good policies in place, particularly in supporting renewable energy generation, and that’s a real sign of what can be done. Last winter we had something like 20 per cent of power coming in from wind at one point – that’s a serious contribution. The rail industry is quite an owner of land so it’s possible for it to generate its own power. It’s entirely conceivable – depending on how the incentives go in terms of onshore wind turbines – to put them down a track for example and we’ve already seen solar arrays along stretches of railway in Germany or over a station as at Blackfriars. But these are not Big Shift initiatives. Last but not least, what about HS2 - if the power sector isn’t decarbonised by 2030 then the environmental argument for it could be weakened? That’s true, but it’s a much higher energy user and one of the major things you can do to reduce energy is to go slower. But even if it’s a bit profligate on energy, if you’ve decarbonised the energy system then you’ll be ok. So with a decarbonised grid HS2 can still be low carbon, but if you fail in that you might well find you have higher emissions because HS2 will be much more energy intensive than say a 225 class 91 running up the East Coast Main Line for example. At the risk of opening a can of worms, I think you’ll find the green sector has been fairly quiet on HS2 because it’s fairly ambivalent about it, I would say. We’ve had the discussions and I think there’s a level of agnosticism. We’re probably very thankful it’s not a new airport, but at the same time doubtful that it’s the best way of spending such a large amount of money. We absolutely need capacity increases but is a high speed train the best way when you think where else it can be spent? Of course we need it invested in the rail sector but there may be other ways of doing it. I can understand if you’re in the industry then you would understandably have an interest in the kit, boy’s toys and all that. But this is a £43+ billion project. How would you spend the money? Broadly I would put a large chunk into capacity increases and some of it into wider energy, whether renewables or electrification, because although there are programmes in existence, I think they can go further. One of the ideas we need to move on from is that speed is always better. People are able to use their travelling time so much more productively now, and getting somewhere faster could even be counter-productive because you haven’t had time to prepare for a meeting. That applies widely to the travel industry, for example we are working on making bus travel fun if you have WiFi. Rail is still mostly charging for it and I would suggest it makes it free for everybody so the gap with car driving becomes even clearer. My point is that in a sustainable economy you want to be doing more about quality and less about faster, faster, bigger, bigger. Visit: June 2014 Page 61


Making it work Vivek Madan and Henry Stannard look at the importance of maximising HS2’s economic impact through better supply chain management, integrated local industrial strategies, and a more effective communication programme


he arguments for and against HS2 are well-rehearsed, well-entrenched and well on their way to becoming immaterial. After the second reading of the bill in Parliament last month, it is now inconceivable that a government of either hue would write off the political and economic capital already devoted to it by abandoning the project altogether, notwithstanding any last minute alterations imposed by marginal backbenchers. Regardless of one’s position on HS2, the economic theory that infrastructure projects are a crucial component of long-term economic growth and competitiveness remains as accepted now as in the age of Brunel and Bazalgette. The Centre for Economic and Business Research estimates that capacity limitations in energy and transport

There are countless recent examples of public sector megaprojects that failed to keep costs under control and ended up severely underdelivering against expectations – from the Olympics legacy buildings to the Connecting for Health IT Programme. infrastructure may have constrained the UK’s GDP by as much as £78 billion each year over the last decade. Most of this impact is being felt in the relatively less well-networked English regions, where, according to an Ernst & Young study, FDI (foreign direct investment) projects outside London remained at 24 per cent

below 2010 levels by the end of 2012. Given that HS2 is now all but inevitable, the public debate should also move on. It is essential that stakeholders remain focused on one fundamental issue – gaining value for money for a project that catalyses equitable long-term economic growth and prosperity. There are countless recent examples of public sector mega-projects that failed to keep costs under control and ended up severely under-delivering against expectations – from the Olympics legacy buildings to the Connecting for Health IT Programme. It is important that we learn the lessons from international HSR networks and other UK infrastructure projects that are seen to have been successful– for example the TGV and Heathrow Terminal 5. There are a number of examples of great supply chain practice that HS2 should learn from. Instead of focusing on squeezing margins from the supply chain and passing on financial risks that could lead to supplier failure and in turn to delays and yet more cost, HS2 Ltd should concentrate on where the supply chain can add real incremental value to the project beyond low unit costs. Integrating design and construction teams, as recently seen in the South East Spur section of Crossrail, can minimise unnecessary work and allow better preparations. We can see even more revolutionary examples overseas, such as Deutsche Bahn’s SMEfriendly model of directly procuring materials for its construction services suppliers, or the Alliancing method in Australia, where an ‘open book’ approach to unit costs incentivises suppliers to gain margin by completing works ahead of time or budget while minimising risks out of their control. Robust industrial, social and local transportation plans Although HS2 can clearly help build towards the now in-vogue Germanic vision of a truly balanced, multi-polar economy, it can’t do it alone. A Field of Dreams strategy of ‘build it and they will come’ has been shown time and again to be ineffective – be it China’s ghost cities or Ashford’s now-shelved aspirations of becoming part of the French commuter

belt. In order to gain full value from the investment, the regions benefiting from HS2 will require robust industrial, social and local transportation plans that will lead to two-way traffic along the new route rather than simply expanding London’s already oversized commuterbelt. What is required is an economic development policy that gives stronger comparative advantage to specific June 2014 Page 63


Although the coalition has done rather better than its predecessor in at least beginning to think about an industrial policy, there is still much more to be done. regions in specific industries, based on partnerships between education, local government and business. Only through an exercise which forces strategic investment decisions upon regions and cities will HS2 become a genuine engine for business growth rather than redistribution. Although the coalition has done rather better than its predecessor in at least beginning to think about an industrial policy, there is still much more to be done. The projected phase 1 completion date of 2026 should represent a countdown for government, education

institutions and businesses in the West Midlands to have prepared a clear strategy for using the link to grow the region’s economy. Although this seems difficult, other regions have been able to combine infrastructure investment with local business incentives and education policies to drive economic growth. North Carolina’s Research Triangle Park has fed off a combination of local universities and targeted infrastructure investments and subsidies to become a hub for hightech industries in North America. Closer to home the eventual success of the Welsh Development Agency in growing a manufacturing and services base to replace mining was down to choosing specific industries - automotive and electronics - and making the required economic and social infrastructure investments to attract major employers to the region Move away from sweeping GDP-led arguments In addition to policy decisions, there are other actions that can enhance the economic value of HS2 and begin to change the terms of the public debate away from sweeping GDP-led arguments towards one of local jobs, regional

benefits, and a nationally rebalanced economy that builds momentum and public desire for success. To do this, we need to acknowledge and minimise the potential negative impact of the new line on existing connections and areas. Reinvigorating city centres is likely to be a far more popular cause than creating series of Ebbsfleets, so re-examining second phase plans for outof-town station locations and ensuring the line’s integration with enhanced local transport connections should be put on the agenda today. The Dutch high speed network already allows seamless passenger transition between high-speed and regional/commuter networks on the same ticket – something that is hard to believe would be possible under current plans and operating conditions. HS2 is likely to remain the most expensive and most controversial infrastructure project of this decade. It is vital for Britain’s economic place that we don’t miss out on the unique opportunity it gives us to rebuild and rebalance our economy. Vivek Madan is chair of OC&C Strategy Consultants’ global Infrastructure Services practice, and Henry Stannard is a manager at OC&C


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Learn and deliver Douglas McCormick says that in welcoming HS2, one area we must urgently address is the skills gap across the construction, engineering and manufacturing sectors


he potential benefits of HS2 are abundantly clear. From the opportunity it offers to rebalance the economy, to how it will revolutionise connectivity between key regional hubs, I firmly believe that parliament has made the right decision in supporting it. However, though we have passed another crucial landmark in turning HS2 from a vision into reality there remains more that needs to be done by government, communities and industry to make sure HS2 realises its full potential. At the High Speed Rail Industry Leaders Group we have seen the impact that high speed rail can have on economies and communities first hand and we know that preparation is key if we are to emulate and surpass the transformation high speed rail projects have catalysed across Japan, France, and China. But the social and economic benefits of HS2 will simply not materialise if we are not prepared to welcome them with open arms. One area we must address as a matter of urgency is the skills gap across the construction, engineering and manufacturing sectors. Large scale infrastructure projects – from the Olympics to Crossrail – have encountered a shortage of young, talented engineers and construction workers in this country. With a budget of almost £50 billion, the building and activation of HS2 will be a huge investment in the future of Britain as well as an enormous jobs’ boost. HS2 Ltd predicts up to 50,000 people will be working on HS2 at the peak of construction, the majority in the wider supply chain. More than 2,000 apprentices could also be employed in constructionrelated jobs on HS2 – nearly five times more than for either Crossrail or the Olympics. Importantly, the UK rail industry is set to benefit from an ambitious programme of investment over the next seven years, with some £25 billion set to be spent on more than 200 projects across the railway engineering industry, from infrastructure enhancements and renewals to rolling

stock new builds and refurbishment. This is a golden opportunity to build knowledge and expertise in our current workforce and to begin to prepare ourselves for HS2, with the National Skills Academy for Rail Engineering (NSARE), estimating 17,500 people will need to be added to the workforce to cater for increasing investment in rail infrastructure in the next five years. This growth must be managed by all parties with HS2 front of mind. Britain lagging behind Crucially, HS2 will bring with it two vital ingredients for skills development – significant investment coupled with longterm job opportunities. Britain lags behind many of our European counterparts, with large employers finding it increasingly difficult to recruit a highly skilled workforce. A recent survey by the UK Commission for Employment and Skills (UKCES) found more than one in five un-fillable vacancies were down to a poor skills base, with the manufacturing, construction

and plumbing industries most affected. The root of the predicament we now find ourselves in does of course go a long way back and the issues are varied and

June 2014 Page 67


complex. But by working together with government, we the industry can play a key part in ensuring the framework needed to deal with these issues is developed in time to benefit HS2. We must do more Of course, action has already begun in earnest. The government has rightly committed to ensuring that there is a capable workforce ready to build the most ambitious rail project since Victorian times – most tangibly with a commitment to establish a new Further Education college, the first of its kind in 20 years, to specifically train a legion of engineers ready to build HS2. Equally even at this early stage HS2 Ltd’s contractors have enabled more than 700 graduate trainees and apprentices to work on the project. However, we must do more and it is not just central government’s responsibility to prepare itself for HS2. Local authorities, local communities, educationalists as well as businesses such as my own, across the wide multitude of sectors that will touch on HS2, must prepare themselves, and their workers. NSARE along with many large organisations in the sector have outlined where opportunities lie and

are continuously engaging with local communities to encourage growth in the sector. This is a good start. The recent High Speed 2: Get Ready report by Lord Deighton and the HS2 Growth Taskforce also provided recommendations on how to up-skill and grow our rail and construction workforce, and equally HS2 Ltd has set out its strategy to address the shortage and ‘develop an industry that attracts and retains a diverse group of multi-talented people.’ With HS2 now edging closer these positive words must turn into actions if we are going to meet the challenges and opportunities posed by HS2. Addressing imbalances For the industry HS2 also presents a once in a generation opportunity to address a number of imbalances. The industry continues to find it difficult to train and recruit women; HS2 can spur a step change in attitudes if presented in the right way. Equally the industry is concentrated in London and the South East; we must emulate one of the key aims of HS2 and address this regional inequality. For high speed rail to truly make the impact we in the industry expect and

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demand it to, talent and skills need to be the primary focus for the next few years ensuring that Britain has the right pipeline of people to deliver HS2 on budget, on time and with a lasting legacy for British workers in the global job market. This is a key point to remember. HS2 provides the opportunity to develop, test and showcase new technologies and industries as well as to build skills among current and future workforces. If done properly jobs will be for the long-term, and will build a bright future for Britain in an increasingly global race. We must work together to ensure the UK makes the most out of high speed rail. Only by combining forces and expertise can we ensure we exploit all the potential benefits from high speed rail for the long-term prosperity of this country. An investment in Britain of HS2’s scale must leave a lasting positive legacy for growth, communities and workers.

Douglas McCormick is managing director, Atkins’ UK Rail business and a member of the High Speed Rail Industry Leaders Group


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Share the benefits Sahar Danesh says cities other than Birmingham, Manchester and Leeds can benefit from HS2, but the challenges around realising these benefits need to be tackled now if these locations are not to fall behind


hile the debate over high speed rail continues in the UK, other countries have already embraced it. The world’s first such service, the Tokyo to Osaka 322-mile Tokaido Shinkansen, opened in October 1964. Today, it carries 380,000 passengers every day. In Europe, France’s high speed rail service, TGV, has carried 1,500 million passengers since it opened in 1981. China currently has the world’s longest high speed rail service with more than 6,200 miles in service, which includes the world’s longest line, the BeijingGuangzhou High Speed Railway. Globally, there were 10,000 miles of high

speed railway line in 2012. The figure anticipated for 2024 is over 25,000 miles. High speed trains also have an 80 per cent modal split in relation to air transport when train travel time is less than two and a half hours. Developing Britain’s second high speed rail network is an opportunity to strengthen regional economies and make a huge contribution to creating the worldclass transport infrastructure this country needs. Undoubtedly, one of the biggest benefits of HS2 will be the economic redevelopment opportunities. We’ve heard a lot about these opportunities for the major cities connected by the high speed line, but little or nothing about the potential wins for cities beyond the

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immediate confines of the HS2 network. There is great potential through the connections to the East and West Coast Main Lines for cities other than Birmingham, Manchester and Leeds to benefit from HS2, but the challenges around realising these benefits need to be tackled now if these locations are not to fall behind.

consideration of the capacity of local networks, particularly in relation to interfaces with the national rail network. If the local transport network cannot accommodate the spike of passengers alighting at an HS2 station, HS2 will generate a negative impression for travellers and put into question the management of the system.

We need dialogue between HS2 Ltd, Network Rail, the Toc’s and local authorities to fully understand the challenges that the arrival of high speed trains will bring

Significantly enhanced stations In addition, many of these smaller cities could be reached by HS2 trains moving to the classic railway network to complete their journey. But this will require new or significantly enhanced stations. We need dialogue between HS2 Ltd, Network Rail, the Toc’s and local authorities to fully understand the challenges that the arrival of high speed trains will bring to the classic railway network. The fear is that this dialogue could be left until it’s too late. Crucial to success will be wellconnected rail and road networks. This was something that we outlined in a recent submission to the Transport Select Committee’s call for evidence on the draft National Policy Statement on National Networks. One of the main criteria relating to the integration of transport networks and HS2 specifically is that it must include

Forward planning As the UK economy begins to grow, pressure to establish redevelopment plans and secure investment for land around railway stations is increasing. Forward planning is required to identify, develop and understand the impact of land use for intermediate station locations and cities beyond the network likely to be served by high speed trains. This will prevent losing land to other developments before the HS2 services arrive. To increase the project’s benefits to the north, further assistance will be needed to ensure that northern cities are well prepared for bringing forward infrastructure work. In particular planning to fast-track the development of commercial hubs and local transport infrastructure will be required. Consultation and planning to integrate high speed rail services into the existing classic rail network and local transport

systems must start as soon as possible to reduce the risk of disconnected strategies for HS2 and the existing rail network. Service patterns for trains that run off the high speed network must be assessed in light of the future rail franchise map in order to ensure a cohesive service for customers and integrated operation of the two networks. The outcomes of this assessment will have a direct effect on the procurement of the rolling stock mix for HS2, divided between dedicated high speed rolling stock and that which can operate into the classic network. The UK needs long-term planning and investment in the transport infrastructure and it is important that the government gets a project of this scale and importance right at the beginning, so that future governments can stick to the plan. Sahar Danesh is principal policy advisor for Transport at the Institution of Engineering and Technology (IET)

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How did we ever do without it? On the occasion of the Channel Tunnel’s 20th birthday, former public affairs manager for Eurotunnel, Tony Berkeley, looks back at its colourful history


ne can go back hundreds of years to find the first attempt to build a fixed link across the Channel, and there is much excellent literature to describe the various schemes in the Institution of Civil Engineers (ICE) archives - all of which failed for political, military or technical reasons linked to the regular periods of coldness between the UK and France. Construction even started in the 1870’s but only got a few hundred metres before the politicians or generals intervened. It started again in the 1970’s but, again, was cancelled for political reasons. The one thing that linked these schemes at least since the railways were invented was that they would be rail tunnels. Ventilation for a tunnel some 50km long was always going to be a problem, particularly for steam locomotives, but electric power has sorted that problem out now. However, the 1970’s scheme of two running tunnels for trains and a central service tunnel would not go away. Contractors wanted to build it and many thought that the UK economy would benefit from a fixed link without the hassle of air travel or the delays and bad weather that sometimes affected the ferries. So, in the early 1980’s ten major UK and

French contractors got together to form a consortium to design and build a tunnel scheme similar but larger than the 1970 design. Finance had to come from the private sector since one of Mrs Thatcher’s conditions for allowing this was that there should be ‘not a penny of public money invested in it’. So a consortium of banks was invited to participate and, after a lot of persuasion, agreed that the Tunnel could be financed, provided that there were robust revenue forecasts and some guarantees of traffic and revenue from British Rail and SNCF. In 1984/5 the governments issued an invitation to consortia to bid, and a number of schemes, including submerged tube tunnels, bridge tunnel combinations and a ‘do-nothing’ option from the ferries were promoted around the press and parliament. Putting together a comprehensive bid in six months was challenging, and of course ministers were lobbied hard by promoters of the various schemes. The Tunnel’s chairman, Sir Nicholas Henderson, an old friend of Mrs Thatcher, got her over her dislike of trains in a meeting by saying, in response to her question as to how cars got through the tunnel, that ‘they go in shuttles’. She never asked what a shuttle was.

However, winning the competition was only the start. Legislation in the UK and France was needed to give planning permission for the development and deal with the various frontier, safety and other issues that had never been needed before between an island and another country. A hybrid bill was necessary in the UK and took more than two years to get through parliament. In France, permissions took eight weeks but then, in comparing the differences, a French colleague commented – ‘If you want to drain the swamp, you don’t consult the frogs!’ Raising finance continued to be a problem for a project thought by many to be very risky and without a government guarantee. A client had to be created to own and operate the tunnel and all parts had to be done on the basis of equal Anglo French participation and co-operation. The client, Eurotunnel, led by Sir Alastair Morton and André Benard, had a bi-national structure from the start, but the contractors decided to design and build their sections of the project to their own national standards and practices, while of course ensuring that the railway and fixed equipment works were designed as one project. The tunnelling went well – virtually on June 2014 Page 75

Channel tunnel

time and on budget. The meeting of the first service tunnel in the middle of the Channel was a matter for great celebration, but in order to comply with national construction safety regulations, the alcohol was served on the French side of the breakthrough! The fixed equipment was a little late and over budget but it was the rolling stock and safety requirements for the shuttles to carry the cars, lorries and coaches that caused the greatest delay and cost overrun which was a major factor in the financial crisis that threatened the Tunnel. The opening ceremony attended by the Queen and President Mitterrand took place sometime before services actually started. One part of the cavalcade of trains through the tunnel was a shuttle organised

by Lord Montague of Beaulieu with one car manufactured in every one of the previous 100 years. Eurotunnel’s co-chairman Sir Alastair Morton participated in his 2cv, and remarked on the appalling smell of petrol in the shuttles caused by the leaky fuel systems of the older cars. Has it been a success? It is well known that Eurotunnel was at one stage in financial crisis but eventually has been refinanced and has got rid of most of its debt mountain. The shuttle services, in competition with the ferries, have done well in offering an alternative to the ferries. The through passenger trains started off as a joint venture of the two nationalised industries, BR and SNCF. Now called Eurostar, it has provided an excellent service, but it soon became clear that they would not meet the rather optimistic traffic forecasts on which Eurotunnel’s finance was based, partly because of the new competition from low cost airlines. Sadly, growth and the entry of other operators is now held back by the UK government’s immigration controls and security, which restricts most services beyond Paris and Brussels and adds greatly to the cost of operation. Rail freight has been even more severely affected, with not more than seven trains a day operating compared with a forecast of 40 at opening. This has been caused by several factors, including waves of illegal immigrants trying to smuggle themselves on the trains, poor reliability in France Page 76 June 2014

and high charges for using the Channel Tunnel. Many in the rail freight industry complained about these charges which make rail uncompetitive with road for most journeys, and, eventually, the European Commission took infraction proceedings against the two governments for allowing the high charges and other issues. So the rail freight industry this week celebrates the conclusion of this infraction with the Commission requiring Eurotunnel to reduce its charges by between 25 and 40 per cent from June. It has taken 20 years to persuade Eurotunnel that, if you lower your charges, you might get a lot more business, but it has now happened! What difference has the Tunnel made? It has greatly increased cross-Channel travel and relationships, particularly between the Nord-Pas de Calais and Kent. Eurostar is now the normal form of travel between London and Paris/Brussels and there is even a ski train and a summer train to Avignon from the new St Pancras terminal.

We have, more recently, a high speed line which has dramatically shortened the journey time from London to the Tunnel and there are now good connections at Paris and Brussels to the many other parts of the European high speed rail network. We still have a lot to do though to be fully integrated in this exciting new transport network. For freight, France is a serious problem in the unreliability and obstruction of SNCF to other operators. For passengers, one day we must be able to travel from Scotland, Wales and places in between to anywhere in Europe, getting on and off where we please as we are able to do so elsewhere across Europe. For all, the tunnel is there and, as for so many major civil engineering projects; it is difficult to understand how we ever did without it. Lord Tony Berkeley is a member of the House of Lords and chairman of the Rail Freight Group. He was public affairs manager for Eurotunnel from 1981 to 1994.

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A counterweight to London Richard Wellings says that while evidence that long-distance inter-city routes bring significant regeneration is weak, it is much stronger for more local schemes. Why not focus instead on improving links between the major centres of the North?


weak business case, a multibillion-pound tax bill, anger from residents near the route – I’m not describing HS2 but some of the obstacles facing the Channel Tunnel rail link HS1 in the 1990’s Perhaps the biggest hurdle was scepticism within the treasury. Government economists pointed to the scheme’s low benefit-cost ratio and questioned, with good reason as it turned out, the accuracy of the passenger forecasts. Even if the assumptions in the cost-benefit analysis were accepted, it was clear that alternative transport investments offered much higher returns. Claims that the line would deliver substantial wider economic benefits proved crucial to overturning treasury opposition. In the parliamentary debate on the project, the Transport Secretary at the time Dr Brian Mawhinney argued: ‘The new railway will bring great benefits to the whole country. It will… enable the provision of entirely new express commuter services to

several parts of Kent; boost regeneration in the Thames gateway and east Kent... The government is keen to see the rail link act as a focus for regeneration, particularly of the Thames gateway and east Kent.’ In particular, HS1 was sold to the treasury on the basis that it would provide a major boost to employment along the route. If the scheme could transform the economies of areas such as East Kent, then that could at least partly compensate for the poor business case and reliance on vast taxpayer subsidies. Twenty years on, it is clear that the expected benefits have not materialised. Levels of passenger and freight traffic have of course been well below forecast, and the financial failure of the scheme led to a series of government bailouts. But the project also appears to have failed in its objective of transforming the economy of East Kent. Fast local services from London St Pancras to the region began in 2009. The cuts in travel times were spectacular. Journeys that had taken almost two hours

could be completed in around an hour. Yet prosperity appears to have bypassed many parts of East Kent. In the borough of Thanet, for example, which includes the towns of Ramsgate and Margate, wages for full-time workers are 14 per cent lower than the national average. The employment rate – which measures the proportion of working-age people in work – is just 61 per cent, the same as Liverpool. While there have certainly been benefits for some commuters and some businesses, high-speed rail has so far failed to transform the regional economy. Indeed since the fast services began it would appear that in terms of employment the economy of East Kent has performed far worse than the national average and the rest of the South East. Data on wages, while more mixed, also suggest the region is struggling. This is not to blame these recent trends on HS1. The negative impact of the tax bill – estimated at around £11 billion in current prices – has been spread across the whole country, so would not explain the disappointing relative performance. However, the evidence does suggest that the positive effects of high-speed rail have been too small to overcome other more important economic factors. Doncaster tells a similar story. The South Yorkshire town has enjoyed a rapid service to London for several decades. The 125mph ‘High Speed Train’ was introduced in the late 1970’s and electrification of the East Coast Main Line completed in 1991. The quickest trains take just over 90 minutes to reach King’s Cross. Yet Doncaster borough was ranked 42nd worst out of 318 boroughs in the 2010 Index of Deprivation. If just the town itself were considered rather than the much larger local authority area, it would be among the very poorest places in the UK. Superb transport links, which also include an international airport and excellent motorway access, have not been enough to transform the town. Interestingly, the neighbouring boroughs of Barnsley and Rotherham - which share similar socio-economic characteristics and industrial histories - have slightly lower June 2014 Page 79

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levels of deprivation than Doncaster. Once again it would appear that there are more important factors than rail connectivity in determining economic success. Chief among these are levels of human capital - the skills, education and culture of the local population. While some of these characteristics are difficult to measure, statistics do show that Doncaster, like many other northern towns, suffers from low educational attainment.

other distortions, which are spread across the UK, are ignored. Linking major centres of the North A combination of concentrated benefits and dispersed costs makes HS2 difficult to stop, despite the dubious business case and questionable regeneration claims. Powerful special interests stand to make large financial gains from the scheme. The rewards for certain construction and engineering firms are obvious, while councils in the cities on the route will be able to exploit HS2 to get government funding for their own pet projects. However, it may be possible to persuade these local authorities that there better ways of spending the HS2 budget. While the evidence that long-distance inter-city routes bring significant regeneration is weak, it is much stronger for more local schemes. Why not focus instead on improving links between the major centres of the North so that they can operate more like a single conurbation? Now that really could bring a major boost to growth and employment, as well as creating a counterweight to an ever more dominant London. Dr Richard Wellings is head of transport at the Institute of Economic Affairs and the author of Failure to Transform: High-Speed Rail and the Regeneration Myth




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Economic evidence is weak These case studies augur badly for HS2. Regeneration is one of the government’s key arguments for the scheme. Its promoters have claimed the project will create hundreds of thousands of jobs, bridge the North-South Divide and even turn northern cities into ‘world leaders’. But the economic evidence to support these claims is weak.

Indeed, in terms of journey times to London, HS2 will move northern cities roughly to where Birmingham is now. Yet Birmingham was ranked in the bottom ten districts in the 2010 Index of Deprivation. Its employment rate is just 59 per cent, compared with 68 per cent in Leeds. Despite its relative proximity to the capital, the city if anything performs worse than the major centres of the North. As with Doncaster, the main problem seems to be poor levels of human capital, an issue that high-speed rail in itself will do little to solve. If HS2 goes ahead there will of course be extensive redevelopment around the new stations. This will certainly create the impression that the new link has delivered growth. But in reality these regeneration schemes are likely to be heavily subsidised by the taxpayer, as has been the case in King’s Cross, Stratford and now Ebbsfleet along the route of HS1. It is highly doubtful that such projects benefit the economy overall. Instead they drain resources from donor areas into recipient areas, wasting considerable sums in the process. The new developments might aptly be described as ‘Potemkin villages’, examples of fake regeneration built at taxpayers’ expense to promote a political message. The benefits are highly visible but the losses from the tax bill and

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Cutting the cost of supply chain failure With billions being spent in CP5, Annette Gevaert asks if procurement professionals are protecting their investments by adequately mitigating risk


he Department for Transport has committed more than £38 billion for Network Rail to run and improve the network between 2014 and 2019. Under the CP5 spending plans more than 7,000km of track and nearly 6,000 sets of points will be renewed or refurbished and 7,000km of fencing and 300,000m2 of station platforms will be replaced or renewed. This is just an example of the scale of spend underway in the rail sector — ‘record amounts’, according to Transport Secretary Patrick McLoughlin. But with such large sums being spent, we need to ask if procurement professionals are protecting their investments by adequately mitigating risk? Be prepared for a shock. Recent

research* suggests that there are significant annual costs associated with supply chain failure. Achilles, which manages Link-up, the supplier registration and pre-qualification scheme, commissioned independent consultancy IFF to survey a broad industry base including businesses in rail. Results showed that, annually, supply chain failure is costing an average of £165,600 in total per business. That includes: suppliers failing to deliver on time; the failure of a supplier to deliver the required service in terms of quality; the financial failure of a supplier; natural disasters and severe weather; damage to reputation due to a supplier; failure of a supplier to meet its Health and Safety obligations; industrial action;

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exposure to litigation due to a supplier; and acts of terrorism or conflict. The most common cause of failure is a supplier failing to deliver on time, experienced by 64 per cent of those surveyed and resulting in an average cost of £58,000. Just over half (53 per cent) experienced an issue with suppliers failing to deliver products of the required quality, 34 per cent of whom incurred a cost. The average bill was £111,500. And ranking third in the most common causes of failure is a supplier going bust. One third (37 per cent) experienced the financial failure of a supplier, with 44 per cent paying a financial price. The average cost was £73,000. Examples of suppliers to the rail sector going bankrupt are not difficult to find. Only in January, Engments, a supplier to Bombardier failed after operating for more than 50 years. In November, Vital Services Group, the largest supplier of labour for Network Rail, went into administration affecting 2,200 workers. And earlier, in August last year, Railcare, the company that maintains the Royal train, went bust with the loss of 150 jobs. Of course, a supplier going out of business could also be the reason for ‘a supplier failing to deliver on time’. TE_forgetrack_dis



But then there are other risks too, such as a supplier failing to comply with Health and Safety rules. A failure of this nature can bring even greater costs in terms of loss of life, litigation, delays, and damage to reputation. Some five per cent of respondents had been exposed to litigation with an average payout of £110,000 for those where a cost was involved and 10 per cent of those surveyed experienced damage to reputation, with an average cost of £292,000 to those experiencing cost. Identifying early indicators of failure With such significant costs being incurred it is important that buyers ensure that risk of supplier failure is minimised. Of course, not all failure costs can be avoided, but efforts need to be made to identify early indicators of failure so that their impact can be mitigated – and the way to achieve this is to get smart with supplier information. Those in charge of procurement and supply chain management should not shy away from investment, but must act swiftly to put processes in place that provide in-depth, accurate and validated information on suppliers – and critically, this should include detailed and up-to-date financial data.

Managing supplier information need not be a costly in-house operation. Working in a collaborative community of suppliers and buyers aligned to the rail sector, economies of scale make thorough checks on data a viable and highly efficient option, bringing operational benefits to both buyers and suppliers. By being part of the community the costs are shared and data only needs to be maintained at one central location, where it is checked by one centralised resource – all of which makes life easier for suppliers too. Mitigating risks and consequently costs starts with understanding them. Being aware of who you are working with is the first step to a proactive risk management and the development of crucial contingency plans. Therefore, taking action to manage supplier information in the right way can reduce exposure to risk and cut the expense of supply chain failure. *Research was conducted by IFF Research in January 2014 among 146 directors, procurement managers and buyers of large UK businesses Annette Gevaert is director Rail and Transport at global supplier information firm Achilles Visit

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Win that bid! The government’s investment in the prospective HS2 line means contractors are fighting it out for big business. Adam Hope provides some advice on how to deliver a proposal


ontract bidding is a hot topic in the railway engineering and transport industry. In the current economic climate, with many major construction projects still on hold or postponed indefinitely, the ability of major contractors to win construction tenders is more important than ever. But it’s not all bad news - the huge government investment in the proposed HS2 line means that contractors are fighting it out for big business. Winning such a large scale construction could potentially mean billions of pounds in revenue, securing jobs and a future in a notoriously unstable market. Andrew Shepherd, part of the High Speed Rail Industry Leaders group, has stated that ‘HS2 has the potential to revitalise the construction and railway engineering sectors and help reshape the economy’. Despite controversy and public opposition surrounding the project, it is clear that HS2 will hugely benefit the construction industry and engineering sector. The proposed link is estimated to create more than 19,000 construction jobs — 9,000 in phase one and a further 10,000 in phase two. These figures only account for jobs directly related to the construction of the line, with thousands more being created indirectly through supply chains and related business. Initial construction costs for the project were estimated at £32 billion, but these estimates have risen as high as £42 billion in the last year. Construction firms are also aware of the long-term value HS2 could bring to the sector, with ongoing maintenance sure to be a competitive contract once the project is completed. Network Rail currently invests around £5 billion a year in ongoing railway works, with the largest contract last year going to Costain construction. Costain was paid £184.5 million for infrastructure engineering work, highlighting the enormous value of maintenance contracts in railway engineering. HS2 could be big business for construction firms, all of whom will be looking to take a slice of the HS2 cake - and losing out on these contracts could spell disaster for some businesses. With a project as large and specialised at the HS2 proposal, bidding for contracts goes far beyond merely attempting to undercut the competition with price —

firms will need to deliver a comprehensive proposal, demonstrating their capabilities and commitment to the project in order to secure work. Construction on phase one of the network is set to begin in 2017, with services commencing in 2025 — and construction firms are scrambling to get ahead of the competition and position themselves as the ‘best man for the job’. The lengths firms will go to Japanese train manufacturer Hitachi has gone as far as moving its corporate head offices to the UK in order to better position itself as a potential supplier for the HS2 trains (See Rail Professional Interview, May 2014). Having previously won the £5.8 billion contract to supply trains for the Intercity Express Programme in the UK, the firm has now set its sights on the £7 billion HS2 contract to manufacture the high speed trains which will operate on the route. The move perfectly demonstrates the lengths firms will go to in order to win the bidding process, as multiple factors

are taken into account when selecting a contractor for a project of this nature. The move to Britain is part of Hitachi’s plan to grow its business in the European market, including the construction of a new manufacturing facility in County Durham. The move is partly in response to public concern that contracts may be awarded to foreign firms, with British workers potentially losing out on the long-term economic benefits of a project such as HS2. A spokesperson for Hitachi has said that the move addresses ‘any criticism that Hitachi Rail is not British enough. The train parts are made in Britain, using parts sourced across the UK, the staff are British and now the headquarters of the entire global company is based in Britain.’ Key focus points for winning bids Construction and engineering bid writing specialists at Win That Bid have highlighted some of the key focus points for construction firms aiming to secure contracts in the sector. Major

June 2014 Page 87


construction firms may have a good measure of their capabilities, and be able to approach a contract knowing instinctively that it will be a success. However, unless they’re able to translate this to paper, going after big contracts like HS2 may be an exercise in futility. The bidding process is a necessary — albeit bureaucratic — step, especially under the watchful public eye on government spending. Price is and will always be a strong winning factor, especially with a government under pressure to vastly cut spending. Firms bidding for projects such as HS2 will need to carefully consider their ability to deliver under budget constraints. However, with the construction market saturated with high levels of competition, the added value that construction and engineering firms bring to the table will ultimately be what tips the scales in their favour, sealing the deal on these major contracts. Demonstrating a thorough understanding of the project requirements — and thoroughly detailing how these will be met — will be key to securing the contracts. If firms want to stand a chance of getting a slice of the pie, they will need to stand head and shoulders above the competition. It is imperative that contractors remember that the bidding process is a

two-way street and, as much as a project as big as HS2 means those in charge have their pick of which construction firms to appoint contracts to, the project must also be realistically achievable for the contractor. There have been numerous occasions when construction firms have failed to deliver projects on time or within a set budget. With a project under as much public scrutiny as HS2, contractors will need to ensure that the work is delivered. Construction businesses would be wise to focus their efforts on bidding for contracts that highlight their strengths. The tendering

process on large projects can be lengthy and complex, often involving numerous firms. A strong understanding of organisational resources and abilities will be essential for businesses to ascertain whether or not they stand a chance of winning a bid for such a large scale rail contract. There are numerous factors that can influence a successful bid. Matching capabilities to the needs of the client - and highlighting any additional value brought to the table - is key to securing construction contracts over the competition. In the construction industry, the bidding process often begins before the tender even goes out. The HS2 project is a prime example of this, with businesses such as Hitachi already stepping up to the role before the tender has gone out. As such, it will be imperative that those going after the contracts are armed with the skills to submit a bid that stands out next to the heavyweight competition in this sector — not just satisfying every aspect of the brief, but delivering on it afterwards. Adam Hope of Win That Bid can be contacted at The company is the UK’s largest bid and proposal specialist helping businesses secure contracts in the UK and internationally


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Where to pick a pocket or two Andrew Newton explains a new methodology for calculating the probability of where theft is most likely to occur on the London Underground


lthough crime on the London Underground (LU) is actually a rare event, with less than ten crimes per million passenger journeys, tackling theft of personal property is one the biggest challenges the British Transport Police (BTP) face, with more than 50 per cent of all offences on LU being theft of personal property; in comparison this figure reduces to less than a third of all offences across the national rail network of England and Wales. One of the major challenges in combating pick-pocketing is that by its very nature an individual does not know exactly where and when they have been victimised, and on a system such as the London Underground this is exacerbated by the complex nature of interchanges and journeys a passenger may make. Frequently, when reported to the British Transport Police, all that can be accurately identified are the start and end of a journey. This makes it very difficult to record where and when a theft offence occurred; the traditional practice is to record theft at the place reported by the victim, generally the passenger’s last destination using ‘end of line’ (EOL) recording. However, for a crime analyst tasked with generating evidence to target resources at the most problematic places and times - what might commonly be referred to as the theft hotspots; this will clearly be skewed and inaccurate. Developing a new algorithm New research between the Applied Criminology Centre (ACC), University of Huddersfield, and Transport for London (TfL), in conjunction with BTP, the Metropolitan Police Service (MPS), and City of London Police (CoLP), has tested the use of a new methodology for better estimating the location of pick-pocketing offences on the London Underground. This is termed ‘Interstitial Crime Analysis’ (ICA). The tool uses an algorithm to calculate the probability of where theft is most likely to be occurring and help the BTP to target resources more effectively. The research examined pick-pocketing

offences reported on the LU and near to LU stations for a twelve month period from 1st April 2011 to 31st March 2012. A probabilistic modelling technique was used to estimate the locations of pick pocketing offences. 5,063 theft offences were examined on the LU and the following procedure was used to construct the ICA value. For every passenger journey that involves a pick-pocketing offence; we assigned an equal risk of theft to every station on the journey, and every line segment (a section of line between two stations) on that journey; this gave a probability of risk for each station and segment along that journey. This was repeated for all 5063 journeys. The cumulative risk was then calculated for every station and every segment based on all 5063 journeys (Figure One). The findings of this research suggested that the ICA method is a more effective way of estimating the locations of theft on the LU than alternatives such as using the EOL, the middle station, or using a random station of a journey. Moreover, the ICA adjusted rate (standardised per million passenger journeys at each station) is an appropriate measure of identifying theft risk below ground on the LU.

known station, in other words within the confines of an underground station foyer but before a passenger passes through any paid barrier control ‘below ground’ (Figure Two). The findings of this analysis were that theft rates (based on per million passenger journeys) were concentrated at particular stations and times, and that theft on the LU (‘below’ ground) was related to theft ‘above’ ground; both ‘at’ and ‘near’ to stations. These correlations were was also strongest at peak travel times but less evident outside of the am and pm peak travel times. This suggests a transmission of theft risk from the internal and external environments of LU stations, which may or may not be due to similar offenders operating both ‘above’ and ‘below’ ground, or due to similar optimal conditions for offenders to operate at peak travel times, both within a station, near to a station, and below ground within the transport network. However, from the perspective of reducing such theft, whether or not offenders operate at one or all three of these environments, targeting prevention at these locations and times is likely to yield more success than previous methods based on inaccurate EOL recording measures.

Figure One: An example of the ICA method using four fictitious thefts on the LU Theft risk above and below ground By using this new ICA analysis technique, it was possible to compare predicted theft (below ground) with theft offences that occurred above ground, in other words near to underground stations; moreover theft below ground could also be compared with theft that occurred at a

Figure Two. The Environs of Underground Stations Predictor variables of theft Further analysis tested a range of possible predictor variables of pick-pocketing, selected from both the internal design June 2014 Page 91


of stations and features of their nearby environments. For example, these included station age and depth; number of gates and personal validators; ticket machines; lifts and escalators; staffing levels; and number of platforms. Nearby variables included a range of socio-demographic data; accessibility measures based on roads and paths; nearby crime levels; and local land use amenities. The results of this analysis revealed that: risk was increased by factors associated with higher levels of congestion within stations including lifts, waiting rooms and fewer platforms; and greater levels of accessibility close to stations, more paths and roads; risk was reduced by factors such as those likely to encourage detection and guardianship; stations with more personal validators, staff levels and shop rentals; and the presence of more domestic buildings nearby. Station type was also important; those that were ‘attractors’ of crime (which had both high counts of pick-pocketing, and high rates of pick-pocketing per million passengers at the station) and those frequently used by tourists were at greater risk. The findings suggest a transmission of theft risk between the internal settings of underground stations and their nearby surroundings.

Policy recommendations from the research The findings of this analysis suggest that offenders who operate on the LU are also likely to offend near to rail stations. Moreover, due to the elevated risk that occurs at peak travel times both within and near to high risk stations, even if different offenders are in operation, the research suggests deployment of resources, joint operations and shared operations between the BTP, MPS and CoLP should be encouraged. The ICA can be used as a useful tool to identify high risk stations and for

the deployment of resources to reduce pick-pocketing. Since early 2013, the ICA technique has been automated and developed as a tool available to BTP officers on the Force Performance and Mapping Portal (Figure Three). The extent to which this resource is being exploited has not been evaluated, and it is recommended this is a priority research area. Dr Andrew Newton is a senior research fellow at the Applied Criminology Centre, University of Huddersfield. He has been working on reducing crime on public transport for 15 years. Visit his website at: php?staffuid=shumadn; follow him on twitter; @andydnewton; email

Newton, A., Partridge, H. and Gill, A. (2014) ‘Above and below: measuring crime risk in and around underground mass transit systems’ Crime Science , 3 (1), pp. 1-14. ISSN 21937680 Newton, A., Partridge, H. and Gill, A. (2014) ‘In and around: Identifying predictors of theft within and near to major mass underground transit systems’. Security Journal 27, 132–146. doi:10.1057/sj.2014.2 Visit sj20142a.html

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Merseyrail GSM-R ‘leaky feeder’ on track After successfully completing the MerseyRail Grip 4 Design Phase for Network Rail, Alan Dick Communications were awarded the Grip 5-8 Construction contract


he works, scheduled to be completed by June 2014, involve the design and construction of the GSM-R leaky feeder system. The project requires the management of multiple stakeholders to ensure that it fulfils all necessary rail quality and safety standards, delivers on time and costs, but also keeps disruption to Merseyrail services a minimum. With over 13km of overground and underground wireless infrastructure required, the project requires the management of telecoms infrastructure specialists Alan Dick Communications. The company employs a small group of experienced contractors that include Linbrooke, the Sheffield-based company that is undertaking the civils installation works. As the new Merseyrail telecoms infrastructure now enters the final stages, Alan Dick Communications has begun the testing and commissioning works in preparation for handover to Network Rail’s GSM-R network. Commenting on the company’s progress, programme manager, Lee Watson, said: ‘This is a fantastic project for Alan Dick Communications, requiring strong project management, excellent customer communications and robust health and safety standards, in what is a very challenging environment. There are significant RF design and commissioning complexities with the project, and so early on the customer understood the need for this project to be managed by a telecoms specialist. The project demonstrates the depth of radio frequency and fixed telecom engineering capability within the Alan Dick Communications business. ‘We are extremely proud to be managing this project for Network Rail and are determined to deliver a firstclass result on time, on cost and most importantly safely.’ Network Rail project manager, John Kennedy, said: ‘We all knew that the

leaky feeder installation was going to be a tough nut to crack in the timescales driven by the programme. It took focused project management from Alan Dick Communications to ensure a mature and strong collaboration was forged with the Liverpool MDU and Linbrooke, in conjunction with the introduction of some clever mechanical plant. ‘It is particularly satisfying that the Network Rail Life Saving Rules were rigorously applied throughout the delivery, with no recordable accidents.’

About the project GSM-Railway is an international wireless communications standard for railway communication and applications. Alan Dick Communications’ GSM-R leaky feeder system design accommodates a transparent handover between the Merseyrail tunnel coverage and overground GSM-R coverage. This improved link-up is effective on all routes adjoining the tunnels and the unit complies with EIRENE (European Integrated Radio Enhanced Network) specification. The new design also makes practical provision for later migration of some of the UHF (ultra high frequency) emergency services, such as the Airwave Emergency services and Mersey Fire and Civil Defence Authority. The Merseyrail tunnel network is a mixture of single and twin bore tunnels of varying construction, ranging from Victorian brickwork to concrete and steel

girders. The clearance in the single and twin tunnels varies greatly between train and tunnel – sometimes by up to a metre. Construction work within the tunnel complex involves the installation of leaky feeder cables using cable hangers, with the cable acting as an antenna system. Mounted high up on the tunnel wall, the cable is typically supported at around one-metre intervals and stays as close as possible to train-mounted antennas. The placement of the radiating cables within the tunnels, so it follows the design criteria, is critical to system performance. For the teams required to work at height, for drilling into the concrete and brick, Alan Dick Communications and its subcontractors utilised road-rail vehicles. The specially-designed vehicles are also used for running the cable off the cable spoolers, which often carry as much as 1,500m. Due to the cable reel capacities and length of the tunnels, there is often a requirement to join cables of the same type. In some instances this also will be needed to join cables across tunnel sides and over shafts and spaces. When confronted with particularly challenging environments, smaller jumpers can be used. The cable has to be installed in such a way so as to avoid kinks, dents and gouges, an approach that will help avoid the ingress of moisture – which can oxidise the copper. All of the work is performed during night time possession and with the high voltage 3rd Rail isolated. For more information, please contact Lee Watson and Robert Illsley. Tel:01724 292 200 Visit June 2014 Page 93

the ecology surveyors Middlemarch Environmental are one of the UK’s leading ecological consultancies. We help our clients to get their ecology surveys actioned in time to meet tight planning deadlines.

Middlemarch Environmental has been working on railway projects for the past ten years. With our experienced team of consultants we undertake a range of ecological surveys and ecological implementation along the railway. With PTS and IWA trained staff we keep costs down for our clients. During works on the East-West railway IWA ecologists surveyed ahead of the vegetation clearance gangs to highlight potential issues quickly and prevent hold ups to the programme. Our work in Redditch included great crested newt implementation works; fencing, trapping and translocation and supervision, badger surveys, bat surveys; tree climbing and inspections prior to felling and nesting bird surveys. All of these works were completed effectively and efficiently with excellent liaison between ‘on the ground’ contractors and ecologists to ensure everyone understood the mitigation measures. In addition, we are trained for London Underground (LUCAS) and Docklands Light railway work, enabling us to deal with ecology in London. The greenway contract involved bats with surveys required during night shifts when access to difficult areas was possible, this included abseiling off a bridge!

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UK Transport wasting its energy he UK transport industry is missing out on savings of up to 80 per cent on its energy bills, according to energy management company, Vickers Energy Group, which discovered energy even being used during the summer when it’s not required. Companies in the industry are being urged to realign their energy systems to save over one million kWh, equivalent to 206 tonnes of CO2 emissions. Vickers Energy Group carried out a study into wasted energy usage in the sector last summer. The results showed badly managed energy systems that are in operation for too long and at higher than required temperatures. Commentating on the results, David Hilton, Vickers Energy Group managing director, said: ‘Many companies fall into the trap of forgetting about their energy bills during the summer months. This is the most important time to review it and ensure that the system in place is one that works properly and doesn’t present huge bills and consumption. ‘We are campaigning for a total rethink of energy policies, as our research clearly shows that businesses across the UK could be saving millions. The UK transport industry as a whole has to


take more responsibility for its energy consumption and ensure that it’s cutting down where it can.’ The VEMS (Vickers Energy Management System) is the company’s solution to overcoming energy inefficiencies. Through a single centralised control unit the system regulates the heating across different temperature zones to the nearest kWh, without the need for different systems, clock settings or equipment. Approved

First stop for rail CO, the water management company, has introduced a dedicated rail zone to its website. The web pages offer engineers and contractors that work on heavy rail, tram and light rail projects an easy-to-navigate resource that’s devoted to the company’s specialist water management solutions. The latest update includes a downloadable brochure with key information for everyone involved in track and terminal infrastructure. Effective removal of surface water from all passenger, vehicle and rolling stock environments is essential to ensuring the network operates safely and reliably. The Bedfordshire-based company’s high-performance range has been used extensively throughout

A by the Carbon Trust, the highly accurate digital sensors - calibrated to 0.1 degree accuracy - are positioned throughout the building. The system learns as it’s used and is equipped with predictive tools that constantly adapt heat settings to maintain the required temperature. It automatically factors in unpredictable issues such as the weather and open doors and is controlled remotely at the group’s Manchester office. Visit Mobile ticketing for Clipper hames Clippers has signed a fiveyear contract with Masabi, the mobile ticketing company, to bring smartphone ticketing to its River Bus service. The service is used by commuters and visitors to London and has the fastest and most frequent fleet on the river. With a strong growth in passenger numbers and the introduction of new routes, mobile ticketing will offer customers a user-friendly way to pay, adding significant sales capacity and removing the need to further invest in ticket vending machines. The ferry service will use Masabi’s JustRide product, the cloud-based mobile ticketing and fare collection system. It comprises award-winning apps for ticket purchase, display and validation, together with back-end infrastructure for secure payments, ticket management, customer service, reporting and real time analytics. The company’s mobile ticketing technology is used by 13 Toc’s and also in US cities, Boston and San Diego. Sean Collins, Thames Clippers chief executive officer, said: ‘We continually look at ways to improve the customer experience in all areas. The addition of mobile ticketing means our passengers will now be able to buy their tickets anywhere, without the need to queue at ticket machines or fumble for the correct change.’



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The company’s design team has been instrumental in the delivery of systems across the UK, on projects such as Ebbsfleet International, TfL and DLR extension upgrades and Manchester’s Metrolink. The company offers modern surface water management systems that exploit the latest hydraulic mapping design techniques, providing surface-to-outlet solutions that maintain performance throughout the product’s lifecycle. Visit CEMEX’s team effort VES precast Slabtrack units, produced by CEMEX Rail Solutions, are an innovative rail development and UK first. The building solutions company manufactured test mouldings and produced 420 Slabtrack units at its Birmingham factory in collaboration with Austria-based Rhomberg Sersa and its UK subsidiary, Rhomberg Sersa UK. The units will be used on a section of Network Rail’s test track in Asfordby Tunnel, Melton Mowbray, to assess performance and suitability. The new solution means that ballast is no longer required underneath the rails because tensioning of the rails is now achieved by the specially developed Vossloh DFF 304 plates. The reduced track formation depth could prove invaluable for future projects where Slabtrack is required. Stuart Neil, business manager, said: ‘This is an important opportunity for CEMEX Rail Solutions as we develop new products and market


opportunities, often in collaboration with other manufacturers throughout the world. Slabtrack complements our existing range of monoblock rail solutions, giving customers the best solution for their markets.’ Visit Detailed clamping guidance indapter has produced a new brochure to illustrate its steelwork products’ uses. Designed for engineers and rail industry specifiers, the clamping company’s brochure illustrates how its clamping systems are utilised on projects to shorten steel construction time frames. In comparison to conventional bolting or welding methods the company’s clamps allow faster construction, on-site adjustability and lower labour costs. Its 28-page brochure demonstrates proven applications, including securing station roofs, cladding, platform displays, overhead line equipment and low-speed rail. Lindapter’s fixings are employed across the globe, including on South Africa’s Gautrain rail network, Berlin’s Hauptbahnhof digital signage and the redevelopment of Birmingham New Street. Many other projects are represented in the brochure with 3D visuals and detailed line drawings, along with examples of Lindapter’s free connection design service. The company’s products are approved for use by Network Rail. A copy of the brochure is available on Lindapter’s website. Visit


Double win for Stannah K lift expert, Stannah, is celebrating contract wins with Network Rail and TfL. The works will involve the installation and restoration of lifts until at least 2024. The Network Rail contract is the renewal of Stannah’s ten-year deal to maintain its lift portfolio across the UK rail network and has an estimated value of over £35 million. The number of lifts is forecast to increase significantly over the contract period, forming part of NR’s move to modernise and upgrade its stations and to achieve step-free access for all rail travellers. The second contract win is a comprehensive programme of lift modernisation for Docklands Light Railway (DLR), part of TfL’s network. The contract will see the replacement of 20 existing lift cars with state-of-the-art,


energy-saving equipment and 29 new lift doors for landings and lift cars. The works will be completed over 18 months, with a value of £675,000. Jon Stannah, joint managing director, said: ‘Our work within the rail sector has grown significantly in the last ten years. Our renewed contract with Network Rail and a further contract with DLR will mean our engineers will be working day and night, in order to prevent downtime for the thousands of railway travellers across the network every day.’ Visit June 2014 Page 97

We help brand, refurbish and maintain the exterior & interior surfaces of trains, tubes and trams, for train operators and manufacturers across the UK. Tailored to your needs, our rail solutions can offer you: The highest quality graphic products & customer service Expert project management & value engineering Top tier partners of the leading material manufacturers On-depot refurbishment, paint & film installation

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Improved fittings for better access onfix FWS is M Buttkereit’s latest bulkhead fitting system and forms part of its icotek cable management equipment range. The products facilitate 90º entry of cabling and are enclosed in protective conduit sheaths for attachment to machines, control panels and wiring cabinets. Other improvements include their simplified method of attachment and positive closure, which saves time during cabling operations. All the fittings incorporate a captive hinged cover that’s designed to accommodate threaded conduits in six metric sizes: M16, M20, M25, M32, M40 and M50, together with parallel grooved conduits in sizes: NW13, 17, 23, 29, 37 and 50. Installation of the Confix FWS is simple; the fitting is located above the recommended drilling size template and is screwed into position on to the entry bulkhead. The single screw fixing is initially required on the three smaller conduit sizes with double screws required on the remaining larger sizes. The straightforward removal of the double screws is all that is then required to accommodate conduit removal for cabling modifications. The polycarbonate bulkhead fittings can be supplied in either black or grey and have a flame-class of UL 94 V-0. They are self-extinguishing, Halogen and silicone free and compatible for temperature environments from -30°C - +100°C (static). Visit


Going underground n Easter Saturday, Freyssinet successfully completed the slide of an 800-tonne subway box using the London to Sittingbourne line. The civil engineering


Collaboration promotes success yder Consulting (UK), the multinational design and engineering consultancy, has achieved BS11000 accreditation – the British Standard for collaborative working relationships. To mark the occasion the company hosted a reception for key clients and partners at its London head office. The theme of the event centred around the collaborative spirit that has been the catalyst for success on the company’s projects, such as the London Bridge station redevelopment, the Highways Agency’s Project Support Framework and South West Water’s H5O Alliance. Guest speaker, Dr Nelson Ogunshakin OBE, and chief executive of the Association for Consultancy and Engineering, noted the importance of collaboration in all disciplines within the engineering sector, from political,


company deposited the structure close to Rochester station – the subway will form an integral part of the brand new station currently being built for the East Kent Resignalling Phase 2 Project (EKR2). With completion taking around eight hours the reinforced concrete structure was moved 36 metres from where it was cast to its final position in the middle of the embankment. C Spencer, a collaborative partner for EKR2, dug a channel through the embankment on Good Friday and completed the backfilling around the subway on Easter Sunday. Freyssinet used the Autoripage® technique to move the structure and required ten jacks to lift the subway box 100mm, clearing it of obstructions. The company used its APS-System (AirPad transport) with each jack bolted to an AirPad running along a steel skidway. Injecting pressurised nitrogen gas into the pads makes them act like minihovercraft, allowing them to ride along the skidway on a cushion of nitrogen. The result is a low friction value of one per cent between pad and skidway that requires a pushing force of only eight tonnes to move the 28 metre-long subway. Visit

industrial and corporate to the individual level. Graham Reid, Hyder regional managing director (UK), said: ‘When I received notification that we had succeeded in achieving BS11000 accreditation, it made me proud of the business we are creating at Hyder in the UK. In our experience, teams that work in collaboration outperform in terms of innovation, technical excellence, client understanding, efficiency and value engineering – all critical components to outstanding client service. In short, working in collaboration makes good business sense.’ Visit Virgin Trains on track with legislation irgin Trains has improved the way it navigates complex environmental legislation after turning to Cedrec, the consultancy that specialises in translating complex laws into plain English. The Toc was awarded certification to the ISO 14001 Environmental Management System standard in January this year. The decision to produce a new legal register in 2013, with support from Cedrec, has allowed it to record and note amendments or changes to legislation in a way that can be understood better by


June 2014 Page 99

A challenging job executed by an excellent system, delivered by a professional and knowledgeable team Sara Peters Stakeholder Interface Manager, Network Rail





Supplier No: 060626

Rail’s best kept secret Freyssinet has extensive experience in the sliding and lifting of structures Freyssinet’s Autoripage® and Autofoncage® techniques can slide structures over or under existing railway lines. Freyssinet’s experienced teams can raise or lower heavy components too, using strand jacking. The company’s MegaSteel® modular system quickly builds temporary high-capacity lifting frames.



Freyssinet Limited : Head Office: Innovation House Euston Way Town Centre Telford TF3 4LT Tel: +44 (0)1952 201901 Email:

Outline Events Programme – 2013 Recent New Members of The Rail Alliance as at end April 2014



SmartWater Event Developer and supplier of proven loss prevention and risk HS2 Supply Chain Conference 2013 – first of a series of events management strategy, protecting rail to enable suppliers to meet the HS2 team infrastructure and plant machinery. IMechE Railway DivisionCombining Seminar 'Vehicle – IMechE theRe-engineering use of its patented Matching Performance to  today’s  Railway' – Rail Alliance forensic marking technology, members can attend at IMechE member rates. the company’s innovative tactics Railway Interiors Expo 2013 www.railwayinterio proactively detect and deter criminal activity and bring major cost savings Members’  meeting & networking event – details tbc RA to clients.

5 November

ICC Birmingham

6 November


12-14 November


19 November (tbc)


21 November (tbc)

London Euston

Member’s meeting & networking event hosted by Network Rail – details tbc RSG Structures

26-28 November

Sydney, Australia

Ausrail 2013


Specialist precast concrete designer, supplier and installer.

10 December (tbc) Members’ Meeting  &  Networking  Event – details tbc RA those with ISO 14001 responsibility. intelligibleMidlands bulletins ensures we’re always For the Virgin Trains’ Safety and compliant.’ CAF Rail UK Environment Department the move Kaur added: ‘Cedrec has ultimately 11 has December London Rail Freight Group Christmas lunch Manufacturer of rolling stock boosted the provision and quality of improved our ability to comply with products and associated highinformation and also guidance on waste environmental legislation. Simply precision 19 December (tbc) Long Marston EIT Test & Trials Networking meetingengineered – details tbc components RA management legislation, climate change put, it has made complex legislation for clients that include: High and carbon reduction commitments understandable and accessible, enabling Speed, Inter-City, Metro, London available. me to link up better with other Underground Light Rail. If you are interested in attending one of our events or would like to find out more about becoming aand member of the Rail Alliance, contact Rhona C Simarjeet Kaur, Virgin Trains’ departments to provide comprehensive environment and sustainability manager, support on compliance matters.’ on or call 01789 720 026 said: ‘Railway legislation is notoriously Visit complex, so there’s no doubt that the new legislation that comes into force in 2020. register has been essential in flagging Access - and comfort - for all The company has been a rail industry up legislation that’s relevant to us and outh Wales technology firm supplier for 22 years and has just helping us to better understand what’s has won a six-year completed its first installation of nine required. contract that will provide new units on trains running in the Greater ‘Producing a legal register can be a toilet facilities designed for Anglia region. Work has also begun on minefield but Cedrec’s expertise has made wheelchair access onto every train in units that will be installed on Angel the whole process easier. Its ability to the UK. Trains, Porterbrook and Eversholt, the provide easy-to-understand analysis and The company has designed, developed new system can now be instated in 48 interpretation of complex and technical and manufactured its Universal Access hours – meaning minimal disturbance to rules and regulations in digestible and Toilet (UAT) unit, Comfort Zone, to meet rolling stock. Mark Isaac, founder and managing director, said: ‘We have been able to provide an important solution for rail operators with a unit which meets or exceeds all the standards of the legislation, has the smallest footprint, the lowest energy use and is the lightest weight of any other suggested product. Most important of all it has now been proved to be reliable and robust. ‘We have delivered and installed the nine units over an 18 month period. By October we expect to be making and installing nine units every month.’ Reliability tests on the first units in operation showed that all moving parts were working perfectly after 12 months’ use with hugely positive feedback from both passengers and rail operators.


Visit June 2014 Page 101

Your solution with our knowledge

Driving the next generation of Passenger Information Systems

Do you want a system that builds on proven standard blocks? Which is designed exactly to your needs? With balanced, advanced features, optimum life time, cost advantages and easy upgradeability? Then you need to look into FOCON’s latest PIS/ CIS platform. A platform we built on “customer’s voice” and smart thinking. With the help from key industry people, passengers, train builders, operators and consultancy companies we have acquired an in-depth insight into current and future needs within rolling stock and built our newest PIS / CIS generation around it. With our smart thinking we built it in a standardised way as proven building blocks that may be built into exactly your requirements. Not only is it proven, it’s also easily upgradeable over time. You may start with a basic PIS system and in an easy approach later upgrade with our advanced, yet cost-effective, ffective, infotainment system, route-follow ff system or other special features from our standard option packages.

Our IMAGINE platform is not just a standalone PIS solution where you may add multiple options of your choice, it is effectively ffectively supported ff by a strong, customizable, aftersales concept InMotion ensuring optimum up-time and life time cost, by maximizing availability of spares and service with proven products of high reliability. FOCON stands today as a market leading solution provider whose core capabilities are integrated solutions consisting of total project management, software programming and software-friendly hardware. Our new platforms are IP-based and include options such as infotainment, CCTV, and disruption messaging. As a member of Luminator Technology Group, and IRIS and ISO certified we offer ffer proven ff

processes and global presence for the rolling stock market. We cover solutions from LRV (Light Rail Vehicles) over Commuter and Regional trains, Metros and Undergrounds to High-speed trains. We offer ffer an excellent choice for those seeking ff solutions for the future, solutions that may be scaled up going forward and which may be run with a highly competitive level of life time cost. Our choice is well-liked by our extensive reference list of both leading train operators and train builders. Let us challenge you with our smart solution – you can’t IMAGINE all the possibilities that open to you.

FOCON Electronic Systems ApS | Damvang 2, DK-6400 Sønderborg, Denmark Page 102 June 2014

Business profile

Parking ingenuity With passenger numbers expected to rise considerably in the future, APCOA is well-placed to provide the innovative solutions required


PCOA is Europe’s longestestablished full service parking management company with more than 40 years’ industry experience, and is promoting its new line of parking technology to reinforce its position within the parking management services sector. The company’s commercial parking services team recognises the increasing demand for more parking provisions and the need to provide effective, secure and quick payment options. There is a clear commitment to improving the customer’s journey through new innovation and advanced working practices. With this in mind, it’s perhaps unsurprising that more stations are being transformed into retail destinations as opposed to passenger walk-throughs, signalling an important time for change. Thanks to significant capital investment, commuters will soon be able to experience the same customer experience previously only available at the UK’s main airports. APCOA is now at a crucial phase in supporting such a retail experience. It shares the same vision and values as rail operators to make best use of its commercial acumen and ingenuity — attributes that enable it to provide a bestin-class service. Raising standards In June 2013, APCOA achieved Investors in People Gold status following an indepth independent audit of its processes and procedures. The accolade, which has only been awarded to three per cent of UK organisations, confirmed that the company operates at the very highest level of people management and leadership practices. 12 months on, the company continues to be a leading provider of bespoke management services and innovation within the rail industry, helping it to secure contracts in 2014 with Network Rail and First Great Western. Due to the nature of the parking industry, and APCOA’s managed services portfolio, the company opted to have its management systems independently audited to ensure compliance under BSI Health and Safety Standard (OHSAS 18001) and Environmental Management Standard (ISO 14001). The accreditation makes the company well-placed to

draw on its operational experience, resourcefulness and innovative approach to exceed its clients’ expectations. Business intelligence APCOA has invested heavily in its Analytics business analyst e-tools, which are able to gather a range of complex real-time data to generate a number of reports and graphical representations for its clients. Reporting can be set to provide automated daily reports and trend analysis on a range of car park products and services. It’s an important breakthrough that enables clients to capture and manage a range of parking data, including revenues, occupancy, yield and competitor analysis. The e-tools are also geared to conduct campaign analysis and recommend future marketing activity.

To support the expected rise in passenger numbers and station retail outlets, APCOA predicts more operators will introduce bespoke pre-booking e-solutions for years to come, which will comprise financial reconciliation and connectivity to local parking equipment. The company will continue to support and develop the variable tariff strategy expected by all rail operators because it ensures the pricing strategy for peak

and off-peak times maximises car park revenues. Based on modelling used in the aviation sector – and the company’s considerable experience in it – APCOA is the market leader in amplifying revenues. Reporting behaviour While some customers will always value price over convenience, others favour location. Therefore, effective parking management, customer relationship management and pricing are key to achieving optimum car parking performance. APCOA recognises that the management information contained within client reports needs to be clear, accurate and wide ranging to ensure that users have a clear view of the car park operations and performance. And, with its pedigree in providing detailed management information, the company

is able to offer a comprehensive service through an automated or semi-automated single reporting dashboard tool. APCOA Analytics enables operators to develop a more meaningful and deeper understanding around customer behaviour, trends and performance, unlocking the capacity to make decisions intelligently and scientifically to improve car park yield and drive revenues. The Analytics reporting tool has been June 2014 Page 103

In extreme CondItIons our ProduCts wear tHe rIGHt Coat

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No matter what the application or what the conditions, Unistrut have the coat to keep your products safe for the applications engineered life span, with Metal Framing and Cable Management product offers for the entire rail industry from London Underground to Network Rail and beyond. So why not contact our fully trained technical sales and engineering teams today and see how you can wrap up to meet your application conditions.

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Page 104 June 2014


Business profile

developed to also be bespoke, eliminating the common problems that many off-theshelf products cannot compete with due to the variety of data sources. A decade on from stepping into the e-solutions arena, APCOA provides the full end-to-end solution. It differentiates itself from other parking operators through its emphasis on using all available information in a bid to improve revenues and support a number of core functions. Proven success The parking management company was one of the first to offer the pre-booking solution to its clients, maximising revenues and improving the customer experience. Its solution has been successfully implemented for a range of clients, including Gatwick Airport, Travelodge, Portsmouth International Ferry Port and, more recently, Norway’s civil state airport operator, Avinor. APCOA’s pre-booking services are continually developed to evolve with clients’ needs to offer a more efficient

Through its broad range of products and services and commercial acumen, APCOA is able to partner with clients to invest in new infrastructure programmes and help bring about new initiatives to drive revenues customer journey. The company has taken significant strides forward by integrating the latest developments in parking services with its latest pre-booking products. Arguably the most significant improvement is the integration of automatic number plate recognition with pre-booking, providing a completely hands-free process for the customer —

particularly noteworthy for rail and barrier-free, high-volume city centre locations. Through its broad range of products and services and commercial experience, APCOA is able to partner with clients to invest in new infrastructure programmes – helping bring about new initiatives to drive revenues. Its systematic approach is tailored to provide a comprehensive service based on the knowledge of its parking experts. It does this by taking the best of what exists in the market, building on it and improving it. It’s then implemented in a cost-effective and engaging way to enhance all available capital gains and improve the customer journey. About APCOA APCOA Parking (UK) was established in 1971 as a parking management company and in 1986 became the first UK company to provide on-street parking enforcement. It employs more than 2,000 staff here in the UK and a further 2,500 across 11 other European countries. The company provides a wide range of management and on-street services on behalf of clients at rail stations, airports, shopping centres, town and city centres, hotels, hospitals and universities. Tel: 01895 454269 Email: Visit June 2014 Page 105

Unbiased Specialists in Precast

RSG Structures Ltd are specialist precast concrete designers, suppliers and installers They offer clients a huge range of different products from their network of carefully vetted suppliers. RSG do not manufacture anything themselves which puts them in the unique position of being completely impartial when deciding which product is best for their clients. They look at a project and put together different options based on the merits of the product and that alone. RSG don’t work to targets and do not have factories to keep busy. The only target RSG has is to have a list of happy and satisfied clients. RSG will undertake full design (and take design responsibility) for foundations, walls and roofs. They can then carry out groundwork’s, installation of precast elements and roof structures. RSG Structures are the ultimate, unbiased one stop shop for clients offering a more personal, bespoke service.

Chester Hill Stables, Convent Lane, South Woodchester, Stroud, Glos, GL5 5HR Tel: 08452 997597

Daventry Business and Consultancy Services Limited Bringing knowledge, expertise and experience to help you improve your business Whether you are a new company or an established organisation a regular review of business processes can support your growth and development and Daventry Business and Consultancy Services Limited offer greater assurance to your customers. Bringing knowledge, expertise and experience to help you improve your business.

We are experienced and qualified specialists and providers of:

Railway Engineers Permanent Way Installation & Renewals Skilled Resource Provision Track Inspection & Maintenance Skills Training

Whether you are a new company or an established organisation a regular review of business processes can support your growth and development and offer greater assurance to your customers.

• Development and Review of Business Management systems including full support to BS11000 Certification and ongoing Post Certification support  Development and Review of Business Management systems including full support to BS11000 • Assurance management systems Certification and ongoing Post Certification support • Change identification and management  Assurance management systems  Change identification and management • Qualification system support and guidance  Qualification system support and guidance

We are experienced and qualified specialists and providers of:

 We also offer a qualification system update and completion service

We also offer a qualification system update and completion service Since 2011 we have been successfully supporting businesses through

Since 2011 we have been supporting businesses through BS11000 Certification BS11000 CertiDevelopment fication from Awareness,to through and from Awareness, through and Implementation CertificationDevelopment and beyond. We are members of BSI’s Associate Consultants Programme specifically Implementationforto Certification and beyond. We are members of BSI’s BS11000 implementation

Associate Consultants Programme specifically for BS11000 implementation

Contact: Andy Harrison for more details E mail: E mail: Mobile: 0782507825 130837 Mobile: 130837 Or via our website at: Or via our website at: Contact: Andy Harrison for more details:

Page 106 June 2014

t 0845 527 8440 f 0845 527 8441 1stinrail limited 1d North Crescent Cody Road London E16 4TG

Unit 2, Redwell Close Dinnington Sheffield S25 3QA

Business profile

Fast data for fast trains Rail transport today must be fast, efficient and safe, but should also provide comfort and exceptional service to passengers. HUBER+SUHNER provides components and systems that companies can use to provide that service


oday’s passenger takes optimum customer service for granted just as much as a safe and comfortable journey. On-board internet, e-ticketing, video monitoring, passenger counting, safety systems and passenger information are just some of the ways that level of service is delivered. As a result, the requirements, in terms of connectivity solutions, have increased. Also on the rise is the volume of data that needs to be transmitted inside the train and to trackside infrastructure for these services. For all such applications, independent networks must be installed to ensure maximum data volume

availability at all times. The decisive factor is selecting appropriate highperformance connectivity components. Getting the data into the train HUBER+SUHNER has a broad product portfolio for network connections with high data transmission rates. Using the proven SENCITYÂŽ Rail rooftop antennas, high data rates can be transmitted reliably between track and train, and the omni-directional SENCITYÂŽ Rail MIMO (Multiple Input Multiple Output Technology) is part of this antenna portfolio. MIMO is the special feature supported by the robust

antenna and consists of two broadband radiating elements for 2G/3G/4G mobile communications and 2.4 and 2.5 GHz Wi-Fi. The unit is all housed in a single compact housing. The antenna is also available with an additional port connected to an integrated GPS antenna and supports the frequency range from 698 MHz to 6 GHz for all mobile communication networks worldwide. Due to simultaneous transmission via several of these individual antennas, MIMO technology achieves higher data transmission rates than previous solutions. The range and reliability of the system is also improved.

June 2014 Page 107

Stockist & Distributor of Exane Cable for the Transit Market

The Right Cable Delivered When You Need It! Authorised for use — Section 12 surface and sub-surface applications

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Page 108 June 2014

RSCC Wire & Cable LLC Telephone: 00 1 860-653-8300 Email:

Business profile

HUBER+SUHNER’s range of fibre optic connectors and management solutions. With its range of coordinated radio frequency products, the company offers integrated signal transmissions inside the train or from carriage to carriage and robust internal antennas can be used to provide wireless LAN (local area network) connectivity on the train. Part of its railway-specific antenna portfolio, the SENCITY® OMNI-S MIMO rapidly distributes optimum WLAN (wireless local area network) signals throughout the train. The antenna features MIMO technology and supports 2.4 GHz and 5 GHz frequency bands. Optimised connections between antennas and active components rely on preassembled halogenfree, RoHs (restriction of hazardous substances) compliant cables by the

SENCITY® Rail MIMO will be of particular interest to system integrators and rail vehicle manufacturers that seek to establish applications with high data rates – such as on-board internet, CCTV or repeater systems on the train. The product can achieve a far higher rate compared to standard antennas. The antennas are simple to upgrade because the new range uses the same mounting scheme, meaning that existing antennas can be replaced quickly and easily. Powerful and reliable products Reliably distributing the increased data volumes across the train represents another challenge to Toc’s. The answer lies in establishing new generations of train communication networks based on Ethernet technology. To ensure the required data speed, HUBER+SUHNER offers an extensive product portfolio for network connections with high volumes of data. Its customers can freely combine their connections, regardless of the technologies the systems are based on. Whether radio frequency, fibre optic or low frequency products, they can all be

procured from HUBER+SUHNER. The company’s RADOX® RAILCAT CAT5 and CAT7 cables provide reliable connectivity for gigabit and ten-gigabit Ethernet. The cables are ideal for the train backbone and transmit

high data rates to equipment such as cameras or servers. HUBER+SUHNER has extended its portfolio to include the RADOX® RAILCAT CAT7 M12 cable assembly, which is based on RADOX RAILCAT CAT7. The four-pair cable is available as 4x2x24 (mm) AWG and supports easy routing due to its reduced dimensions. Like most of the company’s products the CAT7 also features the proven RADOX EM 104. The electron-beam cross-linked insulation material makes the entire assembly more resistant to high and low heat, media and weather. CAT7 M12 is a preconfigured plug-andplay solution enabling quick and easy installation in railway vehicles. The M12 connector is available in two versions: over-moulded and pre-assembled, or an optimised version for easy installation in the field. Apart from the company’s copperbased solutions it also provides RADOX® fibre optic cables, which are capable of transmitting the large volumes of data required by today’s information and security systems. They offer the largest bandwidth capabilities for all current onboard applications. Free from interference Optical fibres are immune to the effects of electromagnetic interference and voltage spikes – a significant advantage when transmitting data within rail vehicles. The cables can be installed together with

company. The thin, flexible jumper cables allow very tight radii and the low-loss feeder cables are more suitable for covering larger distances. Extensive expertise and experience HUBER+SUHNER supplies the various components but also offers complete connectivity solutions and many forms of technical support. At the local level its engineers offer advice on selecting and positioning products, but customised solutions are also developed in Switzerland. Alun Thomas, market unit manager, said: ‘In addition to our products, which are specially developed for the railway sector, it’s primarily our direct collaboration with our customers, our technological expertise and our many years of experience that distinguish us from our competitors. ‘Customers are able to freely combine connectivity solutions for networks in trains, regardless of the technologies the systems are based on. Providing a fast service, for fast data, on fast trains.’ Email: (databus cables) (antennas) Visit June 2014 Page 109

Business profile

Tougher, lighter, cheaper Nylacast produces complex one-off plastic components and employs the latest in CAD/ CAM linked technology to ensure efficient manufacturing


eicester-based Nylacast has been providing engineering polymer solutions to a range of industries worldwide for more than four decades. Driven by materials technology and a continuous focus on R&D, the company’s components create and add value to numerous projects. It does this by enhancing the performance of the applications that use its products, saving money and preventing machine down time. The plastic engineering company’s materials and components offer many beneficial qualities to the rail industry,

Page 110 June 2014

including a high resistance to wear and abrasion. The result is a low coefficient friction value of only 0.08, corrosion and chemical resistance and high-visibility colours. Nylacast materials are also lightweight – typically only 1/7th the weight of its steel equivalent. Next to no friction Another significant advantage is selflubrication, a feature that strongly enhances the dry running performance of some components. It removes the need for any greases or lubricants to be applied, which

eliminates the need for routine and costly maintenance and machine downtime. The self-lubricating and low coefficient friction qualities mean that Nylacast components are a perfect match for applications and components in rail – its cables and wire rope have properties that greatly decrease wear and increase lifespan. Nylacast also produces a large range of cable and hose clamps that are lightweight, corrosion proof and pre-coloured, which removes the need to paint them. Nylacast controls the full manufacturing process, in any quantity, from raw

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June 2014 Page 111

Business profile

engineers, coupled with chemists and a fully equipped in-house R&D lab, the company is able to custom formulate bespoke grades of materials for more demanding and specific industry applications.

chemicals and ingredients through to end components and is also able to offer full traceability and material characterisations on all its products. Furthermore, by utilising the skills of its dedicated, experienced

Tested to destruction The company’s R&D laboratory has a testing facility which tests materials to their limits, ensuring they are fit for purpose and capable of delivering optimum performance in their required applications. This also includes environmental testing, which in many cases ensures materials can still operate to requirement in various weather conditions and climates. From cold and freezing to hot and humid, Nylacast’s preproduction testing regime ensures finished materials and components meet every customer requirement. With its team of experienced engineers and in-house CAD/CAM designers the company is able to offer assistance and direction from concept to completion, from specification, design and testing, through to material certification and implementation. Whether it’s a reproduction of a worn common part or the creation of a newlydesigned component, Nylacast can offer a full engineering solution.

With the ability to control the full manufacturing process from raw chemicals and ingredients through to end components in any quantity, Nylacast is able to offer full traceability and material characterisations on all its products In addition to complex, custom components many of the typical applications for the sector include horn cheek/pedestal liners, centre pivot liners, emergency brake cylinder bushes, buffer pads, pulleys, sheaves, rollers, latches, bushes, guides, bearings, wear parts, washers and side plates – to name but a few. Tel: 0116 276 8558 Email: Visit June 2014 Page 113

Business profile

Delivering power and infrastructure Morrison Utility Services is one of the largest independent utility connections providers in the UK. It has a team of staff that can get power projects for rail up and running – whether low or high voltage


n 2013, Morrison Utility Services, the UK utility services provider, launched a specialist division. It was tasked with delivering electrical infrastructure and maintenance projects to rail sector clients across the UK. The company, with headquarters in Doncaster and depots across the UK, provides comprehensive design, installation and commissioning of high voltage (HV) and low voltage (LV) power for rail projects. It covers a broad range of asset engineering services that include: • capital programme transmission and distribution • substation design construction and refurbishment (up to 132Kv) • mechanical and electrical design and installation for stations and depots • switchgear/plant installation and maintenance • HV cable laying, jointing and terminations • power requirements for: - signalling - points heating - lighting • installation and maintenance of protection and control systems • distribution network operator connections, supply restoration, fault location and repair • route works and minor civils • substation compounds • network upgrade and refurbishment. Morrison Rail Services’ multidisciplinary team of managers, engineers and supervisors have the understanding and relevant sector-specific experience needed to undertake all phases and aspects of rail infrastructure electrification projects. Jim Arnold, executive director, explained why UK rail represents such a big area of opportunity for Morrison Rail Services: ‘From planning, development and design, through to testing, commission, construction and maintenance – our specialist electrical knowledge will ensure Page 114 June 2014

the effective delivery of engineering service solutions to our rail clients. With full rail accreditations that allow us to operate on projects for Network Rail and others, we can ensure delivery to the highest standards of quality and safety commensurate to the sector.’ Dave Tong, contract director, added: ‘Our commitment to clients is to deliver rail electrification projects and services underpinned with the highest standards of safety and quality. The experience and versatility of the team means that we are perfectly positioned to successfully deliver everything from a small one-off project through to a complex, multi-million pound contract.’ The company has a demonstrable and long-established track record of successful alliances and joint ventures across all areas. Also, towards the end of the year, it aims to gain BS1100 accreditation. The endorsement will underline the division’s commitment to collaborative working that will play an important role on future projects. The division has strong collaborative working credentials, having already

been appointed to play both lead and collaborative roles on major UK electrification upgrades. The contracts have ensured the company is a recognised provider of electrical design and build services to UK rail asset owners and their primary contractors. Contracts include: Client: Network Rail Project: Sussex rectifier transformer renewals Beginning in December 2013, the £1.2 million, seven-month Sussex contract centred on the renewal of 4Nº rectifier transformers and rectifier units and associated equipment. The company was principal contractor and designer (under CDM regulations) at Merstham, Preston Park, Redhill and Salfords substations. Its scope of work included: • site surveying, including detailed transport surveys • protection and possession planning • design, supply, installation and commissioning works required to meet the SCADA RTU

Morrison Rail Services provides comprehensive design, installation and commissioning of HV and LV power for projects within the rail market that covers a broad range of asset engineering services including:

• • • •

Substation Stations and depots Switchgear/plant HV cable laying, jointing and terminations • Protection and control systems • Power requirements for • Signalling • Points Heating • Lighting • DNO connections and networks

Contact us June 2014 Page 115

In respectful memory of

Kenny Chalmers who recently passed away. Amaro Signalling send our sincere condolences to his family, friends and colleagues. He was an inspirational manager, extraordinarily talented engineer and a positive example to us all. He will be greatly missed by everyone that knew him.



ISO 9001

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ISO 14001

OHSAS 18001




Quality Management

Environmental Management

Health & Safety Management

Business profile

• decommissioning and removal of existing equipment • civil and structural works • modifications to existing structures • installation of equipment, cables and materials • earthing and bonding • testing and commissioning of new equipment and cables • coordination of site access agreements, traffic management and community relations. Complex staging designs, including the creation of detailed inspection and test plans, were deployed throughout the project – and ensured that rail services across Sussex were unaffected. The use of value engineering analysis and delivery and also modern construction methods served to avoid daily HV switch outs. As a direct result it ensured that the performance and reliability of the Sussex electrification system was maintained. Client: Carillion Rail Project: Points heating – Acton station Morrison Rail Services was awarded a contract to manage the design and installation of electric points heating

equipment at Acton freight yard. The work will represent an integral element of the delivery strategy for the high-profile Crossrail project. It will involve the construction of a dive-under (rail underpass structure) at the freight yard, located between Acton and Ealing Broadway station, on the Great Western Main Line. Currently, freight trains enter and leave Acton’s yard by crossing the mainline passenger tracks. The construction of the dive-under will provide a grade separation for freight trains to access the yard but without affecting passenger trains heading towards Acton Main Line, and beyond to central London. Crossrail will receive a number of benefits from the works, including improved reliability on passenger services and increased capacity for freight traffic. To expedite the works, the various tasks will be undertaken in coordinated stages and an electric points heater will be installed to mirror the development of the permanent way. Additional points heating circuits will also be installed at two existing points heating control cubicles (PHCC).

Morrison Utility Services has a turnover of more than £500 million. It works with blue-chip utility company clients across the electricity, gas, water and telecommunications sectors on the renewal, refurbishment and maintenance of their infrastructure and networks. With around 40 per cent of its business currently focused on the electricity sector, the company is experienced in providing value engineering design, construction and project management solutions across the complete voltage range – from LV to 400kV. It also specialises in high voltage electrical connections for load or renewable generation connections and large multi-utility connections. Morrison Utility Services is one of of the largest independent utility connections providers in the UK.

Client: Carillion Rail Project: Crossrail West Inner Track and Infrastructure (WITI) – Hex Feeder In April, Morrison Utility Services was appointed to manage the modification to the route of 2No feeders. The contract enabled embankment widening works as part of the Crossrail West Inner Track and Infrastructure (WITI) project. Involved in the works was the isolation, and placing into earth position, of the 2No feeders. Both were spiked, cut and slewed into new position and an infill cable with 2No joints installed. The cable was then pressure tested and brought back into service. Works on the first feeder were completed before commencing on the second. This was to ensure that, in the case of an emergency, the second feeder could be brought back into service quickly. Tel: 01302 898300 Email: Visit June 2014 Page 117


A Street Crane named crucial Overhead cranes play a crucial role in rail, assisting in building and maintaining rolling stock and major civil engineering works. Chris Lindley-Smith explains how


hy overhead cranes? The short answer is flexibility and fitness for purpose. Rolling stock is both large and complex, requiring precise assembly of structural, mechanical and electrical systems - each of which comprises multiple components. Lifting and transferences scale up with the build, requiring a mechanical handling system that has the flexibility to meet these needs safely, efficiently and reliably. Bombardier’s Electrostar manufacturing facility at Derby is a good example. Two identical 20-tonne safeworking load cranes have been installed in the final assembly bays, each fitted with twin ZX series 10-tonne hoists for assured lifting and lowering shop transportation. The hoists and cranes are used independently during the initial assembly of the trains but are designed for tandem operation when lifting and moving complete train bodies. For this, a unified radio-based system is used to ensure the complete interlocking of overhead crane operations and total synchronisation of all movements. This enables the two cranes and four hoists to operate as if they are a single unit. All crane travel motions are controlled by a variable frequency inverter, giving constant acceleration and deceleration rates – the process ensures maximum load stability and provides precision lowspeed placement control. Special on-crane safety equipment includes audible alarms as the cranes move up the workshop. Anti-collision devices provide a safeguard when both cranes are operated and moving independently. In-service maintenance Rolling stock built for a 30-year working life undergoes routine maintenance and more extensive periodic overhaul. Major refits often involve bogey maintenance, when the carriage is de-bodied to provide access to bogies and the underbody components. This is the role of the crane installation at the Alstom depot in Manchester, where the Virgin Pendallino fleet is serviced. Maintenance demands vary. Siemens’ tram cars in Edinburgh have a street level, Page 118 June 2014

low-floor design with limited space for mechanical and electrical equipment below axle height. For this reason services such as electrical control and airconditioning are located on the roof with the catenaries. The Edinburgh depot uses a doublegirder 6.3 tonne overhead travelling crane to maintain its fleet of 27 trams and support the Unimog track maintenance vehicle. The crane is essential for access

and maintenance of the roof pantographs and to service the air-conditioning and other vital electrical equipment contained in the pods. The 19-metre span crane has 5.5 metres’ lift, spans three tracks within the depot and runs almost the full length of the building – giving maximum flexibility in transporting materials. The crane has been installed within a limited building height envelope, therefore a top running carriage is

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Business profile

girder, freestanding Goliath crane was crucial in excavating the shaft linking deep Crossrail tunnels with the London Underground and ticket hall above. Once excavations were complete the crane was used to introduce tunnel segments and other pre-cast structures that make up the new build. The unusual crane, with its double girder box beam design and twin custom built 20-tonne hoists, performs a key task in a sensitive location. The construction provides maximum flexibility because it can be used singly or in tandem, depending on the weight and geometry of the load. Its 37 metres of lift enables it to reach the deepest of ground works. Ground beams, 1.5 metres deep, were cast 31 metres apart, on which the rails for the Goliath crane legs run. The beams shield the excavation shaft and protect the crane from any minor ground movement resulting from excavation. The crane beam has an unusual 5.1 metre cantilever at one end to enable the protected area to be loaded and offloaded.

installed, permitting the maximum height of hook lift and providing greater safety when transporting loads. The Street Crane ZX84 wire-rope hoist includes safety and productivity features, such as: • overload protection • positive braking on the primary gear box shaft • a fully enclosed permanently lubricated gearbox • a rope guide to clamp the rope in position avoids slack roping, a condition that can cause costly damage to both rope and barrel.

more moving gantry cranes – sometimes called Goliath cranes – were installed to run on ground-level rails, permitting stock to be placed and accessed. The largest crane employed on Crossrail is still in use and is located on Tottenham Court Road’s Western Ticket Hall site. The 40-tonne double

The future Rail and tram investment is ongoing - the Hitachi high-speed train replacement on the East Coast and Great Western main lines will require both new primary manufacturing and in-service maintenance facilities. This is in addition to future infrastructure developments associated with HS2, Crossrail 2 and elsewhere on the network. All these developments require safe, reliable and flexible mechanical handling systems with overhead cranes fulfilling a critical role. Chris Lindley-Smith is sales director at Street Crane Company

Tel: 01298 812456 Email: Visit

Vital role in infrastructure Cranes also play a vital role in infrastructure. The development of Crossrail is another good example, with ten overhead cranes installed to support the project in various roles. A dedicated facility at Old Oak Common produced the thousands of cast-concrete segments required to line the tunnels. It was equipped with six overhead moving cranes used for moulding and de-moulding the segments and subsequent transportation out of the workshop. Concrete requires time to attain full strength so the segments were stored in an adjoining curing yard, three June 2014 Page 121

Business profile

Fight fire with Coltraco Fire incidents are significant industry problems. Coltraco’s fixed content management solution allows constant supervision of critical assets


he UK rail industry is busier than ever. Increasing traffic and greater pressure to reduce disruptions and delays makes it essential to maintain asset availability and ensure critical assets are fully protected. In 2011 alone, more than one-million hours of delays occurred as a result of fire incidents, causing substantial costs. Combine this with an increased use of automation by some rail networks and the vulnerability of control or server rooms becomes even more critical. One core way that critical assets are protected is with fixed fire suppression systems (which discharge and extinguish fire); these are inspected annually as standard, to ensure that they are operating correctly. One challenge many industries currently face is how to gain complete

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visibility over all the fire suppression systems guarding critical assets and to provide confidence they’re ready to operate effectively when required. The solution Coltraco, the UK manufacturing company, is addressing this. It has launched Permalevel® Multiplex, a fixed content monitoring solution that allows constant supervision of critical, fixed

fire suppression systems. It’s the first system of its type in the world and allows operators to both check the daily status of the systems easily and provide instant alerts if anything happens that reduces its effectiveness. The monitor is placed in the vicinity of the fire systems and sensors and is physically attached to each cylinder to provide the monitoring data. All the information feeds back into the main

Business profile

Permalevel module on which the current status and main controls can be displayed for easy visual inspections. Local visual or audio alarms can be installed to provide alerts to those in close proximity if discharge occurs but, more importantly, it quickly displays the data from these systems directly to those that need to know. This is achieved by linking into any central alarm or control monitoring system. Comprehensive communication capabilities have been added to the system that allows data to be transmitted from unmanned or remote locations back to any required central control station. This allows the maintenance engineer or safety officer to remotely interrogate and see real time results in any individual cylinder, from any specific fire system, to any individual location. With this level of awareness it

became clear that the ability to record the data 24/7, requiring a complex data logging system, was needed. This can be achieved using most computer management systems but

comes as standard with Coltraco’s Permalevel software. High specification Overall, the system goes far beyond certification compliance requirements, it provides the levels of visibility that could potentially save a network millions of pounds in fire damage and reduce delays significantly reduce delays. Many of the fire protection certification requirements

Comprehensive communication capabilities have been added to the system that allows data to be transmitted from unmanned or remote locations back to any required central control station have not changed drastically in years, despite the huge advances in technology and levels of projects. Coltraco is gaining a lot of experience in implementing this system in major infrastructure networks that have particular areas of vulnerability. By providing innovative technology the company delivers unique oversight on entire infrastructure networks and looks forward to continued development in this area. Tel: 0207 629 8475 Email: Visit

Power Solutions for Railway Infrastructure


Our technology expertise covers sealed lead acid, NiMH and Lithium batteries.


Providing power for information displays, lighting, security cameras and signalling, including solar applications.

Visit us on Stand C45 June 2014 Page 123

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Business profile

Three steps to success Musculoskeletal Disorders (MSD’s) remain one of the most frequent types of work-related injury. Pristine Condition is aiming to improve that statistic


espite efforts to reduce MSD’s through legislation and better risk management, these types of injuries can rarely be eliminated. But even if risk is significantly reduced, if an item has to be moved manually a residual risk remains. Why are MSD’s still prevalent? Conventional methods of addressing the residual risk aren’t effective according to Pristine Condition, which has successfully bucked the trend by showing clients how to reduce manual handling injuries and sustain the results by addressing the key causes of initiative failure. Pristine Condition founder, Davy Snowdon, explained how organisations can get it right:

cardboard boxes from perfectly flat floors onto precisely positioned, waist-high tables. Employees’ workplaces aren’t like that, so don’t be surprised when they don’t buy into the message. Faced with patronising techniques which don’t work, employees will quickly revert to old habits. Worse still, they emotionally disengage from the whole process, allowing the belief ‘You can’t do it like that where I work’, to go unchallenged. For employees to buy-in, you need to deliver practical training, using lifting principles that every individual will adopt because they genuinely believe it reduces the chance of being injured. The principles need to be easy to follow

and applicable to any scenario. Crucially though, training needs to be delivered in an engaging way, so it’s remembered positively – is ‘death by PowerPoint’ really going to capture the audiences imagination, for example? Only by embracing those two key elements will your training stand a chance of succeeding: ‘Realistic principles, delivered in an engaging way.’ Once this base level is attained, it needs to be sustained. Challenging poor behaviour Manual handling bad practice is rarely confronted and the following points consider why this is.

‘Reducing handling injuries is quite simply about changing people’s habits; exchanging a bad one for a good one, which itself has three drivers: • individuals buy-in to the change • monitoring take-up of the change • management support to maintain the change. The harsh reality is that initiatives fail when any of these factors are deficient. When it comes to manual handling training, conventional wisdom overlooks one simple fact: ‘The body doesn’t tell you every time you get it wrong, only when you’ve got it wrong too many times – when it’s too late.’ Consider the above statement in the context of probably the most extreme manual handling task there is: weightlifting. Injury is a huge fear for any athlete and weightlifters are no exception, yet even when they fail a lift, they don’t get injured. Why? Weightlifting has evolved, athletes strive for anatomical technical perfection to minimise the pressure they place on their bodies. The result, despite moving weights far beyond ‘safe’ guidelines, is that weightlifters are rarely injured. It shows that avoiding injury is not primarily about weight, but technique. Don’t patronise Conversely, conventional manual handling training is too generic, using unrealistic scenarios of lifting empty June 2014 Page 125

Cable Protection • Drainage • Sewerage • Water Management Systems




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Business profile

Key failings/problems: • lack of knowledge, information and awareness of MSD risks • conflicting guidance on the correct technique • staff doing what they think best, or copying colleagues with flawed techniques • incorrect technique, leading to increased and accumulative pressure on the body • the body doesn’t tell the person when they lift incorrectly, until it’s too late • front line managers don’t challenge incorrect technique because they can’t explain what is correct.

Keep in mind how to address areas that aren’t an issue today but might be in the future, such as keeping abreast of the latest technological best practice, accident trends and avoiding them, the civil scene and what’s happening with trends in personal injury claims. Think also about how to keep the programme’s momentum going and look for ways that can re-deliver similar messages differently, ensuring that those involved are energised by it. Refresher training is a given, but think more creatively about how that’s going to be delivered without it becoming just another boring health and safety session.

Walk into most warehouses without high visibility personal protective equipment (PPE) and you’ll quickly be challenged by someone on the shop floor. This is due to the company making it clear what is right and wrong; staff understand the difference and that understanding provides the confidence to challenge. But in the case of a poor handling technique, supervisors are less confident about what is actually right, even if they instinctively know something is wrong. That’s because they don’t have the knowledge to correct poor technique, nor the confidence to challenge that behaviour. The result is that poor behaviour prevails. So, not only do employers need to train their workforce, they also need to train front line managers how to spot and rectify incorrect technique. Simplicity is the watchword – as simple as spotting a PPE violation. Lifting principles not only need to be simple, they also need to be binary (either

right or wrong) and with no grey areas. This requires an auditing mechanism which deals with both. Key to this is giving the supervisor the skills to deal with either scenario effectively. Getting this part right will produce good results because the training is then properly sustained through effective supervisory auditing. Combining this with an easy mechanism for recording the audit’s findings will bring about the beginnings of a sophisticated management tool that shows where more effort can further improve results. Companies can then check the findings with their own observations and take a healthily sceptical view on any that claim 100 per cent compliance. Finally, managers need to be supported to maintain momentum and deal with the scenarios that weren’t planned for. There will always be new ways of doing things - new plant and new processes, new equipment and new tools, so handling techniques need to adapt.

Have a positive outlook Don’t just focus on the emotional negatives of failure, like accident statistics. Celebrate the positives, such as the results which good auditing will undoubtedly deliver when done properly – especially when reinforcing good behaviours. Make sure you can prove positive progress is happening and then share that positivity with everyone, because ultimately people like to be associated with something that’s successful. If someone does get injured, make sure you include reference to their anatomical technique in the investigation and be prepared to challenge inconsistencies, and only ever record facts, not presumptions or opinions. Pristine Condition’s experienced view is that there are three fundamentals to guaranteeing any training programme’s success in changing habits. Organisations which consistently satisfy all three significantly reduce their manual handling risk profile and accidents, as well as the total cost to the business resulting from them. Tel: 01491 414464 Email: Visit June 2014 Page 127

One of the most inspiring companies in Britain A 'standout' UK business, as named by the Telegraph and identified by the London Stock Exchange as one of the top 1000 companies to inspire Britain


Published in the Telegraph recently, Taziker Industrial Ltd (TI) were recognised by the London Stock Exchange for helping to spearhead the UKs economic recovery as they rub shoulders with the top 1000 companies to inspire Britain.

in Scotland, after successfully completing the £15m contract for phase three.

TI is a multi-discipline specialist UK Rail contractor providing innovative structural refurbishments and strengthening throughout the UK. Their in-house services include surface preparation and application of protective coatings, steelwork fabrication, repairs and strengthening and in order to bring efficiencies to every job TI utilise their own scaffolding divisions. News of the London Stock Exchange accolade arrived just as the specialist rail contractors were celebrating being awarded a three year, £22m contract for phase four of refurbishment works to the Tay Rail Bridge

It seems the 600 strong company, who have offices throughout the UK, are not just darlings of the National press but are also striking a chord closer to home near their HQ in Bolton, where they were recently crowned the 9th fastest growing business in Greater Manchester for 2014. TI offer market-leading technologies and unparalleled expertise on every project. Their commitment to adding value stretches across all aspects of their business and was recognised recently with the ‘Platinum Badger Award’ for works to the Royal Albert Bridge over the River Tamar. This award represents the ultimate recognition by Network Rail IP Western for demonstrating sustained excellence and raising industry standards in health, safety and environmental controls.

Contact Taziker Industrial Ltd

Learn more about Taziker Industrial Ltd

Taziker Industrial Ltd (Head Office) Unit 6 Lodge Bank Crown Lane Horwich Bolton, BL6 5HY

web: Twitter: @Tazikerind Youtube: Facebook:

Telephone: email:

T: 01204 468 080

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01204 468 080

Business profile

Safer level crossings Imtech Traffic & Infra is a long-established technical services provider with a strong reputation in rail - and its latest technology solution is making real headway


ccidents at level crossings continue to make unwelcome headlines. Not only does this create negative publicity for the industry but it often includes life-changing and traumatic events for those involved. It’s right, therefore, that Network Rail’s latest CP5 plan identifies significant investment and initiatives to reduce risks at level crossings that build on the improvements delivered in CP4. Reacting to demand In response to the need for improved safety, Imtech has developed a solution

for enhancing user-operated crossings in remote locations. The unit uses commercial off-the-shelf components, is solar powered with battery backup and has the option of wind power – making the system ideal for use in remote locations. At many user-operated crossings, those wishing to cross have to rely on their eyes and ears to detect approaching trains. Where sighting distances are reduced – on bends in the track or bridges – the time between seeing the train and its arrival can be very short. The Imtech Rail Level Crossing Enhancement (IRLE)

system is designed to increase warning times by detecting trains at a greater distance, thereby giving the user better information before deciding whether to cross. In its simplest form, IRLE consists of a central controller located close to the level crossing. The central controller is linked to push-buttons installed at a safe distance, which in turn is linked to the remotely installed radar detectors via radio. The radar detectors are usually sited at or beyond the normal line of sight from the crossing. Due to the controller’s combination

June 2014 Page 129


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Readypower are proud to have worked closely with Rail Products UK Ltd. to design and develop this exciting new machine. With a further 10 machines due to arrive in our hire fleet over the next two months, Readypower again leads the way in specialist OLE plant.

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Business profile

of remote radar detection and radio communication the train detection range is potentially extended by a number of kilometres. All system activity is recorded and can be viewed remotely via the internet. Safety in simplicity IRLE enables users to behave in the normal way at the crossing. They’re required to push a button and look for a red light, which indicates that a train is approaching, advising them to wait. If no red light illuminates then, using caution, they can cross as normal. The system is easy to install and the remote radar units require only lightweight poles for mounting. In many

cases it’s possible to mount the units unobtrusively on existing infrastructure such as speed restriction signs. Truly versatile IRLE demonstrates Imtech’s ability to adapt and integrate solutions from other industries into the rail environment. The unit offers an eco-friendly enhancement to the many remote user-operated

crossings on the network and is a scalable solution that can increase safety by providing users with increased warning of when a train is approaching. For further information contact John Meredith Tel: 01784 229 900 Email: Visit June 2014 Page 131

Signalling the way forward


OSL Rail is a world-class railway engineering company specialising in the delivery of signalling and multi-discipline remodelling projects.

• Signalling design, Signalling Data Preparation

We price ourselves on our highly experienced, competent and professional people; and our track record of working collaboratively with our clients to increased delivery certainty and value for money.

• Overhead Line Equipment Design and Engineering

• SWTH, SMTH and Principles Testing

• Electrification and Power Design and Engineering • Civil/Structural Design and Engineering

Whilst built on traditional values, OSL Rail embraces the latest thinking and technology. Our company has an established range of agile, client focused processes, tools and systems that demonstrably help to minimise inefficiencies and reduce project delivery timescales and costs.

For further info, please contact: Tel: +44(0)1793 600 793 Fax: +44(0)8701 236 249 Email: Web:

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• Mechanical/Electrical Design Engineering • Environmental Design • Project Management and Planning

OSL Rail

Unit 1.3, Alexander House 19 Fleming Way, Swindon Wiltshire SN1 2NG


Business profile

Train presentation specialists Chela is an industrial cleaning chemical manufacturer that specialises in providing bespoke cleaning solutions for the rail industry


specialist will always do a better job than a generalist, so don’t choose a general cleaning chemical company to look after train cleanliness. Instead, use a manufacturer of specialised chemicals and technical solutions that are designed specifically to add value to the UK mass transit industry. Chela was established in 1988 and its current clients include FirstGroup, National Express, Southern, Southeastern, Chiltern Railways, LOROL and Transport for London. The company is ISO 9001/14001 accredited and offers a tailored after-sales service plan and training, including the development of structured cleaning schedules to increase staff effectiveness. The company, based in Enfield, north London, is part of the Fisher Darville Group and has its own research and development facilities with three fulltime scientists. Chela is able to offer industry-approved cleaning solutions and a bespoke product manufacture and design service that addresses issues ranging from severe iron stain to difficult-to-remove graffiti shadow. Strong client relationships The company has a track record of working closely with its customers to resolve issues and has gained a reputation for coming up with creative

and innovative solutions. It adopts a partnership approach to problem solving and technical issues and understands that its clients’ problems and requirements are pivotal. One good example is Eurowash SuperSheen®, a high-performance product used on the exterior of trains that keeps them cleaner for longer. It was developed in response to a request from London Underground as the transport network’s Bakerloo line scored consistently low mystery shopper scores due to poor cleanliness of its rolling stock. Chela employed new technology to create Eurowash SuperSheen®, a mildly alkaline cleaner that imparts a sheen to both paint and glass which both reduces spotting and helps to prevent re-soiling. Not only does it remove traffic film, brake dust, dirt and grease from the bodywork but the gloss left behind

acts as an easy-clean coating which repels soiling. Iron stain and brake dust removal With trains undergoing extensive use, some stains are obviously unavoidable. Heavy exterior iron staining is a common problem - the petroleum-based oils and greases used in mass transit build up quickly and cause trains to appear extremely dirty. This can then result in poor customer feedback and complaints regarding unclean trains are common among rail commuters. Reacting to this, Chela has developed a specialist product, Eurowash® ISR Thick. The product is used extensively in the industry for the removal of heavy exterior soiling such as brake dust and iron staining, thanks to its unique blend of acids that removes all traces quickly and effectively. For all queries relating to presentation and cleaning chemicals, please contact Tony Philippou. Tel: 020 8805 2150 Email: Visit June 2014 Page 133



Our network of rail linked quarries and depots ensure that our products can be distributed quickly and efficiently, reducing lorry movements and cutting carbon emissions. We deliver high performance solutions, expertise and offer collaborative working to the rail sector.

CONTACT US ON 0800 1 218 218 OR VISIT


Lafarge Tarmac Portland House Bickenhill Lane Solihull Birmingham B37 7BQ 0800 1 218 218 Lafarge Tarmac Trading Limited. Lafarge Tarmac Cement and Lime Limited. ‘Lafarge Tarmac’ the ‘LT logo’, ‘Tarmac’ and ‘Lafarge’ are all registered trademarks. ©2014 Lafarge Tarmac Trading Limited.

Business profile

Trusted geosynthetics TERRAM provides a range of value-engineered solutions for trackbed construction that also helps minimise the environmental impact of construction


ERRAM has 45 years’ experience in geosynthetics and boasts an extensive selection of engineered products to extend trackbed life and prevent clay pumping. Hydrotex The company’s flagship rail product, Hydrotex, is a nonwoven composite filter separator that provides a permanent way solution for trackbed stability, mitigating the issue of clay pumping. Over the past 12 months the Essex-based firm has sold thousands of square metres of it, which will prevent the need for costly excavation work. While still allowing upward and downward water transmission, Hydrotex is a filter separator that also prevents the upward passage of particles smaller than 0.002mm. Its real benefit is the reduced depth of excavation required when compared with a traditional sand blanket. Less digging results in reduced quantities of spoil going to landfill and a reduction in the number of vehicles delivering materials. Hydrotex comes with a fully approved Network Rail Certificate, PA05/05451. PW9 Following on from TERRAM’s PW2 product, PW9 is its next generation robust separator - developed in response to Network Rail’s request for a sturdier geotextile separator. It’s capable of withstanding the pressure of subgrade soil that contains angular stone and maintains its separation function throughout its life. PW9 comes with a fully approved Network Rail Certificate, PA05/05860.

PW4 LA Ballast support is critical for long-term trackbed stability and is often difficult if the sub grade is weak. PW4 LA is able to overcome this problem with its specially designed geogrid, providing the right structure and support to effectively interlock the ballast and constrain any movement of aggregate. PW4 LA comes with a fully approved Network Rail Certificate, PA057/100779. Completing the range In addition to its permanent way geosynthetic products, TERRAM has Railway Datum Plates and Geocell, which completes the range. Railway Datum Plates are plastic marker signs that are used to mark the correct level or position of the rail track. The plates are available with a ten-year guarantee and also come with a Network Rail Certificate, PA05/06043. Geocell is a permeable geotextile that is manufactured to form a cellular structure for controlling slope erosion and reinforce embankments. Geosynthetics in railways A geosythetic provides up to four functions when used in track-bed construction: • separation (preventing intermixing) • filtration (preventing leaching of soil particles) • drainage (allowing free passage of water) • reinforcement (preventing additional strength). Using geosynthetics to reduce or

Application Problem A trackbed realignment project (part of PML portal works) requires a product that would solve issues relating to laying a track-bed over contaminated ground. Solution PW3.1. The composite geosynthetic is used to act as a capillary break and provide an upper impermeable membrane to stop the further ingress of water and also to prevent the contaminants from rising and entering the new ballast. PW3.1 is made up with individual layers of PW1, net and geomembrane.

replace traditional layers is now an accepted part of trackbed construction and renewals worldwide. When used correctly the technique is proven to: • enhance track performance • significantly extend design life • reduce the time required to renew a specific length of track (or allow more to be renewed in a fixed time) • reduce overall material costs. TERRAM is a brand of Polymer Group and is exhibiting at RAIL LIVE 2014. For more information, contact David Dutton Tel: 07866922634 Email: Visit

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Discover more about the Nyla-Heroes by visiting:

Alma Rail RAILWAY TRACK ENGINEERING ALMA RAIL LIMITED is an experienced multi-disciplinary railway and civil engineering specialist. SERVICES INCLUDE: · Track Inspection Haze Batteries manufacture a complete range of 2 volt, 6 volt,12volt batteries in both AGM and Gel filled technology. Our batteries come with a 10 to 12 year design life supplied from our warehouse in the UK.

· Uplift of Level Crossings for Maintenance Work

· Track Maintenance

· Cable Route Works

· Track Renewals (inc S&C)

· Cable Pulling

· Track Drainage

· Lineside Civils inc REB Bases, LOC Bases

· Track Installations on Concrete Aprons - Wash Plants, Weigh Bridges, Depot Inspection Pits etc.

· Under Track Crossings

· Replacement of Waybeams / Longitudinal Bridge Timbers · Level Crossings - Permanent and Temporary Machine Access Tel: +44 (0)1536 205952

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tel. 01246 852126

· Signal and OHL structure bases · Groundworks · Access Point Improvements · Fencing & Access Gates · Access Steps

Business profile

Maintaining our heritage Taziker Industrial is a multi-discipline specialist rail contractor that provides innovative structural refurbishments and strengthening across the UK


stablished in 1994, Taziker Industrial’s in-house services include surface preparation and application of protective coatings, steelwork fabrication, repairs and strengthening. Also, to make every job run more efficiently the company utilises its own scaffolding divisions. In recent years Network Rail awarded the company contracts for the strengthening and refurbishment of three major structures: Royal Albert Bridge, Tay Rail Bridge and Dinting Vale Viaduct. Royal Albert Bridge Linking Devon with Cornwall across the River Tamar, the single-track Royal Albert Bridge is the only remaining mainline rail link into Cornwall. The mainly wrought iron bridge opened in 1859 and was the last of Brunel’s great civil engineering projects. Various consultations had to be carried out with English Heritage – the bridge is Grade 1 listed – and the local communities before work could begin because there was the risk of noise and potential damage from falling debris. Successful completion of these meetings enabled Network Rail and Taziker Industrial to undertake the works with confidence. Great care was needed to design an access system that works within the tight restrictions of the permissible wind loadings. Previous assessment of likely wind speeds indicated that a maximum of 700m2 of encapsulated scaffold could be allowed on each of the two central spans. The system scaffold includes a series of vertical runners into which a curtain of durable fabric is rolled up or down in order to complete the encapsulation. If the wind speed exceeds 55mph then work stops and the curtain is lowered to decrease the wind loadings. The extent of the required repairs could not be fully established until the decades of dirt and paint had been removed. Grit blasting was used to

remove up to 12 layers of lead-based paint and an industrial vacuum system sucked out all of the debris into filtered vacuum skips, leaving a clean area within which the engineers could work. The steelwork repairs and strengthening constituted the most technically demanding project ever undertaken by Taziker Industrial because the main hanger brackets connected to the elliptical top tube required major strengthening in every location. The hanger pins had to be removed in order to fit new strengthening end plates to the diagonal bracings but initially this process proved difficult because the pins had been in situ for more than 150 years. Company engineers overcame the problem by developing a hollow jack system with a threaded connector pin, aiding quicker removal which then allowed the main programme of works to begin. With the repairs completed, the whole phase was sprayed with a base coat of epoxy glass-flake paint to give long-life protection, followed by a top coat of acrylic paint to restore the bridge’s iconic Goose Grey colour. The paintwork is designed to have a 25-year service life.

Dinting Vale Viaduct The viaduct structure is a significant landmark located near Glossop in Derbyshire, carrying the railway 30m above the A57 and River Glossop brook. The viaduct dates from around 1860 and comprises five spans of two wrought iron box girders between tall masonry piers, with an overall length of 209.3m. The works constituted all temporary/ preparatory and permanent works, in connection with the following outline scheme: • regularise the intermediate piers bearing support to the box and lattice girders • undertake steelwork strengthening to the lattice girders to reflect the regularised articulation arrangements • address significant corrosion issues through steelwork repairs and painting • undertake brickwork and masonry repairs to the substructure. With the box girders bearing its 2,000 contact points, a scaffold was wrapped around the structure and encapsulated with a heat-shrunk polythene resin. The refurbishment involved around 280 tonnes of steelwork, requiring segmented repairs to ensure the majority of them could be carried out while trains were still

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AFM 2000-RT

Distinct by innovation Our Joint Venture business SB Rail operates the most advanced fleet of on track machines in the UK and has a proven record of introducing the latest innovations and technology. Our latest fleet addition, the 09-4x4/4S DYNAMIC offers the highest output universal tamping and stabilising capability available in the UK.

Swietelsky Bauges.m.b.H. Klein NeusiedlerstraĂ&#x;e 27 2401 Fischamend, Austria. +43 (2230) 80270 Page 138 June 2014

Swietelsky Construction Company Ltd 7 Clairmont Gardens Glasgow, G3 7LW. +44 (0) 141 353 1915

Swietelsky Construction Company Ltd Holybrook House, 63 Castle Street, Reading, Berkshire, RG1 7SN, United Kingdom. +44 (0) 118 950 3380

Business profile

running. A load bearing conveyor system was clamped to overhead cross girders in each of the spans to allow materials to be transported throughout the bridge. The replacement of the timber packers with new proprietary pot bearings represented a significant challenge that was solved by developing an innovative temporary works design. It allowed the bridge to be supported on a ‘goal post’ arrangement under live load, which meant that the timber packers could be replaced with a new concrete bearing plinth and bearings. This arrangement allowed the jacking

A four coat glass-flake system was used on the main protective treatment throughout the structure and after each of these, a brush-applied stripe coat was also applied to all edges, rivets and bolts.

works to be carried out during the standard eight-hour rules of the route weekend possessions, which eliminated disruption to normal railway operations. As a result of the underslung scaffold being attached to the structure during the jacking, an allowance was made for the weight of the scaffold in the calculations. This planning prevented the structure lifting from the bearings when the scaffold was removed.

contract also required the repair of steelwork defects before applying surface treatment, typically resulting in 240 defects per span. Undertaking the works required over 55 employees, including operatives from one of the company’s scaffolding divisions, Network Scaffolding. The quantities of materials involved illustrate the challenges. Each span has 1,200m2 of steelwork and two 25kg bags

Tay Rail Bridge Taziker Industrial was awarded a twoyear, £15 million contract for phase 3 of Network Rail’s Tay Bridge refurbishment programme. The works comprised of piers and spans 12 to 27 (immediately south of the high spans) and 80 to 83 (land spans at the north end of bridge). In addition to its painting, the

were required to grit blast every square metre. The four-coat treatment required: • a primer (5m2 metres per litre) • glass-flake coat (1m2 per litre) • a stripe coat (10m2 per litre) • a top coat of Tay Bridge Grey (5m2 per litre). There was also the significant logistical challenge of getting all the scaffolding and materials on and off the bridge 1,000 feet from the shore. One advantage of the project was having no requirement for possessions to work on the steelwork below the railway or to access it. Night-time possessions were required (4.5 hours on weekdays and 6 hours on Saturdays) to transport materials between the bridge and the company’s storage compound by the sidings at the south end of the bridge. During the possession times seven hand trolleys were pushed to either span 15 or 23, on which storage areas were established. The contractor monitored wind speed from its Wormit compound using anemometers installed on spans 15 and 26 and workgroups also carried portable anemometers on site. Despite generally calm conditions at Wormit, wind speeds in the centre of the Tay are often the opposite. Applying paint is weather dependent and painting is not allowed below 50C and at certain levels of humidity. Weather records were studied to assess the impact on the contract’s programme and applicable contingencies were put in place. The successful completion of Tay Rail Bridge’s Phase 3 refurbishment contract resulted in Taziker Industrial being

awarded the £21 million Phase 4 in March 2014 – the final stage of the project. The three-year programme will consist of the refurbishment and strengthening of the ‘high spans’ (28-40) and the refurbishment of around four miles of wind fences (spans 4-84). Tel: 01204 468 080 Email: Visit June 2014 Page 139

Tata Steel Projects

Partnerships built upon reliability and innovation Tata Steel Projects provide the full range of engineering services covering the entire life cycle of projects, from consultancy, planning and design through manufacture, installation, construction and site management. Through our client focus, collaborative engagement and passion for engineering led solutions we deliver exceptional results for our customers across all sectors.

For more information contact: T: +44 (0) 1904 454600 E:

Business profile

Building on recent success Despite substantial change and many challenges over the past ten years passenger and freight rail have delivered significant growth. Grant Thornton, the independent assurance, tax and advisory firm explains how to continue this trend


ore people than ever are choosing to use the railway. Even during the recession passenger numbers increased year-on-year, thanks in part to improved performance, reliability and quality. The continued government support and investment in infrastructure and services, coupled with strong and committed private sector involvement, is delivering sustained improvements in services and increased demand. The result is newer stations with better facilities and improved reliability and performance of services. However, despite the significant improvements over the years, more opportunities remain. Some of these changes won’t require significant

investment merely a refinement to the current procurement and delivery models that will facilitate focused and balanced improvements. The recent Brown, Laidlaw and McNulty reviews all made recommendations and 12 months on (from Brown’s findings) advances have been made. In addition to these, the following areas may also bring benefits: • considering models that will facilitate greater investment in assets from operators and the wider private sector, not just at the bid stage but also over the life of the franchise. This is in order to deliver sustained long term, valuefor-money improvements beyond the core franchise period. The franchising model does not adequately facilitate franchise

investment without significant risk of the investment not being recovered. This could occur either during the franchise period or in subsequent transfer schemes. The uncertainty would prevent the development of small-scale investments, such as near to railway stations, which would have a detrimental impact on passenger experience. The payback from these investments – as in rail generally – often significantly exceeds the franchise period. This creates an automatic barrier to delivery without substantial risk to the operator, which often can’t be justified. Developing a solution that clearly sets out the mechanism against which

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Business profile

investments of this type could be recovered will make decisions on these types of investment much clearer • giving key stakeholders, such as local authorities, greater opportunities to develop and deliver schemes that benefit the railway and the local community. These options include the development of transport interchanges and the coupling of railway station improvements with local investment schemes, such as regeneration projects and developments. The St Pancras and Kings Cross development is a leading example of what can be achieved through the collaboration of the right parties. Smaller schemes that have proved successful include station investments by London Overground and the development of Nottingham Station, which has had a transformational effect on the local area and its transport links • wider issues will impact on the ability to deliver continued passenger service improvements, such as the considerable time that’s been dedicated to assessing alternative franchising models via the recent reviews. The review’s key finding is that the franchising process needs to be tailored to the specifics of each particular franchise. Also highlighted is the need for strong assurance, clear governance, access to the right skills and a realistic timetable. In the future it will be important to understand the implications of any changes to the franchise model and to work with the industry to make improvements. The improvements need to be practical, deliverable and create a stronger collaboration that benefit the travelling public.

Other refinements to be considered are:

– ensuring consistency. The market will welcome a consistent, clearly articulated and easily understood franchising programme but the process will be of equal importance. Bidder and market capacity will be crucial to the continued success of the franchising model and a clear programme with a well-understood, accepted and robust process is central to its continued development and success – security package. The franchisee security package and solvency tests that will be required from bidders will need to be developed in line with market capacity. The size of commitment should be appropriate to the risks of the franchise but also recognise the capacity of the bidding community and the implications on new entrants of such requirements – revenue risk allocation. Continued refinement of the approach to revenue risk is necessary to ensure the market clearly understands the requirements and risk-transfer characteristics, while

being set appropriate incentives to improve performance and grow patronage. However, it’s important to ensure that the commercial structure addresses the reduced incentives and impact on bidder behaviours that a change to revenue risk-transfer can create. Ensuring an appropriate performance regime, which links performance to rewards, is crucial. Devolution The scope for increased devolution is currently being considered by a number of parties but there remain a number of practical risks and considerations that, without proper review, could lead to a disjointed and fragmented railway system that frustrates continued improvements. It’s imperative that before further devolution is agreed the full risks and issues are understood. A commercial and sustainable mechanism must be in place while developing a system that maximises the benefit to both the taxpayer and fare paying public. There is a strong argument from regional bodies for greater devolution of rail services, with the case being made that devolution will improve local rail services and boost local economies, which will maximise the value for money from current and future rail investment. While a proper understanding of the local political and economic drivers, and the ability to create an integrated local transport strategy, can be hugely beneficial (as proved in the North West under TfGM and Rail in the North) there remain a number of other factors that need careful consideration before a policy of devolution is implemented. Rail devolution in Scotland is an excellent example of what can be achieved and was made possible due to the close alignment between political, geographical and operational factors. The alignment of the franchise and the infrastructure boundaries meant devolution did not create any complicated and unmanageable cross-border interfaces, meaning high

level output specification (HLOS) and franchise requirements could be properly aligned. Rail devolution can lead to more investment, more reliable services and networks that better reflect the needs of local economies – helping to underpin growth and job creation. It’s been argued that more control given to regional authorities will make rail services more responsive to local needs and passengers’ views. It’s also been said that devolution will offer better integration with trams and buses, ultimately bringing smart and simple ticketing across all parts of the public transport network. It should be recognised that – as a result of more interfaces – devolution could also lead to greater fragmentation, creating barriers to the introduction of national smart cards, for example. The bus industry is an example that highlights how local focused services and operators have created an obstacle to the roll-out of national schemes. The fragmentation could potentially make ticketing solutions at a national level even more difficult. It’s vital that the industry understands what is meant by devolution. Is it purely taking on responsibility for specifying, letting and funding the franchise? Or does it include a greater say in the development of the HLOS and statement of funds available (SOFA) during periodic reviews? The answer to this question greatly alters the approach and solution and also the associated risk transfer characteristics. Where financial and operational risk sits, and who funds the last resort, will need to be carefully considered and concluded. Overall the industry can be proud of the improvements it has delivered, but it should recognise that there are a number of areas where there could be improvements. This can be achieved without significant investment by carefully refining existing practices. Tel: 0131 229 9181 Email: Visit June 2014 Page 143

launch new Rail Brochure Lindapter clamps allow faster construction, on-site adjustability and lower labour costs, providing solutions across the globe on projects as varied as the electrification of the Gautrain rail network in South Africa, the installation of digital signage at Berlin Hauptbahnhof, the roof restoration at St. Pancras station Rail and redevelopment of Birmingham New Street in the UK.


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Providing Railway Surveys for 30 Years Page 144 June 2014

Business profile

Growing in energy The electrification of the railways is creating real opportunities for UK companies. Pod-Trak is well-placed to take advantage of the demand due to its strong working relationships with major contractors


stablished in 2007, Pod-Trak is a privately owned company specialising in the installation and maintenance of electrical systems for rail and tram infrastructure. It started out specialising in conductor rail renewals on the Docklands Light Railway and became known for the installation of overhead lines and third rail works. Since then Pod-Trak has branched out and is now a multidisciplinary provider with capabilities in civil engineering and permanent way works. The change came about in accordance with its clients’ needs and reflects the company’s ethos of building strong, long-term relationships. With offices in London, Manchester and Tyne and Wear, it is able to execute projects the length of the UK. It retains its electrical installation expertise and successfully delivers conductor rail installation projects that include aluminium and steel type rail. It can supply a complete installation package and the associated cabling, for rail but can also provide support for smaller maintenance works. A broad skill set The company undertakes all aspects of overhead line installation and maintenance services and also general cabling such as continuity bonding, substation cabling and negative track bonding. Drawing on its accumulated civils skills, the company can undertake small-to-medium sized work packages that include platform extensions, concrete and foundation works, installation of cable troughs and routes, temporary works, walkways and access roads and drainage projects. The company provides a variety of specialist labour for rail, including overhead linesmen, permanent way staff, safety critical personnel, PTS electricians, cable installers, and track labourers. All of its employees maintain the relevant certification necessary for their discipline. Working with the best Pod-Trak’s positive growth continues with its involvement with Network Rail’s programme of electrification, the upgrade programme that is transforming existing key rail routes across the UK. The recent development of the line to Manchester

Airport also included other rail-related electrification upgrade projects in the area, such as the Ardwick train depot in 2013. The works specifically involved the supply and installation of overhead line systems and the company worked in conjunction with engineering contractor, Spencer Group, throughout the process. In the south, Pod-Trak has been

maximise its delivery capability to meet its obligations in CP5. It has recently teamed up with A&M Electricals to maximise its capacity in delivering electrification associated packages. To be able to meet the supply needs of such large-scale projects the company maintains a fleet of plant and vehicles that includes vans, HGV’s, trailers, rail-

involved in carrying out drainage works in the Heathrow Express tunnels and worked on London’s major rail projects with major principle contractors – Amey Colas Joint Venture, VolkerFitzpatrick and Balfour Beatty. With its work on Network Rail’s electrification upgrades, the company’s primary focus is to

adapted MEWP’s (mobile elevating work platforms), RRV’s (road rail vehicles) and specialist small plant and hand tools. Tel: 020 8998 0010 Email: Visit June 2014 Page 145

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t: 023 9225 4442 Page 146 June 2014

Business profile

Rolling stock energy solutions EnerSys produces robust and efficient energy products for use with demanding rail applications. Its products have been designed and manufactured to be used on a broad range of UK rolling stock


ail technology is a significant part of the EnerSys Product Development and Application Centre. Established in Switzerland, near Basel, the team possesses the skills and knowledge to provide a fully-integrated service. It advises, plans and sets up projects and delivers the final complete energy system. The company’s focus is to assure customers that when its energy solutions are employed, trains arrive safely and on time. Through its Hawker® and Oerlikon® brands, the company is experienced in partnering European and International rail companies. Long, reliable service Many UK rail operators will be familiar with EnerSys’s Crompton Rail leadacid batteries. Reliable and robust, they are still made according to the original British Rail (BR) specification. The units are a standard fit on most classes of BR locomotives still in use today, including Class 43 HST, Class 158 and 165 DMU, and Mk III carriages. The batteries continue to give long and reliable service and, thanks to their solid construction, are shock and vibration resistant. The systems are fitted into battery trays made of polypropylene, polyethylene or plastic-coated steel. One important feature is their high mechanical load capacity at varied operating temperatures, they can also carry high currents due to the flexible connectors and adapted cross-section. This represents a low-maintenance

contained in a tough microporous glass mat separator that has high absorption and stability to provide consistent performance. ZeMaRail™ 2V cells and 12V blocs are designed to meet the highperformance requirements of rail rolling stock applications. In Europe, EnerSys works with many original equipment manufacturers and operator partners. Its Oerlikon® batteries are standard fit on SBB Swiss Federal Railways and its Hawker® range is now fitted on Deutsche Bahn’s new, next generation, ICx train.

solution, which results in fewer problems – making it an easy and costefficient option for replacing batteries at the end of their life. In the UK, EnerSys offers its ZeMaRail™ 2V cells and 12V blocs range of Thin Plate Pure Lead (TPPL) rail batteries, which can be used in all required applications. The advanced technology offers safe, robust lead-acid reliability with advanced energy density, resulting in reduced weight and volume and ensuring high-end performance and reliability. Developed for reliability The TPPL technology has highenergy density coupled with fast charge capability and superior cycling performance. The plates are considerably thinner than the lead-antimony grids used in traditional batteries and allow more plates, more active material contact area and far greater energy density. The improvements mean that the batteries can deliver up to 20 per cent more power for the same physical size. The positive and negative plates are low impedance, which means that high current flow is available in discharge and recharge modes – designed to support demanding applications with rapid recharging. The electrolyte is

About EnerSys EnerSys is a world leader in stored energy solutions for industrial applications. EnerSys manufactures and distributes batteries, chargers, power equipment, and battery accessories to customers globally. The company also provides aftermarket and customer support services to its customers from its sales and manufacturing offices based in more than 100 countries around the world. Tel: 07740 413277 Email: June 2014 Page 147

Business profile

Keeping ahead of the market From spotting a gap in the UK market four decades ago to 2014’s large contract with a major Saudi Arabian electricity company, Morris Line Engineering continues to evolve


orris Line Engineering (MLE) was established in 1976 to supply the Distribution Network Operators (DNO), formerly Area Electricity Boards, with small quantities of medium to high voltage outdoor switchgear. The idea was born after a major switchgear company rationalised its interests to concentrate on larger orders with long lead times. A company reorganisation resulted in all production moving out of the area, which motivated some of its senior staff to approach J W & E Morris and Sons, the electrical and mechanical engineering

Page 148 June 2014

firm established in1945, for support. Nearly 40 years on, MLE continues to supply small quantities of bespoke items to DNO’s and it also has major contracts for 11, 12, 33, 66, & 72kV products in the UK and worldwide. The Bridgend-based firm has increased its workforce from 15 employees in 1976 to around 55 today. A rich rail history The company supplied British Rail in the early 1980’s with manually and motor operated switchgear, titled AC8, and was approached by BR engineers in 2000 to update its package to include a new direct drive mechanism. It was also requested

to upgrade the switchgear from 800amp to 1250amp but to maintain the original dimensions on specific areas, enabling it to be interchangeable or retro fitted. Electrical testing was completed in May 2001 by Kema, The Netherlands’ highvoltage testing facility, and the lengthy approvals process began at the same time. The process was completed and MLE gained full product approval, in addition to the inclusion of PADS numbers and OLEMI drawings in 2012. As a result of Network Rail’s electrification projects there has been renewed interest in the Welsh firm’s products and it was approached by the

Business profile

customer relationships, the company does this by continually innovating. For instance, after continued research and discussions with electrical engineers and designers, MLE became aware how important it was that its products could be operated and monitored remotely. Significantly, due to the upcoming electrification projects in China, Asia, Africa, the Middle East and other developing markets, there will continue to be increasing global demand for such products. Three years ago MLE successfully implemented an extension plan, which will include a manufacturing and assembly plant in Dubai. It was brought about to incorporate a larger assembly and packing area that will help the company cope with demand from its growing customer base in the Middle East and UK. rail regulator to design and manufacture a device for earthing its overhead lines. The company produced the Fixed Earthing Device (FED), a switch that can be operated to earth the overhead line once the traction power has been disconnected and isolated. In 2012, the ORR issued new guidelines for isolating and earthing the 25kV network and also issued a directive on the use of FED’s. It allows the overhead line to be easily earthed for safety and maintenance purposes from convenient locations along the route, the spacing of these units varies due to the ergonomics of each project. In addition to the safety factor there is a dedicated drive to reduce maintenance periods, especially at night. Currently portable leads are connected around every 400 metres, which involves carrying a number of leads and manually fixing them into place. Replacing this time-consuming process is a motorised FED that can be operated in seconds by simply pressing a button and waiting for an indication lamp. It can also be manually operated using an operating handle at the location of the FED and, again, is a far more efficient option than using portable earth leads. MLE has been supplying high-voltage disconnectors and earth switches within DNO’s for many years. This experience, twinned with its collaboration with NR and its main contractors has enabled the company to develop a rail-specific FED. The unit is now in production and can be either manually or electrically operated and each manual device has a visual flag indicator, which lets the ground operator know that it is fully in contact. The motor operated unit has an indication lamp within its master control panel and also a manual override handle that allows

operation in the event of a supply failure. Whole-life costs Having received substantial orders for the EGIP Cumbernauld Electrification and RACE projects, the company has produced a product with its wholelife costs considered. It has been extensively tested to comply with a six-year maintenance cycle and it uses components that are already approved for use by the UK electricity industry. Quality is controlled from director level down to the shop floor at MLE and the company manufactures its products using ISO 9001, the quality management standard that gives its customers peace of mind that the product will work as expected. Discussions have taken place between NR and MLE in relation to IEC 61850, the standard for the design of electrical substation automation, and the regulators use of it within its own systems. MLE has since been asked to design and manufacture a 1250amp 25kV load-break device. During development the company discovered that, due to the energies specified for its application, vacuum bottle technology is the only possibility. It’s proved a challenging brief, both because of NR’s specification and IEC (International Electrotechnical Commission) standards that the product must adhere to. Also expected from the company is the design and manufacture of a switch with a 30-year lifespan and a minimal maintenance service schedule. Always looking at ways to reinforce

Europe bound Also in the pipeline is the planned introduction of its products across Europe, a market that has always proved difficult for the company to make an impact in due to language barriers and higher costs. However, with the announcement of more electrification projects in both rail and distribution networks, the requirement for approved and tried and tested products will

inevitably increase. Another test posed by the European market is compatibility. The high voltage disconnectors and switches manufacturer is continually developing its products so that they will be compatible with varieties not available in the UK. Every item it produces is manufactured and tested to relevant IEC specifications, guaranteeing the quality expected of a product with such a long lifecycle. Working with its parent company, MLE hopes to introduce several extra services to expand its UK rail activities, such as the planned design, manufacture, installation and maintenance service for its current products. Tel: 01616 650680 Email: Visit June 2014 Page 149

1. TECCO® SYSTEM3- large scale field test, October 2012 2. TECCO® SYSTEM3 Installation, B462, Germany 3. Maximum inclination angle of 85° during the field test



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Page 150 June 2014

Business profile

Supporting UK suppliers Enscite is a newly-formed organisation that helps companies in the transport engineering supply chain maximise their potential


he company’s official launch was led by Patrick McLoughlin, Secretary of State for Transport, and here, Colin McKinnon, Enscite’s managing director, explains its aims, ambitions and future plans.

encompasses hands-on consultancy, business improvement programmes and workforce development. It also has access to a £1 million technology fund, intended for investment in capital equipment and software.

‘Enscite is focused on helping manufacturing businesses to grow and thrive. The company does this by providing an extensive portfolio of specialist support services that

Forward thinking The Derby-based organisation is trying to build a culture of innovation in the industry and wants to encourage knowledge sharing around market

opportunities and best practice. It is hoped that this will help suppliers really understand what they need to do to support the growth of the major industry manufacturers – particularly the likes of Bombardier, Hitachi Rail, Siemens and Alstom. It’s a time of change for businesses operating in the UK rail supply chain network and Enscite is an organisation that can support them. It aims to make the most of the opportunities that come from the significant investment currently being poured into the industry. The government is contributing huge sums to the sector in order to drive the country’s biggest modernisation programme for more than a century – investment that will bring massive improvements to both trains and track. The next five years will see billions of pounds invested to upgrade and electrify the UK’s railways, with billions more going towards rolling stock as part of 2014’s Rolling Stock Strategy for the Rail Industry (RSS). The proposed HS2 project would also bring in over £30 billion. Crossrail, awarded to Derby manufacturer Bombardier, entails the manufacture and delivery of 65 trains. It represents good news for the UK supply chain as on this project alone it is estimated that more than 70 per cent of the contract spend will remain in the UK economy. All these projects offer big opportunities to UK suppliers and, if the current trend of re-shoring production to the UK continues, small and mediumsized enterprises (SME) stand to gain because they could win work that may have previously gone overseas. Signs of change Most major firms recognise that simple savings on unit costs of production can be far outweighed by the risks inherent in geographically dispersed supply chains. The UK’s major transport engineering firms are also aware of the growing complexity of supply chain management and are investing to address it. Increased June 2014 Page 151

{y}our SAFETY NET... Your company is serious about health and safety. They subscribe to CIRAS because it is part of their safety strategy. They want your health and safety concern raised and resolved. Your best first action is to report it internally. Use all available channels. However if you need to speak with someone independent confidentially, call CIRAS.

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Page 152 June 2014

Business profile

investment is assigned to ensure that their supply chains add value to critical operations. Moreover, supporting UK suppliers makes sense from an environmental and management perspective – why ship a part halfway across the world if major manufacturers can source quality and cost-efficient products locally? Significantly, increased local investment and the higher number of skilled staff it brings will result in growth that will

its support and funding. Enscite wants to make it easy for companies to grasp these opportunities and be able to tap into the new ideas, technology and people needed to support their ambitions. That is why the company operates on a model that draws on the significant assets of its core partners (Aston, Cranfield and Derby Universities) and third parties to deliver the best advice to clients. It gives the company great scope to pull in resources that it would

Ten companies have already benefited from the company’s support and access to funds but Enscite’s target is to have worked with fifty companies in this way by 2015. this by focusing on the key issues to ensure the UK can become a global player in rail – exporting ideas and products around the world.

benefit regional economies, society and business in general. Enscite’s mission is to support the trend by forging close working relationships across the supply chain, from OEM’s through to SME’s. This is in order to share market information on new opportunities so that SME’s seeking to innovate and grow have a chance to bid for future contracts. In doing this the firm is keen to work alongside organisations within rail, including the Derby & Derbyshire Rail Forum (DDRF) and Rail Alliance. It’s also currently planning joint events to help target companies that would benefit from

never be able to deliver on its own. The challenge is to support the ambitious supply chain companies that take advantage of these current trends to really innovate and improve. Enscite works with them to identify the steps to achieving this, while striving to break down the barriers SME’s often face when supplying large manufacturers. The company works closely with its clients bringing together all components along the supply chain to pool market intelligence, which ultimately builds open innovation practices. It also aims to foster supply chain collaboration around sustainability and future growth. It does

Big plans Ten companies have already benefited from the company’s support and access to funds but Enscite’s target is to have worked with fifty companies in this way by 2015. This helps them to grow revenue streams, invest in new products and embed best working practice. It will also include the introduction of modern technology to help reduce costs, improve product quality and allow faster scale-up of production. Next year, the company will move to the Innovation Centre, Derby, a new 250-acre manufacturing and technology business park. The building offers office and workshop space to advanced manufacturing companies and start-up businesses alike. It’s from here that it will provide support services as well as additional facilities, including the Fab Lab. Staffed by skilled technicians, the Fab Lab will enable companies to access advanced digital manufacturing technology and turn new ideas into potential products. For Patrick McLoughlin, who underlined the organisation’s critical role and ambition in his keynote address, Enscite will: ‘enable companies within the transport sector to take its skills and opportunities even further.’ He added: ‘Multi-billion pound projects like Thameslink and Crossrail and huge investment plans for our road and rail networks are providing countless opportunities for small and medium businesses to grow. That is why it’s vital an organisation like Enscite exists to support these businesses and help drive forward our economy.’ Enscite is supported by the European Regional Development Fund (ERDF) and the Regional Growth Fund. Tel: 01332 593551 Email: Web: June 2014 Page 153

This is a highway

Connecting London and the South East. Crossrail, Europe’s largest building project. Page 154 June 2014

People News New route managing director for Network Rail Scotland David Dickson, who has worked for Network Rail for 12 years, has been appointed to the role, and was previously area director for the west of Scotland. Dickson will be responsible for the operation and maintenance of the railway as well as the delivery of plans to enhance the network. He said: ‘I’m exceptionally proud to have the opportunity to take on the role of route managing director as we enter what will be a unique and exciting time for Scotland’s railway.’

New Crossrail programme director Simon Wright OBE, currently project development director at Network Rail, and previously director of infrastructure and utilities with the Olympic Delivery Authority, will take up his role this summer. Andrew Wolstenholme, Crossrail chief executive, said: ‘Simon will lead the delivery team during this important second half of the programme.’

prior to this led the London Overground concession as managing director from startup in 2007 to 2012. He said: ‘I look forward to contributing to MTR’s planned expansion in the UK and elsewhere in Europe.’

BTP chief retires Chief Constable of the British Transport Police Andy Trotter is to retire after a 45 year career. Trotter is widely credited with transforming the BTP in to a highly effective and efficient force with a much enhanced reputation. During the past decade at BTP, as Deputy then Chief Constable, he led the drive to reduce crime with particular successes against robbery, cable theft and pick-pocketing. Known for his calming and reassuring approach, Trotter was also the Association of Chief Police Officers (ACPO) lead for media and social media for the past seven years. He was awarded the Queen’s Police Medal in 2000 and was appointed OBE in 2008. He said: ‘I’m sad to be leaving BTP after 10 great years where the team has achieved so much.’ Millie Banerjee, chair of the British Transport Authority, which appointed Trotter in 2009, said: ‘Andy has been an exemplary chief constable whose leadership of BTP has achieved remarkable results during a demanding five years. Andy has forged strong relationships with the rail industry, secured the safety of passengers and reduced the threat of violence to rail staff.’ President of the ACPO (Association of Chief Policing

Officers), Sir Hugh Orde, said: ‘Andy’s tireless dedication to policing has made great waves within the service, not only through his work at the helm of the BTP, but by introducing the police service to social media and emerging methods of communication and investigation as the national policing lead for communications. ‘Andy has devoted more than four decades to policing, and as a member of the ACPO, has worked hard to bring the service into the world of 21st century public engagement. I wish him all the very best in his retirement.’ New COO for MTR’s European business Steve Murphy is set to join the European team in August and will report to Jeremy Long, CEO-European Business. Murphy was previously COO UK Rail for Arriva, and

New director for Network Rail Consulting The company has appointed Andy Harrison as director of signalling and control systems to lead its delivery of signalling and control system assignments in asset management, maintenance and renewal programmes. A chartered engineer, Harrison has worked on major infrastructure projects covering mainline, high speed and metro signalling and control projects in the UK, Asia and Australia, including the UK

early deployment ERTMS Level 2. He is a fellow of both the Institution of Railway Signal Engineers (IRSE) and the Institution of Engineering & Technology (IET). Translink names new chief executive The Northern Ireland Transport Holding Company has appointed David Strahan as Translink’s new Group CEO. NITHC chairman John Trethowan said: ‘We are confident that we have found a skilled and experienced individual and the right person to lead one of Northern Ireland’s most high profile businesses.’ Strahan, currently chief executive of Dee Valley Group, will take up his new post at a date to be confirmed. In the interim, Gordon Milligan will continue in the role. June 2014 Page 155

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Hosiden Besson Making industry standard equipment since 1950 Page 156 June 2014


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Begin a new chapter with Network Rail Network Rail dreams of big challenges. Every day, four million people use its network – 50 per cent more than 10 years ago. In the future it will transport millions more...


etwork Rail is transforming the entire network – with the biggest investment since Brunel first built the railways. Its goal is to deliver faster, greener travel and a more frequent service. All parties, from engineers to analysts and graduates to apprentices, are working to build a better railway for a better Britain. The company is proud to be creating a legacy for future generations and this is the kind of challenge Brunel would have relished. Opportunities await exceptional candidates that want to be part of these exciting changes. Unrivalled investment To date, Network Rail has invested around £39 billion in maintaining and improving Britain’s railways, modernising the service and the stations to create a better travel experience. But there’s still a lot more to do. Over the next five years, it is investing a further £38 billion on improving its workforce. It will do this by offering a choice of qualifications, training and progression – helping employees take their career in any direction.

from east to west. That’s why Crossrail promises UK-wide benefits to the economy and also ensures the long-term future of London as a global business centre. Network Rail has a pivotal role in making that happen. Covering more than 100km of track, including a new tunnel underneath the capital, Crossrail will stretch from Maidenhead and Heathrow in the west, to Shenfield and Abbey Wood in the east. There are nine brand new stations and upgrades to many more – providing literally hundreds of ways to get involved in Europe’s largest construction project. Everyone home safe, every day That maxim continues to shape the way Network Rail operates and Britain’s railways, as a result, are one of the safest in Europe.

The company is always striving to improve safety for passengers, the public, and its workforce and by addressing the factors that create risk, it’s improving the safety of everyone involved. The company has nurtured a culture that enables individuals to freely speak up about safety issues. It also works with schools and communities to help raise awareness of risk on the railway. Be part of it Work with brilliant minds. Be part of the biggest projects. Join the ambitious journey to deliver a better railway for Britain. It doesn’t matter where you’ve been, it’s all about where you’re going – and who is going to take you there. Start your story with Network Rail. Visit StartYourStory

The brilliance of electrification The electrification of the London to Bristol route will pave the way for the arrival of new electric trains on the Great Western line. Better for the environment, the trains emit around 20-35 per cent less CO2 than the diesel trains they replace, and produce zero emissions – but will have 20 per cent more seating. By 2016, Network Rail will have modernised the line between Newbury and Oxford. By 2017, the improvements will reach Cardiff. Major benefits are being unlocked for the entire region every step of the way, creating a range of exciting new job roles as it progresses. The ambition of Crossrail Crossrail is a hugely significant UK infrastructure project. It will change the way people travel around the capital, and June 2014 Page 157

For further information, please contact David Evans, Head of Sales, at

or +44 (0) 115 921 8218 Visit us online at:

Job Vacancies for;

- High Calibre - Highly Motivated - Passionate - Results Focused Individuals

At Progress Rail Services we specialise in the full life cycle management of rail infrastructure. We design and manufacture track superstructures, specialist maintenance-ofway equipment and bespoke signalling equipment for high speed applications as well as mainline, freight and tramway customers worldwide. We offer a full life cycle service which includes removing and recycling old track and vehicles and replacing with new. PRS Inc employs over 5,000 staff in five continents and we are a wholly owned subsidiary of Caterpillar Inc. Our Electro-Motive Diesel division manufactures locomotives from factories around the world for many passenger and industrial clients. Our mission is to be the ‘supplier of choice’ for all products and services used in the renewal and maintenance of railway superstructure around the world.

Mining Project, Western Australia

We are continually looking for skilled, qualified personnel to support our growth in new and developing European markets. If you are a professional, enthusiastic and self-motivated individual with rail industry experience and seeking a new challenge with an innovative and growing global business we would like to hear from you. Working from our offices in Doncaster, Nottingham or South Queensferry (near Edinburgh), we are particularly interested to hear from Mechanical Design Engineers (either Chartered or working towards Chartership) and from professionals in Procurement, Customer Services, Finance, Production Engineering and CNC CAD/CAM programming disciplines. Please contact; George Law, Head of HR Progress Rail Services UK Ltd Osmaston Street, Sandiacre, Nottingham, NG10 5AN, UK



UK Candidate Screening

Applicants are invited to forward their current CV to Keolis Downer’s UK representative Stuart Illsley by email - No Agencies.

Role Title: Start Date: Location: Salary:

Rolling Stock Maintenance Manager ASAP Victoria, Australia AUD$140K

UK Candidate Screening

My client, a major rail operator in Victoria, Australia, is looking for a manager of their Rolling Stock Maintenance function. The role will manage the delivery of preventative servicing & maintenance activities, corrective and reactive maintenance. The role will deliver on the Rolling Stock functional targets comprising Safety, Availability, Reliability and Cost. In addition, the role will require leadership skills in transformational change and continuous improvement. • • • • • •

! !

Advertisement Wording & Placement - CV Screening - Telephone Interviews - Face to Face Interviews Skills, Knowledge & Psychometric Testing - Reference Taking

UK Candidate Screening: 68 Northdown Road, Margate, Kent, CT9 2RL. UK E-mail: Web: Tel: +44-7585-907283

Delivery of planned, corrective and reactive maintenance activity on-time and within budget. Achieving the availability targets. Developing and executing business plans, analysing and reviewing performance. Managing financial performance of the operation. Delivering a Continuous Improvement culture. Promoting safety and security of people and rolling stock as a first priority

We are looking for someone with • Extensive experience (more than 10 years) in Rolling Stock maintenance management. • Experience and/or understanding of Rolling Stock integration with operation. • Experience in change management and workforce transformational change. • Familiarity with rail safety regulations and other regulations governing industrial workforce management (OHS&E, Industrial Relations, Environment, etc.) An attractive package is offered with a salary of AUD$140k, along with relocation support and sponsorship via 457 Visa (where necessary). Applicants are invited to forward their current CV to Stuart Illsley by email - No Agencies.

Trainer / Assessor - Salary (Neg) The role requires training in various locations nationwide such as Cardiff, London, Kent, Birmingham, Barnsley and Manchester As a Trainer / Assessor for ARC Academy, you will already have accreditation to deliver track safety training / assessing and ideally hold additional capabilities to deliver competent training for lookout, small tools, COSS, hand signals, points, ES, PC, MC/CC etc. You will hold your A1 Assessor award, or equivalent. • • • • • • • • • • • • • • • •

Qualifications and experience: Experienced Trainer and Assessor who is already approved to deliver sentinel courses with the NSARE Qualified A1 Assessor or equivalent Able to deliver Track Safety training and assess competencies as detailed above Experience in delivering innovative and engaging training courses Excellent communication, negotiation and time management skills Flexible approach to delivery of vocational, QCF and NQV training across various locations within the UK Thorough knowledge of the technical, health & safety and vocational capability of the role Responsibilities: Deliver and develop programs of training and underpinning knowledge as well as high quality technical, safety and vocational training programs in accordance with Network Rail standards, regulations and working instructions Assess using the assessment process according to established guidelines Continuously develop your own professional development plan to enhance technical proficiency, knowledge and education capability Provide an outstanding level of customer service to learners, enhancing their current skills and abilities whilst maintaining enjoyment, motivation and value gained from the learning experience Adopt a “safety-first” culture with employees and learners, actively promoting Network Rail values at every engagement, sharing good practice and maintaining a professional attitude, relaying Network Rail corporate updates and communications to the assessment team Implement and co-ordinate training plans in order to meet deadlines Ensure that the quality of programs delivered are of a high standard Always act safely; always promote safety awareness and always demonstrate clear compliance and belief in safety procedures. Positively contribute to the continuous improvement of ARC Academy’s Internal Quality Improvement plan, procedures and work instructions, demonstrating a personal commitment to continuous improvement.

Contact Antony Richardson, Director. Arc Academy UK Ltd., 16 Centre Court, Treforest Ind Est, Pontypridd CF37 5YR Mob: 07980 881314 Tel: 01443 693431 Email: Web:

June 2014 Page 159


Contract Manager – Rail Commercial £33,302 - £36,156


This is a chance to add some impressive new credentials to your CV, managing high value contracts for a high profile organisation and broadening your experience of working with a range of other business areas such as Commercial, Legal and Finance. As well as the great learning opportunities on offer, you’ll also enjoy excellent civil service benefits.

the delivery of franchise commitments, holding regular meetings to ensure the contract is running smoothly. Other key tasks will range from producing reports for management highlighting risks and issues, recommending changes and maintaining accurate records, to briefing Ministers and dealing with correspondence from the public and stakeholders.

Rail Executive is a single, integrated body established by the Department for Transport to take Britain’s railway into the future, and to put passengers at the heart of the journey. With some £16bn in government funding behind us and strong leadership in place, we have an unprecedented opportunity to drive things forward. Our Rail Commercial Directorate manages the real-time interface with the franchised passenger railway on behalf of Ministers, ensuring train operators deliver their contractual obligations and operate passenger rail franchises in the public interest.

To succeed, you’ll need strong relationship building, strategic thinking and supplier management skills, a high level of commercial awareness and a good head for figures. Your track record of involvement in large commercial contracts will ideally have included supplier management and some knowledge or experience of the passenger rail industry. You’ll also be capable of seeing the bigger picture, interpreting financial data and identifying potential improvements.

We need enthusiastic Contract Managers to manage the relationship with our franchised train operating companies. As the interface between the Rail Executive and the train operators, you’ll manage the contract, monitor performance, compliance, and

To find out more information about this post and to apply online please visit and search for Department for Transport jobs. Ref: DfT/402/14/DfTc. Closing date: 18th June 2014.

The Department for Transport is an equal opportunities employer. We value diversity and want our workforce to reflect the communities that we serve.

Role Title: Start Date: Location: Remuneration:

Director, Major Projects Immediate Melbourne, Australia AUD$230k

Yarra Trams operates the biggest tram network in the world with 250km of double track, 27 tram routes, in excess of 1700 tram stops and over 500 vehicles. In order to continue to deliver a world class service to its customers, Yarra Trams is looking to appoint a Director for its Major Projects function. The role involves management of major projects delivering optimal business outcomes. Projects include complex and high •

Manage the timely, cost effective delivery of major projects as a service provider to the relevant asset

Ensure that all activities of the Major Projects function comply with legislation, legal requirements, safe working procedures and ethical standards. Provide technical expertise and manage effectively to ensure positive outcomes in all aspects of project. Develop and implement initiatives that support continuous improvement. Co-ordinate and manage the relevant contractual and tender activities. Building relationships to support business outcomes with all stake holders including State & Local Government, sub-contractors, client management, suppliers and service providers.

• • • •


UK Candidate Screening Applicants are invited to forward their current CV to Keolis Downer’s UK representative Stuart Illsley by email - No Agencies.

UK Candidate Screening Page 160 June 2014 ! !

Advertisement Wording & Placement - CV Screening - Telephone Interviews - Face to Face Interviews Skills, Knowledge & Psychometric Testing - Reference Taking

UK Candidate Screening: 68 Northdown Road, Margate, Kent, CT9 2RL. UK E-mail: Web: Tel: +44-7585-907283

The Director, Major Projects reports directly to the Chief Executive Officer and will need: • Extensive experience managing large and complex and projects in public transport. • Experienced in contractual negotiations and project management at senior managerial level. • Experience in stakeholder management with Government or Public Transport authority. • A focus on sustainability and ability add to the sustainability strategy • Experienced in controlling projects with multi-million dollar budgets. • Excellent communication and persuasive skills. • Awareness and commitment to quality and risk management concepts. An attractive package is offered with a total remuneration in the region of AUD$230k, along with relocation support and sponsorship via 457 Visa (where necessary). Applicants are invited to forward their current CV to Yarra Trams UK representative Stuart Illsley by email - No Agencies.


Set your career on the right track There has never been a more exciting time to join London Overground Rail Operations Ltd. (LOROL). We have a vision for an even better London Overground network and we’re working hard together to achieve it. We’re passionate about developing, expanding and enhancing the network, connecting communities across the capital. It’s a rewarding journey.

Customer serviCe managers Circa £45,000

revenue ProteCtion managers Circa £36,000

As a Customer Service Manager you will be at the heart of it all. With responsibility for the customer experience across your area, you’ll inspire your management team and all front-line employees to deliver excellent customer service whilst supporting on time train performance within a safe environment.

Our Revenue Protection team are vital to the smooth and safe operation of the London Overground network. Investing in excellent service depends on protecting our income and consistently meeting our pledge to keep ticketless travel as low as possible.

A proven people manager you will be highly visible across our stations, leading by example at all times particularly during train service disruption. Results focused, you take care to understand what your customers and your team need and respond accordingly.

You’ll oversee a team of Revenue Protection Inspectors, ensuring that they are deployed effectively and follow consistent and professional standards and procedures. You’ll need solid experience in a customer-facing role, ideally including some element of revenue protection or enforcement.

For both roles you will need strong leadership and coaching skills gained in a customer focused, ideally unionised, environment. Open and honest with a can-do attitude, you will share our commitment to our customers. In return you’ll be able to make the most of great benefits including an oyster card for yourself and a nominee, final salary pension scheme and excellent development and career opportunities. Discover more and apply online at Closing date: 22 June 2014 LOROL is an equal opportunities employer and we welcome all applications especially from women and black, Asian and minority ethnic groups who are currently under-represented.

Role Title: Project Director (Heavy Rail and Light Rail) Start Date: Immediate Location: Australia and New Zealand Salary: Competitive Market Rate Keolis Downer, a successful joint venture and major player in public sector transport in Australia, is looking for well qualified and experienced Project Directors to implement business opportunities across Australia and New Zealand. Key features of the role include: • • • • •

Leading successful bid teams Co-ordinating consortium members Engaging with client and other stakeholders Delivery of projects on time and on budget every time Planning and overseeing implementation of project handover

This position provides an exciting opportunity for an experienced Project Director reporting to directly to the Business Development Director, the role will involve:


UK Candidate Screening Applicants are invited to forward their current CV to Keolis Downer’s UK representative Stuart Illsley by email - No Agencies.

UK Candidate Screening

! !

Advertisement Wording & Placement - CV Screening - Telephone Interviews - Face to Face Interviews Skills, Knowledge & Psychometric Testing - Reference Taking

UK Candidate Screening: 68 Northdown Road, Margate, Kent, CT9 2RL. UK E-mail: Web: Tel: +44-7585-907283

• • • • • • • • •

Establishment of bid offices and resourcing bid teams Development and management of project budgets Strategic leadership of the projects Manage and lead the design and development phases Manage the Whole of Life costing and Lifecycle costing analysis of projects Be the principal interface between the company and the client agency Planning and completion of tender documents for submission Maintaining and monitoring project plans for multiple work streams Compliance with all Consortium corporate and project governance procedures

The successful candidate will possess substantial project delivery experience, including leading complex projects and negotiating the associated commercial arrangements, in the transport industry sector. With highly developed business acumen, you will be comfortable with responsibility for project outcomes. You will be delivery-driven and have the ability to work well under pressure and to tight deadlines. An attractive package is offered including a market competitive salary, relocation support and sponsorship via 457 Visa (where necessary). Applicants are invited to forward their current CV to Keolis Downer’s UK representative Stuart Illsley by email - No Agencies.

June 2014 Page 161

I’m always thinking

how did they make that?

Oi Ki, Civil Projects Engineer My story began with a fascination for complex, large-scale projects. Now, I’m helping Network Rail deliver Crossrail; the biggest construction project in Europe – and helping to build a better railway for a better Britain. Start your story at Network Rail.


We’re progressing faster than ever We’re busy transforming our services and providing an even better experience for 1.5 million customers every week - and you can be at the heart of our progress. To apply for either role, please visit



Electrical and Electronics Systems Engineer

£competitive + benefits | Swindon

As technology evolves, it’s vital that our fleet remains up-to-date and in perfect working order. You’ll make sure that’s the case by tackling electrical and electronic issues - improving reliability and safety, while reducing costs. Your efforts will help us manage High Speed Train fleet electronics in-house and overcome obsolescence issues.


Performance Analyst - Engineering £30,000 - £35,000 + benefits | Swindon

If you have a T&RS engineering technical background, you could lead the analysis of fleet engineering safety and performance data for all First Great Western fleets. To join us, you must be a qualified technician in railway T&RS maintenance with a recognised engineering apprenticeship. Equivalent NVQ, degree or APEDS qualifications will also be accepted. Whatever your credentials, you’ll be ready to work varied shifts.



South Wales Up to £60,000 + Car Allowance + Pension + Private Health Care


An exciting opportunity has arisen for an experienced Senior Project Manager to join a large Civil Engineering Contractor, to oversee a substantial Rail framework contract this company have already secured. This is a client facing position and you will be responsible for a sizeable team based in South Wales.


Midlands C









F in d m o re jo b s at

Salary - £38,000 + Car Allowance (or Car) + Pension There are several opportunities available for HSQE Advisors to work on long term Rail Frameworks in the Midlands region. Candidates will be NEBOSH qualified and keen to progress their career in the sector, working on a variety of civil engineering projects including Structures and Station works.


UK Wide Salary - £35,000 - £70,000 ATA Recruitment is currently assisting a number of clients in regard to their requirements for Signalling Design staff. Some of the roles we are working on include: • Signalling Designers in Derby, York, Doncaster, Bedford, Swindon, Crewe, Birmingham and London • Signalling Design Managers in York, Swindon and Birmingham • The salaries offered range from £35,000 - £70,000 depending on experience and licence for permanent staff For further information on the above roles or to enquire about other vacancies with ATA, please contact the Rail team on 01332 861326 or email your details to referencing RAILSTAFF + Job Title

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

Contact us by visiting:


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