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SEPTEMBER 2014 ISSUE 205 £3.95


Getting engaged CIPD’s Jonny Gifford on why enterprise social networks work well for Toc’s

EUROBAROMETER Urban facts High UK satisfaction in the Eurobarometer survey on public transport

CUSTOMER FOCUSED All about the customer Abellio’s Dominic Booth on the work of the RDG’s Stations Strategy Group

INTELLIGENT MOBILITY Transport Systems Catapult How you can get involved in achieving Intelligent Mobility

march 2014 Issue 200 £3.95

SEPTEMBER 2014 ISSUE 205 £3.95



A man for engaged allGetting countries CIPD’s Jonny Gifford on why enterprise social networks work well for Toc’s

Global transport designer Paul Priestman on stations, high speed, increasing capacity and how the industry should advertise itself

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



Urban facts High UK satisfaction in the Eurobarometer survey on public transport

All about the customer Abellio’s Dominic Booth on the work of the RDG’s Stations Strategy Group

RSSB on strengthening rail’s defences against extreme weather


editor’ s note Editor’ s Note

Transport Systems Catapult How you can get involved in achieving Intelligent Mobility

Should we forget the driver? How technology is changing the face of our networks

PUBLISHER RAIL PROFESSIONAL LTD Hallmark House, Downham Road, Ramsden Heath, Essex CM11 1PU Tel : 01268 711811 EDITORIAL EDITOR: LORNA SLADE ASSISTANT EDITOR: DAVE SONGER DISPLAY ADVERTISING CHRISTIAN WILES STEVE FRYER STUART HARDY ANDREA HAKWINS RECRUITMENT ADVERTISING DEAN SALISBURY SUBSCRIPTIONS LISA ETHERINGTON ADMINISTRATION CHERIE NUGENT LISA ETHERINGTON DESIGN & PRODUCTION MILES JOHNSTONE Rail Professional welcomes contributions in the form of articles, photographs or letters, preferably by email. Original photographs may be submitted, but, while every care will be exercised, neither the editor nor the publisher take responsibility for loss of, or damage to, material sent. Submission of material to Rail Professional will be taken as permission for it to be published in the magazine. ISSN 1476-2196 © All rights reserved. No part of this magazine may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without prior permission in writing from the copyright owners. The views and opinions expressed in this publication are not necessarily those of the publisher, nor does it accept liability for any printing errors or otherwise which may occur.


ail journeys ‘seem to bring out the best in people’ said East Coast at the start of its ‘I Love Trains Week’ fronted by Donna Train (née Air). This sent my mind back to a fellow Abellio Greater Anglia passenger on the Liverpool Street to Southend Victoria line, who said he wished he’d brought his tool box after a whole panel at the end of the carriage came loose and kept swinging against the back of his head. After trying to secure the panel’s lock with his car keys, he realised they could have gotten stuck just as the train came into his station and thought better of it, resigning himself to a headache. I know I have the backing of Dominic Booth, MD of Abellio UK in moaning about his trains - as he said when I met him recently to talk about the RDG’s new Stations Strategy Group, ‘it might help the situation’. Someone else who would quite like to meet Mr Booth is Nathalie Rose, who featured in February’s editor’s note. Rose, who travels on the Mainline Braintree route from Cressing to Liverpool Street, had enlisted her local MP and the media to highlight the abysmal service and had received reassurances from Greater Anglia that improvements would be made. However, she’s back, bringing publicity to her view that nothing has changed. While understanding that the problem is not always with the Toc, Rose wonders why her service is cancelled rather than allowed to run late. ‘My train in the morning starts from Witham, goes along the branch line to Braintree and then comes back again through Cressing (where I get on) back to Witham and then on to London. If there are any delays, the Witham to Braintree and back to Witham part of the journey is cut out altogether and the train just starts at Witham. This is obviously why your targets are appearing to be good because it arrives into London on time, but that does not help the hundreds of people on the Braintree line who are left stranded without a train for nearly another hour.’ Abellio has had quite enough media attention recently with the engineering works delays, as has Southeastern in The Independent, after a journalist endured quite an extreme experience. Hauling up franchising by the scruff of its neck he pondered whether Labour’s plan to renationalise would be the answer. ‘ Not really’ he concluded. ‘The problems of staff disengagement and dysfunctional management would just continue. It would just be a different management.’ CIPD’s Johny Gifford, talking to Dave Songer on page 50, makes the important point that staff engagement in rail could have been affected by numerous management changes. As well as that, as Naysan Firoozmand’s piece (page 60) on coaching, highlights, rail’s ‘task focused’ nature means it’s especially important to involve performance management in internal processes, as it’s closely related to employee engagement. Passenger Focus’s report Passengers’ relationship with the rail industry, talks about building trust with customers. Building the brand is vital it says. So how will Toc’s truly engage with passengers in good times and bad when the face of the company is virtual? So nice of Boris Johnson, by the way, to propose the closure of every one of the tube’s ticket offices and then divert his ambitions elsewhere. Let’s hope that when passengers ‘rock up’ to the stations they have booked in advance if they can’t decipher the ticket machines. I was phoned recently by ITV News for a comment on proposals to extend Crossrail to Hertfordshire. ‘We’ve already seen Crossrail’s expansion’ said the researcher, ‘would any more place too much pressure on it to get things done? And was this included in the original plans?’ My initial reaction was that I didn’t want to get involved in such a negative spin, but on reflection, maybe ITV has a point. If it happens, will it actually put too much pressure on Crossrail’s already huge workload? Lorna Slade Editor

Speciality Greases- making a point of being on time. tel: 01422 015515

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New Passenger Focus report; East West Rail ‘Central Section’ link viable; East Midlands tops rail satisfaction survey; SME’s reminded to adhere to standards and regulations; Eastern route of HS2 offers highest return says Eastern Network Partnership; public art for King’s Cross; Talking Statues project at Paddington; British Transport Police news

Passenger Focus


Anthony Smith reflects on the cost of failing to get complaints handling right. How they are dealt with remains a key litmus test of performance for passengers

Laying down the law


There are very specific rules on disciplinaries, laid down by ACAS. A failure to comply could make action unenforceable warns Claudia Gerrard

Rail franchising - back on track?


Is rail franchising back on the right track after the embarrassing derailment of 2012 asks Toby Ashong?

Women in Rail - two years on


In this the first of a regular column, founder of Women in Rail, Adeline Ginn, outlines the aims, achievements and future plans of the group

IRO news and diary


Latest news and events from the Institution of Railway Operators

Delivering the goods


Fright Transport Association is petitioning on the HS2 Bill. Chris MacRae explains why and what the concerns for rail freight are

Supply Chain Forum - November 6th, London


This key industry supply chain event is co-sponsored by Rail Professional and Rail Champions. Chris Williams-Lilley outlines why you should attend

Rail Professional interview


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Logistics institute CIPD’s Jonny Gifford spoke to Dave Songer about the internal and external impacts of enterprise social networks, and why they could be especially beneficial to Toc’s

13/01/2014 13:15

Follow us on Twitter RailProMag@twitter

There is a sense that the only changes are the trains get a new lick of paint and the staff get a new uniform. So why should they identify with their organisation? INTERVIEW - P. 50

InnoTrans 2014


A look at what’s in store at the world’s leading trade fair for transport technology

A coaching culture


Naysan Firoozmand looks at the benefits of executive coaching in the rail industry, where the emphasis on hard skills over soft can ultimately affect individual performance

Future rail experience? Try omni-channel retailing


Compared to the airline industry, many Toc’s are missing out on significant opportunities to enhance the level of service to passengers says Thomas Drohan

Rail Professional interview


Abellio UK managing director Dominic Booth spoke to Lorna Slade about heading up the Rail Delivery Group’s Stations Strategy Group, which brings together, for the first time, senior figures from across the industry to provide a strategic lead on stations

Stronger and further


Nick King explains Transport Systems Catapult, the new initiative aimed at achieving ‘Intelligent Mobility’ across the UK’s transport systems

Urban facts


Held shortly after the European elections, the European Mobility conference allowed public transport professionals from across the continent to take a strategic look at the issues affecting the sector

Standing out


Ailie MacAdam, managing director of Bechtel’s global rail business spoke to Rail Professional about women in rail engineering

Generation rail


RAIL PROFESSIONAL banner ads 2014 outline.indd 2

Ian Reynolds looks at who is actually travelling by train now and in the future contents continues...

13/01/2014 13:15

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On track with safety

Business news



The Track Safety Alliance has recognised that engaging with its members and driving regular change is key to its mission to ‘send everyone home safe, every day’. Nick Millington explains

3T RPD; Arbil; Axis Communications; Transport for Greater Manchester; REO; RISQS; Electroustic; Technical Cranes; Tensator; VGC Rail Projects; WeldabilitySif; new members of the Rail Alliance

Floreat Vectis!

Business profiles



Greg Morse looks back at 150 years of Isle of Wight railways

Toc Focus


c2c: currently Britain’s longest-running franchise, c2c has gone through a major transformation over the years

Forbes Rail; Destination Oakhampton; Wallingford HydroSolutions; Cytec; VKTS; Fibrelite; Imtech; Dura Composites; RailNewcastle (Newcastle University); M-Brain; HL Plastics; CU Phosco Lighting; RSG Structures; Step on Safety; Aluminium Structures; Transport Security Expo; CIRAS; Yellow Group; Huntsman; Ballyclare; Instarmac; Keyline; URS; Twinfix; Perpetuum and EAL; TXM Plant; Gatecare; VMSL; Aecom; McNealy Brown; Clow Group; Eurotech; MECX; Layher; TRS; Switch Point Heating



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News in brief... Lifetime achievement award for TfL’s Dix ichèle Dix, MD of Planning at TfL has been awarded PTRC’s Lifetime Achievement award for her commitment and contribution to the transport planning profession. Sir Peter Hendy CBE described Dix as ‘the best transport planner in Britain’ and said that her achievements ‘cannot be understated’. Dix said: ‘It is rather apt to receive the award in a year when TfL is celebrating 100 years of women working in transport’. PTRC is a training organiser for


the UK transport industry.


Merseyrail community award he company has won the chief executive’s award for its contribution to the Liverpool city region at the Downtown Liverpool in Business awards. The accolade was given for the Toc’s ability to move extra passengers at major events, its community work and station adoption schemes, as well as the Which? accreditation for topping the industry league table for customer satisfaction. Frank McKenna, DLIB’s chief executive, said: ‘The contribution that Merseyrail makes to our city is exemplary.’


Strong demand for Railtex 2015 he organisers Mack Brooks say there has been ‘exceptionally strong’ demand for stand space, with stands in the initial Phase 1 area already sold. Further space is being released. The 2015 show will be the 12th in the series, and takes place from 12-14 May in Halls 3 and 3a at the National Exhibition Centre in Birmingham.


All in a name BF is the new working name of the Railway Benefit Fund. As well as that there are a host of other changes as part of its growth strategy including a new RBF logo with a new strapline ‘supporting railway people’, and a new website and domain name: (the old one is also in use), as well as greater visibility across

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Trust is an issue says Passenger Focus To improve passengers’ trust in the rail industry, Toc’s not only need to get the basic service right dayto-day, they need to put effort into building long-term relationships with their customers, according to Passenger Focus’s latest report, Passengers’ relationship with the rail industry. Each year the watchdog measures passengers’ satisfaction with their individual rail journeys, but also wants to understand why this can differ from their overall perception of the rail industry, generally informed by the media and word of mouth. The research found that some Toc’s are well trusted. But there are others, particularly some of those operating in London and the South East, that inspire less trust and, at best, more ambivalence in passengers. Anthony Smith, Passenger Focus’s chief executive, said: ‘There is much that train companies - and governments - can do to improve trust. It is important for train companies to get the basic service right ahead of everything else. Then building on closer relationships with their passengers is important. One way is through high quality communication. Passengers should feel that train companies are ‘on their side’.  We believe these issues should become part of new franchises.’ The report mentions that relationship factors are important to focus on to build trust once the service elements are in place. Some Toc’s have developed good relationships with their passengers and know that communicating directly and proactively goes down well. Particular

problem areas for communication identified by the research are confusion over ticketing options and when there are delays or cancellations. Many train companies score well on

the third trust element – judgement. They are seen to have high principles, a good reputation and show leadership. However, judgement does not contribute as much to trust as service and relationships. Passengers are broadly as positive towards the rail industry as they are to supermarkets and airlines, and higher than towards banks or energy companies. what-relationship-do-passengers-have-withtrain-companies-

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News in brief... social media. The changes reflect RBF’s aim to widen its appeal, making it more visually attractive and relevant to younger rail workers.


Grants for new walking routes he Railway Heritage Trust has awarded two grants, each of £200,000, to independent charity Railway Paths to create new walking routes over viaducts on closed railway lines. The first, Torsey Viaduct links Nottinghamshire and Lincolnshire over the River Trent, and the second, Lumb Viaduct, lies on the Ramsbottom-Accrington branch of the Lancashire & Yorkshire Railway, opened in 1948 and closed in 1966. Subject to final planning approvals the work is expected to be completed by March 2015.

East Midlands is top in rail satisfaction The Toc came out as Best train operator in the rail league table of a national customer survey by the Institute of Customer Service. The UK Customer Satisfaction Index looks at satisfaction across a range of companies spanning 13 different industries. Overall, East Midlands Trains was rated seventh out of the 25 transport companies surveyed. The survey also recognised the customer service improvements made by the company, listing it as sixth most improved organisation in the UK, along with organisations such as Center Parcs, Tesco Bank and Butlins. The scores in the latest survey showed satisfaction with East Midlands Trains had increased by 4.2 year-onyear, and was 3.8 higher than the transport sector average. Neil Micklethwaite, customer service and commercial director, said: ‘While it’s always great to be rated against other train operators, our real objective is to be ranked as one of the best customer service organisations in the country and these latest Customer Satisfaction Index scores mark a significant step towards that goal.’ Page 16 September 2014

New study supports economic case for East West Rail ‘Central Section’ link The East West Rail Consortium says its new report demonstrates that extending the East West Rail line from Oxford to Cambridge has real potential. It shows, says the consortium, that the delivery of new rail services between key locations could deliver substantial economic benefits and support significant growth in the East West Rail corridor. The report concludes a study by Atkins Consultants and is the first step towards developing an outline business case for the East West Rail ‘Central Section’.   Network Rail will now lead the next phase of work which will consider and examine the engineering, operational and planning feasibility and cost of several potential route options.   The aim is to establish a robust and convincing business case that can be submitted to government in 2016 to secure inclusion of the scheme, subject to funding availability, in the 2019-24 investment plans for the rail industry.   It has been a long-term aim of the East West Rail Consortium to improve rail connections within the region by re-instating the former ‘Varsity Line’ between Cambridge and Oxford. This would provide the rail infrastructure for train services to run from East Anglia to Oxfordshire (and beyond) with connections to all national mainline services to the north, west and south of England.    Bob Menzies, service director for Strategy and Development at Cambridgeshire County Council and chair of the East West Rail Central Section Steering Group, said: ‘Now that the Western Section between Oxford, Bedford and Milton Keynes is going ahead, we are working to develop the business case for the Central Section to complete the missing link. To do this, we need to identify a route that will deliver the greatest benefits to support the case for investment.   ‘The former line between Bedford and Cambridge has been dismantled, the land sold and sections used for other purposes, including housing. This means that we are looking at constructing a brand new stretch of railway. Several routes have been considered in the past but until now there has not been clear justification for investment.’ Dr Julian Huppert, MP for Cambridge and vice chair of the All Party Parliamentary Group for East West Rail said: ‘There’s no doubt that we need this railway - linking Norwich and Ipswich through Cambridge to Oxford and Reading has huge benefits; that’s why I’ve pressed for it for years. But the route is hard to find, and people have quite rightly been asking which route would be taken, how much it will cost and when it will finally happen - this study helps us to answer those concerns.’

September 2014 Page 17

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Small businesses reminded to make qualifications a priority One of the biggest concerns for large businesses about dealing with SME suppliers is ensuring they adhere to appropriate standards and regulations, according to new research commissioned by supply chain risk management company, Achilles. Suzanne O’Keane, a community manager in rail and transport at Achilles, said larger companies need to be confident their suppliers are providing goods and services which meet the set safety standards. ‘Buyers have a duty to use SME’s, but the research shows larger companies still have some concerns. By joining industry standard pre-qualification schemes, an

Public art for King’s Cross Network Rail and the Henry Moore Foundation have unveiled the first piece of public art to be exhibited at King’s Cross Square. The three-metre high bronze sculpture, titled Large Spindle Piece, was created in 1974 by Britain’s most famous sculptor, Henry Moore, and has been exhibited around the world as one of his most important monumental works. The piece was loaned to Network Rail to display in the redeveloped square, as both the Henry Moore Foundation in Hertfordshire and the Henry Moore Institute in Yorkshire are accessible from King’s Cross. Richard Calvocoressi, director of the Henry Moore Foundation, said: ‘Moore set up his Foundation in order to make his work and that of other sculptors accessible to a wider public. We hope that the piece will inspire more visitors to enjoy Moore’s work and indeed that of other sculptors, by embarking upon journeys to his former home in Hertfordshire and to Yorkshire.’ Page 18 September 2014

SME can easily prove it has the same commitment as the ‘big boys’ to achieving high standards and producing quality work. Suppliers must be prepared to do what they can to raise standards and deliver value in order to make their business an attractive option.’ The research also found SME’s faced a plethora of other challenges if they hoped to win work from larger companies. More than 80 per cent of larger companies have no plans to increase the number of smaller companies they work with and just 12 per cent plan to use more SME’s. Around two thirds of businesses said they used SME’s ‘frequently’ or ‘often’.

But most large businesses only awarded between 1-25 per cent of contracts to those companies. One in four bosses of large buyers said they were also concerned about the financial stability of SME suppliers. Yet most big businesses cited a host of benefits of working with SME’s – saying smaller firms are more in touch with customer needs, more flexible, efficient, quick and better-located. ‘SME’s are still an attractive option to large companies but they must take responsibility to ensure they are the most suitable business for the job,’ said O’Keane.

September 2014 Page 19

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Statues tell their story Visitors to London Paddington station can listen to the statues of The Unknown Soldier and Isambard Kingdom Brunel as part of the Talking Statues project, which Network Rail is supporting. The Unknown Soldier is voiced by actor Sir Patrick Stewart reading a monologue inspired by the soldier’s scarf. The statue of Brunel is animated by Hugh Bonneville, reading a piece written by the playwright Rachel Wagstaff . ‘Brunel was such a fascinating man,’ said Wagstaff. ‘It’s wonderful that he can be recognised in the station that he designed.’ Nick Hartnell, Network Rail’s station manager at London Paddington said: ‘We’re delighted to see the statues at the station brought to life in this manner. I hope that passengers who have the time will stop and listen to them for a few moments.’ The project sees 35 statues in London and Manchester animated by a cast of actors and comedians. The producers, Sing London, have commissioned some of the nation’s most celebrated writers to pen monologues for the statues, which will speak for one year.

British Transport Police news Crime on Britain’s railways falls for tenth year in a row


otifiable crime (which makes up the more serious offences dealt with by the Force) fell by six per cent during 2013/14 – meaning there were more than 3,000 fewer victims of crime than the previous year, according to new figures from the BTP. Notable achievements include a reduction of 18 per cent in recorded robberies, a 17 per cent drop in theft of passenger property and a 37 per cent fall in theft of cable from the railway. Much of this success can be attributed to targeted initiatives run by BTP – often in conjunction with rail companies and other partners. BTP Chief Constable Paul Crowther said: ‘The initiatives and operations which have made such an impact during the past 12 months really highlight the advantage our specialist knowledge brings to the railway. By working with the rail companies and passengers, we are able to truly understand the challenges they face and devise innovative solutions to tackle those problems.’ In 2012 theft of passenger property was highlighted by both passengers and train operators as a growing concern, as thieves turned to trains and stations which offered supposed easy pickings. In response BTP launched Operation Magnum, an awareness campaign which drew on the knowledge and experience of rail officers and staff to advise passengers about the most common tactics used by thieves – as well as tips to avoid falling victim to those methods. The results, BTP says, are remarkable. Said Crowther: ‘We have led the way in combating theft and there can be little doubt that Operation Magnum, which was driven by online content and social media, has had the desired effect with almost 3,000 fewer people falling victim to this type of crime year-on-year. ‘During 2013/14 we also continued to spearhead

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efforts to tackle metal and cable theft both on the railway, and in other sectors, through the National Metal Theft Taskforce – bringing about a 37 per cent fall in railway cable theft which, in turn, significantly reduced the delays and disruption faced by the railway as a result of criminal activity. ‘Again, our specialist knowledge and close understanding of the issue allowed us to not only tackle the thieves at the point of the crime, but also to help the push for a change in legislation. Working with industry and government, we were instrumental in helping to craft the new Scrap Metal Dealers Act which has levelled the playing field for legitimate scrap metal recyclers, brought legislation into the 21st century and significantly increased the risk of prosecution faced by thieves and unscrupulous dealers.’ continued...

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British Transport Police news Sexual offences increase


ot all crime types have seen reductions though. Sexual offences recorded by British Transport Police have risen by 21 per cent year-on-year – an increase which is slightly higher than that experienced by police forces nationally. Part of this increase can be attributed to the high profile prosecutions of celebrities for historical offences which have, undoubtedly, given victims more confidence to come forward. But another BTP-led initiative, Project Guardian, has also had a significant impact. Crowther explained: ‘Project Guardian, a joint initiative between BTP, Metropolitan Police Service Safer Transport Command (STC), City of London Police and TfL, focuses on increasing awareness and confidence among the public to report unwanted sexual behaviour to the police or members of staff. We are particularly interested in those offences which are often unreported, such as sexual assault, exposure, outraging public decency, lewd comments and harassment. ‘During the coming 12 months – and beyond – BTP will seek to build on these successes and innovations to make what is already a relatively low crime environment even safer for passengers and staff alike.’ BTP’s new direction Crowther, who was appointed in May this year, said: ‘We have one simple goal – to make sure everyone who travels or works on the railway can get home every day, safe, secure and on time. ‘The rail industry is growing at an exponential rate and, as a police force designed with specialism at our core – we are the world’s only national force dedicated to the railways – it is vital that we able to adapt to meet the challenges this brings.’ ‘To continue in our success we cannot carry on working in the same way we have always done and initiatives such as Project Guardian and Operation Magnum point the way for BTP’s new direction. This process of adaptation began during 2013 when the Force undertook a restructure to allow it to invest in further frontline resources. Crowther added: ‘The restructure, which was developed in 2013 and

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introduced in April this year, has reduced bureaucracy and cut the layers of management, rationalised our back office functions and put the Force in greater alignment with the infrastructure of our colleagues in the rail industry. ‘As a result we will be able to invest in more than 200 more police officers who will work on the front line to ensure the benefits of the restructure are directly experienced by passengers and staff alike. ‘Of course, this is just the start, and my aim is to build on BTP’s unique qualities and specialist skills to develop our approach to things such as problem solving and offender management, dramatically develop our use of cuttingedge technology and work more closely with external partners to devise new and innovative ways to deter criminals and reduce the impact their activity has on the safe running of the railway. ‘These are not simple tasks, but we have consistently demonstrated we are able to deliver a world-class policing service which has produced an environment in which you are nine times less likely to be a victim of crime than elsewhere in Britain.’

BTPA announce new deputy chief constable for BTP


he British Transport Police Authority has appointed Adrian Hanstock as the new deputy chief constable of the British Transport Police. Hanstock, who is expected to take up his post later in the year, is currently a commander with the Metropolitan Police Service (MPS) serving as head of crime and criminal justice. He was the operational commander for the MPS Safer Transport Roads Policing Unit and has extensive experience delivering a policing service in a transport and


business environment. As commander he has also led major programmes for the MPS including the roll out of body-worn video cameras, crime data integrity, performance improvements and stop and search. Earlier in his service he was borough commander for Enfield and staff officer for the commissioner, Sir Paul Stephenson. ‘As deputy Adrian has many challenges ahead and will work alongside the chief to deliver his vision for BTP,’ said chair of the BTPA, Millie Banerjee.

Transport Minister says BTPA is ‘still necessary’


recent government review into the British Transport Police Authority has concluded the organisation is still necessary and remains the right body for overseeing the work of the transport police. Minister of State for Transport Baroness Kramer has now published part one of a triennial review. She said: ‘The report concludes that the functions of the BTPA are still necessary, that it remains the right body for delivering them and that the BTPA should remain a non-departmental public body. ‘The report also concludes that the overall level of compliance with good practice on corporate governance is good, with just a few omissions and weaknesses which should be capable of being quickly addressed. The Department for Transport will be taking these recommended measures forward in discussion with the BTPA over the coming months. Millie Banerjee said: ‘We are pleased with part one of the review and will work closely with the DFT to address any shortcomings. BTPA is committed to delivering the best possible policing of Britain’s railways and awaits, with keen interest, part two of the report.’

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In the passenger seat

Snatching defeat from the jaws of victory Anthony Smith reflects on the cost of failing to get complaints handling right. How they are dealt with remains a key litmus test of performance for passengers


ff with the family to see friends in Ramsgate on the Kent coast. Even with a Family & Friends Railcard, quite a sum of money for a high-speed day return. Interesting sub issue - why are there no Advance fares on Southeastern? The Turner Gallery in Margate is attracting four times as many visitors as projected, but few come by rail. Sunday engineering works meant a longer journey via Dover but still, all in all, much better than slogging down the motorway. No problems on the way down but on the way back we were held at Ramsgate station while some debris was removed after a minor roof fall in the Shakespeare Tunnel. Good communication. Southeastern’s Kent coast staff are good – seem very experienced, know a lot of their customers and seem happy to talk. Good announcements about delay, lots of information about alternatives and the guard happy to chat about it all. An exemplary handling of delay. This was made even better when, unprompted, compensation forms were handed out. Despite what I exhort others to do, I rarely complain. However, this time I thought I would just to see what happens. Filled it all in, returned the form with the ticket and finally, slightly old school, got a letter back despite having given my email details. Probably my illegible writing. All goodwill lost The letter made me hoot with laughter. Apologies for delay, great. However, we were only, apparently, 26 minutes late into St Pancras. The trigger for the delay repay compensation is 30 minutes. So no compensation for a diverted, premium-price service that was nearly 30 minutes late on a 90-minute journey. Why did they hand out the forms if they thought compensation wasn’t due? Surely the right thing to do would

Page 24 September 2014

have been to say sorry, normally cannot pay out, but on this occasion offer something. So, all that goodwill lost on the last lap because, essentially, the computer says ‘no’. Even a cursory customer care glance at the circumstances might have led someone to think ‘we want that passenger back!’. Will I travel high-speed on South Eastern again? Yes, already booked for later this month. Do I think they are fundamentally on my side as a customer? Not really. This anecdote is amplified in our new report on passengers and rail industry. Parts of the industry struggle to convince passengers that, despite high levels of trust overall in the industry, they are at the heart of what is going on. Dealing with complaints is not straightforward. Passenger Focus knows this well as we mediate in complaints where train companies and passengers have got stuck. The numbers of complaints don’t tell you much – is one company better at handing out compensation forms than others? We will never know. However, what they do show is how well individual train companies deal with complaints. Some are better than others and performance seems to go in waves. Good for a while, then backlogs build up for some reason. We work closely with the train companies to help them improve their front-line complaints handling. We are talking to franchise bidders about how to improve systems. But how they are dealt with when things go wrong remains a key litmus test of performance as far as passengers are concerned.

Anthony Smith is the chief executive of Passenger Focus

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Laying down the law Claudia Gerrard

A disciplined approach There are very specific rules on disciplinaries, laid down by ACAS. A failure to comply could make action unenforceable warns Claudia Gerrard


ake an everyday situation. An employee is not performing and you want to hold a disciplinary hearing. In a real life case scenario, a manager found himself in exactly that position. An employee had allegedly failed to perform and the manager was determined to issue a written warning. The employee was invited to attend an annual review meeting and the alleged wrongdoing was included as one of six agenda items. The inference was that these were just points for discussion. When the employee attended the meeting, the manager issued the formal warning. So, some may say, what is wrong with that? Well, in practice, there was very little right with how the manager behaved. There are very specific rules on disciplinaries, set down by ACAS, the Advisory, Conciliation and Arbitration Service. And the manager had breached nearly all of them. The starting point is that companies should have written procedures dealing with disciplinary action. And managers should comply with those procedures at all times. Further, ACAS recommends that informal action should be taken, whenever possible, and the aim should be to encourage improvement, not to punish. In our scenario, the first mistake the manager made was how he set up the meeting. If the meeting is a disciplinary, this has to be notified to the employee in writing. Secondly, the manager did not specify the nature of the complaint. The purpose of doing so is to allow the employee to prepare a defence and not be ‘caught on the hop’. Other matters which the manager

Page 26 September 2014

Taking Disciplinary Action 1. Policies and procedures: ensure policies are kept up to date, in line with case law and the ACAS Code on disciplinaries 2. Misconduct and gross misconduct: include examples of misconduct and gross misconduct in the policies, to act as guidance for managers when dealing with disciplinaries 3. Training: carry out training of managers. In particular, make sure that they know how to arrange and conduct a disciplinary hearing. An employer may have a valid defence in an employment tribunal, if managers have been trained in how to take disciplinary action 4. Standard documents: where possible, provide standard documents for managers to use, such as letters setting up the disciplinary hearing and written warnings 5. Companion: remember that the employee has the right to be accompanied. Also, the companion can act on behalf of the employee in a number of respects 6. Investigations: if there is any doubt, carry out an initial investigatory meeting to make sure you have all the facts 7. Records: keep a written note of

every stage of the process, including any investigatory meeting, the disciplinary hearing and what the employee says in his defence. Use an independent note taker where possible to ensure that there is an accurate record. All notices, warnings or dismissals should also be recorded in writing 8. Act promptly and consistently: ensure that action is taken as soon as practicable and that all employees are treated in the same way. It is easy to treat employees differently, which may suggest partiality or even discrimination in some cases 9. Appeals: allow the employee the right to be heard, including an effective means of appeal. In a small company, thought should be given to the appeal process prior to any disciplinary action being taken 10. Sanctions: always consider the reasonableness of the sanction and the alternatives, such as an improvement notice, counselling or training. Look at the employee’s previous record, length of service and experience before reaching a decision on the sanction. Also note that there may be extenuating circumstances which caused the employee’s unacceptable behaviour.

September 2014 Page 27


ignored was the employee’s right to be accompanied and the employee’s right to appeal. These were all breaches of the ACAS Code on disciplinaries. The manager also failed to reach his decision fairly and impartially. Often, it is the way in which a manager behaves which could suggest unfairness. It is important not to have a pre-conceived idea of the employee’s guilt – judging the employee, before you have heard the evidence. In this scenario, the manager

failed to listen to the employee’s explanation, as his mind was already made up. Another consideration is whether the sanction - a written warning in our scenario, is reasonable in all circumstances. In this respect, there are a number of options available if an employee fails to perform or is guilty of misconduct. Generally, everyone knows that written warnings and dismissals are used in cases of misconduct. However, there are other innovative options which ACAS includes in its Code. One such option is to issue an improvement notice. This is a useful tool as you can specify the unacceptable behaviour, identify how the employee can improve and impose timescales for improvement. Also the benefits of counselling and training are often overlooked. Assisting an employee to do their job better is often more productive than punishing them. So, why is it so important to get it right? Well, failure to comply with the Code could make the warning unenforceable. Or it could mean a dismissal is automatically unfair. In real

The benefits of counselling and training are often overlooked. Assisting an employee to do their job better is often more productive than punishing them. terms, that means an employee could complain to an employment tribunal. And any damages could be increased by 25 per cent just for failure to comply. Another factor which stresses the importance of getting it right. Claudia Gerrard is a legal consultant at Excello Law. You can contact her on 07447 985647 or email her at


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Rail franchising back on track? Have we finally found the right model for UK rail franchising? Toby Ashong looks at three reasons why it is so hard to get right


hortly after being ranked as Europe’s most trustworthy company for accounting and governance by Forbes, GoAhead picked up the biggest prize in UK rail in the form of the new combined Thameslink, Southern and Great Northern (TSGN) franchise. A few weeks later Virgin landed a two-year extension under a new ‘risk and reward’ contract, National Express has managed to hang onto its only remaining UK rail operation for another 15 years and just the other week the shiniest contract of them all – the Crossrail franchise – was awarded to Hong Kong’s MTR. So is rail franchising now back on track after the embarrassing derailment of 2012? More importantly, is it back on the right track? The original basis of privatisation was to invite companies to bid for the right to run a service and collect the fares. This meant that if you assumed higher fares and/or more passengers in the future, you could support a higher bid and potentially win. The only problem was that if it didn’t all work out, you could just walk away and the East Coast saga shows us exactly where that could lead. When GNER re-bid its franchise in 2005 many thought it had over-egged the pudding – ‘£1.3 billion looks a scary number but it’s very achievable and very realistic’ a GNER spokesman said at the time. Turns out the analysts were right, GNER soon fell into financial difficulties and barely made it through the first year

of its ten-year contract. National Express stepped in to save the day with an even bigger number (rail watchers could spot the flaw here even if the government couldn’t) and managed to last twice as long before also failing. Once again, the government (aka the good old taxpayer) stepped in. We effectively re-nationalised a corner of UK rail and National Express was assured that none of this would harm its chances in future UK rail bids. The other option would have been to renegotiate with National Express, but of course that would have led to the collapse of the rail franchising system as we knew it and that would never have done would it? Experience has been a dear teacher but only time will tell if the government and indeed the train operating companies, have learnt from their mistakes. MTR award ends avant guarde stance The award of London’s Crossrail to favourites MTR puts a final nail in the coffin of the avant guarde franchising stance championed by the DfT in years past. To be fair, MTR was always the front runner with a proven track record from running the London Overground service and bringing new lines into operation overseas. Taken in the round, the present raft of franchising has seen the incumbents /favourites rewarded, albeit on less risky contract terms. Hardly a mass upset of the apple cart. There’s natural disappointment in Toc boardrooms that none of the locals won Crossrail, but Go-Ahead (as leaders of the pack) has seven years to demonstrate that the next Crossrail franchise should be granted to it. There are three reasons why rail franchising is so hard to get right First: the obvious socio-political tension inherent in a profit-making enterprise that is delivering a public service. The established wisdom is that private sector = greater efficiency, but passengers

Page 30 September 2014

Taken in the round, the present raft of franchising has seen the incumbents /favourites rewarded, albeit on less risky contract terms don’t like the overt profit element – particularly when fares are rising. Or, worse, when fares go up but there’s no cash to invest because it is all being sucked out to pay the franchise fees. The ‘Private is best’ argument also breaks down when the public sector shows that it too can run things very well and the current Directly Operated East Coast Mainline is a case in point providing great fodder for those that would like to see our railways renationalised. Look out, it’s 1947 all over again!

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Second: it’s complicated by the fact that we keep changing the rules. This makes life very risky and hence very expensive for all the players. The private sector can generally buy smarter people, bigger computers and better lawyers creating an opportunity to game the franchise system. The loser is usually us, the taxpayer, as both the East Coast and the West Coast have demonstrated. Third; the stakes are very high. Bidding for these contracts is a risky and expensive business. Typically, several companies will each sink something like £10 million bidding for something that they may or may not get. Worse still, even when they think they’ve won it could be snatched out of their hands on the basis that somebody in government did their sums wrong (First Group two years ago). All of this creates additional and unnecessary cost and risk at no value to anyone. So, have we – by luck or by design – finally found the right model for UK rail franchising? Crossrail, the new TSGN contract and the Virgin extension all differ from each other and the previous generation of franchises. Industry watchers would agree the latter point particularly is a good thing. Certainly, there is now less


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scope for the failures of the past and yet still scope for investors to make a healthy return through outperformance. One problem though is the more you take away the revenue risk/reward, the more you end up with a model that looks much more like operations outsourcing than privatisation. Muddied by the presence of a public train operator that’s running like a private one. Vindication perhaps of TfL’s outsourcing approach over the DfT’s franchising one. It may be thanks to four years of coalition government and austerity Britain, but the contemporary story of franchising in Britain is now one of the conservative common denominator (small c). Government appears to have learned from the costly and embarrassing mistakes of the past and the pendulum has now swung mostly the other way. With the cost of franchisee transition placing an extra cost burden on everybody too, we have seen a retreat from the overambitious ‘all change please’ approach that made such good headlines for politicians. There are always exceptions to the rule and while the vast majority of incumbents and favourites have held on, spare a thought for Serco which was quietly dumped from the DLR contract after 17 years in favour of new JV partners Keolis/Amey, no doubt due to

It may be thanks to four years of coalition government and austerity Britain, but the contemporary story of franchising in Britain is now one of the conservative common denominator (small c) the very public failures of Serco’s other government contracts – Conservatism with a large C perhaps. Rail franchising in the UK is indeed back on track and a very C/conservative track it is too. Toby Ashong is head of Infrastructure at Boxwood


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Women in Rail - two years on In this the first of a regular column, founder of Women in Rail, Adeline Ginn, outlines the aims, achievements and future plans of the group


nfortunately the reality of our industry is that women make up fewer than 20 per cent of the people working in rail today – 17.8 per cent to be precise. And 90 per cent of these women work away from ‘core’ roles such as engineering. Having worked in the industry for 15 years I have been very aware of this low figure and have often not only counted on one hand the number of women present in meetings but sometimes been the only one. It was therefore back in October 2011 when I was travelling to a diversity event with my chief executive of Angel Trains that I decided to make a positive step within the industry and set up Women in Rail. The group was officially launched in 2012 and is essentially a group of rail professionals who have got together to help women in the rail industry. Very quickly it gained support from high profile women in the government, and by raising enough awareness was able to set up a steering committee which reflected the broad range of jobs available to women across the industry. Our steering committee now comprises of representatives from the likes of Angel Trains, East Midlands Trains, Network Rail and the Office of Rail Regulation. The group ultimately has three aims to help improve diversity within the UK rail through: 1. offering a robust support network for women from across the UK rail industry through regular networking events, themed workshops and a mentoring programme 2. campaigning for the rail industry by showcasing it as a dynamic and innovative sector and devising initiatives to demonstrate its strengths as an employer 3. promoting to key internal and external rail stakeholders the benefits of improving diversity within the sector by demonstrating the business case for gender balance. Page 34 September 2014

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

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

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

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Two years on, and we have more than 1,000 members on LinkedIn and several hundred others outside of social media. Our events have been incredibly wellreceived and many highly experienced rail professionals have joined our mentoring programme, pledging support to young women within the industry. We were pleased to be joined recently by Baroness Kramer at Derby’s first Women in Rail event at East Midlands Trains Academy to coincide with this year’s celebration of 175 years of Derby’s rail industries. Plans for the future Some of our other key achievements so far have included engagement with key MP’s and the TUC/ASLEF unions; strong links with like-minded groups such as Young Railway Professionals, Women in Transportation and National Skills Academy for Railway Engineering (NSARE); visibility on the Diversity Leadership Group; extensive coverage in an array of media and the creation of three new awards for the industry at the Rail Business Awards; Rail Engineer of the future, The Diversity and Inclusion Award and Women in Rail Award.

This, however, is not enough and we have made pledges which we intend to fulfil over the next year and a half. First and foremost, in September Women in Rail will launch its own website highlighting the diversity of roles available in the industry from HR to law to driving trains, while also acting as a hub for advice to those already in the industry. By the end of the year we will have identified 10 female role models within the sector who can demonstrate why the rail sector is an attractive option for people who are looking for exciting career opportunities with the possibility of progression, and to inspire more young women to consider a career in rail. Next, by June 2015, we will have gathered the necessary data to build a strong business case for improving gender diversity within the industry and demonstrate to key stakeholders and undertakings the benefits of promoting gender diversity by adopting diversity as a business strategy. Finally by the end of next year we have committed to increase the number of women being mentored to 100 through the Women in Rail Mentoring Programme. Furthermore we commit that by partnering with like-minded organisations we will have delivered 40

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Women jump on board As an industry, the rail sector is working hard to change its image – we’ve broken the glass ceiling and see Women in Rail as a catalyst to help women put their best foot forward in their career. Furthermore it is also one of the most dynamic and exciting industries in the UK to work in at the moment. With major projects like Crossrail and HS2 we have an opportunity to shape a different and better future by improving diversity throughout the industry. From CEO’s to train drivers, Treasurers to HR – there are a huge number of roles available for people with the skills to match. Senior management, both male and female at all major train operators and companies are dedicated to encouraging new blood into the sector. The industry is crying out for talent – women jump on board. Adeline Ginn is general counsel, Angel Trains Tel: 020 7592 0796 Email: LinkedIn: Women in Rail Twitter: @WomeninRail

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Michael concluded by describing the prize to be had from the future plans for the UK railway as ‘enormous’. He cited the collaborative nature of the RDG’s aims as Our Annual Lunch for Members and Guests will be held at key to unlocking opportunities which, for The Mermaid, Puddle Dock, London. On Friday 19th April example, could see Network Rail achieve a 2013 from midday. Our guest speaker is the Rt. Hon.improvement by the 50 per cent efficiency Simon Burns, Minister of Stateend for of Transport. CP5 compared with when it came into being in 2002. This, and many other gains, drives the continued and future support from Tickets – £47.00 per head government in a mature yet still-evolving Table of 10 – £470.00 per table industry. (Ticket prices are inclusive of VAT @ 20%)

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recently. All the 6,500 level crossings on Network Rail are assessed for risk both to users and to the staff and passengers on trains. Of these, slightly more than 2,000 are located on the LNE / EM Route. Despite the level crossings Congratulations to our June 2014 graduates railway for CP5 and beyond, with a positive being the most significant of all risks on the rail he IRO is pleased to present the and encouraging prognosis from Michael network, Network Rail has assessed that overall latest cohort of 28 graduates from Roberts, director general of the Rail Delivery across Europe only Luxembourg has lower our degree, diploma and certificate Group (RDG). level crossing risks. Crossings are categorised courses. Well done to you all on Michael began his talk with an outline of as ‘active’ where the user is controlled by gates, your dedication and commitment to your the history of the RDG which was established barriers and / or lights, or ‘passive’ where the professional learning. The graduates were in 2011, with its origins in the McNulty user is solely responsible for ensuring it is safe awarded their academic qualifications in Rail Value for Money study. At the outset to cross. Your local IRO Area runs events allwas year round.organisation There are opportunities toare see howusing others Railway Operations Management by Glasgow RDG a voluntary bringing Risks assessed a numeric system work, broaden experience and industry add toleaders. your Its professional development. Caledonian University on 24thyour June 2014. together role has now been (ALCRM) and by ensuring compliance with formalised and from October 2013 RDG has a ORR guidance. User acts or omissions, Visit the website to find out more… Degree – Michael Baneham Iarnród Éireann; new executive function and a vision to make whether deliberate or careless, contribute to 93 Mark Bennett Network Rail; Simon Bott Europe’s best railway even better. per cent of the whole risk. Of this 60 per cent is Southern Railway; Simon Cassidy First Great Despite persistent media suggestion to due to pedestrians. Western; Maeve Custy Iarnród Éireann; the contrary, Britain leads the way on rail The highest risk crossings are identified Carl Duranthon Network Rail; Steve D’Ath in Europe and Michael produced plenty of and appropriate control measures are, where SouthEastern Railway; David Heeney First material to support this. UK rail has the highest practicable, applied to control the risk. Scotrail; Paul Howden First Great Western; passenger satisfaction rating and best safety These measures can include replacement Ronan Kelly Iarnród Éireann; Phillip record of any major European railway. It has with bridges, or by crossings of higher levels Middleton Network Rail; Denis Moloney grown faster than, for example, France or of safety although these options may be Coastway Ltd; Christopher Parsons South Germany, in the last 15 years and is regarded expensive, and may fail cost benefit analysis. West Trains; James Prince South West Trains; by the European Commission as the EU’s most Active crossings include automatic half Lewis Yourdi First Great Western; John Sadler improved railway. barrier crossings that still carry significant risk Freightliner Heavy Haul; Kerry Cassidy First This success is due to a key difference in the from user misuse, and which will over time be Great Western rail industry structure in the UK compared replaced with safer controlled barrier crossings with other railway industries, which is that where closure is not possible. 1 2 Diploma – Steven Lennon Interfleet of diversity of operators on a single network, Passive crossings include many farm, Technology; Nathan LOROL; bringing a combination of private sector footpath and crossings, and where South WestGoromonzi Area: South West Area: Operations Experience Day bridleway – Geraint Llewellyn Firstthe Great Western coupled with policy.Minehead practicable Modernising Western Route – Swindoninnovation October 2012 Westgovernment Somerset Railway, October closure 2012 is the usual aim. This is The RDG’s ambition is to create even achieved by buying out rights, or diverting Certificate (from First Great Western) – better services at the highest levels of safety the route and may include replacement by a Paul Blair, Ashley Bray, Joshua with personalised customer experience that footbridge or underpass. Local public opinion Haskins, Aleka Toogood, Rachel Kevern, is simpler and easier to understand and more can be a significant obstacle to this programme Christopher McGeady, Mary cost-efficient. The strategy for achieving this where crossings are seen as a civic right. Robinson, Susan Wesstle is coordinated solutions to cross-industry On the LNE Route five crossings are in the challenges and collaboration with government, worst (category one) risk group, in category Rail Delivery Group: a whole industry regulators and the supply-chain. two there are a further 57 and in category three approach RDG has five immediate priorities relating there are 90. There is a definite programme to he June event for IRO Midlands took to: improving customer service; delivering reduce this risk at these crossings. On LNE in place at Network Rail’s Quadrant greater efficiency; strengthening the benefits CP5 more than £12 million has been allocated offices in Milton Keynes. The of GB rail; looking forward; and building specifically to reduce level crossing risk, and audience was treated to an excellent confidence. this is also incorporated into other schemes. conclusion to our programme, discussing the Each of these priorities is underpinned Nationally, £99 million is allocated specifically creation of a sustainable and future-proof with specific streams of work. to reducing this risk.



September 2014 Page 39

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Page 40 September 2014


4 November 2014: IRO Performance conference The next IRO learning conference will be held at the Charing Cross Hotel, London. Watch this space – 96 per cent of the 13th June conference delegates rated the conference as excellent/very good for knowledge gained. For further details or how to book contact the office on 03333 440523. Irish Area For information on Irish Area events contact Hilton Parr at Scottish Area For further information on the IRO Scottish Area please contact Jim Douglas on 0141 354 5684 or email at North East Area 9 September 2014: Network Rail Devolution – two years on A talk by Phil Verster, NR LNE & EM route managing director 7 October 2014: Visit to the York Railway Operating Centre A new rail operating centre (ROC) in York will, by 2019, control all of the signalling for the East Coast Main Line and connecting lines. It will be one of just two ROC’s for the route, using the most modern signalling and traffic management technology. 23 October 2014: AGM and social evening, York The North East Area AGM and social evening will take place at The Windmill, York. 11 November 2014: A year in the life of Northern A talk by Alex Hynes, managing director, Northern. All speaker events are normally held

(unless otherwise stated) at the East Coast Academy, Platform 9, York Station, 17:00 for a 17:30 start. If you would like to attend any of these events or for further details please contact David MonkSteel at North West and Wales Area For information on North West Area events, please contact Tricia Meade at For general membership enquires please contact Carl Phillips at Midlands Area 8 September 2014: CP5 integrated planning – how East Midlands are taking on the challenge, Derby. East Midlands are leading the way on the future of integrated planning for CP5. Richard Walker route delivery director, will discuss the challenges faced, the efficiencies and the output for the industry. For information on Midlands Area events contact Julia Stanyard on 0121 345 3833 or email: Events start at 17:30 for 17:45. South West and Wales Area For information on South West and Wales Area events contact Martin Bonnington by email: South East Area 15 September 2014: Safety versus performance debate, London. Do cost and good punctuality figures prevent us going as far as we should in terms of safety? Do we pander too much to ‘safety’ and not run the railway as efficiently as we could? Is safety versus

performance a myth because you can’t have one without the other? Whatever your viewpoint don’t miss this entertaining and interesting debate. Time 18:00 to 19:30. Contact: David Pinder at 6 October 2014: Visit to Three Bridges ROC, Crawley. Join us at one of the first of Network Rail’s twelve Regional Operating Centres, for an insight into how the operation of the national network is changing. Places are strictly limited. To register your interest contact Natalie Howarth: 15 October 2014: Charity quiz, London We are holding another quiz at The Parcel Yard, King’s Cross Station. Get together teams of up to six people (max) – or come along and join one of the teams on the evening – all are welcome. Time 18:00-21:30 18 November 2014: New Members’ reception, London. A chance for new IRO members to meet those who have been around for a bit longer, as well as the council team and invited guests at The Parcel Yard, King’s Cross Station. Time 18:30 to 21:00 26 November 2014: Driver simulator visit, Ashford. Visit the class 395 driver simulator. To register your interest in this visit contact Rob Mawby: For further information on the IRO South East Area contact Jonathan Leithead at More details of area events are listed on the website at http://www.railwayoperators.

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Delivering the goods Chris MacRae

The great freight dilemma FTA is petitioning on the HS2 Bill. Chris MacRae explains why and what the concerns for rail freight are


ill HS2 really open up new capacity for rail freight? That’s the sixty-four thousand dollar question as far as FTA is concerned along with those of the main rail freight operating companies, multimodal service providers specialising in rail freight services and rail freight shippers. Despite ministerial assurances that HS2 will provide additional new capacity on the existing West Coast Main Line there are no guarantees

Page 42 September 2014

that franchised passenger operators will willingly give up or share their coveted slots as they transfer to the new high speed line. In fact, the rail freight industry is concerned that HS2 could lead to pressure for increased passenger services on the WCML as operators seek to enhance their service links with HS2 services to expand their markets and to meet the anticipated growth in passenger demand. While supporting HS2 because of its potential to add much needed extra

capacity to meet future demand for passenger and freight services, FTA has petitioned for crucial amendments to the HS2 Bill in an attempt to safeguard rail freight interests. The petition has been sent to the parliament committee specially convened to scrutinise the Bill. No specific provision for freight FTA’s principal concern is that while the Environmental Statement undertaken to support the Bill suggests that HS2 could release capacity on the existing ‘classic

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network’ to increase the number of freight services on the West Coast Main Line, the Bill makes no specific provision for the capacity to be allocated to freight services. In short, FTA is concerned that without any specific requirement in the Bill for released capacity to be made available for freight services, it will be taken up by passenger services largely due to the greater leverage of franchised passenger operators with Network Rail and regulators. The FTA Petition therefore stresses that while not opposed in principle to the construction of a new high speed railway for which the Bill provides, FTA is seriously concerned about the inadequate provision for safeguarding rail freight, and the 30 per cent growth in rail freight estimated by Network Rail by 2019 in its 2014-19 Delivery Plan and Freight Market Study Plan forecasts for rail freight volumes. The rail freight industry indicates that to support this growth an extra three paths per hour in both directions between London and Crewe will be required by 2033 at a minimum. However, as indicated above the threat of freight services being squeezed is further underlined by Network Rail’s forecast of an additional 225 million passenger journeys by 2019.

Potential for severe disruption The Petition also covers the impacts of construction of HS2 on existing rail freight operations and their ability to effectively operate their businesses, including the potential disruption of key strategic road networks. FTA is concerned that the Bill does not provide sufficient safeguards for continuous road and rail operations. The fact that the route of HS2 will pass over or under key arterial roads such as the M42 and M6, which are major trade routes for HGV’s and other goods vehicles, means FTA is seriously concerned about the potential for severe disruption to the road network and businesses reliant on the many logistics depots based in or near Birmingham due to its central location in the UK. The Petition also covers wider concerns regarding navigable waterways and the impact on Anglo-Scottish freight resulting from the impact of future passenger demand North of Preston once both phases of HS2 have been completed. Failure to address concerns HS2 Limited has recently released two papers, one specifically on rail freight operations and the other on the future pattern of services on the West Coast Main Line, largely it seems in response to FTA and other rail freight petitions. The

Our aim now is to enter into direct negotiations with HS2 to secure the guarantees FTA needs to support the HS2 Bill Association is currently studying these papers, but our initial assessment is that it fails to address FTA’s concerns or meet the guarantees required by the rail freight industry. Our aim now is to enter into direct negotiations with HS2 to secure the guarantees FTA needs to support the Bill. Chris MacRae is manager – Rail Freight Policy at the Freight Transport Association Email: |

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Supply chain

The 2014 Supply Chain Forum Do you feel your organisation has a good reputation for project delivery? Are you used to reacting to a crisis and going the extra mile? That’s great, but it can be exhausting and is certainly not sustainable in the long-term. Can you influence change, or do things differently to achieve better outcomes? Perhaps it is time to review and rebalance your resources, competences and energy to create a sustainable, long-term, effective supply chain strategy suggests Chris Williams-Lilley


ail Champions and Rail Professional magazine have come together to share nearly two decades of industry research, and review the government’s latest thinking on essential cost planning and procurement. Meet with more than 75 rail industry executives and learn how to develop meaningful joint objectives and customer driven supply chains. With more than £37 billion’s worth of rail contracts to be delivered over the next five years, companies must conduct a health check to ensure they remain competitive and can demonstrate effective management of customers, suppliers and external collaborator relationships. The time has come for lean and agile suppliers (large or small) to challenge some of the biggest names in the construction industry. Successful organisations have reputations and cultures based on transparency, trust and value creation. It is clear some SME’s have already won favour within Network Rail, and Transport for London (London Underground), with multi-million pound contracts placed on the Southern Frameworks and STAKE. The rise of the super-contractor: Some Tier 2 contractors are now leading major project delivery, so it is essential their supply chain partners understand their goals and how to meet their clients’ key objectives. Previously, the holy grail of project management was simply delivering on time and to budget. We are now faced with three new models of procurement in the construction industry, all designed to procure new Page 46 September 2014

infrastructure for less. The key objective is to offer some cost certainty, which delivers better value in the medium to long-term future of the construction industry (to which the rail industry contributes). It is quite reasonable to consider the whole construction industry is poised to undergo a major overhaul, with the emergence of new global super-contractors. This comes at a time when many constructors are either consolidating resources, moving out of the rail sector completely, or focusing on core competences. We must also remember the main focus of many organisations over the next 12-18 months may be to repair balance sheets after weathering the storm of a prolonged global recession. Leaders are under pressure to develop increased value and maintain profitable growth. Looking to the future: A key principle underpinning the government’s sector approach is to back those sectors which are likely to have prospects for success in the future, in terms of generating increased value added and employment in the UK economy. In this respect, it is important to consider the key economic, social and wider drivers of growth and their relevance to the rail industry’s potential over the next decade. The main drivers are likely to be: • aligning objectives of Network Rail and the Toc’s • cutting costs and changes in patterns of demand • changing business practices and

The Supply Chain Forum, to be held at The Building Centre in London on the 6th November, will help raise awareness of what Supply Chain Excellence looks like, and explore some of the key challenges faced by Tiers 1-3 in the rail industry today. Through workshops and execution of strategic business strategies, you will be able to align key principles, behaviours and values that reflect your own business goals. Command future engagements with an effective; clear understanding of the correct governance, objectives and drivers needed for each new opportunity. promoting new technology • providing opportunities for job creation and skills development • increasing demand for environmental products, processes and standards. Rail Champions along with its partners has developed game-changing strategies that you need to know and which will help you navigate this complex landscape over time. We will give you a roadmap and the compass to master 21st century supply chain management. Gain the competitive edge The 2014 Supply Chain Forum is not only well-timed it is also content driven. Industry leaders will come together to help you gain a competitive edge on

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Supply chain

Supporting Organisations Achilles, Action Sustainability, Brian Farrington, CH2M Hill, Constructing Better Health, Daventry Business and Consultancy Services (DBACS), Inspiring Safety Solutions, Institute for Collaborative Working (ICW), Mend London, Manufacturing Technology Centre (MTC), Network Rail, PERA Technology, Royal Institution of Chartered Surveyors (RICS) and the Institution of Engineering and Technology (IET) to name but a few. some of your biggest opportunities. Use this session to increase your skills, provide a platform for business enhancement and overcome potential barriers or obstacles which may fall in your way in the future. Learn from insightful expert panel discussions, get an exclusive first look into the latest supply chain thinking, and 1-2-1 collaborative working surgeries.

buyers conduct their procurement processes. We will also examine how buyers and suppliers interact and will give you practical insight into ‘collaborative relationships’ and the processes and procedures that support it. Shared objectives This event will help suppliers align objectives and support Tier 1 and 2 contractors deliver major rail investment projects, involving cross-industry leadership and collaboration. There are few sectors as fast-moving or challenging as the rail industry, but it’s the people that make the real difference. Some of the speakers at the Supply Chain Forum have been the public face of transformation in the transport sector, and Rail Champions together with Rail Professional are proud to deliver this conference that will support business executives with the determination and vision to deliver real results in the next Control Period (CP5).

As well as hearing updates on rail Infrastructure procurement policy, responsible procurement and case studies on supply chain excellence, we will be running several 30 minute, live, interactive workshop sessions aimed at developing your understanding on key rail industry drivers The output from this will be available via RICS and repeated on our website in the coming months.

Invest some time in the present to solve predictable problems before they happen

Business enhancement

This unique opportunity will allow knowledge transfer from infrastructure providers/users, policy makers and leading suppliers wishing to make a step change in supply chain delivery. Discussions may not be project specific, but you will be able to put your questions to qualified industry gurus that have helped shape the administration of Crossrail, CP5 and HS2. Top five reasons to attend:

As always, Rail Champions is on hand at any time to support a specific development area, should you need it, whether your focus is on collaboration, lean supply chain development or sustainability, our team has more than 40 years combined experience on some of the UKs largest infrastructure projects. We will work with you to identify a growth strategy that meets your current and future requirements.

1. Be seen as an all-star, high-reliability organisation 2. Enhance your skills and build a compelling supply chain strategy 3. Add value to multiple opportunities 4. Compare new strategies on how to engage with Tier 1 and 2 Contractors 5. Lead change in your specialist field be part of the debate, and provide the solution.

From experience, it is better to solve business critical issues before they happen, and problems often represent the biggest opportunities for SME’s. We are confident the Supply Chain Forum will help empower your decision making by taking on a shared view of the future based upon hard facts, alignment of core goals and making your customers even more successful.

Learning outcomes As well as hearing updates on rail infrastructure procurement policy, responsible procurement and case studies on supply chain excellence, we will be running several 30 minute, live, interactive workshop sessions aimed at developing your understanding on key rail industry drivers. These workshops are designed to provide you with a comprehensive overview of framework opportunities; including what bearing contract value and risk have on how Page 48 September 2014

Strategic plenary sessions By the time this edition of Rail Professional goes to press, we will have held yet another industry VIP Round Table Discussion with our partners from CH2M Hill and the Royal Institute of Surveyors (RICS) and co-sponsored by VVB Engineering. The latest session covers Effective Cost Planning – with support from enlightened policy makers and commissioners including Martin Rowak (director, TfL); David Hawkins (director, Institute for Collaborative Working); Sean McCarthy OBE (director, Action Sustainability); Stephen Blakey (commercial projects director, Network Rail), and Denise Bower (director, Major Projects Association).

Reserve your place now (www.eventbrite. while there are still tickets available. Contact Dean Salisbury at Rail Professional for sponsorship opportunities. Tel: 01268 710957 Email: Chris Williams-Lilley is founder and chairman of Rail Champions. Follow updates by following @RailChampions and @EventsRailPro or use #SCFLondon

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Getting employees to identify with their organisation is vital to an ESN’s success... This is particularly relevant to rail as employees could have witnessed full-scale management changes a number of times in their career


could talk about this stuff all day’, said Gifford smiling as I give him a rough running time for the interview. The CIPD (Chartered Institute of Personnel and Development) is perhaps best known as the professional body for human resources but also doubles as the professional body for workforce learning and development. Celebrating its centenary last year, the institute originally started out as the Welfare Workers’ Association, which rescued children from factory work and solved issues with workers’ conditions in factories. The institute’s workforce cannot complain however about the conditions at the Wimbledon HQ, with a bright and futuristic renovation having been recently completed. We met in what was once the library – a hive of activity with horseshoe-shaped benches for meetings and a barista-staffed café that fills the air with all the sounds and smells of a coffee shop – and Gifford started by detailing the research project’s structure. A three-pronged attack Formed of three parts: literature review, which looks into evidence of the links between social media and the employee voice survey (Social Technology, Social Business), which attempts to measure how, and to what extent, social technologies are being used in the world of work and the primary drivers for using them, and finally case study. ‘The case study was the logical extension and focused on the workforce rather than the use of mobile technologies or social media as an external communications tool,’ explained Gifford. ‘It covers how social media is used through ESN’s to communicate with employees and facilitate communication between each other, and also how employees are supported to use social media to do their job.’ Despite his having worked on a detailed report of social media, I reminded Gifford of comments he made on December’s Engage for Success radio show, during which he admitted to not being a heavy user of social media. With another smile, Gifford Page 50 September 2014

Jonny Gifford Personnel and development institute CIPD has recently finished a threepart research project into the use of enterprise social networks (ESN’s) to improve internal communication at Southeastern. Research adviser Jonny Gifford explained the findings to Dave Songer

September 2014 Page 51

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gracefully defended himself: ‘I am a user, I’m not an addict but I am a user… I just wasn’t an early adopter. I’m not apologetic about that, I use Twitter, I use LinkedIn a bit and have a Facebook account but don’t really use it.’ Gifford very much sees it as a positive, rather than a stumbling block: ‘I think that it is quite important for the purpose of this because what we wanted to get from both this research, and the research that proceeded this study, was a coolheaded assessment of how is, and how isn’t, this thing called social media useful for business.’ More than just social Expanding on this point Gifford told me of his reluctance to use phrases like ‘social business’, which are commonly used when discussing the subject. ‘I think it’s a bit of an odd term in a way because businesses are inherently social whether you use Facebook-type technologies or not, so I’ve tried very much with this research not to see social media as a panacea.’ Showing me the spider diagram used in its main report, which illustrates the network’s different uses, he pointed at the ring around the centre that says ‘making connections and sharing knowledge. ‘Now that, I would say, is the primary function. It’s about connecting, sharing and learning.’ The pecking order Gifford’s research observes that social network use is more prevalent higher up the business hierarchy than lower down; a finding that he admitted he has ‘not yet got to the bottom of’ but that clues come from which platform is being used, which in the case of senior leaders tends to be LinkedIn. ‘It is true that senior employees and leaders use social media more for work than more junior staff and that’s a general relationship as you go down the hierarchy.’ At the top of the employment ladder, he argues that careers are more likely to develop through informal networks with existing contacts: ‘I think that LinkedIn plays in very naturally with that. It makes more sense for networking across


professions or within your profession, it makes more sense for senior leaders.’ In terms of communication within the organisation, however, it is managers down the pecking order that use ESN’s more extensively. ‘When it comes to using social networks to communicate with colleagues within the organisation, I think it is more the middle managers who come out as the most active users.’ The suggestion that people’s private use of social media is reflected in the confidence with which it is used at work is met with a thoughtful pause: ‘I think the whole relationship between personal and professional users of social media is an interesting one. Many social media advocates say that the barriers between personal and professional are crumbling because of social media, people don’t distinguish between their personal and professional lives. Our survey told quite a different story. We found the strong view that employees prefer to keep their personal and professional uses of social media quite separate.’ Is it likely that users could be reticent and cagey about what is shared in social media? ‘I think they’re right to be’, said Gifford firmly. Still much to learn Gifford thinks that well-publicised social media cases that have found people in court originate from a basic lack of experience. ‘In years to come we’ll look back at how we use social media at the moment and think of ourselves now as being a bit like kids with chainsaws because we’ve got these incredibly powerful communication tools but we haven’t really, as a society, learnt how to use them more responsibly.’ Citing last year’s case involving Lord McAlpine, he commented: ‘We look back now with great clarity at the Lord McAlpine Twitter fiasco, for example, but at the time it wasn’t actually that obvious, I don’t think. So I think that we are still learning.’ Gifford is also of the opinion that the massive shift in how September 2014 Page 53


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technology is now introduced to us also has a large part to play, with social media being a prime example. ‘Going back, way back when, technology would come into the military first, then it would come into our professional lives and then it would filter into our personal lives. Nowadays it’s driven by our personal lives and our work environments are playing catch up. ‘We’re all familiar with the situation of ‘you’ve got your personal smartphone, which has all the bells and whistles, and then you’ve got your old Blackberry, which doesn’t really serve your needs very well, from your employer.” Right or wrong? The Southeastern case study was made possible by a relationship with some employees of the Toc at Gifford’s previous job. ‘I knew they were developing social networks so when this area of research came up here as something that we need to do, I immediately thought of Southeastern.’ How did the company manage to get social networks to play a more active role in its day-to-day operations? Is there anything that it was doing right or wrong? ‘Importantly, I think what they were doing right is, first off, they weren’t coming to this from a point of view of ‘social media is the future, we’ve got to make use of it…everything is social now.’ Before committing to technology, the Toc developed its approach to employee engagement and employee voice by using engagement exercises, such as face-to-face forums and sending communications on corporate values - steps that gave it a head start. ‘They were already quite far down the line in developing their approach to employee engagement and employee voice, in particular, and this was a logical next step. It was decided that the staff intranet was probably not serving the needs of the organisation as well as it could and there were opportunities to think of something better. So they started looking at ESN from that angle.’ All change please Southeastern ran its company intranet and social network (Workmate) alongside each other but, in the end, decided to dispense with its own system and fully commit to the ESN. ‘They found that Workmate had 52,000 hits, nearly a hundredtimes more than their intranet got. Their intranet was already established, so they weren’t even starting from a level playing field, but even taking this into consideration the ESN far exceeded the amount of usage that the intranet had.’ Gifford was quick to add that there is no one-size-fits-all solution. Another organisation in the research, the social enterprise, Bromford, successfully runs an ESN and company intranet. ‘Bromford has YAMMER alongside intranet and sees them as quite different channels for different types of communication because that’s what they feel suits the organisation. There isn’t a single model for this.’ Dispersed workforce Getting employees at large companies that have a dispersed workforce to identify with their organisation – and make mental and emotional connections with it – is vital to an ESN’s success said Gifford. This is particularly relevant to rail as an industry that has employees that could have witnessed full-scale management changes a number of times in their career. ‘Many employees in the sector will have started when it was British Rail, they’ve lived out more than one franchise and, for some, there is a sense that the only changes are that the trains gets a new lick of paint and the staff get a new uniform. So why should they identify with their organisation?’ All is not lost though, and Gifford believes that by providing employees with an effective social network, this gap can be bridged. ‘If you can have two-way, or even multi-directional, communications through the organisation that helps to bond employees to build a stronger sense of workforce community.’ Downsides? Are there any downsides for businesses that use ESN’s? Perhaps

unsurprisingly, Gifford doesn’t seem to think so. However, he does suggest that organisations with a more progressive, egalitarian approach may draw greater benefits. ‘If you bring in an ESN into a company with a very command-and-control culture, it will be used in a commandand-control way. Social media is inherently democratic, it’s not about hierarchy, it’s about who has got something helpful or useful to say…no matter who you are. ‘And yet, if you plonk an ESN into your organisation you’re not going to see that kind of culture in your organisation, what you’re going to get is a reflection of the culture that you’ve got already. You don’t just change it overnight like you do the technology.’ How about employers who might worry that, should they embrace the technology, employees will just waste company time? ‘I think that that’s misjudging where we are actually at with social technologies now as a society,’ said Gifford. ‘If people want to spend all day talking about non-work stuff they don’t need social media, they can pick up a magazine or just talk face-to-face. What Southeastern and others have found is that most of the conversations are work-focused. They are there to work, and that’s most of what they talk about.’ The Toc’s observation that some of its employees discuss work on Facebook anyway offered another explanation as to why it was keen to roll out an ESN. ‘The view was: ‘we don’t want our employees washing our dirty laundry in public’, far better to have a gated-Facebook equivalent within the organisation to allow us to see what’s going on and get involved in the conversations but be freer of risk.’ Service delivery improvements? So, does Gifford think that Toc’s can attribute social networks to improved service delivery? ‘I think there are two answers, you can look at how an organisation improves its services over the longer-term and you can look at those that resolve issues that happen right now.’ Using the example of a disruption on the line, he feels that social networks can be used to solve technical problems: ‘By exchanging engineering information or getting people to the site better we can help unlock some of those things that would otherwise be a hold up’. Despite it being much harder to demonstrate a long-term impact, Gifford feels that Southeastern has found its use hugely beneficial. ‘If you talk to people like the HR director, they’re in no doubt as to the positive impact ESN has had, such as the improvements in culture, the identification with the organisation and the exchange of information.’ Future developments Gifford remains convinced that ESNs ‘remain an obvious choice’ for Toc’s because of the dispersed nature of their workforce. Which, coming from the CIPD, with a presence in more than 30 countries and a network of many thousands of members, is a view that must be worth listening to. September 2014 Page 55

InnoTrans 2014

Increasingly global A look at what’s in store at this year’s InnoTrans, the world’s leading trade fair for transport technology


he bi-annual event will take place in Berlin from 23rd to 26th September and the focus will be on innovations and product premiers showcased by more than 2,700 exhibitors from 51 countries. Organised by Messe Berlin, InnoTrans 2014 will feature a full range of rail vehicles presented in static displays on the tracks located outside the exhibition halls. The show will be divided into five segments: Railway Technology, Railway Infrastructure, Public Transport, Interiors (including Travel Catering & Comfort Services) and Tunnel Construction. This year, for the first time, participation by non-European exhibitors has reached 17 per cent, with Asia and North and South America reporting the highest growth rates. Exhibitor numbers from Asia have risen by 34 per cent and the floor space they will be occupying by 20 per cent. In particular, China, India and Taiwan will be represented on significantly larger display areas than two years’ ago. The US rail industry has also expanded its display area with exhibitor numbers up 64 per cent and floor space by almost 20 per cent. South American companies will occupy a display area that has grown by 70 per cent. Compared to the 2012 event, the combined Americas display has doubled in size. Exhibitor numbers from Africa and Australia remain stable. The large majority of exhibitors will be from European markets, with Germany, Italy and France most strongly represented. Portugal, Hungary, Romania, as well as Ireland and Turkey all have display area increases of more than 50 per cent. For the first time, Turkey will be one of the countries whose display area is among the ten largest at the fair. International participation in every

and Interiors segments will be augmented by the PTI Hall Forum, which will look at current and future developments in the public transport sector. Events taking place here will include the International Design Forum and the DB Suppliers’ Forum, which will focus on design and procurement. The InnoTrans Majlis will offer the opportunity to exchange views to senior industry executives and policy makers with highranking members of the rail industry and rail transport ministries of the Gulf Arab states. segment In addition to leading vehicle and systems manufacturers, 34 industrial associations from 19 countries will be present at InnoTrans 2014 as well as service providers and leading research institutions. Forums The InnoTrans Convention taking place with the show includes a special Dialog Forum. As well as that, the Rail Leaders’ Summit, organised by Deutsche Bahn, will offer dialogue opportunities for transport ministries and general managers of international rail companies. The Tunnel Construction segment will be accompanied by the International Tunnel Forum and the Public Transport

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Innovations on show The Railway Infrastructure segment, which has expanded yet again, will feature around 500 companies exhibiting their technological innovations on a display floor covering 30,000sq metres.


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

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Public Transport Covering an overall display area of 19,000 sq metres and with around half of the exhibitors from outside of Germany, the segment will provide a full overview of the market. Main topics are ticketing services, telematics, digital data communication and passenger information systems. Exhibitors will be displaying smart solutions in connection with real-time data, e-ticketing and signalling technology, for example. Companies represented in this segment include not only global players but also established SME’s and start-ups.

Cleanliness as a factor in image Passengers expect trains to be clean and well-maintained, and for transport companies themselves cleanliness is an increasingly important factor in promoting their image. This development is reflected at InnoTrans where the subject of cleaning is growing in importance. This year’s event includes 20 companies who will be presenting systems and care products for cleaning

transport vehicles as well as stations and stops. Occupying entire hall Once again Japan is occupying an entire hall and this year for first time, an individual region - the state of Saxony, will also be using a complete hall to stage its display. The more than 20 Chinese companies in the China Railway Pavilion are also seeking to develop new markets at InnoTrans. Leading manufacturers from the Chinese transport industry will represent areas including rolling stock, signalling and control systems and vehicle interiors. There are also four combined stands in the CityCube Berlin. This new exhibition hall will feature combined displays by suppliers from Korea, Switzerland, Sweden and the Berlin-Brandenburg region. US rail industry Targeting new markets in effective ways is the declared aim of the US rail industry, and US companies are increasingly exploiting the opportunities offered by InnoTrans to establish new contacts with decision-makers from Europe, Asia and South America. Four leading associations representing the entire US rail industry will be in Berlin for the first time: the Railway Engineering Maintenance Suppliers Association (REMSA), the Railway Supply Institute (RSI), Railway Systems Suppliers Inc. (RSSI), and the American Railway Engineering and Maintenanceof-Way Association (AREMA), who will be hosting their displays at the USA Pavilion organised by REMSA. Senior executives from these organisations will be holding a joint press conference on the

latest developments and the outlook for the US rail industry. Innovation Report Published by Messe Berlin, the Innovation Report highlights the selected rail technology innovations of individual exhibitors at InnoTrans. The report, which is available online at is updated at regular intervals and the full report will be available in print at the fair.

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A coaching culture Naysan Firoozmand looks at the benefits of executive coaching in the rail industry, where the emphasis on hard skills over soft can ultimately affect individual performance


he rail industry shares some characteristics with other sectors whose roots lie in the world of engineering such as construction and energy. While generalisations are often sweepingly unrepresentative, these industries often demonstrate a similar culture, which we might characterise as predominantly task-focused, masculine and traditionalist. Their shared characteristic of operating in highly regulated environments can serve to reinforce these attributes, leading to ‘command and control’ workplaces where compliance and task-achievement or project completion take priority over other aspects of organisational life. While these characteristics are often an understandable response to operational imperatives, they are also examples of strengths that can become weakness when organisations rely on them unduly. While ‘silo mentality’ (focusing on the immediate present and local instead of the big picture of organisational imperative and development) can emerge as a consequence, an emphasis on hard as opposed to soft skills can mean that even individual silos do not perform as effectively as they might. A culture heavily shaped by compliance can often lead to teams, projects and divisions that are managed effectively, but also to environments where managing is a more widespread managerial behaviour than leading. Furthermore, the emphasis placed on managing tasks can come at the expense of reviewing, developing, and embedding the behaviours that ensure their completion. Tasks may be efficiently controlled, but those performing them may not necessarily be inspired or motivated. While one reaction might be ‘needs must’, this can disguise the way some kinds of need can be overlooked in the rush to satisfy ends. These are circumstances where coaching has many valuable roles to play. The first of these is cultural if the biggest single shaper of workplace performance, behaviour and development in organisations is the line manager. Line managers need to adopt and demonstrate a coaching culture to help teams develop both their individual skills and capabilities, and their team-working to Page 60 September 2014

improve performance and delivery. This approach shifts a manager’s – and their team’s – focus, looking beyond know what to also include know how, acknowledging that outcomes are influenced by method, as well as measurement, monitoring – and sheer determination. It also changes the nature of performance management (PM) and the way that it is often practiced. While the traditional practise of PM paints it as a formal, periodic task where past performance is assessed, an appreciation of the value of a coaching-influenced style of management can help to shift this perception and to reveal PM as an-going process. With PM, feedback is offered ‘in the moment’ wherever possible and an appreciation that the purpose of feedback is to develop and grow the recipient rather than to reward or punish them should be adopted. If ‘silo mentality’ within divisions and functions of an organisation can hinder it in realising its greatest potential, a silo mentality in terms of its internal processes can be equally hindering. PM is not an isolated task that can be ticked off a checklist and forgotten until the next time; it is closely related to reward and recognition, to personal and career development, and to employee engagement. This was a point addressed by the Australian Cooperative Research Centre (CRC) for Rail Innovation, whose website makes the following point in an article titled Building a Coaching Culture: People are naturally creative, enjoy contributing and like to have a measure of control of their workload. These instincts will be curbed by managers who bully, criticize, humiliate or micro-manage their staff. However, being left alone without any positive feedback or suggestions for improvement does not encourage people to take responsibility either... If performance management is an aspect of organisational life that needs to be seen more as a daily on-going activity, so too does something that it should, at its best, directly feed into – learning and personal development. Coaching is a development activity, and one that is individually targeted. Coaching emphasises the importance of relationships, and not just between coach and employee but between the employee

A culture heavily shaped by compliance can often lead to teams, projects and divisions that are managed effectively, but also to environments where managing is a more widespread managerial behaviour than leading. and all those they interact with in their working life. Nor – like PM – is it a process that should be seen in isolation, as the most effective coaching acknowledges the manager’s role and involves them in agreeing the objectives of the coaching and ensuring that these are aligned with the broader objectives of the organisation. Coaching also acknowledges that behavioural change takes time, and that a ‘slap-dash’ approach to development

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Unlike software or a mechanical upgrade, people have the right tools quickly installed at the flick of a switch, the reality of behavioural change is not just messier and more complicated, but considerably more time consuming is unlikely to deliver results. Changing behaviours is fundamentally difficult for everyone, especially in pressurised working environments – and even more so in those where the ‘human’ aspects are given far less weight than operational imperatives. Even where opportunities to practise new skills are made available, on-going encouragement and support

as they are put into practice is crucially important if they are to become effective working habits. Adjustment to a managerial role In an industry with a strong technical bias, this point applies not only to those who line managers are attempting to develop, but to line managers too. In a sector where many of those promoted to managerial roles will have previously pursued careers that centred on the development of technical skills, the shift of responsibility from knowledge to know-how and from task and problemsolving to managing and developing can be very challenging. While continuing to work within a technically-based culture can be advantageous in that the promoted expert may more readily earn the respect of those that they now manage, their responsibilities have fundamentally shifted and this initial respect may be lost unless they work to earn respect afresh for the new skills that they must acquire and demonstrate. Unlike software or a mechanical upgrade, people do not have the right tools quickly installed at the flick of a switch. The reality of behavioural change is not just messier and more complicated, but considerably more time consuming.

Whether the skill in question is hard or soft, practice and repetition are required to help master that delivery, and opportunities for these to take place within the workplace are often very limited. Coaching for – as well as by – managers can help the newly promoted former technical experts to address these personal challenges and accelerate their progress. Where a formal coaching programme is in place, it can also provide a secure environment in which the employee can safely raise concerns or doubts and work through issues. If the organisations in the rail industry are eager to stay firmly ‘on the rails’ as they strive to meet their objectives, addressing the role of soft skills in doing so is as important as the maintenance skills of their engineers. Naysan Firoozmand is managing consultant at ASK Europe

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The future rail experience? Try omnichannel retailing Compared to the airline industry, rail operators’ ability to enhance the passenger experience and drive ancillary revenues is still lagging, says Thomas Drohan


roviding one of the oldest and most efficient means of passenger travel, the rail industry continues to experience steady growth in both revenues and number of passengers carried. Rail operators, including Eurostar, are already reporting a three per cent year-on-year increase in passenger volume during Q1 2014. And passenger preference for rail travel is also high: 52 per cent of passengers would choose a high-speed international train journey over flying or driving, as it offers more comfort and convenience for long distance travel. While these statistics highlight the rail industry’s dedication to operational efficiency and reliability, one area that’s still lagging is operators’ ability to enhance the passenger experience and drive ancillary revenues, onboard and offboard. Compared to the airline industry, many rail operators are missing out on significant opportunities to enhance the level of service to their passengers through the latest on-board technology by limiting how they book and pay for tickets, and what products or services are available onboard. Today’s travellers crave the seamless integration of their journey with technology. In fact, according to Amadeus, 46 per cent expect to prebook onboard entertainment or WiFi, while 60 per cent hope to reserve connecting rail travel and other methods of transportation before their trip begins. While rail operators have made improvements in recent years through innovative design and enhanced onboard experiences, they still have some distance

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to go. With other industries anticipating and meeting their customers’ needs more rapidly than rail operators, travellers are tipping the balance of power in their favour. To stay competitive and attractive for the traveller segment, rail operators must exceed their passengers’ demands for more relevant, valuable and convenient products and services. Diversify onboard retail offerings to differentiate the passenger experience As the airline industry has proven, onboard retailing becomes profitable when offerings go beyond traditional food and beverage items. In general, rail passengers spend 37 per cent of their travel budget on necessities like tickets, hotel stays and car rentals; leaving 63 per cent unaccounted for in terms of entrance tickets to local attractions, dinner reservations, transportation at their destination and more. Armed with this knowledge, UK and European rail operators have a great opportunity to capitalise on this unallocated spend, the total of which amassed to a collective £223 billion in 2013 alone. Aside from the convenience factor, purchases like these differentiate the passenger experience and give rail operators a greater chance to stay relevant to their customers’ needs. And as reported in the VISA Tourism Outlook report, with 70 per cent of today’s passengers open to purchasing tours, taxis and tickets to cultural events, and destinationbased content while en route to their destination, the future of rail revenue is one that is heavily dependent on the technologies that make consistent

retailing experiences possible at all stages of travel. Changing passenger behaviours, driving omni-channel solutions Whether travelling for business or pleasure, today’s rail passengers are always connected and self-service reliant: 70 per cent of consumers say they don’t have enough time to wait in railway check-in lines, 52 per cent want to use their time wisely by using self-checkout kiosks and 61 per cent are open to shopping in a completely automated store. Such significant shifts in buying behaviours and travelling preferences reinforce the need for rail operators to adopt an omnichannel retailing approach to match their passengers’ ‘self-service’ mindset. Omni-channel retailing, already being implemented by airlines, hotels

September 2014 Page 65


and merchants across the globe, satisfies traveller needs to save time and resources with self-service booking, shopping and payment options, which in turn increases opportunities for rail operators to monetise multiple touchpoints throughout their passengers’ journey. Integrating what were once siloed touchpoints into a single retailing solution (or storefront) regardless of the channel (mobile, kiosk, online, etc.) is beneficial for rail operators and passengers alike. Passengers experience more convenient ‘self-service’ options while rail operators benefit from a potential 15 to 30 per cent increase in spend on higher value items, and more than four times greater spend by passengers overall. With 48 per cent of passengers wanting rail operators to integrate their physical stores with e-commerce and mobile shopping capabilities to make travel reservations and purchases from one platform possible, the demand is most certainly there. With omni-channel retailing becoming central to onboard rail operations and revenue growth, so does the harnessing of passengers’ own mobile devices that will play a leading role in facilitating the seamless travel experience, both in and out of the carriage. Mobile industry experts predict that well in excess of £700 billion will be transacted via mobile

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devices through 2017 (www.intomobile. com) further reinforcing its value and utility for rail operators. The flexibility of paying from any location through a mobile device is an increasingly profitable channel that forms part of a broader omni-channel strategy. By taking an omni-channel approach

to their onboard retail strategy, rail operators can be at the forefront of modern passenger travel, combining technology with convenience to drive better customer service and passenger experience, as well as ancillary revenues. Thomas Drohan is senior vice president of the Global Rail Division, GuestLogix

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“I’m going to try to squeeze that bandwidth so that poorer stations improve and we have more moving into the world-class category”

Dominic Booth, managing director of Abellio UK spoke to Lorna Slade about heading up the Rail Delivery Group’s Stations Strategy Group, designed to provide a high-level strategic lead to the industry Can you talk a bit about the Group? t’s one of the newer work streams of the RDG and brings together senior leaders from Network Rail, DfT, Toc’s, and where appropriate the ORR, to look at enhancing customer satisfaction by improving the total journey experience through attractive, well-maintained stations that meet the needs of both customers and local communities. The work stream will be responsible for improving the retail offer on stations and maximising development potential. This is the first time a cross-industry group has existed to ‘pull it all together’ on improving stations, and it’s regarded as a positive new direction for the industry.


Why are you heading it? What we try to do at the RDG is get members to volunteer to take on specific work areas. I have a particular interest in stations having started my career as a station manager and obviously, right through the various phases of the rail industry they’ve been a fundamental part of what we do. > September 2014 Page 69


Can you talk about the obstacles that have hindered progress in the past? Again that goes to the fundamentals of the RDG and there are two basic principles. One is that the industry has quite a fragmented structure. RDG is there to provide some glue between all those industry players and it’s been very successful in doing that. The second is that this is a long-run planned business but lots of things we do bring short-term pressures, so a second plank of RDG’s work is to look into the middle-distance to try to solve fragmentation issues. But certainly in my work stream, and I think for all my colleagues, we know that trying to solve every little detail at every station would mean we would rapidly get bogged down, so we’re trying to work at the structural level to find ways of mitigating those issues and share best practice. Where does the National Stations Improvement Programme fit into this? That’s a body that’s been doing some very good work over the years and continues to do so. Interestingly I think one of the key success criteria for RDG now that it’s really up and running is that NSIP has asked if it can report into it, because NSIP was looking for a sort of guiding mind or cross-industry body that can give it headline directions. We’re really happy it has approached us and happy to give our views. The group has identified four key areas of focus. The first is ‘Customer experience’. All this work is about the customer experience. Of course we want stations to have a wider community role, but at the end of the day they exist for passengers, and the more the better. It’s about making sure that stations become increasingly fit for purpose so there are fewer poor ones and more excellent ones, and that we get the right balance between future operational needs and passenger needs on a daily basis for safety, security and reassurance. It’s about

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taking the body of evidence that exists from Passenger Focus and individual Toc’s, as well as the Better Stations Report *, which sets out pretty much all the guiding lights on this, and informing all that with our forthcoming work on passenger aspirations. Within this work area you’re also looking at how stations can link into tourism and the wider community. Can you talk about that? Tourism is a massive part of rail now and germane to the railways in both rural and city routes. What we’re saying is that stations have to welcome all types of users. It’s very easy to forget in a high-density commuter station that after 9:30am the majority of users might not be on autopilot, they do need reassurance, help and advice,

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The second area of focus is ‘Station retailing, development and improvement’. What’s being looked at there? We’re looking at the fantastic opportunities available at stations and how to get the most out of them. One of the key reasons for the RDG’s existence is to look at the financial efficiency of the industry, and what we see across all of the work on stations is that when UK rail does something good it’s the best in the world and when it doesn’t, sometimes it’s poor. I’m going to try to squeeze that bandwidth so that poorer stations improve and we have more moving into the world-class category. King’s Cross was recently voted the best station in the world for food and drink, proving that when it’s done well it’s absolutely amazing, and people will actually go to stations who don’t intend to use the trains, they just go there to hang out in these cool places. Obviously this work stream is quite broad and at the highest level will look at office and housing developments associated with the station, right through to how retailing can be combined with ticket selling for example, or how we can facilitate a trader who wants to bring a high-quality coffee offering for three hours a day. It will also look at the station environment, either the physical built environment or the type of leasing arrangements, getting rid of bureaucracy etc., so that we can enable those areas. Within that second area of focus you are looking at what customers really want from stations and their expectations. Can you talk about that? The interesting thing is that we have good sight of how customers rate what’s currently at their station, and Passenger Focus’s Passenger Satisfaction Survey has a long data set about that, so of course we’ve got a pretty good idea of what that means they want. But one gap in the data which is quite surprising is that we have never really as an industry looked at what passengers’ aspirations are - what they would have liked to be at a station and what they would have expected to be there. We don’t want to be arrogant and say ‘Well from the current data we know exactly what you might have wanted’, so we’ll be commissioning that work this year. And station categorisation comes within that area of focus. What is that aiming to achieve? As you know we have 2,536 stations, and we’re trying to make sure there is a broad framework that can be applied in terms of facilities and expectations at stations. We’re not attempting to re-invent the wheel in terms of say the Better Stations Report, with the exception of the passenger aspiration work I spoke about. It’s really about why is there a gap between the very best and the not so good and why is it so wide? Why do things take longer than they should? Why doesn’t water flow downhill basically and what can we do to ease that? Page 72 September 2014

The third area of focus is around ‘Station asset management and condition of station measure’ This work stream is all about the built asset that currently exists - has it got the right proportionality and operational capability, right down to retailing and community usage? What is it about the structures that either facilitate or make harder the correct shaping of the station asset? So this is about what we can do with what, mindful of railway heritage and other issues, and how we can achieve that in the best way. Within this area you’re also looking at how best a station can meet the needs of passengers, operational and local community requirements? A station ultimately has to fulfil its operational needs, and then we’re looking beyond at what passengers want in terms of waiting facilities, information, reassurance, ticketing, retailing, access, car parking, cycling, buses, walking etc. Then branching out into looking at the development of land and for example, what could be done differently with it over and above future operational needs that have been protected. Stations are more than all of those things though, they’re a fundamental part of a community that luckily people feel strongly about, so there should always be a place for community involvement. But what we have front of mind is the community’s role in running those very small stations that are there to fulfil the needs of the village and surrounding areas, as they take on a more special role and importance.

Also within this area of focus is the very important topic of’ Building a station of the future’. Can you say more about that? We must make sure that what we do is future-proof because we have one of the fastest growing railways in the world. So we don’t want to build an office where in ten years’ time we might need a platform. But what we’re working on here is what passengers are telling us they would have liked while trying to envisage what a station of the future will look and feel like. Do you have any ideas you can talk about? We haven’t completed the work yet but I personally have some ideas. I think the station of the future should be fully interactive. I think the way the world is going now is that we’re part of our environment and our environment is part of us, so when I’m getting ready to start my journey the transport system would be talking to me, telling me how the trains are performing, giving me options and advice. As I arrive at the station it would be talking to me - greeting me, sorting out whether I’m parking my car or bike, and asking me if I’m doing my usual journey. For me the station of the future will mean I’ll be able to pick up my coffee on arrival or I’ll be able to tell it that this morning I’ll have a hot chocolate. So for me the system will be coping with many millions of people but at an individual level. That’s the real opportunity that technology is bringing. That’s my view but it will be interesting to see what other colleagues have to say.

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The fourth area of focus is the ‘Franchising model for stations’ That moves into the thinking inside the industry: what is it about the current contractual structure that either helps or doesn’t with the other areas we’re looking at? So we’re looking at the franchising model itself, the role of the DfT, the ORR, the issues around landlord and tenant, around short versus long-term responsibilities and whether franchises are conducive with assets that need to be developed over 20, 30 or 40 years. Do you think HS2 will have a big impact on stations of the future? There will be a new set of requirements but let’s not forget that the passenger numbers we’re talking about are relatively small compared to the massive commuter lifts at some stations, so I don’t think it will be the answer to every question. What we must do though is make sure that HS2 shows the art of the possible and the world-class stateof-the-art solution. It’s got to be something we all look to aspire to and say ‘OK, I’m running a local rural station, I’m not going to build an HS2 but how does it open my mind? How does it make me think and how should we change the asset we have? Regarding the on-going argument over un-manned stations and the government’s

intention to have more disabled people travelling by rail, you talk about tourists but what about the disabled? Obviously that’s a political debate and at the end of the day that’s for the clients or the funders to decide. Of course it’s always nice to have people around and a friendly face to give reassurance but we mustn’t forget that increasingly that’s not how people consume information now. More and more people are doing their research online before they get to a place, they’ve checked everything out and they have interactive apps. People even older than us two might not be online or know how to use an app and just want to talk to someone or require physical assistance? What’s needed is the level of reassurance that as you say, other people still require, so you’ve got to try to be all things to all people. It doesn’t necessarily always mean there has to be a member of staff there because in this day and age, would it be better to have a member of staff for five or six hours, or to have an interactive screen that is manned 24 hours? It seems to me that stations didn’t have any great thinkers behind them for a long time? One of the things we recognised at the

RDG is that through the many players in the industry, stations were being poorly served because there was nobody taking that mid to longer-term guiding mind or holistic view and they have been missed out of the industry model a little bit. So for instance we talk about the fantastic work that Network Rail has done on the major stations but there are only 19 of those out of the total, which is just not good enough, and stations were falling in the gap. The work has been on-going for a few months now, are you all working well together? We are because I have some real experts helping me out who are really steeped in stations. They feel, let’s say, that the industry structure, contracts, fragmentation, call it what you will, has meant that stations haven’t been properly looked after. So I’m really happy to be surrounded by enthusiastic people who can only see better things happening out of our work. *Better Rail Stations Report 2009 compiled by Chris Green and Professor Sir Peter Hall for Lord Adonis. The report concluded that the biggest issue was how to manage the stations portfolio better. work stream

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Stronger and further Nick King explains Transport Systems Catapult, the new initiative aimed at achieving ‘Intelligent Mobility’ across the UK’s transport systems


rom the start of the Industrial Revolution to the early part of the 20th century, the UK’s transport systems were transformed. New roads, canals and railways were built and vast numbers of goods and people were able to be moved at speeds that were hitherto unthinkable. The reduction in the time involved in moving people to their places of work and the speed by which products could reach their markets drove economic growth and increased wealth. However, today, the volume of traffic on our roads is more than 10 times greater than in 1949 and our railways carry more passengers than any time since the First World War. The result has been steadily increasing congestion. The government has committed to invest heavily in infrastructure improvements through schemes such as Crossrail and High Speed 2, but there is also a realisation that unlike the days of the Industrial Revolution, there is now the opportunity to use data to develop smart networks which connect vehicles, infrastructure and passengers in a way which was unimaginable just a few years ago.

To explore these new opportunities, the Transport Systems Catapult (TSC), was established by the UK’s innovation agency, the Technology Strategy Board, to become the technology and innovation centre for ‘Intelligent Mobility’. In simple terms, Intelligent Mobility is basically the optimised movement of people and goods, an emerging market which some experts estimate will be worth £900 billion globally by 2025. Transforming ideas into products and services The TSC aims to help UK businesses develop solutions to public transport and freight needs, harnessing emerging technologies to improve the movement of people and goods around the country by providing a network of expertise to help transform ideas into products and services. It will test the latest theories on how transport systems interact and function against real-world examples. The TSC is part of a new network of technology and innovation centres established by the Technology Strategy Board as a long-term investment in the UK’s economic capability. The Catapults aim to use cutting-edge research to help

An early concept design of the driverless pods being trialled in Milton Keynes next year

businesses compete in global markets tomorrow by transforming ideas into high value products and services. Earlier this summer, fourteen universities were selected to support the TSC through the University Partner Programme. The programme was launched in order to promote collaboration with businesses and focus on the development of products and solutions in the field of Intelligent Mobility. Two of the universities taking part in the University Partner Programme are

September 2014 Page 77

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journey through modal changes improving the design and management of transport interchanges so that they are easier to navigate and more pleasant to use Providing personalised, contextualised and trusted information which improves the traveller experience - taking advantage of increasingly sophisticated technology to help people plan and undertake their journeys Developing insights from transport system information to improve the performance of the network - transport systems generate huge amounts of data but very little of is used to its maximum potential our own, The University of Nottingham and the University of Leicester. We have come together to form the Impetus Partnership. The Impetus Partnership will focus specifically on three elements - the journey experience, intelligent infrastructure and future transport systems. We will be drawing on the academic expertise of colleagues across our universities, including those in other catapult centres such as Connected Digital Economy and Satellite Applications, with whom we have close links. The Impetus Partnership will also be helping businesses of all sizes and from all sectors to get involved with the work of the Transport Systems Catapult, by running events where they can learn about the latest developments, meet academic staff involved in the various research areas and find out how to access funding to develop new technologies and applications.

In addition, some of our leading researchers will also spend time at the Transport Systems Catapult’s world-class 36,000 sq ft ‘Imovation’ Centre (which combines Intelligent Mobility and innovation) in Milton Keynes, where they will work alongside other academics and industry experts from across the UK to help develop solutions to the ten main challenges identified by the TSC, namely: Improving the traveller experience at transport modal changes – making journeys easier and ensuring smooth transition from one type of transport to another Minimising the impact of disruption through the use of adjacent transport networks – making passengers aware of immediate alternatives when there is disruption Incentivising the provision of a seamless

Offering end-to-end mobility as a service – to develop a global intelligent mobility market in which the UK is a world leader. Fundamental to this is a clear understanding and support for a traveller’s whole-journey requirements, from departure point to destination Integrating quality-of-life and cityeconomy benefits into transport decisions - to help enable the decisionmaking process to consider the wider impacts and benefits of transport systems on individuals, communities, organisations and businesses Enabling the whole-journey accessibility of transport systems - ensuring that all travellers are able to make the journey of their choice, wherever possible Taking a systems approach to investment and policy in transport infrastructure - the transport sector works across a number of different areas in an inefficient and uncoordinated manner. A systems approach, where we can identify opportunities for effective collaboration, is key to delivering a better transport system overall Delivering seamless freight - encouraging freight-specific innovation and supporting effective, seamless, journeys for goods as well as for people. A practical example of a solution aimed at the first objective of ‘Improving the traveller experience at modal changes’ can be seen in one of the research demonstrations which is on display at the Imovation centre. A computer model visualises the stress levels of people travelling in and out of a train station, depending on the level of crowding. Various scenarios can be modelled to assess the impact which entrance closures at the station could have on the mood of the people in the area. The thinking is that such data and models can be used to test possible September 2014 Page 79


where he played a key role in delivering the industry rail technical strategy, so we are sure to see a number of exciting innovations being developed for the industry through the TSC over the coming years. However, the rail sector is not the TSC’s only remit. Researchers will be investigating the potential of new technologies in road, aviation and water based transport modes. Even factors such as the impact of weather are being explored by research groups linked to the Catapult. ‘Instant Weather’ provides access to localised weather on a short timescale, helping councils and businesses to better manage problems such as disruptions, routing and impacts on infrastructure.

layouts of future transport hubs or stations to ensure they are built in the best way possible for both social impact and efficiency. Exciting innovations in coming years The man at the helm of the new

Transport Systems Catapult also has a wealth of experience in the rail industry as well as in the automotive and transport engineering sectors. Before taking up the role of chief executive, Steve Yianni worked as technical director of Network Rail,

For more information about the Transport Systems Catapult and to find out how to get involved, visit For details about the work of The University of Nottingham and the University of Leicester’s ‘Impetus Partnership’ contact Professor Sarah Sharples on 0115 95 14196 or email Nick King is marketing projects manager, The University of Nottingham

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February and December 2010 saw two of the worst snowfall events in recent memory hit the UK. The unusually heavy snow led to disruption across vast swathes of the country, affecting every type of industry. If cold winter spells are to become more common,  Britain’s  train  operators will need to do more to make sure their routes stay open and services run despite the weather. Switchpoint Heating AB supply electrical heating systems and accessories for railways, industry applications and building sites. The company delivers complete custom-made heating systems for railway, industry and buildings including installation, details and control systems. Railway switch-point heating Railway switch-point heating is installed in order to maintain the function of the point mechanism without the need for manual clearing. The installation involves positioning flexible heating elements that can be made up to 25 meters along the foot of the stock and switch rails. In extreme cases, double elements will be installed in the section of the point

Page 82 September 2014

blade with the most movement, in order to quickly melt any snow or ice falling off passing trains as a result of vibration. The point rod pit may also be provided with heating by means of point rod heaters, which are connected up to extension terminals on the heaters positioned on the stockrail. The heating elements are covered with stainless-steel protective channels fixed to the rail using spring steel clips. The channels are supplied in lengths of 1 meter and are available in rigid and flexible designs. Clips are available in several different types fitting most rail profiles found in the switch-points that exist today. The VELOX switch-point heating system can be used with most existing control systems providing 230VAC to the point heating system. The heating elements are of a self-limiting type, which means they are energy efficient as they decrease the heat output when the temperature rises. The elements are also double-insulated and lack protective earthing in order to avoid causing signalling faults if damaged. Heaters are powered by a waterproof IP68, quickconnect system simplifying maintenance.

VELOX rail-point regulator The company also manufactures customdesigned, automatic-control cabinets containing thyristor control devices and soft-start regulators, as well as equipment for remote control and logging of energy consumption and temperature, amongst other data. The parameters of the Velox rail-point regulator can be checked and adjusted from a remote computer connected to the internet, and logged temperature and current values may, in the same way, be read or downloaded for further analyses. Communications are possible by a fixed telephone connection or a 3 /4 G modem. With cold winters seemingly becoming more frequent, Swedish company Värmekabelteknik outline their rail heating system that can keeps routes open.

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Urban facts Held shortly after the European elections, the European Mobility conference was the ideal opportunity for public transport professionals from across the continent to take a strategic look at the issues affecting the sector


he inaugural forum of the European Mobility Conference took place in Paris in early June, organised by UITP (the International Association of Public Transport) and held concurrently with Transports Publics – the European Mobility Exhibition. The strategic focus of the event attracted public transport professionals from across Europe as well as representatives from chambers of commerce, the International Energy Agency and ITF, to gauge the current health of the sector and debate future business models, policies, governance and financing. The event saw the unveiling of the results of the first Eurobarometer survey, carried out by the European Commission, offering an insight into Europeans’ satisfaction with public transport. 77 per cent of Britons surveyed were satisfied with their urban public transport, placing the UK in a solid fifth position in terms of satisfaction of the 28 EU Member States ranked, sitting comfortably above the EU average of 54 per cent.

The UK scored highly across the board with survey respondents largely satisfied with various aspects of their urban public transport: amenities at stations/stops (73 per cent); cleanliness of stations/stops (80 per cent); the frequency and the punctuality/reliability of services (79 per cent and 73 per cent respectively); passenger security (74 per cent); information about timetables (76 per cent) and ease of buying a ticket (76 per cent). Dissatisfied with ticket prices The one area that Europeans were broadly dissatisfied with was the price of tickets, with 49 per cent of Europeans claiming they were dissatisfied, with the figure rising to 54 per cent for the UK. If, however, we take into account the importance passengers give to each satisfaction criterion (a factor not taken

into consideration by the Eurobarometer), strong evidence shows that demand in public transport is much more sensitive to frequency than fares. Following the economic crisis, many European networks made drastic and sudden increases in ticket prices; UITP best practice recommends annual fare reviews with more modest adjustments to avoid such spikes. This broad dissatisfaction also reveals the need of both operators and authorities to communicate the true cost of transport to their passengers. It is also interesting to note that recent satisfaction with public transport in the UK is reflected in rising ridership throughout the country. UITP research on local public transport trends in the EU, demonstrates that from 2000-2012, the number of journeys made by public transport in the UK has risen steadily annually representing a 19.07 per cent

September 2014 Page 83


increase over the period. The EU average is +8 per cent, despite the impact on ridership in many countries in the immediate aftermath of the financial crisis. Future financing and business models for public transport Particular emphasis in discussions in Paris was given to two issues that are becoming ever more pertinent in times of increasingly tight public purse strings: financing and potential business models for the sector. Mary Crass of the International Transport Forum alluded to the recent ITF summit where 45 countries committed to working with the private sector and to taking a solid, long-term approach to future transport projects even at local level. Crass highlighted the various sources of financing available when planning transport projects, an issue of great importance in an age of increasing budgetary scrutiny. Fuel taxes, road user charges, workplace parking levies, land value capture or taxation and private sector involvement via robust and transparent PPP agreements were all cited. Jérôme Jeauffroy from Cube Infrastructure Fund expanded on Crass’s argument, explaining that while public

transport generally relies on public, bank and stock exchange funds, ‘infrastructure funds’ are becoming increasingly prominent in the financing of public transport. The main investors into such funds are pension funds and insurance companies who look for secure, longterm investments. Jeauffroy argued that such funds are especially appropriate for financing the acquisition of long-term assets and rolling stock or even partly funding operations, particularly railways on a long-term contract. The operators’ perspective was represented by Jean-Pierre Farandou, president and Group CEO of Keolis; Piers Marlow, business development director at Arriva and Jean-Marc Janaillac, CEO of Transdev. Farandou was keen to highlight the fact that in France, ticket sales in public transport generated approximately €3 billion in revenue while operating costs amounted to €7 billion. In the last decade, operational costs have increased nearly 5 per cent while ticket revenue has decreased nearly 15 per cent in real terms according to Farandou. He highlighted several avenues for filling the funding gap: firstly, that politicians need to be more courageous in raising ticket prices; preventing fare evasion; enhancing infrastructure to reduce operational costs and maximising the

revenue from asset management. Subsidies unlikely to increase Jean-Marc Janaillac from Transdev expanded on Farandou’s comments, highlighting the reality that subsidies given to operating companies to finance public transport are unlikely to increase. Janaillac stressed that greater efforts need to be made to increase the attractiveness of public transport to increase ridership (and thus ticket revenue) and insisted that increases in fares are matched by corresponding increases in service quality. Arriva’s Marlow emphasised the importance of commercial flexibility for operators. Highlighting the fact that many of Arriva’s services in both the UK and abroad are run on a commercial basis, Marlow extolled the flexibility this gives the operator to innovate and try and differentiate its services. ‘We want to see tendering that gives room for an open approach,’ he said. ‘We’re increasingly seeing ‘incentivisation’ rewarding operators for providing better customer service and we welcome that.’ Better customer service in public transport: now that’s something few could disagree with. Visit:




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More likely to stand out! Ailie MacAdam, managing director of Bechtel’s global rail business spoke to Rail Professional about women in rail engineering


hy are there so few female rail engineers? Engineering has traditionally been considered as a male environment and through conversations that I have had with young women, their image of the rail industry in particular is often that of loud construction men working nightshifts in the most inhospitable parts of the UK. The image possibly hasn’t helped but I think it’s actually been a case of ‘too little, too late’ in terms of awareness of the type of careers available in the engineering sector. Engineering isn’t on the national curriculum and there have never been any major campaigns in the past to widen its appeal. Times are changing though. Ironically, with the predicted shortfall of 35,000 engineers by 2050 in the UK, many employers seem to have woken up to the fact that they need women engineers as much as men. And more importantly, employers are actually recognising that women can bring different skillsets and perspectives to a project and making better teams. So hopefully, we’re on the right track now to start addressing the gender imbalance. What was your own experience coming into the industry? The majority of people I’ve worked with

have been men but I’ve never known anything different, so don’t have anything to compare it with. I joined Bechtel as a graduate more than 26 years ago and through the company have been fortunate to have had the opportunity to work on and manage some of the world’s largest infrastructure projects, such as High Speed 1, the renovation and extension of St Pancras and most recently Crossrail, as project director of the central section. How difficult was it to get where you are now? My current role heading up Bechtel’s global rail business is a really exciting challenge - at a time when Bechtel’s rail projects include Crossrail, the largest engineering project in Europe and lines 1 and 2 of the Riyadh Metro, which is one of the largest projects in Bechtel’s history. The opportunities are there if you want them and the work is immensely challenging. Of course I’ve had to work hard to get where I am now but I think that’s the same in any industry and I don’t think I’ve been treated any differently to any of the men here. What is Bechtel doing to help increase the number of female engineers? Bechtel actively promotes diversity and we’re committed to fostering a diverse and inclusive environment where people of all backgrounds have the opportunity to advance and thrive. In the UK, 14 per cent of our engineers are women, which is more than twice the current national industry average of six per cent. And on the Vauxhall Underground station upgrade project, 35 per cent of the engineers (Bechtel and TfL combined) are female. We can’t be complacent though. So we’re constantly working to improve the number of women in our organisation and in 2013 launched our Women@ Bechtel employee resource group. Women@Bechtel chapters, made up of both male and female employees, provide a collaborative forum to promote an inclusive environment in the workplace, to share perspectives and experiences, and learn about tools for success. The group has seen unprecedented growth with more than 700 members and 10 new chapters around the world, including one in the UK. Bechtel is also rolling out new training for leaders about unconscious

bias to drive objective decision-making in all aspects of talent management and to help ensure an inclusive environment. Earlier this year, we signed up to the Women into Technology and Engineering Compact, launched by BIS, No.10 and the Department of Energy & Climate Change’s Your Life charter which includes specific new commitments from employers, government, schools and universities. The purpose is to increase the number of women in engineering and number of girls taking maths and physics at ‘A’ level. Bechtel committed to holding 24 STEM outreach events at UK schools and universities per year, five Women@ Bechtel events in the UK each year, and to working with our partners, suppliers and customers to help improve gender diversity. Bechtel also takes STEM very seriously and many employees are STEM ambassadors, including myself. Following one school workshop that Bechtel took part in, we saw the number of students at the school choosing engineering courses increase five-fold compared with the previous year. I’d like to think that we had something to do with that. As part of our global stewardship programme we also work with organisations like First Lego League, which encourage children and students to get involved in science, technology and engineering. How important are female role-models? Anyone who saw the recent BBC documentary about Crossrail, titled Fifteen billion pound railway, couldn’t fail to be impressed by the efforts of the female engineers such as Linda Miller (from Bechtel) who was shown project managing the restructuring of the Connaught Tunnel under the Thames to extremely tight deadlines. The response on Twitter and other social media with positive comments about the women on the programme was phenomenal. Seeing women achieve can only inspire other women. Role models are incredibly important and that’s why the 24 STEM outreach events we’ll be holding in the UK in the coming year will all feature female role models. I will be a part of that and am also very much involved in our Women@Bechtel chapters as I’m keen to do my bit too. I’ve had an amazing career in the rail industry and want to help create an environment where September 2014 Page 87


other women can also have that kind of satisfying career. This June saw the first National Women in Engineering Day – has it made any difference? I’d like to think that yes, it has made a difference. The industry really pulled together to raise awareness and stimulate a real conversation about what needs to be done to increase the number of female engineers. I hope it will now become an annual event. What personal experiences have you had that show that cultures and mindsets are changing? I’ve certainly been having more conversations now than in the last ten years, with women asking about maternity leave affecting their career choices etc. This is no longer the taboo subject it used to be. Employers are also being more flexible with working hours, maternity and paternity leave. I think women are now realizing that it is possible to have a career in engineering and a family. And as I said earlier, engineering companies are recognising that they need women to make diverse teams, which has been proven by research to create better business performance.

Will we ever get to a 50-50 per cent figure? Yes, I think we will. I don’t think there’s any reason that we shouldn’t strive for this and achieve it. Some engineering projects are already setting this as a goal, such as Thames Tideway Tunnel, which wants to achieve this by 2030. Crucial to achieving this will be to continue raising awareness among young girls at school through STEM, working with universities and careers fairs and so on, and having the backing of government, engineering institutions, and of course engineering

companies themselves. I would love to see an industry-wide advertising campaign with female role models to help promote the great careers on offer in our industry. What advice would you give to women rail engineers? Rail engineering is a great career for women and I have really enjoyed the projects I’ve worked on. Being a woman has never hampered me and in fact, if you’re any good it’s the opposite, you’re more likely to stand out!



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Rail media

Generation rail Did you know you’ll be carrying more Influential Youths and Intellectual Urbanites over the coming years? Ian Reynolds looks at who is and will be travelling by train


n order to gain the most detailed traveller insights to date, KBH On-Train Media, the UK’s largest on-train media company, conducted research into the 6.3 million travellers per month on routes which carry its advertising. The dipsticks study looked into behaviour on the train while TGI, MOSAIC and Personicx data identified four key types of traveller: the Affluent Professional, the Intellectual Urbanite, the Modern Family and the Influential Youth. The Intellectual Urbanite makes up the largest proportion of KBH’s audience, accounting for 28 per cent of all travellers. This well-educated, careerfocused demographic is motivated by cultural capital and not financial gain, meaning their spend on social activities is much higher than average: for example, they’re 62 per cent more likely to go to the theatre at least once a month. The

Intellectual Urbanite is 59 per cent more likely than the average person to have a professional degree and they are modern media consumers, with 30 per cent watching video-on-demand on mobile devices and computers. The Modern Family is KBH’s second largest traveller type, accounting for 20 per cent of rail users. These travellers are generally home-owners, 33 per cent more likely to have mortgages than the average GB adult. The Modern Family makes smart spending choices with 53 per cent using price comparison sites and, as they prioritise family time for what they spend their money on, they are 20 per cent more likely to have visited a safari park, zoo or theme park in the last 12 months. Ambitious, money-motivated and techsavvy Influential Youths make up 18.5 percent of the audience. This group is 37 per cent more likely to agree that money is the best measure of success, with 42 per

September 2014 Page 91

Rail media

travellers (including tourists visiting attractions). Due to the new laws coming into place in June regarding flexible working (where all employees now have the right to request it) we expect to see more people being able to work in Central London, so commuter numbers will continue to rise but this rise is likely to be outside traditional commuter hours. For brands, the benefits of advertising on trains are clear. TGI Q1 2014 figures show that KBH On-Train Media’s audience is made up of 69 per cent ABC1 consumers, earning 25 per cent more than the national average with family income at more than £37,000 compared to £29,000. Train travellers are also more difficult to reach via other forms of advertising as 54 per cent are only light TV viewers, while 41 per cent have not read the Metro or Evening Standard in the past 12 months. In addition, the dipsticks study proves rail users are generally tech-savvy, with 92 per cent using a smartphone while on the train. 40 per cent of travellers have also bought a product or service via a connected device while on-board, compared to just 10 per cent in 2013 (dipsticks 2013).

cent considering their work as a career and not just a job. More than half of the Influential Youth group agree they cannot be without mobile communications, which is 25 per cent more likely than the average; while 43 per cent agree that they love to buy new technology – 25 per cent higher than the GB average. Finally, the Affluent Professional accounts for 15 per cent of KBH’s traveller audience. 87 per cent own or are in the process of buying their home and freely spend on luxuries with 63 per cent agreeing that they treat themselves to things they don’t need. This group is 61 per cent more likely to hold two or more credit cards and 49 per cent more likely to agree that they look for profitable ways to invest money. Of the four traveller types, we predict the Influential Youth and Intellectual Urbanite will increase share of the total audience over the coming years. We have already seen our overall audiences getting younger in the last five or six years and this is likely to continue. The younger demographics are using rail more frequently as a result of improving transport links and unaffordable housing in inner London. Our age profile is growing closer to that of the London Underground by the day. In terms of emerging audience sectors, we are seeing a rise in leisure

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Longer brand exposure One of the most unique and exciting features of our audience’s travel experience, in terms of consuming media and absorbing its messaging, is that their average journey time is 50 minutes. There are very few media channels that put a brand directly in front of a consumer for almost an hour at a time. Travellers use their time on-board in a plethora of ways but they are always sure to come in to contact with our traincards. It is this length of journey that encourages commuters to use their travel time to get ahead of themselves before the next part of their day, be it catching up on emails before getting to the office or researching possible weekend distractions before heading home. There’s time to get involved in something, uninterrupted, so you don’t have to do it later on, and commuters have seized this opportunity. Travellers are increasingly using trains as mobile offices, shops and living rooms, ensuring rail becomes a more crucial part of the day than ever before. Ian Reynolds is managing director, KBH On-Train Media

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On track with safety The Track Safety Alliance has recognised that engaging with its members and driving regular change is key to its mission to ‘send everyone home safe, every day’. Nick Millington explains


n 2011, organisations across the rail industry established the Track Safety Alliance (TSA), an industrywide group, to develop and share best practice with a focus largely on the improvement of health, safety and wellbeing of track workers. With a mission to ‘Achieve sustainable best in class safety performance that others will measure themselves by’, the TSA supports the delivery of world class track renewals by helping to make health and safety an integral workplace value. The TSA wants to create an industry where leadership and workforces all understand and commit to common, agreed good health and safety values, systems and processes – where everyone is committed to improving track safety. The group has a structure that ensures each level of operation within the industry is represented strongly: Leadership, Peer Group, Professional and Technical and Staff Safety Representatives. The Leadership Group is an amalgamation of executive level representatives from the principal contractors and suppliers, as well as Network Rail. This group has decisionmaking authority with the organisations represented and recently laid out its priorities for the next five years: 1. we need to be in a radically different place with fatigue management 2. we need to plan for safety from conception (including eliminating Red zone works) 3. we need to significantly improve and emphasise the role of the supervisor and technical roles on site, also ensuring that line managers take further responsibility 4. we need compliance on our works that is similar to the aviation, nuclear or oil/gas industry. We need to be as good, or better, than safety leadership groups in other industries 5. we need to procure for safety, always 6. we need to develop key safety KPI’s that actively mitigate our risks 7. staff reps: establish and embed bigger team, motivate them, fully integrate the role 8. sustain initiatives and drive

Page 94 September 2014

performance that always improves 9. to have travelled one and a half to two steps on the safety behavioural journey, fair culture: business as usual, always. We need to reward positive safety behaviours in a professional and progressive way 10. we need to have the very best site access control. The TSA Peer Group is made up of health, safety and sustainability professionals that meet every four weeks to learn and share best practise. The group works to annual objectives, set by the Leadership Group, which for 2014 feature: 1. to proactively generate safety behavioural change among production and programme teams delivering track work (create a matrix of briefings, sessions, feedback, stand downs, training) 2. to actively implement a consistent fair culture approach across the TSA in 2014



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3. to actively include sustainability and wellbeing in the terms of reference, with objectives from the Peer Group 4. to review the recommendations of accident and incident investigations and share recommendations across the Track Safety Alliance to actively promote the professional development of safety professionals across the industry (numbers of people, types of development to be defined) to assess close call reports and specifically categorise those relating to the Life Saving Rules (for consideration by the Leadership Group) on a periodic basis to hold at least four ‘staff reps’ conferences in the next 12 months to deliver the recommendations of the Ballast Dust Working Group, the Road Rail Vehicle Safety Improvement Group and other improvement groups that are set up to improve the safety performance of track activity to create, maintain and deliver the TSA communications plan.


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The Staff Safety Reps Forum is currently working on key topics such as:

from the previous Safety and Compliance events. This forum has been created to support programme and production management professionals as well as project engineering professionals. These roles are hugely influential on how track delivery work is designed, planned and delivered. In November, the TSA will be holding a conference for safety professionals, providing a platform to share best practice and inform project executives on emerging best practice with regard to safety and sustainability. Our mission is to ‘send everyone home safe, every day’. The TSA has recognised that engaging with our members at every level and driving regular tangible change is key to this.

• fatigue • driving • close call reporting • adjacent line open working • fair culture implementation.

If you would like to become involved and actively participate with the Track Safety Alliance, contact or Bill.

concerns that occur straight from our track delivery sites. The forum has also been effective at debating and influencing future changes in policy that affect delivery on site. Examples of this include: Planning and Delivering Safe Work, the refresh of the Lifesaving Rules and the Plant Operations Scheme introduction.

The TSA Peer Group has created and maintains the Track Safety Alliance website and also makes a topical safety film each quarter. The website and the safety films can be viewed at The TSA Staff Safety Representatives Forum has been active since June 2013, with a 200+ capacity conference held every three months. This forum provides an open environment for the staff safety representatives to highlight live safety

The TSA Professional and Technical Forum is a new forum that has evolved

Nick Millington is project director, safety and assurance, Network Rail Infrastructure Projects, Track Delivery

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Whether installed onboard or at the station, you can rely on DILAX solutions for compiling accurate passenger load reports. DILAX has been installing automatic passenger counting systems for over 20 years. Our unique adjustable infra-red bi-directional sensor has been shown to give excellent results in all kinds of installations. Our system now offers real-time counting capability for extended counting applications such as PIS announcements of load in each vehicle or for station announcements of train load. Please contact us for full technical details of this unique feature of the DILAX system. With over 600 rail vehicles installed with our systems on the UK network alone, we can claim to be the most experienced and trusted supplier of passenger counting systems in the UK. We are trusted by train manufacturers and operating companies alike to provide complete passenger counting systems from the doorway sensor through to the data management software. All our hardware components are designed by us and manufactured under stringent quality conditions and we develop our bespoke software solutions to our customer’s requirements using our own software development resources. When you buy an automatic passenger counting system from DILAX you can be sure your investment will bring consistent results for years to come. Call us today for advice and information about all aspects of automatic passenger counting systems.

DILAX Systems UK Limited. Unit 3, Calico House, Plantation Wharf, LONDON SW11 3TN Tel: +44 207 223 8822 Email: Web: Page 98 September 2014


Floreat Vectis! Greg Morse looks back at 150 years of Isle of Wight railways


ar too few people on the Isle of Wight have the sense to go by its railways,’ wrote John Betjeman in 1950. The future Poet Laureate – a great lover of train travel – knew those ‘delicious single lines’ wound through ‘most of the best scenery of the island’. His favourite trip was from Cowes to Ventnor West, a journey which would have taken him through ‘alder-bordered’ meadows, past ‘thatched farms and greeny-grey stone cottages to inland Wight’. When these musings were published, there were some 55½ route miles of railway on the island. When Queen Victoria came in 1848, there were none – bar a narrow gauge, horse-drawn tramway laid on the estate of architect John Nash to link Hamstead Quay and brickworks with nearby Hamstead House. With momentum gaining on the mainland, however, it was only a matter of time before the navvies arrived … First cut is the deepest It was in 1859 that the first sod of the Cowes and Newport Railway was cut, allowing construction to begin on a line that started to carry passengers from June 1862. Then came the Isle of Wight Railway (IWR), which opened between Ryde St Johns Road and Shanklin in 1864, and which celebrates its 150th anniversary

this year. To mark the auspicious event, Saturday 30 August 2014 saw residents and visitors join in a number of activities planned to take them back through a century-and-a-half of rail transport and local life. The celebrations – sponsored by the Isle of Wight Rail Community Partnership – included a vintage vehicle display at Ryde St Johns Road, a model railway exhibition, a steam roller and a Wight Island radio broadcast live from Sandown. The Sandown Historical Association displayed some old railway photographs, though these didn’t only

feature the Ryde–Shanklin stretch, for the IWR would later extend its reach to Ventnor (1866) and Bembridge (1882). Indeed, by 1900, there was scarcely a place that couldn’t be reached by train, as other companies added more permanent way. It was as if the Rev Awdry’s fictional Island of Sodor had been made manifest in the Solent. And so it must have seemed for a while – especially after the famous ‘Grouping’ of 1923, when the Southern Railway began to take over operations, investing in the infrastructure and bringing 23 former London & South Western O2 tank engines over from the mainland. This was perhaps the golden era of steam on the island, where elegant green locomotives hauled quaint wooden-bodied carriages through a Utopian dreamland, working harder than ever before, as service levels rose to cope with a rise in demand between the wars; the very epitome of charm. The problem with the permanent way, though, is that it isn’t really permanent… Electric dreams During World War II, Britain’s railways were overworked and under maintained, as the industry struggled to get troops, equipment and evacuees to the right place at the right time – quite apart from running as regular a service as the conditions would allow. But all this took its toll, and when nationalisation came in 1948, the newly formed British Railways (BR) knew it had to close certain lossmaking lines to help shore up its finances. The Isle of Wight was not immune and by the end of 1956, Ventnor West, the September 2014 Page 99

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livery associated with Chris Green’s NSE came renewed popularity, especially on ‘Network Days’, when passengers took advantage of the offer to travel anywhere on its extensive territory for just £3.00, meaning that you could have gone from Waterloo to Shanklin for less than a modest round of drinks.

Bembridge branch and the Sandown– Newport route were no more. Then came the infamous Beeching Report of 1963, which led to the withdrawal of services from Ryde to Newport and Cowes, and from Shanklin to Ventnor Town. The line from Ryde to Shanklin was also listed for closure, but BR decided instead to electrify. The third rail was duly laid and the new era began on 20 March 1967, when the first former (and now familiar) London Underground unit entered service. These dated back to the 1920’s, but when Sectorisation put the line under the aegis of Network SouthEast (NSE) in the 1980’s, they were replaced by much newer stock…built by Metro Cammell in 1938. With the red paint and ‘toothpaste’

Private investigations It was NSE that also helped the Isle of Wight Steam Railway (IWSR) extend its line some three miles from Havenstreet to Smallbrook Junction, where an interchange station was opened in 1991. By now, the IWSR was twenty years old and BR was on borrowed time, as rail privatisation gained ground in Whitehall. In preparation for this momentous change, the Ryde–Shanklin ‘Island Line’ became a shadow franchise on 1 April 1994, ahead of its initial selloff to Stagecoach, which then operated units owned by Eversholt Leasing on infrastructure controlled by Railtrack. Currently, the stock is owned by Island Line Ltd, with services worked by South West Trains. All manner of plans are being considered to improve the system, including extending the main line back to Ventnor and the possibility of running into Shanklin town centre. The steam railway is also exploring the idea of

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extending to Ryde St John’s Road, which would add nearly a mile to the route and provide a more convenient interchange with main line services. Clearly, there’s more than just the past to celebrate – the future looks bright too. Here’s to another 150 years of Isle of Wight railways! Greg Morse is the author of British Railways in the 1950’s and 60’s, and British Railways in the 1970’s and 80’s. His book on railway accidents will be published by Shire in October. Follow Greg on Twitter: @GregMorseAuthor

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urrently Britain’s longestrunning franchise, c2c began life during privatisation in 1996. National Express has operated the service since 2000 after it bought the then operators of the line, Prism Rail. In June 2014, c2c was awarded the 15-year Essex Thameside franchise, which will begin in November and run until 2029. The franchise has gone through somewhat of a transformation over the years and the previously unpopular ‘Misery Line’ is now the UK’s most punctual train operator. The turnaround is largely thanks to a complete fleet of new trains (the first-ever Toc to do so), substantial investment, new stations and being the only operator to introduce driver-only operation since privatisation. The Toc changed its identity to c2c in 2003, the same year it overhauled its fleet of trains, as it sought to turnaround its image. Franchises The new 15-year franchise, which starts in November, will require 90 per cent of c2c’s trains to operate to right-time performance targets by 2018, meaning that trains must arrive at their terminating station within one minute of schedule.

Beyond this, c2c is pledging to make its passengers, 80 per cent of whom are commuters, at the centre of its service and improve customer service to match

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that of its punctuality. As part of this plan for the new franchise, c2c promises to provide automatic compensation for delays from two minutes. Instead of filling in compensation forms, registered customers will receive an automatic credit that increases for every minute they are delayed, providing a discount against the next ticket they buy. Also included is first-to-last staffing of stations from 2017; station and onboard Wi-Fi, and a new range of tickets. The upcoming tickets will utilise the new c2c SmartCard and make c2c the first Toc to deliver the government’s South East Flexible Ticketing strategy. The Toc will be introducing a new timetable in 2015. The schedule will be the first substantial overhaul of the current timetable since the 1990’s and is designed to add more than 400 services a week – an increase of 20 per cent. All trains will stop throughout the day at the London stations of Limehouse, West Ham and Barking and a metro-style service September 2014 Page 103

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that provides a train every three minutes during the busiest times will also be on offer. From 2019, c2c will increase capacity through the introduction of 17 additional new trains over a five-year period, the procurement programme for this fleet will begin early in the new franchise.

Dean Finch, National Express group chief executive: ‘We have listened to our customers and local stakeholders and we have challenged ourselves to be at the forefront of innovation. We have identified where to invest to enable c2c to be truly tailored to meet customers’ needs and to pioneer new levels of service not seen in UK rail.’

Environment In 2006, c2c was among the first Toc’s to install regenerative braking (the energy recovery mechanism that generates electricity when the train brakes) to its entire fleet, which is then used by other trains – reducing its carbon footprint to around a third of that of a small car. Awards c2c won Rail Operator of the Year at the 2012 National Transport Awards, and Suburban Rail Operator of the Year at the 2011 National Rail Awards. It was also Highly Commended in the 2014 Rail Business Awards and, in the past two years, has won four Golden Whistle awards.

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Multi-dimensional advantages T RPD, the plastic component manufacturer is offering parts made from flame-retardant nylon. PA 2241 FR is a polyamide 12 that is used in laser sintering systems – also known as 3D printing. In the event of a fire it releases the inert gas halogen, which extinguishes the flames by starving them of oxygen. Parts made with PA 2241 are particularly suited to applications that have to meet stringent safety standards because the FR (flame retardant) material has been tested to JAR/FAR 25 – the aviation standard for flammability and smoke generation. PA 2241 FR also has excellent mechanical properties and a good tensile strength, which means that when used in public transport it has the ability to produce strong yet lightweight parts that can reduce fuel costs. The FR powder is recyclable, meaning that loose, unsintered

‘The series offers high image quality, HDTV resolution, substantial processing performance and edge storage,’ said Erik Frännlid, Axis Communications’ director of product management. The P39-R includes: • an AXIS P3904-R network camera with HDTV 720p resolution • AXIS P3905-R with HDTV 1080p resolution • AXIS P3915-R with HDTV 1080p resolution • audio-in and I/O capabilities.


powder surrounding the parts can be extracted and mixed with virgin powder for future builds, enabling 3T to offer flame-retardant parts at competitive prices. Ian Halliday, 3T RPD chief executive officer, said: ‘Introducing fire safe materials to our portfolio will enable a whole new range of engineers to reconsider the way they design and produce components.’ Visit Up to the wire rbil has expanded its wire rope press facility to include five machines with the newest machine having a 1000-tonne capacity. The company, which manufactures products for the rail industry, now offers wire rope up to 52mm in diameter and also a fleet of wire rope pressing machines that includes a 150, 500 and 1,000-tonne press, and also two 350-tonne presses.


Arbil’s large facilities and capacity allow the company to produce big orders with quick turnaround speeds. Dave Nicholls, general manager said: ‘With a customer base spanning the whole of the UK, it is vital for us to be able to keep up with demand and our five recently refurbished presses allow us to do just that. ‘As we have a number of staff specialising in wire rope production, we are able to quickly turn around orders and make bespoke products to the customer’s requirements. All of our wire rope production is to ISO 9001 standard.’ Visit Public transport surveillance in the frame etwork video company Axis Communications has launched a compact, rugged and discreet AXIS P39-R Network Camera Series that is specifically designed for video surveillance on trains, tram cars and robust environmental vehicles. The AXIS P39-R offers protection against dust and water and is able to withstand tough conditions like vibrations, shocks, bumps and temperature fluctuations. The unit also features an active tampering alarm function that detects blocking and spray painting.


Each variant is available with either a male RJ45 connector or a sturdy M12 connector. The cameras respond quickly to changes in light, ensuring that image quality is maintained. In addition, the use of progressive scans enable the cameras to show moving objects with no distortion. The Traffic Light mode helps to better distinguish colours of traffic lights in the dark. Visit An unshakeable identity utting-edge security measures are being trialled on Manchester’s Metrolink in a bid to prevent and tackle equipment theft. TfGM (Transport for Greater Manchester) is working with GMP (Greater Manchester Police) as well as crime fighting company SmartWater and Signature Materials (formed by the Institute of Materials, Minerals, and Mining with Pryor Marking Technology Ltd) to help ensure cables and other assets on the network are protected. SmartWater liquid leaves a longlasting, unique identifier that is invisible to the naked eye while Signature Materials provides unique metal signatures. Both products are linked to national registers that are accessible to police and help to secure evidence to prosecute criminals. The trial aims to minimise the disruption to passenger journeys caused by metal theft, reduce the high risk of serious injury and increase criminal convictions associated with such incidents. TfGM Metrolink director, Peter Cushing said: ‘We have done a lot of


September 2014 Page 107

Page 108 September 2014

successful work, with GMP’s guidance, to reduce theft and damage to the network, including CCTV, targeted police operations and replacing desirable cable materials with less valuable but equally functional ones.

GMP coordinator for Operation Alloy, John Woods and TfGM Metrolink director, Peter Cushing at the Central Park Metrolink stop

‘Metrolink covers its own operating costs without drawing on public subsidy, so expensive damage to the network reduces the funds available for future investment.’ GMP coordinator for Operation Alloy, John Woods, said: ‘As part of the operation, GMP has achieved a 34 per cent reduction in metal theft when comparing May 2013 to May 2014. Key to this success has been the work with our partners.’ Visit Electric vehicle innovation charges ahead ower equipment manufacturer REO has launched a high-voltage recuperation heater for use in electric vehicles. The REOHM BWD330 brings efficiency improvements to the vehicles’ thermal-management systems, reducing energy consumption and offering increased cooling efficiency during emergency braking. In conventional fuel engines, waste heat that is generated is usually re-used to heat the cabin in lower temperatures. However, until now, electric vehicles have had to use electric power to heat both the cabin and the batteries, which diminishes battery life,


increases running costs and detracts from the potential maximum range. Battery life and range are the key barriers to the more widespread use of electric vehicles. The BWD330 minimises such dependency on the battery by using the energy generated from the act of braking, which is stored and re-used when required. The lower energy consumption also means that carbon emission targets can be met. ‘Electric vehicle manufacturers can also realise significant savings with the BWD330, because 66 per cent less installation space is required compared to standard units,’ said Steve Hughes, REO managing director. ‘We’ve also reduced volume by 85 per cent and weight by 76 per cent - all of this results in a unit which weighs less than 10kg with a rating of 420-450V DC and a maximum braking power rating of 60kW. ‘We’ve maintained high-levels of safety and in the event of drive system failure the BWD330 can discharge the DC link, which will dissipate unwanted power safely.’ Visit All aboard for rail scheme changes rom Autumn, Link-up – which is used by 110 buying organisations and 3,800 suppliers – will be known as RISQS (Railway Industry Supplier Qualification Scheme). Following the delivery of efficiency savings totalling £5.5 million, the rail industry’s supplier qualification scheme is now restructuring the operation to deliver smarter working practices and innovations. RISQS is governed by a board comprising 21 industry specialists – from professional institutes and contractors to Toc’s and infrastructure managers. The aim is to ensure that the service is run efficiently and to deliver maximum benefit to the rail industry. It is also designed to give suppliers a greater voice in how the service is run. The core functionality will remain the same, meaning that companies that carry out potentially medium or highrisk services can continue to use a single questionnaire to qualify for work with a variety of rail businesses. Achilles, the supply chain riskmanagement company, will continue to provide the qualification system and an audit service for companies deemed to be high risk. The move follows extensive consultation with buyers and suppliers and includes input from a number of working groups. Richard Sharp, RISQS Board chairman, said of the changes: ‘The whole aim is to make RISQS a scheme that is managed by the industry for the industry. ‘During this time of great change


and investment in rail, it is vital that the sector plays a greater role in shaping its own supplier qualification service, to ensure decisions are of maximum benefit to everyone in the rail industry.’ Visit Train surfing ndustrial Ethernet specialist, Electroustic, is calling for industry cooperation to bring super fast Wi-Fi to trains. The company wants to create a coalition of companies to promote open Wi-Fi on trains, advise transport providers on implementation and make information publically available for interested parties. There are significant obstacles against the rolling out of superfast Wi-Fi on trains – such as security, the complexity of the sector and lack of infrastructure – that need to be overcome if the UK’s wireless access is to remain competitive. According to National Rail, only nine of 25 Toc’s currently provide Wi-Fi. Virgin Trains has recently announced a new deal with the DfT that guarantees significant improvements on the new West Cast franchise over the next years, including a commitment to providing free super-fast Wi-Fi. ‘While commendable, individual initiatives are not enough,’ said Paul Carr, managing director and owner of Electroustic. ‘Long-term collaboration between the government, train operators, telecommunications, maintenance and equipment providers is necessary to improve infrastructure and access, and ensure the UK remains competitive in the wireless connectivity arena.’ Electroustic believes that industry collaboration will bring the reliable and robust infrastructure that is required to offer a fast and secure service. Super fast Wi-Fi can be used for management of onboard services, like catering, in addition to technical functions, such as train diagnostics, live streaming or onboard CCTV systems.


Heavyweight lifters echnical Cranes has supplied a 35-tonne SWL goliath crane to Laing O’Rourke to build a new


September 2014 Page 109

Customer Driven Rail Solutions


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

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

(0)40 (0)10 (0)22 0(72)

7566 87303 4942838 266 8273 295 60 00

for signals, locations, telephones and principal supply points and associated walkways, steps, hard standings, stagings, handrails and lay down areas, which will involve extensive helical-piled foundations throughout the site. Phase 2 of the re-signalling programme will enhance the capacity and capability of the network as well as delivering operational savings. The project is part of Network Rail’s investment programme to deliver a more reliable and efficient rail service. In addition to upgrading and replacing ageing signalling infrastructure, other elements of the programme are a new station at Rochester, a new turnback siding at Gillingham and a new bay platform at Rainham. Visit station for London’s Crossrail network. The crane is being used for the construction of Custom House station and is a bespoke design for the lifting of prefab sections. 30 metres-high and with an overall beam length of 22 metres, of which one end has a three-metre cantilever, the crane has been designed with a Monobox leg on the cantilever end to enable prefab sections to pass onto the cantilever without interfering with the leg. The cantilever can lift up to its full SWL capacity of 35 tonnes. The installation had to be carried out over a 51 hour weekend possession time due to its close proximately to the DLR. Visit Virtual crowd control ensator has completed an order for Network Rail for 11 more of its state-of-the-art Virtual Assistants. The deal is in conjunction with security systems integrator, TEW Plus. The Virtual Assistant is a virtual image of a real person that offers passenger advice. The deal follows the successful introduction into King’s Cross station last year of Louise, who advises travellers with heavy, awkward to handle baggage to use the lift rather than the escalator. During a six-week trial, Louise saw an increase of more than 260 per cent in passengers using the lift. Six further Virtual Assistants have now been placed at various locations throughout King’s Cross to deliver directional and safety messages whenever they detect movement in the immediate area. Two have now been introduced at St Pancras, and Leeds station is using the technology to help improve health and safety. Ajay Joshi, head of media and technology at Tensator, said: ‘There is great potential for Virtual Assistants in the rail sector and it’s great to see a growing number of them being used


New college course gives structure eldability-Sif, the welding products supplier, has opened a virtual and practical welding studio at Goole College. The facility forms part of the Weldability-Sif Foundation Charity’s ongoing strategy to proactively encourage the development of new welder-training facilities across the UK. The dedicated virtual reality welding hub, which received funding from the

W across the network. Because they are completely customisable, they can be used to relay any number of messages, including health and safety, directional and general information such as station facilities.’ London Bridge and Birmingham New Street are also set to use the Virtual Assistants, with trials beginning soon. Visit VGC wins re-signalling contract GC Rail Projects has signed a contract with Atkins for the east Kent re-signalling Phase 2 project. Worth £9.3 million, the contract will run until July 2015. The works will replace and upgrade ageing signalling infrastructure from Longfield to Sittingbourne and Higham to Paddock Wood in the Medway Valley. The company will install around 33km of cable routes and under-track crossings for power, data and telecoms cables, incorporating 23 under-track and four under-road crossings. It will also provide foundation bases


Humber Local Enterprise Partnership, was opened by Andrew Percy, MP for Goole and Brigg, Adrian Hawkins, Weldability-Sif Foundation director and trustee, and Goole College principal, Lynne Richardson. Goole College is one of 16 colleges that has already agreed to provide training facilities funded by the Foundation Charity, which will co-fund welder training facilities at colleges over the next five years. Hawkins said: ‘The WeldabilitySif Foundation was established and registered as a charity to specifically encourage the development of new welder training facilities across the UK. ‘Foundation level welder skills training at Goole College is another step towards a full apprenticeship programme that is designed to meet demand and overcome the current skills shortage in the UK welding industry.’ Visit September 2014 Page 111

Still using pneumatic wipers? ... maybe it’s time to convert?

• • • • •

Arms Blades Motors (24v and 110v) Linkage systems Components & spares

Wiper conversion kits... from just a few hundred pounds Pneumatic windscreen wiper systems have been around for decades. When new, they work well, but as time progresses they can become prone to failure due to system leaks. Failed wipers result in inoperable trains, causing service disruption (costing both time and money). Thankfully, there’s an economic alternative. With over 30 years experience producing complete wiper systems, PSV Wypers Ltd have developed a number of conversion kits specifically for older running stock. These are a direct replacement for your pneumatic system, they’re reliable, easy to retrofit and can save thousands in maintenance costs and lost operating time. We’ve already a number of highly satisfied key rail customers successfully using our ‘plug and play’ replacement systems. Our motors and assemblies start at just a few hundred pounds, and we can offer both ‘off the shelf’ and bespoke solutions to help you easily make the switch.

Why not discover the benefits of electric wiper systems? Call us today and ask for our Rail Specialist, Paul Curry. Britax PSV Wypers Ltd, Navigation Road, Diglis, Worcester WR5 3DE, UK Tel. +44 (0) 1905 350500 | | A Division of ESG | Photo reproduced under the Creative Commons Attribution 2.0 Generic license. Credit Phil Sangwell.

Page 112 September 2014

New Members of the Rail Alliance since end July 2014 Link by Lighting: sole UK partner and supplier of HELLA LED lighting products for all types of application Guidance Navigation: world-class experts in microwave and laser sensor technology used for navigation, measurement and positioning applications Graybar: manufacturers of self-regulating track heating systems and the processing of heat shrink cable accessories for the rail industry Concrete Canvas: producers of a flexible, concrete impregnated fabric that hardens when hydrated to form a thin, durable, waterproof and fire resistant concrete layer allowing concrete construction without the need for plant or mixing equipment Erlau Outdoor Furniture: manufacturers and suppliers of high quality outdoor furniture including a wide range of seating systems, benches, litter bins, cycle stands and planters with a 10 year anti-corrosion guarantee and the option of anti-graffiti coating May & Scofield: collaboration with customers to help improve performance and reliability in the design, development and manufacturing of electronic control units and systems, using knowledge, expertise and best practice from across rail, automotive, aerospace and defence industries Altro Transflor: UK manufacturer and worldwide supplier of anti-slip flooring engineered and designed to meet high intensity foot traffic in transport environments Tecforce: core skills in materials technology,

welding technology, non-destructive testing and rolling stock engineering for maintenance and overhaul services to rolling stock, its components and the supply chain Tratos: specialists in the production of power, signalling, control and telecommunications cables for the rail sector Findlay Irvine: major supplier of condition monitoring systems and components for signalling, power and track assets such as points machines and track circuits Trough-Tec Systems: suppliers of TTS polymer cable troughing system which is 75 per cent lighter than the incumbent concrete products used in the UK railway today Express Rail Services: providers of temporary staff and permanent recruitment services across the UK specialising in the provision of staff to Toc’s and railway infrastructure companies ISS Labour: supplier of support services across the Network Rail and light rail infrastructures including contingent labour and protection staff, electrification, track and civils works, track welding, grinding and inspection services, consultancy, discipline engineers, planning and management staff, minor works project delivery, and trackside lighting and safety barrier fencing Fhoss Technology: UK-based company providing innovative powered light safety wear using enhanced reflective prismatic tape with a battery powered illuminated core The Aluminium Lighting Company: manufacturers and distributors of aluminium columns, typically used within CCTV, lighting, sign and signal markets, with a strong and

easy to use raise and lower facility to bring components down to a safe working height for maintenance Lista UK: manufacturers of high quality modular storage and workspace systems including drawer cabinets, toolboxes and workstations for on-site repairs, shelving and racking, and industrial quality work benches Ditto Project Services: commercial and project management consultancy with experience in the construction, rail, oil and gas and heavy engineering sectors TP Matrix: repair, test and overhaul of a wide range of electronic equipment used on rail vehicles Innovus Solutions: route to market specialist in rail transport and infrastructure sales and facilitation. Innovation seeker product, system or service A Proctor Group: suppliers of robust solutions, particularly in the utilisation of spacetherm aerogel thermal insulation into the rail industry Viaduct: construction economist organisation primarily working within transportation markets to help transport providers and suppliers of the transportation sector to demonstrate their project, skill or product’s whole life cost benefits. In addition Viaduct can support projects through estimating and cost advice in a sustainable manner ARC Arabian Railway Company: specialised multi-disciplinary railway services company based in Saudi Arabia providing a range of maintenance activities across a full spectrum of rail transportation disciplines throughout the GCC.



he latest products in the icotek cable management equipment range includes the new Confix FWS bulkhead fittings, now available from M Buttkereit. These products facilitate a 90º entry of cabling enclosed in protective conduit sheaths for attachment to machines, control panels and wiring cabinets. A simplified method of attachment and positive closure ensures time saving during cabling operations. All the fittings incorporate a captive hinged cover and are designed to accommodate threaded conduits in six metric sizes of M16, M20, M25, M32, M40 and M50, together with parallel grooved conduits in sizes NW13, 17, 23, 29, 37 and 50. Installation of the Confix FWS is simple, with the fitting being located over the recommended size of drilling template and screwed into position onto the entry bulkhead. A single screw fixing is required initially on the three smaller conduit sizes with double screws required on the remaining larger conduit sizes. With the hinged cover of the split fitting raised, the appropriate conduit, which can be pre-assembled with the necessary cables, is offered to the fitting. The hinged lid is then lowered to enclose the conduit and screwed to the bulkhead with two remaining screws ensuring an IP54 seal. The simple removal of these latter two screws is all that is then required to accommodate conduit removal for cabling modifications. The Confix FWS bulkhead fittings are manufactured from Polycarbonate and can be supplied in two colours black (RAL 9005) and grey (RAL 7011). This material has a flame class of UL 94 V-0 and is selfextinguishing as well as being both Halogen and silicone free. It is also compatible for temperature environments from -30°C to +100°C (static). Tel: 0161 969 5418 September 2014 Page 113

Railway Drainage Pipe and Ducting Solutions • Strong (Twinwall and Corrugated) • Smooth Internal Wall • Increased flow rate • No silt build up • Easy to install • Light weight (6m lengths) • Full range of fittings available

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Page 114 September 2014



Business profile

Hot on the rail With two particularly harsh winters in recent years it is vital that rail is prepared for another. SwitchPoint Heating has a comprehensive range of heating products that increases safety and keeps trains moving


witchPoint Heating ORIGO has designed and manufactured systems to heat rail and switch points for more than 30 years and uses customer feedback to continually improve its products. The Swedish company’s goal is to combine functionality with easy handling and installation, and to reduce power consumption while also increasing safety. Its solution for switch point heating uses a technique where all rails are heated with low power elements. This method replaces the heating of two rails with high power to transfer heat by radiation from support rail to moving rail, which is an inefficient use of electricity. By keeping rails at a temperature just above 0°C, when snow and ice provide safety hazards in railway traffic, installed power can be kept low. Temperature regulation is combined with a snow sensor that overrides temperature controls as it falls and works in combination with temperatures below +3°C. SwitchPoint Heating’s system enables all rails to be heated with a minimum of connection points that makes it possible to double, or even triple, power output at sensitive areas locally because multiple elements are connected to end of stock rail elements with a quick junction. Flexible heating elements The flexible heating elements are easy to transport because they are delivered as a coil that weighs around two kilos, conveniently the length can be adjusted on site with simple tools. Available in lengths of up to 25 metres and with one connection point, the elements are straightforward to install, are supplied with detailed instructions and come in two varieties: • self-limiting (130W/m) • constant wattage (70 or 90W/m). Elements are delivered as bespoke, ready to use units or in standard lengths and are installed on the rail with stainless steel channels and sprung steel clips, which are provided in various sizes for different rail types. Constant wattage varieties can be fitted with double elements at one section, or on every switch point, to ensure that they work at locations with harsh weather conditions. In extreme locations, elements can be

installed on the inside of the support rail to extend power as a complement. Minimising interference during installation and maintenance All connections are made with IP68, the Quick Connect plug system that minimises time in track with plug in and turn to lock function. 8-Core connection cable allows elements to be monitored separately, with a detailed alarm signal that makes maintenance easy. Importantly, one failing element does not affect system function. Smart control panels Computer controlled triac-based control panels are modules that have been built to allow easy extension with built-in touch screen computers – one master panel can control several slave panels. The control panel can be remotely accessed over the internet and via intranets allowing parameters to be changed. Logged

values for current, temperatures, errors and power-on are presented as diagrams or can be downloaded for further processing in Excel. Elements are monitored separately for all errors and alarms can be sent via SMS or internet to provide maintenance personnel with instant fault alerts. Standard enclosures are constructed in fibreglass-reinforced plastic, steel or aluminium and have an integrated dig down ground stand. The dig down lightweight power cable channels are made with recycled plastics, are easy to access and have heavy duty selflock channels that can withstand vehicles driving over them. The units are also easy to handle and, thanks to their 7 Kg/m weight, have low transportation costs. Tel: +46 301 418 50 Email: Visit September 2014 Page 115


Fixed Installation new build and retrofit

Tablet Windows and iOS devices

• Improves on-time running • Reduces Operational costs

Intgrated ERTMS, TMS

Traffic Management System C-DAS

• Reduces Carbon footprint • An Essential Traffic Management Sub-system

TTG is a world leader in the provision of Driver Advisory Systems to the global rail sector. The company’s Energymiser® system is now deployed on 5 continents and has a projected install base of over 4000 systems in the UK and Australasia, by the end of 2014. Whilst the early adopters of the system have focused on the system’s significant capability to reduce operational costs through a reduction in energy and fuel usage, the global rail market is now seeing the additional benefits it provides in relation to improved on-time running, carbon footprint reduction and as an essential sub-system for the emerging Traffic Management Systems.

Our clients initially wanted the system deployed as a fixed ‘in-cab’ solution, but this has evolved to include deployment via iPads, tablets or integrated with existing on-train systems, such as a Train Management, or Traffic Management System. TTG’s development roadmap has been designed to ensure we can meet these changing needs. Email: Call: +44 (0) 133 225 8867 (Derby), + 44 (0) 207 554 8805 (London),

Come and see TTG’s Award Derby: The iD Centre, Lathkill House, The rtc Business Park, London Road, Derby DE24 8UP Winning DAS at Innotrans: London: Hamilton House, Mabledon Place, Bloomsbury, London, WC1H 9BB Page 116 September Hall 11.1 / Stand 228 2014

Sustainable Technologies for Rail

Business profile

Shifting safety culture up a gear Focusing on Erik Hollnagel’s revised view of safety management can promote a more enlightened view of the nature of safety culture. Chris Langer from CIRAS explains how confidential reporting has an important role to play in this new approach


anish Psychologist and Human Factors expert, Erik Hollnagel’s radical and innovative ideas on safety culture challenge the status quo and point to a new way of doing things. Hollnagel’s book, Safety Culture-I and Safety Culture-II: The Past and Future of Safety Management, describes his approach with an eye to overhauling traditional safety management thinking in favour of a fresh way of working. It does not take much imagination to see the role confidential reporting can play in shifting safety culture into a higher gear. Confidential reporting is just one of the tools which can be used to enhance an organisation’s proactive stance towards safety, or Safety-II as Hollnagel calls it. Following this connection, a quick etymological tour of the roots of the word ‘safety’ reveals some interesting facts. The Latin word salvus means ‘uninjured, in good health, safe’. Building on this, the modern understanding of being safe, as in not being exposed to danger, dates from around the 14th century. Most professionals would agree with the definition that safety is essentially about the absence of harm or danger, but is this too much of a narrow focus? To establish the more grounded, holistic approach referred to by Hollnagel as Safety-II, there is a clear need to focus on proactive strategies, and not just the mere absence of harm or danger. It would be complacent to conclude that we are completely safe at work this week simply because we were incident-free last week. Keeping incidents to a minimum Maintaining low incident rates requires constant effort. In this vein, the discipline of human factors has rightly sought to reintegrate a more interconnected view of what safety really means, with its focus on aspects that include human performance, whole safety systems, safety defences, and organisational resilience. Safety

reporting, either internally or confidentially, is another way of focusing minds on possible improvements to safety management systems. Hollnagel believes that organisations in many different industries may be stuck in a reactive pattern of thinking. This is because their focus is normally on avoiding something going wrong, rather than ensuring that things go right. In many industries – the railway industry being no exception – accident and incident data are inputted into numerous company and industry reporting systems to gauge long-term trends. In short, there is an abundance of information on what happens when things go wrong or fail. The lessons learned from such data are useful, but only up to a point. Herein lies the subtly of Hollnagel’s argument – people may be able to learn just as much, perhaps more, from safety events that go right, as from the ones that go wrong. By understanding how things go right, we can provide positive examples of good safety practice for others to follow. When there’s been a near-miss or close-call, the reporting of the event can demonstrate what can be done to recover from the situation. The recovery actions of those involved can provide a positive model for others in the event of any reoccurrences. SPADs (signals passed at danger) are good

examples that illustrate this point. The Annual Safety Performance Report recently published by RSSB states there were 293 SPADs in 2013/2014. Although the long-term underlying SPAD risk trend has decreased (it is actually at 73 per cent of the 2006 baseline), there can be no denying the fact that SPAD’s have increased from 250 in 2012/13. But, what this doesn’t tell us is the number of times things went right – in other words, where trains stopped successfully at red signals. Despite there being significantly more occasions where trains stop successfully it needn’t stop us from learning the positive lessons. There is just as much to learn from train driver behaviour where situational awareness has achieved the desired outcome (in this case, controlled braking and stopping before the signal), as there is to learn from SPAD’s associated with human error. The railway industry diligently records safety incidents, but putting more emphasis on safety events which go right involves reframing our approach and stepping outside the accepted way of doing things. Safety-I and Safety-II represent different philosophies of safety culture. In Safety-I, safety management is reactive: the goal is to achieve the lowest possible number of events going wrong. Safety-II


• • • •

reactive approach focuses on things that go wrong emphasises human error inclined to blame frontline staff


• • • •

proactive approach focuses on things that go right accepts variability in human performance shares responsibility for system outcomes

September 2014 Page 117

Business profile

is more focused on being proactive: it looks at where and how things are going right and is far more accepting of the variability in human performance. Human error On the journey to Safety-II, there is a significant change in attitude to human error. In fact, it implies that the whole notion of human error might be an error in itself. The term ‘human error’ is itself a derivative of the information-processing paradigm, which can be traced back to the 1950’s. In the information processing

paradigm, human reasoning and problemsolving abilities are often compared to computers. The problem is that human error is historically overloaded with the baggage of finger-pointing and blame – in this thinking, the root cause of a safety incident is often laid at the door of a frontline member of staff. However, the reality is far more complex, with management and frontline staff sharing responsibility. Safety-II therefore emphasises human variability as the cause of both positive and adverse outcomes. This variability should be understood rather than just focusing on what goes wrong. Confidential reporting is firmly aligned with the Safety-II philosophy. Confidential reports generally anticipate potential safety events and also help managers take a proactive stance towards emergent risks. There is little emphasis on human error, because the focus is predominantly on the safety issue raised in a report, not the individual who raised it.

Frontline staff are free to talk confidentially over the phone to CIRAS in a completely uncensored way. They can discuss their safety concerns in a blame-free environment without fear of any repercussions and discussions that would be ‘off-limits’ at work with a line manager can take place in a trusting atmosphere. For example, railway staff feel comfortable enough to talk to us about falling asleep whilst operating machinery because of excessive hours something they would never feel able to say to their line managers. As a result, performance variability can be explored without attracting the baggage-laden phrase of human error, which is often associated with blame. Homing in on possible human errors is limited in its approach, since such errors take place in a complex organisational environment and never occur in a vacuum. We need to fully understand the context of the work being carried out, and then identify the role played by safety management systems. This is the sort of information routinely provided in confidential reports – exactly why CIRAS is a key driver of Safety-II culture. Chris Langer, Human Factors advisor Tel: 0203 142 5363 Email: Visit

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6th November – The Building Centre - London The UK rail industry is benefiting from the largest investment programme since Victorian times. Network Rail has announced that it plans to invest £38bn in major new rail infrastructure over the next five years.

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Business profile

Sticking with rail With a range of adhesive products designed for rolling stock and trackside applications, Araldite® can lower maintenance costs, increase design freedom and enable energy efficiency


riven by rising road congestion, the demand for mobility and concerns over climate change, in Europe considerable emphasis is being placed on developing rail as a key transport mode. This is being made possible by promoting step-change innovations for passenger rolling stock, freight transport and rail infrastructure. Laurent Pourcheron, marketing manager for adhesives at Huntsman Advanced Materials, explained how its adhesive technologies are enabling the production of sustainable developments – helping manufacturers achieve a competitive edge and secure long-term growth. The impetus behind innovation Rail is among the most efficient and climate-friendly forms of transport but currently only carries around ten per cent of European cargo and six per cent of passengers annually. The level of global competition is high and manufacturers need to focus on innovation leading to better services and reduced costs that offer an attractive choice for customers. The need to develop rail as a key mode of transportation is reflected in the establishment of the European Commission’s Shift2Rail initiative. This

new public- private partnership has been set up to invest around €1 billion in research and innovation to support better rail services, encouraging more passengers and freight onto Europe’s railways. Shift2Rail identifies the following key areas for investment as being vital to success: • • • •

production process improvements new designs weight savings compliance to stringent safety and environmental standards • low maintenance costs. In this context, adhesives play an ever-increasing role by providing wellestablished solutions – in addition to more advanced and innovative developments – for all kinds of rail bonding applications. Delivering long-term performance Adhesives form a continuous bond providing more uniform stress distribution and a longer service life under loads on wide-ranging applications. Helping to lower maintenance costs, adhesives can also join dissimilar materials together and compensate for differences in the coefficients of thermal expansion.

What’s more, adhesive bonds can provide an electrically insulating barrier between surfaces and offer good dampening properties, which reduce sound or vibrations. By extending the service life of parts, simplifying designs, streamlining assemblies and supporting the production of lighter, safer structures, today’s adhesives provide advanced properties that offer economic advantages at every level of the industry. Structural adhesives Huntsman offers epoxy, polyurethane, methacrylate and phenolic-based systems. These four types of structural adhesives are designed for every rail market – from high-speed trains, mainline, regional and metro to suburban and freight – and can also be used on the infrastructure around them. The company’s structural adhesives all have different chemistries with discrete structures and physical characteristics for specific processing requirements and targeted applications. Rolling stock applications For structural parts such as roofs, doors, floors and semi-structural products that include floor coverings, seat to floor attachments, door frames and hinges, Araldite® AW 4859 / HW 4859 is an example of an epoxy adhesive that offers the advantages of ease of application, high September 2014 Page 121

Page 122 September 2014

Business profile

Infrastructure applications For trackside applications such as signal light boxes, traffic control boxes and rail joint construction and repairs – where electrical insulation, good weathering, thermal resistance and flame retardant properties are essential – Huntsman offers a number of products in its epoxy and methacrylate-based adhesives ranges that are fit for purpose. With Norwegian manufacturers attaching train detection sensors on the track with Araldite® adhesives, Swedish businesses utilising them to assemble rail shifters and rail companies in the UK and across Europe using them for rail joint bonding assemblies, adhesive bonding is rapidly becoming the preferred method of assembly for many high performance applications. Huntsman has two adhesives that are on British Rail’s Register of Approved Adhesives, Araldite® AV 5308 / HV 5309-1 and Araldite® AW 106 / HV 997 are used in the UK on fishplate rail line butt joint assemblies.

strength and shock resistance on multimaterial assemblies. Araldite® 2013 is a further case in point. This epoxy adhesive is now used to bond GRP (glass reinforced polymer) driver cabins because it offers excellent adhesion, high durability in ambient weather conditions, fatigue resistance and toughness. It also enables greater design freedom, supporting the structural strength and integrity of the more complex and ergonomic shapes of driver cabins now seen on the latest generation of high-speed trains. In Germany, another epoxy adhesive from Huntsman, Araldite® 2015, is replacing the welding process used to assemble aluminium substrates on the driver compartments of train units. As a result of weld distortions, welding was found to be both time intensive and expensive – often requiring reworking and further sealing techniques on the compartment door leaves. By contrast, adhesive bonding using Araldite® 2015 maximises process and performance benefits by minimising the steps in production - reducing costs and improving the design ergonomics while helping to extend the compartment’s service life, thanks to its superior strength. As a result of it forming joints with elastomeric-type behaviour that are water -tight and durable, Araldite® 2015 has also been used in Italy to bond an anti-

vibration damper to a train body. Methacrylate adhesives, such as Araldite® 2021, tend to be used for bonding metal hinges to GRP interior panels and on a range of interior furnishings such as fold tables, luggage racks and ceiling liners, where their fast curing properties provide significant time saving advantages. In Spain and Sweden, manufacturers are benefitting from Araldite® 2021’s rapid assembly and peel resistance on a range of rolling stock interior components, bonding doors to lockers, reinforcing train roofs and constructing WC modules. By contrast, the flexible properties of polyurethanes make them the adhesive of choice for joining tough-to-bond engineering thermoplastics, rigid plastics and composites, finding application in sandwich panel lamination and assembly for frames, wall cabinets, partition walls and panelling. In Spain, the combined flexibility, ease of application and colour of the polyurethane adhesive Araldite® 20291 have made it the ongoing adhesive of choice on a carriage floor joint bonding project. Designed especially for application as a friction lining material, phenolic adhesives such as Araldite® 64-1 and Araldite® 71 are finding increasing application in steel and aluminium brake bonding applications.

Innovation in adhesives Huntsman’s innovations in adhesives go beyond improving mechanical properties to focus on important features such as flame retardancy, low smoke density and low toxic emissions. The recently-developed Araldite® 2033 offers excellent adhesion to metals and composites and also has flame retardant properties that are UL 94 V-0, NF F 16-101 I2 and F2 approved. Huntsman Advanced Materials’ testing laboratories in Basel, Switzerland, are ISO/IEC 17025 accredited for the testing of synthetic materials and quantity temperature calibration. This accreditation also ensures that in-house testing methods conform to DIN 6702-1 standard rail industry requirements. The benefits With the impetus behind innovation in the rail industry taking shape, adhesive bonding is emerging as the standard for manufacturing parts that deliver superior performance and durability on rolling stock and infrastructure applications. Huntsman’s adhesives allow manufacturers to benefit from more efficient production processes, while also helping to secure long-term performance and safer assembly. This results in reduced maintenance costs, increased design freedoms and the development of lightweight structures for better energy efficiency and aesthetics – all important factors in making rail an increasingly attractive choice for all its customers. Tel: +41-61-299 2664 Email: Visit materials September 2014 Page 123

Page 124 September 2014

Business profile

Goodbye heavy metal Thanks to their reduced weight and specially designed lifting handles, Fibrelite’s composite access covers are safer than ever. Now, with fully-customisable colours and designs, any company can reduce injuries and make a statement


ibrelite has experienced a huge increase in enquiries for its lightweight composite access covers from a broad range of industries that are eager to switch from traditional metal and concrete offerings to the more advanced composite material. Ian Thompson, Fibrelite managing director, said ‘We have experienced a huge increase in new enquiries from so many different areas of business, including rail, ports and airports, water, gas and electricity companies, power stations, retail and commercial developments, telecoms, sports arenas and stadiums.’ Industries that favour composites over more traditional materials are doing so to react to changing regulations, strict health and safety policies and also from those concerned with whole-life costs. ‘Our enquiries are coming in thick and fast from all over the world and we are seeing our manhole and service trench covers being specified by architects more and more,’ added Thompson.

where corrosion can destroy underground infrastructure.

Designed for safe lifting and replacement With RIDDOR (Reporting of Injuries, Diseases and Dangerous Occurrences Regulations) statistics attributing manual handling to more than half of work-based injuries, that often result in absence, it’s considered a priority that hazards are reduced in this area. Fibrelite covers incorporate up to two lifting points for specially designed lifting handles. This design allows the operator to remove the cover without trapping fingers or having to bend over – thus maximising the safety of the lifting technique.

mould its composite covers in nearly any colour combination of your choice.

Corrosion Another major problem is ageing infrastructure – bridges, highways, rail network, water lines and sewer systems are all deteriorating. One of the principal factors related to the deterioration of infrastructure is corrosion. Fibrelite’s glass reinforced plastic products are widely used for applications

Customised and colourful In response to customer demand, Fibrelite now offers company logos and other brand markings on its covers. Any style, logo or required marking can be permanently moulded into the upper surface of the cover in single or multiple colours. For additional brand or product identification, or to blend in with the colour or layout of a facility, Fibrelite can

Bespoke designs Fibrelite can also provide bespoke and custom trench covering solutions, meaning that trench cover dimensions, internal stiffeners and fibre architecture can all be altered to optimise the performance of each panel based on project-specific design criteria. About Fibrelite Since starting out in 1980, Fibrelite has managed to stay at the forefront of composite technology by manufacturing its products with state-of-the-art materials. The company designed the world’s first composite manhole cover for petrol service stations, which largely eliminated the health and safety issues that are associated with traditional metal covers. Today, Fibrelite is aiming to use its engineered products to become market leader in this niche industry. Contact Jo Stott, marketing director, for more information Tel: 01756 799773 Email: Visit September 2014 Page 125

POGO Power Operated Gate Opener

100% Solar powered user worked crossings 5-1 Safety (Reduces crossing the track from 5 times to 1 at the push of a button) Solar Panel

Emergency Safety Buttons

Dual Solenoid Lock

The Highly Efficient Gatecare solar panel is used to charge the battery in the operator box.

Trackside emergency buttons, overrides all other buttons to allow the gate to open fully in the event of an emergency

Locks the gate in both open and closed positions.

This guarantees a minimum of 70 operations per day

This gives both security and safety as the gate is secured in both positions.


Safety Release Pins

Operation Buttons

Tough linear actuator with built in force sensitivity for safety .

Hi Vis emergency quick release pins to revert gates to manual operation

Tamper proof buttons for general operation and ease of use.

100% Solar

Product Acceptance Number PA05/05508 Exclusively Available From Gatecare Ticking All the Boxes ☑ 5-1 Safety increases safety by reducing crossing the track from 5 times to 1. ☑ Installation planned for over 350 sites throughout NR infrastructure ☑ Full suite of maintenance documentation produced including SMS, SMTH and SFI ☑ Complies to EMC to BS EN 50121-4

No mains power required completely solar efficient

Network Rail product accepted

T // 01536 266211 E // Page 2014 W 126 // September

Supplier Reference 121030

Product Acceptance PA05/05508

Business profile

New line will connect moor people Since Beeching closed the former London and South Western Railway route in the 60’s, a large section of Devon and Cornwall has been without mainline rail links. Following the travel chaos resulting from this year’s storms, some are calling for its reinstatement


he UK’s 2013/2014 winter storms were the most extreme in decades, seriously damaging buildings and rail and road infrastructure. The Dawlish rail line that was suspended in mid-air provided an enduring image and a reminder of the storm’s power following the constant battering that washed the Devon town’s track support into the sea. The track was rendered impassable and cut off the parts of Devon and Cornwall that lay beyond the south Devon town for eight weeks. It is estimated that the line’s closure cost the local economy around £2 million each day – a figure that would have been far higher during the holiday season. Campaigning for change A working group formed in 2009 has been running a campaign to revive the ex-South Western Railway, which runs via Okehampton and Tavistock, to ensure against any future closures. Destination Okehampton, comprising town councillors, members of the Chamber of Trade and members of the public, is aiming to bring back the section of track that would connect the areas of west Devon, Torridge and north Cornwall that have been without a main line rail service for almost half a century. The proposed line, which would involve laying 12 miles of new track, has been estimated to cost between £300500 million (in line with Network Rail’s figures of £875 million with 66 per cent contingency) to bring it back to life. A consortium made up of a number of councils has approved the plans and will part-fund a study into the viability of the route. More than six local councils have pledged to contribute a percentage of their total budget to bring back the line. In July this year, Network Rail published a report on its findings, the West of Exeter Route Resilience Study identified five options that are currently under consideration: 1. continuing the current maintenance regime on the existing route 2. further strengthening the existing railway 3. re-establishing the Exeter to Plymouth

via Okehampton route (formerly London and South Western Railway) 4. constructing a modern double-track railway on the former Teign Valley branch line 5. creating five alternative direct routes to provide a new line between Exeter and Newton Abbot.

surround the line. The councillor, who is associate lecturer of geography, earth and environmental sciences at Plymouth University, said: ‘Destination Okehampton is committed to continuing its campaign for the line beyond this parliament. ‘The Okehampton line represents

The approximate costs of option 3

Cost per mile (£m)

Building a high-speed double track line Relocation of cycle track Doubling existing line (Upgrading entire line with double track) Building single line (with passing loops) Travel time Section Mile Posts

14 0.8 4 10 5 10

Speed limit (mph)

1 175-179 95/40 (Cowley Bridge) 2 179.5-183.5 100 max. 3 183.5-185 90 (Coleford diversion) 4 185-192 110 5 192-195 90 6 195-200 65 7 200-208 75 8 208.5-214.5 65 9 214.5-219.5 60 excellent investment potential for the rail The approximate costs of option 3 219.5-220.7550 industry. It 50 will serve more than 100,000 Dr10 Michael Ireland, Okehampton town have been without access to councillor and chair of Destination 11 220.75-227.25 people who60 Okehampton is clear that the alternative line from Exeter to Plymouth is needed not just to provide a complementary route in adverse weather conditions, but to regenerate the economy of area that would

modern rail travel for 50 years. Tourism, small businesses and education are the three key areas of the local economy that would immediately benefit from this investment.’

Total time for journey from Exeter to Plymouth September 2014=Page 12751m 3

If you need rail power equipment, approved component sourcing or design and build assistance for 650 volt switchboxes, FSPs or PSPs... Specialists in Rail Lighting For over 90 years CU Phosco Lighting has been the leader in British exterior lighting manufacturing. Offering a complete solution for your rail lighting requirements our Network Rail approved contracting team will manage your project from initial survey, lighting design, specification details and drawings, project management, installation and maintenance. CU Phosco Lighting offer a range of products from lighting columns, mid hinged columns and high masts. Specialist level crossing lighting columns and luminaires are also available. CU Phosco Lighting is committed to helping customers achieve their energy and carbon emission reduction requirements. CU Phosco Lighting manufacture Quality Assured British products whilst incorporating innovative technology including the latest LED lighting systems for floodlighting, amenity, heritage car park, road and footpaths. We can also provide Central Management Systems to control and further reduce energy costs from platform to storage depot lighting.

Tel: + 44 (0) 1920 860600 Fax: + 44 (0) 1920 485915 Web: Email:

Page 128 September 2014


THINK Forbes Rail Integrated Power Solutions Radstock, Somerset T. 07875753997

Relocation of cycle track Doubling existing line (Upgrading entire line with double track) Building single line (with passing loops)

0.8 4 10 5 10

Business profile

Travel time Section Mile Posts

Speed limit (mph)

1 2 3 4 5 6 7 8 9 10 11

95/40 (Cowley Bridge) 100 max. 90 (Coleford diversion) 110 90 65 75 65 60 50 60

175-179 179.5-183.5 183.5-185 185-192 192-195 195-200 200-208 208.5-214.5 214.5-219.5 219.5-220.7550 220.75-227.25

Time in section 3.17 2.28 1.0 3.59 2.08 4.54 7.59 6.13 5.02 1.30 7.0 43.7

Total time for journey from Exeter to Plymouth


51m 32s

With one reversal (@ seven minutes)


58m 32s

With two reversals (@ seven minutes each) Total journey time


1h 5 m 32s

Total time

fuel from Devonport.

5.17 7.45 8.45 12.44 14.52 19.46 26.45 32.58 38.02 39.32 46.32

Disputing the findings Network Rail’s report highlighted that the Meldon viaduct, the 1871 bridge that will get trains across the West Okemont River, would need to be replaced due to being ‘too badly deteriorated for reuse’. This is a fact that Chris Bligh, advisor to Destination Okehampton Working Group, and Plymouth-based train manager, disputes. Bligh was advised by the Meldon Viaduct Company that the cast and wrought-iron bridge could be brought back into service for around £15-20 million – less than half Network Rail’s estimate of around £50 million for building a new alternative. Bligh is concerned that Network Rail will elect to go for option one (strengthening the existing route) – a choice seen by many as a reactive, rather than proactive, approach. He argues that despite Network Rail’s

The benefits Tourism Overseas visitors spent £552 million in Devon, Cornwall and Somerset in 2013, which represents a rise of £72 million (264,000 visitors) on the previous year. A new line opening up areas of the region that can currently only be reached by road would help support further increases. Business Any further disruption/closures of the coastal route could erode confidence in the South West as a location for business – a reliable alternative could help allay these concerns. Evidence collated from consultations with councils and businesses indicate that the proposed rail line would generate employment and skills development – facilitating business to a much wider market. Commuters A survey was carried out on behalf of British American Rail Services at towns that, until they were all closed by 1972, had stations on the now derelict line.

The survey’s findings showed a positive reaction to the plans: around 75 per cent would consider using the train instead of their car to get to work if it cost the same or less. Of those that responded to the survey, 90 per cent currently use their cars to commute. New housing estates that have been built east of Okehampton since the surveys took place are likely to raise demand. A park-and-ride facility at Sourton or Okehampton (East) would open up links with Holsworthy, Bideford and Torrington in the district of Torridge and also Bude and Launceston in Cornwall. Freight Using the line for freight could take deliveries off the road and bring environmental benefits and a reduction of traffic on the road. The existing coastal line is currently used for carrying china clay from the two counties, and nuclear

assertion that option three is one of the least cost-effective options, over time it would prove to be the most effective – due to the extra resilience that it would bring to those areas cut off from mainline rail links. Speaking of the plans, he said: ‘This is a once-in-a-lifetime opportunity to regenerate large areas, creating new business opportunities and wealth, improve rail services on lines that already have them and bring new passengers to the railway. ‘A more detailed survey will show just how good this route can be. If Network Rail or any MP would like to see the information we have produced it is already in the public domain.’ A decision from the government on the proposed line is hoped to be delivered in this year’s Autumn Statement. For more information, contact Michael Ireland. Email: September 2014 Page 129

Clow Group Ltd Over 90 years of experience within the rail industry providing standard and bespoke access equipment. Offering full and complete multi-disciplined solutions from design through to fabrication, on-site installation, testing and commissioning, servicing and maintenance, surveying and inspections. Strategically placed in London, Midlands, Belfast and Glasgow for a full and comprehensive national service.

To find your way to the best signage solution come to Wood & Wood Signs

+44 (0) 141 554 6272

RESISTORS ARE OUR BUSINESS For over 80 years REO have been providing resistive components for drive systems


Underground Utility Mapping Specialists Phone : 0845 567 5677 Mobile : 07817 440724 Email

Page 130 September 2014







Tel: +44 (0)1588 673 411 • E-mail : •

Business profile

A striking difference Huge influxes in power from lightning cause rolling stock to grind to a halt, bringing unwelcome extra costs. Forbes Rail has a range of products that cut stoppages and the many negative implications involved


perational cost efficiency is best served with intrinsic reliability and maintainability. The build quality of the product and equipment should always be inherent in the design rather than added as an afterthought. The system application should also be considered as a whole and not in isolation. Network Rail has declared that UK rail infrastructure is damaged by lightning around 192 times each year that causes, on average, 361 minutes of delay per event and around 60 cancellations. As a result of high cost-per-minute rates (while trains are out of action), there is a large amount of lost revenue, incurred penalties, and a number of disgruntled passengers.

The perfect environment Railway networks are a playground for naturally-occurring and human-errorinduced lightning incidents and also disturbances emanating from the system itself. As a result of a rapid increase in power, the voltage looks for the quickest path to earth – regardless of what is in its way. The mass of steel connections on the railway make excellent electrical conductors that transmit the resultant extra voltage via electrical and electronic equipment. This excellent conductor is frequently used to detect the location of trains. Sensitive electronic signalling equipment is likely to be damaged if communication voltage is superimposed

with a very high voltage lightning strike. The signalling system’s fail safe engages when a component is damaged or an interruption is detected, making all signals in the area turn red and bringing trains to a stop. These rapidly increasing voltages, which are commonly referred to as surges, only last for a very short period of time – from nanoseconds, microseconds to a few milliseconds – but in this time can inflict untold damage to the unprotected equipment. It is a mistake to believe that a transformer will eliminate the effects of rapid transients. The solution A holistic approach to surge protection can provide an efficient, cost-effective,

The signalling system’s fail safe engages when a component is damaged or an interruption is detected, making all signals in the area turn red and bringing trains to a stop ideal and robust solution. The system, application and correct selection of protection will improve reliability and reduce failures. Following a two-year trial of PD Devices’ Network Rail-approved surge protection systems, used in various locations across the rail network, a 33 per cent reduction in failures has been reported. Tel: 07875 753997 Email: September 2014 Page 131

In extreme CondItIons our ProduCts wear tHe rIGHt Coat

Performance and protection for the rail industry

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

Call 0121 580 6300 for more information Page 132 September 2014 RT01/14

Business profile

The future’s bright The rail industry is experiencing unprecedented growth as the UK recovers from recession, and Yellow is well-placed to play its part


ellow Rail, the Derby-based depot delivery company, is directly benefiting from the growth of the UK rail industry, with its best performing year since 2007 and a strong and varied order book for 2015. As a result of this success, its increased workload means that it will be investing and expanding as a business to meet its clients’ expectations. Over the last six months, Yellow Rail has delivered depot-based turnkey and managed installation services across the UK to blue-chip companies, such as Bombardier, Network Rail, East Coast, First Capital Connect, CrossCountry and a broad range of OEM’s (original equipment manufacturers). The company’s recent projects include: • fleet corrosion and damage repair services • specialist CCTV turnkey services • managed Wi-Fi installation • fleet Dilapidation services • managed DAS, CCTV, PIS and • GSM-r Installations. Yellow Rail has now delivered services (often safety critical), on more than 30

different classes of passenger, freight and Network Rail vehicles across 23 depots and at numerous stabling points across the UK. To maintain its position within the specialist rail marketplace, Yellow Rail operates in line with ISO9001, ISO14001 and Link-up audit accreditation. It is also a personal track safety sponsor and is now working towards Investor in People accreditation – in such a competitive

sector of the rail industry, the company is always seeking to improve. The company’s vision is to be the best depot-based service provider in the UK rail sector. It is progressing positively towards this with customer satisfaction levels and a market share that continues to increase. However, the company’s directors are not complacent and are fully committed to a process of continual development. Consultancy services Yellow Consultancy is another arm of Yellow Group’s business that continues to grow. In addition to its UK client base, it also has increasing numbers of OEM customers in Europe and as far afield as Asia and Australasia. The company provides tailored sales and marketing services that cover: • sales and marketing consultancy • European agent representation • distributor and reseller services • market research, marketing strategy and planning. Yellow Consultancy’s primary area of activity is assisting innovative OEM’s to assess the feasibility of entering the UK rail sector and then to introduce and grow their businesses in the region. The UK rail sector is buoyant and the opportunities for growth are clear. Yellow and its group of companies hope to play an increasing role in the industry’s revival. For further details on Yellow’s services, contact Jo Marrable. Tel: 01332 258865 Visit September 2014 Page 133

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BRINGING BENEFITS TO THE UK RAILWAY; with a wealth of experience in Infrastructure, Transport and Building Services, we provide integrated solutions to infrastructure management and information systems.

The total solution provider E: Page 134 September 2014

Business profile

Maintaining the heritage With new owners, a quarter of a century’s experience behind them and combined sales of more than £50 million, these are exciting times for Ballycare


he news that Ballycare, formerly the Cosalt workwear business, is now part of a much larger and better-resourced group is great for its customers in the rail sector. All the experience, knowledge and technical innovations amassed by Cosalt during its 25 years’ experience of the design, manufacture and distribution of personal protective equipment (PPE) and workwear now continues under the Ballyclare brand. Maggie Shaw, Ballyclare’s national sales and service manager for rail, who has been with the company since 1998 and in the clothing trade all her working life, explains the changes to the business, customer relationships and its new products soon to hit the market. ‘In many ways nothing has really changed from our Cosalt days. Our customers are still dealing with the same people they have always dealt with, from management to sales through to the internal support staff and design team. We have very little staff turnover. ‘Our approach to new product development and our commitment to delivering high-quality products and great customer service is the same as it always was. What is new and exciting is that we are now part of a much bigger and financially stronger organisation. It means we have the resources to match our ideas, energy and enthusiasm. ‘Our history as Cosalt doesn’t define our future as Ballyclare but it does define our beliefs on delivering quality products to the market place,’ said Shaw. While the company’s proud heritage stretches back over two decades, Ballyclare only emerged in its present form in 2013 when the business was bought by the entrepreneur David Ross, who made his name with Carphone Warehouse. Since then, Ballyclare has gone from strength to strength, underpinned by the core values of trust, protection and integrity. The purchase of the Lion firefighter apparel business in January

2014 from LHD Group signalled the company’s intention to remain a major force in the development and supply of PPE. UK-wide service The amalgamation of Lion’s existing facilities, in Uxbridge and Livingston, has added two more care and maintenance centres to Ballyclare’s existing operations in Stockport and Barnsley, providing further resources to service major contracts across all of its core markets. Further restructuring in July 2014 saw Ballyclare move into a new parent group, Uniform Brands. This umbrella organisation, set up by David Ross earlier this year, also owns Simon Jersey, a leading manufacturer of corporate wear, and Logistik Unicorp, a provider of corporate wear and workwear to customers that include Network Rail, Monarch Airlines and the NHS. As well as sharing ideas, innovations and best practice in textile design and production, Simon Jersey’s support has added a new dimension to what Ballyclare can offer to the rail sector, particularly for the supply of staff uniforms. The acquisition of the European subsidiaries of Logistik Unicorp, now Uniform Brands Trading, has also provided the group with considerable warehousing, logistics and manufacturing capabilities as well as an established base in Holland to expand sales into Germany and the Benelux countries. With the purchase also came a state-of-the-art workwear manufacturing facility in Tunisia that can handle fast turnarounds on small run orders. Committed to the customer Central to what Ballyclare offers to the rail sector is a commitment to providing

the end user with garments that deliver optimum safety, complete comfort, maximum visibility, absolute protection and total performance at all times. Past and present customers include Network Rail, Babcock, Carillion, Bombardier, EWS, First Engineering, Tube Lines and London Underground. ‘What makes us special is our focus on building great relationships with each and every customer, getting to know them personally and taking responsibility for the quality of service delivery. They trust us to get it right and I get really upset if anything we do falls short of our high standards,’ said the national sales and service manager. Ballyclare continues to work closely with the fabric suppliers that helped shape Cosalt’s reputation in the early years. This relationship ensures that the garments are not only fit for purpose but also surpass legislative requirements without compromising on wearer comfort and fit. All Hi Vis garments supplied to the rail industry are GO/ RT compliant and Achilles Link-Up approved. ‘End users can rely on the Ballyclare brand to keep them highly visible in all light levels, as well as dry, warm and

September 2014 Page 135

Business profile

comfortable. After all, these are the same garments they have trusted and used for many years,’ Shaw added. Something for every company Never a company to rest on its laurels, Ballyclare is preparing to launch its new wet weather range of Hi Vis PPE, providing the many small-to-mediumsized businesses that serve the rail industry with fabric options that suit all budgets. Shaw said of the range: ‘Our new range offers improved levels of protection and is based around a different type of fabric that we are very excited about. More details will be revealed at the launch later this year but we will be offering a redesigned over trouser, jacket and all-inone coverall. ‘Many of the design ideas featured in the range come from the cross fertilisation of technologies we use in other markets. We’re a leading supplier to the fire and rescue services, the military and police, utility companies, motor technicians and businesses in the road construction and aggregates industries. ‘We’re also working on a unique range of high performance FR wet weather technical clothing that can protect against hazards like electrical arcing and extreme temperatures. This will be launched towards the end of 2014. GO/ RT compliant, these garments meet all the standards covering flame retardancy, calorific value, static and chemical splash. It’s an exciting time.’ Bespoke products Integral to the success of the company’s long-standing customer relationships are its strong design capabilities and history of developing, testing and trialling new garments to meet a specific need, rather than supplying a standard, off-theshelf product range. As a result of this exhaustive process, it can take up to two years before a new product is brought to market due to the extensive testing regime that new products undergo to ensure they meet or exceed wearers’ expectations. Ballyclare is also focused on offering excellent service levels, lead times and delivery turnaround alongside its development of new products and services. The business has the resources to deliver a fully managed service option. This option is a turnkey solution that takes safety to a new level, especially in markets like the rail sector that are heavily regulated by health and safety legislation. The company can manage the complete process of testing, sizing, fitting and supplying personnel with the correct garments. Throughout the service life of each garment Ballyclare takes care of its laundry, maintenance and repair and its local stock holding facilities ensure that garments are supplied quickly – if Page 136 September 2014

required, there is a rapid response service with a 24/7 emergency hotline. Looking to the future, Ballyclare is confident that it has the people, the expertise, the resources and the customer relationships to further expand its business throughout the UK. Never

short of bright ideas and innovative new products, Ballyclare is well placed to serve its customers in the rail industry for many years to come. Tel: 0844 493 2805 Email: Visit

Option III DESTINATION OKEHAMPTON REQUEST FOR EXPRESSION OF INTEREST CONSULTING SERVICES SELECTION The United Kingdom Former Southern Railway Route Exeter to Plymouth via Okehampton and Tavistock Assignment: The provision of consultancy demonstrating the justification to re-introduce Main Line Railway Services over the existing line from Exeter to Okehampton and by the reinstatement of the dismantled former route to Plymouth via Tavistock. Expressions of Interest are invited from Consultants who have the required qualifications and relevant experience to undertake the assignment. The short-listing criteria are that the Consultants should have a minimum of seven years of experience in the relevant area of expertise and have successfully undertaken at least two similar ! or associated assignments, specifically major railway infrastructure funded by multilateral agencies such as the European Commission. ! Interested parties should respond in writing or by email to the managing agents, who are working on behalf of a consortium of local councils, requesting the full terms of reference quoting Destination Okehampton. !

Managing Agents: The ISC Best Practice Consultancy Ltd Lower Market Hall OďŹƒces. Market Steet, Okehampton Devon EX20 1HN Email:

Times House, Bravingtons Walk, Regent Quarter London N1 9AW. Tel: +44 (0) 7042 9961

September 2014 Page 137


300 GREY 11- Amaro Signalling Installation staff are all IRSE Signalling Installation Licensed from Installation Manager to Team Leader and Installer and are independent of our Testing resource. Installers are experienced in all traction areas including 3rd rail, 25Kv and LUL.

Signalling Design - Our experienced signal design team partners deliver projects on time, safely and within budget with flexibility and innovative thinking. Design services are offered on a stand-alone basis, or with Installation, Testing and Commissioning. Planning and Project Management - Amaro can provide full Planning and Project Management services, led by experienced individuals, to ensure the smooth and efficient running of your railway signalling programme. Testing & Commissioning - Amaro Signalling provides a Testing and Commissioning service to its clients for both Network Rail and London Underground using highly experienced and fully IRSE licenced Staff. With the National shortage of these critical resources we also support and develop individuals through the licence categories by mentoring and providing suitable work to enable them to gain the required skills. Location and REB construction in our fully equipped workshops – Completed units come supplied with all required off site testing certification (TC2) and Quality Assurance and will be transported to site either as part of a supply and install package or for your own installation teams - ALL work is carried out by IRSE licensed installers and testers. Health, Safety, Environment and Quality – Amaro Signalling Ltd is certified to ISO 9001, ISO 14001 and OHSAS 18001. Our policies and procedures are interwoven with our projects ensuring due regard to the safety of our staff , the environment and Quality Assurance.

ISO 9001 Page 138 September 2014

ISO 14001

OHSAS 18001




Quality Management

Environmental Management

Health & Safety Management

Business profile

Illuminating performance Providing lighting solutions in a wealth of areas for a broad and diverse client base, CU Phosco Lighting has more than a 90-year track record in lighting the way


U Phosco Lighting was established in 1923 at its current location in Ware, Hertfordshire, and has sustained its presence in the lighting market over the years by adapting to change and innovation. Initially set up to manufacture concrete lighting columns in the 1920’s, the company has embarked on a transitional journey through the 20th century and into the 21st with its awardwinning range of LED luminaires for exterior use. The company also continues to manufacture and supply lighting structures, such as high masts and lighting columns. Primarily a road, amenity and area lighting business, CU Phosco has become

a major UK exterior lighting company that exports its products and services globally to market sectors that include rail, aerospace, marine transport and sport. Strong UK focus With three UK manufacturing plants, CU Phosco Lighting offers a wide range of outdoor lighting products. It manufactures lighting columns from 3m-15m at its factory in Coleford, Gloucestershire, while its Cleckheaton factory in West Yorkshire manufactures all of its folded sheet steel structures from a 5m mid-hinge column, through to 65m high masts. Its head office in Ware is a luminaire

factory that manufactures all its conventional 50w-2kw HID luminaires and floodlights as well as a state-ofthe-art range of LED road lighting and floodlighting solutions. The company manufactures antenna, monopoles and street poles for the mobile phone industry and wind turbine masts for 25kw (and below) turbines. Its flexible design and manufacture teams have also been involved in specific projects that include level-crossing lighting, catenary overhead lighting (for cleaning depots) and bespoke one off structural LED lit monuments. Its Technical Department is able to assist clients with their project solutions and can provide support to business

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Business profile

cases with TCO (total cost of ownership) calculations and all the necessary supporting evidence available based on current and proposed product uses for energy reduction schemes. The Contracting Installation Division is fully qualified (PTS and NIC-EIC) to provide its clients with turnkey designs and installation solutions. It is experienced in the installation of all types of outdoor lighting, such as parks, platforms, level crossings and large, open areas. From a single building mounted floodlight through to largerscale installation projects, like Clapham Junction, Wimbledon and Bournemouth rail depots, the company prides itself on its ability to deliver these solutions successfully and on time. Rail is a strong business area for CU Phosco because its conventional lighting systems are very uneconomical to run and maintain. The company has developed a range of products that cater for most types of LED lighting solutions for the rail network, whether for platform and car park lighting or lighting a large area. Only the best components CU Phosco’s LED luminaires P850, P851, P852 and FL800 have been carefully developed and designed using the best LED and drivers available on the market. These steps ensure that they perform to a high standard and will provide customers with the most energy-efficient and high-performance-based solution on the market for years to come. The company’s P850 luminaire won UK Exterior Luminaire of the Year in 2013. The main road lantern, upon which its other LED luminaires have been based, combines innovations in heat management, optical performance and energy efficiency in an aesthetically simple exterior. The P850 minimises energy and operating costs by reducing over lighting,

a result of the very low thermal resistance LED’s that give extremely low lumen depreciation over life. A high standard of thermal management is achieved through the innovative AeroFlow® Cooling System for a long service life. Unique aerodynamic vents created by the vertical fins and the outer rim are designed to accelerate natural convection through the heat sink. Each airway is heated and the rising hot air draws cold air in from the bottom, immediately cooling the LED’s. On leaving the vents, the hot air converges smoothly into a laminar flow, quickly removing heat from the luminaire. Most high-power luminaires that use modular LED panels have centralised heating issues because LED’s in the centre of the luminaire cannot be cooled as effectively as those near the edge, which shortens the life of the product and faster depreciates its performance. The P850 addresses this problem by using linear PCBs on the side; fewer high-powered LED’s – placed strategically along the luminaire – allow the unique geometry of the housing to maintain all LED’s at an even lower temperature. The Xitanium electronic driver incorporates the Dynadimmer feature, a programmable five-step dimming system that generates substantial energy savings by providing the precise amount of light at the right time. The times and light levels are fully flexible and are designed to suit the lighting profile required. The driver is able to calculate the virtual clock time by analysing the duration of driver operation from the previous three days and setting the times of five light level steps accordingly. Significant savings CLO (constant light output) is another energy-saving breakthrough. All light sources experience lumen depreciation (a reduction in light output over time),

which means the system consumes more power than necessary to meet the required light levels at the end of the lamp’s useful life (e.g. L80). The drivers of the P850 can be programmed to ensure that the LEDs will always deliver the necessary light level, by increasing the operating current over time to compensate for the LED lumen depreciation. Over lighting at the beginning is removed, a feature that can bring extra energy savings and also extend the system’s lifespan. CU InstalLED is the new division of CU Phosco Lighting Contracts Division and has a fully-qualified team that endeavours to further develop the high quality and portfolio of its Service Division. CU InstalLED’s experienced team offers a bespoke design, supply, installation and maintenance service for area and external lighting. Utilising Phosco LED products, the company can now offer an innovative and energysaving solution to conventional HID flood and external lighting requirements. CU Phosco Lighting offers

maintenance solutions and, by implementing a structured maintenance programme, it can ensure compliance with all current legislation that will lengthen the life of equipment – it is also able to carry out maintenance on other manufacturers’ equipment. CU Phosco lighting also has a UK agency for a major street furniture company, Victor Stanley, in the US. If you are looking for a reputable company with great pedigree in exterior lighting that has the flexibility and knowhow to deliver projects in the UK and overseas, get in contact with CU Phosco. Tel: 01920 860600 Email: Visit September 2014 Page 141

We get to the bottom of things Our name is synonymous with independent assurance: we inspected our first locomotive in 1929 and have been assuring products, processes and entire railways ever since. In the past year alone we have been appointed to provide Notified and Designated Body services for major projects such as Crossrail and the Great Western Integrated Programme, and safety assessments for overseas clients such as Etihad Rail and the Taiwan High Speed Railway.   In an industry where safety and performance are paramount, there are few names you could trust more.

For more information visit

Working together for a safer world

Lloyd’s Register and variants of it are trading names of Lloyd’s Register Group Limited, its subsidiaries and affiliates. Copyright © Lloyd’s Register Group Limited. 2014. A member of the Lloyd’s Register group.

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Business profile

More features, fewer pounds Modern rail requirements demand rolling stock to be both lighter and safer than ever. Mark Steele, Cytec R&D director industrial materials, explains the benefits of Cytec prepregs over more traditional materials


ytec is a supplier of composite materials, process consumables and tooling to industries that demand rapid response, short lead times, flexibility and strong customer support. From global manufacturing and distribution to local sales and service teams, Cytec partners with its customers to deliver the right solution to meet their needs. The advantages of composites The aerospace, defence and highperformance automotive industries have long exploited the weight benefits of advanced composites. In rail, with its ever-growing demand for lighter rolling stock, moving from metal or GRP (glass reinforced plastic) to more advanced engineered prepreg technology is a logical progression for OEM’s. A properly designed, advanced composite panel can weigh as much as 40 per cent less than one made out of GRP, 50 per cent less than aluminium and 80 per cent less than steel. Reducing the weight offers Toc’s reduced running costs thanks to greater energy efficiency, reduced track wear and the potential to increase capacity within the carriage. For the rail industry, both fire performance and cost are key requirements and Cytec has developed cost-effective prepregs that enable the manufacture of thin and complex structures with good mechanical performance that meet international fire regulations. Prepregs can be used across a wide range of interiors and exterior structural and non-structural applications that include: • wall panels and window frames • floors • ceilings and decking • bulkheads and standbacks • front end fairings • doors and inspection covers September 2014 Page 143

Proud of our Expertise in Signalling Engineering

Driving up standards in train control safety... Forging design, installation and commissioning expertise into a single turnkey solution Chase Meadow Signalling Ltd Prospero Barn, The Green, Snitterfield, Stratford-upon-Avon CV37 0TR Website: Page 144 September 2014

Tel: 01789 330616

Business profile

• roofs and carriages • bogie leaf springs • frames and fittings. Cytec’s two latest offerings are the only prepregs on the market that meet the new European fire requirements, EN45545-2:2013. MTM® 348FR is a versatile curing epoxy resin prepreg that offers fire protection to category HL2. MTM348FR, in combination with glass or carbon fibres, offers excellent mechanical performance and is ideal for the manufacture of lightweight composite components for both interior and exterior and structural and non-structural applications. XMTM 30 is a development product produced from a bio-renewable sustainable source that meets the requirements of category HL3. If it is used in combination with natural fibres, it creates a truly bio sustainable system. It is particularly suitable for the production of non-structural interior components and in special applications where increased fire performance is demanded. Keeping busy Recent projects have included a collaboration with Ipeco Composites on the manufacture of 960 standbacks for Bombardier Class 379 Electrostar EMU passenger trains, which are operated by National express. Ipeco used Cytec’s MTM® 82S-C phenolic prepreg (which meets BS6853 Cat.1a) which, in comparison with wet layup, offered improved surface finish and dimensional tolerances. and an overall weight reduction. The robust composite standbacks were installed

without rework, reducing on-site labour costs and contributing to the quality and timely delivery of the train fleet. National Express benefit from reduced in-service operation and maintenance costs thanks to a significant weight saving. Another recent collaboration was with DK Composites, a Malaysian company that used Cytec’s MTM® 29SFR epoxy prepreg to manufacture the skin of sandwich constructions for the cab masks and apron doors of the new, lighter trains for the Kuala Lumpur monorail system. MTM® 29SFR meets the DIN 5510 rolling stock fire requirements and has the added advantage of being able to bond directly to core by vacuum bag processing – without the need for any additional adhesive film. This significantly reduces

the manufacturing costs and part weight, which means that it can be moulded to complex shapes and provide a good surface finish. On the horizon The future looks promising for a wider adoption of prepregs by the rail industry, Cytec is involved in a number of projects that are looking at using carbon fibre for major structural applications in rolling stock but also some structures using its XMTM30 flax bio-system.

Tel: 01773 766200 Email: Visit

September 2014 Page 145




We offer a full range of training services including initial and re-certification at our locations in the South and North of the country or we can arrange the training to take place at your offices to save time and cost. • SSOW Planner • Track induction • PTSAC • PTSDCCR • Lookout/Sitewarden(PeeWee/ Kango) • AOD Level crossing • AOD Points operator • AOD Hand signaller • IWA • Coss • PossessionSupport • Engineering Supervisor • Picop • Spicop • DC Level B Switching • DC Level B strapping • DC Level A • OHLE NP/AP • Track Hand back engineer • Hand Trolley controller • Smalltools • Manual handling • SSSTS • SMSTS

MEDICAL • Alcohol and drugs testing • Pre sponsorship Announced testing VALUE PREMIER• SERVICES, PREMIER • Railway Medicals


• • • •

Manned Security Concierge/Security Mobile Patrols Event Security


We also provide the following ... • • • • • • • • • • • • • •


TRAINING, MEDICAL & LABOUR SERVICES TO THE RAILWAY INDUSTRY Head office. UK House, 315 Collier Row Lane, Romford RM5 3ND % Regional Office . The Cattle Market , Gresty Road, Crewe CW2 6EQ 10 UNT SINCE 2008 O Tel: 01708733200 C als dic e e , M cod ing ith n i w T Tra &A EP for d D S n a TS




Business profile

A step up in platform design Fixing the potentially dangerous gaps between rolling stock and the station edge used to result in line closures. In conjunction with Hammond ECS, Dura Composites has come up with a solution that puts an end to disruption


he large gaps that are created at some stations between train and platform when the train is waiting can make boarding or alighting very difficult, especially if the passenger has luggage. As a result of isolated platform subsidence, severe stepping distances are not uncommon. The remedies that allow passengers to safely and comfortably get on and off trains require platform closures and line possessions, resulting in many months of disruptions. Now, a solution exists that removes the cost and disruption of replacing the existing concrete platform, is adjustable

to suit future rolling stock, and has a design life of more than 50 years. Working together Hammond ECS, a rail contractor, and Dura Composites, a composite building materials supplier, co-developed the Dura Platform solution to address severe stepping distance issues while maintaining operational use of the platform during the course of the works. The solution comprises height adjustable pods secured along the platform on which GRP (glass reinforced plastic) beams are positioned, providing support for a GRP decking system.

Since the surface is a composite, it will not suffer from compaction issues, reducing the likelihood of slips, trips and falls. Also incorporated into the platform is a bright yellow tactile that replaces the painted yellow safety line on the platform, creating a larger visual and tactile identification of the platform edge. Dura Composites also supplies a range of other composite products to the rail industry that include composite flooring, hand railing and cladding solutions, and an innovative ballast retention system for allowing the inspection of hidden critical elements.

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Business profile

it practically eliminates the need for the platform to be painted again and the cost implications involved.

Big benefits Dura Platform was first installed at Tulse Hill station in south London where there were severe stepping distance issues on platform one but no opportunities to close the platform. The works saw significant benefits

in cost, flexibility and efficiency; saving around 25 per cent of the cost of a traditional station rebuild approach and also resulting in half the number of possessions needed to complete the work. As a result of the yellow tactile that is integrated with the new platform,

Happy passengers The completed Tulse Hill project has been met with praise from within the rail industry; the ORR (Office of Rail Regulation), First Capital Connect and Southern Railway are all keen on seeing the design used at other stations where PTI (platform train interface) is a safety risk. Dave Ward, route managing director for South East, said: ‘The work at Tulse Hill station is a great example of using creative thinking to solve a problem, with the additional benefit that the project cost less and took less time to deliver than a traditional station rebuild would have. ‘I have been especially pleased by the response from our customers and we can repeat the project at other stations where this will solve some of the logistical problems of carrying out restorative works.’ Following the success of this scheme, another Dura Platform project is underway for use at Elephant and Castle and feasibility is also being carried out for platforms 1 and 2 at Croydon East. Tel: 01255 423601 Email: Visit

September 2014 Page 149

Signalling the way forward


OSL Rail is a world-class railway engineering • Signalling design, Signalling Data Preparation Southampton S&C Renewals company specialising in the delivery of signalling

• SWTH, SMTH and Principles Testing

and multi-discipline remodelling projects.

We price ourselves on our highly experienced, • Overhead Line Equipment Design and Engineering Project Description competent and professional people; and our track record working clients programme to • Electrification and Power Design Engineering Southampton asof part of thecollaboratively Amey Colas with S&C our renewals is strategic in terms of the affectand on the operation of increased delivery certainty and value for money. the network. This required the project to be planned and prepared in advance ofDesign the actual renewal works. This • Civil/Structural andtrack Engineering Whilst of built on traditional values, OSL Railthe impact. The OSL advanced preparation allowed the weekend closures lead to 5 stages work on weekend to reduce embraces the latest thinking and technology. • Mechanical/Electrical Design Engineering to be successful and the track returned to service on or before time. With testing man-aged by OSL and prep-testing Our company has an established range of agile, client focused processes, tools andleft systems Environmental Design under-taken in-advance, few snags were at thethat end of each•stage. demonstrably help to minimise inefficiencies and reduce project delivery timescales and costs. • Project Management and Planning

Work Undertaken

Work Details

OSL works included the complete; signalling


Southampton S&C Renewals

and E&P works associated with Southampton



S&C Renewals;

Customer: Amey Colas

Design, pre-fabrication of Locs and power

Brief Description:

supply cubicles, installation and testing &

The project is for replacement of 55 points

commissioning of; points, heating, power supply

ends, complete with points ma-chines, points

and signalling.

heating, signalling power supplies, signalling renewal’s and power supply for points.

Schedule: April 2013 - April 2014

Endorsements on this project from Amey Colas and Network Rail For further info, please contact:

OSL Rail

OSL in 2013 have undertaken and set up a research and development division which has developed a number of products, Tel: +44(0)1793 600 793 Unit 1.3, Alexander House software systems and project to enhance operation and benefit the sectors in which we serve. Fax: +44(0)8701 236 249 management tools that look 19 Fleming Way,our Swindon Email: Wiltshire Web: SN1 2NG

Page 150 September 2014


Business profile

Speedy refurbishment Looking for refurbishment solutions to help minimise possession times? Instarmac’s portfolio of fast track maintenance materials will do just that


ltracrete, part of the Instarmac Group, is home to a portfolio of contractor-friendly repair and maintenance products for the rail, road and transport sectors. Its products are ideal for a range of applications, including the installation of signals, signposts and street furniture as well as for the maintenance of kerbs, sleepers, and repairs to car parks, concourses and crossings. Ultracrete’s refurbishment solutions are independently tested and proven and offer fast-setting and time-saving advantages. RSC, Ultracrete’s rapid-hardening cement, was used in Edinburgh’s Waverley station as part of Network Rail’s refurbishment programme to renew the station’s glass roof and enhance passenger facilities. Balfour Beatty Civil Engineering, in line with its environmental policy, required a cement that could be mixed with recycled glass from the original glass roof, using it to bed the station’s platform kerbs, tactile paving and linear drainage. The specification also required a mortar that would achieve a compressive strength of 12N/mm² within 24 hours when mixed with the glass. Ultracrete’s RSC, when mixed with site aggregates, produces a fast-setting, early highstrength mortar that makes it suitable for a whole range of applications where early opening to traffic is essential. Stress relieving Ultracrete’s QC10 F fast-set flowable concrete was used to carry out track repairs to a section of the LUAS tram line in Dublin where a section of embedded track concrete shoulder was under stress because the installation material had failed. Once the existing material was broken out and removed, QC10 F was poured into the void around the girder rails. It sets in 20 minutes and achieves a compressive strength of 20N/mm² after 90 minutes, ideal for fast track repairs where there are tight time constraints. Ultracrete’s sister brand, Ultrascape, offers a BS 7533 compliant and London Underground-approved mortar paving system, which provides an ideal laying course for a range of paving and has been used to rejuvenate the outside entrance area of Liverpool Lime Street station. 30-tonne silos of Pro-Bed HS fine bedding

mortar were supplied to install 4000m² of specialist paving. The product provides an excellent bound base for natural stone paving, cobbles, flags and concrete and block paving that, once set, is able to accept foot traffic after 12 hours and vehicular traffic in 24 hours. The Crossrail taxi rank at Paddington station has also benefited from an upgrade using products from Ultrascape’s BS 7533 compliant range. More than 3000m² of granite setts were laid using Pro-Bed HS, Pro-Prime slurry primer and Flowpoint rapid setting grout. Flowpoint is designed for all pavements where a rigid or bound, voidfree joint is required. Its rapid setting properties allow pedestrian areas to be opened in one hour and vehicular areas in four hours. Safety in numbers Ultracrete and Ultrascape are just two of the four brands within the Instarmac family that offer a suite of refurbishment products suitable for use in the rail sector that together offer a complete maintenance package. Ultra Floor can fulfil your subfloor preparation needs, from damp-proof membranes to primers and smoothing underlayments, and has everything that is needed to successfully complete a flooring installation. Level IT SUPER30 is Ultra Floor’s market leading ‘level and

lay in a day’ smoothing underlayment and was originally designed for use on the London Underground, allowing an impervious floor covering to be overlaid in three hours. Ultra Tile’s comprehensive range of tile adhesives and grouts provide the perfect solution for wall and floor tiling in station washrooms and waiting areas. Many products within the Instarmac portfolio have been approved for use on the London Underground and can be found on its material compliance register. For further information on any of the brands or for a list of compliant products, get in contact. Tel: 01827 871871 Email September 2014 Page 151

Business profile

Lighting the way LED signs used for driver information have developed at a staggering pace over the past 20 years. VMSL explains the latest technology that will directly benefit the rail industry


ith a long track record of developing LED technology for use in road signs, VMSL (Variable Message Signs Limited) is continuing to build a strong reputation for innovative signalling solutions on the rail network. Established in 1988 as part of the Rolls-Royce Industrial Power Group, VMSL has been at the forefront of driver information signs and traffic management systems for more than a quarter of a century. Producing signs to Rolls-Royce’s standards brought widespread success but the key drivers behind VMSL products have always been innovation and technology. The company was a pioneer in LED-based light technology, exploiting the advantages it offers to deliver clear and timely information. In 2003, the company split from RollsRoyce to become Variable Message Signs Limited and now employs around 50 people in the North East of England. ‘In 1996 we launched our patented Rigel Optical System which uses a custom parabolic lens, completely encapsulating the LED and maximising the use of the available light,’ said Mark Johnson, VMSL technical sales director. ‘This was significantly more power efficient than anything else on the market and since then VMSL has continuously developed new products for an everincreasing variety of applications, taking best advantage of new standards in optical efficiency.’ Always developing new applications, VMSL’s initial super-sized Highways Agency MS4 sign prototype went into full production and is now a common sight on the UK’s motorways. A vital element of the latest Managed Motorway systems is the ability to enforce variable speed limits displayed on AMI (advanced motorway indicator) signs, which VMSL was instrumental in delivering through the adoption of LED detection and feedback. Redefining rail signalling The capability to produce a unit with exceptional optical performance, resulting in clear, bright signals in even the worst lighting conditions, means that VMSL is perfectly placed to the meet the high demands of rail signalling. The company’s first fully-approved LED signal, a stacked CLS (colour Page 152 September 2014

light signal), was introduced to the rail industry in 2007. This totally-new product delivered unparalleled performance in a virtually maintenance-free unit and, despite employing all-new technology, the signal was backward compatible with Network Rail’s existing installations. Following the introduction of the CLS, VMSL adopted a totally new approach to railway signalling and was the first manufacturer to introduce a complete range of lightweight LED signals and indicators. This new approach was embraced and recognised by Network Rail with the Network Rail Partnership Award for Innovation in 2011, giving clear affirmation that VMSL’s concept represented the future of railway signalling. Johnson has been directly involved in the development of the rail signal range from the beginning and is enthused by the positive response from the industry: ‘Since the new lightweight signals require no routine maintenance, and are backward compatible, they deliver the double benefit of high performance and significant cost savings’. The lightweight range includes a totally new CLS that is radically different from the stacked version. This compact integrated signal, weighing only 15Kg, employs a low-profile design that displays all three signal colours through a single 280mm diameter aspect, which does not require any external hoods. The unit can be mounted onto both existing infrastructure and VMSL lightweight

support structures. VMSL’s structures are easy to install and require only manually-operated tools, rather than plant equipment, which saves time and dramatically reduces operational interference. Other signals in the range include MARI and SARI (miniature and standard route indicators), BRS (banner repeater), PLS (position light), Subsidiary, and Shunt signals, and a PLJI (position light junction indicator) that is based on a modular design that allows any combination of aspects to be built from standard parts. Its aluminium body and low profile minimises the weight of these large signals. Latest developments In the latest development of the lightweight CLS, the close-up viewing feature of the signal has now been integrated into the main aspect rather than being a separate element on the side of the casing, which results in a smooth seamless transition from longrange viewing to close up. The close-up system supports installations on either side of the track, above or below the driver’s eye-level and does not require any configuration or have any different part numbers. VMSL’s backward compatible unit now provides support for a wider range of current-proving systems and can also be configured to allow proved alarm holdup for flashing signals. These new coloured light signals

Business profile

will be available with two different brightness levels for long-range or medium-range applications, as well as two different beam widths – narrow or wide. The brighter long-range signals give readability at up to 800m and offer all the benefits of VMSL’s optical performance. The medium-range signals are suitable for applications that require readability at distances of up to 400m and when longrange signals are not required, such as on station platforms, for example. These new beam width options offer signal sighting engineers the chance to optimise signals at specific locations; wide beam for the best all round readability on a long-range curved approach or narrow beam for locations where clear differentiation between signals on adjacent tracks is important. New MARI/SARI indicators With the recent introduction of updated route indicators (MARI and SARI), the units now have the capability of delivering up to 20 different aspects, configured from a single display. This gives unrivalled flexibility that allows route indicators to be easily configured for even the most complex applications. At the heart of this new technology is the innovative application of a logic array that stores 55 different aspects, including the letters A-Z, numbers 0-19 and PRI aspects. In addition to storing the aspects, the logic array also monitors the status of all the LED’s and the status of the incoming signals to provide an instantaneous response to any fault condition. Even with all this new

technology these new route indicators are still fully backward compatible with existing infrastructure available in 110VAC and 24VDC versions. Committed to innovation With optics playing a vital role in all of its products, VMSL has its own in-house UKAS (United Kingdom Accreditation Service) accredited optical laboratory, the only manufacturer to have such a facility. Together with its in-house electronics design, mechanical design, and software development, the company supports continuous development projects at the cutting-edge of LED technology. All signs undergo a rigorous test regime in the factory prior to despatch. This process eliminates the type of component failures that can occur early in the life of all electronic equipment, so that when signals are delivered to the site for installation they have already been thoroughly checked. Said Johnson: ‘We are committed to continuous innovation - it is what drives the company. With a comprehensive design department, matched to modern factory facilities, we have the resource to deliver tried-and-tested products, alongside the production of bespoke designs to fulfil the most exacting requirements.’ Full details of the VMSL lightweight LED signal range can be downloaded from the VMSL website or hard copies can be sent upon request. Tel: 0191 423 7070 Email: Visit September 2014 Page 153


Unrivalled Manual Handling training, delivering excellent results worldwide Proven track record in Incident Prevention Bespoke programmes that meet your operational needs and budgets Full back up and support provided All from only £26.00 per delegate

For more information call 01491 414464

© Pristine Condition Ltd 2014 Page 154 September 2014

Business profile

Future-proofing rail Step on Safety is a GRP fabrications company with a multimillion-pound turnover. It is a major supplier to the rail industry and has the experience and ability to produce creative and bespoke products


he announcement of the Northern Hub, Network Rail’s plan to create better connections between key towns and cities in the North, is good news for companies involved in rail, and Step on Safety has identified it as an excellent opportunity to showcase its creativity. ‘The Rail Industry has always been important to us and never more so since the unveiling of Network Rail’s visionary Northern Hub and the opportunities it creates for the future of rail travel and companies like ours,’ said Sue Rudland, Step on Safety group marketing manager. GRP products have been used in the rail industry for years but demand for the material is at an all-time high. The Essexbased company is currently working on a project for Southern Railway in greater London where it is installing two GRP (glass reinforced plastic) platforms. The platforms are the longest and, at double the height, the tallest that the company have ever built and will be used by the Toc for future train maintenance. Listed below are three case studies that detail work with major clients, which demonstrate Step on Safety’s expertise in using GRP on rail-related projects. Project: Selhurst depot Client: Southern Railway Date: Summer 2014 The brief/objectives: The installation of two permanent access platforms that enable rail engineers to safely maintain the HVAC (heating, ventilation, and air conditioning) units on top of the 377-type carriages, while also allowing the switchgear inside the door wells to be maintained at the same time. The solution: Design a GRP double-height walkway platform that has easily-identifiable, specific access points where the doorway and HVAC units are situated, covering a three, four and five car scenario. For the roof access, Step on Safety created a GRP self-closing safety barrier system that allows the maintenance team to work safely from within an enclosed space while working on the carriage roof. Being GRP, it has some natural benefits

over traditionally-used materials. Two key examples are that the materials are completely non-conductive, meaning that there are no live-rail issues, and that they are lightweight (around 65 per cent lighter than steel), meaning that existing maintenance platform walkways are not overloaded. The company was able to design, supply and install the solution within ten weeks of receiving Southern’s approval. Phil Somers, Southern Railway ‘This project is innovative and a GRP first for us for something of this size. In the past we would have probably used steel for such a large structure but this was a project that needed to be completed within a tight timescale and GRP ticked all the boxes. Operationally, it went smoothly and we are impressed with the results and the time it has taken to complete.’

Project: Signal access ladders, Folkestone terminal Client: Eurotunnel Date: Autumn 2013 The brief/objectives: Eurotunnel’s Folkestone depot operates a number of signal lights at the trackside and within the confines of a tunnel and, with all of the lights at varying heights, safe access was required for the maintenance teams. The solution: During the tender process, Step on Safety offered a lightweight, maintenance-free solution with a very quick turnaround. This was crucial so it did not disturb Eurotunnel’s train activities and the dayand-night shift that helps it meet its track possession times. Step on Safety designed an access solution for each signal light and installed September 2014 Page 155




AFM 2000-RT

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

Swietelsky Bauges.m.b.H. Klein NeusiedlerstraĂ&#x;e 27 2401 Fischamend, Austria. +43 (2230) 80270 Page 156 September 2014

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

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

Business profile

all 60 structures during September. Signal lights in the depot are now equipped with ladders and, where necessary, platforms for the maintenance teams to safely perform their activities. Pierre Bartolo, Eurotunnel infrastructure project manager ‘Eurotunnel had a project to install access ladders and walkway platforms, providing safe access to all UK terminal signals. After a rigorous tender process it was my pleasure to award the contract to Step on Safety who promptly produced concept drawings, material specifications, risk assessments and method statements covering some 60 installations. ‘Due to the work being in a railway zone and at various heights there were thoughts that the work, if not executed promptly in the given track possession times, could potentially drag on for several weeks or even months, which could incur extra costs. But this was far from the case. Installation technicians worked in a safe, clean and methodical manner completing all installations within the given possession times.’ Project: Inspection pit ladders Client: London Underground Date: Spring 2011 The brief/objectives: Safety concerns with traditional wooden pit ladders that are used on the London Underground prompted TfL to look into replacing them. Led by London Underground’s David Burleigh, the project brief was simple: to find a safe and usable alternative. The solution: Burleigh, working with depot teams and managers, trade unions and Step on Safety, found GRP to be a safe and usable alternative; being non-conductive, noncorrosive, anti slip, easy to maintain and also significantly lighter than wood and metal. It proved the ideal choice. Step on Safety’s team of GRP fabricators built 120 inspection pit ladders, with the majority in high-vis yellow. David Burleigh, London Underground depot plant engineer ‘It was mostly worked out on site in the depots, where we could look at what was needed. Andy Lee from Step on Safety was exceptionally accommodating and I really appreciated the help and input I had from the staff representatives.’ Tel: 01206 396446 Email: Visit September 2014 Page 157

Business profile

Very civil engineering To provide the best possible service to the industry, specialist labour provider, MECX, continually trains and develops its workforce. A process that resulted in its involvment in various large scale projects over the past 12 months


une 2014 marks an important staging post on MECX Technical Services’ commercial journey, the company changed its name from JSB Technical Services and also became part of the newly-formed MECX Group. In doing this it has established itself as part of a wider portfolio of companies that have complementary specialist service offerings and ambitions for significant growth. The company was originally formed as just JSB in 2000, in the wake of privatisation, when the opportunities for providing specialist services in the sector attracted many civil engineering companies and entrepreneurs to target the rail industry. Its focus was on providing specialist labour for electrification schemes and other track competencies specifically in the London-North West delivery area. The company was bought out a few years later and the formation of a joint venture partnership to create JSB McGinley Systems followed, which led to a greater emphasis on becoming a technically-biased company, with expertise in both electrification and signalling. In explaining MECX’s company development, the executive director, Chris Mariner, said: ‘2008 was the point at which the company evolved from being a supplier of specialist labour to being a technical services provider that works in partnership with contractors to add value to projects rather than just carry out specific elements of the scheme of work. ‘It was an approach that we took forward and developed when the joint venture ended and JSB Technical Services was formed in June 2013, working directly for Network Rail on many projects and as a primary subcontractor for rail specialists on others.’ Expansion plans JSB Technical Services changed its name to MECX Technical Services on its first anniversary as a standalone technical services provider to mark its transition from a specialist supplier to one with full integration capabilities across the MECX Group. ‘The group is currently made up of just two companies, MECX Technical Services and MECX, but we have big ambitions to grow both organically and through acquisition,’ said Mariner. Page 158 September 2014

‘Our aim is to enhance our geographical capabilities, our delivery capacity and the range of complementary skills and services available within the group. June 2014 is not just an anniversary and a name change, it is a mark in the sand that will be the start of a sharp growth curve.’ Those ambitions are based on some significant success stories over the past 12 months. The company has been involved in major projects that include the £680 million Birmingham Gateway Scheme at New Street Station, the £40 million redevelopment of Manchester’s Victoria station and Network Rail’s £400 million infrastructure improvement programme involving the electrification of lines across the North West. Adding value One of MECX Technical Services’ strengths is its ability to add value for the client and, whether main contractor or Network Rail, the company takes a holistic approach to delivering services and dovetailing its expertise with the client’s own in-house experience. ‘Holistic is an over-used word, which many use to mean service driven but, in our case, it genuinely describes a culture of providing a combination of technical expertise, consultancy and delivery. Our services overlay the client’s own capabilities and plug any gaps to ensure seamless working and a partnership-driven approach.’ Building on the company’s legacy as a labour services provider, MECX Technical Services provides AC electrical isolations on overhead lines, including pre-implementation engineering and design and survey support, with a similar service on offer for signalling works. The company’s capabilities encompass project and planning support, health and safety and compliance support, supervision and project controls and also track renewal support, with turnkey delivery to business-critical deadlines and fast mobililsation of teams to site. ‘Our track record in the rail sector means that we understand the logistical challenges of completing complex programmes to business critical deadlines and the need to ensure that all delivery partners work together seamlessly to deliver safely and on time,’ said Mariner. ‘Our approach helps our clients to rationalise their supply chain and leverage

our expertise and resources, exporting some of the risk associated with the scheme and gaining senior level involvement and accountability from a proven partner.’ People first MECX Technical Services recognises that it is people, not just business services, that enable it to offer clients a commitment to fast, safe and accountable project delivery. The company ensures that its resource managers have first-hand experience in the sector and also that it values and nurtures both permanent and contingent workers - a process that ensures it attracts and retains the most talented and committed workforce. Said Mariner: ‘Professional development for staff sits at the heart of our business because we not only want to ensure that our people are the best in the industry, we also want to attract people to the company with career development opportunities and encourage them to stay with us. ‘It is a focus that is very much appreciated by our clients. Indeed, if we do lose people, it’s usually because they have worked for us on a client’s scheme and been of such value to the project that the client wants to employ them direct.’ In addition to continuing professional development, training and career development opportunities, MECX

Business profile

Technical Services also offers its contingent workers guaranteed hour contracts, providing assurances both to the workers and the client. Speaking of the the company’s highlyskilled workforce, Mariner said: ‘We supply people with very specialist skills, qualifications and experience, including fully trained and competent safety critical staff and railway workers, possession and lineside management staff, electrification personnel and tunelling operatives. ‘Their skills are in demand in the sector and are often business critical to the scheme so employing them on a guaranteed hour basis not only ensures that MECX Technical Services is a preferred employer but also that the client can be confident of personnel availability for the whole project duration.’ Focus on the future Valuing existing staff and contingent workers is not the only area of people investment for MECX Technical Services. The company is also keen to recruit and train the next generation of rail specialists and is currently in the process of developing an apprenticeship scheme that is expected to go live by the end of the year. Apprentices will be recruited in locations where there is greatest need for isolations and signalling schemes – such as in South Wales where the current programme of works is paving the way for electrification.

employment choices, including ex-offenders. ‘Our apprenticeship scheme will ensure that we deliver our resourcing strategy by developing relevant skills in the right locations to serve the needs of infrastructure maintenance, renewal and enhancement over the coming years. We intend to recruit 21 apprentices to Level 2 standard each year, creating a pipeline of talent that will benefit us and our clients,’ said the executive director. To complement the above, and due to the highly technical nature of its service delivery, the company will also extend its apprenticeship model to provide Level 3 signalling and electrification apprentices. ‘Our reputation rests on delivering a consistently high standard across all our projects nationwide and we can only continue to do that if we invest in the future of our business by recruiting and training the right people,’ said Mariner. ‘We have strong relationships with our clients because we ensure we work in partnership with them and match their requirements with our skills and resources. ‘Looking ahead, we will continue to do that through investment in training, recruitment and development of complementary services.’ The company is also channelling the need to recruit and train young people in the rail sector towards those with limited

Tel: 01928 502000 Email: Visit: September 2014 Page 159

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Business profile

Dry run for historic line Paul Blackman from Wallingford HydroSolutions explains how flood modelling has not only facilitated a robust scheme design that manages flood risk but has also resulted in significant costs savings for the East West Rail link project


new line linking Oxford to Bicester will deliver the first new rail route between London and a major city in more than 100 years and will also form part of the western section of the East West Rail scheme to Bedford and Milton Keynes. The project includes significant works to embankments, new bridges and tunnels, the replacement of 37 level crossings, new stations and a new signalling system. Much of this infrastructure development is located within the River Thames floodplain. WHS (Wallingford HydroSolutions) has been working with Network Rail

and Chiltern Railways since the early development stages in 2010 to ensure that the project does not worsen existing flood problems and also that new assets are not at risk of failure. The Transport and Works Act Order associated with the project includes conditions that require flood risk and surface water drainage assessments to be undertaken to demonstrate that the project would not increase the risk of flooding. The Environment Agency’s Flood Maps sometimes provide a conservative estimate of flood extent due to the modelling techniques used. WHS identified a number of locations that

would benefit from detailed flood modelling to refine the predicted flood extents. This was used to assess the impacts of the closure of some redundant crossing structures and the planned creation of new rail lines and access roads. The modelling was used to design mitigation measures to control flood risk, such as the provision of compensatory storage areas. In one location the provision of storage areas would have been very difficult to achieve due to the topography, archaeological constraints and land availability. The refined modelling undertaken by WHS in this location demonstrated

September 2014 Page 161

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Business profile

significantly reduced flood depths and extents when compared to the Environment Agency’s flood mapping (see map). Based on the original Environment Agency modelling, the estimated compensatory flood would have been very difficult and expensive to achieve locally, in particular at Alcester. The Roman town, which is adjacent to the site, is listed as a Scheduled Ancient Monument, meaning that any excavation would be very expensive and time consuming to implement because of the archaeological requirements. Using WHS’ refined modelling results the storage requirement was reduced to 10m3 and it was agreed with the Environment Agency that this very small amount of storage could be provided upstream of the site at an existing compensatory storage location. The modelling work therefore demonstrated that no further flood mitigation works were required, removing this costly constraint to the project. Although originally installed by Victorian engineers as a dual track line, it was reduced to single track following the Beeching cuts and, over the years, the rail embankments have suffered degradation. In order to bring the embankments up to the standards required for a higher-speed line, embankment-strengthening works

were required. Where these works were in the floodplain, it was crucial to reduce their footprint to reduce adverse impacts on flood storage. An additional benefit of the reduced predicted flood extents that arose from WHS’ modelling was that there was less constraint on the embankment works’ footprint. This offered greater flexibility to the selection of embankment strengthening options, providing greater scope for cost savings. At one location close to the River Cherwell, there were two viaducts and one underbridge structure (which used to be a cattle passage), all of which required significant works to upgrade to the standards required for a higher-speed line. Working with the Environment Agency, WHS identified an opportunity to close the underbridge structure that would bring capital and maintenance cost savings. As the underbridge was in the floodplain of the River Cherwell, and downstream of the town of Kidlington, detailed modelling work was required to demonstrate that the proposed closure would not significantly increase the risk of flooding. After demonstrating the modelling work posed no increased risk to Kidlington, the work also revealed that closing the underbridge would hold back floodwater and lead to a small reduction

in predicted flood levels at nearby farm buildings. At both of these sites, the modelling undertaken by WHS was subject to detailed technical review by the Environment Agency and, following verification by the agency of the predicted changes to flood levels and extents, was approved. Karsten Scholer, Network Rail bid manager, said: ‘On Phase 1 of the East West Rail Project, WHS has provided expert advice and also approached issues in a very practical manner. It clearly has very good working relationships with key people at the Environment Agency, which has benefited the project. WHS’s advice to remodel the flood plain in several locations at relatively little cost has already saved the project circa £100,000.’ The project is now well into the construction phase and scheduled for completion in 2015. WHS continues to advise Network Rail and the Carillion Buckingham joint venture as construction of the scheme progresses. Paul Blackman is technical director at Wallingford HydroSolutions

Tel: 02920 786452 Email: Visit September 2014 Page 163

Business profile

Niche-filling rail division TXM Plant offers the largest fleet of operated rail plant for hire in the UK. It has now launched a new rail-specific division, TXM Rail, which will be a one stop shop for its customers


XM Plant has announced the launch of TXM Rail, a new division that will work on a Principal Contractor basis for Network Rail and private clients. With a Principal Contractor’s Licence from Network Rail, TXM Rail fills a niche in the market for smaller-scale rail infrastructure and ground works contracts that may not be viable for larger contractors. Rail solutions As the market leader in the provision of tailored support service solutions to the UK rail market, TXM Plant has worked

Page 164 September 2014

with major contractors within the rail sector for more than 25 years. From its roots as a plant provider, it has grown into a POS (plant operations scheme) provider – and now has a PCL (Principal Contractor’s Licence). The launch of TXM Rail is a natural progression designed to deliver the best customer service possible, Mark Wood, its new rail services director, explained: ‘As a licensed Principal Contractor, TXM Rail can deliver a one-stop-shop solution, under one brand and operation and fill a significant gap in the market at the same time. ‘Setting up TXM Rail was an obvious

strategic move that we believe delivers major benefits for all our customers – large contractors, Network Rail and private clients.’ The creation of the new division comes at a time when Network Rail’s move from CP4 to CP5 has resulted in

Business profile

more project opportunities, together with a rise in available spend from £28 billion (CP4) to £38 billion (CP5). This increase has generated many smaller jobs that tend not to be attractive to larger contractors, and also a need for Principal Contractors who can bid for and deliver the work to Network Rail standards. Capability TXM doesn’t aim to compete with its large contractor clients, but to work alongside their services. ‘TXM’s service is designed to support the operations of large contractors who may find it uneconomic to handle smaller or one-off network projects, while meeting the needs of private clients’ rail infrastructure and ground works projects,’ said rail services director, Wood. The new division is also perfectly placed to take on projects across the many miles of rail network that are not administered by Network Rail. They include ports, industrial complexes, petrochemical plants, urban tramways, quarries and mines, steelworks, MOD rail and freight operators. TXM Rail’s expertise and resources means that it can take on permanent way works that include plain line renewal, switches and crossings, drainage and devegetation as well as associated works that include RRAP’s, level crossings, scrap removal and under track excavation. In addition to renewal, the new division also sees maintenance and refurbishment work as a major potential area of business. PCL License Gaining a Principal Contractor’s Licence from Network Rail is a demanding process. In order to prove TXM Rail has the capabilities for principal contracting work, Network Rail will monitor its performance on a trial project to prove it can complete the work to high standards, on time and on budget. After the successful completion of the project, TXM Rail will be granted a permanent PCL licence. However, TXM will not rest on its laurels and is determined to live up to its name by going the extra mile for clients through

its solutions-led approach to projects. ‘TXM Rail understands the importance of achieving efficiency and productivity targets and strives to work with clients to realise their objectives,’ said Wood. ‘As a solutions provider to the UK rail industry, our parent company TXM Plant can now provide a total range of different levels of support which can be tailored, depending on project requirements.’ Project management TXM Rail also offers clients the benefit of excellent project management capabilities, which – according to Mark Wood, himself an APMP-assessed project manager – is the cornerstone of any successful contracting job. He is currently working towards RPP (Registered Project Professional) status in Project Management. This qualification is awarded to professionals who are able to demonstrate the capabilities of a responsible leader with the ability to manage a complex project and use appropriate tools, processes and techniques. Wood is joined by a highly experienced team that combines excellent project management skills, which are essential to a principal contractor’s role, with many years’ experience in the rail industry. Across the whole team, the focus is very much on transferable project management knowledge and skills that can be applied to all types of business rather than to a narrow area. This approach gives clients the confidence that their project will be managed with maximum efficiency. ‘As with all our services, we aim to live up to our name and ‘go the extra mile’ to deliver an efficient, professional, value for money principal contracting service for small-to-medium-scale rail infrastructure and ground works contracts,’ commented Wood.

to operate as a Principal Contractor for Network Rail and private clients across all areas. He will also be responsible for increasing business capacity and ability within the TXM Group. Before taking over as rail services director, Wood was a senior project manager with Balfour Beatty and has 23 years’ experience in the rail and construction industry. During that time he worked on many of the UK’s major rail projects, including the West Coast Watford to Bletchley Alliance, Leeds 1st Remodelling, numerous large London Underground contracts and more recently, the Newcastle Metro upgrade. Jonathan Marshall Commercial manager Jonathan Marshall is TXM Rail’s commercial manager and brings 15 years’ commercial experience within the rail industry to the role, as well as being a member of the Chartered Institution of Civil Engineering Surveyors. Marshall previously led the commercial function of a contracting unit with a £20m turnover and has been involved in rail projects for clients across a variety of different contractual arrangements, from enquiry stage through to final account. Mike Torrington SHEQ manager Mike Torrington joins TXM Rail as SHEQ (safety, health, environmental and quality) manager and is a professionally qualified SHEQ specialist with a proven track record of improving safety performance and culture within several leading companies. He has also worked closely with Network Rail and other rail organisations to develop SHEQ management techniques and systems, while maintaining a positive and proactive SHEQ culture with on site workforces.

The team behind TXM Rail The new TXM Rail division has been launched with four key start-up staff.

Steve Whincup Rail operations manager Steve Whincup, has 23 years’ experience in the rail industry gained with Balfour Beatty Rail. He has worked closely with Network Rail and private clients on projects, such as the Channel Tunnel, Lafarge Northfleet, Sheffield Supertram, various Port Authority contracts, numerous large London Underground contracts and the Newcastle Metro upgrade. Whincup will be responsible for the day-to-day operation of the TXM Rail division, including labour, plant, health and safety and training, while ensuring the business delivers a high quality of service and value for money to all clients.

Mark Wood Rail services director Wood will lead TXM Rail in its mission

Tel: 07595 278 204 Email: Visit September 2014 Page 165


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Business profile

Heart of the city Major refurbishment work on listed buildings brings with it real challenges. Imtech explains how, with a little teamwork, it can be done


orking in partnership with Taylor Woodrow, Network Rail and East Midlands Trains, Imtech has been one of the key contractors on the redevelopment of Nottingham station. The project incorporated the complete restoration and upgrade of the Edwardian Grade II listed building at the front of the station, which dates from 1904. It also features a new passenger concourse and bridge that links the Queen’s Road multistorey car park to a new tram stop. The platform buildings themselves have also been refurbished.

Navigating challenges While working on the redevelopment, the team had to navigate several challenges, these included working on – and being sympathetic to - the aesthetics of a listed building, handling the needs of multiple stakeholders and working within a live station environment while causing minimal disruption. Damian Harrison, Imtech senior project manager, said: ‘We recognised early on that planning is vital to ensure that when disruption had to occur passengers were made aware in advance and, therefore, were able to plan their journeys accordingly.’ Imtech’s role in this major redevelopment involved the installation of technical, mechanical and electrical services, which included all the air conditioning, ventilation and heating systems, water services and building management systems, along with multiple lighting, data and fire alarm systems. Successful collaboration The project coincided with new resignalling works by Network Rail and the building of a new platform at

the station. The redevelopment team took advantage of pre-arranged station closures for these projects to carry out particularly disruptive operations and avoid inconvenience to passengers. The team also had to ensure that all of East Midlands Trains’ regional systems and the UK-wide systems used by Network Rail were fully integrated with their installations. ‘Complex systems like, for example, telephones that link to a specific signal, needed to be taken into consideration. We made sure we understood these by collaborating with all parties early on and regularly communicating with all involved throughout the works,’ said Harrison. Sustainable design A major design element of the redevelopment project was to create a modern, sustainable transport hub within the confines of a Grade II-listed building. The design needed to relate back to the appearance and aesthetics of the original buildings, while recreating an environment that will still be operational in 30 years’ time. In addition to the many improvements inherent in such a renovation project, the programme has also delivered a greener railway station, with electric vehicle charging points, energy efficient lighting system and water reduction practices.

Modern network The project spanned four years; planning began in 2010 and work commenced in Autumn 2012. The redeveloped station was fully operational by Spring 2014 and the city’s tram extension, with a new stop at the station, will open later this year. In speaking of the project’s success, Harrison concluded: ‘We are pleased to have been a part of this major redevelopment project and it’s great to see passengers and station staff alike enjoying the new environment and its facilities. ‘Nottingham can now boast a fresh, modern station that sits at the heart of its transportation network.’ For further information, contact Alexander Mul. Tel: 01784 229900 Email: Visit September 2014 Page 167

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Business profile

Learning to cope Damaged and unsafe platforms used to require a complete overhaul. Now, Keyline can offer an alternative that can be laid in a few days


he Met Office confirmed that Winter 2013/14 was officially the wettest on record; one inevitable side effect that the unprecedented rainfall has had on rail is damage to railway platforms. Combined with the general wear and tear that comes with constant heavy footfall, damaged platforms have become potential trip hazards particularly around the edges where the surface starts to lift. This is a constant headache for the health and safety and maintenance departments who, as the result of an accident, risk facing huge compensation claims and damaging publicity. Now, thanks to Keyline, the UK’s largest distributor of civils, drainage and specialist rail materials, an innovative product that has been specifically designed to address these issues is readily

available for all platform projects. Exclusive status Keyline has been awarded sole distributor status of G-Tech’s composite coper, an advanced rail platform edging product. Combining coper and tactile in one, it offers a single structure alternative to the traditional multicomponent platform edging solutions. The coper design incorporates a surfacemounted tactile housed within the recessed rear section of the coper unit. ‘We are committed to supporting the rail industry throughout the UK to help improve efficiency and safety. In order to do this we need to ensure that we are providing the best quality products to the industry and we believe that G-Tech’s composite coper has revolutionised the look, long-term durability and safety of railway platforms,’ said Richard Wade,

Keyline rail sector manager. The coper can be fitted to current railway platforms or it can be made an integral part of new station projects. Its design eliminates the problems that adverse weather and long-term wear causes to platform edges, such as frost heave and differential movement. Keeping passengers safe A new hazard-yellow tactile customisation is now available, which serves to add extra definition of the safety area for the visually impaired and replaces the mandatory yellow line. The yellow tactile is UV stable so does not fade over time. A non-fade white line can also be added to order on the platform edge side, which saves on railway maintenance costs in the long term. The unit is available in three standard sizes but

September 2014 Page 169




























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Business profile

trolleys or mini diggers coupled with G-Tech’s own lifting sets.

can also be manufactured to bespoke measurements. The G-Tech composite coper is also very easy to install and can be done so using a range of methods. It comes with integral lifting points and G-Tech

has developed its own lifting chains and installation machines – such as the company’s lifting trolley or fork truck swing lift, which are available to hire or buy directly from Keyline. The coper can also be installed using standard balance

Avoiding the scrum In early 2014, coping units were installed at Twickenham station, which is renowned for dealing with the huge crowds that use it before and after rugby matches. Over the weekend of 23rd-25th May there was a 72-hour possession of Twickenham Station, during which time Brendan Kehoe laid 300 copers on behalf of construction company, Geoffrey Osborne. The 1220mmx1160mm yellow tactile copers were laid using two gangs due to the coper being a compete unit, which was estimated to have saved around 16 hours of labour time. Wade concluded: ‘We like to partner with innovative companies that provide long-term improvement solutions to support our country’s infrastructure and we are proud to be the sole distributors of the most successful composite coper in the UK.’ Tel: 0844 892 2677 Email: Visit



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Business profile

The power of collaboration In a competitive market, where programmes are reduced and cost is king, successful project delivery requires strong collaborative working. Neil Johnson explains how AECOM is applying 360 ingenuity to help its clients


ECOM has an ambition to become the world’s leading fully-integrated service provider with the capabilities to design, build, finance and operate infrastructure. It also aims to deliver more services from a broad global platform to reach more clients in more industry markets than ever before. The company’s extensive capabilities, twinned with a desire to seek out innovation, offer it a wealth of opportunities to achieve this goal. Offering a potential springboard to success, AECOM’s UK and Ireland transportation business recently gained BS 11000 certification, which is the world’s first standard for collaborative business relationships. Increasingly AECOM’s clients want to know that the company can deliver collaboratively and demonstrate that it knows what it takes to avoid the pitfalls that arise from poor communication and disjointed decision making. As projects become ever-more complex, showing clients that it can help them benefit from effective teamwork is vital. BS 11000 provides the framework to govern business relationships at all stages of the supply chain, ensuring companies can develop and manage interactions for the benefit of all stakeholders. The framework is designed to enable organisations of any size and sector to apply best practice principles to its own ways of working to get the most out of its business relationships. For AECOM, collaborative working is nothing new, indeed it is integral to successful project delivery, but the adoption of a structured, formal and universal management system that is backed and audited to a British Standard is a step forward. Joint enterprise Across both the rail industry and the Page 172 September 2014

wider construction engineering market, there is a real push towards collaboration and alliance-delivery models in order to reap the rewards it can offer. Network Rail, itself BS 11000 certified, sees the standard as the cornerstone of best practice capable of facilitating a cultural change that develops relationships that offer mutual benefit and promote added value. Such is the potential of this value, compliance to BS 11000 is now a prerequisite for many major Network Rail design and build prospects. The BS 11000 standard is an eightstage process that covers awareness, knowledge, internal assessment, partner selection, working together, value creation, staying together, and exit strategy. The primary driver is the ability to add value and efficiencies that could not be sought through traditional, standalone working arrangements. Projects can share cost, risk, resource and responsibility by bringing together the best of the individual parts to create a single delivery unit with common objectives. For many, a shift in culture and behaviour is required to facilitate collaborative working and for some this is the factor that prevents them from pursuing certification. However, such change should not be feared;

effective education should provide the awareness that enables people to adapt to the concept of open working with what may have previously been seen as the competition. AECOM looks to identify potential collaborative partners in everything it does because the concept is integral to it delivering on its objectives to drive technical, commercial and process innovation and to better integrate with those it works alongside. The ability to work under joint processes and standards, and with an ability to share risk, offers financial and technical rewards, but despite all the positives it does present new risks. This risk, when embraced and managed effectively – and with a focus to share it with others that the company collaborates with – ensures that each is managed by the party most qualified to do so in order to gain most benefit. Managing the risks Arguably, the most significant risk to collaboration is of the relationship breaking down. To combat this, an exit strategy and business continuity

Business profile

plan is vital. For any commission being delivered under BS 11000, a clear and transparent strategy ensures all parties have a definition of the collaboration’s limits; this helps them form a positive relationship with levels of trust and acceptance that benefit the project. If disengagement is necessary before completion of the contractual obligations then consideration will be given as to how any single party can be replaced without impacting upon the project’s ongoing activities.

To ensure appropriate management, collaborative working at AECOM is headed by Louise Hardy, director of project excellence and senior executive responsible. She joined the company in 2013 following her tenure as London 2012 Olympic Park infrastructure director and has a proven track record of heading large multi-disciplinary collaborative working groups. In her role as senior executive responsible, Hardy acts as a champion of change to provide a focus for

alternative thinking and innovation. In support of its collaborative profile, AECOM has been invited to join the Institute for Collaborative Working’s Executive Network – where it will work with the institute to share best practice and to transfer the standard to ISO (International Organization for Standardization) in 2015. Following certification, AECOM has successfully implemented a concise and effective management system to develop and maintain its collaborative business relationships. Cultural and behavioural changes have been instilled to allow the value efficiencies to be realised. This then enables continual innovation that gives AECOM the opportunity to be a part of the most exciting, technically challenging and complex projects while demonstrating best practice to its clients and helping them to see further and go further. To understand how AECOM can work in collaboration with your company, contact Neil Johnson or Dan Rodgers. Tel: 0161 601 1700 Email: Visit

TrainFX - a UK based on-train technology company specialising in the design and supply of leading edge technologies to the Rail industry since 2005

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September 2014 Page 173

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Cemex Rail Solutions have supplied over 8 million concrete sleepers to the UK market in the past 24 years Market leader and main supplier to both Network Rail and LUL for sleepers with capacity to service the private sector. Production Capability to supply in excess of 600,000 sleepers and 80,000 linear metres of concrete crossing bearers per annum. Recent experience of supplying slabtrack units to Network Rail. Excellent logistics and loading capabilities with facilities to load and marshal wagons in dedicated sidings. Dedicated quality and technical support. Flexibility to design and manufacture sleepers and Crossing Bearers to meet site specific conditions and requirements Range of Cable Sleepers recently developed for plain line and S & C applications to eliminate use of surface pipes and to replace under track crossings.

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Business profile

A well-structured approach Aluminium Structures is a UK-based supplier of access solutions, walkways and gantries. The company makes its case for aluminium and the advantages it offers – whether used for permanent or temporary use


stablished in 2002, Aluminium Structures has developed beyond traditional access towers and into bespoke access systems, creating a niche in innovative aluminium structures. The company deals with many industries and provides an array of bespoke products for many requirements, such as mobile inverted V gantries and safety cages, permanent walkways and maintenance gantries for roof maintenance and access designed for major rail stations and depots. In recent times the company has used its experience gained from providing bespoke systems to expand its business into temporary access. The company invested heavily in producing Allystructures, an aluminium beam and modular support system that is available to hire for temporary access solutions. The rapid success of the system has seen it used in many applications, such as suspended crash decks, mobile crash decks, over roofs and temporary bridging systems. The case for aluminium The advantages of the Allystructures system include rapid assembly and dismantling, which therefore expedites the length of the project. In addition, suspended systems free up space for other trades to operate at ground level, this both improves project timescales and creates a safe zone for public access. Aluminium Structures’ market growth in mobile work platforms and systems has increased with the introduction of its own track and trolley system, a product that has helped with the company’s success in both temporary and permanent access solutions. The track and trolley system allows for ground or suspended access systems, providing innovative and flexible solutions for difficult-to-access areas. The company has dedicated teams in design, installation and manufacturing at

its facilities in Cheshire and it has years of knowledge and experience in aluminium fabrication. Determined to establish a reputation for quality, all of its welders are trained and coded, resulting in highquality products with flexible delivery schedules – the company is also ISO 9001, CHAS, Link-up and Altius accredited. The Aluminium Structures team is always looking to develop solutions that help its customers to reduce waste, time, money and effort within its projects and processes. Its aim in business is to ensure that the customer is always satisfied with its services and products. More space to work Working at height has become a very sensitive health and safety issue in recent

years and a large percentage of reported accidents are from the result of falls. A number of products are available to limit the risk of injury and if used in the proper manner can reduce the risk significantly. Traditional systems include access towers and steel scaffolding but systems such as aluminium access systems work platforms – suspended, fixed or mobile – are less common. Traditional scaffolding enables access to high-up areas but, typically, a significant amount of floor space will be taken up with the structure. The advantage of aluminium is that it is much lighter than steel and, therefore, is becoming increasingly popular as a material for access systems. A number of products are available where the aluminium scaffolding system allows for

September 2014 Page 175


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Business profile

platform can be relocated very quickly and easily. Specific span dimensions and arch heights are achieved using spacer spigots that enable an accurate dimensional fit to perimeter walls, roof soffits and client determined working clearances. Spans of up to 30m have been achieved without midpoint support. Each individual element of the system easily falls within the maximum recommended lifting weights detailed within the UK Manual Handling Operations Regulations 1992 ACoP (Advanced Code of Practice). Combined or assembled units are managed using either purpose made trolleys or bogies and electric or manual winch and lifting systems. In general, the maximum weight of any assembled framework will be no more than 500kg. Aluminium is a key material for a number of different access systems and work platforms. Typically, 6082 T6 aluminium alloy is used due to its excellent welding and strength properties. As previously mentioned, aluminium the access system to be suspended from roof beams in order to facilitate the access requirements. Suspending the work platforms from the roof allows the space below to be freed up for other contractors. Often, it is also possible for the access platforms to be mobile because they are light and can be easily moved on a track system. Moving the work platform reduces the area of equipment required and makes the system a very cost effective alternative to traditional steel scaffolding. In its simplest form working at height includes ladders and aluminium access towers but often – when access is required very high up, low down, or in an awkward location – bespoke access systems and work platforms are required. Bespoke equipment includes integral steps or ladders, fixed or removable handrails and fixed or mobile systems with swivel-braked castors. Often the systems need to be flat-packed because access to some areas will be restricted. One common reason for working at height is to gain access to roof glazing, which is often accessed via maintenance walkways and mobile gantries. The walkways will generally have a 1,100mmhigh handrail or anchor system to prevent falls and the gantries will allow access to the roof glazing for cleaning and replacement; these are normally over the roof structure where, at great height, the risk of serious injury if a fall was to occur is very high. Temporary access is a key market for Aluminium Structures and it is expanding its business by developing its Bridging Panel Access System. Most conventional scaffolding options come with inherent dangers, such as the dropping of component parts like scaffolding fittings, tubes and boards. It also creates

congestion beneath the working area due to the volume of component parts and the requirement for extensive groundfounded supports. Bridging the gap The bridging panel access system limits the risk of falling components and loose materials by providing a safe zone beneath the working area that allows work to continue in the areas below. Aluminium Structures provides a complete design, manufacture and install service for this product range. The modular component sizes used in the bridging access system are selected to provide maximum versatility in assembly, enabling a large range of access structures to be designed. A typical form that the system adopts is of either arch spanning a clear zone or a flat bridge spanning a clear zone. Both assemblies can be either static or mobile and are often suspended from tracking so that the access/working

work platforms are much lighter than steel scaffolding; they are more flexible but are still capable of being designed to support adequate working loads. Bespoke aluminium access systems have the advantage of being able to be designed and fabricated to the specific profile of a building or piece of equipment. Another important factor is that, compared with steel, erecting aluminium scaffolding requires less time and effort. The material is ideal for use on permanent systems in addition to temporary ones. When combined with GRP (glass-reinforced plastic) mesh flooring, aluminium framework proves a good combination for maintenance walkways and is widely used in roof maintenance and industrial site applications. Tel: 01244 531889 Email: sales Visit September 2014 Page 177


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Business profile

A pile of benefits Mark Sims of manufacturing company HL Plastics considers the implications for rail’s supply chain partners in light of upcoming infrastructure projects on the UK network


he public have been aware for some considerable time of the plans for HS2, but with the recent announcement of the 2015 opening of its new headquarters in Birmingham, suddenly it all seems a little more real. In addition to this there is government talk of HS3 and the Mayor of London’s July 2014 announcement that up to £200 billion needs to be spent on transport infrastructure in the capital by 2050, including new north to south rail links in the city and an orbital rail around the boroughs. With all these plans it is difficult to see where rail development projects will end – particularly as plans have also been unveiled to create a new rail link between the five major cities around the Pennines. These projects provide suppliers to the industry with a fantastic opportunity, and despite HL Plastics being a small supplier in comparison to the major constructors bringing these projects to life it knows

that it has products and a trading ethos that can play a major role as things start to take shape. The home of rail Based in Derby, HL Plastics’ association with the rail industry is an obvious one, the sector is one of the largest employment providers in the region, and supplying it is a key part of the company’s business. Through its involvement with the Rail Alliance and its membership of the Achilles Link-Up scheme, in addition to attending networking events and specific industry product exhibitions – such as Infrarail and Rail Live – the company has been able to make the wider market aware of its range of products. Another advantage of HL Plastics attending events and exhibitions is that it is able to showcase the Liniar range of piling products and explain its partnering ethos. The company knows that being involved as early as possible in the design

process can be really advantageous. Lightweight sustainable products Liniar’s piling and retaining systems are constructed out of lead-free and fully-recycled plastic. The material is a great alternative to those that were traditionally used in the development of railway infrastructure, resulting in products that are lightweight, easy to use and robust in their construction and application. Logistical benefits Large-scale rail developments require products to be moved quickly and easily to where they are needed and, in the case of piling and retaining systems, plastic is ideally suited; movement along the trackside to their destination is far easier to achieve with plastic than with products made out of concrete and steel. Manual handling can replace mechanical handling, which brings cost benefits and, most importantly, improves accessibility. Positive contribution, reduced risk Health and safety concerns are also significantly reduced, due to the lightweight nature of the product and the ease with which it can be transported, both to the development site and, as mentioned, to the trackside itself. With Liniar’s plastic piling and retaining systems there is also a lessening of risk while the product is being worked on because, as well as the product having a Class 1Y fire rating as standard, there is no risk of sparking. There is less danger of the product falling on workers compared with heavier material, and less risk of injury during installation - which itself can be done manually rather than mechanically. Not having to transport mechanical installation equipment to the trackside is a major benefit that also brings with it reduced costs. September 2014 Page 179

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

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• Research-based teaching approach; • Multicultural environment; • Designed for graduates from a variety of educational backgrounds. Our offer includes: • RailNewcastle summer school and RailNewcastle conference; • CPDs in Rail related subject areas; • With a focus on Rail Freight and Logistics we offer MSc degrees in: • Rail Operations and Management; • Rail Asset Management and Public Engagement; • Rail Technical Management and Engineering. • PhD in Organisation, Management and Economics of Train Movement. Visit: Contact:

Page 180 September 2014

Business profile

material offers. Plastic piling and retaining systems do not rot or rust, they are resistant to attack by naturally occurring events, and they don’t leach into the ground. Effectively, what the Liniar range offers is a hard-engineered solution with a softengineered look. Working together HL Plastics is committed to continuing its development of sustainable plastic piling and retaining systems for use in the rail industry because it knows that, as a concept, there are significant benefits in using this type of product for those building new transport infrastructures. Its role is to explain these benefits to the supply chain leaders and, as a company our partnering ethos is tailored to this. It is important for the company to get involved with the supply chain’s design teams quickly so that it can explain all the benefits of the product and can play a major role in offering technical advice that will positively impact upon their integration with other products. HL Plastics is keen to work alongside major constructors and has developed a continuing professional development offering on the subject that it is happy to present to interested parties.

Due to the larger numbers of people and trades on site, major infrastructure projects bring with them an increased risk of accidents that result in the pressure on project managers and risk assessors increasing accordingly. Any opportunity to reduce the attendant risk by using materials that, by their nature, take away health and safety concerns should be considered as a matter of good practice.

budget-friendly solution. The long-term sustainability of HL Plastics’ products, including the ability to recycle them again at the end of their life, is a key factor for those looking to source responsibly, which is intelligent thinking given the many other attributes that this

To find out more about the Liniar range of plastic piling, get in contact. Mark Sims is sales director at HL Plastics – manufacturer of the Liniar range.

Tel: 01332 883 900 Email: Visit

Range and versatility The Liniar piling and retaining systems include a range of products that are suitable for use in many applications. As well as being used for ballast retaining and to protect against bank erosion, they are also purpose designed for use in trench shoring and, especially appropriate nowadays, providing long-term flood protection. When used around bridges and other non-standard applications the versatility of the plastic product also provides significant advantages compared to other materials. This is due to it being easily curved and shaped to meet specific needs and because it includes a range of corner, angled, and joining post options. Trackside worker refuges, traditionally constructed using a concrete king post system, can be quickly and cost-effectively constructed and installed using Liniar’s ‘log-pile’ system to provide an ideal and September 2014 Page 181

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Page 182 September 2014


Business profile

Intelligent data M-Brain helps companies keep track of significant news related to their key markets, clients, partners and prospects on a global and timely basis. A process that is vital to fostering successful business development


ews on station and line developments, operators moving into new territories and technological innovations, signalling opportunities and threats to your business need to be taken into account when planning for the future. However, with so many sources, channels and languages to choose from, sourcing, selecting translating and filtering out the relevant news is a timeconsuming operation. M-Brain, a global company with its headquarters in Helsinki, provides a range of customised solutions to this problem that is based on media monitoring – using extensive sources, an in-house digital media monitoring platform and a team of 300 experienced multilingual analysts. The brainchild of Marjukka Nyberg, M-Brain has grown, both organically and by acquisition to become a major player in the media-monitoring world. The company achieved this by being early embracers of technology combined with the skill sets of a multinational workforce. With offices in the UK, Finland, Sweden, Germany, France, Russia, and Malaysia and being allied with sophisticated technology and a strong workforce, it provides and distributes relevant news as newsletters, or feeds to internal systems, to hundreds of companies and thousands of executives worldwide. Stay alert Companies that are only focused on their own domestic market need to be aware of others entering their space and other disruptions and changes that will affect them. These could include key suppliers based outside the UK that may impinge

on their ability to fulfil a contract or project, increased competition for skilled workers in an already limited market, or changes in policy and regulation. M-Brain’s customised business intelligence reports give access to news under topic headings chosen by the client. They also group news pertaining to agreed subject matter under those headings and without any repeats. Reports can be delivered by email, feed, or database and can be accessed on mobile devices depending on the business needs of the organisation

or individual. The database option is popular for those carrying out research projects because it can be used to carry out sophisticated searches and be made available on an intranet network. Accustomed to helping clients sift the relevant from the irrelevant, M-Brain is continually developing its services to meet the increasing challenge of big data that has come with the Internet and, more specifically, social media. Just the ticket M-Brain is well placed to meet individual client needs for reporting tools and analysis. M-Adaptive is a continually evolving SaaS (software as a service)based digital media monitoring reporting and engagement tool, which has been developed in-house and designed to meet the needs expressed by clients. This enables tracking mentions of,

for example, one or more companies and brands, in different channels like Twitter and Facebook and interacting with those audiences. It can also be used for other purposes and business divisions important to the rail industry – health and safety, customer satisfaction, marketing, and competitor intelligence. There is even a hybrid product called ‘BI +’ that provides the customised business reports plus a snapshot of the social media buzz associated with individual news items. Bespoke analysis and more in depth reports on competitors is also possible using the company’s skilled team of educated and multilingual analysts. Free sample reports are available on request. Tel: 0118 9565 820 Email: September 2014 Page 183

Business profile

Shunting data With its key expertise in supplying embedded electronics and computers, Eurotech provides platforms that are used throughout the rail industry


n September 2010 improved data was sought to justify rail infrastructure improvement spending by the UK Public Accounts Committee. Under the chair of Margaret Hodge, the fifth report, Increasing Passenger Rail Capacity, was recommended by the members of the committee. ‘The department should require all new train carriages, whether procured by the department itself or by franchisees, to be fitted with automatic passenger counting equipment to show the numbers of people travelling on what trains and when. It should require franchisees to provide useful and verifiable data from that counting. It should also report back to the committee on progress to establish a computer system to capture, analyse and report on this data.’ There is little doubt that the rail industry is entering a transitional phase. Organisations are now paying greater attention to how technology can improve operational efficiencies and safety, while enhancing the customer experience both on board and at trackside locations such as stations. As this

Page 184 September 2014

trend continues, the key to obtaining these goals lies not simply in deploying point-in-time solutions that address a particular stakeholder’s needs, but in interconnecting these systems and their data to drive new services, business models and revenue streams. Eurotech is well placed to take advantage of this trend with a set of software components and rail-qualified hardware that together allow OEM’s, systems integrators and end users to concentrate on the elements of a project that add real value to their proposition. The operator can use business logic as well as enterprise data analytics and dashboarding, without having to worry about the complexities of the enabling platform for data management, security, connectivity management and application enablement (device management). Eurotech Eurotech is a global organisation with headquarters in Italy and has a core history in the supply of embedded electronics and computers to the rail, defence and industrial markets. The company started initially with single-

board computers but increasingly has progressed up the value chain to provide fully qualified, field-deployable platforms. Its equipment lies at the heart of the products of major corporations and spans applications such as smartcard ticketing, positive train control, driver consoles, people and passenger counting, trackside monitoring, PIS (passenger information systems) and CCTV. Importantly however, a section of its business has specialised in protocol translation for many years, and has integrated legacy field devices into modern control and communication systems. As part of this business, it has developed an architecture that addresses issues that include device and connectivity management, communications security and the sharing of data between multiple M2M (machine to machine) assets and enterprise systems. These, in fact, are all of the

Business profile

position in which failures occur may yield valuable information on contributing or aggravating factors to the failure.

key characteristics that are needed to assemble infrastructures for what has become known as the IoT (Internet of Things). This architecture has evolved over the last 15 years from an internal toolkit into a comprehensive M2M integration platform. The EC (Everyware Cloud) is available to use with both Eurotech and third-party devices, significantly reducing the cost and risk of implementing new IoT-style systems. EC has been developed to offer scalability and flexibility, allowing low volume proof-of-concept projects to grow into full implementations without the need for architectural changes. Due to its schemaless, noSQL database, data from new sources is automatically added as it is published, removing the need to restructure the database and define the interrelationships with each new sensor. Opportunities in rail The solution has wide potential applicability within the rail industry because it removes the requirement to build complex and expensive infrastructures that allow systems and devices to work collaboratively. With the EC, M2M integration platform, organisations can explore and exploit new relationships between passengers, staff, rolling stock, timetables and estates, coupled with ranges of pre-qualified, ready-to-use hardware platforms that can simply be deployed in rail edge applications. Preventative maintenance It is obvious that if the condition of an asset can be monitored then it is possible to spot trends or symptoms that indicate an impending failure, which allows the problem to be fixed without causing a

loss of service. The challenge to the rail industry is in the diversity of assets that need to be monitored, covering elements as diverse as points heaters, electricity supplies, wheel bearings, doors, and vacuum toilets. This diversity has historically meant that either no monitoring system is available, or a system dedicated to monitoring one particular function is deployed, without any consideration of the wider use of the data it produces. For example, if data was consolidated about a particular supplier part, from multiple operators and different service conditions it would provide more reliable data that would aid both operators in the selection of components and the manufacturers in their process of continuous improvement. Geocentric data For a long time, the idea of modifying PIS ‘infotainment’ content in line with the current location of a train has been discussed and, in some cases, even implemented. The opportunities for geolocation data, when applied across the multiple systems in use on train and trackside, are even greater. The industry is already discussing the use of passenger counting on trains with a real-time link to approaching stations so that users can queue in the most efficient position on the platform, but the potential stretches much wider. For example, knowing the number of incoming passengers could allow HVAC (heating, ventilation, and air conditioning) systems to be adjusted ahead of demand, or could feed into local taxi firms to improve waiting times for those waiting at taxi ranks. Energy consumption coupled to track position can produce more efficient driving practices, while plotting the

Static infrastructure The benefits of adopting technology are not limited to the on-board environment. Adding asset monitoring to the property estates also produces benefits both in terms of efficiency savings and customer experience enhancement. Monitoring the number of people using washrooms allows maintenance regimes to be based upon usage rather than time. This in turn produces a better customer experience at times of heavy usage, avoiding unnecessary service visits in times of low demand that produce savings both in manpower and consumable use. Monitoring entry to unmanned buildings is useful not only from a security standpoint but also from a manpower planning perspective. Environmental monitoring around public or large work sites provides a useful check for pollution control and also identifies potential revenue streams in terms of wider data reuse. The real take home point Applying solutions to any of the above problems, or the plethora of other challenges facing the rail industry, can produce business benefits – whether in terms of efficiency savings or new revenue streams. However, in many cases the economics don’t stack up, due to the cost of the monitoring solution and infrastructure of a point-in-time solution. Leveraging the emerging technologies that will drive the IoT revolution will offer new ways to spread common infrastructure and middleware costs across a range of systems. Thereby bringing the average cost of all systems down, enabling the monitoring of assets that would otherwise be uneconomic with a dedicated system. This cost benefit is multiplied when the ability to share data across systems is also factored in because it allows users to both investigate new dependencies between processes and start to apply optimisation across the whole ecosystem of customers, suppliers, logistics and regulation. Eurotech believes the adoption of architectures based upon M2M integration platforms like its own EC and smart, multiservice gateways – such as the rail-qualified DynaCOR 10-00 – is a fundamental precursor to the implementation of the systems that will release the full potential of the IoT vision within the regulatory framework of the rail industry. Tel: 01223 403410 Email:  Visit September 2014 Page 185


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Business profile

High ambition The renovating of the UK’s most striking stations is McNealy Brown’s business. Now, with a planned expansion in the pipeline, even more of them will be brought back to their former glory


he Kent-based company McNealy Brown has been providing the design, fabrication and installation of structural steel, architectural metalwork, and steel repairs and strengthening to the rail and construction industries for three decades. Providing a full service from initial design collaboration, BIM (building information modelling) compatible 2D and 3D AutoCAD® drawings, fabrication, finishes and installation, McNealy Brown is an approved contractor to London Underground, Network Rail and the majority of leading main contractors. The company is ISO 9001:2008 Quality Assured and has Link-up approval for rail works. It has also gained accreditation BS EN 1090 (CE Marking) for Execution Class 3 Steelwork and is currently working towards ISO 14001 (Environmental) and BS OHSAS 18001 (Occupational Health and Safety). Other industry approvals include CHAS and SafeContractor. Below is a selection of some of the many major station and station-roof refurbishments that it has been involved with over the years: Kings Cross station refurbishment McNealy Brown was responsible for the major roof-strengthening works to accomodate the new roof glazing, walkway and photovoltaic systems. In addition, new cast iron rainwater down-pipes were installed from roof to platform level. The package also included the removal and replacement of glazed screens to the southern façade of the station, incorporating the manufacture and installation of the new steel mullions, glazing frames, hardwood timber cladding and laminated glazing, all of

which were subject to Heritage planning requirements. Crystal Palace station enhancement The original Victorian ticket hall at Crystal Palace is Grade II listed and was disused prior to McNealy Brown’s work, meaning that passengers had to enter the station via a glazed extension attached to the building. McNealy Brown refurbished the ticket hall and ground floor to provide a new station entrance and ticketing facilities and also new ticket office storage areas and toilets. The structural package also encompassed the fabrication and installation of three lifts operating within a clad steel-framed tower, which have vertical glazed panels to the platform elevation and associated high-level walkways that provide stair-free access to all platforms. The architectural works carried out by McNealy Brown include the manufacture, supply and installation of custom made wire-mesh screens, polyester powder coated platform gates, stainless steel handrails and baluster support brackets.

Fleet station The work involved fabricating, delivering to site and fitting a new 25m span AFA footbridge to connect platforms 1 and 2. This included an over bridge, two staircases – incorporating warm to touch powder coated hand rails – and stainless steel mesh panels, two link lobbies and two lift shafts. There were four columns trestle units situated below each link lobby and a pair of columns beneath each staircase half landing. The link bridges spanned between the top of the stairs and

the lift shafts and this was glazed with glass panels in powder coated steel frames after installation. Works included carrying out full site surveys to enable preparation of a 3D model from which detailed fabrication drawings were produced. This process highlights potential clashes and thus eliminates possible errors that may only later become apparent in the fabrication and installation processes. The installation phase was carried out during possession hours and required one crane lift for each of the large prefabricated and pre-painted sections, comprising the support steelwork trestles, the main bridge span, the staircases and the lift shafts and link bridges. Current Works McNealy Brown is currently carrying out platform refurbishment works at Piccadilly and Farringdon stations and has just started a major contract at East Croydon station. These works involve the refurbishment of six platform canopies that consist of new centre service space frames, purlins and gutter sections as well as the enabling steelwork for the distribution of materials. The company is also in final negotiations for the supply and installation of the GRP (glass-reinforced plastic) cladding to cover the exposed steelwork that will improve the aesthetics of the canopies. These works should take 12 months and will be carried out during both day works and night possessions. Future plans and ambitions The company has big plans ahead with an intended move later in the year to larger 100,000 sq. ft premises, with the addition of a blasting, painting and powder coating facility and increased staff levels. Having recently gained approvals for a number of framework agreements for both Network Rail and London Underground, McNealy Brown is well placed to capitalise on the future proposed investment in transport infrastructure. Tel: 01795 470592 Email: Visit September 2014 Page 187


Network Rail’s Contractor for Great Western Inner and Outer Signalling Frameworks Signalling Solutions is a leader in the provision of train control solutions in the UK, offering a complete range of services from design to full project delivery. Our systems are capable of meeting the demands of modern railway networks, allowing safer and faster project installation and reducing whole life costs. We give you complete visibility and control over

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Business profile

International achievers Dr Marin Marinov and Dr Anna Fraszczyk are behind the Intensive Programme in Rail and Logistics that gives students from across the world the chance to make their mark in the industry


ailNewcastle, based in Newcastle University, is a three-week intensive programme focused on rail and logistics. Over the programme, students from different universities across Europe are able to learn about the challenges and recent developments within the rail sector. The programme For the past three years, RailNewcastle has brought together around 50 students from universities across Europe, including Turkey, Romania, Germany, Italy and Portugal. Students participate in lectures delivered by professors from ten European partner universities. They are also given the opportunity to work with railway specialists from organisations, such as Network Rail and Tyne and Wear Freight Partnership. During the second week students form multicultural teams to work on different rail-related research projects, enabling them to utilise the theoretical knowledge they have acquired throughout the first week. The third week involves visits to Tyne and Wear Metro depot and the Port of Tyne. At the end of the Intensive Programme holds an awards ceremony that is attended by the students, educators and representatives from the railway sector, creating a perfect networking opportunity. A positive response Feedback received from RailNewcastle alumni is very positive (see Graphs 1 and 2) and shows a variety of academic and personal outcomes achieved after completing the programme.

Feedback on academic outcomes

Feedback on personal outcomes RailNewcastle continues enlarging and improving its profile and in 2015 the intensive programme will include a scientific conference that is a part of NewRail’s teaching portfolio. Additional material by Gabriela Vidal (NewRail’s marketing intern) and Joseph Dungworth (Nuffield research placement student) Gabriela Vidal (GV): What did you think of RailNewcastle? Eugenia Stergiou (Greece): It was a great opportunity to go to a new city for three weeks and have lectures from great professors and then do a project, I had no idea at the time that our paper would get published. It was amazing. GV: How have you benefited from the programme? ES: Actually, the publication from RailNewcastle that I have quoted on my CV was one of the reasons for me being selected for this internship. Employers think it is really impressive, they want to know more and they want to read my paper. GV: Would you recommend the programme to other students? ES: I would definitely recommend it to others. It was a great experience, if I had the opportunity I would definitely do it again. Ahmad Farid Amiri (Afghanistan) GV: What did you think of RailNewcastle? AFA: That it was a very good experience for me. I learned a lot from the programme. GV: How have you benefited from the programme?

AFA: During the network sessions I met a person from a rail magazine and I asked him if I had an opportunity in the UK to do an internship, especially in transportation. He told me about Crossrail. If I hadn’t met him at RailNewcastle I would not have found an internship with Crossrail. Luis Cabecinha (Portugal) GV: What did you think of RailNewcastle? LC: The programme shows that you have an international experience, and that you can cooperate with people from different backgrounds, I think that is something that employers value. GV: What are you doing at the moment? LC: For the past eight months I have been working for Network Rail as project manager. For more details on the programme, get in contact Tel: 0191 208 3976 Email: Visit September 2014 Page 189

Business profile

A greater sense of security In the 12 years that TRS (Transport Security Expo), the networking and educational event for the transport security industry, has been running, it has given rail security an increasingly prominent role in its programming. This year is no different


nother line-up of renowned speakers for the 2014 Rail Security Conference will inform, educate and spark discussion on those topics that the industry itself has highlighted as the key motivators for concern, debate and change. A central theme of the protection of people and their property on the rails will see ATOC lead an examination of Railway Security and Safety. The study ranges from the effective use of technology as a deterrent, to improvements to facilities that will enhance personal security for the evergrowing numbers of passengers. Continuing this theme, The Realities of Ensuring a Crime-Free Railway session will lay out a strategy for dealing with the most pressing security concerns, from supporting crime prevention through CCTV to identifying the hotspots for crime and anti-social behaviour.

Safer journeys To show the push for safer and more secure rail journeys in the capital, Transport for London will also outline its latest tactics, including effective CCTV, greater customer communication, worker empowerment and screening London’s transport environments for criminal intent and activity. When it comes to the potential for large-scale criminal devastation on the UK’s transport network, the latest in counterterrorism techniques and the dangers that Page 190 September 2014

exist will be covered in detail by British Transport Police’s counter terrorism lead, Superintendent David Roney. No one is better placed than Roney to assess the threat to UK rail and he will also be on hand to provide best-practice advice that will reduce vulnerability to organised terror attacks. In addition to Roney covering the threat and the strategy for combating radicalisation at home and abroad, Dave Gorshkov, CCTV and PSIM Standards Working Group chairman, will also be looking at the latest CCTV tools currently under development and the OCC standards that will make the rail network a harder target for attack.

Digital threats Of course, in the modern world the threats come in all forms and from all places and nowhere more so than online, an area where the rail industry is as reliant on connected technology as the rest of society. To address this burgeoning issue, Network Rail’s session Tackling the Cyber Threat to Railways will assess the potential threat and impact of this kind of attack over the next three to five years and will be looking at strategies to combat such a scenario. Securing people is obviously the primary concern of the rail industry but the increasing need to secure the materials that the industry is literally built on remains a hot topic too. It is a subject that the conference will be addressing in full, including

British Transport Police updates on the NMTTP (National Metal Theft Taskforce Programme), the new legislative landscape and a first-year progress report on the Scrap Metal Dealers Act, 2013. Security at metro systems will also come under scrutiny, involving a detailed look at the top to bottom creation of the security programme for new metro systems by Mark Zannoni, principal Parsons Brinckerhoff, and the new improved procedures for securing unattended luggage in metro systems, courtesy of Dr Hervé Borrion, UCL Department of Security and Crime Science. If all the work to be done on securing rail networks sounds a little overwhelming, not to mention costly, then there is a session to cover those concerns too. The Realistic Risk and Cost of Delivering Security – Return to Basics and Reap the Benefits will be hosted by Chris Stevens, technical security director at SIDOS UK. The 2014 Rail Security Conference at TRS will be all about addressing the right questions, about the right issues and providing the best possible answers and advice for everyone attending. The Rail Security Conference takes place on 2 December at Transport Security Expo 2014, London Olympia. For more information get in contact with Charlotte Ashurst, marketing manager, or visit the Transec website. Tel: 020 8947 9177 Email: Visit

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Business profile

Filling the skills gap URS’s Rob Tidbury talks about why a lack of skilled workers is the biggest challenge facing the rail industry right now and what can be done to help tackle the problem


hat is the biggest challenge in the rail industry at the moment? The UK will see more investment in rail infrastructure in the next few years than it has experienced since the Victorian era, with several high-profile upgrade schemes planned to improve and expand the network. This level of activity will need an army of skilled engineers, yet the industry is struggling to recruit people with the required qualifications and experience. The UK needs to double the number of annual university engineering graduates in order to meet demand for job openings by 2020. Add to this the fact that there are not enough students choosing to study STEM (science, technology, engineering and maths) subjects at GCSE and A-Level each year and one can see why there will be such a problem. Other factors that are having an impact on the number of engineers in our profession include the number of engineering graduates that are lost to other sectors, such as finance, and also the significant number of engineers

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now nearing retirement. This perfect storm could dramatically disrupt economic recovery by impacting the delivery of vital rail infrastructure projects that are intended to stimulate regeneration and support growth. The engineering industry’s need to attract and retain the best talent cannot be overstated. Earlier this year, Network Rail announced its CP5 (Control Period 5) delivery plan for 2014 to 2019: a £38 billion investment programme that will see the organisation renew more than 7,000km of track. URS has won several contracts under the programme, including a major framework agreement with Colas to deliver S&C (switches and crossings) renewals and installations across the south of England and Wales. The S&C programme is one of the largest under the CP5 procurement process and the company has embarked

on a massive recruitment drive to hire skilled people to join the team of talented professionals who are delivering the work. What skills are most in demand? The shortage of skilled workers is particularly true for specialist disciplines such as rail signalling, traction and electrification. A skills forecasting report published last year by the National Skills Academy for Railway Engineering presented some alarming insights. The report predicted that there needs to be between 1,600 and 2,000 new people working on signalling and telecommunications in the next five years – with more than 30 per cent at technician level or above. As for electrification and plant work, the significant increase in activity anticipated in the next few years will

Business profile

underpin the need for around 1,000 new people, equivalent to almost 30 per cent of the existing workforce. What should we do as an industry to help tackle the problem? Despite the slight increase reported this year, there is still a huge shortage of young people studying STEM subjects at A-level, which impacts the numbers entering the engineering profession. It is therefore more important than ever for the industry to pull together and instil a passion for engineering in young people, explaining to them the different career paths they could take. Apprenticeships also play a vital role in addressing the skills shortage due to the lack of engineering graduates entering the profession. It is important that apprenticeship schemes are tailored to the needs of the employer and are relevant to the business sector. Ideally, the classroom-based learning for these

apprenticeships should be available at local colleges to attract local candidates working for local companies. This will help to ensure a sustainable pipeline of local talent. URS is currently on the Rail Design Apprenticeship Trailblazers team to develop a design apprenticeship scheme for the rail industry. The scheme is a good example of getting industry to define the requirements for the engineers of the future. It is also a member of the TAC (Technician Apprenticeship Consortium), supported by the ACE (Association for Consultancy and Engineering), which is a cross-industry group looking at ways Page 194 September 2014

to help companies recruit and train apprentices more easily. TAC is working alongside professional institutions and awarding bodies to develop new qualifications across a range of engineering disciplines. This initiative will help meet the business need for highly-skilled technicians. Recruiting talented graduates from overseas is another way to tackle the skills shortage in the UK. As a global company, URS is able to train its staff in countries such as Poland and India to become familiar with the UK rail system. URS calls this model workshare, where technical teams collaborate across geographic boundaries as part of a seamless team. Has URS developed its own initiatives to address the issue? URS has a schools outreach programme targeting schoolchildren as young as 10 years old to open their eyes to the

world of engineering. To help foster an early interest in engineering design, our employees go into classrooms around the country to explain the fascinating problem-solving work they undertake each day. They help children develop analytical and lateral-thinking skills through a number of activities, such as helping them build structures using marshmallows and straws. With regard to apprenticeships, URS is running a number of initiatives right now. This year, the company has started working with a number of colleges that are close to some of its offices to recruit local apprentices and develop bespoke training to Level 4, equivalent to Higher

National Certificate level. Modules will be tailored to specific elements of engineering design, covering overhead electrification and conductor rail electrification engineering, among other disciplines. These apprentices will work in the office for four days a week and on the fifth day undertake practical learning during day release. Their recruitment will further cement URS’ close relationship with the local communities close to our offices. In addition, URS aims to recruit a minimum of 20 apprentices in the UK this year across 12 cities, including London, Birmingham, Manchester and Bristol. The right candidates will be able to work on nationally-important projects, such as Crossrail. Apprentices will be trained by URS’ most experienced employees, some with over 40 years’ experience, who are keen to share their knowledge with the upcoming generation of rail engineers. The apprentices will be

able to see these projects actually being delivered just a few miles from their home. Apprenticeships are about ongoing learning and URS will support those who want to continue studying right up to Chartered Engineer status. Rob Tidbury is a technical director and UK head of railway electrification and power engineering at URS. He is developing URS’ s Higher Apprentice scheme for mechanical and electrical engineers.

Tel: 01793 508860 Email Visit

Business profile

Propping up the rail industry The RSG Structures’ team has years of experience in the precast industry and offers an impartial and customer-focused service. Gareth Neale explains


t is said that a new broom sweeps clean and that is the philosophy that RSG is trying to bring with its fresh style of project design and construction. Formed in 2009, the directors have a long history of working in the precast industry and they bring this experience to the fore with RSG. The company does not manufacture any of the products it sells but works with a network of carefully vetted and approved suppliers. ‘Every supplier has their niche in which they excel, there isn’t a onestop shop in terms of manufacturers as it would cost them a fortune to make everything people require for an individual project,’ explained Neale. ‘What we offer our clients is an impartial view on what products are available in the market and at what prices. We put this together with our own engineer offering design liability and a full groundworks and installation package if required. We don’t have any factories to keep busy so we aren’t trying to sell any particular product.’ In explaining RSG’s impartiality, Neale said: ‘Whereas salesmen for singular manufacturers will be compelled to say that their product is better than others and it will do everything the client needs, we don’t have that. We can be objective and offer the best product or products for particular projects requirements. ‘Being independent we can also offer the complete solution which may involve several different factories but the only point of contact the client needs is RSG.’

Value for money Buying in bulk, as RSG do, also means it can receive good discounts from its suppliers, which, in turn, can then be passed to the company’s clients. Surprisingly, it can often be cheaper than its suppliers quote for the same job. Whether it is precast L walls for retaining walls or platform supports or bespoke concrete for decking and wall cladding, RSG has procured and supplied them over the past few years.

The company has been very busy in the recycling sector, particularly in the construction of large and small storage bunkers and also offers roofs to cover the materials stored within. The thinking behind this is that many rail sites have requirements for storage, both covered and uncovered, and the company’s bespoke, impartial service can also be offered to rail. Said Neale: ‘We have a lot to offer the rail industry and I think our approach

and the services we offer can present opportunities to our clients to look at different, innovative and more costeffective solutions. We don’t only use UK suppliers, we have manufacturers on the continent offering comparatively priced products but at a much higher level of finish, something the rail industry is always looking for.’ Fit for purpose The company also offers new and innovative products that are targeted specifically at the rail industry, which it will be hoping to bring to market in the very near future. There are already projects underway with products from the new suppliers and, once completed, potential customers will be welcome to visit to see the level of finish themselves. RSG is a member of the Rail Alliance and is in negotiation with the management there to construct a permanent stand at its Long Marston headquarters where a wide selection of the products available will be showcased. Speaking of his plans for the future, Neale said: ‘We would like RSG Structures to become a name that the industry recognises as one to be trusted and called upon as a solution finder. ‘Our USP is a simple one and a play on words: Unbiased Specialists in Precast. It’s simple but simple works.’ Gareth Neale is a director at RSG Structures.

Tel: 0845 299 7597 Email: Visit

September 2014 Page 195

Business profile

The future of rolling stock engineering Allan Macdonald and Justin Southcombe explain the importance of filling the skills gap that exists in the rail industry and the steps that are being made to address it


hese are exciting times for the rail industry. Vast infrastructure investment is set to take place over the coming years; £38 billion injected into Network Rail’s track and stations, the completion of Crossrail, the billions going into the Underground network, and the Crossrail2 and HS2 projects. This level of development is unprecedented in modern times and we need a workforce with the necessary skills and qualifications to meet the demand.

How big is the skills gap? EAL, the specialist awarding organisation for industry qualifications, has worked closely with The NSARE (National Skills Academy for Railway Engineering) to ensure these qualifications meet the needs of employers – needs that are growing rapidly. For example, NSARE has identified almost 35 per cent of the industry’s TRS (traction and rolling stock) employees are due to retire in the next five years – that’s

over 4,500 of the 13,500-strong workforce. Not only will the industry need to replace skills lost through retirement, upskilling of the current workforce is also required to meet and maintain next generation rail technology. Apprenticeships need to play an important part in the industry’s future skills development. However, the number undertaking the pathway is woefully below those in other industries. If a learner was to start an advanced apprenticeship next month, they would not finish until 2017. In addition, to progress the likely 1,500 Level 4 equivalent supervisors and engineers in TRS would take at least an additional two years, raising this to 2019/2020. Then you have to consider the shortage of trainers to ensure these apprentices gain the necessary skills and knowledge to work in this highly complex and fast-moving industry. There are clear gaps and this is also forming bottlenecks where there are not enough pathways available to meet demand. This is being felt not only in TRS but across the railway engineering skills spectrum. In electrification, for example, there is a shortage of experienced OLEC trainers to meet the needs of training providers attempting to fulfil contracts with employers. Signal engineering and overhead line construction have an immediate need for a skills injection, as a result of more of the UK network being electrified and new track being laid. What is being done? In an effort to address this issue, EAL has developed its new suite of industryapproved qualifications; Newcastle Academy is opening a new, state-of-theart railway engineering department in September 2014; NSARE has partnered with Siemens to launch a TRS Academy in Northampton in 2015; and a specialist HS2 Academy is to be officially announced later this year. These developments will help increase the availability and quality of skills, training and apprenticeships available.

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Business profile

They will also help bring existing training programmes into the 21st century; ensuring learners are getting skills and knowledge of the latest engineering practices, techniques and technology. This is a great opportunity to develop and build a new and exciting structure of railway engineering qualifications and training – something EAL and our partners are working hard to achieve. The new generation of EAL, industryapproved qualifications enable employers to get the workforce they need. In turn, employers must work closely with university technical colleges, academies, colleges and training providers to ensure that the vast investment in the UK’s rail infrastructure does not face a skills shortage. What should the content be in the new training and what future methodologies should be covered so that the apprentices are prepared during their career…at least during the first few years? Condition-based maintenance/predictive maintenance are certainly some of those skills. No longer only an aspiration, it is being applied using new technologies by progressive O&Ms (operation and maintenance services business) around the world. Proven in other sectors, we can be sure that adoption will be rapid once these early rail pioneers show how to navigate through the regulatory, commercial and technical challenges. Cross-sector collaboration One example of this condition maintenance is happening now in Ramsgate and other Southeastern depots in Kent and London. For five years the teams have been preparing themselves to move to a maintenance methodology that is commonplace in the aviation industry. Motivated by the appointment of a new engineering director from BA maintenance, the organisation, values and KPI’s have slowly been changed so that maintenance can be delivered on a basis of what needs to be done rather than what the 20-year old manufacturers manual said needed to be done. Bearing jockeys in the aviation sector are not an option so RCM has been used for years to provide the maintenance teams with accurate information on the status and remaining life of the components. Southeastern asked Perpetuum to develop such a system for rail that would be easy to use (providing reliable, concise information) and easy to fit (using vibration energy harvesters for a fully wireless solution). To date, Southeastern has fitted the Perpetuum system to over 600 cars. New issues have been raised in this new, live and information-focused arena – in many cases, technicians need to pick up a smartphone rather than a toolbox. But, if we consider the tech-savvy Y-Generation

that will deliver for us in the future, doesn’t it make sense to have tools and ways of working in place that will best suit their instinctive capabilities? The impact of condition-based thinking will be felt across the business – not only at the bottom line in direct cost savings from extended overhauls but on strategic issues like training and resource deployment. Current scheduled maintenance plans can dedicate over 20 per cent of their workforce hours to underframe inspections, a task that more often than not returns no new information and therefore provides no value except peace of mind. With a reduction in inspections, the extension of major tasks and the automation of data capture/diagnostics,

of the asset can be known in real time. All successful examples of CBM involve two elements: one soft, one hard. The hard are the tools and information that can be delivered through RCM but the equally important soft element are the training, organisation and leadership changes that must be carried out in parallel. Leadership is needed to spur innovation in the way we do things and applaud constructive changes, as shown by Southeastern. The creation of homogenous industry entities like RDG and RSG is therefore good news for the UK rail industry and both have identified skills as one of their principal work streams. These two organisations represent all the TRS communities in the UK that keep the

the resources required for traditional maintenance can be reassigned to more valuable tasks – or to manage the growth in the vehicles over the next five years.

current fleets running and will deliver and support the fleets to come – RDG for operator/maintainers and RSG for the supply chain TRS maintainers/OEM’s. So, with acceptance of the true training task to be delivered, consolidated leadership within the sector and a willingness to look at new ways of working that focus on performance, there is every reason that we will be celebrating the successful introduction and maintenance of over 3,000 more vehicles to the UK fleet by the end of CP5.

Information not data To do this the information from the remote condition monitoring system must be effectively 100 per cent accurate and simple to use so that it can be automated or acted upon immediately – two areas where RCM has struggled over the past 15 years in the rail industry. Dedicated RCM specialists, like Perpetuum, are now emerging that provide more than a wireless telecoms backbone, it provides the engineering expertise in the subsystem alongside software engineering to create robust bespoke algorithms that produces knowledge enriching information – not data. With robust information and a condition based approach working on a vehicle is the exception not the norm … and safety is improved as the actual status

Justin Southcombe is commercial director at Perpetuum

Tel: 023 8076 5888 Email: Visit

Allan Macdonald is project manager for rail at EAL

Tel: 01923 652400 Email: Visit

September 2014 Page 197

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Innovation and development are key requirements in today’s fast-paced construction world and, with the requirement for products with long life cycles, companies face the challenge of having to provide unique and long-standing solutions


ith its team of experts in the polycarbonate and roof glazing fields, Twinfix works on developing the best, newest and most cost-effective roof glazing products. A family business, Twinfix has been involved in the polycarbonate roof glazing market for nearly 25 years. Starting out as Thermoclear UK, it was the first British company to offer a range of 60mm wide glazing bars suitable for installing both multiwall and solid polycarbonate and it offers a wide range of progressive glazing options using this tough glazing material. Its innovative Multi-Link-Panel has been used in many different markets, such as in the replacement of broken glass or failed PVC in station canopies and depot roof lights, where its patented fixing method results in incredibly quick installation times – a real bonus when working with limited possession times. The Multi-Link-Panel is a cleverly designed and well-engineered roof glazing concept that combines simplicity with sophistication. It has long been available as a non-fragile system that conforms to the HSE’s approved drop test for non-fragility, ACR[M]001:2011. The Multi-Link-Panel NF is used extensively in the refurbishment of large station canopies, where it is used to protect anyone who gains access to the roof. These panels are also available with a thermal break for roofs that need a low U value, Multi-Link Thermal. There is also an option filled with Aerogel that offers even better energy savings. Historically-appropriate glazing Experts in glazing systems and the actual polycarbonate material itself, Twinfix’s forward-thinking approach to the construction market has led to the introduction of GW Polycarbonate, a 6mm obscured solid polycarbonate that looks like Georgian wired glass. It offers all the modern-day benefits of polycarbonate – it is virtually unbreakable and light in weight. This material can be used in Heritage areas and has been approved this year by the

Parliamentary Under Secretary of State for Communities and Local Government, for use in Grade II listed buildings. Twinfix’s GW Polycarbonate appeals in the rail marketplace because it is possible to retain the traditional old charm of a station while providing modern levels of safety for passengers and staff. Worcester station is a prime example of this; it features beautiful Victorian wall tiles, in which a modern-style roof would look completely out of place. Twinfix’s solution was to glaze with 6mm clear obscure GW polycarbonate that is fitted within a modified Multi-Link-Panel NF. The company has designed pressed-

aluminium cappings that have been manufactured in house and then retro fitted over the upstands and bases of the profiles, further simulating the original glazing system that was replaced. A different, but no less testing, solution was required in the refurbishment of the bridge that runs into Shrewsbury station. This had deteriorated so badly that Twinfix needed to design a new aluminium support system on which to fit polycarbonate glazing and Trespa panels. It proved to be a complicated project that involved two rows of solid obscure glazing sited above two rows of double-sided white Trespa

panels. The top three rows were fitted from the inside while the fourth row of Trespa had to be installed from the side closest to the river. The Twinfix 287/283 aluminium structural bar system was used to install all four rows, which required great care to match up the sight lines. Always looking for innovative ways of providing solutions to its customers’ needs, it was a natural step for Twinfix to commence manufacturing its own pressed and fabricated aluminium items – such as bespoke gutters, cills, roof flashings and louvres – that can be powder coated to match individual project requirements. Network Rail recently tasked Twinfix’s team to develop an inline access hatch for its Multi-Link-Panel. This is now in production and its use means that rail maintenance staff can clean out gutters from underneath, which is much safer than having to do it from above. Twinfix has been accredited to CHAS and Link-Up for many years, is a member of the construction supplier database, Constructionline, and is understandably pleased that it has recently been granted ISO 9001 status. With UK manufacturing often considered in decline, Twinfix is striving to buck the trend and demonstrate its skills in the construction opportunities available to it. With the backdrop of projects such as Crossrail’s great engineering tunnelling work, UK manufacturing and engineering is in rude health. Tel: 01925 811311 Email: Visit September 2014 Page 199

Business profile

A power entrance GateCare is a supplier of solar-powered gate solutions that are easy to use, environmentally friendly and commercially realistic. Their robust design and built-in safety features make them the ideal choice for rail


he expansion of Northamptonshire company Gatecare in the last three years has proved that solar-powered technology is gaining recognition not just as a viable gate automation alternative but as a preferred choice,’ said Malcolm Bowness, managing director of GateCare. The key benefit of Gatcare’s solarpowered technology is its total flexibility in a large number of locations; it makes remote isolated crossings, fields, roads, tracks or property, safe, secure and automated for user-worked crossings. Gatecare was approached by Network Rail to provide a system from its solarpowered gate openers range; the specified requirements requested were to: operate for up to 70 cycles a day, meet EMC (electromagnetic compatibility) standards, securely lock in both the open and closed

Page 200 September 2014

positions, ensure a safe operation that meets Network Rail, ORR and HSE standards. In meeting these requirements, Gatecare developed the Solar, POGO (Power Operated Gate Opener) system for UWC (user-worked crossings). The system provides year-round operation in remote locations without a mains power connection. More importantly, the development cut the potential risk to users by reducing the number of times the designated user is required to access the railway by a factor of 5:1. The robust, powered openers (actuators) enable users to open both gates at the touch of a button, following authorisation to cross from the signaller. Upon reaching the other side and confirming the crossing was safe, the cycle can then be completed by pressing

the other button. Due to the remote location of these commonly agricultural sites, there is normally no mains power available, making the decision to chose Gatecare’s solar-powered system an easy one. The green pound ‘Of course, the drive to go greener has been instrumental in us winning market share,’ added Bowness, who set up the company in 2010. ‘That has helped advance development

Business profile

The systems have heavyduty actuators that mean the gates cannot be forced open, whether by hand or high winds. However, the POGO system that each gate is fitted with ensures that the two solenoid locks on each gate will lock whether fully open or closed and today the systems we produce are extremely efficient and also highly reliable. The company now offers many options that are mainly focused towards rail, governmental, agricultural, equestrian, commercial and residential markets, which all have requirements for this type of product and service.’ The systems have heavy-duty actuators

that mean the gates cannot be forced open, whether by hand or high winds. However, the POGO system that each gate is fitted with ensures that the two solenoid locks on each gate will lock whether it is fully open or closed. An option is also available for the systems to be set to close automatically after a time delay of the clients’ choosing. There are multiple ways of opening and controlling the system, impressively the user can even open and close the gate while sitting on a sunny beach thousands of miles away, thanks to its mobile phone functionality. Gatecare systems have been available for more than 15 years so longevity is assured. They are refined and optimised for the UK and European markets so that they work in different climates. The need for constant sunshine to make solar power work is thankfully now a thing of the past and an increasing number of drivers, and the chauffeur-driven, demand this type of technology. Customer guidance and training Gatecare offers full installation, training and service programme agreements. In some cases customers are able to complete the work themselves, however, there are a few safety issues that have to be addressed

as the control system has an automatic safety cut-off. Gatecare will give advice and supply safety equipment in line with the regulations so that those who do install the system themselves are fully conversant with the guidance. While the agricultural and equestrian markets were initially Gatecare’s most successful industries in terms of sales, it is now seeing an expansion into commercial and utilities. Rail, schools, commercial operators and other service industries are already using its products and Gatecare’s customer base is growing. In addition, the company is testing new lines at its Real Life Testing Centre in Corby, where products are left on continual opening and closing cycles for long-term fatigue testing and component reliability assurance. In the near future, look out for impressive automatic barriers and sliding gates because, increasingly often, they will be solar powered. To see Gatecare’s POGO system in more detail, visit pages/networkrail Tel: 01536 266211 Email: Visit

Wallingford HydroSolutions Integrating sustainable development and the water environment +44 (0) 1491 692660

September 2014 Page 201

Business profile

Bridging the gap to station refurbishment Access for construction activities and passenger movement are two of the key considerations for station refurbishment projects. The need to provide safe, cost-effective and versatile solutions is fundamental, something that Layher can help with


he use of temporary access systems for station refurbishment projects often brings with it an overriding need for simplicity. An extensive number of components, for example, should be avoided for both time and safety reasons while severe limitations for crane access, which is often a problem, presents its own difficulties. This is the context within which Layher, the modular scaffolding manufacturer, has seen notable success in recent years. Alongside its Allround® system scaffolding, temporary roofing and Protect panel design – which, importantly, helps prevent unauthorised site access – the company has provided a proven and highly beneficial service to scaffolding contractors across the country that operate in the rail industry. The Layher Allround® Bridging Truss System is one of the latest additions to its range and Sean Pike, managing director of the German manufacturer’s UK office, explains its advantages. ‘The Allround® Bridging Truss System provides a safe, versatile footbridge and can also act as a support girder for heavy

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loads, both key factors in the station refurbishment field. ‘The system can be adapted to meet exact needs and is fully compatible with our established Allround® system, thus benefiting from the same wedge-head connection design and from a choice of bay sizes (either 2.07 or 2.57 metres) to provide optional walkway dimensions. Construction can be made either in situ or, where space permits, pre-assembled at ground level for craning into position, with structures quickly and readily assembled using simple bolt connectors.’ Pike pointed out that because the design follows the company’s modular philosophy, installations can be achieved almost irrespective of terrain and pedestrian traffic requirements: ‘Spans of up to 30m can be installed with, in all cases, high strength a key element of the design – for example only a 5cm deflection is noted over a 24m span.’ System debut The first use of the new system in the UK rail industry was at St Denys station, Southampton. The project, undertaken by scaffolding contractor Hadley Southern

for Geoffrey Osborne (the Network Railappointed main contractor) demonstrated clear-cut advantages compared to tube and fitting alternatives. The installation provided a highly efficient and effective means of ensuring access for passengers and was maintained during a three-month refurbishment programme of the station’s existing footbridge. Installed to span a total of 31 metres in two sections, and with a width of more than two metres, the Layher bridge provided access to all four platforms at St Denys. Importantly, the design of the Layher structure has avoided issues relating to alternative prefabricated bridging systems, which are designed to a fixed length and require craning into position as a complete unit. Thus, the absence of crane access at the site was not prohibitive and, moreover, the bridge was installed in significantly less time than would have been the case with tube and fitting, which would have required a multiple beam design to achieve the same loading. The bridge was fixed to three support towers that were also connected to Layher staircases; one at each end to serve platforms 1 and 4 and a central staircase descending onto platforms 2 and 3. The footbridge also gained from screening on both sides along its full length using Layher Protect panels – their installation taking around 90 minutes compared with an anticipated two days that would have been required to fix a ply-board alternative. Hadley Southern, which operates widely in the rail industry through its Link Up accreditation, highlights that of the two weekends allocated for the installation of the bridge, only one was needed – as opposed to the three that it would take with more-traditional materials. Due to the Layher concept being modular, it can be built from a support scaffold and if needed can be added to in 2.07 metre sections whenever required. At St Denys, the required minimum

Business profile

clearance of 4.20 metres above the live rail was met (the underside of the bridge sat at 5.10 metres) while the calculations relating to wind speed, arising both from train movement and the coastal location, were also accommodated. Super structure One of the larger examples of Layher’s Allround Bridging System was at Putney station, London, where Interlink Scaffolding installed a structure spanning 30 metres across two train lines. The

works incorporated two bridges, one was for construction use and the other was used to accommodate the 30,000 passengers who pass through the station each day. ‘This project had complex requirements in terms of design, health and safety and programming,’ said Mark Eddy, commercial director at Interlink Scaffolding. ‘We approached Layher, who worked closely with our engineers and Spencer, the main contractor, to design a system

that we erected in a total of just four days. With no previous experience of the system, our crew was fully trained prior to the start date with both safety and handover objectives achieved efficiently.’ The structure, which was removed around three weeks ahead of schedule, is an excellent example of the Layher bridging system’s versatility. Significantly, the client required a solution that could accommodate stringent site conditions that, again, had no crane access and also just a single track closure because of the lines’ heavy use. Layher’s Allround Bridging System fully met these objectives and played a key role in the construction project. Factors such as safety, project scheduling and duration, are all vital elements in the refurbishment of a train station. Layher has successfully delivered projects with its Allround® modular scaffolding system, temporary roofing and Protect designs and its Allround® Bridging Truss System. The systems provide clear-cut advantages for both scaffolding contractors and rail operators, which is a real plus for any refurbishment project. Tel: 01462 475100 Email: Visit


LPCB Security Rated Steel and GRP Enclosures and Doorsets Tested to LPS 1175 SR2 and SR3 and SR4 Please refer to Red Book Live for full listings

Morgan Marine Ltd Llandybie, Ammanford, Carms SA18 3GY Telephone: 01269 850437

September 2014 Page 203

Railway Technology & Support for your Safety & Comfort

Albatros are specialists is the design, manufacture and maintenance of equipment for the railway industry. The UK and Ireland are supported by Albatros UK Limited for services ranging from Warranty Support and Spare Parts Supply, Maintenance, Repairs and Overhauls through to Reliability and Performance Improvements. Albatros UK’s core activities centre on the maintenance of all makes of train HVAC equipment both within its facilities in Milton Keynes and via mobile services at customers depots. Other services alongside this include the support for our complete product portfolio that includes Pressure Vent Modules, Refrigeration Modules, Underseat Heaters, Toilet Modules, Static Converters, Battery Chargers, PIS, CCTV and Energy Metering.

Repairs & Overhauls Product Improvement Reliability Growth Spares For information, please contact Peter Jablonski - Managing Director Albatros UK Limited. Unit 9 Garamonde Drive, Wymbush, Milton Keynes MK8 8DF. Tel: 01908 305740.

Greensight - Identifi esInforms and Informs Greensight - Indentifies and Groeneveld: Celebrating 40 years of innovative products and services in over 30 countries

Greensight provides the driver with accurate information about obstacles in the vehicle’s path. KEY FEATURES AND BENEFITS t Adaptable & accurate t Multifunctional t Modular t ISO / DIN certified

Please contact us on 01509 600033 or Page 204 September 2014

Business profile

Take the high road Taking the step up from making ladders to manufacturing large-scale access systems for the UK’s most famous train stations has been 100 years in the making for Clow Group. Now, with a working relationship with Network Rail going from strength-to-strength, here’s to the next 100


low Group was established in the east end of Glasgow in 1913 by William Jarvie Clow and started out by manufacturing timber ladders and steps that were sold throughout the UK and Ireland. Very much a family business, the company was taken over by the founder’s grandson, Douglas Clow in 1980 and since that time it has expanded considerably. A notable achievement for the company was becoming the first UK manufacturer of fibreglass ladders, which were the first of their kind to be approved by British Rail. The development of the all-fibreglass Clow Euroglas ladders was recognised in 1991 after the company was awarded the John Logie Baird Award for Innovation. Since then, there has been particular growth within the engineering division with a number of large-scale engineering projects commissioned, including Forth Road Bridge and a wide range of Network Rail projects. The fourth generation of the family, Cameron, took over as managing director in 2007 and a year later the company was granted a Royal Warrant as manufacturers of access equipment to Her Majesty the Queen. It is now one of the largest independently-owned manufacturers of ladders and bespoke access solutions in the UK. Clow Group specialises in the design, manufacture and installation of standard and specialist access equipment and it provides innovative and cost-effective solutions to all manner of access and design problems. The company offers a complete in-house service, which includes the submission of drawing and quotations, system design, loading calculations, in-house production, delivery, installation, testing

and commissioning, repair and maintenance contracts, in addition to site-safety inspections and surveys. Commissions range from one-off fabrications to multi-million pound contracts and all are built to exacting standards and regulations. Its fabrication range is extensive but tends to be based on one of the following core products: roof access systems (walkways, mobile gantry ladders, safety track systems and fall arrest systems) and structural access and maintenance systems (access platforms, access cradles, bridge access systems and maintenance ladders and steps). Large-scale projects In 2011, Clow Group performed the installation of roof access walkways and traversing stairways as part of a major refurbishment of Paddington station’s roof. This was to provide access to all areas of the roof for maintenance and cleaning without changing the amenity provided by the existing access system. Due to the original structure being listed, work was undertaken in conjunction with English Heritage, which required the design of an advanced access system that increased functionality but reduced any visual impact upon the structure. In 2012, a commission for the design, fabrication and installation of Telescopic Inverted ‘V’ Gantries and walkways was completed at Gourock railway station. The work involved the design and installation of complex trapezoid access systems that were installed after the roof was completed, in order to access not only tapered but also non-parallel roof glazing. In 2013, Clow Group was commissioned to refurbish access systems at the architecturally award-winning Glasgow Central station. The work required the company to install improved walkways and rolling gantry systems to give access to the existing glazed roof walkways on the roof perimeter.The station was fully operational during the works, which meant that special considerations had to be made to ensure the safety of station staff and members of the public. Another important factor was the potential for noise disturbances when work needed to be carried out outside of normal working hours, consideration for which had to be given prior to the planning of works. Also, in the same year, the Clow Group completed the refurbishment and replacement of Edinburgh Waverley

station’s roof glazing and access equipment. Covering more than 25 acres, Waverley is the second largest station in the UK and has the third largest glazed roof. As part of this project, more than 34,000m2 of glass was replaced. The Clow Group was responsible for the design, fabrication and installation of more than 5km of aluminium walkways, complete with hinged fibreglass open-mesh grating, running gantries, safety cages and fixed-access ladders. Network Rail partners For more than a decade the company has provided an ongoing PPM (planned preventive maintenance) to Network Rail for the maintenance and inspection of roof access equipment. Its in-house team of surveyors, design engineers and maintenance engineers is available to carry out site safety inspections, surveys, refurbishments, repair, and maintenance work throughout the UK. As industry experts, the Clow Group offers a multi-disciplinary design, fabrication, installation and commissioning service in a broad range of core products. Its range includes walkways, fixed-access ladders, mobile safety cages, mobile gantry ladders, safety line systems and bespoke roof-access systems. The company endeavours to continue providing the industry with the high-quality work and expertise that it has contributed over the years and, following its successful working relationship with Network Rail, looks forward to building on this reputation in the years to come. Tel: 0141 554 6272 Visit September 2014 Page 205

People News HS2 Ltd appoints Alistair Kirk Kirk joins this month as programme & strategy director with responsibility for the integration, planning and control of the overall HS2 programme (phases 1 and 2). Kirk was previously with EC Harris, part of ARCADIS, a global transportation consultancy, where he led its infrastructure business in the Middle East. Simon Kirby, HS2 Ltd CEO, said: ‘Alistair has an excellent track record across the defence and rail sectors. Moreover, his Middle East experience, where transportation is being heavily invested in, will also be particularly relevant to helping ensure we deliver the wider benefits of the HS2 programme.’

New chairman for Eversholt Rail Keith Ludeman has been appointed non-executive chairman of Eversholt Rail. He succeeds Graham Love. Ludeman has more than 40 years’ experience in the transport industry, including 15 years working with the Go-Ahead Group, where he was chief executive from 2006 to 2011. He stepped down in July from the board of Network Rail, where he was a non-executive director.

New director of safety at Spencer Rail Richard Sharp has joined the company from J Murphy & Sons, where he was head of rail compliance. He also chairs a number of industry groups including the new Railway Industry Supplier Qualification Scheme (RISQS). Page 206 September 2014

RBF welcomes new chairman The Railway Benefit Fund has appointed Tim Shoveller to the role. He has joined the RBF board and will become chairman on 1 January 2015. Shoveller is currently managing director of South West Trains and Network Rail’s Wessex Route. RBF deputy chairman Simon Osborne said: ‘This is an exciting time for us as we review our strategy and offering for the railway family. It is a pleasure to welcome Tim to the board at such an important time.’

New leadership team for Bombardier Transportation The company confirmed its new team in the UK earlier this summer following the departure of former MD Francis Paonessa, who has joined Network Rail as managing director infrastructure projects. Noel Travers has been appointed as interim managing director and head of projects; Peter Doolin will retain responsibility as head of projects for Crossrail and London Underground. Both appointments report to Laurent Troger, president Western Europe, Middle East and Africa Division.

People News Sharon Flood joins Network Rail Flood has joined as a non-executive director following the departure of Mike Firth. She held senior finance and strategy roles within the Kingfisher Group before joining John Lewis department stores as finance director in 2005. Since 2012, Flood has worked with Sun European Partners, an international private equity investment advisory firm, as group chief financial officer. Network Rail’s chairman, Richard ParryJones, said: “Sharon will help us in our drive to deliver value for money and spend every penny of our multi-billion pound investment programme wisely.’

New railway chaplain for Glasgow The Railway Mission has appointed Ruth McBean as railway chaplain for Glasgow and the West of Scotland Railway Network. McBean has experience volunteering for a wide range of charities and organisations, most recently for Work Place Chaplaincy Scotland.

Police authority stalwart relinquishes post The British Transport Police Authority (BTPA) has bid farewell to Lew Adams, a member who has been with the Authority since its inception in 2004, and who has ensured the interests of rail staff and BTP officers were at the heart of the Authority’s decisions. Andrew Figgures, chief executive of the BTPA, said: ‘Lew has been a stalwart supporter and ally for BTP officers and has brought with him vast experience of the rail industry.’ BTP’s deputy chief constable, David McCall, added: ‘Lew has consistently looked out for the interests of BTP and our officers and his voice has been heard loud and clear particularly when it comes to their health, safety and wellbeing.’ September 2014 Page 207


Rail Executive - delivering improvements that will make our railway truly world-class Rail Executive was established by the Department for Transport to take Britain’s railway into the future. Our mission is clear: to lead a world-class railway that creates opportunities for people and businesses


ith £16 billion in government funding behind us and strong leadership in the driving seat, we have a real opportunity to shape the future direction of one of the country’s most vital industries. Rail Executive’s remit encompasses some huge infrastructure projects, including the InterCity Express Programme, Thameslink and the biggest construction project in Europe, Crossrail. It is running a more ambitious franchising programme than ever before and works with HS2 Ltd and Network Rail to plan for the railway of tomorrow. It also manages today’s network through times of disruption. Putting passengers at the heart of the journey The focus on customers is keener than ever before. Thanks to a culture of commercial expertise and innovation, Rail Executive aims to achieve greater coordination between rolling stock, track, stations, and freight and passenger services. It is also working much more closely with the wider rail industry. Through collaboration and a more responsive approach, it is able to achieve a railway that is high performing and affordable – that puts the people and businesses that use it first. This is your chance to get on board To help prepare for the challenges ahead, Rail Executive is committed to attracting and developing commercially astute professionals from both inside and outside the rail industry. It’s an exciting time to join us. You’ll become part of a new organisation with a genuine sense of energy and purpose. Whether you take on a role in passenger services, major infrastructure projects, dealing with extreme weather or getting the best possible value for the taxpayer,

Rail Executive Page 208 September 2014

the work you do here will leave a lasting legacy for Britain’s railway. Gain invaluable knowledge and experience Here, you’ll be exposed to some incredibly high-profile projects, where your work will impact millions of passengers, thousands of businesses and the entire economy. Rail Executive will make sure you have the support and professional development opportunities

you need to grow your expertise. So it’s not only the chance to be part of widescale transformation, but also to develop knowledge and skills that could make your future as bright as our own. Opportunities From Commercial Managers to Project Managers and Rail Operations Advisors, there are a variety of opportunities to realise Rail Executive’s ambitions – and your own.


CHIEF EXECUTIVE, Railway Study Association A high-profile role, leading the development and expansion of the Association as the rail industry moves forward. Key skills required include relationship management, business planning and the ability to work with a voluntary President and Council. Consultancy basis, up to 10 days’ input per month. Two year initial contract. Remuneration negotiable. Experience required • A track record in relationship management with senior leaders • Proven business planning and strategic development competency • Experience in working with volunteers • Understanding of the institutional and strategic framework of the rail industry

Closing date: 21 September 2014 Further details of the role are available on our website: Enquiries and applications (CV and covering letter) to: CEO Railway Study Association PO Box 375, Burgess Hill RH15 5BX Tel: 01444 246379

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

Call Dean Salisbury on 01268 710957 or email


September 2014 Page 209


We’re transforming the future. Will you? We are Amey, the faces behind the services people use every day. From roads, railways and schools to waste disposal, airports or the energy and water you use in your home. Together with our partner Sersa we are transforming the delivery of trackworks in the UK. In a contract worth up to £400m over 10 years we are renewing Switch and Crossings (S&C) in a new way for Network Rail, across two thirds of the UK’s rail network. Working within multi skilled teams, you will be provided with full training to work with innovative plant and equipment from Europe, in use for the first time in the UK. Based from Crewe, Manchester, Doncaster and Glasgow we’re looking for: S&C Design/Installation Engineers • Permanent Way/Track Engineers OLE Design/Installation Engineers • Construction Engineering Managers Testers in Charge • Commercial Managers We’re looking for passionate individuals to join us on this exciting and transformational journey. To find out more visit and search ‘S&C’

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Driver Manager - Central region Do you have what it takes to become a Driver Manager? Now is the time to find out! With the announcement of electrification, the Intercity Express Programme (IEP) and other major developments we are currently seeking a self-motivated, flexible person to join the Central region driver management team. We are currently seeking a selfmotivated, flexible individual to lead our team of Drivers based at Penzance. Reporting to the Regional Driver Manager West, you will need to be able to demonstrate strong and proactive leadership skills, able to engage with your team and other colleagues to deliver the high quality standards you wish your team to achieve. You will be responsible for delivery of FGW’s commitment to ‘Putting the Customer First’; by ensuring we have a well-motivated competent workforce that can meet our Customer expectations by delivering a safe punctual train service. You will be expected to supply subject matter expertise relating to the development of company standards and working practices through activities such as risk assessment and participation in working groups. You will line manage a team of drivers and must be prepared to work flexibly and travel to locations throughout FGW to meet the overall company assessment and management plans. This post also has an on-call commitment, as well as out-of-hours and a requirement to work one weekend in four. To succeed in this role, you need to have an excellent knowledge of FGW operations, confident in engagement with front line staff and understand train performance budgets. You must also be a strong team player with excellent interpersonal and communications skills. A flexible approach to work and the ability to learn / adapt to change are also essential. You must also be self-motivated, committed to delivering results with minimum supervision and able to use your initiative appropriately. The ability to work methodically and create / maintain current accurate records is also essential. Good IT skills with a basic knowledge of word processing would be an advantage. This post has an On Call commitment, as well as a requirement to work weekends and out of hours. Current Train Driving competencies are not an essential requirement for the role. Experience using people skills and working within a team environment are essential and you should be able to demonstrate these key skills, with a flexible approach to work and the ability to lead change.

For further details and to apply please visit

Find more jobs at: @ATA_jobs


Signalling Designers Salary ranging from £35,000- £75,000 dependent on experience


Site Managers/Agents & Supervisors Salary ranging from £38,000- £50,000 dependent on experience


London, Swindon, Bristol, Hertfordshire, Manchester, Birmingham, York & Glasgow

North West, Midlands, Scotland, South East and Western

ATA Recruitment are currently working on behalf of the UK’s leading rail signalling contractors, covering a variety of multi-disciplinary projects nation wide. Opportunities include framework agreements and major tendered schemes, regenerating the UK’s rail infrastructure.

ATA are working on behalf of the UK’s leading principle contractors, recently successful in securing 5 year framework agreements for rail infrastructure regeneration. All framework agreements are regionally based and incorporate multi-disciplinary projects including: civil engineering, station regeneration, bridges and structures.

Planning Manager Salary negotiable dependant on experience + package


Our client is a highly reputable civil engineering contractor who has had continued success in securing innovative projects across rail, highways and structures. After recently achieving major growth plans, there across multiple projects.

For further information on the above roles or to enquire about other vacancies with ATA, please contact the Rail team on: 01332 861326 or email your details to referencing RAILPRO + JOB TITLE

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

Contact us by visiting:



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Rail Professional September 2014 issue  

Rail Professional September 2014 issue  

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