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THE BUSINESS MAGAZINE FOR RAIL
SEPTEMBER 2022 | ISSUE 285 | £7.95
London's Most Ambitious Infrastructure Project Liverpool Street Elizabeth Line through the decades waiting for new contant
STATIONS SAFETY & SECURITY Preparing for every eventuality
Making our railway stations more accessible
INNOVATION
The Very Light Rail Story
2
www.railprofessional.com
THE BUSINESS MAGAZINE FOR RAIL
SEPTEMBER 2022 | ISSUE 285 | £7.95
London's Most Ambitious Infrastructure Project
EDITOR’S NOTE
Liverpool Street Elizabeth Line through the decades waiting for new contant
STATIONS SAFETY & SECURITY Preparing for eventuality
Making our railway stations more accessible
INNOVATION
The Very Light Rail Story
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EDITORIAL EDITOR Sam Sherwood-Hale editor@railpro.co.uk DISPLAY ADVERTISING Dean Salisbury Jamie Tregarthen sales@railpro.co.uk RECRUITMENT ADVERTISING recruitment@railpro.co.uk SUBSCRIPTIONS subscriptions@railpro.co.uk ADMINISTRATION Cherie Nugent info@railpro.co.uk Lisa Etherington admin@railpro.co.uk DESIGN & PRODUCTION Alicia Bannister Lukasz Saczek production@railpro.co.uk
COVER WILKINSONEYRE Elizabeth Line, Liverpool Street / Moorgate Station by WilkinsonEyre © Morley von Sternberg
Rail Professional welcomes contributions in the form of articles, photographs or letters, preferably by email. Original photographs may
Welcome back from the summer break everyone, I hoped you all found ways to stay cool during that particular heatwave – I got creative and did some sailing on the River Severn where there was still a chill breeze coming up off the water. Bringing it on to the September issue of the magazine – you will notice we’ve revamped the design and layout so any feedback will be welcome. As we anticipate the coming changes to the management and oversight of the rail industry in this country we will continue bringing you forward-thinking and forward-looking analysis of the sector. Someone who I found to be very forward thinking was Milda Manomaityte, Innovation Director at the Railway Industry Association. Milda and I discussed her new position of Innovation Director and what that word meant to her. We covered RIA’s Unlocking Innovation Programme, change in the rail industry and Milda’s thoughts on how to build a culture that embraces innovation. Our featured topics this month are stations and safety and security. Starting with stations Dr Syinyi Phoon, Strategic Programme Manager at Jacobs celebrates a personal triumph with the opening of the Elizabeth Line and takes us through the lessons she learned along the way. We also have features from Atkins, Greater Anglia, Sunderland City Council, David Young of SCP and Oliver Tyler of WilkinsonEyre. Onto safety and security, Dr Greg Morse, RSSB’s Operational Feedback Lead and member of the IOSH Railway Group starts us off by reflecting on the problem of never having time to reflect. Following that we have Gaynor Stewart and Dr Stephen Fletcher sharing some insights from a safety incident simulation organised by The OPC for Alstom. Following that we have two pieces on the supply chain from Marie-Claude Hemming of CECA who explores the Procurement Bill’s potential impact on public sector purchasing and Elaine Clark, Rail Forum CEO who argues for an outcome-based approach. We end with a new section called ‘Spotlight’ where we highlight some of the significant bodies and organisations overseeing the industry and the usual collection of Business Profiles.
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CONTENTS | ISSUE 285 | SEPTEMBER 2022
In this issue 10
INNOTRANS 2022
13 NEWS
VIEWPOINT 39 Propelling transportation systems into the future By Richard Davies
41 43
Capacity, carbon and connectivity Ian Littell For the good of the next generation Malcolm Prentice
FEATURES 44 STATIONS
Dr Syinyi Phoon on how working on Crossrail transformed her career
46 20 INTERVIEW Milda Manomaityte, Innovation Director at the Railway Industry Association
26
INNOVATION The key to successful innovation
49 52 55 57
29 33 35
THE CHEEK OF IT Rail perfect storm to welcome new PM LAYING DOWN THE LAW How a straightforward legal case can fail DELIVERING THE GOODS Four principles for rail reform
58 61 63
STATIONS Making our railway stations more accessible STATIONS Oliver Tyler on Liverpool Street Elizabeth Line station STATIONS Howe Green sets the standard for efficiency STATIONS Edmund Caldecott on rail’s green ambitions STATIONS David Young on predicting growth STATIONS Sunderland’s £100 million ambition STATIONS Step-free access at Macclesfield STATIONS East Anglia stations greener than ever
5
PLAY A KEY ROLE IN THE RAIL INDUSTRY OF TOMORROW
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Exhibit at Railtex 2023, the UK’s number one rail event and benefit from three days of uninterrupted business. The exhibition profile includes: Rolling Stock
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Railway Civil Engineering
Electrical Products & Equipment
Track Design, Supply & Construction
Station Equipment & Passenger Technology
Track & Infrastructure Maintenance
Information Technology
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Organiser:
CONTENTS | ISSUE 285 | SEPTEMBER 2022
SPOTLIGHTS 103 British Transport Police 105 British Transport Police Authority 107 RSSB 109 Rail Accident Investigation Branch 111 Light Rail Safety and Standards Board 113 Strathclyde Partnership for Transport 115 Office of Rail and Road FEATURES 69 SUPPLY CHAIN
Taking the outcome-based approach
71 73 74 77 80 82 85 89 91 93 97 99
SUPPLY CHAIN High Speed Rail Group annual conference SUPPLY CHAIN Marie-Claude Hemming on procurement SAFETY AND SECURITY Moving beyond firefighting SAFETY AND SECURITY Gaynor Stewart and Dr Stephen Fletcher on preparing for every eventuality SAFETY AND SECURITY Managing false alarms SAFETY AND SECURITY Wayne Webster on digital transformation SAFETY AND SECURITY Dr Simon Davis on occupational health testing SAFETY AND SECURITY The benefits of inputting detailed cause information SAFETY AND SECURITY Quality is key to depot safety HEALTH New rules on fit notes
BUSINESS PROFILES 116 BAM Ritchies 118 Relec 121 McCulloch Group 123 Pod-Trak 125 Forbo Flooring 128 Camira Fabrics 131 Tribo 133 Torrent Trackside
TRAM AND LIGHT RAIL The future of light rail
134
INNOVATION The very light rail story
Paul Stanley, Andrew Helm, Neil Micklethwaite, Johnny Ojeil, Robin Coombes
PEOPLE
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EVENTS
Innotrans 2022 InnoTrans is the leading international trade fair for transport technology and takes places every two years in Berlin, the thirteenth InnoTrans will take place from 20 to 23 September
InnoTrans occupies all 42 halls available at Berlin Exhibition Grounds. The InnoTrans Convention, the event’s top-level supporting programme, complements the trade fair and will be streamed live. A unique feature of InnoTrans is its outdoor and track display area, where everything from tank wagons 10
to high-speed trains are displayed on 3,500 metres of track. The event is sub-divided into five trade fair segments: • Railway Technology • Railway Infrastructure • Public Transport • Interiors • Tunnel Construction.
Innovation
Trade visitors at InnoTrans can look forward to more world innovations than ever before. Exhibitors will present around 250 world innovations. Guided tours, the InnoTrans website and the World Innovation Guide provide an overview. 42 exhibition halls at
InnoTrans will be hosting the world, with a total of more than 2,770 exhibitors from 56 countries displaying their latest products. These include around 250 world innovations which trade visitors can inspect during the fair on the Berlin Exhibition Grounds.
Around the world with 14 innovations
First up are three European companies starting with SATEL from Finland which has developed a robust Mission-Critical Connectivity Unit (MCCU) platform to solve the connectivity problems encountered by off-highway vehicles in rough terrain. Secondly, Polish exhibitor Neo.Net FiberCAMERA will be showing off its video surveillance system which employs fibre
IMAGE CREDIT: MESSE BERLIN GMBH
O
rganized by Messe Berlin, 42 exhibition halls at InnoTrans will be hosting the world, with a total of more than 2,770 exhibitors from 56 countries displaying their latest products. These include around 250 world innovations which trade visitors can inspect during the fair on the Berlin Exhibition Grounds.
IMAGE CREDIT: MESSE BERLIN GMBH
EVENTS
optics data communication and can identify and logically combine information on train signals, pantograph position and hazards on railway crossings. Finally, with its AIcontrolled mobility and loyalty platform which rewards passengers for switching to eco-friendly transport, the Swiss company Axon Vibe is incentivising sustainable travel. The East Japan Railway Company (JR East), one of the world’s largest public transit networks, is already using this Swiss innovation for its Tokyo Nudge app. Passengers who encounter transport delays can receive a free coffee from their local store. Staying in Japan, Hitachi is presenting its Energy RESIBLOC® Rail 25 kV with an integrated cooling system. It features plugand-play technology for oil-free, dry onboard traction transformers. The next stop is India, at Sheela Foam. In the wake of constant industry demand for weight reduction the company has developed a new polyurethane foam (75kg/ m3) for a further 20 per cent reduction on trains. In Australia and Israel the focus is on safety and the visual analysis of objects. Using AI and advanced electro-optical sensors, the driver assistance system made by the Israeli company Rail Vision identifies and categorises obstacles on or near rail tracks. In Australia, 4Tel has designed HORUSTM, an all-seeing AI capable of realtime object analysis, which gives railway staff a better situational awareness during rail operations. Talking about safety, the next stop is the US exhibitor with the world’s first SIL4 safety-approved ultra-wide band (UWB) train positioning system. Using the UWB technology developed by Piper Networks it is possible to track the movements of trains, vehicles, platelayers and other rail equipment in real time within a few centimetres, even in difficult areas including underground tunnels and overpasses. Back in Europe, the French enterprise Crouze is equipping SAS engines with AI. This enables them to run a self-diagnostic routine to preclude failure and improve the reliability of railway systems.
With its Mireo Plus H, Siemens Mobility is presenting the next generation of fuel cell trains which combine innovative design with the latest in sustainable technology. The high-performance Mireo Plus H has a power output of 1.7 MW, can accelerate to 1.1 m/s², and features a range of up to 1,000 kilometres. At InnoTrans, Stadler is also publicly exhibiting its fuel cell-powered FLIRT H2 for the first time. The FLIRT H2 commissioned for the San Bernardino County Transportation Authority (SBCTA) is the first fuel cell passenger train made for the US and will significantly contribute to zero emissions technology gaining a foothold in the country’s rail transport market. The innovative train (Ideenzug) of Südostbayernbahn (SOB) also sets new standards. Ten different departments are addressing passengers’ wide-ranging needs with new developments, innovative design and connectivity features. Knorr-Bremse, the global market leader in braking systems, is the final stop on this tour. With its newly developed electromechanical braking system (EM brake), a technology by which braking signal and braking energy are generated and transmitted entirely electrically, the company aims to establish a paradigm shift in the train market. This is the first time worldwide that all these innovations and many more are being shown to trade visitors.
Mobility+: smart mobility services
With its Mobility+ segment, InnoTrans is devoting a new segment to this type of travel. ‘This is where companies exhibiting new mobility services can meet domestic and international transport companies, transport networks and administrations, and display their intermodal concepts and systems to the industry’ says Kerstin Schulz, the Director of InnoTrans. Exhibitors’ products and services will range from shared mobility, mobility apps with travel information, booking and payment functions, to technology solutions such as on-demand transit systems and flying objects such as drones.
Other solutions on display will be first/ last mile options such as ride sharing, a service provided by Door2door from Berlin and an international company called Via Transportation. Exhibitors and products will include DB Connect, ioki, CleverShuttle and the transport optimisation software Optibus. With its platform for self-driving vehicle fleets, BestMile wants to exploit this form of transport. The automated platform can manage both fixed routes and on-demand services as well as vehicles from various makes. ‘At InnoTrans 2022 we look forward to offering an insight into the operational practicability of on-demand solutions in public transport, and together with leading industry players to discussing how we can sensibly integrate new mobility services into public transit systems, in order to make convenient mobility services available anywhere at any time’ said Bruno Ginnuth, CEO and co-founder of CleverShuttle. At InnoTrans 2022 the Berlin-based company ZEITMEILEN will be presenting software that handles traffic flows and rewards intelligent transport use. ‘The mobility sector needs to move more rapidly and decisively towards services that benefit the entire community. The trade fair can provide an impetus in that respect’ said Kai Horn, Head of Sales & Marketing at ZEITMEILEN and its sister company highQ.
Lectures and networking
Accompanying the exhibition will be lectures at the Mobility+ Corner in Hall 7.1c, where visitors can follow these events live during InnoTrans 2022. Among the exhibitors displaying their innovations at the Mobility+ Corner will be ChargeSim, ISTmobil, ioki, mobimeo, MOTIONTAG and Via Transportation. Lecture topics will include smart charging infrastructures, digital passenger data surveys and the future of public transport. Mirko Ross, cybersecurity expert and CEO of asvin GmbH, will hold a lecture on the security challenges of intermodal mobility. Visitors can find an overview of all the lectures on the InnoTransPlus service portal under ‘Events’. 11
New to the Rail Industry and Want to Kickstart Your Career? CIRO are holding a one day Introduction to Rail training day designed specifically for those who are new to the industry or more experienced members from support functions within rail. What will I learn?
Throughout the day learners will gain a comprehensive picture of the rail environment and enjoy a highly participative session where they are guided through interactive exercises. There are also regular opportunities for the learners to ask questions to affirm their understanding of the topics being covered.
When and where is the training? Date: 22nd September 2022 Times: 9.30am - 4.30am Location: Beacon Building 2nd Floor, Stafford Enterprise Park West, Weston Rd, Stafford, ST18 0BF Refreshments and a light lunch will be provided for attendees on the day.
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NEWS
Campaign to Raise Awareness of Major Improvements Transpennine Route Upgrade (TRU) has launched a new campaign, ‘On Track to Better’, which aims to communicate the benefits of TRU and the multi-billion-pound programme of improvements which will transform the railway between York, Leeds, Huddersfield and Manchester. The marketing campaign, that consists of digital, TV, radio, digital billboards, web, social and in-station, marks the first major multichannel campaign to promote TRU and the benefits of the landmark work to consumers. At the heart of the campaign is a stop motion animation advert, featuring both
TransPennine Express (TPE) and Northern trains, that communicates just some of the many scheme benefits to customers. The marketing campaign highlights the major, multi-billion-pound programme of improvements which will transform the railway between York, Leeds, Huddersfield and Manchester, bringing passengers more frequent, faster, greener trains, running on a better, cleaner and more reliable railway. The improvements will support economic growth in the North and deliver real benefits for passengers, communities and freight services along this vital rail artery. Daniel Bolton, Transpennine Route
Upgrade Senior Marketing Manager, at TPE said: ‘The new TRU ‘On Track to Better’ campaign is the result of a fantastic collaborative effort across the industry and is designed to raise awareness of the major railway improvements that will take place in a way in which customers can relate to. ‘Faster commutes will see longer bedtime stories for parents, a more frequent service will make city visits a more frequent day out and a fully electrified line will mean cleaner air for the people of the North, and these are just some of the large-scale improvements customers will benefit from.’ Neil Holm, Transpennine Route Upgrade Director, said: ‘The ‘On Track to Better’ campaign will help to raise the profile of our multi-billion-pound improvement programme, and I hope it will get people excited for the transformational benefits in store for passengers in the north. ‘We’ve made a huge amount of progress already, with major work already underway to electrify both ends of the route. We’ll eventually deliver a fully electrified line to bring faster, more frequent trains running on a cleaner, greener railway between Manchester and York.’ Rob Warnes, Strategic Development Director for Northern, said: ‘The new campaign highlights the huge range of railway improvements that will be delivered for our customers as part of the Transpennine Route Upgrade. Faster, better and greener journeys are the key to unlocking opportunities for our communities right across the Pennines, and we’re excited to tell our customers about the work that has now begun to transform their railway.’ The marketing campaign was a collaborative piece of work, produced by creative agency ‘The&Partnership’ and production house ‘Passion’. The advert was directed by Tom O’Meara, an award-winning animation director who is known for his stunning collection of work, including ‘The Wind in the Willows’ and ‘Isle of Dogs’.
Construction of New Bridge Begins in Glasgow Work to construct the new bridge over the railway at Nithsdale Road in Glasgow’s Southside is now underway following successful demolition of the old structure. The project, part of the Glasgow-Barrhead electrification works, will see a new bridge deck constructed higher over the railway to enable overhead electrification wires to run safely beneath the structure. The bridge demolition is the latest phase of work within the Barrhead to Glasgow electrification project and is part of wider plans to decarbonise passenger services on Scotland’s railway by 2035. Working over two successive weekends while the railway was closed for 53 hours, contractors Bam Nuttall on behalf of Network Rail worked continuously to demolish and clear the old bridge before
craning into place the first elements of the new structure. In addition to the main bridge works, the team took the opportunity to maximise the value of the railway closure by demolishing a smaller structure at Kennishead Road near Darnley and installing an under-track crossing to carry diverted power cables. 13
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NEWS
Railway Vegetation Clearance in Fife Network Rail will shortly begin tree and vegetation management on the line between Aberdour and Kirkcaldy. Work will be carried out along an-eight-and-a-half mile stretch of the line to clear trees and vegetation from land adjacent to the railway and within the railway boundary. The work is needed to keep passengers safe and trains punctual and to reduce the risk for lineside neighbours.
Dayshift work will begin on 5 September and run for approximately 19 weeks with the team working to create a clear six-metre strip from the outside rail to the railway boundary. The project will also treat any noxious and invasive non-native weeds within the railway corridor. Trees within falling distance of the railway will be selectively felled or cut-back to leave a well-balanced tree canopy. Any heritage, landscape specimen trees will be considered on a case-by-case basis and will be retained where it is safe to do so. The project will also need to work at night to clear trees and vegetation closest to the railway. This work can only be undertaken safely when trains are not running. Ahead of the work starting, environmental surveys have been carried out and the area has been inspected for nesting birds and protected species. Network Rail has also worked with its
Transport Minister Sees Progress on Feeder Station Upgrade Programme
Jenny Gilruth visits Ferguslie Feeder Station
Scottish Government Transport Minister Jenny Gilruth visited the site of the first new feeder station to be commissioned as part of a £120m investment to boost the electricity supply into the railway network. The Ferguslie feeder station, which will connect to the network in October, was installed near Paisley supports the existing infrastructure as well as providing the additional electric power needed to support future decarbonisation of Scotland’s railway. The investment will see six new feeder stations at strategic locations across the network and a further nine sites upgraded to increase the resilience and reliability of the infrastructure for the operation of electrically powered passenger and freight traffic. As well as increasing the resilience of the
existing network, the new connections to the national grid via the feeder stations will increase the overall capability of the 25kV electrified network. This will enable future passenger and freight growth and reduce the railway’s carbon footprint by supporting the removal of diesel passenger trains from the network. It’s all part of efforts to make Scotland’s railway greener in line with the Scottish Government’s commitment to decarbonise the passenger rail network by 2035. With the feeder-station installation and rail-side elements of the project largely complete, work to commission the Ferguslie site will shortly see Scottish Power Energy Networks (SPEN) install transformers to allow the feeder station to connect to the National Grid. Following testing, the
ecologists to minimise the impact of the work on the environment. Kirsty Armstrong, Scheme Project Manager for the vegetation clearance work said: ‘Network Rail manages thousands of miles of trees and vegetation along the railway to maintain safety for passengers and lineside communities and to make sure the railway runs efficiently. ‘Our work between Aberdour and Kirkcaldy will create a clear, tree-free corridor either side of the railway to reduce the risks that large trees and overgrown vegetation can pose to the railway. ‘Elements of this work are unavoidably at night for safety reasons, however the teams are always mindful of the impact their work may have and do what they can to minimise this. We want to apologise in advance if anyone is disturbed by the work.’
132,000volt supply will be passed through the transformers and then sent through the feeder station to power the electrified railway network. Jenny Gilruth, Transport Minister said: ‘It was great to be in Paisley today to meet the team and to hear more details about the work that will power newly electrified lines and also provides additional capacity to run more trains on the existing network. ‘Upgrading the power supply network at this location will enable the introduction of electric trains on services to East Kilbride and Barrhead and this work will be replicated at five other locations across the central belt to support the Scottish Government’s railway decarbonisation programme. Our focus is on ensuring we can complete this work as quickly as possible as we work towards our net zero ambitions. ‘We want a rail infrastructure for Scotland that helps to cut emissions, to provide sustainable transport for people and for freight, and which provides fair work and highly skilled employment opportunities. This project delivers greener travel options for people and for moving freight which will ultimately lead to the removal of many more vehicles from the roads in Scotland.’ Lesley Pringle, Project Manager for traction power at Network Rail said: ‘The £120 million investment from the Scottish Government for this programme is key to helping us meet our target to decarbonise Scotland’s railway by 2035. ‘Ferguslie is the first of the new feeder stations to be commissioned and it will boost the electricity supply to the rail network enabling greener and more sustainable travel options when the electrification projects are complete. We are continuing to work hard alongside our contractors and partners to commission this facility in October with a further five new feeder stations coming online between now and 2026.’ 15
NEWS
Elizabeth Line Services to Start 6 November The next stage of the Elizabeth line has been confirmed, with trains running directly from Reading and Heathrow to Abbey Wood and from Shenfield to Paddington set to begin this November. The brand-new Bond Street Elizabeth line station, at the heart of London's West End, is also set to open by November, giving another boost to London's recovery from the pandemic. From Sunday 6 November, the lines from Reading, Heathrow, and Shenfield will connect with the central tunnels of the Elizabeth line – opening up new direct journeys across the capital. This means that customers travelling from Reading and Heathrow will be able to travel east all the way to Abbey Wood without changing at Paddington. Customers travelling from
Shenfield will be able to travel west all the way to Paddington without changing at Liverpool Street. Journeys to onward destinations, including to Heathrow Airport or towards Reading, can be made by changing trains on the same platform at any of the central London stations. The integration of Elizabeth line services will bring a huge range of extra benefits, including reduced journey times, additional capacity, greater accessibility, and better connectivity to jobs, opportunities, and leisure for communities across London and the South East. People landing at Heathrow Airport will now be able to travel straight through central London to areas such as Farringdon and Canary Wharf in as little as 36 and 45 minutes respectively on the weekend and 40 and 51 minutes respectively during the week. Customers will be able to use the
Coatbridge Upgrade Keeps Freight on the Move Whifflet South junction, located between Coatbridge Freight Terminal, and Mossend/Eurocentral near Motherwell on the West Coast Mainline, will be upgraded for the first time since its installation over 50 years ago. Work to renew the junction will see
jointed rail, timber sleeper and worn-out ballast (supporting stone) replaced with strengthened track, concrete sleepers, and fresh stone. Decades of carrying heavy freight trains has taken its toll and the upgrade is designed to increase reliability and reduce the amount of maintenance required on the track and signalling equipment. Eddie McLoone, Project Manager for Scotland’s Railway said: ‘The £2.2 million investment in renewing Whifflet South junction is vital to keeping freight services flowing between Mossend and Coatbridge Freight Terminals and the rest of Scotland’s Railway. We know this work will cause some disruption, but such a vital upgrade can’t be delivered without closing the railway to allow our engineers access to the track.’
Work to Begin on New Butetown Railway Station Preparation work will begin this Autumn ahead of the construction of a new Butetown railway station and the redevelopment of Cardiff Bay station. Transport for Wales (TfW) has confirmed plans to build a new two-platform station in the north of Butetown, as part of the biggest upgrade to public transport in the area for a generation. The existing Cardiff Bay station will also get a second platform, as well as a new signage, customer information screens and other enhancements. All upgrades made to the station’s signage will be bilingual and have been developed using TfW's station brand toolkit. Installation of a new 16
Elizabeth line seven days a week as Sunday services through central London will also get underway for the first time from Sunday 6 November. The frequency of services in the central section between Paddington and Whitechapel will increase from twelve trains per hour to up to 22 trains per hour in peak times and 16 trains per hour during off-peak. The final timetable, which will see 24 trains per hour during the peak between Paddington and Whitechapel, is on track to be in place by May 2023. Bond Street Elizabeth line station is in line to open ahead of the new services on the railway. The step-free station will provide a new link to one of the busiest shopping directs in the UK and relieve congestion at Oxford Circus station. Two brand new ticket halls at street level, with an abundance of natural light, one at Davies Street, the other at Hanover Square - will lead passengers to the Elizabeth line platforms. In addition to station improvements, Crossrail has worked alongside Westminster Council on improvements to the urban realm surrounding the station.
track will allow faster and more frequent services using brand new tram-trains, with a new timetable set to be in place from spring 2024. James Price, Transport for Wales Chief Executive, commented: ‘The Bay Line transformation project is an important part of the South Wales Metro and we’re delighted to be able to start work on the brand-new station in Butetown before the end of the year. ‘From 2024 we’ll be providing a smoother, greener, modern public transport service which will open up a range of opportunities for people living in Butetown and the wider Cardiff Bay area. We’re keen
to work collaboratively with local residents through workshops and drop-in sessions and we’re proud to sponsor this year’s Butetown Carnival, where people will be able to get more information and ask questions about the Bay Line transformation.’ Previous initial plans for improvements to the Bay Line included a Metro station at Loudoun Square and a short extension to The Flourish, which were revised at the end of 2020. A review in early 2021 concluded that having a train station positioned further north of Loudoun Square would provide better access for the wider Butetown community and would allow for an east to west crossing at Loudoun Square, while keeping the Cardiff Bay station would provide better access to local amenities. These plans are to fit with the wider collaborative vision including a new station on Pierhead Street and the option of further line extensions. TfW will be engaging with the public later in the year on options for line extensions to Cardiff Central, and east towards Newport Road.
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NEWS
Mechan Plays Integral Role in £70 Million Rail Depot Upgrade Rail depot equipment produced by Sheffield-based Mechan will be key to improving the efficiency and safety of maintenance teams working on the Tyne and Wear Metro. The specialist manufacturer is designing lifting and handling products for the South Gosforth Traction Maintenance Depot in Newcastle, as part of a £70 million upgrade. International rail company, Stadler, is manufacturing 46 new state-of-the-art trains for the Tyne and Wear Metro, as well as building this facility, which will accommodate them. Mechan, in partnership with Stadler, is building a set of 21 multi-purpose lifting jacks not only to cater for the new fleet, but also for a further five different vehicle types maintained at Gosforth. The 15-tonne jacks will work in various configurations, from sets of four, to a completely synchronised set of 20 and can be moved around the facility by pallet truck. Mechan is also creating a bespoke rail removal system, which will be installed in
a pit under one of the new roads added at Gosforth as part of the development work. The self-contained unit enables undercar modules to be exchanged easily, without lifting a train, saving valuable servicing time. A remotely operated scissor table is positioned in the pit to help staff remove and refit the heavy modules, whilst rails lock into place at ground level so the road can be used for general maintenance when the rail removal system is not active. Lindsey Mills, Mechan’s Sales Director, said: ‘The team at Gosforth is familiar with the quality of our equipment, as we have existing jacks there, and Stadler has been involved in other bespoke projects with us, so they were aware of our design capabilities. Catering for several different vehicle types is a challenge for our engineers, but one they have relished. We have worked hard to meet the client’s expectations and now look forward to installing the various components later this year.’ Michael Steiner, Programme Director
Newcastle, Stadler, added: ‘We have pledged to support the regional economy and involve as many UK-based companies in the project as we can, so it’s fantastic to be appointing Mechan to supply lifting and handling products for us. ‘Our aim is to use local suppliers for a wide range of goods and services associated with the Tyne and Wear Metro project, including materials and services for the depot re-build, the manufacturing of the new trains and the ongoing service and maintenance of the current trains. More than 90 per cent of the suppliers contracted for the depot build project are based in the UK, and we’re very keen to work with other UK suppliers throughout our 35year contract to maintain the new trains at Gosforth.’ Head of fleet and depot replacement programme at Nexus, Michael Richardson, said: ‘It’s fantastic to see another UK firm supplying essential components for our new £362 million train fleet, which is going to transform Metro services for customers. ‘This shows that there is work for firms in the Stadler supply chain. Stadler is committed to using local suppliers where possible and this helps to secure jobs and drive inward investment into our region as well as other parts of the UK.’
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Milda Manomaityte Innovation Director at the Railway Industry Association
Milda is an events and marketing professional specialising in the aviation and rail sectors. Having started her career as a transport journalist, she used those skills to cofound and run the Global AirRail Alliance, promoting rail access to airports. Joining RIA as a consultant in July 2018, and later as full-time member of the team in April 2019, working within both the Technical & Innovation and Policy functions.
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INTERVIEW
Sam Sherwood-Hale spoke to Milda Manomaityte about the Unlocking Innovation Programme, change in the rail industry and how to build a culture that embraces innovation SSH: How did you start at RIA? MM: I was a transport journalist in Lithuania covering intermodal maritime transport, then in 2007 I moved to the UK. I started out organising transport events and then about a year later I launched a newsletter for rail access to the airport market. This evolved into a membershipbased community, the Global AirRail Alliance (GARA) which I ran for eight years, essentially as a one-woman band. I was looking for a new challenge when I ran into Darren Caplan, RIA’s Chief Executive and someone I knew from my GARA days, he was looking for someone to join the team and here we are! SSH: You started this new role as Innovation Director in April this year, how have you found it so far? MM: I have been at RIA for about four and a half years, first in the Technical and Policy teams helping RIA to deliver various events using my networking skills. A key part of this was the Unlocking Innovation Programme – which brings together innovators and ‘problem owners’, and which has grown significantly in the last few years. Given how important innovation is for the industry, and for many of our members, I was thrilled to have been asked to be RIA’s Innovation Director. I have thoroughly enjoyed my time in the role so far, and I am looking forward to continue helping our members bring their innovative ideas onto our railways.
and a research and development pipeline. The challenge is how rail businesses navigate this. We decided to release a report that looked at how this funding has influenced the industry, what it has done for the suppliers and what can be done better as Great British Railways is established. That’s why we called it ‘Getting ready for Great British Railways’. We spoke with Network Rail’s Research and Development Portfolio Team about what they would like to see improved and we've also talked with Innovate UK about the First of a Kind competitions as well as the innovation landscape in the UK. One of the big messages in the report is that innovation is not always branded correctly – there is some confusion between research, development, and innovation. The Oxford English Dictionary defines innovation as ‘the introduction of new things, ideas, or ways of doing something’. The key word is ‘introduction’ – innovation is the beginning of the process to turn something novel into business as usual. At some point on this journey, the expenditure of resources will be offset by the business benefits, meaning innovation should, given time, represent a ‘net-gain’. We talk a lot about R&D funding, but the funding often stops a bit short at the innovation rollout – and it’s the rollout
stage where your investment begins to pay back, so overcoming this omission is critical. Proof of concepts are a crucial step, but in a ‘payback’ sense it is not enough, you need to have an organisational system that can actually get that product, technique that you've developed to the market, because that's when the passengers and freight customers see the benefit. We have a world class Rail R&D base, through the UK Rail Research & Innovation Network and other channels. However, all the cost savings, emission savings and operational efficiency only happen if you take what you’ve developed and actually put it on the railways. Currently, that’s where the biggest gap exists. SSH: Why do you think that gap exists? MM: We always say at RIA is that if you want efficiency you need to have a consistent and planned level of work. You cannot do nothing for ten years and then say here’s lots of funding, because then the infrastructure, the organisation, the people are not in place and you effectively have to start from scratch. It is the same principle with all complex rail projects. It is why we wrote the Electrification Cost Challenge Report, to rebuke those saying electrification is unaffordable. In reality, the industry had seen no electrification projects for years, and then all of a sudden there was a massive spike in work, giving companies little time to train people, create systems and invest in equipment – the same rings true for innovation. So whilst it’s great that we have this fund available for innovators, there was no consistent ecosystem created to take the ideas, develop them to a proof of concept and roll them out. All of this had to be created over the last two and a half years, so
SSH: Earlier this year, RIA released the report ‘A Railway Innovation Strategy: Getting Ready for Great British Railways’. What was your involvement in the production of that report? MM: Myself and my colleague Sam Bemment led the production of the report, with support from our Technical Director David Clarke as well as other colleagues. We also worked closely with our members and partners around the industry to reflect their priorities and concerns. Innovation activity within the entire railway industry is tied up in many ways – and funding pots. Notably, for Control Period 6, Network Rail received a record amount of investment for research and development with a total portfolio of £245 million. This is alongside competitions from Innovate UK, the DfT and others. So it has been recognised that innovation is important and it is acknowledged that you need to have dedicated teams, funding, 21
INTERVIEW
the system is still finding its feet. One of the biggest challenges now is implementation. RIA work with academic researchers and with suppliers and over and over again we hear the same thing: once it comes to rolling out to market there are very few people who have time to do it as they all have day jobs with their own responsibilities, and very often those responsibilities are keeping the railway running! Somebody comes along saying ‘hey, there’s this new product, go deploy it on your network’, that carries a risk, and there needs to be someone there to champion this change and work with the teams around the country so that innovation actually gets rolled out, someone who is empowered to make changes, has the budget to do so, and is allowed to fail. One of the things we are calling for in the strategy is the creation of that kind of innovation culture – we want everyone, from the leaders to the people on the ground, to have that space to innovate. SSH: How do we create that innovation culture? MM: Rail is a very risk-averse industry, with safety understandably a primary concern. Everyone is proud of the standards of safety we uphold. However, during the pandemic we showed that we can innovate quickly, without compromising that safety. Many innovations were enabled and indeed 22
accelerated because the railways still had to operate and a lot of the jobs that needed to be done required a physical presence. There was this message to socially distance but work was still being done on the track, companies had to innovate quickly to meet both requirements. For example, the ability to remotely monitor the condition of an asset was suddenly essential. Elsewhere, one company which develops train-mounted cameras to measure and inspect track, now had a customer with a real desire to bring the product to market because of that burning need to keep the railways moving whilst staying compliant with the new regulations. SSH: How do you interact with the industry? MM: RIA is well-positioned to hear many industry voices and it’s our job to listen to what’s going on in the sector. Through our events we also bring suppliers who have the space to create new ideas, in the same room with clients and buyers who need to find new ways of working and tackle new challenges. These are about matching solutions to age-old railway problems. We also work closely with universities through the UK Rail Research & Innovation Network, which bring their world-leading research capabilities to the table. As a national trade body, it is our role to provide a simple forum for members
to network and engage. If you’re a smaller company just coming into the industry, you might not know where to start. So, normally they will come to us and we can connect them to the organisation and potentially we will have the name of the right person to talk to. SSH: How does RIA’s Unlocking Innovation programme work? MM: Unlocking Innovation came from our technical team which focused a lot on technologies and now that there is this standalone innovation team running the Unlocking Innovation programme it encompasses everything that RIA does. It is about encouraging innovation, working with our policy team and helping to export those UK businesses abroad, it’s marketing and events to help change the perception of rail as this old technology. It can be frustrating because, yes the UK is the birthplace of railways and we’ve had 200 years of it but we’re not just using the same infrastructure. Railway is adapting and modernising by using renewable materials and sustainable energy, digital signalling, and machine learning. So Unlocking Innovation does encompass everything that RIA is by tackling all these different areas. I think the biggest part of it is the culture. What I would like to do with the program is to take what we've done well, working with universities and the various places where research and
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INTERVIEW
development is happening, and to bring the private sector and railway clients together to inspire everyone to work together. The last event that we had was at University College London, at their PEARL facility in Dagenham which is a really interesting facility that can simulate an environment with lots of people, such as at a train station, as well as different air conditions like humidity or temperature or different lighting conditions. We were able to bring suppliers to that space and give them a chance to see this technology being demonstrated live in the flesh instead of just reading a press release. SSH: Is that what excites you the most, getting people used to the idea of change and changing the industry’s approach to innovation? MM: I would say that innovation is part of my personality. I grew up in a world of quite drastic change, especially in Lithuania which became independent in 1991 opening to a world of opportunities, maybe most importantly the launch of the Internet. And so I always joke that Windows updates and changes like that don’t bother me. It is probably because of this that I embrace an ever-changing environment, which also 24
explains why I find innovation so exciting. At the PEARL event for example, each exhibitor had a ten-minute showcase at their stand instead of going on stage and doing a presentation. It worked really well, and we had great feedback from attendees and exhibitors. Our challenge now though is how we are going to do something different for our next event on ‘Intelligent Railways’ at UKRRIN’s facility in Birmingham – stay tuned for more! SSH: Where are we seeing innovation in the industry? MM: We see incremental innovation every day in the railways, but it might be something that doesn’t make the headlines because it’s not as exciting. For us it’s important to build excitement for the railway industry and for that we need radical innovation as we call it. It doesn't have to be flying trains but for it to happen there needs to be space for operational testing so we're calling for a test fleet where you can implement some innovative ideas and see them in real life. Some of this could happen in a sandbox environment, the Global Centre of Rail Excellence in Wales could be a place to do that. They will have the first railway loop
in a test centre where it is possible to test infrastructure and rolling stock at the same time. We need these places where you can take these innovations and that proof of concept and test it out. I recently attended the Northern and Network Rail Digital Innovation showcase, they brought together their suppliers to look at the technologies that are at the ‘what's next’ stage, we need to test it, tweak it or we need to now roll it out because we proved that it works. Northern is a good example of a TOC that has stepped up and said they want to be digital innovators, another example would be First Group who have created a community amongst their Innovation Managers to share these ideas with each other. Looking ahead, we are asking for a portion of any innovation or R&D funding to be allocated to what you might call radical ideas or a ‘risk pot’, where it doesn’t matter if it fails because for radical innovation you don't know what's going to happen. For an industry that is not very comfortable with change, that is the real challenge. Milda Manomaityte is Innovation Director at the Railway Industry Association she tweets at @manomilda.
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INNOVATION
The Key to Successful Rail Innovation Taking the right approach for speeding up innovation, bridging the ‘chasm of death’ and hitting the bottom line with rail innovation
A
re you one of the many innovators who have struggled to get an innovation into the rail industry, or developed your product but can’t find your way in? Have you been working your way through acceptance for what seems an age for no output, or have you gained acceptance and are wondering why this hasn’t translated to sales? Then this piece is for you. Bridging the gap between rail invention and innovation can be a difficult thing to do. Myriad studies have been carried out and successes and failures picked over to find the magic ingredients – with a huge range of opinions, advice, academic papers produced, programmes developed and an industry of top-quality professionals working hard improving processes to move us forward. It is still difficult to do. The loss to both the industry and the wider economy from these failures-tolaunch is massive, both in direct costs and in the missed opportunities for change, improvement, growth and employment. Missed opportunities to get everyone home safe every day; failure to create digital transformation, automate manual processes and digitise data and information for efficiency gains; lost chances to cut carbon, increase capacity, reduce cost and delight the customer with ever-improved performance – all washed down with a major loss that we tend not to explore in these forums – export. There are a number of hard and soft issues that can affect whether your new product or service will hit the spot and migrate across the network. These can include incorrect or incomplete requirements, organisation changes that lose you your sponsor or stakeholder group; the timing might not be right for your level of innovation or you might just be speaking to the wrong part of the industry or the wrong person. Company standards and ways or working might block your ability to make a change and conflicting budgets within 26
the industry might mean the user hasn’t the means to procure your new product or service, even if they want it. It might be that your innovation needs a complementary service or product to enable it to actually make a saving in rail, or it could be that the client needs some help to see how your change can benefit them and then support to make it happen. There are many other issues that prevent invention from becoming innovation, ranging from the political, to process and practical implementation, however, there are some common themes that can be explored to provide an understanding of where things fall down. Firstly, UK rail is a large industry in a small geographic area and can be complex as both business and operational entity, with regular changes in management structure and business focus. This large number of people, business units and P&L accounts can create issues in identifying decision makers, budget holders and potential users of an innovation. Looking from the outside, it is extremely difficult to identify who you should be in contact with, how you might engage and what you need to offer. It can be equally difficult to understand, or even comprehend, the politics and dynamics that exist between departments, people and places without really understanding the culture of the railways. The processes required to get your product into use can have some element of subjectivity, although massive strides have been made to improve the uniformity and quality of the output from the PA process with things like Design for Reliability and increasing the visibility of both the process and people within. Suppliers sometimes make the mistake of thinking that an engineer working in product acceptance, sitting on a Systems Review Panel (SRP) or reviewing a safety case will have all the requisite knowledge and experience to be able to make a judgement on the safety and effectiveness of your product – but it is unrealistic to expect the industry to keep abreast of every
emerging technology that might present itself. A supplier may also make the mistake of thinking that a single individual speaks for the entire industry, but we need to understand that the railway is made up of many different companies, even within the infrastructure owner, and that plurality of thought, differences of opinion and a wide range of business needs is to be expected in a devolved organisation and industry. For all the difficulties in getting into the industry, it is something very worthwhile pursuing. The railway is a vast production line spanning the length and breadth of the country and the financial rewards can be very substantial. Your product or service could end up being the difference between a railway worker going home safely or not. It may be that the system you developed is the thing that breaks the impasse and introduces a new way of working, or you may be the individual that ushers in the next epoch in rail technology. You might just have a widget that makes life a bit easier for someone working on the track. Regardless, you will be working to improve something that makes a real difference to people’s lives on a daily basis and add to this the fact that you will be opening up a potential worldwide export market that recognises and respects UK Railways engineering and operational competence, diligence, professionalism and performance. So, how do you successfully navigate the myriad ports and inlets of the UK railway? The answer is that you employ the principles of the railway’s triumvirate of Sponsorship, Mentorship and Partnership. These three actors are the essential components of railway change and growth and will pilot you into port and safely alongside at your intended destination. However, if you are missing any one of them, then the journey may well experience heavy seas and sandbanks. So, enough with the nautical analogies, it’s the rail industry we’re talking about after all. Let’s look at the roles individually.
INNOVATION
Sponsorship comes from inside the organisation and takes two forms based on the formal and informal. Having a formal sponsor is an essential requirement to gain access to the Product Acceptance process. The formal Sponsor is responsible for ensuring there is a business need for the product and should be the one driving it through acceptance and into use in the business. There are also informal sponsors – innovators and early adopters within the business who can see the benefits and are willing to champion the change and make it work, these can come from all across the industry. Finding and engaging the right sponsors, both formal and informal is a critical component of success. Mentorship is the big differentiator. It must come from outside of the client organisation, and provides the catalyst required for invention to become innovation. The service is provided by knowledgeable and experienced individuals who have no commercial ties to the client. This separation is an essential component to enable the mentor to act as both supporter for the innovator and go-between to the client to deliver work that, if done by the client organisation, would create commercial conflicts of interest. The mentor’s role is to find you the
right sponsors; to mould your strategy development to best meet the organisational culture; provide business, process and cultural insight, give advice and deliver services to the innovator; to assist in organisational navigation; to help craft the product and service to something the client will value; to communicate and engage with the right people at the right time; to develop the business case, processes and changes needed, and take the strain from client and innovator in delivering change. Employing the right mentor can be the difference between success and failure. Partnership is the end goal that you are looking to create as an innovator. This should be the key long-term objective of both Sponsor and Mentor, supporting and working together with the innovator and user to deliver the work and changes required to bridge the innovation chasm, creating a virtuous circle of long-term collaboration. These partnerships will transition organisational changes; overcome technical and process difficulties; find new business improvements and embed technology, changes to work practices and transformations that will deliver the ultimate business objectives of both innovator and user. So, in summarising this short narrative,
there are many golden opportunities awaiting the innovator in the rail industry and there are many ways in which innovation can be thwarted. You may find yourself being lucky and have the right product in the right place at the right time, but you may not. Just because you haven’t found your way in, or have fallen at a particular hurdle doesn’t mean that you need to walk away. There are ways in which you can invigorate your application, avoid the pitfalls, simplify and greatly speed up the leap over the chasm of death and in doing so, give yourself a soft landing. We have a saying in the industry: “There’s the right way, the wrong way and the railway”. Make sure you take the railway, pick the right mentor and maximise your chances of success.
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VIEWPOINT
THE CHEEK OF IT
NE WS IN BRIE F
by Chris Cheek GET INVOLVED WITH STATION IMPROVEMENTS
Rail Perfect Storm to Welcome New PM Strikes damage a fragile recovery as commuters continue to stay away, but that will be just one of the challenges facing the new PM
T
he new round of industrial action on the UK rail network is damaging the industry’s recovery from the Covid pandemic. This is clear from the updates on postCovid transport demand published weekly by the Department for Transport, where demand briefly reached an average of over 90 per cent of pre-pandemic levels for one week in June and another in July. Later in June, the figure dropped to as low as 65 per cent, and since mid-July, the numbers have languished in the low eighties. Anecdotally, whereas previous rail strikes have caused gross inconvenience, this round has largely been met with a shrug of the shoulders from the public, who have just spent another day working from home. This may be one reason the public has tended to be more supportive of the strikers than in previous disputes. In June, according to the polling company YouGov, around a third of the overall population were supportive, but this figure rose to almost half amongst the 18-24 year olds. Older people were much less keen, with 77 per cent of 50-64 year olds opposing the workers’ action. This has proved to be a difficult position for industry managers and especially the Government. Adept media performances from union leaders have tended to undermine or devalue media appearances by ministers whose authority has in any case leaked away with the resignation of the Prime Minister. This has left a sort of Zombie government, waiting for the conclusion of the Conservative leadership election, which may well have concluded by the time you read this article. At the time of writing, though, a ministerial team whose
‘whoever becomes Prime Minister and whoever he or she appoints as Secretary of State for Transport is not going to make that much difference to the fundamentals of this crisis’ jobs may well disappear within weeks is not likely to be taken that seriously – even in a popular and successful government, which this one manifestly is not. So what might we expect of a new administration? Well whoever becomes Prime Minister and whoever he or she appoints as Secretary of State for Transport is not going to make that much difference to the fundamentals of this crisis (except possibly by caving in completely to the union demands, a decision which would certainly be redolent of the 1960s and 1970s). This is because the crisis facing the rail industry (and indeed the whole of the public transport sector) is driven by the pandemic. The sudden lurch in inflation has been driven by post-Covid supply chain problems given an added twist by the onset of the invasion of Ukraine. The first cause is the structural changes forced on our society by Covid – especially
Community volunteers are being sought to help drive improvements at Chelmsford station and help make it more welcoming to passengers by ‘adopting’ the station. The Essex and South Suffolk Community Rail Partnership, in partnership with Greater
290 ADOPTERS AT OVER 117 STATIONS Anglia, would like to hear from greenfingered local people who would be interested in helping to install and maintain floral planters at the station. Greater Anglia provides funding to help cover the costs of small projects, tools and materials to help improve the station environment through its Station Adoption initiative. Greater Anglia now has over 290 adopters at over 117 stations across Norfolk, Suffolk, Essex, Hertfordshire and Cambridgeshire.
LEVELLING UP BID RECEIVES FULL SUPPORT FROM COMMUNITY RAIL LANCASHIRE Community Rail Lancashire (CRL), along with the East Lancashire Community Rail Partnership (ELCRP), outlines their full support for the proposed access improvement scheme for Accrington railway station that has been developed as part of Lancashire County Councils Levelling Up Fund bid. Accrington Train Station has seen significant growth in recent years following the opening in 2010 of the new booking office facility and the introduction of the direct rail service to Manchester in 2015. However, access at the station needs improvement to make it more accessible for all members of the community, especially those with mobility impairments. These access improvements for Accrington Station have been included within the Round 2 bid submitted by Lancashire County Council.
29
VIEWPOINT
‘According to the ONS Labour Force Survey, the number of people working from home full-time doubled from 16 per cent of the workforce in 2019 to 32 per cent in the spring of 2022’ the rise of homeworking in the wake of the lockdown. According to the ONS Labour Force Survey, the number of people working from home full-time doubled from 16 per cent of the workforce in 2019 to 32 per cent in the spring of 2022. In addition, the proportion of non-homeworkers who worked from home on at least one day a week had risen to 14.3 per cent. Regional analysis showed that this number was as high as 24.3 per cent in London and 16 per cent in the rest of the South East. It does not take too much imagination to realise that, for an industry that relied so heavily on the commuter market (47 per cent of all trips) before the pandemic, this shift is a severe problem. Add to this the falls in public transport use for shopping trips and personal business following the growth in online transactions and in business travel as online meetings have grown in popularity, and you have the makings of a disaster. Almost more importantly, this forces the industry to rely more heavily on its only other source of funding – the government. And the question which everybody is still facing is: how permanent are these changes in demand? After all, we have only had six months since the last of the Coronavirus restrictions were lifted and life has got back to ‘normal’. But the intervening
months have been full of stories about further mutation of the original virus, rising infection rates and the widespread expectation that the onset of winter will see a revival of the disease in one form or another. Is it too soon to discern a permanent shift? This makes any decision in Government to turn the taps off and starting to make permanent cuts in rail services doubly difficult – is it too soon? And if we reduce frequencies, do we get overcrowding again? And what about climate change and modal shift: how do we achieve our (legally binding) targets if the network is full? And in any case, compared with the huge costs of owning and maintaining infrastructure and rolling stock, does the marginal saving of cutting the odd train here and there actually amount to a hill of beans anyway? As if these questions did not pose enough of a problem, we then have the cost issues as well. Rail industry costs are, like everybody else’s, being driven higher by the fuel and energy crisis. Government (BEIS) statistics show that between Quarter 4 2019 and Quarter 1 2022, the price of fuel oil rose by 47 per cent, and the cost of electricity by over 35 per cent. Which brings us back to the question at the heart of the current industrial relations problems – staff and how to afford them. In this situation, there are only two ways that rail managers can give any pay increases: one is to generate sufficient improvements in productivity to fund the increases internally. This is being tried in Network Rail and fiercely resisted by the trades unions. The second option is if the spending is sanctioned by the Department for Transport (and behind them, the Treasury) and funded by the taxpayer; in current circumstances, it is no surprise that the Treasury is resisting this option. An added complication to this saga – which has not been present for several years – is the overall level of public sector pay. This was a major issue in the 1960s and 1970s, when wages in the nationalised bus
‘Government (BEIS) statistics show that between Quarter 4 2019 and Quarter 1 2022, the price of fuel oil rose by 47 per cent, and the cost of electricity by over 35 per cent. and rail industries were largely determined by successive governments’ anti-inflation policies. This meant that wages fell behind market levels, and caused huge staff shortages, especially but not exclusively in London and the South East. The effective renationalisation of the railways we have seen over the last three years means that we are back in this situation: even if the funds were there, rail workers could not be given a big pay increase because it might mean that other public sector staff would expect the same rise, which other sectors such as the NHS or local government could not afford. Whichever way you look at it, the rail industry is going to be one of the many problems that lands on the desks of the new PM and the Transport Secretary in September. Whether it’s future funding for the existing network, investment in HS2 and other expansion projects or how to fix the festering industrial relations problems, the questions will have to be answered – even if they seem quite minor in the face of the other crises which are looming on the horizon.
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total: 1801
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81%
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Example site (Liverpool) total: 1030
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Example site (Warrington) total: 666
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LAYING DOWN THE LAW by Martin Fleetwood
How a Straightforward Legal Case Can Fail
Martin Fleetwood is a Consultant at Addleshaw Goddard’s Transport practice. The Rail Team has over 30 lawyers who advise clients in both the private and public sectors across a wide range of legal areas. As well as contractual issues, the team advises on operational matters, franchises, concessions, finance, regulatory, property, employment, environmental and procurement issues.
Disclaimer: This article is for informational purposes only and does not constitute legal advice. It is recommended that specific professional advice is sought before acting on any of the information given.
While businesses enter into contracts expecting that they will deliver the goods or services on the agreed terms and to the agreed standards, this does not always happen
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enerally, attempts to resolve the issues take place between the parties, but unfortunately these attempts are not always successful and legal action may need to follow. For a relatively straightforward claim a business may decide to save costs and start legal proceedings itself. In such cases, ensuring that the correct processes for making the legal claim are followed is particularly important. A couple of recent cases have highlighted the effects of not following some of these processes, one of which was particularly costly for the claimant.
Use of electronic processes
During the Covid pandemic, businesses began to make greater use of electronic processes to conclude contracts and manage correspondence between each other. Documents were signed using e-signatures and email was used for many aspects of business transactions. However, the courts have taken a strict view of the rules relating to claims processes, including requiring a clear intention from both of the parties if they are to use email for the electronic service of documents. In the recent case of McAlpine Ltd v Richardson Roofing Co Ltd, the claimant had sent particulars of its claim to the defendant's solicitor by email. While the defendant's solicitor had used an email address in correspondence, they had not indicated that they would accept email as a method of service for legal documents. A week after the initial service by email, the claimant served a further hard copy of the particulars by hand on a without prejudice
basis. The claimant argued that the original attempt at service was valid, but in the event that it was not, an extension of time should be granted to validate the second attempt. The judge considered that although the defendant's solicitor had included an email address in the notice of acting this was not a "response to the claim" for the purposes of the relevant court rules. He took the view that there needed to be a clear agreement to accept such service by email. Indeed, the fact that email had earlier been used by the claimant to serve a stay of application earlier in the proceedings was not explicit enough for the judge. There needed to be a clear statement of intent to accept service, given the importance of service in the proceedings. The judge also noted the need to serve documents in good time in order to ensure that service could be properly effected if there was an error in the original service process. Before using emails in a legal process, businesses should: • Clarify with the other side the level to which using email for correspondence and court documents is acceptable. • Check expressly whether email service is acceptable and the requirements for such service before actually serving any formal court documents by email. • Ensure that all relevant time limits are known and diarised. • Not leave responses or submissions to the last minute. Missing a deadline to serve relevant documents risks service being deemed by the court to be out of time, potentially ending the claim. To the extent that late
service is permitted, there is often a cost associated with such permissions, which can be significant.
Getting the detail right
Where a claimant is seeking to recover a sum of money, they must not only (a) establish the defendant's liability, but also (b) provide evidence of the sum of money claimed (including how the sum has been calculated). Just because a defendant has not challenged the amount claimed, this is not deemed to be an acceptance of the amount. Civil Procedure Rule 16.5 (CPR) provides that, unless a defendant to a money claim expressly admits an allegation regarding a sum, they are taken to require it to be proved by the claimant. In the case of Emery Planning Partnership v Bevan, decided earlier this year, the defendant (Bevan) had engaged Emery Planning Partnership (Emery) to obtain planning consent for a property that Bevan wished to develop. When the planning application was rejected by the local council, Bevan instructed Emery to challenge the Council's rejection. Bevan paid some but not all of Emery's invoices for the work it had carried out, so Emery brought a claim for the payment of those outstanding invoices, which amounted to some £50,000 plus interest. In response to the claim Bevan denied that the monies were owed, arguing, amongst other things that Emery had acted negligently in challenging the Council. While Bevan challenged Emery's entitlement to the sums being claimed, there was no express challenge to Emery's calculation or request for evidence of the invoice amounts. 33
VIEWPOINT
NE WS I N B R IEF TRANSPORT VISION FOR 2050 Sustainable Transport Midlands (STM), a sustainable transport innovation group based in Northampton, has launched its public consultation on ‘ourVision’ – the group’s sustainable and active transport vision for 2050. Policies include enhanced transport devolution to local and regional authorities, East West Rail electrification, private e-scooter legalisation, and the restoration of the High Speed Two eastern leg via East Midlands Hub and Sheffield Meadowhall. The organisation would like at least 75 respondents from across the country and the industry. The link to the consultation launch page is available at: https://tally.so/r/wvGW68. The consultation closes on November 1st 2022.
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However, although Emery had charged various rates for staff engaged on the challenge, it had not provided any evidence to support its entitlement to the invoice sums in dispute. There was no record of who did what work or when, simply a set of invoices with a total for each invoice. While Bevan was unable to establish that Emery had acted negligently, the court decided that Emery had not adequately provided its costs. Just because Bevan in his defence, had not expressly disputed Emery's calculations of the invoice sums, this did not mean that Bevan could be taken to have admitted to their accuracy. In making this determination, the court relied in particular on CPR 16.5(4), which says: ‘Where the claim includes a money claim, a Defendant shall be taken to require that any allegation relating to the amount of money claimed be proved unless he expressly admits the allegation.’ Accordingly, the court decided that apart from an award of £1,650 for professional costs incurred by Emery in instructing Counsel (for which the corresponding Counsel’s fee note was disclosed in evidence), Emery was not entitled to any of the sums claimed. As part of any claim for monies owed, businesses should:
• Keep records of payments due from customers/clients, including how any invoice sums have been calculated. • Where invoices are for professional fees, ensure that the underlying data (ideally entries showing who conducted the work, what the work involved and applying the relevant individual’s hourly rate) supports the sums claimed. • Disclose all details of the relevant calculations to the other party as part of the evidence in the matter. Prudent record-keeping (and joined-up finance, commercial and legal teams within a business) should make this element of a claim relatively straightforward. Failing this, an otherwise clear-cut claim for unpaid fees could well come unstuck.
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DELIVERING THE GOODS by Kate Jennings
Four Principles for Rail Reform Kate Jennings, Director of Policy at Logistics UK on the four key principles that proposed rail reform must consider
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s passenger numbers reduced throughout the pandemic, there was an increased awareness about the role rail freight played in keeping our supermarket shelves stocked and our supply chains moving. While the sector experienced a significant financial impact as a result of the passenger decline, recent Office of Rail and Road (ORR) figures show that things are gradually improving, with three times as many journeys made in the first quarter of 2022 as the same period last year. However, as passengers return, and rail undergoes its biggest period of reform in decades, the logistics industry must work to ensure freight remains a key consideration for operators and government. An open consultation on the legislative requirements to implement the recommendations of the Williams-Shapps Review was launched in June and recently closed on 4 August 2022. In its response, Logistics UK highlighted the need for the reforms to incentivise rail freight growth, protect rail freight interests and deliver the full environmental and productivity benefits of rail freight. Key to this will be a core duty for Great British Railways to facilitate the delivery of high-quality, reliable freight services. Proposed core functions of Great British Railways (GBR) do not mention freight, and the consultation had a significant focus on passenger rail. And, while we welcome the consultation, there were areas of concern that could potentially threaten rail freight.
Threats
A competitive rail freight market depends on fair and equal treatment with passenger operators. For over two decades this has been achieved via vertical separation – the
separation of infrastructure management from train service delivery – and strong rules around access and performance. While this method has not always been faultless, it has been functional. Despite track and train being separated, there has been some great collaboration both operationally, and on projects. The reforms do not suggest vertical integration, however, the proposals do involve a much closer relationship between the infrastructure manager – under GBR – and the passenger operators. Their relationship will be intertwined through the proposed passenger services contracts and policy setting in GBR (including policies such as fares, for example). During the development and implementation of the reforms, it will be vital for rail freight to advocate for protections to be put in place to ensure it remains a key consideration. This will include influencing the reform of the plethora of rules and processes, to ensure there are adequate safeguards and incentives in place to not only help rail freight survive, but also thrive. To protect rail freight interests, Logistics UK recommends rail freight stakeholders should be statutory consultees for all proposals which have the potential to affect their interests, including access reforms. Also, rail freight protections such as Schedule 4 and Schedule 8 compensation regimes – which compensate operators for the impact of planned, and unplanned service disruption – should not be removed without appropriate replacement to protect rail freight commercial interests. The scale of the task also poses a challenge. The consultation highlighted that changes will be implemented with as little primary legislation as possible. A pragmatic approach, but one that means that many
Logistics UK is one of the UK’s leading business groups, representing logistics businesses which are vital to keeping the UK trading, and more than seven million people directly employed in the making, selling and moving of goods. With COVID-19, Brexit, new technology and other disruptive forces driving change in the way goods move across borders and through the supply chain, logistics has never been more important to UK plc. Logistics UK supports, shapes and stands up for safe and efficient logistics, and is the only business group which represents the whole industry, with members from the road, rail, sea and air industries, as well as the buyers of freight services such as retailers and manufacturers whose businesses depend on the efficient movement of goods. For more information about the organisation and its work, including its ground-breaking research into the impacts of Covid-19 on the whole supply chain, please visit logistics.org.uk.
changes – whether to the infrastructure manager’s licence or rules around planning – are on the table for industry to resolve. The rail sector is highly resilient and adaptable; however, it can also face time and workload pressures. Rail freight is already lean; the sector’s busiest people will have to dig deep to make sure there is adequate representation of their interests during development.
Opportunities
Despite this, with reform comes opportunity. We are already seeing positive, ambitious leadership within the GBR Transition Team which is keen to engage with industry and raise freight’s profile: the development of a Strategic Freight Unit (SFU) within GBR is also encouraging and could give greater prominence to rail’s role in the supply chain. This gives the freight sector greater confidence regarding safeguarding against some of the threats of greater integration of track and passenger services. A dynamic SFU could go further and help lay the foundations of a more strategic approach to the rail freight network and its development, an outcome that would be much supported by the rail freight sector. The proposed statutory rail freight growth target could also be a driver of success within GBR. An ambitious rail freight target in law will mean that colleagues in GBR – and across the wider industry – must ensure freight is an integral part of the discussion, and, on occasion, 35
VIEWPOINT
‘To protect rail freight interests, Logistics UK recommends rail freight stakeholders should be statutory consultees for all proposals which have the potential to affect their interests, including access reforms.’ prioritise freight. Embedding this target through the SFU and weaving it through the reforms is an opportunity for the sector. To make this target ambitious it is critical that not only freight operators, but also customers and potential users, are engaged in developing it. Customers drive demand – potential customers grow it even further. There appears to be an appetite to have this conversation, and Logistics UK
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will be making sure it is front and centre of any target development to help these voices be heard.
Success
How will we know if reform has been a success? Logistics UK will be considering the proposed changes in light of four key principles: 1. Freight operators need access to highquality, reliable paths and are treated fairly during the planning and operation of the railway. This will largely be a test as to whether the safeguards of integration of track and train have been successful. It will also measure whether enhancements to the railway delivered by GBR are releasing new paths to freight and facilitating growth. 2. Customers must be able to make easy end-to-end multimodal journeys with rail at the heart. Consignments rarely make their whole journey just by rail. Customers tell Logistics UK that smooth multimodal journeys are critical to making rail more attractive. A reformed industry, committed to freight growth, will support seamless journeys for freight. 3. There must be clear and predictable plans which support private sector investment in the railway. Rail freight
drives significant private money into the industry. Certainty and clear plans mean that private investors are more likely to put money into rail and invest in major capital assets such as greener rolling stock or improved terminals. Reform of rail business planning could support this and bring continued investment into Britain’s railway. 4. Policy and innovation are needed to support Net Zero rail. The Government has set ambitious, binding Net Zero targets and the rail industry is keen to play its part in meeting them. While rail is a significantly lower emission way of moving freight it can always improve. Reform should have sustainability at its core, and processes and regulatory changes must support this. Reform should also encourage and enable the innovation required to find technology solutions to our biggest rail Net Zero challenges. Logistics UK and its members are looking forward to working with the Department for Transport and the GBR Transition Team to make sure reform is a success. There is a lot of work to do, but also a lot of will to get things right for a bright and sustainable future for rail freight.
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VIEWPOINT
Richard Davies is UK Country Manager Partner at Netcompany
Propelling Transportation Systems into the Future Richard Davies, UK Country Manager Partner at Netcompany explains the need for innovative transport systems to increases a place’s popularity and therefore growth
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022 started with the inevitable rail fare rises and unfortunately disruption to the running of trains because of the Covid Omicron virus. In fact, hundreds of daily train services were cut in response to chronic shortages of rail staff. Likewise, critics are saying that the hike in rail prices as well as safety concerns around social distancing could push commuters away from trains despite the green agenda. Today, railways, like so many other sectors of the transportation industry, are facing seismic changes. With environmental regulations coming to the fore because of climate change initiatives, as we look to keep global warming to 1.5˚C, combined with the pandemic, supply chain disruption, the energy and oil crisis and more, this is a sector that needs to modernise and innovate. To this point, the recent Shapps report identified serious issues facing the railways before Covid struck; of course the pandemic has exacerbated some of these. During Covid, the government provided unprecedented support to keep the railways running but now systems need overhauling and fundamental changes implemented for railways to survive, remain competitive, meet future demand, and support the transition to greener transport. But today’s railway is fragmented – numerous bodies incentivised in different ways has led to a lack of joined-up thinking. No single organisation is accountable for integration, planning and leadership across infrastructure, passenger services and freight operations. The Shapps report
outlines how the government will make railways the backbone of a cleaner, more environmentally friendly, and modern public transport system across the country. By replacing franchising, accelerating innovation, and integrating the railways, the government intends to deliver an efficient, financially sustainable railway that meets the needs of passengers and organisations who rely on rail on a daily basis. The need to deliver new more efficient systems, agile ways of working that improve productivity, operational efficiency and enable organisations to migrate away from rigid legacy systems while keeping operational costs low, is not unique to the rail industry. Many other parts of the travel and transport sector face similar challenges. Many airports rely on old legacy systems and processes. For example, Copenhagen Airport was facing many of these challenges before it embarked on a radical digital transformation programme that has now seen it named the most efficient airport in Europe fifteen out of seventeen times by the independent Air Transport Research Society (ATRS). To maintain this position, it adopted an ambitious strategy and has taken a drastic approach to digital transformation. Working with Netcompany, Copenhagen airport implemented a ‘smarter airport’ solution – AIRHART - which has moved it away from the old legacy Amadeus system and dramatically improved punctuality and drastically reduced waiting times through better forecasting and turnaround management. The new AIRHART solution allows for more efficient use of existing
resources, enabling the airport to increase throughput and raise passenger numbers, while making a considerable reduction in IT costs and meeting its sustainability goals. However, for many organisations, legacy systems are one of the biggest barriers to change, and this isn’t unique to the railway industry. Even though there has been a lot of talk about the pandemic accelerating digital transformation initiatives, the reality is that a lot of companies are still running on mainframes and the challenge is how to extract themselves in a cost-effective and time efficient way. Also, many organisations have reached the limit of what they can do with digitisation, because to undertake more radical digitisation requires them to get out of legacy. But many are concerned about getting it wrong because this can cost the organisation a lot of time, money as mission-critical systems could grind to a halt. Equally, no organisation should try to simply ‘shift and lift’ to a new system. At the same time, they don’t want to tinker with parts of the system without a thorough understanding, as this can invite a lot of business risk. So, legacy must be approached extremely carefully. The key is finding out what data within these systems is important and valuable to the business and then making a plan to get out of legacy in a controlled way. The obvious answer for migrating away from cumbersome legacy systems is that you rewrite somewhere else using standard software and/or open source while avoiding any vendor lock-in, in an environment that can be easily maintained and where you have alternatives in the future. But to do this you need to extract the valuable data and rearchitect this on another more composable platform. A composable software architecture empowers organisations to move from an all-in-one system to highlycustomisable and flexible, ‘best of breed’ applications ready-made for the future. Here at Netcompany, we have built a strong reputation for successfully delivering complex transformation projects to large enterprises across Europe harnessing the power of composability. Our business model is based on an exceptionally effective approach which assembles and reassembles flexible independent solutions for reuse to deliver different critical business functions across the enterprise. Ultimately, whatever new architecture rail companies chose to build their new systems in, they should avoid high operational costs such as licenses, infrastructure and hosting, any vendor lock-in and use software and components carefully so that they don’t become constrained in the future. Our unique delivery model and Composable Enterprise Framework is changing and accelerating how rail companies, and their customers, are using technology, helping to streamline passenger flow and passenger management, making transportation better and safer for society at large. 39
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VIEWPOINT
Ian Littell, Global Key Account Manager, Axis Communications, to learn more about security solutions for public transport visit: www.axis.com/ solutions/public-transport
Capacity, Carbon and Connectivity Ian Littell, Axis Communications, explains the use of connected surveillance technologies within the rail sector, and how they can help managers improve services
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ail operators are increasingly being confronted with a host of challenges associated with improving existing rail infrastructure while maintaining a high-quality service across their networks. Advancements in technology can now transform the customer experience while leading to other improvements which look set to revolutionise the sector. The application of physical security technologies, in particular, can have a significant impact on three key problem areas: creating more capacity, cutting carbon and better connectivity. Modern video surveillance, with cloudbased analytics and machine-learning capabilities, is emerging as one of the most powerful tool-sets available for transport operators to meet their responsibilities in many areas of transport management and passenger safety. Such technology, based around connected network-enabled sensors and devices, and built on open standards that encourage the sharing of best practices and facilitate greater collaboration, can deliver many benefits for the industry. These benefits can help to improve services and work towards a more sustainable future.
Enhancing capacity
Smart video surveillance can help improve the utilisation of assets. Through knowing where people are, and being able to predict their movements, trends can be identified to enable better planning, resulting in smoother operations with associated cost benefits. As an example, consider a typical commuter station with fluctuating quiet and
busy periods and a changing demographic depending on time of day and day of the week. Passengers can be counted on and off the train using a camera, while data, based on the imagery, can be studied over time to develop an accurate picture of regular activity. This will improve decision making about the timing and number of services running on any given day. Installing network surveillance cameras that analyse and interpret behaviour can improve security and safety, enhance operational efficiency and, ultimately, increase the customer experience. If rail operators are able to predict the profile of passengers and how they use the service, then simple adjustments can be made to better meet travellers’ needs. For example, data around how many pushchairs or bikes are being brought on board, or whether there are people with accessibility requirements that regularly travel, can be used to achieve a more tailored service driven by real customer requirements. Sadly, rail networks are often attractive to those contemplating suicide, and here again technology can be used to help prevent such tragic occurrences and avert untimely delays. Of the few studies that exist on the subject, a ‘30-minute wave of contemplation’ has been identified prior to a person attempting suicide. Such individuals are often seen to be demonstrating ‘unusual behaviours’ such as loitering in high-risk areas. Advanced IP camera technology can play an integral part in identifying these behaviours, utilising analytical capabilities to help station staff identify at-risk individuals who might be contemplating
suicide. A decision can then be made to deploy a member of staff to interact with the subject, or perhaps automatically play a pre-determined announcement via a speaker in the vicinity of an individual to break the ‘30-minute wave of contemplation’.
Improving connectivity
Consider a busy rail network where surveillance cameras and thermal imaging cameras mounted at the side of the tracks can monitor for trespassers or debris on the line, while cameras equipped to capture clear imagery in near darkness offer visibility at night and within the many tunnels. In addition, cameras within the station watch for other situations that might demand staff attention, such as platform queues or unsociable behaviour. Digital audio speakers can be employed to issue real-time or prerecorded announcements and alerts based on camera data. Further cameras and sensors with edgebased processing capabilities can be installed inside trains, allowing the combined metadata from all of the devices to be passed back to a central control centre for analysis. This is a simpler, more efficient and more cost-effective process than employing servers on-site to manage vast amounts of video. It also removes the multiple points of potential failure associated with a traditional server set-up.
A sustainable future for rail
The UK’s Net-Zero target of a 100 per cent reduction in carbon emissions by 2050, means that commitment to the sustainability agenda is essential for all businesses. With an emphasis on sustainability becoming ever more important, a commitment to improving operations within the rail industry is also a key component in building customer trust. Engaging with environmental challenges head on, beyond being the right thing to do, strengthens the bond with customers, and offers its own return on investment. Embracing more ethical ways of operating, with a focus on sustainability and awareness of the implications that business actions can have for the environment, necessitates the need to follow specific guidelines. Working to international frameworks and standards such as the UN Global Compact, can play a role in helping companies achieve the UN’s sustainability development goals (SDGs) as well as offering proof that a business is demonstrating commitment. Partnering with a trusted physical security provider can unlock many advantages for the rail sector, helping to support its day-to-day operations as well as its ongoing projects, while encouraging and demonstrating sustainable practices. The use of physical security solutions to provide comprehensive levels of protection while enabling data-driven decision making represents is a step towards a smarter safer world. 41
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VIEWPOINT
Malcolm Prentice is Chairman of Swadlincote-based MTMS, specialists providers of depot maintenance and suppliers of chemicals, consumables, paints and coatings for the transport industry.
For the good of the next generation Malcolm Prentice, Chairman of Swadlincote-based MTMS, says that Derby is an outsider in the race to land the Great British Rail HQ – but it would be failing its young people if it didn’t do all it can to upset the odds
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erby will be letting down the next generation of engineering talent if it doesn’t do all in its power to win the race to be named home for the Great British Railways HQ. The city however, is an outside bet in the race – despite its rich rail heritage and place at the heart of the rail industry – and it needs a huge collective effort across the region in order to beat off competitions from the others. Due to be set up next year, GBR will replace Network Rail as part of a huge overhaul of the country’s rail system, which will see the current rail franchise model consigned to history in favour of a more centralised system. GBR will be at the heart of the new era, which is also being seen as a new dawn for railways, with plans also announced to bring smaller lines back into use in order to increase public transport options for commuters, as well as the development of green technology to make railways more sustainable. Derby, thanks to its central location and engineering prowess, would be more than capable of playing an active role in this, however it faces an uphill battle to convince the public and ministers that it has what it takes in the face of stiff competition from the heavyweights on the list such as Birmingham. If I was a betting man, I’d say that Derby is an outsider in a vote such as this, because Birmingham is a big city and the headquarters for HS2 for a start, while York’s rail history is far better known.
NE WS IN BRIE F DEFIBRILLATORS COMING TO STATIONS ACROSS SOUTH YORKSHIRE A total of 36 new defibrillators are set to be installed at Northern’s stations
36 NEW DEFIBRILLATORS in South Yorkshire. The new lifesaving equipment, which has been funded by South Yorkshire Mayoral Combined Authority (SYMCA), will be installed by
100 MORE DEFIBRILLATORS the end of September, meaning every station run by the train operator in this area will have a defibrillator for use by the local community. Northern has already installed more than 100 more defibrillators across its stations in the North of England this year.
If we are to win it, then it can’t be left to the rail industry and the council to do all the hard work. Every business in every sector, as well as people across the city and elsewhere, needs to get on board to show the judges that we are all behind this. It’s a big ask, but we have a huge responsibility to the youngsters who are coming through, because their future livelihoods and prospects rely on the ability of Derby to secure opportunities like this ahead of other regions. All too often Derby has been left standing on the platform while investment opportunities have gone elsewhere. We have the talent and a wealth of local companies who are already exploring the kind of green transport technology that the rail industry will be looking at. It means that while Derby is a logical choice, it’s not an obvious choice, and it’s up to everyone to make the case for the city and give us the best possible chance we could have.
GREEN FINGERED BRIDLINGTON MAN NOMINATED FOR NATIONAL RAIL AWARD Andrew Loxton works as a retail supervisor for Northern at Bridlington station – but is better known by the train operator’s customers for his gardening and prize-winning floral arrangements on the platforms, for which the station has rightly become famous. And now, he has been shortlisted in the Outstanding Personal Contribution category of the prestigious National Rail Awards – a scheme which recognises outstanding achievements across Great Britain and rewards individuals and initiatives which demonstrate innovation, measurable improvements and exceptional leadership.
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How working on Crossrail Transformed my Career Dr Syinyi Phoon, Strategic Programme Manager at Jacobs celebrates a personal triumph with the opening of the Elizabeth Line
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career from a water technical specialist into complex major programmes. It opened up more opportunities for me to leverage my skills working on other major programmes. My primary role was on the Crossrail Innovation Programme (Innovate18), the first innovation programme to be set up on a multi-billion-pound major programme that will pay back itself. Being part of the Innovate18 team as well as working with brilliant minds at Crossrail, taught me that even the most ambitious idea can lead to improvements in important areas. These can include safety, efficiency, sustainability, and people’s welfare and wellbeing.
So, what have I learnt on Crossrail that enabled me to transition to working on other major programmes and share lessons? • • • • • • • • •
Definition of success Diversity of thought Strategic thinking and action Stepping back to be an enabler Outcome focus and soft power Sharing and legacy Engagement and momentum Fun and passion Value of celebration
Definition of success – at Innovate18, we
IMAGE CREDIT: CROSSRAIL LTD
O
n the opening day of the Elizabeth Line, I jumped on the train. For several years, I had thought about this moment. How cool it would be to sit on a fully digitalised railway train and travel through tunnels I once walked while working on Crossrail. What surprised me was how many more memories flooded in as the train approached each station platform. In turn this brought reflections on the journey I’ve travelled in my career. Crossrail was the first multi-billionpound programme that I was fully immersed in. Working on the Elizabeth line pivoted my
IMAGE CREDIT: CROSSRAIL LTD
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prioritised the funding and trialling of new ideas. I learnt the importance of setting the appropriate metrics connected to the trial goal and our strategic outcomes. We accepted that failure is possible and learnt to see it as a positive. The focus was to implement objective trials that would contribute to the collective knowledge of Crossrail and the industry. As such, we published some ideas that were tested and perhaps didn’t work as well. This sharing of knowledge allows someone else later to be able to build on it. Diversity of thought – Working with a team of people with diverse backgrounds and experience is extremely powerful for innovation. The Innovate18 team was made up of individuals from different industries, backgrounds and with vastly different personalities, approaches and outlook to life. One thing we had in common was our desire to have our imaginations stretched. Taking this learning and experience into other major programmes set up my open approach to working with groups of individuals from many diverse backgrounds. Strategic thinking and action – I developed a better understanding and gained practical experience of implementing strategic thinking. This may mean planting seeds to encourage ideas to develop. Not just reaping low hanging fruits but investing time on ‘slow-burn’ ideas that lead to bigger impacts. At times, it may involve taking calculated risks. Stepping back to be an enabler – At Innovate18, I was often up close and personal to some of the most impressive latest technology. As a person with a strong technical background, I have to admit for most of the time I had to keep my geeky techie side in check and refrain from getting myself too involved. Instead of taking over, I learnt to take a step back and instead be an enabler that empowers individuals turning their ideas into innovations. This broadened my capacity to enable more innovation initiatives to take flight. Outcome focus and soft power – Innovate18 was a catalyst programme across Crossrail to encourage its workforce to innovate. This meant that whilst I was the project manager to all of my innovation initiatives, I was not a line manger to any of my innovation champions. Every one of my innovation initiatives involved different stakeholders and faced different challenges in terms of business process, governance or people relations. I learnt to work across organisation and team boundaries, with everyone, to build consensus, and find common ground to progress the innovation initiatives. Sharing and legacy – At Innovate18 we shared all the innovations gathered openly to all people working on Crossrail and actively encouraged people to engage with the innovation programme. We transitioned Innovate18 and its success to the Infrastructure Industry Innovation Platform i3P, now the focus for innovation activity
across the infrastructure industry. Engagement and momentum – working on Crossrail I was exposed to ways of engaging across a major programme and building momentum for individuals to engage with Innovate18. We reviewed various communications routes to tailor effective media for teams working at different levels and locations. There was perhaps a sweet balance to ensure our engagement maintained momentum and wasn’t overpowering. Fun and passion – Fun not in terms of playing games but the passion individuals have when working on initiatives that turn their ideas into innovation. I saw and shared our innovation champions’ passion. At times during innovation workshops, it was through play that we unlocked creativity. We encouraged teams to implement innovation trials and submitted to Innovate18 through what we called “pinched with pride”. This led to ideas snowballing through various innovations in its implementation. We ran league tables across site locations as friendly competition on a number of ideas submitted, ideas pinched, and innovations implemented. Value of celebration – within the team we regularly took time to celebrate our achievements. We extended this to our innovation champions (>1,000 individuals) across Crossrail. We worked with the Crossrail’s monthly awards team to reward innovation champions. We also hosted a programme wide innovation party that celebrated our innovations which was well attended by our innovation champions across the wide geography of Crossrail from the client side, consultants and contractors. It was memorable to see innovation champions from across all the sites who had been developing innovative ideas meet each other in person and celebrate how far we had come in overcoming hurdles.
reach, physical size of works at each location, number of people and machines involved was unmatched to what I had worked on before. I joined Crossrail when the workforce was at its peak and tunnelling works were ongoing. I was intimidated by the size of the programme in my first month. However, the experience of Crossrail’s scale meant I am no longer easily fazed by a major programme environment. I am able to quickly read into and orientate myself within the context and setting of a new major programme. The size of Crossrail has also become a reference point when I work on the development phase of a major programme, recognising its potential scale when in delivery phase. Ultimately, it’s all about the people. The importance of human dynamics and healthy relationships are an important factor on major programmes, and in my personal career journey. Success of a multi-billionpound major programme is delivered by people who want to make it work. For me, my journey wouldn’t have been possible without the people around me who made it happen. Directors who were looking for character and ability beyond the usual conventions and gave me an opportunity and managers who were willing to give me a bit more time when I was finding my feet in the new world. Responding to major programme complexities is driven by people, it is therefore vital to discover commonality on which we build understanding and develop solutions. Only we, the people, can solve the biggest project challenges, together. Dr Syinyi Phoon is is Strategic Programme Manager at Jacobs.
Looking back
Crossrail taught me how to work on such a large programme. The scale of its geographic 45
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Making Our Railway Stations More Accessible 2,000 stations now audited in bid to help boost inclusivity across the entire network
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Surveying the height of a help point during one of the Stations Accessibility Audits
providing the travelling public with reliable accessibility information and thereby help improve the passenger experience. Rail Minister, Wendy Morton MP, said: ‘We want to ensure everyone has confidence to use the rail network, which is why our accessibility audit of every station across Great Britain is such an important part of the Williams-Shapps Plan for Rail. ‘This unprecedented project will have a positive, real-life impact for passengers and double-down on our promise to make our network inclusive for all. With 2,000 stations now audited, we’re making good progress on our commitment, and we’ll continue to press on full steam ahead.’
A diverse supply chain with specialist knowledge
This ground-breaking programme is being led by Atkins with specialist support from global technology company Hitachi Energy; software as a service business
K2Fly; equality, diversity and inclusion specialists, Goss Consultancy Limited (GCL); data management and intelligent mobility pioneers You.Smart.Thing.; surveying and sustainability engineering consultants, Crayside Consulting; survey specialists 1st Horizon; and CPC Project Services. The team set out to deliver a project that was undertaken with – as well as for – disabled people. This meant drawing not only on the experience of project members but utilising a panel of disabled people who helped inform the project methodology and how the audit findings would be used, taking on board the requirements of a wide range of individuals, including those with visible and hidden disabilities. The project used this input to develop a set of persona narratives spanning mobility, visual, auditory, neurological, metabolic and complex needs which helped identify how the built-in barriers were ‘disabling’ people and thereby supporting the ‘Social Model’
IMAGE CREDIT: ATKINS
he work will also enable disabled people to have more of a say in how they travel and help grow diversity in our workforce. According to the 2020-2021 Family Resources Survey, of the 14.6 million people in the UK who have a disability, 21 per cent are working age adults. However, with an employment rate of 53 per cent, compared to 82 per cent for non-disabled people, these people are less likely to be in active employment. Currently, disabled people can find travelling on the rail network a stressful experience, especially if someone hasn’t been able to plan and prepare for the journey properly. The Department for Transport appointed Atkins, a member of the SNC-Lavalin Group, in 2021 to undertake a detailed accessibility audit of all 2,500+ GB railway stations. The audit, first pledged in the 2021 WilliamsShapps Plan for Rail, will help identify where improvements can be made and highlight existing areas of excellence. The audit focuses on station attributes spanning access routes, stations entrances, concourses, ticket halls and information points, platform furniture, waiting facilities, tactile warning surfaces, sanitary facilities, steps, ramps, inclines, escalators, lifts, bridges, subways, track crossings, lighting and the platform/train interface. Holistically, it also examines the broader passenger experience regarding arrival and onward journey options, including bus stops, taxi ranks, parking, cycle parking and other connections. The findings will provide the information needed for the rail sector to remove barriers and eventually enable disabled travellers to better plan their journeys. It will also help shape future investment in accessible rail travel as a part of the Great British Railways Transition Team’s (GBRTT) National Rail Accessibility Strategy. The audit will also provide the Department with a comprehensive data set they can use to help inform investment decisions. It will also enable a basis for
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over the ‘Medical Model’ of Disability. It also enabled the team to move away from the People with Reduced Mobility (PRM) terminology used in the Rail Industry, which majors on step-free reporting, to consider diverse station-user experiences. The programme completed the 1,000th audit in the first eight months and has recently completed an audit on the 2,000th station. It remains on schedule to finish all the audits by the end of 2022, with the detailed audit findings being submitted in its final report in the Spring of 2023. As Sukhy Duggal, Atkins Client Director for the DfT, explains: ‘Better accessibility to rail stations and services will play a key part in helping to improve mobility options. Hopefully, it will also help bring more diversity into the workforce by enabling easier journeys and improving connectivity for disabled passengers through putting customer focus and satisfaction at the heart of the programme.’ GCL and Atkins have a very successful and established working relationship and have previously collaborated on several transport-related projects. The nationwide GCL Experience Reality Insight Panel comprises approximately 400 people from different backgrounds and circumstances. Many of the panel have disabilities. This panel enabled the project team to utilise the personal insights of disabled people, whilst delivering the project professionally. Nick Goss, Managing Director of GCL, explains: ‘From the outset, we recognised the audit was a once in a generation opportunity to systematically assess the GB’s rail network’s station portfolio for accessibility and develop a fit for purpose asset management plan for access related enhancements in the future.’ In addition, GCL’s team of specialists accredited by the National Register of Access Consultants (NRAC) has brought additional capacity to the project by working with the Atkins NRAC team. Together, they have refined the information capture methodology, provided quality assurance of the station audits, and trained the surveying team in disability awareness and access auditing, with several young surveyors commenting it has transformed how they now perceive the world about them.
IMAGE CREDIT: ATKINS
Enabling targeted investment to improve station accessibility
Ultimately, the station’s accessibility audit will help inform better decision-making regarding funding future investments. By targeting investment to improve accessibility, it will help the railway industry to improve the travel experience for disabled passengers. It also provides an opportunity to make a tangible and lasting impact on the quality of information available to disabled people. One of the potential uses of the audit results would be to help create a new public database. Developing such a system that would be accessible to third party journey
Real time data entry is critical to the success of the Stations Accessibility Audits
One of the Atkins team undertaking the 1,000th stations audit at Oban station in Scotland
planning tools, should enable people to better plan their journeys. As the same method and data collection techniques are being utilised across every audit, it will deliver a consistent baseline of accessibility across all GB railway stations, which will enable easier maintenance of audit data in the future.
Helping to make stations better places
The station’s accessibility programme is just one activity that seeks to improve our railway stations and encourage greater use. Atkins also worked on West Midlands Trains (WMT), Stations as Places programme which looks to develop local railway stations to become hubs at the centre of community activity, rather than simply access points onto the rail network.
Atkins provided engagement expertise to the alliance between West Midlands Trains, the West Midlands Rail Executive (WMRE) and Network Rail, across circa 30 stations spanning the West Midlands Railway and London Northwestern Railway network. The vision for the alliance running the Stations as Places programme is for railway stations to be an asset highly valued within the community. Reinvigorating these stations will enable them to contribute to economic growth and act as a catalyst for delivering social value. Between the two initiatives, the aim is to improve connectivity, passenger experience and accessibility. Activities such as these will help reinvigorate our stations to be more valuable to the passengers and the local communities they serve. 47
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London's Most Ambitious Infrastructure Project
IMAGE CREDIT: WILKINSONEYRE / © MORLEY VON STERNBERG
Oliver Tyler, Director at WilkinsonEyre, has led the design of Liverpool Street Elizabeth Line through several iterations since 1992
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he £400,000 investment was part of the Great North Rail Project, designed to deliver a multi-billionpound package of improvements for Network Rail customers across the north of England. Crossrail, opening as the Elizabeth Line, is the most ambitious infrastructure project in London of the 21st Century, affording accessible, efficient and sustainable transport for generations to come. WilkinsonEyre has been involved with the development of the Crossrail station at Liverpool Street since the initial phase of the project dating back to 1992 and were reengaged when the project started up again in 2002. Our appointment has taken the scheme through successive design stages, including safeguarding the design intent on behalf of the client during construction. The scope of the station as it stands now
was developed through the middle of the 2000s. The vision was very much defined by the significant constraints faced at this point on the line, tighter than those faced by the other stations in the central section. Planning Liverpool Street was one of the line’s most complex challenges, there is a lot of existing infrastructure below the City of London around here, including Northern and Circle Underground lines, the Post Office railway, culverted rivers, sewers, and pile foundations to buildings. The task of threading new infrastructure through it is akin to advanced surgery. Where possible, the new running tunnels and access points avoid running under existing buildings, the route taken by the line at this point can be traced from Moorfields/Moor Place, under the landscaped part of Finsbury Circus and down Liverpool Street to interchange with the booking hall of the existing
Underground station there. At Broadgate, we have a ticket hall just beneath street level, and at Moorgate another ticket hall at ground level above the Metropolitan/Circle lines and beneath an over-site development, also designed by WilkinsonEyre. The challenge at both ends was to shape a series of transitional spaces that people want to use, can move through intuitively, feel safe, but also get a sense of visual interest and excitement on the journey down to the platforms. The sequence of spaces determined by these constraints resulted in quite low, rectilinear ticket halls, moving into the larger volumes of the escalator boxes, followed by the network of tunnels accessing the platforms 30 metres below ground. Getting daylight into underground stations is always a challenge but it has been achieved here with a glazed canopy 49
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IMAGE CREDIT: WILKINSONEYRE / © MORLEY VON STERNBERG
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over the Broadgate entrance escalator box. Adding value and improving the passenger experience was an important consideration; this includes revising the location and design of the Moorgate-end of the station, which has changed from a stand-alone design to a fully integrated station with an improved interface with the existing LU Moorgate station. This approach made it possible to keep the existing ticket hall operational during construction. The final design has a strong street identity with a blue glazed portal, illuminated at night, proclaiming the presence of the Elizabeth Line beneath. The importance of this project meant that we were keen to give both ends of the station, though separated by over 400 metres, a unified architectural identity, one distinct from other stations on the line. Our solution was to provide a ‘folded’ concrete soffit formed from fine precast concrete elements that span both ticket halls and the upper part of the escalator boxes. These elements have ribbed detail that give an appearance of movement to the ceilings and walls, and create pleasing effects of light and shade, helped by the concrete mix of reconstituted Portland stone with mica to give some sparkle to the appearance. We did a lot of testing with mock ups in different lighting to achieve the desired effect; the outcome is – we hope – a crisp interpretation of the City’s historic use of Portland stone to enhance a high-traffic station environment, one that will require a minimum of maintenance over its projected long life. The flooring is a reconstituted stone with a high level of granite in it, known as granazzo, in a shade designed to reflect as much light as possible while remaining a durable and practical solution. The deep escalator boxes presented our opportunity to be as architecturally expressive as possible. We wanted to evoke the feeling of walking into the nave of a Mediaeval cathedral, with a similar scale and volume, an experience that would be particularly striking when emerging from the tunnels below into this lofty space. We worked hard to avoid having horizontal props across this area, so they could be enjoyed as uninterrupted volumes, with the folded soffit pattern running in from the ticket halls, and a complementary pattern to the wall cladding panels suggestive of geological strata as you descend to the low level platforms. Throughout there is a strong geometry which adds a richness to the passenger experience. At platform level, the subsurface Elizabeth Line stations share a common language of glass reinforced concrete tunnel lining system designed by Grimshaw. Because this is a very fluid but sturdy material, it has been possible to express the flow and curvature of the access tunnels (adits) and improve passenger flow and visibility round corners. The wayfinding totems, lighting, seating and platform edge enclosures also form part of this line-wide
language, which gives the Elizabeth Line the elegant uniformity of earlier periods of network expansion, such as the 1960s Victoria Line and the 1930s Piccadilly Line extensions by Charles Holden. The arrival of the Elizabeth Line has had a ripple effect on the development of the surrounding area. WilkinsonEyre has explored and highlighted the opportunity for commercial development associated with Liverpool Street Station as part of the early feasibility studies when different sites were explored. In subsequent station design development, safeguarding and spaceproofing for Oversite Development (OSD) interfaces have been included within the station design to protect the commercial value of future OSDs. These interventions include the integration of a ‘super-column’ to found the building above at Moorfields. This forward thinking has resulted in the realisation of a commercial development, also designed by WilkinsonEyre, adopted as the new headquarters of Deutsche Bank and completing by 2023. Our involvement in both these projects means we have coordinated the interfaces between the two designs to maximise the synergy between them to their mutual benefit and enhancement. 21 Moorfields takes the form of a 15-storey bridge, as the floorplate has to be held up by a limited number of piles either side of the running lines (constructed in a complex operation while the station remained fully operational). We took the advantage of being architect for the elements both above and below ground to design and sequence the piling in a way that made delivery possible – the super-pile at the Moorgate station entrance that carries the cantilevered facade of 21 Moorfields went in eight years before the rest of the building to be in-step with Crossrail construction. Other access and ventilation shafts to our station are integrated into the design of new buildings in the area.
The public realm design at both ends has given a much greater priority to pedestrians, and traffic has been excluded from both Liverpool Street and Moorfields around the station entrances. Soft planting and seating were dropped during the design development in anticipation of high passenger flows, but the flexibility exists to accommodate changing urban trends. A public art programme will see two new installations at either entrance – a bronze sculpture by Conrad Shawcross at the western entrance and the first permanent UK installation by Yayoi Kusama in front of the Liverpool Street entrance. The glass entrance on Broadgate glows like a lantern after dark, serving as a wayfinder and landmark for the enormous station beneath. I’m looking forward to finding out how our designs to improve the passenger experience work out in practice and how users engage with this major new addition to London’s infrastructure. Oliver is Director at WilkinsonEyre. Oliver is highly experienced in delivering wellexecuted projects within demanding timescales and securing complex planning consents on a wide range of project types, from commercial office schemes to sports arenas to high-profile infrastructure projects. His portfolio includes Stratford Market Depot and Stratford Station as part of the Jubilee Line Extension, the Echo Arena and Convention Centre in Liverpool, the design and delivery of the Emirates Air Line cable car over the River Thames, the new Liverpool Street station for the Elizabeth line, and the £500 million reconstruction and over site development of London's Bank Station.
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Howe Green Sets the Standard for Efficiency As Europe’s largest infrastructure project, spanning more than 60 miles and serving 41 stations, the Elizabeth line will transform rail transport in London and the South East
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The floor access covers provide an unbroken visual appeal, whilst ensuring the safety of passengers
stations, whilst also being able to withstand up to five tonne pneumatic tyre wheel loads. Throughout the design stages, the floor access covers were installed in conjunction with the Granazzo floor tile modules to create a flush, unbroken visual appeal, whilst also ensuring the safety of all passengers when travelling throughout all areas of the station. Major updates have also been made at Ealing Broadway and West Ealing stations to ensure they meet the standards of the rest of the Elizabeth line. This includes the construction of new and improved ticket halls, 200+ metre long platforms and stepfree access from the platform to the street at
most platforms. DMC Contracts worked with Howe Green to install just under 100 floor access covers in single and duct run configurations throughout these two stations to provide engineers with secure access to essential underfloor services. As the lifting blocks are anchored to the inner frame, the floor access covers can be handled easily and safely by contractors, reducing any potential disruption to passenger’s travel, as the maintenance can be conducted quickly and safely, whilst also minimising potential manual handling concerns. The tamper proof construction also
IMAGE CREDIT: CROSSRAIL LTD
loor access cover manufacturer, Howe Green, has partnered with leading fit-out contractors, DMC Contracts, to supply and install over 1,500 Howe Green Floor Access Covers throughout seven stations as part of the construction of the central section of the Elizabeth line. The landmark project has seen the construction of 42km of new tunnels and the development of ten new stations, with 31 existing stations also undergoing extensive upgrades. As part of the formation of the Elizabeth line’s central section, which spans from Westbourne Park to Plumstead and Pudding Mill Lane, DMC Contracts, has installed over 1,500 Howe Green Floor Access Covers throughout seven stations. This includes Whitechapel, Farringdon, Paddington, Bond Street, West Ealing, Ealing Broadway and Acton Main Line, where over the last five years DMC Contract’s team of engineers have also installed over 30,000 square metres of Granazzo floor tiles. At Paddington station, which has undergone its biggest update since the completion of the original building in 1854, significant upgrades have been made to increase capacity at the major interchange for local, regional and international passengers. Located directly below Eastbourne Terrace and Departures Road, the new station spans three levels, with two surfacelevel entrances into the station. Throughout all areas of the station, including the ticket hall, walkways and main concourse, 175 of Howe Green’s 7500 Series Floor Access Covers have been installed to provide engineers with secure and concealed access to under-floor services. Installed in a series of single, duct and multipart configurations, the stainless steel floor access covers provide unobstructed access to rodding points, winch systems and electrical pits throughout all areas of the
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175 Howe Green 7500 Series Floor Access Covers were installed to provide secure and concealed access at Paddington
IMAGE CREDIT: CROSSRAIL LTD
‘As only the securing bolt and barrel edge are visible, the covers provide the highest standards of security, without impacting on the overall design scheme or presenting a potential trip hazard.’ prevents unauthorised access due to the cover’s unique design, which features unobtrusive barrel cover lifting points that can only be accessed with specific lifting and securing keys. As only the securing bolt and barrel edge are visible, the covers provide the highest standards of security, without impacting on the overall design scheme or presenting a potential trip hazard. At Farringdon station, one of the UK’s busiest due to being a central part of the Elizabeth line that will connect with Thameslink and the London Underground, 200 of Howe Green’s 7500 Series Floor Access Covers have been installed throughout the 25,596 square metre station. This included two new ticket halls, which are connected by an underground central concourse, in addition to the 244-metre long passenger platform. Having to fit within a complex infrastructure network below ground presented engineering and design challenges that required bespoke design solutions. Howe Green manufactured floor access covers in standard and modified depths to
Single, duct and multipart configuration floor access covers were manufactured in standard and modified depths
ensure the project’s unique specifications were met, without impacting the overall design scheme. At Whitechapel station, which forms an integral part of the Elizabeth line due to being an important interchange for both the Hammersmith & City and District lines and London Overground, a significant number of floor access covers were required. 900 of Howe Green’s 7500 Series Floor Access Covers in standard and bespoke depths were installed in single, duct and multipart configurations throughout the station’s new ticket hall and station concourse, to provide safe and concealed access to underfloor services. Conor McCann, Director at DMC Contracts, said: ‘This was a significant project for both ourselves and the team at Howe Green. The sheer size of the development, spanning across seven separate stations, required a significant quantity of floor access covers to ensure engineers have consistent and secure access to underfloor services. ‘By working in close partnership with Howe Green, we were able to ensure each project specification was successfully met. The end result is a series of flooring installations that not only reflect the polished, calming interior of each station, but are also functional, safe and compliant.’ Manufactured to BS 476: Part 22 and CERTIFIRE accredited, Howe Green’s 7500 Series provides resistance to fire and smoke for up to two hours, delivering the highest standards in safety, performance and compliance throughout all seven stations. Chris George, Business Development Manager at Howe Green, said: ‘Our relationship with DMC Contracts spans over 15 years and it was a real privilege to be able to collaborate together on such an iconic and significant infrastructure project. ‘By working together we were able to consistently forecast demand to ensure the
standard and bespoke floor access covers were on site, when they were needed. The simple installation process aided DMC Contracts’ team in fitting each cover quickly and easily, to not only increase on site efficiencies, but also ensure the highest standards of safety.’ For further information on DMC Contracts or to learn more about Howe Green’s complete range of floor access solutions, get in touch via the contact information below.
Company profile
Howe Green is a leading UK manufacturer of floor access covers and tree pits, providing innovative, practical and economical solutions for accessing concealed under-floor services. Bilco UK, Profab Access and Howe Green together form Access 360, a division of Tyman UK & Ireland, which provides a total manufacturing solution for roof, ceiling, wall and floor access products to the construction industry.
Tel: 01920 463230 Email: info@howegreen.co.uk Visit: www.howegreen.com LinkedIn: Howe Green Twitter: @HoweGreen Facebook: Howe Green Ltd Tel: 01375 845070 Email: office@dmccontracts.co.uk Visit: www.dmccontracts.co.uk LinkedIn: DMC Contracts Ltd Twitter: @DMCContractsLtd
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Part of the Access 360 division of Tyman UK & Ireland Image credit: Crossrail Ltd
Howe Green. Floor access covers when security, fire integrity and ease of access matter.
Over 1,500 Howe Green 7500 Series stainless steel floor access covers were installed in seven stations on the central section of the new Elizabeth line. Providing unobstructed access to rodding points, winch systems and electrical pits in single, duct and multipart configurations. With tamper proof construction, easy and safe handling for contractors and the ability to withstand up to five tonne pneumatic tyre wheel loads, they were the natural fit. Given the choice, why would you specify anything less?
Call us on 01920 463 230 www.howegreen.com 54
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Elevating the Station Experience Whoosh CEO, Edmund Caldecott believes that rail has a vital role to play in the country’s economic recovery and green ambitions
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here can be little doubt that the last couple of years have been truly transformative. The Covid-19 pandemic has changed the way people think about work, their leisure time, their relationships… pretty much everything can now be viewed through the prism of ‘what’s really important to me?’ But who would have imagined such change was going to come if you look back to that first summer of lockdown? Long, sunny days with no work, furlough pay for many of us, lots of free time to just kick back with the family. Bliss! Of course, once you’d watched everything on Netflix, got sick of the kids and walked around every local street the novelty quickly wore off and work was back on the agenda. But at least we all had time for some valuable reflection about how to do things better in the future. I’m thankful that the rail industry seems to have taken this to heart. Train companies have endured an existential threat and, rightly, understand they need to accelerate the pace of change to cater for a more demanding and more discerning customer. The most pressing challenge now comes from the ‘new normal’ of hybrid working. The typical commute is no more, yet travellers – freed from the shackles of a traditional 9-to-5 – are far more likely to expect a seamless, modern service that delivers on their terms. That’s great, of course, and probably matches the aspirations of every rail operator. If only it was all so simple. The dichotomy here is that it’s impossible to plan and provide a brilliant train service when you don’t know how many people are going to rock up each day. Organisations such as Transport Focus and London Travel Watch have already highlighted in recent months how difficult it will be to ‘let the train take the strain’ given that many UK workers now don’t keep regular hours, and that the rush back to the office is patchy, to say the least. Technology has a major part to play
going forward, and at Whoosh we’re getting involved by participating in a trial of our ground-breaking Real-Time Journey Dashboard at Birmingham New Street, London Euston, Manchester Piccadilly and Liverpool Lime Street, with the aim of rolling them out to stations across the country in the coming months. Our QR codes open up a world of departure information, station info and maps, retail options and passenger assistance, and are aimed at taking the anxiety out of every journey. Keeping passenger confidence high is an essential part of the rail industry’s future journey. Everyone understands that TOCs cannot run the sort of timetables they used to pre-pandemic given the decline in passenger numbers, but the WilliamsShapps review had already highlighted how punctuality hadn’t improved much in the five years before lockdown. If operators are going to cut services, they need to build in flexibility to up train numbers when required. Being able to get where you want – and not be packed into the Covid-risk of a crowded carriage – becomes even more important. It's where we believe having the best travel information on your smartphone comes into its own. Being able to see, in real time, the latest timetabling information is a huge stress reliever. If you’ve got an interactive map of the facilities of your station, it’s easy to nip to the loo or grab a coffee with time to spare. And click on the details of one of the nearby retail outlets and you might find a money-off voucher too. As well as all the live information of every platform for every train in the UK, the system delivers live, real time information for every bus, taxi, cycle and scooter hire, water taxi, tube and tram – every UK city is at travellers’ finger tips. Even better, train operators can instantly address service negatives such as delays by using the tech to interact with passengers on board to reestablish that feel-good factor. What’s undeniable is that people love using the train, and despite all the gloomy
‘Organisations such as Transport Focus and London Travel Watch have already highlighted in recent months how difficult it will be to ‘let the train take the strain’ given that many UK workers now don’t keep regular hours, and that the rush back to the office is patchy, to say the least.’ stories of its supposed demise over the last two years, rail has a vital role to play in the country’s economic recovery and green ambitions. Getting travellers back on trains, both for leisure and business, is about providing a clean, reliable and relaxing experience – and the good news is the solution is quite literally in the palm of our hands. Edmund Caldecott is founder and CEO of Whoosh. Whoosh Media provides onboard entertainment and information to rail and coach - totalling 500 million passenger journeys around the world in more than 30 countries.
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Predicting Future Growth at Railway Stations Research indicates that most people will willingly walk 0.62 miles to a train station or cycle 3.1 miles, but beyond that they will drive, David Young, Director at SCP explains how to build on that
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ail passenger growth comes from a number of sources: from those moving home or job, from people who have had enough of using the car and negotiating congested roads and because of reduced numbers of car parking spaces in major centres and the rising cost of parking and most recently especially petrol. But a key element of rail growth comes from new housing estates and large new employment clusters being built around railway station hubs. Travel Plans actively encourage residents and employees in these new larger estates to make use of more sustainable transport modes such as the train. However, this requires planning: • Predicting the growth along a rail corridor. • Looking at the adequacy of train service capacity. • Making the route to/from the station visible and attractive, safe and convenient. If the train operating companies are to present these new rail users with an attractive offering, they need to know where the growth hot spots are to ensure the capacity provided on the line is sufficient for the extra users. Similarly, local transport authorities can look at how easy or hard it is for communities to access their local station; they can then plan and even get developers to fund improvements to reduce barriers to train travel. For central visitor attractions, helping people navigate around town and back to the train station is critical. People do not like uncertainty. New housing and employment sites are predictable, as the land is allocated on Local Plans, although the timescale for delivery is less certain. SCP has undertaken work for a number of regional and local transport bodies to review Local Plans, predict the potential for growth in rail travel using
Nomis data, then map this onto train service use and capacity, highlighting where the network will be put under stress in (say) five, ten or more years. SCP has also undertaken audits of accessibility of and at local stations, looking at walking and cycling routes, wayfinding, route accessibility and safety and the interchange with local bus services. At the station, a lack of car and cycle parking, difficulty in accessing the train on foot or poor visibility of the station access, etc., all influence the ultimate travel mode choice of passengers, and indeed these things influence the decision on whether or not to use the train. For example, SCP’s auditing of stations in Lincolnshire showed where cycle parking was lacking and where the lack of wayfinding information (or out of date information) made it hard or even impossible for people to find town/city centres without asking or taking a longer walk than was necessary. The audits showed footways that were missing or that could be widened for cyclists, where crossing the road was made difficult by traffic volumes and one case in which using a footway into a large village involved crossing the road twice because the single footway was on the wrong side of the road. In town and city centres where visitors unfamiliar with the area are expected, we have seen examples of welcome maps positioned behind the passenger alighting from the train and gaps in wayfinding signs that made returning to the station confusing, out-of-date wayfinding information and new routes missing, signs too high to read, signs lost in trees, signs to places that no longer exist and signs
Making rail travel an accessible travel option
lost in the clutter of advertising and other information. These all say the visitor is not really welcomed nor valued and can leave a negative impression. These examples are all things that can be addressed to make rail travel attractive, convenient and easy to use. Once an audit has been carried out, a bid for funding can be made using highway and rail budgets and improvements funded by developers can be sought as part of planning applications. It does not require a lot of money to plan ahead, but proper planning can mean investment costs are reduced in the longer term and rail capacity is provided in time for when it is needed. david young is Director at SCP, he can be reached at david.young@scptransport.co.uk. SCP is a transport planning and infrastructure design consultancy and is part of the RSK group. SCP can assist with rail strategy, rail franchising, station accessibility planning, car park and station access design, wayfinding strategy and travel planning for developers and local government, etc.
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A New Platform to Build Upon Sunderland City Council’s £100 million aspiration for a redeveloped central station is key to supporting the ambitious growth of this transforming city
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underland is a city undergoing rapid change. Yesteryear’s shipbuilding capital of the world is today’s technological pioneer, home to the UK’s first 5G ‘smart city’ testbed and global businesses such as Just Eat, Ocado and Nissan. The city’s evolution is being led by Patrick Melia, Chief Executive of Sunderland City Council, who is overseeing a once-in-ageneration transformation of the city to the tune of over £2 billion. From industrial parks to eco-friendly city centre residential development plans supported by TV architect George Clarke, a reinvigorated seaside, and a £1 billion new EV ecosystem, Melia plans to not only establish Sunderland as a desirable place to live and work, but also to visit. Melia and city chiefs are aware that if their ambitious plans to breathe new life into Sunderland and return it to its former glory are to come to fruition, then the city needs to be accessible, which is why the council, alongside the Tyne and Wear Passenger Transport Executive, Nexus, are leading the march to secure the funding required to underpin a £100 million redevelopment of the city’s 1965-built Central station. The development – which is starting with a £26m revamp of the station’s southern entrance – will see the tired brutalist building completely demolished, with a new 5G-enabled station at the cuttingedge of rail innovation rising from the ground in its place, providing the city with a welcome point befitting of a city with one eye studiously on raising its profile on the world stage. ‘Sunderland is a city evolving’ Melia said. ‘We're ambitious, we're focused on the future and we're delivering the transformation required to become the dynamic, vibrant, healthy smart city we all want Sunderland to be. The station – as the key gateway to the city – has to be central 58
to our plans, and by delivering such an exemplar travel hub, we are in no doubt that it will be just that.’ The first phase of the redevelopment programme is now underway, with the demolition of the station’s southern entrance paving the way for a statement building that will herald the start of its transformation into an integrated public transport network. Once complete, the new southern entrance will create a prominent visible landmark, with a stunning façade overlooking Market Square. The large glass wrap-around design, creating a light, bright and welcoming concourse, will be set among upgraded public realm. A new ticket office and reception, public toilets, comfortable waiting areas and retail space and cafes will all be created, as well as infrastructure improvements being made to make it more accessible. Office space on the new mezzanine level will be reserved for railway industry staff and a new four-storey car park will be built just a stone’s throw away from the station. It’s no secret however that renovation programmes of this magnitude rarely progress without their fair share of challenges, and the redevelopment of Sunderland Station was no exception. ‘With the existing South Concourse building fully closed, we had to decant the businesses in the existing office and retail units and establish a temporary ticket office to ensure the city can remain as connected as possible throughout the project’ he added. ‘A technically challenging project, disruption to passengers and train operators is being keep to a minimum with virtually all of the work being carried out with the station remaining open. Only when the main roof trusses, 36 metres long and weighing 15 tonne each, are erected will there be a need for possession working and this in turn will be overnight. ‘Thankfully, we have close working relationships with our tenants and the
Patrick Melia, Chief Executive of Sunderland City Council
project leads did a grand job in establishing the temporary ticket office, so everything so far has gone as smoothly as possible.’ Working in partnership with Network Rail, Nexus, Grand Central Rail and Northern Trains, Sunderland City Council is driving the five-year project, with more than £16 million secured from the Transforming Cities Fund towards the first phase of works and £3.75 million from Nexus. ‘Completion of the first phase of work and the reopening of what will eventually be our very own Grand Central is expected to take place in Summer 2023 however this is just the beginning’ Melia continued. ‘The second phase will see us progress with plans to open a new main entrance facing the city’s Central Business District which will house commercial developments above the ground floor and the reopening of two redundant platforms below the ground to increase capacity. ‘This will see the separation of the Nexusoperated Metro from main line operations,
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removing the current bottleneck along the Durham Coastline and matching the improvements being funded just down the road in Middlesbrough to truly connect the North East of England to Leeds and the North West as part of the Regional Transport network.’ In 2019/2020 around 1.5 million Metro trips were made from and to the station, with a further 427,000 trips made using the national rail network. Numbers are expected to grow as the city centre becomes an economic hub and the city will require supporting infrastructure to encourage sustainable travel. ‘Providing sustainable travel into and out of Sunderland will allow us to better connect people to jobs and opportunities in a cleaner, greener way, which will be critical if we want to truly level up the economy here in the North East and rise to the challenge of making Sunderland a carbon neutral
city by 2050. ‘Such improved connectivity to areas such as Tees Valley and being plugged into the wider Regional Transport network will provide a significant boost to the local economy, not only by increasing the number of visitors to the city, but by making businesses investing in the city more accessible to potential job seekers. It will be transformational.’ And with funding already secured from the Transforming Cities Fund, Melia is confident that the council will be able to build a strong business case to secure the rest of the funding required to power phase two and bring the entire project in on time. The hope is that the northern entrance – developed in phase two – will become the city’s main arrival point, with the iconic Mackie’s Corner and Elephant Tearooms, two stunning historic buildings of significant architectural quality, ready to
greet people when they arrive in Sunderland. ‘Overall, the development will cost well over £100 million however we are confident that our local train operators, who we know are already looking to expand their own businesses to meet demand now that passenger numbers are gradually returning to pre-pandemic levels, will help us build a solid business case to deliver the scheme in its entirety. ‘Quality public transport links like this not only fit in to the Government’s Levelling Up agenda, but they will be key to our growth as a city, helping stimulate private sector investment and gaining the recognition Sunderland deserves as a city that really is a great place to live, work and play. We need to secure the station expansion now to secure the city for the next 50 years of expansion we have planned and we are determined as a local authority to make it happen.’ 59
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Modern and Step-free Access at Macclesfield Rail passengers transiting through Macclesfield Station will be enjoying modern and reliable step-free access for many years to come after Stannah carried out a major overhaul of the station’s lifts
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he £400,000 investment was part of the Great North Rail Project, designed to deliver a multi-billionpound package of improvements for Network Rail customers across the north of England.
The challenge
Macclesfield railway station is a main line station serving the Cheshire town of Macclesfield. It lies on the Stafford to Manchester branch of the West Coast Main Line in the United Kingdom. The bustling
station managed by Avanti West Coast needed to safeguard accessibility to and from its platforms by improving safety and preventing unexpected breakdowns in the future through lift modernisation. However, the project presented a significant engineering challenge: how to safely carry out these major renovation works without entirely closing the station, and furthermore ensuring minimum disruption was caused to passengers. In addition, the work had to comply with strict government Covid-19 compliance
regulations, and operate in compliance with health and safety rules next to an open railway and across a logistically spread out site. The Stannah team had to place their cabin and materials store in the upper car park level, and manoeuvre multiple times per day between this area and the lifts down at platform level, as well as keep all these work areas clean and tidy. For any lift refurbishment, a detailed analysis of the engineering work needed is carried out. The team must first remove the existing lift components, 61
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The result
and carry out maintenance and upgrades to the lift shaft and cables within the shaft. The new lift equipment is then installed and the computerised control system is programmed before the work is finally complete.
The client
Stannah carried out the work on behalf of the contractor, Network Rail, for train operating company Avanti West Coast, which began operating the West Coast Partnership franchise on 8 December 2019. The franchise covers long-distance passenger services on the West Coast Main Line between London, the West Midlands, North West England, North Wales and Scotland.
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Andrew Stokes-Owen of Avanti West Coast said: ‘The team has been fantastic throughout, communicated to us at all times and answered any questions that we had, keeping us updated throughout the various stages of the project. All work areas that they occupied, including the area that they used to store materials and to house their cabin has been left extremely tidy.’
Lift specifications
The old lifts were refurbished with two traction lift mechanisms, delivering a smooth, energy-efficient ride for passengers. The lifts feature new ILE lift cars, Sassi gearless motors with TVC control systems and digital indicators. Each lift boasts a capacity of 21 persons.
The decision was taken that both lifts would be improved at the same time and would be placed completely out of use for passengers. Stannah agreed to a very tight timeline: the replacement of the lift cars and mechanical equipment over a period of just ten weeks from 20 January to 31 March 2021. While the work was underway, station staff and train operators alike were on standby to assist passengers making essential journeys who needed step-free access to or from platforms 2 and 3. Despite the short-term disruption, the work was carried out on time, on budget and without delay, ensuring that the new lifts could be officially opened on schedule. When measures to prevent the spread of Covid-19 were eased, Macclesfield was once again in excellent condition, offering reliable stepfree access and an easier travel experience thanks to Stannah’s 150-year lift manufacturing pedigree and the Stannah Promise. Tel: 01264 343692 Visit: www.stannahlifts.co.uk LinkedIn: Stannah - Commercial Solutions Twitter: Stannah_lifts Facebook: Stannah Lifts
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East Anglia Stations Greener Than Ever Passengers returning to Greater Anglia trains will notice a big improvement as the operator continues a wide-ranging upgrade programme across its entire estate
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reater Anglia is currently in the middle of a fouryear, £40 million station renewals programme, with 90 schemes either in the pipeline, development or in delivery. The programme is focused on improving customer experience and satisfaction, but is also crucial for meeting regulatory targets, the Station Stewardship Measure (which is overseen by the Office of Rail and Road) and the Percentage of Asset Remaining Life (which is overseen the Department for Transport) and includes works such as rewiring, platform repairs, roof repairs, car park upgrades, lift replacements, stairs and footbridge repair and replacement at stations across the network. In addition to the two brand-new stations that opened recently on Greater Anglia’s network - Soham and Meridian Water – the operator has just completed a £1 million upgrade to waiting shelters, toilets and benches at rail stations across East Anglia. A total of nine new waiting shelters have been installed, eight of them replacing old ones at Braintree Freeport, Brandon, Great Chesterford, Hatfield Peverel, Harlow Mill and Wrabness, and at Alresford, an additional new shelter has been installed. Toilet facilities have been refurbished at Audley End, Chelmsford, Cheshunt, Hockley, Manningtree, Marks Tey, Shenfield and Thorpe Le Soken. The upgrade included new tiling, hand dryers and decoration and at some stations new sinks and worktops. Over 450 platform benches have also been upgraded, and some old style metal benches have been replaced with timber ones which are more comfortable and improve the appearance of the platforms. The new benches – which would be the equivalent of a kilometre long if placed end to end – have supplemented and/or replaced older benches at 76 stations (listed below), across Norfolk, Suffolk, Essex, Cambridgeshire and Hertfordshire.
Greater Anglia’s Director of Asset Management, Simone Bailey, said: ‘These upgrades provide a better station environment and improved comfort for passengers, as we welcome people back to the railway. ‘It’s part of an ongoing programme of station upgrade projects which has also included car park re-lining and wider station presentation standards across our network to ensure our facilities are in excellent condition for our customers.’ Greater Anglia has spent £1 million so far to carry out relining and resurfacing work at 70 car parks across its network. The car park works at Cheshunt, Dovercourt, Harling Road, Hatfield Peverel, Hockley, North Fambridge, Prittlewell, Rochford, Sawbridgeworth, South Woodham Ferrers, Stowmarket, Thorpe-Le-Soken, Whittlesford Parkway and Wivenhoe stations are compliant with Equality legislation by
ensuring that accessible parking spaces are clearly defined, there is the correct number of accessible spaces for each car park and that appropriate distances are maintained between vehicles in the accessible bays. In addition to this work, Greater Anglia recently completed the mammoth task of lengthening platforms at Hertford East, Ware, Broxbourne and Stratford to enable its five-carriage Class 720 trains to run in a longer ten-carriage formation. Now that the work is done, it marks the final stage of the operator’s programme to replace every single train on the network with brand-new state-of-the-art trains. The work took place at weekends in June, July and August including a 17-day-stretch of continuous engineering works on the Hertford East Line. Andrew Goodrum, Greater Anglia’s Client and Programme Director commented: ‘This was a big milestone in the rollout of new 63
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trains across the whole of our network. The Hertford East line is a very busy commuter line and now we’re able to run ten-carriage trains on the route it significantly increases passenger capacity. ‘Customer reaction to our new trains has been fantastic. With their plug and USB points, fast free wifi, air conditioning, improved accessibility features, dedicated cycle spaces and better passenger information screens, our new trains offer a much better travel experience.’ Another big project on the horizon is an accessibility scheme at Stowmarket which will see an entirely new kind of footbridge and lift system installed. The station received funding in 2019 for accessibility improvements under the Government’s Access for All scheme as the only step-free way to cross the platforms currently is via the level crossing. The funding will see the existing concrete footbridge removed and replaced with a new type of ‘Ava’ bridge that will be the first of its kind in the UK.
It is a modular steel design, which is cheaper and quicker to construct. Lifts will be built into the bridge’s design, making it much easier to travel between the platforms. Construction is expected to start towards to end of next year. Marek Dowejko, Greater Anglia’s Asset Programme Manager said: ‘We’re delighted to be able to progress this improvement scheme to help people access the station more easily. Thanks to this revolutionary new style of bridge the scheme was affordable and we have been able to use the Access for All funding efficiently and to the best outcome for passengers.’ Rebecca Richardson, Greater Anglia’s Accessibility Manager said: ‘We want everyone to be able to have a good journey with us and the plans for Stowmarket are going to make a big difference to people using the station. ‘Along with the enhanced accessibility features of our new fleet of trains, this Access For All scheme means that we are really starting to transform rail travel
for people with disabilities and other accessibility needs, making it much easier for them to travel, and we will continue to support our communities with their aspirations for improvements at other stations too.’
Changing Places
In another first, as part of Greater Anglia’s redevelopment of Ely, the station will become the first in East Anglia to provide a ‘Changing Places’ toilet facility. Other accessibility improvements will include new, additional accessible entrances and more space on the concourse to ease congestion. New gatelines will also be installed as part of the project which has been jointly funded by Greater Anglia, the Department for Transport, Govia Thameslink Railway and the Railway Heritage Trust. It is due to completed in September 2022. In addition to new works, Greater Anglia also works closely with the Railway Heritage Trust to keep some of its older, Victorian station buildings in good condition and 65
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preserve their unique historic features. One such recent example is Frinton on Sea station, a designated heritage station, where Greater Anglia invested £200,000 – with a further £50,000 of funding being provided by the Railway Heritage Trust – for refurbishments. The works included the repair and restoration of the roof and canopy, the installation of new decorative ‘Florence-style dagger boards’ to the canopy and repainting of the support structures in heritage colours, as well as the replacement of old guttering and downpipes. Simone comments: ‘We are very grateful to the Railway Heritage Trust for their help and support in restoring Frinton on Sea station, and many others, to conserve their unique features for future generations to enjoy and to improve and protect the buildings, making them fit for use in the 21st Century.’ Many stations have also been given a new lease of life through community projects, many of which have been achieved through joint working with the region’s community rail partnerships. One excellent example is the Old Parcels Office at Lowestoft station, which has been transformed from a building that lay derelict for over thirty years into an attractive community and exhibition space. Work has included restoration of many original windows and doors, new ceilings and flooring with all the detailed work being undertaken by local craftsmen. The project was funded through grants from the Railway Heritage Trust, Community Rail Network, the Lowestoft Central Project and support from the East Suffolk Lines and Wherry Lines Community Rail Partnerships and Greater Anglia. In Southminster, Essex, another community project has the rail station take on a new role in helping to tackle loneliness
and isolation when it became the first rail station in England to host a Men’s Shed. The new group was set up by the Maldon and District Community Voluntary Service in partnership with the Essex and South Suffolk Community Rail Partnership. The Southminster Railway Shed volunteers are currently busy clearing, tidying and setting up the Shed – which is actually part of the old station building - to be as usable and welcoming as possible. Jayne Sumner, Rail Engagement Manager for the Essex & South Suffolk Community Rail Partnership said: ‘I’m delighted to see the Men’s Shed now up and running at Southminster station and we are looking forward to working with them. We work with all sorts of community partners – including other Men’s Sheds in the county – to help our communities thrive and we are very grateful for their support and enthusiasm.’
Environmental impact
Alongside the large programme of upgrades and ongoing maintenance work, Greater Anglia is also working to minimise its impact on the environment, reducing energy use at stations and depots where possible. Last year, the operator saved more than 1,000 tonnes of carbon dioxide equivalent from being emitted into the atmosphere, after installing energy management technology at more than 30 stations. The Wireless Energy Management Systems (WEMS) were installed at stations surveyed and identified as high energy consuming stations. Since 2019, the WEMS network of wireless sensors have been in place around the stations’ waiting rooms and offices and have been communicating to a main control panel that helps regulate temperatures and reduce energy usage wherever possible. As a result, Broxbourne, Manningtree
and Great Yarmouth stations have seen energy reductions of more than 50 per cent, while the average reduction across all stations is 20 per cent. In addition to this, East Anglia’s fragile wildlife populations are finding sanctuary at many of Greater Anglia’s stations – thanks to the efforts of volunteers who have transformed land the equivalent of 34 tennis courts into ecofriendly gardens. There are 61 station gardens on Greater Anglia’s network, each one providing a vital additional habitat for local wildlife as well as making the stations more attractive and welcoming, contributing to human wellbeing too. In a recent survey, Greater Anglia station adopters reported a wide range of creatures visiting their stations including many different types of butterflies as well as bees, slow worms, bats, foxes, deer and many varieties of birds, recording over 200 different species. Greater Anglia’s Customer and Community Engagement Manager, Alan Neville, said: ‘Thanks to the care and attention of our team of station adopters, we have thousands upon thousands of plants thriving at our rail stations which helps not only to make them more welcoming, but are benefiting the environment too. ‘Many of these gardens have been designed to be wildlife friendly, enhancing biodiversity and providing food, shelter and breeding places for many different types of wildlife. Some of them are becoming really magical places as a result, helping to support rare types of wildlife and benefiting their communities by helping to improve the local environment and existing more harmoniously with their rural surroundings. This is all helping the railway in East Anglia to lead the green recovery from the pandemic by being a much more sustainable way to travel.’ 67
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SUPPLY CHAIN
Taking the Outcomebased Approach A move to more outcome-based contracts would require a collaborative approach to build a better future, says Elaine Clark, Rail Forum CEO
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ack in the June issue we explored how SMEs could work collaboratively with clients. We focussed on innovation and the SME challenges that the Rail Forum has developed and that have helped to bring SMEs and clients together to solve real issues or problems. These challenges have been based around specific opportunities as identified by a client, or group of clients, and as we look forward we have been asking ourselves how could the process be improved for future challenges and what other learning can be derived from them. Let’s start by looking back at the previous challenges, what have we learned and how could the process be improved for everyone involved? All the challenges we have run to date have been fairly broad with the problem being quite ‘loosely’ described. So, they have been somewhat all encompassing in nature, with clients perhaps seeking to give SMEs as ‘wide a remit’ as possible to work with. Whilst this approach has been well intentioned it could also be argued that it’s given clients too broad an overview of a wide range of potential products and solutions to issues they didn’t even know they had. Whilst there is real value in this approach it doesn’t necessarily lend itself to focussing on a specific and targeted solution. It has also, perhaps, made it more difficult for SMEs to focus their responses to what the clients really need and can afford; financially and in terms of internal resources required to take ideas forward. Having listened to over 50 Dragons Den pitches some SMEs have struggled to articulate the benefits of their solution and demonstrate that they fully understand the needs of the client. There may be many reasons for this; lack of resource to fully address the opportunity or lack of understanding of the client and their actual need so really fine-tuning the problem statement to focus on what ‘good would look
like’ would really help. The learning point here is to encourage clients to be absolutely clear on what they are trying to achieve and to consider setting outcome-based challenges that SMEs can then respond to in a more focussed way. This would ensure best use of time and resources for both parties and should lead to suppliers being able to articulate clear benefits to the client. This outcome-based approach for a specific issue or challenge is just as, if not more relevant, when we delve into the normal contracting world. Whilst there has been much talk in the industry about outcome-based specifications and contracts actual progress in this area is much less clear. I’ve recently heard someone say ‘outcome-based contracts don’t work for us, they don’t fit with the nature of what we need’. I would challenge this assumption – outcome or performance-based contracts can work in many circumstances if specifiers and procurers could just put their minds to defining what success looks like and think a little bit differently. No one is saying it’s easy but it can make a significant difference and can drive valuable improvements. This different approach can reduce costs because the supplier is trusted to deliver what is needed in the way they choose to and in the most cost-effective way they can find; it can set higher standards because of the way deliverables are defined and managed whilst providing flexibility and freedom on ‘how’ to deliver the product or service rather than suppliers having to follow a very prescriptive input driven approach. If we step back to take a wider more strategic view of where we are as an industry the outcome-based approach could have a really important role to play here too. We know the rail industry is faced with a complex set of challenges. Current government focus is firmly on the impact
‘Any ‘normal’ company faced by a challenging marketplace doesn’t just look at how it can reduce its costs it also looks at how it can do things differently, win more customers, more market share…’ of the reduction in fare revenue as a result of changed ridership habits post Covid. The Department for Transport’s drive, along that with that of HM Treasury, is therefore on the need to reduce costs to close the gap between what it costs to run the railway and the income we receive through fares. We constantly hear the mantra that people are not travelling as they used to, ridership is down etc. And we know that although in some geographical areas, and on some services, passengers have now bounced back to close to pre-pandemic levels journeys are ‘different’. More leisure travel, more weekend travel and so on. Whist I am not going to dispute the numbers, what is a concern is the fact that we, as an industry, don’t seem to be making the case for growth. Any ‘normal’ company faced by a challenging market place doesn’t just look at how it can reduce its costs it also looks at how it can do things differently, win more customers, more market share, develop new products or services to attract additional revenue and so on. Government constantly says that it supports the railway and wants to see it grow. So, how about defining what GBR 69
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‘By establishing a culture of performance based on outcomes it can really encourage early and meaningful dialogue between clients and their suppliers leading to stronger more trusting relationships and better outcomes for everyone.’ needs to achieve in terms of outcomes, rather than prescriptive inputs? This concept could be reflected in the licence conditions with specific outcome-based targets outside
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the licence but linked to specific timeframes. One particular area that there seems to be an opportunity to do this is in the rail freight market. The recent launch of a specific consultation by government looking at setting a growth target for freight could pave the way for this. This approach could be extended to consider for example customer satisfaction levels, modal shift to rail, costs per km for specific work and so on. What this approach also drives is collaboration. By establishing a culture of performance based on outcomes it can really encourage early and meaningful dialogue between clients and their suppliers leading to stronger more trusting relationships and better outcomes for everyone. So, in summary, as we hopefully move to more outcome-based contracts collaboration should become more of a feature in clientsupplier relationships. But a word of caution. Collaboration isn’t a panacea for everything and it only works if organisations ‘want’ to work together and can gain mutual benefit from the relationship. Suppliers need to be allowed to make a reasonable return and profit – this
encourages future investment in technology and skills. Hammering them down to an unrealistic price, stringing them along and then taking their good ideas to deliver inhouse or put into open tender situations won’t encourage the behaviours we need. An outcome-based approach that invites input from suppliers can support the right behaviours and we need more of it in rail. Elaine Clark is Chief Executive Officer of Rail Forum. She is also a member of the Rail Supply Group Council.
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HSRG Annual Conference On 14 June, the High Speed Rail Group (HSRG) held its Annual Conference for the first time in two years, at Birmingham’s Think Tank Science Museum
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ocused in and around the theme of ‘Delivering Europe’s biggest infrastructure project’, the day highlighted the importance of HS2 as a transformative project at both national and regional levels, one that is essential to achieving the Government’s goals of levelling up and achieving net zero. The conference was a resounding success, and following a difficult period during which in-person events were limited by the pandemic, HSRG was delighted to be able to convene its members and supporters in person once again, to both celebrate the progress that has been made in delivering the network, and focus on the important steps still to come. The event was well attended by rail insiders, political figures and a healthy number of HSRG apprentices; and featured keynote speeches from Minister for HS2 Andrew Stephenson, Network Rail Chair Sir Peter Hendy, and Transport for the North Chair Lord Patrick McLoughlin, along with a variety of panel sessions. Despite the varied and wide ranging nature of the speakers, who between them offered a number of different perspectives on the HS2 project, they were united in putting forward a hopeful vision for rail
and infrastructure, one which reflects the importance of high speed rail to the future of the UK economy and the central role it must play in our transport network for decades to come. Hosted by ITV’s Sameena Ali-Khan, the event also included a panel session supported by HSRG member companies currently working on HS2 – including SCS JV, EKFB and AECOM – to consider a variety of themes relating to the delivery of HS2, including how innovative new uses of data and digital technology are benefitting major projects, for example through cutting carbon and helping increase construction site safety and security. Apprentices from the High Speed Rail Group Apprentice Network delivered an excellent panel session, titled ‘Our Future in UK Infrastructure’, giving an engaging account of their respective roles and where they see themselves progressing within the industry. Birmingham City Councils’ deputy Leader Brigid Jones gave a keynote speech which discussed not only the opportunities that HS2 will offer, and indeed are already bringing to the city, but also the challenges that go with it, most notably ensuring that the delivery of the project helps to
tackle some of the economic and social disadvantages that are evident in parts of the city. The conference concluded with a ‘fireside chat’ with Maria Griffin, Hitachi-Alstom High-Speed JV Project Director, and Anthony Smith, CEO at Transport Focus; who considered the improved connectivity and capacity that HS2 will bring to the entire network, and how putting ‘empathy at the heart of the design’ will ensure that the needs of passengers of all ages and abilities are met. Fittingly, HSRG’s Annual Conference was held alongside HS2’s impressive Curzon Street site, and site tours were held at regular intervals throughout the day, allowing attendees to witness first-hand exactly what the construction of Europe’s largest infrastructure project looks like, and get a sense of how the challenge of delivering a train service that fulfils the passenger demands of the future is being met. A fantastic day all round, the day certainly gave pause for thought into the transformational impact major projects like HS2 can have; and the enormous benefits that will be felt by the country for generations to come. 71
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A Revolution in Procurement Marie-Claude Hemming of CECA explores the Procurement Bill’s potential impact on public sector purchasing
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he Procurement Bill’s Second Reading in the House of Lords at the end of the May, signified the start of a revolution in UK public sector purchasing. The Bill, which seeks to capitalise on the UK’s departure from the European Union, offers the opportunity to transform public sector procurement for the long term. It is the outcome of a lengthy consultation process, to which the Civil Engineering Contractors Association (CECA) – via its member led Procurement Group developed a substantive response. CECA represents over 300 firms who together carry out an estimated 70-80 per cent of all civil engineering activity in the UK, in the key sectors of transport, energy, communications, waste and water. We are pleased to see that a number of our members’ concerns have been reflected in the Bill and we fully support its aims. In particular we welcome the move from the principle of Most Economically Advantageous Tender (MEAT) to Most Advantageous Tender (MAT). The change to MAT means that social and environmental value can be fully embedded within the procurement process. It also allows a focus on the whole life cost of the asset, rather than simply buying the cheapest product, saving money in the long term. While MAT is already available to public sector procurers, CECA believes that the move will set the precedent for real change. We also support the principle that proportionality will be embedded in procurement processes. In particular, this will support SMES as they bid for work. CECA also welcomes the establishment of a competitive flexible procedure with minimal detailed rules. However, we will continue to advocate, that for our industry, the minimum timescales proposed in the consultation on the participation and submission of final tenders as part of the competitive flexible procedure are very short, and instead they should
proportionate to the scale and complexity of what is being procured. We will also continue to maintain that the open procedure (a one-stage procurement process) is not favoured for complex civil engineering projects. This is because the cost of bidding in this case is extremely high and, as such, the chance of winning is substantially reduced. In our view, the wrong use of open procedure can drive down the quality of bids received. CECA supports the establishment of a Procurement Review Unit (PRU) in the Cabinet Office. We hope that the new unit will build on the work of the already established Infrastructure Projects Authority and that the process will recognise the challenges of establishing a unit which cuts across all departments. We also favour the proposal for a supplier registration system and all efforts to reduce bureaucracy in accreditation. CECA believes that any chosen system should have a sector specific approach, using auto population in an intelligent manner. We particularly seek clarification as to how the new platform will interact with existing private accreditation bodies, reflect commercial sensitivities and avoid unnecessary delay, costs, and challenges. In our view, the Bill’s focus must reflect the recommendations of Constructing the Gold Standard, the independent Cabinet Office review of Construction Frameworks, the publication of the Construction Playbook, and the Value Toolkit, all aimed at improving the delivery of construction projects. We also recommend that the public and private sector aligns where appropriate, to maintain a consistent and simplified approach. Discussions during the Lords Second Reading focused on bringing about much needed culture change in the construction sector and noted the role of the Construction Playbook in delivering this. It is vital that the principles of the Playbook are embedded within the Bill and
‘CECA supports the establishment of a Procurement Review Unit (PRU) in the Cabinet Office.’ its associated guidance. We are keen to ensure that as the Bill makes progress in Parliament, our concerns continue to be reflected in the primary and, most importantly, secondary legislation. CECA, and its members recognises the importance of regularly engaging with our lawmakers as the Procurement Bill progresses through Parliament so we can transform project delivery for the long term. We hope that the construction industry can join behind us to support collaboration, innovation and ensure a thriving industry and supply chain standing ready to deliver a society fit for the 21st Century. Marie-Claude Hemming is an experienced communications and policy professional. Having started her career in public affairs consultancy, she moved to a policy role at the Federation of Small Businesses in 2009, before joining as Industry and Public Affairs Manager and undertaking a variety of roles in the business, before becoming Director of Operations in 2021. Marie-Claude is CECA’s media relations and policy lead and has complete oversight of CECA’s communications and public affairs work. She also develops and manages the corporate business plan and is responsible for other operational duties, including the establishment of CECA’s three-year plan.
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Moving Beyond Firefighting Dr Greg Morse, RSSB’s Operational Feedback Lead and member of the IOSH Railway Group reflects on the problem of never having time to reflect
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hen I became what the Rail Safety and Standards Board (RSSB) then called its Learning from Accidents Programme Leader, in 2010, there seemed to be little understanding in the industry of corporate knowledge and the need to remember the lessons of the past. The benefits of having a knowledgeable workforce had been recognised by the economist and philosopher Adam Smith in The Wealth of Nations as far back as 1776, the idea then being developed in the 1960s by two American economists, Theodore Schultz (1961) and Gary Becker (1964). By the new millennium, the European Commission, in its Memorandum of Lifelong Learning (2000), was expounding the need to strive for a ‘continuum’ of workforce learning ‘with the aim of improving knowledge, skills and competence’, in order to retain a competitive edge and promote economic development. As leading business consultant Annie Brooking also noted, companies “rely on long-standing employees to act as their ‘corporate memory’, but when these people leave, links to the past are permanently severed’. However, twelve years ago, there was a large contingent in rail who ‘knew all this’. They had enjoyed long careers and
Changes in rolling stock design over time arguably offers a case-in-point for continual improvement. After the early era of cattle trucks and stagecoaches, the railway entered a period of woodenbodied, gas-lit vehicles, which – if not reduced to matchwood in train accidents – were all-too-easily destroyed by fire. Yet designs improved as the 20th century went on, such that the steelframed British Rail Mark I vehicles were praised for their structural integrity in the
had not yet realised that they didn’t have all that many years to go before retirement. Thankfully, another contingent sensed the dangers, and it was down to them that my RSSB role came about. As a result, some readers may have seen me speaking at conferences or read some of the words I’ve written in other places. The messages behind most of them – aside from the need to remember lessons hard won in the past – involve the need to keep reporting incidents and keep sharing information. Where reporting is concerned, on the railway, most incidents are input to the Safety Management Information System (SMIS), a huge database that allows RSSB to report on risk and safety performance. Freud once pointed out that human beings were good at receiving data and then processing it. In other words, we can turn data into something tangible that can be acted upon. When the rail industry was learning to find out about learning, I was sent to Wylfa nuclear power station on the Isle of Anglesey. Greg Evans, the station director at the time and a very engaging, inspiring speaker, pointed out that Freud had missed a bit. He said that we seldom make time to reflect – we are always processing away, like there’s no tomorrow. In short, we’re forever firefighting.
report on the Harrow and Wealdstone accident of 1952. The later Mark III was similarly praised in the aftermath of the Colwich accident of 1986, as was the Pendolino involved in the Grayrigg derailment of 2007. Most of these designs came about to replace older ones and to offer operators improved capacity. With this came improved crashworthiness, which reduces the likelihood of serious harm to passengers if there is a crash.
‘Freud once pointed out that human beings were good at receiving data and then processing it. In other words, we can turn data into something tangible that can be acted upon.’ Of course, firefighting can achieve a great deal. On a daily basis, signallers find workarounds when there are problems on the line to minimise delay, help get people home or help get key staff and goods to where they are needed, when they need to be there. Infrastructure staff go the extra mile to make sure lines reopen quickly, as without those lines there is no railway. Solving problems like this feels good – we had a problem; we sorted it; the problem is gone. We applaud those who can think on their feet and promote them to Olympian heights. We berate those who cannot – famously, Margaret Thatcher, when visiting the old British Rail Woking Staff College in 1969, saw a set of pre-prepared questions written on a blackboard in readiness and lambasted her hosts because ‘you people can’t think on your feet.’ And yet... And yet safety and operational efficiency is not only about firefighting; it’s also about continuous improvement. Sometimes, a firefighting solution looks only at the short term. But what’s right for today, even for tomorrow, might not be right for next year – and if 2020 taught us anything, it’s that you can’t bank on the world always being the same. There are plenty of articles on the internet about continuous improvement, but in brief it boils down to planning a small change, monitoring it to check it’s working as intended and then implementing it on a larger scale if required. This way, change can be adapted to altering circumstances more readily. It can engage staff and improve efficiency without leaving some people standing on the platform as the train leaves without them. After all, who knows what those people might know that you might need soon, if not right now? Just a thought.
Dr Greg Morse is an experienced communications and policy professional.
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Discover potential. Drive performance.
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Preparing for Every Eventuality Gaynor Stewart, and Dr Stephen Fletcher, share some insights from a safety incident simulation in a controlled environment preparing for the worst possible eventualities
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n January 2021, Alstom completed its acquisition of Bombardier Transportation. As part of the change management and people management processes, team integration was a high priority. It was important to merge the two teams from Alstom and Bombardier, creating co-ownership and a sense of belonging in the new organisation as well as building capability, agility, and strong structures. Post-pandemic there was also a need to reconnect employees, creating inclusive teams across the two businesses. So, a team building event was decided upon that could also explore how well equipped and prepared the newly merged business was, should there be a major safety incident involving one of their trains. The concept of running a major safety incident simulation was initiated. To support the training, Alstom decided to call in the expertise and experience of the Occupational Psychology Centre (OPC) who’ve worked in the rail industry for over 30 years. The OPC are a team of occupational and business psychologists, specialising in safety performance, with a drive to help build successful, high performing and motivated teams – so, extremely well-equipped to support Alstom’s people management change programme and a major safety incident simulation.
The people involved
The two-day simulation initiative was sponsored at a very senior level by Peter
Broadley, MD Services, Alstom UK & Ireland, who also took part in the cross-functional team event too. During planning discussions, Gaynor Stewart and psychologists from the OPC, decided to extend the learning opportunity and make the simulation more realistic, by inviting other key stakeholders from the Office of Rail and Road (ORR), Rail Accident Investigation Branch (RAIB) and the Train Operator, Avanti West Coast. This made the simulation event even more high profile, adding more realistic dimensions and additional learning opportunities for all involved.
The simulation scenario
The OPC created a fictitious ‘worst-case’ train derailment scenario, which went like this – at, approximately 11:55 on 17 November 2021 a Pendolino train on route from London Euston to Edinburgh station suffered a significant derailment incident, North East of Carstairs Junction. The train was in reverse formation. The train departed London Euston at 06.43am. Onboard are approximately 130 passengers including eight TOC staff, and two onboard cleaners. The emergency services are instantly activated and en route to the site, along with Avanti mobilising their immediate response teams. Without delay, Alstom employees had to organise themselves into operational teams to deal with the simulated major safety incident. They were overseen by controllers and observers from across Alstom, the ORR, RAIB and the OPC. In real time they
‘It’s encouraging to see railway personnel being exposed to what may be needed in the unfortunate event of an incident or accident. Practicing planning procedures and responses, as well as seeing the bigger picture of what a large railway incident entails is great forethought.’ Simon Kay, Inspector, RAIB
needed to deal with emerging critical issues. They were fed information throughout the simulation on an hourly basis, along with having to deal with simulated phone calls, media enquiries, fake reports and interference. The initial report of the simulated derailment that Alstom teams were presented with was the location of the site. It was remote with difficult terrain access i.e.; the main road was approximately 1/2 mile away with thick woodland which impeded access to the stricken train. Mobile phone signal reception was intermittent. The Wi-Fi equipment wasn’t working and the GSMR in the cab was defective. There’s a reservoir nearby with the possibility that a number of carriages have skidded into the water. The Government Environment 77
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‘We routinely conduct safety exercises containing a broad spectrum of scenarios. Having the opportunity to run one of these jointly with our critical partner, Alstom was really beneficial for both organisations.’ Dave Whitehouse, Director of Safety and Security at Avanti West Coast
Dr Steve Fletcher, Director and Occupational Psychologist at the OPC
Agency has become involved and they’re requesting information regarding substances on the train i.e., transformer oil, gearbox oils. The weather conditions are hampering the rescue. It’s wet and stormy. There were initial fatalities reported along with some serious passenger injuries and some minor injuries. All-in-all, a difficult and tragic safety incident is depicted. Rapidly, simulated media activity kicks off with news reports of the derailment and twitter feed from locals and passengers alike – providing valid as well as fake information. The multi-organisation team running the event fed information to the role-players each hour – some was ‘factually correct’ other information was deliberately misleading. They received documents, phone calls, announcements, reports, images and media video recordings of the scene unfolding at the simulated derailment. Just as in a real-life major derailment incident – teams had to prioritise, as well as sift what was factually correct or spurious and act 78
Incident operations
Regardless of whether this was a simulated event for a train manufacturer or for any other rail operating business, there were some beneficial crisis management learnings that could be considered as helpful, but these are by no means definitive. In the event of any kind of crisis or major safety incident, it is essential to have an Emergency Recovery Plan (ERP) for key roles and players, with internal and external focus, strategies and priorities. An ERP can lay down clear protocols for how to manage any unexpected critical incident effectively, efficiently and as safely as possible. Including a Command Structure with clear roles, responsibilities and accountabilities that are ‘off the shelf’ is extremely useful. Once created these can be adapted to any unexpected emergency or safety critical situation with speed; giving clarity and immediate direction to employees allowing a much more efficient operation and swift response earlier on.
IMAGE CREDIT: ISTOCK
‘It’s always good to expect the unexpected and to have definitely planned for it in advance – just in case it happens but always hoping that it never does!’
swiftly to respond to all information and requests in an appropriate manner. The cross-business observers monitored how Alstom teams set themselves up; how well they responded to information; their leadership qualities; internal and external communications to stakeholders, emergency agencies or enquirers; their transparent and accurate incident logging; how well they dealt with media enquiries and the overall strategic management and direction of a such a difficult scenario. The official observers team collected evidence and scrutinized processes – all to provide strengths and development opportunities for Alstom as a whole organisation and individual employees. As the simulation unfolded over the twoday event, further issues came to light and started to complicate the scenario – was it a crash, or was it a derailment and what was the root cause? There were obstacles to resolve to aid the emergency services trying to rescue train operatives and passengers trapped because of faulty electrics and inoperable doors; questions and challenges from ‘on-site’ emergency officials about the train functionality and liquid leakage – all challenges for Alstom’s newly merged engineering team; along with a fake retired Alstom employee who set themselves up as an unofficial media ‘spokesperson’ at the simulated derailment site. Key operating teams were set up to manage and oversee certain aspects of the simulation event, these included a Senior Leadership Team (SLT) responsible for oversight, the strategic management and direction of the incident and policies/ procedures; an Investigation Control team dealing with the operational activity; a Communications team, for internal communications between teams and
information flow, along with external media enquiries and management; and an Incident Control team, dealing with activity, resolution, engineering and logging. During the simulation event strategically, important decisions also needed to be considered and dealt with by Alstom’s SLT, as in any real-life major incident. Questions such as, should Alstom recommend suspending the Pendolino fleet? Were other train operating fleets still operationally safe too? Immediate enquires from the RAIB team about the possible derailment causes and information requests to uncover any underlying causes of the safety incident. What and where was the evidence of any causes? Along with more challenging questions, such as possible accountability, responsibility and legal considerations and what role might a fleet manufacturer, such as Alstom play in those. The whole way through the simulation, all the delegates were faced with some very intense and difficult challenges.
SAFETY & SECURITY
‘I applaud Alstom for arranging this event. Effective emergency planning ensures the mitigation of risk and consequences of foreseeable emergency scenarios’. Nigel Bunce, HM Inspector of Railways
Communication
Communication planning and preparedness is essential in any kind of ERP for both internal and external communications. Considerations that were well played out by Alstom teams and highlighted via the simulation event were about; efficient and clear internal communications to their own community; Communication timing – the right information to the right person at the right time. It’s important to have a single point of contact in each operational team. Appointing the right trained ‘spokesperson’ for external communications is crucial – someone who can deliver clear and consistent messages with care and consideration for the audience. This also includes what not to say! Always having one point of contact for the Emergency Services. In a very multi-media channel world, bringing structure and consistency to any and all communications is a real strength.
IMAGE CREDIT: ISTOCK
Recording and logging
In any major safety incident, recording all information accurately and clearly is essential. Alongside of this is a document control protocol e.g., what, where, status, who has it, who’s responded to it or when will this happen. A timeline logging protocol for information may often be the most beneficial process and requires a loggist in each individual team. These individuals are the ‘Information Gurus’! The go to person and initial contact – But just because they have the information, does not mean they respond to every request. An employee allocated to this role in an emergency needs excellent communication skills – listening, verbal and written; focus and attention to fine detail abilities along with data processing, management and checking skills. In any major safety incident, the need to record what decisions were made and why is crucial in case of external scrutiny or legal implications, if relevant. The support, input, feedback and insight from the ORR, RAIB and Avanti West Coast added real authenticity to the simulation event. Dave Whitehouse, Director of Safety and Security at Avanti West Coast said: ‘We routinely conduct safety exercises
containing a broad spectrum of scenarios. Having the opportunity to run one of these jointly with our critical partner, Alstom was really beneficial for both organisations. Neither of us ever want to have to activate our crisis plans and thankfully due to the professionalism and commitment of our teams it’s a rarity in our industry. None the less, it’s important that should we be required to react to a major incident we’ve ensured that quality time has been invested to vigorously test the robustness of our plans. Therefore, enabling us to implement them swiftly, professionally and effectively to protect the safety of all our staff and passengers.’ At the OPC, we are passionate about driving individual and organisational – performance. This simulation was many months in the making with lots of time, hard work and effort expended by key people across all the organisations involved to ensure its success. By doing a major safety event simulation, what we’re really doing is ‘future-proofing’ our organisation – Planning and preparing for the unexpected and equipping our leaders, teams and individual employees with the skills, and abilities to perform exceptionally well under extreme conditions. We often talk about individual resilience, but this type of exercise provides organisational resilience – in case of the worst possible eventuality. It’s unusual for a major safety simulation event like this to be organised and run by a train manufacturer. It displays the high-calibre responsibility of Alstom’s approach to their train operating clients and the industry as a whole. An extremely fulfilling piece of work that comes along in a rare moment and a real privilege for the OPC to be involved in such an important learning event. For Alstom, this was a huge investment of time, resources and effort from a multifunctional, cross-business team, including our Senior Leadership Team – testing our resilience and response agility to such a safety incident event. It was extremely well organised but very intense! Everyone took it really seriously despite it being a
‘It was excellent to see how quickly the different work stream teams gelled together, performing effectively and efficiently. The teams really adapted and shaped themselves to be highly responsive, managing the situation rather than the situation managing them!’ Gaynor Stewart, Customer Services Director at Alstom
role-play scenario. Employees’ motivation, commitment and enthusiasm were apparent right from the start with everyone aiming to ensure the safety incident emergency was managed as effectively and efficiently as possible. Individuals were very professional – conscious of any safety implications their actions and decisions would have, therefore responding with cautiousness and careful consideration. I believe there was a significant return on investment with major learning and ‘future proofing’ for both the Alstom organisation, as a whole, and individual managers too.
Gaynor Stewart is Customer Services Director at Alstom and Dr Stephen Fletcher is Director and Occupational Psychologist at the Occupational Psychology Centre (OPC).
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Managing False Alarms Why false alarm management should be an essential part of your rail safety and security strategy
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Reduced profit and diminished trust
According to the Office for National Statistics, of all the incidents attended to in England alone for the year ending June 2020, 42 per cent of incidents were fire false alarms. When you consider the rail industry in the UK alone generated around £43 billion in 2019 and on average (before Covid put the brakes on travelling in 2020) transported 1.7 billion passengers every year, the impact false alarms have on this industry and ultimately the UK economy is enormous. Secondly, not only do they impact industry from a financial point of view, but false alarms also have a detrimental effect on the confidence in reliability of a fire detection system, potentially causing passengers to become complacent and less willing to react during a genuine emergency. Research has demonstrated that voice alarm messages can result in quicker reactions than when sirens or bells are used. This has resulted in voice activation systems becoming more commonplace as the primary means of evacuation in public spaces. However, all of that is useless if frequent false alarms are sounded and the trust is diminished. Reducing false alarms is imperative for a safer journey, ensuring passengers react to genuine emergencies will save lives. And for UK rail operators, it could save tens of thousands (if not millions) of pounds in 80
Following a site safety upgrade, the Eurostar terminus at St Pancras International in London bristles with the latest high-performance fire detection and alarm technology, including 5,000 Hochiki ESP – Enhanced System Protocol – analogue addressable devices, installed throughout the site.
lost hours, re-routing and cancellations. False alarm reduction also means fewer costs when preventing last-minute engineer callouts to check on faults, through continued maintenance.
What causes false alarms?
A false fire alarm is a signal from an alarm system that is not specifically alarmed by a fire. Since every fire alarm must be considered serious until investigated, particularly if the false alarm is triggered in a travel hub with a high footfall of passengers, often if an alert comes in via 999 the call handler will try to establish the reason for the alarm. Sometimes however, fire detection systems react to triggers that are not necessarily the start of a fire. Steam, dust, fumes, tobacco smoke, humidity are all common triggers which can cause false alarms across the UK’s rail network. However, did you know the most common cause of false alarms is faulty fire system apparatus? Installing high integrity products, carrying out regular drills and working with installers that plan regular maintenance visits to check the condition of wiring, devices, panels all go towards reducing false alarms. It is also important
to check the space for defects, such as roof leaks, inadequate ventilation, steam leaks etc, as these could damage fire alarm equipment. Today all train and underground/metro stations in the UK and across Europe should, by strict public law, be protected from fire through the installation of a fire detection system. The next step for travel operators looking to increase protection should look to manufacturers of life safety systems with a proven track record in false alarm reduction.
Which devices are best for reducing false alarms?
There are several detector types available on the life safety market all of which have been designed for different applications, so it is important to consult with expert installers to find the best device for your premises. Heat Detectors monitor either the rate of rise of temperature or the general temperature compared to a fixed point, e.g., 60°C. These detectors are ideal for areas where catering equipment is used because they will be able to differentiate between a fire and burnt cooking. Smoke Detectors are well suited to most fire detection applications and respond quickly to developing fires. Smoke detectors
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very year false fire alarms cost the UK economy upwards of £1 billion, halting operations and causing chaos for travellers. Back in July, Birmingham New Street had to be evacuated due to a false alarm causing huge disruption to the station itself as well as all journeys running through the station. Journeys with Avanti West Coast, Cross Country, London Northwestern Railway, Transport for Wales and West Midlands Railway needed to be cancelled, delayed or diverted as a result. In this article we explore why false alarm management should be included as part of your risk assessment as well as form an essential part of any rail safety and security strategy and what equipment can help reduce the likelihood of suffering a false alarm.
SAFETY & SECURITY
may work using photoelectric or ionisation technology; again, you should ensure that you chose the best technology for the application. Multi Sensors offer a range of approved modes of operation, including combinations of smoke detection, fixed temperature heat detection, rate of rise heat detection, CO detection and COHb threat detection, making them ideal for a variety of applications. Beam detectors use an obscuration technique, whereby a constant beam of infra-red light is monitored for a decrease in strength due to smoke particles obscuring the beam. They can cover a huge volume of space and therefore are often used in large travel hubs, leisure centres, shopping centres, warehouses, and auditoriums etc. Flame detectors respond to the radiation from flames; therefore, they are ideal for storage facilities that harbour items that are likely to flame, rather than smoulder. They are not well suited for places that use a furnace or welding equipment as this is likely to cause a false alarm. Air Sampling systems are extremely sensitive and are ideal for clean environments such as network control rooms where early detection of smoke is essential. These detectors would not be appropriate for high traffic or dirty environments such as train stations.
The importance of regular system maintenance
It is essential that the system and devices in place to detect and warn of fire are subject to regular inspection and servicing. This means faults are identified, preventative measures can be taken to ensure continued reliability of the system, the potential for
any false alarm is identified and suitably addressed and that building management is made aware of any changes to the premises that may affect protection afforded by the system. It is important to note that periodic inspection and servicing does not constitute a fresh review of system design; it is a verification of the functionality and serviceability of the existing system. Periodic inspection and servicing should be carried out by a competent person with specialist knowledge of the fire detection and fire alarms system, including knowledge of the causes of false alarms and sufficient information regarding the system.
Planning for system upgrades or building works
It is important to forward think to ensure your installation company has enough time to complete any installations to avoid having to rush jobs and therefore missing vital checks, leaving your system susceptible to false alarms. Similarly, if you are having building work carried out onsite, the workers need to be aware of the fire detection system. If the work is going to cause dust, smoke, paint spray etc, precautions should be taken to protect the system and prevent unwanted false alarms. Taking the time to find a well-respected and experienced life safety installation company to work with who can recommend and install the best devices and/or life safety system which best suits the application will ensure that you are free to get on with business, knowing your people and passengers are safe. The Transport sector has a duty of care for its passengers and staff as well as
having to provide constant protection of its property and assets from the threat of fire. Learn the key benefits of specifying Hochiki products for your transport environment by visiting our website or getting in touch via the contact information below.
Company profile
For over 100 years Hochiki has led the way in the design and manufacturer of innovative life safety solutions. Its leading edge commercial and industrial fire detection and emergency lighting products have acquired global acceptance as the benchmark for high-integrity and long-term reliability. With global group sales turnover exceeding £400 million, Hochiki is a wholly independent, multinational, publicly listed company with over 1,500 employees working across five manufacturing plants, 32 sales offices and 18 subsidiaries. Its ongoing commitment to manufacturing innovation ensures customer satisfaction and its production facilities in Japan, the USA and Europe offer international continuity in quality, service and supply.
Tel: +44 (0)1634 260133 Email: info@hochikieurope.com Visit: www.hochikieurope.com LinkedIn: Hochiki Europe Twitter: @HochikiEurope Facebook: Hochiki Europe (UK) Ltd Address: Hochiki Europe (UK) Ltd Grosvenor Road, Gillingham Business Park Gillingham, Kent ME8 0SA
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RAILWAY APPROVED FOR THE DUBAI METRO Hochiki ‘Railway Approved’ range, has been tested to be compliant with the DIN EN 50155:2018, standard as well as two others – DIN EN 45545-2:2016-02 (fire testing) and DIN EN 50121-3-2:2017-11 Rail EMC. Meaning that not only does Hochiki protect train stations, but we protect the actual trains themselves too from fire but also false alarms. A great example of this is our most recent rail project on the Dubai Metro. Dubai Metro is almost 75 kilometres long, designed to transport tens of thousands of passengers every day. The system itself operates in a hot and sandy environment and is vulnerable to false alarms which could potentially cause mass disruption, costing the operator financially, especially during peak service times. Hochiki sensors have been installed inside both the metro stations and inside the tram coaches, as this project was considered an extremely sensitive area with thousands of people transiting at a time, posing a higher chance of triggering false alarms. The system is configured so that any fire alarm triggers the sending of a command to the central station, which halts the operations within the entire network, until the problem is rectified. This joined up approach to life safety, providing complete protection for every train passenger across their whole journey, from start to finish is just one example of how Hochiki can make a difference to rail professional’s false alarm strategy planning.
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SAFETY & SECURITY
Digital Transformation with Legacy Railway Systems Wayne Webster discusses the challenge of digital transformation and how upgrades to legacy security systems can improve operational efficiency
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ecurity within the rail industry involves many different aspects and goes far beyond securing doors in railway stations. There are a vast number of trackside applications that need securing, such as power sources, control cabinets, crossings, access gates and signalling boxes. Asset management and protection is crucial to ensure the network operates reliably. Extensive periods of construction and maintenance means staff and contractors require access to a wide range of high-risk areas at all times, day and night. Ensuring access is only granted to the right people at the right time is vital, and the public must also be prevented from accessing unauthorised areas – both from a health and safety perspective and to prevent malicious vandalism or theft.
Due to these operating requirements, there is a need to combine several security solutions, which could include padlocks and cylinders, but with such systems key control is an operational challenge. An effective master key system must prevent unauthorised key duplication ensuring secure access, but if a key is lost or stolen it can cost tens of thousands of pounds to regain control of authorised access. The inflexible nature of traditional mechanical master key systems means they are failing to meet the increasing demands of the rail industry. But what alternative options are available?
Digital transformation
Recent developments in innovative webbased, wireless and wire-free solutions
have the ability to transform the legacy systems to create a safer and more secure environment. What’s more, digital integrated systems can help improve operational efficiency, reduce costs and reduce the risk of lost keys, while offering additional data and functionality to make railway infrastructure truly smart. Historically, the global railway industry has been ahead of the times when it comes to digitisation, and a recent shift towards big data, the Internet of Things (IoT), and an increase in demand for integration has signalled the sector is ready for change. Although digital transformation offers huge potential to the rail industry, merging the vast number of outdated legacy systems in place across the UK’s current rail infrastructure into the modern digital world poses a significant challenge.
Digital benefits
Older legacy systems based on mechanical technology – such as locks, padlocks, and manual keys – are vastly inferior in operational efficiency, safety and integration compared to the modern digital technology available. Electro-mechanical systems that utilise web-based technology – such as Abloy’s PROTEC2 CLIQ – offer a flexible and versatile solution. Systems such as these integrate the mechanical master key system with electronics that require no external power source to provide precise and cost-effective control over access permissions. Keys and cylinders are embedded with data encryption technology, including a unique identification code that cannot be altered or duplicated. Access is managed and controlled 82
SAFETY & SECURITY
using web-based software, meaning access rights can be granted or withdrawn swiftly and easily utilising mobile technology. This means each person will only need one key, but that key will allow controlled access to all the points they are authorised to enter, and more importantly access can be withdrawn almost immediately. As well as offering a more convenient solution, electro-mechanical master key systems ensure that there is a high level of security in place, over and above international Patents, which is the current method of preventing unauthorised key duplication. Ultimately, by installing a new electromechanical master key system, greater control and future-proofing is achieved and tiered access can be implemented across a large number of sites immediately.
Big data potential
Retrofitting a system, such as CIPE Manager and CLIQ® onto the UK’s rail infrastructure is stage one of the transition towards smarter railways. However, when it comes to creating an ecosystem and gaining real insight from the data produced, we have just begun to scratch the surface. The scope of possibilities that digital system integration could offer beyond access control and audit trails is vast. Cloud and
web-based manager platforms allow for centralised and remote access management, meeting the growing demand for large organisations to use cloud-based physical access control systems. SaaS based solutions offer the simplest way to manage all the software that connects digital technology across the stations, rolling stock and infrastructure, including the convenience of smartphone identification. But where the real potential lies, is in the data that could be collected throughout the process of a person gaining access to a particular area or asset. When the system allows access to a person with the correct credentials, a number of protocols could be triggered before they can secure and leave the area. For example, they could be required to record faults and any maintenance work they have carried out, and perform other critical functions such as highlighting remedial works, ordering the required parts and requesting the time in the programme to carry out the works. This would generate a report to feedback to the central hub, offering a comprehensive overview of not only who has accessed which areas and when, but what happened while they were there and what actions need to be carried out in the future.
An integrated future
Having the convenience of an online control centre that can manage all your access rights remotely from anywhere – including a mobile solution – is the future of railway access control. This is what Abloy brings with its advanced mechanical and electronic security ecosystem, and potential to integrate with external systems and partners. This is a huge benefit compared to legacy systems as new technology can be digitally accessed and managed, often with wire-free installation and Bluetooth technology. Installation can be more cost effective and adding additional keys or access points is easier too. Digital solutions offer a huge breakthrough, adding more control and security while making the system simpler to manage, install and update. Therefore, this could be the answer to adding operational excellence and future access management to legacy systems. Wayne Webster is Business Development Manager – Critical Infrastructure Transport at Abloy UK. Tel: 01902 364 500 Email: info@abloy.co.uk Visit: www.abloy.com
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The key to security and data on the Railways
CLIQ Features & Benefits Key Management & Control Eliminate the risk of lost or stolen keys Greater control of 3rd party access
Smart Management Linking access rights with training and competencies Know when and where people are working
Reporting
Routine and exception audit reports
Geographic Mapping View lock status and asset location
Peace of Mind Approved for government use
Integrations Compatibility with existing command and control systems Full SDK for integration with existing Apps
Ecosystem Applications to integrate with wider existing and evolving Ecosystems
For more information contact: info@abloy.co.uk | 01902 364500 | www.abloy.co.uk wayne.webster@abloy.co.uk | 07827 355840
SECURITY DOORS FOR THE RAIL INDUSTRY ● SPECIALIST RAIL SOLUTIONS - Overground, Underground/TFL, DLR ● REFERENCE PROJECTS - Crossrail, DLR, TFL, EuroTunnel ● BESPOKE SOLUTIONS - Tailored designs to meet project criteria ● INSTALLATION & MAINTENANCE - Qualified, Compliant & Trained Operatives ● TECHNICAL SUPPORT - Consultative advice with complete back up concept to installation
For more details, call our specialised team to discuss your particular project on:
01233 639039 84
sales@sunraydoors.co.uk www.sunraydoors.co.uk
SAFETY & SECURITY
Occupational Health Testing Programmes Dr Simon Davis asks if you should you consider adding point-of-collection testing devices to your occupational health testing programme?
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ccupational health drug testing programmes are an essential part of modern workplaces, protecting the public and workers from the potentially lethal effects of drug and alcohol abuse. Although the need for testing programmes is largely undisputed, the methods used to test workers are still evolving. Traditionally, drug testing programmes required the collection of samples, such as urine, which are sent to a laboratory for analysis. Once the results are reported, appropriate actions are taken if any evidence of drug and alcohol abuse is identified. The benefit of this approach is that the analysis can be performed on highly accurate instruments called Mass Spectrometers. These devices can detect the chemical signature of drugs of abuse down to a few parts per trillion in urine. Also, the chemical fingerprint is highly specific making it unlikely an innocent compound can be misidentified as an illicit drug. This means there is a high degree of confidence in this type of testing programme. Employees can be confident they will not be falsely accused of drug abuse and employers can be confident that results will stand up to legal scrutiny if disciplinary actions are appealed in court.
Are PoCTs the future of drug testing?
Traditional testing requires analysis from high end mass spectrometers.
Despite the benefits, there are two potential problems with the traditional approach. Firstly cost, laboratory analysis is expensive. This may limit the number and frequency of workers that can be tested. It may also limit the number of drugs that the programme can test for. Secondly, and of greater importance, is the lag time between sample collection and reporting of the results. Even when sample analysis is expedited, it takes at least 24 hours before the results are known. Normally, it is two to three days after sample collection before results are reported. During this period, it is possible that a worker who has provided a positive urine sample could continue to drive a train
or operate safety-critical equipment until the laboratory analysis has been completed. For this reason, there is a strong argument to use an onsite testing method that would provide results in minutes rather than days. Instant onsite testing has always been the holy grail of occupational health drug and alcohol programmes. However, this has been difficult to achieve with the accuracy and confidence of the back-to-laboratory approach. To enable onsite testing, there have been many attempts to take the laboratory to the test site. This normally involves creating a testing facility in the back of a van or lorry. However, the very specific requirements of high voltages, stable temperatures, low dust, and vibration environments have meant these attempts have all failed. It is also questionable whether the high accuracy and cost of mass spectrometry are 85
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Rapid low-cost drug testing devices have been available for some time but have met with distrust from workers and unions alike. This has been down to two factors, the lack of familiarity with the technique and concerns about its accuracy. Over the past few years, we have all become painfully familiar with rapid pointof-collection testing devices (PoCTs). These tests are commonly referred to as lateral flow devices and use an immunoassay technique to identify the presence or absence of a protein in the coronavirus. We have all swabbed our noses and throats and sat down to watch with dread for the appearance of the little blue line. Rapid drug testing devices are available that function in the same way as lateral flow devices. The presence or absence of the drug in the sample is, again, determined by an immunoassay technique in the same manner as Covid-19 lateral flow devices. The results are then displayed by the presence or absence of a line, again in the same manner as a lateral flow test.
Dr Simon Davis, BSc, PhD is a Senior Research Scientist at Imperial College London and scientific advisor to Express Medicals.
Tel: 020 7500 6900 Email: workhealth@expressmedicals.co.uk Visit: www.expressmedicals.co.uk LinkedIn: Express Medicals Twitter: @ExpressMedicals Address: 8 City Business Centre Lower Road London SE16 2XB
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necessary for an initial onsite screening. Instead, PoCTs provide a quick and economic method to screen workforces on-site for abnormal results. Such results are reported as ‘non-negatives’. Anyone with a nonnegative result can be suspended whilst a second sample is sent to a laboratory for confirmation testing. This approach is appealing for two reasons. Firstly, anyone who may be abusing drugs and alcohol is immediately stopped from carrying out any safety-critical activities. This removes any immediate risk to co-workers and the public. A suspension is a neutral act under British law, so if the confirmation testing is negative, the worker can be reinstated without any further consequences for the worker or the employer. Secondly, this screening method makes it economically feasible for employers to screen more workers more often. This increases the accuracy of the testing programme and the probability of testing someone in the detection window after they have taken drugs or alcohol.
IMAGE CREDIT: ADOBE
The public is increasingly familiar with PoCTs in the form of lateral flow tests.
Although we are now familiar with PoCT devices, the concerns over accuracy remain. This concern has some basis in fact. Back in 2006/7, the EU published two major studies on the accuracy and use of PoCT devices for the detection of drugs of abuse. These studies, ROSITA-ROSITA 2 and DRUID found that many of the commercially available devices had accuracies of less than 70 per cent. The conclusion of the reports was that poor accuracy made these devices unsuitable for police use or uses that required the results to be legally defensible. These results were disappointing. However, PoCT devices have undergone significant development over the past 15 years. Improvements in immunoassay and wick technology have resulted in game-changing increases in PoCT accuracy. We have been monitoring the performance of PoCT devices at Imperial College over this period. We are now finding the accuracy of a range of PoCT devices is in excess of 92 per cent when identifying true positives (sensitivity) and 97 per cent when identifying true negatives (specificity). The EU studies stated that PoCT devices could be used if their accuracy exceeded 85 per cent. The availability of accurate low-cost PoCT devices now makes it possible to design an occupational health testing programme that includes onsite screening. Even though the accuracy of PoCTs is greatly improved, it is still not as accurate as back-to-laboratory testing. Therefore, non-negative results would still require laboratory confirmation. The combined forces of the Covid-19 pandemic experience and the improvements in device accuracy now mean that all occupational health drug testing programmes should seriously consider the use of PoCTs as an onsite screening tool. They reduce costs, remove the risk of laboratory reporting delays and raise the possibility of increasing the number of tests performed. For more information about using PoCTS in your drug testing regime, get in touch via the contact information below.
Leading Occupational Health provider to the rail industry for 26 years
Take care of your
most valuable assets
RISQS & SEQOHS accredited Same day appointments On-site anywhere in the UK
railpro@expressmedicals.co.uk www.expressmedicals.co.uk/railpro
020 7500 6930 87
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SAFETY & SECURITY
Inputting Detailed Cause Information into SMIS
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We all know that accidents seldom have a single cause. They arise from multiple causes that come together to form a casual chain
herefore, whilst it is often an unsafe act by an individual that is the immediate cause of an incident, there are usually weaknesses in the system that have made that act by the individual more likely. Because of this, the 10 Incident Factors were developed, which are geared towards identifying the broader issues that may contribute to an adverse event. These are now joined by a framework of human performance factors, as set out in the rail industry’s investigation standard, RIS-3119TOM (Figure 1). The best way to see how these elements can help is with a couple of case studies. The Safety Management Intelligence System, known to many as SMIS, is the rail industry's online health and safety reporting and business intelligence software. It collects and provides access to information on thousands of safety-related events that happen each year on the rail network in Britain.
Case study one – freight
GB Railfreight (GBRf) has been inputting detailed cause information into SMIS since January 2019. As the company’s Head of Safety, Stuart Anderson, says: ‘We have been targeting causes of incidents which are linked to our three most common ten incident factor groups: equipment design, risk management and competence management. We have also invested in a non-technical skills programme based on the cause data from our safety events. We want to continue to build on this to enable us to deliver the safest freight working environment for our employees which has a direct link to their wellbeing and in-turn the sustainability of the business.’ What does this look like in reality? GBRf has entered causes for 129 events which have mapped in turn onto 351 causal factors. When the ten incident factors were analysed across all events, the most common categories were infrastructure, vehicles, equipment and clothing (IVEC), competence management and risk management.
Human Factors Framework for Investigations (RIS-3119-TOM)
SMIS cause data becomes richer the deeper you dive into the analysis. For example, when you look at event type, different incident factor categories feature more heavily. So, for SPADs, Competence management is the most prevalent group whilst for slips trips and falls and railway operating incidents IVEC issues are the most common. The detailed cause data in SMIS includes factor descriptions which bring the data to life. Descriptions like: • Train Manager was new in post and had broken periods of mentoring whilst in training due to mentors being used for other tasks. • The rear two wheels of the wagon came off the rails due to compacted sand on the railhead causing the rear wagon to derail.
Case study two – passenger
The Operations Standards team at Greater Anglia has also been inputting cause information for 50 events, with a total of 173 causes. Steven Starling, Operations Standards Manager at Greater Anglia says: ‘Competence management was identified in several incidents due to being unable to travel in the driving cab for assessment during the Covid-19 pandemic, and our simulators being replaced. This resulted in many trainees not having simulator
experience before passing as train drivers. Assessors now follow up assessments carried out via download with one to one socially distanced or telephone professional discussions. Additionally, newly qualified and at-risk drivers are prioritised for simulator sessions on their re-introduction. By introducing this, we achieved a reduction in operational incidents. ‘Vehicle and infrastructure issues highlighted several wrong side door releases that were caused due to the setup of onboard CCTV DOO equipment. The design issue was factored out with support from the manufacturers. ‘We have also acquired support to assist in further developing Non-Technical Skills (NTS). One-to-one coaching sessions are used with high-risk drivers, Driver Managers are being upskilled on their NTS knowledge and are asked how we can better integrate NTS within assessments. The next phase for GA in this journey is to establish a NTS leadership team to implement a structure to further implement the NTS approach.’
Read the full case study at https://www. rssb.co.uk/services-and-resources/case-studylibrary/smis-the-benefits-of-inputting-detailedcause-information 89
WHAT’S THE COST OF LIVING?
zonegreen safe working solutions
The Smart DPPS™: Renowned as the global market leading depot protection system, the SMART DPPS™ delivers physical protection from vehicle movements to rail depot staff whilst providing visual and audible warnings.
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www.zonegreen.co.uk
• Protects staff and equipment • Ensures safe and controlled movement of rail vehicles into and out of the depot • Allows train maintenance operations to be conducted without endangering the safety of staff or damaging infrastructure
Tel: +44 (0)114 230 0822
It is: • Fully configurable, flexible and functional • Proven in use and installed globally • Capable of interfacing with third party equipment including signalling systems. • Adaptable to the safe requirements of the depot info@zonegreen.co.uk
SAFETY & SECURITY
Quality is Key to Depot Safety Maintenance facilities account for 22 per cent of all workforce harm and 23 per cent of workforce fatalities in the last five years, according to RSSB figures
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his impaired health is a huge problem for the industry. The safety board estimates it costs £899 million annually, with 1.3 million days lost to sickness absence. This is twice the national average. Such figures are unsurprising when considering the working environment in maintenance depots – high speed vehicles, high voltage electricity and powerful machinery are just some of the risks staff face every day. So why isn’t there more focus on improving safety standards? Should workers accept that injury (or worse) is part of the job?
Mitigating risks to staff
A Depot Good Practice Guidance Note has been released by the Rail Delivery Group as part of the industries increased focus on depot safety. The guidance sets out that train depots should be a safe place to work, with hazards arising from the operational environment being reduced wherever reasonably practicable with operational and engineering controls. Technology is available that can automate safety procedures, removing manual processes and allowing the safe and effective movement of vehicles. Rail safety specialists, Sheffield-based Zonegreen, have been finding innovative ways to reduce the risks to maintenance staff for the last 25 years. The firm’s Depot Personnel Protection System (DPPS) safeguards workers by using Network Rail approved powered derailers, linked to road end panels that control vehicle movements. Staff log on to the road end panels via RFID tags that record where they are working. Access permission for trains will then only be given if the road is clear. After a derailer has been lowered, a shunt signal shows a proceed aspect, at which point audible and visual warnings are activated to signify imminent danger.
Tried and tested
Quality is the key to ensuring depot protection has a real and lasting impact on the welfare of staff and DPPS leads the way. Zonegreen’s system is tested, during and post-construction, to prove it exceeds the highest regulatory standards and offers unrivalled reliability. At its heart is the concept of ‘distributed intelligence,’ which means there is no master controller or signal point failures. Empty coaching stock movements (predominantly in depots) make up only four per cent of the train service nationally, yet account for almost 20 per cent of SPADs, highlighting the need for derailers to be readily available to provide physical protection to staff. They are required to operate under significant forces when called into action, meaning quality products are essential if reliable results are to be achieved. All derailers provided by Zonegreen are produced to the highest standard, fabricated by coded welders and supported by material certificates. Likewise, its road end panels undergo 3,000 independent checks and by using a local supply chain, the firm has total control of the manufacturing process, whilst minimising its carbon footprint. The result of this commitment to quality is that all DPPS installations meet the performance requirements of SIL 2 – an independent assessment of the relative risk reduction provided by a safety system. This has been achieved by employing standardised hardware and software that has been assessed as a whole system, instead of relying on compliant off-theshelf components and software of unknown pedigree. DPPS is the only depot safety system on the market that is independently certified to comply with the Electromagnetic Compatibility (EMC) standards, which define the frequency range and limit of unnecessary radiation emitted by electrical
devices, preventing interference or similar problems. Its latest RFID panel is also certified by Eurofins to meet the EN standards for radio emissions and railways.
Working worldwide
DPPS is installed some of the world’s most advanced maintenance facilities, including depots serving the metro systems in Dubai, Doha and HCMT in Melbourne, Australia. Zonegreen also works extensively across the UK, and has contributed to high profile projects such as Thameslink, Crossrail and the Intercity Express Programme. The firm will be showcasing its flagship safety system at InnoTrans in Berlin from September 20-23. Visitors will find Zonegreen in the British Pavilion (Hall 2.2) on stand 230G, where they will be able to see DPPS in action and learn about its wideranging capabilities.
Tel: 0114 230 0822 Email: info@zonegreen.co.uk Visit: www.zonegreen.co.uk Twitter: @Zonegreen
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PUT YOUR EMPLOYEES' HEALTH AND WELLBEING IN SAFE HANDS Founded in 1998, the Medigold Health Group is one of the country's most trusted Occupational Health & Wellbeing providers. With over 20 years' experience within the rail industry, we can help you and your organisation with: PTS medicals Train Driver medicals Train Worker medicals Absence management Alcohol & drug testing Employee wellbeing Mental health support COVID-19 services
www.medigold-health.com 92
HEALTH
New Rules on Fit Notes On 10 June 2022, the UK Government introduced new legislation to allow a wider range of health professionals to certify fit notes
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he recent changes to the fit note certification legislation, have been welcomed by many, including the British Medical Association (BMA) and the Society of Occupational Medicine (SOM), but what do they mean for patients and employers?
What is a fit note?
The fit note (or Statement of Fitness for Work) is an official statement provided by a doctor (usually a GP) to patients whom they consider are either ‘not fit for work’ or ‘may be fit to work’ only if certain accommodations or adjustments can be made. They normally include an explanation of a patient’s illness and how this affects their ability to do certain tasks at work. Employees are required to provide a fit note to as evidence if they are absent from work due to sickness or ill health for more than seven days, to allow their employer to pay them company and/or statutory sick pay.
What does the change in legislation on fit notes mean? The new rules mean that from 1 July 2022 in England, Scotland and Wales registered nurses, occupational therapists and
physiotherapists, as well as pharmacists working in general practice and hospital settings, will be able to legally certify and issue fit notes, whereas previously only doctors could do so. Before providing a fit note, practitioners must still conduct a full assessment of a person’s fitness for work, they cannot be issued on request or over the counter. The new legislation does not require employers to make any changes to their company sick pay policies or internal processes. However, organisations should ensure that all personnel responsible for managing employee absence are aware that they may start receiving fit notes from health practitioners other than GPs and that these should be accepted and used in the same way.
Why have these changes brought in?
The new legislation follows previous changes made in April allowing fit notes to now be certified and issued digitally. The Department for Work and Pensions have stated that together these changes will help to streamline the process of obtaining a fit note, reduce pressure on doctors (especially GPs) and ‘support and empower better conversations about work and health between employers and staff.’
What benefits will the changes bring?
The changes to the rules on who can certify fit notes have been accepted as a generally positive move and could offer real benefits for patients and employers, namely ensuring that both parties receive more effective guidance on how to manage their health at work. Gone are the days when doctors were in sole charge of directing patient care, which is more and more frequently now being led by teams of other healthcare professionals, who may actually be much better placed to advise 93
HEALTH
on people’s fitness to be at work. Where a patient has, for example, been under the regular care and treatment of a specialist nurse or a physiotherapist for their condition, these practitioners will likely have a much closer relationship with them and a better understanding of how their health impacts them day to day than would their GP, who may only see them sporadically. They will therefore also likely have a better understanding of the patient’s job role and be able to have more open and constructive discussions with them about their health and work and the activities that they can and cannot do. As such, they will be able to provide much more tailored advice to the patient’s employer about what support they are likely to require to be able to stay in or get back to work than a GP, whose recommendations will in any case often be based on a one-off telephone consultation with the patient or information passed to them by other healthcare professionals who see them more regularly. Especially given the latest reports from the Office of National Statistics which indicate that absence levels are currently at their highest since 2010, these changes will also help to shift the burden of certifying sickness away from already overstretched GPs, who are still struggling to tackle the Covid backlog, and will hopefully help to reduce delays in fit notes being issued.
What potential challenges are there?
Whilst the legislation changes are expected to bring many benefits, they have, understandably, also thrown up a number of questions, the key one being how to ensure that fit notes continue to be used correctly now that more people are able to certify them. The main purpose of introducing the fit note originally was to encourage greater focus on keeping people in work where possible, in recognition both of the fact that illness is not always a barrier to working
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and of the benefits that work can have, in many cases, in supporting a people’s recovery. However, studies have reported inconsistencies in the use of fit notes among GPs and the quality of the advice provided. The SOM has commented that fit notes are rarely used to their full potential and that doctors still tend to opt more for the ‘not fit for work’ option, rather than offering employers sufficient information to help them effectively manage their employees’ health issues and potentially allow them to return to work sooner. Indeed, it remains the case that over a third of fit notes are issued for periods of five weeks or longer, by which time, as the SOM further points out, around 20 per cent of people will never return to the workplace. Some of the reasons cited for these issues include the pressure often felt by GPs to agree to patient demands for a fit note to avoid conflict and a lack of confidence in advising on possible workplace adjustments. During the assessment process, doctors must rely on the information provided by the patient about their job role and work environment, making it difficult for them to know what the employer might consider reasonable or viable when it comes to implementing changes to support an earlier return to work. While other health practitioners may feel more comfortable talking with patients and be able to have better conversations with them about their health and work, it is likely that they will still encounter many of these same issues and this could create even more potential for inconsistency around decisions on sickness certification. Another concern for many employers will be whether they can trust the validity of fitness recommendations issued by health professionals other than GPs. For the reasons discussed above, these concerns are likely to be unfounded. However, it is important to note the stipulations put forward by the BMA that practitioners with the power to certify and issue fit notes should only do so if it is ‘within their professional scope of practice’ and they have been given the necessary skills and training. While the government has said that further training and guidance is due to be issued by Health Education England to reduce any risks in this regard, Medigold Health feels that all of these points serve to highlight the crucial role played by Occupational Health (OH) and reinforce the importance for businesses of seeking specialist OH advice when it comes to making decisions
about how to manage employees’ health at work. Medigold Health supports the SOM’s recommendation that fit note certification should act as a potential referral point to an OH professional. OH clinicians specialise in the relationship between work and health and they have expert knowledge of a broad range of workplaces and industries (and the various pieces of legislation and specific regulations that may be at play) that general doctors and other health practitioners often lack. They also have a much more direct relationship with employers, meaning they have access to all the relevant information from both parties about the employee’s job role and what is and isn’t possible to accommodate in terms of adjustments. Lastly, they are much more practised at striking a balance between the needs of both the employee and the employer, so they can offer more robust advice while minimising any risk of potential litigation. Medigold Health recently hosted a webinar on this topic, hosted by Medigold Health’s Medical Director Dr Gareth Williams and CEO Alex Goldsmith. Gareth and Alex discussed the wider implications of the new legislation and answered questions from the audience. To view the webinar, visit: https://medigoldhealth.org/3Coh5xE. If you would like more information or to discuss how Medigold Health can support you to better look after the health and wellbeing of your business and employees, get in touch via the contact information below. Tel: 0330 390 3370 Email: salesenquiries@medigold-health.com Visit: www.medigold-health.com LinkedIn: Medigold Health Twitter: @Medigold_Health
Railway Electrification Infrastructure and Systems course is back for 2022
Whether you are an expert or a beginner, this unique and well-established course enables you to learn about railway electrification as a system, providing insights into the key requirements and fundamentals of design, integration, and project management.
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You will benefit from lessons learnt from major electrification programmes with the commissioning of Crossrail/Elizabeth line being a good showcase. The course will help you understand the latest technologies and proposals for efficiencies to make electrification more affordable.
Join us 21 – 23 November 2022 at 15 Hatfields, London
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Network with our internationally experienced tutors and members of the railway community both on the course and at a drink’s reception. The course offers you the chance to discuss and get answers to some of the key technical issues you may have. It is the only course in which you will be taught by a variety of industry experts in several subjects covering railway electrification.
To book your place, or find out more, visit:
railwayelectrification.theiet.org
The Institution of Engineering and Technology (IET) is registered as a Charity in England and Wales (No. 211014) and Scotland (No. SC038698). Futures Place, Kings Way, Stevenage, Hertfordshire SG1 2UA, United Kingdom.
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online membership application
www.tbf.org.uk apply now!
ALL ABOUT PEOPLE people working in public transport... ...people like you! In times of need, hardship and distress TBF is here to support its members by helping them to keep the wheels of the public transport industry turning. TBF offers financial and medical benefits, a wide range of complementary and alternative therapies, bereavement grants and welfare advice.
£1.25 a week covers you, your live-in partner and dependent children. www.tbf.org.uk help@tbf.org.uk 0300 333 2000 Transport Benevolent Fund CIO, known as TBF, is a registered charity in England and Wales, 1160901, and Scotland, SC047016.
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TRAM & LIGHT RAIL
The Future of Light Rail James Hammett, Managing Director of UK Tram reveals how to secure a sustainable future for light rail in England, Scotland, and Wales
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hen it comes to success stories, few in recent times can surpass that of light rail. Usage has increased over the past twenty years to the point that, pre-pandemic, 282 million journeys were made in the year up to March 2019. Compared to traditional alternatives such as bus or car, the tram is the preferred solution. Whether it be for speed, convenience, accessibility, safety, or environmental reasons, light rail is the choice of millions. That’s not to say it’s always a smooth ride. The last two years presented a great and unexpected challenge. The Covid pandemic, naturally and understandably, saw passenger numbers decline. Now, thankfully, the sector is moving forward once again, heading calls to enhance connectivity, drive inward investment, reduce congestion, and improve air quality. That’s why, at UK Tram, we are proud to have published A Light Rail Strategy for the UK, a landmark document drawing on expertise from across the sector, to build a compelling case for tramways and similar transit systems while highlighting the benefits that existing networks already deliver. UK Tram is now at the forefront of developments to build for the future with a new strategy, launched with support from Transport Ministers Grant Shapps and Baroness Vere. It highlights the benefits of putting tramways at the heart of this country’s future integrated urban transport networks, forming a coherent and convincing argument for the expansion of the sector across the UK. More than that, it presents a rallying call to unite behind a bold vision for the future. The facts speak for themselves. A light rail corridor is a magnet for employment, housing, education, and leisure. It is, put simply, a catalyst for change and growth. Revitalising local economies, it also makes them healthier, greener and more attractive places to live and work. There are few better ways for any local authority to send out a message that they are committed to improving an area’s public transport, economy, and environment, and building customer and investor confidence, than by working towards the development of light rail, a network of arteries invigorating urban areas. That’s without the hundreds of
jobs provided by the light rail system itself. A Light Rail Strategy for the UK sets out a clear programme of initiatives to reduce the cost and complexity of future projects whilst driving cross-sector partnerships. It reveals how, with closer collaboration between sector stakeholders to drive innovation and best practice, light rail can further cement its position in the fabric of the country. Of course, the light rail sector is everchanging, and it is incumbent on UK Tram to be at the forefront of developments to create an even more efficient passenger experience. Over the next three years, as well as the continued daily support and assistance to our members and the industry, we will be targeting key areas for the expansion of this hugely important, economically, socially, and environmentally vibrant sector. That means reviewing the proposals for new light rail schemes and extensions to existing networks and supporting the most viable ones towards implementation. At the same time, we will be supporting the Light Rail Safety and Standards Board and the continued improvements of safety in the industry, as well as looking to reduce our industry’s carbon footprint. Light rail would be nothing without the people who work in the sector and so we are also working to increase career pathways whilst improving diversity and inclusion. With rail systems nearing ‘turn up and go’ levels, UK Tram is working with its European partners to explore the future of autonomous trams in urban transport, potentially driverless and able to recognise obstacles and respond to signals. It is a move based on the ever-present need for passenger efficiency, reduced carbon emissions, and modern, quick and clean travel corridors for both people and developers. Ecommerce is another case in point. At present, a lot of freight is carried via road haulage, and yet light rail offers excellent opportunities to connect ecommerce distribution centres with collection hubs, again reducing emissions and road congestion. Increasingly important to remember also that the light railway solution is a green solution. According to Public Health England, up to 36,000 deaths a year are attributable to human-made air pollution.
Traffic is one of the most significant sources of poor air quality in urban areas, brought about not just by the use of fossil fuels, but also brake and rubber particulates. Additionally, light rail providers are increasingly seeking to ensure that the source power supply is based on renewable energy, for instance the power supply to Manchester Metrolink trams and stops is 100 per cent from renewable sources. We understand that developing and promoting light rail systems is a timeconsuming and resource-hungry process, which is why we are working closely with the Department for Transport to assist and give confidence to those investigating the viability of heading down the light railway route. Recent changes to the Treasury’s business case guidance stress that weight should be given to the strategic case for investment, supporting societal objectives alongside environmental ones. At the start of this article, I mentioned the Covid pandemic. An unprecedented national and international crisis, with deep repercussions on seemingly every level, like so many other industries recovery has been our immediate focus. Yes, it has been a difficult time, but now, as evidenced with the launch of the Light Rail Strategy, we are presented with an ideal opportunity to move forward and grow the industry, putting light rail at the heart of the country’s economic recovery and helping to meet challenging carbon net zero targets. Dynamism, agility, and responsiveness are at the heart of all we do as we rise to every new challenge in the industry. Our Strategy for the Future of Light Rail, which can be downloaded from the UK Tram website, will also help us to continue to do what we do best – building partnerships to help drive a bright future for the sector.
James Hammett is the Managing Director of UK Tram and oversees the Boards requirements in the operation of the trade body for Light Rail in the UK.
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PIONEERS IN VERY LIGHT RAIL
OVER 30 YEARS OF EXPERIENCE | 125 PROJECTS IN 12 COUNTRIES Transport Design International (TDI) is an award winning innovative transportation solutions provider. Specialist designers, engineers and manufacturers of cutting edge vehicles with the very latest technology in light-weighting (VLR/LRT), disruptive propulsion systems and zero-emissions battery hybrids.
CONTACT E: info@tdi.uk.com M: +44 (0)24 7527 1831 www.transportdesigninternational.com
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INNOVATION
TDI and the Very Light Rail Story Five things you need to know about the designer and manufacturer behind 21st Century’s most impressive Very Light Rail (VLR)
designed for a clean Carbon Zero future that will meet the high expectations of today’s passengers, by providing a safe environment that allows passengers to carry on with their communications in this new digital world.’ – Shaun O’Brien, Commercial Director for TDI. Lync VLR has a spacious and innovative design both in the interior and exterior configuration of the vehicle and can be adapted to both rail or road applications.
Very Light Rail has been 35 years in the making
‘This is proof of the great innovation that can and will take place when boundaries are pushed, radical ideas are encouraged and adequately supported, and strong collaborations across the transport sector are established and fostered.’ – Luisa Moisio, RSSB
Midlands is the birthplace of VLR
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Revolution VLR at its purpose-built facility in Ironbridge
ransport Design International (TDI) is the company spearheading Very Light Rail (VLR). The story of VLR began over 35 years ago and has evolved from the design and development of Vectus Personal Rapid Transit vehicle, to the highly acclaimed Revolution VLR and Urban VLR vehicles it manufactures today. TDI specialises in the design and innovation of cutting-edge vehicles with the very latest technology in light weighting (VLR) and EV drive systems.
Urban, rural and branch lines
At a glance, few people realise that Revolution Very Light Rail (RVLR) and the Coventry Very Light Rail (CVLR) have developed from the same product, TDI's Vectus vehicle. The Revolution VLR train was adapted to serve existing branch lines and rural applications. With platform height functionality it is suitable for ‘last
mile’ transport solutions connecting rural and suburban communities to urban hubs. In contrast, the Coventry VLR tram, was developed to meet the needs of Coventry’s urban commuter environment, specific to the city requirements of Coventry. The compact size gives ability to negotiated tight corners with the full functionality of a conventional tram. For both vehicles, their much lighter weight means infrastructure demands and costs are greatly reduced. TDI have had considerable international interest in their VLR products and are currently working on their next generation urban vehicle Lync™ VLR, an exciting new addition for the future. ‘Lync’s thoroughbred credentials emanate from 35 years of TDI innovation in the field of Very Light Rail. This next generation vehicle is
Transport Design International, is a Midlands based company operating out of their head office in Stratford-UponAvon. Both, Coventry VLR and Revolution VLR vehicles were built by TDI at their Local Manufacturing Centre (LMC) at Long Marston Rail Innovation Centre in Warwickshire.
TDI's Revolution VLR and Coventry VLR vehicles at Long Marston
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INNOVATION
TDI Winners of Made in Midlands Automotive, Aerospace and Rail Award 2022
TDI recently won the prestigious Made in Midlands Award for their work with Revolution VLR. ‘We are delighted that Transport Design International has won this prestigious award. It recognises the ground-breaking achievement in bringing the innovative Revolution Very Light Rail vehicle from concept to reality. It has been a great team effort and we look forward to working together in the next phase of the programme to build on strong market interest by securing production orders.’ – Tim Burleigh, Eversholt Rail. The award reflects a wider recognition for TDI in the design, engineering and manufacture of Very Light Rail in the Midlands and highlights the increasing economic importance of this technology within the rail sector. TDI was also Highly Commended at Modern Railway’s Rail Innovation Awards in July 2022 for its work on environmental and sustainability initiatives with RVLR. The use of the local supply chain in the manufacturing process invigorated the regions levelling-up programme. Very Light Rail transport solutions, provide an alternative economic model for developing the rail network and supporting modal shift from road to rail.
VLR supports local supply chains
TDI set up its first manufacturing site in the Midlands, supporting jobs and commerce 100
The TDI team during the CVLR build at their manufacturing site at Long Marston
in the local community and accelerating SME growth. This model of using local manufacturing centres is an integral part of the build process for TDI. This allows TDI to deploy its ‘create local – deliver local’ philosophy in regional hubs where the local economy can benefit from their own VLR rail investment. The supply chain for Revolution VLR and Coventry VLR used up to 70 per cent of national and local suppliers, within a 50 kilometre radius of TDI’s Local Manufacturing Centre in the Midlands. Integration and resource upskilling, including increased apprenticeships with local colleges/universities is part and parcel of TDI Design and Engineering. Thus, creating an economically sustainable environment for material resourcing, and providing jobs and security in the local community. Very Light Rail is quicker to deploy than heavy rail. The Revolution VLR Demonstrator vehicle was moved to a purpose-built facility at Ironbridge in September 2021 where it is undergoing further testing. The Ironbridge site supports stakeholder events and showcases the vehicle in a line-reopening context, with over 300 stakeholder visits to date. Ironbridge, demonstrates the possible speed of deployment for a Revolution VLR based solution. The first track inspection took place in February 2021, subsequent track remedial work and the build of a
new platform and station buildings were completed in six months, with the entire site launched in September 2021.
VLR has Zero-Carbon Emissions
Sustainability in its widest sense has been at the heart of the VLR programme for TDI. To create a compelling proposition that will encourage modal shift to rail, any Very Light Rail whole-system solution must be both environmentally and economically sustainable. The need for economic sustainability has been highlighted in the Williams-Shapps Plan for Rail and the Department for Transport’s recent Transport Decarbonisation Plan, and there is a clear Government commitment to drive decarbonisation and transport improvements at a national and local level. TDI has made quantifiable carbon reductions a fundamental part of the design and manufacture of their VLR vehicles, ensuring RVLR has zero-carbon emissions when operating at speeds below 20mph. Delivering substantial noise reduction in built up areas is also an important factor to consider and RVLR runs at less than 80 decibels when operating in pure EV mode.
Tel: 024 7527 1831 Email: info@tdi.uk.com Visit: www.transportdesigninternational.com
GRP Access Solutions.
Getting him through his working day. Safely. www.steponsafety.co.uk
01206 396 446
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SPOTLIGHT
British Transport Police Policing Britain’s railways, the British Transport Police serve rail operators, their staff and passengers across the country
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he BTP is split into three divisions covering London and the South East of England, The Pennines, Midlands, South West and Wales, and Scotland. Their mission is to protect and serve the railway environment and its community, keeping levels of disruption, crime and the fear of crime as low as possible. BTP employs 3,123, police officers, 233 PCSOs (Police Community Support Officer), 306 special constabulary officers and 1,452 police staff. Due to Covid-19 related travel restrictions, the rail network experienced a significant reduction in passenger numbers. At the start of the third national lockdown in January 2021, Network Rail and Transport for London (TfL) managed stations saw just 15-20 per cent of normal passenger use. This reduction in passengers resulted in a change in demand on the Force in terms of crime. In the initial stages of the pandemic crime levels were extremely low (around 30 per cent of previous levels) but returned to near normal levels in late 2020 (around 80 per cent of previous recorded crime). Targeted intelligence-led deployments and proactive policing operations under Operation Viking and Operation Engulf to deter, disrupt and detect violent crime, resulted in a 29 per cent reduction in these types of crimes. These operations, together
with other crime prevention tactics, such as the deployment of knife arches, contributed to an increase in the number of weapons seized by 13 per cent (752 during 2019/20 compared with 851 during 2020/21). During 2020/21, BTP officers and PCSOs intervened in 25,997 cases involving vulnerable people. This included identifying and safeguarding children and young people, responding to people in mental health crisis and dealing with domestic abuse, stalking and harassment.
National Strategies
Every three years BTPA sets out medium and long-term objectives for the British Transport Police in a Strategic Plan. This is in addition to the annual policing plans, which cover objectives for the threeyear period from the date of the plan’s publication. In 2020, a decision was made to extend the 2018-2021 BTPA Strategic Plan for an additional year to 2022, due to the current Covid-19 Pandemic. You can read more about the strategic plans in the British Transport Police Association section.
Moving the Needle
In 2020 BTP launched the Moving the Needle action plan, setting out its commitment to tackle racism and unconscious bias and make BTP a fairer more inclusive police force. Moving the
Needle is an ambitious, wide-ranging plan which has been drawn up through discussion with a cross section of the Force’s employees.
KEY PERSONNEL Chief Constable: Lucy D’Orsi Deputy Chief Constable: Adrian Hanstock Assistant Chief Constable: Charlie Doyle Assistant Chief Constable: Sean O’Callaghan B Division – Chief Superintendent: Martin Fry C Division – Chief Superintendent: Allan Gregory D Division – Chief Superintendent: Eddie Wylie Head of Corporate Communications: Allison Potter Drake Director of Finance and Commercial Services: Tracey Martin Director of Strategy and Change: Simon Downey CONTACT INFORMATION Address: Force Headquarters, 25 Camden Road, London NW1 9LN Tel: 0800 40 50 40 Email: first_contact@btp.pnn.police.uk Visit: www.btp.police.uk
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RIA Annual Conference 2022 Growing rail in a year of transition 10 and 11 November
Park Plaza Riverbank, London
2-day conference with keynotes, interview sessions and panel discussions. Confirmed speakers include Andrew Haines, Chief Execu�ve, Network Rail and John Larkinson, Chief Execu�ve Officer, ORR Conference host: Sameena Ali-Khan, Television presenter and Journalist Evening programme includes networking drinks, dinner and entertainment!
Scan the QR code to register today Or visit: riagb.org.uk/AC22 104
SPOTLIGHT
British Transport Police Authority The British Transport Police Authority (BTPA) is responsible for ensuring an efficient and effective police force for the railways
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ith the passing of the Railways and Transport Safety Act 2003, the BTPA was established to oversee the British Transport Police (BTP), review its performance and allocate funding for its budget. It also deals with complaints, recruitment, and managing relationships with the rail industry. The Authority is responsible for setting objectives for British Transport Police (BTP) before the beginning of each financial year. The BTPA announces these objectives, as well as its strategic direction and performance review of the Force by publishing its annual Policing Plan, Strategic Plan and its Annual Reports. The Policing Plan contains the Force’s priorities for the year and the financial resources expected to be available to deliver the plan. The Strategic Plan sets out the Authority’s medium and long-term strategies for policing the railways. At the end of each financial year, the Annual Reports cover the policing of the railways in that year. The BTPA is also responsible for recruitment of Chief Officers and BTP senior Directors.
Strategic Plan 2022-2027
BTPA will concentrate on crime prevention and safeguarding to reduce the likelihood of people coming to harm on the railways by prioritising: • Crime prevention by design, target hardening the railway environment to deter volume crime and anti-social behaviour. • An evidence-based approach to tackle each priority crime type, taking learning about
what works into how we police the railway. • Developing effective control strategies to tackle threat and harm. • Partnership with wellbeing agencies to protect those most vulnerable to harm or exploitation. • Maximise opportunities throughout the criminal justice system to increase positive judicial outcomes and deter offenders from using the rail network. • Visible policing targeting crime hotspots to provide reassurance to the public and rail staff. BTPA will deliver a Counter Terrorism capability to play its part in keeping the underground and rail network safe. It will do this by targeting crime that is most harmful to the public, rail staff and the community, including serious and organised crime and exploitation. BTPA will also address the under reporting of sexual offending by making it easier for people to make reports and giving them confidence that those reports will be taken seriously.
Funding and budget
As well as billing the rail industry for the costs of running the BTP, the BTPA determines the budget of the police force and oversees large financial projects. The Authority maintains the accounts of BTP and has them audited each financial year. For 2021/22 the BTPA set a core policing budget of £328.1 million for policing Great Britain’s railways. A total of £255.5 million has been allocated to overground rail services and £72.6 million for London Underground.
Police Service Agreements
The BTPA enters into Police Service Agreements (PSAs) with TOCs and FOCs, PSAs require payment from the train companies to the BTPA in exchange for the policing of the railway and associated property. When a new rail franchise is awarded by the Department for Transport, the winning company is usually required to enter into a new or existing PSA with the BTPA.
KEY PERSONNEL Chairman: Ron Barclay-Smith Deputy Chairman: Andy Cooper Chief Executive and Accounting Officer: Hugh Ind Chief Financial Officer, Deputy Chief Executive and Treasurer: Sarah Mcgarel Communications Manager: Katie Stanton Member Engagement Manager: Raquel Cortes CONTACT INFORMATION Address: Ivason House, 8a London Bridge St. London, SE1 9SG Camden Street, London NW1 0EG Tel: 07900 394397 Tel – Media: 0300 123 9104. Email: general.enquiries@btpa.police.uk Visit: www.btpa.police.uk
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Discover how industry, with support from RSSB, is keeping Britain’s railways safe Download RSSB’s Annual Health and Safety Report 2021/22 which reviews the health and safety performance of the year, looks at the lessons that
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passenger and workforce fatalities in train accidents
public fatalities at other locations
15 trespassers, 8 using level crossings
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can be learned, identifies emerging risks, and outlines what the industry is doing to improve health and safety on Britain’s railways.
workforce fatalities
160
%
increase in passenger journeys Compared with 2020/21
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passenger or public fatality in stations
261
suicides or suspected suicides
Download the full report at: rssb.co.uk/AHSR
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SPOTLIGHT
Rail Safety and Standards Board
The RSSB (Rail Safety and Standards Board) is an independent body, working with its 88 member companies to drive improvements in the British rail system
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rawing on experience and expertise from across the sector, it brings all aspects of light rail safety under one roof while providing a central resource where colleagues can access the latest guidance and standards documentation. Its role is to help the rail industry continually improve its health and safety performance in order to reduce risk to rail employees, passengers and the public at large. RSSB does this through developing standards, providing analysis and insight to health and safety data, carrying out research, promoting sustainability principles, and facilitating the industry’s technology strategy. • RSSB’s strategic priorities are: • Supporting healthy and safe collaboration and informing industry decisions to reduce risk and harm. • Supporting enhanced performance and efficiency updating standards, modernising systems, informing and enabling innovation. • Supporting the application of sustainability principles RSSB members include Network Rail and other infrastructure managers, all the train operating companies (TOCs), all the freight operating companies (FOCs), rolling stock leasing companies (ROSCOs), infrastructure contractors, and suppliers.
Sustainable Rail Executive (SRE) by RSSB
The SRE is a pan-industry group of rail industry leaders, committed to sustainability leadership who will be responsible for a new Sustainable Rail Strategy. The group will oversee and promote the development of an ambitious, affordable, and coherent sustainability programme to make rail the leading mode of sustainable transport. SRE’s representatives are drawn from: Chiltern Railways by Arriva, Crossrail, Department for Transport, DB Cargo, Eversholt Rail, HS2, Network Rail, Office of Rail and Road, Rail Operations Group, Rail Delivery Group, Rail Freight Group, Railway
Industry Association, RSSB, Siemens, Transpennine Express.
Five-year plan
On 4 April 2019, RSSB published its 20192024 Business Plan, outlining how it will work over the next five years to support a safer railway into Control Period 6 (CP6) and beyond. Setting out how RSSB will meet a range of industry priorities and challenges to put passengers first, the plan focuses on the crucial areas of safety, health and wellbeing, sustainability, efficiency, innovation and the future post-Brexit.
RISAS and RISQS
RISAS is the Railway Industry Supplier Approval Scheme. It ensures that suppliers of critical products have the appropriate systems, processes, competence, resources, facilities and procedures. Companies undergo a challenging assessment by a Railway Industry Supplier Approval Body (RISAB). The assessment involves on-site interviews and evaluations to get proof that the company can meet the standards expected. A successful assessment leads to the award of a RISAS certificate. This is evidence that an independent, robust, rigorous and transparent assessment of the supplier has taken place, by experts. These details are added to the RISAS website which holds a searchable database of companies who hold RISAS certificates and details the products and services they cover. RSSB manages the scheme on behalf of the rail industry providing its profile and governance. RSSB also accredits the RISABs.
RISQS
RISQS is recognised and supported by the rail industry as the most effective means of deriving assurance and managing supply chain risk. It gives the industry’s 100-plus buyer members the assurance to do business with confidence with 4,000 supplier members. It’s an open, fair and transparent way for them to be formally recognised as capable providers of products and services to the GB rail market, on a smart, quick, easy web-based platform. Suppliers can be
audited once via RISQS for their capabilities avoiding the need for them to be subjected to multiple, duplicate auditing from different buyers.
CIRAS
CIRAS is an independent, not-for-profit confidential reporting service, funded by its members. Its ambition is to improve the health, safety and wellbeing of staff and passengers across the transport sector. Transport workers can get in touch and CIRAS listens to their concerns in complete confidence. CIRAS raises the concern with the relevant company and sends the response back to the person who raised the concern so that they know what action has been taken. CIRAS members use the intelligence they receive from reports to reduce risk, improve safety and wellbeing, and foster a positive safety culture. CIRAS also works with its 2,000-strong member community to share learning and good practice. Starting out as a charity working with one train operator over 20 years ago, today CIRAS members span construction, transport operators including bus, light rail, tram, urban metros and mainline rail, and the transport supply chain. CIRAS is part of the RSSB Group.
KEY PERSONNEL Chair: Mike Brown Chief Executive Officer: Mark Phillips Chief Financial Officer: Hannah Kingsley Chief Operating Officer: Johnny Schute CONTACT INFORMATION Address: The Helicon, 1 South Place, London EC2M 2RB Tel: 020 3142 5300 Email: enquirydesk@rssb.co.uk Visit: www.rssb.co.uk
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Asset Management Specialists ACCESS SOLUTIONS
ASSET INSPECTIONS
Earthworks
WE COLLABORATE
Rope Access
Structures
WE INNOVATE
Underwater
Drainage
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T: 01543 411994 E: info@geoaccess.co.uk www.geoaccess.co.uk
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SPOTLIGHT
Rail Accident Investigation Branch
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The Rail Accident Investigation Branch (RAIB) independently investigates accidents to improve railway safety, and inform the industry and the public
ord Cullen’s inquiry report on the Ladbroke Grove rail accident in 1999 recommended the creation of an organisation to independently investigate railway accidents to improve safety. RAIB became operational in October 2005 as the independent body for investigating accidents and incidents on mainline railways, metros, tramways and heritage railways throughout the UK. RAIB employs inspectors and principal inspectors with either a professional railway or investigation background and gives them extensive training in railway operations, railway engineering and investigating. Including the inspectors and the team who provide essential business support, RAIB has a total staff of 44 people. Investigations are focused solely on improving safety. RAIB are not a prosecuting body and do not apportion blame or liability. Possible breaches of legislation are dealt with by other organisations, usually the police and safety authorities. RAIB’s responsibilities are: • To investigate causes of railway accidents and incidents where it believes investigation will bring safety learning to the industry. • Identify the factors that may lead to a similar accident or make the consequences worse. • Highlight gaps in the railway industry’s safety defences that are revealed during investigations. • Make recommendations to prevent the same thing happening again. • Increase awareness of how railway accidents happen and cooperate with other investigation organisations nationally and internationally to share and encourage good practice. Whenever RAIB investigates, it publishes the results as an investigation report. RAIB also produces safety digests that highlight learning points which have emerged from the preliminary examination of an event. RAIB investigates accidents and
incidents which occur on the UK main line networks (Network Rail and Northern Ireland Railways), London Underground, other metro systems, tramways, heritage railways and the UK part of the Channel Tunnel. Operators of these types of railway and tramway have a duty under the law to notify RAIB of some types of accidents and incidents. RAIB monitors operations on the major networks through various industry reporting systems and has the legal power and discretion to decide to investigate any event that occurs on a system that is within its scope, not just those that it is notified of as a requirement. RAIB recognises the continuing efforts of the Office of Rail and Road and Network Rail to radically alter the way that track maintenance activities are delivered, with a fundamental move away from working on lines that are still open to traffic and reliance on warnings provided by lookouts (so called red zone working). Some events on the main line railways that result in death or serious injury will not be investigated by RAIB (and in some cases they do not have to be notified to RAIB). There are two main reasons why this may happen. In many cases, from the information available at the time, it appears that the person concerned has deliberately trespassed or otherwise put themselves in harm’s way. If RAIB is satisfied, after making enquiries, that although an accidental sequence of events has resulted in tragic consequences, there are no safety lessons to be learned, RAIB will not investigate further.
RAIB priorities
As it is based in operational centres in Derby and Farnborough, RAIB is able to respond quickly to accidents in any part of the UK. RAIB prioritises: • Continued delivery of high-quality investigations and the dissemination of timely and effective safety learning. • Working with other railway accident investigators in the UK to share good
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practice and to help improve the quality of investigations throughout the industry. The active exploration of new ways of working with the other transport accident investigation branches to promote improvements to its effectiveness, efficiency and resilience, whilst also safeguarding RAIB’s functional independence in the selection and conduct of investigations. To review and revise RAIB’s documented working arrangements with British Transport Police and the Office of Rail and Road. Continuing to improve how RAIB manages investigation data. Continuing to explore ways of communicating RAIB safety learning in a way that better meets the needs of stakeholders (including the use of social media). Working to improve information exchange with railway accident investigation bodies in Europe and beyond. Forging new working relationships with the rail industry and academia. A fresh examination of the way RAIB recruits and develops its talent to promote greater inclusion, and improve the diversity of its team.
KEY PERSONNEL Chief Inspector of Rail Accidents: Andrew Hall CONTACT INFORMATION Tel: 01332 253300 Email: enquiries@raib.gov.uk Visit: www.raib.gov.uk Address: The Wharf, Stores Road, Derby DE21 4BA
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SPOTLIGHT
Light Rail Safety and Standards Board Established in 2018, the Light Rail Safety and Standards Board (Light Rail SSB) is committed to further improvements to what is already one of the safest forms of public transport
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rawing on experience and expertise from across the sector, it brings all aspects of light rail safety under one roof while providing a central resource where colleagues can access the latest guidance and standards documentation. In a report published in 2022 on the organisation’s work to date, the Office of Rail and Road (ORR) said the Light Rail SSB is adding value to the light rail sector and supporting continued improvements in managing safety. In assessing whether the Light Rail SSB is on track to deliver Rail Accident Investigation Branch (RAIB) recommendations that followed the fatal Sandilands derailment in 2016, the regulator also found that the organisation is providing guidance and tools to improve the sector’s understanding of risk. At the heart of this approach is the development of an Integrated Risk Management Framework that has been developed in partnership with key stakeholders, including its members and statutory organisations such as the ORR. It also incorporates a series of interconnected projects that run in parallel with each other to deliver a comprehensive platform that is already making a significant contribution to light rail safety. Key elements of the framework include the continued development of a Tram Accident and Incident Reporting (TAIR) database, a pioneering online reporting system aimed at enhancing tram safety. As well as the integration of the ORR’s Risk Management Maturity Model (RM3) into the light rail sector. Whilst all tramway and light rail services have different challenges and potential hazards, the TAIR database enables them to add their own data to the platform and contribute to the most comprehensive risk management tool developed for the light
rail industry in the UK. With strong support from across the wider light rail community and funding from the Department of Transport, the LRSSB is also taking the lead on numerous research projects. These initiatives have been fully incorporated within a sector-wide Risk Model and the introduction of new Bowtie Risk assessment database. Combined, these projects provide a continual development cycle that progressively drives down industry risk to as low as reasonably practicable (ALARP) levels. LRSSB continues to support research and development projects in a number of important areas in particular in technology providing obstacle detection and avoidance systems. The initial results are promising for the UK light rail sector as the technology is now being utilised in Europe. LRSSB is structured by the LRSSB Board which consists of the Chief Executive Officer (CEO), Non-executive Chair, 4 Bon-executive Directors, the Managing Director of UKTram and an ORR Observer. In May 2020, LRSSB appointed a new Chair, Sue Byrne, and a new CEO, Carl Williams, in October 2020. The current management structure of LRSSB consists of a CEO, Administration Manager and Safety and Assurance Manager, with the intention to recruit further posts in safety engineering and data analysis. LRSSB has also been supported by UKTram colleagues during the year.
Case study
In Spring 2022, LRSSB was invited by Transport for West Midlands (TfWM) and Midland Metro Alliance (MMA) to conduct a compliance review of their processes against the Railways and Other Guided Transport Systems (Safety) Regulations (ROGS) to help ensure a safe and smooth handover of the multi-million-pound extension to West Midlands Metro to the operator, West Midlands Metro. MMA utilised LRSSB’s BowTieXP
software system to develop a comprehensive database of assessments as it prepared for the opening of extensions to Edgbaston Village and Wolverhampton Railway Station. Named after the shape of graphics to illustrate its core principles, BowTie contains eight elements: hazard, top event, threats, consequences, preventive barriers, recovery barriers, escalation factors and escalation factor barriers.
KEY PERSONNEL Chairperson: Sue Byrne Chief Executive: Carl Williams Administration Manager: Erica Pearson Safety Assurance: Mark Ashmore Head of Engineering Safety & Innovation: Craig O'Brien Head of Commercial: Jamie Swift CONTACT INFORMATION Email: info@lrssb.co.uk Visit: www.lrssb.org Address: LRSSB, 16 Summer Lane, Birmingham, B19 3SD
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SPOTLIGHT
Strathclyde Partnership for Transport (SPT) Strathclyde Partnership for Transport (SPT) is the Regional Transport Partnership for the west of Scotland
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he Greater Glasgow Passenger Transport Executive (GGPTE) was created in 1972 to oversee all suburban railways in the Glasgow area. In the 1980s it was replaced by the Strathclyde Passenger Transport Executive (SPTE). In 1996, the Executive was reincorporated as a body consisting of councillors drawn from the twelve Council Areas which succeeded Strathclyde Region. In 2006 Strathclyde Passenger Transport Executive (and Authority), along with the WESTRANS voluntary regional transport partnership, was replaced by the Strathclyde Partnership for Transport. It is part of the transport framework created by the Scottish Government, which is made up of a national transport agency, Transport Scotland, and seven Regional Transport Partnerships. As part of this reorganisation SPT gained responsibility of the region’s transport planning; analysing all travel needs and developing the transport system for now and the future. SPT is the largest of the seven regional transport partnerships. SPT’s role involves planning and delivering transport solutions for all modes of transport across the region, in conjunction with member councils and industry partners. It runs the Glasgow Subway, a host of specialist bus services and is responsible for delivering public transport. The Partnership consists of 20 elected members representing the twelve constituent authorities in the west of Scotland and between seven and nine appointed members. In March 2021 the Chair and Vice-Chairs of SPT presented a proposal to evolve SPT into ‘Transport for Strathclyde’, a more powerful authority in control of one network across the region. It called for a new parliamentary Bill to empower the body and a ‘public transport social contract’ with the public which guarantees access to work, health, education and recreation – ‘without breaking the bank or planet’.
Rail
Glasgow has the largest network of suburban railway lines in the UK outside of London. SPT is no longer involved in the everyday operation of the rail network. The rolling stock was operated on behalf of SPT by First ScotRail (also part of FirstGroup) until March 2015, since April that same year Abellio ScotRail has operated rail services under the ScotRail brand.
Subway
The Glasgow Subway is the only underground metro system in Scotland. Originally built for the Glasgow District Subway Company, the railway first opened in 1896. The Subway is generally recognised as the world’s third oldest underground railway, after London and Budapest. And the only one that has never been expanded from its original route. The Subway forms a circle in the centrewest of Glasgow and carries 13 million passengers each year. The entire route is underground, contained in twin tunnels, 15 stations are distributed along the route length of over six miles. Eight of the stations are north of the River Clyde which dissects the circular route. In 1977, Greater Glasgow Passenger Transport Executive closed it for major modernisation works. The railway in its present form reopened for operation on 16 April 1980. Now part of SPT, the railway is one of the few in the UK remaining in public ownership and is ‘vertically integrated’, which means SPT’s responsibility covers all aspects of operation and infrastructure. In 2016, SPT took a significant step forward in improving its Subway and is currently undergoing its biggest modernisation programme in more than 30 years. A £288 million funding package for the work is being supported by the Scottish Government. As well as the new trains, the Subway’s signalling equipment, control systems and control centre will all be replaced, and the upgrade will include
new platform screen doors. Glasgow Subway modernisation continues at a rapid pace. Having now completed all 15 stations including two city centre flagship stations all with the intent to; improve accessibility, introduce more smart technology ticketing, and provide a fresher look to its stations, all while minimising disruption. The SPT is passionate about its commitment to reducing its carbon footprint through finding ways of adopting sustainable policies and practices where possible. Work is ongoing across SPT to identify measures to improve energy efficiency, reduce water consumption and minimise waste. The SPT also have a JourneySharing community, helping commuters connect where they have similar journey details to save money, and reduce CO2 emissions. Once the modernisation plan is complete, and it has been fully tested, the Subway will move from its current partially automatic trains to Unattended Train Operations (UTO). SPT administers a range of integrated travel tickets, such as ZoneCard, Roundabout and Daytripper giving discounted fares on buses, trains, ferries and the Subway.
KEY PERSONNEL Chief Executive: Valerie Davidson Director of Finance: Neil Wylie Director of Subway: Antony Smith CONTACT INFORMATION Address: 131 St Vincent Street, Glasgow G2 5JF Tel: 0141 332 6811 Email: enquiry@spt.co.uk Visit: www.spt.co.uk
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SPOTLIGHT
Office of Rail and Road The Office of Rail and Road is a non-ministerial government department and is the independent economic and safety regulator for Britain’s railway
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he Office of Rail and Road (ORR) is responsible for protecting the interests of rail users now and in the future. ORR does this by holding Network Rail (and in future Great British Railways) to account and keeping the railway safe by regulating the rail industry’s health and safety performance. It also holds HighSpeed1 Ltd (HS1) to account and makes sure that the rail industry is competitive and fair. ORR holds National Highways to account for its performance and efficiency, and it has economic regulatory functions in relation to railways in Northern Ireland and the UK section of the Channel Tunnel.
Keeping Britain’s railway safe
Britain has one of the safest railways in Europe for passengers and workers. With more than 100 HM Railway Inspectors dedicated to keeping every railway safe – from the mainline network, London Underground to light rail, trams, and the heritage sector – ORR works with the rail industry to identify, assess, and manage safety issues. Inspectors are out on the network every day ensuring all train and freight operating companies and Network Rail manage passenger and workforce health and safety risks appropriately. ORR also offers advice, guidance and conducts research to promote continuous improvement. ORR’s inspectors carry out investigations into breaches of health and safety law on the railway and take both informal and formal enforcement action, and as a last resort, ORR can prosecute a company for health and safety failings when things go wrong.
Holding Network Rail and HS1 to account The railway network needs to be run for the benefit of the whole country. ORR oversees Network Rail (and in the future Great British Railways), holding it to account for its performance and service – overseeing whether it is delivering value for money – for passengers, the freight industry, and taxpayers. As part of this, ORR monitors Network Rail’s train punctuality performance and
upkeep of rail assets. ORR is also responsible for determining operator access when disputes arise between Network Rail and operators. As outlined in the Williams-Shapps Plan for Rail, the role of Network Rail is changing through rail reform. ORR’s role will adapt to reflect these changes and ensure ORR remains a strong independent body overseeing Great British Railways. This is essential to maintaining accountability, transparency, and efficiency across the network. ORR also holds HS1 to account for the performance of its railway for train services, upkeep of the network and that it meets its efficiency targets. ORR is working with the French rail regulator Autorité de Régulation des Activités Ferroviaires (ARAF) to promote competition, full transparency, and fair access to the Channel Tunnel. ORR works to ensure that rail markets are competitive and fair – for passengers, freight customers, railway operators and taxpayers. ORR does this by integrating its economic, competition and consumer functions and powers.
understanding of Britain’s railway. The trustworthiness, quality and value of ORR statistics are overseen by the UK Statistics Authority’s regulatory arm – the Office for Statistics Regulation.
ORR IN BRIEF ORR regulates Network Rail including setting the targets it must achieve and reporting regularly on its performance. ORR also regulates health and safety standards and compliance across the whole rail industry. It oversees competition and consumer rights issues – driving a better deal for rail passengers and taxpayers. ORR regulates the HighSpeed1 link to the Channel Tunnel. ORR also holds National Highways to account for its performance and efficiency against government set targets.
ORR and consumers
For consumers, ORR plays a key role in improving the rail passenger experience for which it has regulatory responsibility, taking prompt and effective action to improve the service that passengers receive where it is required. ORR also sets guidance on the standards train and station operators must meet on assisted travel. They do this through; ensuring train companies provide accurate and timely information, particularly during disruption, handling complaint procedures seamlessly, and monitoring how train and station operators handle these situations.
Independent publication of railway data
As the accredited primary provider of railway industry official statistics, ORR publishes a range of statistics, including railway performance, rail usage (both passenger and freight) and safety. This open data and information about the rail industry promotes transparency and a better
KEY PERSONNEL Chair: Declan Collier Chief Executive: John Larkinson Director of Economics, Finance and Markets: Will Godfrey Director, Corporate Operations: Vinita Hill HM Chief Inspector of Railways and Director, Railway Safety: Ian Prosser CBE Director of Railway Planning & Performance: Feras Alshaker Director of Strategy, Policy and Reform: Stephanie Tobyn Director of Communications: Russell Grossman CONTACT INFORMATION Tel: 020 7282 2000 Visit: www.orr.gov.uk Address: 25 Cabot Square London E14 4QZ
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BUSINESS PROFILE
De-risking Decarbonisation Delivery All rail enhancements, renewals and investment projects rely upon the ground to respond in a certain way when loads are applied by the ground engineering solution chosen
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o ensure the expected performance of the ground there is a need to gather information and data of the ground that will be relied upon. This capture of information and data is undertaken through the completion of Ground Investigation (GI) projects. The SMARTer the ground investigation the better the results and the more risk is reduced in delivery of the project in the future. BAM Ritchies is focused on the UK’s Net Zero journey and is delivering on its vision of Building a Sustainable tomorrow. BAM actively engages and delivers services in the renewable energy sector and it believes that delivery of an electrical railway is paramount to a Net Zero future. Supporting new sustainable infrastructure will unlock opportunity and support growth in the economy. BAM Ritchies was engaged to deliver this project which is for the Ground Investigation requirements for the potential improvements and decarbonisation of the Scottish Rail Network. It covers both the route wide Overhead Electrification Lines GI and the structures GI. Two-thirds of the Highland Main Line is single track and is not electrified – limiting capacity, slowing journey times and undermining reliability. Rail journey times to Inverness are longer when compared to road.
Challenges to delivery
There were three challenges to the delivery: • Large scale. • Difficult conditions. • Broad requirements.
Scale
The scale of the project required up to twelve drilling crews and five additional support labour operatives split between dayshift (offtrack) and nightshift (on-track) works. They needed to work in conjunction with one 116
another for six-month period. Nightshift working on six day working pattern Saturday to Thursday with dayshift working twelve days on and two days off working pattern.
Conditions
Difficult, sloping, soft and boggy ground conditions, river crossings, road closures needed for mobilisations and borehole set ups at various locations. Logistics, engagement and control was key to project success
the rotary drilling machine removing the requirement for two of the twelve drilling crews. The programme of dayshift works was not on the critical path and therefore the duration was increased with further reduction of another two of the twelve drilling crews. In total only nine drilling crews were required for the works. Review of scope and requirement of design undertaken in conjunction with BAM Nuttall and Network Rail lead to a descope of various borehole locations resulting in
Requirements
The provided scope of works and break down of requirements was very generic. Generally, ten or eleven-metre borehole consisting of five to six-metre soils and five to six-metre core. Given the site was over 120 miles long, there was limited work done in adjusting the scope to take into account existing BGS information. This presented a challenge when programming the boreholes and the requirement / duration for traffic management for access and egress from locations.
The Collaborative Solutions
Review of scope and requirements of design undertaken in conjunction with BAM Nuttall and Network Rail, led to an alternative approach for sampling of the superficial materials. All cable percussion elements of the works were altered to resonance (sonic) drilling with the resonance drilling machine or dynamic sampling with
a cost saving. Due to the general purpose of the work, locations which were deemed difficult with additional measures required to undertake were descoped and noted for potential inclusion within the construction phase of works if further data was required. Daily and weekly communications between the BAM team and the TM subcontractor allowed for compliance with the programme. In hindsight and through lessons learnt more focus should have been given to overall TM requirements.
BUSINESS PROFILE
To combat fatigue management of the nightshift crews, any possessions which were cancelled due to rail issues were utilised as paid down days for the delivery team. Close collaboration between the BAM team and the Network Rail team with regards to managing change via digital applications, CEMAR. One of the first rail projects in Scotland to fully embrace CEMAR and the project is now being used as an exemplar to other projects in NR Scotland to manage change through to instructions using CEMAR.
ecologically sensitive locations in Scotland and so close collaboration of the three parties was critical to a successful delivery of this project Engagement included weekly meetings, forward planning on a weekly basis with EC and they in turn carried out surveys etc (both desktop and site via ECoW) to ensure there were no issues. BAM quickly understood the sensitivity of the ecological constraints along the route, to such an extent that the team were pointing things out to the ECoW such as a newt close to one of the BH locations and a nesting bird found to the rear of the site compound.
Overcoming Hurdles
Innovative Investigations
Commercial Excellence
Not all access points were known or available to the project team due to various reasons. The delivery team therefore had to adapt new strategies throughout the 120 mile works to deliver the works. This included adding additional resource to the drilling teams so they could share manual handling issues regarding pushing trollies to reach locations on track which would otherwise not be able to reach without RRVs.
Public Support
Overall the liaison between BAM team and the NR Comms team was exceptional, it has been heavily praised with very few concerns raised throughout the works. Thirteen thousand newsletters were issued over the course of the project. On occasions the BAM team structured the delivery of works to minimise impact to residents who
The supply chain partner, Zetica was on site undertaking Continuous Wave Surface Tests to assist in determining the depth of bedrock. Approximately 50 locations were scheduled and planned over four phases of works due to location and possession planning. Following the first two phases of works and assessment of results, Zetica and BAM collaborated to alter the methodology due to ambiguous test results. The following two phases were undertaken using Multichannel Analysis of Surface Wave Tests. This allowed for greater details and determination of bedrock. Overall this project has stretched the capacity of the Scottish GI Team, but by collaborating, challenging and managing BAM was able to optimise the scope, which reduced cost, reduced programme, matched
geotechnical contractors. The organisation employs approximately 300 trained and experienced staff. BAM Ritchies has a turnover of over £60 million carrying out ground investigation, ground engineering, drilling and blasting
and concrete techniques: completing contracts up to £30 million in value. BAM Ritchies operates UK wide from offices in Kilsyth near Glasgow (Principal Office), Warrington, Nailsea near Bristol, and Godstone in Surrey.
BAM Ritchies delivering the East Kilbride Electrification project, another aspect of Scotland’s Railway’s strategy to decarbonise rail.
claimed they were high risk to stress events such as these works. So they adjusted works timings and brought these residents along to such an extent that NR were praised by the residents and NR then internally shared the good practice
Environmental Focus
Close collaboration between BAM team / NR and the environmental contractor (EC) The railway goes through one of the most
the resource and maximised the investment in this fundamental exercise to create the ground data for the railways journey to Net Zero.
Company profile
BAM Ritchies is the specialist geotechnical division of BAM Nuttall Ltd. BAM Ritchies started business in Scotland almost 60 years ago in 1963 and is now one of the country’s leading and award-winning
Tel: 07740 771075 Email: matt.ewing@bam.com Visit: www.bamritchies.co.uk LinkedIn: BAM Ritchies Twitter: @BAMRitchies
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BUSINESS PROFILE
In the Absence of Catenary Power Dc-dc converters in Premium’s CBS-10K series, available from Relec Electronics, provide peak power for hybrid diesel-electric trains when catenary power is not available
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lectric traction is increasingly common as more rail companies introduce them and government initiatives around the world encourage more environmentally friendly transport systems. In addition to energy efficient operation and reducing CO2 emissions, the electric traction system reduces noise which benefits city dwellers especially those living near train lines. Regional markets for hybrid trains are North America, Europe, Asia Pacific, Latin America, the Middle East and Africa. Demand is expected to recover from the disruption of the covid pandemic and the disruption to manufacturing as new rail infrastructure projects are put in place to ease traffic congestion.
Market growth
Analyst firm, Expert Market Research, predicts that the global hybrid train market will experience a CAGR (compound annual growth rate) of 6.3 per cent between 2022 and 2027. Europe is expected to see
significant growth, led by a rise in adoption of hybrid trains in France, Spain, Germany and the UK, says the company in its Global Hybrid Train Market report. In the electric traction system an electric motor powers the train’s wheels and a diesel combustion engine powers the batteries and the electric motor. The trains can therefore operate on both electrified and nonelectrified track, switching power source as required.
The CBS-10K dc-dc converter
The CBS-10K dc-dc converter can be installed inside the train to transform the battery voltage (110Vdc) to a higher voltage direct current (DC) bus (500Vdc). In catenary operation, the train supplies power to all systems through the dc-dc converter. The dc-dc converters are designed to meet EN50155 for railway applications and rolling stock standards. They are also approved to EN45545-2 (fire and smoke). At start-up, it supplies the rectifier enabling it to operate as an inverter. It
Location of the CBS-10K dc-dc converter in a hybrid traction system using a catenary system.
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allows hybrid diesel-electric trains to operate at low speeds when overhead electrical wires are not available. The compact and lightweight dc-dc converters feature galvanic isolation between input and output, operating at fixed switching frequency. The single output dc-dc converter has multiple I/O combinations to a wide variety of rail applications which require high power conversion in a compact design. The CBS-10K dc-dc converter provides up to 6kW average power and peak power up to 10kW for 40s to protect against overload and short circuits. The modules can provide 500Vdc output and models offering up to 700Vdc are available on request.
Power density
Premium developed the dc-dc converter series based on SiC (silicon carbide) technology, which offers increased power density compared to silicon (Si). Input options are 24Vdc, 48Vdc, 72Vdc and 110Vdc. All models can be operated in
BUSINESS PROFILE
Location of Premium’s CBS-10K in a hybrid traction system where there is no catenary system available.
parallel. The high I/O isolation is 5,000Vrms and the design includes an ORing diode at the output to decouple it from lines up to 2kV. Other features include opto-coupled remote off and an isolated relay contact alarm. Efficiency is up to 95 per cent and MTBF is 200,000 hours (according to IEC61709, SN29500 at 40°C). The dcdc converters also have remote control functionality via RS232, with CAN bus, available as an option. The railway module is covered by the manufacturer’s five-year warranty. The CBS10K is also available as an industrial module which has a three-year warranty. Both are available from Relec Electronics.
Rail power expertise
Spanish manufacturer, Premium, was established in 1981 and has a wide range of engineering and power design expertise. As a result, it has a wide range of power supplies for diverse applications within the railway sector. It offers a wide portfolio of high efficiency products, combinations of I/O and input voltage as well as wide operating temperature ranges and a choice of cooling systems. The portfolio complies with railway standards, according to the needs of the application, including IEC safety standards and RIA standards. Relec Electronics is a specialist in power conversion, based in Wareham, Dorset. It supports its customers with expert technical and design support for Premium’s range of single and three-phase dc-ac inverters, particularly those meeting EN50155 for railway applications and other harsh environments. It can source and supply a ‘standard’ solution, but its team of engineers also have a broad and deep understanding of railway applications and specifications, enabling them to source the most appropriate products for a project. The company says it doesn’t only give a customer what they want – it gives them what they need. This sometimes means going the extra mile to customize
a product or a feature to achieve optimum performance and service delivery. Relec applies this philosophy to all product ranges, from ac-dc power supplies, dc-dc converters, displays and EMC filters.
Company profile
Relec Electronics is a specialist in power conversion and display products, representing leading brand names including Bel Power, Mornsun, Chinfa, Cincon, Premium, Advanced Energy (Artesyn and Excelsys) with key display partners, Digiwise and RockTouch. For over 40 years, Relec Electronics has worked closely with key suppliers and specialises in a wide range of industry sectors, including automotive, industrial, transportation, instrumentation and defence.
A team of dedicated engineers is ready to support customers throughout the design process. The company carries stock of all standard modules and accessories for next day delivery. Relec’s team of specialist advisers can refine an initial specification for a given application to include bespoke features to meet the needs of a particular design or project. In December 2020, Relec Electronics became been a UK subsidiary of Gresham Worldwide. Tel: 01929 555700 Email: sales@relec.co.uk Visit: www.relec.co.uk LinkedIn: Relec Electronics Ltd Address: Animal House Justin Business Park, Sandford Lane Wareham, Dorset BH20 4DY
The CBS-10K is available from Relec Electronics.
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McCulloch Group Gold Award Ayrshire based business, McCulloch Group, has been awarded Network Rail’s PPS Gold Award for 2022, for the third year running
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he award, which recognises the overall reliability of plant, assets and suppliers operating on Network Rail infrastructure projects, is the latest accolade to acknowledge the quality of solutions McCulloch Group provides to the rail industry. With offices and depots located across the UK, this year McCulloch Group will celebrate 30 years of operational business; a venture which all began in a yard, in a small Scottish village. Since the original invention of the TRT™ (Trac Rail Transposer), McCulloch Group now has a fleet of innovative plant, each of which complete tasks safely on the railway infrastructure that would otherwise be a potential danger to track teams. This
fleet of railway solutions now operate across the globe, including on infrastructure projects in Australasia, North America and Europe. David Girdler, CEO of McCulloch Group said of the win: ‘Being granted the PPS Gold Award for yet another year is testament to the work we’re doing at McCulloch Group to create pioneering and reliable solutions to make the railways a safer place for track teams. We work closely with Network Rail on a number of projects, in an industry which operates under stringent safety and operational regulations. The fact that we continue to innovate and create new solutions for the railways, while maintaining gold-standard reliability, means we’re doing
‘Being granted the PPS Gold Award for yet another year is testament to the work we’re doing at McCulloch Group to create pioneering and reliable solutions to make the railways a safer place for track teams.’ things right! Congratulations and thanks to the whole McCulloch team for their hard work towards winning this award.’
IMAGE CREDIT: MCCULLOCH GROUP
Company profile
McCulloch Group designs and creates bespoke and patented machines which eliminate manual handling and improve the accuracy and productivity of installations across railway infrastructure projects. Using McCulloch technology, worldwide rail track maintenance and construction projects are completed in less time with reduced operational costs. The core principle of the business is innovation. Over the last 30 years, McCulloch has grown into a fast-moving, forward-thinking business that operates globally from its base in Ballantrae.
On this project in the UK, three McCulloch Group Panel Lifters removed a length of track with concrete sleepers in just four minutes and 30 seconds
Tel: 0330 0130 010 Email: enquiries@mccullochgroup.com Visit: www.mccullochgroup.com LinkedIn: McCulloch Group Facebook: McCulloch Group
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BUSINESS PROFILE
Project to Benefit Nearly 11,000 Homes Infrastructure and engineering solutions provider Pod-Trak is celebrating its significant role in a major rail project set to open imminently
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4.5-kilometre extension to the existing London Overground network will support 10,800 homes in the Barking Riverside development in East London, which also includes a new school and healthcare facilities. Pod-Trak’s Permanent Way and Overhead Line Electrification (OLE) works on this line will significantly improve the access to the City for the residents of the new development, and support growth in the community which was restricted by public transport links in the past. Pod-Trak’s involvement in the project extends back to March 2019, and included a wide scope of activity, including the creation of a new Tilbury loop and up and down Barking Riverside lines to support the level of traffic required. Despite the challenges caused by the pandemic, the multi-disciplinary nature of the teams involved and the successful integration of both Permanent Way and OLE disciplines together, it was able to be completed diligently and cost-effectively. From an electrification perspective, PodTrak was involved in the full electrification of the lines and installation of structures along the route, as well as upgrading existing stations along the line. Paul O’Donnell, Managing Director of Pod-Trak, said: ‘We are absolutely delighted to have completed significant works that will ultimately benefit tens of thousands of people and unlock the potential of a new region in East London. ‘This was a very thorough project, which despite the challenges and delays caused by the global pandemic, was finished to an excellent standard by everyone involved. We are proud to have worked closely with the Rail Systems Alliance team delivering this project and to have received commendations from project managers throughout the process, which talk about our positive attitude and leading by example to ensure
smooth delivery of the programme schedule. ‘We instil this way of working into our colleagues through our PALS programme, in which we work to plan effectively; demonstrate the right attitudes; lead by example; and communicate and share information to get the job done to the high standards we expect of ourselves.’ Pod-Trak’s plant division also supported with the delivery of this project - with skilled controllers integrated into the teams to allow for the smooth running of the project. With only two road to rail access points throughout, the teams had to carefully plan its access usage to reduce congestion and optimise working times during possessions. Simon Talman, Pod-Trak’s Project Manager for the Barking Riverside project,
said: ‘The Barking Riverside project faced a huge number of challenges, including facing a global pandemic and operating in a highdensity area of London where a viaduct was required to be constructed.
Tel: 0845 450 4190 Email: www.pod-trak.com Address: Pod-Trak, Crove House, 14 Aintree Road, Perivale, UB6 7LA
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BUSINESS PROFILE
Delivering a Greener Footprint for Rail Vehicles Marmoleum FR² and Marmoleum Striato FR are linoleum floor coverings made from natural materials
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BUSINESS PROFILE
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loor covering associated with sustainability, durability, high quality and innovative design. Created using a high percentage of natural raw materials, with renewable and recycled content. Both have been independently confirmed as a CO₂ neutral floor coverings in the cradle to gate phase of the product’s life cycle, without the need for offsetting. In simple terms, the CO₂ produced in the extraction, transportation and manufacturing process of Marmoleum FR²/ Striato FR is balanced by the removal of CO₂ through the growing of its natural ingredients such as flax, jute and rosin. In addition to the sustainability credentials, independent testing by the University of Glasgow (UK), has proven that Marmoleum has a unique suitability for a diverse range of environments where hygiene and the control of bacteria are important. It’s ability to inhibit the growth of bacteria stems from the natural raw materials that go into its production, namely linseed oil. The bacteriostatic qualities are an inherent property of the product and won't diminish over time, providing peace of mind and constant protection from the moment it is installed. To ensure long lasting appearance retention and ease of maintenance, all Marmoleum FR2/ Striato FR floor coverings include Topshield pro, a double layer, UV-cured finish that is scratch and scuff resistant. With its natural bacteriostatic properties and resistance to chemicals, it is the ideal solution for heavy traffic rail vehicles. It is the ultimate floor covering in many ways. Developed with the latest technologies and based on our years of experience, our Topshield pro finish features a two-layer system and can therefore be repaired or refreshed in cases of damage or after years of use. The Topshield pro primer bonds with the linoleum surface, creating an initial protection layer. The second layer provides a tough scratch-resistant and dirt repellent finish. Both layers are thermally and UV cured. Because the floor lasts for so long and is so easy to clean, Marmoleum FR2/ Striato FR have a low cost of ownership. A ready to use floor that requires no initial maintenance or polymer application and that offers three times better protection: 1. Better lasting wear resistance. 2. Better stain resistance. 3. Better cleaning and maintenance. What’s more, it is a floor covering solution that is easy to clean and maintain as well as durable, safe and comfortable for both wheeled and foot traffic. Awarded the prestigious Allergy UK Seal of Approval as, with the correct cleaning and maintenance regime, it won't harbour dust mites, contributing to a better indoor environment for all. Available in an extensive number of designs and colourways creating a bright, 126
fresh and modern look, enhancing any passenger experience. The Marmoleum FR2/ Striato FR collections offer the following benefits: • CO2 neutral (cradle to gate) without offsetting. • A truly sustainable floor covering. • Low life cycle costs. • Homogeneous durable construction. • Naturally bacteriostatic. • Easy to clean. • Lightweight at 2.9kg/m2. • Wide range of designs and colourways. • Cut to size/shape service available. • Suitable for use with underfloor hearing. • EN45545-2: HL2.
By using sustainable and durable materials in your rail projects, you can also contribute to a better environment. Marmoleum FR2 has been used in the Deutsche Bahn Ideenzug full size mock up, which will be featured at Innotrans Expo 20-23 September 2022, just outside the South entrance. You can visit the Forbo stand in Hall 3.1/550. Tel: 01773 744121 Email: transport@forbo.com Visit: www.forbo.com
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Woven into journeys for two hundred years, our beautifully designed, expertly made fabrics have remained a continuous presence in an ever-moving world. Explore our story at www.camirafabrics.com/200
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WEDGE GROUP GALVANIZING Your Galvanizing Partner
RISQS approved, Wedge Group Galvanizing is the UK’s largest galvanizing organisation. With 14 plants across the UK we offer a national service, processing steel from a 1.5mm washer to 29m beam. Our plants are designed and equipped to set industry-leading standards for sustainability and low environmental impact. E: info@wggltd.co.uk T: 01902 601944 www.wedgegalv.co.uk ISO 9001
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Camira Fabrics Featured on Elizabeth Line Yorkshire-based textile manufacturer Camira is the name behind the fabric featured on the brand-new Transport for London route, the Elizabeth Line
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highly anticipated addition to the city’s transport network, the route covers more than 100 kilometres, stops at 41 accessible stations – ten of them new – and is expected to service around 200 million people each year. For the project, Camira, a longstanding supplier to Transport for London, worked with the organisation and design house Wallace Sewell to develop the fabric, which is now installed across the route’s 70, 200-metre-long trains. Designed to have a distinctive look and feel, with pinstripe details creating a sense of speed, and coloured to match the purple Pantone shade 3515C used to denote the
route on the London Underground map, the Elizabeth Line fabric is set to be a wellknown and well-loved addition to the city’s transport network. Sarah Mallinson, Senior Transport Designer at Camira, describing the fabric featured on the new line said: ‘The Elizabeth Line textile is woven on our wire looms to create a cut and uncut moquette. This type of fabric has been used across the London Underground for decades, making it almost part of the city’s identity. Incredibly resilient and hardwearing, as well as meeting the flammability standard BS6853 Cat 1A, moquette delivers the safety that is of paramount importance, whilst also being ultra-comfortable and aesthetically striking.’
Commenting on the launch, Sarah finishes: ‘It was an incredible honour to bring the Elizabeth Line fabric to life. It’s a contemporary take on traditional moquette – with the regal purple colour palette paying homage to Queen Elizabeth in her Platinum Jubilee year, and the striking design ensuring that another iconic fabric has been added to London’s tube lines. We hope commuters love it as much as we do.’ Email: info@camirafabrics.com Visit: www.camirafabrics.com/en-uk Twitter: @camira Facebook: CamiraFabrics LinkedIn: Camira Fabrics Limited
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RMF is a leading provider of railway reservation based international settlement and clearing services, providing sophisticated revenue and cost allocation, including business critical management information
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Composite Brake Shoes TRIBO’s plant as one of the largest manufacturers in Eastern Europe who makes friction products for the railway industry in Ukraine
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he brake systems and types of brake shoes used on the rolling stock that runs on the Ukrainian Railways is very different from the rest of the world trends. For example, while most European countries are still in the process of substituting cast iron technology, 100 per cent of freight cars operating in Ukraine are equipped with asbestos-free composite brake shoes with a high friction level. Back in 1967, railway companies began to actively use cast iron brake shoes. Historically, there was a significant shortage
of cast iron, therefore, in order to produce composite brake shoes for wagons, in 1979 in Bila Tserkva ‘BTZ Tribo’ launched its work (at that moment it was Asbestos Products Factory). In USSR it was the only friction plant outside Russia. Put into series production in 1967 (in 1979 at Tribo) brake shoe 25610-N was, obviously, made of asbestos. After the dissolution of the Soviet Union, ‘BTZ Tribo’ lost the ‘license’ to manufacture brake shoe 25610-N and therefore the company had to develop its analog 2TP-11, at first it was asbestos as well, and eventually was substituted with an asbestos-free 2TP-11-01.
2TP-11-01
Nowadays, the Ukrainian Railways use composite friction products that do not contain asbestos or heavy metals, which was more a requirement of the market than a government regulation. On the other hand, Ukrainian Railways had been widely using mainly cast-iron brake shoes in passenger traffic until the beginning of 2015. In 2015, Tribo manufactured its first batch of combi blocks for passenger coaches – 2TP-155. 2TP-155 is not a direct replacement for cast-iron block, but the braking system of passenger coaches used in former Soviet
Union countries can be easily adjusted to change the clamping force. Active development of cast iron blocks substitution began in 2013 after Tribo had invested in the R&D centre, for instance, purchased an inertial dynamometer TecSA TTR2600. Today, 80 per cent of tread brakes in passenger traffic are equipped with combi and composite brake shoes, including suburban traffic, where now 50 to 60 per cent of the motor rolling stock are equipped with Tribo’s with cast iron inserts (2TP-156) as a direct replacement for cast iron brake shoes. The use of combi blocks on the motor rolling stock should be underlined because in this case, they must meet really high requirements for heat conductivity to ensure heat transfer from the friction surface to the surroundings, otherwise, there is a risk of overheating. Regarding the traction rolling stock, this is Tribo's latest project with Ukrainian Railways to replace cast iron brake shoes. A direct replacement of cast iron brake shoes for shunting locomotives has been developed and field testing on main-line locomotives is continuing. As for disc brake systems, these are also in use on the rolling stock of the Railways of Ukraine. So far, this is no more than five to ten per cent of the passenger rolling stock.
‘80 per cent of tread brakes in passenger traffic are equipped with combi and composite brake shoes, including suburban traffic, whereas now 50 to 60 per cent of motor rolling stock are equipped with Tribo’s cast iron inserts.’
Tel: +38 (050) 4653447 Email: tribo.cv@gmail.com Visit: www.tribo.ua/en LinkedIn: Tribo
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Illuminating innovation Emission free, noise free, powerful lighting Torrent Trackside is the only specialist provider of portable rail plant in the UK and has a unique appreciation of the needs and challenges of the rail industry. We understand the need for dependable and easily transportable lighting, which is why we have invested in a complete range of lighting products to meet the needs of the most demanding rail projects. Our latest lights are battery or solar powered and range from powerful hand carried lights to battery link lights and solar powered tower lights. Our link lights can illuminate 100m of track from one battery for 16 hours. The solar tower lights are made especially for rail and can light up 500m2, even during the most challenging Winter conditions. For more information visit our website or contact our helpline.
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0845 769 7168 On track for a greener future 132
www.torrent.co.uk mail@torrent.co.uk torrenttrackside
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Benefits of Battery and Solar Lighting Torrent Trackside’s Carl Abraitis explains why moving into emission free lighting is best for the environment and the rail industry
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ighting is an important part of rail construction and maintenance with considerable work having to be undertaken at night and in tunnels. Short winter days will soon be upon us and complex rail projects demand high quality, durable lighting. Torrent Trackside has decades of experience providing portable rail plant in the UK and has a unique appreciation of the needs and challenges of the rail industry. We understand the need for dependable and easily transportable lighting, which is why we have invested in a complete range of lighting products to meet the needs of the most demanding rail projects. Network Rail has pledged to become carbon neutral by 2050 and with over 30 per cent of carbon emissions being generated by the supply chain Torrent Trackside took the decision to invest primarily in battery and solar powered lighting. Recent years have seen a surge in the power of Lithium Ion batteries, couple this with significant reductions in recharge times and the decision to switch to battery lighting became obvious. Manufacturers have also invested heavily in making the LED optics as efficient as possible so the cleanest possible light is produced, which is spread or directed exactly where it is needed. Battery and solar powered lights are completely silent and emission free. This is important for the environment and the health of the rail engineers. Also considering over 22 million people live within 500 metres of a railway line it is also beneficial for the wider general population, both in terms of noise pollution and harmful emissions. Different projects need different lighting and Torrent Trackside has a light to suit every task. The Nightsearcher Galaxy Pro is a very lightweight, handheld LED battery light which emits up to 6,000 lumens and can cover up to 60m2. The Milwaukee M-18 SAL is a 2,000-lumen portable light with a built in stand that can extend up to 2.2 metres. The M18’s ‘big brother’ is the M18
ONERSAL, this light folds down to the size of briefcase and can extend to 1.65 metres. The light has an IP67 rating which makes it completely waterproof and its powerful LEDs can emit up to 5,400 lumens. Both the M18 and ONERSAL have carrying straps for easy transportation on site, they can also be used as a powerful hand-held torch. Link lights are an important part of railway construction and maintenance consisting of pole mounted floodlights The ProRXM solar tower light delivers up to 40,000 lumens that are daisy chained along of emission free lighting the edge of the track. Torrent Trackside’s Protrack system combines high capacity batteries with a Once installed the ProRXM needs no set of nine powerful link lights which work maintenance or refuelling. Smart technology together to light up 100 metres of track. The allows the light to be controlled remotely. batteries weigh less than 50kgs, an easy two Operation times can be programmed and man lift and they can power the lights for 32 monitored via a digital control centre. hours. The lights are positioned ten metres With ever increasing fuel costs battery apart and their powerful 2,000-lumen LEDS and solar lights offer a significant saving combined with excellent optics provide on running costs. If all Torrent Trackside’s brilliant white floodlighting that spans the lights were fully utilised its customers would length of the track. The combined 32 hour save over £3 million a year. The environment run time eliminates the need for recharging will also benefit with almost 4.5 million during a typical weekend track possession. kg of CO2 not being emitted into the Tower lights have been an integral part atmosphere. All lights are now in use at rail of rail lighting for decades, their height and projects across the UK and Torrent Trackside power illuminating large spans of track and are continually looking for new innovative construction sites. The ProRXM combines all lighting products to add to their fleet. For the advantages of a tower light but without more information, get in touch via the the need for fuel. Highly efficient solar contact information below. panels recharge a battery that powers four mast-mounted LED floodlights to between Carl Abraitis is Torrent Trackside’s 10,000 and 40,000 lumens. The hydraulic Operations Director. mast can be extended to 7.5 metres illuminating 550 square metres with bright, clear floodlighting. The ProRXM is easy to transport and takes up little space on site. It Tel: 0845 769 7168 has been designed to match the footprint of Email: carl.abraitis@vpplc.com a standard tower light. Visit: www.torrent.co.uk 133
PEOPLE
Achilles appoints new CEO Achilles, a global leader and partner of choice for supply chain risk and performance management, has announced the appointment of Paul Stanley as Chief Executive Officer.
Ramboll appoints Head of Transport Planning Dyan Crowther Global engineering and consultancy company Ramboll has announced the appointment of Johnny Ojeil to lead and enhance further its transport planning offer.
Kent & East Sussex Railway appoints General Manager The Kent & East Sussex Railway (K&ESR) has appointed Robin Coombes one of the heritage industry’s most respected and experienced professionals as its new full time General Manager, taking over from Shaun Dewey who retired in July.
SLC expands its strategy team with new appointment SLC Rail, the rail development and delivery specialist, has appointed Andrew Helm as Head of Economic Appraisal. 134
SLC appoints Non-Executive Director SLC Rail has announced the appointment of Neil Micklethwaite as its new Non-Executive Director.
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Delivering a bright energy future for high speed rail ukpowernetworksservices.co.uk 136
We’re experts in designing, building, operating and maintaining complex rail electricity networks.