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september 2017 Issue 235 £4.95


Interview ORR’s Ian Prosser on managing change

Security solutions What’s the real cost?

Bi-Bi-electrification Why it’s the right decision

We offer a bespoke service, however complex and whatever project size. Our specialised team of Engineers will work with you from the very start of the pre-planning stages and throughout the project, right to the end - assisting you in the design, construction, installation, upgrade and maintenance works. Developing need analysis reporting and relevant system certifications, our work is always to the very highest quality. SMART planning helps us to achieve multi project interfacing whilst practicing great diversity throughout - minimising risk, offering a performance which is, a safe environment, rich in industry knowledge and individual expertise.

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september 2017 Issue 235 £4.95


Interview ORR’s Ian Prosser on managing change

Security solutions What’s the real cost?

editor’s note

Bi-Bi- electrification Why it’s the right decision

SEPT 2017 - MASTER.indd 1

21/08/2017 10:07

PUBLISHER RAIL PROFESSIONAL LTD Hallmark House, Downham Road, Ramsden Heath, Essex CM11 1PU Telephone: +44 (0)1268 711811 EDITORIAL EDITOR LORNA SLADE BUSINESS PROFILE EDITOR SAM SHERWOOD-HALE DISPLAY ADVERTISING CHRISTIAN WILES HANNAH CARRATT KELVIN HOLT BEN WARING RECRUITMENT ADVERTISING DANIELLE BURWOOD MARKETING MANAGER AITANA BRETON SUBSCRIPTIONS AMY HUDSON ADMINISTRATION CHERIE NUGENT LISA ETHERINGTON GILLIAN DUNN DESIGN & PRODUCTION MILES JOHNSTONE Rail Professional welcomes contributions in the form of articles, photographs or letters, preferably by email. Original photographs may be submitted, but, while every care will be exercised, neither the editor nor the publisher take responsibility for loss of, or damage to, material sent. Submission of material to Rail


elcome to this September issue, the first after the summer break and themed around safety, security and stations. We have a wide range of pieces including an interview with Ian Prosser, chief inspector of railways and director, railway safety at the Office of Rail and Road. It was a pleasure to meet Ian and we covered a number of topics, including devolution of Network Rail’s routes, where he would like to see evidence of stronger assurance ‘because we find issues the management should have found’. IOSH’s David Porter makes the point that it’s all very well incentivising performance through ‘reputational rivalry’ between routes, but the focus on performance and efficiency will need to be balanced by an appropriate emphasis on safety to ensure there are no unintended consequences from this new structure. Porter strikes a very similar tone to Ian Prosser, who cautions that with the industry in the midst of a great deal of change, it’s important to ‘realise it’s about hard work, slog and continuous improvement, it’s not about leaping around.’ Chris Cheek’s piece on page 43 pulls no punches, and reading between the lines he thinks the new rail ombudsman is a bad idea: ‘the last thing we need in the rail industry is a new body with another set of initials whose role in life is going to make the reality of running the trains even more difficult and complicated than it already is.’ That might be the case, but it’s going to happen and as Darren Fodey and Richard Shepherd point out on page 27, ‘it is essential to get the role of the ombudsman right from the start: failure to address the fundamental issues at inception may not encourage the right behaviours. Indeed, it could discourage investment in the railway...’ We all know a certain disingenuousness forms part of the balance of tension between government and the industry; as Cheek says ‘The truth is that, as always, politicians like to pretend that problems and difficulties are nothing to do with them.’ Paul Maynard’s statement that he is ‘committed to putting passengers at the heart of everything we do’ may roll off his tongue easily, ‘except’ points out Cheek, ‘he knows full well the Treasury will always have the power to pre-empt him or change his decisions because of a lack of funds. And that ultimately, all Whitehall decisions are political and not consumer-driven.’ I like the subtle reference to that tension in RDG’s response to July’s RPI figure, the usual quote by committee this time worked in the phrase ‘and politicians set increases to season tickets’. ‘Many rail industry costs rise directly in line with RPI’ the RDG states, and while that’s true, isn’t it the case that some legacies are productive, others just serve to further damage a reputation?

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Lorna Slade Editor

© 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

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Rail Professional





Women In Rail Rising Stars Announced; Customer satisfaction on the rise, says IoCS; Virgin Trains leads reputation Index; Transport sector hit by rise in bad debt; Transport links more important than good schools, says new research; Princes Trust grads employed by GTR; New Crossrail station images; Nine year old wins Network Rail Safety poster competition

In the passenger seat


Better day-to-day train performance will help passengers trust industry promises, says David Sidebottom

Delivering the goods


Chris MacRae looks at the key policy challenges facing the rail freight sector

Laying down the law


With a potential for having to defend tribunal claims dating back to 2013, employers should prepare a contingency plan, says Martin Fleetwood

All in a good cause


Darren Fodey and Richard Shepherd look at the consequences of new passenger protections for train operators

Opening the floodgates?


With employment tribunal fees being ruled unlawful, Sam Murray-Hinde looks at the impact for rail operators



The decision to pull key rail electrification projects is long overdue, says KatieLee English

No contest


Network Rail’s positive response to Hansford is welcome. Suppliers stand ready to take a greater role in financing UK rail, says Darren Caplan

The Cheek of it


Rail ombudsman: addressing the customer deficit or papering over the cracks, asks Chris Cheek

Still as attractive


Rail Professional

Raman Singla looks at financial risk increasing among UK rail operators



We’ve had some issues around driver controlled operation, so we are focused that all this change is managed effectively by the duty holders, because we’ve seen a number of instances where we wouldn’t have had some of the problems we’ve had if that was the case

Interview p90

IRO News


News from the Institution of Railway Operators

An art to this


With the industry going through significant change, David Porter looks at the health and safety implications

A collaborative spirit


Jamie Kerr looks at the challenges and successes of public-private sector partnerships regarding development in and around stations

Unlocking growth, strengthening communities


Femi Ogunbiyi looks at a new approach to stations investment

Small changes, large differences


Making improvements at small stations can help tackle inequality among London’s workforce and provide a wider pool of workers, says Richard Freeston-Clough

Insight and open oversight


BTPA is committed to doing as much business in public as possible, says Charlotte Vitty

Women in Rail


Recognising the potential of women is crucial if we are to make rail more appealing to an evermore diverse range of people, says Adeline Ginn

Who will be the first?


To really move the dial on gender diversity, individual companies should focus on key interventions, says Lorna Fitzimons

In principle...


Tim Loughton MP looks at how the new ombudsman will rebalance the industry, and reviews a recent meeting about Southern

Three lessons for investing in infrastructure


Graham Atkins says it is more important than ever that government makes the right rail investment choices

Rail Professional



A bit specialist


The industry must focus on tech skills in 2017, says Paul Payne, if operators truly want to harness the full potential that technology could offer

Time to open up


Push and pull from the supply chain can help Network Rail choose a different track, says Tim Slesser

Business news


3M; Petrotechnics; Atkins; Arriva Rail London; Greater Anglia; ProGARM; Capita; TfGM; GTR; nextbike; Siemens; William Cook Rail; new members of the Rail Alliance

Business profiles


WAGO; Ejot; Dilax: Capitol Industrial Batteries; KEE Safety; Scott Parnell; CMS Cepcor; Wade Spring; MTM Power; Univar; BemroseBooth Paragon; Rail Business Awards; Exova; Glow; VolkerFitzpatrick; Cereno; Newcastle Rail Academy; O.L.D. Engineering; Twinfix; Shire UK; The Coleman Group; Swain; JSP Sonis



The (real) price of security solutions


James Kelly looks at how sensible security procurement can help rail operators to minimise whole-life costs while improving security

Getting railway security on track


There is no better time to overhaul safety measures, but the fortress mentality should be avoided, says Iain Moran

Rail Professional interview


Ian Prosser, chief inspector of railways and director, railway safety at the Office of Rail and Road, spoke to Lorna Slade about managing change, the Southern dispute, the highs and lows of his career, and football

Spend as you travel


Ian Reynolds looks at the rise of the commuter shopper and the opportunities that presents for online retailers and Toc’s alike

Going private


Donna Butchart looks at why Earned Value contributes to the success of major rail projects

Rail Professional

Andy Mellors; Jacqui Dey; Neil Drury; Alan Penlington; Joost Noordewier; Chris Cornthwaite; Seamus Scallon; Scott Kelley; Mark Fielding-Smith; Steve Owens; Paul Fancis; Philip Meikle; Tim O’Neill; Richard Jones

Time to upgrade your wipers? 7 NEWS |

... introducing PSV’s new replacement system

Rising Stars announced

News in brief... Pudding or pie? George Osborne has called on the prime minister to commit to building high-speed rail links across the north, saying a ‘northern powerhouse’ network connecting Liverpool to Hull must be planned for as HS2 goes ahead. RMT’s Mick Cash has accused Osborne of ‘hypocrisy’ however. ‘This is a man who was the key player in governments which presided over fragmented, cash-starved and privatised rail across the north and which put profiteering first while passengers were left rammed into clapped-out, lashed-up Pacer trains.’

Women in Rail has announced the results of its 20 Rising Stars of the UK rail industry 2017 initiative. The first of its kind, the initiative aims to showcase remarkable women in the early stages of their career in the railway who have already made an impact by demonstrating outstanding technical abilities, personal values and proactive thinking. More than 100 nominations were received from men and women across the industry with Women in Rail’s steering committee describing choosing the winners as ‘a very hard task’. The Rising Star initiative will give colleagues, customers and peers an opportunity to celebrate their role models and other inspirational women in UK rail, and give women a distinctive platform to share their early career experiences, showcase innovative ideas and inspire the next generation of women in the sector. The 20 distinguished winners and most inspirational women in rail are: replacement system • Ambre Pastor, field engineer – TSO (ATC, contract C610 of Crossrail) • Ana Walpole, senior structural rail engineer – AECOM • Anni Feng, consultant – Arup • Ansuya Oogur-Ramhota, senior consultant – Arup • Catherine Lough, assistant project

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developers to Crossrail be • Motors (24vwilland 110v) reached a year ahead of schedule, • Linkage systems according to TfL. As part of the funding arrangement with • Control switches government, TfL is to raise £600m towards Crossrail’s £14.8bn& costspares • Components

manager infrastructure – Colas Rail • Emma Clarke, assistant civil engineer – Atkins • Gabi Mason, commercial manager – Bombardier Transportation • He-in Cheong, mechanical engineering consultant – Arup • Lauren Jones, scheme project manager – Network Rail • Katrina McVitie, train presentation manager – Merseyrail • Lucky Sahota, assistant project manager – Carillion • Lucy Diaper, geotechnical engineer – Geotechnics • Maxine Prydderch, assistant design engineer (Civils) – Network Rail Infrastructure • Rebecca Taylor, sustainability manager – Alstom Transport • Rhianne Evans, innovation research & development lead – Virgin Trains East Coast • Rossana Gosende, field engineer – Costain (ATCjv) • Rupa Nazran, electrical apprentice – BMSL • Sara Martinez, E&P engineer (CRE) – Colas Rail • Sarah Clayton, PCU construction manager – London Underground • Vicky Reveley, conductor team manager – Arriva Rail North (Northern)

through the mayoral community infrastructure levy (MCIL) and Customer satisfaction on the rise in transport sector, Section 106 contributions. The levy brought in £137m last year, bringing but companies urged to resolve issues at source the total after four years to £382m handling and customer experiences over the The latest report by The Institute of on a cash basis. A record quarterly • Arms phone. Customer Service reveals levels of income of £39.7m was brought in for • Wiper blades The secures the top spot customer satisfaction within the transport the fourth quarter of 2016/17, but • Motors (24v and 110v) as highest scorer in the industry, while industry as stable. However, with more • Linkage TfL said systems it is ‘not anticipated that this London Midland is the most improved. The customers complaining than ever before, • Control figure isswitches likely to be replicated in the report reveals five of the 20 most improved the Institute is urging companies to resolve • Components & spares organisations within the solutions overall UKCSIfor are train issues at source. coming quarters’ . It also cautioned Whether your trains operate in the heavy snow of We offer robustly engineered train operating companies. The UK Customer Satisfaction Index that future contributions will be thedependent mountains, the heat of the desert, or the harsh builders, upgrades for operators Compared to the UK average, the (UKCSI) scores the UK’s transport sector and system on ‘a stable property transport sector scores about the same at 74.5 out of 100 for overall customer salty environment of the coast... you need a wiper (especially those experiencing a high LCC on market related to economic activity’. satisfaction – 0.1 points higher than its July for customer effort but is weakest for

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

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

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... introducing PSV’s new rep News in brief... A fine mess Welsh economy and infrastructure secretary Ken Skates should lose responsibility for transport, a senior Plaid Cymru AM has said. The BBC reports Adam Price saying a ‘mess’ over the next Welsh rail franchise and the Circuit of Wales showed Skates could no longer handle his ‘wide-ranging brief’ and that a new cabinet secretary for transport position was needed. Ministers accused Plaid Cymru of playing ‘political games’ with the rail situation for its ‘own narrow ends’. A row has erupted between the Welsh and UK governments over the future of the rail network in Wales, with UK ministers threatening to put bids for the Wales and Borders franchise on hold. What a Night Economic and passenger numbers for the first year of Night Tube services have topped expectations, boosting the capital’s economy by £171m, says TfL. Also new research by London First and EY has predicted that the Night Tube will now be more beneficial to the economy than had been previously forecast, with latest estimates indicating that over the next 30 years it will add £138m of value to the capital’s economy each year - 79 per cent higher than the previous forecast of £77m. A living thing Northern has signed up to the national Living Wage Foundation

problems and complaints is slightly more than last year. 16.2 per cent of customers experienced a problem, compared to 15.4 per cent a year ago. The UK average is 13.1 per cent. The most common issues are related to the quality and reliability of goods and services (41.9 per cent) and late delivery or slow service (40.9 per cent). Jo Causon, CEO of The Institute of Customer Service, said of the report: ‘Overall customer satisfaction is at its highest point since January 2014, the highest score ever, but this still has to translate into customer advocacy.’ She continued: ‘With prices predicted to rise faster than incomes in the next year, it’s likely customer requirements will become even more exacting. Quality and consistency

of the consumer journey is key to creating relationships that connect with the diverse and evolving needs of today’s consumers. Although effective complaint management does contribute positively to satisfaction, preventing problems at the source is a far more effective guarantee of loyalty and recommendation.’ Concluded Causon: ‘The findings from this report paint a clear picture for the transport sector: in order to continue building on customer satisfaction in an uncertain economic climate, place the customer at the centre of business strategy – or risk losing out to those who do.’ The retail (food and non-food) sector is the top overall for customer satisfaction, whilst banking is among the most improved.

Virgin Trains Leads New Rail Reputation Index

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Virgin Trains is the UK rail brand with the highest level of customer advocacy, Chiltern Railways records the strongest reputational performance among commuters, and Grand Central rates highest among passengers who travel for leisure. These findings come from the Rail Reputation Index, launched recently by BDRC, using the ...(NPS) introducing PSV’s new replacement system Net Promoter Score as the key performance indicator for benchmarking 23 of the UK’s leading train operating companies. Virgin, Chiltern and Grand Central are three out of only five Toc’s to record a positive NPS: for the remainder, brand ‘detractors’ equal or outnumber their ‘promoters’. Commenting on the first wave of the Rail Reputation Index, BDRC director Tim Sander said that it was important for train companies to consider the softer and more emotional dimensions of brand positioning, as well as the harder, functional aspects: ‘Of course there is a strong link between operational performance and brand reputation – but this is far from the whole story. Some rail brands have managed to build a stronger emotional connection with their customers on the attributes which matter and, as a result, benefit from higher levels of customer advocacy and, in some cases, tolerance of service problems when they occur.’ Designed to complement existing performance measures in the industry, the Rail Reputation Index has a commercial emphasis and seeks to support train operating companies in delivering an enhanced customer experience, a stronger brand reputation and well-differentiated positioning. • Arms • Wiper blades • Motors (24v and 110v) • Linkage systems • Control switches • Components & spares

• Wiper blades • Motors (24v and 110v) • Linkage systems • Control switches • Components & spares

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the mountains, thein heat ofowed thetodesert, orsecond the harsh The sector experienced a huge increase bad debts it during the quarter of 2017, with unrecoverable debt rising by 178 per cent from £2.6 to £7.4 million. The average salty environment of the coast... you need a wiper amount of each debt also spiralled, rising from nearly £7,800 to more than £19,000. At the same system cantorely on. mushroomed, growing by 161 per cent time, however, debts owed byyou the Looking tosector lowersuppliers youralso Life Cycle Costs? PSV can help. from £13.3 million to £34.8 million.

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

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

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We offer robustly engineered solutions for train builders, and system upgrades for operators (especially those experiencing a high LCC on

Photo reproduced under the Creative Commons Attribution 2.0 Generic license. Credit:

PSV Wipers Ltd, Navigation Road, Diglis, Worcester WR5 3DE, Un

Time to upgrade your wipers 9 NEWS |

... introducing PSV’s new replacement system

Time News in brief... to upgrade your wipers? The figures were released in the Creditsafe Watchdog Report, which tracks quarterly economic developments across the Transport sector. The growing bad debt problem in both directions came despite the sector having a strong quarter in terms of sales. Revenue grew by 4.1 per cent to £201.4 billion between April and June. Other positive aspects for the transport & logistics industry were a 11 per cent drop in the number of business failures (falling from 133 to 119) and a drop of over 40 per cent in companies having a CCJ against them (down from 1,471 to 843). Rachel Mainwaring, operations director at Creditsafe, said: ‘It is concerning to see such large rises in bad debt in the transport sector. While the amount of bad debt owed to the sector is lower in real terms than some other sectors like construction, nevertheless to see such a spike raises questions about credit health. The almost equally large rise in bad debt owed by the sector is not encouraging either.’

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following a pay rise for 185 employees, including train presentation operatives, who received a near 8% increase to £8.45 per hour. Northern MD Alan Chaplin, who pointed out the move follows a recent 2.6 % rise for frontline workers, said: ‘Joining the Living Wage Foundation reflects the value we place in our people, ensuring they have sufficient income to support their families.’

Transport links more important than good schools for house-hunters

Good transport links are more important than good schools and job prospects for Not so slim shady those moving house in the next five years, according to new research from Exterion RMT says its analysis of government Media. data shows the three ‘foreign Nearly a third of respondents use their local station to shop, even when not travelling and backed’ Rosco’s enjoyed a profit more than one in four frequent rail users see their local station as a community hub. margin of £200m in 2015-16 and The research, by Exterion’s consumer panel reveals how those living in cities feel about transport around the UK. that passengers could see a 2.1% When it comes to choosing a place to live, 60 per cent of say transport links are the most fare cut if the ‘rip-off’ was ended. • Arms important factor to consider, ranking above being closer to friends and family (28 per cent) The data shows the three Rosco’s and good schools (17 per cent). Even for those with children in the household, transport (55 Wiper blades received £1.4•billion with costs of per cent) is still ranked higher than schools (41 per cent). £1.2 billion –• a margin that equates The study also revealed that rail stations are highly regarded in local communities as they Motors (24v and 110v) are increasingly becoming hubs for retail and entertainment, rather than just a place to board to more than 2p of every pound • Linkage systems a train. 31 per cent of rail users say they like to visit their local rail station to shop and 43 per spent on a ticket. General secretary cent see it as a source for local information, saying they would be interested in a free app that • ‘IfControl Mick Cash said: fare payers switches sent them promotions for nearby cafes, bars and restaurants. Frequent rail users are actually thought it was the private rail more satisfied with their local rail station than those who tend to travel less, and are more • just Components & spares companies that were bleeding interested in amenities such as toilets on the platform (69 per cent) and more cash machines (55 per cent), rather than big redevelopments. them dry they ought to take a look When it comes to the physical journey, the research found that people who regularly use at the shady world of the rolling local transport links are engaged with the station environment, and like to see a mixture stock companies.’ of adverts along their journey. Over half (66 per cent) of rail users say they don’t feel their station is too cluttered with advertising, and 41 per cent say they notice when a new advert Slowed up appears on their regular route, suggesting that frequent rail users see advertising as a welcome distraction on their journey. New research from the GMB shows As well as being engaged physically, the research found that being connected via average journey times to work have technology is essential for the modern ‘always on’ UK traveller, with 70 per cent saying it is slowed over the last five years with important to have Wi-Fi at railway stations. Further to this, nearly half (41 per cent) of rail Whetherincreasing your trains operate in thesay heavy snowlike ofto be ableWe offer robustly engineered solutions for train the average commute users theysnow would to use their smartphones to collect content from posters Whether your trains operate in the heavy of We offer robustly engineered solutions for tra mountains, or the harsh and forthan operators from 27 to 29the minutes between the heat of theatdesert, rail stations, further suggestingbuilders, that Brits see railsystem stationsupgrades as much more a travel hub. the mountains, the heat of the desert, or the harsh builders, and system upgrades for operators Jason Cotterrell, group development director at Exterion Media, said:a‘With recent 2011 and 2016. Rail passengers salty environment of the coast... you need a wiper (especially those experiencing highthe LCC on on ticket fares, we wanted to get equipment). to the heart of what people really want from LCC on salty environment ofrely theon. coast... price youhikes need a wiper (especially those experiencing a high have the longest average system youjourneys, can original their journey experience. Our research shows that these are people with active social at 66 Only London system can rely on. original equipment). lives, who want to shop, connect and dine out, and see stations as a hub for this activity – At PSV, we’ve been developingtransport and manufacturing Our manufacturing facility in Worcester also has a operators are recognising this.’

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Looking loweryour your Life Life Cycle PSV cancan help. Looking to to lower CycleCosts? Costs? PSV help.

for overand 35 years (with 20 At PSV,quality we’vewiper beensystems developing manufacturing years experience working within the rail industry). quality wiper systems for over 35 years (with 20 years experience working within the rail industry). We are a proud supplier to international OEM

Time to upgrade your wiper highly experienced team of in-house designers Our manufacturing facility in Worcester also h and engineers who will work you ... introducing PSV’salongside new replacement system highly experienced team of in-house designers to meet your individual needs. and engineers who will work alongside you

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

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

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News in brief... Underground and light rail passengers reported faster journeys. Eight of the areas with the ten longest average commutes were in London, and all were in the South. Jude Brimble, GMB National Secretary, said: ‘This isn’t just bad for commuters and the economy – it’s a huge strain on the people who build and maintain our transport infrastructure.’ Minds the gap South East England Councils (SEEC) is calling on government to increase South East infrastructure investment levels to those of London. Cllr Nicolas Heslop, SEEC chairman, said: ‘Figures show the South East has a £15.4bn infrastructure gap between now and 2030 – that’s just 10% of the profit we have made for Treasury since 2000. We want government to re-invest a fair share of our net profit in South East transport, skills and hi-tech infrastructure so we can maximise economic growth to benefit UK plc.’ No time to lose New research from Managed 24/7 shows the average employee in transportation and distribution who uses IT loses more than 20 minutes per day to technology issues. The report suggests IT failure could cost UK Plc £35 billion per year if the average amount of time lost was applied to all full-time workers. The top three issues are slow running systems (50%) failures in connection (44%) and outdated kit or software (27%). Large companies (more than 500 employees) have the worst record for resolving IT issues, with 15% of respondents finding it takes more than a day. Nothing to cancel No construction contracts have been cancelled in the decision to scrap electrification schemes Network Rail told Construction News. Chris Graylings July announcement that bi-mode trains would be used on GW and Midland lines and a new ‘alternative-fuelled’ train on the Lake District line came before plans had moved beyond

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Prince’s Trust graduates employed by GTR Govia Thameslink Railway has offered 10 young people from Luton, Cambridge, Stevenage, Brixton and Bedford new roles with Thameslink, Great Northern and Southern, after they graduated from a work experience scheme the rail operator runs with the Prince of Wales’ charity, The Prince’s Trust. The 10, who have struggled to remain in consistent employment, graduated from a fourweek course – The Prince’s Trust ‘Get into Railways’ programme. Ben Smith, 24, from Ware in Hertfordshire, (pictured fourth from left, front) has joined the Great Northern team at King’s Cross. He said: ‘This programme made me a better person. It was recommended to me by my friends and it was such a fantastic opportunity – one that I didn’t think I would ever get.” Jack Field from Houghton Regis, 20, (pictured, front, squatting) will also be joining Great Northern and said: ‘I enjoyed going into a workplace that made me feel at home. It was great working at GTR, it really felt like I was part of the family.’ Reece Long, 20, from Stevenage (pictured behind Jack) has taken a role at Potters Bar with Great Northern. He said: ‘This opportunity provided me with such a confidence boost, and talking with customers every day really helped with that.’ Danny Ryder from Sandy in Bedfordshire (pictured fifth from right, back) has also joined the Great Northern team. On Thameslink, Wasik Merban from Bedford (pictured third from right) has joined the station team at St Pancras, Henry Bell from Tring (second from left) has started at Blackfriars and Mohammed Abu Baker from Luton (first from left) has joined the St Albans team. Southern has hired Joshua Rickard from Streatham (fourth from right) to join the team at East Croydon; Kamal Kayam from Brixton (fourth from left, back) has joined at London Bridge, and Mohammed Salman Mahmud (third from left, back) from Poplar has joined the Southern customer-facing team. Paula Hilliard, Engagement Manager at GTR, said: ‘We have a great success rate of bringing the young people that take part into the business; currently more than 80 per cent of course graduates secure roles with us. I’m very proud of our partnership with the Trust and the success we are seeing as it continues to grow.’

New Crossrail images highlight construction progress The new images highlight progress above ground for the Elizabeth line showing exteriors of the new stations and railway structures including: • Paddington: construction has started on the 120 metre long glazed canopy that will let natural light reach the platforms 30 metres below • Tottenham Court Road: brick and stone finishes are being installed on the two separate buildings that have been built above the station on Dean Street • Durward Street head house: the bell-wave pattern on the cladding of the ventilation shaft reflects the historic Whitechapel bell foundries • Victoria Dock Portal head house: colourful architectural finish on the top of the ventilation and emergency access shaft near Custom House station • Woolwich: the size, colour and material of the brickwork that clads the station and ventilation buildings echo the masonry of the armories that once stood in the area • Abbey Wood: the new timber and glass entrance of the nearly-complete station being delivered by Network Rail Simon Wright, Crossrail Programme Director, said: ‘Since construction began in 2009, much of the work for the Elizabeth line has mostly taken place below ground. The new stations and structures can now be seen rising upwards giving passengers a glimpse of their new railway.’



News in brief... early development stages and no agreements had been made with contractors to carry out the work. Green, Green growth The shift from air to rail between Central Scotland and London has brought carbon savings equivalent to removing all traffic between Edinburgh and Glasgow on the M8 for two years according to Transform Scotland’s new report A Green Journey to Growth. If the Edinburgh-London route continues its growth in market share from 33% to 50% by 2023 the report estimates a 5% drop in overall emissions – saving almost 600,000 tonnes of carbon. While a flight from Edinburgh to London emits 177kg CO2 per passenger, and existing trains (‘HSTs’) emit 34kg per passenger, the East Coast’s new Azuma trains will emit only 28kg – 84% less than a flight says the report. Transform Scotland director Colin Howden said: ‘The Scottish transport sector has failed to take significant action to tackle climate change and has recently become the single largest source of carbon emissions. However, one area where there has been significant progress is in Anglo-Scottish travel.’ Tram claims A nurse injured on a fall from her bike when it slipped on tram lines in 2013 is now suing Edinburgh city council for £50,000, in a case that could lead to further claims from cyclists. Lawyers acting for the woman maintain the number of accidents in Edinburgh to cyclists is ‘significantly greater’ than in other cities where trams or light rail systems were introduced. This is one of two lead cases being brought against the council and Edinburgh Trams, the local authority-owned operator – a cyclist is seeking £15,000 in damages after he was injured when he fell in Princes Street.

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Nine year-old girl designs national rail safety poster campaign A new safety campaign with a difference was unveiled recently at London Liverpool Street station. Nine-year-old Summer Scopes from Stanford-le-Hope in Essex won a nationwide competition to design a poster to raise awareness of railway safety that will now appear at Network Rail stations across Britain. Over the past 10 years almost 170 young people have lost their lives after trespassing on the railway with almost half under the age of 25. Figures from Network Rail also reveal that children are twice as likely to trespass on the tracks over the summer months. Longer evenings, coupled with the holidays, spell danger for Britain’s youth, with almost 600 trespass events reported in August, compared to less than 300 in December. To combat this rise in incidents on the railway, Network Rail launched the Stay off the Tracks poster competition through its partners the Tackling Track Safety Partnership. Hundreds of entries were received from seven- to eleven-year-olds nationwide. Summer was awarded her prize at London Liverpool Street station by Eliane Algaard from Network Rail and Ross Williams and Bryan Glover from West Ham United Foundation Club, who have helped to deliver the Tackling Track Safety Project. As well as seeing her poster unveiled on the digital screens in Network Rail stations, Summer’s prize included tickets to London’s main attractions, a celebratory dinner and return travel to London.

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In the passenger seat David Sidebottom

Warning: passenger satisfaction recovery fragile – treat with care Better day-to-day train performance will help passengers trust the promises made by the rail industry, says David Sidebottom


o, the verdict is in – what are rail passengers telling us? Having spoken to 27,000 passengers in our latest National Rail Passenger Survey, those in London and the South East are becoming more satisfied with their railway journeys after a long period of patchy performance. The survey shows that a period of more stable performance has begun to improve passengers’ experience. Having said that, there is some way to go. Southern, Thameslink, Great Northern and Southeastern have the lowest scores. These green shoots are fragile and need nurturing. It’s clear that this recovery will be under

pressure from upgrade works, industrial relationship problems and rising passenger numbers. So the industry needs to keep a relentless, ongoing focus on performance and reliability. This is the main thing passengers buy from the railways: reliability. Notably in Scotland nine out of 10 passengers were satisfied with ScotRail services. After poor results in autumn last year, it was good news that passengers in Scotland saw improvements in satisfaction in these results. After a concerted effort to improve punctuality, ScotRail is now back to its former high scores. It fared particularly well with how it dealt with delays – an

This [new measure of punctuality] won’t make rail companies run more trains on time tomorrow. But this is something Transport Focus has long called for because passengers want a measure that reflects their experience. Passengers want a reliable, on-time train service. How that performance is measured and reported should, our research shows, closely mirror passengers’ real life experience otherwise trust will not be built up

increase of 11 per cent on Spring last year. A continued effort to improve must be at the heart of everything ScotRail does for passengers – now isn’t the time for complacency. Elsewhere commuters have provided a resounding message regarding the lack of information on train delays in our survey. The failure of train operators to effectively deal with delays is the biggest reason for dissatisfaction among commuters. More than half said the speed and quality of information about delays was a bigger contributing factor than the delays themselves. The verdict is in from passengers – operators have got to work harder to provide better information. The survey and the passenger voice it captures must now continue to be a driver of change on the railways. Used in, among other places, franchise contracts, business plans, improvement plans and station surveys it drives improvements all over Great Britain. Welcome new punctuality measure Over the summer I was pleased to see the new measure of punctuality announced by the Rail Delivery Group (RDG). Arrival times will be recorded to the exact minute from next year. Set to replace the confusing existing Public Performance Measure, services will no longer be able to arrive within five or 10 minutes of the timetable but still be deemed ‘on time’. Punctuality is



also set to be measured at every station on a train’s journey instead of the current setup which only sees the time recorded at the final stop – a welcome step. This won’t make rail companies run more trains on time tomorrow. But this is something Transport Focus has long called for because passengers want a measure that reflects their experience. Passengers want a reliable, on-time train service. How that performance is measured and reported should, our research shows, closely mirror passengers’ real life experience otherwise trust will not be built up. This is a considerable win for passengers that in the long-term will hopefully provide the evidence for operators and Network Rail to make sure more trains run on time. Back in 2015, our report Train punctuality: the passenger perspective revealed the gulf between what passengers and rail industry consider ‘late’. The survey of more than 10,000 people highlighted how differences between what passengers think about ‘on time’ trains and what the rail industry currently delivers is contributing to lower passenger satisfaction. Passengers expect ‘on time’ to mean a train arriving within one minute of the scheduled time, not the current industry standard of five minutes (or 10 minutes for long-distance trains). Passengers told

us they had low awareness of the current performance measures and a lack of trust in how the rail industry measured train punctuality. For every minute of lateness, that is, after scheduled arrival time, overall passenger satisfaction declined by one and a half percentage points. Among commuters the decline in overall satisfaction was steeper at three percentage points per minute of lateness. Having worked extensively with the RDG over the past year to develop the new standard for punctuality it’s pleasing to see the industry moving in the right direction to deliver a right time railway. It’s also good to see that information for individual train operators is set to be published on

their websites by later next year and that passengers will see the punctuality record of any individual service at a dedicated website. Making more data and information available to passengers enables them to make more informed choices. With passengers now paying over 60 per cent of the cost of the railway through fares, it’s about time their views about punctuality were listened to. Better day-to-day train performance will help passengers trust the promises made by the rail industry – delivering the timetable is key to building trust. David Sidebottom is passenger director at Transport Focus


Tel: 01993 826050

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Delivering the goods


Chris MacRae

At issue... With both the UK and Scottish governments looking to take forward their rail freight strategies, Chris MacRae looks at the key policy challenges facing the sector


ne of FTA’s key objectives is to optimise the performance of all modes of transport. This includes setting the policy scene and getting the policy context right for transport modal development. The overriding policy objective has to be to make rail freight more efficient as this is the only way that new traffic will be won by rail – be that more traffic from existing customers, or, far more challengingly, new traffic from customers new to rail. It is vital that the needs of multimodal logistics and the planning of supply chains is recognised in the delivery of governmental rail freight strategies, both by DfT and Transport Scotland in pursuit of their respective governments’ rail freight strategies, including the delivery of carbon and wider environmental savings. This is particularly important with the outcomes of the recent railway reviews leading to route- based devolution of Network Rail and the consequential creation of the Freight & National Passenger Operators’ Route and the National System Operator function. Key issues identified by customers for economic operation of UK rail freight Having spoken to customers, the following key issues have been identified as key for them to put more freight on rail: 1. Stability Rail freight investment works on a 10 to 30 year investment horizon – much longer than road freight equivalents due to the higher cost and longer life and asset payback period of the equipment, with wagons having a 30 year life and locomotives even longer. This timeframe though is in marked contrast to that of the ORR reviews of track access and other charging for use of the network, as part of the five yearly fiscal determinations for Network Rail under the HLOS’s and

SoFA’s processes. Arguably, what is therefore needed here is a longer time frame settlement of the fiscal regime for freight to assist in more optimal business planning and rail freight investment decisions without having to take a ‘leap of faith’ over the outcome of future five yearly ORR charges reviews. Certainly the last Periodic Review for the current Control Period led to shocks in rail freight customer business confidence with the imposition of a new policy of increasing charges for freight and seeking to impose mark-ups on market sectors thought able to bear this. It is vital that the freight industry and its representatives lobby against a repeat of this. 2. Operations Network access to customer sites is vital as is land for new rail-connected terminals. Train paths that are viable and in sufficient volume are also required. For example can the required number of trains per day that the customer needs to make a rail freight operation viable be run and at times that

will work for their business? There are issues with the train path approval process for new services with these having to go through the Short Term Planning (STP) process with no firm access rights for that traffic till the next bid round. Arguably a firmer process needs to be there to give customers confidence that new traffics will get the network access to make them viable once the site development, etc, has taken place. 3. Efficiency Average freight train actual (as opposed to theoretical Rule Book maxima) speeds remain at 25mph, with some in e.g. the bulk sector even lower. This is a factor of freight train pathing and looping of freight trains to allow passenger services to pass. Additionally, most freight services cross Network Rail route boundaries, a point stressed by the freight industry in the Shaw Review and Network Rail route devolution process. With multi-million pound equipment investment in freight traction and rolling stock it is vital for the industry Rail Professional



that movement is efficient. A road freight operator would expect at least a 90 per cent utilisation of an HGV tractor unit, but in rail freight loco utilisation may only be 60 per cent. Greater operational efficiency from decreasing end- to-end freight journey times would drive lower cost through better loco, driver and wagon efficiency and therefore lower cost to the end customer; and it is this lowering of cost that will drive more modal shift by existing rail freight customers and potentially those new to rail if the costs of rail freight can compete with road. Approval of freight train paths is also an issue as freight, which is a private sector delivered activity in response to private sector customer demand that can and does change, competes with passenger traffic that is run to a largely state specified output via the franchising process often with state subsidy. There needs to be greater account taken of the needs of freight in the tendering and specification of passenger franchises on lines of route that freight uses and a proper look at timetabled passenger train loadings versus passenger trains per hour on mixed traffic routes to achieve overall rail network efficiency. 4. Technology Greater use of technology is essential to drive reduced network cost and more

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efficient use of the network and assets. Key challenges in this include getting more capacity out of the existing network by improvements to the train planning and paths approval processes. Can this drive quicker response to short-term planning train requests with more trains put into the network at short notice to meet customer demand, like the short-term variable response of the road freight sector? Also, greater use of remote condition monitoring of network assets and for example bar-coding wagons would prevent down-time and therefore greater asset utilisation and reduced cost with increased wagon quality. 5. Contingency With a fixed ageing network (notwithstanding investment in renewals and enhancements) things will go wrong – bridge strikes, landslips, track washouts in storms do happen, but what is important is that there are robust contingency plans in place for when things do. 6. Lobbying Efficient use of the network is clearly an issue as regards what government wants out of the rail network in terms of the needs of freight sitting with the delivery of state specified passenger franchises.

There is therefore a need to engage with DfT, Transport Scotland, Welsh Assembly government and other future funding bodies to address these issues alongside ORR. In parallel there is a need to engage with MP’s, MSP’s etc on relevant committees or with rail freight terminals and so on, in their constituencies. Protection of existing rail (and other) freight terminals and operations against new noise-related environmental conditions/restrictions is vital to the continued development of rail freight. FTA will always take a multi-modal pansupply chain approach to these matters and argue for the needs of the supply chain as a whole.

Chris MacRae is head of rail freight policy at the Freight Transport Association

Tel: 01892 552355/07818 450353 Email:

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Laying down the law


Martin Fleetwood

Look back in action With a potential for having to defend tribunal claims dating back as far as 2013, employers should prepare a contingency plan, says Martin Fleetwood


he Supreme Court has recently upheld an appeal by UNISON against the lawfulness of employment tribunal fees. Fees for using the employment tribunal service, designed to cover its operating costs, were introduced in 2013. Before 2013 the employment tribunal service was free to use, apart from any legal fees incurred by either party in hiring lawyers and advocates to further their cause. The intention of government at the time was to transfer the costs of the tribunal system to those that used it, to incentivise parties to settle disputes and to deter claims with little or no merit. Two levels of fees were introduced, Type A, at £390 for simple matters such as the unlawful deduction of wages, and a higher level, Type, B at £1,200 for complex claims applying to matters such unfair dismissal and discrimination claims. Although it was possible to claim for a reduction in fees in cases of financial hardship, that level was set below the income of a person on the National Living

A question which will need to be answered is whether any potential claimant can successfully argue that their reason for not making a claim was the level of fees that they would have incurred and that with the fees abolished, they should be able to re-launch their claim. If such an argument was successful, this would open up a whole new set of issues, not least because of the potential for matters that occurred as long ago as 2013 coming back into like

Wage. Part of the court case was based on the level of fees being discriminatory and that a number of prospective claimants could not afford to make the claims because of the level of the fees. UNISON brought evidence to show that there had been a persistent and dramatic decline in the number of employment tribunal claims brought, with a decrease of between 66 – 70 per cent since fees were introduced. This was particularly noticeable in respect of lower value claims which were considered ‘complex’ under the fee system. The Supreme Court noted that not all employment tribunal claims result in a financial award, for example a claimant can bring a claim asking for a declaration of contractual terms, and so high fees could become a significant barrier to such a claim. The Supreme Court also decided that Rail Professional



As a result of the Supreme Court’s decision the Employment Tribunal fees have been abolished for all existing and future claims. More importantly, the tribunal system has to repay the £27 million in fees that have been paid since 2013 the fee system was discriminatory against women. The evidence presented showed that a greater number of women than men were likely to bring the more complex Type B claim given that sex and maternity/ pregnancy discrimination claims were both Type B. UNISON presented evidence to show that 54 per cent of Type B claims were brought by women and claimed that as a result the effect of the higher fee put women at a disadvantage when compared to men.

So what happens now? As a result of the Supreme Court’s decision the Employment Tribunal fees have been abolished for all existing and future claims. More importantly, the tribunal system has to repay the £27 million in fees that have been paid since 2013. In a number of cases, the successful claimant’s fees will have been paid by the relevant employers as part of the agreed or imposed compensation package. It is not yet clear whether, as a result of the judgement, the employer can simply reclaim the tribunal’s fees from the award or if it needs the claimant, who actually paid the feed to the Tribunal, to make a claim in the first place. Given that a claimant would not want to repay until they received the fees back themselves, which may cause a log-jam in cost recovery, a logical solution may be to have a system whereby the employer can make the relevant claim directly to the body responsible for the repayment of the fees. While the fees have now been scrapped and will not be payable on any claims made going forward, it is likely that the government will now review the fee system and look to introduce a new system taking into account the points raised in the judgment. It could choose to link fees to the value of the claim, have a higher level below which fees can be reduced or force

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respondent employers to pay fees when they file a response to a claim. One final sting in the tail? A question which will need to be answered is whether any potential claimant can successfully argue that their reason for not making a claim was the level of fees that they would have incurred and that with the fees abolished, they should be able to re-launch their claim. If such an argument was successful, this would open up a whole new set of issues, not least because of the potential for matters that occurred as long ago as 2013 coming back into like. With a potential for having to defend claims dating back as far as 2013, employers should consider checking the level of information that they have retained for that period and prepare a contingency plan in the event that such claims were permitted. Martin Fleetwood is corporate partner at Shoosmiths

Email: Disclaimer This article is for informational purposes only and does not constitute legal advice. It is recommended that specific professional advice is sought before acting on any of the information given.



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All in a good cause Darren Fodey and Richard Shepherd look at the consequences of new passenger protections for train operators


assenger satisfaction is increasingly important on the railways. From the coming into force for railway passengers of key parts of the Consumer Rights Act 2015, to the current proposals for a rail ombudsman, we are seeing train operators having to manage an ever-growing area devoted specifically to passenger interests. As part of its general election manifesto, the current government pushed for more regulation in transport and energy to address the customer experience. These included commitments to review ticketing, introduce a rail ombudsman and impose

It is essential to get the role of the Ombudsman right from the start: failure to address fundamental issues at inception may not encourage the right behaviours. Indeed, it could discourage investment in the railway, which is not in the interests of train operators or their passengers

minimum service levels during industrial disputes. In this article, we look a little further down the road and ask – what will these changes mean for franchise operators? What will the rail ombudsman do? As recently as 26th June 2017, transport minister Paul Maynard announced in Parliament that a ‘task force’ including Transport Focus and the ORR is already putting together a proposal for the rail ombudsman. Prior to this, however, there had been a variety of proposals made, in Parliament and elsewhere, regarding what the role and powers should be of the rail ombudsman. While the detail will have to await the

‘task force’, some of the less controversial elements of an ombudsman are likely to be complaint resolution and compensation. The train operator will still be the first port of call for customer complaints, there will be oversight and, ultimately, decisions made by that train operator can be overturned by the ombudsman. As time goes on (and rail ombudsman decisions build up) train operators can expect to have less discretion over the resolution of complaints – which will come with cost and reputational consequences. Indeed, under current proposals, they will be required to contribute to a central ‘pot’ that can then be used to fund the activities of the rail ombudsman and to fund compensation payments.



Similar to the energy ombudsman, the train operator would first need to be given the opportunity to respond within six to eight weeks, and in the absence of a satisfactory response, complaints could be escalated to the rail ombudsman for resolution. Train operators will need to ensure that processes are in place to meet these timescales – and to address complaints in a way which is likely to reduce the risk of escalation to the ombudsman. If, despite the train operator’s best efforts, a complaint is escalated, decisions open to the rail ombudsman would include requiring an apology, an explanation of what went wrong, action to correct the issue and/or a financial award. Awards of the Ombudsman would be enforceable in court. Why is it needed? One of the reasons could be that, although Transport Focus currently has a role in passenger complaints, it has never had the power to resolve them and impose binding decisions. Another reason might be that while the introduction of Delay Repay in recent years has led to compensation being more generous and easy to access, it does not always reflect the true loss that passengers may face. Although compensation claims have increased as Delay Repay has become better

publicised, there is still a gap between compensation paid to the train operators and compensation paid to passengers. Over the past few years, passengers have been given additional rights alongside the Delay Repay scheme – for example, passengers now have the right to sue if train services are not performed with reasonable skill and care, for a reasonable price and within a reasonable time. The true impact of these new rights is not, as yet, clear – although what can be seen is that there is a developing market for private initiatives seeking to secure passengers their compensation. Apps such as TrainTrick track train arrivals, automatically lodge claims and get refunds paid directly to your bank account. At the same time, a centralised compensation procedure could save costs while increasing the likelihood of claims by making compensation regimes even more visible and accessible. Incentives Despite this, there remains a strong case that train operators – incentivised to get passengers onto their trains – are the body best placed to deliver any compensation regime – whether localised or centralised. Train operators have access to the relevant information, and (where the train operator

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is a franchisee) have other incentives in their franchise agreements – National Rail Passenger Survey targets being a good example. As the parties driving customer service and satisfaction to generate revenue, the train operators are arguably best placed to act on criticisms to the services offered. Getting it right from the start There is a lot here that will not be news (good or bad) to the train operating community. The rail ombudsman has been in the offing for some time now. It is also fair to say that the interests of the passenger and the train operator are not always opposed – both are interested in ensuring trains operate efficiently and effectively, and that customers are satisfied. It remains to be seen whether the powers given to the ombudsman will meet these expectations. It is essential to get the role of the ombudsman right from the start: failure to address fundamental issues at inception may not encourage the right behaviours. Indeed, it could discourage investment in the railway, which is not in the interests of train operators or their passengers.

Darren Fodey is a senior associate and Richard Shepherd an associate Stephenson Harwood

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Opening the floodgates? With employment tribunal fees being ruled unlawful, Sam Murray-Hinde looks at the impact for rail operators


he Supreme Court has unanimously allowed Unison’s appeal against the legality of the Employment Tribunal and Employment Appeal Tribunal fee system, marking an end to the trade union’s four-year fight. The fees were ruled unlawful under both domestic and EU law because they have the effect of preventing access to justice and the aims of the fee system do not justify this. The fees were introduced in 2013 with

It is inevitable that rail operators will face an increase in claims as there is now no financial disincentive to bringing proceedings and a claimant has little to lose. Even where a claim is unmeritorious, obtaining costs in the tribunal is seen as the exception rather than the rule and so an employer has limited recourse

the aim of transferring part of the cost burden of the Tribunals from tax payers to users of the service, to deter unmeritorious claims and to encourage earlier settlement. Unless the criteria for remission were met, claimants were required to pay a fee on presenting their claim to the Tribunal, and a hearing fee ahead of the claim being heard. A successful party could request reimbursement of fees paid from the losing party. Since the fees were unlawful at the time they were introduced, the Supreme Court has ruled that they must be quashed. The consequence is that fees ceased to be payable from 26 July 2017. The Tribunal Service was quick to update its website to make it clear that a fee does not need to be paid on issuing a claim or counterclaim, despite what

may be stated on the relevant form, and claimants were told to ignore any request to pay a hearing fee. Refunds The government will need to refund millions of pounds worth of fees paid, but it remains unclear how this will work in practice and guidance is anticipated. The Tribunal Service will need to review all claims presented since 2013. Where claimants were successful with their claims and where a respondent was ordered to reimburse fees to them, or where the reimbursement of fees was expressly provided for under the terms of a COT3 or settlement agreement, the respondent may well need to seek recoupment from the claimant. If the claimant will not make repayment despite



having had the fees returned to them by the Tribunal Service, the debt could be enforced in the county court, albeit a costs-benefit analysis would need to be undertaken. It is inevitable that rail operators will face an increase in claims as there is now no financial disincentive to bringing proceedings and a claimant has little to lose. Even where a claim is unmeritorious, obtaining costs in the tribunal is seen as the exception rather than the rule and so an employer has limited recourse. Claims are also likely to take longer to conclude as the Tribunal Service will be stretched administratively and this could lead to increased legal costs for operators. Tactically, settlement should be seen as a last resort with larger workforces, as there is an increased risk of opening the floodgates to claims; confidentiality clauses are often ineffective. Instead, operators should consider taking a robust stance and considering the merits of a claim at the outset. More use should be made of applications for strike outs where claims have no reasonable prospect of success, or where the claimant has failed to comply with orders. Seeking deposit orders is a useful tactic where claims have little reasonable prospects of success. Early costs warnings to claimants can lay the groundwork for costs applications on the conclusion of

proceedings, albeit these need to be drafted carefully. Claims brought out of time It will be interesting to see whether employees who were deterred by the fees from bringing a claim will argue that it was not ‘reasonably practicable’ to present their claim within the deadline or, in relation to discrimination claims, that it is ‘just and equitable’ to extend time. Disputes that operators thought had been concluded could be resurrected as a result. Each case would be decided on its merits, but the Tribunal Service will need to consider what evidence is required to show that but-for the fees a claim would have been presented. In relation to current workforces, operators should already have in place

and be following internal policies and procedures, as well as adhering to best practice. However, it may be a good time to evaluate the risks associated with any ongoing discipline or grievance matters, to include staff who are on long-term sick leave and address any staff training needs. The ruling will likely serve to enhance the union’s role in the workplace. Good industrial relations have always been vital for any business, but with tribunals now more accessible, operators would be well-advised to work more closely with recognised unions when dealing with contentious employee matters to attempt to resolve issues without recourse to litigation. Sam Murray-Hinde is a partner at Howard Kennedy


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Bi-Bi-electrification The decision to pull key rail electrification projects is long overdue, says Katie-Lee English


he decision to renege on a political commitment is never an easy one – but in this case, it is the right one. Long ago (at the point Network Rail, the ORR and the DfT were agreeing on what Network Rail should do between 2014 and 2019), electrification of key mainlines was a no-brainer. It ticked all the boxes – it chimed with the government’s infrastructure investment agenda, sat well with environmental priorities, and opened the door to much needed new rolling stock orders. And the icing on the cake – the business case stacked up too. Flash forward a few years and suddenly things don’t look so rosy. The projects are delayed, and so to ensure there are trains available to run on key routes like the Great Western Mainline (where new homes have already been found for the existing fleet when the current lease expires) and that a brand new fleet of trains doesn’t end up sat in the sidings until electrification is complete, the government has to do some speedy negotiations with manufacturers to switch the shiny new electrics rolling off the production line in Newton Aycliffe to slightly less-shiny new bi-modes. Not only that, but it turns out that it’s going to cost more too – a lot more1. Once the cost and time overruns became apparent, diligent officials across government would no doubt have been busily updating the original business cases for key electrification projects. But by this time, ministers had cited electrification as the pillar of their investment strategy too many times to make rowing back a political option– no minister (least of all chancellor George Osborne at the time) was going to be responsible for pulling the plug, not least where projects affecting the Northern Powerhouse were concerned. But that was the wrong decision. The

cost and time overruns have near-destroyed the case for some electrification projects. On Great Western, once the decision to switch to bi-modes was made, the case for electrification of the final leg (Cardiff to Swansea) shrank – the marginal benefit of a shift to full-electric trains from bi-modes is much smaller than the benefit of moving from 30-plus year old diesel HST’s, and the cost of installing the electrification infrastructure needed to facilitate electric trains is far more than first thought.

Reassured As such, I was reassured recently when, as part of the planned HLOS2 announcement, and in a break from tradition, instead of announcing a host of exciting new infrastructure projects, secretary of state for transport Chris Grayling announced the substantial culling of major electrification plans including Cardiff to Swansea on the Great Western Mainline, the Midland Mainline and Windermere to Manchester Airport3.

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That’s not to say electrification is a bad idea per se – on the contrary, it is critical for rail to retain its environmental competitive advantage over other modes of transport (most importantly the car and air travel). With the announcement last month that the UK government will ban sales of new diesel and petrol cars by 2040, that is going to become increasingly difficult. The challenge is how to meet this challenge without remaining wedded to a delivery approach that is no longer viable. Rail electrification requires electricity to be provided to the train via either the track or overhead lines, with the latter being favoured for new electrification on safety grounds. But overhead wires are straightforward where the terrain is nice and flat and there are no tunnels and bridges – Network Rail owns over 25,000 of the latter4, an indication of the fact that rail in Britain doesn’t quite fit this utopian mould. So where does that leave us? Contrasting rail and road is a good place to start – why has the government simultaneously announced two seemingly contrasting policies – how is it that electrification is good for road but bad for rail? One key difference is that cars can go where they like. Once the battery is charged, cars are not restricted to driving on ‘electric friendly’ roads (ignoring for a moment the

need to re-charge). Electric trains relying on a constant power source enjoy no such luxury. That means that you can’t partelectrify a route without either a) requiring the other part to be served partly by diesel trains or b) using bi-mode trains (electric under the wire, diesel off).

forward. And we all know what economics tells us about not getting hung up on the sunk costs…

So what can rail learn from road? The most obvious response is batteries. This is not new –Vivarail has been developing battery train technology for a number of years using old London Underground stock. The government’s signal to the motoring industry is no doubt designed to give car manufacturers the confidence to invest heavily in developing battery technology for the mass market. Rail can piggy back on that research. Making rail more environmentally friendly, reducing journey times (through increased acceleration) and improving the comfort of travel are all good reasons to pursue electric trains. But it is critical to keep an eye on these underlying objectives – if new, more efficient bi-mode trains or battery technology can achieve these benefits more cost-effectively, or faster than installing overhead lines around the country – that is what should be done. Sticking dogmatically to the one means to an end and losing sight of the end is not the way

1. According to the National Audit Office in 2016, the London to Cardiff electrification is expected to cost £1.2bn more than the originally planned £1.6bn. ‘Modernising the Great Western railway’, November. uploads/2016/11/Modernising-the-GreatWestern-railway.pdf 2. High Level Output Statement – the statement of what government wants to buy from Network Rail and the industry over Control Period 6 (CP6). Historically, this announcement has focused on major investments which will be funded over the period, but these were largely excluded from this announcement, partly as a result of the cost and benefit uncertainty which led to the issues with electrification. 3. DfT (2017), ‘Rail update: bi-mode train technology’. government/speeches/rail-update-bi-modetrain-technology 4. request/bridges_managed_by_network_rail

Katie-Lee English is a senior consultant at Oxera

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No contest Network Rail’s positive response to Hansford is welcome. Suppliers stand ready to take a greater role in financing UK rail, says Darren Caplan


ate July saw Professor Peter Hansford publish his independent review into contestability in the UK rail market, assessing the role that third party investment could play in helping to deliver rail infrastructure projects. His report provides some interesting summer holiday food for thought for the industry and Network Rail’s response to the review holds the promise of a significant step-change. Overcoming the barriers – promoting contestability Within the report, Hansford identifies some crucial barriers to entry that need to be removed before the industry can fully take advantage of third party investment. The lack of visibility over the project pipeline makes it difficult for external investors to get into the market, and a lack of clarity over whom to engage with, and over-guidance and procedures, make it a daunting process for organisations seeking to invest. Risks for third parties have also been difficult to confidently predict and manage due to unduly onerous standards and asset protection arrangements. The report calls for Network Rail to develop its contracting models and internal functions to better promote contestability and to provide clear processes and guidelines for those looking to invest. It also sets out how Network Rail could create an environment of certainty that will attract third parties to the market while establishing a system of oversight that ensures these changes best benefit rail customers. Positive areas of opportunity – making Network Rail open for business Already Network Rail has set out what measures it will take to improve contestability in response to Hansford’s 12 recommendations. Their response sets out

four key ‘areas of opportunity’ that they will implement over the coming years: • the first area of opportunity is to enable third-party delivery of projects funded by government. This means Network Rail making internal changes to support this shift in approach and publishing a pipeline of opportunities to create greater visibility for third party investors • the second change is for third party organisations to take responsibility for the funding, design and build of certain projects, with Network Rail playing a more advisory role • the third is to bring investment from external organisations directly into the rail system, with Network Rail providing a dedicated team by the end of the year with the responsibility to find opportunities for third party financing • the final change is for outside organisations that develop new methods and technologies in the rail sector to have a way to share these innovations with Network Rail and to benefit from the efficiencies they help create.

All these changes are positive and could

reshape the UK rail network for the better. In RIA’s response to the consultation, we agreed that third party investment would be a major benefit for our rail system and highlighted the role that suppliers could take in acting as a source of finance. Third party investors should consider themselves informed participants in the sector they invest in, and suppliers – who have a huge experience of delivering complex investments on the railway – have a major potential role in both investing themselves and helping to build the confidence of other investors. The supply chain is an ideal place to act as third party investors – suppliers are ready and willing to participate, they already have existing relationships with well capitalised investors and they understand PFI/PPP type models well. Going beyond business as usual… However, this will require Network Rail making it easier for suppliers to invest and this means tackling a number of issues surrounding procurement, productivity and innovation. There needs to be a shift from input specifications – which encourage the lowest capital cost and often have



adverse impacts on end users – to output specifications, where contractors use their expertise to examine how the best solutions can be achieved. It will require using whole life cost assessments that promote a more long-term consideration of infrastructure improvements. It will need new procurement initiatives like Early Contractor Involvement (ECI), which was successfully used on Thameslink Civils projects and on the Digital Railway Programme, to identify potential 30 per cent cost reductions subject to a collaboration between client and supply chain throughout the life-cycle. Looking at Network Rail’s four ‘areas of opportunity’, we see that the first two – on third party delivery and third party funded projects – may change the identity of the customer, but do not necessarily include radical changes to the way we build our rail system. These two areas are both welcome and may help make the shift to output specification, but there is still room to go further. Network Rail must ensure that third party financing does not mean ‘business as usual’ when it comes to procurement and that output specification, whole life costing, greater collaboration and innovation are embedded in this new financial model. The second two ‘areas of opportunity’ will be greeted with enthusiasm by the supply sector. Their proposals to financially reward

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those that introduce innovations, for example, could radically change how the sector works. It seems like common sense that those who develop new innovations receive a benefit from them: Network Rail’s announcement that – when buying services – they will financially reward those that share innovations is a very positive move. Similarly, with the opportunity for third parties to directly finance schemes, the supply chain could help to fund changes to the rail system, and by doing so, bring their expertise to bear on finding the best value solution. Delivering the first steps… Network Rail is already seeking to implement these changes with a trial announced on the Anglia Route this autumn. On the route, a project sponsor will act a single point of contact between third parties and Network Rail, and Asset Protection (ASPRO) management will be expanded and standardised to provide security to those looking to invest. If all goes to plan, this trial will be rolled out across Network Rail by spring 2018. It is right that Network Rail moves quickly. Control Period 6 (CP6) is fast

approaching, and a £500 million shortfall in funding at the end of CP5 – which could lead to a sharp drop-off in work for suppliers – means that new sources of funding are sorely needed. Network Rail must embrace these changes and the opportunities that greater contestability brings. Working with the supply chain, and the potential for suppliers to become third party investors, will help deliver a better railway. The Hansford Review and Network Rail’s response are positive first steps in changing practices. It is now for the government, Network Rail and the supply chain to collaborate further to take advantage of the opportunities contestability brings. Darren Caplan is chief executive of the Railway Industry Association

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The Cheek of it... Chris Cheek

Here to make things more difficult? Rail ombudsman: addressing the customer deficit or papering over the cracks, asks Chris Cheek


o the railways are to have a new ombudsman. An announcement at the beginning of August came simultaneously from the Department for Transport and the Rail Delivery Group (RDG), and generally seems to have received a welcome in the press. There will no doubt be further opportunities for favourable coverage when the proposals are published during the autumn. This will come at the conclusion of the work being done by the Department in parallel with RDG, the regulator (ORR), Transport Focus and London TravelWatch. With a bit of luck, the appointment of a chair will generate a few more favourable column inches and of course then there will be the launch of the service – promised for the new year. The first judgement may also cause a few more ripples, and it will all be contributing to a feeling that the government is getting to grips with the railways. From which you might gather that I am

feeling more than a bit cynical about this. The development is going to be taking up scarce time and management resources in no fewer than four major bodies, all of which receive substantial amounts of public money

...I fail to see how an ombudsman is going to help. Will the new Office be able to making a binding decision on the RMT or ASLEF to go back to work? Or on Network Rail to stop upgrading London Bridge or Waterloo? Or on the government to stop havering and publish its plans for the next control period? Or on the Welsh government actually to make a decision about which brand of tea to serve on the politicians’ special from Cardiff to Holyhead

in one form or another. Two of those bodies exist precisely to represent the views of the customer about the railways and already do a pretty effective job of holding the industry to account. Think of all those meetings, agendas, minutes, position papers and negotiating points that are happening over this even as we speak. What Sir Humphrey Appleby in Yes Minister once dubbed as ‘much fruitful activity’. Then there will be the work done by the ‘experts in consumer rights’ who will undertake the task of adjudicating on complaints, after a tendering exercise which is promised for the autumn. One cannot help but remark that it might also help if they knew something about running a railway. And what is this body going to do with itself? Why, take over work that is already being done by Transport Focus and London TravelWatch – who between them, we are told, adjudicated on 4,133 appeals from rail passengers in 2016/17. Just in case you were wondering, that means that all this effort is going into dealing with 0.00024 per cent of passenger journeys. And the reason for this apparently Rail Professional



vital and urgent reform? Well, apparently, the train operators can currently put up a metaphorical two fingers to the existing bodies if they don’t like their decision. With the new, shiny, all-singing, all-dancing ombudsman, they won’t be able to do that. According to the RDG’s press release, the new ombudsman’s decisions ‘will be binding on train companies’. Why do we need a new body to alter that? And, by the way, what happens if the decisions made by these ‘experts in consumer rights’ who know nothing about railways turns out to be unreasonable, or impractical or – sin of sins – contrary to ’Elf and Safety? Are we going to end up with an appeal to the courts? Somebody has to be able to override an unreasonable decision. Mucked about something shocking I have long been an advocate of strong consumer representation in the public transport industry. But this particular exercise does seem to me like a sledgehammer to crack a nut. There is no doubt that it has been a difficult couple of years on the railways, and that customers have received a less than perfect service or ‘mucked about something shocking’. Southern, Thameslink and Southeastern customers have suffered particularly badly from disruption, caused

by a combination of infrastructure works, rolling stock teething troubles, recruitment difficulties and industrial relations problems. Strikes in the north have added to the sense of crisis, and then there is the ongoing saga of Network Rail’s competence bypass. But the existing consumer bodies have hardly been silent during this period. What’s more, I fail to see how an ombudsman is going to help. Will the new Office be able to making a binding decision on the RMT or ASLEF to go back to work? Or on Network Rail to stop upgrading London Bridge or Waterloo? Or on the government to stop havering and publish its plans for the next control period? Or on the Welsh government actually to make a decision about which brand of tea to serve on the politicians’ special from Cardiff to Holyhead (failing that, deciding where the rolling stock is coming from to run their services after 2020 might be a good idea)? The truth is that, as always, politicians like to pretend that problems and difficulties are nothing to do with them. Rail minister Paul Maynard can say quite happily in a statement that he is ‘committed to putting passengers at the heart of everything we do’ except that he knows full well that the Treasury will always have the power to preempt him or change his decisions because of a lack of funds. And that, ultimately, all

Whitehall decisions are political and not consumer-driven (and, no, they’re not the same thing). A succession of transport ministers since 1997 have found it very helpful to blame train operators when things go wrong, without acknowledging the extent to which ministers and their officials actually still control the railways – determining timetables, deciding on rolling stock policies, allowing or preventing infrastructure upgrades and now owning the tracks through a good old-fashioned nationalised industry. I see this initiative as another exercise in the same mould – once more allowing politicians to be seen as the customer champion in an industry which in reality they control. Over the years, academics and observers of the Whitehall scene have increasingly begun to lament the poorer quality of governance and political decision-making in the UK – a deterioration which is beginning to be seen in the Brexit negotiations. However, there is one thing in which politicians have not lost their skill, and that is shifting the blame to somebody else. In reality, the last thing we need in the rail industry is a new body with another set of initials whose role in life is going to make the reality of running the trains even more difficult and complicated than it already is.

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Still as attractive Raman Singla looks at financial risk increasing among UK rail operators


ollowing the recession of 200809, doubts were raised about the feasibility of the UK rail franchising system. The changes that followed aimed to improve contracts by introducing risk sharing mechanisms, focusing on cost reduction and providing operators with greater flexibility to improve quality of service. Since 2014, seven UK franchises have been let under new conditions, with a number of extensions on existing contracts also incorporating elements of the new approach. Despite this, the financial risk associated with UK rail franchises has been increasing. One could be forgiven for thinking this additional risk is mainly political, given the resurfacing of the re-nationalisation debate during this year’s election. In fact re-nationalisation was never imminent as full government ownership could not have been completed until all current operator

contracts expired in 2029. A more significant, near-term risk driver has been the replacement of full revenue share/support mechanisms with more limited mechanisms linked to macroeconomic factors such as GDP. Under the latter, all revenue and cost risks are borne by the franchise operator except where a variation in GDP causes a variation in revenue. For example, this applies where revenue varies by up to two per cent of target in either direction. Up to 90 per cent of revenue variation under GDP risk sharing is supported by the Department for Transport in case of a deficit, or shared in case of a surplus. This increases the risk to revenue and hence the risk to profit, while also incentivising the franchise operator to maximise revenue. Full revenue share/ support mechanism provided little incentive to the operator to maximise revenue as most of the increase would have been shared with the DfT.

In terms of credit ratings, one has to consider the knock-on effects of franchise performance on the parent company. For example, if operating profits (or losses) are below bid forecasts when the franchise is awarded, drawdowns on the committed credit facilities and guarantees may become necessary in order to maintain liquidity ratios. This could lead to increase in financial leverage at the parent company level

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To understand how changes to revenue share/support mechanisms affect financial risk, we must consider how the franchise generates returns for the parent company. Train operating companies typically invest in franchises via performance bonds, season ticket bonds, loan facilities and guarantees, representing around 10 to 20 per cent of the annual revenue across the franchises. Toc’s have restricted access to franchise earnings or cash-flows; their return essentially comprises the dividends received from their investments. In aggregate, annual dividends from franchises averaged about two per cent of annual revenue for the three years to 2014/2015. However, most dividend and revenue information underpinning this aggregate return relates to older contracts which precede the changes to the franchising process. Franchises under the new GDP-linked arrangements have insufficient history to arrive at their return characteristics. Key factors Key factors typically available to ascertain a franchise’s future financial performance are historical dividend payments, recent or scheduled contract changes, and exposure to the macroeconomic environment. Limited public disclosure of the key terms in a

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franchise contract prohibits a more detailed forecasting of performance. As such, risk factors include lower than expected revenues, higher than expected costs, and changes in regulation. Overall, the rail industry has favoured the changes in risk sharing mechanisms. However, increased risk stems from the difference between assumptions made in light of the prevailing macro-economic conditions at contract signing, and the actual outcome. Risk-reward profiles could change significantly with the re-let of a franchise due to different terms and assumptions under the new contract. In addition, changing macro-economic conditions affect different franchises to varying degrees. For example, inter-city franchises face greater risk in this context as ticket spend is more discretionary than for commuter franchises. These factors may explain why historically, dividends paid to parent companies have varied significantly. GDP-linked contracts are not universal, however, and significant divergence remains between contract structures. East Anglia, East Coast, West Coast, East Midlands and South Western already feature GDPlinked mechanisms. South Western also has a Central London Employment linked risk sharing mechanism. Northern, TransPennine, West Midlands, South

Eastern, Wales and Borders, Great Western, Chiltern and Essex Thameside feature no such GDP-linked mechanism. Another, TSGN, allocates cost and ancillary risk to the franchise, while DfT retains full revenue risk. In terms of credit ratings, one has to consider the knock-on effects of franchise performance on the parent company. For example, if operating profits (or losses) are below bid forecasts when the franchise is awarded, drawdowns on the committed credit facilities and guarantees may become necessary in order to maintain liquidity ratios. This could lead to increase in financial leverage at the parent company level. In spite of the changes, the number of players in the UK Toc space has increased in the past five years. Recently, Trenitalia has acquired Essex Thameside (c2c) from National Express, as well as engaging in joint ventures with FirstGroup for the upcoming bids for East Midlands and West Coast franchises. Meanwhile, Mitsui is acquiring a 40 per cent stake in the East Anglia franchise currently operated by Abellio. This suggests the attractiveness of the business has not been marred by changes to the franchising model. Raman Singla is associate director in the Corporate Ratings division at Fitch Ratings.

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Insight and open oversight BTPA is committed to doing as much business in public as possible and needs the insight and opinions of all working and travelling on the railways, says Charlotte Vitty


ecent events have meant that British Transport Police has come under the media spotlight like never before. BTP is the only police force to have been involved in the response to all three of the recent terrorist attacks. In addition, it has been at the centre of other high profile media stories such as the launch of Night Tube in London and the proposed devolution of policing responsibilities north of the border to Police Scotland. This has

We are looking into the feasibility of live streaming Authority meetings, as some PCC’s do, to open it up to a wider audience. This footage will then be available to watch online for those unable to attend in person. In the meantime meeting agendas, papers and minutes are all regularly uploaded to our website

understandably meant that there has been significant media attention in the workings, capabilities and make- up of BTP, and the body that oversees it, the British Transport Police Authority. There has been some extremely positive coverage in the media, highlighting some of the heroic work of our first responders at major incidents, and those dealing with their aftermath, as well as profiling the work BTP does every day to keep the railways safe and on the move. Other pieces in the media have sought to spark some really important debate on major issues such as how the Authority and BTP can best allocate its resources so that it can meet its obligations to keep passengers and rail staff safe now and in the future. We really welcome this

attention as we are always challenging ourselves to improve the way we work while being as open as possible. We at the Authority annually consult the public and train operators as part of the development of our national and regional Policing Plans that outline the Force’s priorities for the year. Both BTP and the Authority would really encourage anyone interested in the policing of Britain’s railway and underground networks to keep an eye out for these consultations on our websites and Twitter feeds to be sure that you can get involved. Your input and opinions are invaluable, the more interaction and feedback we receive, the more informed the Policing Plans will be. The members of the British Transport



Police Authority are appointed by the Secretary of State for Transport to be genuinely representative of everyone travelling and working on the railways. From passenger and staff representatives, train operating company executives and a former chief constable to members covering every region of the country, our members are selected for their insight and expertise. We may not have the direct democratic mandate of the directly elected Police and Crime Commissioners that oversee the territorial police forces of England and Wales, but it is hard to see how this could be done in a meaningful and viable way. The Authority is in place to ensure the effective and efficient policing of the railways. Its six annual meetings are open to the public, as much as possible. There is an overarching timetable of topics to be discussed annually, with the annual budget, overall strategy, Policing Plans and operational police performance all featuring. The dates and locations for the Full Authority meetings are published on the BTPA website well in advance. We really encourage anyone with any interest in the policing of the railways to attend but do recommend that you let us know in advance as meetings are normally held in buildings with security restrictions.

We are looking into the feasibility of live streaming Authority meetings, as some PCC’s do, to open it up to a wider audience. This footage will then be available to watch online for those unable to attend in person. In the meantime meeting agendas, papers and minutes are all regularly uploaded to our website. Business in public This autumn the Authority will also be going to train operators, rail staff and passengers groups to get input from a comprehensive and wide ranging audience as we devise the new three-year strategy for BTP. This strategy will span the next three Policing Plans and set the strategic direction of the Force over this period so it is crucial that is as well-informed as possible. Interaction between the Authority and train operators, rail staff and the travelling public is not confined to consultations and surveys. Every month my team responds to numerous enquiries and Freedom of Information requests from journalists and other members of the public, as well as other queries through our email, website and Twitter accounts. The Authority members, executive staff and I, as chief executive, are often out meeting key industry figures and representatives, speaking at events and

attending meetings such as the RDG Policing and Security Sub Group. We are working hard to raise our profile while making interacting with us easier. We are committed to doing as much business in public as possible and need the insight and opinions of all working and travelling on the railways to be in the best position to set BTP’s strategy and assess its performance. If you have any questions or suggestions please get in contact via our email address: general.enquiries@btpa. or visit our website

If you don’t have a question but want to keep up-to-date then please follow the Authority and me on Twitter: @BTPAuthority and @ChiefExecBTPA Charlotte Vitty is chief executive of the BTPA

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Women in rail


Adeline Ginn

Rising to the diversity challenge In the current climate, recognising the potential of women is crucial if we are to make rail more appealing to an ever more diverse range of people, says Adeline Ginn


n today’s modern and ever-evolving business environment, creating, managing and getting the most out of a diverse workforce is not just desirable in itself, it is also an opportunity to gain a competitive advantage. With ever greater frequency, senior business leaders celebrate the benefits a diverse workforce can bring – new and alternative perspectives gleaned from diversity of age, gender and culture – all contributing towards the growth and prosperity of a given company.

The government even launched its ‘Not Just for Boys’ campaign in February 2015 to dispel the myth that some industries are for men only. However, despite the encouraging commitments from some, there still seems to remain a bias towards women in the industry and attitudinal issues (from both genders) which must be addressed – the less said about Phillip Hammond’s claim that driving trains has now been made so easy that ‘even women can do it’ the better

A study on diversity in the workplace, for example, found that for every one per cent increase in gender diversity, corresponding company revenue increases by three per cent – a great return on investment by any barometer. Furthermore, according to business management experts McKinsey, companies with diverse executive board members enjoy significantly higher earnings and returns on equity as a whole. But of course that’s only part of the story and there is much more we can do to unleash the latent economic power of our workforce. Recent statistics indicate that if women are able to meet their ‘full potential’ in the workplace, it could boost the UK GDP by a further £23 trillion by 2025. So what are we waiting for?

The ‘diversity craze’ It is clear from these statistics that there is a strong business case for increasing the diversity of our workforces – it helps the bottom line. But that’s not the end of the story. Recent statistics from Glassdoor state that 67 per cent of active and passive job seekers say the diversity of the workforce is important to them when evaluating who they want to work for or weighting up competing job offers. The so-called ‘diversity craze’ – which has seen business executives showcase their diversity credentials like a badge of honour – has however made little difference in the male-dominated boardrooms of our biggest companies. Theresa May has had boardroom diversity in her sights for Rail Professional



quite some time and there are celebrity champions aplenty, including British Actress Emma Watson, who have sought to use their profile to create a public platform for the diversity agenda. Even so, it seems many young women still shy away from ‘male-dominated industry’ roles, in part due to the stereotypes that precede them. And those who do apply and secure roles in male-dominated industries may not remain there for long; a recent survey has shown that nearly 40 per cent of women who have engineering degrees leave the profession early. A closer look at the UK rail industry The UK railway industry has witnessed tremendous growth over the last few years, creating more jobs and more opportunities. We’re still in the midst of an unprecedented construction and modernisation programme that aims to make Britain the leading rail investor in the western world. The tunnelling boom alone includes improvements and upgrades to existing rail infrastructure, such as the Northern Line Extension, as well as new and visionary investment opportunities like Crossrail and HS2. Even so, the industry faces a very real problem – a deficit of talent and diversity that threatens the growth of the industry itself. In fact, statistics from the Women in

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Rail survey indicate that just 16.4 per cent of the rail workforce is female and the number of women in the top positions is similarly at very a low level. In 2016, the Guardian also reported that women represent just 20 per cent of employees in the rail industry as a whole and only 4.4 per cent of rail engineering roles. How can we hope to meet our infrastructure challenges when we seem to be utilising the talent available to us from mainly one gender? Thankfully leading railway engineering companies like Network Rail, Highways England, Crossrail, HS2 and Transport for London have all agreed to help deliver an increase in female employment. The government even launched its ‘Not Just for Boys’ campaign in February 2015 to dispel the myth that some industries are for men only. However, despite the encouraging commitments from some, there still seems to remain a bias towards women in the industry and attitudinal issues (from both genders) which must be addressed – the less said about Phillip Hammond’s claim that driving trains has now been made so easy that ‘even women can do it’ the better. Women in Rail’s role towards change In the current climate, recognising the potential of women in the UK rail industry is crucial if we are to make the sector more

appealing to an ever more diverse range of people. The Women in Rail charity was created in 2012 to address the challenges highlighted above, creating support and guidance for women in the UK rail sector. In 2017, in an attempt to further beat the bias and drive the industry forward, Women in Rail launched a search for the 20 ‘Rising Stars’ of rail. Men and women from across the rail industry were asked to nominate women in the early years of their careers in rail who have already made an impact on peers, colleagues and customers and demonstrated outstanding technical abilities, personal values and proactive thinking, thereby driving growth in the sector. This unique competition was a first of its kind. Over 100 nominations were received and many outstanding women were nominated. From this survey, Women in Rail has successfully identified 20 women who embody the values, attitude and talent that we need to create a modern and thriving rail industry. This month, we will rightly celebrate their contribution as we proudly announce and showcase the nominees and the winners of the Women in Rail 20 Rising Stars of Rail survey. Adeline Ginn is founder of Women in Rail

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Who will be the first? To really move the dial on gender diversity, individual companies should focus on key interventions, says Lorna Fitzsimons


ecent coverage of the BBC’s gender pay gap data reignited the debate on women in senior roles. So how do transport companies stack up on gender diversity? The Pipeline looked at FTSE 350 companies which transport goods or people on road, rail, air or sea and the results were generally disappointing. Women Count 2017, the most comprehensive report on the number, role and value of women executives in the FTSE 350, found just 13 per cent of these companies have executive committees (EC) which are at least 25 per cent female. It’s true that we also found 50 per cent of women executives in these companies are in roles with profit & loss (P&L) responsibility. On the surface it looks like these companies seem to be bucking one trend. Delve deeper and there are two key points that stand out. Firstly, the baseline of women executives, and thus those in P&L roles, is very low so this is simply showing a move in the right direction. Secondly, take out companies with female CEO’s (Easyjet and Royal Mail) and those running airlines and there are no female executives at all. But, does it really matter? It certainly does for the rail industry. Huge infrastructure investment is happening, as well as on the horizon, and the world’s rail supply is expected to grow by 2.7 per cent1. With the UK rail companies facing an aging population, a skills gap is looming. Attracting more women to the industry will help companies address this. In addition, Women Count 2017, like other noteworthy studies by the IMF and McKinsey2, confirmed there is a positive correlation between women in senior roles and business performance. Profit margins are almost double in companies with at least 25 per cent females on their executive committee compared to those with none3. Also, if all FTSE 350 companies performed at the same level as those with

at least 25 per cent females on their EC, the impact could be a £5 billion gender dividend for Corporate UK. In this low growth economy and with Brexit still looming, most companies would relish getting their share of that gender dividend. Focus on key interventions There are now more industry-wide and company initiatives, for example by Women in Rail, Crossrail and Network Rail, actively trying to change the image girls and women have of rail. However, these positive steps are only part of the answer. To really move the dial on gender diversity, individual companies should focus on key interventions: starting at the top, addressing the ‘attainment’ trap, recognising risk aversion, CEO’s owning the issue, setting targets publicly and championing sponsorship. Let’s look more closely at the first three. The most important first step is to increase the number of women in the most

senior roles. Nearly half of female executives feel a lack of role models holds them back4 and reduces their willingness to go for promotion5. It can even be a factor to them leaving the organisation. Refreshingly, once you have more women in senior roles, the figures show that women promote women. An FTSE 350 company with a female CEO has on average almost twice the number of women on its executive committee. This means that if companies increase women in senior roles they get two benefits simultaneously; more role models for women in middle management as well as the role models themselves growing talent internally. The attainment trap is based on the understanding that women are promoted for attainment and men for potential6. This general environment causes many women to overvalue becoming a subject matter expert and develop great attention to detail but failing to demonstrate capabilities which are key to future career success; such



to be understood and addressed, otherwise nothing will change. Rail companies may think they are different but other companies in sectors with a macho image are achieving their gender diversity goals. Thames Water Utilities has recently promoted its third woman onto its executive committee and E.ON has three women on its UK EC. Easyjet led the way in airline companies with five women on its EC. It will be interesting to see which rail company will be first to seize this business opportunity and be at the forefront of the UK economy. Lorna Fitzsimons is CEO and co-founder of The Pipeline


as developing strategic networks, building a strong personal brand among decision makers and having the support of sponsors. Failure to progress means that women have few female role models to learn from which links back to the importance of women in senior jobs. This leads women to believe that they themselves will not succeed

hence the retention problem. It also relates the next barrier – risk aversion. Because women are appointed for attainment, it means they have a tendency not to go for jobs they are qualified for and employers are more risk averse at appointing women than men which, in turn, suppresses the pipeline. To resolve this barrier, risk aversion needs

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1. Women in Rail 2015: Industry Survey 2. IMF (2016): Unlocking Female Potential in Europe and McKinsey & Company (2015): Diversity Matters 3. The Pipeline (2017): Women Count 4. Catalyst (2004): Women and Men in US Corporate Leadership, 2004 5. MWM Consulting (2014): Cracking the Code – Getting more women into senior executive roles a blueprint for practitioners 6. Denise Kingsmill (2001): Review of Women’s Employment and Pay





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In principle... Tim Loughton MP looks at how the new ombudsman will rebalance the industry, and says a recent meeting over Southern left him believing the dispute is solvable


e hold the three principles and promotion of opportunity, aspiration and fair play in high esteem; whether it be ensuring all our children have the opportunities an outstanding education can provide; ensuring everybody, no matter where they come from, is able to buy their own home and get on; or ensuring that our welfare state is not exploited and companies pay and train their staff properly. Applying this to our train network is useful to understand our very deep frustration with the existing situation. Trains open up opportunities to work and travel and permit the aspirational to access areas of economic dynamism. This is why they are a popular form of transport; indeed the number of train journeys taken has increased every year bar one since privatisation. Despite increasing commuter numbers, few would claim to have been treated fairly by the train operating companies, particularly commuters in my constituency who are served by Southern Rail. Passengers do not like to be taken for fools and while perfectly happy to choose to pay for quality are less impressed at having no choice but to pay over the odds for an abysmal service. This is compounded by the system of redress and compensation which regularly fails to deliver for hard-pressed commuters. Paying such a high price for such a poor service without an effective avenue of redress runs counter to our understanding of fair play. There is an absence of concern for the person who should be at the heart of the whole railway system – the passenger. When things go wrong, and they have been going very wrong on Southern over the past 18 months, effectively the passenger has to like it or lump it. It is incredible that in such an important industry there is no effective

system of redress, which is why I put forward a Ten Minute Rule Bill to establish a rail ombudsman with the powers and teeth to stand up for commuters and to punish Toc’s for their abysmal performance. I was pleased to hear that the rail minister, Paul Maynard, had followed through on what I set out in my PMB and managed to secure commitments from the Toc’s to support a new independent ombudsman to settle complaints. While my preference would be for the new ombudsman to be introduced via legislation to ensure proper legal teeth, I was particularly pleased to see that the discussions included Transport Focus and London TravelWatch, two existing bodies which investigate disputed complaints on behalf of customers but which cannot make train companies take action if failings are identified. I very much hope that their experiences and frustrations with the existing system will ensure that the new ombudsman will have the power to make

binding decisions on the Toc’s. Although introducing an ombudsman and improving the system of redress are not immediate solutions – there is no silver bullet to this problem – it does represent a practical way to change the dynamics within the rail industry and rebalance the system in favour of the passenger. Utterly frustrated Most of my constituents are primarily concerned with being able to use a reliable rail service that gets them where they want to be roughly when they anticipated rather than compensation for an unreliable service. The Gibb Report made clear that the main obstacle to delivering a more reliable service and delivering much needed longterm improvements to infrastructure was the ongoing industrial dispute between the unions and GTR’s management. I have been fair to both sides throughout and have met representatives from ASLEF, the RMT, GTR and the Department for



Transport, including the transport secretary, Chris Grayling. Before parliament entered recess, I arranged cross-party roundtable discussions with ASLEF’s general secretary, Mick Whelan, and RMT’s general secretary, Mick Cash; I was very disappointed that ASLEF and the RMT were unwilling to meet together. Both unions were keen to focus discussions on the small amount of trains travelling without a second qualified person, known as on board supervisors (OBS), since the driver only operation (DOO) system was introduced in January 2017. There are approximately 158 trains a week operating without an OBS, representing just 2.75 per cent of trains planned to operate with an OBS. Of those 158 per week 85 (1.47 per cent) are due to service disruption, 40 (0.69 per cent ) are due to no cover and 33 (0.57 per cent) down to other reasons. It was very frustrating to hear that such huge disruption was being caused by concerns over such a small number of overall services. In order to mitigate this, I suggested GTR create a performance management indicator to monitor the number of trains without OBS and develop a penalty system if GTR fail to ensure OBS are on 100 per cent of trains. Although both unions dismissed this as not going far enough they were less clear on what should be done instead.

In our meeting with ASLEF, Mick Whelan made some sensible points regarding the need to employ more drivers. Many if not all drivers were working overtime in order to ensure the timetable was kept to until ASLEF called an overtime ban. GTR and the DfT are well aware of this need, which is why at the beginning of the year there was an enormous recruitment programme which brought the numbers of trainees to 350, this is on top of more than 138 drivers who have already passed training since 2015. It takes 14-15 months for recruits to pass training so this will not immediately solve the problem but it does show that GTR, the DfT and the unions are on the same page. Whelan also accused GTR of installing old technology onto DOO trains, particularly the cameras which allow the drivers to monitor the doors to check everybody is safe. Concerns around the technology are clearly important but given the safety record of similar DOO trains in Europe and America is very good, surely such matters can be settled without making commuters lives a living hell. I was utterly frustrated over the failure of both sides to comes together and arrive at some sort of an agreement to solve this issue. This was compounded when it was revealed that the DfT had written to both unions six times before the recent decision to call off the strikes and negotiate was taken.

Gap not too vast I went into meeting with the unions with an open mind and undoubtedly poor management and poor communication has played a key role in this debacle, with some very unhelpful comments and language from figures on both sides, i.e. ‘bringing down the government’ or ‘crushing the unions’, and this has hardened positions. However this dispute comes down to a disagreement over what is a tiny percentage of the overall services. From my engagement with all parties, I am not convinced that the gap between them is too vast to be reconciled. The unions are right to call off strike action and re-start negotiations. If an effective and powerful ombudsman is established, a proper system of redress created and the unions are able to work with GTR and the DfT to find a way to ensure every train has two members of staff on board, that technology is 100 per cent safe and that more drivers are trained, perhaps then we can finally end this miserable saga and deliver a service that not only offers opportunity and aspiration but is fair to passengers.

Tim Loughton is Member of Parliament for East Worthing and Shoreham






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Three lessons for investing in rail infrastructure With rail demand continuing to rise and recent controversies over electrification, Graham Atkins says it is more important than ever that government makes the right rail investment choices


ecent government announcements on rail have generated significant controversy. Chris Grayling’s statement of support for Crossrail 2 while canceling electrification projects was a political miscalculation. It also raises questions about whether government makes the right infrastructure decisions. There are three things government can do to make better decisions, and a number of ways the rail industry can support them.

What’s needed to address these conflicts are better forums to bring the public into the heart of decision-making. To make the debate more productive, the UK needs stronger deliberative institutions to effectively engage politicians, experts, interests groups, and local communities on different policy options at the earliest stage possible

Build a better understanding of project risks Decision-makers sometimes misunderstand risks in infrastructure investment. Ministers may not appreciate the uncertainty of projected benefits and civil servants may plan budgets based on dubious estimates. In some cases there has been too little flexibility, even when there are large unknowns. This has impacted major rail projects. Britain’s only existing high-speed rail line, HS1, provides a clear example. Government underestimated the risk of failing to obtain private finance – and indeed legislated against the possibility of using public funds in 1987. When the private finance consortium was unable to raise the capital required for construction, the Labour government of-the-day guaranteed £3.75 billion of its debt, allowing the consortium to raise the money. The result was an expensive fudge: an agreement that was more expensive than government borrowing, with limited risk transfer. The Great Western railway electrification offers a similar story. The National Audit

Office report on electrification found that one of the main reasons for cost increases was that detailed requirements were only specified after construction started. Designs were drawn up and equipment purchased before ground-level research was undertaken, necessitating costly modifications and redrawn specifications. Politicians and senior civil servants did not sufficiently account for project risks and build in flexibility. Government should draw on the rail industry’s technical expertise at an early stage to understand project risks. We know that the projects which most frequently run over time and budget are those announced at the earliest stages: joining up policy making with those involved in implementation and delivery is critical to project success. Engage with communities who might lose out from infrastructure as early as possible Most infrastructure generates national benefits and local costs. While the country may see an economic boost, specific local communities bear the brunt of



the disruption, noise and pollution that new infrastructure can create. These ‘concentrated losers’ can vocally oppose projects, causing expensive delays. We have seen this with HS2. From judicial challenges to parliamentary petitions, the conversation between HS2 Ltd and local communities affected by the route has too often been marked with suspicion, hostility, and conflict. HS2 Ltd has dealt with more than 2600 petitions in the hybrid bill process – which forms only a small part of the overall consultation. What’s needed to address these conflicts are better forums to bring the public into the heart of decision-making. To make the debate more productive, the UK needs stronger deliberative institutions to effectively engage politicians, experts, interests groups, and local communities on different policy options at the earliest stage possible. Outline a strategy for infrastructure investment The government is struggling to decide which infrastructure projects to back, and to justify its choices. This is leading to increased public opposition, delay, and uncertainty for industry, limiting vital forward-planning. HS2 is again illustrative. Different

governments have made the public case for HS2 on the basis that it will: increase employment, reduce journey time, transform the Northern economy, and increase capacity on the West Coast mainline. The current government argues, reasonably, that increased capacity, as with all new rail investment, has always been the principal objective of HS2. But without a clear infrastructure strategy it’s unclear whether this was the most effective project to pursue this goal. Even if the objective is to increase capacity, you need a clear basis for deciding which parts of the network to focus on and in what order. Deciding to increase rail capacity should not be made independently of decisions about other economic infrastructure. Government needs to think about how rail investment fits with its other investments in broadband, energy, and utilities. Creating the National Infrastructure Commission was a critical step towards addressing this lack of strategy, and the Commission has been vocal in holding the government to account. But whether it can support greater policy stability

remains to be seen. The Commission will need to encourage ministers, opposition parties, and the public to engage with its recommendations. Only then will we build constructive cross-party dialogue about the infrastructure projects which are critical to the UK’s future. To ensure that governments make the right investments in rail infrastructure projects, and delivers them successfully, it is vital that government better understands project risks, engages with communities at the earliest stages, and outlines a strategy for infrastructure investment. Graham Atkins is a researcher at the Institute for Government

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Become a member… Want to develop your career in railway operations? There are now just two months left in which to apply for a place on one of the rail industry’s only academic programmes in Railway Operations Management before the course is launched on 7th October 2017. In conjunction with Glasgow Caledonian University (GCU), the IRO offers a unique academic programme in Railway Operations Management that has been designed to meet the needs of the industry and create a pathway for your professional career. There are currently three courses within the programme: Certificate of Higher Education in Railway Operations Management. Diploma of Higher Education in Railway Operations Management. Bachelor of Science (BSc) in Railway Operations Management.

experience so that ‘on the job’ skills and He said: ‘The course really helped me to knowledge can be translated into academic understand the diverse signalling systems which are a huge part of being a conductor and credits. Up to 50 per cent of total course credits can be awarded to an individual at the part I play in ensuring the safe delivery any given time. This process can significantly of our customers every day. The modules also Our Annual Lunch for Members and Guests will be held at accelerate your learning and make academic helped me to understand the importance of The Mermaid, Puddle Dock, London. On Friday 19thand April achievement faster more accessible. the principles of railway operators and how 2013 from midday. Our guest speaker is the Rt. Hon. they have come to be.’ Simon of StateWhat for Transport. other learning opportunities are Anthony Sadler FIRO,Burns, a seniorMinister operations there? and maintenance specialist for Serco Middle As well as these academic courses, the IRO also East and graduateTickets of the degree level – £47.00 per head offers a selection of online and taught courses course explained the personal importance – £470.00 per table through IRO Learn, the IRO’s online learning of his studies withTable the IROof and10 GCU. ‘My prices are inclusive of VAT @ 20%) platform. qualification is of (Ticket vital importance to me, The Introduction to the Railway Industry the most important thing I have done this one-day decade. It will enable me to continue my career form Download a booking at:short course is regularly delivered by IRO tutors in partnership with the National unimpeded now until retirement.’ Training Academy for Rail (NTAR) at its Call: 248113 training centre in Northampton. Make your work and life01785 experience count Throughout the day students are guided Recognition of Prior Learning (RPL) makes through many areas of the industry which your work and life experience count. The IRO builds a rounded and broad understanding of understands that many railway professionals the rail environment. have worked in the industry since leaving The IRO Lean website ( school, so we believe it is important that also hosts a variety of online courses that can you can utilise the vast industry experience be studied anytime, anywhere. you might have gained to ensure you begin If you would like to find out more, studying at the most appropriate level. please call the Learning and Development You might be able to enter the academic Team on 03333 440523 or email develop@ programme at a more advanced level, even if you don’t have all the necessary qualifications. Alternatively, please visit the IRO website: The IRO’s academic partner, GCU, uses RPL to assess individuals on their work based

IRO Annual Members’ Lunch 2013

Tutored by respected industry professionals, these courses will provide you with an internationally recognised qualification at certificate, diploma or degree level. Each course is also designed to be flexible and run on a distance learning basis, so you can study at a time and place that suits you. Barry Weldon AIRO, a conductor for ScotRail and graduate of the certificate level course discussed his studies and achievements.

Valuable opportunities for members to learn and share knowledge

Your local IRO Area runs events all year round. There are opportunities to see how others work, broaden your experience and add to your professional development. Visit the website to find out more…


C o

Now is the perfect time to develop your career in railway operations The Institution of Railway Operators is offering scholarships that will partially or fully fund the study of several new students on its academic courses in Railway Operations Management. 1 Applications for our career enhancing South West Area: courses and scholarships now October being 2012 Modernising the Western Routeare – Swindon processed for the Course Launch on 7th October 2017.

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2 South West Area: Operations Experience Day – West Somerset Railway, Minehead October 2012

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For more information contact a member of our Learning Team on 03333 440523 or email


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An art to this The rail industry is going through a period of significant change. David Porter looks at the health and safety implications


trong passenger growth in Britain’s rail industry has led to high levels of government investment, along with the desire for ongoing improvements in the way it is managed. In pursuit of efficiency, capacity and customer focus, ongoing change is becoming a feature of railway management. At last year’s annual conference of the Rail Delivery Group, the then transport secretary Sir Patrick McLoughlin highlighted the fact we are at the start of an ‘unprecedented construction and modernisation programme’ which will make Britain ‘the leading rail investor in the western world’. Examples given were the finishing of Crossrail and starting the HS2 project. There are, of course, other changes in progress. We are currently experiencing devolution to routes in Network Rail, new ways of working between significant industry bodies and proposals for new funding, franchising, ownership and operational models. At the same time, it is pleasing to report that Britian’s railways continue to enjoy a very good safety record. High levels of risks are matched by health and safety management systems which help to keep people out of harm’s way. However, change brings both opportunities and challenges, something that Sir Patrick admitted in his speech. Not least among these challenges are those related to the management of health and safety risks to both workers and the public. The art will be to reap the benefits of change without loss of control of risk. A key health and safety challenge is that change can destabilise established measures of risk control and maybe introduce new hazards. New organisational forms can add complexity and lengthen lines of communication and accountability,

hampering effective risk management. Devolution of the Network Rail routes, for example, will bring greater autonomy to those in charge of routes with the aim of providing incentives to improve performance through creating ‘reputational rivalry’ between routes. The focus on performance and efficiency will need to be balanced by an appropriate emphasis on safety to ensure that there are no unintended consequences for safety from the new incentivised structure. A balanced approach across performance, efficiency and safety will be necessary. It is crucial that, no matter how the UK’s rail network evolves, health and safety remains central to the plans of all route and train operators. Yes, the need for change is imperative, but so is the need for ongoing health and safety management.

The recent ORR Annual Health and Safety Report1 identified four key issues. • maintaining safe and sustainable assets. The age of the civil assets and its susceptibility to rapid deterioration in adverse weather make it a high-priority area. • managing change: as well as growth continuing in some parts of the sector, new franchises will lead to an increase in the number of services, as well as new rolling stock. This increases the inherent risk which duty holders need to cooperate to mitigate. • culture and occupational health: Although there are pockets of excellence, the sector still has some way to go in developing its overall safety culture and management of health to achieve



widespread excellence. • safety by design: As new strategic assets are introduced, whether a major infrastructure project, a rolling stock project or smaller enhancements, it is vital that the critical principles of excellent safety by design are employed by the sector. So safety needs to be maintained while the industry adapts and evolves. It should be an integral part of the change process woven into the fabric of new arrangements and new organisational structures. IOSH’s railway group has seen the positive change in the way that senior bodies in the industry organise themselves. This includes the Rail Delivery Group and how safety is collaboratively managed with RSSB. We have also seen this need for change play out through the safe systems of work for those working on the tracks and management of driver only operated trains. We know that managers in the industry understand the difficulties that change can bring – as well as the advantages. That is why our group will focus on these issues and more at the IOSH Rail Industry Conference in November. One of our expert speakers will talk to delegates about the devolution of Network Rail’s routes. Delegates will be able to take

away information on the impact on health and safety and how to ensure they continue to look after workers. We’ll hear how new incentives in the industry are avoiding creating a negative impact on worker and passenger safety. The conference is important for us, the health and safety professionals, and others working in the industry to understand better the changes and the implications for our practice. We wish to better understand how the context of the rail environment is changing so that we can better guide our practice. We aim to provide a high-level

overview as well as the details in some key areas. We shall also view how technical advancements shall change the way the industry is run. For further information visit the events page at and search for the Rail Industry Conference.

David Porter is a vice-chair of the Institution of Occupational Safety and Health’s (IOSH) Railway Group

1. pdf_file/0020/25229/annual-health-andsafety-report-july-2017.pdf page 8

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A collaborative spirit Jamie Kerr looks at the challenges and successes of public-private sector partnerships regarding development in and around stations


eveloping stations and their surrounds can create significant benefits for commuters and local communities by delivering new homes, providing new jobs, accommodating growth and acting as a catalyst for the wider regeneration of the area. 250,000 new homes a year are needed to accommodate the UK’s growing population and therefore the intelligent and effective use of land has never been more important. As guardians of public land, LCR has a role to play in the government’s drive for homes, jobs and economic growth. Finding sites is not the problem but

having ready access to them as well as the specialist skills and expertise to achieve a return on investment can be. Unlocking complex sites with public sector ownership One of the biggest barriers to public sectorled development is a lack of available funds, with local authorities and other public landowners facing unprecedented pressures on their finances. One of the challenges facing private developers when taking on a publically owned site is the complexity that comes with it. The public sector can help unlock these sites, often with operational constraints by de-risking

them and creating opportunities for private sector participation – to secure additional investment, for example through joint venture partnerships. LCR has done this successfully in Stratford, home of the London 2012 Olympics. As well as delivering Stratford International as part of HS1, we have been working to transform 120 acres of predominantly derelict land around the station into a new metropolitan centre. Our £2.4 billion joint venture with Lendlease, known as the International Quarter London (IQL), is the final phase of the original Stratford City Masterplan which will deliver circa 4 million sq ft of Grade A office space



and over 330 new homes on 22 acres of land, located between Westfield and the Queen Elizabeth Olympic Park. By 2019, IQL will be home to Transport for London, the Financial Conduct Authority, British Council and Cancer Research’s headquarters, making it London’s new home for modern business. Successful place-making To create desirable places to live, work and visit; a comprehensive approach to regeneration is required known as ‘place-making’. To really maximise value, developers should focus on medium-long term projects, taking them through each stage of the planning process from strategy to implementation. LCR often leads on scheme development, land pooling, land assembly, development partner selection and early stage implementation such as remediation and enabling necessary infrastructure. A piecemeal approach rarely delivers the same results and can throw up more challenges along the way. The concept of place-making can be truly visualised through the critically acclaimed 67-acre King’s Cross regeneration, delivered by the King’s Cross Central Limited Partnership, of which LCR was an integral part up until we sold our 36.5 per cent share in 2016. LCR’s stewardship of King’s Cross oversaw the delivery of High Speed 1 (HS1) comprising St Pancras International, a vibrant new office quarter, homes, community facilities, schools, a worldrenowned university and a host of shops, bars and cultural venues. Once complete, King’s Cross will benefit from 2,000 homes, circa 3.4m sq ft of high quality office space and 500,000 sq ft of retail and leisure space. 40 per cent of the development will be public space, accessible to the estimated 45,000 people who will live, work study or visit there. Rail Professional

Integrated station development Station-led regeneration can accommodate increasing travel demand but it can also create opportunities between the station interface and wider development activity in the surrounding area, which in turn can support the growth of towns and cities. A holistic approach, however, is necessary to achieve this. At Waterloo, LCR, DfT and Network Rail are restoring the Waterloo International Terminal – former Eurostar UK terminus – into a new retail destination to provide modern retail facilities for commuters and the South Bank and Lambeth communities. Spread across three floors, including a new mezzanine level, 135,000 sq ft of space will be provided for an ambitious mix of independent, high street and food stores. In tandem, we are converting the Leake Street Arches beneath Waterloo Station into 25,000 sq ft of space, predominantly for cafes, bars and restaurants. The developments will complement the wider regeneration of the South Bank area and are set to create over 700 new jobs, as well as hundreds more throughout the construction period. Public-private sector partnerships As mentioned earlier, public-private sector partnerships can add value and open up new opportunities for development in and around stations. It is vital to bring private partners on board early and in the right way to ensure collaborative behaviour is in place from the outset. The public side of the partnership also needs to have the right skill set and the right proposition to maximise the value of public assets. As part of the HS2 Growth Partnership, a collaboration between LCR and HS2 to support regeneration around HS2 stations, LCR is working in partnership

with local authorities to produce investable masterplans and facilitating discussions with private developers regarding delivery vehicles and partnership models to ensure the maximum number of jobs and homes can be delivered up and down the route. Private developers are already involved in a number of projects around proposed HS2 stations, such as at Manchester. Next to the planned HS2 terminal for Manchester Piccadilly, the Mayfield Partnership comprising LCR, Manchester City Council and Transport for Greater Manchester, is working with regeneration specialist U+I to deliver the long-term regeneration of the 24-acre Mayfield site. The development will create an iconic, £850 million mixed-use community over the next 10 years, including commercial, residential and leisure facilities. At Euston, HS2 is procuring a private sector development partner to develop and refine the detailed plans for the proposed HS2 station. The contract will be awarded early next year and the comprehensive approach has the potential to deliver up to 22 hectares of development space as well as improving accessibility and creating new and green spaces across the wider Euston site. While challenges remain, it is vital that the public and private sectors demonstrate a collaborative spirit in order to work together successfully to deliver the new homes and jobs that the UK so desperately needs. By combining commercial and development experience and available land, we can drive forward more world class regeneration projects – creating destinations where people want to live, work and visit. Jamie Kerr was seconded to LCR from HS2 to run the HS2 Growth Partnership. He is also responsible for forging new relationships with local authorities to unlock key regeneration sites



Unlocking economic growth, strengthening communities Femi Ogunbiyi looks at a new approach to stations investment


ore than four in five of us live within three miles of a railway station and with more than 1.7 billion journeys made by rail every year, stations are passengers’ first experience of the network and can leave a lasting impression. Stations of the future need to adapt to meet rising customer expectations. They are not only gateways to our railway but at the heart of many communities with a unique potential to create new amenities and help to boost the local economy and the surrounding area. A £5.2 billion regeneration of Britain’s railway stations is spearheading economic growth, according to new analysis published the Rail Delivery Group (RDG). Together with local communities, the railway is making significant investment in a new generation of iconic, design-led transport hubs, which help make towns and cities stronger. With a regular flow of people, some of whom may not intend to even catch a train, railway stations can be ideal places for all sorts of local businesses and services such as cafes, artists’ studios and farmers’ markets, as well as facilities for community, training and cultural activities – even electric car charging points. As natural focal points for growth and regeneration, investing in stations can help to create jobs, stimulate house-building and reinvigorate local public spaces. Stations also link people to places, connecting Britain with other transport modes, acting as the shop window to our communities. Stations are therefore a vital part of the country’s transport infrastructure and an important contributor to a stronger economy in local communities. But their potential is relatively untapped – we can do more to make the most of the opportunities offered by stations. Principles for the future Through the RDG Station Strategy Group

– a high level industry leadership forum on stations – rail companies have been working together to better understand, encapsulate and communicate the value of our stations, and to demonstrate the benefits of investing in them. The initial result of our thinking on this was the creation of the Vision for Stations in 2015 which set out nine principles for the future of Britain’s stations. The principles are as follows: 1. 2. 3. 4. 5. 6. 7. 8. 9.

customer focused intelligent use of technology seamless journey experience reflect local needs and opportunities safe and secure environment entrepreneurial spirit flexible and long-term stewardship shared industry know-how optimised network

The Vision for Stations has been a force for change around which the industry has united to deliver benefits for passengers

and other station customers. Our ambition is for the Vision to function as a blueprint, underpinning our approach to stations policy, investment and beyond. But as we look to the future we cannot be complacent: and we are not. Clear alignment The political and economic landscape is shifting. Devolved authorities and local communities are seeking a more active role in the delivery of services while enabling economic growth. At the same time the rail industry is striving to address the legacy of largely historic stations and rising passenger numbers, all within greater economic constraints. In this context, there is clear alignment between the desires of local communities and the aspirations set out in the Vision for Stations . A new partnership is emerging with stations acting as a natural focal point. To seize this opportunity, we recently published a research report entitled,



Regenerating Britain’s railway stations: a six-point plan. Through case studies of six stations – Birmingham New Street, Bromsgrove, Burnham on-Crouch, Swansea, Wakefield Westgate and Wokingham – the report explains how stations can boost the local economy and the surrounding area, through a range of contexts. As a focus for growth and regeneration, the report says that station investment can help to create jobs, stimulate house-building and reinvigorate public space. It draws out six elements that underline the success of each project: 1. have a clear idea of the role the station should play in the local community 2. go beyond the red line – plan improvements to the area around the station at the same time 3. be clear about who is delivering what 4. work with the leader of the local authority as part of any plans 5. align the benefits of a better station with those who will gain most from it 6. look to the rail industry for advice and help This ‘template’ for success has already been replicated across the network. The most recent example, is Cambridge North, which opened in May and has already

been described as a ‘landmark moment for the city’. Through the station investment partnership, the property market north of Cambridge is being transformed and a wave of development has quickly ensued. And that is what our new approach is all about: partnership. Our research reinforces the fact that the success of our stations is achieved only by shared effort and ambition; the partnerships of the public sector, private and social enterprise, and organisations that are both part of the railway and outside it. We want

to work with others to unlock this untapped potential. That is our clarion call – let’s learn from each other, let’s work together and let’s realise the benefits that a revitalised stations network can offer. We are taking our message to local authorities, developers, other businesses, communities groups and others across the country, talking to as many people as possible as we continue this journey. We invite you to join us. Femi Ogunbiyi is policy adviser, Rail Delivery Group

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Small changes, large difference Making improvements at small stations can help tackle inequality among London’s workforce and provide employers with a wider pool of workers, says Richard Freeston-Clough


mall stations are fundamental to London’s transport network. Passengers make almost 100 million journeys to and from small stations in and around the capital every year. Yet these stations are more likely to be neglected than larger ones, despite their growing importance. They often receive less investment than larger stations and are not necessarily eligible for funding programmes. The quality of the passenger experience can also vary quite significantly as small stations are not subject to a set of minimum standards. And many small stations are not currently included when passenger satisfaction surveys are carried out. We recently published a report: Small stations – too big to forget: the passenger’s view where we look at the priorities for passengers using small stations and make the case for some modest improvements, particularly to improve accessibility and information. We argue that station operators could gain quick wins and raise satisfaction levels with relatively simple improvements such as regular and frequent cleaning, providing secure cycle storage and increasing the availability of clear and consistent travel information and signage. Improvements at small stations There are several examples of what can be achieved when improvements are made to a small station, making it more attractive to potential passengers and increasing footfall and ultimately revenue. London Fields is an excellent example of a station improved due to the work of a user group, having previously been a run-down, underused station that was on the verge of closure in the early 1990’s. The Cambridge Heath and London Fields Rail Users Group began campaigning in 1996 to improve the two stations to save them from closure. ORR

statistics on station usage show that London Fields had over one million entries and exits in 2015-16, meaning that it is no longer considered a small station. It is likely that this is in part due to the regeneration of the station by London Overground following the years of campaigning by the user group. Many small stations have benefitted as a result of TfL’s concession model following rail devolution. Before London Overground took control of several Greater Anglia services out of Liverpool Street, Cambridge Heath Station in Zone 2 had been a dark, dirty, and unwelcoming station. However, it has benefitted from London Overground rebranding and investment, and will also be getting improved CCTV and links with the British Transport Police, a station repaint and deep clean, help points, and improved customer information screens. Station usage statistics will need to be analysed to see whether the improvements have led to an increase in passenger numbers.

The wider role of small stations Investing in small stations can also have a positive effect on the local economy and we would like to see more operators develop effective partnerships with their local communities. This means developing simplified station travel plans in partnership with local authorities, stakeholders, and members of the local community and developing partnerships with local residents and organisations, and passenger groups to help improve small stations through, for example, Community Rail Partnerships and Adopt-a-Station initiatives. In Hertfordshire, the Abbey Line Community Rail Partnership has promoted and improved services on the Abbey Line from Watford to St. Albans Abbey since 2005. It has brought together community members and stakeholders to deliver award winning station improvements, including: • Groundwork Hertfordshire delivered a project to provide a new waiting shelter



with stainless steel artwork panels inspired by designs from pupils at a local school • mosaics displayed at St. Albans Abbey station designed by local schoolchildren • a community art project in conjunction with the Watford YMCA and artist Eleanor Shipman, displaying posters at the Watford Junction Abbey Line platform approach. Making improvements at small stations can potentially play a part in tackling inequality among London’s workforce as well as providing employers with a wider pool of potential employees. Poor levels of service, for example restricted evening and weekend services and low frequency peak and off-peak service levels can act as a barrier to people’s job and life prospects. This is particularly true in many parts of outer London. Of the 188 small stations we identified in our research, 81 (43 per cent are located within zones 4 to 6 in outer London) and 71 (37 per cent) are located outside zones 1 to 6. Our 2015 research with London Councils, and Trust for London identified that an increasing number of Londoners living in poverty reside in outer London, (58 per cent in 2015 compared to 42 per cent in 2005) due to rising housing costs in

inner London. So improving service levels and providing facilities such as secure cycle storage at smaller stations could potentially help people on low incomes access jobs and services that would not otherwise be available to them. Key improvements we would like to see at small stations We want to see improved co-ordination of services at small stations where more than one operator is involved, with improvements in the quality of services and facilities provided and clear, consistent standards for what passengers can expect at small stations. Key improvements that we would like to see made for passengers using small stations include: • ensuring the availability of ticketing and smart card facilities • providing passenger and onward travel information • making it easier to interchange with other services and modes • providing assistance and security Most of the improvements we identify would necessarily fall to station operators to carry out. However, the Department for Transport can also play its part by setting minimum station standards in

franchises and ensuring that standards are progressively raised. Current methods of surveying passenger satisfaction at smaller stations do not ensure that the voices of small station users are listened to or acted upon, and while it would be prohibitively expensive to cover all small stations in London every time surveys are carried out, there is clear room for improvement in this area. The future for small stations Small stations represent an important part of the transport network in and around London and with the capital’s population set to grow, demand for rail transport is likely to increase in the coming years. The Mayor of London’s draft Transport Strategy recognises that ‘Rail is critical to securing London’s economic growth and future prosperity’. Smaller stations hold the key to growing national rail use in London which will be essential if the Mayor’s ambitious target of 80 per cent of journeys being made by public transport by 2041 is to be met. Our report: Small stations – too big to forget: The passenger’s view is available on our website Richard Freeston-Clough is communications officer, London TravelWatch

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The (real) price of security solutions James Kelly looks at how sensible security procurement can help rail operators to minimise whole-life costs while improving security


ith a record-high volume of passenger journeys on Great Britain’s railways in 2016/17 it is of paramount importance that rail operators ensure the security of transport hubs and their assets, as well as the safety of employees and passengers. However, worryingly, businesses in all industry sectors do not always place enough importance on ensuring that they have robust security strategies, policies and procedures in place. In addition, all too often, those responsible for procurement make security-related purchase decisions on the basis of initial purchase price, rather than quality. This can often lead to sub-standard security products and services, which may prove more costly in the long-run or may simply never meet the organisation’s requirements. This is an issue that has long been of great concern to former chairman of the BSIA, Pauline Norstrom, who spearheaded a research project commissioned by the BSIA which culminated in the publication of a white paper on the issue earlier this year. The paper titled The (Real) Price of Security Solutions – a white paper on the challenges of buying and selling high-quality solutions, was authored by Dr Terence Tse, an associate professor of finance at ESCP Europe Business School, and explores the price versus quality debate from the perspectives of both buyers and sellers of security solutions. Get what you pay for Unsurprisingly, one of the paper’s key findings suggests that end users would find it far more beneficial to invest in highquality security solutions. As the old adage goes, ‘you get what you pay for’ and low-cost solutions can often result in them being low-capacity, creating further unwanted costs down the line should an incident occur. Such costs can include direct losses, such as

financial costs associated with the incident, and indirect losses, such as costs over and above the immediate costs resulting from the incident. Even if a major incident does not occur, other costs can arise, such as premature replacements where new systems are needed sooner than expected. The ‘real’ price of a security solution can come to light when something goes wrong, such as a failure in footage being recorded or an alarm not correctly alerting the right personnel to an incident. This compromises the reputation and safety of the business, and defeats the whole purpose of investing in a security solution in the first place. However, despite this notion, shrinking budgets can push these risks to

the sidelines; but it is not just end-users that are putting price first, with many existing suppliers and new vendors responding to such budget constraints by offering lowerpriced solutions that can be at the expense of standards and quality. ‘I have been in the industry some 16 years, and before that, in tech marketing across a broad spectrum of sectors’ said Norstrom. ‘During that time, I have watched and experienced the manufacturers race to the lowest selling price, compromising on materials and functionality to do so and often at the cost of UK jobs in the process. I have seen the industry rush to the cheapest price to win the bid, with companies offering solutions at very low margins and being



left with substantial additional costs they cannot cover. In addition, end users are often provided with an inferior solution which does not solve their problems.’ Simon Adcock, chief executive officer of ATEC Fire and Security – and a sponsor of the white paper – explained that: ‘Every buyer’s motivation is to obtain best value, and value is a balance between quality, performance and cost. So far, so good, but many buyers define cost simply as price. To further compound the issue, they are not able to define quality in the context of what they are buying. So if value is a function of quality, performance and cost, and the buyer doesn’t understand cost or quality, how likely are they to achieve best value? ‘In the absence of being able to define value, many buyers will take the lowest price from the company they feel can meet their requirements. Sometimes this works out just fine. However, sometimes the buyer’s organisation ends up spending far more in the long-term, or putting up with a system that’s unreliable, or just doesn’t meet their requirements,’ explained Adcock. Security dividends Where low-quality security solutions can incur higher direct and indirect costs, conversely, high-quality solutions can be of great assistance in minimising whole-life costs. This is because they tend to be better at preventing incidents, and if problems do occur, these solutions are far more capable of managing and handling the situation. As a result, end users of high-quality security solutions are likely to face lower direct and indirect costs over the lifetime of the solution. The white paper also suggests that using high-quality security solutions may

In the absence of being able to define value, many buyers will take the lowest price from the company they feel can meet their requirements. Sometimes this works out just fine. However, sometimes the buyer’s organisation ends up spending far more in the longterm, or putting up with a system that’s unreliable, or just doesn’t meet their requirements Rail Professional

actually increase business opportunities for an organisation. These ‘security dividends’ include: • increasing the efficiency of the business because good security is geared towards preventing incidents that may cause loss. • increasing the attractiveness of the business to customers as it will be viewed as more reliable and resilient in the face of unforeseen events • demonstrating that the business is a good corporate citizen as it can handle more issues, thereby reducing the demand on police resources • increasing the employee retention rate of the business as most people prefer to work in a safe environment. Commented Adcock: ‘Security technology can sometimes deliver significant operational benefits where the impact is more measurable/certain and the benefits easier to quantify. Budgeting and decision making for these solutions sits above security, but improved security can be a major beneficiary. An example would be CCTV cameras used to monitor operations on an aircraft stand, or an identity management solution that allows more efficient allocation of expensive city-desk space.’ Understanding requirements Many end users often ignore or fail to address the necessity of having a thorough understanding of their requirements in terms of security solutions. If anything, given that risk management is critical to business continuity, end users must be clear on (and able to articulate) the needs that they want to meet, and use them as the basis of their purchase decisions. It can be highly beneficial for end users to work closely with security suppliers when making their purchase decisions, particularly where

those responsible for procurement do not have the specialist skills to detect the risk within their organisation. The rationale is that many of these security providers have extensive experience that can help end users to identify and pinpoint their needs. ‘Every single engagement that we [ATEC Fire and Security] have with a client follows a seven step process,’ explained Adcock. ‘The first four steps of that process are a structured programme in which we learn about the client, their needs and environment. We help them to identify opportunities to create value within their organisation through reducing operating costs or even improving their service to customers. ‘Only when we get to step five do we begin to design, and in our experience, that’s where most suppliers start. Of course, because we’ve spent the time to agree the customer’s requirements, we have a solid foundation for our design, and we have to be thorough, right through implementation and support, to ensure those requirements are met. ‘And as we get more engagements with a single client, we build a deeper understanding of their operation and can identify more opportunities to create value,’ concluded Adcock. The paper sets out recommendations for both security providers and security buyers through checklists which aim to help security buyers make better informed purchase decisions and security providers to better demonstrate the value of their offering rather than compete on price alone. The full white paper can be downloaded from the BSIA website ( publications/publications-search-results/thereal-price-of-security-solutions.aspx).

James Kelly is CEO of the British Security Industry Association

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Getting railway security on track There is no better time to overhaul safety measures and ensure they are as robust as can be, but the ‘fortress’ mentality must be avoided, says Iain Moran


n light of recent terror attacks, the need to increase security in and around busy public locations has been highlighted. For the first time in the UK we saw armed police deployed on board trains following the attack at the Manchester Evening News arena and connecting railway station. But with railway stations coming under increasing levels of threat – take the failed Brussels train station attack as an example – more preventative measures need to be put in place to deter future attacks from happening. As part of an integrated approach to keep railway stations safe and secure, measures need to be put in place to protect the perimeter and stop hostile vehicles from gaining entrance to areas crowded with pedestrians. But it’s also important that these security solutions do not disrupt people accessing the station or put off travellers from visiting the area.

Bearing this in mind, how can security personnel achieve a balance where visitors feel welcome yet robust measures are in place to mitigate against the threat of terrorism? Investing in ‘invisible’ measures Security systems don’t need to be an eyesore to be effective – they can be designed to fit in with the surrounding landscape, making them almost ‘invisible’ to visitors. Just because solutions are less visible, it doesn’t mean that they will sacrifice on effectiveness or quality. Robust, secure measures could include stylish barriers or stainless steel bollards that just blend into the background. A main consideration for train stations should be to have measures in place to secure the perimeter and limit vehicle access, which do not hinder pedestrian permeablity. Outside railway stations, there tends to be lots of pedestrians entering or leaving the building, with some even

gathering outside to wait for transport to help carry on their journeys (taxis, buses, for instance). This makes these areas a prime target for vehicle attacks.

Securing the perimeter of train stations must be at the top of the security manager’s agenda, especially with the increased threat that tourist locations are now being subjected to. Protecting travellers and staff against targeted incidents like terrorist attacks and vehicle ramming incidents is of the utmost importance, but it’s also vital to take preventative measures against other accidents that may happen too

Rail Professional



One effective way to restrict access to vehicles is to install security barriers and bollards – these can either be automatic (so they rise from the ground and are hidden when not in use), fixed or removable ‘lift out’, depending on the building’s perimeter design and access requirements. These types of security bollards are available in a variety of shapes, sizes and finishes, meaning there will be a design to suit the style of the station and they will not detract from the building’s overall look or hinder pedestrian flow. They also come in a range of security ratings, to protect against the level of threat the location may be subject to. Impact-tested bollards (bollards that have been tested against vehicles driving into them) can also help to protect against accidental impact, they can be used to segregate pedestrian walkways from vehicle zones to prevent accidents or crashes. That’s because these bollards are extremely robust and durable, and through their rigorous testing, provide reassurance that they will be able to withstand the force of a vehicle ramming into them. Keeping disruption to a minimum when upping security Another huge consideration when improving security levels at railway stations is ensuring

disruption is kept to a minimum. With hundreds, even thousands, of commuters and tourists relying on trains and public transport to go about their daily lives, delays and disruptions can cause a lot of inconvenience. To minimise any disruption to the daily running of the train station, security measures can be retrofitted around the existing infrastructure, utilising technology to ensure that measures are installed quickly and efficiently. The main feature of this technology is the unique shallow foundation base plate, which minimises foundation depth, excavation disruption and the time needed for installation. These solutions are ideal for use around train stations, particularly when foundation depth is limited. This is usually the case when the station is located on top of a series of tunnels – think about the London Underground, for example, where the tunnels for the tube are located underneath the station. Shallow foundation bases often come in a variety of different shapes, meaning that they can be selected to suit the surrounding area and can also be installed around corners and existing street furniture items if required. They can be installed extremely quickly, with some bollards taking just one to two hours to be deployed. Also, less plant machinery

and concrete is required on site to fit the product, which in turn reduces pollution and noise. Securing the perimeter of train stations must be at the top of the security manager’s agenda, especially with the increased threat that tourist locations are now being subjected to. Protecting travellers and staff against targeted incidents like terrorist attacks and vehicle ramming incidents is of the utmost importance, but it’s also vital to take preventative measures against other accidents that may happen too. There is no better time to overhaul safety measures to make sure the security is as robust as it can be, but the ‘fortress’ mentality must be avoided.

Iain Moran is a high security consultant at ATG Access

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We have made a huge amount of progress in culture and even in occupational health in many ways, but there’s still a long way to go. We need to realise it is about hard work, slog and continuous improvement, it’s not about leaping around


Ian Prosser, chief inspector of railways and director, railway safety at the Office of Rail and Road, spoke to Lorna Slade about managing change, the Southern dispute, the highs and lows of his career, and football


Ian Prosser

s soon as we sat down Ian Prosser bemoaned the fact it’s hard to attract and keep engineers in the rail industry; according to him they’re more drawn to the pay and conditions of the consultancies and other big firms. Prosser has an air of quiet authority, no false charm and one gets the feeling of hidden depths. We talked about the fact that he lives in Cambridge and manages 110 people in a number of offices throughout the UK, before moving on to look at the ORR’s latest health and safety report of performance on Britain’s railways. The report focuses on four key areas, the first of which – maintaining safe and sustainable assets – refers especially to civil assets whose renewal ended up being deferred due to financial constraints and thus require increased maintenance. ‘That needs to be monitored very closely,’ stated Prosser: ‘last year we had two instances where the consequences could have been a lot worse than they actually were.’ The second area, managing change, turned out to be the thread that ran through the whole interview. ‘All over the sector there’s a great deal of change’ began Prosser, ‘We’ve got a new franchise being mobilised in the middle of August [South Western] at the same time as a major blockade at Waterloo; we’ve got a large quantity of new rolling stock appearing on the network over the next five years, some of it built by companies that have not provided rolling stock here before...’ and continuing the list, Prosser calmly dropped in the cause of one of the most intractable disputes in rail history: ‘We’ve had some issues around driver controlled operation, so we are focused that all this change is managed effectively by the duty holders, because we’ve seen a number of instances where we wouldn’t have had some of the problems we’ve had if that was the case.’ On the third, culture and occupational health, Rail Professional



Prosser believes in general the industry has some way to go. ‘People feeling they’re cared for will help that integration between management and the front line,’ he explained, ‘and mental health in particular is something they need to focus on.’ Delving deeper into this third area, a huge cost to the industry according to Prosser is the £350 million it spends on occupational health, with the largest proportion (along with physical issues such as musculoskeletal) going on mental health. For several years now ORR has been working to shift the industry’s agenda on health and wellbeing, which has lagged, Prosser feels, for historical/cultural reasons. ‘To be quite open about it there was a very strong macho culture, and that has been addressed and is improving steadily, but those legacies have not encouraged people to talk about mental health and therefore there’s a strong need to up our game.’ To that end ORR and the industry is working with the Samaritans to launch an industry-wide volunteering scheme, primarily to assist the Samaritans as their services have been engaged increasingly by the referrals made after interventions, but more widely, as Prosser pointed out, ‘it’s been demonstrated in other sectors that volunteering in this way helps the mental health of employees through talking and being more open, and that benefits the whole organisation. So we see this as a way of improving mental health care across rail.’ Rail Professional

Without pausing for breath he moves on to diversity: ‘It’s very unfortunate. People are putting a great deal of effort into changing that but we do not have great diversity. If we did we’d have a stronger and healthier culture, so if we can affect some of those cultutral aspects that will attract, I believe, more women.’ The fourth area in the report, safety by design, has been around for a number of years with the aim that risk is managed out of a project from the beginning. ‘We’ve seen instances where this could have been done better, particularly on some electrification schemes where if they had done more risk assessment, more ‘what iffing?’ in terms of design we’d have gotten a better solution from both a safety and efficiency point of view,’ opined Prosser, ‘because if you do this sort of work upfront you will also end up with a cheaper project and one that’s on time as well.’ Moving on to other matters, with level crossings stubbornly remaining a significant source of risk, I wondered if Prosser would like to close them all and whether the current measures to deal with people jumping lights and barriers are harsh enough. ‘That’s an interesting question,’ he said, with a wry smile. ‘We would like to close more but it gets increasingly difficult, and while we will still encourage closure and work with Network Rail and local authorities to help that, closing them all is not the only answer,’ Pointing out that the highest risk

crossings now left are ‘passive’, Prosser believes the technology being implemented by Network Rail with an audible warning will start to improve risk control and ‘help us a lot here going forward’. Sitting down together Some say what the unions want in order to end the Southern dispute about DCO is evershifting and unfathomable. Asked about whether he sees it becoming more about the unions’ antipathy to privatisation Prosser is circumspect: ‘Obviously as the health and safety regulator we work with colleagues in the industry and in the unions, and I meet frequently with Manuel Cortes, Mick Cash and Mick Whelan. I’m not going to go into the ins and outs of the dispute but as far as I’m concerned technology moves on, and it’s what’s happened in the railways since time immemorial. So we need to embrace new technology and methods of working because that will improve safety. That does impact people’s jobs and the types of jobs they do, but it comes back to my ‘managing change’ focus; what all parties need to do is sit down, work together and manage this change, because they know there’s going to be a certain end point to this dispute, so it’s about working through what you need to do to take the workforce with you and explain what’s happening in a productive way.’ Prosser’s inspectors talk to local union reps and go into cab rides ‘so we do understand some of the fears and are able to


help overcome those’, because as he believes, there’s no discernible difference between the risks of driver controlled operation versus guard controlled dispatch: ‘in many ways there are benefits to driver controlled, like controlling the doors so the dwell times are reduced, as one of the things people lose sight of is that total system risk.’ And in calming tones, he reiterated that ‘it’s a matter of just taking the heat out of the situation by sitting down together to work out what the roles are and getting the best solution, because what we’re all trying to achieve is a safer, more efficient and better railway for the people who want to use it.’ As to whether Southern has fully implemented the changes ORR asked for, especially at stations, Prosser paused slightly: ‘Yes, we’re continuing to monitor that’, and at the point we met he was due to meet with the unions and GTR management to go through any outstanding issues the reps might have. Simple things really Looking at Prosser’s tweets, he appears to fully back the revenue and support role (in terms of helping disabled people) of a guard or OBS, and I asked if he believes DOO is the ideal way of working or just that it can be safe. ‘I’ve already answered that in some ways’ he shot back. ‘I can’t see’, I proffered, ‘how the industry can say it wants to encourage disabled passengers to use the railway while at the same time having the aim of DOO’. ‘Hmm’ he replied. ‘There is a requirement to help disabled people travel on the railway and there seems to be increasing numbers of them. Our annual rail consumer report Measuring Up shows there has been a 4.4 per cent increase in the usage of assistance, so that’s good news. What we have to do is take them into account when we’re designing how we’re going to dispatch trains, and that can be done safely in a number of ways – driver controlling the doors, a guard...the role of the OBS is designed to be passenger-facing, and in many ways, for the on-board staff not to have to worry about opening and closing doors gives them more time to help passengers.’ Whether as noun or verb, Prosser is fond of the word ‘focus’ and in this case the focus should be on trying to help all sorts of passengers he pointed out: ‘it’s not just wheelchair users that are important. I’ve been out on the railway with disabled people and what came across very much is that blind people probably face more difficulty than any other group. It’s very important that staff are trained effectively and to realise that different types of disability need different requirements. We do have stations that are unmanned but where there are staff they need to know how to interact properly with the train, and it’s about simple things really, like communication between one station and another.’ Talking about station staff or the lack of them, the ORR recently issued London Underground Ltd with a legal improvement

notice following the death of a passenger in January at Canning Town. As well as that the RMT is calling for an independent inquiry into LU’s stations jobs cuts programme Fit for the Future, saying it made a ‘cheapskate attempt’ to run West Ham and Canning Town stations with one member of staff. I wondered what Prosser feels about the situation, given the current terror threat level. ‘Well the reason we issued the notice was that, through circumstances I don’t know all the details of, they only had one member of staff when they should have had more, and that can happen. But what they didn’t do was assess the risk properly, and that’s why we think it’s quite a powerful notice to make sure that LUL does understand the risks they need to mitigate if they haven’t got a full crew of staff on the station. We will and are monitoring the network in terms of stations, so our view is that we are the health and safety regulator and we make sure they meet their legal requirements.’ Mature management Turning to Network Rail, despite being prosecuted three times for health and safety breaches during 2016-17 and fined a total of £4,800,070, ORR said it delivered good safety management but that the rate of


It’s very important that staff are trained effectively and to realise that different types of disability need different requirements. We do have stations that are unmanned but where there are staff they need to know how to interact properly with the train, and it’s about simple things really, like communication between one station and another

Rail Professional



improvement has ‘slowed’ and the regulator wants to see it has the ‘building blocks’ in place to reverse that. In particular, as the organisation strengthens the routes as part of its organisational structure Prosser wants to witness the capability to effectively manage them. ‘One of the weaknesses we’ve seen in routes is their own internal assurance, and we’re going to be doing our maturity model assessment on them because we find issues the management should have found.’ If Chris Grayling’s plans come to fruition, Network Rail will be working even more closely with Toc’s, and Prosser does not see any safety issues arising from that; indeed he thinks there could be benefits. ‘Do you remember the Wessex Alliance? I put in an ORR inspector who focused purely on that and we saw some real improvements as a result of people working together. As we see stronger route devolution then as long as they’ve got the capability – and that’s something we’ll be watching in terms of working with local Toc’s in areas like station safety, managing disruption, managing and creating enough space for maintenance of possessions etc – we can potentially see some real improvements, both in safety efficiency and the performance of the railway, for customers and the funders.’ Go Digital Safety issues around the Digital Railway are taking a front seat, and the ORR’s role is expected to adapt as cybercrime becomes a more prevalent issue for the industry. Prosser seemed sanguine about the threats: ‘In many ways our signalling systems at the moment are closed, if you like as low-tech as the 19th century. So if we start to move to a more digital base we have to understand the risks that we create.’ To that end ORR is talking to other regulators in the health and safety arena said Prosser, ‘because some of Rail Professional

them know a lot more than us. We’ve had some sessions with the Office of Nuclear Regulation and we know we might have to up-skill in these areas, as well as in the area of digital technology.’ But the key point for Prosser is that the Digital Railway will mean risks are going to change across the industry. ‘We have to think about level crossings, about how we protect workers who have to go onto the railway – in many ways the Digital Railway will create a very different operating environment so it has to be thought through. That’s why I’m quite pleased in some ways that Network Rail has taken a step back in starting it, to think about how it will implement it over a fairly long period of time but making sure it gets the first steps right.’ With the industry is changing in so many ways I wondered what Prosser sees as potential future threats to safety. While not expecting an extravagantly abstract theory I was nevertheless taken aback by the brutal practicality of his tone and reply: ‘The threats come in my key areas’, he stated. ‘The future threat is that we don’t address maintaining a safe and sustainable infrastructure. We must think about the house and not just the conservatories we want to build on it. Fixing the leaks in the roof is important, so not taking our eye off the day job with all this other stuff going around and making sure we do the basics of maintenance and renewal. We have made a huge amount of progress in culture and even in occupational health in many ways, but there’s still a long way to go. We need to realise it is about hard work, slog and continuous improvement, it’s not about leaping around.’ Love the job Prosser has been in the role for nine years now: ‘I love the job, but the time seems to have gone just like that.’ Reflecting on recent events, as he said the tragedy of Croydon hit very hard and overshadowed the whole of last year. ‘My goal since I started the job, and in fact I went to my interview with this, is that we should have a vision of zero fatalities for this sector. When the investigations are complete we will ensure the recommendations are fully considered by the industry and by ourselves and that all appropriate action is taken, because we want to ensure this never happens again and our thoughts are still very much with the families of those who were killed or injured in that terrible accident.’ The industry needs to really learn from the Croydon incident because, points out Prosser, there have been other close calls that could have been equally as tragic. ‘It’s about continuous improvement and focusing on the key areas I spoke about.’ Asked what he would like to see from Toc managers Prosser lost no time: ‘To walk the talk. Simple as that. I’d also like to see them get out more. A lot do, but overall we could all do that more and I’ve talked to my colleagues about not having so

many internal meetings. One of the other things I’ve achieved since being here is a real focus on getting inspectors out: there was pushback – ‘Oh, that’s going to mean paperwork’, but I said ‘No’, let’s target 50 per cent of senior managers being out and see what a difference it makes.’ Looking back on the highlights, Prosser pointed to the successful integration of the health and safety regulator of the railways. ‘That has huge benefits for the sector: our vision and the goal of excellence has stuck. When I started that path it was ‘that’s impossible and excellence is just gold plating’, and having developed the management maturity model that is sticking as well. So it’s having shifted the mindset of the whole sector, but we’ve still got a lot to do and that’s why I’m quite keen to stick around.’ In his spare time Prosser enjoys writing poetry, football and photography. Material enough for a further interview, I got the impression. ‘People here know that when somebody retires I write a poem for them’ he told me. At that the press officer proudly interjected: ‘Ian’s poems are famous throughout the building and a lot of the Civil Service.’ ‘And’, added Prosser ‘throughout the sector as well’. Published when he was young, Prosser has a ‘whole stack of stuff that when I do maybe one day retire I can put together, along with the photographs.’ He had been writing a poem on the day we met because one of his inspectors ‘ a very senior and capable civil engineer who has been influential in changing the mindset of Network Rail in terms of civil assets’ was set to retire the following day. ‘I won’t be able to get up to Scotland to see him but somebody else will read it, so yes it’s a hobby.’ A qualified football coach, Prosser was at his most reticent when I asked who he follows. ‘That’s the most contentious question you’ve asked so far’ laughed the press officer nervously. ‘Erm, my dad grew up in Stoke on Trent so I’ve always been a Stoke City supporter’ he revealed, ‘and my hero was Gordon Banks who was in fact a Leicester City player but we’ll put that aside.’ Banks, he informed me was the England goalkeeper when they won the World Cup, and he was at Stoke City when they won their only ever major trophy, the League Cup, ‘and that was when I was really dead keen on football in my teens – I enjoyed playing in goal although I was far too small, and my dad was a very good footballer as well.’ We ended by talking about how passengers can behave on trains and Prosser told of a man who started vaping near him on a journey he was on with his family from Cambridge to Darlington. Apparently the guard ‘hadn’t bothered’ to go through the carriages so, as he told it, ‘I got out my enforcement badge and put a stop to it.’ Replying that my bugbear is people putting their dirty shoes on the seat opposite and that I have noticed staff walk past without saying anything, he countered quickly ‘Oh I would have’. I am in no doubt of that.



Spend as you travel Ian Reynolds looks a the rise of the commuter-shopper and the opportunities that presents for online retailers and Toc’s alike


he consumer appetite for online connectivity on the move is continuing to increase. Advances in technology, including increasingly efficient and widespread on-train Wi-Fi, are enabling this. Catering to the mood of the public, the government is forecasting that almost 100 per cent of train travellers will have access to Wi-Fi services by 2020. This looks like great news for the economy, as the increasing connectivity on-board Britain’s public transport is leading to a boom in e-commerce during the commuter journey. Research from Zapp and CEBR showed that the morning rush – 7:00am to 9:00am – sees the biggest spike with 1.5 million commuters estimated to be shopping. With the average journey taking 40 minutes, commuters have plenty of time to spend money, and often spare no expense. For example, when it comes to buying clothes, accessories and footwear while on the train, our own research revealed that 86 per cent

Gaining an understanding of consumer travel behaviour, and drawing out what this new commuter-shopper archetype looks like, enables us to see that classic media opportunities on the UK’s rail networks offer lucrative opportunities for advertisers of all kinds. On-train ads reach 7.1 million affluent, connected and influential rail users every four weeks. Effectively reaching the commuting consumer, and powering purchase through classic out-of-home advertising, presents a very real opportunity. By reaching this new shopper group, online retailers and Toc’s alike can raise awareness, own the journey and drive sales in a unique, powerful way

are prepared to spend up to £250. Turning to future travel, holidays, short breaks and hotels, 71 per cent are likely to raise their spending to around £500. Even grocery shopping could be generating up to £250 per consumer per journey. The most popular category for on-train purchase is travel tickets for rail journeys and commuting, which is particularly positive news for Toc’s. 49 per cent of respondents said they would be prepared to purchase these online on the train, and 85 per cent of these people are happy to spend up to £250 in a single transaction. The implications of this are huge; on board Britain’s rail network is a vast, diverse audience actively making online purchases when on the move and driving considerable commerce. The research showed that 90 per cent of passengers use their smartphone while Rail Professional



on the train; 30 per cent browse general retailer websites during their journey, and 20 per cent make a purchase from those sites while travelling. It seems the commute is an optimal environment for driving e-commerce. Complementing this increasing use and adoption of technology, traditional OOH formats still play a key role in influencing consumer behaviour. Our research has shown that 94 per cent of the on-train audience take notice of traditional on-train advertising. These two factors work together in a way that’s highly beneficial for organisations to drive their online presence. 36 per cent of rail customers have used their mobile phones to shop and, of those who have bought something they saw advertised on the train, 28 per cent made the purchase immediately. Classic on-train out-of-home advertising is clearly contributing to an enhanced, efficient and connected passenger experience, and is helping to drive healthy online retail sales. Toc’s benefitted As advertisers themselves, Toc’s are no strangers to the ways in which classic on-train media can drive online uptake. Using Traincards to raise awareness and drive passengers online, both GTR and

c2c have benefitted from on-train media and increased connectivity. David Walker, head of revenue and ticketing at Govia Thameslink Railway (GTR), described how their on-train campaign gave GTR customers ideas for leisure activities which subsequently encouraged them to browse and book online during their journeys. Similarly, when c2c launched the Vista onboard entertainment portal in the spring, commercial director Clare McCaffrey explained how Traincards were used to generate rapid awareness and uptake of the service across the network, encouraging passengers to access the portal and enjoy the entertainment provided by free and efficient Wi-Fi connectivity. Ever-improving 4G and Wi-Fi connectivity is essentially the driving force behind both transport m-commerce and e-commerce as revenue generators. Our research shows commuter-shoppers are making shrewd use of their time, and they themselves have also cited their preferences for efficiency. 59 per cent agreed that convenience often plays a part in their purchase decisions – 14 per cent more than the average consumer (Source: TGI Q1 2017). There is evidence here that this commuter-shopper archetype is travelling in

‘utility mode’: shopping via smartphone for the sake of ease due to the constraints of a time-poor, fast-paced lifestyle. Gaining an understanding of consumer travel behaviour, and drawing out what this new commuter-shopper archetype looks like, enables us to see that classic media opportunities on the UK’s rail networks offer lucrative opportunities for advertisers of all kinds. On-train ads reach 7.1 million affluent, connected and influential rail users every four weeks. Effectively reaching the commuting consumer, and powering purchase through classic outof-home advertising, presents a very real opportunity. By reaching this new shopper group, online retailers and Toc’s alike can raise awareness, own the journey and drive sales in a unique, powerful way.

Ian Reynolds is managing director of KBH On-Train Media

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Going private Donna Butchart looks at why Earned Value contributes to the success of major rail projects


he growth in the number of rail organisations adopting Earned Value for major projects is expanding beyond the remit of just Network Rail and other public sector bodies. However being able to establish an earned value matrix is both tricky and complex, and being able to adapt existing systems for rail organisations is key, particularly when monitoring earned value throughout the life of the project. There is an increasing trend for public sector contracts to require suppliers to monitor not just the costs and schedules, but also value added, through Earned Value Management. Earned Value management is seen as the best practice methodology, and as a result is being adopted by major rail organisations involved with complex client projects. Earned Value is not a new concept; it has been in use since the industrial revolution. It came to prominence first in the US when the government introduced earned value management as a requirement for its contracts, and has been replicated within the UK as government departments are keen to establish the value added of their major contracts. In addition the Project Management Institute has adopted it as a proven project management methodology to help keep projects on schedule and within budget. The National Audit Office’s definition of earned value management is ‘a technique for measuring project performance and progress, based at its simplest on quantified measures of work planned (planned value) and work completed (earned value)’. Of course in reality the actual formulas used behind the Earned Value calculation are far more complex than this simple definition. Why is Earned Value important for rail organisations?

Earned value management offers opportunities to rail organisations, beyond the simple adherence to contract requirements. It allows an organisation to have transparency around infrastructure and maintenance projects, programmes and portfolios of stand-alone and integrated works, and provides a clearer indication of progress on large-scale projects than other traditional monitoring techniques. In essence it allows organisations to keep projects on schedule and within budget



Earned value management offers opportunities to rail organisations, beyond the simple adherence to contract requirements. It allows an organisation to have transparency around infrastructure and maintenance projects, programmes and portfolios of stand-alone and integrated works, and provides a clearer indication of progress on large-scale projects than other traditional monitoring techniques. In essence it allows organisations to keep projects on schedule and within budget. Earned value is not only valuable to organisations; clients letting contracts also benefit from earned value metrics. The client can have clear visibility through weekly, monthly or quarterly reporting of the three elements of the work: the budget, the work undertaken and the value of their projects. Why are companies using EV? The reasons why a growing number of rail companies are using earned value as a reporting matrix are varied; however in essence there are three key themes around why companies decide to start using earned value management: • to track project performance and to identify any problems before the project begins to fundamentally fail (i.e through over-spending or being behind on v2-half.pdf

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schedule). • to give improved project transparency and accountability to both the project team, sponsors and stakeholders. The earned value reports are based on inputs from across the team, and therefore capturing hours, expenses and costs; they also give accurate non-manipulated projections showing good and bad performance and outcomes. This means that problems are quickly identified and management can then decide on the relevant remedial action. • to streamline the planning process so that activities are kept to schedule throughout the life of the project. This is achieved by have a comprehensive approach that captures and displays detailed costings and programme schedules which then have real-time updates in terms of tracking committed costs and work delivered to date. This means actual outputs are tracked against planned outputs to provide accurate insight. Examples of rail organisations using Earned Value There are a growing number of examples of organisations using Earned Value. The Crossrail programme was seen as a leader in

best practice for earned value management, where all of the performance data was held centrally so that it was cleansed and robust. It allowed a user to drill down to core data. In addition to the data warehouse there was a reporting functionality attached which allowed business intelligence reporting to produce dashboards. The quality and transparency of the data within the reports led to a positive behavioural change. As a result of the Crossrail success with Earned Value the National Audit Office recommended that both the Department for Transport and Network Rail introduce the earned value management approach to monitor infrastructure programmes. The benefit of using Earned Value is demonstrating results for the rail organisations and their supply chain, what has started as a public sector venture is being adopted by private sector organisations for their projects.

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A bit specialist The rail industry must focus on tech skills in 2017, says Paul Payne, if operators truly want to harness the full potential that technology could offer


ou won’t need me to tell you, but technology is all around us. It’s infiltrated our daily lives and it’s likely that some of you will be reading this on devices that have now essentially formed an added limb in recent years. While rail has made some advances with the introduction of the likes of contactless payments, other industries have harnessed – or have begun to harness – the true value and potential of technology to a much greater extent. The financial services field, for example, has made it possible for us to review our entire banking set up at the click of a button, or the scan of a retina or fingerprint in many cases. However, the rail industry still has a long way to go to make the most out of technology, and that’s partly because it doesn’t have the depth of skills in place to drive this forward progression. But why should rail firms recruit for tech expertise in 2017 and how do they actually do it? Technology holds huge potential for the rail industry. It would be wrong to suggest that it hasn’t been adopted in some ways, anyone who has watched the Crossrail documentaries on BBC will understand the complexity of the project and the value that technology in its various forms is providing. However, on a wider scale the UK rail industry could be doing so much more. Networks in countries like Japan and China, where technology is more widely and effectively adopted, put ours to shame. Technology recruitment. Hiring tech specialists is becoming more and more important as smaller operators are beginning to push technology-led initiatives at a rapid pace. These schemes have the ability to rapidly improve efficiency and can make the customer journey faster and more enjoyable which, ultimately, is what the rail industry is here to do. ITSO has launched a smart ticketing, ‘Oyster-like’ programme

which the firm suggests could make customer travel more flexible and convenient, while Chiltern Rail is also planning to go ticketless. In addition, SilverRail is launching an Uberinspired project to improve customer service performance and there’s also the wider scale electrification of networks and ongoing train upgrades to take into account. However, while these schemes are admirable, they won’t be adopted across the board and on a wider scale until there is a much greater depth of tech expertise in place, which can really only be achieved by putting more focus on the hiring of technology specialists. Recruiting for tech skills requires a very different approach to that needed to hire engineers, for example, where traditional attributes – that the rail industry is historically strong at sourcing – are well known and relatively easy to find. On the plus side, the sector has never faced

Technology specialists want the freedom to innovate, to be creative and to dictate the details of their role. They seek more than just a good pay package and want to be judged on outputs, rather than time spent in the office. They want to be able to operate in an entrepreneurial, ‘hot-house’ culture. For firms that like to do things traditionally this can throw up some significant challenges and can make hiring difficult Rail Professional



challenges hiring to the same degree that other fields have experienced. The reason? Partly because, well, everyone wants to work on the trains when they’re younger, don’t they? However, it’s considerably harder for firms – in any sector - to source the tech skills they need. Not only are specialists relatively few and far between as a result of ongoing skills shortages, but tech experts often want different factors from employers than the professionals the rail industry has traditionally looked for have done. They will also have to recruit talent directly from the likes of the financial and digital industries, which are more experienced and better equipped to attract – and retain - these types of individuals. A different approach So how do you do it? Firstly, you need to have a powerful employee value proposition (EVP) that speaks directly to the individuals you are trying to recruit. Technology specialists want freedom – the freedom to innovate, to be creative and to dictate the details of their role. They seek more than just a good pay package and want to be judged on outputs, rather than time spent in the office. They want to be able to operate in an entrepreneurial, ‘hot-house’ culture. For firms that like to do things traditionally this can throw up some significant challenges and

can make hiring difficult. However, if you want to lure these people away from the likes of Google and Facebook, where they will be allowed to designate their modus operandi, then it’s a must. You’ll also obviously need to invest in cutting-edge technology for these professionals and look to instigate training and upskilling programmes to ensure these skills aren’t lost once the individual(s) leave your organisation and are spread among the workforce. In addition, your firm will need to know about the ways it can differentiate its EVP and way it approaches talent to different audiences. Professionals in the ‘millennial’ generation want different factors from their employer than the one that preceded them and those in ‘generation Z’ are likely to want different factors to that group. That means potentially stepping out of your comfort zone and offering the likes of flexible working, or launching your hiring campaign on social media, for example, which many firms may still not yet feel comfortable doing. Critically, employers need to ensure that what they’re promising matches up with the reality of what the role actually offers. If it doesn’t, and they’ve promised their new tech hires the world and delivered very little, then they’re just likely to resign, leaving firms back at stage one all over again. Technology is coming whether we like it

or not and taking on tech skills isn’t just an approach for firms that already recognise the benefits it can offer, but for organisations across the board. Most readers will have seen that impact that IT issues can have on the rail network. Indeed, just last month a relatively minor glitch caused all ticket machines in the UK to fall out of service simultaneously, potentially costing providers millions in lost revenue. By seeking those with tech expertise it’s less likely that these types of issues would occur again in the future and, if they do, they will get resolved more quickly than they currently are. There’s also the enormous threat of cyber crime lurking around the corner and firms will have to work hard to ensure their defences are up to scratch, which again, requires the skills of specialists. The future for the rail industry is undoubtedly tech-led, however if operators truly want to be able to harness the full potential that technology could offer, then they’ll have to readdress their hiring strategies and start actively seeking out tech specialists from other industries. By doing so, they’ll be able to lower costs, become more efficient and ultimately quicken customer journeys and deliver their services at a lower cost. What’s not to like about that? Paul Payne is managing director and co-founder of One Way Rail Professional

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Time to open up Push and pull from the supply chain can help Network Rail choose a different track, says Tim Slesser


t is said that necessity is the mother of invention, but what happens when the necessity for new products, systems, and ideas is hampered by a lengthy approval process? The wider rail industry can use recent developments to turn up the pressure on stakeholder organisations such as Network Rail to encourage a more effective route to market for innovative technologies and approaches to rail infrastructure challenges.

With the UK rail network currently the fastest growing system in Europe, and with passenger numbers set to double over the next 25 years – which is a relatively short space of time – there are growing calls from a number of rail organisations for Network Rail to adopt the practices of similar infrastructure bodies and open itself up to new ideas and suppliers. Recent backing from the Rail Supply Group (RSG) and Rail Investment Association

(RIA) for government measures such as a rolling programme of investment, and an expansion of the number of SME’s with access to the supply chain is welcome. However, to date there has been a slow toe dip into the water. For example, the launch of the Digital Railway programme, which will introduce more smart systems and technology to the sector, is the stand out initiative, with a very broad objective of optimising operations and instill improvements in capacity performance

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The essential message for manufacturers is that if a solution can be proven in application to the contractors that work on highway projects, then the rail sector needs to learn these lessons. There must be way for an organisation such as the RIA to bring together parties from across the supply chain, including the Toc’s who need new infrastructure to be delivered, to host similar events with buy-in from Network Rail and safety. Network Rail states that it is embarking on the most ambitious infrastructure investment programme since the Victorian age, committing £38 billion. Despite this, the approval process for more conventional new products for trackside maintenance applications is still taking between 12 and 18 months to complete. As a result, there is a

danger that opportunities are being lost while projects and their budgets overrun. The existing process does not lend itself to encouraging innovation at a time when the industry is crying out for new answers to longstanding challenges. There are some new options for supply chain specialists to submit their proposals, such as the Innovation Portal, but communication on the process does not yet feel like a two-way dialogue. Build momentum As a manufacturer of scale that works closely with Tier 1 and Tier 2 contractors, I believe there are a couple of approaches that should be backed by Toc’s, the ultimate beneficiaries of improvements to national rail infrastructure, which will help to build momentum. For example, Highways England uses ‘Innovation Exchange’ events to allow SME’s and more established manufacturers to pitch their new systems and solutions to contractors and consultants that work with the organisation. Highways England is becoming increasingly willing to consider and approve plans that incorporate more innovative design solutions, and this more collaborative approach is helping to accelerate the route to market. The essential message for manufacturers is that if a solution can be proven in application

to the contractors that work on highway projects, then the rail sector needs to learn these lessons. There must be way for an organisation such as the RIA to bring together parties from across the supply chain, including the Toc’s who need new infrastructure to be delivered, to host similar events with buy-in from Network Rail. This might be an issue to discuss at the forthcoming influential Future Rail Infrastructure event in September. The incoming devolution of railway management to a regionalized approach should also improve the decision-making process and the options available to central procurement teams and project designers. We know that Network Rail is strengthening the organisation in the north of England, and that a managing director with a Northern Portfolio is currently being recruited and will work closely with northern routes and regional stakeholders, which is another positive move to help reset the processes blocking innovation. There is change afoot in attitudes to introducing innovation, but for the ‘renaissance in rail manufacturing’ there still needs to be an overhaul of the processes that allows new ideas to reach the trackside before manufacturers and key contractors can be fully convinced. Tim Slesser is rail product manager at Polypipe

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Celebrating the best of UK rail Established 20 years ago to celebrate the very best developments across the UK rail sector, the Rail Business Awards is a highlight of the UK rail industry calendar


t provides an unrivalled opportunity to pay tribute to all the hard work that goes on day in, day out. Part of the Railway Gazette Group at DVV Media International, alongside Railway Gazette International and the agenda setting newsletter Rail Business Intelligence, the Rail Business Awards is supported by lead sponsor Ricardo in association with Rail Professional. More than 600 senior executives and industry leaders from across the UK rail sector will be gathering at the London Hilton on Park Lane on February 22 2018 for a star-studded 20th anniversary event, where the winners will be revealed. The evening provides an unrivalled opportunity for networking with colleagues and contacts across the rail industry, and table reservations are already being accepted. The awards are open to any company of any size that conducts business within the UK rail industry. The various categories (below) have been carefully selected to recognise many different aspects of the rail business, from individual achievements

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20th Rail Business Awards Young Professional

Customer Service Excellence

Engineering Business Excellence

Safety & Security Excellence

Rail Engineer of the Future

Digital Technology Excellence

Technical Innovation

Stations & Integrated Transport Excellence

Training & Development Excellence

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Sustainability & Environmental Excellence

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through customer service and technical innovation to operational excellence in both passenger and freight. The presentations culminate with the coveted award for Rail Business of the Year, awarded by a panel of independent judges on the basis of the results from the other categories. A chance to enter Entries for the 20th Rail Business Awards are open until September 29. This year entries are being invited for 18 categories, giving companies and organisations the

Train Operator of the Year

opportunity to tell everyone about their achievements during 2017, and a chance to celebrate the people behind the scenes that make it all happen. Companies are invited to enter as many categories as they wish, selecting those that best suit their business. They may also nominate another organisation that they have been working with, or submit a joint entry if preferred. However, the same projects should not be entered for more than one category, and the organisers may transfer entries to a different category if that is felt to be more

appropriate. Anyone wishing to enter should initially visit to review the categories and criteria, and register to take part. Once the submissions have been prepared, registered entrants can simply log in and upload their entries. Each submission may contain up to 2,500 words and a 50 word summary, along with photographs and any necessary supporting documentation. When marking the entries, the judges will be looking for evidence that each submission properly addresses the criteria for that category. Tel: 020 8652 5216 Email: Visit: Rail Professional

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3M Safety Network Live event to benefit rail industry etween 2015 and 2016, more than 1,800 rail infrastructure workers were injured on British mainlines . During this period, the number of major and minor injuries suffered by mainline workers dropped by 14 per cent and three per cent, respectively . However, the sector still lags behind other comparable industries that better manage harm to their infrastructure workers, according to Ian Prosser, director of railway safety at the Office of Rail and Road (ORR), who made the observation in the ORR’s latest annual health and safety report (see main interview, this issue). In the same report, Prosser identified ‘developing, maintaining and renewing a safe and sustainable infrastructure’ as one of the four key challenges facing the industry. Rail workers face many potential hazards, ranging from oncoming trains and falls from height to ballast inhalation and noise exposure. Employers must therefore ensure that they have appropriate control measures in place to protect workers’ health and safety, including personal protective equipment (PPE) that is both adequate to protect against the hazard and suitable for the individual and the environment. In order to put these measures in place, it is vital that employers and health and safety managers understand the various solutions available and keep abreast of the latest developments. One important way of doing this is sharing information with one another. For several years, 3M has been running free webinars on these topics, the latest of which is the science-based technology company’s ongoing Safety Spotlight Webinar Series. Adding to this, in 2015 3M launched its first Safety Network Live event – to bring together health and safety professionals for a full day of expert talks, practical demonstrations and roundtable discussions. The idea was to offer professionals a chance to learn about best practice and changes in the industry, share knowledge and expertise between one another and gain insight from our carefully-selected guest speakers. The inaugural Safety Network Live proved


so successful that the following year the company held two of the events. This year it has once again doubled the number of its Safety Network Live events, taking the total to four, in response to high demand and positive feedback. The first Safety Network Live event of 2017 took place in Manchester in June, attracting record visitor numbers. More than 60 health and safety managers, equipment purchasers and company owners attended, all from a range of industries. The event, which took place at the Old Trafford football stadium, saw professionals from across the UK network and share information and the feedback the company has received has been extremely encouraging. As a result, 3M is urging others to register early for the remaining events, as tickets are ‘disappearing fast’. These events will take place on 14th September at Dublin’s Aviva Stadium, 28th September at Glasgow’s Celtic Park and 5th October at the 3M head office in Bracknell, Berkshire. Each of the upcoming events will take a similar format to the first, beginning with breakfast and a brief welcome. After this, two interactive talks will be given for all guests to listen to and take part in. The first will be given by a communication specialist at training consultancy company UK BodyTalk. This will focus on how managers can gain buy-in and get their health and safety message across effectively to their workforce. The second talk will be given by David Fox, a chartered psychologist from the Health and Safety Laboratory in Buxton, discussing how to recognise and tackle workplace stress. After lunch, visitors will be able to choose between talks given by 3M specialists. The first will be led by Rob Brill, a technical manager at 3M. He will explore the use of various tools and techniques to help assess and improve personal protective equipment (PPE) compliance within organisations. This is a key issue within the rail sector and other industries. Workers may choose not to comply with PPE requirements for various reasons, from comfort to compatibility issues. This can leave them exposed to potential hazards.


The second talk will be given by Stephen Morris, UK fall protection technical specialist at 3M, who will discuss working at height, fall protection and confined space access. Again, these matters are a major concern within the rail industry, particularly as, contrary to what some believe, even falls from relatively low height can injure and kill. The events will conclude with an interactive session for all attendees, led by training provider 2macs, which aims to get attendees involved in role-playing a workplace safety scenario. To register for Safety Network Live, or for more information, visit safetynetworklive Petrotechnic’s survey reveals need for OE technology in rail inety per cent of rail professionals believe operational excellence is important to their organisation’s success and three quarters agree that technology is an enabler, according to new research by the developer of the rail industry’s first software platform for OE. Despite that less than one in eight are seeing a return in investment in OE. Analysis suggests that the issue lies in an inability to visualise and harness data, with only 28 per cent using big data and analytics. Petrotechnics surveyed rail infrastructure managers globally to unveil industry attitudes in its Operational Excellence in Rail Index 2017. Nine out of ten survey respondents agreed that OE can be defined as ‘the pursuit of world-class performance. It requires everyone, from the boardroom to the trackside, to consistently make the most effective operational decisions, based on an integrated view of operational reality, based on risk, cost and productivity’. ‘The results clearly show that infrastructure managers can see the significant benefits of pursing OE and realise that technology is the enabler,’ said Michael Brown, rail subject matter expert at Petrotechnics. ‘The worrying thing is that so few are using the right technology. This means that they aren’t benefiting from an integrated view and aren’t seeing the expected returns on their investments.’ What’s more, 62 per cent believe a benefit of OE is improving customer satisfaction with reliability and cost. And, more than half of those surveyed agree that OE can enable safer and more effective routine operations that ultimately keep trains running on time. Brown continued: ‘Over the coming years we are going to see significant investment in our railways – a trend that is reflected globally. New OE technologies are an imperative for infrastructure managers and organisations that want a true picture of operational reality – what’s happening, where it’s happening and when it’s happening. Only then can best practice become common practice.’ Visit:


Rail Professional




Atkins wins Anglia resignalling contract tkins has been awarded a £29 million contract for the resignalling of the Norwich-Yarmouth-Lowestoft route by Network Rail. The company will provide a full suite of GRIP 5-8 design, engineering, construction, testing and commissioning services for the scheme, which will see it introduce new digital interlocking technology to the Anglia region. Adam Parsons, programme director, Transportation at Atkins, said: ‘The system will provide a step-change in the way the railway runs; it will be safer, more reliable and cheaper to operate and maintain.’ Huw Edwards, Network Rail’s programme director for signalling, said: ‘This scheme will really benefit passengers by improving reliability on this line as part of our Railway Upgrade Plan. We’ll be taking out the old Victorian infrastructure and replacing it with modern equivalents. We’re also going to be improving safety on the railway by upgrading six level crossings and putting in technology to make the railway safer for all.’ Installing a new digital signalling system across the 42 kilometres of route will prove transformational, as the existing mechanical interlocking is removed and replaced with bespoke, programmable ElectroLogIXS equipment. This means that the new digital control centre will be based at Colchester Signalling Centre. The resignalling works will see the removal of the bulk of trackside collaterals, such as cabling and relays, with all the new hardware remote-monitored and controlled from Colchester. Parsons explained: ‘Using a digital interlocking system deployed with our overall system architecture significantly reduces the amount of time which track engineers will be required to spend in safety-critical environments, maintaining and repairing signalling systems.’ The project is due for completion in Spring 2019. Visit:

Arriva Rail London innovation will help manage crowding on London Underground he new technology will let station teams direct passengers to less crowded parts of the train and help improve train performance. The innovation, which relies on software that has been installed on Arriva Rail London’s fleet of 57 Class 378 trains, transmits information on how busy each carriage is directly to station teams on their smart devices in real time, enabling platform staff to direct passengers to board less busy parts of the train. Arriva Rail London’s innovation and business excellence manager, Matthew Bromley, explained: ‘This builds on our existing Orinoco platform which sends real-time information to frontline teams, combining journey planning with disruption and service information directly from the London Overground control room. ‘The new development – Orinoco 2 – shows employees a graphic of each train indicating how busy each carriage is. Unlike some other systems which use reservations data this is based on real time loading data.’ The Class 378 trains are fitted with an air suspension system. As more people board a carriage, more air is pumped into the suspension bags so the floor of the train is always the same height above the tracks. A sensor in the air bag measures the changes in pressure in the bag and the on-board computers use this information to calculate how many people have boarded the service. The train’s on-board computer transmits this data, which is interpreted and merged with train running information from National Rail Enquiries and communicated to Arriva Rail London’s station teams via their iphones and ipads. The technology has been developed in partnership with Transport for London (TfL), Bombardier Transportation and software developer Hacon. Neil Webster, Innovation Programme Director, RSSB, said: ‘We are supporting the industry in the research and development of various technologies including finding solutions to help manage overcrowding on trains and stations through the TOC’15 competition. Orinoco 2 has the potential to transform the journey experience for thousands of passengers.’


For more information visit: review/219700091/d1ae38d92f.

Enclosures from the smallest to the largest. ENCLOSURES




Greater Anglia works with Veolia to recycle waste


he Toc has increased its recycling by 71 per cent in the past five years and has now appointed a new contractor in a bid to further improve recycling rates and cut the amount of rubbish sent to landfill. In 2012/13, the operator recycled 38 per cent of waste across its network, however in 2016/17 that figure was 65 per cent – an increase of 71 per cent. Last year, Greater Anglia collected 2,999 tonnes of waste, which is the equivalent weight of 18 InterCity trains. The ToC has now appointed resource management company Veolia to manage its waste contract. Jay Thompson, head of safety, security and sustainability at Greater Anglia, said: ‘Sustainability is very important to us. We would encourage all passengers to either use the bins provided at stations or on trains, or take their rubbish home with them.’ Gavin Graveson, COO, Public & Commercial Veolia UK and Ireland, said: ‘Together a focus will be put on reducing the amount of materials going to landfill by ensuring as much recyclate as possible is separated from general waste, reducing contamination to help increase recycling.’ Visit:



Study reveals Arc Flash knowledge gap could be putting lives at risk rc Flash Protection specialist ProGARM, in conjunction with the British Safety Industry Federation (BSIF), has commissioned a new study into electrical safety across UK industry in a bid to shine a spotlight on the potentially life changing and threatening risks of Arc Flash. ‘Alarmingly’ says the company, ‘it reveals not only a lack of awareness at every level to current safety standards governing Arc Flash, but an apparent failure from employers to properly educate staff about this high-risk threat.’ The study sought views from 200 UK industry professionals across the rail, power generation, industrial electrical, utilities and petrochemical industries, and found the utilities, rail and power generation sectors are most likely to report Arc Flash incidents. It is thought to be the first national research exercise of its type ever conducted into Arc Flash, and surveyed not only site-based employees, but senior management and employers themselves. High awareness and first-hand experience A high level of awareness of Arc Flash emerged – 84 per cent claimed they understood the risks this type of electrical explosion poses as well as a high rate of first-hand experience, with 57 per cent admitting they or someone they work with has suffered an Arc Flash strike. However, the research highlights an apparent gap between this awareness, and the appropriate legislation in place to protect workers against it; 78 per cent of respondents weren’t aware of the government safety document HSG47 (avoiding danger from underground services), that covers working when cutting ground and there is a potential Arc Flash risk. Calls for revised government guidelines Of those who were familiar with HSG47, four fifths (80 per cent) believed it is far too ambiguous when it comes to recommending the appropriate safety clothing to protect staff. The vast majority of respondents (90 per cent) also believed that there is a pressing need for the government to develop more specific guidelines or legislation to better recommend safety measures, and appropriate clothing to help protect those working in an Arc Flash risk environment. Lack of employer support and education The study’s most worrying finding is that 25 per cent of employers believe it is the sole responsibility of an employee to protect themselves against Arc Flash. Not only that, but 50 per cent consider it is the employee’s responsibility to self-educate about Arc Flash – not their own responsibility as employer. From all parties, there is also confusion over who in an organisation is responsible for minimising the risk of an Arc Flash, with answers ranging from the appropriate industry body (35 per cent), the client commissioning a project (40 per cent), the government through legislation (37 per cent). Tony Arnett, managing director at ProGARM, said: ‘Arc Flash is a very real health and safety issue affecting industry professionals globally. However, to-date there has been little research into the number of people suffering from Arc Flash strikes – with many miss-diagnosing Arc Flash incidents as an electrical shock. In addition, there isn’t a broad understanding or easily accessible resource providing knowledge into this potentially deadly electrical explosion – making it very difficult to get a clear picture into the size and scale of the problem.’ Continued Arnett: ‘One thing is clear; more needs to be done – both from a governmental and from an employer education perspective, to ensure that those working in an environment where Arc flash is a risk are adequately protected. While first and foremost, education, risk mitigation and prevention should be the focus, appropriate protective clothing is also crucial.’ Visit:






RSSB appoints Capita to run its RISQS supplier audits he three-year contract, with the option to extend to five years, includes the delivery of onpremise audits and assessment services for new and existing suppliers seeking to work within the UK rail industry. Utilising the current standards, Capita will deliver the audit and assessment services so members know that the suppliers they use are compliant with current legislation, working in partnership with Altius VA, who will provide IT, verification and management services, and the RSSB. John Edmunds, managing director, Capita Supplier Assessment Services, said: ‘We are delighted to be a key partner with Altius VA in the delivery of this enhanced RSSB RISQS contract for the UK rail industry.’ George Bearfield, director of system safety and health, RSSB, said: ‘As the UK’s leading third-party governance and risk management service and the only organisation to be accredited by the British Safety Council to audit to the Five Star Audit Standard we are looking forward to working with Capita to deliver a first-class audit and assessment for our scheme.’ The audit process will be run by Capita’s Supplier Assessment Services which is focused on supplier risk management, health and safety and professional services, and includes the businesses Constructionline and Acclaim. Visit:

Security boost makes travel safer on Greater Manchester’s transport network ayor of Greater Manchester Andy Burnham has announced a major investment in the safety of the county’s public transport system. The TravelSafe Partnership (TSP), a multi-agency approach set up to tackle and reduce crime and anti-social behaviour (ASB) on the region’s bus and tram networks, is set to be bolstered by dozens more officers, with an increased staff presence particularly in the evening and at weekends. New Metrolink operator, KeolisAmey, has introduced 900 hours per week of additional security since it took over the running of the UK’s largest light rail system in July. This equates to 24 new TravelSafe Officers (TSOs) who are Security Industry Authority accredited. The first of 50 new Police Community Support Officers have joined the TSP and begun their dedicated patrolling of the transport network, further supported by a new police sergeant and four police constables. Said Burnham: ‘I am committed to making Greater Manchester’s public transport system one


of the safest.’ As well as undertaking dedicated and intelligence-led operations, the partnership will continue its programme of engagement with the community to tackle and understand the issues and root causes of ASB. Incidents of crime and ASB continue to be rare on the region’s buses and trams considering that around 206 million journeys were made on the bus network and 37 million on Metrolink in Greater Manchester in 2016. Visit:

Crime reporting system Eyewitness expanded across Southern Railway and Gatwick Express ovia Thameslink Railway has now expanded its reporting tool for crime and anti-social behaviour across its four rail routes, Southern, Gatwick Express, Thameslink and Great Northern. Eyewitness allows employees to report any issues from across the network, whether on platforms or on trains. Dedicated CCTV incident controllers at the rail control centre in Three Bridges monitor the system 24/7 and coordinate the response, working with GTR rail enforcement officers and the BTP. Since April the Southern team has logged more than 650 incidents relating to crime, trespassing, antisocial behaviour and disorder. Wayne Harris, rail enforcement manager at GTR, said: ‘Eyewitness has made a real difference to the security of our passengers and staff at Southern and helped minimise delays that incidents can cause. By expanding this initiative to Thameslink and Great Northern we can react faster. As well as reacting to live incidents, the system database can be used to identify trends and problem hotspots which allows GTR’s Crime and Security team to better patrol the network. GTR can also use the information to work with BTP and other agencies to coordinate intelligence-led operations to tackle antisocial behaviour. Visit:

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What next for MaaS ike share provider nextbike has announced a partnership with mobility app Whim which will see the UK’s first mobile transport trial take place in the West Midlands. MaaS (Mobility as a Service) combines a variety of transport services to enable customers to use bikes, buses, trains and taxis within the same scheme to reach their destination. The trial, set for the autumn, will enable Midlanders to plan, book and pay for their journey with an app, with the aim of reducing the need for people to drive into the city centres. The project will be overseen by Transport for West Midlands (TfWM), an executive body of the West Midlands Combined Authority. nextbike UK MD Julian Scriven said the pilot will ‘revolutionise the way people access transport across the West Midlands region. If we are to reduce congestion in cities and improve the environment we have to make the most of an integrated transport framework.’ This will be the first MaaS pilot to take place outside of the Finnish capital Helsinki, where Maas Global launched the Whim app last year. ‘In our vision, Whim not only provides people convenient access to all modes of transportation, it will enable them to make better choices in regards to how we move,’ said MaaS Global’s CXO and co-founder Kaj Pyyhtiä. TfWM managing director Laura Shoaf said the pilot will give Midlanders a vision of the future. ‘You pay one price and get a seamless journey. This might involve using a black cab to the train station, and then, when you get off the train, unlocking a hire bike to continue to your destination.’ Other partners so far signed up to the pilot under an MoU include National Express, SilverRail, Birmingham City Council, car hire firm Enterprise and taxi provider Gett. Visit


Siemens launches public address and voice evacuation system tudies reveal many people do not know how to react to conventional alarms such as bells or sirens. Many assume it is a test or false alarm, others remain confused and unsure of what to do. In the event of a fire or major alert, rapid and orderly evacuation is the highest priority. The company’s new high performance public address and voice evacuation system, Novigo, is an audio streaming voice system for automated and live messaging that is particularly suited for rail concourses. An essential element of ensuring life safety is the ability to manage phased and orderly evacuation in the event of an emergency. Novigo delivers messaging across multi-level, multi-occupancy estates and its advanced public address system delivers comprehensive messages about


the nature of the incident and appropriate action to take using clear language, thus minimising the potential for panic or confusion. The product can be divided into zones to ensure appropriate messaging across particular areas and is capable of integration to third party systems via an application programme interface. Its audio facility offers studio sound quality and storage capacity for automatic and live messaging, as well as multiple background music files. Novigo can be used in emergency or standard mode. Emergency situations demand automatic or manual evacuation announcements, warnings and instructions; standard operation offers live broadcasts on organisational activities or pre-recorded communications such as advertising and marketing campaigns. Visit:


Win for William Cook Rail he family-owned business has won export orders that could be worth millions of pounds to supply components to the world leader in light rail systems, Alstom. William Cook Rail will manufacture structural parts for bogies on Alstom’s range of Citadis Spirit light rail vehicles for service in Ottawa, Canada. These are among the most complex and highly specified cast steel components in the market and will be precision engineered at the company’s new £15 million rail plant in Leeds, West Yorkshire. Alstom has won a €400 million contract to supply light rail vehicles and maintenance services to the the Rideau Transit Group consortium, which is responsible for the €1.5 billion light rapid transit system, expected to enter full service in spring 2018. William Cook Rail is supplying an initial order of five train sets and a follow-up orders could cover many more trains. The two export orders will run throughout the next three years and are the first to be won since the extensive refurbishment of the Leeds factory. Sir Andrew Cook, chairman of William Cook Rail, said: ‘These export orders demonstrate the world-class engineering capabilities that exist here in the North of England and send a message to the

government that ‘buying British’ must be at the top of the political agenda if it wants to have a successful and thriving economy postBrexit.’ Charles-Frédéric Boisson, Domain Director Metallic, Alstom said: ‘We aim to build experience with a global panel of mature suppliers such as William Cook, and support and reward them when they demonstrate operational excellence and competitiveness on past projects. The latest Citadis Spirit related business is the outcome of multi-cultural teams from Alstom and William Cook working together.’ Visit:

New Members of the Rail Alliance for July 2017

interface issues

Shannon Rail Services: ancillary services supplier providing site access control, static and mobile site office and welfare facilities, minibuses and welfare vans, road haulage, NSARE accredited training courses, medicals and drugs and alcohol screening.

MRD Rail Technologies: global supplier of rail network products such as ground fault detection systems, rail infrastructure condition monitoring equipment and automated relay test equipment, designed and manufactured from its electronics workshop in Australia

Railway Electrical Services: provider of specialist electrical engineering, project management, testing and maintenance services Hammond ECS: RISQS approved contractor covering a range of civil engineering and maintenance services to the rail infrastructure including station upgrades, refurbishment and maintenance works, through to resolving passenger train


Jumpstart: science and technology business specialising in R&D tax relief. Since 2008 has identified £467 million of eligible R&D expenditure for clients and has achieved £92 million in tax benefit paid back to clients Santon Switchgear: manufacturer of rotary switch solutions and overhaul/ refurbishment operations to the rail

industry worldwide. RISQS approved, soon to be IRIS approved Afford Rent A Car: car, van, MPV and 4X4 rentals. Cheshire and Staffs based but deliver nationally Solar Nonwovens: manufacturer of lightweight, ultra-fine, high performance fibre acoustic absorbing material CPM Group: manufacturer of precast concrete drainage products and Redi-Rock retaining walls CSD Sealing Systems: supplier of cable transits, flexible pipe penetrations and RISE cable duct seals within the UK for 25 years. Rail Professional

Building on Experience In business over 50 years Walker Construction (UK) Ltd provide Civil & Construction solutions to the Rail Industry

Tel: 01303 851111



Choosing the right block WAGO’s Paul Witherington, marketing manager UK & Ireland, makes the case for using spring pressure terminal blocks for high current applications


ith all the talk of wireless communication, Big Data and the Internet of Things (IoT), it can sometimes be easy to forget that the vast majority of electrical connections across the rail network are still hard-wired. The humble terminal block, a staple of DIN rails and control cabinets all over the world, is one of the most common forms of connecting wires. And yet it can be conveniently forgotten that even such a ubiquitous technology is still constantly evolving and improving. Engineers who have used the same type or brand of terminal block for years may be surprised to find that there are new options out there. Strength under pressure Spring pressure terminal blocks are increasingly considered to be among the most reliable options for wire terminations in applications that are likely to be subject to high vibration, such as those found along the rail network. Rather than securing connections with screws, these use a spring pressure mechanism to apply constant force to hold the wire in place. Spring pressure

connections are up to 50 per cent quicker to wire, and unlike screws are immune to loosening over time due to temperature cycling. They are also more resistant to vibration and overcurrent, and free from maintenance, eliminating the need to periodically check and tighten loose connections while improving overall reliability. Higher voltage For larger conductor cross sections it takes an enormous amount of sheer force to hold a conductor securely. For instance, a conductor with a cross section of 185 mm2 can require spring forces of up to 1000 N to hold it in place. This can be difficult to achieve within the limited dimensions of a terminal block, and such a large conductor would therefore traditionally require a screw-type terminal block. However there are now options available that overcome this challenge, and provide the benefits of spring pressure connection in larger conductor sizes. High current spring clamp terminal blocks are now available that are designed for a nominal current of 353 A, and a rated

of voltage of 1,000 VAC and 1,500 VDC. An operating tool is used to hold the clamp open for safe, hands-free wiring. As well as variants for conductors up to 185 mm2, smaller terminal blocks are also available for conductors up to 35, 50 and 95 mm2. No ferrules or crimp ring terminals are required, further saving installation time since the clamp mechanism can hold all conductor types including solid, stranded and fine-stranded. Tel: 01788 568008 Email: Visit:

Rail Professional

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The world’s most advanced fastening technologies Project managed. Production ready. Supported globally. EJOT’s advanced fastening capability spans global market sectors, providing solutions for a world of fastening applications. Here in the UK our Applitec R&D and testing centre is at the hub of everything we manufacture and supply for the modern construction envelope through to advanced lightweight vehicle assembly.

EJOT® The quality connection Call: 01977 687040 Email:

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Contact Andrew Goodman on 07794 480410 or Paul Fuller on 07787 256013 Montpellier House, Montpellier Drive, Cheltenham GL50 1TY

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Globally, EJOT’s shared technical resource supports highly technical engineering projects - from the containment of the Chernobyl nuclear reactor to the development of automotive design.



Advanced fastening technologies Some financial observers are looking again at the business model of the family firm which, in the days of stock-market boom, was almost written off as a relic


he volatile nature of current stock markets coupled with an increasingly sceptical view of market agents have contributed to this second look, as it seems that in ‘unpredictable times’, family businesses consistently prove to be better performers. There can be no better example than global fastener manufacturer EJOT whose group headquarters are in Bad Berleburg in the Siegen-Wittgenstein region in Germany. A brief look at the company’s history unveils a colourful tapestry interlaced with controlled progression, wise reinvestment and innovative product development – serving application markets that successfully cross over to multiple economic sectors. The origin of the company can be found in the former Adolf Böhl GmbH & Co. KG, a manufacturer of screws and nails founded in 1922 in Bad Berleburg - Berghausen. In 1960, after the death of the founder, his nephew inherited the company and in 1965 acquired the screw producing company Eberhard Jaeger in Bad Laasphe, merging the two companies under the name EJOT. Growth, careful acquisition and diversification developed the former screws

company into the present business group with approximately 3,200 employees across territories as diverse as Europe, Russia, United Arab Emirates, China, Mexico and the USA. Cross sector fastening solutions Today the company manufactures coldformed precision engineered fasteners and complex metal and plastic components for industries such as automotive, consumer electronics, pharmaceutical and aerospace alongside technically approved fastening technology for the construction sector. When the 36,000 tonne confinement arch edged into place over Chernobyl’s Reactor Four, over 2.5 million EJOT® fixings had been deployed in its superstructure, specified following years of extensive technical consultation and project-related approvals. At the heart of this progression is an unswerving commitment to ongoing technical development in response to, and in anticipation of market demands. Taking the EU’s Co2 mandatory emission targets as an example, it’s little surprise that the biggest slice of the European automotive industry’s budget has been ploughed into fuel-efficient technology. Manufacturers

have looked to light metals and alloys to provide the route to weight reduction and whilst materials like aluminium or magnesium provide an answer, the challenge has been how to achieve high strength joints between such materials. As originators of fastening technology EJOT partners with engineers and academic institutions from all corners of the globe, developing sophisticated thread-forming products that create high performance joints in virtually any metal or thermoplastic application. Though each product is engineered to provide defined performance benefits, the collective range shares commonality of either eliminating unnecessary components, or they provide strength of joint that cannot be achieved by traditional fastening products. There are three products that exemplify such engineering solutions. EJOT FDS FDS stands for flow drilling screw; it delivers unique application benefits into thin sheet metals whilst introducing the possibility of eliminating a pre-drilled pilot hole. A polygonal point and thread geometry ensure easy flow drilling by heating the metal – and in turn, greater engagement is created in the formed draught. Where grade and thickness of the sheet Rail Professional

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

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the joining technology right is critical from the start.

allows, a single sided assembly process with no backing elements creates a high strength vibration resistant joint. EJOT EJOWELD The EJOWELD process is arguably the most progressive response to demands for lighter high-strength chassis assembly the industry has ever seen. The system joins light-weight alloys to high strength boron steel of up to 1,800 megapascals using a sophisticated friction-weld process. Such materials cannot be secured by traditional methods – the key is two specially developed components; a pin for single sided fixing, and a friction fastener for double sided access. From the first axial load application, the EJOT component reacts to high revolutions by penetrating the top material layer, then under-filling the two materials in a four-stage process that is completed in less than two seconds. EJOT TSSD Composite materials surpass the strength and structural integrity of more traditional alternatives, at about one fifth of the weight. Joining components to lightweight honeycomb sheets has historically been achieved through a variety of fixing techniques, each proffering benefits according to the material type and its application demands. Looks, durability, load-bearing capacity and problem-free dismantling are all key issues for design engineers, so the fastening technologies have to keep up. A collaborative effort between EJOT and automated fastener installation specialist Weber has resulted in the TSSD fixing component. When one of Germany’s leading automotive manufacturers approached EJOT with a live assembly problem, EJOT’s engineers were quick to promote the first serial application of the new fixing component, fresh from R&D. Loosely based on EJOT’s RSD welding boss, TSSD was developed with a 9mm diameter in a fibreglass reinforced thermoplastic polymer. This strength made it possible to apply

a specific axial loading to revolution ratio, creating a fast high-strength joint without creating a pre-hole. Weber’s setting process was critically optimised, making it possible to record correct setting parameters. Such was the impact, that designers have since pinpointed similar assembly issues resulting in variants of TSSD. According to EJOT, TSSD is now being deployed by aerospace designers, having first met stringent smoke-density, toxicity and flammability performance criteria.

Project management and technical support Crucial to products delivering realtime solutions is the group’s worldwide commitment to application technology branded ‘EJOT Applitec’. Worldwide, EJOT has expertise in place - from concept to prototype to manufacture to assembly. Broadly speaking, the development of a product represents around ten per cent of the overall cost and determines about 70 per cent of the final product’s cost, so getting

Brexit – just another chapter? Whilst economists and politicians trade words about the possible impact scenarios that a negotiated Brexit will have on the British and worldwide markets, here in the UK it is very much business as usual for EJOT which has seen the Yorkshire based subsidiary consistently surpass growth targets since 2008. EJOT UK’s financial controller, Robert Hardstaff explains: ‘There’s no doubt that autonomous manufacturers in the UK face uncertain times with the cost of raw materials being at best, unpredictable. Having a family owned German parent puts EJOT UK in the enviable position of retaining the benefits from within the EU whilst still being able to perform from a UK base of trading.’ The SORMAT and LIEBIG brand Significantly, almost as a symbol of unity and confidence, it was announced earlier this year that EJOT had acquired the Finnish company SORMAT which manufactures a vast range of metal anchors for the construction industry in Northern Europe. The SORMAT portfolio also includes the highly respected LIEBIG range of critical fastening products, and the acquisition

clearly signals a new chapter that can only strengthen EJOT’s positioning as a global manufacturing leader. EJOT UK’s manufacturing base is 20 miles east of Leeds, with a team of application and sales engineers servicing its regionalised customer base. Tel: 01977 687040, Email: Visit: Rail Professional



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Turning data into knowledge Nearly 30 years ago, Berlin-based DILAX started to develop and engineer mobile units for the public transport sector


ince then, several thousand automatic passenger counting (APC) systems have been installed in public transport vehicles such as buses, metros, trams, ferries and trains worldwide. DILAX is a leading provider of intelligent system solutions for capturing and managing people flows, including automatic people counting, smartphone tracking, dynamic seat management, queue management and innovative data management and predictive analytics tools. The company was founded in 1988 and is headquartered in Berlin, Germany with branch offices in Europe and North America. From six locations with approximately 160 employees, DILAX serves over 350 companies in around 30 countries – customers include rail vehicle and bus manufacturers, public transport services and public transport authorities as well as shopping malls, retail chains and airports. The two specialized business units ‘public mobility’ and ‘retail & airports’ offer a complete one-stop service – from developing products in-house to operating entire systems. Passenger counting Passenger counting within trains requires special features like connecting and disconnecting trains during a journey, combining cars with and without passenger counting systems and deploying first and second class cars or separated compartments within cars. All these requirements are taken into

On-board systems

account and supported in DILAX products. This includes the technical components in the vehicle as well as the software functions displaying daily train operations. On graphic 1, an APC system for trains is shown, which consists of several sensors and one or more people counting units (PCU). The internally developed sensors are placed in the door areas of the vehicle and send their measuring results via serial sensor link (SSL) to a PCU, which is able to collect data from higher level systems as well. Several information sources are combined within the vehicle (ETH switch) using already existing networks (ETH backbone). Data from the vehicle is transmitted by an existing on-board communications unit (router) or the PCU via GSM, UMTS or Wi-Fi. The software for managing and analysing passenger counting data has gained more and more importance for customers using the APC hardware over the last few years. DILAX has adapted its portfolio to this need and software development now plays a significant role within the company portfolio. Passenger data The DILAX citisense software is able to manage, aggregate and evaluate a variety of data in addition to classic passenger counting numbers. Data from internally available sources can be processed, such as timetable, ticketing and vehicle information as well as data from external sources like weather information, traffic news, events and holiday calendars, smartphone tracking


How the data is acquired On graphic 2 (over), an example OD matrix is shown with six fictional stations and the passenger flows between them. The comprehensive reports and analysis functions of the software provide public transport operators with thorough knowledge of their daily activities. To achieve reliable results, it is not necessary to equip 100 per cent of the fleet with APC systems. Due to extrapolations and scheduled test runs, it is possible to ensure that the existing systems are used efficiently and that the set measurement quota is met. All relevant and especially critical information from ongoing operations are clearly

PCU Sensors


and many more. Via smartphone tracking for example, travel and train changes at transport hubs can be captured. The result is a detailed database for planning and implementing multimodal transport concepts. Via anonymously captured smartphone identifiers, movement data can be determined and added up for relevant passenger flows. The focus is not on individual passengers but on typical movement patterns in the transport network. Up-to-date and dynamic origindestination/OD matrices are created which provide relevant information for network planning, planning of interchange points and ensuring smooth connections. Expensive, selective customer surveys could be replaced with this technology.


SSL (Serial Sensor Link)

Serial Sensor Link (SSL)

PCU (People Counting Unit)

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Central Station

Shopping Centre

displayed on a role-based dashboard (see graphic 3) – key performance indicators and reports are presented specifically for the management, service planning, marketing, controlling or any other role. The software follows a modular approach and can be introduced gradually or immediately to its full extent. It can be a standalone solution, integrated in an existing infrastructure (BI, data warehouse) or be delivered as software-as-a-service (SaaS). What’s next Taking a look at the future, mobility demands will increase in general and the requirements and expectations of passengers will grow and change as well. New transport concepts will be needed soon. Smart mobility is one of the key words used to describe this idea of an efficient, intelligent and sustainable

transportation system. Furthermore, smart mobility will play a significant role in bringing the vision of a smart city to life. But what are the expectations of passengers and transport providers regarding future mobility? On the one hand, passengers expect individual travel planning, easy booking, a fast and comfortable journey and an uncomplicated payment process – preferably all from one source or provider – no matter if they choose to travel by bus, train, tram, ferry, taxi, car


sharing, bicycle rental etc. or a combination of these different transport options. They want to be informed about arrivals and departures, delays, connections, seat availability – no longer only in real time, but also ahead of time which requires predictive features as well. They will choose the provider who will offer the best solution. This means that trans port providers are now facing the challenge of satisfying their customer needs and using available resources in an economically reasonable way at the same time. Turning data into knowledge The new DILAX citisense software is designed to support transport companies in managing this balancing act. Thanks to complex algorithms, the software is able to recognize and analyse relationships between data from a diverse array of sources. DILAX citisense is able to find patterns, create simulations for upcoming events and determine respective predictions (machine learning). Therefore, better planning of resources is possible to avoid bottlenecks or excess capacity, optimize traffic planning and maintenance intervals and to foresee peaks in passenger volumes. This is how the new DILAX citisense software turns its data into knowledge (graphic 4). Smart cities of the future To satisfy customer needs, selected and relevant data can be forwarded, for example, via an app on a traveller’s mobile device or information displays at stations. Useful information for passengers, such as delays, remaining time until arrival, occupancy of vehicles and available seats, alternative route suggestions, and recommendations of access points, will go hand in hand with a flexible and comfortable booking system. This is what will position public transport as one of the fundamental pillars of future smart cities.

Tel: +49 (0) 30 773092-40 Email: Visit:

DILAX Citisense turns data into knowledge Information

Data Passenger Counting Time Table

Validation Extrapolation Aggregation


Knowledge Machine Learning

Pattern Recognition

Seat Management






Travel & Traffic



Rail Professional



Battery power In this fast moving modern age, it is only reasonable for rail service providers and their clients to expect that equipment used on trains is of the highest quality


he batteries which provide the traction and auxiliary power to carry passengers and freight safely and efficiently to their destinations are high on the list of important equipment. Capitol Industrial Batteries is an independent manufacturer and supplier of all types of industrial, stationary, and transportation batteries. As a recognised leader in service provision, Capitol Industrial Batteries works closely with its valued customers to develop, manufacture and deliver both traditional and alternative types of batteries for a wide range of equipment and applications. Throughout its time in the industry the company has worked closely with train operators, original equipment manufacturers, signalling operation companies, rail engineering and rail services companies across the UK Rail market. It has established itself as a reliable and trusted partner capable of understanding and meeting operational needs and demands. Capitol Industrial Batteries is well known and has operated within the motive power and standby power markets for many years prior to establishing itself as a reliable provider of batteries and service to the rail industry. From its base in Glasgow and service centre in the West Midlands Capitol is able to provide UK wide service covering sales, field service repairs, battery refurbishment and technical consultancy services to ensure on time delivery and response to customer’s train care depots located across the country. Capitol manufactures and holds stocks of a range of traditional wet lead/acid and gel maintenance free batteries to recognised BR.Cat number specifications. The company has successfully worked alongside several Toc technical departments to develop and test maintenance free battery types for vehicle engineering changes capable of meeting the demands of the locomotive industry which is constantly developing. All batteries are designed as low maintenance and offer a number of safety features as standard, such as fully insulated connections for both ease of repair and to comply with all current recognised BS and EN regulations. The battery systems guarantee reliability for several applications. City traffic suburban railway and underground trains

traction, lighting and auxiliary power supply. Regional traffic railway passenger carriages and powercars diesel starting and auxiliary batteries. Intercity traffic railcars with diesel engines electric railcars as auxiliary power modern long distance trains both passenger and freight as diesel starting, auxiliary power and lighting. Specialist Services Older and operationally abused batteries can usually be refurbished using the test and service facility. Refurbishment is carried out under the BR.WOSS guidelines for both lead/acid and nickel cadmium batteries and returns any type or make of battery to a fully compliant working condition with an agreed warranty period offered. Capitol’s batteries are one of a very few battery providers in the UK today which still offers this service at minimal cost to clients. Refurbishment can ensure that clients achieve an optimal life cycle of batteries along with the added benefit of identifying recurring operational problems or lack of regular maintenance in service. Company profile Capitol Industrial Batteries has, from the outset, committed itself to supplying rail batteries from stock. It provides unrivalled support to depot stores and engineering personnel by holding a stock of common battery types in a state of readiness which only requires a short final commissioning process. This has proved itself effective many times over in real savings to Tocs when experiencing unexpected battery failures thus avoiding severe financial penalties for delayed or cancelled services. Capitol Industrial Batteries has sold and serviced batteries and chargers for a number of time critical industries such as airport ground handling services, hospitals and the Ministry of Defence. With this experience has come a solid reputation for being able to recognise client needs and requirements quickly and accurately. Capitol Industrial Batteries is an ISO9001 / ISO 14001 accredited company and works closely with SEPA to protect the environment from the chemical materials used in stored energy and battery accumulators. It offers both a recycling and

disposal service for waste batteries. Capitol has a range of high quality products and accessories which, together with its corporate integrity, service reputation, technical and maintenance expertise, makes it a great choice for all your battery requirements. Tel: 01236 731982 Visit: Rail Professional


Diamond Seating refurbish the interiors of Britains rolling stock, anywhere in the country


eating is just one of the services we undertake as part of your refurbishment project. We offer a complete (turnkey) service, doing all the tasks that will complete a refit or overhaul of your rolling stock, including professional cleaning and powder-coating.

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

telephone: 0114 257 0909 | | unit 3, butterthwaite lane, ecclesfield, sheffield, s35 9wa



Safe access for all For over 80 years Kee Systems has worked with the rail industry in the UK, providing Kee fittings in various applications to protect against the risks of a busy rail system


ee fittings ensure that anyone accessing the railways – whether pedestrian, traveller or worker – is fully protected against such risks. The popularity of the fittings is due to their flexible and convenient nature. They are a modular system constructed from hot-dip galvanised steel, capable of being installed in almost any conceivable configuration with nothing but a standard hex key and internal set screw. The range of completely off-the-shelf fittings is one of the largest on the market, providing a solution for virtually any guardrail or safety barrier requirement, without needing specialist labour, tools or permits to install. When it comes to safeguarding the railway system in the UK, Kee fittings, thanks to their versatile and functional nature, are almost always the answer. However, beyond this, Kee fittings also provide a secure, guarded way to access stations themselves in the form of the Kee Access® system. Access for all Kee Access® is designed to meet the needs of the DDA (Disability Discrimination Act, now the Equality Act) and gives a smooth handrail with size seven tube and an outside diameter of 42.4mm. The fittings can be powder coated in a choice of RAL colours to meet the visibility and ‘not cold to the touch’ requirements of the DDA. The Access® series provides safe access for all to the railways in the UK without sacrificing the trusted and proven protective pedigree of the Kee Klamp® range. When Staines railway station in Surrey underwent a large refurbishment, the Kee Access® range was the only choice to bring the station in line with Equality Act requirements, ensuring universal access to the station. With the help of railway engineering contractor GRAMM Interlink Rail, project architects BPR and Southwest trains, 100 metres of Kee Access® was installed at the station to complement wide automatic doors and step-free access to both platforms. The system was finished in a highly visible orange colour, ensuring an attractive appearance whilst benefiting sight-impaired users. ‘Safety was our foremost concern when selecting the access ramp at the front of

the station, and Kee fittings were just right for the job’ Steve Lee, Senior Construction Manager at GRAMM Interlink Rail, said at the time. ‘It’s a solution that’s quick and easy to put together, making it a very costeffective approach.’ Continued protection Outside of the Kee Access® range, the Kee Klamp® solution has been protecting travellers and workers on the railway for decades now. In 2013, Transport for London, as part of a government-funded project, began a major upgrade of rail and tube networks throughout the capital. The refurbishment revealed a need for a guardrailing system along four kilometres of track between Shoreditch and Dalston stations. Of course, Kee Klamp® was chosen as the perfect solution and the system was installed with the help of Carillion, providing a safety barrier for passengers as well as employees working at height on elevated viaduct and railway bridges. All Kee fittings are available with a combination of protective coatings applied to achieve a longer life and a better corrosion

resistance, vital for structures in areas prone to a high level of weathering or rusting, and structures which are difficult to access and work on. Together, Kee Access® and Kee Klamp® fittings provide a hugely beneficial twopronged service, ensuring all user of the railway are able to access it, and remain safe and separated from likely hazards whilst on it. Tel: 0208 874 6566 Email: Visit:

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Thursday 22 February 2018 London Hilton on Park Lane In association with


20 years of recognising and rewarding excellence in rail

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The heart of the supply chain Scott Parnell was founded five years ago by Dave Scott and Steve Parnell, the pair both held director level positions at other civil merchants prior to that


ave Scott was joint MD of WT Burdens and Steve was a joint owner of civil merchant’s UGS Southern. They have both worked in the industry for a substantial amount of time for other companies and agreed that there was space in the market for an independent supplier. The key policies that they wanted this enterprise to work around were trust, relationships and expert knowledge meaning Scott Parnell was built on a solid foundation of industry experience and research. Thanks to this the company has enjoyed a rapid rise to success. With branches in Witham, Essex, Milton Keynes and Hirwaun in Wales a wide spread of the South has been achieved. The stock profile is huge and incorporates all types of drainage materials from precast chamber rings to clay pipe, Twinwall plastic pipe through to aggregates, geotechnical membranes, specialist chemicals and paving products to name a few items that make up the 1,000 plus lines of products The success enjoyed in the rail civil sector allowed for the justification of a separate rail division to be created. This was conceived by Ian Allwright and is now overseen by Ian Allwright and Matt Davidson, both of whom have extensive experience within the rail sector and have driven this side of the business to where they are today as one of the leading rail civil suppliers in the UK. New products Never resting on its laurels, Scott Parnell Rail has brought a product to the UK market to strengthen its position as the most proactive supplier in the field. The decision to bring ArcoSystem to the UK was an easy one. It is a lightweight, strong, GRP elevated trough that is quicker and easier to install than anything on the market at present. It provides huge time and monetary savings and has been widely recognised as not only a commercial but a H&S benefit on the projects it has been used. The rail division is based in an office found just outside of Romford Stapleford Abbotts. This is where national accounts are managed for all of the rail customers. The civil key account team works from this office as well. The Rail division has fast become the go-to destination for rail construction companies due to Scott Parnell’s Rail Professional

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knowledgeable staff, huge rail specific stockholding and its ability to deliver nationally due to close relationships with all major suppliers. System applications Scott Parnell takes great steps to ensure the same level of service is provided to small groundworks companies as it is to the largest blue chip organisations and it has long standing relationships with all. The rail specific stock profile consists of, but is not limited to the ArcoSystem, a six metre span elevated trough and component parts, Cubis Multiduct, platform coping stones, offset tactiles, oversail blocks and track ballast. As mentioned before, Scott Parnell’s relationships with the main suppliers of rail and civil materials means it is ideally placed to be able to deliver nationally, utilising its own transport or a network of hauliers. The company exhibits regularly at the largest events in rail such as Railtex, Infrarail and Rail Live. It has a permanent display at Long Marston of the innovative ArcoSystem six metre span, elevated GRP trough which is perfect for showing potential clients the huge benefits realised such as the reduced installation time and costs. Scott Parnell has worked on some extremely high profile projects especially when ArcoSystem is concerned. The product has been warmly received at every project it has been installed on. It is currently

installed on Crossrail Anglia, the Great Western Electrification Project (GWEP), Thameslink, Weaver to Wavertree ReSignalling and Liverpool Lime Street, West Anglia Main Line (WAML) and Gospel Oak to Barking Enhancement (GOBE) to name a few. Specific designs Scott Parnell works very closely not only with the contractors but with the designers and consultants at early design stages to ensure the transition from plans to installation is as smooth as possible. This is facilitated by the company’s design and specification manager who focuses solely on interfacing with design houses, consultants and contractors meaning it can offer a dedicated service at the very conception of a project and work closely with the teams responsible for delivery right up to construction. Being an independent company within a market of larger nationals enables Scott Parnell to offer a personal touch which is of huge benefit to its customers. Heavy investments have been made in a fleet of Crossrail compliant vehicles followed by making necessary steps to improve service. This includes offering out of hours deliveries, be that at night or on weekends. The staff has many years of experience in providing advice and customer service levels of the highest standard. Now that Scott Parnell has its own product in the ArcoSystem it has taken those principals


and passed them directly to the methods in which it presents its product to the public. This has changed the way the company perceives the market and in turn the way it is seen by its customer base. This flexibility and continuous process of innovation by Scott Parnell sets it apart from a standard supplier and pushes it into the realm of being a definite supply chain partner and offer levels of service that are second to none. Company culture Continuous improvement is paramount to Scott Parnell’s ethos of success. Customers’ concerns and feedback is invaluable to providing a consistent service of the highest standards. This helps to build an environment where listening to the concerns and needs of clients activates work to make those needs reality. Scott Parnell is maturing as a company and will continue to grow in the coming years. This is due in part to ensuring that it does the basic things exceptionally well and keeps moving forwards with new and often disruptive techniques based on the needs of its clients. Scott Parnell is not a reactive company and its impact on the market to date is underlining this fact.

Tel: 0208 805 5797 Email: Visit: Rail Professional

At Brian Doogue Haulage Ltd we are successfully involved in large contracts throughout London and surrounding areas. We specialise in all aspects of Heavy Haulage and Heavy Lifting. Our large fleet consists of Flat Bed Trailers, Beavertails, Low Loader Step Frame Trailers & Heavy Haulage Trailers; we also have an extensive range of Hiabs, 36T-M, 50T-M, 65T-M and 100T-M Cranes. Our drivers are fully trained (ie CPCS & PTS) operatives. We hold a FORS GOLD accreditation along with being Link Up Approved. Brian Doogue Haulage Ltd London Gateway, Scratchwood Services Area, Barnet Way, London NW7 3JA Tel: 020 8959 6673 Mobile: 07919 597 778 Email:



The unknown warrior The LMS – Patriot Project was formed in 2008 to build an entirely new ‘Patriot’ class steam locomotive which will be named the Unknown Warrior


he engine has been endorsed by the Royal British Legion as the new National Memorial Engine. The legion is dedicated to keeping the memory alive of all those who have made the ultimate sacrifice, in two World Wars and more recent conflicts, through memorials and remembrance services across the nation. The Unknown Warrior is being built because all four of the original memorial engines that were built between the 1920s and 1930s no longer exist and because all of the Patriot class of locomotives were scrapped by British Railways in the early 1960s. Work in progress Although much of the construction has been carried out at a number of locations, the locomotive will be assembled at the Llangollen Railway, Carriage &

Wagon Works at the Llangollen preserved railway. Some of this work has been completed by CMS Cepcor Precision Services which is based at Coalville, Leicestershire. The connection with the railway industry is nothing new either as Baguley, which became a wholly owned subsidiary of CMS Cepcor® in 2009 has provided heavy engineering services to heavy industry since 1911. Baguley quickly established a reputation for the manufacture of tank locomotives and as the company expanded its rail business it also undertook general engineering work for local industry including power stations, water treatment facilities, breweries and oil exploration. A huge investment Today CMS Cepcor Precision Services operates from its bespoke technical centre

in Coalville. With support from its parent company it has invested considerably in the last few years and now operates the latest CNC machining centres with driven tooling; with the ability to process a broad range of precision machined components up to 2450mm diameter and 5050mm in length. This capability has positioned the company into a ‘market leading’ supplier of precision parts and subsequently it has supplied several essential parts for the project. These include the machining of: • big end bearing • brake crossbeams • inside connecting rod assembly • pull rod bridles • cylinder relief valve castings • pull rod ends • eccentric sheaf halves • inside eccentric rod. The work has also included the machining of other motion parts and represents the quality of work that CMS Cepcor Precision Services can achieve for this high-profile project. Billy Measures – technical services manager, commented, ‘The original enquiry was to produce cylinder liners from their drawings and they were delighted with the quality. Since then there has been a steady flow of work on other components work as we have worked through the locomotive; we even reverse engineered new brake gear for them. All of this work complements what we do daily and have recently done work for Tysley and the Jubilee Bahamas project, regrinding existing pins.’ Tel: 01530 510247 Email: Visit: Rail Professional



Springing into action Wade Spring is a long-established UK manufacturer of seat springs for rail and underground seating


he company has been in existence since the early 1920s and some of the traditional methods of manufacture used in transport seating date back to when the Wade Spring Company was first formed. Wade Spring is able to supply trusted and approved spring solutions to the rail industry in both sinuous spring and coil sprung unit formats. Over 70,000 coil sprung units have been supplied for Underground contracts alone in the last ten years. A recent contract was completed for 9,500 units supplied between July 2016 and January 2017. Comfort and durability are the key aspects of Coil Sprung Units, the more traditional seating solution. Units are expected to last at least ten years in service,

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as coil sprung units this is an established product, which has a proven use in many transport options. Wade Spring is the leading UK manufacturer of sinuous springs, regularly producing over 500,000 springs every week. In 2016 the company were the first to achieve the FIRA Gold award for Zig Zag Springs – springs passed a 200,000 severe contract cycle test complying with BS:EN 16139:2103. In July 2017 a similar accreditation was achieved with SATRA, which has re-launched its diamond product certification scheme. The ability of these 100 per cent metal spring products to combine comfort and durability with non-flammability offers obvious advantages over other seating systems. many units only require replacement after 20 or even 25 years. These bespoke products are well known for their robust construction yet giving the most comfortable option for rail seat users. The technology for this option is based upon a tried and tested formula of individual coil springs, wire mesh, steel strip bars and rivets which come together during the manufacturing process to form a robust, comfortable and durable spring unit. Safety and comfort Sinuous springs, mainly zig zags are also a popular option in transport seating. While not offering the same comfort and durability

Company profile With experience gained over many years in the seating industry Wade Spring is able to offer advice on designing and fitting both coil sprung units and sinuous springs. This would include on-site visits, working with designers and utilising the company’s CAD trained technical design department.

Tel: +44 (0)115 946 3000 Email: Visit: Rail Professional

Mobility for tomorrow

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



Converters for railway applications It is a general problem: a failure in the electronics usually leads to a larger problem in the complete system


earching for a replacement for a failed electronic component is often an especially difficult challenge. Creative thinking and a little customisation are required if an electronic component fails in an area with special demands on the environmental conditions. A scenario that is all too common in the railway industry. The simple fact is that the rail environment is tough on electronics. So many of the standard devices used in other industries can fail when confronted by the daily operational realities of vibration, dirt, contamination or high-voltage transients. Take the example of a power supply used to drive an on-board train protection and warning system (TPWS). The unit has to provide a good fit for the system’s electrical and mechanical specifications and needs, particularly operational reliability. The primary switched DC/DC converters from MTM Power are specially designed for applications in vehicle and rail technology. The standard version of this supply features patented thermoselective vacuum encapsulation and an IP65 rating for maximum protection against external contaminants. The thermoselective vacuum

encapsulation process (EP 1 987 708, U.S. > Patent No. 8,821,778 B2) completely and permanently encapsulates the power supply to create a cemented joint which provides an inseparable link between the potting material and the components. This ensures that ageing, heat, cold, rapid temperature changes and other environmental influences do not result in delaminating, cracking or causing air pockets which can compromise reliability and potentially lead to failure. The thermoselective vacuum encapsulation guarantees uniform heat dissipation within the modules as well as excellent resistant against environmental influences such as shock, vibration and moisture. Remarkable features of this DC/DC converter are the profile of the casing made of black anodised aluminium with a heat sink and its connection via special rugged industrial connectors according to protection degree IP65. Converter technology The push-pull topology used while developing these converters enables a wide input voltage range with high efficiency. The 150 W converters are available with a wide input range for battery voltages of 24 V, 36 V, 48 V, 60 V, 72 V, 80 V, 96 V and 110 V acc. to EN

50 155. With the help of a transformer and a secondary linear choke, an isolated output voltage of 24 V is produced which is adjusted by pulse-width modulation according to the current mode principle. The dimensions are 192 x 115 x 68 mm (length x width x height). The converters need no ground load and are short-circuit protected by primary and secondary power limiting. The converters are maintenance-free, prepared for the use in devices with Protection Class II and fulfil the low voltage directive. They show a mechanically and electrically rugged design using SMD technology and undergo an automatic piece-by-piece test. Cooling is achieved by free convection. Company profile In recent years, MTM Power has increasingly developed into one of the largest power supply manufacturers for railway applications in Europe. The decisive factor here is the quality of innovative products and the flexibility and reliability of the company business. MTM Power products meet all relevant standards and VDE/EN/UL regulations if applicable. The wide range of EN50155 compliant DC/DC converters with 30 – 600 W are especially designed for vehicle and railway applications. Particularly for the sophisticated use in trains, these devices supply the electric and electronic systems on board and track side. Besides these rail converters, the product range includes DC/ AC inverters, filters and multi-power supply systems. Tel.: +49 (0) 69 / 1 54 26-0 Email: Visit: Rail Professional

16 – 17 May 2018 | IET London: Savoy Place


Call for papers deadline: 23 October 2017

The 8th International Conference on Railway Engineering (ICRE 2018) About the event

Reasons to submit

ICRE 2018 is the latest forum for railway engineers to present their work, exchange ideas, promote collaboration and gain insights into the latest developments in railway engineering.

Who should attend A must attend event for railway engineers, technicians, managers and directors working on maintenance,modernisation, project management and emerging technologies in railway engineering.

Technical scope The technical scope will focus on the following core theme areas:  Safety and reliability  Infrastructure  Train control systems  System integration

 Rolling stock  Energy and sustainability  Customer experience  Emerging technologies

Key dates Abstract submission deadline Notification of abstract acceptance Submission of full papers Notification of full paper acceptance Author registration Submission of presentation slides (oral presenters) Conference commences

23 October 2017 4 December 2017 29 January 2018 5 March 2018 2 April 2018 23 April 2018 16-17 May 2018

Academics  The chance to have your papers published by the IET in the conference proceedings and the IET Digital Library  Papers indexed on IET Inspec and submitted to IEEE Xplore, ensuring that your work reaches an extended global audience beyond the conference itself  Both oral and poster presenters benefit from all publication opportunities associated with the conference

Industry  A prime opportunity to present your work to, and network with, a specialist audience  The chance to hear about the latest innovations across the railway industry and the ways in which they could benefit you and your organisation  The chance to discuss future opportunities and challenges across the railway industry

Submit your abstract today - Media Partners


#IETicre The Institution of Engineering and Technology is registered as a Charity in England and Wales (No. 211014) and Scotland (No. SC038698).



A match made in quality Global chemical distributor Univar has announced its partnership with the Castrol oil company to distribute its range of industrial lubricants and greases


hen Castrol and Univar joined forces at the beginning of 2017, it matched together the two leading players in their

respective fields. Castrol is the world leading manufacturer of premium lubricating oils, greases and related services to automotive, industrial, marine, aviation, oil exploration and production customers across the world. At the forefront of pioneering technology with seven research and development centres globally, it develops and test hundreds of new products every year. It works closely with leading industry manufacturers, with whom it supplies a broad range of lubricants designed for particular and challenging operating conditions and environments. This means the correct, high performing, cost-effective, quality lubricant every time. Values and standards Univar is one of the largest chemical distributors in the world. Its specialist consumable division, Univar Specialty Consumables (USC) supplies high quality consumable solutions from a carefully selected band of industry-leading manufacturers. The goal is simple, to be the market leader for providing high performing, cost-effective products that save customers time, trouble and money. However, the company is not just a supplier of products, its technical back-up and experience sets it apart from the competition. In this way USC adds value with the services it provides ensuring that customers not only receive the best products but also the technical advice, experience and back up needed to ensure their machinery or application runs smoothly. Mark Mongan of Univar Specialty Consumables says, ‘We are really excited to be working with Castrol, they are a world renowned brand with an excellent portfolio of products. The partnership will allow us to better fulfil our existing customer base as well as open up new opportunities in markets we have not currently been able to access.’ This synergy in common values and high standards means that when you purchase Castrol products from Univar Specialty Consumables, you receive the highest quality products and industry leading customer service and technical support. The partnership will allow new and

existing customers to purchase more of their consumable products from a single source in Univar, this helps to consolidate deliveries and ensure the same level of service and support across multiple product categories. Specialty consumables Univar Specialty Consumables is a UK consumables distributor based in Tamworth that provides solutions for a variety of industries, priding itself on its technical support and customer service. The company has fine-tuned its craft whilst working with some of the biggest names in automotive manufacturing for over 130 years. About Univar Founded in 1924, Univar is a global

distributor of specialty and basic chemicals from more than 8,000 producers worldwide. Univar operates more than 800 distribution facilities throughout North America, Western Europe, the Asia Pacific region, and Latin America, supported by a global network of sales and technical professionals. With a broad portfolio of products and value-added services, and deep technical and market expertise, Univar delivers the tailored solutions customers need through one of the most extensive chemical distribution networks in the world. Univar is Chemistry DeliveredSM. Tel: +44 1827 255200 Email: Visit: Rail Professional



BemroseBooth Paragon acquires Burall InfoSmart BemroseBooth Paragon (BBP) has acquired Burall InfoSmart, one of the few companies certified to produce ITSO smart cards in the UK


BP is a fully owned subsidiary of Paragon ID and leading supplier of traditional magnetic, thermal and barcode tickets for the transportation sector. Supplying a variety of smart products and services including RFID tags, smart cards and tickets, contact and contactless cards the company is also responsible for the delivery of almost one billion magnetic stripe tickets for the UK train operating companies. Building on its expertise, the company has acquired Burall InfoSmart which will allow the business to launch ITSO approved smart products and services into the sector, assisting the UK train operators to make a smooth transition from traditional to smart ticketing, as well as expanding the offering into the broader transportation sector. Paul McEnaney from BBP ‘We are very pleased to announce the acquisition of Burall InfoSmart. The many synergies between BBP tech, our technological centre of excellence in Boston, and Burall InfoSmart will allow for a much

greater offering of RFID, smart ticketing and smart card bureau services, not just to the transportation sector but many other areas such as education, local authorities and public utilities providers. ‘Coming together to become one of the leading suppliers in the UK supports our strategy for future growth and development as we explore new markets, as well as continuing to supply to the mass transit sector.’ Arron Duddin, the current MD of Burall InfoSmart, will now take over as smart solutions director for the company, working closely with the sales and marketing team at BBP and BBP tech, to develop and grow the business over the coming years. ‘We have worked hard over the years to position Burall InfoSmart as a leading supplier of ITSO accredited smart solutions. Combining our products and skills with those of BBP creates a company that can support customers with all of their tickets and smart card requirements. The complementary products, services and values we have in place will deliver ongoing benefits to our extensive list of customers.’

Burall InfoSmart Burall InfoSmart, formerly of Burall Brothers which dates back to 1887, is based in Wisbech, Cambridgeshire. Since 1988 the business has been at the cutting edge of the manufacture and personalisation of magnetic cards, tickets, contact and contactless smartcards and tags. In 2008, Burall InfoSmart became fully independent of the former Burall Group. Since that time the business has developed strong partnerships with leading technology companies and organisations specialising in cashless payment, transport, data management and access control. BemroseBooth Paragon BemroseBooth Paragon prints and supplies tickets and cards to the mass transit and car park markets. Its products include tickets, security labels and retail stamps for companies working in the travel, parking and leisure sectors. Since the purchase of Burall InfoSmart, BBP is one of few to be able to manufacture ITSO accredited products. Already providing smart cards, along with bureau services and pre-paid cards from its dedicated RFID technology centre in Boston, it also has a range of associated services such as leaflets, welcome information packs, SIM card packs and ringtone products for the telecommunications industry. Implementing and managing specialist label and tag applications including track and trace labelling, variable numbering, bar-coding and number control labelling products, as well as membership cards, season passes and smart cards, it now has a growing global client base. The company also provides advertising opportunities and works alongside customers such as NCP and local authorities in Europe, Australia, Asia, Africa and North America. BBP has manufacturing facilities in Hull, East Yorkshire; Boston, Lincolnshire and Wisbech, Cambridgeshire. Tel: 01484 826343 Email: Visit: Rail Professional



Railway infrastructure inspection services The complexity of today’s railway sector can impose high and often conflicting demands on infrastructure managers


ithin a safety critical and asset intensive industry such as the UK rail network, asset management is an essential

discipline. Timber is used extensively throughout rail infrastructure because of its strength, durability and versatility. With uses as varied as track bearing way beams, decking soffits, large structures such as the Barmouth Viaduct, platforms and canopies the options for timber are numerous. Because of its wide usage, regular timber maintenance programmes required by Network Rail can include a high level of specialised timber inspection services. With its enhanced level of detail and expertise on the performance of timber over time, timber inspection allows asset managers to co-ordinate both decisions and

actions in relation to ongoing maintenance. This in turn can deliver an improved asset service life and a more efficient use of resources, along with more effective risk management. The condition-based approach Exova BM TRADA’s condition-based approach to timber inspection includes an essential first step which determines defects such as decay and/or mechanical failure that could endanger safety and reliability of railway traffic. Through the expertise and evidencebased knowledge that Exova BM TRADA brings, including an understanding of how timber behaves and deteriorates, the asset manager is given an accurate conditionbased monitoring report. This then enables them to evaluate the present condition and to predict the future performance of the

timber against the structural requirements of the asset. It also aids forecasting of any required maintenance or renewal. Periodic inspections at five year intervals allow the asset manager to monitor deterioration rates. Throughout the industry, a wide range of timbers are used within rail infrastructure, from softwoods to stronger, more durable hardwoods. It is because of the variation in timber species, the types of wood preservation required and timber’s natural variability that asset managers often face a real challenge in understanding and predicting the performance of their current and future timber components. The condition-based approach is an essential one, simply because specific timber analysis brings both assessment of the material’s performance within the overall structure, plus a level of detail on its

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At Uretek we have been working for over 30 years to develop and deliver fast, efficient solutions to ground engineering problems. We are the pioneers of geo-polymer injection technology which we use to stabilise and improve the strength of ground under any kind of structure. Our technology is used by engineers and contractors as they seek effective ways to maintain assets from roads and airports to warehouses and homes. Contact us today about a project or request a CPD presentation to learn more about our methods.

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condition, strength and remaining service life which a more generalised inspection cannot deliver. The level of detail and analysis can, in some cases, even prevent a costly process of premature and unnecessary removal of timber components. On the other hand, it can provide the evidence to justify unscheduled interventions. The process of inspection Key to specialised timber inspection is an assessment of its strength and condition. Threats to the viability of timber are varied and can include the effects of wetting, preservation techniques and attack from pests such as fungus. Fungal attack is an issue within rail largely because of the timber’s exposure to the elements and the effect of water. Predicting decay rates and strength loss is not an exact science as the behaviour of one piece timber under attack is rarely the same as another. An evaluation of factors such as moisture content, reduced cross section, residual strength and remedial preservation options, can all help prolong the life of the structure or even remedy the situation altogether. The Exova BM TRADA experts undertake surveys using non-destructive techniques, as it is important to maintain the strength and viability of the timber while surveying it. Microprobes are used to detect decay

without the removal of core samples which might breach the protective preservative envelope and thereby let water in. Visual strength grading In addition to condition surveys, understanding strength and species analysis is also an essential part of timber assessment. Because of the variability in behaviour of species under different conditions, knowing what timber species you are working with is an important part of the overall assessment. Using visual grading techniques, experts can determine the strength characteristics of any structural timber in-situ. Visual strength grading is carried out using the requirements of the relevant British Standards as guidance, the standards used are: British Standard BS 4978: 2007+A1 2011 ‘Visual strength grading of softwoods. Specification’. British Standard BS 5756: 2007+A1 2011 ‘Visual strength grading of hardwoods. Specification’. Match stick sized specimens are removed from the timbers for analysis. The species is confirmed using microscopic techniques so the correct strength class and grade combination for the species can be assigned using British Standard BS EN 1912: 2012


‘Structural timber. Strength classes. Assignment of visual grades and species’. Most recently, Exova BM TRADA undertook the examination and assessment of over 70 timber containing structures throughout Scotland supported by infrastructure project manager, AECOM. Using both strength and condition testing, Exova was able to undertake an extensive assessment of a wide range of assets and create an inventory which ranked each timber element by its condition and level of priority for intervention. As a result, Network Rail was able to identify where assets required simple maintenance, service life could be extended through treatment, or where assets were prioritised for replacement. The work with AECOM is a good example of how detailed and rigorous assessment of timber assets can both enhance performance and save money by identifying maintenance requirements in a timely and structured way. Using expert techniques in the assessment of both condition and strength brings an organisation the opportunity to ensure its assets are being managed within an overall management system which is mindful of both cost and safety. Tel: 01494 569 966 Email: Visit:

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

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FROM SUBSEA TO TRACKSIDE For years we’ve been revolutionising the subsea industry; one of the most hostile environments imaginable. Now we’re applying that thinking to signalling power cables. CableGuardian The first platform to offer proactive monitoring, detection and location of both insulator and conductor faults on live signalling power distribution systems. Enables compliance with Network Rail specification NR/L2/SIGELP/27725. Facilitates condition based maintenance rather than frequency based. For more information please email or call +44 (0)1275 787878



Fast track to a safer and more efficient network The UK’s rail network facilitated over 1.7 billion passenger journeys in 2016, making it the fifth most used rail network in the world. It also one of the safest


t is an oft-quoted fact that the UK’s railways have seen unprecedented growth in the number of passengers and the amount of freight carried in recent years. We all know the accompanying lament, however: expansion in network capacity has not kept pace with this growth. Adding capacity via infrastructure takes significant chunks of time, debate, political will and investment. In the meantime, working out how best to manage demand placed on the network is key to its sustainability. Maximising potential The country’s railways are highly regarded for their approach to technology and evidence-based decision making, and rightly so. It’s a standpoint – and skill set – that has helped to make our network, passengers and workforce one of the safest in the world. It’s also an area of expertise that digital and transport technology specialist Glow New Media has been developing for more than a decade. Working with local, national and international operators across different modes of passenger transport, Glow has developed a whole suite of innovative systems and apps that enable operators to maximise the potential and safety of their networks. Apps which facilitate the efficient movement of people on the network are part of that mix, and something that we’re all now familiar with. But similar technology is increasingly being used to maximise operational systems, resources and infrastructure too.

The state-of-the-art system features twoway real-time messaging, staff locator, an ability to filter jobs by job role, automated task scheduling, pre-planned coordinated response automation as well as image and video sharing. Crucially, its functionality allows operators to identify issues quickly and deliver an appropriate, nimble-footed response. It optimises performance and safety whilst reducing and localising decision making. Balancing resources By gaining visibility of real time locations via Rail Commander, situational awareness for operational staff is greatly enhanced. It allows the balancing of resource from low to high demand areas and faults can be detected analysed, understood and acted upon in a much faster, more targeted approach. Rail Commander also increases reactivity to evolving events and incidents: crowd control at public events or security issues, for example. Real-time intelligence is essential for a rapid tactical analysis and appropriate, agile response. Staff working on the ground access Rail Commander’s various features via an app. During the trial, operational field staff, who often work alone, reported that their perception of personal security and safety was substantially improved thanks to the instant messaging and GPS locator function of the app.

By making sure people are in the right place at the right time, Rail Commander facilitates increased operating efficiency. It enables transport operators to substantially increase the efficiency of their existing systems, resources and infrastructure and increases overall accountability and reporting of assigned tasks. Strengthening the case for railways As infrastructure catches up with demand, optimising performance via technology is the quickest and most effective route to improve key efficiency benchmarking indicators like asset utilisation and staff productivity. But investment in technology is more than the sum of its parts: cost-effective performance optimisation also helps to strengthen the political and economic case for favouring railways over road or air travel in the long term. In a competitive market, and a time of fiscally strained governments, this is crucial to the long term viability and sustainability of our network. Tel: 0151 707 9770 Email: Visit:

Rail Commander Glow New Media designed and developed Rail Commander – an innovative transport system which combines mobile apps with a desktop command dashboard. It was successfully trialled by a UK train operating company in 2016. Central to the Rail Commander system is its ‘command and control’ dashboard for control centre staff, which presents a live and accurate map of the positions and status of all operations staff, trains, infrastructure and other assets all in one place. Rail Professional


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Leaders in rail engineering VolkerFitzpatrick is a civil engineering and building contractor with a reputation for innovative engineering and design


ith a proud history dating back to the early 1880s, it has evolved into a multidisciplinary construction business, providing civil engineering, building and rail infrastructure services to public and private sector organisations throughout the UK. It is one of five business units that form VolkerWessels UK and is part of the entrepreneurial group that is VolkerWessels Netherlands. As part of VolkerWessels UK, VolkerFitzpatrick has the backing of a multi-disciplinary construction and civil engineering group with a turnover of c£877 million. It also has access to a network of businesses with an unrivalled pool of resources and expertise, from over 2,500 employees. The business’ strength comes from the high quality performance of its people. Their mission is to work together to ‘Experience Excellence’ for their clients and teams. VolkerFitzpatrick’s national rail division undertakes the design and construction of civil engineering and multidisciplinary rail projects including major enhancements, structures, stations, depots and earthworks. Key projects Cambridge North VolkerFitzpatrick recently completed work on the new Cambridge North station for Network Rail. The station’s first commuter services began on Monday 22 May, with train operating partner, Greater Anglia, managing the station services. With a 4,843ft² footprint, Cambridge North features three platforms, along with parking for 450 cars and 1,000 bicycles. It has also been fitted with solar panels, providing up to ten per cent of the station’s power requirements. The original platform design called for ground improvements due to the poor conditions. The team used an innovative lightweight polystyrene backfill in block form, which required minimal ground preparation. This system improved installation times, reduced the amount of possessions required and reduced the overall cost of the station. The building was designed by Atkins and its external aluminium cladding is based on the Game of Life cellular automation, created by Cambridge University mathematician John Horton Conway.

VolkerFitzpatrick began construction in 2015, starting with the realignment of the underused Chesterton sidings, which in turn opened up the brownfield site for development. Over the two-year lifespan of the project, it has taken months of meticulous planning, 700,000 hours of labour and 11 successful possessions to build the station on the operational West Anglia Main Line. Meliha Duymaz, Network Rail’s interim route managing director for Anglia, said: ‘I’d like to say a special thanks to everyone who has worked hard to successfully deliver

a new station for Cambridge. This station will transform the way people travel around Cambridge and help to deal with the ever growing passenger demands in the area.’ VolkerFitzpatrick worked with two further VolkerWessels UK business units on the project. VolkerRail delivered the rail systems work for the station, along with associated remodelling work of the old Chesterton sidings yard, as part of the CP5 Multifunctional Framework in Anglia. VolkerHighways also worked on the new station, installing street lighting, ducting, cabling, signage and street furniture. Rail Professional

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In addition, VolkerHighways built the station’s two new car parks, along with a new plaza area and three new roads. John Cox, managing director of VolkerFitzpatrick’s rail division, said: ‘It is wonderful to have been part of such a rewarding project as Cambridge North Station. I am very proud of the team who have come together to create an iconic structure which will greatly benefit both the residents of Cambridge and those visiting the city, for years to come.’ Hackney Wick VolkerFitzpatrick took possession of Hackney Wick station over this year’s Easter weekend and installed a new pedestrian subway in just four days. The 2,000 tonne concrete structure was driven into place during the extended weekend, following its construction on the land next to the station. The team removed the existing tracks and platforms, before excavating the land underneath to create space for the subway. The structure was then driven into place using self-propelled modular transporters. Next, the track and platforms were rebuilt so that train services

could run as normal the following Tuesday. David Goldstone, chief executive of the London Legacy Development Corporation, said: ‘Installing the new subway and rebuilding the track in such a short time is a fantastic feat of engineering. These works are vital to improve connections for existing residents in Hackney Wick and to support the thousands of new jobs and homes coming to the area.’ Doncaster depot VolkerFitzpatrick designed and constructed the new £80 million Doncaster depot, for Hitachi Rail Europe.

The state-of-the-art depot breaks all stereotypes, offering a clean, light and modern working environment, using industry-leading technology. The depot will house fleets for Virgin Trains East Coast and Transpeninne Express. Hitachi Rail Europe, the company building and maintaining the new intercity trains, is on schedule to employ 250 people at the depot. Over 2,000 people worked on the project, which began in July 2014 and ran for two years and eight months. The works began with ground preparation, including the removal of contaminated soil. The team then

constructed a train wash building, wheel lathe building and 11,000m2 maintenance facility building, as well as an under-frame cleaning facility. VolkerFitzpatrick worked with fellow VolkerWessels UK business unit VolkerRail, who supplied and installed all the overhead line equipment (OHLE) for the project. In addition, VolkerGround Engineering worked on the piling for the OHLE, as well as the sheet piling for two retaining walls. VolkerFitzpatrick is a leading depot constructor and is currently undertaking works with Hitachi at a number of its sites. Doncaster is one of several depots VolkerFitzpatrick has delivered, as part of the Department for Transport’s Intercity Express Programme. John Cox, managing director of VolkerFitzpatrick’s rail division, said: ‘The team here at VolkerFitzpatrick is extremely proud to have been a part of this project. The new Doncaster depot combines modern design with exceptional engineering and is a credit to everyone involved.’ Looking ahead VolkerWessels UK and its business units are built on controlled and sustainable growth, with careful risk management of opportunities, targeted investments and careful management of overheads and cost base. Throughout the remainder of 2017 and beyond, VolkerFitzpatrick looks forward to building on its success to date and to the further growth and development of the business as a whole. Tel: 01992 305 000 Email: Visit: Rail Professional



The Power of an idea Communication specialist cereno’s nuVa is the ultimate revolutionary solution for global collaboration, helping organisations to achieve game changing innovation


ith the rise in dispersed knowledge workers, cereno recognises the need for clear and effective collaboration within the rail industry. Collaborative decision making on complex matters is proving to be increasingly difficult and costly. It is for this reason that cereno aims to revolutionise the way designers, engineers and other industry experts collaborate by empowering them to work in completely new ways more efficiently than ever before. In order to maintain competitive advantage it is crucial for organisations to effectively exchange knowledge and ideas. Due to the increasing number of globally distributed teams the need for strong collaboration is required to reduce human error during critical decision making stages. It is vital to maximise project success and minimise any potential down time by inviting new levels of collaboration, prioritising resources, and maintaining manageable communication at all times. Communication is key Millions of years of evolution have proven that humans work best when able to meet and work face-to-face as it allows us to achieve the best outcomes in the quickest way. We rely on our subconscious on a daily basis, judging body language, gestures and eye gaze to understand all the different people and situations around us. This allows us to build stronger client and partner relations over time with those we deem suitable to trust. Alongside this it is critical to have the ability to manipulate and have access to as many references as possible which makes it easier for speedy computation of intricate project details. This means that the ideal meeting needs to include both of these elements to remove any ambiguity that could decrease the effectiveness of the collaboration. Creating collaboration Understanding exactly what makes a meeting a failure or a success is how cereno developed the nuVa environment. The research that led to the creation of nuVa is based on psychological and sociological research from some of the world’s leading academic institutions. This research resulted in the production of the world’s most advanced remote

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collaboration medium. Delivering an experience just like a real meeting and extending it to long distance participants, nuVa makes true collaboration possible. Of course collaboration is not a technology, it is a human activity and the most essential elements are human behaviour and mutual understanding. Rail professionals agree that it is vital to match the communication medium to the level of complexity of the task at hand in order to maximise project success and minimise

potential down time. By removing the limitations put in place by most of today’s crowded workstations and traditional web conferencing, businesses can drastically improve the accuracy of their decisions. The immersive environment On a normal vertical display device the workspace is compressed within the interface, nuVa provides a horizontal workspace that allows users to


simultaneously share and work on multiple documents and applications in addition to the vertical display of video and audio conferencing. By deliberate design this emulates the experience of a natural meeting with paper and artefacts that stimulate creativity. By ensuring everyone is on the same page and substantially lowering the amount of rework required, project timescales can be radically reduced, delivering a much higher return on investment. This gives nuVa users an enriched meeting experience and understands that the more data the user has access to, the faster they can innovate and solve problems while maximising productivity. By providing a unique dedicated workspace for project teams, no matter where they are located, nuVa is the next generation in digital collaboration. This fully immersive remote meeting environment enables teams to focus on the context at hand, giving all engaged resources access to key project information immediately. This significantly reduces the scope for error allowing nuVa to offer a visual space for communication on complex data. This is a shared, interactive task space, analogous to a desk or meeting table, except digital. It allows each user to annotate, edit and present information to everyone in the meeting in real time in a far more natural environment than ever before. Save time and space The time and opportunities lost due to existing business travel adds to the costs of projects and can incur large HR problems in

the form of despondent workers. The effect of having a workforce that constantly relies on business travel has major implications that extend beyond financial cost; the stress that extensive travel leaves on the mind and body can lead to unnecessary mistakes causing projects to take longer and accrue delays. Travel and onsite work can lead to much higher associated risk than if businesses were able to solve the problem remotely. In the long run, this can mean project setbacks and missed deadlines which overall leads to the loss of competitive advantage. All businesses need to recognise and review the importance of business sustainability, heightened environmental concerns and the accumulation of time lost from skilled workers as a result of travelling. Case study Earlier this year cereno completed a four month pilot with East West Rail Alliance to establish how the consortium could use nuVa to push forward with its digital strategy and achieve its business objectives. Working closely with the innovation and digital engineering teams, the aim of this pilot was to identify how nuVa fitted into the working landscape to improve inter disciplinary design meetings and maximise collaborative working. Alex Heward, innovation manager for East West Rail Alliance gave the following statement: ‘nuVa brings something different to the collaborative technology space. It gives the team the capability to actually trial things that they’ve never been able to see in current technology. We’ve been able


unlock ideas and aspirations that our digital engineering team didn’t think they could’ve had with the technology they currently have. It’s really driven us into new ways of thinking and working in addition to the way people traditionally do things. What’s been really good on the project is the capability for the project team to get involved in new technology and actually change the way they go to work.’ This pilot made it clear that nuVa has some very tangible benefits; as well as creating a more conducive environment for collaboration and innovation, it encourages faster decision making, while also reducing unnecessary travel. It is ideal for industries such as engineering, construction and design to overcome foreseeable challenges and changes by working with nuVa remotely. By offering a strategic approach to knowledge workers who can be accessed or applied on a global basis, nuVa minimises costs and advances instant global collaboration. This brings people together to be able to work on complex project matters, creating a future where all business interactions happen seamlessly with far less misunderstandings. New ideas can flourish and through the amalgamation of technologies that are available now, projects around the globe will have the opportunity to make critical business decisions as though they were in the same room. As one of the most powerful collaborative platforms, nuVa is transforming the way work is carried out. Tel: 0203 128 7500 Email: Visit: Rail Professional

NORBAR THE VOICE OF TORQUE CONTROL Norbar has a long history of association with the rail industry. Our involvement starts with the manufacturers and then extends through the life of the rolling stock and rail networks. We are also extensively involved with the rail infrastructure; building and maintaining the rail networks. • • • • •

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Providing Multi-disciplinary infrastructure Solutions Nationwide Pod-Trak is a multi-disciplinary infrastructure company established in 2007 and since then has grown steadily building long lasting partnerships with our clients. We work throughout the UK with offices based in London, Manchester and Doncaster. London Office

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Ensuring tomorrow’s success, today Newcastle College’s vision for the Rail Academy is aligned to support the aspirations of the government’s plan for the Northern Powerhouse


he government’s strategy identifies that improvements in connectivity, as well as enterprise and innovation, trade and investment, and skills development will be crucial in improving the North’s economic performance. Transport infrastructure is vitally important for business in the North East. The region is served by a number of effective transport links that include the central station, which serves as a major transport hub on the East Coast main line, and is utilised by numerous train operating companies; together with the Metro system and numerous local bus routes, the complex is one of the most important transport hubs in the North East. The Tyne and Wear Metro is the largest rapid transit system in the UK outside of London, with over 60 stations serving Newcastle, Gateshead, South Tyneside, North Tyneside and Sunderland in the Tyne and Wear region, connecting a large workforce to local business areas. There are currently two Metro and 12 main line platforms seeing 13 million passengers annually. Training The college identified the importance of aligning training provisions to the needs and demands of this key economic sector,

and the need to offer training that is fundamental for a workforce with the right skills for jobs. A correctly trained and placed workforce is paramount; this can only be achieved by truly understanding market demands and responding with provision that delivers appropriately skilled labour. As such the college’s strategy around transport acknowledges that it is fundamental to have a workforce with the right skills for these future jobs in improving regional and national transport infrastructures. This also includes working with partners to deliver key projects and interventions that address the skills gap at all levels, from primary schools to universities. One final element of this involves incorporating the employability and inclusion agenda, to ensure that training is aligned with regional need, future economic growth and deliver more and better jobs. The Rail Academy works closely with regional and national industries, providing vocational study programmes that are designed and delivered to meet the needs and demands of the sector.

the transport sector. The Academy also operates commercial training provision for regional and national companies, offering safety critical training, competence development and assessment, and will manage and deliver apprenticeships in the near future in line with the new Rail apprentice standards. All tuition is carried out in authority approved realistic working environments. The combination of theoretical and practical training, and experience in the range of realistic working environments ensures that learners are well prepared for transfer into employment. Promotion of a teamwork ethos, pride, drive, determination

Teamwork The success of the Rail academy can be directly attributed to the proactive and collaborative approach to ongoing partnerships with organisations throughout

and dedication across all disciplines ensures that on achievement, learners are work ready personnel. All specialist resources are complimented by state of the art classrooms, IT suites with interactive high-definition display screens and recreational space. The £7 million investment, developed Rail Professional



work within a proactive safety culture as per the demands of the industry itself. The Rail Academy team operates the workshop area under Network Rail Safety Critical conditions. Although constraining in the fact that these rules must be abided at all times, such as full PPE at all times, safety brief every time a student enters the workshop, equipment is classed as live and a potential hazard; this embeds proactive health and safety culture in everyone who attends the Rail Academy and therefore prepares them for the very real dangers they may encounter in a live rail environment. The Rail Academy team is an exceptional blend of fully qualified academic staff and ex-industry staff who are experts in their respective fields, with many years of industry experience. The team is a diverse mix of dedicated, highly skilled, ambitious and competent commercial and academic professionals.

condemned and they have been challenged by the curator to have the site operational within the next 18 months. The Academy Team works closely with local schools and colleges and other training providers to ensure that young learners are aware of the opportunities within rail. The Academy is opened up regularly to schools and prospective learners, who are offered the opportunity of tours, to meet with staff and students and try out a range of resources.

Experts The team includes a permanent way specialist, who has a wealth of experience in multiple track engineering disciplines, and a signalling and telecommunications specialist, who can operate and maintain a wide swathe of rail infrastructure control equipment. Local partnerships with a number of heritage rail charities are essential to provide learners with additional real life work experience. And two of the most productive are in conjunction with Bowes Rail Museum and Shildon Rail Museum. The Rail Academy supports both museums; students undertake track and infrastructure maintenance to develop their skills and competence as well as contributing to the local community. The Bowes project is particularly exciting for both the teaching team and students, as the track is currently

and from other aspects of the college. The next phase of its successful growth is to offer a new educational provision from September 2017. The new provision under the title of the Built Environment, will offer Civil Engineering and Construction Management qualifications at level three and four, as well as apprenticeships to provide engineers with the skillsets to support the full spectrum of Rail Industry requirements. The provision should see an additional 150 students attending both full and part time, at the academy. The offer of rail engineering, infrastructure and civil engineering, is designed to support and address the local and national requirements for rail and civil engineers. Tel: 0191 200 4486 Email: Visit:

Looking to the future Since opening, learner numbers have displayed a healthy increase year on year, as a result of great progression rates, increasing engagement with an increasingly wider range of companies, and great advice and guidance work with schools. The Academy’s philosophy is entrenched in continuous improvement at every level of its provision; this incorporates best practice from industry

in conjunction with, and approved by National Skills Academy for Rail (NSAR) and Network Rail, is a purpose built rail engineering facility, developed to address the issues relating to the ageing workforce in rail engineering and the huge skill gaps that exist in the rail engineering disciplines. The Academy is a NSAR silver rating approved centre and rated by the Rail Industry Supplier Qualification Scheme (RISQS) as outstanding. In June 2017, the Rail Academy also became a member of the NSAR Network, one of a select group of only 22 colleges, recognised as centres of excellence for rail training and education. Workshops All tuition at the Academy is carried out in a Network Rail approved workshop with facilities that include numerous types and gauge of track, signalling and telecoms equipment, an indoor and outdoor Overhead Line Electrification (OLE ) span, electronics and maintenance workshops, and operates in conjunction with all rail industry and standard health and safety procedures, to ensure that both employees and students

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Making precision parts faster Market leading, precision engineering specialist, O.L.D. Engineering, is a company committed to continuous improvement


The machines purchased by O.L.D. New equipment n this respect, the company has Engineering enable the company to Within the last 12 months O.L.D. invested in some 21 new Doosan manufacture completed parts in fewer setEngineering has also acquired a high machines - seven of which have ups and in reduced cycle times. The use of performance, high productivity Mazak been installed at the company’s Horizontal Center Nexus 6000-II to enhance 5-axis machining also optimises the accuracy manufacturing facility in Hinckley and precision of machined components. the CNC milling section capability for large, within the last six years - highlighting O.L.D. Engineering makes machine heavy part operations. the company’s technology investment precision components from cast iron, O.L.D. Engineering’s chairman Mary philosophy. aluminium and steel through to stainless Topp explains, ‘Multi-tasking machines The machines in question – 1x Puma 600 and more difficult-to-machine materials for make us more productive and increase our (large capacity) lathe; 2x Puma 400 lathes a diverse and growing range of customers. flexibility. The sectors we serve are highly and 2x Lynx lathes with driven tooling, a The parts themselves are equally varied too competitive, so the technology we invest in VM 960L vertical machining centre and and include everything from prototypes and has to help us make precision parts faster, 2x VC500 (twin-pallet) vertical machining one-offs, through to small/medium batch better and more economically than the centres – are all high-productivity, multiproduction. competition. tasking models and demonstrate that 125 216 55410 ‘This is especially true in new sectors O.L.D. Engineering is concerned more with and with new customers, where we need improving manufacturing capability as gndemonstrate ireenignedand lo@provide seiriuqcompelling ne 1791 ECNIS GNIRUTCAFUNAM opposed to merely increasing machining Tel: 01455 612521 reasons for customers to change from their capacity. kuincumbent .oc.gniresuppliers.’ enignedlo.www Visit:






We’ve been helping our clients achieve success since 1971 by supplying them with quality, bespoke components produced on state of the art, multi-axis machinery. Find out how O.L.D. Engineering can help your business stay on track by calling us today on 01455 612 521 or visit

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London Victoria Station porte cochere Twinfix was established as a family business in 1990 growing out of Thermoclear UK, the original importers into the UK of Lexan Thermoclear multiwall polycarbonate sheet


enerally used for roof glazing applications, polycarbonate is the ideal material for station roof and canopy glazing because it is lightweight and absorbs the vibrations caused by train movements without cracking, crazing or breaking. It also provides a low maintenance, long lasting rail roof solution. From its multiwall varieties through to solid, glass-like grades, which are tough and resistant to breakage, Twinfix’s solutions create a welcoming atmosphere for station users. Polycarbonate in action Twinfix recently re-glazed the porte cochere at Victoria Station using its aluminium framed multi-link panel glazed with its own innovative 6mm thick Georgian wired polycarbonate glazing. This glazing material mimics the traditional Georgian wired glass that would have been fitted to the three roofing areas when it was first built. Cleverly combining a traditional appearance with the many modern day benefits of polycarbonate, the product has Heritage approval for use at this prestigious and busy London station. The use of solid polycarbonate glazing also fits in well with today’s need for future proofing as this product is virtually unbreakable, requires little maintenance, and has a long life span. Director Vicky Evans worked with Graham Richards, a Network Rail Senior asset manager on the southeast route, on the specification for this project that involved reglazing over 1,000 square metres on the three adjacent lantern lights that make up the port cochere. Quick turnaround Bespoke multi-link panels are manufactured in the company’s quality controlled factory environment and have a fix and link installation feature enabling quick fixing when they arrive on site. This is particularly advantageous on projects where possession times are limited. Being factory manufactured to size for each individual project eliminates the risk of mistakes on site. The preassembled panels consist of powder coated aluminium frames fitted with low maintenance and durable

polycarbonate glazing. Both of these products are light in weight, a feature that helps to maintain the fabric of older buildings. Vicky Evans comments: ‘The aluminium used in the Multi-Link-Panels can be powdercoated to virtually any colour and will not rust or require repainting, which helps cut down on future maintenance costs. Add to this the light weight of the polycarbonate glazing and you have rooflights that can help extend the life of any existing structure.’ Twinfix offers a range of different glazing and non-glazing options for these non-fragile rooflight panels: • multiwall polycarbonate: incredibly light in weight (16 & 25mm weigh 2.8 & 3.5 Kg/ m²) • solid polycarbonate: the clear product looks like laminated glass but is virtually unbreakable • GW Solid: 6mm thick obscure • aluminium sandwich panels: an alternative option where natural daylight is not required. Modernisation Multi-link panels are classified as non-fragile to the recommended ACR[M]001:2014 drop test. The panels for Victoria station were manufactured at 600mm centres using Twinfix’s 50mm wide bars in order to further replicate the original fixing system. The first station at Victoria was built in 1861. This was demolished in 1898 and replaced with the enlarged red-brick Renaissance-style building you see today. This was designed by Engineer Sir Charles Langbridge Morgan and the whole site at that time covered 16 acres with 2.25 miles of platforms. The porte cochere enabled deliveries to the station, usually by horse and cart, to be made under cover. Today it serves the same purpose, enabling taxis to drop off their passengers whilst protecting them from the weather. Working with BAM Nuttall, the main contractors, this was the first rail project that Twinfix had installed itself after gaining RISQS status. Tom Bray, project office manager, visited the site regularly throughout

the project to ensure the smooth running of the refurbishment, which, as is to be expected on a building of this age, threw up some unexpected challenges that had to be solved on site. One of these was the necessity to carry out remedial works on some of the original timber supports in order to accommodate the multi-link panels. It was Tom’s responsibility Rail Professional

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to ensure that all of the deliveries were made between 22:00 and 05.00, using a narrow lorry due to the severely restricted site access. Luckily installation of the glazed panels could take place overhead throughout the day as the area was fully scaffolded and included a working platform. Design specifics The three lantern lights are rectangular in shape and each of the four sides has two tiers of glazing. The flat top of each lantern light is solid, finished with a lead flashing. In order to accommodate the final stages of this lead flashing one top panel on each light was left out. Once the flashing had been completed Twinfix was able to install its latest design of break panel that is fitted from below the glazing. This also created an access panel, a great safety feature that will enable safe maintenance access in the future. Part of the Network Rail specification for the glazing was that it had to be watertight, so flashing was included where the two tiers of glazed panels meet. Once three sides of each rectangle had been glazed water testing of the system was carried out. It passed the test. The fourth side of each rectangle had to be completed in double-quick time as it could only be done once the scaffolding was

removed – the scaffolding legs went straight through the area had to be glaze. It had taken the scaffolders six months to erect their scaffolding but only two weeks to dismantle it. It was a race for the installation team to keep up with them, but they did and the project was completed on time! With countless years of experience working on stations and depots across the UK, from the replacement of some 2,800 square metres of failed Georgian wired glass in the many complicated overhead canopies at Stirling Station in Scotland to the most recently completed platform canopy works at Stamford Station in Lincolnshire, the Twinfix team has developed a wealth of design knowledge and expertise in the rail sector. Safety and heritage considerations have always been of importance and it can offer a range of non-fragile rooflight panels that conform to these requirements. Graham Richards concludes: ‘Both myself and Terry Denyer (sponsors and clients) are extremely pleased with the completed works which have been delivered to a very high standard. During the development phases we were very conscious of the need for quality products and materials befitting this station, we also considered carefully about the design life of products and materials along with future maintenance.


The Twinfix glazing system ticked all the boxes and is the reason why it was chosen for this scheme.’ Tel: 01925 811311 Email: Visit:

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

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


CMS Cepcor is a high quality machining company based in Coalville Leicester. We specialise in supplying both standard and narrow gauge heritage railway organisations with quality products. Recent examples: • Tyseley Locomotive Works - Valve and cylinder liners • LMS Patriot project- expansion links, bushes, eccentric rods and sheaves, big end strap, reversing gear components and brake gear parts • Class 5 4-6-0, No 44767 “George Stephenson” - new cylinders We also have the capability of machining all motion parts (inc. full length connecting and coupling rods) plus pressing wheels/axle assemblies. CMS Cepcor Precision Services Technical Centre, Samson Road, Hermitage Ind. Est., Coalville, Leicestershire, LE67 3FP Tel: 01530 510247 E: Rail Professional



Concrete-free foundations One area that the rail industry has overlooked for years is foundations


oncrete foundations or large piled foundations have been the industry standard for decades. These can be appropriate for larger structures but there has to be a better solution for lightweight structures such as signposts. That’s the opportunity that Shire were asked to look at. Shire is a team of civil and structural engineers and designers with the aim of providing a responsive, solutionbased approach to engineering problems. The team has a strong reputation for being ‘thinking engineers’ which has created demand for its services across a wide variety of sectors including aerospace, highways, domestic properties and telecommunications. For Shire, product innovation started in 2002 with the development of the Shire Pile, an innovative solution for the domestic property insurance market. Shire was given a challenge by Halifax Insurance to find a repair solution for houses that had subsided but also where access to the property was limited. In response, Shire invented the Shire Pile which is now the industry wide solution to remedial piling and has saved the Insurance Sector millions of pounds. The product was shortlisted for the Ground Engineering Awards. From there, Shire has developed other patented systems including QuickBase®. A lightweight, prefabricated piled foundation system. The system was launched at Interbuild where it won ‘Best New Exterior Product’. New products At Rail Live 2017, Shire unveiled an exciting new range of innovative foundation systems for the Rail Industry. Designed to save on time, materials and budget, each product is easy and rapid to install, with no concrete & minimal equipment. ‘We had an overwhelming response to our new products at Rail Live. We had

visitors from Network Rail, Siemens, Carillion, Office of Rail & Road, Amco and Alstom to name a few. Our favourite quote from the show came from a Network Rail employee: ‘If there’s one exciting thing I’m taking from this show, it’s the Groundfill Base’ which is always great to hear.’ says Angela Griffin, business development, Shire. Simon Crook, managing director, Shire adds: ‘As structural engineers, we’d worked with a few companies on rail projects – from support for advertising signs to foundations for platforms. We know that concrete is a key component for most of the current solutions to foundations in the rail industry, but we heard time and time again that the use of concrete is one of the greatest challenges due to access and time restrictions. That became our focus. To provide structural solutions that replace the need for concrete. After many prototypes, testing and analysis, we were ready to patent our products & introduce them to a select group of contractors and their response was very positive.’ Key benefits The first area of focus was to create products that support high loads, both laterally and vertically. Shire’s products can individually support loads of up to eight tonnes and give an instant load capacity. Analysis of how products are currently installed was carried out with the aim of reducing the amount of tools required. With some of the new products, the main tools needed are a spade and a hammer. Not only is there a carbon saving by not using concrete but the products are designed so they are reusable and fully recyclable. The foundations are quick to install and Shire has designed them so there is no or minimal spoil removal. Whatever is dug out of the ground goes back with no need to dispose of the spoil. Again, there’s no concrete so if you’re part way through installation, there is no Rail Professional

Coil Sprung Contract Seating The finest seating option for the rail industry... • Comfort and durability are the key elements to this seating option • A bespoke product, ideal for both new and refurbishment projects • In the last 10 years we have manufactured over 70,000 seats for the Rail Industry • Other spring solutions include our Zig Zag Sinuous Springs which have been awarded the Fira Gold and Satra Diamond Product Certification to severe contract standard

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concrete to go off before the next shift. The roundfill base supports signs up to 1mx1m and the groundfill base is designed to support primarily lateral loads. The concept is to dig a hole, insert the product and backfill the spoil into the void. The RootBase D Range is designed to support vertical and horizontal loads. A hole is hand dug below the level of any services, the product is placed in the excavation, with ground anchors securing the base in place, the structure to be supported is placed in the frame and then the product is fixed into place with ground anchors. The unique concept also means the spoil from the excavation is backfilled into the void.

provides an instant platform and can be supplied with a fully insulated floor if needed. The piled foundation system provides support below the zone of influence of any vegetation or surface soil movement: • combined floor, beam & pile solution • fast installation time • lightweight and easy to carry • single storey and two storey structures • achieves U-values of 0.196 W/m²K • patented 360° levelling head • winner of ‘Best New Exterior Product’ at Interbuild.


can be included in the product price where required. Shire also provides training as needed, with in-house installation training teams to support contractors until they’re fully up to speed & certified. Shire are fully accredited and audited by Achilles RISQS. Tel: 01527 579933 Email: Visit:

Support innovation The RootBase – S Range supports loads of up to eight tonnes and can benstalled in less than 15 minutes. It has been designed for speed of installation where there is no risk to service strikes. RootBase S Range is installed at or close to ground level and there is no need for any excavation. Other benefits include: • tested with vertical forces of over 8 tonnes • available in over 10 configurations • no concrete • reusable • designed to loading & ground conditions • installed with a lightweight post driver • compact size • unique patented design.

The Pad Base supports loads of up to five tonnes and cab be installed in less than 5 minutes. The Pad Base sits on top of, or just below the ground if needed. It features a 360° levelling head so can be placed on uneven ground and still provide a level surface. Supporting up to five tonnes, it is perfect as a temporary foundation solution. QuickBase is a prefabricated pile, pile cap, beam and floor system. All components are lightweight and can be installed using hand held equipment. Originally designed to support single storey buildings, QuickBase

Shire Pile The Shire Pile supports loads of up to seven tonnes and can be installed in one hour. The Shire Pile has been designed to support loads down to ten metres deep. Perfect for supporting GRP and steel platforms in stubborn ground conditions and can be designed with a variety of connector options. Appropriate for all soil types the instant load capacity allows it to be installed in confined spaces and with a post driver to make it even easier. The service As civil and structural engineers, Shire makes sure that the correct product is specified for each project. Full calculations are prepared from the site investigation/ loading requirements and design costs Rail Professional

WEDGE GROUP GALVANIZING Your Galvanizing Partner

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Business built around people More than 50 years after the company was first incorporated by John and Norah Coleman, The Coleman Group remains a wholly owned independent family business


ow recognised as a contractor of choice for some of the biggest names in the rail industry, the Group brings together award-winning specialists in the field of demolition, remediation, specialist cutting and engineering. It provides a comprehensive range of integrated services, of which over 80 per cent is delivered by an in-house resource. The Coleman Group’s significant rail experience includes complex demolition projects at Birmingham New Street and Waterloo International Terminal, working closely with Network Rail, major contractors and key stakeholders to deliver a complete solution from concept to completion. Over the years the business has continued to invest to ensure its teams are equipped with one of the most comprehensive fleets in the UK, ranging from specialist cutting equipment through

to some of the heaviest demolition machinery provided by industry-leading manufacturers. Investment in Research & Development is focused in key areas such as IT, app development, Business Information Modelling (BIM), and paperless technology. Despite its long history, this continued investment proves that the organisation never stands still. Family values The Coleman Group is proud of its people. It recognises that good people are the core of any organisation and has worked hard to continue the family values on which the business was built 55 years ago. This encompasses everything from health and wellbeing, people development, investment in plant and equipment, safety processes and employee engagement – giving employees the support and resources they need to do their jobs safely and competently.

These family values remain at the heart of the organisation and they are central to The Coleman Group’s people strategy, called Coleman & Me, which sets out the company’s commitment to its people. Developed in a way that staff can understand, relate to and resonate with, Coleman & Me focuses on people and the employee experience. It contains four sub brands; Thank Me, a recognition programme; Recruit Me, focusing on recruitment and inductions; Train Me, a formal programme of training and development; and Reward Me, giving employees access to a wide range of benefits. Mark Coleman, group managing director, says: ‘Coleman & Me has created a framework for us to keep growing and evolving over time, supporting the business and our staff as we move forwards. We know that our people are our number one asset – and this gives us the opportunity to demonstrate that.’

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Health, fitness and wellbeing As part of the programme, The Coleman Group has developed a series of initiatives for employees, including a structured programme of health, fitness and wellbeing opportunities. It is aimed at encouraging employees to exercise, make healthy eating choices and talk openly about mental health and lifestyle challenges – tackling taboos which are only now starting to be addressed by the construction industry. Coleman Group employees have access to personal training sessions each week, nutrition workshops and personalised meal plans to assist each participant in reaching their own wellbeing objectives. An online platform also provides regular healthy recipe ideas, wellbeing tips and tools to assist those concerned about their mental health, whilst the company’s nutritional expert makes monthly visits to review personal food plans. Mark Coleman adds: ‘We’re committed to taking care of our employees as we would our own family. There has been much research into the scale of mental health and lifestyle challenges such as substance misuse within the construction and demolition sectors - and the figures aren’t to be ignored. ‘One in six industry workers in England and Wales suffers from stress, anxiety or depression at any one time and it’s only right that we offer our valued colleagues Rail Professional

the opportunity to exercise regularly with a personal trainer, and support them in making healthy meal choices. ‘We hope that our healthier lifestyle choices will be a driver for change within our industry when it comes to promoting open conversations about mental health issues and lifestyle challenges - something which many industry bodies are now addressing.’ Looking forward Coleman & Me also includes a comprehensive programme of training and development, which ensures all employees at The Coleman Group have the support, opportunities and insight they need to shape their own futures. Of course, this helps to maintain client excellence too, by boosting employee engagement and raising standards. However, none of this would be possible without continuous investment and innovation to deliver improvement across the business. Following its mantra of never standing still, the business recently staged a series of strategy days, focusing on business strategy, development and ideas to improve the organisation and the way in which it operates. The Coleman Group’s senior leadership team led the way, with a session which covered a range of topics including strategies for key projects and for growing people within the business, including a focus on

apprentices. Health and wellbeing also featured heavily on the agenda, particularly stress management and mental health awareness, underpinned by the Coleman & Me initiative which is already under way. A wider viewpoint Mark Coleman concludes: ‘We believe it is important to step away from day-to-day operations from time to time, to give us the opportunity to focus on what we’re doing well, what might need improving and how we can deliver a better service. ‘All subsidiaries and support functions across The Coleman Group have recently been through the same process and it has given us some invaluable insights and learnings that we can now put in place across the business, without losing sight of our core family values such as safety, trust and innovation. ‘By putting our people first, we believe we can deliver a better service to our clients. That could be demonstrated through investment in plant, training and development, Health & Safety processes or wellbeing initiatives – but the end result is a more engaged workforce and a better standard of service for our clients. It’s a winwin situation for all.’ Tel: +44 (0) 121 325 2424 Email: Visit:



Above the neck protection Improving occupational safety and health worldwide manufacturing for safety is what JSP is all about, and this is reflected in its high quality selection of industrial head protection


he protective gear is referred to as ‘above the neck’ personal protective equipment (PPE). Working in this important industry sector since 1964, the company has succeeded with its suite of value-added solutions and has since acquired status as a leading independent European manufacturer. Its portfolio comprises various head protection, eye and face protection, respiratory protection, hearing protection and working at height equipment. Much of the specialised PPE can be made to measure; the safety helmets, hearing products and eyewear customised according to individual specifications using corporate logos and colour schemes. ‘JSP is the trusted choice for quality personal protective products with a devoted team responsive to bespoke demands, listening to customers and consistently delivering promises’ a company representative commented. ‘We understand the importance of bespoke products for the customer and brand products for companies by adding corporate logos, safety messages, individual names and identity systems.’

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Quality production The components, which are manufactured on ultramodern production lines, offer an enhanced sense of protection, comfort and ease for workers in a cross-section of industry sectors. Whether based within the construction and civil engineering, automotive, steel, chemical, oil and gas, mining, manufacturing, energy and utilities, rail transport and infrastructure or agricultural market, individuals can rest assured that their wellbeing will be maximised in the workplace with JSP’s innovative safety solutions. The manufacturer focuses strongly on the undertaking of research and development in order to create fully functional PPE and does so with the employment of an experienced in-house team operating from its core manufacturing and testing facilities in Oxford. Production is undergone in line with its worldwide quality management system (QMS) and the British Standard Institution’s (BSI) Kitemark™ scheme, a symbol representing quality, integrity and safety. Rail Professional

The Kitemark™ accreditation demonstrates compliance with the applicable British, European and international standards and indicates that the products have been batch-tested. Similarly, the JSPCheck™ ( adds validation as a uniquely developed online checking system that ensures the speedy and straightforward online tracing of JSP products. Innovations Particularly popular with clients, JSP’s core range of EVOLUTION® helmets comprises four different types of helmet: • the mainstream EVO® 2 & 3 models • the EVOLite® (the world’s lightest industrial safety helmet) • the Mk8®Evolution® (the world’s strongest) • the NEW Evo® 5 Olympus® Global Standard ABS helmet (the hard hat meeting the world’s standards for head protection). Other significant innovations include the award winning PressToCheck™ FORCE

8™ mask, which helps to ensure respirators are worn correctly, Europe’s lightest best performing full shell bump cap – otherwise known as the new AeroLite™ Hardcap™ – and the recent range of Sonis™ Ear Defenders, peaking at an unbeaten SNR of 37. ‘JSP are continuing to take safety product development to new levels; investing in UK manufacturing with state-of-the-art robots and an expanding R&D team dedicated to innovating more intuitive products that perform to the highest levels’ JSP’s representative concluded. ‘We will work with end users to educate them through seminars and help them to specify complete PPE and Height Safety protection programme solutions that can be locked down – when to use a product and why you should is crucially important.’ Approximately 40 million people around the world utilise products purchased from JSP on a daily basis. Through its efficient network of dedicated distributors the solutions are delivered to customers in over 100 countries. Tel: 01993 82 60 50 Email: Visit:



Specialist logistics solutions in rail Your business only runs as efficiently as the haulage and logistics specialists who service it – so choosing the right partner can really put you into the fast lane towards growth


atwick Group is one such business. Owned by the Swain Group – a privately owned UK Transport company, the business specialises in both railside and airside transport projects and logistics. Although you’ll see its trucks and trailers across many parts of the UK as they go about their business, this nearly centuryold family operation prides itself on still being flexible enough to cater for the needs of customers of all sizes, and in a wide spectrum of industries and business sectors. Rail is no exception. ‘Our flexibility is what we consider makes us stand out from the competition, and it helps us cater for the needs of specialist suppliers to Rail projects, and for some of the biggest and best-known names in the private and public sector, giving them access to a multi-depot group’ The Swain Group’s Commercial Director, Matthew Sweet said. ‘We move anything from a single pallet to abnormal loads of 150 tonnes and more, covering all business sectors, from construction to pharmaceutical, while our spot-hire general vehicle fleet boasts a diverse range of trailers, rigid vehicles and ancillary equipment overseen by an unrivalled team of transport managers,’ he added. Hub of operations The main operating depot for specialist rail services is Gatwick but this serves the whole country through a comprehensive fleet of various types to serve the challenging railside and hub sectors. Hiabs, low-loaders, cranes and extendable trailers can be calledupon 24 days a week, 365 days a year and can be drawn from a larger pool across the group with special project depots at both Hatfield and the group’s Headquarters in Rochester. In addition to the vehicle fleet; Gatwick Group provides project management support through a dedicated team of experts. We have deep knowledge of the challenging Rail environment and know how to deliver the service to ensure a satisfactory outcome. The team operate 24 x 7 x 365; in-line with Rail infrastructure demands

and are able to react to short term as well as pre-planned activities, all backed up with detailed project and lift plans. ‘Compliance is at the core of everything we do’ according to Andrew Liggett, general manager at Gatwick Group. ‘We, as well as the wider Swain Group, hold all accreditations necessary to perform infrastructure tasks. FORS Gold and Crossrail are at the heart of this and we have more specialist certification to support Rail projects such as RISQS. Equally, being a privately owned organisation, we are prepared to invest further to meet the demands of specific projects’ New technology Keeping such extensive operations on the road is, of course, a 24-hour, seven-day exercise, for which Swain Group uses a stateof-the-art Mandata traffic management system which boasts a remote interrogation facility. The company has handled many significant projects in the public eye, from Crossrail to Wembley Stadium and Heathrow Terminal 5. Swain Group also appeared on the BBC’s DIY SOS ‘The Big Build’, providing a number of specialist vehicles free of charge to move a Garden from the Chelsea Flower Show to Great Ormond St Hospital. ‘One of our core values is to respond to every enquiry that comes into the company via our website – a significant challenge today but we manage it’ says Andrew. ‘This

helps build trust in our reliability of services that we offer.’ Tel: 01293 824777 Email: Visit: Rail Professional




Bristol • £Negotiable D.O.E Job Ref: 4125

Signalling Design Engineer Swindon • £34,000 pa Job Ref: 4165

Are you interested in any of the advertised roles? Simply send an email with the job reference number and your CV to:

This role will see you working as a signalling sighting engineer in support of the signal sighting committee. Must have signal sighting experience, ideally with Bentley products. Must have 5 years’ rail experience and micro stations experience.

Opportunity to work within a rail industry market leader delivering technical excellence on engineering schemes. Must have signalling design experience, hold a design and verifiers licence, and technical qualifications, specifically with IRSE design licence.

Principal Design Engineer (Signalling) Swindon

Quantity Surveyor

£64k pa • Job Ref: 4164

Glasgow or Wiltshire • £30-50k pa Job Ref: 4022

Opportunity to join one of the world’s leading signalling companies working on some of the most sought after and renowned contracts in the market. Must have IRSE Licence Signalling Principles Designer and Construction Design Management (CDM) competence.

Leading rail contractor is seeking ambitious Quantity Surveyors in Glasgow & Wiltshire for a number of high-profile test and installation projects across the UK. Must have at least 3 years’ quantity surveying experience ideally within the rail industry.

• • •

New train specification, procurement & project management. Bid support to train manufacturers on major rolling stock supply contracts. Franchise bidding; developing the rolling stock, depots and maintenance plans for owner groups bidding for franchises and concessions in the UK & overseas.

The ideal candidate will be a bright and ambitious rolling stock engineer looking for an exciting new challenge at this stage in their career. You will ideally possess the following skills and experience; • • •

You will probably be an engineering graduate (chartered status would be preferable), with a minimum of 2-3 years industry experience. Good understanding and keen interest in the UK rail market, specifically in relation to rolling stock matters. Experience in one or more of the following areas; rolling stock procurement, depot maintenance, rolling stock performance improvement, franchise bidding, fleet engineering or project management of rolling stock modifications. Consulting experience is preferable but not essential. Candidates without priorconsulting experience willneed to demonstrate the flexibility to adapt to consulting.

Newsom Consulting is exclusively retained on this assignment. To find out more or to apply please email your curriculum vitae to Richard Dobbs, Newsom Consulting at or call; 020 7554 5142 for a confidential discussion.

Rail Professional or call us, quoting the job reference number on:

+44 (0)1483 361 061

Looking for something else?

Managing & Principal Consultants Rolling Stock Consultancy Excellent base salary & bonus Based in London with flexibility around working pattern Our client is a leading rolling stock commercial and operations advisory consultancy with ambitious growth plans to rapidly build the business. They are looking to recruit a number of Managing Consultant and Principal Consultants. This is an exciting opportunity to join a business that is already renowned in the industry during the growth phase of the business life-cycle. The type of strategic work typically undertaken by them includes;


We have a number of exciting live vacancies on our website, simply visit: Or follow us on Twitter for the latest jobs and industry news:


Director – Rail Operations Six-figure base salary Location: flexible

Our client, a world-renowned international leader in transport consultancy is looking for a Rail Operations Director to join them. This role complements their existing transport consultancy offering, and will focus solely on rail clients. The company specialises in rail tenders internationally, hence the strong UK rail market and HS2 present an exciting opportunity to grow the business in Britain. The Rail Operations Director is the lead role for the companies offering to the UK rail market, with services including demand and revenue forecasting, modelling and business case development. The business already has an extensive list of clients that will assist in the work-winning aspects of the role, along with a distinguished reputation internationally for transport planning. They are dedicated to delivering excellence to their clients through an entrepreneurial spirit and enthusiasm whilst promoting a culture of listening, teamwork, and employee empowerment. This Director position will be responsible for recruiting a highly-skilled team to carry out work that has already been won for this business Experience and skills required; • • •

15 years + rail operations experience (within a consultancy, TOC or client organisation). Demonstrable experience of building teams. Modelling, business case development and forecasting expertise.

Newsom Consulting is exclusively retained on this assignment. To find out more or to apply please email your curriculum vitae to Paul Neave, Newsom Consulting at or call; 020 7554 5143 for a confidential discussion.


Andy Mellors


Porterbrook CEO Paul Francis to retire fter over twenty years with Porterbrook Francis will now work with chairman, Phil White, and the shareholders in the coming months to manage a smooth transition for a new CEO. Francis said: ‘I have had a fantastic journey working for Porterbrook since 1996. I have been blessed and privileged to work with some great people over the years in the rail industry. My view is the time is now right for someone with a new perspective and a new injection of energy to take the company forward in partnership with the shareholders.’ White commented: ‘Paul is greatly respected in the industry and everyone recognises the success he has had at Porterbrook. The shareholders and I wish him the very best in the future.’


Senior management team announced for new South Western rail franchise n addition to the appointment of managing director Andy Mellors, Jacqui Dey has been appointed as operations director with responsibility for the driver, resourcing, planning, performance and operational standards teams. Dey has previously held senior rail leadership roles, including operations and safety director at First ScotRail. Neil Drury, who led rolling stock planning in the franchise bid, has been appointed as engineering director. Drury, who joined FirstGroup in 2004, has had a number of roles in First Rail franchises, including head of engineering at First Capital Connect, prior to joining FirstGroup’s franchise bidding team in 2014. Alan Penlington has joined from Virgin Atlantic as customer experience director to lead the on-board, stations and revenue protection teams. Penlington was head of cabin crew operations and senior manager customer experience-innovation at the transatlantic airline. Commercial and business development director, Joost Noordewier joined FirstGroup in 2005 and led its successful bid for the TransPennine Express franchise, as well as the subsequent mobilisation of the franchise. Finance director Chris Cornthwaite was previously finance director at First Capital Connect and has had a number of roles supporting franchise development within FirstGroup. Seamus Scallon, safety director, First Rail, is acting as safety, sustainability and security director, pending a permanent appointment into this role.


Continued >>>

More at

Rail Professional



Senior hires for Atkins’ rail business


he engineering and project management consultancy has made three new senior appointments to its Transportation team. Scott Kelley has been appointed market director for strategic rail. He has spent the last ten years in Atkins’ Infrastructure division, most recently in the role of divisional project delivery director. Kelley has helped win several key bids for Atkins and before that worked in delivery roles for the former Strategic Rail Authority (now the Department for Transport) and Railtrack (now Network Rail). Mark Fielding-Smith joins the team as client director for digital rail products and services. He will focus on leveraging the potential of digital to deliver greater efficiency, reliability, agility and security to the design, build, operation and maintenance of all aspects of UK and European railways. As operations director for signalling, Steve Owens will oversee the design, engineering, construction, testing and commissioning of signalling systems across the UK rail network. Prior to re-joining Atkins, Owens was commercial director of Systra UK’s engineering business. He spent the previous ten years in operational and commercial roles within Atkins’ Strategic Rail business.

Tim O’Neill joins Siemens iemens Rail Automation has recruited O’Neill to the position of business development director. He joins from Systra, where he was CEO for the company’s UK operations. Siemens MD, Paul Copeland said: ‘I’m confident that Tim has the perfect skill-set to lead and shape our business development team in the new digital era.’


Rail Professional


Nexus appoints new transport strategy director he public transport body for Tyne and Wear has recruited Philip Meikle to the role. He joins from Cross Country Trains and brings more than 20 years’ experience in the industry and with the Department for Transport. Meikle will lead a team shaping the future of transport in North East England, including making the case to fund extensions and improvements to Metro and local rail services, as well as help Nexus forge new and stronger partnerships with business and strategic bodies in the region and nationally. He said: “I wanted to join Nexus because I’m passionate about the north east. I live in the community that Nexus serves and I really want to see those communities succeed.’


New post at RIA he Railway Industry Association has recruited Richard Jones to the newly created post of technical and innovation manager. Jones will work on delivering the Technical Interest Group (TIG) programme and RIA’s Unlocking Innovation Scheme (UIS) events, together comprising a significant proportion of RIA’s engagement with the rail community. Jones said: ‘I hope I am able to contribute to the high standard of technical expertise and, thanks to the very strong team here at RIA, I’m confident we will continue to grow our thriving community of members that is RIA’s hallmark.

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Rail Professional September issue  

Rail Professional - September issue 2017

Rail Professional September issue  

Rail Professional - September issue 2017

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