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THE BUSINESS RESOURCE FOR RAIL

Published by Rail Professional Ltd £49.95

INDUSTRY REFERENCE BOOK & SUPPLY CHAIN DIRECTORY 2019

Image: © Crossrail Ltd

5th Edition

www.railpro.co.uk


Welcome PUBLISHED BY RAIL PROFESSIONAL LTD Hallmark House, Downham Road, Ramsden Heath, Essex CM11 1PU Tel: 01268 711811 DISPLAY ADVERTISING CHRISTIAN WILES BEN WARING ADAM OVERALL AMY HUDSON advertising@railpro.co.uk EDITORIAL SAM SHERWOOD-HALE editor@railpro.co.uk SUBSCRIPTIONS subscriptions@railpro.co.uk ADMINISTRATION CHERIE NUGENT info@railpro.co.uk LISA ETHERINGTON admin@railpro.co.uk GILL DUNN office@railpro.co.uk KIRSTY CARTER projects@railpro.co.uk MARKETING AITANA BRETON aitana@railpro.co.uk DESIGN & PRODUCTION MILES JOHNSTONE production@railpro.co.uk Rail Professional welcomes contributions in the form of articles, photographs or letters, preferably by email. Original photographs may be submitted, but, while every care will be exercised, neither the editor nor the publisher take responsibility for loss of, or damage to, material sent. Submission of material to Rail Professional will be taken as permission for it to be published. ISBN: 978-0-9932146-4-6 © All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without prior permission in writing from the copyright owners. The views and opinions expressed in this publication are not necessarily those of the publisher, nor does it accept liability for any printing errors or otherwise which may occur.

Editor’s note

W

elcome to the Rail Professional Industry Reference Book and Supply Chain Directory for 2019. This is the fifth edition of our annual guidebook to the United Kingdom’s rail industry and our most comprehensive to date. Within these pages you’ll find a compilation of every major player in the rail sector – regulatory bodies, infrastructure companies, franchise holders and train and freight operating companies. We have also included articles on every relevant topic and listings of all organisations that are affiliated with the rail industry. A guide for readers This directory is organised into colour-coded sections, the first half features all the relevant bodies divided into the categories mentioned above. Each profile provides a short history of the organisation, its purpose and structure and any recent or future activities. There is also a list of each company’s key personnel and contact information. The first section, Government and Regulatory, features profiles of all Government bodies with a responsibility for rail at both the national and subnational level as well as other organisations that advise the Government on matters relating to rail safety and consumer protection. The second, Infrastructure, looks at companies responsible for major projects, such as Network Rail and HS2. The third and fourth sections look at companies that hold rail franchises, Holding Companies, and the passenger operating companies that operate trains on the routes. You will see in the fourth section, Passenger Operators, that each operator has its holding company listed at the top. The fifth section holds profiles on all the major freight operating companies in the United Kingdom. The second half of the directory features editorials on a wide variety of topics including civil engineering, surveying, electrification, depots and fleet maintenance as well as articles on geotechnical, environmental and legal topics. Looking ahead 2019 is set to be a highly consequential year for the rail industry – those of you reading this at the end of the year will know the outcome of the Williams Rail Review with its findings and recommendations being published in the Autumn. The review will inform Government investment for the future, but it will also advise on organisational structure and how contracts are awarded. The franchising system is one of the unique aspects of the UK’s rail industry and this directory will make it clear which entities own the infrastructure, which companies are responsible for maintenance of the infrastructure, which companies hold franchises on which routes and how each route is managed to the point where trains are actually able to operate to a set timetable. For those of you who are new entrants to the rail industry we hope you will find this directory essential reading for your endeavours. Sam Sherwood-Hale Editor

T: 0115 919 1111 E: enquiries@bridgeway-consulting.co.uk W: www.bridgeway-consulting.co.uk Rail Professional Industry Reference Book 2019 Page 3


In this Yearbook regulatory Government &

don Transport for Lon

transport authority (TfL) is the integrated Transport for London and commitments on transport Sadiq Khan’s strategy

delivering responsible for

Mayor of London

manage Arriva began to a dayon In November 2016 stations and trains and than 31 million the network’s very day more Rail manages across the signals, as to-day basis. Network journeys are madekeeps the city of the track and National maintains most network and TfL day-to-day is part of the London Overground moving, runs the Capital’s public Rail network. operation of the and manages London’s transport network London Trams running of Trams in the main roads. include London the Trams TfL took over refurbished The services operated Docklands 2008 and completelybeen created eight London Buses, , TfL had Underground, services network which London Overground Services, offer frequent Light Railway, London River years earlier. Trams , Beckenham to Wimbledon Rail, London Trams, Victoria Coach Station, from Croydon TfL services. Air Line. End and New Addington. London Dial-a-Ride, run alongside and the Emirates Junction, Elmers s for tram to Government and Santander Cycles s work together ways to pay TfL sets the specification e, is TfL has A number of organisation TfL provides modern overall performanc carries payment Rail network, but frequency and and contactless different manage the TfL ty for the train frequency fares and revenue, through Oyster information in responsible for and plans and funds facilities overall responsibili e, cards and provides standards for station out maintenanc to the people move around and help to extensions specifications, and formats e as well as fares improvements and overall performanc London. t. of transport capital network. ts 17 miles of revenue managemen The TfL programme largest. It and funds improvemen The tram network has 39 stops. one of the world’s stations, and is fleet TfL also plans network, and works the in investment and the track, 34 trams Tube services and of extensions to Crossrail and other National Rail stations is modernising road network and making 29 million Rail, It serves seven with Network stations bus routes, over transforming the for more vulnerable road improve those more than fifty 2016/17. to s in especially service those stakeholder the build it safer, and cyclists. passengers used (TOL), a subsidiary of First and trains inherited, and to being users such as pedestrians TOL’s as part of the project Tram Operations commissioned trams day-to-day. Crossrail. Railway Group, operates in 2030. constructed by Docklands Light journeys increase (DLR) opened contract will expire Light Railway from TfL Rail saw passenger The Docklands as a driverless, million in 2016/17the to more than 47 in 1987 and operates with performance and and became Underground as the London 2015/16 known in system d better d, million Elizabeth 38 computerise in the UK. line in 2018. The London Undergroun it is the world’s oldest among the best has new Elizabeth 1863, Crossrail is dependability of of 45 stations in 2019. MTR Tube, opened in network, and one line fully opens appointed to manage and The DLR network with the Tube, buses, underground railway the train operator stations on a day-to-day and coach multiple connections of and the largest. Overground, river for all aspects operate trains National Rail, TfL is responsible including running 149 vehicles. basis. services and runs people using the DLR has the Tube’s operations and control centres, The number of million rising from ten the trains, stations is safe and secure, Tube increased rapidly, to around 119 million making sure the protecting fares revenue KEY PERSONNEL and in the early 1990s DLR route has been of Mike Brown MVO and collecting the e and renewal Commissioner: in 2017/18 and Simon Kilonback KeolisAmey Docklands as well as the maintenancre used by the Tube, Chief Finance Officer: extended six times. trains, stations and Howard Carter most of the infrastructurun over track that the Dix CBE General Counsel: services KAD took (KAD) operates Crossrail 2: Michèle although some ty of Network Rail. The of the network. Director, much in Managing maintains Customers, from Serco Docklands is the responsibili five million passenger Managing Director, to over the franchise and Technology: Tube handles up At peak times, there are Communication December 2014. the eleven journeys per day. Gareth Vernon Everitt trains in use on Surface Transport: more than 543 serve 270 – Managing Director, 250 miles and London Overground for London Overground lines that cover : Powell TfL is responsible lines serving many areas London Underground stations. Managing Director, around a group of orbital Launched in 2007, walking line Mark Wild of the Capital. are within TfL Rail/ Elizabeth the Liverpool Street station. a third of all Londoners managing the and Overground started 2015 TfL London May service in distance of a Overground routes to Shenfield rail stations between Acton N There are six London London Slough running of eleven CONTACT INFORMATIO form an outer through Road, Taplow (excluding stations that, together, 197 Blackfriars Main Line and This route travels 2017. Those Address: Palestra, orbital network. as well as southern station) in December London were London SE1 8NJ TfL Rail outside an existing 23 London boroughs, stations. 1234 transferred to and serves 112 part of Phone: 0343 222 Hertfordshire used the because they are people website via included million Email: Contact to 33 More than 189 k trains rail route. 2016/17, compared affect the ‘fast’ Website: www.tfl.gov.u Overground in TfL Rail does not such as Southend-onstops million in 2008/09. s work that serve major the responsibility of the 19 A number of organisation Book 2019 Page still the London Overground Sea. These are Industry Reference ty. together to manage Rail Professional has overall responsibili network, but TfL

E

CONTENTS

Infrastructure

LCR LCR is a property and regeneration new homes, jobs company, owned and economic growth from railway by the Government with a 20-year assets. track

L

CR uses its skills in placemaking and land assembly, adjacent to Piccadilly development to unlock regeneration In Stratford, east station. London, Its unique position opportunities. LCR and Lend Lease of the public and on the cusp continuing to bring are private sectors allows LCR to work the Internationa forward effectively with stakeholders, to l de-risk complex multiple London (IQL) – Quarter attract investment. sites and a £2.4 billion urban regeneration The team’s considerable which will deliver four experience includes the delivery million sq. ft of Grade A office and sale of the Speed 1 railway space, and the associated High new homes and billion-pound, community multimixed-use developmen facilities, within at King’s Cross a ts and Stratford City site. Nearly one 22-acre of London’s most million sq. – two ft of office space successful regeneration stories. is already let or pre-let at IQL, to organisations including Major projects the FCA, Transport LCR’s current projects for Cancer Research London, million regeneration include the £850 UK and the British Council. of the Mayfield in Manchester. site Working In central London, development partner, with U+I as its LCR is working the project will a mixed-use community with the deliver Department for at a 24-acre site Transport and Network Rail to create

record of creating

a major new retail destination at Waterloo Station and has also transformed the nearby railway arches at Leake Street into a new dining and leisure destination, populated by local businesses and startups.

07

Foreword A look ahead at 2019 from Andrew Haines OBE – Chief Executive of Network Rail

09

Government and Regulatory Profiles of bodies and organisations with oversight or responsibility for the rail industry

47

Infrastructure Profiles of companies responsible for construction of major infrastructure projects

65

Holding Companies Profiles of companies that hold franchises for rail routes

79

Passenger Operators Profiles of companies responsible for the operation of passenger trains

151

Freight Operators Profiles of companies responsible for the operation of freight trains

165

UK Rail Today A collection of articles on a variety of topics from experts in every area of the rail industry

Unlocking growth along the HS2 route LCR is using the invaluable developmen t experience gained at King’s Cross, Stratford and Manchester Mayfield to help local authorities across the country bring forward regeneration. Working with councils and their create homes, jobs partners, LCR will help through strategic and economic growth development at key railway stations. and around Origins in the rail LCR was formed industry in contract to build 1994 to bid for the and operate the Tunnel Rail Link Channel (CTRL) and to own UK arm of the Eurostar Internationa the service. It won l train the following ten years bid in 1997 and spent the delivering on its for High Speed promises 1, concession for until it sold a 30-year the project for £2.1 consortium of Borealis and Ontariobillion to a Pension Fund. Teachers’ LCR private to public then moved from the sector, company wholly-owne becoming a limited d by the Department for Transport. KEY PERSONNEL Chairman: Lorraine Baldry OBE Chief Executive: David Joy Finance Director: Peter Development Director: Hawthorne Adrian Lee Asset Management Director: Lucy Robinson Business Development Director: Jamie Kerr CONTACT INFORMATIO N

Page 64 Rail Professional

Industry Reference

Address: 4th Floor, One Kemble Street, WC2B 4AN London Phone: 020 7391 4300 Email: info@lcrprope rty.co.uk Website: www.lcrprope rty.co.uk

Book 2019

nies Holding compa

Abellio UK

lly in the UK for operating successfu Abellio has been rail franchises UK, operating four

it is the second

over ten years,

largest rail company

in the

A

by NS as bellio was founded to take 2002 NedRailways in liberalisation of advantage of the sector. the European transport franchise to In 2003, a 25-year a joint venture was won in operate Merseyrail Rail followed in 2004 – with Serco. Northern venture. The Northern joint won by the same in 2016. Rail franchise ended s was rebranded In 2009, NedRailway Abellio the purchase of meant to Abellio after acquisition also Deutschland. This an owning group with from public the expansion to a European first two UK rail franchises In the same year, transport company. bus market were Bike&Go steps into the London Bus from National this is the new London Dutch An example of made by buying solo UK rail franchise was on a hugely successful bidder to is the UK’s scheme. Based as the winning Anglia. Express. The first OV Fiets, Bike&Go was announced Midlands rail franchise. winning Greater for scheme called won in 2012 by five rail bids in Germany cycle hire scheme run the next West two separate Furthermore, first fully integrated running under and Qbuzz in The The franchise, Railway and in UK train stations. Northwestern turned out successfully adapted for the on 10th brands London acquired. Continuation was The scheme was rolled it out at almost Railway, commenced Netherlands was formally approved now venture, West Midlands market and has the Abellio UK franchises. WMT is a joint the European market in March 2014 with December 2017. and its partners for the bid, are very 50 stations across by the Dutch CabinetAgenda – a 15-year schemes like this owned by Abellio Company (JR Rail believes of Railway from Long-Term Abellio Japan travel the who by the Dutch Ministry Mitsui and East to important to passengers, strategy proposed the Environment, and the than from station to East). and Qbuzz was sold focuses door to door, rather Infrastructure The same year, now Finance.  Abellio of that station. Ministry Abellio completed Busitalia, meaning In the same year negotiations for the Germany. In December on the UK and became the sole successful extension franchise and the KEY PERSONNEL 2017, Abellio Deutschland hn, adding it to Anglia to WestfalenBa Abellio Greater Abellio Group Extended shareholder of awarded the contract Managing Director, same year was Angelique Magielse the German portfolio. exchange of – Scotland’s National on 1st Executive Board: operate ScotRail Abellio UK Country franchise started Abellio’s European innovation Managing Director, practice drives Railway. TheScotRail Booth international best ts for passengers. Directors: Dominic April 2015. Alan Pilbeam the new East Anglia2025. and service improvemen the exchange of Director: Deputy MD & COO: Abellio secured up to facilitates challenges which will run Their strategy & Business Development mutual 2016 MD in about Deputy franchise ideas and discussion of operation, and now run in partnership Julian Edwards all areas The franchise is 2016 also saw the start service Chris Harris to staff across Co. Financial Director: in innovation and with Mitsui & Stewart Fox-Mills in North Rhine this has resulted many passengers. Commercial Director: & Fleet Director: for of German operations, Project improvements Mitteldeutschland. Trains UK New Trains Westphalia and West Midlands Alex White In August 2017, Meadows

Andrew UK HR Director: ons (England and Communicati Head of Policy Fuller and Wales): Mark ons and Communicati Head of Policy Williamson (Scotland): David Jon Fenn Operations Director: N CONTACT INFORMATIO 18-20 House, 2nd Floor, Address: St Andrews London EC4A 3AG St Andrew Street, 8270 Phone: 020 7430 @abellio.co.uk Email: customer.care om Website: www.abellio.c

Rail Professional

Holding company

Industry Reference

Book 2019 Page

67

Passenger operat ors

Arriva UK Trains

Chiltern Railways Chiltern Railways began the franchise and is part of Arriva in 1996 following privatisation. The TOC is

A

t the end of 2017 passenger and freight train companies, Rail and their suppliers, Network launched a ‘single plan’ for Britain’s railway. Dave Director of Chiltern Penney, Managing Railways, said at time: ‘Over the the next investment plans 18 months alone, our will mean more running more punctually, trains, with value-formoney tickets that are easier to buy and better information and use, at people’s fingertips when things do go wrong.’ Late night trains A new Winter/Sprin effect on Sunday, g timetable came into 10th December Chiltern Railways 2017. provided more put on more services and seats over the festive between Oxford, Bicester and Londonperiod December. from Website and app Chiltern Railway’s new website has introduced several new features including a cheapest indicator and the fare ability to book season tickets, business upgrades and passengers assistance on a mobile. A new app was launched at the start of 2018.

The Hawthorns Smethwick

Birmingham

CONTACT INFORMATIO N

Address: Banbury ICC, Merton Street, Oxfordshire OX16 Banbury, 4RN Phone: 0345 600 5165

Email: customer.serv ice@chilternrailways.co.uk Website: www.chiltern railways.co.uk

Snow Hill

Birmingham

Moor Street

Birmingham

Acocks Green

Junction

Kidderminster

Rolling stock Chiltern Railways determined that also additional DMU vehicles would needed to account be planned network for the growth. In 2015, it took nine Class 170 units on lease following expiry of the contract the between First TransPennin the trains’ owners,e Express and Porterbrook. These units were Chiltern on a phasedcascaded to approach and were converted into unit configuratio a Class 168 n compatibility and to ensure full the other Chiltern integration with nine units are now DMU units. All bringing additionalin passenger service capacity to the fleet. Technology In 2017 Chiltern trialled a ‘hands-free’ fares system for twelve months, partfunded by the Rail Safety and Standards (RSSB). New technology Board will identify devices in travellers’ pockets signals and deduct or bags using Bluetooth fares when they finish

Bahn

KEY PERSONNEL Managing Director: David Penney Commercial Director: Engineering Director: Eleni Jordan Customer Services Matt Prosser Director: Alan Riley Operations Director: Gavin Panter HR Director: Rebecca Ward Finance Director: Alex Scott

Jewellery Quarter

Galton Bridge

Rowley Regis Cradley Heath Stourbridge

owned by Deutsche

their journey, removing the need to purchase a ticket.

The trial will involve around fifty passengers between five stations: Parkway, Islip, Bicester Village, Oxford Bicester North and London also working on Marylebone. Chiltern is providing passengers continuous Wi-Fi with EE, the biggest, through a partnership with fastest and most network in the reliable UK. Arriva will use project with EE a planned, innovative as out across other a test bed for possible rollfranchises Northern Rail franchise. including the new The partnership involve EE adding will coverage through extra network capacity and making ‘no Wi-Fi a wireless trackside network, bars’ past – even through onboard a thing of the tunnels.

New Street

10 mins

Olton Solihull Widney Manor Dorridge Lapworth Claverdon

Hatton

Bearley

Warwick Parkway

Wilmcote Stratford-upon-A von Parkway

Warwick

Stratford-upon-A von

Leamington

Spa

Banbury Kings Sutton Bicester North

Bicester Village

Haddenham

Islip

Monks Risborough

Princes Risborough

Oxford

Aylesbury Vale

& Thame Parkway

Oxford Parkway

Parkway

Aylesbury Stoke Mandeville

Little Kimble

Saunderton

Wendover

High Wycombe Beaconsfield Seer Green

Great Missenden

& Jordans

Gerrards Cross Denham Golf

Amersham

Club Chalfont & Latimer

Denham West Ruislip

Chorleywood

South Ruislip Northolt Park Sudbury Hill

Rickmansworth

Harrow

Sudbury & Harrow

Road

Harrow-on-the-H

Wembley Stadium

ill

Indexes

London Marylebone

Typical calling points on this Check timetable line. for details Stations recommended for connections between Chiltern lines

London Underground Midland Metro Network West

interchange

Rail Professional

Baker Street

Industry Reference

interchange

5 mins

Book 2019 Page

87

Midlands Zone

ors Freight operat

DB Cargo UK

haulier in the UK. the largest rail freight the UK DB Cargo UK is ut trains througho passenger charter

It operates freight

and infrastructure

services, as well

as

306

Professional Bodies An A-Z list of professional organisations

322

Industry suppliers by product/service

342

Industry suppliers A-Z Full company listings

T

born in 1996 he company was the former when assets from business were British Rail freight Welsh and used to form English (EWS). Scottish Railway all Bahn AG acquired In 2007 Deutsche and renamed it DB shares in the company Cargo UK in 2016. UK opened Logistics 2018 DB Cargo On 24th October steel logistics centre in a new £6 million Over the previous than the West Midlands. company had more 12 months the facility in of its existing which doubled the size Wolverhampton, afield as Knowles Road, steel from as far receives imported the Holland and Sweden. project is one of the past The £6 million in rail freight in largest investmentsbe used by some of the will including five years and steel companies world’s biggest SSAB. Tata Steel and ArcelorMittal, Tracking system a new service that DB Cargo UK offersto view their rail freight tracking enables customers time via an online deliveries in real system. portal allows DB and The new web-based to see the number as as well Cargo UK customers on their service, making type of wagons the loco is all mobile exactly what progress Responsive to at any given time. is easy to use and can be devices the portal go. the on accessed

priorities for 2018 The Board’s strategic sustainable track ensuring the would include for CP6 and beyond,freight access charges HS2 and strategic development of UK network. capacity on the Awards awarded Rail Freight Freight DB Cargo UK was Year at the Global November Operator of the London on 15th Awards 2018 in

ng 110 HTA t to re-engineeri its commitmen new state of the art HRA coal hoppers into wagons. aggregate hopper with Axiom and Working in partnership at sites in Stoke Rail and WH Davis , the length of the coal per cent Mansfield respectively is reduced by 20 hopper wagons capacity at all. This allows without reducing transported per train, be tonnage of more wagons to potential payload same length increasing the the tonnes for the train by 447 and a 27 HRA HTA wagon set (based on a 22

2018. jumbo are run by Lloyds l wagon set). debuted its first The annual awards DB Cargo UK also September 2017 when provides commericia in Loading List, which intelligence to some train of 34 wagons CEMEX’s and limestone from on the and freight advice, analysis it transported biggest maritime Well quarries, of the world’s Wenvoe and Taff’s for use in the production awards forwarding companies. and the picked up several outskirts of Cardiff Renewable energyJuly 2018 that it would DB Cargo also concrete in London Freight in of asphalt and with a earlier at the Rail company’s DB Cargo stated a few months sites and offices of the South East. power all its rail renewable electricity by was Awards. The introduction Planning Tool hundred per cent by equipping its entire new Business Resourceof the Innovation this do will It winner telematics 2020. The named overall sensors, smart Development category. fleet with smart breaks. and Technical KEY PERSONNEL in the Rail Werner came runner-up systems and whisper agreement, for the Officer: Hans-George company also Chief Executive sites As part of a three-year of the Year categoryhoppers Rossi will supply all Officer: Andrea Freight Project coal Chief Financial 110 redundant aggregate SSE Business Energy UK and will allow the Officer: Dirk Nolte conversion of Cargo -art HRA Chief Operations carbon avid Ethell belonging to DB to report zero and Operations: D into new, state-of-the Head of Safety rail freight company preventing an estimated hopper wagons. Design, Head of Service emission electricity, from entering the DB Cargo UK’s and CO2e won the ‘Above 5,000 tonnes of year. The volume of carbon Kate Turner (23) the FTA Everywoman In N at atmosphere each to powering almost Beyond’ award CONTACT INFORMATIO or taking Logistics Awards. to a saved is the equivalent Business Park, Carolina green electricity Transport and annually Address: Lakeside 4,000 homes with driven by an average has truly The award is presented DN4 5PN  that er miles million industry Way, Doncast freight circa 17 to help 575000 woman in the Phone:  01302 com beyond her role car off the road. gone above and ’s success. Hans-Georg Focus on freight Chief Executive of the Rail DB Cargo UK’s Chairman Werner was appointed Freight Board in June (RDG) Delivery Group 2018.

eutschebahn. Email: uk.dbcargo@d rgo.com Website: www.uk.dbca

drive an organisation

Aggregate expansion DB Cargo UK announced In November 2017

Rail Professional

Industry Reference

Book 2019 Page

155

For more information visit www.abasurveying.co.uk or call 01483 797111

Rail Professional Industry Reference Book 2019 Page 5


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The show for everyone involved in shaping the future of UK rail


Foreword

Andrew Haines OBE – Chief Executive of Network Rail Since returning to the rail industry as Chief Executive of Network Rail, I have seen first-hand some of the progress made over the ten years I spent away from the sector

W

e have a good safety record that has been hard won; there has been an unprecedented amount of investment; and the number of passenger journeys has increased significantly, to the point where we are now responsible for operating a railway relied upon by 4.7 million passengers every day. Control Period Six represents an opportunity to build on this progress, while also focusing significant effort in delivering a more reliable and punctual railway for everyone that relies on it. In October 2018, the Office of Rail and Road (ORR) approved our plans for increased spend on Britain’s rail infrastructure, and we plan to make this funding work hard over the next five years. Enhancements have now been separated from the periodic review process which determines our funding settlements, meaning that the £35 billion allocated by the ORR is not for shiny new projects, but for improving the underlying foundations of our railway – operations, maintenance and renewals. Funding for enhancements will be allocated on a case-by-case basis once we have done enough development work to present a solid business case to attract investment. This is our plan for CP6 in its simplest form – to run a safe, reliable, efficient and growing railway. Safe If our core purpose is to help move passengers and goods, our number one priority is to do it safely. Britain’s railway today is unrecognisable from the one I first encountered 30 years ago, with passenger and worker safety hugely improving and most importantly, I now see a safety culture firmly embedded at all layers across the company, and the wider industry. But elements of risk remain, and there is absolutely no room for complacency when it comes to the safety of passengers and staff. Over the next five years, we have a target to further reduce train accident risk by 15 per cent and reduce workforce injuries by more than 50 per cent. Reliable With much of the focus over recent years having been on major projects and enhancements, it can be easy to forget that ultimately Network Rail is a service

organisation. We are here to serve train operators, freight users and passengers. Frankly, it is unacceptable that the industry has collectively presided over seven consecutive years of decline in performance. In CP6, there is an opportunity for Network Rail to work more closely together with our train operator partners and the wider industry to deliver the best possible service for passengers and freight users. From the various conversations I have had – both inside and outside Network Rail – it is clear there is near-universal agreement on the need for industry reform. While I should be careful not to pre-judge Keith Williams’ ongoing review, and very much look forward to engaging with it, we cannot afford to sit back and do nothing until his recommendations are made. We must think and act now. That is why the devolution agenda that began in CP5 will be accelerated in CP6. Devolving power to our routes is the best way to deliver a better service for passengers – bringing track and train closer together, allowing us to be closer to customers and more responsive with regional stakeholders and lineside neighbours. Our CP6 plans were built by our routes, meaning decisions have been taken by local teams who properly understand their assets and manage relationships with their train operator partners and other local stakeholders. Devolution can play a key role in fostering a customer-driven approach, and it is vital that we deepen that process if we are to improve performance and meet our objective of reducing the number of delayed trains. Efficient The doubling in demand for Britain’s railways over the last 20 years is a mark of the industry’s success, but as the railway grows bigger, so too does the cost of running it. While improvements in reducing the cost of running the railway have been made in the early part of the decade, that progress has not been maintained and we must work hard over CP6 to drive down costs enabling us to reduce the pressure on the farepayer and the taxpayer. In CP6, we will refocus our efforts to drive down our costs, with many actions and initiatives already underway including the installation of more intelligent infrastructure as part of a ‘predict and prevent’ strategy

designed to better target our maintenance and renewals work. This will deliver estimated cost savings of around £118 million over CP6. Growing The rapid growth experienced by the passenger railway over recent years has brought its own challenges, and as an industry we have not adapted our model to cope with the phenomenal level of change. For example, we are still using a train planning system, first established in 1994, that wasn’t designed to accommodate such growth, nor the scale of investment in infrastructure over the last quarter of a century. In peak hours, parts of our network are now operating at or close to capacity. While the industry is introducing 7,000 new carriages and hundreds of fully refurbished trains, supporting 6,400 extra services a week by 2021, this will likely only keep up with anticipated demand. It isn’t just passengers affected by congestion. The rail freight industry, vital to the economy, suffers from a shortage of train paths which causes slow journeys and pushes freight onto the road network. We have a clear ambition to develop sites in CP6 in order to grow traffic and increase income. Conclusion There are many challenges facing us over the next five years – perhaps the biggest of which are improving reliability on an increasingly busy network and making sure that passengers come first. Having spent the closing months of 2018 meeting colleagues in different parts of the business who are delivering examples of best practice, I am convinced that the decline in performance over recent years is not a result of laziness, or competence, or a lack of commitment from Network Rail staff or the wider industry. It is because the system hasn’t been working for passengers. Working together, we can fix that and improve levels of performance. I hope to achieve many things in CP6 and throughout my tenure as Network Rail’s Chief Executive, but if I could pick just one, it would be to cement a culture where customers – both passengers and freight users – are at the heart of everything we do. If we can’t do that, what else are we here for?

Rail Professional Industry Reference Book 2019 Page 7


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INDEX

Government & Regulatory Department for Transport Transport Scotland Transport for Wales Department for Infrastructure Transport for London Transport for the North West Midlands Combined Authority Greater Manchester Combined Authority Transport Focus Strathclyde Partnership for Transport Transport for Greater Manchester South Yorkshire Passenger Transport Executive Office of Rail and Road Rail Safety and Standards Board Railway Industry Supplier Approval Scheme Railway Industry Supplier Qualification Scheme National Infrastructure Commission British Transport Police Authority British Transport Police CIRAS Rail Accident Investigation Branch London TravelWatch North East Combined Authority

Rail Professional Industry Reference Book 209 Page 9


Government & regulatory

Department for Transport A Government department overseeing transport has existed since 1976, with the current iteration referred to as the Department for Transport having existed since 2002

T

he Department for Transport’s (DfT) focus is to: ‘create a safe, secure, efficient and reliable transport system that works for the people who depend on it; supporting a strong, productive economy and the jobs and homes people need.’ The Department for Transport’s role is to provide strategic direction and funding to the railways in England and Wales, as well as to procure rail franchises and projects. The Department’s work is directed and overseen by the Secretary of State for Transport, at present Chris Grayling, and his Ministerial team which is made up of four MPs. The Minister of State Jesse Norman and Parliamentary Undersecretary Andrew Jones are both directly involved in rail. DfT Rail Group The DfT Rail Group is a single, integrated section of the DfT. Its role is to provide strategic direction and funding to the railways in England and Wales, as well as to procure rail franchises and projects. Structure The Rail Group has two Directors General who oversee five separate areas: • One Railway and Security • Rail Strategy Reform and Analysis • Network Services • Rail Major Projects • Passenger Services.

Passenger Services is divided into Director Franchise Markets, Policy, Operations and Change, Programme & Procurement Excellence. All of these areas have their own task force headed up by different members of the Rail Group. Objectives The Rail Group’s objectives are to ensure the delivery of improved operational and financial performance, and safety, on the railway. It is also tasked with securing appropriate rail passenger services at an acceptable price through effective specification and procurement. The Group develops and delivers a robust, affordable and sustainable strategy for the development of the railway that supports wider transport objectives and ensures the cost-effective and timely delivery of major rail projects. The Scottish Government takes responsibility for all of the above in Scotland. Rail Review A sweeping review to transform Britain’s railways was launched on 20th September 2018 by Transport Secretary Chris Grayling. The review — the most significant since privatisation — will consider ambitious recommendations for reform. The review will be led by Independent Chair Keith Williams, the former British Airways Chief Executive and Deputy Chairman of John

Page 10 Rail Professional Industry Reference Book 2019

Lewis Partnership and will build on the Government’s franchising strategy and consider regional partnerships and how innovation can be used to improve services and value for money for passengers. Network Rail Network Rail is a private sector ‘not for dividend’ company, regulated by the Office of Rail and Road. It owns, operates, maintains and develops Britain’s railway and is responsible for ensuring that the railway is safe and reliable. The Secretary of State for Transport is accountable to Parliament for the activities and performance of Network Rail. A framework agreement published in September 2014 stipulates that the Secretary of State has the power to appoint and dismiss the Chair of Network Rail and approve the board’s suggested candidate for Chief Executive. The Secretary of State also determines the Rail Investment Strategy and Statement of Funds Available which contain the Government’s plans for investment on the network. Oversight The DfT oversees the British Transport Police Authority (BTPA) and Transport Focus. The Chair of the BTPA is appointed by the Secretary of State for Transport directly. Transport Focus has a board of non-executive members appointed by the Secretary of State for Transport (a Chair and


Government & regulatory

KEY PERSONNEL Secretary of State for Transport: The Rt Hon Chris Grayling MP Minister of State for Transport: Jesse Norman MP Under Secretary of State for Rail: Andrew Jones MP Under Secretary of State for Transport: Baroness Sugg CBE Under Secretary of State for Transport: Nusrat Ghani MP Permanent Secretary: Bernadette Kelly CB Director General High-Speed Rail and Major Rail Projects: Clive Maxwell Director General Rail Group: Polly Payne Director General Rail Group: Ruth Hannant

CONTACT INFORMATION

five members). London and Continental Railways (LCR) is wholly owned by the Department of Transport and High Speed Two (HS2) Limited is an executive non-departmental public body, sponsored by the Department for Transport. The East West Railway Company (EWRC)

is a non-departmental public arm’s length body set up by the Government to accelerate the East West Rail project – a new rail link between Cambridge and Oxford. EWRC works with the Department for Transport. The Rail Accident Investigation Branch (RAIB) works with the DfT but independently investigates accidents to

Address: Great Minster House, 76 Marsham Street, London SW1P 4DR Phone: 0300 330 3000 Email: dft@dft.gov.uk Website: www.dft.gov.uk

improve railway safety and inform the industry and the public.

International, Security and Environment Group

Rail Group One Railway and Security Phil West Rail Strategy Reform and Analysis Conrad Bailey Network Services Brian Ethridge Rail Major Projects Matthew Lodge Passenger Services Peter Wilkinson

Units reporting direct to the Permanent Secretary

Roads, Devolution and Motoring Group

High Speed and Major Rail Projects Group Major Rail Projects Cavendish Elithorn Programme Integration Paul Rodgers Phase 1 Caroline Botwood

Resources and Strategy Group

Phase 2 and Northern Powerhouse Rail Nick Bisson

Rail Professional Industry Reference Book 2019 Page 11


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Government & regulatory

Transport Scotland (CÒmhdhail Alba) Transport Scotland’s purpose is to support and advise the Scottish Government on strategy and policy options for transport in Scotland

A

n Agency of the Scottish Government, Transport Scotland is accountable to Parliament and the public through Scottish Ministers. Transport Scotland’s priorities are to connect Scotland and improve reliability and journey times in order to maximise opportunities for employment, business, leisure and tourism. Transport Scotland also provides input from a Scottish perspective on reserved rail issues such as: European directives, cross-border rail franchises, the Equality Act and safety and standards. Rail Directorate The Rail Directorate is responsible for planning and delivering rail policy, strategy and development. It carries out appraisals of capital projects, advises on rail investment decisions and provides the specification of railway outputs that the Scottish Government will wish to buy. The Rail Directorate is also responsible for managing ScotRail and the Caledonian Sleeper franchise contract, specifying and funding Network Rail’s high-level delivery responsibilities in Scotland, liaising with the Office of Rail and Road in relation to the outputs expected from Network Rail. Rail in Scotland is enjoying a renaissance and is now more popular than ever with almost 97 million passenger journeys made in 2017. This is in no small part down to £8 billion invested over the past decade to enhance the network. In CP5 services have increased to over 2,400 daily, with 200 more to come in the next twelve months. Almost 200 extra carriages have been added to ScotRail’s fleet, and this will continue to increase. And, 75 new coaches are planned for the Caledonian Sleeper. Once all this is delivered, passenger capacity will have increased by 50 per cent

over 2007 levels. Services returned to the Borders Railway for the first time in nearly 50 years, and the Airdrie-Bathgate line and its new stations has been opened, enabling more people to connect directly with two of Scotland’s key cities and across the central belt. The ongoing line upgrades between Aberdeen and the Central belt will speed up journey times complementing the current electrification programme which will transform rail travel by enabling faster journeys across many routes. Cross-border links Transport Scotland is also looking at crossborder links and, in particular, the economic and environmental benefits that high-speed rail can bring to Scotland. Cross-border passenger services are operated under franchises specified and awarded by the Department for Transport (apart from The Caledonian Sleeper services). The rail freight sector is a vital part of Scotland’s economy. The Scottish Government’s vision is for a competitive, sustainable rail freight sector that plays a significant and increasingly important role in Scotland’s economic growth and provides a safer, greener and more efficient way of transporting goods and materials. Stations There are currently 359 railway stations in Scotland. Network Rail manages Glasgow Central and Edinburgh Waverley. The railway station at Prestwick Airport is owned and managed by the airport authority. The rest are leased to and operated by ScotRail. Scottish stations have improved significantly after considerable investment over the last

few years. The Scottish Stations Fund (SSF) was announced by Scottish Ministers in April 2012 and commenced operation in 2014. The aim of the fund is to lever third party investment to provide new stations and associated facilities. The SSF has supported improvements to facilities at a number of stations across the country, including Edinburgh Waverley, Leuchars and Johnstone, with major upgrades planned for Aberdeen, Inverness and Stirling stations. KEY PERSONNEL Chief Executive: Roy Brannen Rail Directorate – Director of Rail: Bill Reeve Director of Bus, Accessibility and Active Travel: Laura Murdoch Director of Major Transport Infrastructure Projects: Michelle Rennie Director of Low Carbon Economy: Donald Carmichael Director of Finance and Corporate Services: Mike Baxter Director of Aviation, Maritime, Freight and Canals: Frances Pacitti Director of Roads: Hugh Gillies Cabinet Secretary Responsible: Michael Matheson

CONTACT INFORMATION Address: Buchanan House, 58 Port Dundas Road, Glasgow G4 0HF Phone: 0141 272 7100 Email: info@transport.gov.scot Website: www.transport.gov.scot

Rail Professional Industry Reference Book 2019 Page 13


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Government & regulatory

Transport for Wales (Trafnidiaeth Cymru) Transport for Wales is a not for profit company, wholly owned by the Welsh Government

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ransport for Wales (Trafnidiaeth Cymru) exists to drive the Welsh Government’s vision of a high quality, safe, integrated, affordable and accessible transport network for the people of Wales. A better, more integrated public transport system is a key driver in the delivery of the Welsh Government’s national strategy which is summed up as ‘prosperity for all’. Transport for Wales focuses on planning, commissioning and managing efficient transport by creating transport networks fit for the future that will contribute to the long-term sustainability of Wales. The intention is to create a rail service that benefits the whole of Wales, as well as communities along the border in England and to this end Transport for Wales is: • Working to bring the rail service into line with the regulations for persons of reduced mobility ensuring everyone can benefit from a better service • Committed to meeting the requirements of the Welsh Language Standards by providing better Welsh Language services • Improving integration with active travel routes making it easier for people to walk and cycle to and from stations • Working with bidders to ensure they invest in the skills of their staff and suppliers and that local people have opportunities for employment • Investing £738 million to transform the valley lines to Treherbert, Aberdare, Merthyr Tydfil, Rhymney and Coryton, electrifying 107 miles of track and upgrading infrastructure to enable improved journey times and more trains every hour. From 2023, an £800 million investment will ensure that 95 per cent of journeys are on new trains. More than half the trains will be assembled in Wales. By December of that year, an extra 285 (29 per cent) more services will run every weekday, including improvements on the Ebbw Vale, Cambrian and Heart of Wales lines and the North Wales Metro (Wrexham-Bidston). A new service will link Cardiff and Liverpool via Wrexham. By December 2019, an extra 294 (61 per cent) more services will run across Wales on Sundays. This will create more than six hundred new jobs, including two hundred new ontrain customer service staff, and add thirty

apprenticeships per year. An investment of £194 million will be made in station improvements with at least five new stations planned. A £15 million fund will make stations more accessible, and the launch of a new app allowing customers requiring assistance to ‘turn up and go’ will be available from April 2020.  On top of that at least 1,500 new car parking spaces will be created and by 2023 the availability and quality of ticketing facilities will be transformed. Delay Repay for delays of above 15 minutes will be introduced from January 2019. Stations and overhead wires will be powered by a hundred per cent renewable energy, with at least fifty per cent sourced in Wales. Free end-to-end internet access will be available on 85 per cent of journeys by 2024 and smart ticketing will be rolled out across Wales and the Borders. Validators on the South Wales Metro will enable pay-as-you-go flexible ticketing. Elsewhere, customers will be able to use mobile tickets to ensure they always pay the lowest fare.  Free travel for children under five years old will be extended to under elevens. Halfprice fares will be extended to 16 to 18-yearolds whilst under 16s will go free off peak. Wales and Borders and the South Wales Metro  On behalf of the Welsh Government, Transport for Wales appointed an

Operator and Development Partner (ODP), KeolisAmey, to the Wales and Borders Rail Service. As well as operating the Wales and Borders Rail service, the ODP will support Transport for Wales in developing plans for, and subsequently implementing and operating, the South Wales Metro. South Wales Metro will link communities together and help to transform the economy. The South Wales Metro is an ambitious project linking people and jobs across southeast Wales in a fast, efficient and environmentally sustainable way. KEY PERSONNEL Chief Executive Officer: James Price Executive Director - Corporate Services: Geoff Ogden Executive Director - Finance: Heather Clash Director of Rail Operations: Alexia Course HR Business Partner: Kathryn Harries Rail Programme Director: Karl Gilmore Safety & Sustainability Director: Gareth Morgan

CONTACT INFORMATION Address: South Gate House, Wood Street, Cardiff CF10 1EW Phone: 029 2167 3434 Email: contact@transportfor.wales Website: www.tfw.gov.wales

Rail Professional Industry Reference Book 2019 Page 15


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Government & regulatory

Department for Infrastructure (An Roinn Bonneagair) The Department for Infrastructure (DfI) is a devolved Northern Ireland Government Department in the Northern Ireland Executive

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he Department for Infrastructure (DfI) was formed in May 2016 and operates under the direction and control of a Minister for Infrastructure. The Department is staffed by civil servants who are accountable to the Minister, who is a member of the Northern Ireland Executive and accountable to the Assembly. The Permanent Secretary, Katrina Godfrey, is the Accounting Officer for the Department and the Minister’s principal adviser. Katrina Godfrey chairs the Departmental Board, which is a key element in the delivery of Corporate Governance within the Department. Details of all the arrangements which have been established to ensure proper and effective management of the Department’s affairs are set out in the Corporate Governance Framework. The Departmental Board is comprised of five Executive members and two nonexecutive independent members. The Strategic Human Resources Business Partner for the Department also attends Board meetings. The Department provides a capital grant to Translink for Northern Ireland Railways to operate rail services. The funding helps maintain and develop the rail infrastructure, allows rail services to operate safely and efficiently and helps make public

transport an attractive alternative to private transport. Public Transport Division approves and monitors the Capital Grant allocated to Translink ensuring that projects demonstrate value for taxpayers’ money and expenditure falls within budgetary limits. The past few years have seen significant investment in the railways. From the year 2009/10 to 2017/18, the Department has funded over £370 million of capital works on the railways in Northern Ireland. The major projects currently completed or underway include: • The acquisition of twenty new trains, the last of which entered passenger service at the end of August 2012 • New ticketing projects are underway covering both rail and bus services • Completed Phases 1 & 2 of the Coleraine to Londonderry railway line. • Completed a major upgrade of the railway line between Knockmore and Lurgan • Commenced work on new stations at Portrush and the North West Multi Modal Transport Hub • Planning has been submitted for a new Belfast Transport Hub that will provide facilities for walking, cycling and public transport. Heritage and Tourist Railways in Northern Ireland are privately owned and

run. They do not provide passenger services for the travelling public and are not funded by the Department, they are however a valuable tourist and heritage amenity. All railway operators in Northern Ireland including light and heritage railways are required to comply with all new regulations introduced by the Department to further improve railway safety. In some circumstances heritage railways operating on their own tracks and at a line speed that does not exceed 25 mph may be exempted from some of the more onerous regulations where the Department is satisfied that the safety of passengers and the general public is not compromised. The Department has responsibility for the licensing of all light railways including heritage railways operating in Northern Ireland in exercise of the powers conferred on it under section 27 of the Regulation of Railways Act 1868. The Department transposed a series of Directives into law in Northern Ireland designed to revitalise the railways and take forward the creation of an integrated European railway area. This is known as the transposition of EU directives on railway interoperability and railway safety.

KEY PERSONNEL Permanent Secretary: Katrina Godfrey Deputy Secretary - Transport and Resources Group: John McGrath Director of Safe and Sustainable Travel Division: Liz Loughran Director of Finance: John McNeill Director of Strategy, Communication and Change: Tom Kennedy Director of Transport Strategy Division: Tom Reid Director of Public Transport Division: Moira Doherty Head of Internal Audit: Tracey Woods

CONTACT INFORMATION Address: Department for Infrastructure, Departmental Co-ordination Unit, Clarence Court, 10-18 Adelaide Street, Belfast BT2 8GB Phone: 028 9054 0540 Email: dcu@infrastructure-ni.gov.uk Website: www.infrastructure-ni.gov.uk Rail Professional Industry Reference Book 2019 Page 17


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Government & regulatory

Transport for London Transport for London (TfL) is the integrated transport authority responsible for delivering Mayor of London Sadiq Khan’s strategy and commitments on transport

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very day more than 31 million journeys are made across the network and TfL keeps the city moving, runs the day-to-day operation of the Capital’s public transport network and manages London’s main roads. The services operated include London Underground, London Buses, Docklands Light Railway, London Overground, TfL Rail, London Trams, London River Services, London Dial-a-Ride, Victoria Coach Station, Santander Cycles and the Emirates Air Line. TfL provides modern ways to pay through Oyster and contactless payment cards and provides information in different formats to help people move around London. The TfL programme of transport capital investment is one of the world’s largest. It is modernising Tube services and stations, transforming the road network and making it safer, especially for more vulnerable road users such as pedestrians and cyclists. Docklands Light Railway The Docklands Light Railway (DLR) opened in 1987 and operates as a driverless, computerised system with performance and dependability among the best in the UK. The DLR network of 45 stations has multiple connections with the Tube, buses, National Rail, Overground, river and coach services and runs 149 vehicles. The number of people using the DLR has increased rapidly, rising from ten million in the early 1990s to around 119 million in 2017/18 and the DLR route has been extended six times. KeolisAmey Docklands (KAD) operates the trains, stations and maintains much of the network. KAD took over the franchise from Serco Docklands in December 2014. London Overground TfL is responsible for London Overground – a group of orbital lines serving many areas of the Capital. Launched in 2007, around a third of all Londoners are within walking distance of a London Overground station. There are six London Overground routes that, together, form an outer London orbital network. This route travels through 23 London boroughs, as well as southern Hertfordshire and serves 112 stations. More than 189 million people used the Overground in 2016/17, compared to 33 million in 2008/09. A number of organisations work together to manage the London Overground network, but TfL has overall responsibility.

In November 2016 Arriva began to manage the network’s stations and trains on a dayto-day basis. Network Rail manages and maintains most of the track and signals, as London Overground is part of the National Rail network. London Trams TfL took over the running of Trams in 2008 and completely refurbished the Trams network which had been created eight years earlier. Trams offer frequent services from Croydon to Wimbledon, Beckenham Junction, Elmers End and New Addington. TfL sets the specifications for tram frequency and overall performance, is responsible for fares and revenue, carries out maintenance, and plans and funds improvements and extensions to the network. The tram network has 17 miles of track, 34 trams in the fleet and 39 stops. It serves seven National Rail stations and more than fifty bus routes, over 29 million passengers used the service in 2016/17. Tram Operations (TOL), a subsidiary of First Group, operates trams day-to-day. TOL’s contract will expire in 2030. London Underground London Underground, better known as the Tube, opened in 1863, it is the world’s oldest underground railway network, and one of the largest. TfL is responsible for all aspects of the Tube’s operations including running the trains, stations and control centres, making sure the Tube is safe and secure, and collecting and protecting fares revenue as well as the maintenance and renewal of most of the infrastructure used by the Tube, although some services run over track that is the responsibility of Network Rail. The Tube handles up to five million passenger journeys per day. At peak times, there are more than 543 trains in use on the eleven lines that cover 250 miles and serve 270 stations. TfL Rail/ Elizabeth line TfL started managing the Liverpool Street to Shenfield rail service in May 2015 and the running of eleven stations between Acton Main Line and Taplow (excluding Slough station) in December 2017. Those stations transferred to TfL Rail outside London were included because they are part of an existing rail route. TfL Rail does not affect the ‘fast’ trains that serve major stops such as Southend-onSea. These are still the responsibility of the

Government and run alongside TfL services. A number of organisations work together to manage the TfL Rail network, but TfL has overall responsibility for the train frequency specifications, standards for station facilities and overall performance as well as fares and revenue management. TfL also plans and funds improvements of extensions to the network, and works with Network Rail, Crossrail and other stakeholders to improve those stations and trains inherited, and to build those commissioned as part of the project being constructed by Crossrail. TfL Rail saw passenger journeys increase to more than 47 million in 2016/17 from 38 million in 2015/16 and became the new Elizabeth line in 2018. The Elizabeth line fully opens in 2019. MTR Crossrail is the train operator appointed to manage and operate trains and stations on a day-to-day basis. KEY PERSONNEL Commissioner: Mike Brown MVO Chief Finance Officer: Simon Kilonback General Counsel: Howard Carter Managing Director, Crossrail 2: Michèle Dix CBE Managing Director, Customers, Communication and Technology: Vernon Everitt Managing Director, Surface Transport: Gareth Powell Managing Director, London Underground: Mark Wild

CONTACT INFORMATION Address: Palestra, 197 Blackfriars Road, London SE1 8NJ Phone: 0343 222 1234 Email: Contact via website Website: www.tfl.gov.uk

Rail Professional Industry Reference Book 2019 Page 19


Government & regulatory

Transport for the North Transport for the North is the country’s first Sub-national Transport Body, devolving powers from the Department for Transport to 19 constituent authorities in the North of England

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ver the next thirty years, Transport for the North (TfN) want to transform the road, rail, sea and air connections to help drive long term economic growth. Their Strategic Transport Plan explains the need for investment in transport across the North and identifies the priority areas for improved connectivity. Having a reliable, resilient transport network for journeys to, from and within the

North is an integral part of the TfN vision of developing a multi-modal, long-term Strategic Transport Plan for the North of England. TfN want to connect the key economic areas of the North to drive growth, improve access to jobs and ensure the North is a great place to invest and live. The Plan will inform how the Government, Network Rail, Highways England and High Speed Two (HS2) Ltd can work with TfN to deliver investment in transport infrastructure.

Page 20 Rail Professional Industry Reference Book 2019

Civic and business leaders from across the North came together to publish the draft Strategic Transport Plan. The 30-year plan is the first of its kind and outlines how transport connections across the North of England need to be transformed over the short, medium and long term to drive sustainable economic growth. The public consultation on the draft Strategic Transport Plan and Integrated Sustainability Appraisal ran from 16th January to 17th April 2018. Northern Powerhouse Rail Northern Powerhouse Rail (NPR) is a major strategic rail programme, the programme promises radical changes in service patterns and target journey times and to better connect the key economic areas and cities of the North. Delivered over thirty years and combining new, existing and already planned lines, the programme will improve east-west connections, offering a huge change in journey times, reliability frequency and capacity. TfN aim to provide improved passenger and freight train services through enhanced infrastructure and radically improved rolling stock, and to support a wide programme of transformational change. This includes working closely with the rail industry to deliver the Great North Rail Project, the TransPennine Route Upgrade, smart ticketing throughout the North and, in the longer term, working to support the Northern Powerhouse Rail Programme. Northern Powerhouse Rail, together with HS2, would transform rail travel across the North, offering much faster, more frequent and reliable rail links. Northern Powerhouse Rail would link the North’s six main cities and Manchester Airport, as well as other significant economic centres. It could be developed in stages, making best use of existing rail infrastructure and planned investments (such as HS2) alongside new railway lines and significant upgrades. Currently fewer than ten thousand people in the North can access four or more of the North’s largest economic centres within an hour. This would rise to 1.3 million once Northern Powerhouse Rail is delivered. The Northern Powerhouse Independent Economic Review identified businesses that have the North’s prime capabilities and by delivering Northern Powerhouse Rail more than 40 per cent of those businesses would be within 90 minutes rail travel of four or more of the North’s largest economic centres, compared with only twelve per cent today. Transport for the North provides the strategic opportunity to join up ‘track and


Government & regulatory

frequent services. By 2020 this will enable forty thousands more train passengers to travel each day and two thousand more train services to be operated every week including improved Sunday services.

KEY PERSONNEL

train’, meaning train service solutions can be developed and implemented alongside infrastructure schemes. Strategic Rail The Northern and TransPennine Express rail services run through 25 local authority areas, including the 19 authorities that sit on the partnership board of Transport for the North. Strategic Rail, which became a part of Transport for the North in April 2018, was formerly known as Rail North.

Instrumental in bringing transformational rail franchises to the North of England and, working in partnership with the Department for Transport through the Rail North Partnership team, TfN are now leading these franchises and engage regularly with representatives from all 25 authorities through their Rail Officer Reference Group. Through the Northern and TransPennine Express franchises TfN have secured investment in new and refurbished trains, enhanced station facilities and faster and more

Chairman: John Cridland Chief Executive: Barry White HR & Mobilisation Director: Dawn Madin Interim Policy and Strategy Director: Jonathan Spruce Integrated & Smart Travel Director: Alastair Richards Programme Director: David Abdy Finance Director: Iain Craven Northern Powerhouse Rail Director: Tim Wood Rail North Ltd Director: David Hoggarth Senior Communications Officer - Siân Lambert

CONTACT INFORMATION Address: 2nd Floor, 4 Piccadilly Place, Manchester M1 3BN Phone: 0161 244 0888 Email: info@transportforthenorth.com Website: www.transportforthenorth.com

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Rail Professional Industry Reference Book 2019 Page 21


Government & regulatory

West Midlands Combined Authority The West Midlands Combined Authority (WMCA) is the strategic authority with powers over transport, economic development and regeneration for the West Midlands

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he authority consists of 18 local authorities and four Local Enterprise Partnerships (LEPs) working together to move powers from Whitehall to the West Midlands and its locally elected politicians. It includes the seven metropolitan West Midlands councils (constituent authorities), ten non-constituent authorities/councils and one observer council, as well as the Mayor of the West Midlands. The executive body that oversees transportation (road, rail, bus and Metro) within the metropolitan county on behalf of the WMCA is called Transport for West Midlands (TfWM). TfWM, which is part of the WMCA, is responsible for assessing and planning the region’s future transport needs and coordinates the relevant investment while working with operators to improve existing services. TfWM provides rail and Metro park-andride facilities and works with bus operators to provide improvements, under the Bus Alliance. High-speed rail The Government announced in January 2012 its intention to bring high-speed rail in the form of HS2 to the West Midlands.

In January 2013 it announced a further expansion of HS2 north to Manchester and Leeds. Phase One from London to Birmingham

is scheduled for completion in 2026; Phase Two from Birmingham to Manchester/ Leeds in 2033. New HS2 connections from the West Midlands to the North West, East Midlands and Yorkshire were announced by the Government in July 2017. The first stage of £6.6 billion worth of new contracts has also been announced. Preparatory work on Phase One has already commenced, with major construction starting in 2018/19. There is a £4.4 billion HS2 Growth Strategy to make the most of HS2 arriving in the West Midlands. As part of this Growth Strategy there is a Local Connectivity Package of twenty transport schemes to effectively ‘plug-in’ the two new HS2 stations to local transport networks. These schemes include the transformational East-West Metro with Metro light rail extensions to Dudley/ Brierley Hill and through East Birmingham to North Solihull and the HS2 Interchange station. West Midlands Railway Local rail services are co-managed by the West Midlands Rail Executive (WMR) – a partnership of 16 Metropolitan District, Shire and Unitary local transport authorities – and the Department for Transport under the West Midlands franchise. Services are run by West Midlands Trains (a joint

Page 22 Rail Professional Industry Reference Book 2019


Government & regulatory

Main Line services between London and Liverpool, which pass through the West Midlands. The franchise runs until March 2026.

venture between Abellio, East Japan Railway Company and Mitsui) but branded West Midlands Railway. London Northwestern runs West Coast

KEY PERSONNEL

West Midlands Metro The first West Midlands Metro line opened in May 1999. West Midlands Metro links key areas along a busy transport route serving local centres on the way. The expansion of the West Midlands Metro tram system is just one of many projects that TfWM is delivering. There are currently a number of schemes in different stages of development with around £1.3 billion being invested in extending the tram system. The Midland Metro Alliance (MMA) is a team of planning, design and construction specialists building a number of new tram extensions over the coming decade on behalf of the WMCA. The alliance consists of the WMCA, which owns and operates the West Midlands Metro system and a consortium of design experts and rail construction specialists. The WMCA has a wholly owned company – Midland Metro – which is responsible for the day-to-day running of the trams.

Managing Director: Laura Shoaf Director of Customer Experience: Steve McAleavy Director of Integrated Network Services: Pete Bond Metro Programme Director: Phil Hewitt Director of Policy, Strategy and Innovation: Mike Waters Director of Programme Development: Sandeep Shingadi Director of Network Resilience: Anne Shaw Director of Rail: Malcolm Holmes Lead Member for Transport for the WMCA: Cllr Roger Lawrence

CONTACT INFORMATION Address: 16 Summer Lane, Birmingham, West Midlands B19 3SD Phone: 0121 200 2787 Email: customer.services@tfwm.org.uk Website: www.wmca.org.uk

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Government & regulatory

Greater Manchester Combined Authority (GMCA) Greater Manchester is one of the country’s most successful city-regions. Home to more than 2.7 million people and with an economy larger than Wales or Northern Ireland

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reater Manchester was created as a metropolitan county in 1974 as a result of the Local Government Act of 1972. For the following twelve years the county had a two-tier system of local government; district councils shared power with the Greater Manchester County Council. Then, in 1986, the County Council was abolished as a result of the Local Government Act 1985. In its place the Association of Greater Manchester Authorities (AGMA) was established as a voluntary association to make representations and bids on behalf of Greater Manchester and continue to manage strategic public services that were delegated to it by the councils, such as public transport. In 2009, an independent economic review of Greater Manchester highlighted the possibilities for greater collaboration and the AGMA began actively seeking a formal government structure for Greater Manchester. The ten metropolitan district councils were consulted for their recommendations before submission of their constitution to central government. These changes included extra powers and swapping ‘Manchester City Region Authority’ (MCRA) for the ‘Greater Manchester Combined Authority’ (GMCA).

The Greater Manchester Combined Authority came into force on 1st April 2011 and over the following years, several devolution agreements were signed between Government and the GMCA. These agreements brought new powers and responsibilities to the region, including transport. To deliver these devolution agreements, it was decided that Greater Manchester should have an elected Mayor to act as a directly elected point of accountability for the GMCA. The ten Greater Manchester councils that make up the GMCA are the council districts of Bolton, Bury, Manchester, Oldham, Rochdale, Salford, Stockport, Tameside, Trafford and Wigan. The GMCA is run jointly by the leaders of the ten councils and the Mayor of Greater Manchester, Andy Burnham. The GMCA has monthly meetings which rotate around Greater Manchester’s ten districts, with the meetings being livestreamed on the GMCA website. Functional executive bodies, such as Transport for Greater Manchester (TfGM), are responsible for the delivery of services with the Transport for Greater Manchester Committee (TfGMC) and its sub committees managing the TfGM and creating the transport policy on behalf of the GMCA, however some decisions still require approval by the GMCA. TfGM

delivers the GMCA’s transport policies, by coordinating transport networks across the region, deciding where to invest transport funding, and owning and running the Metrolink tram service. There are seven lines and 93 stops in the Metrolink tram network and there are more on the way with the Second City Crossing through Manchester city centre and a planned extension to the Trafford Centre. TfGM is a key partner in Rail North and Transport for the North.

KEY PERSONNEL Mayor: Andy Burnham Chief Executive: Eamonn Boylan Head of Communications: Smyth Harper Director of Communications & Engagement: Claire Norman Assistant Director of Communications: Shelley Wright

CONTACT INFORMATION Address: Churchgate House, 56 Oxford Street, Manchester M1 6EU Phone: 0161 778 7000 Email: enquiries@greatermanchester-ca.gov.uk Website: www.greatermanchester-ca.gov.uk

Rail Professional Industry Reference Book 2019 Page 25


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Government & regulatory

Transport Focus Transport Focus is the independent transport user watchdog. Its mission is to get the best deal for rail passengers 

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ith a strong emphasis on evidence-based campaigning and research, Transport Focus ensures that it knows what is happening on the ground. It uses its knowledge to influence decisions on behalf of passengers to secure improvements and make a difference. Transport Focus is an executive nondepartmental public body, sponsored by the Department for Transport. It is run by a management team and led by a Board of non-executive directors. Transport Focus offers advice to the public and takes up passengers’ complaints that train companies have failed to resolve. It also carries out in-depth research into transport user experiences and needs for the future. Including the large scale National Rail Passenger Survey where over 50,000 rail passengers give their views on rail journeys twice a year. As the voice of transport users, Transport Focus uses the evidence it gathers through its research, and from the rail complaint appeals it handles, to influence decision-makers and secure improvements on behalf of rail passengers and customers. Its top priority focus areas include: • • • • •

Performance and disruption Fares and tickets Quality and level of service Investment Franchise improvement.

Structure Transport Focus has existed in one form or another since 1947. It was formed by the Transport Act as the Central Transport Consultative Committee (CTCC) plus a network of regional Transport Users’ Consultative Committees. Over the years it has changed its name as it took on responsibility for bus, coach and tram passengers, and then road users. Transport Focus makes major decisions

at Board meetings, held in public four times per year. Decisions are also made at monthly management team meetings. Transport Focus can have up to 14 Board members. The Scottish Government, Welsh Government and the Greater London Authority each appoint a member to the Board. The remaining appointments are made by the Secretary of State for Transport. Recruitment to the Board is based on merit. Appointments are regulated by The Office of the Commissioner for Public Appointments. KEY PERSONNEL Chair: Jeff Halliwell Chief Executive: Anthony Smith Director: David Sidebottom Resources Director: Nigel Holden Head of Strategy: Guy Dangerfield Head of Policy: Mike Hewitson Head of Insight: Louise Coward Head of Innovation and Partnerships: Ian Wright Head of Communications: Sara Nelson

CONTACT INFORMATION Address: Fleetbank House, 2-6 Salisbury Square, London EC4Y 8JX Phone: 0300 123 0860  Email: info@transportfocus.org.uk Website: www.transportfocus.org.uk Rail Professional Industry Reference Book 2019 Page 27


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Government & regulatory

Strathclyde Partnership for Transport (SPT) Strathclyde Partnership for Transport (SPT) is the Regional Transport Partnership for the west of Scotland

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he Greater Glasgow Passenger Transport Executive (GGPTE) was created in 1972 to oversee all suburban railways in the Glasgow area. In the 1980s it was replaced by the Strathclyde Passenger Transport Executive (SPTE). In 1996, the Executive was reincorporated as a body consisting of councillors drawn from the 12 Council Areas which succeeded Strathclyde Region. In 2006 Strathclyde Passenger Transport Executive (and Authority), along with the WESTRANS voluntary regional transport partnership, was replaced by the Strathclyde Partnership for Transport. It is part of the transport framework created by the Scottish Government, which is made up of a national transport agency, Transport Scotland, and seven Regional Transport Partnerships. As part of this latest reorganisation SPT gained responsibility for planning for all regional transport (not just public transport) though it lost several specific powers relating to rail franchising and concessionary fares. Strathclyde Partnership for Transport (SPT) is the largest of the seven regional transport partnerships. SPT’s role involves planning and delivering transport solutions for all modes of transport across the region, in conjunction with member councils and industry partners. It runs the Glasgow Subway, a host of specialist bus services and is responsible for delivering public transport. The Partnership consists of 20 elected members representing the twelve constituent authorities in the west of Scotland and between seven and nine appointed members. Rail Glasgow has the largest network of suburban railway lines in the UK outside of London. SPT is no longer involved in the everyday operation of the rail network. The rolling stock was operated on behalf of SPT by First ScotRail (also part of FirstGroup) until March 2015, since April that same year Abellio ScotRail has operated rail services under the ScotRail brand. Subway The Glasgow Subway is the only underground metro system in Scotland. Originally built for the Glasgow District Subway Company, the railway first opened

in 1896. The Subway is generally recognised as the world’s third oldest underground railway, after London and Budapest. And the only one that has never been expanded from its original route. The Subway forms a circle in the centrewest of Glasgow and carries 13 million passengers each year. The entire route is underground, contained in twin tunnels, 15 stations are distributed along the route length of over six miles. Eight of the stations are north of the River Clyde which dissects the circular route. In 1977, Greater Glasgow Passenger Transport Executive closed it for major modernisation works. The railway in its present form reopened for operation on 16th April 1980. Now part of SPT, the railway is one of the few in the UK remaining in public ownership and is ‘vertically integrated’, which means SPT’s responsibility covers all aspects of operation and infrastructure. In 2016, SPT took a significant step forward in improving its Subway and is currently undergoing its biggest modernisation programme in more than 30 years. A £288 million funding package for the work is being supported by the Scottish Government. As well as the new trains, the Subway’s

signalling equipment, control systems and control centre will all be replaced, and the upgrade will include new platform screen doors. Once the modernisation plan is complete, and it has been fully tested, the Subway will move from its current partially automatic trains to Unattended Train Operations (UTO). SPT administers a range of integrated travel tickets, such as ZoneCard, Roundabout and Daytripper giving discounted fares on buses, trains, ferries and the Subway.

KEY PERSONNEL Chief Executive: Gordon Maclennan Assistant Chief Executive: Valerie Davidson Senior Director: Charles Hoskins Director of Finance & HR: Neil Wylie

CONTACT INFORMATION Address: 131 St Vincent Street, Glasgow G2 5JF Phone: 0141 332 6811 Email:  enquiry@spt.co.uk Website: www.spt.co.uk

Rail Professional Industry Reference Book 2019 Page 29


Government & regulatory

Transport for Greater Manchester More than 5.6 million journeys are made across Greater Manchester’s transport network each day. TfGM helps make that travel as safe and simple as possible

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ransport for Greater Manchester (TfGM) is a notfor-profit local Government body responsible for delivering Greater Manchester’s transport strategy and commitments set by the Greater Manchester Mayor and the Greater Manchester Combined Authority (GMCA). TfGM coordinates transport networks across the region, decides where to invest transport funding, and owns and runs the Metrolink tram service. It builds and manages bus stations and transport interchanges, provides travel planning and timetable information to passengers, and promotes walking and cycling as safe and healthy choices. The Greater Manchester rail network is now used by around forty million passengers a year. This is an increase of thirty per cent over the past decade and TfGM has an influential voice in developing the best possible rail services in Greater Manchester. TfGM works alongside industry partners helping to drive major improvements to

the rail network by securing improvements to capacity, connectivity and reliability and are currently supporting Arriva Rail North (Northern) and TransPennine Express in delivering their franchise commitments. These include new and longer trains, more travel options throughout the week, improved customer experience and integrated and smart ticketing. TfGM also works closely with the Department for Transport and Network Rail to identify future improvements that align with Greater Manchester’s growth ambitions. In partnership with Network Rail and train operators, TfGM is delivering improved customer information and detailed journey planning and supports a range of rail station improvements by securing more funding to complement work already planned. Local knowledge enables TfGM to recommend which facilities and improvements will offer the greatest benefit for local passengers and which rail station development can spur local regeneration and

Page 30 Rail Professional Industry Reference Book 2019

economic growth. This collaborative approach enables rail to be an integrated part of the transport network. TfGM is actively pursuing opportunities to use rail stations as more than boarding and alighting points, in the belief that stations have the potential to be important assets at the heart of local communities. TfGM works closely with communities and industry to make rail stations attractive, safe, appealing and accessible for all. Metrolink TfGM owns Metrolink – the UK’s largest light rail network. There are seven lines and 93 stops in the Metrolink tram network and more on the way with the Second City Crossing through Manchester city centre and a planned extension to the Trafford Centre. Long-term transport strategy TfGM is developing the strategic Greater Manchester Rail Plan in collaboration with the Greater Manchester Mayor


Government & regulatory

and the Greater Manchester Combined Authority. The plan will outline the joint vision for the future of rail across the region, clearly setting out the policies and how the aspirations stated in the Greater Manchester Transport Strategy 2040 will be achieved. TfGM is a key partner in Rail North and Transport for the North.

KEY PERSONNEL CONTACT INFORMATION Address: 2 Piccadilly Place, Manchester M1 3BG Phone:  0161 224 41000 Email: customer.relations@tfgm.com Website: www.tfgm.com

Chief Operating Officer: Bob Morris Finance and Corporate Services Director: Steve Warrener Head of Rail: Amanda White Communications Officer: James Stanley

Rail Professional Industry Reference Book 2019 Page 31


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Government & regulatory

South Yorkshire Passenger Transport Executive South Yorkshire Passenger Transport Executive (SYPTE) is responsible for the development of public transport in South Yorkshire

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YPTE is accountable to Sheffield City Region Combined Authority Transport Committee which is made up of nominated elected members from the local authorities of Barnsley, Doncaster, Rotherham, Sheffield, North East Derbyshire, Derbyshire Dales, Bolsover, Bassetlaw and Chesterfield. SYPTE takes the lead in developing the region’s transport and has a unique role in planning for South Yorkshire’s future transport network by identifying, developing and delivering key strategic priorities at a sub-regional and national level. The role of SYPTE is to secure funding for South Yorkshire’s key transport priorities to enable investment where the need is identified. It also addresses customer requirements to deliver successful, efficient and value for money solutions. It also prioritises strong working relationships with local, sub-regional and

national partners. SYPTE encourages the maximum use of public transport throughout South Yorkshire and works closely with transport service operators, local councils and other key stakeholders to develop the network and services across the county. SYPTE does not run any transport services directly, but specifies, pays for, develops and monitors local rail services. It also provides region-wide information, manages the funding and administration of concessionary fares, provides bus stops and shelters, and operates interchanges throughout the region. SYPTE also provides travel information, administers prepaid ticket schemes and plans future investment in transport infrastructure and services. The Sheffield Supertram  The Sheffield Supertram (officially the Stagecoach Supertram) is the light

rail tram system in the city of Sheffield. SYPTE owns the infrastructure whilst private transport company Stagecoach is responsible for the operation and maintenance of the trams. Construction of the Supertram network, which incorporated several existing heavy rail sections as well as new track, was carried out in sections, allowing for the commencement of the first revenue services during 1994. Early operations were hindered by a complex ticketing system and the initially small coverage area, contributing to disappointing ridership figures during its first years. During 1997, the operation of the Supertram was privatised to Stagecoach, who took over from South Yorkshire Supertram. Following management and operational changes, as well as further expansion of the system, ridership numbers have risen considerably. The Supertram network currently consists of 48 stations across three colour-coded lines. As well as connecting with local and national bus services, the network serves six park and ride sites. Interest has been expressed in the launch of hybrid tramtrain operations, enabling services to traverse sections of the National Rail network in addition to tramways, this would be the first deployment of tram-trains anywhere in the United Kingdom. KEY PERSONNEL Executive Director: Stephen Edwards Head of Marketing and Communications: Darshana Dholakia Senior Communications Officer: Gary Taylor Communications Officer: Babeth Bettencourt Communications Officer - External Relations: Rachel Cowling Legal Executive: Jan Smallwood Personal Secretary to the Principal Solicitor and Secretary: Kerry Willers Director of Public Transport: Ben Gilligan

CONTACT INFORMATION Address: 11 Broad Street West, Sheffield S1 2BQ Phone: 0114 276 7575 Email: communications@sypte.co.uk   Website: www.sypte.co.uk Rail Professional Industry Reference Book 2019 Page 33


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Government & regulatory

Office of Rail and Road The Office of Rail and Road is a non-ministerial Government Department responsible for ensuring the country’s rail operators comply with health and safety law

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oard members of ORR are appointed by the Secretary of State for Transport for a fixed term of up to five years. The staff are based at six locations across the United Kingdom, allowing them to conduct on-site inspections across the rail network. Safety recommendations ORR is responsible for ensuring that the mainline railway and London Underground operation networks are safe for passengers and workers, and that is why around a hundred ORR Safety Inspectors routinely visit worksites to monitor how projects are being run. 18th November 2017 marked 30 years since the King’s Cross fire, which tragically took the lives of 31 people and injured a hundred more. Ian Prosser, Her Majesty’s Chief Inspector of Railways, wrote at the time about Lord Fennell’s public enquiry into the disaster and the safety recommendations that were made in the aftermath. One of these was the Safety Management System approach, which has become the basis of not only railway safety in Great Britain, where it has led to fundamental, life-saving improvements, but also throughout Europe. Following the fire, London Underground acted immediately and began stripping out all of the wooden escalators, which had proved so flammable, and replacing them with fire-resistant metal ones. Structural integrity In a document titled ‘Consultation on the goal-setting principles for railway safety’ ORR set out safety principles for the

rail industry, with one area focusing on structural integrity. The document pointed out a few factors that would aid in maintaining the structural integrity of trains, like how to continue normal operations and afford effective protection to people and goods carried in the event of an accident. The main factors to consider are: • The maximum loads foreseeably arising in normal operations • The effects of a collision and the crashworthiness of the vehicle • The structural compatibility of all trains using the route • The level of containment and containment arrangements of any goods carried and any foreseeable movement that may occur • The range and compatibility of coupling devices and other inter-train connections • Compatibility with buffer stops or similar train arrestor devices • The arrangements for lifting the vehicle for both normal maintenance and emergency situations. Case study Peter Darling, HM inspector of railways wrote about the importance of ORR inspectors leading by example – and that means putting on full personal protective equipment (PPE) before setting foot on site. Commuters know that it can be hot on the London Underground network, especially in stations and tunnels. Well, it’s even hotter at night when the trains aren’t running and pushing air through to cool things down a bit, and if you add in the effects of heavy safety boots, goggles, gloves, hard hats, ear defenders and thick trousers and jackets in a lurid bright orange,

it can get really sticky down there. Fully kitted out, ORR inspectors went down into a single bore tunnel to see track maintenance work being carried out near Barons Court Station on the Piccadilly Line. Work on the Underground mainly has to be carried out in five-hour periods when the trains aren’t running, so it was around 2am when the team arrived on site. The inspectors observed closely while workers broke up concrete so they could prise out the sleepers that hold the rails in place and replace them with a new type of fitting that needs to be cemented in. Water was sprayed over the area to dampen down the silica dust whilst it is broken out, but with the noise and heat, it was a very uncomfortable environment to work in. The work was done at pace against the clock, but ORR inspectors were there to see that workers’ health and safety was not compromised by the speed and, of course, that the work done meets rigorous safety standards.

KEY PERSONNEL Chair: Declan Collier Interim Chief Executive: John Larkinson Director, Strategy and Policy: Dan Brown Director, Corporate Operations & Organisational Development: Freya Guinness Chief Inspector of Railways and Director, Railway Safety: Ian Prosser CBE Director of Railway Planning & Performance: Graham Richards

CONTACT INFORMATION Address: One Kemble Street, London WC2B 4AN Phone: 020 7282 2000 Email: contact.cct@orr.gov.uk Website: www.orr.gov.uk Rail Professional Industry Reference Book 2019 Page 35


Government & regulatory

Rail Safety and Standards Board The RSSB (Rail Safety and Standards Board) is an independent body, working with its 88 member companies to drive improvements in the British rail system

I

ts role is to help the rail industry continually improve its health and safety performance in order to reduce risk to rail employees, passengers and the public at large. RSSB does this through developing standards, providing analysis and insight to health and safety data, carrying out research, promoting sustainability principles, and facilitating the industry’s technology strategy. RSSB’s strategic priorities are: • Supporting healthy and safe collaboration and informing industry decisions to reduce risk and harm • Supporting enhanced performance and efficiency updating standards, modernising systems, informing and enabling innovation • Supporting the application of sustainability principles by collating and sharing tools and best practice. RSSB members include Network Rail and other infrastructure managers, all the train operating companies (TOCs), all the freight operating companies (FOCs), rolling stock leasing companies (ROSCOs), infrastructure contractors, and suppliers. Research and development Last year RSSB spent £10.6 million on research and development, generating potential benefit to the rail industry of £320 million. Under RSSB management, the research programme supports the industry in: • Decision-making and learning • Identifying and sharing good practice • Reducing costs and carbon output

• Increasing safety, capacity, performance, and customer satisfaction • Enhancing the industry’s environmental credentials • Engaging with UK universities and worldwide research bodies • Making outputs from research available. The programme supports a broad range of short and long-term engineering, operations, and management activities that no one company or sector can solve on its own. It is primarily funded by the Department for Transport (DfT). Standards Standards provide a common, industry agreed and accessible set of requirements, applicable across the relevant markets (UK/ EU/International). RSSB facilitates the development of national rules in Railway Group Standards (RGSs) and National Operations Publications (such as the Rule Book) using RSSB’s expertise, industry knowledge and by building consensus. RSSB develops Rail Industry Standards (RISs) and Guidance Notes at the industry’s request where a shared approach is more efficient. These are adopted as good practice. RSSB also provides advice on technical and regulatory matters related to rail standards, to projects and organisations, and assists its members in the application of standards. Business plan RSSB’s business plan for 2018-19 sets out its objectives for the year ahead. These include:

• Introducing or updating tools to help reduce risk • A new mental health programme and fatigue hub to help address health and wellbeing issues faced by rail workers • Sustainability tools to support action on air quality, social value and carbon emissions • New standards and systems to support the effective management of signalling and electrical systems, and the design of rolling stock depots and platforms • Developing an approach for big data • Building capability to manage the research, development and technology activities needed to realise the delivery of the Rail Technical Strategy Capability Delivery Plan • Continuing analysis of the new challenges presented by Brexit. KEY PERSONNEL Chair: Barbara Moorhouse Chief Executive Officer: Mark Phillips Chief Financial Officer: Paul Marchant Chief Operating Officer: Johnny Schute Business Development & Engagement Director: Paul McLaughlin Director of Projects: Nizar Awad Human Resources Director: Keith Hanlon-Smith Director of Standards: Tom Lee Director of System Safety, Health & Wellbeing: George Bearfield Director of Research and Development: Luisa Moisio Technical Director: Chris Lawrence Information Technology Director: Eileen Pevreall

CONTACT INFORMATION Address: The Helicon, 1 South Place, London EC2M 2RB Phone: 020 3142 5300 Email: enquirydesk@rssb.co.uk Website: www.rssb.co.uk

Page 36 Rail Professional Industry Reference Book 2019


Government & regulatory

Railway Industry Supplier Approval Scheme The Railway Industry Supplier Approval Scheme (RISAS) provides a way for the rail industry to assess and approve critical product suppliers, supported by the RSSB

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ISAS also provides assessment and certification for suppliers of critical products and services, on behalf of the whole GB mainline rail industry. RISAS was designed by the rail industry to ensure that duty holders and other major customers, such as ROSCOs, are able to rely upon common third-party assessments by accredited Railway Industry Supplier Approval Bodies (RISABs). RISAS is designed to assist the industry to: • Enhance safety performance including product quality • Comply with legislation • Remove duplication and waste • Improve the supply chain’s performance • Improve the industry’s reputation • Reduce cost • Improve the effectiveness, efficiency and image of industry assurance arrangements.

KEY PERSONNEL

RISABs assess the adequacy of key suppliers’ procedures, practices and competence to manage risks which arise from the specialist nature of railway industry applications. The aim of RISAS is to provide economies of scale to the railway industry by reducing duplication in the auditing and assessment of suppliers of critical goods and services for the overhaul of assets and components. It sets out to ensure that suppliers of critical products to the railway industry have the appropriate systems, processes, competence, resources, facilities and procedures. RSSB RISAS is managed by RSSB, which provides the agency for accrediting the approval bodies which then assess companies going for RISAS certification. RSSB also looks after the governance of RISAS.

Acting Chair: George Bearfield, RSSB RISAS Committee: Andy Tandy, RSSB RISAS Committee: David Clarke, Railway Industry Association RISAS Committee: John Barber, RSSB RISAS Committee: Kevin Limb, Eversholt Rail RISAS Committee: Leevan Finney, Network Rail RISAS Committee: Michael Jacks, Virgin Trains RISAS Committee: Neil Ovenden, Rail Delivery Group RISAS Committee: Nicola Phillips, Siemens RISAS Committee: Noel Travers, Unipart RISAS Committee: Tim Gabb, Freightliner Group RISAS Committee: Kirstie Smith, RSSB

CONTACT INFORMATION Address: The Helicon, 1 South Place, London EC2M 2RB Phone: 020 3142 5376 Email: risas.admin@rssb.co.uk Website: www.risas.co.uk

Railway Industry Supplier Qualification Scheme The Railway Industry Supplier Qualification Scheme (RISQS) is designed to be the single-entry point for suppliers to the rail industry

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uyers of products and services throughout the rail industry use RISQS as its supplier qualification service. RISQS provides and open and transparent way for buyers to be formally recognised as capable providers of products and services. This means the scheme supports Network Rail, Transport for London, TOCs and FOCs, rolling stock organisations, main infrastructure contractors and many other buying organisations in the management of supply chain risk. Structure RISQS is supported by a board of representatives from across the rail industry. The RISQS Board reports to the RSSB board for industry governance and RSSB provides a range of services to support operational

KEY PERSONNEL

delivery of the scheme. A team of dedicated RSSB specialists provide the necessary industry interfaces, service provider delivery and coordination, and the ongoing system improvements. Transition On 1st May 2018, enhanced RISQS went live. The portal is now delivered by a new service provider and includes features that are designed to enable many more improvements in future. There are also enhanced audit services.

Chairman: Lee Jones, Amey RISQS Committee: Andy Hughes, Angel Trains RISQS Committee: David Andrews, Transport for London RISQS Committee: David Clarke, Railway Industry Association RISQS Committee: George Bearfield, RSSB RISQS Committee: Neil Ovenden, ATOC RISQS Committee: Graeme Cox, RSSB RISQS Committee: Daniel Kent, Network Rail

CONTACT INFORMATION Address: The Helicon, 1 South Place, London EC2M 2RB Phone: 020 3142 5300 Email: admin@risqs.org Website: www.risqs.org Rail Professional Industry Reference Book 2019 Page 37


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Government & regulatory

National Infrastructure Commission The NIC aims to be the UK’s most credible, forward-thinking and influential voice on infrastructure policy and strategy

T

he National Infrastructure Commission (NIC) is an executive agency of the Treasury that provides impartial, expert advice and makes independent recommendations to the Government on economic infrastructure. The NIC operates independently, at arm’s length from Government and the Commission functions in an open and transparent manner, building consensus around its recommendations and engaging across parties and with the public, policymakers, infrastructure experts and relevant bodies. Recommendations made by the NIC represent the views of the Commission and are not a statement of Government policy. Government will lay NIC’s reports before Parliament and respond to the NIC’s national infrastructure assessment and specific studies. The NIC engages closely with Devolved Administrations and bodies under their jurisdictions as appropriate, particularly on matters where the respective infrastructure policy responsibilities of the UK Government and devolved administrations interact. The NIC ensures that appropriate working arrangements are in place. Its remit does not include spending where infrastructure investment decisions rest with the devolved administrations in Scotland, Wales and Northern Ireland. The Young Professionals Panel The Young Professionals Panel supports and informs the Commission’s work and ensures a strong voice for the next generation of infrastructure leaders in the Commission’s work. It comprises 16 young infrastructure professionals (picked from over five hundred applicants) from a range of professions, backgrounds and regions of the country. The Young Professionals Panel agrees and develop its own agenda and work programme in conjunction with the Commission. The National Infrastructure Assessment The National Infrastructure Commission is charged with devising a National Infrastructure Assessment once every five years, looking long-term and across sectors including energy, transport, digital communications, waste, water and floods risk management. The first National Infrastructure Assessment was published in July 2018, and devised recommendations for meeting the UK’s infrastructure needs up to 2050. Its

core proposals include: • Nationwide full fibre broadband by 2033 • Half of the UK’s power provided by renewables by 2030 • Three quarters of plastic packaging recycled by 2030 • £43 billion of stable long-term transport funding for regional cities • Preparing for 100 per cent electric vehicle sales by 2030 • Ensuring resilience to extreme drought through additional supply and demand reduction • A national standard of flood resilience for all communities by 2050. In addition, it includes support for Northern Powerhouse Rail and Crossrail 2 in London. It also highlights the most important future challenges. Heating must no longer be provided by natural gas, a fossil fuel. The UK must prepare for connected and autonomous vehicles and these need more time for evidence or technology to develop.

The Assessment sets out the actions needed to enable robust decisions to be taken in future. KEY PERSONNEL Chief Executive: Phil Graham Chair: Sir John Armitt CBE Commissioner: Dame Kate Barker DBE Commissioner: Professor Sir Tim Besley CBE Commissioner: Professor David Fisk CB Commissioner: Andy Green Commissioner: Professor Sadie Morgan Commissioner: Julia Prescot Commissioner: Bridget Rosewell OBE

CONTACT INFORMATION Address: Finlaison House, 15 Furnival Street, London EC4A 1AB Phone: 020 7270 4624 / 4428 Email: enquiries@nic.gsi.gov.uk Website: www.nic.org.uk

Rail Professional Industry Reference Book 2019 Page 39


Government & regulatory

British Transport Police Authority Founded in 2004, the British Transport Police Authority (BTPA) is responsible for ensuring an efficient and effective police force for the railways

W

ith the passing of the Railways and Transport Safety Act 2003, the BTPA was set up to oversee the British Transport Police (BTP), review its preformance and allocate funding for its budget. It also deals with complaints, recruitment, independent custody visiting and Freedom of Information requests. Regulation of BTP The BTPA is responsible for setting objectives for the BTP before the beginning of each financial year. The BTPA announces these objectives, as well as its strategic direction and performance review through two different publications. The Policing Plan contains the Authority’s priorities for the year and the financial resources it expects to be available to deliver the plan. The Strategic Plan sets out the Authority’s medium and long-term strategies for policing the railways. At the end of each financial year, the Annual Reports cover the policing of the railways in that year. The BTPA is also responsible for Chief Officer recruitment. These positions are: • Director of Strategy and Change • Director of People and Culture • Director of Finance and Commercial Services

Funding and budget As well as billing the rail industry for the costs of running the BTP, the BTPA determines the budget of the police force

and allocates resources to individual departments. The Authority maintains the accounts of BTP and has them audited each financial year. Police Service Agreements The BTPA enters into Police Service Agreements (PSAs) with TOCs and FOCs, the PSA requires payment from the companies to the BTPA in exchange for the policing of the railway and associated property. When a new rail franchise is awarded by the Department for Transport, the winning company is usually required to enter into a new or existing PSA with the BTPA. KEY PERSONNEL Chairman: Ron Barclay-Smith Deputy Chairman: Mark Phillips Communications Manager: Katie Stanton

CONTACT INFORMATION Address: The Forum, 5th Floor North, 74-80 Camden Street, London NW1 0EG Phone: 020 7383 0259 Email: general.enquiries@btpa.police.uk Website: www.btpa.police.uk

Page 40 Rail Professional Industry Reference Book 2019


Government & regulatory

British Transport Police British Transport Police works with the rail industry every day to keep the country’s railways a safe place to travel and work

E

ach day, millions of passenger journeys are made on the UK’s rail network and it is the role of British Transport Police to ensure the safety of every passenger and member of staff across England, Scotland and Wales. With growing passenger numbers, freight kilometres and 24-hour policing in places like London, due to the demand of the Night Tube, the importance of the force has never

been greater. Officers from BTP were also amongst the first on the scene at a number of major incidents in 2017, including the attacks at the Manchester Arena and London Bridge. The force is also busy emphasising the importance of vigilance from both staff and passengers. Last year, specialist advisors ran Project Griffin counter-terrorism awareness events to more than 3,500 attendees from the rail industry in over 40 locations,

London, Birmingham, Leeds, Manchester, Cardiff, Glasgow and Edinburgh. These sessions aimed to raise awareness of terrorism, build effective working relationships and empower people to report suspicious activity. BTP also continued to operate Project Servator, which delivers unpredictable and highly visible deployments, designed to deter, disrupt and detect crime, including terrorism. It also worked with the Department for Transport on the ‘See It, Say It, Sorted’ campaign, aiming to encourage passengers to report anything suspicious. The importance of rail staff and officers working together cannot be underestimated. In the last year alone, the work of officers and rail staff led to an incredible 1,917 life-saving interventions – reducing the devastating impact that fatalities have on the lives of individuals and their families, as well as the effect on train drivers and the rail industry as a whole. Reporting crime The best advice is always to phone 999 in an emergency but otherwise, call the BTP on 0800 40 50 40. Alternatively, and perhaps the best course of action, is to text 61016 – this text will then be picked up by BTP’s control room and if needed, officers can be deployed immediately. The text 61016 service recently celebrated its fifth anniversary. Last year, more than 44,200 texts were sent, with 3,300 crimes being recorded as a result. KEY PERSONNEL Chief Constable: Paul Crowther, OBE Deputy Chief Constable: Adrian Hanstock Assistant Chief Constable: Robin Smith Assistant Chief Constable: Charlie Doyle Assistant Chief Constable: ACC Sean O’Callaghan B Division – Chief Superintendent: Martin Fry C Division – Chief Superintendent: Allan Gregory D Division – Chief Superintendent: Eddie Wylie Head of Corporate Communications Allison Potter Drake

CONTACT INFORMATION Address: Force Headquarters, 25 Camden Road, London NW1 9LN Phone: 0300 123 9104 Email: first_contact@btp.pnn.police.uk Website: www.btp.police.uk

including Rail Professional Industry Reference Book 2019 Page 41


Government & regulatory

CIRAS The Confidential Incident Reporting and Analysis System (CIRAS) allows rail workers to report incidents or concerns about facilities, equipment, conditions or procedures

C

IRAS was founded in 1996 by a team from Strathclyde University. The project was expanded out to other rail lines in Scotland then, after the Ladbroke Grove rail crash in 1999, then Secretary of State for the Environment, Transport and the Regions John Prescott mandated that all mainline rail in the UK come under CIRAS effective in 2000. From 2001 until 2009, the CIRAS Charitable Trust provided funding for operations. It now provides services to all rail workers and operating sectors throughout England, Scotland and Wales. Structure CIRAS is an independent system governed by the CIRAS Committee which consists of representatives from the UK rail industry, Transport for London, UK Light Rail, Trams and other UK transport modes. It also consists of a selection of

independent professionals who bring with them expertise from other industries and academia such as Oil & Gas, HSE and Trade Unions. The Committee is responsible for ensuring that industry receives a service that is independent, confidential, affordable and focused on helping make the UK transport industry environment even safer for all concerned. Process Rail employees as well as contractors may contact CIRAS to report an incident or voice a concern. The employee will get in touch via phone or written message then a CIRAS staff member contacts that employee to discuss the concern. The CIRAS staff member then writes up a report excluding any information that would identify the rail worker, CIRAS then sends that report to the company responsible. That company then responds to CIRAS which relays that message to the rail worker.

Page 42 Rail Professional Industry Reference Book 2019

CIRAS publishes a regular newsletter and quarterly reports to summarise the reports it has received and responses from the companies, highlighting those that were most successful. The reports also look at patterns that might occur. KEY PERSONNEL Head of Ciras: Catherine Baker Communications & Scheme Intelligence Manager: Chris Langer Media & PR Enquiries: Puiyi Wong

CONTACT INFORMATION Address: The Helicon, One South Place, London EC2M 2RB Phone:Â 020 3142 5369 Email: enquiries@ciras.org.uk Website: www.ciras.org.uk


Government & regulatory

Rail Accident Investigation Branch The Rail Accident Investigation Branch (RAIB) independently investigates accidents to improve railway safety, and inform the industry and the public

L

ord Cullen’s inquiry report on the Ladbroke Grove rail accident in 1999 recommended the creation of an organisation to independently investigate railway accidents to improve safety. RAIB became operational in October 2005 as the independent body for investigating accidents and incidents on mainline railways, metros, tramways and heritage railways throughout the UK. RAIB employs inspectors and principal inspectors with either a professional railway or investigation background and gives them extensive training in railway operations, railway engineering and investigating. Including the inspectors and the team who provide essential business support, RAIB has a total staff of 43 people. Investigations are focused solely on improving safety. RAIB are not a prosecuting body and do not apportion blame or liability. Possible breaches of legislation are dealt with by other organisations, usually the police and safety authorities. RAIB’s responsibilities are: • To investigate causes of railway accidents and incidents where it believes investigation will bring safety learning to the industry • Identify the factors that may lead to a similar accident or make the consequences worse • Highlight gaps in the railway industry’s safety defences that are revealed during investigations • Make recommendations to prevent the same thing happening again • Increase awareness of how railway accidents happen and cooperate with

other investigation organisations nationally and internationally to share and encourage good practice. Whenever RAIB investigates, it publishes the results as an investigation report. RAIB also produces safety digests that highlight learning points which have emerged from the preliminary examination of an event. RAIB investigates accidents and incidents which occur on the UK main line networks (Network Rail and Northern Ireland Railways), London Underground, other metro systems, tramways, heritage railways and the UK part of the Channel Tunnel. Operators of these types of railway and tramway have a duty under the law to notify RAIB of some types of accidents and incidents. RAIB monitors operations on the major networks through various industry reporting systems and has the legal power and discretion to decide to investigate any event that occurs on a system that is within its scope, not just those that it is notified of as a requirement. Some events on the main line railways that result in death or serious injury will not be investigated by RAIB (and in some cases they do not have to be notified to RAIB). There are two main reasons why this may happen. In many cases, from the information available at the time, it appears that the person concerned has deliberately trespassed or otherwise put themselves in harm’s way. If RAIB is satisfied, after making enquiries, that although an accidental sequence of events has resulted in tragic consequences, there are no safety lessons to be learned, RAIB will not investigate further.

RAIB priorities RAIB’s priorities for 2018/19 are to: • Work with ORR to maximise the effectiveness of its recommendations, and to improve the understanding of each organisation’s roles • Continue to work with other railway accident investigators in the UK to exchange good practice, and to help improve the quality of investigations throughout the industry • Make progress towards closer working with the other Accident Investigation Branches (Air and Marine, Defence and Health Care Safety) to promote sharing of good practice in accident investigation • Review and revise its Memorandums of Understanding with other statutory bodies (eg National Police Chiefs Council, British Transport Police, ORR and others) • Work to improve information exchange between railway accident investigation bodies in the European Union (EU), and elsewhere in the world (in conjunction with RSSB). As it is based in operational centres in Derby and Farnborough, RAIB is able to respond quickly to accidents in any part of the UK.

KEY PERSONNEL Chief Inspector: Simon French

CONTACT INFORMATION Address: The Wharf, Stores Road, Derby DE21 4BA  Phone: 01332 253300 Email: enquiries@raib.gov.uk Website: www.gov.uk/government/organisations/rail-accident-investigation-branch Rail Professional Industry Reference Book 2019 Page 43


Anochrome Technologies Ltd provides a global source of specialist coatings on both small and large batch sizes which include Solid film lubricants, Aesthetic / decorative, EMC/RFI shielding, Anodising, Pad / Screen Printing High temperature Performance ,High end Zinc flake corrosion and to add to the already long list we have a new product range called Anoshield which is a Duplex system for high-end corrosion used for the harshest of environments which is proving itself well in the Nuclear, offshore rail and tunnelling sectors gaining approvals with various certification body’s as it is used to replace existing technologies. Full Technical back up and support are available to assist you in your requirements please contact: Anochrome Technologies Ltd Commercial Road Bloxwich, Walsall, West Midlands WS2 7NQ Email: sales@anotec.co.uk Tel: +44 (0)1922 404604 Wolverhampton Electro Plating Ltd provides A global source of Zinc Flake coatings, organics Mechanical plating Electro plating, phosphating covering a vast array of market sectors Auto motive construction, Oil and Gas , Rail and Nuclear, to name a few. using the latest Bulk processing Robotic Technology available on the market this provides a high end Quality ,Fast ,competitive reliable product to meet the ever increasing demands the market place require. Full Technical back up and support are available to assist you in your requirements please contact: Wolverhampton Electro Plating Ltd Wood Lane, Fordhouses, Wolverhampton WV10 8HN Email: sales@wepltd.co.uk Tel: +44 (0)1902 397333 Anochrome Ltd Anochrome Ltd provides offers high levels of service and satisfaction to all its customers and meets in full, the requirements of a wide range of markets, offering bulk processes including vat zinc and vat zinc nickel electroplating lines with a comprehensive range of passivates and torque modifying top coats including the latest heavy weight trivalent passivates. The Cathodic Electrocoat or E-cote line has recently been upgraded to improve performance, of both the paint system and the operation and is capable of supplying competitive volume racked products to many automotive and industrial specifications. Commercial Road Bloxwich, Walsall, West Midlands WS2 7NQ Email: sales@anotec.co.uk Tel: +44 (0)1922 404604 Inlex locking Ltd Inlex locking Ltd the thread locking and sealing specialists of the group provides a fully comprehensive range of thread locking and sealant products for today’s high-tech fastening applications. Applied via robotic and automated equipment using the latest technologies, application of reactive microencapsulated adhesives and non-reactive thread and under head sealants systems provide the solution to the perennial problems of sealing metal to metal joints, whilst not affecting the integrity of the joint. The latest technology at Inlex allows duplex patches to be applied featuring two different products on the same fastener or if required single application of the same material on both thread and under head in one application. The latest Technology for Protection against Weld Splatter and Electrodeposited Coatings (KTL0 to the vast array of services provided by Inlex is omniMASK. Inlex-Locking Ltd Wood Lane, Fordhouses, Wolverhampton WV10 8HN Email: sales@inlexltd.co.uk Tel: +44 (0)1902 397300


Government & regulatory

London TravelWatch London TravelWatch is the official watchdog organisation representing the interests of transport users in and around the nation’s capital

L

ondon TravelWatch was set up by Parliament to be the official voice of London’s travelling public. Funded by the London Assembly and accountable to it via the Assembly’s Transport Committee, the watchdog represents users of the national rail network in London and the surrounding commuter belt and international rail passengers using Eurostar. It also represents all those who use buses, the Underground, Docklands Light Railway (DLR), dial-a-ride, trams, taxis, cable cars and river transport, as well as cyclists, motorcyclists, pedestrians and other users of London’s principal road network. The watchdog aims to secure a better journey experience for everyone travelling in and around London: commuters, leisure travellers, visitors and tourists however they travel. Its multimodal remit reflects the way most people use transport in London – making active choices between modes and interchanging from one mode to another in the course of a typical journey. London TravelWatch carries out a variety of activities, including: • Commissioning and carrying out research, evaluating and interpreting the research carried out by others, to ensure that its work is based on the best possible evidence • Investigating complaints that people have been unable to resolve with service providers • Reviewing almost 8,000 enquiries from transport users in 2017/18,

• •

taking up over 2,400 cases with the operator because the original response the complainant had received was unsatisfactory Monitoring trends in service quality as part of an intelligence-led approach Regularly meeting with and seeking to influence the relevant parts of the transport industry on all issues which affect the travelling public Working with a wide range of public interest organisations, user groups and research bodies to ensure it keeps up to date with passenger experiences and concerns Speaking for the travelling public in discussions with opinion formers and decision makers at all levels, including

the Mayor of London, the London Assembly, the Government, Parliament, and local councils. London TravelWatch also has a statutory role to assess the impact and make recommendations if proposals are made for the closure of a railway line or a station (or station facilities) within the London railway area. London TravelWatch keeps its work priorities under review by means of a simple set of criteria. These criteria are similar to those used by other consumer protection and enforcement bodies and allow London TravelWatch to plan and coordinate its activity with other consumer bodies and the London Assembly. London TravelWatch Board and Committee meetings are open to the public, details are available on its website.

KEY PERSONNEL Chair: Arthur Leathley Chief Executive: Janet Cooke Operations & Communications Manager: Richard Freeston-Clough Finance Officer: Sandra Ambo Director, Policy & Investigation: Tim Bellenger Casework Manager: Susan James

CONTACT INFORMATION Address: Europoint, 5-11 Lavington Street, London SE1 0NZ Phone: 020 3176 2999 Email: info@londontravelwatch.org.uk Website: www.londontravelwatch.org.uk Rail Professional Industry Reference Book 2019 Page 45


Government & regulatory

North East Combined Authority The NECA is the legal body that brings together the seven councils of County Durham, Gateshead, Newcastle, North Tyneside, Northumberland, South Tyneside and Sunderland

T

he North East Combined Authority’s ambition, as set out in its Transport Manifesto is to provide affordable, attractive, reliable, safe, healthy transport choices for businesses, residents and visitors while enhancing the environment. Working with partners, the NECA provides leadership and a united voice on key strategic transport issues, links strategic transport planning with economic priorities, provides strong representation on transport issues of national significance including rail, air travel, strategic road network and ports as well as providing more effective coordination to enable improvement to the area’s public transport network. Previously overseen by the Tyne and Wear Integrated Transport Authority (ITA), in 2014 the responsibilities and assets of the ITA were transferred to the NECA. From that date the Tyne and Wear Integrated Transport Area was dissolved. NEXUS manages the

functions which it previously delivered within the Tyne and Wear area. NEXUS is the trading name of the Tyne and Wear Passenger Transport Executive. NEXUS is an independent organisation. It was created in 1969 by the Tyneside Passenger Transport (Designation) Order 1961 in accordance with the Transport Act 1968 and is responsible for overseeing work and ensuring good governance. The vast majority of these responsibilities have been delegated to a committee of NECA – the Transport North East (Tyne and Wear) Sub-Committee. Some responsibilities, such as the setting of transport levies and the approval of the regional transport strategy are discharged by the Authority’s principal decision-making body – the NECA Leadership Board. The NECA has prepared and submitted a bid on behalf of the seven local authorities which aims to obtain in excess of £100 million in funding which will be invested in major improvements to sustainable transport in the area. The aim of this bid is to help close the area’s productivity gap through better connectivity and more mobility, enabling growth, reducing congestion and improving air quality and public health at the same time.

Tyne, Gateshead, South Tyneside, North Tyneside and Sunderland. When the Metro opened to the public in August 1980 it was Britain’s first light rapid transit system and was the first railway in the country to be truly wheelchair compatible. The system was progressively opened in phases through to 1984 when the full 34 miles of the original network became operational with the opening of the line into South Shields. In its first year of full operation there were more than sixty million passenger journeys. The local rail network was privatised in 1996, however, Tyne and Wear PTE, Nexus as it is now called, kept responsibility for the operation of the Metro. The Metro was extended to Sunderland in April 2002.

KEY PERSONNEL Chief Executive: Helen Golightly Chief Finance Officer: Paul Woods Chief Legal Officer: Peter Judge Policy and Scrutiny Officer: Nicola Laverick

CONTACT INFORMATION Address: Quadrant, Colt Business Park, The Silverlink North, North Tyneside NE27 0BY Phone: Contact via website Email: enquiries@northeastca.gov.uk Website: www.northeastca.gov.uk

Metro The Tyne and Wear Metro serves Newcastle upon

Airport

Bank Foot

Callerton Parkway

Fawdon

Kingston Park

Wansbeck Road

South Gosforth

Four Lane Ends

West Monkseaton

Northumberland Park

Benton

Longbenton

Regent Centre

Palmersville

Monkseaton

Shiremoor

Ilford Road West Jesmond

Whitley Bay

Cullercoats

Jesmond Newcastle City Centre

St James

Haymarket Monument

Chillingham Road Manors

Byker

Wallsend

Walkergate

Hadrian Road

Percy Main

Central Station

Gateshead Stadium

nexus.org.uk/metro 0191 20 20 747

Page 46 Rail Professional Industry Reference Book 2019

Tynemouth

North Shields

River Tyne

Gateshead

Main Bus Interchange Rail Interchange Ferry (only A+B+C tickets valid) Airport Park and Ride

Meadow Well

Howdon

Felling

Pelaw Heworth

Jarrow Hebburn

Simonside Bede

Chichester

Tyne Dock

Brockley Whins Fellgate

South Shields

East Boldon Seaburn

St Peter’s

Stadium of Light

River Wear Sunderland City Centre

Pallion South Hylton

University Millfield

Sunderland

Park Lane


INDEX

Infrastructure Network Rail Crossrail Ltd Get Link (formerly Eurotunnel) High Speed 1 Ltd HS2 Ltd East West Railway Company Limited Midland Metro Alliance London Continental Railways

Image: Š Crossrail Ltd

Rail Professional Industry Reference Book 209 Page 47


Introducing the new great British Cables Company, established 1895! Yes, we have actually been around for quite a while. In fact, we were the first successful company in Britain to design, manufacture and distribute specialist cable products throughout the UK. Whilst many will recognise us as the largest volume manufacturer of copper telecoms cables, we now also provide a vast range of cables and accessories for just about every industry sector and application.

britishcablescompany.com Page 48 Rail Professional Industry Reference Book 2019


Our specialist knowledge, considerable manufacturing capability and unbeatable service back up is now available to customers who are, to put it simply, looking for a better cable partner. This is a new chapter in our remarkable story and we are proud to be flying the flag for British companies everywhere. To learn the full story contact our sales team on 0161 741 2345.

British Cables Company | Delaunays Road, Blackley, Manchester M9 8FP | T: 0161 741 2345 Rail Professional Industry Reference Book 2019 Page 49


Infrastructure

Network Rail Network Rail runs, maintains and develops Great Britain’s tracks, signalling, bridges, tunnels, level crossings, viaducts and 20 key stations

N

etwork Rail is a public sector arm’s length body, giving it commercial and operational freedom. Its main customers are the TOCs and FOCs which provide services on Network Rail’s infrastructure. In 2014 Network Rail devolved day-today responsibility for railway businesses to ten strategic geographical areas which was then reduced to eight. Network Rail’s freight activities are conducted at a national level as part of its Freight & National Passenger Operators department. Performance Network Rail uses the public performance measure (PPM) to measure the performance of individual trains. PPM combines figures for punctuality and reliability into a single performance measure and is considered the industry standard.

Network Rail measures the performance of passenger services against their planned timetable as agreed between the operator and Network Rail at 10pm the night before each day’s schedule. PPM is the percentage of trains which arrive at their terminating station ‘on time’ compared to the total number of trains planned. Network Rail also measures its safety performance using a model produced by the Rail Safety and Standards Board (RSSB). It measures safety from the perspective of passengers at stations and all aspects of interaction between the general public and the railway. Control Period Six Network Rail runs five year long Control Periods which it uses to determine priorities for investment. Each Control Period begins on 1st April and ends on 31st March to

coincide with the financial year. Control Period Six commences in April 2019. Network Rail published its final update for Control Period Five, detailing its Delivery Plan for the final year of the period. It will publish a similar Delivery Plan for Control Period Six in 2019. Strategic Freight Network The Strategic Freight Network (SFN) is a series of schemes carried on the freight network across the country. Schemes currently underway include gauge clearance, train lengthening and capacity building. Anglia The Anglia route takes in the railway from London Liverpool Street station, which is the capital’s third busiest station with 63.6 million passenger journeys passing through every year, to Norwich, Cambridge, Hertford,

Using the latest technology, we provide accurate and efficient measurement solutions to capture as-built survey data of the UK’s rail infrastructure. Our rail survey capabilities: • Subsurface Laser Scan Surveys • Multi-Beam Sonar Surveys

Making sense of our 3D world

• Indoor Mobile Mapping • UAV Aerial LiDAR Surveys • 3D Laser Scan Surveys • 3D Modelling & Visualisation • Mobile 3D Laser Scan Surveys • Satellite & Structural Deformation Modelling

Phone +44 (0)1606 75755 Email info@geoterra.co.uk Web geoterra.co.uk Chartered Land Surveyors & Geospatial Engineers

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Infrastructure

Southend, Stansted Airport and the Port of Felixstowe. London North Eastern and East Midlands (LNE&EM) The LNE & EM Route contains strategically important national assets which connect communities and economies across the length and breadth of the country. LNE & EM encompasses three of the country’s most important strategic rail corridors: • East Coast Main Line (ECML) • Midland Main Line (MML) • TransPennine Route. Geographically it is the biggest Network Rail Route, with 4,600 miles of track spanning the length of the country from Scotland to London via Leeds and Sheffield.

London North Western (LNW) London North Western (LNW), the largest of Network Rail’s route businesses, is the ‘Backbone of Britain’ – the economic spine connecting our main cities. LNW runs from London Euston and Marylebone in the south through the Chiltern, West Midlands and North West regions before joining with Scotland at Gretna. It is home to the West Coast Mainline, the busiest mixed-use railway in Europe, serving London, Birmingham, Manchester, Liverpool and Glasgow. Scotland Network Rail Scotland looks after Scotland’s railway infrastructure, including the world-famous Forth Bridge that connects passengers in Fife, north of Edinburgh, with Edinburgh and the Borders.

In May 2015, the Scotland route joined with Abellio ScotRail to form the ScotRail Alliance to improve the network for passengers and businesses. South East The South East route is the busiest and most congested in the country, connecting the capital and its southern and south-eastern suburbs with Kent, Surrey, Sussex and Europe. Around five thousand passenger trains run every day over almost two thousand miles of track. Wales This route links the major towns and cities of Cardiff, Newport, Swansea, Wrexham and Shrewsbury, as well as providing connectivity in more rural areas. Journeys to and from Cardiff Central station are forecast to increase from 13 million to 33 million by 2043. Wessex This route is one of the busiest on the rail network, taking in all or part of the counties of Surrey, Berkshire, Hampshire, Dorset, Somerset and Wiltshire. Passenger numbers on the route have more than doubled in the last twenty years, with over half a million-people using it every day. There are more than 230 million passenger journeys on Wessex routes each year, including nearly a hundred million to or from London Waterloo. Western The Western route runs from Paddington to Penzance, taking in Oxford, Bristol, Bath, Worcester, Exeter and Newbury. New electric power and major investment has transformed the route in recent years. London Paddington and Bristol Temple Meads, which Network Rail owns and manages. KEY PERSONNEL Chair: Sir Peter Hendy CBE Chief Executive: Andrew Haines Route Services Director: Susan Cooklin Group Safety, Technical & Engineering Director: Jon Shaw Managing Director, Scotrail Alliance: Alex Hynes Managing Director, System Operator: Jo Kaye Managing Director, Infrastructure Projects: Francis Paonessa Chief Financial Officer: Jeremy Westlake

CONTACT INFORMATION Address: 1 Eversholt Street, London NW1 2DN Phone: 020 7557 8000 Email: Contact via website Website: www.networkrail.co.uk

Rail Professional Industry Reference Book 2019 Page 51


Infrastructure

Crossrail Established in 2001, Crossrail Limited was set up to build the new £15 billion railway that will open as the Elizabeth line

I

n the 19th Century the Regents Canal Company, began plans for a new surface railway across London. They lobbied for permission to build a railway that would link Paddington with London’s docks, running alongside or even replacing the Regents Canal itself. Parliament granted permission for the scheme in the 1880s, but it ultimately came to nothing. However, 50 years later, the Abercrombie Plan argued that better links were needed between the east and west of

the UK’s capital city, and proposed building two new Tube lines. Although much of the Abercrombie Plan came to pass the new Tube lines did not, the idea, however, was not forgotten and transport needs continued to develop and soon the need for a new line that provided better cross-Capital links began to seem more pressing. In the 1974 London Rail Study, that line finally got a name – ‘Crossrail’. The genesis of the idea was a northern tunnel that

Page 52 Rail Professional Industry Reference Book 2019

would join British Rail’s Western Region lines west of Paddington to the Eastern Region lines east of Bethnal Green. The study recommended feasibility studies be undertaken as a priority, in 1980 a British Rail discussion paper, proposed an intercity link across London featuring three route options. Rather than focusing on the east and west, the scheme suggested linking the existing infrastructure north and south of London, possibly via a deep bore tunnel. Although the route was very different


Infrastructure

from that which had been proposed in 1974, the overall objective was not massively dissimilar. The 1980 discussion paper ultimately led to nothing, Underground congestion that both it and the 1974 study had highlighted continued to develop and by the late 1980s, the existing Tube and rail capacity was approaching its limits. The Government therefore commissioned and published the Central London Rail Study in 1989 – a report which took many of the schemes highlighted in the 1974 study and developed them into more concrete framework: East-West Crossrail, a line from Wimbledon to Hackney via Chelsea and Thameslink. In addition to all this, the Jubilee line extension was proposed in the East London Rail Study published a few months later. In October 1990 the Government finally gave the go-ahead to British Rail and London Transport to develop the east-west Crossrail scheme. In November 1991, a private bill was submitted to Parliament but the recession in the early 1990s, combined with constraints on public finances, proved key factors that lead to Parliament rejecting the Bill. Despite the decision not to proceed, the October 1990 announcement safeguarded (legally protected from conflicting development) Crossrail’s route, and in 1994 it was announced that the Crossrail project would be pushed forward under the Transport and Works Act (TWA) system, but in April 1996 the Secretary of State for Transport, Sir George Young, asked London Transport and British Rail to temporarily suspend their TWA application. Crossrail, he stated, could only come about after the Jubilee Line Extension, Thameslink and the Channel Tunnel Rail Link had been dealt with. In July 2000 the Government once again asserted that an east-west rail link should go ahead. The Mayor of London’s Transport Strategy also prioritised the relief of overcrowding on London Underground. The Government asked the Strategic Rail Authority (SRA) to study the requirements for extra passenger capacity to and through London. The London East West Study that the SRA published recommended that both Crossrail and the Hackney to southwest London routes be resurrected and schemes developed to construct them. The London East-West Study was well-received and as a result Cross London Rail Links (CLRL), jointly owned by the SRA and Transport for London (TfL), was set up to undertake project definition work on a Crossrail link and a feasibility study of a possible Hackneysouthwest London scheme. Crossrail Limited Established in 2001, Crossrail Limited was set up to build the new railway that will open as the Elizabeth line. Jointly sponsored by

TfL and the Department for Transport, once the railway is complete it will be handed over to TfL and run as part of London’s integrated transport network. In 2004 the Government, committed to introducing legislation to enable Crossrail to proceed, and worked closely with TfL and wider stakeholders to develop a funding and financing package. The Crossrail Hybrid Bill was presented to Parliament in February 2005 and The Crossrail Act 2008 finally gave Crossrail a confirmed route – Maidenhead and Heathrow in the west to Shenfield and Abbey Wood in the east, with new rail tunnels (and stations) under central London as required. Crossrail Limited became a wholly owned subsidiary of TfL on 5th December 2008. After years of planning and development, Crossrail finally broke ground on 15th May 2009 at Canary Wharf and tunnelling later

began on the project. Crossrail tunnelling began in May 2012 with eight tunnel boring machines (TBM) called Phyllis, Ada, Elizabeth, Victoria, Jessica, Ellie, Sophia and Mary. Tunnelling ended at Farringdon three years later in May 2015 with the arrival of tunnel boring machine Victoria. The operational railway was renamed the Elizabeth line in February 2016 in honour of Britain’s longest serving monarch. When completed, three separate services will operate: • Paddington to Abbey Wood • Paddington to Heathrow • Liverpool Street to Shenfield. KEY PERSONNEL Chief Executive: Mark Wilde

Rail Professional Industry Reference Book 2019 Page 53


Infrastructure Services

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Infrastructure

Getlink Getlink was officially born on 20th November 2017 when Groupe Eurotunnel underwent a corporate rebrand

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ach year, Eurotunnel safely transports more than 20 million passengers, 1.6 million trucks, 2.6 million cars, two billion tonne-kilometres of freight and, eventually, one gigawatt of electricity. Rebrand Talking about the rebrand, Chairman and CEO of Getlink, Jacques Gounon, said: ‘With revenues of over €1 billion, an operating margin of fifty per cent and predictable cash flows up to 2086, Getlink has demonstrated the effectiveness and resilience of its economic model. It is on this same basis that we will continue to generate growth by offering our customers high value adding solutions’. Summer records Summer 2017 saw Eurotunnel set new traffic records for Le Shuttle Passenger service. With almost 564,000 vehicles carried over the period from 17th July to 3rd September, traffic grew by two per cent compared to the same period in 2016, which was itself a record year. Beyond the traffic records, recent investments in the premium service, like the opening of the new Flexiplus lounge in France on 15th July are also bearing fruit with bookings for this category up by six per cent. In addition, Le Shuttle has seen Frequent Traveller bookings increase by twelve per cent. Jo Willacy, Eurotunnel Commercial Director, said: ‘Our customer numbers continue to grow alongside their loyalty to our service. I can only thank them on behalf of all our staff for the confidence they have shown in us. The Le Shuttle frequency of departure and the speed of service are key factors in booking decisions.’

Innovation In June 2017 the first stone of the future freight train scanner, the first of its kind in France, was laid at a ceremony held at CalaisFrethun freight yard. The £5.7 million freight train scanner, paid for entirely by Getlink, will be sited on the national railway network following an agreement reached with SNCF Réseau. Operated by customs officers from the Douane, the only authority certified to use such material in France, the scanner will bring savings of several hours to the process of controls on trains heading for the UK via the Channel Tunnel. The installation of this equipment will enable the control of up to 30 trains per day at a speed of twelve miles per hour, without stopping. In addition, the new scanner will considerably improve the efficiency of action to prevent smuggling. Patrick Jeantet, Chairman and CEO of SNCF Réseau, stated: ‘Our specialist teams will work closely together to install this scanner. SNCF Réseau has made space available and will modify equipment to accommodate this innovative solution which will considerably improve cross Channel traffic flow.’ Traffic growth On 28th April 2017 Eurotunnel inaugurated the first of three new, third generation freight shuttles. With the boom in the digital economy and the concentration of cross-Channel traffic onto the shortest routes, particularly in light of environmental concerns, the market for Eurotunnel’s Le

Shuttle Freight is set to continue its growth over the coming years. In response to this demand and to reach its objective of transporting two million trucks in 2020, Eurotunnel has invested £36 million to acquire three new, 800-metre-long freight shuttles, each made up of 32 carrier wagons, three loaders and a club car for the truck drivers. Made to order by WBN Waggonbau Niesky GmbH for Eurotunnel, and benefitting from the latest developments in technology to ensure energy efficiency, strength and reliability, these three new shuttles will strengthen the existing fleet and bring an additional twenty per cent capacity, enabling Eurotunnel to offer up to eight departures per hour. KEY PERSONNEL Chairman and Chief Executive Officer: Jacques Gounon Deputy CEO: François Gauthey Chief Operating Officer – Corporate: Michel Boudoussier Chief Operating Officer - Safety and Ethics: Philippe de Lagune Chief Operating Officer – Europorte: Pascal Sainson Safety, Sustainable Development and Business Services Director: Patrick Etienne Commercial Director – Concession: Jo Willacy Chief Executive Officer – ElecLink: Steven Moore

CONTACT INFORMATION Address: UK Terminal, Ashford Road, Folkestone, Kent CT18 8XX Phone: 0844 335 3535 Email: communication.internet@getlinkgroup. com Website: www.getlinkgroup.com Rail Professional Industry Reference Book 2019 Page 55


Infrastructure

High Speed 1 High Speed 1 (HS1) is the UK’s first section of high-speed rail and operates along a 68 mile long railway between London and the United Kingdom end of the Channel Tunnel

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perating as both a domestic and international service, the line carries passengers from St Pancras International in London and the Channel Tunnel and connects with the international high-speed routes between London and Paris, and London and Brussels. HS1 Limited has a 30 year concession to own and operate High Speed 1 as well as the stations along the route: St Pancras International, Stratford International, Ebbsfleet International and Ashford International. The company was acquired by a consortium comprising of funds advised and managed by InfraRed Capital Partners and Equitix Investment Management in July 2017. The cost of construction was £6.2 billion. Anniversary On November 14 2017, HS1 celebrated its

tenth anniversary, to mark the milestone HS1 Limited published a report entitled ‘10 Businesses at 10 Years’. The report presents real life examples of how HS1 has helped ten of the most exciting businesses in Kent to grow and prosper.

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An accompanying survey of leading Kent businesses showed that: • 91 per cent of those asked said that their business has benefitted from HS1 • 89 per cent said that HS1 has made Kent a more attractive place to set up a


Infrastructure

social value in the regions it serves and the UK more widely. Passengers using HS1 have doubled since launch, with services carrying over twenty million domestic and international passengers in 2016 alone, with an unrivalled average delay per train of less than five seconds.

business • Over one third said that HS1 was a factor when choosing to set up their business in Kent • Over 80 per cent said that HS1 had helped their business grow • One hundred per cent said that HS1 will play an important role in the future growth of Kent. Dyan Crowther, CEO of HS1 Limited, said: ‘As the nation’s first and only high speed railway, HS1 has been a catalyst for growth, generating economic, cultural and

Economic boost A report independently produced by Visit Kent and tourism economists Destination Research revealed that for every HS1 leisure journey made to Kent in 2016, £81 was added to Kent’s local economy. Almost 6,000 tourism sector jobs in Kent created and supported by HS1 with the total economic contribution to Kent’s visitor economy since domestic HS1 services began estimated at over £311 million. The findings demonstrate further the remarkable growth of Kent’s visitor economy, the value of which has increased by £1 billion since 2003. Kent’s visitor economy is now worth in excess of £3.6 billion, with the county welcoming more

than 60 million visitors in 2015. Growth HS1 Limited has ambitions for the numbers of passengers visiting St Pancras International and using high-speed rail services to grow. In 2018, HS1 Ltd announced that it would be working closely with other infrastructure managers to help develop new routes, including a direct passenger service to Bordeaux. KEY PERSONNEL Chairman: Keith Ludeman Chief Executive Officer: Dyan Crowther Chief Operating Officer: Sean Horkan Chief Financial Officer: Mark Farrer General Counsel & Corporate Services Director : Lucy Clarke-Bodicoat Commercial Director: Wendy Spinks

CONTACT INFORMATION Address: 5th Floor, Kings Place, 90 York Way, London N1 9AG Phone: 020 7014 2700 Email: info@highspeed1.co.uk Website: www.highspeed1.co.uk

Rail Professional Industry Reference Book 2019 Page 57


Infrastructure

High Speed Two High Speed Two (HS2) is the company responsible for developing and promoting the UK’s new high-speed rail network. It is funded by grant-in-aid from the Government

H

S2 will link eight of the UK’s major cities and serve millions of people. Travelling between the cities of the Midlands and the North will become much

easier. HS2 will free up extra capacity for local passenger and freight services on the existing network. So, as well as efficiently carrying millions of people, the new railway will benefit those who never use it. Economic value HS2 will begin rebalancing the UK economy long before the trains start running. It’s already beginning to boost economic development in the Midlands and the North,

and to ease pressure on London by creating opportunities elsewhere. HS2 will create around 25,000 jobs and fuel economic benefits worth over £103 billion to the UK. Stations On 13th December 2017 it was reported that some of the UK’s biggest contractors had formed joint ventures to bid for the opportunity to deliver London’s two planned HS2 stations. The combined deal would be worth a total of £3 billion. One station, Old Oak Common in west London, will be brand new and is believed to cost £1.3 billion to build. The other, Euston station, will be redeveloped at a cost of

£1.7 billion. Both projects are targeted for completion by 2026. Route HS2 will connect London to Edinburgh and Glasgow, running from Euston through the new station at Old Oak Common and then onto Birmingham. From there it will split off and run to the East Midlands Hub in one direction and to Manchester Piccadilly via Crewe in the other direction. That first stretch to Birmingham is Phase One which is expected to be completed by 2026. The second is Phase Two. It will be delivered in two phases: Phase 2a extends from the West Midlands to Crewe and is due to open in 2027. Phase 2b continues the line to Manchester and also joins the existing railway just south of Wigan. Meanwhile Phase 2b’s eastern leg runs from Leeds via HS2’s East Midlands Hub to Birmingham. Phase 2b services will begin in 2033. The remainder of the journey north will use the East Coast Mainline to connect the East Midlands Hub to Newcastle. Cluster effect Part of the goal of HS2 is to create different clusters in areas of the UK outside of London. One example of this is in the digital sector. The digital sector is a significant source of growth and employment in the UK, employing over 1.6 million people and with turnover that grew by over twenty per cent between 2011 and 2015. The North of England is home to digital clusters that employed over a quarter of a million people in 2014. Manchester is the largest digital cluster outside of London by number of employees. Leeds has expertise in health technology, Big Data and FinTech7. Newcastle is home to thousands of software, electronic gaming and creative businesses. The Sheffield City Region is home to over five thousand technology companies. Liverpool has strengths in the areas of gaming and connected devices. HS2 aims to help cities such as Leeds, Manchester, Newcastle and Birmingham to strengthen their offers as destinations for conferences and business visitors, providing networking opportunities for local businesses. Another cluster that HS2 aims to cultivate is in the financial services sector. Cities and regions in the Midlands and the North find it harder to secure the same degree of scale and success as their counterparts in the Southeast. In the North the population is spread across a number of cities and the density of employment in urban areas is

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Infrastructure

KEY PERSONNEL

lower than in the rest of England. This smaller scale of urban areas is compounded by poorer levels of transport connectivity compared to the Southeast. For example, a 52-mile rail journey from Birmingham to Nottingham takes one hour and nine minutes. A comparable rail journey between Southampton Central and Reading of fifty miles is around twenty minutes faster. HS2 is intended to increase the number of skilled workers that businesses based in the UK’s cities can access – both directly on HS2 services, and by releasing capacity on the existing rail network for local commuter services. For example, the combination of changes to conventional rail services alongside new HS2 services has the potential to more than double evening peak

seats compared to today’s services from Manchester Piccadilly towards Stoke-onTrent and Crewe. Journey times The big selling point of HS2 is of course the speed at which passengers will be able to make their way around the country, with journey times reduced. The biggest impact will be felt on the Leeds to Birmingham Interchange route. That journey currently takes almost two and a half hours, HS2 will make the trip in 46 minutes. Passengers travelling from Leeds and Preston to London will see their travel times cut by 50 minutes to around one hour and 20 minutes for both routes.

Chief Executive Officer: Mark Thurston Chairman: Sir Terry Morgan Chief Operating Officer: Richard Robinson Chief Financial Officer: Michael Bradley CB Director of Operations and Infrastructure Management: Chris Rayner Corporate Health, Safety, Security and Environmental Management (HSSE) Director: Emma Head Managing Director - Phase One: Jim Crawford Human Resources Director: Neil Hayward General Counsel and Company Secretary: Nicole Geoghegan Managing Director - Phase Two: Paul Griffiths Strategic Director for Stakeholder Engagement: Tom Kelly

CONTACT INFORMATION Address: Two Snowhill, Snow Hill Queensway, Birmingham B4 6GA Phone: 0808 143 4434 Email: HS2enquiries@hs2.org.uk Website: www.hs2.org.uk

Rail Professional Industry Reference Book 2019 Page 59


Infrastructure

East West Rail Dubbed the UK’s own ‘Silicon Valley’, when it is completed in the mid-2020s the East West Rail link corridor will be one of the country’s most strategically important railways

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ast West Rail is a scheme to re-establish a rail link between Cambridge and Oxford to improve rail services between East Anglia, Central and Southern England with enhanced connections to national mainline rail services. It’s been nearly 50 years since the closure of the old Varsity Line and this railway has huge potential to spread prosperity all the way along the line with the restoration of the link between the two academic powerhouses. When the line opens, it will have interchange stations with four main railway lines radiating out of London, but it will run under or over each, minimising any risk of delay. The aim is to build a route that allows future upgrades to be incorporated with as little disruption as possible. The project is being promoted by the East West Rail Consortium – a group of local authorities and businesses formed in 1995 with an interest in improving access to and from East Anglia and the Milton Keynes South Midlands growth area. The Consortium was established by Ipswich Borough Council who provided the chairman until 2005; a role now undertaken by Cambridgeshire County Council. The proposed East West Rail route falls into three distinct sections: • Western Section (Oxford to Bedford, Milton Keynes to Princes Risborough via Aylesbury)

• Central Section (Bedford to Cambridge) • Eastern Section (Cambridge to Norwich and Ipswich). Western Section The Western Section route is on existing lines between Bedford and Oxford, Milton Keynes and Aylesbury Vale. Oxford to Bicester Village has been significantly upgraded as Phase One of the overall East West Rail project. Phase Two of the Western Section covers the route from Bicester Village to Bedford (due open in 2022), and Milton Keynes to Aylesbury (due open in 2024). A Joint Delivery Board of elected members from the eight local authorities through which the Western Section of East West Rail will pass was created in 2012. Central Section The Central Section of East West Rail will extend all the way out to Cambridge. As the line was closed in the 1960s many bridges have either been removed or are in a poor state of repair and the Bedford bypass severs the line. The Consortium is now working with Network Rail to identify a single preferred route within a broad corridor from Bedford

to Cambridge via Sandy, for train services through to East Anglia. A Central Section Governance Board of elected members was established in 2014 to represent the Consortium member authorities’ interests as work progressed to identify a preferred route. Eastern Section The railway east of Cambridge is extensively used by freight as well as providing passenger services. There were no direct passenger trains between Cambridge and Norwich until September 2002. In December 2004, the train operator, ONE, introduced an hourly service from Ipswich to Cambridge. The railway for East West Rail services east of Cambridge to East Anglia and the east coast ports is also being reviewed. The East West Railway Company is a nondepartmental public arm’s length body set up by the government to accelerate the East West Rail project. KEY PERSONNEL Chair, Western Section of East West Rail: Mark Shaw Chairman, East West Railway Company: Rob Brighouse Delivery Director, East West Railway Company: Peter Austin Commercial Director, East West Railway Company: Chris Nicholson Strategy Director, East West Railway Company: Will Gallagher

CONTACT INFORMATION Address: Great Minster House, 33 Horseferry Road, London SW1P 4DR Phone: 0300 330 3000 Email: info@eastwestrail.org.uk Website: www.eastwestrail.org.uk Rail Professional Industry Reference Book 2019 Page 61


Infrastructure

Midland Metro Alliance The West Midlands Combined Authority, the design consortium of Egis, Tony Gee and Pell Frischmann, and contractor Colas Rail (supported by their suballiance partners Colas Limited, Barhale, Bouygues UK and Auctus Management Group) came together to form the Midland Metro Alliance in July 2016

T

he aim of the alliance is to provide continuity, learn lessons and apply them to future schemes to help drive down costs, improve efficiency and reduce disruption during the construction phases. For example, the alliance can take a more holistic view of design, procurement and construction requirements across the programme enabling the organisation to work with the local businesses and education establishments to deliver a local supply chain and workforce ready to support this major investment in the region. Each of the partner companies brings a complementary area of expertise to the alliance. The real focus, however, is on recruiting locally with the aim of leaving a legacy of skills and experience for the region, even after the extensions are complete.

Getting underway in 2017 Whilst the alliance was formed in 2016, its work became much more visible in 2017. One of the first projects undertook on behalf of Transport for West Midlands was the replacement of existing tram track on A41 Bilston Road in Wolverhampton in June 2017. This project, completed within budget and ahead of schedule in December 2017, saw over £750,000 worth of orders placed with Wolverhampton-based businesses. The Metro Extension Programme Midland Metro Alliance is currently working on five projects, each in differing stages of development, design or delivery. The Wolverhampton City Centre Extension A key project which got underway in 2017 is in the City of Wolverhampton. As part of the £150 million Wolverhampton

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Interchange, the Wolverhampton City Centre Metro extension will branch off from the existing route just before the current terminus at Wolverhampton St. George’s. This branch of the Metro will stop at the city’s bus station on Pipers Row, before continuing to the railway station which itself is being rebuilt, allowing easy interchange


Infrastructure

area and substantially increase public transport accessibility across the Black Country. In addition, it will reduce journey times and decrease dependence on private car use in the area. Preliminary designs were completed in 2018 and utility works are planned for Summer 2019. The route is currently anticipated to open for passenger service in 2023.

between rail, bus and tram along with other modes of transport. Work on the Metro extension began in Autumn 2017 and is scheduled to finish once the new railway station is complete in 2020. Birmingham Westside Extension Another Midland Metro Alliance project which commenced construction in 2017 was the Birmingham Westside extension will see the existing line, which was extended to Grand Central in May 2016, go even further into the heart of the city to a terminus on Hagley Road in Edgbaston. The first stage of work currently underway will take the Metro from Grand Central, past Birmingham’s Town Hall to Centenary Square with tram stops serving Victoria Square as well as the Paradise and Arena Central developments. Trams will operate along this 840-metre section using battery power – a first for the UK. The second stage will further extend the Metro from Centenary Square, along Broad Street to Hagley Road in Edgbaston (just west of Five Ways), featuring intermediate stops at Brindley Place and Five Ways. Trams are anticipated to operate to

Centenary Square in late 2019 and to Edgbaston in 2021, ahead of the 2022 Commonwealth Games. Birmingham Eastside Extension Plans to further extend the tram network to the east of Birmingham are well advanced, with a decision from central government on the Transport and Works Act Order expected imminently. Once approved, the route will separate from the existing line at Bull Street in order to serve Digbeth and the planned HS2 terminus at Curzon Street, helping to attract further commercial and residential development in the area. The aim is for passenger services to commence ahead of the opening of the HS2 station in 2026. Wednesbury to Brierley Hill Extension The 6.8-mile Wednesbury to Brierley Hill extension is a key driver for regeneration in the Black Country. The extension will branch off the current Metro line east of the Wednesbury depot to serve Brierley Hill via Dudley. Around four miles of the route will be along an abandoned railway corridor and the route will help to regenerate the local

East Birmingham to Solihull Extension The most ambitious extension of all, the East Birmingham to Solihull extension will see an additional ten miles of tramway further eastwards from the Birmingham Eastside route. Serving east Birmingham and north Solihull and terminating at the core HS2 interchange, when open for passenger service in 2026, it will allow access by Metro to the airport, National Exhibition Centre and UK central development. Local opportunities Building tram extensions in urban environments is a complex feat of engineering requiring considerable expertise, products and services. With more than one hundred categories of products and services required, there are many opportunities for local and regional businesses to get involved. The Midland Metro Alliance has tasked itself with achieving an 80 per cent supply chain sourced within the West Midlands. Efforts are continuing to ensure a truly local supply chain for the life-cycle of the extensions.

KEY PERSONNEL Director of the Midland Metro Alliance: Alejandro Moreno Project Director for Birmingham Westside Metro Extension: Steve Grimes Project Director for Birmingham Eastside Metro Extension and Wednesbury to Brierley Hill Extension: Ian Collins Construction Director: Paul Brown Financial and Commercial Director: Nafees Arif Engineering Director: Frederic Rabier Health and Safety Director: Stuart Cormack

CONTACT INFORMATION Address: 4th Floor Alpha Tower, Suffolk St Queensway, Birmingham B1 1TT Phone: 0121 643 8729 Email: Contact via website Website: www.metroalliance.co.uk Rail Professional Industry Reference Book 2019 Page 63


Infrastructure

LCR LCR is a property and regeneration company, owned by the Government with a 20-year track record of creating new homes, jobs and economic growth from railway assets.

L

CR uses its skills in land assembly, placemaking and development to unlock regeneration opportunities. Its unique position on the cusp of the public and private sectors allows LCR to work effectively with multiple stakeholders, to de-risk complex sites and attract investment. The team’s considerable experience includes the delivery and sale of the High Speed 1 railway and the associated multibillion-pound, mixed-use developments at King’s Cross and Stratford City – two of London’s most successful regeneration stories. Major projects LCR’s current projects include the £850 million regeneration of the Mayfield site in Manchester. Working with U+I as its development partner, the project will deliver a mixed-use community at a 24-acre site

adjacent to Piccadilly station. In Stratford, east London, LCR and Lend Lease are continuing to bring forward the International Quarter London (IQL) – a £2.4 billion urban regeneration which will deliver four million sq. ft of Grade A office space, new homes and community facilities, within a 22-acre site. Nearly one million sq. ft of office space is already let or pre-let at IQL, to organisations including the FCA, Transport for London, Cancer Research UK and the British Council. In central London, LCR is working with the Department for Transport and Network Rail to create

a major new retail destination at Waterloo Station and has also transformed the nearby railway arches at Leake Street into a new dining and leisure destination, populated by local businesses and startups. Unlocking growth along the HS2 route LCR is using the invaluable development experience gained at King’s Cross, Stratford and Manchester Mayfield to help local authorities across the country bring forward regeneration. Working with councils and their partners, LCR will help create homes, jobs and economic growth through strategic development at and around key railway stations. Origins in the rail industry LCR was formed in 1994 to bid for the contract to build and operate the Channel Tunnel Rail Link (CTRL) and to own the UK arm of the Eurostar International train service. It won the bid in 1997 and spent the following ten years delivering on its promises for High Speed 1, until it sold a 30-year concession for the project for £2.1 billion to a consortium of Borealis and Ontario Teachers’ Pension Fund. LCR then moved from the private to public sector, becoming a limited company wholly-owned by the Department for Transport. KEY PERSONNEL Chairman: Lorraine Baldry OBE Chief Executive: David Joy Finance Director: Peter Hawthorne Development Director: Adrian Lee Asset Management Director: Lucy Robinson Business Development Director: Jamie Kerr

CONTACT INFORMATION Address: 4th Floor, One Kemble Street, London WC2B 4AN Phone: 020 7391 4300 Email: info@lcrproperty.co.uk Website: www.lcrproperty.co.uk

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INDEX

Holding Companies Abellio UK Arriva UK Trains First Group Go-Ahead Group Keolis Mitsui & Co / East Japan Railway Company MTR Corporation SERCO

Rail Professional Industry Reference Book 209 Page 65


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Holding companies

Abellio UK Abellio has been operating successfully in the UK for over ten years, it is the second largest rail company in the UK, operating four rail franchises

A

bellio was founded by NS as NedRailways in 2002 to take advantage of the liberalisation of the European transport sector. In 2003, a 25-year franchise to operate Merseyrail was won in a joint venture with Serco. Northern Rail followed in 2004 – won by the same joint venture. The Northern Rail franchise ended in 2016. In 2009, NedRailways was rebranded to Abellio after the purchase of Abellio Deutschland. This acquisition also meant the expansion from an owning group with two UK rail franchises to a European public transport company. In the same year, first steps into the London bus market were made by buying London Bus from National Express. The first solo UK rail franchise was won in 2012 by winning Greater Anglia. Furthermore, five rail bids in Germany turned out successfully and Qbuzz in The Netherlands was acquired. Continuation in the European market was formally approved by the Dutch Cabinet in March 2014 with the Long-Term Rail Agenda – a 15-year strategy proposed by the Dutch Ministry of Infrastructure and the Environment, and the Ministry of Finance.  In the same year Abellio completed successful extension negotiations for the Abellio Greater Anglia franchise and the same year was awarded the contract to operate ScotRail – Scotland’s National Railway. TheScotRail franchise started on 1st April 2015. Abellio secured the new East Anglia franchise in 2016 which will run up to 2025. The franchise is now run in partnership with Mitsui & Co. 2016 also saw the start of German operations, in North Rhine Westphalia and Mitteldeutschland.  In August 2017, West Midlands Trains

was announced as the winning bidder to run the next West Midlands rail franchise. The franchise, running under two separate brands London Northwestern Railway and West Midlands Railway, commenced on 10th December 2017. WMT is a joint venture, owned by Abellio and its partners for the bid, Mitsui and East Japan Railway Company (JR East). The same year, Qbuzz was sold to Busitalia, meaning that Abellio now focuses on the UK and Germany. In December 2017, Abellio Deutschland became the sole shareholder of WestfalenBahn, adding it to the German portfolio. Abellio’s European exchange of international best practice drives innovation and service improvements for passengers. Their strategy facilitates the exchange of ideas and discussion about mutual challenges to staff across all areas of operation, and this has resulted in innovation and service improvements for many passengers.

An example of this is the new Bike&Go scheme. Based on a hugely successful Dutch scheme called OV Fiets, Bike&Go is the UK’s first fully integrated cycle hire scheme for train stations. The scheme was adapted for the UK market and has now rolled it out at almost 50 stations across the Abellio UK franchises. Abellio believes schemes like this are very important to passengers, who travel from door to door, rather than from station to station. KEY PERSONNEL Managing Director, Abellio Group Extended Executive Board: Angelique Magielse Managing Director, Abellio UK Country Directors: Dominic Booth Deputy MD & COO: Alan Pilbeam Deputy MD & Business Development Director: Julian Edwards Financial Director: Chris Harris Commercial Director: Stewart Fox-Mills UK New Trains Project & Fleet Director: Alex White UK HR Director: Andrew Meadows Head of Policy and Communications (England and Wales): Mark Fuller Head of Policy and Communications (Scotland): David Williamson Operations Director: Jon Fenn

CONTACT INFORMATION Address: St Andrews House, 2nd Floor, 18-20 St Andrew Street, London EC4A 3AG Phone: 020 7430 8270 Email: customer.care@abellio.co.uk Website: www.abellio.com Rail Professional Industry Reference Book 2019 Page 67


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Holding companies

Arriva UK Trains Arriva is a major train operator in the UK with over 14 years’ experience in providing passenger rail services

A

rriva runs three rail franchises, one rail concession and one open access contract.

Northern Arriva operates the Northern franchise, the second largest rail franchise in the UK, and runs regional and commuter services across the region. Arriva is committed to improving journeys with nearly £600 million being spent on 98 brand new trains and 281 airconditioned carriages, refurbished trains, the complete retirement of Pacer trains, better stations and more services. It also plans more than two thousand extra services each week, with around four hundred additional Sunday services and a huge increase in capacity – creating space for thousands of extra passengers travelling into the five major commuter cities in the north during the morning rush-hour. CrossCountry The CrossCountry network is the most extensive rail contract in the UK. Stretching from Aberdeen to Penzance, Manchester to Bournemouth and from Stansted Airport to Cardiff, it calls at more than 120 stations. Based in Birmingham, CrossCountry connects seven of Britain’s ten largest cities, delivering services every weekday that equate

to some forty million passenger journeys a year. CrossCountry has been awarded five stars under the EFQM ‘Recognise for Excellence’ accreditation and the coveted UK Excellence Award by the British Quality Foundation. In 2017 it launched a pioneering initiative with the UK Scouting Association to encourage young people to stay safe on the railway. Chiltern Railways Chiltern Railways provide scheduled passenger services along the M40 corridor between London Marylebone and Birmingham Moor Street, to Aylesbury via Amersham. Following an investment of £250 million, Chiltern Railways opened the first mainline railway between two major UK cities in over one hundred years when it linked Oxford and London Marylebone. As of August 2018, Chiltern is the most popular operator between the Midlands and London and between Oxford and London and enjoys passenger satisfaction levels of ninety per cent. Grand Central Grand Central is an established long-distance train company carrying around 1.5 million passenger journeys a year. Grand Central

operates under an Open Access licence and reaches the parts of the country other services don’t – directly linking cities and towns in Yorkshire and the North East with London, often for the first time in years. Based in York, Grand Central operates 18 services a day on two routes with an industry leading customer satisfaction rating. Grand Central was the highest rated operator nationally in the last two waves of the National Rail Passenger Survey’ (Autumn 2017 and Spring 2018). The company is undertaking a comprehensive £9 million fleet refurbishment programme as part of ambitious plans to expand the business. London Overground Arriva Rail London operates the London Overground network under contract to Transport for London (TfL). The seven and half year concession commenced in November 2016, with the network linking 23 of London’s 33 boroughs. Working in partnership with TfL, Arriva Rail London plan to deliver further improvements for customers through more frequent services, new trains and improved interchanges, as well as developing stations and lines to meet increasing passenger demand. Arriva TrainCare Arriva TrainCare provides maintenance depots and servicing facility for electric and diesel trains. In recent years, Arriva TrainCare has grown following substantial investment in developing heavy maintenance work. Operating from five depots in strategic locations across the country, Arriva TrainCare currently provides overnight and heavy maintenance services to several train operating companies and ROSCOs, along with post production support for new train manufacturers.

KEY PERSONNEL Arriva CEO: Manfred Rudhart Managing Director UK Trains: Chris Burchell

CONTACT INFORMATION Address: Arriva plc, Admiral Way, Doxford International Business Pk, Sunderland SR3 3XP Phone: 0191 520 4000 Email: enquiries@arriva.co.uk Website: www.arriva.co.uk Rail Professional Industry Reference Book 2019 Page 69


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Holding companies

First Group First Group owns and operates multiple transport modes across the world – in the United Kingdom’s it owns three TOCs and operates two routes directly

F

irst is an experienced operator of all types of passenger railways – intercity, commuter, regional and sleeper services and as one of the most experienced operators in the UK. First have proposed and delivered over £650 million capital investment into the franchises since 2006. Since they began running rail operations, they have introduced more than 740 additional vehicles across various franchises, which has also led to the creation of new depot facilities and jobs. The customer app for First operating companies has been downloaded more than one million times; First is working with councils to introduce smart ticketing and has led one of the largest roll outs of free Wi-Fi on the UK rail network. Owner First Group owns Great Western Railway (GWR) which operates the Great Western rail franchise area. This includes South Wales, the West Country, the Cotswolds, and

large parts of Southern England. First will run the franchise until at least April 2019. First Group also owns TransPennine Express which provides vital connections between key cities in the North of England and Scotland. TransPennine Express operates intercity services on three main routes: • North TransPennine • South TransPennine • North West and Scotland. The third TOC owned by First Group is South Western Railway, which the Group owns in a 70/30 share with MTR. South Western Railway operates almost 1,700 services per day across the network, providing commuter, inter-urban, regional and long-distance services to passengers in south west London and southern counties of England, as well as Island Line services on the Isle of Wight. Operator First operates the Tramlink service on behalf

of Transport for London and the Heathrow Connect service with Heathrow Airport. It also operates Hull Trains and has track access rights to operate the service until 2029.

KEY PERSONNEL Chairman: Wolfhart Hauser Chief Executive Officer: Matthew Gregory Managing Director - First Rail: Steve Montgomery Interim Chief Financial Officer: Nick Chevis Group Employee Director: Jimmy Groombridge

CONTACT INFORMATION Address: 395 King Street, Aberdeen, Scotland AB24 5RP Phone: 01224 650100 Email: contactus.fec@firstgroup.com Website: www.firstgroupplc.com Rail Professional Industry Reference Book 2019 Page 71


Holding companies

Go-Ahead Group The Go-Ahead Group is one of the UK’s leading public transport providers with over one billion journeys made on its bus and rail services each year

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ince foundation in the 1980s, Go-Ahead has transformed from a small bus operator in northeast England to a FTSE 250 company. It employs 28,000 people in the UK and overseas, who work hard to deliver safe, reliable and value-for-money services for passengers. Go-Ahead has a devolved approach to the management of its bus and train operating companies. They are run autonomously, are locally-branded, and the management teams are empowered to respond directly to the needs of the local communities they serve. Working in this way ensures Go-Ahead retains strong local expertise and can focus on the needs of customers and adapt quickly to changing conditions in local markets. It is the largest operator of bus services in London, running around a quarter of London’s buses and outside of London, its regional bus services account for around eleven per cent of the UK market. Go-Ahead also runs bus services in Singapore and began running services in Ireland in 2018. Govia Go-Ahead’s UK rail operation (Govia) is a joint venture between Go-Ahead (65 per cent) and Keolis (35 per cent). In the years since the privatisation of rail operations, Go-Ahead’s rail division has delivered profitability, strong cash flow and good returns on capital; and continues to do so.

Govia Thameslink Railway (GTR) Govia Thameslink Railway (GTR) began operating in September 2014 with Great Northern and Thameslink routes. Southern and Gatwick Express routes were integrated in July 2015. It is the largest and busiest single rail franchise in the UK: in terms of passenger numbers (around 25 per cent of all train passenger journeys), trains, revenue and staff (6,500 people employed). The franchise encompasses King’s Lynn in the north and Brighton in the south, serving London as well as several important regional centres including Cambridge, Luton, Peterborough, Portsmouth and Southampton. It also provides direct links to

major airports (Gatwick and Luton) as well as St Pancras International. Southeastern The Southeastern franchise was won in 2006 and in its first year the franchise achieved the largest ever improvement in customer satisfaction of any UK rail operator. The sixyear franchise was extended twice. The first time until 2014 and then again until 2018. Southeastern operates services throughout Kent, parts of East Sussex and southeast London. Since December 2009 Southeastern has also operated the UK’s first high-speed domestic service on HS1. Outside of the UK Go-Ahead are currently mobilising four rail contracts in Germany, one in Norway and one in Australia. KEY PERSONNEL CEO of Go-Ahead: David Brown Interim CFO: Elodie Brian Chairman: Andrew Allner Senior Independent Director: Katherine Innes Ker Group Company Secretary: Carolyn Ferguson Group Commercial and Customer Director: Katy Taylor Managing Director - Rail Development: Charlie Hodgson

CONTACT INFORMATION Address: The Go-Ahead Group plc, 4 Matthew Parker Street, Westminster, London SW1H 9NP Phone: 020 7799 8999 Email: Enquiries@go-ahead.com Website: www.go-ahead.com

Page 72 Rail Professional Industry Reference Book 2019


Holding companies

Keolis Keolis operates public transport networks on behalf of three hundred transport authorities around the world. It is now present in 16 countries across four continents

S

ince 1996 Keolis has operated some of the UK’s busiest rail franchises, as part of joint venture agreements, in addition it operates the urban light rail network in Nottingham and has now secured the Wales and Boarders franchise. Govia Govia is a joint venture between Keolis (35 per cent) and Go-Ahead Group (65 per cent). The brand operates three major commuter rail franchises and handles 390 million UK passenger journeys every year. As the country’s busiest rail operator, Govia is responsible for 5,500 services, operates a fleet of 841 trains, serves 484 stations and introduced more new trains into service than any other operator since the UK’s rail network was privatised. The business has integrated the Gatwick Express into the Southern franchise and brought together three separate businesses under the London Midland brand. Southeastern Covers the southeast of England, including Kent and parts of East Sussex, as well as the south eastern suburbs of London. The network was redesigned and enhanced in December 2009 with the full introduction of HS1. Since its launch in 2009 the service has grown every year, taking passenger journeys to 640,000 every weekday. Keolis operates Southeastern as part of the Govia partnership. GTR GTR, which stands for Govia Thameslink Railway, is the largest train operating company in the UK and was created

following the merger of Great Northern, Thameslink, Southern and Gatwick Express in July 2015. GTR now carries more passengers, people and trains than any other franchise in the country with over 300 million passenger journeys each year across 725 miles of network. In addition, the franchise operates 558 trains, manages 234 train stations and employs just over seven thousand people. GTR is part of Govia. Tramlink Keolis is part of the Tramlink consortium responsible for the operation, maintenance and ongoing expansion of the Nottingham tram system. In December 2011, Tramlink entered into a PPP (Public-Private Partnership) agreement for 22 and a half years. Together Keolis, Trent Barton, Alstom and Vinci, are the industrial shareholders

in the Tramlink Nottingham concession company. The network has undergone a major expansion programme opening two new lines in August 2015, which saw the addition of an extra 10.8 miles of track and new vehicles, taking the total fleet to more than twenty trams. This project was designed, financed and built by the consortium working in partnership. Operation and maintenance is undertaken by Nottingham Trams, a subsidiary of Keolis (80 per cent) and Trent Barton (20 per cent). Joint venture with Amey Keolis and infrastructure consultancy Amey formed a joint venture in 2014 to capitalise on the benefits of closer integration between operations and infrastructure. In total there are three routes operated by KeolisAmey: • Metrolink • KeaolisAmey Docklands • Transport for Wales KEY PERSONNEL Chairman of Keolis UK: Sir Mike Hodgkinson CEO: Alistair Gordon Chief Operating Officer: Kevin Thomas Finance Director: Guillaume Chanussot

CONTACT INFORMATION Address: Evergreen House North, 160 Euston Road, London NW1 2DX Phone: 020 3691 1715 Email: comms@keolis.co.uk Website: www.keolis.co.uk Rail Professional Industry Reference Book 2019 Page 73


Holding companies

Mitsui & Co / East Japan Railway Company In conjunction with its partners, Mitsui currently operates two regional rail franchises in the United Kingdom, the West Midlands franchise and the East Anglia franchise

M

franchise runs services from London through Birmingham to Liverpool. It has just under 560 miles of track, carries a total of 74 million passengers every year, has more than two thousand staff and services more than 140 stations. New rolling stock will start to come on stream in 2021.

West Midlands The Mitsui/JR-East/Abellio team took control in December 2017 and have the franchise until 2026. The West Midlands

East Anglia The East Anglia franchise runs trains on the Great Eastern Main Line and West Anglia Main Lines. It commenced operating in April 2004 when the Anglia and Great Eastern, together with the West Anglia part of the West Anglia Great Northern franchise, were combined to form the Greater Anglia franchise. Initially operated by National Express East Anglia, in February 2012 it was taken over by Greater Anglia. In late 2013, Greater Anglia was rebranded as Abellio Greater Anglia. In May 2015 the Liverpool Street to Chingford/Cheshunt and Enfield Town and Romford to Upminster services transferred to London Overground, and the Liverpool Street to Shenfield services were transferred to TfL Rail. Upon being re-tendered in 2016, the Department for Transport (DfT) awarded the East Anglia contract to Abellio and it was

itsui started out exporting Japanese rolling stock in the late 1960s. Now its subsidiary Mitsui Rail Capital owns and leases a fleet of locomotives and railcars in North America, Europe, Russia and Brazil, while Mitsui also operates both cargo and passenger railways in Brazil. Mitsui’s interest in the UK began in mid-2015 when the West Midlands franchise was due to come up for renewal. The complete bid team for the West Midlands franchise came together in April the following year when Mitsui teamed up with Japan’s largest railway company, the East Japan Railway Company (JR-East), which operates railway networks in Tokyo and eastern Japan. The third member of the bid team was Abellio, the subsidiary of the Dutch national rail operator which specializes in running rail franchises overseas. The Mitsui/JR-East/ Abellio team was announced as the winning bidder in August 2017.

rebranded back to Greater Anglia in October 2016. The franchise will run for nine years. In March 2017 Abellio sold a 40 per cent stake in the business to Mitsui. In parallel with planned improvements to the West Midlands and East Anglia, Mitsui is also keen to offer new peripheral products and services. As part of a company-wide commitment to digital transformation, Mitsui plans to put the power of AI and Big Data to work. Through the alliance with the unit of JR-East that manages commercial station complexes, the consortium has property-development expertise that may become relevant to the UK if station infrastructure is privatized. Mitsui, with its experience in building and operating railways around the world, is also planning to expand further in the UK passenger-rail market and hope to expand from the UK to other regions.

KEY PERSONNEL President and Chief Executive Officer: Tatsuo Yasunaga Managing Director: Yasuyuki Fujitani Company Secretary: Yoshikazu Hamada Director: Naotaka Hayashi Director: Yasushi Anzai Director: Haruhisa Iida Director: Satoshi Kurimoto Director: Makoto Tanaka

CONTACT INFORMATION Address: 8th & 9th Floor, 1 St. Martin’s Le Grand, London EC1A 4AS Phone: 020 7822 0321 Email: Contact via website Website: www.mitsui.com/eu

Page 74 Rail Professional Industry Reference Book 2019


Holding companies

MTR Corporation MTR Corporation was established in 1975 with a mission to construct and operate an urban metro system for Hong Kong

I

n June 2000, it was re-established as MTR Corporation Limited and was listed on the Stock Exchange of Hong Kong in October 2000. In December 2007 the operations of the Government-owned rail operator, the Kowloon-Canton Railway Corporation, were merged into MTR. The merged rail network comprises nine commuter railway lines, a light rail network and a highspeed airport express link with an average weekday ridership of more than 5.5 million passengers in Hong Kong. Today, MTR has expanded into mainland China with the construction and operation of Beijing Metro Line 4 and Line 14, Shenzhen Metro Line 4 (Longhua Line) and Hangzhou Metro Line 1. MTR also operates and manages the Melbourne Metro in Australia and in September 2014, the Northwest Rapid Transit Consortium, of which it is a shareholder, was awarded the Operations, Trains and Systems Public-Private Partnership (PPP) contract for the Sydney Metro Northwest project in Sydney. In February 2015, Beijing MTR initialled the Concession Agreement for Beijing Metro Line 16. MTR also operates and manages Stockholm Metro, the MTR Express intercity service between Stockholm and Gothenburg and Stockholm Commuter Rail Systems in Sweden. MTR offers worldwide railway consultancy and contracting services. Clients served include metro companies, government authorities and rail system suppliers in the Mainland of China, India, Australia, the Middle East and

Southeast Asia. MTR Corporation is acknowledged as one of the world’s leading operators of metro, commuter and airport rail systems and has a successful international consulting business. It is also an acknowledged world leader in Rail + Property development, and manages shopping malls, retail units, apartments and other major buildings along some of its lines. MTR has operated in the UK for a number of years, running the London Overground network from 2007 until 2016. During its tenure London Overground had one of the highest right-time punctuality rates in the UK, and MTR’s extent of operations increased as the network was expanded. In 2015 the business was re-accredited by Investors in People (IiP) and was also awarded a five-star EFQM accreditation for excellence. MTR’s current footprint in the UK includes: Elizabeth Line MTR was awarded the TfL Rail Trains Operating Concession in July 2014, and is currently running TfL Rail services between Liverpool Street in London and Shenfield

in Essex as well as services between Paddington and Heathrow. London’s Crossrail concession will be known as the Elizabeth line when fully open. South Western Railway South Western Railway is a joint venture between FirstGroup and MTR Europe. With about 235 million passenger journeys a year, the South Western franchise covers urban, suburban, regional and long-distance routes between London Waterloo and southwest England, including Bristol, Exeter and Portsmouth. South Western Railway has some of the busiest routes in the country, operating nearly 1,700 services each weekday. First MTR South Western Trains was awarded the contract by the Department for Transport (DfT) in March 2017 and operations began in August 2017 for a seven-year period with the option for an eleven-month extension at the discretion of the DfT. 

KEY PERSONNEL CEO Europe: Jeremy Long European Finance Director: Mike Nelson

CONTACT INFORMATION Address: Samuel House, 6 St Alban’s Street, London SW1Y 4SQ Phone: 020 7766 3500 Email: mtr@mhpc.com  Website: www.mtreurope.com Rail Professional Industry Reference Book 2019 Page 75


Holding companies

SERCO At 89 years old, Serco is a FTSE top 250 company managing over five hundred contracts worldwide in a variety of sectors including rail

S

erco’s rail operations include heavy rail and light rail and metro services. It is also responsible for the management and operation of a 13 mile long test track at Old Dalby, Leicestershire which offers high speed running as well as AC and DC electrification systems. Technical services Serco works with organisations across the rail industry, including Network Rail, London Underground, rolling stock leasing companies, vehicle and equipment manufacturers and train operators. As a provider of rail technical expertise Serco carries out vehicle testing and condition monitoring from its base in Derby. It also does non-destructive testing and training which involves getting onsite and consulting on a variety of tests that relate to validating and verifying equipment. Rail data Serco’s data management specialists Raildata have been providing professional data management services to the rail industry since privatisation in the mid-1990s. Raildata owns and develops the Parts And Documentation System (PADS) and its support services to meet changing industry requirements over time. PADS is a relational database holding over 650,000 component records,450,000 drawing records and 65,000 maintenance document records with over three million relational links. A further 75,000 component records held in PADS have been accepted by Network Rail for use on its infrastructure applications. Access to PADSnet provides the user with real-time information as to the latest versions of documentation and the controlled version available to specific parties. Notifications are provided as-andwhen versions change; enabling businesses to meet all of their document control and quality system requirements. Data packaging permits the management of data sets, which are often important for tendering exercises or contractual agreements. Through the PADS e-library functionality, Raildata provides and manages customised data sets, identifying any changes to the data within them, which can then be evaluated commercially prior to implementation for tender purposes or for contract variation. Strategy Serco provides asset management software and consultancy services, helping rail

companies to develop investment decisionsupport software tools. This includes associated information systems for track, vehicles (wheelsets) and trains to help improve performance, manage risks and reduce costs by targeting renewals, maintenance and inspection. One example of this is the the vehicletrack interaction strategic model (VTISM) and the wheelset management model Serco developed on behalf of RSSB, the VehicleTrack System Interface Committee (V/T SIC) and Network Rail. Caledonian contract Serco began operating the Caledonian Sleeper in April 2015 after it was selected by Transport Scotland to manage the new 15year franchise back in May 2014. Total revenue to Serco over the franchise period is estimated at up to £800 million, of which approximately £180 million will be in the form of franchise payments. Serco committed to the introduction of the new fleet when it won the contract. It represents an investment of over £100 million, part-funded by a £60 million capital grant from Scottish Ministers.

Page 76 Rail Professional Industry Reference Book 2019

KEY PERSONNEL Chairman: Sir Roy Gardner Group Chief Executive Officer: Rupert Soames OBE Chief Executive Officer, Serco UK and Europe: Kevin Craven Group Chief Financial Officer: Angus Cockburn Managing Director, Transport for the UK & Europe: John Whitehurst Group Human Resources Director: Anthony Kirby Group General Counsel and Company Secretary: David Eveleigh Group Strategy Director: Kate Steadman

CONTACT INFORMATION Address: Serco House, 16 Bartley Wood Business Park, Bartley Way, Hook, Hampshire RG27 9XB Phone: 01256 745900 Email: generalenquiries@serco.com Website: www.serco.com


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INDEX

Passenger Operators Alliance Rail Holdings Blackpool Tramway Caledonian Sleeper Chiltern Railways CrossCountry c2c East Midlands Trains Edinburgh Trams Elizabeth line Enterprise Eurostar Gatwick Express Glasgow Subway (SPT) Govia Thameslink Railway Grand Central Great Northern Great Western Railway Greater Anglia Heathrow Express Hull Trains Keolis Amey Docklands (KAD) London North Eastern Railway (LNER)

London Overground London Tramlink London Underground Merseyrail Metrolink Northern Ireland Railways Northern Nottingham Express Transit ScotRail South Western Railway Southeastern Southern Stagecoach Supertram Stansted Express Stourbridge Shuttle TransPennine Express Tyne and Wear Metro Venice Simplon-OrientExpress Virgin Trains West Coast Wales and Borders West Midlands Metro West Midlands Trains

Rail Professional Industry Reference Book 209 Page 79


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Passenger operators Holding company

Alliance Rail Holdings Arriva’s Alliance Rail business explores opportunities for open access passenger rail services to add to Arriva’s portfolio

A

lliance Rail has applied to the Office of Rail and Road (ORR)to operate three routes. In June 2018 Alliance Rail’s subsidiary Great North Western Railway (GNWR) secured access rights to operate a service of up to six return trips a day between London and Blackpool starting in 2019. Access rights for daily journeys to and from the Fylde coast to Nuneaton and Milton Keynes were approved by the Office of Rail and Road. The decision allows for five

return services per day from the Blackpool, Poulton-le-Fylde, Kirkham and Wesham to London with opportunity for a sixth return service. The route will be serviced by former Virgin Trains East Coast InterCity 225 trains. Other proposals Alliance Rail previously submitted a proposal for access rights to the East Coast Mainline under the Great North Eastern Railway (GNER) brand. In 2016 this proposal was rejected by the ORR who awarded it to FirstGroup and Virgin Trains East Coast. Alliance Rail submitted a proposal to the ORR to operate up to 18 trains per day between Southampton Central and London Waterloo on the South West Main Line under the Grand Southern brand. That proposal was rejected in August 2018.

KEY PERSONNEL Acting Managing Director: Richard McClean Head of Development: Chris Hanks

CONTACT INFORMATION Address: Northern House, 3rd Floor, Rougier Street, York YO1 6HZ Phone: 01904 628904 Email: info@alliancerail.co.uk Website: www.alliancerail.co.uk

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Passenger operators Holding company Blackpool Transport Services

Blackpool Tramway Home to mainland Britain’s first electric tramway, the Blackpool Tramway is the last surviving first-generation tramway in the UK

T

he oldest part of the tramway, along Blackpool Promenade, was opened on 29th September, 1885, originally using conduit collection. The electric supply was converted to overhead power four years later. Over 130 years later and 2017 was a redletter year for the Tramway as September saw the eightieth anniversary of the Brush Car tram and in October a collection of illuminated heritage trams paraded along the promenade for the first time in the tramway’s history. Modernisation Over five million passengers rode the Tramway in 2016 and in 2012 it underwent renewal efforts which saw modern light rail trams operating along the eleven miles of coastline. The £100 million redevelopment was completed in April 2012 and involved the relaying of track and the building of a new depot. Other upgrades included a brandnew fleet of Bombardier trams that have reduced journey times by up to 15 minutes. Bombardier’s trams have level boarding and step-free interiors as well as designated disabled/pushchair areas. The vehicles are 32 metres long, split into five sections and can accommodate up to 222 passengers. Heritage Heritage Blackpool is unique to the UK as it has the freedom to operate unmodified vintage trams throughout the year under its heritage brand, Blackpool Heritage Tram Tours. The Heritage Tram Tours have gone from strength-to-strength since 2014 and is a fine example of modern day voluntary working, with up to ninety per cent of its workforce being volunteers. There are twelve different types of car that have been used on the tramway over its 133-year lifespan, with some travelling around the world, like the iconic Boat car which was used in the USA during the 1970s. New upgrades The improvements previously made to the tramway received such a positive response from the public that at the end of 2018 Blackpool Transport alongside Blackpool Council began further upgrades. The existing tramway service operates between Starr Gate and Fleetwood Ferry from approximately 05.30am until 11.30pm, with Page 82 Rail Professional Industry Reference Book 2019


Passenger operators

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7

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6

Tourist information & bus/rail information

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National railway line and station

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Service 3 peak time journeys, Monday to Friday

LA

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Spring Gardens AC

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3

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Buses travel in this direction only

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St. Nicholas C of E School

SC

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IE

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TON

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IVE

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4

Our Lady of Assumption School

AST S RD . E RD ’

St. Annes Square

LN.

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Singleton

Staining CofE School

AD

TER RD.

17

Swimming Pool

M IL L

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Hodgson Academy

ANG G ARST

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S

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5 17

LIN DA

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St. George‘s High School

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to Knott End via Hambleton and Preesall Park

2

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AR Poulton Church

W O O D S I DE DRIVE

St. George‘s L A School NE

ROA

BON

N.

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PO

5

PRESTON

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Highfield Humanities College

ST

St. Annes Pier

LA

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St. Anneson-the-Sea

Irish Sea

H EB

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FTO

Address: C/O Blackpool Transport Services Limited, Rigby Road, Blackpool FY1 5DD Phone: 01253 473001 Email: enquiries@blackpooltransport.com Website: www.blackpooltransport.com

Poultonle-Fylde

D

DI VISION L INE

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PO

MA

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S T. EY

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CONTACT INFORMATION

OL

Borough Boundary

R

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Old Links Golf Course

HB

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Blackpool Airport

HIG

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Blackpool Zoo

Blackpool Business Park

. WE

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17

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Blackpool Airport Terminal Building

7 11

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Marton

E

KEY PERSONNEL

GA

Road End

OLD RD.

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Squires Gate

SS

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Victoria Hospital

W

Baines Endowed CofE Primary School VIC

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Little Thornton

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Model Village

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Stanley Park

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HA

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CLIFTON

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Roseacre School

OL HO

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Hawes Side Primary School

18

5

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Skippool

Aspire Academy Pilling Crescent

2 5

LA

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7

IN G

E

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Health Centre

ND

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AS

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Blackpool Sixth Form College

Boundary School

Sports Centre

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Bloomfield Hotel Laurel 6 Avenue 17 R

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Blackpool Pleasure Beach

DE

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Castle Gardens

PO

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A V E . Dinmore City Hotel . Learning N DR WT O Centre SPIRE NE Fylde Coast Hospital Staining

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AM

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D

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Solaris Centre

RO

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Rington

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RO R OA AD D

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5

18

4

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Royal Oak St. Cuthberts RC Primary School

RD. STAT ION

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RD.

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St. Kentigern’s School

RK

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Revoe School

WATE RLOO ROAD

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UT

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PO

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.

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CHURC H S T.

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Devonshire Primary Academy

6

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Blackpool Enterprise Centre

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14

9

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Millfield Science & Performing Arts College

Carleton Level Crossing

ROAD

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Carleton Cemetery and Crematorium

AD

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Moor Park School

RO

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7

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College of Further Education

Starr Gate

Managing Director: Jane Cole Finance Director: James Carney Director of People & Stakeholders: Sally Shaw

ARL

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Odeon Cinema

NU

Thornton

S COLLIN AV E .

M

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NT

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Madame Tussaud’s

Burlington Road West

PHA

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for details in Blackpool town centre see enlargement

Manchester Square

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Unity College

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Technology Management Centre

9

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Faraday Way Service 3 only operates via Faraday Way & Whiteholme Road on the highlighted peak time journeys Monday to Friday

Fylde Coast Ice Arena

LOW

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IA

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Ashfield House

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7

3 4

Gynn Square

a peak service every ten minutes. The tramway extension will leave the existing route at North Pier, via a two-way double track junction. The route will cross the Promenade highway and enter Talbot Square, which is being remodelled to provide segregation of trams and highway traffic. The existing pedestrian signals on the Promenade will be replaced by a signalled intersection. A new eastbound tram stop is to be located in Talbot Square, to allow interchanges with the existing North Pier tram stops. Beyond Talbot Square, a double track alignment continues eastwards in the centre of the highway. It is anticipated that the proposed tramway extension will be completed in Spring 2019.

St. Bernadette’s Catholic School

RO

F SHA

WA

AR

S

AD

NK BA

Bispham Hotel

Cliffs Hotel

MEL

RO

D

RO A D

Cavendish Road

Cabin

W

Blackpool and The Fylde College

I NGT H O

3 RE

1

W

N

Little Bispham

Montgomery High School

TOR

DR .

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IV

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Bispham

Lowther Avenue

RD.

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Thornton Sports Centre

.

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7

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AV E

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Norbreck

AU

H

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AV

NORBRECK

4

Norbreck

LUTON

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Norbreck School

WES

AD

Four Lane Ends

Health Centre

9

VALEWAY AVE.

ROA

RO

OW

E

ROAD

ME

RUSSELL AVE.

L

AN

K H OU S E

14

AD

LE

OM

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IC

Trunnah

IVE

EAST LANE

S DA

PR

VICT

RSHOL

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DR I V E

T WES

ME

ANCHO

1 SHO R R OA E D

Norbreck Shops

Sandhurst Avenue

DR

4

LY D D E

Anchorsholme Park

Irish Sea

Cleveleys

WEST

LANE

Cold Row

L A N D AV E N U E

Cleveleys

1 3 4 7 Anchorsholme

Little Bispham

West Drive

Cleveleys

CK

’S

LANE

S TAY N A L L

NN A TRU

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9

L

GA

7

Cleveleys Bus Station

3

Y WA

NE

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Vue Cinema

3

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Burn Naze

R RO A D N O

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Cleveleys Park

BA

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.

. CARR END L N

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Rossall Beach

1

ITH

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SM W

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GRANGE

Cala Gran Holiday Centre

M

Broadwater Caravan Park

Farmer Parr’s

NE

14

Rossall Square

B R O A D WAY

LA

ND

LANE

NE

HA

Nautical College

Rossall School

RD.

Preesall St. Aidens

LA

CO

AD

RO WA Y

FE

LIF

SS

DC R OA

D

NDE

RA

RNE

FLEETWOOD

AM OU

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L AN C ASTER

ATE CA R T G

1

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E

Lindel Road

COPS

ET

LA

NE N LA

LE

Y

E

GREE

HF

N

LAN E

UT

ND

NE

RO

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NCES PRI

Knott Endon-Sea

LA

.

SA

EN

K PA R

D WA Y

RD .

Fleetwood Well Being/ Walk in Centre

Y

AV E

NE

LA

NG

ND

N

L LI

Pilling Lane

SA

BROA

PI

Health

R O Centre AD

LA

DO

NK

ERE RO AD

K

DUD

R

Broadwater Crossing

ROSSALL

Rossall School

TE

Broadwater

Cardinal Allen School

W AY

WEST

LI

Fleetwood Market

1

ET

RE

AS

PA R

RA

ST

NC

S

ST

2C

ST.

N.

ET

CK

LA

2C

RO A D

River Wyre

R OSSA L L GATE

Rossall Hospital H

E

14

1 Freeport

Stanley Road

AV.

LARKH OLM LANE E

Larkholme Primary School

RO

TH

R O AD

1

S O U T H WAY

PARAD WA Y

Heathfield Road

14

Fleetwood High

W AY

M A R I NE D

E

1

UE

OOD

NORTH

F A I R W AY

UN

AVE NU

LD

A

Y

AV E N

TH

HAT FIE

RO AD AVE.

RE

DO

GRASM

QU

UR

E

HN

FLEETW

WOR C H AT S

NG

ST

RD

EN ’S QUE R. TE R

HB

JO S T.

C H UR CH R OAD

14

IA

Victoria Street London Street

Fisherman’s Walk

H IG

G RA

VIC TOR

LO

D ROA

LT O N

RD.

L ROS SAL LAN E

POU

DE

RO AD

WAR REN . AVE. NTH

ROA D

PEA RE

RD .

E GRA NG

.

’ S WA L K

SHA KES

BEA CH

Golf Club

DLEY

ANA

CAR R

LA I

H

Marine Hall ESPL

THE

M ANOR

Irish Sea

ESPLANADE

Knott Ferry End Fleetwood Ferry I L E H OLME Ferry Approach

NT H

Swim Sports Centre Marine Boating Lake

17

STREE T

BEAC H

11

Rail Professional Industry Reference Book 2019 Page 83


Passenger operators Holding company Serco

Caledonian Sleeper Two years after its takeover by Serco, the Caledonian Sleeper was treated to a £150 million revamp

T

he Caledonian Sleeper connects London with a variety of destinations in Scotland. Departing London Euston twice nightly and arriving at Carstairs junction before splitting off with one end heading west to Glasgow and the other end carrying on north to Edinburgh. The line also services Motherwell and Dundee on the Lowland route. From Edinburgh the Highland route carries on to Aberdeen, Fort William and Inverness. Upgrades and investment The revamp includes new facilities such as en-suite rooms and double beds which is a first for a UK train. This new investment comes courtesy of a £66 million capital grant from the Scottish government. Serco operates the line on a 15-year franchise which will run until 2030. Spanish rolling stock company CAF began manufacturing the fleet in autumn 2015. Peter Strachan, then Chairman of Serco, has said its aim is to reestablish the Caledonian as ‘a symbol of Scotland’. The new look trains will also feature club rooms, along with more comfortable seating and an increase in power sockets and Wi-Fi throughout the train. Other areas that will see improvements include the catering services which will be provided by three small and medium Scottish catering companies. Serco committed to spend an increasing percentage of its annual hospitality and catering budget on Scottish companies in its franchise bid. The bulk of the subsidy from the Scottish government is being spent on the trains, with £6 million earmarked for station enhancements. Each of the 75 new carriages are transported one by one from the CAF factory to Hendaye station in France where they started their rail transit to the Velim Test Centre in the Czech Republic. The test centre operates two railway test rings and dynamic testing will last several weeks. Once these tests are successfully completed, the carriages will then be moved from Velim to Polmadie in Glasgow via the Channel Tunnel. Global appeal In 2015, the sleeper train service was named as one of Lonely Planet’s Super Sleeper Journeys and in 2014 it was named one of the best six railway adventures in the world by Travel magazine. Both singled out the Highland route to Page 84 Rail Professional Industry Reference Book 2019


Passenger operators

Accessibility Caledonian Sleeper is working with accessibility experts to provide berths and toilet facilities suitable for guests with disability or mobility impairments, including the provision of a second bed for a travelling companion. The operator has also published a protection policy document that enables passengers with mobility problems to book passenger assist services, including guidance for blind or visually-impaired passengers and help with boarding and alighting trains. KEY PERSONNEL Managing Director: Ryan Flaherty Operations Director: Magnus Conn Guest Experience Director: Graham Kelly Finance Director: Chris Gemmell

Fort William, known as The Deerstalker, as ‘one of the world’s most unforgettable train adventures’ and that it ‘isn’t a train ride, it’s an escape’. During 2017 Forbes, CNN and guide book producer Rough Guides all sent writers to review the sleeper train in anticipation of the launch. Serco has also

previewed some of the flashier elements the new trains will feature, such as a hotelstyle key card entry system. The Guest Service Centre in Inverness and fine dining coupled with a selection of wine and beer, again mostly from local Scottish suppliers, complete the new look experience.

CONTACT INFORMATION Address: 1-5 Union Street, Inverness IV1 1PP Phone: 0330 060 0500 Email: enquiry@sleeper.scot Website: www.sleeper.scot

Rail Professional Industry Reference Book 2019 Page 85


EͲmail: info@cygnetͲprojects.co.uk Telephone: 01724 622003

www.cygnetͲprojects.co.uk 

ROPE ACCESS SERVICES Preferred supplier of rope access With over 18 years of individual experience providing rope access services, both on and offshore. Cygnet Projects have become a preferred supplier by many of their clients, recognised as a safe reliable solution to their ongoing maintenance and access requirements. Sister company Cygnet Resources are available to their clients for specialist recruitment services www.cygnetresources.co.uk combined makes Cygnet the ideal partner for resources and projects.

Cygnet Projects carry out the following services:

“ We would have no hesitation in recommending the services of Cygnet Projects, always on time with fantastic results and value for money” - Sue

“ Communication from both the management and staff is excellent,

Vegetation Management

reliable, safe and cost effective.

Mortar/Brick Repairs

these guys.”

Specialist Coatings and Repair

Specialist Inspection Services

Embankment Stabilisation from design

Confined Space and Rescue cover

Graffiti Removal and prevention (Structures)

Nothing is ever a problem for

- Mark

Innovation with clients and environment in mind High Density Co2 Blasting is both a non - waste productive and environmentally friendly form of blast cleaning that has been developed to remove existing coating systems, corrosion products and soluble surface salts. Using frozen Carbon Dioxide pellets derived from high density liquid Co2 the blast medium sublimates and returns to a gaseous state upon impact. This sublimation results in no spent blast medium being created.

Cygnet Projects Limited, registered as a limited company in England and Wales under company number: 09975942


Passenger operators Holding company Arriva UK Trains

Chiltern Railways Chiltern Railways began the franchise in 1996 following privatisation. The TOC is owned by Deutsche Bahn and is part of Arriva

A

t the end of 2017 passenger and freight train companies, Network Rail and their suppliers, launched a ‘single plan’ for Britain’s railway. Dave Penney, Managing Director of Chiltern Railways, said at the time: ‘Over the next 18 months alone, our investment plans will mean more trains, running more punctually, with value-formoney tickets that are easier to buy and use, and better information at people’s fingertips when things do go wrong.’ Late night trains A new Winter/Spring timetable came into effect on Sunday, 10th December 2017. Chiltern Railways put on more services and provided more seats over the festive period between Oxford, Bicester and London from December. Website and app Chiltern Railway’s new website has introduced several new features including a cheapest fare indicator and the ability to book season tickets, business upgrades and passengers assistance on a mobile. A new app was launched at the start of 2018.

their journey, removing the need to purchase a ticket. The trial will involve around fifty passengers between five stations: Oxford Parkway, Islip, Bicester Village, Bicester North and London Marylebone. Chiltern is also working on providing passengers with continuous Wi-Fi through a partnership with EE, the biggest, fastest and most reliable network in the UK. Arriva will use a planned, innovative project with EE as a test bed for possible rollout across other franchises including the new Northern Rail franchise. The partnership will involve EE adding extra network capacity and coverage through a wireless trackside network, making ‘no Wi-Fi bars’ onboard a thing of the past – even through tunnels.

The Hawthorns

KEY PERSONNEL Managing Director: David Penney Commercial Director: Eleni Jordan Engineering Director: Matt Prosser Customer Services Director: Alan Riley Operations Director: Gavin Panter HR Director: Rebecca Ward Finance Director: Alex Scott

CONTACT INFORMATION Address: Banbury ICC, Merton Street, Banbury, Oxfordshire OX16 4RN Phone: 0345 600 5165 Email: customer.service@chilternrailways.co.uk Website: www.chilternrailways.co.uk

Jewellery Quarter Birmingham Snow Hill

Smethwick Galton Bridge Rowley Regis

Birmingham Moor Street

Cradley Heath

Birmingham New Street

10 mins

Acocks Green

Stourbridge Junction

Olton Solihull

Kidderminster

Widney Manor Dorridge Lapworth Claverdon

Hatton Warwick Parkway

Bearley

Rolling stock Chiltern Railways also determined that additional DMU vehicles would be needed to account for the planned network growth. In 2015, it took nine Class 170 units on lease following the expiry of the contract between First TransPennine Express and the trains’ owners, Porterbrook. These units were cascaded to Chiltern on a phased approach and were converted into a Class 168 unit configuration to ensure full compatibility and integration with the other Chiltern DMU units. All nine units are now in passenger service bringing additional capacity to the fleet.

Warwick

Wilmcote Stratford-upon-Avon Parkway

Leamington Spa

Stratford-upon-Avon

Banbury Kings Sutton Bicester North Bicester Village

Aylesbury Vale Parkway

Haddenham & Thame Parkway

Oxford Parkway Oxford

Aylesbury Stoke Mandeville

Islip Monks Risborough

Princes Risborough

Little Kimble Wendover

Saunderton Great Missenden

High Wycombe Beaconsfield

Amersham

Seer Green & Jordans Gerrards Cross Denham Golf Club

Chalfont & Latimer

Denham West Ruislip

Chorleywood

South Ruislip

Technology In 2017 Chiltern trialled a ‘hands-free’ fares system for twelve months, partfunded by the Rail Safety and Standards Board (RSSB). New technology will identify devices in travellers’ pockets or bags using Bluetooth signals and deduct fares when they finish

Northolt Park

Rickmansworth

Sudbury Hill Harrow Sudbury & Harrow Road

Harrow-on-the-Hill

Wembley Stadium

London Marylebone Baker Street

5 mins

Rail Professional Industry Reference Book 2019 Page 87 Typical calling points on this line. Check timetable for details

London Underground interchange Midland Metro interchange


Passenger operators Holding company Arriva UK Trains

CrossCountry Since 2007 CrossCountry has provided passenger services to more of Britain than any other train operator, including Britain’s longest passenger service from Aberdeen to Penzance

C

rossCountry runs five high-speed trains (HSTs), 58 Voyager trains and 29 Turbostar trains. The Voyagers, built by Bombardier and maintained at their purposebuilt facility in Staffordshire, are formed of four or five coaches and sometimes coupled

together to provide longer trains. These trains are the backbone of CrossCountry’s North-South long-distance services. The HSTs are formed of seven coaches and operate selected services on the AngloScottish route via the East Coast. All five sets are currently being updated to modern

CrossCountry routes

specifications for accessibility, including powered external doors and controlled emission tanks for all toilets. All CrossCountry’s HST will have been modified by the end of 2019, and maintenance for these has now moved from Scotland to GWR’s depot at Laira in Devon. The Turbostars are formed of two or three coaches, operating in single or multiple formations depending on demand, and operate between Cardiff and Nottingham, Birmingham and Stansted Airport, and Birmingham and Leicester. These are maintained by West Midlands Rail at Tyseley Depot in the West Midlands.

Inverness

Aberdeen Fort William Stonehaven

Montrose

Dundee

Oban

Arbroath

Crianlarich Perth Leuchars Cupar

Ladybank

Helensburgh Gourock Wemyss Bay

Inverkeithing

Milngavie

Glasgow

Largs

Neilston

Ardrossan

Markinch

Kirkcaldy

Stirling Balloch

Dunbar

Haymarket

Edinburgh

Motherwell

Waverley

East Kilbride

Berwick-upon-Tweed

Lanark

Kilmarnock

Alnmouth

Morpeth Stranraer

Newcastle

Carlisle

Sunderland

Chester-le-Street

Hartlepool

Durham

Middlesbrough

Bishop Auckland

Windermere

Darlington Scarborough

Barrow Heysham Port

Lancaster

Harrogate

Ilkley

Blackpool

Bradford Southport Bolton

Wigan

Airport Wilmslow

Macclesfield

Crewe

Change at one of these stations to avoid changing at Birmingham New Street.

Buxton Congleton

Pwllheli

Stafford

Shrewsbury

Stourbridge

New Street

Rhymney Ebbw Vale Parkway Lydney Chepstow Aberdare Caldicot

Merthyr Tydfil Treherbert

Swansea Maesteg

Cardiff

Newport

Taunton

Exeter St Davids

Tiverton Parkway

Par St Austell Looe

Camborne Falmouth Docks

Newton Abbot

Kettering

Cambridge

Milton Keynes Luton

Swindon

Exmouth Dawlish Teignmouth Torquay Paignton

Colchester

London Basingstoke

Southampton Central

Stansted Airport

Ipswich

Reading

Gatwick Airport

Guildford

Salisbury Winchester

Poole

Norwich

March Ely

Southampton Airport Parkway

Bournemouth

Okehampton

Totnes

Westbury

Castle Cary

Peterborough

Stamford

Oxford

Temple Meads Barnstaple

Oakham

Leamington Spa Northampton

Banbury

Bristol

Kings Lynn

Melton Mowbray

Coleshill Parkway

Gloucester

Bristol Parkway Bath

Central

Weston-super-Mare

Nottingham

Leicester

Stratford -upon-Avon

Cheltenham Spa

Carmarthen

St Erth

Skegness

Grantham

Coventry

Worcester

Gunnislake Bodmin Parkway Liskeard

Lincoln Newark

Nuneaton Birmingham International Rugby

Hereford

Milford Haven

Redruth Truro

Tamworth Water Orton

Birmingham

Fishguard

Newquay

Retford Chesterfield

Burton-on-Trent

Wolverhampton

Machynlleth

Grimsby Cleethorpes

Doncaster

Derby

Kidderminster

St. Ives

Matlock

Hull

Wakefield Westgate

Stoke-on-Trent

Aberystwyth

Penzance

Halifax

Manchester Huddersfield Piccadilly Liverpool Stockport Sheffield Manchester

Holyhead

York

Leeds

Preston

Brockenhurst

Portsmouth

Brighton Worthing

Weymouth

Plymouth

CrossCountry routes

Summer weekend services Please note: not all stations are shown

Page 88 Rail Professional Industry Reference Book 2019

Connecting services

Partnership promoting safety Since the launch of the partnership between CrossCountry and The UK Scout Association in 2017 the partnership has gone from strength to strength. Following the release of a special safety film, and an additional safety leaflet, many thousands of Cub Scouts have successfully completed the programme to collect their Personal Safety Badge, making it one of the Scouts most popular badges in the UK. The partnership’s achievement in promoting safe and responsible behaviour amongst Britain’s youth has also been on the receiving end of several awards, being recognised by both rail industry and external organisations. Most notably, recognition has been given by the Global Good Awards, International CSR Excellence and Peer Awards, against strong competition from some of the largest UK and European brands and internationally recognised businesses. Support for the regions it serves CrossCountry has continued its commitment to delivering activities that benefit the customers and communities it serves. A partnership with Newcastle College Rail Academy is successfully supporting their work in educating the youth of tomorrow, by promoting the many and


Passenger operators

based initiatives and we aim to continue our efforts in providing benefits to the towns, cities and regions that our trains serve. ‘The importance of working with communities cannot be overstated. From the earliest days the railways have been the driving force behind social change, expanding the horizons of communities and shaping the economic development of Britain.’ KEY PERSONNEL

widespread careers across the rail sector. CrossCountry has already donated over £50,000 worth of IT equipment to the Academy and led several specialist sessions to provide students with an in-depth overview of Britain’s railways. CrossCountry also supports seventeen Community Rail Partnerships along its routes, working with them on a range of varied activities to strengthen their work bringing rail and its services closer to the communities where they are based. These

have included projects to promote rail travel, and others to enhance local stations and offer local services. A nationwide project with the Association of Community Rail Partnerships has also seen the development of a social enterprise toolkit to show locally-based groups the best ways to set up sustainable and effective businesses to support their work. Andy Copper, CrossCountry’s Managing Director said: ‘Customers have responded very positively towards our community-

Managing Director: Andy Cooper Commercial Director: Ben Simkin Human Resources Director: Jo MacPhail Finance Director: Jonathan Roberts Safety, Security & Environment Director: Des Lowe Customer Service Director: Lee Paxton Production Director: Andre Cnossen

CONTACT INFORMATION Address: 5th Floor, Cannon House, 18 The Priory Queensway, Birmingham B4 6BS Phone: 0344 736 9123 Email: info@crosscountrytrains.co.uk Website: www.crosscountrytrains.co.uk

Van Elle : Services to the Rail Industry Van Elle: The UK’s leading Rail Ground Engineering Specialist On-Track Driven Piling On-Track Augered Piling On-Track Drilled Piling Trackbed Stabilisation Piling Stations & Platforms Piling Rail Bridges Specialist On-Track Lifting Services Specialist Rail GI Services

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www.van-elle.co.uk rail@van-elle.co.uk Rail Professional Industry Reference Book 2019 Page 89


Passenger operators Holding company Trenitalia

c2c On 9th November 2014, c2c commenced a new 15-year franchise, at that time it was owned by National Express but in February 2017 it was sold to Italian train operator Trenitalia

B

uilt and operated by the London Tilbury & Southend Railway in the 1850s, the current c2c rail service has operated under a number of different names and ownership during its 160-year lifespan. The line was once known as the Seaside line until spending a few unfortunate years nicknamed the ‘Misery Line’ in the 1990s after privatisation, with fifty years of nationalisation in between. Trenitalia paid

£72.6 million for c2c after being awarded a Pre-Qualification Questionnaire Passport enabling it to bid for franchises without needing to resubmit corporate data. 21st Century service c2c currently serves 26 stations on the London, Tilbury and Southend Railway line from London Fenchurch Street to the northern Thames Gateway area of southern Essex including Grays, Leigh-on-

Fenchurch Street

Route Map

2

4

Limehouse

2

2

2

West Ham

2

2

4

2

2

4 Barking

2

4 Upminster

Step free access on the London bound platform only

Rainham

2

Zone 1–6 Travelcard and Oyster PAYG Validity Area

Liverpool Street

2

Tower Hill 150m Tower Gateway 200m Tower Millennium Pier 644m

Jubilee DLR

Stratford

2 Dagenham Dock Step free access Grays bound platform only

2 Purfleet

Zone 1–6 Travelcard and Oyster PAYG Validity Area

Chafford Hundred

2 2

Extended Oyster PAYG Validity Area

2 Ockendon

2 Grays

Extended Oyster PAYG Validity Area

Step free access by arrangement

2 West Horndon

2 Tilbury Town

Step free access on Southend bound platform only

4 Laindon 2 East Tilbury 4 Basildon 2 Stanford-le-Hope

Key Limited Service

2

2 Pitsea

2

4 Benfleet

2

4 Leigh-on-Sea

2

4 Chalkwell

2

4 Westcliff

2

4 Southend Central

Grays Service Southend Central via Grays Service

2

Shoeburyness via Southend and Basildon Service Number of Off-Peak Trains Per Hour More services run during peak hours from selected stations Step Free Access – (Street to Platform)

4 Southend East Step free access on London bound platform only

Connections with London Underground

PlusBus

London Overground

Ferry

DLR

Bus

National Rail

Page 90 Rail Professional Industry Reference Book 2019

4 Thorpe Bay No step free connection between platform

4 Shoeburyness

Sea and Southend-on-Sea. The main route from Fenchurch Street to Shoeburyness is 63 kilometres with a fastest journey time of 58 minutes. As c2c is mainly a London commuter railway and the typical journey is between forty and eighty minutes, it does not offer First Class seating. Its Class 357s have standard high-density ‘3 + 2’ seating to meet high demand at peak times, however 17 trains were converted into a metro style with ‘two and two’ seating and grab handles. London Underground’s District line connects with c2c indirectly at Tower Hill (for Fenchurch Street) and directly at West Ham, Barking and Upminster. Tickets are fully interchangeable between the two operators. There are also interchanges at Limehouse and West Ham with Docklands Light Railway and at Barking and Upminster with London Overground. Record breaking c2c holds both UK records for the punctuality of its train service: for annual punctuality, at 97.5 per cent; and for punctuality over a four-week period, at 98.8 per cent (set in August 2010). c2c has also led the rail industry in being the first company to introduce customer friendly new products such as Automatic Delay Repay for customers whose journeys are delayed, Flexi-Season tickets for parttime workers, and Personal Punctuality Reports which allow customers to track exactly how punctual the trains that they were on have been. During 2016 the number of c2c passenger journeys rose by eight per cent, boosted especially by the opening of the DLR station at West Ham in 2011 and the rise of Canary Wharf as a financial centre. Technology A new app called c2c Live provides a one-stop-shop for c2c passengers with everything from personalised journey information to buying tickets, and even paying for car parking. Developed with IBM, this is the first app made by a UK rail company to include nationwide door-to-door public transport journey planning, enabling users to plan a route for any journey anywhere in the UK. Other developments include the new c2c Smart card which allows c2c season ticket holders to switch from paper tickets to an Oyster-style tap-and-go smartcard ticket they can use anywhere on the c2c route.


Passenger operators

2024. c2c’s fleet is maintained at East Ham Depot, although there is also a depot at Shoeburyness. On 1st April 2017, c2c introduced free onboard WiFi and an entertainment service called Vista, partnering with Now TV to provide free television shows available to stream for c2c passengers. KEY PERSONNEL Managing Director: Julian Drury Engineering Director: Duncan Wilkins Delivery Director: Joel Mitchell Finance Director: Dr Robert Taylor Commercial Director: Clare McCaffrey Business Change Director: Marc Sellis HR Director: Donna Thorpe

CONTACT INFORMATION

Upgrades Late in 2016 c2c added 24 new carriages to its fleet and on 9th January 2017 it changed the timetable again (in cooperation with

Address: 2nd Floor, Cutlers Court, 115 Houndsditch, London EC3A 7BR Phone: 0345 744 4422  Email: contact@c2crail.co.uk Website: www.c2c-online.co.uk

local passenger groups) to further increase capacity on the route. Nine new four-car trains will be introduced by 2019, followed by four more by 2022 and four more by

ENVIRONMENTAL MONITORING P R OT E C T I N G L I F E I N H A Z A R D O U S E N V I R O N M E N T S KEY FEATURES: Providing tunnel ventilation and monitoring services to the rail industry since 1992, with schemes in accordance with BS6164 to maintain levels below the requirements of EH40

and airflow

RISQS approved supplier (Supplier ID 54155), 5 star rating

Works

800

during Engineering Works

5

700

Speed ft/min

No Fans Running

49 Boss Hall Road, Ipswich, IP1 5BN

Time

100

Location GT 40

00:30

Time 2

1

500

Dust mg/m 1.090

3

CO ppm

NO ppm

NO2 ppm

O2 %

C2 H2 %

0

0

0.6

20.9

0

30

0.112

0

0

0.5

20.9

0

0 38

1.320

0

0

0.7

20.9

0

02:00 02:30

00:00

01:00 01:30

23:30

20:00

19:30

19:00

18:30

18:00

17:30

16:30

16:00

14:30

14:00

13:30

13:00

12:00

11:30

3

11:00

Parts per million

10:30

06:00

05:30

05:00

04:30

04:00

03:30

03:00

02:30

02:00

01:30

01:00

00:30

0.2

Access Denied

Airflow Approaching zero

Tel: 01473 746400 Fax: 01473 747123

4

0.4

NO & VOC WEL

600

Environmental Monitoring Data Record Sheet

200 0.6

800

NO2

47

1.480

0

0

0.4

20.9

0

32

1.660

0

0

0.7

20.9

0

03:00

45

2.040

0

0

0.7

20.9

0

03:30

40

1.490

0

0

0.2

20.9

0

04:00

31

2.080

2

0

0.2

20.9

0

04:30

25

1.870

0

0

0.1

20.9

0

per minute)

300

Work Site Evacuated

0.0

400

300

0.0 0.0

Client

Network Rail

Contract

Tunnel

Date

WEL Exceeded H 2S

Airflow Rate in Tunnel (feet

400

in Tunnel (feet

1.0

Airflow Rate

500

6

NO2 WEL

per minute)

600

NO,VOC and Airflow rate

1.2

0.0

Powered air respirator hire service

Engineering

700

0.8

Continuous air quality monitoring, pollution warning service and environmental condition reports

rate during

1.4

Parts per million

Fast deployment modular electric and self contained diesel engine fans

NO2 readings

CO2

VOC

Temp °C

Wind Chill

RH %

Speed ft/min

Noise dB(A)

1770

0.0

13.9

13.9

74.0

263

82

1860

0.0

13.8

13.8

71.0

283

80

1740

0.0

13.9

13.9

74.0

307

82

NO

0.0

VOC 1680

0.0

Speed 1590ft/min

0.0

13.4

13.4

78.0

272

87

0.0

13.6

13.6

76.0

311

89

0.0

1640

0.0

14.1

14.1

77.0

283

89

0.0

1550

0.0

13.8

13.8

75.0

270

87

0.0

1500

0.0

14.1

14.1

72.0

301

88

0.0

1580

0.0

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13.8

72.0

246

87

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14.5

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14.8

69.0

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0.0

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0.0

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1080

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380

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0.0

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0.0

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79.0

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0.2

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0 0 20.9 20:00 23:30 0.1 19:00 19:30 2 00:00 16:00 7 0.126 0 18:00 18:30 16:00 16:30 17:30 0 20.9 0.2 2 16:30 49 13:30 14:00 0.260 14:30 0 13:00 10:30 11:00 11:30 12:00 0 04:30 05:00 05:30 06:00 0 20.9 0.2 1 17:30 18 0.121 4 02:30 03:00 03:30 04:00 Time 00:30 01:00 01:30 02:00 0 20.9 0.1 2 18:00 3 0.265 3 18:30

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0.0

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0.0

1200

0.0

14.5

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81.0

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0.0

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12.6

61.0

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0.0

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Comments:

11.7 11.7

Signature:

General Notes;

Print: Date:

factair 49 Boss Hall Road, Ipswich, Suffolk IP1 5BN UK. +44 (0) 1473 746400 enquiries@factair.co.uk

www.factair.co.uk

Rail Professional Industry Reference Book 2019 Page 91


Passenger operators Holding company Stagecoach

East Midlands Trains East Midlands Trains services parts of Yorkshire and the East Midlands, the current franchise is in its eleventh year

T

he Derby-based TOC has carried more than 235 million passengers over those ten years, with the franchise owner Stagecoach having invested £13 million to make improvements. These include more ticket machines, an extended on-train catering service and improved Wi-Fi. The TOC runs more than

470 train services daily, operating from 89 stations on a route of over 1,560 miles. Overhaul and upgrades To carry out improvements on the line and safety upgrades, around £100 million was spent in 2013 on rebuilding the railway around Nottingham; engineers laid six miles of new track, installed 143 new signals,

Our routes Scarborough

and replaced two level crossings with footbridges. In 2012, as part of a £90 million investment, East Midlands Trains completed the refurbishment of its entire fleet, beginning with class 158s in 2008 before moving onto HSTs, Meridians, class 153s and class 156s. The complete fleet upgrade included improved toilet facilities, new seating and carpets, extra luggage space, new lighting, air conditioning and CCTV. The franchise has been extended multiple times, with the 2016 agreement now ending in August 2019.

Leeds

How it works Companies send East Midlands Trains a list of staff and decide travel policy limits. The company receives their login details allowing them to log-in whenever they need to book their rail travel. All the available fares are displayed at their lowest prices. Simply choose a destination, date and time for travel. Once a journey has been selected the fare is paid by debit, corporate or company lodged card.

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Key East Midlands Trains Penalty Fare station

Fully accessible station with full time staff assistance

East Midlands Trains managed station

Airport

Other operator Penalty Fare station

Tram

Luton Luton Airport Parkway

London St Pancras International

Other operator managed station Limited services on this route

RMFULLV1.0 March 2017

Other operator services only

Page 92 Rail Professional Industry Reference Book 2019

Awards season In 2018, East Midlands Trains’ staff received three gold awards, one silver award and two bronze awards and employees were rewarded in the categories of safety, environment, community and customer service , with the team that responded to the fire at Nottingham Station among those recognised. Midland Main Line upgrade Network Rail reached a significant milestone in work to upgrade the line between London and Corby as overhead line masts for electrification were installed in November 2017. The improvements being delivered will enable fast, comfortable and green services, with more seats. The work is part of the biggest upgrade of the Midland Main Line since it was completed in 1870, which will see improvements up and down the route and an investment of over £1 billion. Electrification from Bedford to Kettering and Corby is due for completion in December 2019, with an extra track between Bedford and Kettering. It is planned to introduce an extra long-distance hourly train, likely to be a Corby service. The Midland Main Line Upgrade also includes installing new track south of Kettering; re-signalling, track and


Passenger operators

platform construction and line speed improvements in Derby; capacity and line speed improvements between Bedford and Market Harborough; and longer platforms and a more accessible station at Market Harborough. From 2020, passengers will benefit from smoother journeys, more seats and a modern and reliable railway. Those living near the railway will also benefit from reduced noise and emisisons with the introduction of a modern fleet of trains. During the summer of 2018, East Midlands Trains, in partnership with Network Rail and CrossCountry delivered a £200 million Derby Resignalling project. Derby Resignalling was a £200 million investment to upgrade the railway in and around Derby station. Although preparatory work started at the end of 2017, the main impact for passengers was the 79 day possession between 22nd July and 7th October. It was extremely complex, with six separate phases and varying impacts on passenger journeys. Derby Resignalling was the biggest investment into the railway in Derby for decades and an important opportunity for the industry to show it can deliver major planned investments.

LED NTI

Rolling stock East Midlands Trains operates a fleet of 27 Class 222 Meridian DEMU’s, which run on services from Sheffield to London St Pancras via Derby and Nottingham, and have been maintained under a technical services agreement by Bombardier since 2007. Excluding its Class 222 fleet, all of the TOC’s trains – Class 43 HST, Class 153 Super Sprinter, Class 156 Super Sprinter, Class 158 Express Sprinter – are diesel-powered. It inherited Midland Mainline’s InterCity 125 and Meridian diesel-electric trains, along with some of the Sprinter diesel units (classes 153/156/158), which were formerly operated by Central Trains. Staff and passengers East Midlands Trains employs more than two thousand people working in various customer facing and support roles. In 2017 the TOC launched a 24/7 Customer Contact Centre which links through to every station on the network via a specially installed help-point. The TOC is one of the biggest employers in the region and has topped various lists of the best employers from across the UK. A separate independent passenger survey stated that 89 per cent of people were satisfied with their East Midlands Trains service, a ten per cent improvement since the

Interactive Public information

start of the franchise. The company remains Britain’s most punctual long-distance train operator and improvements promised in the Direct Award agreement have been introduced, including a £13 million package of improvements for passengers. KEY PERSONNEL Operations Director: Ian Smith Stagecoach Group Chief Executive: Martin Griffiths Managing Director (The Rail Group): Tim Shoveller Managing Director (EMTrains): Jake Kelly Commercial Director: Lawrence Bowman HR Director: Kirsty Derry Finance Director: Timothy Gledhill Safety Director: Paul Rushton Customer Experience Director: Sarah Turner

CONTACT INFORMATION Address: Prospect House, No 1 Prospect Place, Millennium Way, Pride Park, Derby DE24 8HG Phone: 01332 867000 Email: getintouch@eastmidlandstrains.co.uk Website: www.eastmidlandstrains.co.uk

ESUB

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TFT NTI

&ĞƌƌŽŐƌĂƉŚ >ƚĚ ͮ ϭ EĞǁ zŽƌŬ tĂLJ͕ EĞǁ zŽƌŬ /ŶĚƵƐƚƌŝĂů WĂƌŬ͕ EĞǁĐĂƐƚůĞ hƉŽŶ dLJŶĞ͕ EϮϳ ϬY& Rail Professional Industry Reference Book 2019 Page 93


Passenger operators Holding company Transport for Edinburgh

Edinburgh Trams Edinburgh Trams began operating in May 2014, achieving profitability in 2016 which was a full two years ahead of schedule

D

uring its first year of service the network carried nearly five million passengers – more than 360,000 ahead of its prelaunch target. This had grown to almost 5.5 million by its second year which contributed to the TOC making a profit so soon. Edinburgh Trams’ 8.7 mile network has 16 stops that stretch from Edinburgh Airport in the west to York Place in the east. Extensions Towards the end of 2017 the City of Edinburgh Council began tendering for contracts to extend the route from its current city centre terminus at York Place to

Leith and Newhaven. The proposal currently being considered would extend the route by 2.8 miles at a cost of £165 million. The cost is justified by an ambitious prediction that ridership will double and reach 14 million in the opening year of the extension. A report conducted by Edinburgh trams in August 2017 suggested that for every £1 spent the city would see a return of £1.64. Transport Convener Councillor Lesley Macinnes said at the time of the report being published: ‘Given the experience of the last tram project, we’re acutely aware of the need to scrutinise this business case as rigorously as we possibly can – residents deserve nothing less. We won’t take any

decision on completing the line to Newhaven until we are a hundred per cent confident that the project can be delivered, financed and managed effectively.’ The plans are not set in stone however, with a decision on whether the city will proceed with the extension to come in the Spring of 2019. Ticketing Regular users of trams and buses in the city can use the Ridacard, which gives the best value travel whenever it’s used. Fully contactless, one-week, four-week and annual tickets can be stored on the card, with the latter two offering savings on the weekly rate. Passengers are also able to use their smartphones for travel by using Edinburgh Trams’ free app. It provides users with live information on the quickest way to reach their destination and enables m-tickets to be downloaded and activated as needed. A new feature was added to the app in November 2015 that for the first time allowed users to ‘share’ tickets, so tickets can be sent through the smartphone’s native sharing technology such as Bluetooth, AirDrop, e-mail, social media or text. Edinburgh Trams, and its sister company Lothian Buses, also partnered with Google Maps from the beginning of 2016 to provide real-time travel information. 2018 passenger growth Figures released at the start of 2019 showed over 7.3 million customer journeys were recorded in 2018. Representing an increase of ten per cent on 2017. Edinburgh Trams has been able to increase capacity

Page 94 Rail Professional Industry Reference Book 2019


Passenger operators

Councillors are expected to make a final decision on whether or not to proceed with the Trams to Newhaven project in March 2019. If approved, it is expected to record over 14 million customer journeys in its first year.

throughout the year by introducing additional trams as ‘queue buster’ services during morning and evening peaks seeing trams running from every three minutes. 2019 restructuring On 7th January 2019, following a review of The Operating Agreement, the City of Edinburgh Council agreed to begin the process of transferring responsibility for maintaining tram vehicles and

infrastructure to the Operator. This will see Edinburgh Trams assume these responsibilities and costs in the course of 2019. The new arrangements will enable Edinburgh Trams to improve value for money, by directly managing contracts for vehicles, infrastructure and systems. The Operator will pay the Council an £8.5 million annual asset fee for use of the trams, tram infrastructure, track and tram depot.

Franchise held by Company Name KEY PERSONNEL See page XX Managing Director: Lea Harrison Chairman: Charlene Wallace Chief Executive - Transport for Edinburgh: George Lowder Operations Manager: Sarah Singh Engineering Manager: Colin Kerr Customer Experience Manager: Dean Anderson Finance Manager: Tom Neil Safety & Standards Manager: Michael Powell HR Manager: Sue Bucher

CONTACT INFORMATION Address: 1 Myreton Drive, Edinburgh EH12 9GF Phone:  0131 338 5780 Email: customer@edinburghtrams.com Website: www.edinburghtrams.com

Rail Professional Industry Reference Book 2019 Page 95


Sliding Friction BuFFer StopS RAWIE Friction Buffer Stops provide protection for track ends worldwide. They can be designed to suit all types of rolling stock, accommodating varied train weights and speeds. Manufactured by A. RAWIE GmbH & Co. KG +49 . 541 . 91 20 70 info@rawie.de www.rawie.de Supplied in UK & Eire by H.J.Skelton & Co. Ltd 0 16 35. 86 68 77 sales@hjskelton.com www.hjskelton.co.uk


Passenger operators Holding company MTR Corporation

Elizabeth Line The Elizabeth Line will stretch more than 60 miles from Reading and Heathrow in the west through central tunnels across London to Shenfield and Abbey Wood in the east

R

enamed and rebranded as the Elizabeth line in 2016, the first new Class 345 trains entered passenger service in June 2017 between Liverpool Street and Shenfield. But that was only phase one. The trains will be rolled out over five phases, phase two saw TfL running trains from Heathrow and Hayes & Harlington to Paddington in May 2018 in anticipation of the actual opening of the Elizabeth line – which is phase three. When the central section opens trains will run from Paddington to Abbey Wood before

Accessibility Lifts will also have been installed at every Elizabeth line station to ensure step-free access from the street all the way to the platform. The enhancements to the older stations have included improving accessibility at the ticket office windows and wider entrances to ticket halls.

full through service, including journeys to Reading and Heathrow Terminal 5 launching as soon as possible after this. When it reaches full service, the Elizabeth line will be over 60 miles long, linking Reading in the west to Shenfield and Abbey Wood in the east.

electricity produced whilst braking and then pumping that back into the power supply, just like a Formula One car. The trains have three double doors per side which open onto a clear area which allows for easier access to the metro-style and bay seating within. Other features include multiple wheelchair dedicated areas and mixeduse seating that can be flipped up to accommodate wheelchairs. Manufactured by Bombardier Transportation, the Elizabeth line will operate seventy of the EMUs (electric multiple units) and carry half a million people across London every single day.

More stations Ten new stations are being built to complement the 31 existing stations that have been redeveloped to allow for the increased traffic the new line will bring. New stations have been built at Paddington, Tottenham Court Road, Whitechapel and Canary Wharf amongst others. The line is split between above ground and underground tracks, with 13 miles of twinbore tunnels having been dug under London. The existing Network Rail stations in outer London, Berkshire and Essex will have been upgraded and connected to the newly built tracks. In total, there are fifteen existing London Underground, London Overground and DLR stations that will be serviced by the Elizabeth line.

Better trains The new trains are 200 metres long and can carry up to 1,500 people. The trains will use up 30 per cent less energy by tapping into the

Shorter journeys The Elizabeth line will be fully integrated into the existing London transport network, reducing travel times across the board. Londoners will see their commuting times tumble as Canary Warf to Liverpool Street, a trip which used to take 21 minutes, will take just six minutes. Other journeys like Paddington from

Tottenham Court Road will take just four minutes, compared to twenty minutes currently. British companies won 96 per cent of the contracts for the project. The project proved popular as throughout 2017 announcements were pouring in concerning longer routes, extensions to Heathrow Terminal 5 and that there would be extra trains running more frequently than originally stated. Initially 66 trains had been purchased to service the network but as expansions became likely that number was increased to seventy, allowing for trains every three

minutes at peak times and the number of trains running from Paddington to Reading increasing from three every hour to four. The Elizabeth line, which was originally called Crossrail, is managed by TfL. Crossrail Limited constructed the new railway and the project was jointly sponsored by the Department for Transport and TfL.

KEY PERSONNEL Managing Director for MTR Crossrail (Operator of the Elizabeth line): Steve Murphy Operations Director for the Elizabeth line (TfL): Howard Smith

CONTACT INFORMATION Address: Palestra, 197 Blackfriars Road, London SE1 8NJ Phone: 0343 222 1234 Email: Contact via website Website: www.tfl.gov.uk/elizabeth-line

Rail Professional Industry Reference Book 2019 Page 97


Passenger operators Holding company Iarnród Éireann (IE) and NI Railways (NIR)

Enterprise Enterprise is the cross-border intercity train service between Dublin Connolly in the Republic of Ireland and Belfast Central in Northern Ireland

J

ointly operated by Iarnród Éireann was dissolved and its assets and liabilities (IE) and NI Railways (NIR) were split between Córas Iompair Éireann Enterprise operates on the Belfast (CIÉ) and the Ulster Transport Authority to Dublin line. (UTA) – the predecessors of Iarnród Éireann The Great Northern Railway (IÉ) and Northern Ireland Railways (NIR) (Ireland) (GNR(I)) introduced respectively. Following the the service as the ‘Enterprise completion of the Belfast BELFAST CENTRAL Express’ in August 1947 in an Central Line Project, the Belfast attempt to compete with air terminal moved to Belfast travel which was challenging Central station in 1976. LISBURN the railways as Swissair and The service was upgraded Pan Am both began using in September 1997 with a new Shannon Airport as a stop-off timetable and new coaching LURGAN on transatlantic flights in the stock from French train makers Spring of that year. De Dietrich Ferroviaire (now The initial service ran Alstom DDF). At this point the PORTADOWN between Belfast Great service, which had operated Victoria Street station and under either the IÉ or NIR Dublin Amiens Street station, brands, was branded separately NEWRY which was renamed Dublin as Enterprise. Connolly in 1966. Customs The service has suffered checks were limited to the disruption, particularly during DUNDALK Belfast and Dublin terminals the Troubles, when it was to reduce journey times by regularly halted by bomb ensuring that journeys were threats. Since the Northern DROGHEDA non-stop. Ireland peace process, however, In October 1950 the such disruption has diminished. service was extended Renewed investment in recent DUBLIN beyond Dublin to Cork. This years has seen the line upgraded proved unsuccessful and to continuously welded track ceased in September 1953 capable of ninety mph running when the governments of the Republic of along the southern part of the route, as part Ireland and Northern Ireland nationalised of Iarnród Éireann’s rail network upgrades. the GNR as the Great Northern Railway The Northern Ireland section of the line was Board (GNRB). In October 1958 the GNRB also upgraded to run at speeds of ninety

mph on many sections of the line. The Enterprise brand aims to be politically neutral, there are no Irish Rail or NI Railways logos inside or outside the train, only Enterprise specific branding, all announcements are made in English and not in Irish, and purchases are dual priced in Pounds Sterling as well as in Euros. Operating eight services in each direction, Monday to Saturday and five journeys in each direction on Sundays, the journey takes just over two hours. If an Enterprise set is unavailable, either a NIR or an IÉ set can be used. Both NIR and IÉ have equipped a number of their DMUs to each other’s specifications so they may be used in the event of a breakdown. Strategic Development Plan Enterprise put out a document titled the ‘Strategic Development Plan’ in June 2018, detailing the projected population growth along the Dublin-Belfast corridor and how both Northern Ireland and the Republic of Ireland plan to develop the railway. The three initiatives laid out in the plan are: • Introduction of an hourly service frequency between the two cities • Infrastructure enhancements to improve journey times and connections • Electrification through investment in infrastructure and rolling stock. The long-term goal of electrification set out in the plan recommends replacing the existing rolling stock with electrically powered units by 2035. A new fleet of nine train sets would be required to permit an hourly service.

KEY PERSONNEL CEO: Jim Meade Director Infrastructure Manager: Don Cunningham Chief Financial Officer: Aidan Cronin Director Human Resources: Ciaran Masterson Commercial Director: Gerry Culligan

CONTACT INFORMATION Address: Enterprise c/o Iarnród Éireann HQ, Connolly Station, Amien Street, Dublin 1, D01 V6V6 Eire Phone: +353 1 836 6222 Email: info@irishrail.ie Website: www.irishrail.ie/Enterprise

Page 98 Rail Professional Industry Reference Book 2019


Passenger operators Holding company Eurostar International Ltd

Eurostar The Eurostar has carried passengers across the Channel Tunnel for over 20 years and in 2017 it celebrated ten years at St Pancras International

E

urostar International is jointly owned by SNCF (55 per cent), SNCB (five per cent) and a consortium made up of two companies: Caissede Depot et Placement du Quebec (CDPQ) and Hermes Infrastructure (40 per cent). 2017 saw an increase in passengers on the Eurostar, especially during the summer months. The TOC reported a 15 per cent rise in third-quarter revenues to £255 million over the same period in 2016. Railway network revenue increased by four per cent as Eurostar traffic grew by four per cent to almost 2.7 million passengers. Station upgrades In April 2018 Eurostar began operating an Amsterdam service. The departures terminal at St Pancras has been improved to accommodate passenger growth with a duty-free shop opening early in 2018. Other improvements include E-Gates to speed up the security process. Passengers can take advantage of the Eurostar from city centre stations across England, France and Belgium, connecting them with more than a hundred destinations across Europe. In Paris the new Paris Business Premier lounge offers a stylish, comfortable environment for both working and relaxing. Designed by global architects, Softroom, the Paris lounge is situated on the top floor of the original 19th Century building, and features high ceilings, marble fireplaces, a cocktail bar and intimate snug spaces, the lounge captures the spirit of a Parisian apartment. There has also been extensive renovation of the Eurostar terminal in Brussels Midi. This has created an expanded departure area and a more efficient check-in space which will be further enhanced by the introduction of facial recognition e-passport gate technology for the peak summer holiday period. Community and environment From the early days of operation, Eurostar has championed the environmental benefits of high-speed rail and encouraged the switch to sustainable modes of transport for short haul international travel, with a Eurostar journey emitting 80 per cent less carbon than the equivalent short-haul flight. The 17 new e320 trains carry twenty per cent more passengers, which is twice as many as a jumbo jet, and they are 17 per cent more efficient per seat than its original fleet. Eurostar is committed to giving young people opportunities and

offers work experience and mentoring programmes aimed at providing a combination of advice, LONDON support and first-hand experience to help them gain skills. For those looking to start a career, there is a long-established engineering apprenticeship programme, and a new customer service apprenticeship programme across its stations, its contact centre and onboard. Eurostar supports the communities in which it operates and has forged partnerships with organisations ranging from honey clubs, which produce honey for some of the desserts on board its trains, to a local ‘Skip Garden’ using recycled skips in King’s Cross to grow fruit and vegetables and Kent Walk to School, a scheme that takes more than 250,000 car journeys off Kent’s roads.

HAMBURG

ROTTERDAM DUISBURG

GHENT

BRUSSELS

CALAIS

Rouen

Rennes

ANTWERP

COLOGNE AACHEN

BONN

Liège Namur Charleroi

LILLE

FRANKFURT

Reims

Metz

Champagne-Ardenne

PARIS

Brest

Troyes

MUNICH

Chalons-enChampagne

Mulhouse

(DISNEYLAND® PARIS)

Laval

Belfort Basel

Le Mans

Orléans

St-Pierre-des-Corps

Zurich

Besançon

DIJON

Tours

NANTES

STRASBOURG

Nancy

MARNE-LA-VALLÉE

Vannes

ANGERS

ESSEN DÜSSELDORF

BRUGES

Caen

Lorient

HANNOVER

AMSTERDAM

EBBSFLEET ASHFORD

Quimper

BERLIN

BREMEN

Bern

Dole Chalonssur-Saône

POITIERS

Le Creusot

Lausanne

GENEVA Annecy

La Rochelle Limoges

BOURG-ST-MAURICE

Clermont-Ferrand

LYON

AIME-LA-PLAGNE

Angoulême

MOÛTIERS

-SALINS-BRIDES-LES BAINS

Valence

Libourne

Chamb éry Grenoble

BORDEAUX

AVIGNON

Agen

Nîmes

Agde

Pau

Rolling stock Eurostar introduced the first of its new state-of-the-art e320 trains at the end of 2015. Created especially for Eurostar by Siemens and Pininfarina, the new trains are interoperable, which means they can operate across the European high-speed rail network. The new trains have 20 per cent more capacity, carrying up to 900 passengers per train. They also feature free Wi-Fi in all classes of service, and access to free onboard entertainment including more than three hundred hours of TV shows and movies. Pininfarina has transformed the look and feel of the train, with new interiors designed to enhance each passenger’s sense of personal space and comfort. It worked closely with the Eurostar team to ensure the design put customers first, with clever new features including extendable tables and seats with power sockets and USB connections. The e320s started on the Paris route where demand is the highest, and Eurostar started introducing them on the Brussels route in 2017. As well as the new trains, Eurostar is

Nice Aix-En-Provence

Montpellier

Toulouse

Biarritz

MARSEILLE

Cannes St Raphaël Toulon

Eurostar

Lourdes Perpignan

Continental high speed lines Non high speed lines Eurostar seasonal routes Channel tunnel

carrying out refurbishment of some of its original TMST sets. These are being completely stripped and remodelled with the same Pininfarina design as the e320s, including Wi-Fi and on-board entertainment. These newly named e300 trains are used across all of Eurostar’s routes including the South of France service. KEY PERSONNEL Chair: Clare Hollingsworth Chief Executive Officer: Mike Cooper Chief Financial Officer: James Cheesewright Commercial Director: Nicholas Mercer Strategy Director and Company Secretary: Gareth Williams Director of Communications: Mary Walsh Chief Operating Officer: Philippe Mouly Chief Customer Officer: Marc Noaro Chief Information Officer: Laurent Bellan Managing Director, New Digital Business: Roberto Abbondio

CONTACT INFORMATION Address: Eurostar International Ltd, Times House, Bravingtons Walk, London N1 9AW Phone: 0343 218 6186 Email: traveller.care@eurostar.com Website: www.eurostar.com

Rail Professional Industry Reference Book 2019 Page 99


Passenger operators

Burnham Market

Wells-next-the-Sea

Hunstanton

e.

Dersingham

Fakenham

Sandringham

King’s Lynn

Holding company Govia (Go-Ahead Group/Keolis)

Watlington

Gatwick Express

Wisbech

Downham Market Littleport Ely

to Yorkshire, the North East and Scotland

to Norwich and Ipswich

Waterbeach

Gatwick Express has existed since 1984 and is the only non-stop train service between central London and Gatwick Airport Peterborough

to the West Midlands, North West and Scotland

Cambridge North

St. Ives

Huntingdon

to the East Midlands and South Yorkshire

St. Neots

G

Bedford

Milton Keynes Central

to Newmarket and Ipswich

Cambridge

to Stansted Airport and London

Foxton Shepreth

Sandy

Meldreth atwick Express operates 160 Flitwick Royston Biggleswade services carrying around 13,000 Ashwell & Morden Harlington Arlesey Baldock travellers a day and covers Leighton Buzzard Letchworth Garden City Leagrave Hitchin around 1.6Dunstable million miles a Luton year. Running between London Stevenage Watton-at-Stone Tring Luton Knebworth Luton Airport Parkway Hertford North Airport Victoria station and Gatwick Airport, the Welwyn North Bayford Harpenden airport train service departs every 15 Welwyn Garden City Berkhamsted Cuffley Hatfield minutes, enabling passengersSt.to reach the Albans City Welham Green Crews Hill airport, which is located directly beneath Hemel Hempstead Brookmans Park Radlett Gordon Hill the train’s south terminal, in around 30 Potters Bar Enfield Chase minutes. Watford Junction Elstree & Borehamwood Hadley Wood Plans were unveiled in December 2014 Grange Park New Barnet Mill Hill Broadway to redevelop Gatwick Airport train station, Oakleigh Park Winchmore Hill Hendon Harrow & Wealdstone New Southgate with Network Rail and Gatwick Airport Palmers Green Bowes Park both contributing £30 million,Cricklewood and the Alexandra Palace Government £50.5 million, to the £120.5 West Hampstead Hornsey Thameslink Wembley Central million upgrade. Harringay Finsbury Park Bletchley

On Mondays to Saturdays from December 2018 until further notice, buses will replace trains between Stevenage and Hertford North and between Stevenage and Watton-at-Stone. For more information visit: greatnorthernrail.com/railreplacement

Kentish Town

Shepherd’s Bush

London St. Pancras International

Oyster and contactless to Paddington payment can be used in the yellow shaded area

pia)

Drayton Park Highbury & Islington Essex Road Old Street Moorgate

London King’s Cross

Farringdon City Thameslink

Eliz

abe

London Blackfriars

th

Lin

eo

London Bridge

S

South Bermondsey

E AM

London Victoria

pton

ER

TH

Elephant & Castle

RIV

Battersea Park to London Waterloo

to Clapham Junction

Brockley

Clapham Junction

North Dulwich West Dulwich

Tulse Hill

Wandsworth Common Balham

Gipsy Hill

Streatham

Haydons Road Tooting

Wimbledon

edon Chase

Dartford

Carshalton

on Common

West Sutton Sutton Cheam Ewell East

Greenhithe for Bluewater Beckenham Hill to Ebsfleet International and London

Ravensbourne

Penge West

Higham

Shortlands

Anerley

Strood

Bromley South

Beckenham Junction

Birkbeck

Horsley

Bickley

Chatham

St. Mary Cray Swanley

Gillingham

Banstead

Coulsdon Woodmansterne Town Reedham

Epsom Downs

Merstham

Kingswood

Reigate

to Dorking

to Reigate

Crawley Littlehaven

Faygate*

Ifield

Nutfield Godstone

Earlswood

Edenbridge Town

Horley

Lingfield

Hever

Gatwick Airport

Dormans

Cowden

East Grinstead

Ashurst

Ashington Washington

Burgess Hill

Penshurst

Tonbridge

to Kent Coast

Doleham*

Ore to London

Cooksbridge*

Preston Park Glynde Berwick Polegate

Moulsecoomb

g e e a g n k g London a g g te ea -Se rthin rthin rthin ancin by-Se thwic rsga rtslad ingto Hov erin -by-S Road e o r o -on L g Po Brighton (Brighton) Wo ast W Sou Fish am Ald rin ton est W reh Go E ing W r r Sho Du to France

Falmer Lewes Southease

Hastings St. Leonards Warrior Square Bexhill Collington Cooden Beach Normans Bay Pevensey Bay* Pevensey & Westham

Hampden Park Eastbourne

Newhaven Town Newhaven Harbour

Bishopstone Seaford

Page 100 Rail Professional Industry Reference Book 2019

Chief Executive Officer: Patrick Verwer Chief Operating Officer: Steve White Chief Financial Officer: Ian McLaren Engineering Director: Gerry McFadden Infrastructure Director: Keith Jipps Operations Planning Director: Scott Brightwell Business Improvement Director & Deputy COO: Alex Foulds Head of Safety: Mark Whitely Human Resources Director: Andy Bindon Acting Communications and Marketing Director: Myriam Walburger Passenger Service Director: Angie Doll

Three Oaks

Uckfield

gm

Appledore

Winchelsea

Buxted

Plumpton

Hassocks

Ham Street

Rye

Crowborough

Wivelsfield Southwater

Leigh

Eridge

Balcombe Haywards Heath

Horsham

International Europe

Hurst Green Edenbridge

Three Bridges

Ockley

Christ’s Hospital Billingshurst Pulborough Amberley Arundel

Caterham

Salfords

Dorking

Tha Maidstone East wil mesli to Canterbury l op nk and Ramsgate era serv te fr ice Bearstead om s on to Dec this em Dover ber route 201 Ashford and 9 to London

to London

Oxted

Redhill

Tadworth Tattenham Corner

West Malling

Sevenoaks

Woldingham Whyteleafe Whyteleafe South

to Margate and Ramsgate

Borough Green

Bat & Ball

Upper Warlingham

Coulsdon South

Chipstead

Holmwood

Warnham

Purley Kenley

to North Kent

Otford

Riddlesdown

Purley Oaks

Rainham

Eynsford Shoreham

to Sevenoaks

Belmont

Box Hill & Westhumble

Dorking Deepdene

Orpington

South Croydon

KEY PERSONNEL

Rochester

Petts Wood

East Croydon

Sanderstead

Bookham

Effingham Junction

to Guildford

West Croydon

Carshalton Beeches

Ashtead Leatherhead

Waddon

Wallington

Swanscombe Northfleet Gravesend

Kent House

Norwood Junction

Epsom

An

Stone Crossing

Forest Hill

Hackbridge

St. Helier

Clandon

Crystal Palace

Mitcham Junction

orden South

ad d)

Slade Green

Selhurst

Mitcham Eastfields

outh Merton

ES

Bellingham

Penge East

Streatham Common Norbury Thornton Heath

d

018

AM

Sydenham

West Norwood

Streatham Hill

er 2

TH

Westcombe Park

Honor Oak Park

Sydenham Hill

mb

Catford

East Dulwich

Herne Hill

ece

Charlton Tha wil mesli Woolwich Arsenal l op nk era serv te fr ice om s on Plumstead Dec this em ber route 201 Abbey Wood 9

Crofton Park

Nunhead

Loughborough Junction

sD

ER

Maze Hill

New Cross Gate

Peckham Rye

Denmark Hill

pen

RIV

Greenwich

to Highbury & Islington

Queens Road Peckham

harf

Deptford

The final £10 million was secured in February 2015, giving the green light to the project that will include doubling the size of the concourse to reduce congestion; putting in a new roof; and installing more escalators and lifts to make it easier to reach all platforms. The new station will increase the number of rail passengers using the station every year by around five million to around twenty million before 2025. On top of the new station, new Britishmade trains were brought in at a cost of £145 million, allowing more First Class seats and more tables in Express Class as well as onboard Wi-Fi and dedicated luggage racks in every carriage.

Produced by

23.3.2018 (GTR All Brands Diagram)

www.fwt-london.co.uk

CONTACT INFORMATION Address: 1st Floor, Monument Place, 24 Monument Street, London EC3R 8AJ Phone: 0345 850 1530 Email: customerservices@gatwickexpress.com Website: www.gatwickexpress.com


Passenger operators Holding company Strathclyde Partnership for Transport (SPT)

Glasgow Subway The Glasgow Subway carries 13 million passengers each year, and is currently undergoing its biggest modernisation programme in more than 30 years

T

he 15 stations of the Subway are distributed over a six mile circuit of the West End and City Centre of Glasgow, with eight stations to the North of the River Clyde and seven to the South. There are two lines: an outer circle running clockwise and an inner circle running anticlockwise. Upgrades The full-scale upgrade will ensure that the highest quality of service is delivered to the 40,000 passengers who use the Subway every day. The Glasgow Subway is 120-yearsold and is the third oldest underground system in the world behind London and Budapest. A £288 million funding package for the work is being supported by the Scottish Government and rebuilding work is happening right across the network. Modernisation In 2016, Strathclyde Partnership for Transport (SPT) took a significant step forward in the Subway modernisation programme, unveiling the new trains planned following the award of the contract. One of the first new Subway trains was on show at InnoTrans in 2018, the International Trade fair for transport technology in Berlin, by leading train manufacturer Stadler. The new trains will be the same length and size as existing rolling stock, but made up of four-car sets, as opposed to the current three-car sets. They will feature open gangways to maximise the space available. Strathclyde Partnership for Transport (SPT) has approved the award of the contract for the next two Subway stations to undergo refurbishment as part of the Subway modernisation programme. Shields Road and Bridge Street will be the tenth and eleventh stations to be completed.

The contract was awarded to Graham Construction which has already worked with SPT modernising six stations out of nine already complete. As well as the new trains, the Subway’s signalling equipment, control systems and control centre will all be replaced bringing improved availability and reliability to passengers. The system will include new platform screen doors, which will be ‘half height’ to preserve as much space and openness within the stations as possible while still maintaining passenger safety and security. Once the new full system is in place – trains, signalling, operational control centre, platform screen doors – and it has been fully tested, the Subway will move from its current partially automatic trains to Unattended Train Operations (UTO). The new trains are expected to be rolled out by 2020.

Transport Focus survey The 2018 Transport Focus survey reported overall passenger satisfaction reached 97 per cent, whilst 95 per cent of surveyed passengers said that they were satisfied with the Subway’s level of punctuality. 80 per cent said that they were satisfied with the value for money the service provides.

KEY PERSONNEL Chief Executive: Gordon Maclennan Assistant Chief Executive: Valerie Davidson Senior Director: Charles Hoskins Director of Finance & HR: Neil Wylie

CONTACT INFORMATION Address: Broomloan Depot, Robert St, Lanarkshire, Glasgow G51 3HB Phone: 0141 332 6811 Email: enquiry@spt.co.uk Website: www.spt.co.uk Rail Professional Industry Reference Book 2019 Page 101


Passenger operators Holding company Govia (Go-Ahead Group/Keolis)

Govia Thameslink Railway Govia Thameslink Railway (GTR) began operations in September 2014. It oversees Thameslink, Great Northern, Southern and the Gatwick Express airport services

G

TR is a subsidiary of Govia, a joint venture between the British GoAhead Group and French company Keolis.

Siemens has taken over the complete long-term servicing and maintenance for this new fleet of trains. ‘Thameslink is now a Class 700-only route marking a significant milestone in our journey of modernisation towards a new high-frequency service through central London’ said GTR engineering director Gerry McFadden. This means that the trains running on

Rolling stock All the trains on the Thameslink route are now new Class 700 Siemens trains, with the entire fleet being replaced and brought into service in 2017.

Burnham Market

SERVICES AND FACILITIES

Gatwick Express

REGULAR SERVICE

Wells-next-the-Sea

Hunstanton

This is a general guide to the basic daily services. Not all trains stop at all stations on each coloured line, so please check the timetable.

Dersingham

LIMITED SERVICE

Fakenham

Sandringham

King’s Lynn

Great Northern Southern

Watlington

Thameslink

Wisbech

Other train operators may provide additional services along some of our routes.

Faygate*

Other train operators’ routes Bus links Limited service stations on our network Interchange stations Interchange with London Underground Interchange with London Overground Interchange with London Tramlink Interchange with Eurostar Interchange with other operators’ train services Interchange with Airports Ferry service routes Hovercraft service routes

Downham Market Littleport Ely

to Yorkshire, the North East and Scotland

to Norwich and Ipswich

Waterbeach Peterborough to the West Midlands, North West and Scotland

Cambridge North St. Ives

Huntingdon

to the East Midlands and South Yorkshire

Bedford

Milton Keynes Central

Biggleswade Arlesey

Leighton Buzzard

Meldreth Royston Ashwell & Morden Baldock

Hitchin

Luton

Luton Airport Parkway

Shepreth

Letchworth Garden City

Leagrave Dunstable

Tring

Stevenage Luton Airport

On Mondays to Saturdays from December 2018 until further notice, buses will replace trains between Stevenage and Hertford North and between Stevenage and Watton-at-Stone. For more information visit: greatnorthernrail.com/railreplacement

Watton-at-Stone

Knebworth

Hertford North

Welwyn North Harpenden

Berkhamsted

Bayford

Welwyn Garden City

Cuffley

Hatfield

St. Albans City

Welham Green

Hemel Hempstead Radlett

Brookmans Park

Elstree & Borehamwood

Hadley Wood

Crews Hill Gordon Hill

Potters Bar Watford Junction

Enfield Chase Grange Park

New Barnet

Mill Hill Broadway

Oakleigh Park Hendon

Harrow & Wealdstone

Kentish Town London St. Pancras International

Oyster and contactless to Paddington payment can be used in the yellow shaded area

Kensington (Olympia)

Farringdon

Palmers Green Bowes Park

Hornsey Harringay Finsbury Park Drayton Park Highbury & Islington Essex Road London King’s Cross Old Street Moorgate

City Thameslink

Eliz

abet

London Blackfriars

h Li

ne

open

KEY PERSONNEL

sD

London Bridge

ER

TH

Elephant & Castle

RIV

Battersea Park to London Waterloo

Denmark Hill to Clapham Junction

Brockley

Clapham Junction

North Dulwich West Dulwich

Tulse Hill

Wandsworth Common Balham

Gipsy Hill

Streatham

Haydons Road Tooting

Wimbledon

Wimbledon Chase

Carshalton

Sutton Common

West Sutton Sutton Cheam Ewell East

to London

to Reading

Southampton Airport Parkway to Dorking rne to Portsmouth itte Eastleigh *B ton ools *W g olin *Sh tley m e a r le h *N mb ste a Fare rtche on *H led ick Po sham urs Co *B wanw S Hilsea n to London to Channel Islands, Fratton pto nt m France and Spain a h va Ha ngton h Bed Portsmouth & Southsea ort e rbli Wa Emsw ourn e thb urn Sou utbo sham e N Portsmouth Bo ourn b ter Harbour Fish iches ham Ford Ch Barn to Gosport and Isle of Wight

Bognor Regis

Littlehampton

Horsley

West Croydon

Carshalton Beeches

Penge West

Higham

Shortlands

Strood

Bromley South

Beckenham Junction

Birkbeck

Bickley

Rochester Chatham

St. Mary Cray Swanley

Petts Wood

Woodmansterne

Coulsdon Town Reedham

Gillingham

to Dorking

to Reigate

Caterham

Faygate*

Horley

Lingfield

Hever

Gatwick Airport

Dormans

Cowden

East Grinstead

Ashurst

Ifield

Ashington Washington

to Kent Coast

Doleham* Three Oaks

to London

Buxted

Preston Park Glynde Berwick Polegate

Moulsecoomb

g n London g ea ve de ea ea ng ick ate ing ing erin -by-S n-S orth orthin orth Lanci -by-S uthw ersg ortsla ringto Ho Road g P n-o W Brighton (Brighton) W ast W So am Ald rin Fish gto West reh Go E rrin Sho Du to France

Falmer Lewes Southease

Appledore

Winchelsea

Cooksbridge*

gm

Ham Street

Ore

Uckfield

Plumpton

Hassocks

to Isle of Wight

Tonbridge

Rye

Crowborough

Haywards Heath Burgess Hill

Leigh Penshurst

Eridge

Balcombe

Hastings St. Leonards Warrior Square Bexhill Collington Cooden Beach Normans Bay Pevensey Bay* Pevensey & Westham

Hampden Park Eastbourne

Newhaven Town Newhaven Harbour

Bishopstone Seaford Produced by

Page 102 Rail Professional Industry Reference Book 2019

Chief Executive Officer: Patrick Verwer
 Chief Operating Officer: Steve White
 Chief Financial Officer: Ian McLaren
 Engineering Director: Gerry McFadden
 Infrastructure Director: Keith Jipps
 Operations Planning Director: Scott Brightwell
 Business Improvement Director & Deputy COO: Alex Foulds Passenger Service Directors: Stuart Cheshire
 Head of Safety: Mark Whitely Human Resources Director: Andy Bindon
 Communications and Marketing Director: Collette Dunkley

International Europe

Hurst Green

Edenbridge Town

Wivelsfield Southwater

Tham Maidstone East will eslin to Canterbury oper k se and Ramsgate ate rvic Bearstead from es on to Dec this em Dover ber route 2019 Ashford and to London

to London

Edenbridge

Three Bridges Crawley

Littlehaven

West Malling

Sevenoaks

Oxted

Nutfield Godstone

Earlswood

to Margate and Ramsgate

Borough Green

Bat & Ball

Woldingham Whyteleafe Whyteleafe South

Salfords

Dorking

Otford

Upper Warlingham

Redhill Reigate

Horsham Christ’s Hospital Billingshurst Pulborough Amberley Arundel

Purley Kenley

Rainham to North Kent

Shoreham

to Sevenoaks

Riddlesdown

Merstham

Kingswood Tadworth Tattenham Corner

Ockley Warnham

South Croydon

Eynsford

Coulsdon South

Chipstead

Box Hill & Westhumble

Dorking Deepdene

Orpington

East Croydon

Purley Oaks

Banstead Epsom Downs

Swanscombe Northfleet Gravesend

Kent House

Anerley

Belmont

Holmwood

An

to Ebsfleet International and London

Ravensbourne

Sanderstead

Bookham

Effingham Junction

to Guildford

Waddon

Wallington

Epsom

Leatherhead

Clandon

Greenhithe for Bluewater

Norwood Junction

Ashtead to London

London Road Guildford (Guildford)

Stone Crossing

Beckenham Hill

Hackbridge

St. Helier

Southampton Central St. Denys*

Crystal Palace

Mitcham Junction

Morden South

to Bournemouth

Dartford

Selhurst

Mitcham Eastfields

South Merton

Slade Green

Forest Hill

Penge East

Streatham Common Norbury Thornton Heath

to Guildford

Abbey Wood

Bellingham

Sydenham

West Norwood

Streatham Hill

ES

Charlton Tham will eslin Woolwich Arsenal oper k se ate rvic from es on Plumstead Dec this em ro ut ber 2019 e

Honor Oak Park

Sydenham Hill

AM

Catford

East Dulwich

Herne Hill

2018

TH

Westcombe Park

Crofton Park

Nunhead

Loughborough Junction

ber

ER

Maze Hill

New Cross Gate

Peckham Rye

ecem

RIV

Greenwich

to Highbury & Islington

Queens Road Peckham Imperial Wharf

Deptford

South Bermondsey

A

London Victoria

West Brompton

S ME

Modernisation In May 2018 passengers saw a transformation in services, much of it delivered through the £7 billion Thameslink Programme, which introduced brand new, reliable timetables, extended routes, additional services and new trains. The programme is being sponsored by the Government and will add capacity into London for 35,000-40,000 more passengers in each three-hour peak across the whole GTR network. Alongside the new trains, there will be new links to Gatwick Airport, Eurostar at St Pancras and an interchange at Farringdon for Elizabeth line Crossrail services across central London from December 2019. Other benefits include the return of cross-London Thameslink services at London Bridge – up to twelve trains per hour at peak times, including Bedford to Brighton services.

Alexandra Palace

West Hampstead Thameslink

Wembley Central

Winchmore Hill

New Southgate

Cricklewood

Shepherd’s Bush

to Stansted Airport and London

Foxton

Sandy

Flitwick Harlington

Bletchley

to Newmarket and Ipswich

Cambridge

St. Neots

the off-peak services between Brighton, Gatwick Airport and London Bridge are now up to three times longer. From May next year hundreds of thousands of new passengers from Sussex, Cambridge and Peterborough will be plugged into the crossLondon route when the Thameslink network expands.

23.3.2018 (GTR All Brands Diagram)

www.fwt-london.co.uk

CONTACT INFORMATION Address: 1st Floor, Monument Place, 24 Monument Street, London EC3R 8AJ Phone: 0345 026 4700 Email: customerservices@thameslinkrailway.com Website: www.thameslinkrailway.com


Samuel Taylor Limited Precision engineering since 1899 — — — —

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Email sales@samueltaylor.co.uk www.samueltaylor.co.uk

rail

Connect • Inform • Control » Passenger Information LiveCom

» Condition Based Monitoring COSAMIRA

rail@televic.com

www.televic-rail.com Rail Professional Industry Reference Book 2019 Page 103


Passenger operators Holding company Arriva UK Trains

Grand Central Grand Central Rail is an independent open-access operator and a subsidiary of Arriva UK Trains, part of the Arriva Group, which is owned by Deutsche Bahn

T

he company has operated passenger rail services on the East Coast Main Line from Sunderland to London King’s Cross since December 2007; and from Bradford Interchange to London King’s Cross since May 2010. In August 2014, Grand Central was granted an extension of its operating rights until December 2026. Routes Grand Central connects Yorkshire and the North East to London with two routes. Five daily services on the North East to

London route run between Sunderland and London King’s Cross calling at Hartlepool, Eaglescliffe, Northallerton, Thirsk and York. This route is known as the North Eastern service. Four daily services which run on the Yorkshire to London route operate between Bradford Interchange and London King’s Cross calling at Halifax, Brighouse, Mirfield, Wakefield Kirkgate and Doncaster. Some services also call at Pontefract Monkhill. This is known as the West Riding or West Yorkshire service. In May 2018 Grand Central commenced operating services on the West Coast Main Line from London Euston to Blackpool after the Office of Rail and Road granted fellow Arriva subsidiary Alliance Rail Holdings access rights for ten years. E-ticketing Grand Central Rail introduced e-ticketing towards the end of 2017, allowing customers to buy tickets online and display them on their mobile or tablet device. Instead of queuing at stations or waiting for tickets to be delivered, customers can now pay for their fare online. Available on desktop and mobile devices, tickets stay available until ten minutes before departure and after purchasing customers receive an email with a downloadable PDF that features a barcode scanned by crew and ticket gates. Richard McClean, managing director of Grand Central Rail, said: ‘We are always Page 104 Rail Professional Industry Reference Book 2019

striving to improve our customer experience and we listen to our passengers. Not only is [e-ticketing] environmentally friendly, but it offers our passengers a fast and efficient way of storing their ticket.’ New fleet The six Class 43 (HST) trains that Grand Central operates were withdrawn at the end of 2017. The TOC had leased five more Class 180 units cascaded from Angel Trains to replace its HST trains and increase its overall fleet size.

KEY PERSONNEL Managing Director: Richard McClean Chief Operating Officer: Sean English Fleet Director: Dave Hatfield Commercial and Customer Policy Director: Louise Blyth Finance Director: Mark Dale Head of HR: Angela Newsome Revenue Manager: Nick Clarke

CONTACT INFORMATION Address: Grand Central Rail, Northern House, 9 Rougier Street, York YO1 6HZ Phone: 0345 603 4852  Email:  customer.services@grandcentralrail.com Website: www.grandcentralrail.com


Passenger operators Holding company Govia (Go-Ahead Group/Keolis)

Great Northern The Great Northern Franchise operates trains between London and the east of England, including Cambridge, Peterborough and King’s Lynn

S

New rolling stock In May 2018 a Siemens team of approximately 200 people began work on delivering the manufacturing, commissioning and testing phase of a fleet of twelve newly built Class 717 Desiro City trains.

ince 2016 Great Northern has invested in new trains and increased services. It has doubled overall capacity on the Cambridge to London route and installed new air-conditioned trains from Cambridge to King’s Lynn.

Wells-next-the-Sea Burnham Market Hunstanton Dersingham

t all trains stop at e timetable. y the general pattern.

Fakenham

Sandringham King’s Lynn Watlington

Cambridge

l

Huntingdon

to Newmarket and Ipswich

Cambridge North St. Ives

Cambridge Foxton

St. Neots

Underground Overground erators’ train services

to Stansted Airport and London

Shepreth Sandy

Meldreth Royston

Biggleswade

Ashwell & Morden Arlesey

s ms ow

844 co.uk

Waterbeach

Peterborough

tes

ce, so we ask you l always try to offer eceive, the less time n you receiving

to Norwich and Ipswich

Littleport Ely

g some of our routes.

step-free access to y be unsuitable for s or other reasons.

Downham Market

Wisbech

to Yorkshire, the North East and Scotland

Hitchin

Baldock Letchworth Garden City

A full fleet of 25 trains is currently being phased into service on Great Northern suburban services from Welwyn Garden City, Hertford and Stevenage to and from Moorgate in the City of London. The Class 717s will replace the existing Great Northern fleet of Class 313 trains, built in the late 1970s. The 25 six-car trains, financed by Rock Rail Moorgate, (a joint venture between Rock Rail Holdings and Aberdeen Standard Investments), represent the first fleet of trains to be introduced into the UK using a new model for financing rolling stock. For the first time financing has been provided through direct long-term investment from pension and insurance companies. Great Northern gave passengers a sneak preview of the new £240 million airconditioned train fleet on 28th September. New services An extra 200 services will be introduced each weekday on Thameslink and Great Northern from Monday 10th December. There will be an additional 32 peak and 170 off-peak services operating. Additional peak services will operate across the network from Cambridge, Peterborough, Brighton, St Albans, Horsham, Rainham, Luton, Orpington, East Grinstead, Bedford and on the Wimbledon loop.

Stevenage Knebworth

Watton-at-Stone Hertford North

Welwyn North

Bayford

Welwyn Garden City St. Albans

Cuffley

Hatfield Welham Green

Crews Hill

Brookmans Park

Gordon Hill

Potters Bar

Enfield Chase

Hadley Wood

Grange Park

New Barnet

Winchmore Hill

Oakleigh Park New Southgate

Palmers Green Bowes Park

KEY PERSONNEL Chief Executive Officer: Patrick Verwer Chief Operating Officer: Steve White Chief Financial Officer: Ian McLaren Engineering Director: Gerry McFadden Infrastructure Director: Keith Jipps Operations Planning Director: Scott Brightwell Business Improvement Director & Deputy COO: Alex Foulds Passenger Service Directors: Stuart Cheshire Head of Safety: Mark Whitely Human Resources Director: Andy Bindon Communications and Marketing Director: Collette Dunkley

Alexandra Palace Hornsey Oyster and contactless payment can be used in the yellow shaded area

Harringay Finsbury Park Drayton Park Highbury & Islington Essex Road Old Street London King’s Cross Moorgate

CONTACT INFORMATION Address: 1st Floor, Monument Place, 24 Monument Street, London EC3R 8AJ Phone: 0345 026 4700  Email: customerservices@greatnorthernrail. com Website: www.greatnorthernrail.com Rail Professional Industry Reference Book 2019 Page 105


Passenger operators Holding company First Group

Great Western Railway Great Western Railway (GWR) carries over a hundred million passengers across South Wales, the West Country, the Cotswolds, and large parts of southern England every year

A

utumn 2017 was a busy season for GWR, with the end of the year approaching the company launched its brand new Intercity Express Train, marking the next stage in the biggest fleet upgrade on the Great Western in forty years. The new Class 800, ten-carriage train has been built in Britain by Hitachi, it carried passengers for the first time on 16th October 2017, carrying early risers on the pre-dawn service from Bristol Temple Meads to London Paddington. In 2018 GWR extended the fleet to serve Devon and Cornwall. A further 36 Intercity Express Trains – (known as Class 802s) have also been ordered from Hitachi’s factory in Pistoia, Italy to improve services between London Paddington and Exeter, Plymouth and Penzance. These trains are being built to cope with the more demanding geography of Devon and Cornwall and are due in passenger service in Spring 2019. New trains and more seats Over 10,000 more train seats will be available to passengers in 2019. Before Christmas GWR took delivery of its final

Worcester Foregate Street

3 Severn Tunnel Junction

Worcester Shrub Hill Pershore

Malvern Link Great Malvern

Pilning

Severn Beach

Honeybourne Evesham

Yate Patchway St Andrews Road

Filton Abbey Wood

Avonmouth

Shirehampton Sea Mills Carmarthen

Moreton-in-Marsh

Cheltenham Spa

Kingham

Gloucester

Shipton

Route operated by Great Western Railway Great Western Railway Summer/Limited Service

Keynsham

Cam & Dursley Neath

Airport Detailed view available

Radley

Kemble

Culham Appleford

Didcot Parkway

Bristol Bedminster

Avonmouth

Cardiff Central

Oldfield Park

Bristol Airport

Hungerford

Bath Spa

Melksham

Calstock

Kintbury

Winnersh Wokingham

Frome

Highbridge & Burnham

Minehead

Ash

4

Wanborough Guildford Shalford

Warminster

Chilworth

Betchworth Dorking Reigate West Redhill Dorking Gomshall Deepdene

Gatwick Airport

Menheniot Bridgwater

St Keyne Wishing Well Halt

Sandplace

St Germans

St Budeaux Victoria Road Keyham Dockyard Devonport

St Budeaux Ferry Road

Castle Cary

Salisbury

Chapelton Umberleigh

Plymouth

Looe

Bruton

Barnstaple

Saltash

Causeland

Taunton

Portsmouth Arms

Thornford Yetminster

Tiverton Parkway

Lapford Feniton

Morchard Road Copplestone

Sampford Courtenay

Okehampton

Polsloe Bridge Exeter Central entral

Axminster

Havant

Shoreham-by-Sea

Barnham Chichester

Hove

Brighton

Worthing

Fratton Portsmouth & Southsea

Exeter Airport Dorchester West

Digby & Sowton Topsham Lympstone Commando Lympstone Village

Upwey

Exmouth

Weymouth

Dawlish Warren

Wadebridge

Cosham

Portsmouth Harbour

2

Starcross Padstow

Hedge End Botley

Fareham

Maiden Newton

Yeoford

Central Exeter St Exeter Davids St James Park

Eastleigh

Southampton Central

Chetnole

Honiton

Whimple

Pinhoe

Crediton

Mottisfont & Dunbridge Eastleigh Romsey

Southampton Airport Parkway

Yeovil Pen Mill Crewkerne

Eggesford

Holsworthy

Dean

Southampton Airport Parkway Yeovil Junction

Kings Nympton

Bude

London Paddington

Farnborough North North Camp

Basingstoke

Bere Ferrers

Coombe Junction Halt

Ealing Hayes & Broadway Harlington Heathrow Airport

Crowthorne Sandhurst Blackwater

Bramley

Dilton Marsh Liskeard

Windsor & Eton Central

Reading Rea

Theale Aldermaston Midgham Thatcham Mortimer

Pewsey

Westbury

Bere Alston

Greenford

Tw Twyford

Newbury Racecourse

Newbury

Bedwyn

Brad Bradford-on-Avon Freshford Avoncliff Trowbridge

4

Slough Maidenhead Tilehurst

Reading West

Keynsham

Yatton Worle

Bourne End

Marlow Henley-on-Thames

Chippenham

Nailsea & Backwell

Weston Milton Weston-super-Mare

Gunnislake

Cholsey

Goring & Streatley Pangbourne

Bristol Temple Meads

Cardiff Airport

1

Swindon

Parkway

al

Bridgend

in

St Andrews Road Severn Beach Avonmouth Clifton Down Redland 3 Shirehampton Patchway Yate Montpelier Sea Mills

m

Severn Tunnel Junction

Newport

Te r

Port Talbot Parkway

ro w

Swansea

Bus Link

Oxford

th

Penally

Station served by Great Western Railway

Stonehouse Stroud

Llanelli

Pembrey & Burry Port

Station managed by Great Western Railway

ea

Tenby

Nailsea & Backwell

Heyford Tackley

H

Kidwelly

Kilgetty Saundersfoot

Charlbury

Ascott-under-Wychwood Combe Finstock Hanborough

Bedminster Parson Street

Ferryside

Lamphey Pembroke Manorbier

Bristol Parkway

Redland Montpelier Stapleton Road Lawrence Hill

Great Western Railway Network Map

Kings Sutton Ashchurch for Tewkesbury

Tewkesbury

Bristol Temple Meads

Narberth

Pembroke Dock

Ledbury

Clifton Down

Whitland

Banbury

Colwall

Hereford

Dawlish

Newton Abbot

Gunnislake

Newquay Quintrell Downs

Calstock

Bodmin

Cornwall Airport Newquay

Bodmin Parkway Roche Lostwithiel Bugle St Columb Luxulyan Road Eden Project

St Austell

Par

Liskeard Menheniot Causeland Sandplace Looe

1

Saltash

Newton St Cyres

Bere Alston

4

Torre Torquay

Bere Ferrers Totnes

St Budeaux

St Germans Devonport

Teignmouth

Marlow

Paignton

Pinhoe

Plymouth

Exeter St Davids

St James’ Park

Henley-on-Thames

Polsloe Bridge

Exeter Central St Ives Lelant Lelant Saltings

Carbis Bay

Truro

Redruth Camborne

Hayle St Erth

Exeter St Thomas

Perranwell

Penmere

Penzance

Digby & Sowton

Twyford

Falmouth Docks Falmouth Town

Topsham

Furze Platt

Taplow Maidenhead

Shiplake Wargrave

Newcourt

Penryn

Bourne End Cookham

Whimple

Ivybridge

Greenford South Greenford Ealing Castle Bar Park Drayton Green Broadway West Drayton Hayes & Hanwell Acton Langley West Harlington Main Ealing Slough Southall Line Iver

Burnham

Windsor & Eton Central

Heathrow Airport

Helston Culdrose

2

Exton Lympstone Commando

Produced by Kadfire Ltd. Updated by GWR Publications. Correct as of May 2017 Contains Ordnance Survey data © Crown copyright and database right 2016

Page 106 Rail Professional Industry Reference Book 2019


Passenger operators

99 9 9 9 9 9 9 9 99 9 9 9 9 9 9 9 9 9 9 9 9 9 9 99 9 9 9 99 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 9 99 9 9 9 9 9 9 99 9 9 9 9 99 9 99 9 9 99 99 renew around just under two miles of track between Hinksey Lakes and Oxford Station. This work forms part of the £200 million Oxford Corridor Project, which will deliver a series of enhancement schemes to increase capacity and improve reliability for passengers and freight operators. KEY PERSONNEL

Class 800 Intercity Express Train (IET) from manufacturer Hitachi, with a further 127 (Class 802) carriages – 15 trains – still to be rolled out during 2019. Replacing 40-year-old High Speed Trains, the IETs have up to 24 per cent more seats per train. Following completion of Network Rail’s electrification to Newbury new Electrostar, suburban commuter, trains have also been able to run to the town for the first time having been rolled out across London and the Thames Valley during late 2017 and 2018. The Class 387 Electrostar trains enabled GWR to provide a ten per cent increase in

capacity into and out of London Paddington in the morning peak in January 2018 when compared to January 2019, and will add a further 20 per cent more seats for customers travelling from Newbury. Oxford upgrades In the Summer of 2017 work which enabled improvements in line speeds to ease congestion on the railway into and out of Oxford was completed. More than a hundred Network Rail engineers worked through each shift, putting in more than 32,750 people-hours in total during the nine-day closure to

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CONTACT INFORMATION

Address: Milford House, 1 Milford Street, Swindon SN1 1HL Phone: 01793 499400 Email: GWR.feedback@GWR.com   Website: www.gwr.com

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Rail Professional Industry Reference Book 2019 Page 107


Passenger operators Holding company Abellio/Mitsui

Greater Anglia Abellio first won the Greater Anglia franchise in 2012, it re-won the franchise in October 2016

I

n early 2017 40 per cent of Abellio was sold to Japanese company Mitsui. The 150-year-old company operates in a diverse array of sectors and is the first Japanese company to take a stake in a British TOC. At the time of the sale, which had been announced three months earlier in December, Abellio managing

director Dominic Booth said the ‘longstanding objective of running the franchise as a sixty-forty joint venture’ had been fulfilled by the sale. Operational history Greater Anglia began operating in 2012 under Abellio, the international arm of the state-owned railway of the Netherlands.

It operates commuter services between London Liverpool Street and destinations such as Essex, Hertfordshire, Cambridgeshire, Suffolk and Norfolk, the Stansted Express, intercity services between Norwich and London, as well as many of the regional services across East Anglia. Investment and advancement With the inception of the new franchise in October 2016, Abellio announced it would invest £1.4 billion in fleet replacement which resulted in 33,000 new train seats at morning and evening peak travel times. Heavy investment has been made in the new trains with 665 carriages being built by Bombardier in Derby and 378 by Stadler in Switzerland, as well as advancement in the passenger experience. A mobile app was introduced which features live travel updates, service information and multiple ticket purchasing Page 108 Rail Professional Industry Reference Book 2019


Passenger operators

will allow them to get between stations more quickly. This will increase the frequency of its service without having to increase the top speed or number of trains on the track. KEY PERSONNEL

options. Other steps forward include seasonal smart card tickets and the Delay Repay scheme. The Delay Repay scheme offers compensation of 50 per cent of the ticket price for delays of more than 30 minutes. Delays over an hour result in a hundred per cent compensation for single tickets and 50 per cent for returns, with a hundred per cent compensation offered to any ticket holder when the delay is over two hours long.

Passenger experience The new trains are an answer to customer attitudes. Only 29 per cent of passengers were satisfied with the old train’s Wi-Fi and forty per cent complained of a lack of power sockets. The new trains will have far better onboard Wi-Fi and a higher number of power sockets available as well. The new rolling stock will start operating in 2019 with bigger carriages and faster acceleration, which Greater Anglia believes

Managing Director: Jamie Burles Train Service Delivery Director: Jay Thompson Engineering Director: Colin Dobson Commercial and Customer Services Director: Martin Moran Franchise and Programmes Director: Ian McConnell Asset Management Director: Simone Bailey HR Director: Katy Bucknell Finance Director: Adam Golton Business Readiness Director: Andrew Goodrum

CONTACT INFORMATION Address: Head Office, 11th Floor, One Stratford Place, Montfitchet Road, London E20 1EJ Phone: 020 3356 2650 Email: contactcentre@greateranglia.co.uk Website: www.greateranglia.co.uk

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TEL: +44 (0) 1246 299 100 Rail Professional Industry Reference Book 2019 Page 109


Passenger operators Holding company Heathrow Airport

Heathrow Express Heathrow Express provides a premium service, non-stop high-speed rail link between Paddington station and Heathrow Airport

W

ith 150 services running every day and a journey time of 15 minutes, it is the fastest way to travel between Central London and the UK’s biggest hub airport. The company’s electric trains carry 16,000 passengers daily and in the summer of 2017 it celebrated carrying a hundred million passengers with 2018 another celebratory year as it marked its 20th anniversary. Heathrow Express is operated by the Heathrow Express Operating Company, a wholly-owned subsidiary of Heathrow Airport Holdings. It is a non-franchised, non-subsidised private company which owns its own trains, the stations at Heathrow, and the entire below ground section of the line between London Paddington and the airport. Heathrow Express strives to provide excellent service to customers and supports Heathrow Airport’s mission of providing international passengers with the best airport experience in the world. 2017’s Spring National Rail Passenger Survey results proved that Heathrow Express was succeeding in its aims: not only did it outperform all other London train companies, but it outperformed every other airport express service. It achieved the equal best satisfaction score in the UK with an overall satisfaction rate of 97 per cent which was six per cent higher than its score in 2016. It also garnered a 96 per cent satisfaction rate for punctuality and high scores for cleanliness inside the train and outside the train which received 96 per cent and 98 per cent respectively. Airport cooperation As the Heathrow Express is owned by the airport there are advantages in terms of cooperation. Trains run every 15 minutes with the journey between London Paddington and Heathrow terminals one and two taking 15 minutes. Virgin Atlantic rolled out Wi-Fi across its entire fleet towards the end of 2017, allowing passengers on board the flights arriving into Heathrow to access the Heathrow Express website for free to buy tickets onboard. Fraser Brown, Director of Heathrow Express, said: ‘We are delighted to be working with Virgin Atlantic to be able to offer their passengers the chance to easily purchase tickets in-flight, so they can enjoy a seamless journey from plane to train and into central London.’

Innovations While Heathrow Express was the first train company to launch e-ticketing for customers to buy tickets online, its most high profile technological innovations over the past two years have been the creation and production of the world’s first dynamic screens, installed in the baggage reclaim zones at Heathrow Airport.

the TOC’s tickets were easy and quick to book for travel agents and those booking corporate travel. This technology means Heathrow Express tickets can be integrated into airline booking platforms. This system makes it easy for customers booking an airline ticket to book their onward journey – as the option is built into the booking platform.

First introduced in 2015, they combine live real-time data feeds from TomTom, Google, the Highways Agency, the Met Office and Heathrow Express’s timetable. These data feeds are then combined into a user-friendly data feed or ‘journey comparison generator’ to help customers make the fastest and cheapest choice of onward travel. These screens won a number of awards in 2015 and in 2016 Heathrow Express upgraded the screens by translating them into six languages – German, Spanish, Italian, Swedish, Cantonese and Finnish. With a direct link to Heathrow airport’s air traffic control and baggage carousel assignment for each flight, the ad campaign now rotates through both English and the arriving flight’s language at just the right time when passengers arrive to pick up their bags. The service, which currently uses the top languages spoken by Heathrow Express passengers, was monitored and reviewed and more languages were added in 2017. The Heathrow Express team has also been focussed on making booking a Heathrow Express ticket simple and quick and has been using solutions via XML technology in order to achieve this goal. The Heathrow Express commercial team has been particularly keen to ensure

Currently, PortmanOne, Aer Lingus, Rail Europe and Visit Britain are using this tool. This is also a great way to achieve integration with Airline and Travel providers’ mobile technology. In short, the benefits of using XML technology are:

Page 110 Rail Professional Industry Reference Book 2019

• It is quick and easy for agents and travel management companies to process requests and book tickets • It reduces cost • It provides greater choice for customers on how to transfer to and from Heathrow. KEY PERSONNEL Managing Director: Les Freer Head of Operations: Sophie Chapman Head of Pricing and Technology: Karan Suri Head of Engineering: Stephen Head Head of Commercial: Chris Crauford Head of Finance: Mick Leyden

CONTACT INFORMATION Address: The Compass Centre, Nelson Road, London Heathrow Airport TW6 2GW Phone: 0345 600 1515 Email: sales@heathrowexpress.com  Website: www.heathrowexpress.com


Passenger operators Holding company First Group

Hull Trains Hull Trains operates long-distance services between Hull/Beverley and London King’s Cross. It is owned by FirstGroup

W

hen the UK’s smallest open access operator launched in 2000, it ran just three services and served just 80,000 passengers in its first year. Embedding Hull’s community values into its customer service and building a strong relationship with its customers, Hull Trains now runs more than ninety services a week, carrying over one million passengers a year between London King’s Cross and Beverley, East Yorkshire. A customer-focused ethos has been key to the success of Hull Trains – consistently demonstrating values which has seen it ranked highly among customers and winning awards along the way. In 2017, Hull Trains became the first East Coast Mainline rail operator to be awarded Gold Standard Investors in People status in recognition of its excellent working environment. New trains on the horizon In December 2019, Hull Trains will introduce a new fleet of trains to replace its current rolling stock in a major £60 million investment, increasing seating capacity. The investment will include five bi-modal Hitachi intercity Class 802s – built to generate faster speeds to reduce journey times and operate on diesel during unelectrified stretches of track in Yorkshire. The nature of these trains mean that the operator can continue to run trains

where overhead wires have been damaged. The trains are also more environmentally friendly; they reduce harmful emissions by up to ninety per cent compared to other trains currently using the East Coast Mainline. Breaking the glass ceiling Hull Trains is renowned for encouraging career progression within its team. Many of its team have worked their way up through the rail industry to be in the roles they are today. The operator invests in training its people in bespoke sessions which aim to further enhance service. Hull Trains is proud that 52 per cent of its staff are female, including nine train drivers and 13 on-board managers. This is in contrast to the rest of the rail industry, where only 16 per cent of roles are filled by women. The executive board also has an equal gender split, and Louise Cheeseman is currently the only female managing director of a train operating company in the UK.

Focusing on customers Hull Trains’ unique personable feel is evident through everyone working closely and intuitively together to ensure customers enjoy a high standard of service. The operator has also introduced the UK’s first 4G-enabled single sign-up Wi-Fi and the UK’s first on-board information screens fed by live real-time train running information to provide more for customers. As a result, journeys are increasing and Hull Trains continues to focus on innovation, people, market leadership and customer service to further increase passenger numbers and improve the customer experience.

KEY PERSONNEL Managing Director: Louise Cheesman Production Director: Louise Mendham Finance Manager: Glenn McLeish-Longthorn Head of HR and People Support: Deborah Birch

CONTACT INFORMATION Address: 4th Floor, Europa House, 184 Ferensway, Hull HU1 3UT Phone: 0345 071 0222  Email: customerservices.hull@firstgroup.com   Website: www.hulltrains.co.uk Rail Professional Industry Reference Book 2019 Page 111


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Passenger operators Holding company KeolisAmey

KeolisAmey Docklands KeolisAmey Docklands, a joint venture formed between Keolis and Amey, was awarded the franchise in July 2014 to operate and maintain the Docklands Light Railway in London until 2021. It took over operation of the franchise from Serco Docklands in December 2014

T

he (Docklands Light Railway) DLR began operating in 1987, with eleven trains serving 15 stations and in its first year of operation it carried 6.7 million

people. Since it opened the DLR route has

been extended six times while DLR trains themselves have grown from two to three cars. Today the railway has 45 stations, 25 miles of track and 149 carriages and during 2017, it carried a record-breaking 123 million passengers. The network currently has a 99 per cent reliability record – ranking

it as one of the best performing railways in the UK. The DLR service Every station has step-free access to platforms and trains and the network has multiple connections with the Tube, buses, National Rail, Overground, river and coach services. Transport for London (TfL) sets the specifications for train frequency and overall performance and is responsible for fares and revenue. It also plans and funds improvements and extensions to the network. Future rolling stock In 2017, TfL opened bidding for new trains to run on the DLR. It will order 43 new trains, which will increase capacity by 30 per cent when they are introduced in 2022.

KEY PERSONNEL Managing Director: Abdellah Chajai Service Delivery Director: Marcus Jones

CONTACT INFORMATION Address: Castor Lane, Poplar, London E14 0BL Phone:  020 7363 9500  Email:  reception@keolisameydlr.co.uk Website: www.keolisameydocklands.info Rail Professional Industry Reference Book 2019 Page 113


Passenger operators Holding company Department for Transport

London North Eastern Railway London North Eastern Railway (LNER) operates long-distance intercity services on the East Coast Main Line, which runs from London Kings Cross to North East England and Scotland

T

he company is owned by the Department for Transport (DfT). LNER took over the InterCity East Coast franchise in June 2018, after the previous privately owned operator Virgin Trains East Coast returned it to the Government following sustained financial difficulties. The DfT intend for the company to provide services until a new public-private partnership can be established in 2020. In November 2017, the Secretary of State for Transport, Chris Grayling, announced the early termination of the InterCity East Coast franchise in 2020, three years ahead of schedule, following losses on the route by operator Virgin Trains East Coast (VTEC), who had been due to pay more than £2 billion in franchise premiums to the Government over the last four years of its contract. This was brought forward in February 2018 to mid-2018. The Department for Transport (DfT) decided to either negotiate a deal with VTEC to continue to run the franchise on a temporary non-profit basis while a new franchise competition was conducted, or to arrange for VTEC be taken

Inverness Aviemore

Aberdeen

Kingussie

Stonehaven Montrose

Pitlochry

Arbroath

Perth

Dundee Gleneagles Stirling Falkirk Grahamston Glasgow Central

Motherwell

Leuchars Kirkcaldy Inverkeithing

Edinburgh Waverley

Haymarket

Dunbar Berwick-upon-Tweed Alnmouth Morpeth Sunderland (Weekdays only)

Newcastle Durham Darlington Skipton

Harrogate

Keighley

Horsforth

Northallerton (Except Sunday)

Shipley Bradford Forster Square (Except Sunday)

Leeds Wakefield Westgate

York Selby Hull Brough Doncaster

KEY PERSONNEL

Retford

Managing Director: David Horne Commercial Director: Suzanne Donnelly Engineering Director: John Doughty Major Projects Director: Tim Hedley-Jones Marketing Director: Danny Gonzalez Customer Experience Director: Claire Ansley Safety and Operations Director: Warrick Dent People Director: Clare Burles Finance Director: Tim Kavanagh

Lincoln Newark North Gate Grantham Peterborough Stevenage St. Pancras International (for Eurostar)

CONTACT INFORMATION Address: East Coast House 25, Skeldergate, York YO1 6DH Phone: 0345 722 5333 Email: customers@lner.co.uk Website: www.lner.co.uk

One train per hour or more over by the DfT’s operator of last resort. On 16th May 2018 it was announced that the latter had been decided and that LNER would take over from VTEC on 24th June 2018. The DfT also announced that LNER would be the long-term brand applied to the

Page 114 Rail Professional Industry Reference Book 2019

London King’s Cross Less frequent service InterCity East Coast franchise. As part of the overall strategy for the East Coast franchise, the Secretary of State for Transport stated that Great Northern services could potentially be integrated into the operation when the Thameslink Southern & Great Northern franchise expires in 2021.


Passenger operators Holding company Arriva

London Overground London Overground runs services across a large part of London and Hertfordshire, with 112 stations on nine different routes

T

he London Overground turned ten years old in 2017, having grown by 470 per cent since it began operations. Launched in 2007 the London Overground, known to Londoners as the Orange Line, runs along a circular route around inner London, connecting 23 boroughs of the capital city and parts of southern Hertfordshire. In November 2016 Arriva Rail London took over London Overground network, and will support TfL in delivering further improvements for customers on the already hugely popular network. The vast majority of the London Overground network is operated on Network Rail tracks, which are also used by other rail operators, freight and maintenance services. 189 million journeys were made on the Overground in the year 2016/17, compared to just 33 million in 2007/8. One third of Londoners live within walking distance of

London Overground Cheshunt

a London Overground station and overall satisfaction scores were at 90 per cent on the 2017 National Passenger Survey.

Theobalds Grove

Highams Park

Edmonton Green Silver Street

Watford Junction

Upminster Emerson Park

TfL Rail

Southbury

Enfield Town

Romford

Chingford

Turkey Street Bush Hill Park

District

Romford to Upminster services end at 2141/2154 Mondays to Saturdays and 1941/1954 Sundays

Wood Street

White Hart Lane Victoria

Walthamstow Central

Bruce Grove

Watford High Street

South Tottenham

Bushey

Leyton Midland Road

Blackhorse Road

Harringay Green Lanes

Walthamstow Queen’s Road

Victoria

Carpenders Park Seven Sisters

St. James Street

Victoria

Hatch End

Crouch Hill

Wanstead Park

Stamford Hill

Headstone Lane

Leytonstone High Road TfL Rail Forest Gate 300m

Clapton

Woodgrange Park

Stoke Newington

Harrow & Wealdstone

Upper Holloway

Barking

Rectory Road

Kenton

Finchley Road & Frognal

Wembley Central

Gospel Oak

Jubilee 100m 100m Trains to Luton

West Hampstead Brondesbury

Highbury & Islington

Camden Road

Hampstead Heath

South Kenton North Wembley

Kentish Town West

Caledonian Road & Barnsbury

Victoria

Dalston Kingsland

Willesden Junction

Queen’s Park

Kilburn High Road

South Hampstead

Shoreditch High Street

Bethnal Green Bakerloo

Northern Victoria

Central Circle Hammersmith & City Metropolitan TfL Rail Trains to Southend and Stansted

Acton Central Central 100m

Shepherd’s Bush South Acton

Kensington (Olympia) Gunnersbury

River Thames

District

Rotherhithe District

Canada Water Peckham Rye

Imperial Wharf River Thames

Clapham Junction

Trains to Gatwick

Key to symbols

Clapham High Street Wandsworth Road

Denmark Hill

Jubilee

Surrey Quays Queens Road Peckham

New Cross New Cross Gate

Northern

Clapham North 100m

Brockley

Interchange stations

Honor Oak Park

Step-free access from street to train Step-free access from street to platform National Rail

Managing Director: Will Rogers Performance Director: Matt Pocock Finance Director: Steve Best Customer Experience Director: Stella Rogers HR Director: Oli Gant Concession Transformation Director: Alicia Andrews

DLR 100m

Shadwell Wapping

District line open at weekends and on some public holidays

West Brompton

Richmond

District Hammersmith & City

Whitechapel

District

Kew Gardens

KEY PERSONNEL

Liverpool Street

Bakerloo

Riverboat services

Highams Park No step-free access to the northbound platform until late May 2017

Crystal Palace West Croydon Trams

Norwood Junction

CONTACT INFORMATION

Forest Hill Sydenham

Anerley

Penge West Correct at time of going to print, March 2017

MAYOR OF LONDON

Rolling stock London Overground operates the Bombardier Electrostar Class 378 on its network, these are supported by 54 Class 710 trains. Bombardier signed a contract with TfL in 2006 for the maintenance of London Overground trains, in March 2018 that contract was extended to 2030 at an additional value of £106 million.

Hoxton

Cambridge Heath

Euston

Central Jubilee DLR TfL Rail Trains to Southend

Haggerston

London Fields

Kensal Green

Hackney Wick

Dalston Junction

Kensal Rise Harlesden

Stratford

Homerton Hackney Central

Canonbury

Brondesbury Park

Stonebridge Park

District Hammersmith & City

Hackney Downs

Night train London Overground night services started operating in December 2017 on Fridays and Saturdays along the East London route between New Cross Gate and Dalston Junction. In 2018 it was extended to Highbury & Islington. The service runs on weekends between Highbury & Islington and New Cross Gate.

Address: Palestra, 197 Blackfriars Road, London SE1 8NJ Phone: 0343 222 1234 Email: overgroundinfo@tfl.gov.uk   Website: www.tfl.gov.uk/overground

Rail Professional Industry Reference Book 2019 Page 115


Passenger operators Holding company Transport for London (TfL)/First Group

London Tramlink Spanning a 17 mile long route, the London Tramlink runs through central Croydon from Wimbledon, Beckenham, Elmers End and New Addington

T

fL took over the running of trams in 2008 and completely refurbished the network. A total of 34 trams run in a circle round Croydon and then carry on west and east for 39 stops. Trams Since 2000, the number of passengers on the network has increased from 14 million to around 30 million today, and this is expected to reach nearly 60 million by 2030. An upgrade to the trams network is acknowledged to be needed to accommodate this growth. Trams for Growth summarises TfL’s proposed 20-year plan to accommodate growing demand, improve reliability and support the regeneration of Croydon town centre and the wider south London.

into a new green livery. In January 2011, Tramtrack Croydon opened a tender for the supply of ten new or second-hand trams from the end of summer 2011. The trams will be used between Therapia Lane and Elmers End. On 18th August 2011, TfL announced that Stadler Rail had won a £16 million contract to supply six Variobahn trams. They entered service in 2012. In August 2013, TfL ordered an additional four Variotrams for delivery in 2015, for use on the Wimbledon to Croydon link, an order which was later increased to

Rolling stock The original fleet comprised 24 articulated low floor Flexity Swift CR4000 trams built by Bombardier Transportation in Vienna numbered beginning at 2530, continuing from the highest-numbered tram 2529 on London’s former tram network, which closed in 1952. In 2006, the CR4000 fleet was refurbished, with the bus-like destination blinds being replaced by an electronic dot system. In 2009 the fleet was repainted

London Trams

six. This brought the total Variotram fleet up to ten in 2015 and twelve in 2016 when the final two trams were delivered. Integration Passengers can use a contactless bank card, device or Oyster card to pay for their journey, needing only to touch the yellow reader on the tram platform before boarding.  London Trams are cashless with paper tickets no longer available at tram stops.

Improvement works to track and stops may affect your journey. Check publicity at stops, visit tfl.gov.uk or follow @TfLTravelAlerts

Centrale

West Croydon

Addiscombe Blackhorse Lane

Overground

Wellesley Road

Harrington Road

Woodside Arena

Reeves Corner Wimbledon District

Merton Park Dundonald Road

Phipps Bridge Morden Road

Belgrave Walk

Mitcham

Beddington Lane

Mitcham Junction

Therapia Lane

Ampere Way

Lebanon Road

Wandle Park

Waddon Marsh

Church Street

George Street

East Croydon

Sandilands

Coombe Lane Lloyd Park

Gravel Hill

Addington Village

New King Henry’s Addington Drive

Avenue Road

Birkbeck

Beckenham Junction

Beckenham Road

Elmers End

Fieldway

Version A · 02.2018

KEY PERSONNEL General Manager, London Trams: Mark Davis Director of Rail and Sponsored Services at TfL: Jonathan Fox

CONTACT INFORMATION Address: Palestra, 197 Blackfriars Road, London SE1 8NJ Phone: 0343 222 1234 Email: Contact via website Website: www.tfl.gov.uk/modes/trams/ Rail Professional Industry Reference Book 2019 Page 117


Passenger operators Holding company Transport for London

London Underground Ltd Over 150 years ago the first trains ran on the first underground railway the world had ever seen, today the London Underground is the fourth largest underground network in the world

E

ach year the London Underground carries over one billion people across the nation’s capital, the same number as the United Kingdom’s National Rail network. The network is just under 250 miles in total length, with just over one station for every mile track there are eleven lines serviced by 270 stations. Opened in 1863, the first journey was on what is today the Circle, Hammersmith & City, and Metropolitan lines from Paddington (Bishop’s Road) to Farringdon Street. For the first one hundred years the Underground, nicknamed the Tube, was funded by private companies, the current operator, London Underground, is a wholly own subsidiary of Transport for London (TfL). Trend setting In the 1860s only basic signage – the station name and exit – was provided, in 1892 the first rail map was shown at stations on the District Line with the first free map being distributed to the public in 1908. That same year the world-famous roundel, the red circle logo featured at every station and all the Underground signage, first appeared. The London Underground made several advancements throughout the 19th Century, many of them coming before any other city in the world had even built its own underground line. The first tunnel was opened in 1880 with the first deep level electric line coming ten years later in 1890. By 1884 there were over

800 trains running on the Inner Circle every day, less than ten years later the government

had approved five more underground lines. Six different lines had been opened before the turn of the century. The Oyster card was first introduced in 2002, other cities, like Hong Kong in 1997 with the Octopus card had brought in their own automatic touch ticketing cards. Others came later such as the SmartLink card in New York 2007 and the Opal card in Sydney which was expanded to include the city’s light rail in 2014. Modern organisation In order to keep up with the pace of growth London experienced at the turn of the new millennium, multiple changes were made to the Underground’s organisational structure and operating procedures. The first change came with the creation of TfL in the summer of 2000. For four years the Underground was reorganised into a public-private partnership (PPP) where private infrastructure companies carried out upgrades and maintenance work on the system. This arrangement was short lived however

Page 118 Rail Professional Industry Reference Book 2019


Passenger operators

and in 2003 the London Underground became a subsidiary of TfL.Of the two private companies that had been working on the Underground as part of the PPP scheme, one went into administration in 2007 and TfL assumed control of the other in 2010. Passenger fares account for 92 per cent of the current operational expenditure. Global brand The Underground is a world-famous brand, with ridership records broken almost every day during the 2012 London Olympics. The Tube carried athletes and spectators across the city during the sporting event and one year later was ranked as the most improved brand according to London’s Buzz rankings. In May 2017 TfL struck its first global licensing deal, looking to capitalise off the

iconic London Underground imagery with products like designer chairs using tube seat patterns and creating new designs using Harry Beck’s schematic underground network map. The classic aesthetic has been used unofficially for years, with various products like t-shirts adorned with the famous phrase ‘mid the gap’ embossed over the roundel sign and other fashion items incorporating the famous visuals. Customer experience On a working day, three million trips are taken using an Oyster card. Contactles bank cards are integrated with the same technology and so also allow passengers to travel seamlessly across the network. TfL continues to improve and expand the Tube. A huge signalling upgrade is currently being undertaken on the District, Circle, Hammersmith & City and Metropolitan lines. The £5.4 billion project will increase capacity by forty per cent and make journeys quicker and more reliable. A new extension is also being built to the Northern line. Mark Wild, Managing Director of London

Underground, said ‘This work is part of our record investment in the Tube, which will see over forty per cent of the network radically improved with more frequent trains, quicker journeys and better reliability and the first major extension to the Tube network since the 1990s.’ KEY PERSONNEL Managing Director: Mark Wild Finance Director: Tanya Coff Director of Renewals & Enhancements: Caroline Sheridan Director of HR: Jean Cockerill Director of Network Operations: Nigel Holness Director of Asset Operations: Peter McNaught

CONTACT INFORMATION Address: Palestra, 197 Blackfriars Road, London SE1 8NJ Phone: 0343 222 1234 Email: Contact via website Website: www. tfl.gov.uk/modes/tube/

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Rail Professional Industry Reference Book 2019 Page 119


Passenger operators Holding company Abellio/Serco

Merseyrail The Merseyrail commuter network is a 50:50 joint venture between Serco and Abellio, run as a concession agreement with governing body Merseytravel

T

he Merseyrail network has 67 stations and 75 miles of route, of which 6.5 miles are underground. Carrying approximately 110,000 passengers each weekday, or 34 million per year, it forms one of the most heavily used railway networks in the UK outside London. Serco and Abellio took over from Arriva Trains Merseyside in 2003, winning a 25year contract. The company operates a fleet of 59 trains and employs 1,200 people. The concession is formed of two lines of the National Rail network known as the Northern Line and the Wirral Line which run underground in central Liverpool. These are operated by Merseyrail and are electrified throughout using the third-rail 750 V DC system. A third line, separate from the electrified network, is known as the City Line, operated primarily by Northern with funding from Merseytravel. The City Line, shown in red on the Merseyrail map, is a term used by local

Local Rail Network Map

Merseyrail Northern Line

Merseyrail Wirral Line

City Line

Other Lines

transport authority Merseytravel to describe the suburban services which depart from Liverpool Lime Street on the Liverpool to

Trio, Railpass, Saveaway Tickets and Merseytravel Free Travel passes are valid in this area.

Railpass, Saveaway (All Areas) tickets and Merseytravel Free Travel passes are valid on rail only in this area. Bus links to Liverpool John Lennon Airport run from Liverpool South Parkway Rail to Rail Interchange Stations

Staffed Bus Station and Travel Centre

Page 120 Rail Professional Industry Reference Book 2019 © Merseyside Passenger Transport Executive 08-13

Wigan, Liverpool to Manchester Lines and Liverpool to Crewe line. Services are less frequent than those on the Northern Line and Wirral Line, generally half-hourly on weekdays. The electric trains are branded Northern Electrics on the services using the Class 319s. Rolling stock Brand new, state-of-the-art trains will be running on the Merseyrail network by the end of 2020. The trains, set to be built and maintained by Swiss-based manufacturer, Stadler, will replace the near 40-year-old fleet that currently runs on the network. The trains will be bought and owned by Merseytravel meaning that they can be designed specifically to suit the network. The state-of-the-art trains will come into service by the end of 2020 and replace the current Merseyrail fleet of 59 Class 507 and 508 three-car 750 V DC third-rail EMUs which date from 1978-80 – the oldest fleet in the UK. They will be safer – most notably in the ease in which everyone can get on and off, and will also make Merseyrail the most accessible traditional network in the country. They will be able to carry 60 per cent more passengers while retaining the same number of seats: will cut journey times by ten per cent – equivalent of up to nine minutes on some end-to-end routes, and will have the capabilities to eventually run beyond the current Merseyrail boundaries to places like Skelmersdale, Wrexham and Warrington. The approval of the project, by the Liverpool City Region Combined Authority, marked the end of an extensive procurement process which formally began in October 2015 when the


Passenger operators

KEY PERSONNEL Managing Director: Andy Heath Commercial Director: Suzanne Grant Human Resources Director: Jane English Safety and Engineering Director: Mike Roe Operations Director: Zoe Hands Finance and Transformation Director: Paul Bowen

Merseytravel Committee gave permission for the project to go to tender after approving the business case for new trains. The Great North Rail Project The £140 million transformation of Liverpool Lime Street was completed with the full

reopening of all ten of the station’s platforms in November 2018. Liverpool Lime Street’s upgrade was part of the Great North Rail Project – a rail industry team effort to transform train travel for customers across the North through track and train improvements.

CONTACT INFORMATION Address: Merseyrail, 9th Floor Rail House, Lord Nelson Street, Liverpool L1 1JF Phone: 0151 555 1111 Email: comment@merseyrail.org Website: www.merseyrail.org

Rail Professional Industry Reference Book 2019 Page 121


Passenger operators Holding company Transport for Greater Manchester (TfGM)/KeolisAmey

Metrolink Owned by Transport for Greater Manchester and operated by Keolis/Amey, the Metrolink tram system connects all major railway stations and tourist attractions within Manchester

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rams currently run every twelve minutes, but the frequency will be increased to every six minutes in early 2019. Since its opening in 1992 the network has tripled in size thanks to a £1.5 billion expansion programme and in 2017 carried 40 million passengers. Owned by Transport for Greater Manchester (TfGM), the sprawling tram network boasts 93 stops, and spans 60 miles across seven of the ten districts of Greater Manchester, with a fleet of 120 trams. Built in three phases over three decades, the network serves Bury, Oldham and Rochdale in the north, Ashton-under-Lyne in the east, Eccles and MediaCityUK in

the west, and Altrincham, Wythenshawe, Chorlton, Manchester Airport and East Didsbury in the south. Construction work on the transformational £165 million Second City Crossing (2CC) finished in late 2016 – the final phase of a £1.5 billion investment to expand the network. A section of the line opened between Victoria station and an award-winning new stop at Exchange Square in December 2015 thanks to fast-track funding from the European Regional Development Fund. Following three years of construction work, the final section of the Metrolink Second City Crossing, between Exchange Square and St Peter’s Square, was opened to passengers on 26th February 2017.

2CC allows Metrolink to run more services through the heart of the city on a new route running from St Peter’s Square along Cross Street to Victoria Station. It also gives Metrolink greater operational flexibility and improved service reliability. As part of the 2CC package TfGM has undertaken a programme of city centre stop expansions and improvement works. This culminated with an expanded newlook stop opening in St Peter’s Square in summer 2016, following a 14 month build programme which saw services run through the city on a single line of track. Get me there The Get Me There travelcard has been combined with a new app and an expanded service, allowing customers to purchase tickets for the bus and tram as well as the Metrolink service.

KEY PERSONNEL Head of Metrolink: Danny Vaughan Managing Director: Aline Frantzen

CONTACT INFORMATION Address: Metrolink Trafford Depot, Warwick Road, Stretford, Manchester M16 0GZ Phone:  0161 205 2000 Email: customerservices@metrolink.co.uk Website: www.metrolink.co.uk

Page 122 Rail Professional Industry Reference Book 2019


Passenger operators Holding company Translink

Northern Ireland Railways Translink is the brand name of three companies which operate scheduled bus and rail services in Northern Ireland, including cross-border and cross-channel links

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Belfast hub Belfast Transport Hub is a transport-led regeneration project, planned for the 22acre site currently occupied by the Europa Buscentre and Great Victoria Street train station. A visionary station masterplan is being established for Belfast Transport Hub and the surrounding Weavers Cross neighbourhood, which will act as a key enabler of wider regeneration by connecting people and opportunities through infrastructure delivering a key outcome within the programme for government.

he operations of Metro, NI Railways and Ulsterbus are managed by a single integrated Executive Team.

Multimodal hub On 29th November 2017 Translink announced £4.9 million of Goldline investment in its northwest services. The former Waterside Station site was later confirmed as the location for a new northwest multimodal transport hub. Proposals include restoration and refurbishment of the former listed Waterside Railway Station, new platforms, an enhanced Park&Ride, demolition of the current train station as well as track, signalling and telecoms works. Translink has invested over £55 million in North West bus and rail transport improvements in recent years. Translink also completed a Derry to Londonderry railway

line upgrade and introduced an hourly rail timetable earlier this year. New Portrush Train Station The train station development is part of the Portrush Regeneration Programme which aims to enhance the image of the surrounding area and help regenerate the local town. This is an exciting new development for the town which will provide modern facilities to cater for growing passenger numbers and contribute to the overall regeneration of the town. The new station is due to be completed Spring 2019 ahead of the Open Golf Championship in 2019. Benefits include enhanced Station frontage onto Eglinton Street and modern, comfortable, passenger facilities for growing passenger numbers. Along with the improved passenger facilities, there will be modern passenger information and extended canopy coverage to platforms for a better waiting environment.

ROUTE MAP

KEY PERSONNEL Communications Manager: Lynda Shannon Group Chief Executive: Chris Conway Deputy Group Chief Executive & Chair IoD: Gordon Milligan Chief Operating Officer: Phillip O’Neil Chief Financial Officer: Patrick Anderson Director of Engineering & Sponsorship: Clive Bradberry

CONTACT INFORMATION Address: 22 Great Victoria Street, Belfast BT2 7LX Phone: 028 9066 6630 Email: contact.centre@translink.co.uk Website: http://www.translink.co.uk

Bellarena

DERRY~ LONDONDERRY

Castlerock

KEY Derry~Londonderry Line Portrush Line

Airport Express 300 service to Belfast International Airport

Antrim City Hospital Mossley West Botanic

Airport Express 600 service to George Best Belfast City Airport

Sydenham

Holywood

Marino

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Free Ulsterbus connections from Newry Station to Newry city centre and from Derry~Londonderry Station to Derry city centre.

(formerly Central Station)

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Rail passengers with a valid rail ticket can travel between Lanyon Place and Belfast city centre free of charge on Translink Metro and Glider services.

Titanic Quarter

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Ulsterbus service 109a to Belfast International Airport

Ballymena

GREAT VICTORIA STREET EUROPA BUSCENTRE

Larne line

PORTRUSH

Cullybackey

Portadown/Newry Line Bangor Line

Dhu Varren

University

Ballymoney

Main Bus & Rail Interchange Dublin Line

COLERAINE

Cultra

Seahill

Helen’s Bay

Carnalea

Bangor West

BANGOR

Rail Professional Industry Reference Book 2019 Page 123


Passenger operators Holding company Arriva UK Trains

Northern

Network map

Part of the Arriva group, Northern calls at 500 stations across the North of England, 20 per cent of the total in the country

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he network covers an area taking in Newcastle and Carlisle across to Liverpool and Manchester, 1 then to Huddersfield and Nottingham. With the inception of the new franchise in April 2016 the business was divided into 2 four regions, each headed up by a regional director. The central region is managed from Manchester, the east region is managed 3 from Leeds, the northeast region is managed from Newcastle upon Tyne and the west region is managed from Preston.

That means 43 electric and 55 diesel trains being built at manufacturer CAF’s plant at Zaragoza, Spain. Throughout 2018 Northern’s entire existing fleet of 243 trains went through the process of being fully upgraded to include the first phase of cosmetic refurbishment along with an additional level of digital improvements. Northern is also refurbishing trains, in 2018 it launched its 100th refurbished train into service. The Class 170 train features upgraded seats and lighting, offering a brighter and more comfortable journey, it enables Northern’s customers to stay connected with free Wi-Fi and at-seat power, as well as sporting new livery and interior paintwork.

Network map 4

New fleet Northern is investing £500 million in new state-of-the-art trains and extra carriages 5 for the congested North West rail network.

Boasting 50 per cent more capacity than the Pacer trains they replace, the Class 170s principally run between York and Leeds via Harrogate. With new and improved carriages

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Map Key Key

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Northern Services

Northern Services

Infrequent Service Infrequent Service Other Operator’s Service

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Please see below for expected Other Operator’s Service opening date

© Arriva Arriva North 201619/10/16 Rail Rail North 2016 - updated

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A A Accrington Acklington Adlington (Cheshire) Adlington (Lancs) Adwick Alderley Edge Alfreton X Allens West Alnmouth for Alnwick Althorpe Altrincham Ansdell & Fairhaven Apperley Bridge Appleby Appley Bridge Ardwick Armathwaite Arnside X Arram Ashburys Ashley Ashton-under-Lyne Askam Aspatria Atherton B Baildon Bamber Bridge Bamford Bardon Mill Bare Lane Barnetby X Barnsley Interchange Barrow Haven Barrow-in-Furness X Barton-on-Humber Batley Battersby Belle Vue Bempton Ben Rhydding Bentham Bentley Berry Brow Bescar Lane Beverley Billingham Bingley Birchwood X Bishop Auckland Blackburn WarringtonBlackpool West North Blackpool Pleasure Beach Blackpool South Blackrod Blaydon Bolton Bolton-on-Dearne Bootle Bradford Forster Square Bradford Interchange Bramhall Bramley Brampton Braystones Bredbury Bridlington Brierfield Brigg Brighouse Brinnington Broad Green

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Broadbottom Brockholes Bromley Cross Broomfleet Brough X Bryn Buckshaw Parkway Burley-in-Wharfedale Burley Park Burnage Burnley Barracks Burnley Central Burnley Manchester Road Burneside Burscough Bridge Burscough Junction Buxton C Cark Carlisle X Carnforth X Castleford Castleton Castleton Moor Cattal Chapel-en-le-Frith Chapeltown Chassen Road Chathill Cheadle Hulme Chelford Cherry Tree Chester X Chesterfield X Chester-le-Street Chinley Chorley Church & Oswaldtwistle Church Fenton Clapham Cleethorpes X Clifton Clitheroe Colne Commondale Congleton Conisbrough Cononley Corbridge Corkickle Cottingham Cottingley Cramlington Crewe X Crossflatts Cross Gates Croston Crowle Cuddington D Daisy Hill Dalston Dalton Danby Darlington X Darnall Darton Darwen Davenport Deansgate Deighton Delamere Denby Dale

E5 H1 E8 C5 K6 D9 J9 J2 H1 L5 D8 B5 G4 D2 B6 E7 C2 C4 M4 E7 D8 F6 A3 C2 D6 G4 C5 H8 D2 C4 M5 H7 M5 B3 M5 G5 K3 F7 M3 G3 C3 K6 G6 A6 M4 J2 F3 D7 G2 D5 A4 A5 A5 C5 G2 D6 J7 A3 G4 G4 E8 G4 D2 A2 F7 M3 F4 L6 G5 F7 A7

D G7 G6 D5 M4 M4 C6 C5 G3 H4 E7 F4 F4 F5 C3 B6 B6 H9 B3 C1 C4 J5 E6 L3 J3 G9 H7 D7 H1 E8 D9 D5 B9 J8 H2 G9 C5 D5 J4 D3 M6 D6 D4 F4 L3 E9 K6 E3 F2 A2 M4 G4 H1 C9 F3 H4 B5 L5 C9 D6 C2 B3 L3 H2 J8 H7 D5 F8 E7 G5 C9 H7

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Dent Denton Derby X Dewsbury X Dinsdale Dinting Disley Dodworth Doncaster X Dore & Totley Dove Holes Driffield Drigg Dronfield Dunston Durham X E Eaglescliffe Earlestown East Didsbury East Garforth Eastrington Eccles Eccleston Park Edale Edge Hill Egton Ellesmere Port X Elsecar Entwistle Euxton Balshaw Lane F Fairfield Farnworth Featherstone Ferriby Filey Fitzwilliam Flimby Flixton Flowery Field Foxfield Frizinghall Frodsham X Furness Vale G Gainsborough Central Gainsborough Lea Road Garforth Gargrave Garsdale Garswood Gathurst Gatley Giggleswick Gilberdyke Glaisdale Glasshoughton Glazebrook Glossop Godley Goldthorpe Goole Goostrey Gorton Goxhill Grange-Over-Sands X Great Ayton Great Coates Green Road Greenbank Greenfield

D3 F8 H9 G5 J2 G7 G8 H7 K6 H8 G9 M4 A2 J8 H2 H2 J2 C7 E7 H4 L4 D7 B6 H9 A7 M2 B8 H7 D5 C5 F7 D6 J5 M4 M3 J6 B2 D7 G7 A3 G4 C8 G9

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Grimsby Docks Grimsby Town X Grindleford Grosmont Guide Bridge Guiseley Gypsy Lane H Habrough Hadfield Hag Fold Hale Halewood Halifax Hall i' th' Wood Haltwhistle Hammerton Handforth Hapton Harrington Harrogate Hartlepool Hatfield & Stainforth Hathersage Hattersley Haydon Bridge Hazel Grove Headingley Heald Green Healing Heaton Chapel Hebden Bridge Heighington Hellifield Helsby X Hensall Hessle Heworth Hexham Heysham Port Hindley Holmes Chapel Honley Hope Hornbeam Park Horsforth Horton-in-Ribblesdale Horwich Parkway Hoscar Hough Green Howden Huddersfield X Hull X Humphrey Park Huncoat Hunmanby Hunts Cross X Hutton Cranswick Huyton Hyde Central Hyde North I Ilkley Ilkeston Ince Ince & Elton Irlam J James Cook K Kearsley Keighley

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Kendal Kents Bank Kidsgrove X Kildale Kirk Sandall Kirkby X Kirkby-in-Furness Kirkby Stephen Kirkham & Wesham Kirkstall Forge* Kirton Lindsey Kiveton Bridge Kiveton Park Knaresborough Knottingley Knutsford L Lancaster X Langho Langley Mill X Langwathby Layton Lazonby & Kirkoswald Lea Green Lealholm Leeds X Levenshulme Leyland Lincoln X Littleborough Liverpool Lime Street

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Lockwood Long Preston Longbeck Longport X Lostock Lostock Gralam Lostock Hall Low Moor Lytham M Macclesfield X Manchester Airport X Manchester Oxford Road Manchester Piccadilly X

Manchester United Manchester Victoria Manors Marple Marsden Marske Marton Maryport Mauldeth Road Meadowhall Menston Meols Cop Metrocentre Mexborough Micklefield Middlesbrough Middlewood Mill Hill Millom Mills Hill Mirfield Mobberley Moorside

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Moorthorpe Morecambe Morley Morpeth Moses Gate Moss Side Mossley Mossley Hill Moston Mouldsworth Mytholmroyd N Nafferton Navigation Road Nelson Nethertown New Clee New Holland New Lane New Mills Central New Mills Newtown New Pudsey Newcastle X Newton Aycliffe Newton For Hyde Newton-le-Willows Normanton North Road Northwich Nottingham X Nunthorpe O Ormskirk X Orrell Outwood Oxenholme Lake District P Padgate Pannal Parbold Parton Patricroft Pegswood Pemberton Penistone Pleasington Plumley Pontefract Baghill Pontefract Monkhill Pontefract Tanshelf Poppleton Poulton-le-Fylde Poynton Prescot Prestbury Preston X Prudhoe R Rainford Rainhill Ramsgreave & Wilpshire Ravenglass Ravensthorpe Rawcliffe Redcar British Steel Redcar Central Redcar East Reddish North Reddish South Retford X Ribblehead Riding Mill

K J6 C4 G4 H1 D6 B4 G6 A7 E6 B9 F5 M4 D8 F4 A2 M6 M5 A6 G8 G9 G4 H2 H2 G7 C7 H5 H2 C8 J9 K2 A6 B6 H5 C3 D8 H4 B6 B2 D7 H1 B6 H7 D5 D8 J5 J5 J5 J3 B4 E8 B7 E9 C5 G2 B6 B7 D4 A2 G5 K5 K2 L2 L2 F7 E8 K7 D3 F2

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Rishton Roby Rochdale Romiley Roose Rose Grove Rose Hill Rotherham Central Rufford Runcorn X Runcorn East X Ruswarp Ryder Brow S St Annes-on-the-Sea St Bees St Helens Central St Helens Junction Salford Central Salford Crescent Saltaire Saltburn Saltmarshe Salwick Sandal & Agbrigg Sandbach Sankey for Penketh Saxilby X Scarborough X Scunthorpe X Seaham Seamer X Seascale Seaton Carew Selby X Sellafield Settle Sheffield X Shepley Sherburn-in-Elmet Shildon Shipley Shireoaks Silecroft Silkstone Common Silverdale Skipton Slaithwaite Sleights Smithy Bridge Snaith South Bank South Elmsall South Milford Southport X Sowerby Bridge Squires Gate Stallingborough Stalybridge X Stanlow & Thornton Starbeck Staveley Steeton & Silsden Stockport X Stocksfield Stocksmoor Stockton Stoke-on-Trent X Streethouse Strines Styal Sunderland Station Swinton (Gtr Manchester)

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M Swinton (Sth Yorks) T Tees-side Airport Thatto Heath Thornaby X Thorne North Thorne South Thornton Abbey Thurnscoe Todmorden Trafford Park U Ulceby Ulleskelf Ulverston X Upholland Urmston W Wakefield Kirkgate Wakefield Westgate Walkden Walsden Warrington Bank Quay

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M5 J4 B5 B3 A2 B6 C6 D7 C7 D6 H5 D6 X H5 G3 D6 M2 F5 L5 C8 C4 X J6 Warrington Central X C8 C9 Warrington West* C8 C8 Wavertree Technology Park A7 L7 M3 Weeton H4 L5 Wennington C3 J2 West Allerton A7 M3 Westhoughton D6 A2 Wetheral C2 J2 Whaley Bridge G9 K4 Whalley D4 A2 Whiston B7 D3 Whitby M2 J8 Whitehaven A2 G6 Whitley Bridge K5 J4 Widdrington H1 G2 Widnes C8 G4 Wigan North Western C6 K7 X A3 Wigan Wallgate C6 H7 Wigton C2 C4 Wilmslow D9 E3 Windermere C2 G6 Wombwell H7 M2 Woodhouse J8 E6 Woodlesford H5 K5 Woodley G8 K2 Woodsmoor F8 J6 Workington B2 J4 Worksop K7 A5 Wressle K4 F5 Wylam G2 B5 Y M6 York X K3 G6 B8 H3 Key to station facilities C2 Services F3Northern Car parking Services E8 Northern Cycle parking F2 Staffed station G6 Infrequent Service Assistance available J2 Connection with tram E9 Infrequent Service Operator’s H5 Other Connection with MetroService G8 Connection with airport D8 Station not managed by Northern X J1 Please seeare)below for expected (all others D6

Map Key Key

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*Warrington West – expected to open in 2019.

© Arriva Arriva North 201619/10/16 Rail Rail North 2016 - updated

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C D F H J For more information aboutE station facilities pleaseG visit northernrailway.co.uk or callK 0800 200L 6060.

Broadbottom G7 Reference Dent D3 Grimsby Docks Page 124 Rail Professional Industry Book 2019 Brockholes G6 E5 Denton F8 Grimsby Town

A Accrington Acklington Adlington (Cheshire) Adlington (Lancs) Adwick

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northernrailway.co.uk D5 M4 M4 C6

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Passenger operators

comes the opportunity to increase capacity and introduce more seats. By 2020 the investment in new trains and improvements to the infrastructure will enable Northern to increase capacity by 37 per cent. This will allow for 31,000 more customers travelling into the five key commuter cities (Liverpool, Sheffield, Manchester, Newcastle and Leeds), including 13,000 more spaces on trains between Manchester and Liverpool. Station upgrades More than 400 Northern stations will see improvements by 2020, with work already completed at more than 100 stations, including making it easier than ever for customers to buy tickets for their journeys with improved mobile applications and the roll out of more than 600 new ticket machines at stations across the north of England. Ticketing CrossCountry and Northern came together in 2018 to expand their range of Mobile Tickets (m-Tickets) to include more ticket options for travelling to and from Manchester Airport. A full range of Advance Tickets will be available direct to Manchester Airport, with connections at Manchester Piccadilly using Northern services. The new fares offer customers a cheaper and quicker way to plan their journeys to and from the airport, as using m-Tickets bought on their phone

means not having to queue for tickets at the station. Northern Connect Northern Connect, a new inter-urban service, will be introduced in December 2019 which will provide a fast connection between the major towns and cities across the north of England. Northern Connect will also take full advantage of Network Rail’s Ordsall Chord development in Manchester, adding new direct services to Manchester Airport from across the region. The investment and improvements will connect all cities and towns with a population over 85,000 (unless served by metro or other franchise). Advance tickets will be offered to 36 Connect Stations with consistent, higher standards and over 90 per cent operated with new trains. Depot Then Rail minister Paul Maynard MP, together with Northern and Network Rail, officially opened a new £23 million train maintenance depot in Blackburn in October 2017. The facility is used to maintain up to 30 Northern diesel trains and is part of the wider Great North Rail Project, the depot was constructed by Network Rail and boasts state-of-the-art engineering equipment as well as advanced environmental features. In addition to the maintenance depot, Northern is making a further investment

in Blackburn with a new operations facility. Opposite Blackburn station, the facility will provide a base for drivers and conductors working in the area. The depot forms part of an ambitious modernisation programme at Northern and will be home to more than 100 employees. As part of these plans, Blackburn and the surrounding area will also benefit from station improvements, more rail services and new or ‘as new’ trains; all providing better journeys by 2020. KEY PERSONNEL Managing Director: David Brown Safety and Environment Director: Andrea Jacobs Customer Service and People Experience Director: Richard Allan Engineering Director: Ben Ackroyd Finance Director: Kris Nellist Regional Directors: Chris Jackson (West), Liam Sumpter (Central), Paul Barnfield (East), Mike Paterson (North East) Head of New Trains: Ian Hyde

CONTACT INFORMATION Address: Northern House, York YO1 6HZ Phone: 0800 200 6060 Email: enquiries@northernrailway.co.uk   Website: www.northernrailway.co.uk

Rail Professional Industry Reference Book 2019 Page 125


m Engineering Ltd - Rail Sector Supplier m Engineering Ltd remains a family run company and preferred supplier to t ar, Defence, Rail, Steel, Oil & Gas, Subsea & Power Generation industri m Engineering is an expert in turnkey project management and this uniq ess provides in-house complementary services of CAD/CAM proof machinin fabrication (BSEN ISO 3834-2), medium-heavy (30t – 10m) CNC machinin Welding and complex assembly & testing for batch and one off productio m Engineering Ltd also manufactures `safety critical’ components across s under a range of qualifications. See www.oldham-eng.com Oldham Engineering Ltd - Rail Sector Supplier Oldham Engineering Ltd remains a family run company and preferred supplier to the Nuclear, Defence, Rail, Steel, Oil & Gas, Subsea & Power Generation industries. Oldham Engineering is an expert in turnkey project management and this unique business provides in-house complementary services of CAD/CAM proof machining, coded fabrication (BSEN ISO 3834-2), medium-heavy (30t – 10m) CNC machining, Robot Welding and complex assembly & testing for batch and one off production. Oldham Engineering Ltd also manufactures `safety critical’ components across all sectors under a range of qualifications. See www.oldham-eng.com

Oldham Engineering Ltd - Rail Sector Supplier

Oldham Engineering Ltd remains a family run company and preferred supplier to the Nuclear, Defence, Rail, Steel, Oil & Gas, Subsea & Power Generation industries. Oldham Engineering is an expert in turnkey project management and this unique business provides in-house complementary services of CAD/ CAM proof machining, coded fabrication (BSEN ISO 3834-2), medium-heavy (30t – 10m) CNC machining, Robot Welding and complex assembly & testing for batch and one off production. Oldham Engineering Ltd also manufactures `safety critical’ components across all sectors under a range of qualifications.

Visit : www.oldham-eng.com


Passenger operators Holding company Nottingham City Transport/Tramlink (Keolis/Trent Barton/Alstom/Vinci)

Nottingham Express Transit The Nottingham Express Transit is a 20-mile long tram system in Nottingham, calling at 51 stops across two lines

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he system opened in 2004 and is operated by Keolis Nottingham Trams on behalf of concessionaire Tramlink Nottingham. The Nottingham Express Transit (NET) route runs from north of Nottingham railway station, through the city centre and branches off to two stations at Hucknall and Phoenix Park. Following completion of an expansion project, NET now connects Clifton to the south of the city and Toton Lane to the west, creating a two-line network. Ownership and operation The network is operated and maintained

by Nottingham Trams on behalf of the Tramlink Nottingham consortium. Keolis, Trent Barton, Alstom and Vinci, are the industrial shareholders in the Tramlink Nottingham concession company. In December 2011, Tramlink entered into a PPP (Public-Private Partnership) agreement for 22-and-a-half years. Awards NET was highly commended in three categories at the Global Light Rail Awards in October 2018: Best Customer Initiative, Technical Innovation and two employees, Patrick Randle-Bass and Paul Heslop, were named Employees of the Year. High-speed connection In September 2017, Nottingham council asked the Secretary of State for Transport, Chris Grayling, to consider the tram extension at the same time as the HS2 station at Toton Sidings, which will be called East Midlands Hub. The tram currently terminates at Toton Lane, two miles away from the HS2 station. The previous extension was reported to have brought a £100 million economic boost to Nottinghamshire, creating 1,600 jobs at its peak. Community activity Keolis undertook a survey at the end of 2018 which showed that 96 per cent of passengers are satisfied with the service. NET is also embarking on a programme of signalling upgrades whilst its customer service team has transformed the way it communicates with customers during any unplanned disruption. It has also launched a safety campaign aimed at reducing the number of delays due to road traffic collisions.

Rolling stock The first trams to run on the network – Bombardier’s Incentro AT6/5s – were built between 2002 and 2003 and are still in operation. A refurbishment programme on the fleet, which gave it a new livery and interior, was completed in September 2014. 22 new Citadis 302 trams were delivered in 2013 in preparation for the Phase Two line extensions and were introduced in a new high frequency timetable launched on Line One in August 2014. The Incentro fleet is also going through a further, midlife refurbishment. From August 2015 the mixed fleet of Citadis and Incentro trams began to run across the expanded network and are stored and maintained at the Wilkinson Street Depot. The operator has a policy of naming its trams after well-known figures related to the city, such as ex-world champion boxer Carl Froch; Ashes-winning cricketer, Stuart Broad; and one of the men behind the MRI scanner, Sir Peter Mansfield of the University of Nottingham. KEY PERSONNEL Director and General Manager: Paul Robinson Head of Operations: Mike Mabey Marketing Manager: Stephanie Moss-Pearce HR Manager: Maria Dobney

CONTACT INFORMATION Address: NET Depot, Armstrong Way, Wilkinson Street, Nottingham NG7 7NW Phone: 0115 942 7777 Email: info@thetram.net Website: www.thetram.net

Rail Professional Industry Reference Book 2019 Page 127


Passenger operators Holding company Abellio

ScotRail ScotRail is the national railway franchise of Scotland and has been operated by Abellio since April 2015

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cotRail provides over 94 million passenger journeys each year, with over 2,300 intercity, regional and suburban rail services a day, more than 340 stations, and just under 800 trains serving Scotland’s railway. New services and timetables Additional Class 156 trains will be provided during the morning and evening between Glasgow Central and East Kilbride / Barrhead from May 2019. Train services on these routes have seen significant passenger

growth in recent years. More than three million customers travelled on the East Kilbride route in 2017 – an increase of 0.9 million in nine years. More than 1.8 million customers travelled on the Barrhead and Kilmarnock route – an increase of 0.8 million since track and signalling improvements were completed in 2009.

Page 128 Rail Professional Industry Reference Book 2019

Transport Scotland has supported the extra seats for customers through additional funding – this will mean more four carriage trains (each with 284 seats) to and from Barrhead at peak times, and the majority of trains to and from East Kilbride with six carriages (436 seats). The extra seats will be introduced when the electrification projects across the Central Belt complete, and ScotRail receives enough of its brand-new Hitachi Class 385 trains. The Class 156 trains will be refurbished during 2019.


Passenger operators

As part of the Scottish Government’s ongoing investment in Scotland’s railway, Network Rail are also in the early stages of developing a range of options for a programme of enhancements to the East Kilbride line, with the aim of providing additional capacity and supporting future service enhancements. Starting in March 2019, an all-yearround Sunday timetable will be introduced

on the West Highland Line. ScotRail’s commitment to increasing services will see the end of the tradition of setting different timetables during Summer and Winter, which were initially introduced to reflect seasonal demand. Winter weather Winter can have a significant impact on the railway, with its effects ranging from speed

restrictions on exposed routes, to services being suspended due to avalanches. High winds can blow objects on to the line and points can freeze up, preventing trains from accessing certain routes or platforms. Extremely low temperatures can sometimes prevent train carriages from attaching, leading to fewer carriages on services. To limit the impact of winter weather, the ScotRail Alliance will take the following actions: • Specialist meteorologists will map weather events as they approach, allowing time to deploy chainsaw teams and engineers to where they’re most likely to be needed • A helicopter fitted with thermal imaging equipment will be used to highlight areas to engineers where cold weather could cause problems • A £1 million ‘winter train’ will be used to defrost points and other key parts of the railway affected by snow or ice • Engineers will be working 24/7 to prevent vulnerable infrastructure freezing in the first place, with some equipment being fitted with heaters • Maintenance depots are being fitted with heated polytunnels, high pressure hot water ‘jet washes’, and space heaters to reduce the time required to defrost trains, and get them back in service quicker • If severe weather is expected, contingency timetables will be created and customers informed. ScotRail’s website and social media channels will have full details of any changes to the train service. KEY PERSONNEL ScotRail Alliance Managing Director: Alex Hynes ScotRail Alliance Communications Director: Sue Evans ScotRail Alliance Infrastructure Director (Scotland Route): David Dickson ScotRail Chief Operating Officer: Angus Thom ScotRail Finance Director: James Downey ScotRail HR Director (Interim): Jacqueline Hepburn ScotRail Sustainability, Safety and Assurance Director: David Lister ScotRail Commercial Director: Lesley Kane ScotRail Operations Director: David Simpson ScotRail Engineering Director: Syeda Ghufran

CONTACT INFORMATION Address: First floor, Atrium Court, 50 Waterloo Street, Glasgow G2 6HQ Phone: 0344 811 0141 Email: customer.relations@scotrail.co.uk Website: www.scotrail.co.uk Rail Professional Industry Reference Book 2019 Page 129


Passenger operators Holding company First Group/MTR Corporation

South Western Railway South Western Railway was awarded the South Western franchise in March 2017, and took over from South West Trains on 20th August 2017

S

outh Western Railway is owned 70/30 by FirstGroup and MTR. The company operates commuter services from London Waterloo to south west London and suburban and regional services in Surrey, Hampshire and Dorset, as well as regional services in Devon, Somerset, Berkshire and Wiltshire. Its subsidiary Island Line operates services on the Isle of Wight. Sustainability Throughout 2018 South Western Railway increased its recycling to 3,900 tonnes of waste a year and diverted all of its other waste to generate energy. The company also arranged for old uniforms to be reused or donated to charities and has plans to roll out water fountains across more stations. In November 2018 this work was rewarded with a gold award in the

Milton Keynes, Birmingham and the North

London Victoria

London Waterloo

Watford Junction

Elmers End East Croydon

New Addington

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Crawley

Three Bridges

Horsham

Liss

Billingshurst

Petersfield Rowlands Castle

Pulborough

Havant Bedhampton Chichester

Portchester Cosham

Hilsea

Redhill

Haywards Heath

Arundel Barnham

Bognor Regis

Worthing Hove Shoreham Littlehampton

Eastbourne, Hastings, Ashford International and the South East

Brighton

Fratton Gosport Cowes

Isle of Wight

Ryde Pier Head

Portsmouth & Southsea Portsmouth Harbour Southsea Hoverport

Ryde St. Johns Road Brading Sandown Lake Shanklin

Ventnor

Network Map Connections to:

Ryde Esplanade

Wootton

Page 130 Rail Professional Industry Reference Book 2019

Beckenham Junction

Gatwick Airport

Haslemere

Alresford

Fareham

Isle of Wight Steam Railway To Channel Islands & France

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To France & Spain

Other services

London Underground

Bus links

London Overground

Ferry links and Hovercraft links

Tramlink

Heritage Railways


Passenger operators

Environmental Excellence category at the Green Apple awards. South Western Railway was also commended for hitting its zero waste to landfill eight months early (since July 2018, a hundred per cent of its waste is diverted from landfill – it is either recycled or used to generate energy).

refurbish five fleets in all by the end of 2020, equating to over 900 carriages. As of November 2018, the first of SWR’s newly acquired fleet of 18 Class 442 trains is being refurbished before entering passenger service in January 2019 on the Portsmouth to Waterloo route.

the east of the Isle of Wight. The eightand-a half mile route runs Class 483 Electric Multiple Units. The Island Line has existed since 1864 and has been operated by South Western Railway since 20th August 2017.

Investment On 14th November South Western Railway’s first fully refurbished and reconfigured Class 444 train entered passenger service, offering additional seating capacity and high-quality improvements to passenger accommodation. The refurbishment and reconfiguration of the train is part of SWR’s £50 million Desiro interior upgrade programme. The project is being delivered by the trains’ manufacturer, Siemens Mobility and is designed to increase much needed seating capacity in standard class and bring the interior accommodation up to date with some state-of-the-art features including enhanced Wi-Fi; inductive charging tables and at-seat power; and a full refurbishment of passenger accommodation using quality materials. The refurbishment of the Desiro fleet is part of a £110 million programme to

Stations On 15th October 2018 South Western Railway announced plans to invest £90 million to improve station facilities. The investment will go towards fitting new ticket barriers at over twelve stations to improve safety and reduce anti-social behaviour. There will also be 280 new benches installed along with providing an extra 1,500 car parking spaces. Several stations will be made more accessible including Pokesdown and Chessington South and there will also be significant enhancements to platform customer information screens displaying real time information from new trains about where vacant seats are available and where facilities can be found on the train.

Managing Director: Andy Mellors Operations and Safety Director: Jacqui Dey Engineering Director: Neil Drury Performance and Planning Director: Steve Tyler Customer Experience Director: Alan Penlington Finance Director: Kenny McPhail HR Director: Sharon Johnston Commercial and Business Development Director: Peter Williams Communications Director: Yvette London Major Projects Director: Mac Andrade

Island Line The Island Line runs north to south along

KEY PERSONNEL

CONTACT INFORMATION Address: Friars Bridge Court, 41-45 Blackfriars Road, London SE1 8NZ Phone: 0345 600 0650 Email: Contact via website Website:  www.southwesternrailway.com

Collaboration is at the heart of our success and we nurture strong and respectful relationships up and down the supply chain. Whatever your signalling requirements; Fenix has it covered

© Fenix Signalling Ltd 2018

18 Shottery Brook Office Park, Stratford-upon-Avon CV37 9NR

+44 (0)1926 358428

Rail Professional Industry Reference Book 2019 Page 131


Passenger operators Holding company Govia (Go-Ahead Group/Keolis)

Southeastern Southeastern has operated regional and commuter services in south east London, Kent and parts of East Sussex since 2006

S

outheastern is operated by Govia, a joint venture between leading transport operators Go-Ahead (65 per cent) and Keolis (35 per cent). It is one of the busiest networks in the country and runs the UK’s first domestic high-speed service with Javelin trains. After being awarded an initial six-year franchise from April 2006, Southeastern was granted a two-year extension to October 2014 after performance targets had been met. Following the review of franchising, a new Direct Award contract was agreed with Southeastern and the Department for Transport. The current franchise will end in March 2018.

The action was prompted after a poll of business leaders in October 2017 revealed that 57 per cent think rail will be key to attracting inward investment after the UK leaves the EU. The proposals, outlined in the In Partnership for Britain’s Prosperity plan, include commitments to: • Strengthen rail’s contribution to the economy • Maintain customer satisfaction • Localise decision making and investment • Create more jobs and increase diversity. Rail companies would double the number of apprenticeships offered over five years to twenty thousand with a total benefit of a hundred thousand new job opportunities in the rail supply chain by 2020. David Statham, Managing Director of Southeastern, said: ‘We welcome the launch of this initiative which will help us to deliver for passengers, strengthen the economy and build on the progress we’ve made this year.

Post-Brexit investment Southeastern put its name to a set of proposals calling for a £50 billion investment in the region’s railways, which would help to deliver 5,700 new carriages by 2021 and 6,400 additional services per week.

1

(Zone 2 & 3)

London Bridge

Deptford

Charlton

Woolwich Arsenal

Underground Interchange

Southeastern high speed route (HS1)

Abbey Wood

Plumstead

Belvedere

Erith

Southeastern high speed service routes

Slade Green

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(Zone 2 & 3)

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Blackheath

Bexleyheath

Eltham

Step free access Limited station call

Southeastern high speed limited service routes

Welling

Pay as you go can be used between St Pancras and Stratford International. Specific fares apply on this route. Capping does not apply.

Barnehurst

Hither Green Mottingham

Bexley

Crayford For information about Oyster and Pay as you go fares visit: tfl.gov.uk/fares

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Page 132 Rail Professional Industry Reference Book 2019

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New Beckenham

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(Zone 1 & 2)

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Other operator routes

Southeastern limited service routes

Westcombe Park

Greenwich

Waterloo East

Crofton Park

3

Southeastern routes

7 8

Tramlink Interchange

Blackfriars

2

6

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City Thameslink

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5

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Busy platforms Southeastern runs around two thousand metro, mainline and high-speed services each weekday from the southeast of England into London across 748 route miles, along twelve main lines. Its trains serve more London terminals than any other operator (London Victoria,

W

St Pancras International

‘The latest national survey indicated that eight out ten passengers said that they were satisfied with our services. We have already invested £78 million to transform our services so that our passengers get the best possible value for their money. ‘Next year will see new routes, more technological innovation, improved journey times, and the completion of the Thameslink programme to transform the network around London Bridge. ‘Working with industry partners, Southeastern will remain at the cutting edge of economic and community development in the southeast of England.’

Sandling

Martin Mill


Passenger operators

London Charing Cross, London Blackfriars, London Cannon Street and St Pancras International) and some of its services also run through London Bridge – with one of the busiest train platforms in Europe. Only twenty per cent of Southeastern passengers are leisure travellers, meaning eighty per cent are commuters. The TOC has introduced more early morning services to London and more late night services out of London. Over 75 per cent (1,400) of its daily services go into and out of London and its services are heavily geared to meet a huge and growing demand for peak hour travel. More employees have been deployed on gatelines at key stations and more customer service staff are on hand to help passengers with information and provide advice when and where it’s needed. Southeastern has improved the number of ticketing options available to its passengers, providing them with more options and better value for money payment methods. This includes the extension of Oyster to Dartford and Swanley, and

between St Pancras International and Stratford International. Southeastern has also been working to increase offpeak travel by bringing in Advance tickets and a Summer campaign was run to offer passengers a twenty per cent online discount offer on off-peak tickets. Improvements The company has also committed to spend a further £4.8 million in station improvements, carry out a deep clean of all stations: install 63 more self-service ticket machines at stations and ticket gatelines at Folkestone Central and Canterbury East. One of the key factors of passenger satisfaction on the Southeastern network is information provision. This has been improved by the creation of a new and improved journey planning app called On Track and by installing customer information screens at 20 key stations across the network, the obligation was for only one or more. There are 21 operational information screens that sit within depots

and rest rooms, providing employees with the most up-to-date information. An even bigger improvement has been delivered through the provision of tablets for train crew and gateline staff which provide them with up-to-date information and put them in a better position to provide correct information to passengers during times of disruption. As well as this its inhouse Twitter team answers service enquires 24/7. The TOC has also repainted all of its 165 managed stations. Customer information systems have been upgraded and improvements carried out to the company’s eyewitness security system and CCTV monitoring service based in its Control Centre. London Bridge station was reopened on January 2 after ten days of major engineering work, marking the countdown to completion of the £1 billion redevelopment after more than five years of work. The final section of the huge, modern new concourse and the final five platforms opened for the first time, allowing Cannon Street trains to resume calling at the landmark new station. The vast new concourse, larger than the pitch at Wembley, unites all fifteen platforms for the first time and modern facilities make the landmark station fully accessible for all. There are two new entrances on Tooley Street, which will connect the north and south sides of the station, while the completion of the five new platforms will allow Cannon Street services to once again stop at London Bridge. The tracks through and around the station have been entirely remodelled to modernise the infrastructure and to allow more trains to travel through London, reducing delays and bringing more reliable journeys to more destinations than ever before. Work continued on the station concourse throughout the year, fuelling the reinvigoration of the area and improving the experiences of passengers every time they travel.

KEY PERSONNEL Managing Director: David Statham Engineering Director: Mark Johnson Passenger Services Director: David Wornham Train Services Director: Ellie Burrows Commercial Director: Diane Burke HR Director: Scott Maynard Finance Director: Felix Beeson

CONTACT INFORMATION Address: Friars Bridge Court, 41-45 Blackfriars Road, South Bank, London SE1 8NZ Phone: 0345 322 7021 Email: Contact via website Website: www.southeasternrailway.co.uk Rail Professional Industry Reference Book 2019 Page 133


Electro/Mechanical Engineers

Identify | Evaluate | Control Health and safety solutions for the Rail Industry

Hazard and Risk Management UK (HaRMUK) is an independent health and safety consultancy service, providing specific techniques to deal with client needs or helping clients to develop their own solutions. ​ We aim to: • reduce risk • optimise performance • enhance capability and ultimately improve your health & safety standards, claims defensibility and working practices.

your carriage awaits... Your partner for a fast, comprehensive and cost effective service for the UK railway industry. We overhaul and maintain rolling stock nationwide.

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ordon Services UK Ltd is an ElectroMechanical engineering company providing a fast, comprehensive and cost effective service for the railway industry. Established in 1993, Gordon Services is now a leading force in the overhauling of components and products from all types of rolling stock throughout the UK. The Company has comprehensive workshop facilities, which comprise both cabinet shot blasting and external pot blasting facilities, (used for cleaning heavily soiled components) and spray booth facilities with controlled heat and humidity (for the spraying of various components). Skilled Workforce Our fully skilled workforce consists of engineers, electricians and coded welders who are certificated to BS EN ISO 9606 : 1 level for Pressurised Vessels; and the company itself is accredited with ISO 9001 : 2015 Quality Assurance and www.gordonservicesltd.co.uk ISO 1401 : 2015 Environmental Policy to ensure that our E-mail: enquiries@gsl-uk.co.uk procedures are maintained to a recognised standard. .........................

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REGISTERED FIRM

Our services are conducted by professionally qualified and experienced consultants. ​ HaRMUK is a member of the Rail Industry Supplier Qualification Scheme (RISQS).

Q ............. S ....................... ISO 1400 REGISTERED

SEMVAC AS UK Agent Gordon Services UK Ltd is the UK agent for SEMVAC AS Toilet systems, with a full after care maintenance and overhaul service for the whole range of SEMVAC products, including toilet systems and C.E.T tanks. They are also the sole UK distributor for all SEMVAC parts. Full Transportation Facilities Our transportation capacity is equipped for full nationwide service, comprising of HGV, Truck, and Vans to ensure a speedy and direct delivery and pick up service.

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Electro/Mechani

Page 134 Rail Professional Industry Reference Book 2019


Passenger operators Holding company Govia (Go-Ahead Group/Keolis)

Southern Southern is the brand name used by the Govia Thameslink Railway (GTR) train operating company on the Southern routes of the Thameslink, Southern and Great Northern franchise in England

I

t is a subsidiary of Govia, a joint venture between transport groups GoAhead and Keolis, and has operated the South Central rail franchise since August 2001 and the Gatwick Express service since June 2008. In July 2015, the franchisee was subsumed into GTR, but the Southern and Gatwick Express brand identities were retained alongside those of Thameslink and Great Northern. GTR has introduced 12 Class 171 vehicles for Southern. Southern operates

the majority of commuter services from its Central London terminals at London Bridge and London Victoria to South London and Sussex, as well as regional services in parts of Hampshire, Kent and Surrey. More than 3,000 trains a day run on the railway linking London and the Sussex Coast. It also provides services between Milton Keynes and Croydon via the West London Line. It also operates services from Brighton to Southampton and South Croydon to Milton Keynes Central. Burnham Market

SERVICES AND FACILITIES

Hunstanton

This is a general guide to the basic daily services. Not all trains stop at all stations on each coloured line, so please check the timetable.

Gatwick Express

REGULAR SERVICE

Wells-next-the-Sea

Sustaining rural rail lines The Sussex Community Rail Partnership (SCRP) is a not-for-profit partnership that works to promote rail travel along some of the branch lines on the Southern network. The partnership brings together a wide range of community stakeholders – Southern, local councils, passenger groups, community groups, plus education, business and leisure representatives. The station partnership is made up of a group of volunteers who come together to work with Southern on improving how one of the stations serves its local area.

Dersingham

LIMITED SERVICE

Fakenham

Sandringham

King’s Lynn

Great Northern Southern

Watlington

Thameslink

Wisbech

Other train operators may provide additional services along some of our routes.

Faygate*

Other train operators’ routes Bus links Limited service stations on our network

Downham Market Littleport Ely

to Yorkshire, the North East and Scotland

Interchange stations Interchange with London Underground Interchange with London Overground Interchange with London Tramlink

to Norwich and Ipswich

Waterbeach Peterborough

Interchange with Eurostar Interchange with other operators’ train services Interchange with Airports

to the West Midlands, North West and Scotland

Cambridge North St. Ives

Huntingdon

to the East Midlands and South Yorkshire

Bedford

Milton Keynes Central

Tring

Baldock Letchworth Garden City

Hitchin

Luton

Luton Airport Parkway

Ashwell & Morden

Arlesey

Leagrave Dunstable

Shepreth Meldreth Royston

Biggleswade

Harlington Leighton Buzzard

Stevenage Luton Airport

On Mondays to Saturdays from December 2018 until further notice, buses will replace trains between Stevenage and Hertford North and between Stevenage and Watton-at-Stone. For more information visit: greatnorthernrail.com/railreplacement

Watton-at-Stone

Knebworth

Hertford North

Welwyn North Harpenden

Berkhamsted

Bayford

Welwyn Garden City

Cuffley

Hatfield

St. Albans City

Welham Green

Hemel Hempstead Radlett

Brookmans Park

Elstree & Borehamwood

Hadley Wood

Crews Hill Gordon Hill

Potters Bar Watford Junction

Enfield Chase Grange Park

New Barnet

Mill Hill Broadway

Oakleigh Park Hendon

Harrow & Wealdstone

Kentish Town London St. Pancras International

Oyster and contactless to Paddington payment can be used in the yellow shaded area

Kensington (Olympia)

Farringdon

Palmers Green Bowes Park

Alexandra Palace

West Hampstead Thameslink

Shepherd’s Bush

Winchmore Hill

New Southgate

Cricklewood

Wembley Central

to Stansted Airport and London

Foxton

Sandy

Flitwick

Bletchley

to Newmarket and Ipswich

Cambridge

St. Neots

Ferry service routes Hovercraft service routes

Hornsey Harringay Finsbury Park Drayton Park Highbury & Islington Essex Road Old Street Moorgate

London King’s Cross

City Thameslink

Eliz

abet

London Blackfriars

h Li

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open

KEY PERSONNEL

sD

London Bridge

R IVE

TH

Elephant & Castle

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Battersea Park to London Waterloo

to Clapham Junction

Brockley

Clapham Junction

North Dulwich West Dulwich

Tulse Hill

Wandsworth Common

Sydenham Hill

Haydons Road Tooting

Wimbledon

Wimbledon Chase

Carshalton

Sutton Common

West Sutton Sutton Cheam Ewell East

to London

to Reading

Southampton Airport Parkway

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to Portsmouth

to Dorking

Woodmansterne

Coulsdon Town Reedham

Strood

Bromley South Bickley

Rochester Chatham

St. Mary Cray Swanley

Petts Wood

Christ’s Hospital Billingshurst Pulborough Amberley Arundel

South Croydon

Gillingham

Purley Kenley

to Dorking

to Reigate

Faygate*

Caterham

Ashington Washington

Tham Maidstone East will eslin to Canterbury oper k se and Ramsgate ate rvic Bearstead from es on to Dec this em Dover ber route 2019 Ashford and to London

to London

Edenbridge Town

Horley

Lingfield

Hever

Gatwick Airport

Dormans

Cowden

East Grinstead

Ashurst

Ifield

Tonbridge

to Kent Coast

Winchelsea

Uckfield

Preston Park Glynde Berwick Polegate

Moulsecoomb

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Falmer Lewes Southease

CONTACT INFORMATION

Doleham* Three Oaks

to London

Cooksbridge*

gm

Appledore

Ore

Buxted

Plumpton

Hassocks

Ham Street

Rye

Crowborough

Haywards Heath Burgess Hill

Leigh Penshurst

Eridge

Balcombe

Hastings St. Leonards Warrior Square Bexhill Collington Cooden Beach Normans Bay Pevensey Bay* Pevensey & Westham

Hampden Park Eastbourne

Newhaven Town

Chief Executive Officer: Patrick Verwer Chief Operating Officer: Steve White Chief Financial Officer: Ian McLaren Engineering Director: Gerry McFadden Infrastructure Director: Keith Jipps Operations Planning Director: Scott Brightwell Business Improvement Director & Deputy COO: Alex Foulds Passenger Service Directors: Angie Doll Head of Safety: Mark Whitely Human Resources Director: Andy Bindon Communications and Marketing Director: Collette Dunkley

International Europe

Hurst Green Edenbridge

Wivelsfield Southwater

West Malling

Sevenoaks

Oxted

Nutfield Godstone

Earlswood

to Margate and Ramsgate

Borough Green

Bat & Ball

Woldingham

Three Bridges Crawley

Littlehaven

Otford

Upper Warlingham

Salfords

Dorking

to North Kent

Shoreham

to Sevenoaks

Whyteleafe Whyteleafe South

Rainham

Eynsford

Riddlesdown

Redhill Reigate

Box Hill & Westhumble

Dorking Deepdene

Orpington

East Croydon

Merstham

Kingswood Tadworth Tattenham Corner

Horsham

An

Higham

Shortlands

Coulsdon South

Chipstead

Swanscombe Northfleet Gravesend

Beckenham Junction

Birkbeck

Purley Oaks

Banstead Epsom Downs

Bookham

Effingham Junction

Warnham

Littlehampton

Penge West Anerley

Belmont

Ockley

Bognor Regis

Ravensbourne

Kent House

Sanderstead

Holmwood

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to Isle of Wight

Horsley

Clandon

to Guildford

Portsmouth & Southsea

to Gosport and Isle of Wight

Leatherhead

West Croydon

Carshalton Beeches

Ashtead to London

Waddon

Wallington

Epsom

London Road Guildford (Guildford)

Greenhithe for Bluewater to Ebsfleet International and London

Hackbridge

St. Helier

Southampton Central St. Denys*

Stone Crossing

Beckenham Hill

Norwood Junction

Mitcham Junction

Morden South

to Bournemouth

Dartford

Forest Hill

Selhurst

Mitcham Eastfields

South Merton

Slade Green

Bellingham

Penge East Crystal Palace

Streatham Common Norbury Thornton Heath

to Guildford

ES

Sydenham

Gipsy Hill

Streatham

Westcombe Park

Honor Oak Park

West Norwood

Streatham Balham Hill

AM

Catford

East Dulwich

Herne Hill

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Crofton Park

Nunhead

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Maze Hill

New Cross Gate

Peckham Rye

Denmark Hill

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Greenwich

to Highbury & Islington

Queens Road Peckham Imperial Wharf

Deptford

South Bermondsey

AM

London Victoria

West Brompton

ES

Newhaven Harbour Bishopstone

Address: 1st Floor, Monument Place, 24 Monument Street, London EC3R 8AJ Phone: 0345 127 2920 Email: comments@southernrailway.com   Website: www.southernrailway.com

Seaford Produced by

23.3.2018 (GTR All Brands Diagram)

www.fwt-london.co.uk

Rail Professional Industry Reference Book 2019 Page 135


Passenger operators Holding company Stagecoach

Stagecoach Supertram Stagecoach Supertram has been serving the city of Sheffield since 1994 with four tram lines calling at 50 stops

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he tram is owned by the South Yorkshire Passenger Transport Executive, which built the network at a cost of around ÂŁ240 million. It was opened in stages between 1994 and 1995 and was run by South Yorkshire Supertram (SYSL) until 1997, when Stagecoach bought the concession for ÂŁ1.15 million that gives it control until 2024. The tramway is served by eight park and ride sites enabling easy parking for car users wishing to complete their journey by tram. Four sites offer paid for parking and the other three sites have free designated parking. Railway Overhead Line Equipment (OLE) distributes electricity to trains at 750 volts DC, which is considerably more than the

power on most tram systems. Around 14.5 million passengers use the tram every year.

trains have been in public service since September 2017.

Tram Train innovation Tram train vehicles that can operate on both mainline rail and tram tracks rolled out on 25th October 2018, making it possible to make a single journey between tram stops and conventional rail stations. Three Tram Trains an hour travel on the Supertram network from Sheffield Cathedral to Meadowhall South, before proceeding over a new section of track linking the tram line to the rail track called the Tinsley Chord and on to the national rail network to Parkgate Retail Centre via Rotherham Central station. The Government funded programme is a partnership between South Yorkshire Passenger Transport Executive (SYPTE), Network Rail, Stagecoach Supertram and Northern Rail to pilot this pioneering technology. The seven Stadler built tram-

Staff Around 330 employees maintain and operate the trams from the Nunnery depot.

Page 136 Rail Professional Industry Reference Book 2019

KEY PERSONNEL Managing Director: Tim Bilby Corporate Communications Manager: Sian Freestone-Walker

CONTACT INFORMATION Address: Nunnery Depot, Woodbourn Road, Sheffield S9 3LS Phone: 0114 272 8282 Email: supertram.enquiries@supertram.com Website: www.stagecoachbus.com/supertram


Passenger operators Holding company Abellio

Stansted Express The Stansted Express ferries passengers from Stansted Airport to central London in just 47 minutes

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tansted Express trains leave from a station directly below Stansted Airport every 15 minutes, reaching the London Underground station of Tottenham Hale in 36 minutes and London Liverpool Street in 47 minutes. The Stansted Express service is operated by Abellio Greater Anglia in a franchise that will last until 2025. Ticketing Unlike the Heathrow Express and the Gatwick Express, which require the purchase of premium tickets to use the services, normal rail tickets are valid on the Stansted Express. Customers can purchase tickets six months in advance and are able to access their ticket within the Stansted Express app. During the Summer months capacity on the service is expanded by 5,000 seats to accommodate increased holiday travel. This is made possible by increasing the number of

KEY PERSONNEL Managing Director: Jamie Burles

CONTACT INFORMATION Address: 11th Floor,1 Stratford Place, Montfitchet Road, London E20 1EJ Phone: 0345 600 7245  Email: contactcentre@greateranglia.co.uk   Website: www.stanstedexpress.com

carriages on the trains from eight carriages to twelve. Airport experiences A First-Class ticket on Stansted Express gives passengers access to airport security FastTrack. The same ticket also allows for unlimited luggage.

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Rail Professional Industry Reference Book 2019 Page 137


Pre Metro Operations Ltd is the essential operator of the branch line or tramway, small or large. Our business model for operations at Stourbridge Junction is transferable to similar locations throughout the UK. Small is beautiful and our experience in increasing passenger numbers and reducing the operational carbon footprint of a transport mode is impressive. Let us advise you on how to do it. Be self-contained. The company is sub-contracted by West Midlands Trains to provide operations and Railcar maintenance facilities on the Stourbridge branch line in the West Midlands. Two rail vehicles are currently used both being Class 139 light Railcars built originally by Parry People Movers Ltd in the West Midlands but we are not tied to any one vehicle manufacturer. The Railcars are LPG/Flywheel hybrids with exceptionally low fuel consumption. The passenger services at Stourbridge have been operated since mid-2009 and achieve a consistent reliability of over 99.7%. Passenger numbers have increased each year and have now reached a total 5 million. Passenger satisfaction remains high. The company has demonstrated that less complicated vehicles and simple but robust operational practices can deliver cost effective rail based services. Tel: 01384 441325 Website: www.premetro.co.uk


Passenger operators Holding company Pre Metro Operations

Stourbridge Shuttle Pre Metro Operations, which operates Stourbridge Shuttle, is an open-access train operating company based in Stourbridge in the West Midlands and is the smallest train operating company in the UK

P

re Metro Operations (PMOL) was founded by Philip Evans and John Parry in 1999 as an independent train operating company, with the intention of running services on short branch lines across the UK using Parry People Movers (PPM) manufactured railcars. Between 2005 and 2006, a prototype Parry People Movers railcar, entered service on the Stourbridge Town Branch Line, the shortest branch line in the country, in order to test the viability of using PPMs on branch lines. Subsequently, it was decided to make the trial permanent. Following the trial operation on the Stourbridge branch line the company received depot and operating licences from the ORR and two Class 139 LPG fuelled/ flywheel hybrid railcars were constructed. Pre Metro Operations commenced operations in June 2009 taking over full operation of the Stourbridge Town Branch Line from London Midland. From the introduction of the service in June 2009 up until the franchise changed hands on 10th December 2017, the service

had been branded as the London Midland Stourbridge Shuttle operated on behalf of previous franchise holder London Midland, with units painted in their standard green, white and grey colours. During the current West Midlands Rail franchise period, which is scheduled to run until March 2026, the service will be operated on behalf of current franchise holder West Midlands Trains, and its two railcars are painted in the West Midlands Railway livery. Pre Metro Operations itself is not subject to franchising as it is an open-access operator. Using innovative technology, PMOL claims to be providing the best-ever service the line has seen in its 130-plus year history. The operation is clean, green, frequent, highly reliable, easy-access and the staff all live in the local area. Since commencing seven-day operation of the service in 2009, patronage has grown, frequency has increased, emissions have been cut, service operation costs have been reduced, and the Sunday service has been revived on the line for the first time since 1914. The Stourbridge Shuttle operates seven days a week with basic ten-minute frequency. Reliability of the service currently stands in the region of 99.6 per

cent having operated 450,000 miles and completed five million passenger journeys to date; up 50 per cent in seven years. PMOL was awarded ‘Highly Commended’ at the Global Light Rail Awards 2016 and 2017 in the ‘Operator of the Year’ category. The company is now looking to expand its operations elsewhere in the UK and is not tied to any one vehicle manufacturer. KEY PERSONNEL Managing Director & CEO: Philip R Evans Company Chairman: Geoff J Lusher Company Secretary: Steve Jasper Director: Professor Alan Wenban-Smith

CONTACT INFORMATION Address: 54-56 Hagley Rd, Stourbridge DY8 1QD Phone: 01384 441325 Email: premetro@aol.com Website: www.premetro.co.uk

Rail Professional Industry Reference Book 2019 Page 139


Made for travelling in style. We make fabrics that take you on a journey. We design and weave plush wool moquettes in cut pile, cut and loop pile, and flat-woven fabrics. Made for style, comfort and safety.

www.camirafabrics.com

Rail Professional Advert August 2018_130x180mm.indd 1

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Railway Train Textile Interiors and Upholstery There are numerous methods of test used to assess the fire safety, physical and chemical properties of Interior fabrics used in public transport. The assessment of the flammability performance of railway interiors is essential to protect the travelling public in the event of a fire and the assessment of the physical and chemical properties ensure that materials selected are of high quality, durable and safe for public use. IFS Laboratories accommodates a variety of test methods for Fire resistance, Physical durability and chemical properties such as: • UIC 564-2 Appendix 5 - method of test used for determining the fireresistance of coated and uncoated textiles and applies to seat covers, wall linings and curtains when tested vertically. • BS EN ISO 13937-3: 2000 – Textiles – Tear properties of fabrics – Part 3 – Determination of tear force of winged-shaped test specimens. • BS EN ISO 13936 Part 1 & 2: 2004 – Textiles – Determination of the slippage resistance of yarns on a seam in woven fabrics. • BS EN ISO 12947 Part 1-4 – Textiles – Determination of fabric propensity to surface fuzzing and pilling (Martindale method) • BS EN ISO – E01: 2013 – Colourfastness to water. • BS EN ISO 105 – B02 Standard 4-6 – Colourfastness to light • BS EN ISO 105 – X12 – Colourfastness to wet and dry rub.

Telephone: 0161 50 50 650 Textiles Innovation House, 1 Lyons Road, Trafford Park, Manchester M17 1RN


Passenger operators Holding company First Group

TransPennine Express TransPennine Express (TPE) is an intercity operator that connects towns and cities across the North and into Scotland

L •

• •

aunched in April 2016 and continuing until at least 2023, the TPE franchise is managed by FirstGroup. The TPE network is: North TransPennine – including Newcastle to Manchester Airport, Middlesbrough to Manchester Airport, Scarborough to Liverpool and Hull to Manchester Piccadilly South TransPennine from Cleethorpes via Doncaster and Sheffield to Manchester Airport North West and Scotland – from Manchester Airport to Preston, Oxenholme, Carlisle, Penrith, Edinburgh and Glasgow, Destinations served by TransPennine Express include Newcastle, Middlesbrough, Darlington, Northallerton, Thirsk, York,

Malton, Scarborough, Hull, Selby, Leeds, Huddersfield, Cleethorpes, Grimsby, Scunthorpe, Meadowhall, Doncaster, Sheffield, Edinburgh, Glasgow, Carlisle, Lancaster, Preston, Manchester, Manchester Airport and Liverpool. Major refurbishment In July 2018, TPE completed a £32 million overhaul of its existing Class 185 fleet working with manufacturing company Siemens and train owner Eversholt Rail to create a special and enhanced experience for customers. The modern trains have been completely transformed to like-new standards including brand new seats with leather in first class and practical benefits such as plug and USB ports at every pair of seats, bigger tables with more space for laptops and LED lighting.

Customers are also benefitting from fast, free Wi-Fi in both first and standard class which is now available on all TPE trains. Exstream entertainment TPE has now launched its complimentary onboard entertainment service across all routes. The service, named Exstream, gives customers access to more than 150 shows and films and also features the latest news plus popular magazine titles. Taking the North further As part of their commitment to local communities, TPE continues to work with local suppliers and businesses across its network, where possible. Yorkshire based Camira Fabrics have produced the Standard Class seat covers as part of the £32million Class 185 upgrade while Petards in Gateshead supplied the on-board CCTV system. For those in need of a snack while travelling, customers can also enjoy some seasonal, locally sourced products as part of TPE’s onboard catering offer. Nova – the countdown is on TPE is delivering a £500 million investment in three brand new fleets of Nova trains over the next two years which will completely transform the travelling experience for customers. The company is receiving 220 new carriages in total meaning 13 million extra seats for customers once the futuristic new trains are in service. The first of TPE’s new trains are set to be introduced over the next 12 months.

KEY PERSONNEL Managing Director: Leo Goodwin Commercial Director: Darren Higgins Fleet Director: Paul Staples Major Projects Director: Chris Nutton Operations Director: Paul Watson Customer Experience Director: Kathryn O’Brien Service Planning Director: Jerry Farquharson Strategy Director: Louise Ebbs Finance Director: Liz Collins

CONTACT INFORMATION Address: 7th Floor, Bridgewater House, 60 Whitworth Street, Manchester M1 6LT Phone: 0345 600 1671 Email: tpecustomer.relations@firstgroup.com Website: www.tpexpress.co.uk Rail Professional Industry Reference Book 2019 Page 141


Passenger operators Holding company Nexus - Part of North East Combined Authority (NECA)

Tyne and Wear Metro The Tyne and Wear Metro services Newcastle upon Tyne, Gateshead, South Tyneside, North Tyneside and Sunderland in the Tyne and Wear region

Airport

Bank Foot

Callerton Parkway

Fawdon

Kingston Park

Wansbeck Road

South Gosforth

Four Lane Ends

West Monkseaton

Northumberland Park

Benton

Longbenton

Regent Centre

Palmersville

Monkseaton

Shiremoor

Ilford Road West Jesmond

Whitley Bay

Cullercoats

Jesmond Newcastle City Centre

St James

Haymarket Monument

Chillingham Road Manors

Byker

Wallsend

Walkergate

Hadrian Road

Percy Main

Central Station

Gateshead Stadium

Felling

Pelaw Heworth

Jarrow Hebburn

Main Bus Interchange Rail Interchange Ferry (only A+B+C tickets valid) Airport Park and Ride

New fleet At the end of 2018, Nexus committed an extra £900,000 to the maintenance of the

North Shields

Simonside Bede

Chichester

Tyne Dock

Brockley Whins Fellgate

South Shields

East Boldon Seaburn

St Peter’s

Stadium of Light

River Wear

nexus.org.uk/metro 0191 20 20 747

T

Tynemouth

River Tyne

Gateshead

he local transport authority Nexus owns and operates the system, taking over from DB Regio Tyne & Wear Limited, a subsidiary of Arriva UK Trains, in April 2017. Nexus will operate the line for two years until a new operating contract can be agreed. The Tyne and Wear Metro was the first modern light rail system in the UK when it opened in 1980. It now has sixty stations on a 46-mile network that connects Newcastle Airport with South Hylton on the Green Line and St James with South Shields on the Yellow Line.

Meadow Well

Howdon

Sunderland City Centre

Pallion South Hylton

Metro’s ageing fleet of trains. Investment will be targeted at preventing power faults, a train cab refurbishment programme and for extra staff at the Metro depot. The aim is to improve performance reliability on Metro by reducing train failures which can cause delays for passengers. The money, which is additional to the existing fleet maintenance budget, will be spent over the rest of the current financial year and in the financial year ending March 2020. Nexus has already secured £337 million of Government funding for a new Metro fleet of trains and it aims to have the first of the new trains in service by late 2021. Part of the £337 million will go towards the projected £362 million cost of designing

University Millfield

Sunderland

Park Lane

and building a new train fleet. This and the ongoing maintenance of the fleet over 35 years makes the total contract value about £500 million. Temporary depot In November 2018 Nexus won approval to build a temporary train maintenance depot in North Tyneside. The new depot, which is to be located on a former landfill site on Wallsend Road in Howdon, will be used as a maintenance facility for some of the current Metro fleet while the main Metro depot at South Gosforth in Newcastle is rebuilt. The temporary depot will also play a key role in the phased delivery of the new Metro fleet. KEY PERSONNEL Managing Director: Tobyn Hughes
 Director of Finance and Resources: John Fenwick Transport Strategy Director: Philip Meikle
 Metro Services Director: Chris Carson
 Customer Service Director: Huw Lewis

CONTACT INFORMATION Address: Nexus House, St James Boulevard, Newcastle upon Tyne NE1 4AX Phone: 0191 203 3333 Email: contactmetro@nexus.org.uk Website: www.nexus.org.uk

Page 142 Rail Professional Industry Reference Book 2019


Passenger operators Holding company Belmond

Venice Simplon-Orient-Express In 2017, the Venice Simplon-Orient Express celebrated 25 years of rekindling the romance of the classic railway journey

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perated by luxury travel company Belmond, the Venice Simplon-Orient-Express epitomises the glamour and elegance of the Golden Age of travel. Taking luxury seekers from London to Venice and stopping off at other places across the European continent at cities like Paris, Berlin, Budapest, Istanbul, Prague, Vienna and Verona. Seasonal service VSOE runs services between March and November. The journey is not intended as

a functional rail service taking passengers from A to B, but as a five-star experience in every sense of the word. Belmond operates 46 luxury hotels, restaurants, tourist trains and river cruises in 24 countries and that standard comes across in the accommodation, dining and overall experience of the VSOE. Trains The VSOE continental leg contains 18 carriages - twelve sleeping cars, three dining cars, a bar car and two former sleepers, which provide accommodation for the staff

and storage rooms for luggage and supplies. By day the twin-cabin rooms look out on the European countryside flying by and by night the rooms are transformed into bedrooms. The carriages were refurbished in 2017 to bring them up to date with modern standards of safety and comfort. In March 2018 the ‘Grand Suites’ were launched, each of these suites feature a private bathroom and living area fashioned after the 1920s ‘art deco’ style designed by Wimberly Interiors.

KEY PERSONNEL Executive Vice President and Chief Financial Officer: Martin O’Grady Vice President, Legal: Abigail Hunt Vice President, Trains & Cruises: Gary Franklin Director of Sales, Trains & Cruises: Lucy Clark

CONTACT INFORMATION Address: Shackleton House, 4 Battle Bridge Lane, London SE1 2HP Phone: 0845 077 2222 Email: reservations.uk@belmond.com Website: www.belmond.com Rail Professional Industry Reference Book 2019 Page 143


Passenger operators Holding company Stagecoach/Virgin

Virgin Trains West Coast Stagecoach and Virgin work in partnership to operate the West Coast intercity route under the Virgin Trains brand. The network connects some of the nation’s most iconic destinations including Glasgow, Liverpool, Birmingham, Manchester and London

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he franchise has been extended multiple times since its opening in 1997 and will now run until 2019. The main spine of the West Coast mainline is a four-track railway almost all of the way from London to Crewe (where the line diverges into sections to Manchester, North Wales, Liverpool, and Scotland). The remaining sections are mainly double track, except for a few busy sections around Glasgow, Manchester and Liverpool. In November 2016, the Government announced that the franchise would be replaced by a new franchise named the

West Coast Partnership, which will include operating High Speed 2 (HS2). Services are planned to begin on the first phase of HS2 in 2026. The Department for Transport requires that the new operator have experience in operating high-speed trains (250 mph) and infrastructure. To satisfy this requirement SNCF will take a 30 per cent shareholding in the bid with Stagecoach having 50 per cent and Virgin 20 per cent. Scottish records Virgin Trains broke the record for

passengers crossing the Scottish border on the west coast route on 24th April 2017, a year after it was closed during floods. As the intercity operator celebrated 20 years of operating the west coast route, new figures showed it carried 294,000 customers between Glasgow and London over a 24week period to 31st March 2017, an increase of 28 per cent compared to the same period two years earlier. Later in the year in September figures showed Virgin Trains carried 1,765,874 customers between Liverpool and London in 2016/17, an increase of 11.2 per cent compared to the same period the previous year. Fleet The mainstay of the west coast fleet is the Pendolino, with the trains being maintained by Alstom at a number of depots along the route. Each of the trains clock up over 300,000 miles each year and in February 2017 exceeded 200 million miles since their introduction. The 20 strong Voyager fleet, which sees service along the North Wales, West Midlands and Anglo-Scottish routes is fast approaching four million miles in service. Maintained by Bombardier, this diesel train also has tilt capacity like the Pendolino. The Pendolino trains run at 125 mph which meets the European Union’s definition of an upgraded high-speed line.

KEY PERSONNEL Managing Director: Phil Whittingham Executive Director, Customer Experience & Operations: Peter Broadley Executive Director, Finance: Mark Whitehouse Executive Director, Commercial: Sarah Copley Executive Director, Corporate Affairs: Richard Scott Executive Director, People & Responsible Business: Natasha Grice Chief Information Officer & Innovation: John Sullivan

CONTACT INFORMATION Address: Virgin Trains, North Wing Offices, Euston Station, London NW1 2HS Phone: 0333 103 1031 Email: customer.relations@virgintrains.co.uk   Website: www.virgintrains.co.uk

Page 144 Rail Professional Industry Reference Book 2019


Passenger operators Holding company KeolisAmey

Wales and Borders On 15th October 2018, Transport for Wales took over the operation of Wales and Borders. Branded as Transport for Wales Rail Services, the 15-year contract will be delivered by KeolisAmey

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he Welsh Government is responsible for the management of the new franchise. The Wales and Borders franchise covers most rail services in Wales, the new franchise will invest £738 million to transform the valley lines to Treherbert, Aberdare, Merthyr Tydfil, Rhymney and Coryton, electrifying 107 miles of track and upgrading infrastructure to enable improved journey times and more trains every hour. From 2023, an £800 million investment will ensure that 95 per cent of journeys are on new trains. More than half the trains will be assembled in Wales. By December 2023, KeolisAmey is going to run an extra 285 (29 per cent) more services every weekday, including improvements on the Ebbw Vale, Cambrian and Heart of Wales lines and the North Wales Metro (Wrexham-Bidston). A new service will link Cardiff and Liverpool via Wrexham.

Free end-to-end internet access will be available on 85 per cent of journeys by 2024. Stations and ticketing KeolisAmey is also investing £194 million in station improvements and building at least five new stations. At least 1,500 new car parking spaces will be created and a new

£15 million fund will make stations more accessible and a new app allowing customers requiring assistance to ‘turn up and go’ will be introduced from April 2020. Stations and overhead wires will be powered by 100 per cent renewable energy, with at least 50 per cent sourced in Wales. The availability and quality of ticketing facilities will be transformed by 2023 and Delay Repay will be introduced for delays of above 15 minutes from January 2019. More than 700 new customer information screens will be installed across the network and in other locations including colleges, hospitals and workplaces. To support an integrated network, KeolisAmey are ensuring that there is appropriate signage at all stations to promote onward travel by public transport and it will also fund and support all staff who want to learn Welsh. These improvements are part of a series of investments from a range of sources, including the Welsh Government, totalling £1.9bn that will be made over the 15-year contract period to bring about a transformation in rail travel for people and communities the length and breadth of Wales and its borders. KEY PERSONNEL CEO of Keolis UK: Alistair Gordon, Amey’s Chief Executive: Andy Milner, Managing Director of Consulting & Rail at Amey: Nicola Hindle,

CONTACT INFORMATION Address: Evergreen House North, 160 Euston Road, London NW1 2DX Phone: 020 3691 1715 Email: comms@keolis.co.uk Website: www.keolisamey.cymru Rail Professional Industry Reference Book 2019 Page 145


ER-Aboutus.pdf

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24/05/2012

10:30

ABOUT ABOUT US US

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SAFE, RELIABLE RAIL RECRUITMENT SOLUTIONS

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Tel: 01443 404201

ABOUT US

EXCELL www.excellrail.co.uk Rail

ABOUT US Excell Rail Ltd has supported Balfour Beatty Rail and Network Rail and other customers on numerous projects. We commit our full attention to what our customers are looking to achieve, collaborating and working together on different types of projects and adapting and changing with them to get the end result required. Excell always endeavour to provide the best service possible, and look forward to continued growth with our customers on future projects. We are proud to work with our customers and be a part of their successes - and hope to be a part of that success in the future. We also look forward to making new relationships with new customers. We have developed our own systems and procedures and have various certificates and competencies, and have been awarded RISQS for the last few years, ISO 9001:2015, ISO 18001:2007, ISO 14001:2015, Ciras, ICO holders to name a few. All the foundations have been put in by Excell Rail Ltd and the team to gain a good name in the market place and keep us in front of our competition. We thrive on challenges and have faced many with our customers and overcome these together.

Certificate No. 70180

Excell Rail Ltd, Unit 7 Magden Park Green Excell Meadows Rail Ltd Llantrisant Rear of unit 5 Pontyclun Severn road CF72 8XT Treforest industrial estate Pontypridd Tel: 01443 404 201 CF3701443 5SP 401 746 Fax:

info@excellrail.co.uk info@excellrail.co.uk www.excellrail.co.uk


Passenger operators Holding company MML (100% owned by West Midlands Combined Authority)

West Midlands Metro The West Midlands Metro is a tram line running on a 13-mile-long route between Birmingham and Wolverhampton via West Bromwich and Wednesbury

O

wned by the West Midlands Combined Authority (WMCA) and operated by Midland Metro (MML), the West Midlands Metro opened in May 1999 and ran on a previously unused section of line that was part of the Great Western Railway – the Birmingham Snow Hill to Wolverhampton Low Level Line. Rebrand and expansion MML was awarded a 15-year operations and maintenance contract for the Metro system by the WMCA starting on 24th June 2018. Working with Transport for West Midlands, it expects to grow the £12 million turnover to £50 million by 2030. It currently employs 200 staff and carries eight million passengers per year, it is expected this will grow to over 400 staff and 30 million passengers by 2030. The West Midlands Combined Authority and Transport for West Midlands is spearheading a £1.3 billion investment programme. The project will add new control, communications and passenger information systems and an upgraded depot, control room and maintenance facilities. Rolling stock Currently, there are 21 Urbos 3 model trams operating on the regional network. The first of those to be fitted with batteries was launched into operation in April 2018. The other 20 existing trams are being retro-fitted with batteries in a rolling programme designed to ensure passenger services remain unaffected. The battery technology removes the need for overhead electrical wires. This will help engineers meet various challenges constructing the new network extensions – for example, the battery-powered trams will

be able to travel underneath the Five Ways roundabout and the new Curzon St station. Once a supplier is awarded the contract, around May 2019, there will be a two-year design and development process. The first of the new trams are expected to be in action by Summer 2021. Extension project In 2016 the tram line was extended into Birmingham city centre. Work on five new stops started early in 2017 in a £150 million extension project, £60 million of which comes from the Department of Transport and the rest coming from Birmingham City Council and other local authorities and developers. The line is being extended by 1.2 miles from New Street station to Hagley Road and is currently predicted to start operations by 2021/22. In order to maintain the aesthetic of the buildings along the extension parts of the route will not have overhead lines and the trams will instead run on batteries. The single line currently stops at 26 stations with four more under construction. Brierley Hill On 20th November 2017, Prime Minister Theresa May announced a £250 million grant

which would create eight thousand jobs as part of the Government’s ‘Transforming Cities’ initiative. The total size of the fund is £1.7 billion, with £207 million of the grant being allocated by the West Midlands Combined Authority towards the extension to Brierley Hill. Preliminary works for this line are under way and it is expected to open to Dudley Town Centre in late 2022 and Brierley Hill in late 2023. The line will branch out from Wednesbury station and run for just under seven miles, mostly along a disused freight line. Services will operate every six minutes during peak times and every ten minutes at other times with a journey time of 24 minutes between Wednesbury and the terminus at Brierley Hill Town Centre. KEY PERSONNEL Mayor of the West Midlands: Andy Street Lead Member for Transport for the WMCA: Cllr Roger Lawrence TfWM Managing Director: Laura Shoaf TfWM Director of Customer Experience: Steve McAleavy TfWM Director of Integrated Network Services: Pete Bond TfWM Metro Programme Director: Phil Hewitt TfWM Director of Policy, Strategy and Innovation: Mike Waters TfWM Director of Programme Development: Sandeep Shingadi TfWM Director of Network Resilience: Anne Shaw TfWM Director of Rail: Malcolm Holmes CONTACT INFORMATION Address: 16 Summer Lane, Birmingham B19 3SD Phone: 0345 835 8181 Email: customerservices@westmidlandsmetro.com Website: www.westmidlandsmetro.com

Rail Professional Industry Reference Book 2019 Page 147


Choose TXM TXM Projects offer high-quality engineering, consultancy and project managed solutions to the Rail Industry. Our solutions encompass all areas of onsite installation and rail vehicle care that enable rail vehicle operators, maintainers and owners to complete their projects safely, on budget and on time. TXM Projects are currently delivering major Rail Projects to LNER, Siemens & Hitachi and other Train Operating Companies.

Why choose TXM Projects? Knowledge TXM Projects has the strength and depth of knowledge to deliver your rail project on time and to the budget. Skills Our management and team of highly skilled tradesmen have the expertise and knowledge to deliver true turnkey. Strength Although a standalone business, TXM Projects is part of the TXM Group of companies. Integrity Inevitably during project the life cycle problems arise. Our mission is to deliver the project on time and to the budget.

For further information on TXM Projects please visit www.txmprojects.co.uk or contact the TXM Project team on: 0121 516 3739 or info@txmprojects.co.uk


Passenger operators Holding company Abellio/Mitsui/JR East

West Midlands Trains West Midlands Trains is a TOC owned by Abellio UK, JR East and Mitsui. Abellio has a 70.1 per cent share with JR East and Mitsui owning the rest of the company in a 50/50 split

W

est Midlands Trains is one franchise that operates two brands. The first is West Midlands Railway which began operations on 10th December 2017, taking over from London Midland in a new franchise that will run until March 2026. The other is London Northwestern Railway which replaced London Midland’s West Coast services. London Northwestern Railway The West Midlands Railway brand was announced, after being created by the West Midlands Combined Authority. The introduction of two new, separate railway brands enable potential devolution of Department for Transport powers to the West Midlands Combined Authority. London Northwestern Railway would remain under the remit of the Department for Transport for future retender. Both London Northwestern Railway and West Midlands Railway offer fresh propositions for their customers. The two brands have a shared management board, while being closely aligned to their specific regional and route requirements. The changes are a part of the near £1 billion of investment into the network over the next nine years by Abellio, JR East and Mitsui. This includes £700 million on new trains, produced by Bombardier and CAF and £70 million on new depots. Dominic Booth, Managing Director of Abellio UK, said: ‘We are delighted to bring the London Northwestern Railway brand to a whole new generation of passengers, and it seems apt during a time of record investment into the railways. ‘This is all part of the £1 billion of improvements we are delivering to the network over the coming years.’ More than £60 million is to be invested in station improvements delivering over a thousand new car parking spaces and over 2,500 cycle parking spaces. This is alongside new and refurbished waiting rooms, more seats at stations and feasibility studies into developing new stations in the West Midlands. Train improvements Bombardier and CAF will manufacture 413 new carriages, creating space for an extra 85,000 passengers on rush hour services in Birmingham and London. A total of 333 of the new trains will be produced by Bombardier at its facility in Derby. Dominic Booth said: ‘It is great news that so many of these trains will be produced in

Liverpool Lime Street Liverpool South Parkway Runcorn Acton Bridge Hartford

Network map

to Preston Lancaster Carlisle Glasgow

Winsford

to Macclesfield Manchester

Alsager Kidsgrove

Crewe

London Northwestern Railway West Midlands Railway

to Uttoxeter Derby

Stoke-on-Trent

Replacement bus service

Wedgwood

to Chester Bangor Holyhead

Route opens in 2018

Barlaston

Served by other operators

Stone

Step-free access to all platforms Norton Bridge

Interchange TfL services operate from this station

Stafford

Tram services operate from this station

Rugeley Trent Valley to Aberystwyth to Wrexham Chester

Shrewsbury to Hereford

Limited service

Rugeley Town

Oyster or contactless is valid between London Euston and Watford Junction

Hednesford Cannock Landywood

Wellington

Penkridge

Bloxwich North

Oakengates

Bloxwich

Telford Central

Walsall

Lichfield Trent Valley Lichfield City

Bescot Stadium

Shifnal

Blake Street

Tame Bridge Parkway

Butlers Lane

Hamstead

Cosford

Polesworth

Wylde Green

Perry Barr

The Hawthorns

Codsall

to Leicester Peterborough Cambridge Stansted Airport

Chester Road Jewellery Quarter

Bilbrook

Wolverhampton

Atherstone

Erdington

Witton

Gravelly Hill

Wilnecote

Nuneaton

Birmingham Snow Hill

Coseley

Aston

Tipton

Dudley Port

Smethwick Galton Bridge Langley Green

Smethwick Rolfe Street

Rowley Regis Old Hill

Adderley Park

Five Ways

Marston Green

Spring Road

Redditch

Worcester Foregate Street

Colwall Ledbury

Malvern Link

Great Malvern

Widney Manor Dorridge

Shirley

Earlswood

to Cheltenham Spa Gloucester Bristol Swindon

Claverdon

The Lakes

Wood End

Danzey

to Oxford Reading London Paddington

Rugby

Kenilworth Opens 2018

Wolverton

Milton Keynes Central

Lapworth

Wythall

Worcester Shrub Hill

Long Buckby

Coventry

Northampton

Solihull

Whitlocks End

Bromsgrove

Canley

Olton

Yardley Wood

Droitwich Spa

to Shrewsbury

Tile Hill

Acocks Green

Hall Green

Alvechurch

Hartlebury

Berkswell Tyseley

Barnt Green

Kidderminster

Hampton-in-Arden

Northfield Longbridge

Hagley

Coventry Arena

Birmingham International

Small Heath

Kings Norton

Blakedown

Bedworth

Lea Hall

Bordesley

Bournville

Stourbridge Junction

Coleshill Parkway

Stechford

Birmingham Moor Street

Selly Oak

Lye

Bermuda Park

Water Orton

University

Cradley Heath

Stourbridge Town

Duddeston

Birmingham New Street

Sandwell & Dudley

to Newport Cardiff Swansea

Tamworth

Four Oaks Sutton Coldfield

Albrighton

Hereford

to Burton-on-Trent Derby Nottingham Chesterfield Sheffield Leeds

Shenstone

Henley-in-Arden

Wootton Wawen Wilmcote

Stratford-upon-Avon Parkway

Stratford-upon-Avon

Bedford

Bedford St Johns

Kempston Hardwick

Leamington Spa

Stewartby

to Luton London St Pancras

Millbrook

Hatton Warwick Warwick Parkway

Bearley

to Leicester Nottingham Derby Sheffield

Lidlington

to Banbury Oxford High Wycombe London Marylebone

Bletchley Leighton Buzzard

Ridgmont

Bow Brickhill Fenny Stratford

Aspley Guise

Woburn Sands

Cheddington Tring Berkhamsted Hemel Hempstead Apsley Kings Langley

Watford Junction Bushey

Garston Watford North

How Wood

Bricket Wood

St Albans Abbey Park Street

Harrow & Wealdstone Wembley Central

London Euston

Operated by

West Midlands the UK. ‘As Trains a company, we are committed to working with the government to strengthen the British economy and deliver thousands of high-quality jobs over the coming years.’ The trains will provide improved information for passengers with audiovisual displays on all trains by the end of 2019

as well as 800 new digital screens across the network. Free Wi-Fi is expected to become standard on all trains by the end of December 2019. There will also be a greater choice of travel options for passengers thanks to the introduction of new Sunday services

Rail Professional Industry Reference Book 2019 Page 149


Passenger operators

• Increasing the number of tracks from two to four through Water Orton to accommodate more passenger and freight services • £2 billion of economic benefits unlocking new jobs and supporting economic growth over the next ten to thirty years • Up to ten extra trains per hour in and out of Birmingham linking with other towns and cities in the Midlands including Leicester, Nottingham and Tamworth and Burton-on-Trent • Up to 26,000 lorries off the road every year.

by 2021. This includes services from Birmingham to Shrewsbury and between Bedford and Bletchley. Community engagement As part of the cash injection 900 new apprenticeships will be created over the lifetime of the franchise with existing staff beneffitting from a £13 million investment in staff training and development during that same period. There is also £1.25 million earmarked for investment in community rail initiatives. West Midlands hub Trains running only in the West Midlands area will be jointly managed by the Department for Transport (DfT) and West Midlands Rail Executive (WMRE), a

consortium of 16 local councils. This is the first time that West Midlands authorities have had such a level of influence in setting out what a train company needs to deliver for local passengers. A business case outlining the importance of a Midlands Rail Hub, was drawn up by the Midlands Connect partnership in collaboration with Network Rail. Key elements of the Midlands Hub study included: • Building the Bordesley Chord which will allow key services to access Moor Street station instead of New Street station and provide the potential for new stations at Moseley, Kings Heath and Hazelwell • Bringing additional platforms at Moor Street into use

Page 150 Rail Professional Industry Reference Book 2019

Cllr Mark Winnington, Vice Chair of WMRE and cabinet member for economic growth at Staffordshire County Council, said at the time: ‘The proposals in this Study would bring significant benefits for West Midlands passengers with more trains, more destinations and more capacity. ‘That is crucial when you consider there will be an estimated 24 million extra passenger train journeys being made in the Midlands each year by 2023.’

KEY PERSONNEL Managing Director: Jan Chaudhry-van der Velde Engineering Director: Neil Bamford

CONTACT INFORMATION Address: 134 Edmund Street, Birmingham B3 2ES Phone: 0333 311 0039 Email: Contact Via Website Website: www.wmtrains.co.uk


INDEX

Freight Operators Colas Rail Freight DB Cargo UK Direct Rail Services Freightliner Group GB Railfreight Rail Operations Group Victa Railfreight

Rail Professional Industry Reference Book 2019 Page 151


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Freight operators

Colas Rail Formerly known as Seco Rail, Colas Rail is a rail freight operator owned by French industrial group Bouygues

C

olas Rail is one of Europe’s leading suppliers of railway infrastructure services. The organisation is split into three different sections: • Rail infrastructure • Rail services • Rail urban. The infrastructure section covers railway construction and maintenance activities, much of this work is done on behalf of Network Rail. The services section consists of freight activities and rail grinding and strategic plants services and the urban section is dedicated to urban rail

construction and maintenance. Combined together, the different sections of Colas Rail cover all aspects of rail infrastructure, high-speed and light rail as well as being a national freight operator. It currently has a freight haulage contract with Network Rail worth £90 million. That contract runs for the entirety of Network Rail’s Control Period Five which comes to an end in 2019. Rolling stock Colas Rail currently operates an extensive fleet of railway assets: 130 locomotives, 500 wagons and two track-laying trains. As well as three ballast clearing machines, 32 ballast tampers, three stabilisers, 13 ballast regulators, 55 road-rail vehicles, 15 loaders,

and three concreting trains, across the 20 countries in which it operates. Included in this collection are several ‘Specialist Wagons’ including eight ‘Slinger’ rail delivery and recovery gantry wagons, one high capacity 125T Kirow crane KRC 1200 UK, 16 PEM LEM switch handling units (PEMs/LEMs) and two Track Relaying Machines (TRM). Following on from a shift away from freight operations towards rolling stock maintenance it expanded its rolling stock maintenance business in October 2016 by establishing a new French subsidiary, Ramfer. KEY PERSONNEL CEO: Jean-Pierre Bertrand Deputy CEO: Stephens Haynes Rail Freight Director: Simon Ball

CONTACT INFORMATION Dacre House, Dacre St, Westminster, London SW1H 0DJ Phone: 020 7593 5348 Email: info@ colasrail.co.uk Website: www.colasrail.co.uk Rail Professional Industry Reference Book 2019 Page 153


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Freight operators

DB Cargo UK DB Cargo UK is the largest rail freight haulier in the UK. It operates freight and infrastructure services, as well as passenger charter trains throughout the UK

T

he company was born in 1996 when assets from the former British Rail freight business were used to form English Welsh and Scottish Railway (EWS). In 2007 Deutsche Bahn AG acquired all shares in the company and renamed it DB Cargo UK in 2016. Logistics On 24th October 2018 DB Cargo UK opened a new £6 million steel logistics centre in the West Midlands. Over the previous 12 months the company had more than doubled the size of its existing facility in Knowles Road, Wolverhampton, which receives imported steel from as far afield as Holland and Sweden. The £6 million project is one of the largest investments in rail freight in the past five years and will be used by some of the world’s biggest steel companies including ArcelorMittal, Tata Steel and SSAB. Tracking system DB Cargo UK offers a new service that enables customers to view their rail freight deliveries in real time via an online tracking system. The new web-based portal allows DB Cargo UK customers to see the number and type of wagons on their service, as well as exactly what progress the loco is making at any given time. Responsive to all mobile devices the portal is easy to use and can be accessed on the go. Renewable energy DB Cargo stated in July 2018 that it would power all its rail sites and offices with a hundred per cent renewable electricity by 2020. It will do this by equipping its entire fleet with smart sensors, smart telematics systems and whisper breaks. As part of a three-year agreement, SSE Business Energy will supply all sites belonging to DB Cargo UK and will allow the rail freight company to report zero carbon emission electricity, preventing an estimated 5,000 tonnes of CO2e from entering the atmosphere each year. The volume of carbon saved is the equivalent to powering almost 4,000 homes with green electricity or taking circa 17 million miles driven by an average car off the road. Focus on freight DB Cargo UK’s Chief Executive Hans-Georg Werner was appointed Chairman of the Rail Delivery Group (RDG) Freight Board in June 2018.

The Board’s strategic priorities for 2018 would include ensuring sustainable track access charges for CP6 and beyond, the development of HS2 and strategic freight capacity on the UK network. Awards DB Cargo UK was awarded Rail Freight Operator of the Year at the Global Freight Awards 2018 in London on 15th November 2018. The annual awards are run by Lloyds Loading List, which provides commericial advice, analysis and intelligence to some of the world’s biggest maritime and freight forwarding companies. DB Cargo also picked up several awards a few months earlier at the Rail Freight Awards. The introduction of the company’s new Business Resource Planning Tool was named overall winner of the Innovation and Technical Development category. The company also came runner-up in the Rail Freight Project of the Year category for the conversion of 110 redundant coal hoppers into new, state-of-the-art HRA aggregate hopper wagons. DB Cargo UK’s Head of Service Design, Kate Turner (23) won the ‘Above and Beyond’ award at the FTA Everywoman In Transport and Logistics Awards. The award is presented annually to a woman in the freight industry that has truly gone above and beyond her role to help drive an organisation’s success. Aggregate expansion In November 2017 DB Cargo UK announced

its commitment to re-engineering 110 HTA coal hoppers into new state of the art HRA aggregate hopper wagons. Working in partnership with Axiom Rail and WH Davis at sites in Stoke and Mansfield respectively, the length of the coal hopper wagons is reduced by 20 per cent without reducing capacity at all. This allows more wagons to be transported per train, increasing the potential payload tonnage of the train by 447 tonnes for the same length (based on a 22 HTA wagon set and a 27 HRA wagon set). DB Cargo UK also debuted its first jumbo train of 34 wagons in September 2017 when it transported limestone from CEMEX’s Wenvoe and Taff’s Well quarries, on the outskirts of Cardiff for use in the production of asphalt and concrete in London and the South East.

KEY PERSONNEL Chief Executive Officer: Hans-George Werner Chief Financial Officer: Andrea Rossi Chief Operations Officer: Dirk Nolte Head of Safety and Operations: David Ethell

CONTACT INFORMATION Address: Lakeside Business Park, Carolina Way, Doncaster DN4 5PN  Phone:  01302 575000 Email: uk.dbcargo@deutschebahn.com Website: www.uk.dbcargo.com

Rail Professional Industry Reference Book 2019 Page 155


Utilise Our Expertise Belvoir Rail Ltd has become one of the key suppliers within the Rail industry - providing materials, components, repair & manufacturing services for many applications. The Company also offers a design service for producing prototype parts, pre-production batches through to final production quantities, working closely with the customer to achieve a cost effective conclusion. By concentrating our expertise on the Rail Industry we take pride in being able to source materials and components, and provide solutions for the most difficult requirements, at the same time providing a speedy turnaround thus limiting the down time of the vehicle, ultimately saving costs.

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Freight operators

Direct Rail Services Direct Rail Services (DRS) was established in 1995 to aid the nuclear industry in transporting waste from power stations to reprocessing plants

D

RS continues to support the decommissioning activities of its parent company, but it has also extended its service offerings into a number of new rail market sectors. Such as: • Intermodal freight • Specialist freight • Rail network infrastructure support • Major infrastructure project support • Passenger and TOC support. Rolling stock 2014 saw the introduction of a new Class 68 locomotive, jointly developed with Vossloh in Valencia, Spain. As part of its drive for technical innovation, DRS has developed a fleet of IDA ‘Super’ Lowliner twin platforms. Offering an ultra-low platform height which results in reduced CO2 and increased fuel efficiency. This also allowed the company to increase its network access and gave it the ability to carry higher height ISO containers across the network. Intermodal – Tesco Working in partnership, DRS and Stobart

Rail combined their road and rail capabilities to help Tesco meet its commitment to be zero carbon by 2050. Switching to an intermodal delivery solution is set to save an estimated 26 million lorry miles every year, with a correspondingly dramatic reduction in CO2, as the full range of intermodal services come on line. On average, each rail journey takes 77 heavy goods vehicles off the UK’s congested roads. This results in dramatic fuel savings and can reduce CO2 emissions by up to eighty per cent depending on the route. DRS’ use of lowliner wagons allows for two additional containers to be placed on each train, further cutting costs and reducing CO2. Golden Whistle Winners 2017 DRS received the Golden Whistle Award for the fourth time running in London where it was officially declared The Best Performing Rail Freight Operator. Organised by the Institute of Railway Operators, the annual event celebrates operational excellence in the industry. The Golden Whistle is awarded on consistent arrival times at destination over

the previous twelve months during which DRS was declared more reliable than any of its competitors. Following the awards Head of Performance for DRS, Norman Egglestone said: ‘This is now the fourth time in a row DRS have received this prestigious award and we remain by far ‘The Best Performing Rail Freight Operator’. DRS are rightly recognised for our excellent levels of performance and service delivery. In order to achieve this is it needs coordination, planning and delivery across many parts of our business.’ KEY PERSONNEL Managing Director: Debbie Francis Chief Operating Officer: Chris Connelly

CONTACT INFORMATION Address: Head Office. Regents Court, Baron Way, Carlisle, Cumbria CA6 4SJ Phone: 01228 406600 Email: communications@drsl.co.uk Website: www.directrailservices.com

Rail Professional Industry Reference Book 2019 Page 157


As a leading provider of intermodal and bulk freight haulage, Freightliner operates services across the entire UK rail network offering a complete logistics package, ensuring satisfaction from port to door. Setting new standards of reliability and flexibility, Freightliner continues to invest in locomotive technology, wagons and terminal infrastructure, to provide the quality of service our customers expect.

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Freightliner Group Ltd

Enquiries@freightliner.co.uk

+44 (0) 207 200 3974


Freight operators

Freightliner Group Freightliner is an intermodal and bulk haulage rail freight company operating in the UK, Continental Europe and the Middle East

F

ounded in 1965 in the UK the company has since expanded across Europe and into the Middle East. After a few years operating only intermodal services from ports like Southampton and Tilbury to Birmingham, Manchester and others, Freightliner began operating infrastructure trains for Network Rail in 1999. In the first ten years after privatisation Freightliner trebled the number of services it ran. Freightliner is owned by Genesee & Wyoming Inc. (G&W). G&W owns or leases 122 freight railroads worldwide organised in nine locally managed operating regions with 8,000 employees serving 3,000 customers. New services On 5th November 2018 Freightliner operated its first train into the Cricklewood South Freight siding in north London. The connection is for bulk spoil trains and is part of a remodelling of the railway facilities to provide additional EMU stabling and a new station at Brent Cross West. Also in November 2018, Freightliner began operating a service from Bristol to Banbury and Southampton three times a week for Tarmac. Intermodal Freightliner is the leading UK intermodal rail freight operator for the transportation of maritime containers with a comprehensive network offering the complete logistics package or trunk rail moves. Operating around a hundred services daily, Freightliner moves over 770,000 maritime containers per year from the deepsea ports of Felixstowe, Southampton and London Gateway to all major conurbations in the UK, offering total coverage of the UK network. Freightliner is the only UK rail freight operator with its own fleet of modern tractor units and trailers to compliment the rail operations and ensure that Freightliner offers the total logistics solution to their customer base. Depot In September 2017 a rail depot contained within Freightliner’s existing Garston complex, which will take around 10,000 trucks off the roads every year, was opened by the Mayor for Liverpool City Region, Steve Rotheram and MP for Garston and Halewood, Maria Eagle. The operation, created by construction solutions provider Tarmac in partnership with rail freight operating company

Freightliner and terminal handling business Rail Freight Services, will receive up to 300,000 tonnes of aggregates a year for onward supply to Tarmac customers across Merseyside and Cheshire. Rolling Stock The bulk of the fleet is made up of Class 66 locomotives, which were introduced in 1998. In 2009 Freightliner introduced 19 Powerhaul locomotives; these have the same haulage capacity of 1,800 tonnes and run at the same speed. Steel supply chain In 2016 Freightliner was awarded the contract for British Steel’s rail haulage of raw materials to Scunthorpe Steelworks. Since then, teams from Freightliner and British Steel’s Immingham Bulk Terminal and Ore Blending Plant have collaborated to improve the process flow, removing a massive bottleneck in the last stage of the supply chain feeding the steelworks, resulting in a more efficient operation which meets British Steel’s demanding delivery schedule to keep the furnaces fed with ore and coal. In order to achieve this, Freightliner consulted with British Steel to gain a thorough understanding of their precise requirements so that they could design a suitable train plan which has enabled British Steel to focus on producing steel as opposed to worrying about deliveries of raw materials. Freightliner commercial director, David

Israel said: ‘The hard work and close working relationship between the British Steel and Freightliner teams has paid dividends. As a result, we have delivered a more efficient train plan which has directly contributed to the on-going success of the British Steel brand.’

KEY PERSONNEL CEO G&W UK/Europe Region : Gary Long Chief Commercial Officer: Adam Cunliffe Chief Financial Officer: Charles Noble Engineering and Operations Services Director: Tim Shakerley MD – Rail Services: Neil McNicholas Commercial Director - Bulk: David Israel Commercial Director - Rail: Clive Slayford Head of UK Rail: Andrew Murphy Planning & Resources Director: Mike Leadbetter General Manager - UK Operations Projects: Jon Bunyan UK Engineering Production Director: Dave Curtis

CONTACT INFORMATION Address: 3rd Floor, 90 Whitfield Street, London W1T 4EZ Phone: 020 7200 3974 Email: enquiries@freightliner.co.uk Website: www.freightliner.co.uk

Rail Professional Industry Reference Book 2019 Page 159


Pioneering The Digital Rail Freight Revolution

GB Railfreight leading the way with logistics through innovation, dedication & technology

GB Railfreight Head Office: 3rd Floor, 55 Old Broad Street, London EC2M 1RX T. +44 (0)20 7904 3393 E. info@gbrailfreight.com Twitter: @GBRailfreight


Freight operators

GB Railfreight GB Railfreight’s team of 750 staff operate over a thousand trainloads a week, moving 15 per cent of Britain’s rail freight with 99 per cent reliability

G

B Railfreight (GBRf) has a fleet of 120 locomotives and over 1,100 wagons, transporting goods for customers including Drax, Network Rail, EDF Energy, MSC UK, Aggregate Industries, Crossrail and Tarmac. New wagons In November 2017, GBRf announced that it would be leasing fifty newly built, lidded biomass wagons from American company Nacco. The new wagons run in two sets of 24 wagons, delivering 1,680 tonnes of biomass per train. The first sets were delivered at the end of November 2017 with the second set arriving in January 2018. Intermodal In May 2017 GBRf announced a three-year contract extension with Mediterranean Shipping Company (MSC), running container services out of the Port of Felixstowe. Through 2015, GBRf and MSC worked towards running the longest Intermodal train on the network at 610 metres long. TEU capacity was increased by 52 on a round trip basis, removing an estimated 26,208 lorry movements per annum. The contract with MSC is for three years. GBRf run 98 rail platforms daily, with a mix of 60 FEA wagons and 40 friendly ECOfret triples. The following month GBRf signed a contract to

manage the movements and preparation of all trains running in and out of the DP World London Gateway Port. John Smith, Managing Director of GB Railfreight, said: ‘GB Railfreight is delighted to announce that it will be supporting DP World in the smooth operations of its London Gateway facility. ‘This is a fantastic opportunity to develop our services in London and ensure that the economy continues to function effectively. Additionally, that efforts to lower air pollution through the reduction of lorries on the capital’s roads are successful. We hope

to continue to build on this relationship and ensure that our customers receive the optimum service.’ Testing trains In the Spring of 2017 GBRf began testing Hitachi’s newly built electric intercity trains on the East Coast Main Line (ECML). Since September 2013 the companies have worked together to facilitate the testing and commissioning of the new bi-mode intercity trains, part of the Intercity Express Programme (IEP). The first two electric only test trains for the ECML arrived at Hitachi’s newly constructed Doncaster depot in February 2018. As part of the new contract, due to run until April 2020, GBRf will provide train crew for all aspects of the testing and commissioning programme. KEY PERSONNEL Managing Director: John Smith Commercial Director: Lee Armstrong Engineering Director: Bob Tiller Production Director: Ian Langton Strategic Development Director: Duncan Clark Finance Director: Karl Goulding-Davis

CONTACT INFORMATION Address: LONDON HQ, 3rd Floor, 55 Old Broad Street, London EC2M 1RX Phone: 020 7983 5134 Email: info@gbrailfreight.com Website: www.gbrailfreight.com

Rail Professional Industry Reference Book 2019 Page 161


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www.manchester-metrology.co.uk


Freight operators

Rail Operations Group Rail Operations Group (ROG) specialises in ad-hoc movement of rolling stock for rolling stock operating companies and train operating companies as well as locomotive spot hire services and the operation of charter trains. Founded by Karl Watts, it commenced operating in November 2015

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fter being granted an operating licence by the Office of Rail & Road (ORR) in March 2015, Rail Operations Group commenced operating rolling stock movements with a Class 37 leased from Europhoenix in November 2015. A second Class 37 from the same source followed the following year in July. That same month ROG was granted a charter operator licence by the ORR. In August 2016, ROG commenced a five-year

contract to move rolling stock for Angel Trains. In 2017, ROG began to move second generation multiple units without having to use a barrier vehicle courtesy by fitting some of its locomotives with Dellner couplers to haul multiple units built after 2001 and using a tightlock coupling device developed by UKRL. In August of that year, ROG operated its first scheduled passenger services when it operated services from London Marylebone to Birmingham Moor Street under contract to Chiltern Railways. ROG has also leased Class 50 locomotives for snow clearing and to assist other train operating companies in route learning for diversions. In total, ROG’s train operations include new build deliveries, testing and fault-free running.

Fleet maintenance, modification or refurbishment programmes • Fleet cascade or transfer programmes • Vehicle/fleet testing (e.g., ETCS fitment) • Infrastructure-train interface testing • Redundant/off-lease stock for storage • Passenger (ECS), ad-hoc freight or engineering rolling stock movements • Traction and rolling stock movements for private owners / operators. Fleet The fleet includes dedicated locomotives which have been modified with electrical brake translation equipment and a range of coupler types to enable direct coupling to, and through automatic brake control of, most UK EMU types. This negates the need to use historic barrier and translator type vehicles. Testing ROG was appointed test operator for Abellio East Anglia’s new, Stadler built, class 745 EMU and 755 BMU train fleets. ROG is also test operator for Bombardier’s Class 710 Test Programme. The first Bombardier class 710 EMUs to operate on the mainline underwent testing on the West Coast Main Line at the start of October 2018. ROG is responsible for delivering the Transport for London train fleet of 45 trains from the manufacturer’s plant in Derby to the fleets’ new home at Willesden Traction Maintenance Depot. ROG is also test operator for the new class 769 ‘Flex’ hybrid multiple units. Testing commenced in early November 2018 on the West Coast Main Line. ROG will also be delivering the new units to various locations around the UK.

KEY PERSONNEL Managing Director: David Burley Chief Executive Officer: Karl Watts Production Director: Paul Orchard

CONTACT INFORMATION Address: First Floor, Wyvern House, Railway Terrace, Derby DE1 2RU Phone: 01332 343295 Email: info@railopsgroup.co.uk Website: www.railopsgroup.co.uk Rail Professional Industry Reference Book 2019 Page 163


Freight operators

Victa Railfreight Based in Kent and formed in 1995, Victa Railfreight provides a wide range of support services to rail freight customers, operators and suppliers, including freight handling, logistics services, staff provision and legislative advice for the freight sector

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icta Railfreight is independent from key industry players but maintains a close relationship to all aspects of the rail sector. In 2014 it gained a UK wide Non Passenger Train Operators Licence that has enabled it to offer ‘last mile’ shunts, local tripping and feeder services and ‘short line’ capability as well as ground staff provision for freight operating companies and T3 possession operations. RFG Business of the Year Victa Railfreight was named The Rail Freight Group’s (RFG) Business of the Year in 2017. Victa Railfreight is one of the longeststanding members of the RFG. Victa’s success over the past few years has seen turnover and staff numbers grow from £400,000 and 23 in 2015 to £6.5 million and 130 in 2018. On Phase One of HS1 Victa’s partnership contract with the main contractor for track laying and overhead line works Amec-Spie followed on from the initial operational advice and included a full rail logistics

support package worth £5.6 million. This included management of the overall rail operation serving the 50 mile-plus long construction site, managing and operating a large railhead with 18.6 miles of track, dealing with 72 plus train movements per day plus ancillary shunting at its peak.

Experienced Victa’s Managing Director, Neil Sime, has worked in the rail freight industry for nearly 40 years. Crossrail Victa’s involvement with the fit out of the Crossrail tunnels under London was as one of a number of suppliers providing the operational manpower for the construction trains for ATC (Alstom, Costain & TSO). Training Victa provides a range of training and development courses not just for the UK market but also for companies with European interests. Collaboration with training providers such as the National College for High Speed Rail to provide the next generation operations and logistics professionals for construction projects is also on the Victa agenda. KEY PERSONNEL Managing Director: Neil Sime Contract & Resources Manager: Debbie Simmons Head of Operations & Safety: Kevin Langley Third Party Services Manager: Colette Ranford

CONTACT INFORMATION Address: Unit 1 The Viewpoint, Boxley Road, Boxley Road, Maidstone, Kent ME14 2DZ Phone: 01622 690978  Email: enquiries@victa-railfreight.com Website: www.victa-railfreight.com

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INDEX

UK RAIL TODAY Bridges, Tunnels & viaducts Civil Engineering Commissioning Consulting Depots & Fleet Maintenace Drilling Electrification Environmental Fleet Manufacture & Rolling Stock Freight Geospatial Geotechnical High Speed Infrastructure Legal Level Crossings Personal Protective Equipment (PPE) Piling Real Estate Rope Access Safety Security Station Design & Refurbishment Surveying The Digital Railway Track and Trackside Training and Skills Tunnelling Women in Rail

Rail Professional Industry Reference Book 209 Page 165


Bridges Tunnels & Viaducts

An opportunity 200 years in the making Nick McCrossan, Chair of the British Tunnelling Society Young Members and a Chartered Engineer at Mott MacDonald looks at how the industry can adapt to the next generation of civil engineers

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n no uncertain terms, being a young engineer in 2018 is daunting. The world appears to have gone a bit offkilter with a completely unpredictable political landscape, the impacts of a changing climate starting to become more apparent, and the world having to accommodate a soaring population with fewer resources to share around. These issues will influence the type and scale of engineering solutions required to protect society but the industry itself faces its own challenges. The UK public’s perception and understanding of civil engineering is dire and a lack of diversity means that our industry woefully underrepresents society at large. Coupling this with the fact that we are in the midst of a technological revolution, it’s clear that we need to redefine the role and image of the civil engineer. Labelling these problems as ‘daunting’ is perhaps putting it mildly but I think I can speak for most of my colleagues by saying that you don’t join the field for an easy life. I don’t think there has been a better time to be a young civil engineer in the industry. Lying ahead of us are careers in which we will witness incredible transformation in the technological, social, economic, geophysical and industrial landscapes. We will have the chance to face these challenges head on, leaving a legacy of which Brunel would probably be jealous. A good engineer knows how to turn a problem into an opportunity and we’re not short of ‘opportunities’ at this moment in time. Given that 2018 is the bicentennial of the Institution of Civil Engineers, it’s appropriate to take a moment to consider how it was founded. In 1818, in the Kendal Coffee House on Fleet Street, London, three engineers met to establish what was the world’s first professional engineering body. It should be noted though that Henry Robinson Palmer, James Jones and Joshua Field were not elders of the engineering community; they were 23, 28 and 32-yearsold respectively. This was a group of young, ambitious engineers who wished to create and provide a platform to their peers for sharing knowledge and engaging in discussions on engineering subjects for the benefit of all members. Their endeavour was the Victorian equivalent of an East-End start-up and 200 years later, the ICE has grown to an organisation with over 92,000 members around the world. When it was formed, the engineers of the day were faced with soaring urban

population levels, poor public health due to a lack of access to clean water, exposure to raw sewage and pollution, and poor intercity connectivity. Flashing forward through 200 years of civil engineering endeavours – the sewers, canals, railways, and motorways – and the current generation of young engineers is faced with solving exactly the same issues as our forebears.

Page 166 Rail Professional Industry Reference Book 2019

Engineering challenges In early 2018, the U.S. Academy of Engineering published a list of the worlds’ ‘14 Grand Engineering Challenges’. The list contains entry after entry of insurmountable tasks placed at the feet of engineers, from the prevention of nuclear terror through making solar energy affordable to providing energy from nuclear fusion.


Bridges Tunnels & Viaducts

Two of the challenges listed rest primarily with civil engineers: providing access to clean water and restoring/ improving urban infrastructure. If we are to effectively tackle these challenges head on, I believe there is one challenge which will be the catalyst for making real progress: solving our image problem. In 200 years, our industry has changed from young and ambitious to expensive, sluggish and cautious. Quite rightly, this has been a result of high risk, protecting the health and safety of our workers and the public, and attempting to minimise financial impact if things go wrong. But the result has been an industry that is slow to adopt any unprecedented change. There is real potential to change this by addressing our skills gap, improving the diversity of those joining the industry, and adopting new technologies. In terms of the skills gap, there are two strands to tackle: lack of awareness of the variety of careers within civil engineering and the wider accessibility of the industry. In the UK, there is projected to be an annual shortfall of engineering graduates and technicians in core engineering roles of almost 60,000. According to data released by Engineering UK for 2018, the proportion of young people (11 to 19 years old) who would consider a career in engineering has risen by ten per cent since 2013 to 51 per cent. However, when this is broken down, the number of 16 to 19-year olds that wish to join the industry drops to 39 per cent from 59 per cent between the ages of 11 and 14 years old. In just two years, twenty per cent of students become disengaged by the engineering industry and it’s clear that more needs to be done to sustain their interest. Organisations’ efforts in recent years to capture the imagination of the

next generation, such as ICE’s ‘Invisible Superheroes’ initiative, have been successful with younger pupils. But we are not capturing students at the most important time in their development. This is reflected in a ten per cent drop in pupils sitting science subjects at GSCE level. This is linked to the fact that less than a third of students have taken part in a STEM careers activity in the last year, either as a result of limited access to careers activities or too few STEM teachers. I’d argue that there is nothing stopping us taking the initiative and offering to visit a local school or youth group to engage students, but we need make sure we’re sending the right messages. Drawing in talent Secondary pupils in the UK are more career savvy than their parents needed to be. With average university tuition costs

topping £7,500 per year, they now need to know about job security, salary and career prospects before they even pick their subjects for GSCE. All too often, we let pupils believe that civil engineering is limited to calculations, concrete, and cranes but they won’t know about the headways we are making in big data, automation, the use of virtual and mixed reality in BIM. They won’t know about the role civil engineers have played in society and the opportunities they have to shape the word. It also doesn’t help matters when they don’t see themselves represented in those who carry out STEM activities. The civil engineering industry in the UK woefully underrepresents the society which it serves. Although efforts are being made to make the industry more open and accessible, the wider aversion that exists with regards to change also exists with regards to the diversity of the industry. The industry needs to rapidly open its doors instead of expecting female, black and minority ethnic (BAME), LGBT+ engineers and those from disadvantaged backgrounds to adapt to the industry and to accept the outdated ‘sink or swim’ mentality. Currently, the proportion of female engineers and technicians in the UK stands at only twelve per cent while eight per cent are BAME, although these groups account for 47 per cent and twelve per cent of the total UK workforce. I can’t speak for everyone but as a LGBT+ engineer myself, I think the industry underestimates the impact on a young person of seeing someone like you telling you that you can be an engineer too. The industry will be all the better for it as it is well known that the recipe for a successful team includes incorporating a range of backgrounds, perspectives and experiences. New technologies Aside from the practical and ethical

Rail Professional Industry Reference Book 2019 Page 167


Bridges Tunnels and Viaducts

responsibility to do so, tackling both the skills gap and the wider diversity problem could be worth up to £27 billion to the UK by 2022. A change in the build-up of our workforce is only one side of the coin; our reputation as a sluggish and risk-heavy industry also needs to change. There are technologies available which will not only transform the practical aspects of construction but also the design and management. From a construction perspective, robotics, drones and prefabrication of elements are growing in demand. To date in 2018, there have been 13 construction-related deaths in the UK, with the most common root cause being a fall from height. The potential to remove workers from high-risk areas with robotics and drone technology is key to protecting health and safety on site. These technologies also have the potential to introduce cost and programme savings for projects by facilitating site investigation data collection. The prefabrication of standardised structural elements brings a higher level of quality assurance than in-situ construction and the ability to track and store the data attached to each material and product, in a style similar to the airline industry. The real-time monitoring of structural behaviour

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can also introduce targeted maintenance, with the asset telling the owner when intervention is required instead of relying on a costly maintenance regime. An area of high potential is the application of smart contracts. Using the blockchain technology that underpins the cryptocurrency Bitcoin, traditional contracts can be superseded by one which is imposed by computer code. This has the potential to reduce operating costs by automating administrative tasks and avoiding dispute resolution as payments will only be made if all conditions of the contract are met. The application of artificial intelligence in the design process can eliminate the routine and mundane tasks that engineers carry out, freeing them up to spend more time to create solutions to the world’s ‘opportunities’. Those worried about their imminent replacement with a machine need not be concerned however; it’s estimated that the role of a civil engineer is only at a two per cent risk of automation given the combination of management and communication skills and the high level of training required. Speed is of the essence in this regard as The Boring Company and Google are knocking on the door of our clients, offering to design and build more quickly than

we can match. With technological giants turning their focus onto infrastructure, they have the talent, technology and resources to compete against the established engineering market. They are asking the right questions, but they don’t have our pedigree and historical knowledge of engineering. We need a step change in how we deliver our projects to ensure that we can survive against our new competitors. If we want to revolutionise our public perception, we may just be able to manage it by combining a diverse pool of talent, the right technological tools and our rich 200year history of innovative engineering. By doing so, my generation of young engineers may also stand a chance of delivering against the challenges that have been out before us. There is not one course of action. Although the appropriate application of new technologies will help to plug the current gap in skills, new and diverse talent in the industry will open up ideas and solutions never thought of before – just like Henry Robinson Palmer, James Jones and Joshua Field did exactly 200 years ago. First published October 2018 Rail Professional magazine

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Civil Engineering

What is civil engineering? The Institution of Civil Engineers (ICE) celebrated a rare milestone in 2018 – a bicentenary

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n 1818, three young engineers met in a London coffee house and founded the world’s first professional engineering body. Today, we have grown to over 90,000 members in more than 150 countries around the world. We have become a trusted voice on infrastructure to both government and industry and we continue to help civil engineers and engineering technicians to become the best they can be. As well as supporting our members to become qualified, we encourage them to continue their professional development by providing a variety of civil engineering knowledge resources, including conferences, lectures, case studies and briefings. Our communities of practice, led by members across a range of different areas within the civil engineering industry, produce good practice guidance and help to agree and maintain standards. While we are committed to supporting today’s engineering professionals, we also need to ensure a continued pipeline of entrants in the future. Consequently, our bicentenary celebrations have focused on reaching out to the wider public, informing them of the ways that civil engineering helps to transform their lives and safeguard their families’ future. Our intention is to spark the imaginations of young people and for them to consider civil engineering as a rewarding and creative career. At our One Great George Street headquarters in London, we hosted the year-long Invisible Superheroes exhibition, revealing the hidden world of civil engineering. Real-life engineers, both past and present, appeared throughout the exhibition as their cartoon superhero alteregos, keeping the world running and society safe.

Using state-of-the-art technology, from augmented reality to virtual tours, the exhibition brought to life projects that span the globe and demonstrate the full range of civil engineering’s reach and effect. Some of the exhibition projects also feature in our 200 People and Projects initiative. Over the course of 2018, we unveiled 200 inspirational and worldchanging projects from around the globe and the people behind them. These were published throughout the year on the What Is Civil Engineering? pages of the ICE website, which provides comprehensive advice and guidance for those hoping to pursue a career in civil engineering. With written profiles and video content, the 200 projects join a growing library of case studies to provide inspiration for the next generation of budding professionals. Both Invisible Superheroes and 200 People and Projects show how civil engineers are at the heart of social and economic progress, both historically and today. Our profession is ideally placed to answer the many challenges the world faces. This is why ICE, working with the World

Federation of Engineering Organisations, brought together the world’s civil engineering organisations for the first time in a generation. In October 2018, the Global Engineering Congress convened in London, bringing together the most able engineers from over 150 countries across the world. They met to determine how the global engineering profession can make the delivery of the United Nations Sustainable Development Goals a reality. The global engineering profession will unite in an ambitious, combined and coordinated effort to tackle the five Sustainable Development Goals where we, engineers, can make the most impact: • Clean water and sanitation • Affordable and clean energy • Industry, innovation and infrastructure • Sustainable cities and communities • Climate action. As the world’s oldest professional engineering body, ICE has a duty to both lead, and to facilitate, this global debate. Over the next two years, ICE wants to build a practical plan that allows the global engineering profession collectively to turn words into action.

Rail Professional Industry Reference Book 2019 Page 169


Civil Engineering

Major role in platform extension FP McCann’s platform units installed on Edinburgh station project

A station. • • • •

unique precast platform retaining wall unit from FP McCann is playing a major role in platform extension works at Edinburgh’s main line Waverely

Site – Waverley Station, Edinburgh Contractors – Carillion Client – Network Rail Products Supplied – Platform Retaining Walling Units

The multi-million-pound project involves the lengthening of three of the station’s platforms for the introduction of new longer, faster and greener electric trains on the East Coast main line. Platforms five, six and twelve are being lengthened and it is on platform twelve where FP McCann has supplied a bespoke retaining front wall system. The individual units, each weighing 4.5 tonnes, have been cast with facing brick slips and pointed at FP McCann’s Littleport factory in Cambridgeshire.

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Civil Engineering

FP McCann secured the £325,000 supply contract to platform twelve with Carillion, with the work being undertaken prior to the demise of the business. Construction is now complete at platform level where significant building demolition works was undertaken to allow for the additional 75 metres extension to platform twelve. The new platform is 204 metres long. In total, FP McCann supplied 138 of the special walling units which were installed using a bespoke lifting beam, also designed and manufactured by FP McCann. Deliveries were made to one of Network Rail’s maintenance yards in Edinburgh and the units were then transported by rail into Waverley station during engineering work closures. Speaking on behalf of FP McCann, Paul Smith, Bespoke Projects and Planning Manager says: ‘The project demonstrates FP McCann’s ability to design, manufacture and supply such specialist precast concrete products to match the design engineering brief. Our Littleport facility is best placed in terms of experience, capacity and expertise to deliver on projects with such challenging programmes of work. ‘The successful installation of the retaining walls at Waverley Station has once again promoted the efficiency and benefits of using off-site precast concrete solutions.’

When completed early in 2019, the platform infrastructure works, and new faster rolling stock, will help to transform travel on both routes, increasing passenger capacity and reducing journey times by around ten minutes between Edinburgh and Glasgow, and by around 20 minutes between Edinburgh and London.

FP McCann is a Network Rail approved supplier. Achilles RISQS Supplier Number: 061598. For further information on FP McCann’s rail solutions, visit their website: www.fpmccann. co.uk or contact the team at Littleport on 01353 861416, email sales@fpmccann.co.uk.

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Civil Engineering

Didcot Footbridge: breaking new ground This new footbridge on the Great Western Route was the largest that Lundy Projects has fabricated and installed yet, but the fully integrated approach was no different to previous projects

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undy Projects was engaged by Network Rail in December 2017 to design, fabricate and install a new footbridge at Didcot Parkway station to connect passengers to a new multi-storey car park. Not only was this the largest footbridge Lundy Projects had ever made, it was also the first time the company had worked as a principal contractor on a project of this type. Multi-disciplined projects are a speciality of Lundy Projects. An OLE and signalling infrastructure specialist, Lundy Projects has over 40 years’ experience in steelwork fabrication and 20 years on the rail infrastructure. The contract for the new passenger bridge covered all disciplines, including the design, steelwork fabrication, civil works, piling, and provision of both M&E and CCTV packages. All of this had to be completed in challenging timescales, and the site work (which commenced at the beginning of 2018) involved working alongside an existing operational railway. The design for the new bridge included a new single span structure with stairs to one side, an interface with the new car park and an impressive 154-metre ramp to the other side. It spans four tracks of the main London to Bristol line, well known to the Lundy teams with all the work they have undertaken on electrification and signalling projects there previously. Lundy Projects has worked on the route continuously since 2010, starting at Reading Station and recently securing works in the Cardiff/Newport area – testament to its reputation and delivery model. The Didcot contract has entailed challenges, one being the status of the design when received by Lundy Projects. The design required a verification to latest

standards and production of calculations before works could commence. This has necessitated Network Rail and Lundy Projects design, construction and fabrication teams to work closely and collaboratively to ensure that a construction and fabrication programme could be met. The design was carried out in the 3D BIM model package Tekla, allowing for full 3D viewing by the client, construction and fabrication teams. This increases the visual understanding of the design for all those concerned and allows discussions to be carried out remotely whilst all parties are viewing the same information. Consequently, it eliminated the need for teams to travel to attend meetings and enabled impromptu discussions, allowing decisions to be made more quickly and saving valuable time. The fabrication of the structure presented further challenges. Coordination between Lundy Projects’ production facilities, subcontract painters and local councils was required to ensure dates were met for the transportation of the bridge sections. Due to size of the bridge sections, transport notification orders had to be placed eight to ten weeks prior to movement, and therefore a precise programme had to be adhered to. The installation teams established a working environment that impressed Network Rail. The works required the installation of piles to a depth of 14 metres adjacent to a live railway, the construction of the concrete caps and HD bolts and the installation of walkways. The precise planning of the project and the collaborative behaviour between teams was key to its success. The site teams in Didcot carried out road

closures to receive delivery of the bridge and ramp sections and to allow the crane to be set up. This required interfacing with the local council and highways to establish routes to site and took into consideration local stakeholder interest from the station staff. The traffic management arrangements were driven by the desire to not impede station operations or commuters/ passengers. The main span of the footbridge was erected in September 2018, and the project was completed and the bridge opened in early December. The success of this project has demonstrated Lundy Projects’ ability to deliver larger fabrication projects as a Principal Contractor, which has been further enhanced by the award of four large passenger bridges in London as well as its ongoing involvement in the Transpennine Route Upgrade. Tel: 0161 476 2996 Email: mail@lundy-projects.co.uk Visit: www.lundy-projects.co.uk

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Working together to Create a Dynamic

future without compromising Our Values

Lundy Projects is an awardͲwinning multiͲdisciplinary civil engineering company with an excellent reputation for delivering quality rail projects and civil works. With our own installation teams, fleet of road rail vehicles and piling equipment, Lundy Projects have a true “oneͲstop shop” approach. Our piles are fabricated inͲhouse, with standard lengths for all OLE series always in stock and bespoke designs & lengths available. Our PCL and full POS approval ensure a complete, fully integrated service.

Design | Manufacturing | Civils | Piling | Plant | Installation Rail Professional Industry Reference Book 2019 Page 173


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Commissioning

Commissioning the forgotten part of rail There is never a dull moment in the rhetoric that surrounds Crossrail. In January 2018 Crossrail chiefs were already warning that the £14 billion Elizabeth line were pushing the funding and programme envelope with a lack of programme and cost certainty

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his ambitious scheme that will link Reading and Heathrow with Shenfield and Abbey Wood should complete at the end of December 2019, with the central sections due to open in December this year. An explosion that occurred at Pudding Mill Lane in November 2017 has been cited as a key reason for the delays. However, what is disappointing about this is not that the explosion happened but that it was the result of an incorrect design. Despite the ongoing criticism of escalating budgets and moving completion dates, there is much goodwill for what is set to be Europe’s largest infrastructure project. The £15.4 billion venture will see a new railway for London and the South East with 26 miles of new tunnels connecting the east to the west. The new service will speed up journey times, increase central London’s capacity by ten per cent and bring an extra 1.5 million people to within 45 minutes of central London. It seems that the lessons are being learnt along the way but are they being recorded for future projects, so the same mistakes aren’t repeated?

The critical stage The Crossrail project began in 2009, with many teams of experts working together to design and develop this state-of-the-art rail project. Commissioning is a critical part of the process of assuring that all systems and equipment within a building are designed, installed, tested, set to work, operated and maintained according to the operational requirements of the owner. Unfortunately, ignorance of commissioning is not an uncommon practice in the rail sector, a lot of which will be solved if independent commissioning experts were appointed much earlier in the process. This would allow the provision of either a joined up practical commissioning strategy at the beginning or associated detailed commissioning solutions afterwards which would be included as part of early contractor involvement with the supply chain aligned to rail assurance. Ironically the very reasons that early commissioning planning is so vital are also the contributing reasons to why it doesn’t happen – scale and complexity. There are many stakeholders involved in rail projects encompassing governance,

Key points for successful commissioning: Knowledge transfer Andrew Reid has extensive experience commissioning within other industries, working with six of the top ten global technology providers in the critical data centre environment. It can see the advantage of transferring these skills and knowledge into rail. Commissioning specialists Dedicated and highly experienced team (specialist service line and discipline including RISQS Rail Accreditation). Manage the systems integration complexity and controls. Innovation Andrew Reid has created the ‘Commissioning Wheel’ to provide rail with commissioning solutions aligned to their process and governance. Commissioning strategy From design review, programming, plant factory tests through to site installation and integration tests Andrew Reid has intellectual inhouse knowledge to deliver to structure a commissioning strategy that delivers complex rail projects with absolute certainty. Commissioning process The rail commissioning process ensures systematic assurance during all stages of commissioning paperwork, witnessing of tests and sign-off. The process ensures rail governance is adhered to and delivers a functional building that is not riddled with remedial snags. Planning and programming The need to provide a fully sequenced and logic linked commissioning programme that coordinates MEP system installation and testing with the construction programme has never been more in demand. Andrew Reid’s inhouse planning specialists ensures this integration happens. Commissioning governance Acceptance/Records & Integrated System Tests (IST). Quality assurance documentation in accordance with rail standards and rail assurance compliance.

Rail Professional Industry Reference Book 2019 Page 175


Commissioning

regulation, finance, all types of delivery partners, involving transport and freight operating companies, passengers, trade unions, local groups, media and lobby groups etc. Each of these have their own agenda, priorities and culture which makes the identification of a common goals incredibly challenging but creates opportunities for everyone involved. Many of these issues are inherited, a ‘legacy of pain’ since the privatisation of British Rail where the lessons learned have been continuously captured and shared but unfortunately ignored and not implemented. How do we start to solve this and break the cycle? It is my passion and belief that many of these issues could be eradicated by the stakeholders involved if they make a positive commitment at the outset to appoint independent commissioning experts, other industries do it, thus negating the risk at every stage of the project. It is a redirection of investment moving away from the ‘self-delivery’ model but the ultimate saving on the bottom line is potentially huge on whole life costs and this opportunity should not be missed by everyone involved – this will unlock rail investment, building confidence, reduce costs… the world is watching, it’s not too late. Article by Tony Latienda, Rail Director Tel: 020 7332 0500 Email: Steve.hawkins@andrewreid.co.uk Web: www.andrewreid.co.uk

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Aerial Inspection, Surveying & Imagery

Authorised by Network Rail to operate over the railway infrastructure. rail@ruas.co.uk +44 (0)1633 835 123

www.ruas.co.uk


Consulting

Consultants on the Oxford corridor Kim Olliver, Principal Environment Manager at RSK describes the improvements being carried out on the Oxford corridor and why the environmental work of RSK was essential

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ith more people travelling by rail than ever before, the UK’s rail network, stations and platforms have undergone several modernisation schemes in recent years to make routes faster with more frequent and more reliable services for passengers. I have seen this major improvement work first hand on the Great Western route run by Network Rail. Extending from London to the southwest and Wales, covering Oxford, the Cotswolds, Birmingham, the south coast, London suburbs, Devon and the Cornish coast, this busy route has undergone significant improvement work in recent years as part of Network Rail’s national Railway Upgrade Plan. The Oxford corridor, which connects London Paddington through to Reading and Banbury, is a strategic part of the route. Network Rail has been delivering the first phase of vital improvement work over the last three years to accommodate the continuing growth in passenger and freight services along this busy stretch of track. I am currently working on the project as the Principal Environment Manager for the WED on secondment from environmental consultancy RSK, which has been providing multidisciplinary environmental consultancy services to the project since 2016. Upgrades and the environment We are aiming to improve the infrastructure along the corridor by making upgrades to Oxford Station, developing platform extensions, upgrading depots and sidings, installing footbridge replacements and renewing just over nine miles of track and associated infrastructure along the route, all while carrying out essential measures to ensure that the environment around the railway is preserved during the development work. To do this, RSK has been an environmental one-stop shop providing a plethora of inhouse expertise to support the environmental requirements of the upgrading work. This support has covered everything from communication services, corporate strategy and sustainability, ecological and laboratory services to impact assessment and planning, landscape design and master planning. Other services include site investigation and remediation, environment, health and safety compliance, and industrial permitting, specialist environmental services and engineering, geology and

geotechnics, all from a vast inhouse team. One of RSK’s main services has involved ecological surveys for bats and other protected species along the track. Looking after protected species and the various habitats, plants, insects, amphibians and birds while the rail development is taking place is essential, so we are very conscious of preserving the environment and habitat alongside a railway development, which is a living, breathing home for a variety of species. One example of this is planting local native trees along the carriage sidings: to date, we have planted about 300 trees of different species along the route. The newly planted areas will be fenced off to protect the habitat and any wood offcuts will be used to make bat and bird boxes that will provide safe and warm environments. All our work has been completed in conjunction with local stakeholders, including Oxford City Council, the Environment Agency, Natural England and Lord Professor Krebs, Emeritus Professor of Zoology, University of Oxford. This has enabled us to look at additional ways for ensuring that the environment is preserved.

hide with creosote and cleared nettles and hogweed from one glade, and brambles and invasive ash seedling from another. We will be returning in the coming months to help clear rubbish from the site, rake masses of mown grass to promote wildflower growth and continue excavating the creek.

We have also worked with interested residents, local communities and charity Bioregional, and we are hoping to become part of the Oxford Sustainable Futures project, which aims to pave the way for a more efficient, healthier Oxford. One of my favourite aspects of this job is supporting the local communities in which we operate. Working on the Oxford project has been no different. In June, we supported the Trap Grounds local wildlife site in Oxford by creating a fish-free creek in the woodlands where newts can thrive. In addition to excavating and contouring the creek, we dug 20 planting holes for new shrubs and trees. We also treated a new bird

before its collapse earlier this year. Many projects suffered because of the company’s liquidation, which also had the potential to derail the project schedule at Oxford. Fortunately, Network Rail was able to bring RSK directly aboard and we received a direct contract in April 2018. This enabled RSK to continue providing ongoing environmental management support, as before, and the project to continue its Phase One work on schedule and without disruption.

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Keeping work on track Alongside the environmental management of the work, I am also responsible for managing RSK’s huge multidisciplinary support team, which is providing air quality testing, waste acceptance criteria and contamination testing, concrete cube crush testing, acoustic monitoring and reporting, and landscaping to support the project. By keeping these services inhouse, the environmental work has been coordinated and run smoothly via a single point of contact. This has provided many advantages through enabling us to minimise potential disruptions and to help keep the project on schedule. Network Rail also adopted a ‘keep it in house’ approach when the project hit a bump in the road. RSK was under contract to the main contractor Carillion

No rest for the wicked As with many rail improvement projects, every second counts towards minimising disruption for the public, as well as species


Consulting

and habitats, while work is carried out. A good example of this was the successful summer blockade in Oxford in July that saw Network Rail hold a 23-day track possession in and out of Oxford Station to enable essential work. The blockade itself was several years in the planning and was vital to enable the team to carry out critical track, signalling and civils work in and around Oxford Station. The RSK team supported Network Rail by helping to minimise the disturbance to the public and wildlife during this time. The orange army of more than 150 colleagues worked 24/7 to complete £12 million worth of improvement work within the allocated track closure time. Keeping the work on schedule was essential. Throughout the blockade, Network Rail used environmentally friendly technology such as hydrogen tower lights instead of those powered by a conventional diesel generator, as research suggests that hydrogen tower lights have a much lower carbon footprint. We also used dust vacuums and sheeting for ballast drops to minimise the impact on air quality and provided fans to local schools to keep them cool during the high temperatures and dust screening to prevent particles entering classrooms. We also set up one of the largest S61 agreements I have ever seen to ensure that noise from the work throughout the project would be within the thresholds consented by the local authority. I am pleased to report that there were no breaches. We even received a personal thank you from the Environmental Health Officer for a job well done. The local community was one of the top priorities throughout the blockade. Owing to their proximity to the work, it was essential that they were kept updated on the project, along with the many passengers that rely on the busy Oxford services. The excellent communications were led by Network Rail communications manager Matthew Thompson, including several dropin sessions to provide more information about the project and the blockade and answer questions from local residents. We also use other forms of communications such as mailshots, the Internet and email to expand our reach and report on the project’s progress. I am pleased to report that the excellent site setup and the commitment of all the personnel working on the blockade saw all the planned work delivered, including a couple of late changes to the schedule. The work was scheduled for what turned out to be one of the hottest, most prolonged summer periods in recent years, yet the team, dressed in full personal protective equipment, was able to keep fully hydrated using reusable water containers. I feel very proud to have been part of the team carrying out safe, environmentally friendly work, even in challenging weather

conditions. There was no rest once the blockade was over however, and we were straight on to delivering track work at Cocklebury sidings in the Swindon and Towney Loop near Newbury. A new relationship Despite its challenges, the project has enabled Network Rail to develop a new relationship with RSK. Owing to the Oxford corridor project’s success, Network Rail has rebranded the project team as the Western Enhancements Delivery. It is now working on rail improvement projects in Didcot, Long Marston, Westerleigh and Tytherington, to name a few. The RSK team of acoustic, air quality, ecology and landscape consultants hope to be retained to provide environmental input on other projects. I am excited for the future of WED. All aboard As we approach the end of Phase One at Oxford and now the summer blockade is over, the newly installed track is now much quieter because of the new track bed and formation, and we have been praised by the local authority for being considerate of the railway’s neighbours through our environmental monitoring. We are working to improve the railway to increase capacity, connections and route availability, and considering the environment and the railway’s neighbours is an important part of this. With the upcoming CP6, Network Rail hopes to continue with the second and third phases of work at Oxford, which will involve building another platform at the station to ease passenger congestion and completing bridge demolition. RSK hopes to remain on board to assist with the environmental measures as the project progresses. Author and company profile Kim Olliver is the principal environment manager for Western Enhancements Delivery on the Oxford corridor project for Network Rail and is on secondment from environmental consultancy RSK. RSK is a fully integrated, environmental, health, safety and engineering services company employing over 2,300 staff in

offices across the UK and worldwide. In 2016, RSK was awarded the prestigious Queen’s Award for Enterprise in international trade, one of the UK’s highest accolades for business success. With a turnover of over £175 million, the company was ranked the eighth largest UK environmental consultancy by Environment Analyst in its 2017 Market Assessment Report. RSK provides independent environmental consultancy and technical services in the areas of the environment, health and safety, engineering and sustainability management to industrial, financial and public-sector clients in the UK and abroad. RSK has a diverse client base but mainly services key accounts for clients in transport, energy, property, manufacturing, water and government. The company is certified to the ISO 9001, ISO 14001 and OHSAS 18001 international standards for quality, environmental management and health and safety management. Visit: www.rsk.co.uk First published November 2018 Rail Professional magazine

Rail Professional Industry Reference Book 2019 Page 179


Depots & fleet maintenance

Automated Tool Control System (ATC) What if you could get advanced tool security and complete inventory management in one comprehensive system?

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he new Snap-on Level Five Automated Tool Control system provides both in one elegant package. It starts with electronic, keyless entry. Each employee’s ID/Key card is coded so that ATC can continuously record exactly who enters the box and when. Simply remove or return any tools. ATC automatically detects which tools have been returned or removed, and then confirm which tools are being issued and/ or returned. Accept the system input and you’re on your way. Every tool is always accounted for and you’re always assured accurate asset management and FOD compliance at a level no other system can provide. Level Five ATC provides tool box FOD status and a one touch listing of all tools out, who they are issued to and where they are being used. Comprehensive analysis and reporting can be performed from administrator workstations located anywhere on the network. ATC works hand in hand with our TC MAX inventory tracking software so you can track inventory records in real time from any location you choose.

Visual Control Cabinet System • Visually manage tools at the ‘Point of Use’ • Clear Abrasion Resistant (AR) Polycarbonate window allows for ‘at a glance’ inventory management • Keyed or e-Lock/keyless entry secures the tools and inventory • Visual Control Cabinets Hold ~70 tools (34”) to ~100 tools (49”) • Full swing door hinge creates unobstructed entry when in use, gas

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shocks keep the door in the upright position • Visual Control Cabinets Create ‘Strike Zone’ presentation of tools. Visual Control Cabinet System • Visually manage tools at the ‘Point of Use’ • Clear Abrasion Resistant (AR) Polycarbonate window allows for ‘at a


Depots & fleet maintenance

glance’ inventory management • Keyed or e-Lock/keyless entry secures the tools and inventory • Visual Control Cabinets Hold ~70 tools (34”) to ~100 tools (49”) • Full swing door hinge creates unobstructed entry when in use, gas shocks keep the door in the upright position • Visual Control Cabinets Create ‘Strike Zone’ presentation of tools. Customer testaments This has produced important time savings for the staff on the production line, explains Gareth: ‘Producing an inventory of tools every day wasted precious time with over a hundred members of staff spending up to 15 minutes a day managing their tools across three shifts. Using Snap-on meant we were able to manage our time better and the ATC system has helped make the process seamless.’ ‘Snap-on has been excellent in their approach to the whole project. During initial concept meetings they were able to demonstrate case studies within the rail industry that helped us to build confidence in the working relationship with them. The

team provided full training of the software package to support the installation and even provided follow-up training for new employees. The service Snap-on provided has been second-to-none and they have always been attentive to our needs and customisations.’ ‘By working closely with our customers and recognised accredited auditors, we identified the need to invest further when it comes to tool control. This investment has enabled us to gain greater levels of control and reporting over our tool inventory. Since implementing this system we have been praised by auditors on the quality of Snapon’s ATC system.’ Jeremy concluded: ‘The tool chests have enabled us to easily demonstrate that, when it comes to the safety of our products, we are willing to invest in the very best solutions available. Rail safety and compliance has continued to improve across our Depots and Maintenance facilities.’

Tel: 01536423904 Email: industrialuk@snapon.com Visit: www.snapon.com/industrialuk

‘Snap-on has been excellent in their approach to the whole project. During initial concept meetings they were able to demonstrate case studies within the rail industry that helped us to build confidence in the working relationship with them. The team provided full training of the software package to support the installation and even provided follow-up training for new employees. The service Snap-on provided has been second-to-none and they have always been attentive to our needs and customisations’

Snap-on IND RTM Advert Landscape.qxp_Layout 1 12/04/2018 11:00 Page 1

Visit: www.snapon.com/industrialuk | email: ukindustrialmarketing@snapon.com Rail Professional Industry Reference Book 2019 Page 181


Depots & fleet maintenance

Transforming rolling stock maintenance and inspection Premier Pits has been manufacturing and installing prefabricated steel maintenance and inspection pits for vehicle workshops for over 35 years

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ince 2007, and after rigorous research and development, the introduction of Premier Rail Pits has brought this innovative approach to the rail industry. Here are some examples of how a prefabricated steel pit has been the preferred solution to precast concrete. Alstom Technology Centre • Specification – Manufacturing and installing a 30 metre Railway Inspection Pit. With LED lights and two access tunnels. • The Project – Premier Pits was appointed in October 2016 to install a prefabricated vehicle pit. The original scope was to install the pit with in situ reinforced concrete. However, the client, who worked with Premier Pits before installing road vehicle inspection pits, discussed with the end user the benefits of prefabrication off site. • The Problem – The client was faced with a challenging below ground structure. They highlighted the railway inspection pit as high risk on their risk register. It was on their critical path and therefore any delay on site would impact the end date. There was also a tolerance in the specification of +-5mm which they were unsure they could construct with in situ concrete. Not only this but they faced a skill shortage of subcontractors who had the ability to construct this type of below ground structure in an on-site environment. • Solution – To mitigate the risk, they approached Premier Pits to investigate a prefabricated off-site approach. Premier Pits collaborated with Buckingham Group and gave them a product with was commercially competitive with in-situ poured concrete short term as well as being a far superior product long term due to it being watertight, maintainable, cleaner and safer to use. It was also installed in two weeks reducing their anticipated programme time by over six weeks. The product is also fully painted and has LED lights making this an excellent working facility for their engineers. • Outcome – A satisfied main contractor and end user to have this facility, with cost, quality and time certainty during the build.

• Testimonial – ‘We have worked with Premier Pits on several road vehicle maintenance pit projects and are therefore fully aware of all the benefits of prefabricated pits built off-site, this method of construction saved us considerable time on site and leaves the client with a far superior end product.’ Nigel Graveson, Project Director for Buckingham Group Heathrow Terminal 5 • Specification – Two 54 metre pits manufactured from pre-formed mild steel, fitted with safety lights and antislip flooring with a durable paint finish. • The Project – To install prefabricated steel maintenance pits for the passenger transfer system at Heathrow’s Terminal 5. • The Problem – The pits had to be installed twelve metres below ground level without interfering with other ongoing construction work. Also, the pits had to allow for free access along the length of the pit when in day to day use. • Solution – Due to restricted site access, the pits had to be designed in eight metre sections prior to manufacture at Premier Pits’ factory in Spalding. They were then delivered by road direct to site. On arrival, the sections were

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offloaded and lowered by crane in one movement through the terminal roof, into position twelve metres below ground level. Here they were bolted together to form 54-metre-long watertight pits. The problem of continuous access was answered by designing supports that only projected halfway across the width of the pits. • Outcome – Both pits were installed within ten working days during which there was minimum disruption to other construction work. The pits are now operational and are playing a significant part in improving maintenance efficiency and staff working conditions. Tel: 01775 821 222 Email:info@premierpits.com Visit: www.premierpits.com


TRANSFORMING

ROLLING STOCK

MAINTENANCE AND INSPECTION

Premier Rail Pits – The UK’s No.1 Prefabricated Pit Company Improve the efficiency of your workshop with our range of maintenance and inspection pits, built to CE certified standards. Premier Rail Pits offer the following benefits: • • • • • • •

Guaranteed water tight Quicker installation time compared to precast concrete High quality finish All internal service ducts fitted prior to installation Any length available Rail attachments fitted prior to installation Full or part installations are offered

Additionally, the company provides a full range of accessories and safety products. This is all supported by a sophisticated support package that covers everything from concept through design, manufacture and installation to commissioning.

Tel +44 (0)1775 821222 Fax +44 (0)1775 820914 Email info@premierpits.com Web www.premierpits.com


Site Investigation Services

SHELL AND AUGER DRILLING

LIMITED ACCESS

CORING

TRIAL PITTING

ROTARY PERCUSSIVE DRILLING

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0115 919 1111

DYNAMIC CONE PENETROMETER

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SLOPE DRILLING

WINDOW SAMPLING

CABLE PERCUSSIVE DRILLING

enquiries@bridgeway-consulting.co.uk


Drilling

What makes a Driller? With Brexit looming Mark Lindahl, Site and Ground Investigations Director for Bridgeway Consulting explores the uncertainties around sourcing a diverse and skilled workforce

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ow more than ever a robust training regimen is important to allow the companies planned expansion and to have a robust succession plan. Bridgeway Consulting Limited (BCL) has been trading as a specialist rail company since 1995, challenges in all departments are what the business thrive on and this is especially true of its Structural and Geotechnical Investigations department. The SI/GI department offers one of the widest inhouse set of services in the country, and certainly when paired with its sister departments of Geomatics and Infrastructure Services forms probably the largest and most diverse rail specific specialist front end information gathering service in the country. Bridgeway has a reputation for delivering the goods in tight locations both in terms of access and time constraints. Bridgeway recognises as a business that it can only deliver with the correct nurturing and developing of staff throughout their careers and people would be hard pushed to find another company who dedicates as much time and funding to training as Bridgeway. Bridgeway has a very strong training history and is widely recognised to be at the forefront of rail training providers. With its inhouse capability to deliver safety critical courses from Senior Person In Charge of Possession (SPICOP) down to PTS, it ensures drillers rail specific courses are taken care

of, as it would for any internal or external customer delivering first class training to achieve full understanding of how to work safely on track. The challenge at present is to build interest in a career in rail among the younger generation by helping them to appreciate that rail is not just any career but one where the work is heavy, dirty, often at night and where you can be constantly wet and cold for your entire shift. This is achieved through a robust recruitment process, combined with a heavy STEM presence in schools around the local area to promote what the business does and the rail industry as a whole. Skilled and qualified trainers When it comes to training drillers, most of you who are familiar with Bridgeway and specifically its team know that at its core are a number of ex-Royal Engineers. Several of the members of the team who fall into this category have completed tours of duty as an instructor teaching everything from field fortifications and demolitions, through to Site Investigation, through to UKAS accredited laboratory testing, through to interpretive report writing before finally overseeing the quality control of earthworks and building materials on site. With this inhouse skillset, Bridgeway transported this into a very robust training package where it takes new members of staff mostly without any prior experience

and gives them underpinning technical and safety knowledge in an acceptable timescale enabling them to deploy on live tasks and be a very safe, useful member of the team delivering the highest quality works when and where it matters most, on site. Using its background Bridgeway has recruited heavily from ex-forces personnel and encourages its staff to undertake a secondary role within the reserve forces should they wish. This has resulted in Bridgeway being awarded the ERS Silver award and being a strong contender for the Gold award in January 2019. Bridgeway’s trainees begin with the basic rail competence of PTS before moving on to training on small tools, Cable Avoidance Tools (CAT) & Signal Generator (Genny), de-vegetation, track trolley competence.

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Drilling

Once these courses are completed successfully then trainees are moved into a classroom for a few days whereupon they begin on the theory of why they are completing the tasks which make up the programme, the importance of accurate readings and completion of paperwork. Once the classroom lessons are out of the way they move onto basic logging before being deployed to the multiple training areas utilised with a ‘scenario’ to deliver. Training progresses through the more basic techniques on smaller pieces of equipment to start with until the trainees are operating to a high standard. Once a standard is achieved and the trainees’ instructors are satisfied they are then assessed and signed as competent to second man. Bridgeway trainees then depart and begin their site careers. As the staff gain experience on site then Bridgeway develops them at the speed they are comfortable with and start developing both their rail skills and technical skills. Staff can progress onto cable drilling, rotary drilling or slope climbing drilling or indeed all three if they have the aptitude. During their training phase they work towards and upon final assessment are subsequently awarded their NVQ Level 2 in Land Drilling. In conjunction with their drilling skills they can be trained as a Controller of Site Safety (COSS) and Engineering Supervisor (ES) backed up by being trained as a Safe Work Leader (SWL) level one and level two respectively, rail planning, assessing, Safe System of Work Planner. The diversity and opportunity provided within Bridgeway

really is second to none. As Bridgeway is a Network Rail Principal Contractor it has the ability to train and employ Safe Work Leaders which sets it apart from others in the same field. With the level of ability its staff hold this enables them to also act in the Person In Charge (PIC) role covering all aspects of their discipline from both a safety and technical perspective. The tried and tested training regimen has been used to train 30 individuals to date. Bridgeway’s retention rate far exceeds the national average which it believes is due to staff being able to see the investment and time the business will give them combined with good levels of pay and security of work. As Bridgeway is a very diverse business there is the opportunity to work with the Geomatics department utilising laser

scanners, Unmanned Aerial Vehicle (UAV – Bridgeway is one of the few companies licensed to fly over the rail network), traditional total stations, or gauging trolleys to name but a few. Working with the Infrastructure Services department allows the individual to potentially complete an STE04 Structural Examiners course inhouse, IRATA Roped Access Course, Confined Spaces, CCTV, and Permanent Way duties to name but a few. For those members of staff that show the aptitude, Bridgeway sponsor them through Bachelors Degrees in Civil & Infrastructure Engineering in conjunction with the University of Derby; to date Bridgeway has had five graduates with a further four currently attending. Cross training staff to be utilised across departments is a core value for Bridgeway. It has allowed it to develop a highly competent, robust, dependable, eager workforce who constantly deliver time and again for clients. Bridgeway’s approach to training and development and its approach to staff development in general has seen it awarded

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the prestigious Queens Award for Sustainable Development and has seen its Investors In People upgraded to Gold Level. This approach is believed to be key for the rail industry as a whole and should be adopted in whichever sector of rail each company works with. 2018 has seen significant growth within the department and 2019 is again looking to be a growth year with the level of works already secured and the latest trainees currently due to finish their training mid-December 2018. The next training course is currently planned in for the end of March 2019. Should you require any further information on the department then please contact Mark Lindahl – SIGI Director, Bridgeway Consulting at mark.lindahl@bridgeway-consulting.co.uk. Tel: 0115 919 1111 Email: mark.lindahl@bridgeway-consulting.co.uk Visit: www.bridgeway-consulting.co.uk First published November 2018 Rail Professional magazine


UK Power Networks Services

THE POWER TO DELIVER HIGH SPEED RAIL With our £150 million investment in the design, construction and commissioning of the electrical infrastructure of HS1 over the past decade, we have played a major part in the success of the UK’s first high speed line and Europe’s most reliable railway. Through our innovative design of traction and non-traction electrical networks, we are the power behind HS1’s world-leading reliability. We are also incredibly proud of our exceptional safety record through years of operation and maintenance. The power to deliver a better future

www.ukpowernetworksservices.co.uk


Electrification

The power to unlock your energy potential As new rolling stock enter service across the UK’s rail networks there is increased demand for more energyhungry trains running at increased frequency

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his demand, alongside additional customer conveniences like air conditioning, longer trains, and more frequent services, is placing pressure on existing electrical infrastructure. Five key characteristics to look for in your long-term strategic energy partner are safety, innovation, sustainability, diversity and inclusion, and collaboration. These characteristics are crucial to ensure successful projects that will guarantee your rail network’s electricity infrastructure is up to the standard required for the next decade and beyond. Safety Projects moving off the drawing board and into reality have the opportunity to be the safest in the UK’s history. This ambition can only be realised through an unrelenting focus on safety, innovative processes and training programmes for colleagues and clients, and a culture where safety always comes first. UK Power Networks Services manages the associated risks of working with electricity and delivers safely for its clients in the most complex and challenging environments every day. Whilst working on Europe’s busiest runways, trackside on the UK’s fastest mainline railway, at nuclear sites, and military facilities, UK Power Networks Services has achieved an unprecedented safety record. Innovation Adopting an innovative approach to projects is crucial to minimising risk, future proofing solutions, and delivering a resilient system. As well as adopting the latest technology, it’s critical that your partner should be able to adapt when unforeseen challenges arise on projects and provide innovative solutions to keep the project on track. UK Power Networks Services’ innovative work on the Great Western Electrification Project won Innovation of the Year at the National Rail Awards 2018 for its implementation of a ground-breaking Rationalised Autotransformer System. The system delivers significant cost savings and better reliability for its client compared to other systems installed in the UK. It also topped the Sustainable Construction category at National Rail’s Western Region Sustainability Awards in 2017. Polyfibre-reinforced concrete was used in place of traditional steel reinforcement for construction of load bearing concrete structures. This innovation resulted in a reduction

of 42 tonnes of reinforcing steel going to site and reduction of embodied carbon by 18,000kg CO2 equivalent. Sustainability Sustainable solutions have a positive effect on the environment, economy, and people. These ‘triple bottom line’ benefits can have greatest impact through major infrastructure

projects, but any effective energy partner must develop and preserve objectives which: • Protect and improve the natural environment while reducing carbon emissions • Invest in local economies and communities • Employ locally during construction and

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Electrification

ongoing operations • Deliver the work safely for communities and employees • Enable the future by designing systems that stand the test of time. UK Power Networks Services looks for every opportunity to make a positive sustainable impact for its clients. It is currently delivering energy cost reductions to clients through improving the efficiency of their assets, by co-locating solar PV with substations. Recently, the first electric vehicles and charge points have also been introduced into their fleet to improve air quality for future generations. These have been introduced at their Heathrow, Gatwick, and Stansted Airport depots, and electric vehicle charge points at their London City Airport depot. Diversity and inclusion Embracing diversity and inclusion as a strategic imperative is critical for

any organisation that strives for high performance. Supporting diversity and promoting inclusion within workplaces is about valuing the individual and what they bring to their role. Fostering an environment where everyone feels able to participate and achieve their potential enables organisations to effectively increase their employee engagement and realise an increase in productivity. UK Power Networks Services’ ongoing commitment to diversity and inclusiveness is demonstrated by its National Equality Standard accreditation. It is one of only a small number of UK companies to achieve this benchmarked standard for creating a diverse and inclusive workplace. In 2018, it was also named in ‘The Sunday Times 25 Best Big Companies To Work For’ list. Collaboration Any long-term strategic partner must be

experienced at collaborating with multiple partners when delivering complex and largescale projects. The more partners involved in a project the greater the complications that can arise. UK Power Networks Services is committed to establishing long-lasting, open and trusting relationships. It is accredited in the Collaborative Business Relationship Management System ISO 44001:2017 standard to help it deliver successful collaborative relationships with appropriate clients, delivery partners and suppliers. Through a collaborative approach, it contributes to the creation of value oriented enterprising teams that deliver high performing infrastructure. Conclusion To be effective, your long-term strategic energy partner needs to demonstrate these five crucial characteristics – safety, innovation, sustainability, diversity and inclusion, and collaboration. UK Power Networks Services’ business is built around these characteristics. Its investment is focussed on these characteristics. Its greatest successes are where it has brought these characteristics to life in its delivery with its clients. It has delivered for its clients for more than 50 years and its portfolio includes High Speed 1, Network Rail, London Underground, Docklands Light Railway, and EDF (Hinkley Point C). UK Power Networks Services also delivers for leading UK airports, Heathrow, Gatwick, Luton, Stansted, London City, and Manchester.

Email: enquiries@ukpowernetworks.co.uk Visit: ukpowernetworksservices.co.uk Page 190 Rail Professional Industry Reference Book 2019


Electrification

Engineering electrification Furrer+Frey specialises in the design and development of Electrification systems in all forms of transport

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he team is first and foremost an engineering design house, but it also provides allied professions such as project management, materials supply and development, logistics, consulting and training. Furrer+Frey has developed electrification solutions for every form of public transport around the globe and leverage this experience for the benefit of its clients. It has been creating iconic overhead line solutions for almost a hundred years, from the early beginnings of electrification in Switzerland, Furrer+Frey has mastered the challenging topography of the Swiss Alpine terrain and come to understand a multitude of different systems. As a business it has worked on projects in over 30 countries, establishing local design offices in Berlin, London, Rome, Zurich, Derby Montreux, Guangzhou, Hong Kong and Ticino. For a company of its size Furrer+Frey takes pride in the fact that so many international clients come to it for technical expertise. It focuses on producing efficient, safe and quality products for its clients around the globe. An integral part of the approach is to collaborate across project groups with all stakeholders, and engage with the end users to ensure a smoothly run project where electrification does not stand alone but is a cohesive part of the wider scheme. With a reputation for embracing and developing innovative and environmentally sustainable solutions Furrer+Frey offers a full range of e-mobility and bi-modal transport solutions for public transport systems. Its latest development, the AllIn-One rapid charging station for battery buses is an example of its drive and commitment to new technology and smart city developments. Through its modelling and simulation expertise and state-of-the-art design tools encompassed in renowned ELFF design software, Furrer+Frey can simulate and visualise any solution prior to implementation, whether this is a small adjustment to an existing electrification range or a whole new electrification solution.

it plenty of experience in difficult terrains and ROCS has been tried and tested in some of the most rugged conditions. Ideal for tunnels, stations and bridges, this elegant solution to small or constrained spaces is quick to install and requires little maintenance.

Systems engineering Furrer+Frey has carried out system and allocation design around the world. It has developed a range of TSI compliant systems for mainline rail including: • GEFF (for Great Eastern Mainline) and Series One for Great Western and Crossrail West, UK • FL200, FL260 for Europe • FL200 Light for Nexus on Tyne and Wear Metro • FL400 for high speed application • Modelling for UK Series 2 and Manuals for UKMS electrification ranges.

MOCS ROCS led to the development of the Moveable Overhead Conductor-rail System (MOCS) for railway workshops and depots to ensure safe maintenance work on rail vehicles. Quite simply, with MOCS the overhead line electrification is a bar that can be retracted away, switched off and earthed – enabling obstruction free access to the train roof and the equipment that is housed there. Used in over 125 depots worldwide, including the Temple Mills Depot for Eurostar and Bounds Green Depot in North London, the MOCS system has been chosen for its versatility and flexibility. Our knowledgeable teams of MOCS designers and project managers ensure a smooth endto-end project that engages end users and minimises disruption to busy depots.

As a company, Furrer+Frey has worked on more than 300 projects in over 30 countries. It also excels in developing innovative plant and equipment solutions to support this electrification, such as robotised drilling rigs and specialised plant for headspan to portal conversion. Light rail, trams and metros Tramways and LRT systems present a range of complex issues for designers, engineers, planners and local governments. By their very nature, most new installations are set in busy urban areas and such locations offer conflicting demands for enhanced access to public transport, while at the same time improving the visual appearance of our towns and cities. Furrer+Frey has worked closely with stakeholders to produce tailor made solutions to specific urban environments, such as the Limmattalbahn in Zurich and Bernmobil Tram Depot in Bern, Switzerland. ROCS Rigid Overhead Conductor-rail System (ROCS) is a tensionless alternative to the conventional overhead contact line. This revolutionary system was invented in the 1980s by Furrer+Frey and enhanced over the years using technical expertise and pioneering innovation. The company’s Swiss heritage has given

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Rapid charge stations Furrer+Frey is at the forefront of developing battery and onboard energy storage technologies and is a pioneer in providing high power charging solutions for all battery powered public transport since 2010. The All-in-One Charge Station is currently installed in city bus systems across Europe and is proud to be the supplier to the Valladolid (Spain) Smart City Programme which aims to cut energy 50 per cent and CO2 by 80 per cent as part of a pan-EU initiative. Compatible with all OPPcharge buses, the All In-One Charging Station is dramatically expanding the scope of battery powered public transport. Its plug and play principle charging modules can be easily replaced, added to or upgraded, allowing easy expansion to new routes. These ergonomic, compact units are designed to


Electrification

99 9 99 9 9 9 9 99 9 9 9 9 9 9 9 9 9 9 9 9 9 9 99 9 9 9 99 9 9 9 9 99 9 9 9 9 9 9 9 99 9 9 9 9 9 99 9 9 9 9 9 9 99 9 9 9 9 99 9 99 9 9 99 99 fit into crowded urban areas within existing structures. The charge stations have also been used for rail application such as low traffic commuter lines and trams and light rail. An example is in China on the 12.6-mile Huai’an light-rail line. The line is entirely catenary free and utilises battery powered Light Rail Vehicles that recharge at the depot, and then by Furrer+Frey charging infrastructure, at the end of the route. Consultancy Furrer+Frey’s consultancy arm works with clients to solve problems and develop

BESPOKE SOLUTIONS

solutions, on how to implement best practice around the world and to improve the reliability of their system. The overhead line modelling software developed with Politechnico di Milano has been a key tool for model-based engineering on numerous projects and is used for planning new systems but predicting failures and supporting customers on their system improvement. Like all engineering businesses Furrer+Frey has a long tradition of investment in the future. By applying the knowledge, it has gained in one element of public transport to another, it creates new ideas, improves reliability and safety and generates innovation. For example, the knowledge it gained in breaking the world speed record for an electrified tunnel was used to improve reliability in metros.

Training Furrer+Frey’s mission is to inform everyone who works with electrification to ensure that projects are delivered safely and efficiently. We train installation teams, engineers, designers, managers and graduate recruits in electrification systems, design software and installation.

ways it keeps its ideas fresh is through a commitment to STEM education. Furrer+Frey financially supports major STEM initiatives in the UK through universities and colleges. It collaborates with Oxford, Cambridge, Sheffield and Birmingham universities to name a few, to develop the next generation of railway engineers and engineering innovation.

Commitment to the future Furrer+Frey prides itself on being an industry thought leader and one of the

Tel: 02037405455 Email: GB@furrerfrey.co.uk Visit: www.furrerfrey.ch

DEPOTS

TUNNELS

HIGH SPEED

MAINLINE RAIL

LIGHT RAIL

METRO

TRAMS

BUSES

Furrer+Frey are global electrification system experts

Our consultants link every element of our services, advising clients on how to implement best practice from around the world. By applying knowledge we have gained in one element of public transport to another, we create new ideas, improve reliability and generate innovation.

gb@furrerfrey.co.uk

@furrerfreyGB

www.furrerfrey.ch

Rail Professional Industry Reference Book 2019 Page 193


Electrification

Engineering the overhead Overhead Line Engineering celebrated ten years in business in 2018, during that time over a hundred projects have been undertaken, ranging in size from a few thousand pounds to several hundred thousand pounds and from initial feasibility to entry in to service

I

n November 2013, OLE relocated from Ibstock to Pride Park in Derby. This provided better access to public transport for staff and visitors, shorter commutes for most staff and the ability to recruit from a much larger talent pool. The 2,500 square foot office has plenty of space for further expansion. In 2016 an office was established in Rugby and was subsequently relocated to Milton Keynes in 2017. This brought OLE close to its principal ultimate Client, Network Rail and provided similar business and staff benefits as the relocation to Derby had a few years previously. OLE has a developed a broad client base which includes principal and specialist contractors along with design organisations

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Electrification

and provides a broad range of overhead line engineering support services covering the whole lifecycle from project inception, through design, construction and commissioning and equipment upgrades and renewal. OLE has a range of specialist engineering suppliers covering civil engineering, EMC, structure design, track design, signalling design and signal sighting. This established supply chain enables the provision of design packages to clients which have the interfaces with all relevant engineering disciplines managed through the IDC process. Engineering excellence OLE’s team of engineers and technicians have experience in all types of overhead lines installed in the UK from the ex-DC systems dating from the 1930s right up to the latest UKMS range. This breadth and depth of experience enables the production of design solutions for any project. A cornerstone of OLE’s design approach is to utilise value engineering techniques to minimise the amount of work required whilst achieving the client remit and full compliance to standards. The approach results in reduced whole life costs, reducing both initial costs through reduced work

OLE

required and operational costs with less infrastructure to maintain and ultimately renew. A significant highlight for OLE was the conversion of a headspan structure to a portal, by utilising the existing masts, on the ECML at Potters Bar in March 2014. This is a first for the UK and had been an aspiration of electrification engineers for many years. The conversion to a portal allowed each line to be mechanically independent from the other lines which leads to a huge increase in system reliability as defects on one line are not cascaded to adjacent lines. It also vastly simplifies future adjustment for OLE as each line can be worked on independently. Projects A regular client is the Spencer Group, for whom OLE has produced design for a range of projects including modifications to ECML depots for the introduction of IEP trains. A highlight of the IEP works is the introduction of a retractable conductor bar system at Bounds Green Depot. OLE has a long-standing relationship with Furrer+Frey, commencing in 2008 with the GE OLE Renewals project and continuing in to the future with the refurbishment of the OLE on the Thameside routes.

Future expansion With established offices in Derby and Milton Keynes and a diverse range of clients across the rail industry, OLE is well placed to support a wide range of rail projects. It is expected that both offices will expand over the next two years, as the CP6 work bank comes to market. As Network Rail brings more work in house, OLE has contracted directly with Network Rail in two routes and seeks to form relationships with the remaining routes. OLE believes that there is a bright future for rail electrification in the UK, if the challenge of value for money can be achieved. A significant factor is the production of highly accurate design to programme and this is the service that OLE provides. Accreditation OLE has recently completed the transition to ISO 9001:2015 with the successful completion of a recertification audit of its Business Management System. OLE holds RISQS accreditation to all codes relevant to OLE design. Tel: 01332 342122 Email: contact@OLE-Limited.co.uk Visit: www.OLE-Limited.co.uk

For more information contact Keith Orgill on 01332 342122 or email Contact@OLE-Limited.co.uk

Limited

Overhead Line Engineering Limited is an independent railway electrification design and consultancy business. OLE Limited was founded in 2008 and has grown organically to the present team of twelve engineers and technicians. Our team of highly experienced engineers have experience of all types of OLE installed in the UK. We provide a broad range of overhead line engineering support services covering the whole lifecycle from project inception, through design, construction, commissioning and equipment upgrades and renewal. Current projects include Midland Main Line Electrification, Mark 1 Midlife Refurbishment and Stevenage Turnback. We are always looking for the right people to join the team. Please email your CV to contact@OLE-Limited.co.uk

4B Mallard Way, Pride Park, Derby DE24 8GX

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West Anglia Main Line Capacity Improvement (WAML) Pod-Trak is working on the West Anglia Main Line Capacity Improvement Project (WAML) for Volker Fitzpatrick, on behalf of Network Rail

P

od-Trak mobilised onto the site in October 2017 and within the first 6 months has successfully delivered substantial elements of its scope. The expectation is that Pod-Trak will remain mobilised on site until February 2019, when it completes the final activities of overhead line wiring and registration. WAML is a rail improvement scheme aimed at increasing train and passenger capacity to a new housing development at Meridian Water, on the edge of Harringay, London. The WAML project includes 3.4 miles of new rail infrastructure adjacent to the operational Lea Valley lines. The route includes a new rail junction at Lea Bridge, capacity improvement at Tottenham Hale station and new stations at Northumberland Park and Meridian Water. Pod-Trak is contracted to undertake the multidisciplinary package of track formation earthworks, bridge structural civils, Permanent Way (PWay), piling and Overhead Line Equipment (OLE). With this broad and significant scope of work, PodTrak is providing the project management, construction management, planning, engineering, supervision, safety critical, and production teams for these elements of work. Pod-Trak is undertaking the earthwork formation and track drainage along the route of WAML. Excavations along the length of the route are dug to design levels, filled, and then compacted with a base course of type 1 material. After this, a layer of ballast (13,000T in total) is laid and compacted to level in readiness for track panel installation. Plate stiffness testing is completed to assure the structural integrity of the formation layers of sub base and bottom ballast along the length of the route, at 50 metre intervals. All earthworks muck away and bottom ballast deliveries are undertaken by train during weekend possession and isolation, digging directly into the train, and unloading directly into the new formation where possible. This highly efficient earthworks methodology has minimised project cost and eliminated the risk of working Adjacent Line Open (ALO). However, where local site constraints demand an alternative methodology, systems of work have been planned and implemented to facilitate ALO working. All plant including excavators, dumpers and rollers required for the earthworks and formation, have been

supplied by Pod-Trak from its fleet of civils plant. Structural civils Pod-Trak has completed all structural civil works associated with three under bridges along the route, including concrete piling, reinforced concrete abutments and decks, sheet piling, reinforced concrete retaining structures, bridge abutments, wing walls and formation transitions. Pod-Trak’s structural civil works interface with the general public, and the River Lea. With these sensitive environmental interfaces, pedestrian management and potential watercourse pollution has required specific and detailed consideration. Pedestrians have been managed through segregation of the worksite and temporary works have been designed and implemented as a primary measure to prevent watercourse pollution. All Pod-Trak’s structural work on the project is now successfully complete. PodTrak is constructing all 3.4 miles of new plain line track on the new WAML route, including a new junction layout at Lea Bridge, and just under 10 miles of existing line tamping to a new optimised track geometry. The new track is constructed in panels and plated to form a route, to facilitate all remaining PWay and OLE construction activities. All major PWay materials, including track panels, are delivered under possession by train and unloaded by a Kirow crane directly into their final position on the completed track formation. Top ballast is again delivered by train and unloaded by RRV in readiness for tamping operations. When the plated track panels are tamped to final line and level, it is planned to re-rail through the site with Continuously Welded Rail and stressed to complete the plain line element of the PWay works.

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Key contract facts Project title: West Anglia Main Line Capacity Improvement (WAML) Project duration: August 2017 – January 2019 Customer: Volker Fitzpatrick (Principle Contractor) Scope: Earthworks, structural civils, permanent way, overhead line Scope value: £11 million To link the new route to the main line, a new junction is to be installed at Lea Bridge. To enable the new junction, a plain line renewal of approximately 300 metres of the operational lines is to be completed before installing new modular S&C panels. The S&C panels are also delivered by train and offloaded and positioned into place by a Kirow Crane. The S&C and renewal sites are within the operational railway and will be subject to Critical Rail Temperature (CRT) management to Pod-Trak’s CRT Plan. In addition to the track panels, Pod-Trak’s PWay scope also includes the installation of approximately 100 cable management sleepers and 52 insulated rail joints. Overall the PWay works are completed over 20 main line possessions, and 30 weeks of ALO working. All PWay plant is supplied from PodTrak’s Road Rail fleet and all Kirow Cranes are supplied directly through Pod-Trak. Pod-Trak is undertaking all OLE related works on the project, including reconfiguration of existing, and installation of new equipment, all of which are split into 3 discrete phases. Phase 1 OLE reconfigurations at 45 existing structure locations; at the 3 passenger stations, Tottenham Hale and the new stations at Northumberland Park and Meridian Water. The existing Lea Valley line OLE required remodelling to facilitate the new stations and station features. This included the installation of new OLE foundations, masts and small part steel and a transfer of the existing OLE. All works were completed under weekend possession and isolation, with material build-up preparatory works completed midweek. The OLE reconfigurations were part of a critical path to facilitate other project construction activities, all of which were fully


Electrification

suffered atrocious weather conditions of snow and freezing rain. Pod-Trak planned multiple additional contingency measures to ensure the works proceeded to plan and after a weekend of hard, cold work the team section proved the reconfigured OLE into service on time.

coordinated with the project and completed on time. Phase 2 Copper Mill Substation HV Upgrade, where Copper Mill OLE electrical feeds and sectioning reconfigurations were required as part of the upgrade. Included in this was the installation of new switchgear, feed cables, sealing ends and the repositioning of 2 neutral sections. Preparatory possessions were worked to prepare as far as possible for the reconfiguration, which included the installation of switching structures and associated OLE. However significant works were not possible prior to the switch over. Entry into service occurred over the first weekend of March 2018 where the work

Phase 3 In this phase, new OLE equipment is constructed. This includes 154 new foundations, 138 new OLE structures including portals, twin track cantilevers, and single-track cantilevers – all of which supports 7 OLE tension lengths. Foundations are predominantly driven circular hollow section, to maximise plant efficiency and minimise costs, all piling activities and main steel installation have been, or are planned to be completed in advance of the PWay installation utilising rubber tyre plant. The SPS and wiring activities are planned after the PWay is finalised to line and level to ensure the correct set up of the registration equipment. It is planned that all wire support points will be fully pre-registered and checked prior to wire running, to minimise efforts associated with final registration. Wire installation will be left as late as possible in the construction programme (early 2019) to minimise the risk of theft.

All plant required for the construction of the OLE system is supplied from Pod-Trak’s fleet of Road Rail Vehicles, including MEWP’s, cranes and test pantograph. Pod-Trak is proud to be delivering significant elements of the WAML project in a well-managed, coordinated, efficient, ‘right first time’ and safe manner. It has already delivered a significant proportion of the works on time, to an excellent level of workmanship and with no accidents. The project offers Pod-Trak an opportunity to demonstrate its capabilities and capacity. Tel: 0845 450 4190 Email:enquiries@pod-trak.com Visit: www.pod-trak.com First published May 2018 Rail Professional magazine

Tel: 0845 450 4190 Email: enquiries@pod-trak.com

www.pod-trak.com RAILWAY ELECTRIFICATION

RAILWAY ELECTRIFICATION

CIVIL ENGINEERING

CIVIL ENGINEERING

PERMANENT WAY

PERMANENT WAY

COMMUNICATIONS

COMMUNICATIONS

AIRPORTS

AIRPORTS

“Committed to Engineering Excellence” Pod-Trak is a multi-disciplinary infrastructure company established in 2007. Since then we have grown steadily, building strong and long lasting relationships with our clients. We work all over the UK and Ireland with offices in London, Manchester, Doncaster and Dublin. Head Office

www.pod-trak.com

Crove House 14 Aintree Road Perivale Crove House, Unit M Nasmyth Way, UB6 7LA 14 Aintree Road, Perivale, UB6 7LA

Email: enquiries@pod-trak.com

Eccles, Manchester, M30 0SF

Manchester Office

Unit M James Nasmyth Way Manchester Eccles M30 0SF Cert no: 8189 ISO 9001

Cert no: 8189 ISO 14001

ID:003230

Rail Professional Industry Reference Book 2019 Page 197


Electrification

Electrification and the potential for South Wales Noel Dolphin from the Campaign to Electrify Britain’s Railways highlights the tangible benefis that can be generated from the electrification of the South Wales Metro

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he outcome of the Wales and Borders Franchise is hotly debated in Wales. From the initial announcement by the Welsh Government of the franchise, then the formation of Transport for Wales in early 2016, the announcement of four bidders in late 2016 only to lose two bidders along the way, each step is met with growing interest. We are now days away from hearing who the new bidder will be. Uniquely to franchises in the UK, the Wales and Borders Franchise winner specifies what infrastructure improvements will be delivered and how the South Wales Metro will be shaped. So as the winner is announced the public in South Wales will also learn what they can expect from their future metro. Also, those in Swansea and North Wales will understand a bit more what they can expect from future similar Metro deals. Electrification has barely been out of the news since the inception of the UK’s national electrification programme and the subsequent delays and spiralling cost on Great Western. What has been less clear to the public is the local benefits electrification can bring. With a new train operator soon to be announced in Wales, we believe that now is the time to reiterate what can be achieved through electrification and what lessons can be learnt from Great Western electrification. Electrifying the Valleys If you travel through the Cardiff Valleys by

road or by rail, you will notice that there is a huge demand for transport. People travel between the region’s universities and colleges, to big industry such as GE’s large facilities in the area, or to the media hub and Welsh Government on Cardiff Bay. The Valleys are constrained by topography and act as natural funnels down to Cardiff; this means in the morning and evening peak there are long traffic jams on the roads and crush loading on the trains. This constrains economic development and is a drain on human potential. There is a clear and palpable feeling in South Wales that things need to improve in order to increase the region’s connectivity and improve its economy. In May, as part of the work of the Campaign to Electrify Britain’s Railway I spent some time on the platforms of Taffs Wells Station on the Merthyr Tydfil and Aberdare branches. I saw how busy the platforms were all day long despite Taffs Wells only being a small town. I also watched the slow diesel Sprinters chugg their way by, picking up passengers as they ambled along. In the past year, I have met businesses and employees from all over South Wales and the Cardiff Valleys. From companies using additive manufacturing machines to create human medical implants, Chinese IT companies setting up UK offices in South Wales, aviation companies and of course railway companies. These hi-tech industries hope to transform South Wales, what a contrast with the current diesel Sprinters making their way across the Cardiff Valleys.

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Ken Skates, the Cabinet Secretary for Economy and Transport, wrote to me last month confirming that there was £120 million set aside for electrification of the South Wales Metro in a rolling programme. If ever there is a project that might succeed it is one that is based on a steady rolling programme. If we compare the difficulties of Great Western to the Scottish electrification programme, we can see the stark contrast. In Scotland, they have been quietly and steadily building electrification and delivering benefits for passengers. Scotland is approaching the magic ratio of £1 million for every thousand metres of electrification that the original business case for a national electrification programme was based on. Compare this to Great Western, which had an ambitious programme deadline and has been chasing time ever since, resulting in rising costs. The scale and difficulties that the Great Western programme has overcome are immense, but it has come at a cost. The benefits will be there for passengers now and in the future, but right now it leaves a bitter taste. There is still a business case for electrification; the resent National Audit Office report confirmed this. Electrification projects had been cancelled due to cost not due to diminishing benefits. Now is a good time to reiterate those benefits: Environment: tackling local air pollution issues, but also support wider climate change goals Reliability: electrification has improved reliability compared to diesel trains, and reduces wear on track Metro Service: new services require faster trains, faster acceleration, more frequent


Electrification

trains for a new timetable these can only be delivered by electric trains Reducing road use: modern, fast, frequent and reliable trains attract people out of cars. Universal benefits The benefits are not just limited to local passengers. As I stood at Taffs Wells Station, I saw lorries from local fabricators carrying electrification gantries heading towards Great Western. Those local fabricators are looking for the next project after Great Western. I also travelled to Coleg y Cymoedd, the phenomenal local college in the area. While there I visited their state-of-the-art electrification training centre, waiting to

train the next generation of apprentices for installation and also maintenance. Money spent on upgrading infrastructure through electrification is generally spent locally. As I travel around the UK I am often asked about how we can prevent cost increases on Great Western reoccurring elsewhere. I look to success stores around the UK and Europe. I have discussed both with teams in Scotland but also a dozen electrification companies around Europe and common themes have arisen. Most European electrification is delivered cost-effectively by counties that have a slow and steady rolling programme of electrification. This means managers, engineers and installation teams build skills steadily and lower unit costs year-by-year. Experience and knowledge take years to develop but evaporate in the boom and bust cycles of UK electrification. South Wales Metro electrification programme be delivered cost-effectively, by following the lessons learnt of hundreds of other successful programmes across Europe: • A steady rolling programme; sensible dates, sensibly planned • Chose technology that is appropriate for the Valleys, discontinuous electrification

needs to be considered for those areas that would otherwise drive higher costs • Train local people to build and then subsequently maintain the railway • Rationally sequence work once the final plan for the Metro is known • Align the goals of the TOC, the infrastructure companies and Transport for Wales. We believe that South Wales Metro can be a beacon for the region and the world. A modern metro can provide the economic spark for the region. Electrification can bring real tangible benefits for the passengers and the region. About the Campaign to Electrify Britain’s Railway The Campaign to Electrify Britain’s Railway is campaigning to create a rolling programme of electrification on Britain’s Railway in order to double the percentage electrified by 2040. For more information, please contact them by email: info@railwayelectrification.org First published June 2018 Rail Professional magazine

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Electrification

A new venture in rail As the designer and manufacturer of the pre-eminent reinforcement and anchoring solution for masonry structures, Cintec has cemented its reputation internationally

F

or over a quarter of a century, Cintec has secured and reinforced historic and historical buildings, masonry bridges, monuments, railway structures, retaining walls and harbour walls. The patented Cintec reinforcement and anchoring system is straightforward: injecting a proprietary cementitious fluid grout into an anchor surrounded by a fabric sock, which has already been placed in an oversized drilled hole. The reinforcement system’s ingenuity lies in its versatility. Drawing on decades of experience and testing, Cintec’s designers can customize it to any specification. Cintec International has supplied Network Rail and formerly British Rail and many county councils and local authorities with anchors and reinforcement for over 25 years, both directly and through Cintec’s approved contractor network. Cintec and its partner companies offer a complete diagnostic service on all masonry and stone bridges and structures, from initial assessment and a finite element design process through to anchor installation and completion. The Archtec system Archtec is a novel method of strengthening

masonry arch bridges which firstly involves an accurate method of assessing bridge structural performance, and then the use of retrofitted reinforcement through the application of Cintec anchors. This type of strengthening has been described as ‘key hole surgery’ for bridges because of the absence of any major intervention and the complete invisibility of the work. Generally, construction comprises retrofitting stainless steel reinforcement around the circumference of the arch barrel. The reinforcement is grouted in to holes drilled in to the bridge with a diamond coring rig from the road surface or, alternatively in the case of multi-span structures, from below. India and Greece rail works Cintec Rail, part of the Cintec International Group, has used the Archtec method of assessment and repair system on the upgrading of eleven Railway Bridges on the Diakopto to Kalavryta line south of Athens. This rack and pinion railway runs from Diakopto at sea level to Kalavryta. The work was to strengthen the arches, piers and abutments before new bearings and track repairs are undertaken. Cintec India ran a health monitoring programme with the Indian Railways using

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Archtec. This programme monitored and reported on the results of a 1,000-tonne train carrying stone over a number of railway bridges and took place for one year from March 2007 with quarterly reports on the bridges movement being recorded. Since then Cintec has been heavily engaged in pricing and evaluating a number of bridge strengthening projects. Electrification projects The work, which is essential to the electrification process, involves utilising Cintec’s patented anchoring systems to support the weight of the gantries which will hold the cables needed to electrify the lines, and in some cases to strengthen railway bridges and viaducts to which the gantries are attached. At Middleton Railway viaduct and Castlefield Railway Viaduct Manchester, Balfour Beatty Rail Projects was charged with electrifying the line. New gantries were installed which hold the electric cables and loads of up to 120kN. 80 anchors were supplied and fitted for the 22 gantries which were installed over a distance of two miles. These anchors were up to 6 metres long and went into the brickwork at a 45 degree angle. In some places it was necessary to drill through the viaduct horizontally for


Electrification

viaducts which would not take the weight of the new entrance so the engineers had to detail a structural steel frame to support the arches. Anchors had to be installed vertically into the brickwork with high load capacity and the shear load requirements to support the structural steelwork. Various sizes of Grip Bar anchors were used to meet 75k/N load requirements.

11 metres to enable installation of the cantilever gantries. Electrifying Gospel Oak to Barking The new cabling installation needed to complete the electrification requires OLE gantries to be fixed to the spandrel walls of the existing viaduct structures between Gospel Oak and Barking. The installation and location of the gantries are on both sides of the viaduct for three distinct viaduct lengths. Cintec was brought in to the team at the design stage, and worked closely with the lead engineers AECOM and assisted by Intuition Engineering to develop a workable anchor solution for a standard gantry support bracket design. The loads varied considerably depending upon the type of OLE structure design, making completing an overall design very challenging, but Cintec was able to offer a bespoke solution with roughly 6 anchors per bracket ranging from 3.00m to 8.50m in length and consisting mainly of 30mm Cintec solid bar anchors in core drilled holes from 76mm to 102mm diameter. Crossrail and Thameslink Cintec is currently working with Lundy Projects, Balfour Beatty Rail and other consultants on a number of projects within the Thameslink and Crossrail schemes. The company’s involvement with Crossrail has entailed supplying and installing thousands of specialist Cintec stud anchor fixings to support and connect structural steelwork. These were inserted into existing buildings over and along the line of the new Crossrail tunnels to prevent subsidence problems from arising. Additionally many structural anchors were installed at potentially weak areas of structures to reinforce them and prevent cracking whilst tunnelling was carried out.

on the Thames Link as part of the main line upgrade. This project on the Western Approach Signal Gantry just outside London Bridge station demanded close cooperation with Lundy Projects and main contractors Balfour Beatty for reinforcing masonry and anchoring. Cintec supplied and installed all the anchors for fixing the new gantries to the brickwork of the viaducts upon which they are placed as cantilevers over the railway lines. All anchors have been high load threaded bars 30mm diameter in a 76mm diameter diamond core drilled hole and between 4 and 9 metres in length. The drilling and installation had to be to a very high degree of accuracy to ensure perfect alignment with the major steelwork support structures. Mainline station works Leeds station proved to be an interesting project. A new entrance and ticket area was being built along with a complete refurbishment. Cintec was called in by Mott MacDonald when its engineers came across a serious strengthening issue. The station was constructed on top of a series of arches of

Remodelling stations Cintec’s work at three major London stations, Waterloo, King’s Cross and London Bridge, is ongoing, and has been vital to the remodelling and upgrading projects taking place. Working with an alliance of AECOM, Colas Rail, Mott MacDonald, Network Rail and Skanska on Waterloo the Cintec anchor system was used as high load holding down anchors for the new canopy link between the new and old stations. In this case, it is Cintec’s ability to provide a bespoke system for the problem that has enabled these projects to be so successful. The great flexibility of designs available to the engineers has enabled a large variety of structural challenges to be met utilising Cintec’s anchors. The future Cintec is proud to have been involved in the work that has already taken place improving the UK’s rail system, and plans to continue to expand into the rail upgrading programme with partnering arrangements with prime suppliers to Network Rail in addition to advising professional design practices on practical and cost effective structural solutions. Ongoing product and engineering development work will enable Cintec to provide even more inventive solutions to structural problems within the rail assets to continue to improve the UK’s rail infrastructure. Tel. 01633 246614 Email: hqcintec@cintec.co.uk Visit: www.cintec.co.uk First published May 2017 Rail Professional magazine

Signal gantry supports Projects include recently completed work Rail Professional Industry Reference Book 2019 Page 201


Airborne 10RT is an absorption technology that has been designed to absorb total suspended particulate matter (TSPM) when introduced in to the atmosphere via an APPS Track Side PIRA (TSP) or an Airborne 10RT nozzle dust suppression system which have been specially designed and manufactured to ensure that the correct micron size and volume are delivered allowing the hydrophilic and hydrophobic tails within the Airborne 10RT to help remove particulate matter.

APPS UK Ltd are much more than a speciality dust suppression and odour control supplier, every day we help our customers tackle their toughest challenges. We undertake this by providing solutions

The Track Side PIRA has been specifically designed for the Rail Industry to deliver Airborne 10RT into the atmosphere. This will help absorb particulate matter generated from a multitude of operations from, ballast drops, tamping, DEEE, vehicle movement and general dust and odour related issues. The TSP is a self-contained mobile unit which will produce a 40 micron water droplet from the rotary atomiser and when infused with Airborne10RT will absorb total suspended particulate matter. The frame is constructed of mild steel which is situated on wheels along with 4 x lifting points for easy manoeuvrability around stations, platforms, track, rail trolleys and tunnels. The TSP is fitted with a self-contained water tank, generator, pump, control panels and a multifunctional 285 degrees rotary atomiser head and hydraulic arm with a height restriction of 2400mm and offering fantastic versatility for any operation.

that

improve

operational

efficiencies,

enhance

product quality, protect plant assets and minimise environmental impact. We implement and support these solutions through our experienced team of consultants who work side-by-side with project managers to ensure a total managed solution.

DustMac77 TrackSeal is formulated to form a strong bond that seals loose particles that would normally become airborne when disturbed by wind movement from trains or vehicles. The coating is applied after the new ballast has been laid sealing the loose dust particulates with a semi-permanent shell which protects against wind erosion, reducing atmospheric dust particles being emitted from air movement from passing trains and improving your safety. APPS UK encrusting products provide excellent pile sealing, slope control and rail car topper solutions.

APPS UK LTD

www.apps-group.com

Unit 3, Paisley Works,14 Windover Road, Huntingdon, PE29 7EB T: +44 (0)1480 458888 E: sales@appsuk.com


Environmental

Dust Suppression APPS UK is a company which has dedicated decades of developing a strong track record of offering tailor made solutions to remove odour and dust issues within working and public environments

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PPS UK was approached by rail industry contractors to demonstrate its systems and technology in treating the serious issue of dust both underground and over ground. Following extensive trials and testing its technology namely Airborne 10RT, was embraced and has since been utilised on a multitude of live blockades, signalling and engineering works around the UK, such as Liverpool Lime Street, Derby, Dorridge and North Wembley just to name a few. The company’s success with the aforementioned dust suppression projects have advanced it to trialling our DustMac77 on the London Underground. Airborne 10RT is an absorption technology that has been designed to absorb total suspended particulate matter (TSPM) when introduced in to the atmosphere via an APPS Track Side PIRA (TSP) or an Airborne 10RT nozzle dust suppression system which have been specifically designed and manufactured to ensure that the correct micron size and volumes are delivered in to the atmosphere allowing enough retention time for the hydrophilic and hydrophobic tails within the Airborne

10RT to help remove the total suspended particulate matter. As the rail projects have progressed throughout 2018 APPS UK has spent time listening to project managers and track operatives to get even better results by not just modifying its existing mobile equipment but going back to the drawing board. APPS accepted the challenge of weight, flexibility, mobility and rail’s longstanding problem of water supplies. Together with all the information and dimensions ascertained, APPS redesigned and engineered a mobile unit that fulfils the rail requirements for suppression of dust and DEEE’s namely The Trackside Pira (TSP) which was successfully launched mid-2018. The Track Side PIRA has been specifically designed for the rail industry to deliver Airborne 10RT into the atmosphere. This will help absorb particulate matter generated from a multitude of operations from, ballast drops, tamping, DEEE, vehicle movement and general dust and odour related issues.

The TSP is a selfcontained mobile unit which will produce 2.8 million 40 micron water droplets per litre per hour, the standard set up for the unit is 30 litres per hour. The frame is constructed of mild steel which is situated on wheels along with four lifting points for easy manoeuvrability around stations, platforms, track, rail trolleys and tunnels. This TSP is fitted with a water tank, generator, pump, control panels and a multifunctional 285 degrees rotary atomiser head and hydraulic arm with a height restriction of 2400mm and weighing in at 480kg fully laden offering fantastic versatility. Water is not an issue as all product is premixed and stored prior to the commencement of a project. The problems associated with ballast dust are long standing and originate from where the ballast is stock-piled at depot. From loading onto trains, travelling to a location

Rail Professional Industry Reference Book 2019 Page 203


Environmental

where track is being replaced, unloading the new ballast after the old one has been dug up and reloaded onto the train, the dust problem is continuous during every operation. Then following replacement of track and completion of works, the first train that travels through that area picks up the trackside dust and forces it further up the track and out of the tunnels towards the platforms. The dust issue is merely moved from one area to another. The solution is to

pre-treat the ballast prior to loading with Airborne 10RT, treat again whilst works are ongoing and the ballast is being unloaded, treat the air during track replacement works which will clean the air for the rail employees and then treat the areas besides the track which will eliminate dust being forced up the track from the first oncoming train following works completion. DustMac77 TrackSeal is formulated to form a strong bond that seals loose particles that would normally become airborne when

disturbed by wind movement from trains or vehicles. The coating is applied after the new ballast has been laid sealing the loose dust particulates with a semi-permanent shell which protects against wind erosion, reducing atmospheric dust particles being emitted from air movement from passing trains and improving your safety. DustMac77 can also be applied to inner tunnel walls to help prevent dust lift from passing trains and general wind agitation. APPS UK encrusting products provide excellent pile sealing, slope control and rail car topper solutions. Tel: 01480 458888 Email: Sales@appsuk.com Visit: www.apps-group.com

VEGETATION MANAGEMENT

Herbicide Application on and off track weed killing • Japanese Knotweed Eradication Tree Management • Pest Control • Fencing Services

For more information please call 01379 384200 www.encompassenvironmental.co.uk Page 204 Rail Professional Industry Reference Book 2019


INNOVATION FOR RAIL | Lightweight Concrete | Retaining Wall Systems | Trough Security & Handling Anderton Concrete Products Ltd is a market leading manufacturer of concrete rail products, and retaining wall systems with an unrivalled reputation for quality, design & innovation. Our products

include Anderlite lightweight concrete troughing, cable route security systems, and trackside trough handling tools - with full support from our experienced sales & technical team.

To find out more about a pioneering company that is now part of the Ibstock family, get in touch today by calling 01606 79436 or visit www.andertonconcrete.co.uk


Reliability Made by Schaeffler More Endurance. Higher Load Capacity. In an increasingly dynamic world, bearings and system solutions from Schaeffler not only help railways prepare for the challenges of the future, but also improve their safety. Coordinated solutions are developed in close partnership with manufacturers and operators for any bearing application in rail vehicles. The expertise and comprehensive technical knowledge of the specialists in Schaeffler‘s Railway Sector Management are in demand in a wide range of projects, including high-speed transportation, freight transportation, and local transport in the world‘s growing megacities. For more details please visit: www.schaeffler.co.uk.


Fleet Manufacture & Rolling Stock

Bearings and condition monitoring for the rail sector The Schaeffler Group is a global automotive and industrial supplier that manufactures high precision compnents and systems for engines, transmissions and chassis applications

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chaeffler also manufactures rolling and plain bearing solutions for a large number of industrial applications. In 2017, the company generated sales of around £14 billion. With 92,000 employees, Schaeffler is one of the world’s largest family companies with approximately 170 locations in over fifty countries. Schaeffler UK’s head office is located at Sutton Coldfield in the West Midlands. From this purpose-built office and warehouse, the company provides sales, marketing, engineering services and logistics for all its bearing products. Schaeffler has more than a hundred years’ experience in the rail industry, with applications including axlebox bearings and housings, bearings and components for traction motors and gearboxes, railcar connectors, tilting technology and bearings for train doors.

in maximising availability and is highly dependent on the health of the drive system (i.e. traction motor and gearbox). Rolling bearings are a key part of these drive systems. If bearings fail unexpectedly, this can result in serious damage to other equipment and loss of operation in-service. During operation, equipment reliability depends heavily on the type of bearing selected as well as on correct installation, operation and maintenance. Due to improvements in manufacturing technology and materials, bearing fatigue

life, which is related to sub-surface stresses, is not generally the limiting factor and probably accounts for only a very small percentage of failures. Reactive versus predictive Equipment degrades with age and usage and the commonly used ‘reactive’ approach to maintenance by fleet operators involves fixing problems only after they occur. While this may appear to be the simplest and cheapest approach in terms of upfront costs for maintenance, when problems do occur,

Condition monitoring of rail traction motors The operational reliability of railway rolling stock, in particular passenger trains, is key

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Fleet Manufacture & Rolling Stock

these can often result in costly secondary damage, along with costly unplanned service outages, recovery costs in the case of serious failures, as well as loss of reputation and asset availability. In Preventive Maintenance strategies, equipment is overhauled on a regular basis regardless of the condition of the parts. This normally involves scheduling of the train in the depot where equipment is inspected, removed and replaced, or overhauled irrespective of whether it is needed. This approach may reduce failures before they happen but it also leads to increased maintenance costs as parts are replaced when they don’t need to be. There is also a risk of human error during the time the train is taken out of service for repair, adjustments or replacing parts. If key equipment on the train can be monitored in such a way as to obtain advance warning of a problem, significant cost savings can be made by avoiding unnecessary repairs and removing the train from operational service. This approach is known as Predictive Maintenance. Remote condition monitoring Rail operators are increasingly adopting Remote Condition Monitoring (RCM) to monitor railway assets, including equipment condition onboard the train as it operates in-service, in order to predict which parts are likely to fail and when. In this way, maintenance can be planned and there is an opportunity to change only those parts that are showing signs of deterioration or damage. Problems can be detected in advance and maintenance is performed only when needed. However, while the use of RCM is receiving much attention, these systems are often expensive to install and interpreting the data can be difficult. Interpretation of data is just as important as collecting data in the first place. A misdiagnosis can lead to the unnecessary removal of rolling stock from in-service operation, poor asset availability, lost revenues and customer dissatisfaction. Consequently, Schaeffler UK decided to investigate whether depot-based vibration measurements, using an underfloor wheel lathe to rotate the wheelset, could be used to assess the condition of the traction motor and gearbox. Routine wheel turning Wheel lathes generally operate in the range sixty to a hundred metres a minute. This means that for a wheel diameter of 800mm, axle speed is 24-40rpm. For a typical 4:1 reduction gearbox, traction motor speed would be 96-160rpm respectively. The advantage of this type of measurement is that the condition of the drive system can be easily assessed during routine wheel turning. This simplifies the whole process and is more cost effective as large capital investment, installation of equipment and extensive training are no longer necessary.

Working closely with a number of different fleet operators, Schaeffler UK adopted this unique approach by using vibration measurements to assess the condition of traction motors without the need to remove equipment from the bogie. Six separate studies were undertaken on high-speed passenger trains involving a wide range of traction motor makes and sizes, from 8MW high speed trains down to light rail-vehicles. Each study successfully identified potential failures of bearings in traction motors early, thus avoiding any catastrophic failures or repairs. Potential failures were identified on ball bearing and cylindrical roller bearing components such as inner and outer ring raceways, cages and rolling elements. These signs of damage appeared in the form of abrasive and adhesive wear, spalling, fatigue, corrosion, fretting, cracks, false brinelling

and degradation of grease. The studies provided valuable information to fleet operators about the condition of bearings and other rotating components on traction motors. If left undetected, these worn or damaged components may have resulted in catastrophic failures of traction motors, with possible disruption to operation in service. For a copy of the full report, email info.uk@ schaeffler.com Two new rail products Schaeffler has developed two new products for cylindrical rolling bearings that offer distinct advantages for the rail sector. The MPAX brass cage for cylindrical rolling bearings is a robust, rib-guided, single-piece solid brass cage, which is extremely resistant to vibration and shock loads. The MPAX cage has a higher load carrying capacity for radial centrifugal forces (higher radial rigidity) than its predecessors and is also suitable for very high speed applications. In terms of the rail sector, cylindrical rolling bearings with MPAX cages are particularly well suited to final drive gearboxes. Over time, Schaeffler expects the MPAX brass cage to gradually replace the previous cage types. With MPAX, Schaeffler has improved the overall cage design by reinforcing the side edges, optimising side edge thickness and optimising the pocket corner radius position, resulting in reduced maximum stress on the pocket corner radii. Fatigue effects occur only when very large forces are applied. The cage is always rib-guided on one ring and the rollers can be removed. New ceramic insulation coating In addition, Schaeffler has developed a new ceramic insulation coating for rolling bearings (including cylindrical rolling bearings) with outside diameters from 70mm to 800mm. Applied to the outer ring, the new Insutect A J20G coating is a cost effective solution for preventing damage to bearings due to the passage of electrical current. The ceramic coating, which is approximately 700Âľm (0.7mm) thick, offers high capacitive resistance, high wear resistance and a disruptive (dieletric) strength of up to 5,000V DC. The coating helps prolong the life of lubricating grease and is suitable for bearings that operate in dry or damp conditions. The Insutect A coating is applied using the plasma spray method and sealed. Coating variants are available from Schaeffler to suit a range of different bearing applications such as rail and industrial three-phase electric motors. Tel: +44 (0) 121 313 5870 Email: info.uk@schaeffler.com Web: www.schaeffler.co.uk First published October 2018 Rail Professional magazine

Rail Professional Industry Reference Book 2019 Page 209


Over the past 21 years, Buckingham Group has established a strong track record for the safe, on-time, in-budget delivery of a wide range of complex, multi-disciplinary Railway Projects. Working collaboratively with our Rail Clients, we provide a fully integrated end-to-end delivery model, through all GRIP stages, encompassing: • Feasibility Studies • Option selection • Buildability studies and reviews • Outline and detailed design embedding Safe by Design • Project implementation • Commissioning, Entry into Service and hand back into maintenance • Project, and Programme management Multi-Disciplinary Rail Construction Services Include: • Rail engineering; civil & structural engineering • Stations and Passenger Area construction and refurbishment • Platform construction and extensions • Permanent Way, Construction, Raising & Lowering • Bridge Structures & Retaining Walls, including Piling • Lineside Structures, Foundations, Culverts • Earthworks, Embankments & Cuttings • Embankment construction, stabilisation & protection • Railway track beds & ballast operations • Major re-signalling schemes • Troughing Route • Station car parks; at grade, decked & multi-storey • Depots & Trainwash facilities Value Added Services In support of the above Construction Services, we also offer our Clients a range of value added services including: • Site Assessment, Surveys and Studies • Budget pricing to support business case development • Land surveying including 3D modelling linked to 3D / BIM Models • Planning services including design and full planning applications All Operations are undertaken under a full, Network Rail approved, Principal Contractors Licence (PCL) and all appropriate RISQS, RICCL commodities. Buckingham Group Contracting Ltd. Silverstone Road, Stowe, Buckingham, MK18 5LJ Tel: 01280 823355; E-mail: bd@buckinghamgroup.co.uk


Freight

Freight’s 2018 review Rail freight has had a positive twelve months, with investment in services and terminals enabling additional traffic volumes as well as attracting new customers

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his has been particularly noticeable as the railways in general have not been in a good place, with timetabling issues and passenger disruption hitting the

headlines. Rail freight has navigated this well, but any change in overall sentiment can and will impact on our sector. So, as always, Rail Freight Group has been working to ensure that the very particular needs of rail freight are not overlooked when considering changes to the way that the railways operate. Most recently, Government has announced its plans for a fundamental review of the railways, led by independent chair Keith Williams. We have met with colleagues across Government and the industry to discuss how freight is represented in this review as we know that passenger traffic tends to dominate the discussions. In the meantime, the Office of Rail and Road continued work on the Periodic Review of Network Rail for 2018 with draft determination issued before the summer. There has been good progress in embedding the Freight and National Passenger Operator (FNPO) route in Network Rail, although the supporting governance is yet to be fully in place. The market for rail freight has remained buoyant, and traffic levels have been stable. Freight operators continue to press for new business, and we have seen welcome investment from both operators and customers. There are too many projects to mention in detail, but particular mention must go to all those who are working to establish new terminals, and we have been pleased to see

the opening of iPort in Doncaster, planning consent for the new facility at Mossend, and other schemes progressing in construction and in the planning system. Without these terminals, rail freight will be constrained in its ability to grow. We have also been pleased with progress on network enhancements for freight over the year and look forward to the schemes at Felixstowe and Buxton completing early next 2019, along with other important

projects. The rail freight sector has recognised that we need to keep making the case for rail freight and to promote its benefits to politicians and statutory bodies as well as to the general public. Rail Delivery Group has recently published ‘Rail Freight: working for Britain’ which explains the many economic and environmental advantages. It demonstrates, for instance, that rail freight delivers £1.7 billion of economic benefit to Britain, including increasing productivity by lowering the cost of transporting goods and reducing road congestion. With each train removing 76 HGVs from the roads, research has calculated that the use of rail freight results in eight million fewer lorry journeys on Britain’s roads each year. Importantly, the benefits of rail freight are spread throughout the country. More than 60 per cent of the activity is focused in former industrial heartlands in Yorkshire, the Humber, the North West, Scotland and the Midlands, with more than 87 per cent outside London and the South East. We look forward to continued growth in 2019. Maggie Simpson is Director General of the Rail Freight Group

Rail Professional Industry Reference Book 2019 Page 211


Our experience will make all the difference, with in-house Access Planning, Safety Critical Staff & CAA Accredited UAV Pilots. We provide survey data for today and future BIM environments. Using the latest technology our services include Gauging • 3D Modelling Asset Management OLE • UAV Surveys

Signal Sighting S&C Surveying

0005

Call us on 01483 797111 to learn more. www.abasurveying.co.uk


Geospatial

Government adopts a Geospatial Initiative Geospatial means linking information to a physical location in our world, ever since mankind existed, the human race has always, even if subconsciously, relied on geospatial information

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imple information, like how to get from our cave to a water hole, to the hunting grounds and back to our cave is information that was initially committed to memory. Recovering this information from memory was often accompanied by increasing degrees of trial and error as we ventured further and further afield, and our knowledge base grew and grew. To avoid repeating these errors and to convey this information to others the early civilisations started to make diagrams which, as the centuries have rolled on and their knowledge grew, have developed into maps of ever improving accuracy and content. Our thirst for geospatial knowledge had started and requirements came in thick and fast. Sailors needed charts for navigation, the military needed maps for their campaign planning, engineers needed maps to inform their design purposes, and, some may say the most pressing requirement, the Government needed maps for taxation purposes. A clear lesson is emerging – without information we cannot manage. Survey history In 1791 the Ordnance Survey was born with the prime objective of informing military planning in the event of a French invasion. The Ordnance Survey still exists today and for the past 30 years has been a wholly civilian operation. The Ordnance Survey mapping covers the whole of the British Isles at varying scales and, in the absence of anything better, has been the backbone for recording asset information for most government, local government and statutory authorities for many years. However, OS mapping has significant accuracy, scale and content drawbacks that make this dataset unsuitable for the 21st Century:

• Outside the towns the aim was to achieve an absolute positional accuracy for two thirds of defined detail of 1.1 metres which means that all defined detail outside towns should be within 3.3 metres. • This is an analogue system whereby to interpret the geospatial information on the map we need a human brain. Consider the advances you have experienced since the advent of the computer and it’s associated technological spin offs and what we can expect in the future. • When did you last look at a map to plan and navigate your journey? Satellite Navigation is now the norm. • When did you last visit a site to assess the environment? Google Earth coupled with Street View now satisfies most requirements. • When did you last buy a camera or a roll of film? Digital sensors have ousted film and smartphones have ousted cameras for all but the enthusiasts. • When did you last post a letter or fill in a form? Emails and internet GUIs have largely replaced letters and form filling. • When did you last order or deliver a hard copy drawing? Every drawing is now wanted in CAD in order to enable the ongoing design work.

Let’s face it, we now live in a digital age which will only develop at a faster and faster pace as technology has done over the past decades and will continue to do so. We are already seeing driverless cars being tested on our roads and the uses to which drones can be put seems to be never ending. These two uses alone will create enormous demand for the management of our roads and airspace if we are to maintain access, operate efficiently and preserve safety. Artificial Intelligence (AI) will take over more and more of the objective tasks that we routinely do today in order to manage our assets efficiently and will leave us just with the subjective decisions about the world we want to live in. Artificial Intelligence cannot judge whether two objects are on collision course unless it knows exactly where those two objects are. So, information without geospatial has no place in this digital world. Geospatial expertise As part of its industrial strategy the Government recognises the opportunity to develop our geospatial expertise and is determined to ensure that GB is at the forefront of this development. In 2017 the Government announced its intention to establish a Geospatial Commission with a remit to develop a National Geospatial Strategy by 2019. A call for evidence was announced in August

• The system is based on a network of coordinated points that were observed in the 1930s with 1930s technology. This reference framework is referred to as OSGB36 and we know this has absolute positional errors of several metres in places. • A positional accuracy improvement programme was recently completed in 2006 with the aim of achieving an absolute positional accuracy for two thirds of defined detail in towns of 0.4 metres which means that all defined detail should be within 1.2 metres. Rail Professional Industry Reference Book 2019 Page 213


Geospatial

2018 and has now closed. Evidence has been submitted, among others, by the geospatial regulatory bodies, the Royal Institution of Chartered Surveyors, the Chartered Institution of Civil Engineering Surveyors and the Survey Association. The objective of the National Geospatial Strategy is to produce a geospatial database which is available to all and can be used for many purposes. Of course, the creation of such a database will bring responsibilities for accuracy, currency and content with safety and the elimination of risk being the main drivers. The exact strategy has yet to be published, of course, but we look forward to the formulative discussions with the commission over the coming months. Government research has calculated that between £6 billion and £11 billion will be the benefit to the UK economy from building on our excellence in geospatial data and technologies. Geospatial data is three dimensional and sub-surface, surface and above ground details with their non-graphic attributes will be brought together in the same database for the first time. Sub-surface data will include geology, mining, tunnels and underground services. Surface will include of course the familiar map detail, this time in 3D, but with significant additional content, detail and classifications such as use and ownership. Above ground details will include multistorey buildings, overhead services and controlled airspace. Better Information Modelling Reading BIM as ‘Better Information Modelling’ this is BIM on a national scale. So, where is the lesson in this for Network Rail? Network Rail has had a BIM policy in place since it was mandated by the Government in 2016.

The problem is that BIM has only been successfully rolled out for the major projects like Crossrail and Thameslink where good geospatial input has proved its worth. Major efficiencies and minimal redesign or rework have been the dividends and undoubtedly good geospatial input will now bring the same benefits for HS2. Most other work on NR is sourced on a discipline by discipline basis with no overview of the geospatial input needed to link the works of each discipline together. Purchasing is done by a ‘purchaser’ who is restricted to comparing suppliers by the bottom line and bottom line represents cost and not necessarily value. When purchasing at this discipline level the benefits of any good survey tend to stay within the discipline and are not shared. Unfortunately, in the interests of cost saving, the survey specification is often tailored to just what is required for that discipline and no more. Network Rail can and should do much better. They are way ahead of the Government’s National Geospatial Strategy in that they already have a very good set of survey specifications in the form of the NR/L2/ TRK/3100 series of standards. Network Rail should be aware of the Government geospatial initiative, align themselves with it and invest in geospatial to better manage their assets in future. Geospatial is a national asset for NR but it currently seems to disappear after every project and then needs to be reinvented at great cost for the next project. The National Gauging Database is the only one that is kept current and this is probably because it is driven by safety. An American study has found that allowing for redesign or reworking adds between five per cent and ten per cent to the cost of a project. Surveying for design purposes typically costs less than one quarter of one per cent of the project cost and will save ten times that if it is well done. Not a bad ROI. Over the last two decades the change from traditional surveying methods to current surveying methods, that is the change from analogue to digital, has been exponential. Survey today is faster, cheaper, more accurate, contains much more content and is derived from totally different data sets. We now use the point cloud as the data set of choice whether it is derived from 3D scanning directly or photogrammetrically from high resolution digital images. For major routes of possibly hundreds of miles we have train borne scanners. NR even have their own, affectionately known as the yellow peril. However, accuracy and resolution of these systems do limit their usefulness to the early GRIP stages. For schemes of six miles or so, mobile scanning using a track measuring device (TMD) is more appropriate. Modern track measuring devices are emerging that will

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produce a high-resolution point cloud at two and-a-half mph and the data is suitable for all GRIP stages. For schemes of less than a mile or so static scanning or UAV (drone) would be more suitable. UAVs are now in use that have flood lighting enabling night time photography. LIDAR scanners are becoming small and light enough to be carried by UAVs and will give accurate levels through all but the densest vegetation. Again, the data from these systems will continue to improve and is suitable for all GRIP stages. The point is that all these methods of collecting and recording the survey data are highly automated and, as a consequence, very quick and cheap to carry out. Other benefits are: • Train borne scanning can be done at line speed • TMD scanning can be done at two and-ahalf mph • UAVs (drones) can record 1,000 metres in less than half an hour. • Static scanning can cover 1,000 metres in less than four hours. There is no excuse for not carrying out the initial survey for design and the asbuilt survey after construction using these methods. The as-built dataset, properly registered to the project grid, will then become part of the geospatial asset database and be stored safely for future use. It is not necessary to ‘mine’ this dataset until it is needed. Even the ‘mining’ of the dataset is becoming reliably automated with object recognition improving all the time. As artificial intelligence develops it will interact directly with this new geospatial dataset without the need to ‘mine’ it first. The route for NR should be to invest in their geospatial data base and bring all their asset information onto a proper ‘fit for all purposes’ geospatial framework. This will require the recognition and establishment of a small dedicated survey section to hold, manage and be responsible for the dataset. It is probable that this dataset will be referenced to centimetres on an internationally recognised framework such as ETRS89. The survey section then should have the knowledge and experience to output all or parts of the database in any of the grid systems used by NR such as Snake Grid, Project Grid, Local Grid or National Grid which is appropriate for the use for which it is required while still maintaining the accuracy and integrity of the original data. A single unique geospatial database fit for any purpose in alignment with the Government’s Geospatial Initiative should be the NR goal. Remember – good surveying is not a cost – it is your insurance policy against risk. Tel: 01483 797111 Web: www.abasurveying.co.uk


13 th INTERNATIONAL RAILWAY INFRASTRUCTURE EXHIBITION

INSPIRING BETTER RAIL NETWORKS

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Problem Solving for Poor Ground Conditions

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sales@hadfabltd.co.uk Follow us in:

Your partner in Recruitment A K Recruitment Ltd is a market leading recruitment and project man-power specialist, providing skills and project solutions to the Rail sector (Contingent labour and Safety Critical), including plant operators on a temporary, permanent, contract or project basis. A K’s vision and mission is to work in partnership with our clients who are continually evolving and adapting to market change ensuring we deliver the right candidates into the right jobs and projects every time. We believe that only through a comprehensive understanding of our clients’ needs we can genuinely source the very best candidates and deliver recruitment and project expertise that enhances business performance and helps our clients win the war for talent. Our core values are based on ethics, integrity, honesty, transparency, compliance, discipline, responsibility and safety. Our client service philosophy is based on delivery, accountability, quality service, maintaining long-term client relationships and always exceeding expectations. A K has the capability to deliver highly competent skilled, and reliable labour covering multiple disciplines to the Rail sector. We provide our clients with a full skills matrix at planning stage to identify resource shortfalls and work with resource managers to ensure all key competencies are covered, our quality management process ensure that all our candidates are briefed and all HSQE issues are satisfied prior to entering site.

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Geotechnical

Integrated design and fabrication Had-Fab is a specialist fabricator for the power and rail industries allowing it a unique combination of a range of inhouse design services and the ability to provide installation

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ad-Fab has gained experience supplying a range of projects from OLE structures such as masts and gantries, SPS, through to trackside access systems. Due to its expertise in the power sector Had-Fab has also undertaken the design and fabrication of bespoke cable management systems such as cable trays and cable ladders. Inhouse design functions Had-Fab’s existing team of structural engineers have a wealth of experience in the electricity substation market where it provides support structure design and fabrication. It has transferred these skills across to the rail industry where it has designed trackside stairs and platforms (hybrid designs in both steel and GRP). Had-Fab has also designed the connections and splicing for super span lighting gantries. It continues to evolve into other areas and signalling structures is another area where we are making significant strides. Had-Fab is also in the unique position that it can offer a full geotechnical design function. Operating both as a standalone consultancy or as part of an integrated design and fabrication package it can provide the frontend design services the industry requires. These include site investigation, compilation of the geotechnical report through to foundation design (concrete, piles – both tubular and screw) and linking into the structure design and manufacture. This unique service not only simplifies the whole process with one supplier, it serves to reduce time delays typically

resulting from the queries from one supplier to another in a multi-consultancy supply chain. Investment Within the business Had-Fab has invested heavily in manufacturing equipment. Robotic welders have seen it dramatically improve its quality and efficiency. The small robot can weld smaller components such as cable hangers and anti-climb devices whilst the large robot can produce up to 15,000 OLE masts per annum – allowing Had-Fab to offer a ‘Fast Mast’ service of up to 150 masts delivered with ten working days. Flexible approach Had-Fab is committed to its customers to help them deliver their projects on time and

on budget. It offers a range of services which can be utilised as standalone functions or as part of an integrated package. Its key to success is communication with customers and understanding their requirements from start to finish whether tight deadlines or uncertain delivery dates. Had-Fab can provide the facility to store materials if site access is restricted or storage space limited, or if a call off requirement is suitable. Tel: 07860 855034 Email: sales@hadfabltd.co.uk Web: www.hadfabltd.co.uk Rail Professional Industry Reference Book 2019 Page 217


Geotechnical

Nothing cagey about solving cage problems Philip Hines, Chair of the Federation of Piling Specialists looks at standards in prefabricated reinforced cages

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he piling and diaphragm walling industry has long raised issues concerning the standard of prefabricated reinforced cages both from a safety and quality perspective and the Federation of Piling Specialists (FPS) as the sector’s representative body is extremely keen to improve standards. However, the FPS recognises that the issues are not one sided, with the Prefabricated Reinforcement Cage Suppliers having equally a number of concerns, which require the support and assistance of the piling and wider construction industry to address. The issues raised by FPS members include: • Bars and objects falling out of cages once delivered to site • Variability in quality standards • Some cage manufacturers not recognising the importance of health and safety culture or developing that within their businesses • Health and safety concerns surrounding sonic pipes and other items fixed inside the cages • Splicing systems. When it comes to splicing systems, users have their preferences, but suppliers consider them as their intellectual property and as such there is a real need for these systems to be risk-assessed especially in relation to tolerances and limitations. Improving the process A number of FPS members have been auditing suppliers’ facilities and defining their required standards but there is currently no common standard. Cage supplier’s concerns focus on the industry lead-in times being too short leading to inadequate time to prepare and unrealistic manufacturing periods with all too often notices of intent to accelerate appearing, which means having to start fabrication before designs are finalised. Other concerns include: • The recognition of efficient bar lengths longer than twelve metres, with 15-16 metres long bars being more ideal • The designing of cages for piles with helicals, not rings, to tie in with automated manufacturing processes • Designers varying cut-off levels for wall cages for every pile/panel even when differences are small, when it would be much more efficient to standardise cages where possible • Clients wanting different types of lifting

bands – inside/outside/triple wrap but then wanting different sizes, welding requirements etc. It’s clear that with such a spread of issues there’s a real need for the FPS to work with suppliers to overcome the challenges with the aim of improving standards and the efficiency of the process. The process has already begun with a meeting being held between representatives of cage suppliers and the FPS. One initiative proposed by the FPS is the establishment of a common standard to cover the manufacture and supply of reinforced cages. With such a standard, an audit could easily be developed and carried out by the FPS rather than by each and every piling company. With the results of the audit shared among FPS Members, the number of audits suppliers would have to submit to would be vastly reduced as well as the number of audits FPS Members have to carry out.

More importantly it should facilitate a way of ensuring continuing improvement in standards. Whilst members would always be free to use any cage supplier, it is clear that having established standards it will be difficult for members to use suppliers that do not meet these standards. Although early days the willingness of both parties to work together to solve what are quite complex issues, is almost a blueprint for the resolution of other problems in the sector. In the first instance, we will hopefully see progress made towards establishing a standard and an associated audit for the supply and manufacture of cages that improves safety, raises quality and improves efficiency both in the manufacturing facility and on site. Philip Hines is Chair of the Federation of Piling Specialists

First published October 2018 Rail Professional magazine

Rail Professional Industry Reference Book 2019 Page 219


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Geotechnical

The challenges of procuring ground investigation Philip Ball, Finance and Strategy Chair at the British Drilling Association explains how the BDA aims to improve procurement and tendering process for ground investigation

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rocuring ground investigation services is a tricky task. Neither Amazon or eBay market it and nowhere can you find a star rating for the hundreds of firms

involved! There was plenty of evidence at the 2017 BDA seminars ‘Emerging Best Practise in Ground Investigation for Linear Infrastructure Projects’ to reaffirm the difficulties that persist in the industry relating to the correct and appropriate selection of ground investigation specialists. For example, one delegate from a large organisation voiced the need for detailed, specific site investigation that meets the needs of the detailed design, whilst others voiced concerns over the general lack of recognition and status of the BDA – its aims and what it stands for, as well as the positive impact it is having on the wider drilling sector. From a client’s perspective ground investigation is often a necessary evil that they are told they need but don’t see the value in or carry any consequences for. Often then, the lowest cost is chosen not the best value. Frequently those procuring the work are not going to be involved with the follow-on project – land ownership changes, project teams move on or the scheme is put on hold. So, the consequences of a poor selection are not felt by those that make them. The sector is populated by everyone from single-machine operator/owners to multimillion-pound international organisations with sophisticated laboratories and digital everything. Some don’t have any plant or equipment and others have bespoke top-ofthe-range tooling. How can we make sense of this mix? Even informed clients and consultants – and there are still many – will struggle to be able to base their selections on rational argument. No amount of prequalification questions will reveal the real value or quality of a business; they are the minimum standards in most cases. The decline of in-house specialists in so many major organisations means that procurement of some services is misunderstood and mishandled which inevitably results in poor choices. Inappropriate forms of contract, incomplete specifications and miss-matched bills of quantities are commonplace. Then, when the work gets to site the

supervision and understanding of what is happening is non-existent or lacking. It is not a good situation in so many ways. New standards The SPOTLIGHT survey initiated in 2016 reveals the scale of some of the issues with some startling statistics: Compliance with codes and standards: 59 per cent of respondents had either a ‘good working knowledge’ or were ‘completely familiar’ with the Technical Standards. Procurement: 58 per cent agreed that ‘Inappropriate procurement processes discourage adhering to the Technical Standards’. Safety: 77 per cent of respondents either had a good working knowledge of legislation or were completely familiar with the legislation. In an attempt to make a small improvement the BDA has been developing a ‘Buyer’s Guide to BDA Members’. This is intended to provide factual information for any buying organisation to use to evaluate which specialists are appropriate for their scheme and what capabilities they have. Some information will be provided by member firms in good faith and some will be audited independently. The key facts most buyers need to know relate to the scale and complexity of their project; do the subcontract specialists fit the profile for the work I need doing? No client wants or benefits from a mismatched selection of tenderers. None of those pricing the work want to waste time and effort if the competition is not appropriate. Ideally the buyer will create an appropriate ‘playing field for everyone to drill through on an equal basis’. During the early part of 2018 the BDA rolled out the criteria for its members to review and comment upon. By the end of the year the return of the completed question set will become mandatory for members heading in to 2019. Then the results will be published on www.britishdrillingassociation.co.uk for reference along with the live records of all audited drillers. In this way it is intended that buyers can be more easily informed about the firms to choose and the site staff can be certain that they are using validated drillers.

There is no expectation that any of the above will guarantee that site operations will always go perfectly, or issues will not arise from time to time, but it is hoped that at least the procurement process will start off with the most appropriate firms being invited to tender for work that suits their skills and capacity. Philip Ball is Finance and Strategy Chair at the British Drilling Association

First published October 2018 Rail Professional magazine

Rail Professional Industry Reference Book 2019 Page 221


Geotechnical

SMARTer Ground Engineering As demand for rail services continues to rise and the impact of changes in weather patterns become more apparent, the need to deliver and maintain ground engineering projects while avoiding disruption to rail operations becomes ever more challenging

B

AM Ritchies is an award-winning ground engineering contractor, embracing these challenges within the rail environment, with a track record of delivering innovative, value-driven, successful projects. From the provision of digital ground investigation through to bespoke optimal geotechnical solutions, BAM Ritchies’ self-delivery of its ground engineering disciplines provides safe, right first time, sustainable success within the tightly constrained and controlled rail network. All rail enhancements, renewals or investment projects rely upon the ground to perform in a certain way. This knowledge is captured through ground investigation. BAM Ritchies has an extensive fleet, capable of undertaking any investigation, whatever the constraints, requirements or topography. Within the rail environment BAM Ritchies deliver its most innovative solutions. One solution aimed at reducing the costs of ground investigations is the development of slope-climbing drill rigs that can work safely without the need for temporary working platforms. The ability of these rigs to recover high quality samples and information has seen an increase in demand for their use on the rail network in recent years but safe operation on steep slopes requires careful and detailed temporary works calculations and provision of suitable temporary anchorage points and rigging/winching arrangements.

Cyclone drum Recent ground investigation works carried out at Brent Cross in North London saw the use of a purpose-built cyclone drum to control dust and other material arising during borehole drilling to prevent it affecting visibility and sighting distances for train drivers. It also significantly reduces exposure of the drill crew and others to harmful dust. Ground investigation is the collection, management and manipulation of big data. Through a combination of commercially

available digital tools and our its customised applications, BAM Ritchies has transformed this process, allowing field data to be recorded directly into digital forms that can cross check and validate the data on entry and be shared immediately with supervisors, engineers and customers. As well as reducing errors in data transfer, the rapid sharing of information promotes collaboration during the fieldwork period and enables decisions to be made promptly as more information becomes available.

Large scale, agile, ground investigations have recently been delivered on HS2, Transpennine, Borders Rail and Highlands Enhancement Project. BAM Ritchies continues to deliver ground investigations nationwide through CP5 and into CP6. BAM Ritchies brings more than 50 years’ experience, a reputation for innovation and its industry-leading use of digital construction to develop and deliver valuedriven geotechnical solutions in the rail sector. It thrives on resolving the geotechnical and logistical challenges associated with the delivery of a rail project. It is well prepared to support any company with its broad spectrum of geotechnical expertise, which is available in designing and constructing the right geotechnical solutions. Geotechnical Solutions: • Tie bars • Ground anchors • King post walls • Piling • Soil nails • Temporary protection fencing / rock fall fences / catch fences • Tunnel repairs • Hidden shaft investigations • Void investigations and treatment. Whether it operates as a specialist subcontractor to deliver the expertise a project requires or whether it acts as the principal contractor providing the overall scheme, BAM Ritchies has the capacity, capability and competence to ensure the project succeeds. Its inhouse design capability ensures that only the right solution for the identified

Page 222 Rail Professional Industry Reference Book 2019

problem is delivered on site. On the Hooley Cutting Stabilisation project, BAM Ritchies worked closely with Network Rail and designer, Arup, to develop an innovative design solution and method that enabled almost all of the work in the 30-metres deep, steep sided cutting to be carried out during normal railway operations. This significantly reduced cost, programme and the impact on nearby residents and other stakeholders. BAM Ritchies digital expertise has enabled it to reduce costs on site by virtually undertaking projects in its offices, well in advance of the mobilisation of plant to site. 3D modelling using software platforms such as Autodesk Revit and Synchro Pro has proven its worth on ground engineering schemes, where the importance of plant selection and access can be critical to the successful delivery of a project. This continued delivery through CP5, across the country has enabled BAM Ritchies

to invest in technology and its plant fleet. Building on ground investigation, it can be sure that of its capability to return more efficient and value driven solutions for rail customers. BAM Ritchies provides sprayed concrete and concrete repairs in the fields of civil engineering, construction, railway engineering, tunnelling and geotechnical work. A full ‘design and build’ concrete techniques service is offered that encompasses every aspect of: • Wet mix sprayed concrete • Dry mix sprayed concrete • Concrete repairs.


Geotechnical

The company’s unique level of service provision, combined with its large wellequipped workforce, means that BAM Ritchies is able to provide safe, innovative solutions to complex concrete problems. At Hooley Cutting, BAM Ritchies used sprayed concrete to create reinforced ground beams on 50 degree slopes instead of traditional shuttered solutions. It also uses spray concrete in combination with soil nailing and netting to deliver hybrid slope stabilisation solutions to meet specific requirements. With ever increasing pressures on space, piled retaining walls for slope retention are the norm. BAM Ritchies concrete techniques teams

often finish these piled walls with sprayed concrete to provide durable and aesthetically acceptable faces. Waterproofing can in be incorporated as required. Tunnel strengthening, and improvement works are a common requirement on the rail network and BAM Ritchies ability to investigate the need, design the solution and deliver the works can ensure the best value solution is delivered from a single organisation. All of this done using the inhouse fleet of plant and experienced, long serving personnel. Testing facilities With UKAS ‘Flexible Scope’ accreditation for geotechnical and materials testing, BAM Ritchies established and operates UKAS accredited laboratories anywhere in the UK. It can deploy testing facilities ranging from single technician/unit mobile laboratories to the largest temporary lab in Europe (Hinkley Point C). Primarily focused on providing concrete, materials and earthworks testing, which are the essential components for a successful railway project, it also has unique accreditations that support sprayed concrete works including tests for compressive strength, fibre content and flexural tensile strength. Whilst offering testing services within its scope of accreditation, the ability to adapt

to project requirements and undertake new and varied testing has ensured a high quality service being provided on major projects like HS2, Transpennine and Borders Rail. Investment in and development of equipment, techniques and digital technologies is nothing new for BAM Ritchies. This supports innovation and more efficient design solutions for the rail industry. As the challenges of delivering and maintaining ground engineering projects increase, the need for improved safety, efficiency and sustainability becomes ever more pressing. Continuing to meet these challenges requires new thinking and adopting new and improved ways of planning and delivery. Network Rail’s drive for collaborative working and greater sustainability supports this and BAM Ritchies has an important role to play in helping to deliver a better railway for a better Britain. Matt Ewing is Business Development Manager at BAM Ritchies

BAM Ritchies provides fully-integrated ground engineering services to deliver quality infrastructure projects and innovative solutions to complex geotechnical problems. Creating a sustainable future by bringing engineering to life. BAM Ritchies Ltd Glasgow Road, Kilsyth, Glasgow G65 9BL Tel: 01236 467000 Fax: 01236 467030 Email: ritchies@bamritchies.co.uk

9018/07/18

www.bamritchies.co.uk BAM Ritchies is a division of BAM Nuttall Ltd, an operating company of the European construction group Royal BAM

Rail Professional Industry Reference Book 2019 Page 223


STANDING OUT FROM THE CROWD Since entering the construction market in 1935, VolkerRail has become one of the UK’s leading multidisciplinary railway infrastructure contractors. We are proud of our heritage, our record of dependable delivery and our relentless focus on safety. Our approach is firmly founded on working in harmony and partnership with our clients and stakeholders. We aim to stand out from the crowd in everything we do by exceeding expectations. In addition to delivering major projects, we are also specialists in: • • • • • • •

Electrification HV and LV power distribution Metro and light rail projects Plant Signalling Track construction, renewals and maintenance Welding

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High Speed

Investing in the country’s future workforce The next generation of rail engineers will have to be experts in high-speed rail, Mark Coleman explains what is being done to get them there

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ith the UK rail and engineering industries facing critical skills shortages at a time of major plans for investment and growth over the next few decades, businesses are being asked to help engineer the UK’s biggest industrial recruitment drive since the 20th Century. The opportunity for new rail engineering talent is vast – at least 7,200 engineering and technical workers will be needed to work in high speed-rail in the UK by 2020. It is further estimated that there will be more than 100,000 job opportunities across Britain’s railways by 2027, with HS2 alone set to create 25,000 new jobs. This provides a challenge, with an estimate that businesses in Britain will need around 203,000 new engineers every year until 2024. Right now, we’re falling short by around 49,000 engineers a year. The rail industry in particular faces even further skills shortages, with one in five rail engineers currently over the age of 55. As you would expect from an industry that is preparing for such a fast-moving future, mechanisms to overcome these challenges are being put into place with major projects such as The National College for High Speed Rail. This is the largest of five national employer-led colleges that has been created by the Government to help British students develop world class skills. Demand for learner placements and apprenticeships at the college is growing, fuelled by the reputation it is gaining from its brand new, state-of-the-art learning facilities, as well as its strong strategic partnerships with highprofile rail industry employers.

As a specialist education and training institution, the National College for High Speed Rail is looking to attract a wealth of highly skilled individuals from a diverse range of backgrounds to help plug the growing engineering skills gap. It is gearing up to produce a new-generation of highlyskilled engineers, managers and technicians. The first year The college’s two campuses based in Doncaster and Birmingham opened in Autumn 2017 and its first cohort of learners and apprentices have already been upgrading their skillsets with the backing of more than thirty businesses who have committed members of their staff to share expertise with learners at the college. The college’s

first full entry of learners are set to enrol this September, with numbers set to grow over the next few years, reaching capacity at 1,200 learners per year. The support provided by businesses so far has included the donation of more than £9 million-worth of kit and equipment including two Eurostar power cars provided by Alstom, and 400 metres of track from British Steel. The college has also developed its own Industry Advisory Group, to share advice on the latest developments and ensure their practices reflect what is needed in training. Support from the government, the Department for Education, the Department for Transport, the Skills Funding Agency, HS2, Birmingham City Council, Doncaster Council, Greater Birmingham & Solihull LEP and the West Midlands Combined Authority has resulted in a total capital investment of £52 million into the two new buildings. But as the demand for apprenticeships continues to outstrip supply, leaders at the National College for High Speed Rail are appealing for more businesses to get on board. New partnerships Clair Mowbray, Chief Executive of NCHSR, said: ‘The National College for High Speed Rail is a gateway for learners to gain the skills that will be needed to take up a oncein-a-generation opportunity. ‘We are relying on business partnerships and a steady supply of apprenticeship opportunities with those businesses, to ensure the college can enable people across the country to acquire skills that will be

Rail Professional Industry Reference Book 2019 Page 225


www.viztekltd.co.uk www.viztekltd.co.uk Viztek Ltd are the only company in the UK that both manufacture and install Surface Mounted Tactile Paving – allowing for a single point guarantee / One Stop Shop Option Major Plus Points of Our System: • No Excavation Required • Quicker to Install • All in One System • Unique Chamfered Edge Detail • Reduces Slips, Trips & Falls • Network Rail Approved • 25 Year Design Life • Single Point Guarantee Viztek Ltd Supply & Install: • Surface Mounted Tactile Paving • Way-Finding Routes • Stainless Steel Tactile Indicators www.viztekltd.co.uk • Heavy Duty Anti-Slip Stair Treads • “MIND THE GAP” Works • Minor Civils

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and reap the rewards of being involved in an institution which is pioneering this incredible journey. The National College for High Speed Rail heralds a new era in technical education and training and involving employers and businesses is pivotal to ensuring the UK has a workforce highly skilled enough to deliver HS2 and other major infrastructure projects. British Steel described their partnership with the college as giving them, ‘a great sense of pride’, and has committed to developing its association during a new dawn for the rail industry. Launching the National College for High Speed Rail from the Doncaster campus last October, former Secretary of State for Education, Justine Greening, emphasised the drive to transform technical education and develop the skills of the next generation needed to compete in the UK’s growing rail and engineering industries.’ Mrs Mowbray adds: ‘The learning experience at the National College for High Speed Rail is like no other on offer in Britain. Our learners engage and interact with fellow students and mentors using 4K touchscreen whiteboards, virtual and augmented reality headsets, and other digital learning aids. ‘This state-of-the-art learning experience is enhanced further still through training on cutting-edge real-life equipment which is being supplied by leading businesses in the sector. ‘With the ability to learn in a real work environment on a former Eurostar power car which is set within a dedicated workshop consisting of rail track, railway bogies and overhead land equipment, learners can combine traditional learning techniques with the very latest digital technologies. ‘The industry is changing quickly and we’re offering a learning experience that can adapt to those changes.’ Employers linked to the college provide support in a variety of ways; by offering placements and apprenticeships; providing mentors; offering visits to their sites and depots for college learners; donating equipment; delivering guest lectures and sharing expertise to give learners at the National College for High Speed Rail access to the very latest thinking in the industry. All of this activity and more is allowing industry businesses the opportunity to equip and shape their potential future employees. A comprehensive approach As the college offer develops over the next few years, there will be learning opportunities that span the disciplines of science, technology, engineering and maths (STEM), in addition to specialist skills programmes and training. Courses will range from Level Three HE Diplomas in Engineering to Level Seven Masters

Apprenticeship in Rail Engineering (Principal Engineer). At present, the college is particularly looking to partner with and support more businesses through its delivery of Level Four Higher Apprenticeships in High Speed Rail and Infrastructure, and Level Five Apprenticeships in Operations and Departmental Management. These apprenticeship standards have both been set by an independent trailblazer group and have been approved by the Department for Education. The apprenticeships offered by the college provide a unique route into the industry; one that develops skills relevant for today and readies people to work on high-speed rail. Attracting new young people into the industry is vital but through the training offered, support is also provided to those looking to retrain or up-skill. Increasing workforce diversity Compacting the exiting skills shortage, there is also a notable lack of diversity across the rail sector in particular. This is something the college will be working to address over the coming years. Currently women account for just nine per cent of the UK’s engineering workforce and the college is calling for further action to help tackle this issue and help attract more young female engineering talent into the industry. In these early stages, the college’s efforts are already seeing success, with more than thirty per cent of applications coming from women. The National College for High Speed Rail is targeting both young female and male school leavers as well as people looking to change their career and those looking to re-skill such as army re-settlers. It is keen to be recognised as the gateway to a once in a lifetime career opportunity to help create the future of the British rail network. As Britain embarks on revolutionising the rail industry with high-speed rail, this is a unique opportunity to collaborate with

and existing workforce. The National College for High Speed Rail is set to take the industry lead on this, giving employers the opportunity to help solve the skills gap the UK faces in engineering, construction, manufacturing and design. A dilemma which Britain cannot afford to ignore as it bids to invest billions in modernising its rail network. For more information about the National College for High Speed Rail visit www.nchsr.ac.uk First published June 2018 Rail Professional magazine

Rail Professional Industry Reference Book 2019 Page 227


INNOVATION IN ENGINEERING Keltbray Group is an award-winning provider of specialist construction services for some of the UK’s biggest rail infrastructure projects. We take pride in all stages of our direct delivery model, from design through to project management, on-site delivery and in the provision of rail plant. This allows us to control all aspects of the job and mitigate client risk. Keltbray is at the forefront of investing in people and the latest technologies. Our track record in delivering quality, combined with a design-led philosophy, helps drive innovation and deliver projects safely, on time and to budget. Our services portfolio includes: l l l l l l l l

Overhead Electrification Design Overhead Line Electrification Material Fabrication & Procurement Permanent Way Installation Rail and Electrification Piling Rail Civil Engineering Rail Power and Distribution Road Rail and Overhead Line Electrification Plant Signalling

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Infrastructure

Keltbray Rail Keltbray Rail services is part of Keltbray Group and provides electrification design and build, as well as rail and civil engineering project solutions and plant delivery services for the UK’s rail industry

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he company plays a key role in maintaining and developing Britain’s infrastructure and is committed to innovation and industry leadership in health, safety, quality and the environment. The company dates back to 1960 and undertakes work to accredited and awardwinning standards. It is focussed on maximising rail availability while minimising disruption and prides itself on its highly experienced, multi-disciplined people and a commitment to providing high standard rail solutions, which are delivered safely, and to time and budget. The business has a proven track record of delivering some of the most complex projects for clients in the following areas: • Overhead line electrification design and build; from consultancy to delivery • Rail and civil engineering project solutions; including permanent way, groundworks, piling, demolition, welding, waste management and construction services • Road rail plant; road rail vehicles (RRVs) and Mobile Elevated Work Platforms (MEWPs) with attachments for rail piling, drainage, vegetation clearance, bridge works and crossings. In addition to Link-up approvals, Keltbray Rail holds a Network Rail Principal Contractor Licence. It is also regulated by Network Rail’s Plant Operators Scheme. This allows Keltbray Rail to operate road rail

Rail Professional Industry Reference Book 2019 Page 229


Infrastructure

vehicles and maintenance machines on the rail infrastructure. Keltbray Rail is working on a number of high-profile, framework contracts, including the electrification of the Welsh Valley lines, Crossrail Anglia, London North West (South) line, Kent Civils and the North Western Electrification Project. Its approach is: • Working closely with its clients to be

clear on their project and business drivers and then ensuring it consistently delivers against them • Promoting innovation – Keltbray Rail’s early involvement and design-led philosophy drives real customer value and innovation, delivering time, cost and safety benefits • Ensuring safety – its commitment to training and developing directly employed labour ensures its high standards of safety

and quality performance are consistently delivered • Maintaining quality – ensuring all projects are managed and delivered to time and to a high standard ensures trains run in a safe timely manner. Tel: 01270 448405 Email: enquiries@railelectrification.com Web: www. railelectrification.com

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Infrastructure

Proven rail access solutions from Layher From stations to bridges, rail network facilities and installations that call for either new build or refurbishment projects to be undertaken are often vital to meeting key efficiency goals

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n all cases, safety and cost effectiveness are paramount, and are both at the heart of minimising possession times. The less time required for a project’s completion, the greater benefit there will be for the public and the more significant the cost savings can potentially become. The provision of access is invariably critical in this context, both in terms of optimising workforce operations and also the safe movement of the public around an ongoing construction environment. Moreover, in most cases, station facilities and platforms need to continue to function

as normal throughout a refurbishment programme. These factors form the basis for the increasing use of Layher’s scaffolding and protection systems throughout the UK rail industry. The company can point to a growing list of installations where its system designs have provided important gains compared to ‘conventional’ tube and fitting alternatives. Sean Pike is Layher’s UK Managing Director and draws attention to a number of factors associated with the company’s equipment that contribute to its increasing usage. ‘Because our Allround scaffold system

– the principal equipment in our range – features a built-in connection mechanism, the number of individual components required can be minimised’ he says, ‘with its rosette connection design offering a choice of fixing positions to enable an extensive range of installation layouts and configurations to be realised. Importantly, it provides a common fixing method not just for other Allround equipment such as transoms, guard rails and decking, but also enables the system to interface directly with, for example, our temporary roofing, Protect screening and containment panels and choice of bridging and staircase systems.’ The lightweight design simplifies handling operations while the absence of separate clamps not only helps to improve safety – there being a lower risk of material either falling or being left at site upon completion – but also means erection speed is optimised. Layher can point to examples where savings of some 50 per cent, in both manpower and materials, compared with tube and fitting, have typically been achieved. This translates into not only time savings but also minimises transportation and site storage requirements. ‘The connection method also means that our steel decking system, which itself can help to offset risks such as fire, can almost always be installed in clear runs with very little need for cross-bracing’ continues Sean Pike. ‘This clearly optimises safe movement around a scaffold but can also make it easier to introduce materials onto a structure.’ He

Rail Professional Industry Reference Book 2019 Page 231


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Infrastructure

points out that this is further enhanced by Layher’s wide bay design – a direct result of the leg loading capacity of Allround. Significantly, Layher takes the view that its range of systems and equipment should not stand still. The organisation has long been committed to product innovation – much as a result of feedback from contractors – to the benefit of all industries it operates within, not least rail. For example, the company has recently added to this ongoing list with a number of product developments, with the new FW system a prime example. Fully compatible with Layher’s Allround scaffolding, the design broadens the range of installation options on site yet comprises just four components – a chord, post, adjustable diagonal brace and safety clip. ‘It also offers bridging options with a span capability of 22 metres that sits perfectly between our steel Lattice Beam 750, which can achieve a span of up to twelve metres, and our Allround Bridging System that can accommodate spans in excess of 35 metres’ adds Sean Pike. He says support, suspended, cantilevered and temporary roofing structures can also be readily assembled with the FW design making the system ideal for applications that call for rigid facilities, such as in bridge repairs, and for platform bridges where work is undertaken beneath the structure. The relevance to the rail industry needs little emphasis. Layher’s public access systems, including stair facilities which are used extensively during station refurbishment, have also been recently enhanced by a new Continuous Stair Guardrail. ‘At a stroke, the need to use several types of pipe clamps and painted tubes, and for time-consuming measuring, cutting and finishing operations, can be consigned to the past’ continues Sean Pike.

He explains that the purpose-made Layher solution creates an adjustable guardrail for use as a continuous unit throughout a stairway to provide a quick, neat finish that is more comfortable in use and more visually acceptable on site. Other recent initiatives include a reusable, easy to fix Toe-Board Retention device that ensures secure fitting in locations known for high wind, or where specific project requirements dictate. At the same time, Layher’s design team has focused its attention on installations where curves are a feature, with the Layher Splay-Kit Decking option addressing the fact that scaffolds do not always follow a perfectly straight layout that features only rightangled corners. From simple beginnings in a single workshop in the German town of Eisenbach, Layher has grown consistently over many

decades to become a genuine multinational modular scaffolding, access and protection specialist. Its offices in the UK, centred in Letchworth with support from satellite depots in Yorkshire, Scotland and Ireland and, soon, the Midlands, provide extensive nationwide coverage – underpinned by the organisation’s membership of the National Access & Scaffolding Confederation and achievement of a list of relevant, independent certifications. ‘We have always taken the view that our success and growth depends on that of our customers so giving them the tools to develop is at the heart of our philosophy’ adds Sean Pike. ‘That doesn’t just mean the physical equipment, but also involves support that ranges from design and training to supply confidence and, of course, continuous innovation. ‘The rail industry – both mainline facilities and underground networks – presents its own challenges and is therefore a prime example of how we shape this capability to match exact market needs’ he concludes. ‘We are proud to say that the result is being increasingly acknowledged throughout the sector.’ Tel: 01462 475100 Email: info@layher.co.uk Visit: www.layher.co.uk

Rail Professional Industry Reference Book 2019 Page 233


WHERE EXPERIENCE

MATTERS

THE LEADING PERSPECTIVE ON LIFTING OPERATIONS

The Radius Group is a service orientated lifting solutions provider offering a premium quality product, from tender stage to project completion, delivered by qualified, competent, experienced and conscientious personnel with a can-do attitude and an eye for detail. Experience the Radius difference, please call: +44 (0)1604 622 865 or email: info@radiusgroup.co.uk

www.radiusgroup.co.uk

Contract Lift I Feasibility/Project Management I Lifting Assurance I Consultancy I Tower Crane Management I Plant Installation

UVDB QUALIFIED

UVDB AUDITED


Infrastructure

Installations and infrastructure Radius Group was founded over a decade ago by Michael Fryer whose mission was to create a premium quality lifting service, prioritising the key principles of safety, innovation and expertise

O

n commencing, few people could have predicted how quickly it would grow into an industry leading, end to end, fully managed logistics and installation service to both Network Rail and London Underground. Indeed, the rail sector is just one of many in the UK that have benefited from the dedicated and experienced teams that have added value to many projects nationwide. Radius specialises in providing expertise on projects that are logistically challenging, require performance in tight and enclosed spaces, involve large and or unusually shaped plant or equipment, and are both, on the critical path of the project whilst being extremely time sensitive. Radius is typically called upon early within projects when other specialist contractors and suppliers are unable to

Rail Professional Industry Reference Book 2019 Page 235


Infrastructure

provide a safe or technically acceptable solution. It has been committed to concise and understandable safe systems of work since the companies’ foundation, a precedency that remains a key focus. The long-term partnerships with employees, customers and suppliers are based exclusively on sustainable behaviour and the resulting values that follow. For each specialist sector that it serves, Radius has also developed unique operational methods and manufactured equipment of our own original design. To assist with projects within the rail sector for example, Radius owns and operates the only London Underground approved escalator sledge, capable of carrying up to 450kg down escalators to specific project locations. The company’s industry leading project paperwork ensures a quick and pain free process of acceptance by the client and any involved stakeholders, saving unnecessary delays and repeat submissions. Giving you reassurance that the operation is in safe hands. Utilising cutting edge software and planning tools, technology is always at the

forefront of Radius offerings. Since 2006 Radius has played a major part in the installation of fans and associated ancillary components of London Underground’s ‘Cooling the Tube Programme’. This has given it unequalled experience in the installation of Tunnel Ventilation equipment in a rail environment. Radius can offer a full turnkey solution for the installation of the fan, attenuators, transition pieces, dampers and associated components. This has included off-site warehousing, sequenced site delivery, offload servicing and on-site lifting of various types of plant and mechanical equipment. Most recently, Radius has completed the mechanical installation of the water-cooled Platform Air Handling Units installed on the Victoria, Piccadilly, Central & Bakerloo Lines. These units were delivered using engineering trains, and required a complex quad lift using four lifting beams clamped to the tunnel ring bolts. The company has also worked on the delivery of new equipment and the recovery of old equipment on 30 London Underground substation upgrades, all in the last three years as well as 15 substation upgrades for Network Rail. Radius has an impressive success and safety record on projects involving lifting/handling and installing heavy plant within both surface and sub surface environments. The Radius plant installation team were also heavily involved in the planning and execution of the following works on Page 236 Rail Professional Industry Reference Book 2019

Crossrail, which were delivered on time and on budget: • Non-Traction Power Installation to point of use • OHLE Switchboard Installation to point of use • Station UPS Installation to point of use • LV Switchgear at various Crossrail Stations • Tunnel vent shaft fans and associated components Installation. The Plant Division is backed by Radius Group contract lifting operations teams, meaning that Radius can competitively provide, not only plant handling support, but supplement works using its own inhouse personnel. The vastly experienced contract lifting services range from lorry loader through to telehandler, mobile to crawler crane, and tower crane through to helicopter lifts. The company’s industry leading contract lifting expertise is complimented by the Radius NFT Tower Crane division. Radius NFT now has access to the world’s largest crane bank, NFT technical engineering support, plus the manufacturers (Manitowoc Potain) global technical support. This makes Radius NFT a world leading partner in the Tower Crane rental business. Tel: 0160 462 2865 Email: info@radiusgroup.co.uk (and quote ref RP2019) Visit: www.radiusgroup.co.uk


www.fcpworld.net

Providing strategic advice and technical leadership to clients around the world for over 20 years.

FCP has built a reputation as a trusted advisor. Our roots are in the British rail industry but our work is international. We have practical skills in planning, finance and implementation of large and small transport projects, including intercity and high-speed, heavy haul, light rail, metros, commuter rail and other surface transport modes including highways. We advise governments, operators and funders on strategy, profitability and performance improvements. We have a record of delivering innovative technical, commercial and management strategies.

For more information please contact Tel: +44 203 651 5745 Email: info@fcpworld.net

People We can provide experienced industry professionals from an extensive talent pool

Projects We undertake complex and challenging consultancy assignments for clients

Solutions We have a range of proprietary solutions that deliver tangible outcomes


A leading provider of Overhead Line Electrification (OLE) Design & Consultancy Services

Wentworth House Rail Systems operates as a single discipline or as part of a full multi-disciplinary project, adapting OLE design to meet all infrastructure requirements.

OUR SERVICES INCLUDE:

Part of the Keltbray Group

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Our culture is based on a ‘Can do, Will do’ philosophy as we are able to provide a full range of services in order to develop electrification projects from concept through to detailed design. We work on both green and complex brown field projects where staging of works is necessary to meet challenging track access timescales.

Piling

Allocation Construction Design Feasibility Studies Project Design Technical Workscope Technical Author Consultancy Sustainability Asset Management

www.railelectrification.com | enquiries@railelectrification.com | 01270 448405

LISTA STORAGE SYSTEMS KEEP YOU ON TRACK

www.lista.com

LIS_Ins_Rail_183x130mm_4f_EN.indd 1

10.11.18 10:05


Infrastructure

Wentworth House Rail Systems Rail Electrification Design Engineers offering single discipline design or as part of a full multi-disciplinary project, adapting OLE design to meet all infrastructure requirements

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entworth House Rail Systems (WHRS) was established in 2012 by Keltbray and offers a full range of electrification design services for both D.C. and A.C. Overhead Line (OLE) and rail contact systems for heavy and light railways for the UK and overseas markets. Located in Warrington the company has grown considerably with over 30 staff and second office located in Derby. WHRS, as part of the Keltbray group of companies, can provide a ‘turnkey’ solution to any rail design and build project both within the UK or internationally. WHRS provides design and engineering services to both existing and new build railway infrastructure, specialising in a range of consultancy services: • Feasibility studies • Outline and detailed design • Project management • Technical assurance • Engineering support • Testing and commissioning • Provision of section and isolation diagrams • Signal sighting animation/verification. The WHRS team prides itself on a positive attitude and proactive approach, providing its customers with the highest quality designs, on time, with the aim of always exceeding their clients targets and expectations. All of the WHRS designers are qualified and competent in the use of the latest design software packages including Microstation, BIM and 3D Modelling. The latter was extensively used on the Great Western Electrification programme at Bristol Temple Meads station to help gain planning permission for the proposed electrification works on this protected heritage site.

Over the last six years WHRS has completed extensive design works on most of the major electrification programmes within the UK. These range from the high-profile Crossrail project, to the Power Supply Upgrade works on the West Coast Main Line. WHRS continues to work on these high-profile projects and in addition is looking to grow its business both within the UK and overseas. Rail traction power Wentworth House Rail Systems (WHRS) has been responsible for the delivery of over seventy projects and commissions in the past six years These are all associated with overhead line electrification and have been required to interface with the traction power discipline, both from a sectioning point of view along the route and at traction feed injection points. The business has developed its experience and capability in line with the industry standards and safety requirements. West Coast Main Line Power Upgrade The project has been active since 2012, with the objective of converting the West Coast Main Line from a classic booster transformer system to the more efficient Auto Transformer System. This work involved removing the classic return conductors and replacing them with booster transformers with 25kV Auto transformer feeders. The conductors were to be supported along the route on the existing OLE structures where possible, and in instances where this was impractical, they were routed through stations and major structures such as bridges and tunnels. Great Western Route Modernisation Project This is one of the UK’s largest electrification

projects, especially for traction power, and the WHRS design team has worked within the Network Rail (NWR) traction power feeding and sectioning team throughout the route and has been responsible for producing the sectioning diagrams for the route section one to nine. This required collaborative working with the traction distribution team, who developed the major feeding design and the detailed designs for the feeder and sectioning facilities along the route. WHRS has been working with NWR to produce the electrical control documents and has been responsible for the detail design development of the CME’s Circuit Main Earths along the route working closely with the switch manufacturer to attain Product Approval. These devices will allow workers in non-OLE disciplines to work under the OLE under local isolations which can be set up very quickly. Great Eastern Project The project required the Overhead Line Electrification to be updated to a modern auto tensioned system by first rationalising the wiring then converting it to the new GIFF design of equipment. This has subsequently required an upgrade to the traction power system as well, and a remit was produced to convert this route to an Autotransformer system. After the initial design house was unable to complete the works, the project was appointed to WHRS to complete the design. The ATF is required to be continuous along the route out from Bow ATFS. This is a very busy route with a number of major structures and stations, and bespoke designs are required to allow the conductors to navigate. While the route is mainly a combination of aerial bare conductors and 25kV insulated cable, the scope also includes some traction power feeder and sectioning changes to be undertaken, and WHRS is working closely with Network Rail (NWR) to develop this design. This will include the design of cable routes, OLE switching structures and changes to both isolation and bonding documentation. WHRS is working in collaboration with Keltbray Aspire and NWR to allow program planning for the site works with known minimal site possessions and isolations throughout this busy route. Paul Costello is Managing Director-WHRS Tel: 01270 448405 Email: enquiries@railelectrification.com Web: www. railelectrification.com

Rail Professional Industry Reference Book 2019 Page 239


Legal

Employees without the right to work in the UK The debate about EU citizens’ right to work in the UK has highlighted the obligations and rights of employers who find that an employee does not have the right to work in the UK

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ike a number of industries, the rail sector has benefited from a migrant workforce bringing a number of skills into infrastructure construction and maintenance as well as the day-to-day operation of rail services. Employers have a positive duty to prevent illegal working and need to check that a potential employee has the right to work in the UK prior to employment starting. In many cases the employee will have the right to work indefinitely, so no further checks are required. However, in some cases the employee will only have limited leave to work in the UK. Here, the employer has to undertake further checks to ensure that the individual retains the right to work in the UK. Remember that a right to work may be based on a relationship, rather than just a date set out in a visa, and the right to remain may be lost if that relationship breaks down. An employer finding themselves inadvertently employing an individual who does not have the right to work in the UK risks a criminal penalty of up to five years in jail and an unlimited fine and/ or a civil penalty of a fine of up to £20,000. The employer clearly needs to terminate employment on finding out that the employee no longer has the right to work in the UK, but sometimes whether there is a right to work is not clear cut. Simply terminating the contract of employment would leave the employer potentially open to a claim for unfair dismissal. If the individual genuinely did not have the right to work in the UK, the employer could rely on illegality as the potentially fair reason for the dismissal. However, if the individual did have the right, but was unable to provide the necessary proof, it would not be an illegal contract and the potentially fair reason for dismissal could not be relied upon. The employer would need to justify the dismissal as ‘some other substantial reason’ – the employer had reasonable grounds to believe that the employee did not have the right to work in the UK. In cases that have gone before the Employment Tribunal, the Tribunal has looked very closely at the actions of the employer and whether they have followed all

of the relevant processes in carrying out the dismissal. Recommended process Employers should: • make best efforts to ensure they investigate an employee’s immigration status in good time before the expiry of any limited leave to remain • properly record an employee’s immigration status and mark relevant dates with appropriate flags and alerts • at least six weeks before the expiry date of the limited leave, check with the employee whether they intend to apply for a further visa (and provide support

where necessary) • know which rules apply to any application • request that the employee confirms when the application has been submitted. If an application has not been submitted, a short timescale (five to seven days) should be provided for the individual to demonstrate that an application has been made, failing which a meeting should be arranged with the individual to discuss their continuing employment. During the meeting the employee should be warned that dismissal could be a potential outcome. Depending on the employee’s situation and the timescales available, a decision to dismiss may be deferred to a later date to allow

the employee to provide the relevant information regarding applications, etc. The employer has a 28-day grace period following the expiry of the right to work before becoming criminally liable for illegal working. Communication should continue with the employee during this period, but if they are unable to provide evidence of the right to work prior to the end of this period, the employer should take action to dismiss the employee. Steps to follow when dismissing The employer should hold a meeting with the employee immediately (either by phone or in person) to understand what steps have been taken to obtain the necessary right-to-work documentation. They should also use the Employer Checking Service to provide confirmation of any outstanding application. In the event of a negative response, hold a further meeting with the employee on the same day, during which the employee should be notified they are being dismissed. As there is the risk of an unfair dismissal claim in the event that the employee is not in fact working illegally – the application was made but had not yet been recorded on the Employer Checking Service – the employer should consider offering the employee a right of appeal. This would allow the employer to correct the decision in the light of new evidence. Extra protection could be provided by relevant employment contracts having a clause requiring employees to be able to demonstrate that they have the right to work in the UK. An employee failing to provide such evidence would be in fundamental breach of their contract, giving the employer the right to dismiss without notice. A clear robust process The key for employers is to have a robust process for checking right-to-work documentation at an early enough stage to avoid having to make last minute decisions on the termination of a contract of employment. Having to act with limited time to investigate creates a greater chance of an unfair dismissal claim being successful. First published March 2018 Rail Professional magazine

Rail Professional Industry Reference Book 2019 Page 241


TURN TO PROVERTHA FOR YOUR CONNECTOR AND CABLE ASSEMBLY REQUIREMENTS

Phone: +49 7231 774 66 Fax: +49 7231 774 60 Email: service@provertha.com Web: www.provertha.com


Level Crossings

Road-rail traffic setup introduced at Stromeferry Bypass A rockfall in December 2011 resulted in the closure of the A890 at the Stromeferry Bypass for several months. The closure led to major disruption with motorists facing a 130-mile diversion

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dditional rock stabilisation works had been previously carried out with further works being required. The latest essential maintenance on the landslide-prone route was scheduled to take place during a twelve-week period between September through to November of 2018. As part of essential works in Loch Carron, Premier Rail Services and TRAC Engineering have recently overseen the installation of over 200 metres of Rosehill Base plated Crossing Systems on the rail infrastructure offering a temporary route for drivers who would have otherwise had to take the 130-mile diversion. Whilst these works were taking place, the A890 was closed overnight between

Rail Professional Industry Reference Book 2019 Page 243


Level Crossings

Ardnarff and west of Attadale from 10pm to 7am. Traffic lights were in operation during the day between 7am and 10pm while the road-rail bypass was installed. Overcoming the challenges As with many complex engineering works on the rail infrastructure this did not come without its own set of challenges. As the Premier Rail Services team commenced works, it became apparent that the infrastructure could not facilitate the crossing system due to the severe rail head wear. All parties discussed viable options to overcome the challenge. In the end, the decision was taken to re-rail the section of route where the roadrail bypass was to be installed. This was completed swiftly by Network Rail to ensure that the program did not fall behind. The installation works to the road-rail bypass by the Premier Rail Services team were carried out under adverse weather conditions with torrential rain, however, the team’s efforts did not wane, and they worked through the elements to ensure that the job went ahead as planned. The works from start to finish were completed over four consecutive eight-hour night shifts. This was very impressive due to the

length of the crossing and considering the bespoke fit of the panels due to the curvature of the route which meant approximately 40 per cent of the panels required cutting on site to enable a smooth installation accommodating the joints in the track and the spacing of the bullhead chairs. A fantastic team effort by all at Premier Rail Services with this project which resulted in the works being completed on time to allow the rock stabilisation works to commence and thus saving the local residents further disruption. Once the road-rail bypass was installed, a timetable of opening slots between trains came into operation. The route was only available to traffic which is less than 7.5 tonnes, box vans which are less than eight metres, minibuses, and cars towing caravans which are less than 10.8 metres. Traffic over these limits, unfortunately, had to endure the lengthy diversion. The road-rail bypass was controlled by traffic lights along with convoy vehicles to escort the traffic safely along the route whilst no trains were scheduled to run.

access points (RRAPs) and level crossings to rail infrastructure. With depots in Doncaster and Derby, Premier Rail Services is an approved and recommended installer of all types of crossing systems. It also has a large hire stock, one of the broadest in the UK, which it uses to provide temporary crossings and RRAPs to projects and work sites around the country. Established in June 1997, Premier Rail Services customers include major facility owners and leading principal contractors such as Network Rail, Volker Rail, Bam Nuttall, JM Murphy, Amey, Buckingham Group and GB RailFreight, to name but a few. Premier Rail Services fully believes that a flexible approach allows customers to obtain a maximum benefit at a minimum final cost and are committed to supporting customers’ needs and developing longterm partnerships. Premier Rail Services motivated, and skilled workforce has extensive knowledge and experience and is committed to producing high-quality workmanship.

Profile Premier Rail Services is one of the UK’s leaders in providing and installing road-rail

Tel: 01302 738020 Email: admin@premier-rail.co.uk Web: www.premier-rail.co.uk

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Personal Protective Equipment

We are Spartan Spartan Safety has been proudly supplying PPE, workwear and specialist products to the UK’s rail industry for over 25 years

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partan Safety commenced trading in 1993 from a small retail unit, supplying safety footwear to industry and local government. Today Spartan Safety occupies a 9,500 square foot warehouse and offers a comprehensive range of ‘Head-to-Toe’ safety products, high visibility clothing, workwear and specialist equipment to the UK’s rail industry. As an RISQS approved supplier, Spartan understands the importance of maintaining high standards of quality and service, which is why they are also members of BSIF and the FSB. In 1998, Spartan developed their own internal quality management system to maintain these high standards however, the company has recently taken the step to formalise this and are now ISO 9001: 2015 and ISO 14001: 2015 registered. If one examines the dynamic of Spartan’s core management team and their 90 plus years of combined experience in multiple commercial disciplines, it becomes clearly visible why the focus of the business is client centric. For Spartan the provision of high standards of service together with the supply of quality product is paramount and remains at the forefront of their ethos. All their clients, regardless of the size of their respective businesses, receive the same high standard of service from them. Ultimately their mission statement defines their approach: ‘To exceed our clientele’s expectations through the continuous delivery of high standards of service, without compromising the quality of product.’ Inventory and delivery The high levels of inventory held by the business, enables them to provide both an efficient and effective solution, which when combined with the inhouse branding of high visibility clothing and workwear using both heat seal transfer and embroidering processes, eliminates the need for outsourcing. This in turn reduces lead times substantially. This large stock holding allows Spartan to process and despatch orders swiftly. In fact, for clients that are relatively local to their warehouse, they have been known to provide a same day service, when product is required at short notice. The company’s offices and warehouse have been strategically located quite literally a stone’s throw away from the A406 (London’s North Circular Road). This provides access to major motorway routes

and ultimately an excellent distribution network, allowing their next day delivery service to cover over 99 per cent of the UK mainland. Spartan are also recognised internationally, and frequently supply rail specific products to businesses in Africa, Dubai and even as far afield as Australia. Service, standards and security Spartan Safety continues to supply many of the key names within the UK’s rail sector and as well as providing PPE and high

Page 246 Rail Professional Industry Reference Book 2019

visibility clothing, they offer a large range of rail specific equipment. From simple items such as armbands, to more specialist equipment in the form of Look Out Kits, Level Crossing Kits, Proving Unit’s, Live Line Testers and Marker Boards. These all form an intrinsic part of their product portfolio. The team appreciate the importance of delivering on time, which is why next working day delivery is offered as standard and is one of the core elements of their provision of service. Other elements include: • High levels of stock holding


HI VIS ORANGE CLOTHING HI VIS ORANGE GORE-TEX JACKET • • • • • •

Waterproof & Windproof Coat PRODUCT CODE: HV1114 Zip Front Fastening with Storm Flap to Avoid Water Ingress Stain Resistant Finish 2 Large Hip Pockets, 2 Large Internal Pockets, Internal Zipped Pocket & Mobile Pocket on Sleeve Seam Sealed Tape to Ensure Full Waterproof Conforms to EN471, RIS 3279 & EN343

Sizes: S–4XL

HI VIS ORANGE GORE-TEX OVER TROUSERS PRODUCT CODE: HV2114

Sizes: S–4XL

• • • • • •

Waterproof & Windproof Over Trouser 2 Side Access Pockets for Ease of Entry Ankle Zips to Ease for Putting On & Pulling Off 50mm Reflective Tape Applied to Garment Lightweight & Comfortable Conforms to EN471, RIS 3279 & EN343

HI VIS ORANGE LONG SLEEVE RAIL POLO SHIRT • • • •

100% polyester Birds Eye knit PRODUCT CODE: HV9102 Front placket with buttons Colour: Hi Vis Orange Conforms To: RIS 3279-TOM, EN471 class 2

Sizes: S–5XL

HI VIS ORANGE POLY COTTON CARGO TROUSERS PRODUCT CODE: HV8111

Sizes: 28”- 50” Regular/Tall

Unit 3 Waltham Park Way London E17 5DU

• Polyester/cotton fabric • 2 side pockets • 2 thigh pockets with flap and velcro fastening • Inner knee pad pockets • Back zipped pocket • Partially elasticated waistband • Conforms To: RIS 3279-TOM, EN471 class 1

T: 0208 527 5888 Order online at www.spartansafety.co.uk post@spartansafety.co.uk


Personal Protective Equipment

• High standards in the delivery of both service and product • The provision of tailored, seamless supply chain solutions • A committed and dedicated warehouse team • Quality products from established and recognised international brands • A strategically placed warehouse with access to an excellent distribution network • These key areas provide their clients with both the peace of mind and security, knowing that they will receive only approved, certified and quality products. It’s all about the client One of the most important ingredients of Spartan’s success is the skill and dedication of its entire team at all levels, which is essential to the growth of the business. The team continuously endeavour to deliver the highest standards to their client base.

In fact, Spartan do not consider their clients to be ‘just clients’, they consider them to be their business partners. Spartan believe that while two businesses may be similar with respect to the nature of the services that they provide, no two businesses function identically. This ultimately means that their requirements will not be the same therefore, providing an ‘off the shelf’ PPE solution which may work well for one business, does not necessarily mean that it will work for another. It is for this reason that they take the pragmatic approach of creating ‘business specific’ solutions, identifying the specific needs of the individual client and tailoring their ordering platform accordingly. For the future Having worked long and hard to establish a range of strategic worldwide alliances and partnerships with suppliers and manufactures, long-term and often

exclusive relationships have been built with these partners, allowing them to offer an unrivalled portfolio across the entire range of PPE products. This enables Spartan to carry a diverse range from multiple suppliers, including a selection of RIS 3279-TOM complaint garments from premium brands. Spartan Safety views its partnerships with its clients as a long-term commitment, with both parties reaping the benefits of an efficient, meaningful and specifically designed seamless PPE and workwear solution. The benefits of such a partnership are: • A proactive relationship • A cost-effective solution • Enhanced communication • Streamlined administration and billing process • Regular reporting • First hand product development • Technical and manufacturing expertise • Environmental awareness. Spartan continues to expand their product portfolio and diversify into other commercial sectors such as packaging, janitorial and hand tools with a view to a one stop shop. Ultimately their objective is to provide your business with a cost effective, tailored seamless PPE solution which is simple, efficient and stress free to use. Tel: +44 (0)20 8527 5888 Email: post@spartansafety.co.uk Visit: www.spartansafety.co.uk

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conseil


The widest range of geotechnical solutions for the rail market Drilled piles

Driven piles Helical piles Pali Radice Soil nails Anchors Grouting

01246 252680

global strength and local focus rail@keller.co.uk

www.keller.co.uk


Piling

First for Keller at Yarm Geotechnical specialist carries out its first helical pile job at station

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eotechnical specialist Keller has carried out its first helical pile job in the UK. The project, at Yarm rail station in Cleveland, involved the installation of 24no, 4.1 metres long piles as part of platform extension work. The requirement for a helical piled foundation solution was outlined by TSP Projects, the project consultant on behalf of main contractor, Story Contracting. With programme being key, Story worked with Keller to optimise the piled solution to allow the programme to be reduced in comparison to traditional concrete pad foundations. The piles were installed over two weekend possessions with all piles completed in less than eight hours working time. ‘The works were successfully completed within programme and budget – a huge success for Keller’s first Helical pile project in the UK’ said Peter Farr, Senior Estimator. ‘We consulted with colleagues from Cyntech (Keller company) in Canada where this is a more widely-used technique to tap into their expertise. This shows our global strength allowing us to call upon the

wider Keller family to help us work with consultants and main contractors to develop solutions here in the UK.’ Helical piles are constructed using steel shafts with helical flights specifically designed at intervals along the shaft to transfer the load through the pile into the competent soils below. The shafts are advanced to bearing depth by rotating each section into the soil while monitoring torque to estimate the pile capacity. After reaching the required design depth and capacity, the tops of the shafts are connected to the structure via a bespoke connection detail most suited to the application. Helical piles can be instantly loaded once installed which negates any curing periods, unlike traditional concrete foundations therefore allowing clients to reduce cost and programme for their project. For more information on Helical Piles please contact our specialist, Peter Farr on peter.farr@keller.co.uk Tel: 02476 511266 ext 275 Email: rob.madill@keller.co.uk Web: www.keller.co.uk

Rail Professional Industry Reference Book 2019 Page 251


TOMORROW’S REAL ESTATE IS BUILT TODAY. IN A CHANGING WORLD,

RAIL AND LOGISTICS SOLUTIONS, POWERED BY A GLOBAL BANK We offer clients a broad range of integrated property solutions focussed directly on the rail and logistics industry both in the UK and across Europe through our recently expanded Transport and Infrastructure Group, giving you a competitive advantage in a changing world. Talk to our experts at www.realestateforachangingworld.co.uk/ expert/chris-selway or call 0117 9848480

Real Estate for a changing world

Wherever you’re going, we’ll get you there Using independent property and construction advice to deliver railway networks nationwide. Join us on the journey ahead. Contact Mark Syrett: E: mark.syrett@gleeds.co.uk T: 07860 335 375

gleeds.com

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Real estate

All-inclusive planning BNP Paribas Real Estate in one of Europe’s leading real estate consultancies with over 5,100 employees in 211 offices across 16 countries

I

n the UK it has more than 1,500 employees and provides services across the full real estate cycle through a network of 67 offices. Following its recent merger with Strutt & Parker, it is now able to offer a full planning and development service complementing its inhouse rail expertise. The company offers clients a broad range of integrated property solutions focussed

directly on the rail and logistics industry both in the UK and across Europe through its recently expanded Transport and Infrastructure Group. Its rail and logistics experts have advised on many key port and rail developments and are currently advising on two nationally significant infrastructure schemes in the UK relating to the rail freight and supply chain sectors.

Its understanding of these sectors and the challenges they face enables the company to offer an unrivalled service and helps its clients to unlock positive new opportunities that really change the game. Rail property specialists work closely with national and international logistics teams, which includes experts in agency, planning, development consultancy, valuation, building consultancy, lease advisory and business rates to deliver the joined-up solutions clients need. Chris Selway, Senior Director, Head of Transport and Infrastructure Group Tel: 0117 984 8480 Email: chris.selway@bnpparibas.com Jonjo Lyles, Senior Director, Head of Industrial Logistics, Development & Agency Tel: 020 7338 4366 Email: jonjo.lyles@bnpparibas.com Derry Mockett, Director, Compulsory Purchase & Infrastructure Tel: 0117 984 8424 Email: derry.mockett@bnpparibas.com Visit: www.realestate.bnpparibas.co.uk

Rail Professional Industry Reference Book 2019 Page 253


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Rope Access

Industrial Rope Access Trade Association (IRATA) IRATA is a membership organisation, whose member companies are Rope Access Operators and Rope Access Training providers operating throughout the world

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ith over 470 member companies worldwide, ranging from small family run businesses to large multinationals, and over 61,000 IRATA certified technicians, IRATA is established as the world’s leading authority on industrial rope access techniques. IRATA is at the forefront of developing and diversifying rope access as a work solution and continues to take its tworope, safety first methods into new regions every year. The Association’s aim is the international promotion and development of a safe system of working on ropes that it has pioneered for 30 years. The rope access technique developed by IRATA is used in a wide range of construction, repair, maintenance, inspection and access work. IRATA’s rope access methodology boasts an enviable safety record, short setup and dismantling time, positive environmental benefits and removes the need for invasive access equipment which limits disruption to a worksite. What is industrial rope access? Industrial rope access is a safe system for working at height where ropes and

associated equipment are used to gain access to and from the work position, and to be supported there. When undertaken by a professionally trained and well-supervised workforce performing to set and established operating procedures, industrial rope access delivers safe working practices for inspection, testing and maintenance of a wide range of industrial structures, often with significant advantages over alternative access methods. The primary objective when using rope access methods is to carry out the work safely and efficiently, whilst avoiding damage to property or harm to the environment. In order to ensure a safe system of work is maintained at all times, certified rope access companies conduct careful planning and management processes to ensure strict controls prior to each operation. Nowadays, the application of industrial rope access is widespread throughout industry and a globally accepted means of access. A strategic choice for the rail industry Industrial rope access methods may be used for an extensive variety of projects in the rail industry, ranging from surveying, inspection, testing and maintenance of bridge structures; surveying confined spaces within hidden and blind tunnel shafts; the

de-vegetation of rail structures, slopes and embankments; to ecological surveys of structures for nesting birds and protected species. With rail industry projects increasingly focussed on long-term sustainability and the achievement of a strategic balance between environmental, social and economic performance goals, industrial rope access methods provide a safe, clean, non-intrusive and efficient access method, resulting in minimal disruption and a low environmental impact. Today, the distinct advantages that rope access systems offer in terms of site accessibility for work on railway structures, mean that it is suitable to undertake major projects that may prove challenging for alternative access methods. This, together with its minimal effect on site operations, low environmental impact, enviable safety record, reduced man-at-risk hours and the increased availability of certified, highlyskilled rope access technicians, positions industrial rope access as a viable strategic choice. Rope access safety and regulation Like any other method for working at height, the application of rope access should

Rail Professional Industry Reference Book 2019 Page 255


Rope Access

be regarded as a complete system, in which planning, management, competence and suitable equipment should be treated with equal importance, as each is dependent on the other to ensure a safe system of work. The rope access system of two rope working has been such a successful method for working at height that there are now specialist rope access companies on every continent. The extensive and rapid growth of rope access use in new industries and by major corporations, has led to industry calls for appropriate government legislation in many countries where rope access is widely used, such as Canada, Australia, Turkey, Nigeria and Abu Dhabi. Regulated certified rope access companies are subjected to rigorous monitoring and controls over their training provisions and operations, together with strict adherence to an evolving regime of work and safety procedures. Not all rope access certification bodies audit their members and appropriate checks should be carried out before engaging a rope access contractor. It is essential that a rope access company is competent, i.e. has the skills, knowledge, experience and organisational capability to carry out their work in a way that considers and mitigates risk to health and safety. Why use an IRATA member company and IRATA certified technicians? It is imperative that all participants of a rope access project implement correct precautions to minimise the risks of workplace dangers, safeguarding both employees and the public. It is ordinarily the client’s duty to ensure that everyone understands the part they need to play in preparing and maintaining a safe working environment. The client therefore needs to satisfy themselves that the company they choose can do the job safely and with minimal risks. This requires a process of due diligence, making enquiries about the competence of the rope access company, i.e. do they have the right combination of skills, experience and knowledge to fulfil the work scope? The IRATA system has grown to become immensely valuable to the construction, maintenance and access sectors. IRATA accreditation has become synonymous with quality, efficiency, productivity and safe working. IRATA requires that its member companies work in accordance with the IRATA International Code of Practice and, by doing so, preserve the high safety record that is unrivalled in the access industry. The IRATA training syllabus is internationally recognised for its quality and relevance to industry. The robust certification system for rope technicians ensures acceptance by a wide range of clients, from small businesses to governments. IRATA’s training is assessed by an independent examiner to ensure quality standards are maintained.

Logbooks are issued to qualifying technicians who are required to log all subsequent rope work experience. IRATA technicians’ certification validity may be verified online using IRATA’s free ‘Technician Check’ service: https://irata.org/ verify. Safety analysis IRATA’s safe working record is independently verified annually through its unique Work and Safety Analysis Report (WASA report) that has been produced for the last 20 years. The document is independently produced from member company quarterly statistical returns and compiled by a senior Health and Safety expert, who is encouraged to produce the report without editorial restriction. The analysis of work performance in the annual WASA report verifies IRATA’s training and operational procedures and demonstrates that, when working with an IRATA member company, contractors can be assured of excellence. The completed report is made available, free of charge, to all stakeholders within our industry sector. Selecting a suitable rope access company The degree of competence required by a rope access company will naturally vary according to the demands of the project. Similarly, the level of enquiries conducted by the client should be determined by the level of risks and the complexity of the job. In addition to the customary questions that a client might ask during the bidding and selection process for work related to

rail industry projects, the client should pose a range of questions to potential rope access companies regarding specifics about project management, safety supervision, qualifications, training, execution of ‘toolbox talks’, any subcontracting involved and any past enforcement issues. The rope access company should also forward documentation on risk assessments undertaken for similar projects, provide information on their membership in any relevant trade associations and include information about any audits conducted by a certification body. IRATA member companies complete their work with confidence and assurance, the certainty of expertise and the value of a service that has proved itself around the world. The IRATA assurance of safe and responsible working is based on: • Audited and regularly re-audited member companies • Robust membership entry criteria • Many thousands of rope access technicians who have been thoroughly trained and are required to re-train every three years • The independent assessment of every IRATA trainee technician, wherever in the world they are trained • An unrivalled level of site supervision • Mandatory work procedures that are consistent wherever IRATA teams operate. Tel: 01233 754600 Email: info@irata.org Web: www.irata.org

Rail Professional Industry Reference Book 2019 Page 257


ϮϱLJĞĂƌƐŽĨĞdžƉĞƌŝĞŶĐĞ ǁŽƌŬŝŶŐŝŶƚŚĞƌĂŝů ĞŶǀŝƌŽŶŵĞŶƚ 

ũŶƉŐƌŽƵƉŽŶƐƵůƚŝŶŐŶŐŝŶĞĞƌƐ provides a multi-disciplinary consulting engineering service to the construction industry, including civil, structural, geo-environmental, transport and flood risk. JNP Group has the expertise and reputation to deliver cost-effective and innovative engineering solutions Areas of expertise and experience include:

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Our team of well-qualified staff with rail competences and offices in Brighouse, Sheffield, Hartlepool, Leamington Spa and Chesham enable JNP Group to offer a flexible, bespoke engineering consultancy service JNP Group has RISQS accreditation, alongside ISO 9001:2015, CIRAS, CHAS, SMAS, Constructionline and Cyber Essentials accreditations Contact Dan Artis or Vicky Walker at JNP Group on 01484 400691 or email brighouse@jnpgroup.co.uk 








Rope Access

Safety is a can-do business Ken Smith, a member of the Arco Professional Safety Services team of Chartered Health and Safety Consultants, advises on why selection of the correct training provider can have benefits for the employer and the employees

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hether it is to enhance your skills and knowledge, meet legal requirements or to help protect yourself and others from harm at work, the benefits of training should be obvious. However, previous bad press has perceived health and safety training as ‘dull or boring or just a ‘box ticking’ exercise’ with no real value and in some cases this attitude still holds true today. Wrong assumptions are made that jeopardise personal safety and accidents can arise from a misplaced belief in a person’s capabilities. Some people still don’t realise that training is a legal requirement and, above all, vital to ensuring a safe working environment. Increased productivity and reduced absence Through learning new skills and developing their knowledge, workers will undoubtedly prove more valuable to a company and also be more productive. By putting training programmes in place, an employer is demonstrating that they are willing to invest time, money and energy into their employees, which in this tentative climate, is comforting to those who are uncertain of their job security.

Training is proven to increase morale and confidence and encourages learning, all of which are crucial to work place development. Additionally, health and safety training creates an awareness of potential hazards and safety issues in the workplace, which in turn can help prevent the occurrence of accidents. If workers are taking time off with injuries, the workforce is lacking, production will decrease, and employers will ultimately lose profit. Cost benefits and enhanced reputation Proving that you have workers who are trained in health and safety will be cost effective for several reasons. Firstly, trained workers are less likely to have an injury or suffer ill health and this will reduce absence from work. Secondly, having a workforce that has the skills, knowledge and experience to work safely and effectively, a company itself is more employable. Companies in the construction industry who provide their staff at all levels with relevant training will be better equipped to complete prequalification questionnaires, such as PAS 91, and this in turn can result in increases in orders and contracts from clients. All of these enhance a company’s reputation, increase their credibility and help to make their operations sustainable. 

extensive industrial experience, employees will benefit from an experience that is relevant, realistic and above all lifesaving. Training can be theoretical, covering the understanding of basic health and safety requirements, through management and on to leadership. Theoretical training can also cover the knowledge part of technical subjects. Skills are learnt through the practical application of the knowledge, both in the learning environment and through to gaining experience under supervision in the workplace. An example of training that develops in this way is work at height training. Working at height example Reg four of the Work at Height Regulations 2005 requires employers to ensure work at

Trends and training selection The UK’s economic downturn has led people to actively seek out training programmes in order to gain additional qualifications, improve their prospects and enhance their CV. It is amongst this backdrop that enquiries into training courses have thrived. Popular courses include IOSH Managing Safely, manual handling and training on hazardous substances. Interest in specific courses fluctuates based on media attention, changes in legislation and public hazard awareness; a recent example of this has been an increase in requests for work at height and confined space training. An interactive, educational and flexible course is crucial for ensuring learner satisfaction. Many courses offer flexible hours to fit around the individual which allows shift workers to benefit from training sessions. Training that can be brought to the workplace is also beneficial. By lessening disruption to shifts and cutting travel costs for workers, a training course that offers flexible learning is undoubtedly a costeffective solution. By using a training provider whose trainers are experts in their field and have Rail Professional Industry Reference Book 2019 Page 259


Rope Access

height is planned, supervised and carried out safely, as far as is reasonably practicable. It goes on to make clear that work planning has to include emergencies and rescue. Beyond this simple sounding legal expectation lies the detailed practicalities of emergency rescue. An emergency is unexpected, and often in dangerous circumstances, so excellent planning is a must. It is also important to consider the difference between enabling someone to return to a position of safety when their equipment has malfunctioned and enabling the effective rescue of an individual in medical difficulty or at significant risk of injury. Both require plans but the latter, more critical, instance necessitates a swift reaction to an emerging situation and for the team to be trained and competent. Expecting the emergency services to undertake a rescue is no defence. They will often not have the necessary equipment to assist. If a duty holder asks employees to work at height, then they must ensure these individuals can be brought back to safety. However, this is often overlooked or treated as a simple paperwork exercise and some employers may create generic rescue plan documents, which are meaningless in practice.

Smart plans Effective rescue planning is dependent on the interaction of factors that include the type of work at height, the equipment, the location it is being used in and the workers’ competence. The best approach is to consider the rescue arrangements as a work at height activity in its own right – one that you are about to undertake, then work through the risk assessment process in the same way as you would for the rest of the work. This extra assessment increases the workload and should be factored into the cost of the works. The extra effort required increases the temptation to use generic emergency plans. This is not always inappropriate – some work at height equipment features simple return to ground mechanisms that require minimal training to use. Where such plans fall down is through a failure to confirm the mechanisms’ suitability for the environment the equipment will operate in or to review their ongoing suitability throughout the works, especially when conditions change. Generic plans are less likely to be sufficient where the rescue activity also involves work at height, such as rescue by rope access techniques. This is a potentially

Page 260 Rail Professional Industry Reference Book 2019

a complex activity in its own right and there are site-specific risk factors that must be considered and planned for if this is the intended fall-back rescue position. If a risk factor arising from the intended rescue can be foreseen, then it should be assessed and controlled. In addition to a failure to account for specific risk factors at a site, many plans fail to consider the involvement of third parties such as other contractors, site security and first aiders. Any plan that even indirectly involves other parties should consider the need for communication and coordination with these third parties before work starts. Finally, if the task is a regular one, or of significant length, it is a good idea to test the practical elements of the emergency rescue plan. This should be proportionate to the risk but account for the circumstances of a real emergency in which there may be a casualty to consider, with accompanying environmental, mechanical or behavioural problems. Tel: 01785 850333 Email: info@arcoservices.co.uk Web: www.arcoservices.co.uk


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Safety

A solution to ‘Bridge Strikes’ Coeval sets the standard in highway maintenance and has been providing high-calibre LED road signs and traffic control systems to many Highway agencies and City Councils for over 30 years

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he cutting-edge technology contained within Coeval’s products is modular and tailored to clients’ precise requirements using its specific process:

• • • •

Design Manufacture Install Maintain.

This ensures a full service for its customers from start to finish. Coeval is dedicated to making roads and railways in the UK safer, and it keeps a close watch on the most pressing challenges that City Councils and Highway agencies face in transport safety. The cost of ‘bridge strikes’ The problem of ‘bridge strikes’, where a large vehicle collides with a bridge too low to pass

under, is a constant nationwide issue, and the situation isn’t improving. The number of bridge strikes between April 1 2016 and March 31 2017 was 1,665. That number has increased to 1,801 between the same dates from 2017-18 – a five-year high. Network Rail has been attempting to combat this epidemic by providing resources to educate HGV drivers. The latest effort, ‘Lorries Can’t Limbo’, takes a similar approach to the ‘Check it, don’t chance it’ campaign of the same time last year; the campaign aims to ensure HGV drivers know the height of their vehicle and plan their route accordingly. This tactic has already proven to be an uphill struggle, with Network Rail’s most recent statistics showing that 52 per cent of lorry drivers admit to not taking low bridges into account. In the meantime, the cost of bridge strikes continues to mount – with lost productivity from delays on road and

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Safety

rail, and the value of undelivered goods, the cost to the taxpayer is estimated to be up to £23 million per year. The human cost of bridge strikes further adds to the urgency of finding a solution; HGV drivers who cause a bridge strike are usually prosecuted, facing a possible license ban, fines of up to £2,500 and even up to two years of prison time. A single mistake can cost a driver their livelihood, and education alone is not sufficient to prevent every error. Coeval’s Overheight Vehicle Detection (OVD) System To truly make an impact on bridge strikes, a change of approach is needed – one that is practical, has immediate results, and accounts for the human element. That approach is not a mystery; Coeval has been implementing it for years, in the form of vehicle-activated signage. The Intelligent Coeval Overheight Vehicle Warning System is designed specifically to protect bridges, tunnels and overhead cables from vehicle damage. It uses a sensor to track overheight vehicles well before they get to the low bridge. It then sends the message to a sign that can warn the driver, either stopping them or diverting them. The signs are easy to fit, visible in all

conditions and are vandal resistant. More importantly, they remove the need for drivers to know the height of their vehicles. With this simple measure, Coeval’s signs drastically reduce bridge strike incidents wherever they are implemented. The pledge Having spent 30 years protecting the UK’s roads and railways and doing business with clients across the globe, Coeval has developed a set of standards that are leading in the industry. It pledges to deliver a quick turnaround, high build quality and reliability in everything it does.

The company implements the system swiftly and within schedule, working around the red tape with an experienced hand. Strategic planning allows it to ensure no time goes to waste. After everything is put in place, the Coeval team offers continued technical support and maintenance for years to come. Tel: 0141 255 0840 Email: info@coeval.uk.com Visit: coeval.uk.com First published May 2018 Rail Professional magazine

Preventing the risk of

bridge strikes! Up to 10 railway bridges a day are hit by HGV drivers not knowing their vehicle height. Each one costs rail operators and councils time and money. Coeval’s intelligent technology detects overheight vehicles and illuminates a high-intensity road sign that stops or diverts them. For over 20 years our signs have been protecting railway bridges across the country. Visit coeval.uk.com to find out more.

design | manufacture | install | maintain

High-Calibre LED Road Signs & Traffic Control Systems Intelligent illumination

t 0141 255 0840 e info@coeval.uk.com w coeval.uk.com

Rail Professional Industry Reference Book 2019 Page 263


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Safety

Learning from the past The Institution of Occupational Safety and Health’s (IOSH) annual Rail Industry Conference will focus on how past lessons can ensure a safer future. Keith Morey, former Chair of the IOSH Railway Group, explains why the topic was chosen

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ailways are a very safe way to travel. They are also a safe place to work when compared with other industries. There were 15 passenger fatalities in the UK in 2016-17 (the most recent available figures from the Office of Road and Rail (ORR) at the time of writing). This was an increase of 11 from two years previously but seven of the deaths were caused by the Croydon tram derailment in November 2016. In the same year, there were 6,866 recorded injuries on the national rail system. Not all of the deaths and injuries were caused by a crash, with causes ranging from platform edge incidents and contact with objects and other people to slips, trips and falls. By comparison, in the calendar year of 2016, there were 1,792 reported deaths on the roads along with 181,384 accidents – 24,101 of them regarded as serious injuries. The Civil Aviation authority reported 21 fatalities over the same period, with 32,923 incidents, of which there were 29 serious injuries. In terms of the railway workforce, in 2016-17 there was one worker fatality and 6,713 worker injuries on the rail network. From this we can conclude, that railways in the UK are safe compared to other forms of transport and other employment sectors. That, however, hasn’t always been the case. If you go back to the early days of our railways, in the first half of the 19th Century, there were huge numbers of risks which weren’t managed, leading to high levels of fatalities and injuries for workers and passengers alike. These included lack of signalling, exploding engines and poor braking systems – things which many could take for granted today. The key is that we have learned from the issues of yesteryear. We have used the safety issues caused by these deficiencies and made the rail network safer. To take the examples mentioned, we’ve had the introduction of block signalling, guidance on avoiding boiler explosion and fitted air and vacuum brakes. Yet the railways aren’t perfect. People are still getting injured and killed, so we must continue to strive for new ways of avoiding this; we must learn from the lessons we experience today to make things safer tomorrow. That is the only way we can push towards an even safer railway. At the Institution of

Occupational Safety and Health’s annual Rail Industry Conference, we’ll examine this theme. We will look at the industry document produced by the Rail Safety and Standards Board, which lays out 12 areas which cause safety risks. What areas are these? One of them is fatigue. People in the rail industry often work long hours, often overnight. This naturally causes fatigue, which can lead to poor judgement and, as a consequence, safety risks. According to the ORR, these risks can include: • A driver moves away without waiting for permission • A track worker carrying out maintenance or renewal work fails to complete necessary checks or procedures before finishing a job • A signaller sets an incorrect route or gives an incorrect message • A track worker falls asleep on the motorway while driving home after

working all night. There are a number of organisations which operate in our industry which manage fatigue well, however, and we’ll examine this and how others can learn from it. Regarding level crossings, you only have to do a quick search on the internet to see how many near-misses there are to realise how much of a safety risk they present. What is clear is that we cannot afford to stand still or become complacent. We have come a long way over the past few decades, but we still experience incidents and we must continue to learn from them. Join us at the Etihad Stadium in Manchester on Tuesday November 20 to get involved in our discussion on making the rail network safer. Visit www.iosh.co.uk/ railconference Keith Morey is the former Chair of the IOSH Railway Group

First published October 2018 Rail Professional magazine

Rail Professional Industry Reference Book 2019 Page 265


Safety

Get ahead of the curve and build a better, safer railway RSSB provides research, analysis, and insight to help the industry work together to deliver a better, safer railway

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s a membership-based rail industry body, RSSB includes train and freight operating companies, infrastructure managers, contractors, rolling stock leasing companies and suppliers. Its work involves partnerships with academia and other railways across the world. The rail industry faces significant challenges now. Growth in passenger and freight traffic tests our railways to achieve and maintain higher performance under pressure. In the years ahead there will be bigger commercial and technological challenges to rail, including the need to increase capacity and customer satisfaction, while simultaneously reducing cost and carbon. Some of these pressures have exposed weaknesses in today’s railway. The Government’s Rail Review is set to explore ways of fixing the industry’s collective capability, so rail transport continues to contribute to a stronger economy, a happier society and a more positive environment. Critical to the success of Britain’s railways will be Government and industry fulfilling their commitment to invest and support rail transport and maintain a healthy agility to meet the needs of passengers and freight customers more efficiently. The many different organisations which play a part in the railways are all connected and dependent on one another through legal duties, contracts, procurement, relationships, and operation. Working in isolation is not an option. By being part of

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Safety

the RSSB world, rail companies are better able to collaborate, to help shape solutions to issues of concern to them and to benefit from the positive results and efficiencies. This is what makes RSSB so valuable: it embodies the common purpose and shared strategic outlook of the British rail sector. The RSSB is funded by industry and Government, its members govern the way it operates and agree priorities with it. But it is independent of any one part of the sector and of Government. This enables it to give clear and honest advice based on an objective assessment of the data, analysis, research and findings that it produces. RSSB’s work helps the railway become safer and more sustainable for passengers, the workforce and the wider public, while reducing risk and cost. It helps the whole railway work together to address issues of common concern, so that we all benefit from better safety, sustainability and service, and reduced cost and risk. It also builds partnerships with academia and other railways across the world to form an industry support network. RSSB can also help focus on those issues which one company can’t solve on its own efficiently, either because it affects many other companies, or because there’s an opportunity to address it better together. Most, if not all, organisations engaged in

the railways will also have a legal duty to cooperate with one another on safety. By becoming a member of RSSB they are also showing public commitment to the rail industry, and this goes some way to demonstrating their duty of cooperation. Membership and involvement offer rail companies the time and space to recognise both the scale of the challenge they face, but also the opportunity to invest in the spirit of togetherness, teamwork and common purpose, in a way that ultimately benefits them, their company, their stakeholders and their customers. And membership is growing. In 2018, RSSB’s membership in the supplier category grew by 42 per cent. RSSB now also welcomes Affiliates – companies who want to join RSSB but don’t have a suitable membership category you can now formally affiliate to access products and services. This is particularly attractive to overseas rail administrations. In 2018 three affiliates have joined, with many more in the pipeline. So, if you’re not yet connected into RSSB – don’t delay – come and talk to us and be part of a growing movement to make a better, safer railway.

Visit: www.rssb.co.uk

Rail Professional Industry Reference Book 2019 Page 267


Security

How to stop a hack The rail industry is increasingly viewed as a viable target by cyber-criminals, and the stakes for effectively guarding against attacks are high, so how exactly do you stop a hack?

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he importance of cybersecurity is made more significant with the move the industry is making towards digital, automated systems. While integrated networks undoubtedly offer a vast range of benefits, greater connectivity increases the ‘attack surface’ – the number of potential entry points – hackers can target. If a single vulnerability in one system is discovered, a hacker can exploit it to potentially compromise all systems on the network. As demonstrated by 2016’s ransomware attack against the San Francisco Municipal Transportation Agency and the 2017 WannaCry attack, successful system breaches can inflict significant financial damage. Intrusions often result in a system being taken offline, which inevitably causes delays and can also have knock-on financial consequences resulting from the loss of earnings, the work needed to resume normal service and the work undertaken to safeguard systems for the future. Those working within the rail industry also need to consider the legal implications of not taking cybersecurity seriously. The NIS Directive came into force in the

EU in May 2018, with new demands placed on operators, and the threat of significant fines for non-compliance; GDPR legislation may also have an impact, if customer data is stolen as part of an attack. Transport operators therefore need to have adequate safeguards in place. Thankfully, by implementing stronger defences, they can detect attempts to enter a network early and, if blocking a specific breach isn’t possible, can eliminate, or at the very least minimise, any resulting financial impact. With over 17 years’ experience in delivering onboard communications solutions within the transport industry, cybersecurity is an extremely important consideration for Icomera, and one in which it is continuously working to monitor, test and strengthen network protection for its customers. Time is critical Knowing how to set up cyber-defences requires an understanding of the process behind a typical hack. It’s a common misconception that a cybersecurity breach is a discrete event. In reality, a hack may take place over

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many months, with the hacker undertaking scouting, reconnaissance, preparation and coding of tools, prior to actually being able to compromise a system. Furthermore, once ‘in’, exploiting the hack may take many months. The hacker might use the first compromised system to launch attacks on other systems or may replicate their methods on other devices. If data theft is taking place, this could take time to acquire and transfer. A typical hack may take over three months to detect, according to Mandiant Consulting’s M-Trends 2018 Report. A key point to note here is that the financial damage from a hack increases over time – it’s not fixed at the point of the first compromise. More time allows for greater disruption, increases the number of affected systems, produces greater damage to the confidence of staff and customers, and increases the chance for data theft to take place. Time is therefore a critical element in defeating an attack, and it’s important to recognise that a whole chain of events must fall into place for a successful attack to occur. Stopping the hack revolves around breaking this chain of events. Early discovery allows


Security

for a hack to be stopped in its tracks, minimising the financial impact. Breaking the chain Thankfully, solutions exist to disrupt or break the cyber-attack chain at every stage. At root, rail operators need to make sure they have robust security protocols in place. Henning Ankarudd, CISO and VP Digital Strategy at Icomera, states: ‘Businesses must take a systematic approach to managing sensitive information, so that it remains secure. Following ISO 27001 best practices by having an Information Security Management System in place and taking certain actions such as encrypting sensitive data, configuring user-management, keeping software up to date, carrying out security reviews and monitoring system logs, all helps give businesses a solid foundation from which to build from.’ In addition, by utilising vulnerability scanning tools and carrying out regular penetration tests, an operator can observe their system from a would-be hacker’s perspective, analysing the protection in place around a system, and probe for weak-spots and potential security issues, such as configuration errors and unpatched software. But more must be done than following basic security routines to effectively fortify a system. By building multi-layered lines of defence, in which various methods and tools are used together, a powerful protective web can be formed around a network. Daniel Jaeggi, Head of Business Development at Icomera, says: ‘I like to

think of cybersecurity like I do home security: I’ve got locks on my windows and doors but I need to check they’re properly locked when I leave the house; if someone is snooping around my garden, then I’ve got a CCTV camera to see what’s going on; if someone breaks in, my alarm will go off.’ Monitoring tools can scan for anomalous network traffic and attempts to access parts of a network that should be inaccessible. Similarly, intrusion detection software can be used to detect attempts to break into a system, picking up suspicious behaviour such as port scans and brute-force password attacks. If a cyber-attack does happen, operators should have an incident response playbook on hand and ready to deploy. Automated rules can be set-up to block suspicious traffic, ban malicious users or even shutdown the Wi-Fi in case of a verified live attack. In terms of system architecture, it often makes sense to segment networks into granular security zones, minimising the risk of an attack spreading. Remediation processes should also exist to regain control of the system, shutdown any entry-points which were exploited and get a compromised network up and running again as soon as possible. Finally, it’s vital for rail operators to learn lessons from any cyber-attack, and to adapt and improve their cyber-strategy moving forward. ‘Every hack will leave a trail which can be traced back, the dropped breadcrumbs providing valuable insights into the way in which the systems were exploited’, Jaeggi explains.

By investigating how and when a breach occurred, operators will be better equipped to deal with future break-in attempts. Operators must recognise that security is an ongoing and evolving process, in which the risks from new vulnerabilities can’t be taken for granted; no-one can afford to become complacent in thinking that a system is fully protected; a defensive measure which was effective today, may not be tomorrow. Moving forward Unfortunately, even with a myriad of protective measures in place, the reality is that you won’t always be able to stop every hack. Those carrying out system intrusions are doing so with ever more guile, persistence and sophistication, and there is always the possibility that they will find a way to gain unauthorised entry. Nonetheless, there are a wide range of actions operators can carry out to strengthen and improve their system defences, breaking the chain of preparatory events a hacker must undertake and reducing the risk of financial damage by reacting quickly. By deploying additional cybersecurity tools and proactively monitoring system defences on an ongoing basis, operators will become better equipped to protect against, detect, respond and recover from cyber-attacks in the future. Tel: 0870 4460461 Email: sales@icomera.com Visit: www.icomera.com First published September 2018 Rail Professional magazine

Rail Professional Industry Reference Book 2019 Page 269


Station Design & Refurbishment

Transport for Wales/Keolis Amey opts for a Sustainable Solution for their Fleet Rebrand Welsh rail passenger service Transport for Wales have become the first in their field to reduce their corporate carbon footprint by using a sustainable solution to update their fleet, in partnership with commercial graphics company Aura Graphics

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fter the announcement by the Welsh Government earlier this year that KeolisAmey was to be awarded the 15-year contract to operate the Wales and Borders rail service, the organisation has set about planning a series of improvements. The bold plan aims to revolutionise the rail service for passengers and deliver significant change to public transport in Wales over the coming years. The plan includes improving the existing station offer and building five new station sites, as well as running 285 extra services throughout Wales. It was also announced that all trains will be replaced by 2023 and 95 per cent of journeys will be made on newbuild stock. It is acknowledged however, that these changes will take time to implement; therefore, the first step is to enhance some of the existing vehicles by rebranding them with a fresh new look.

As one of Europe’s leading commercial graphics and visual communication companies and the UK market leader in transportation graphics, Aura Graphics was entrusted to deliver and manage the work. With over 20 years rail industry experience, Aura Graphics has a vast portfolio of clients, including Virgin Trains, Transpennine Express and Transport for London. Tim Locke, Director for Aura Graphics felt strongly about sourcing a local workforce for the contract, describing this as one of the key priorities of the project: ‘When it came to the workforce for this application, local resourcing was very important to myself and to Aura. We made it a priority to employ local staff and support the Welsh economy.’ The project involved stripping all existing signage from the selected units, preparing the underlying surfaces and treating for corrosion, repainting and then applying the new graphics with dual language labelling to the car’s exterior.

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Many of the planned improvements to the Welsh rail service were made with sustainability in mind, with a spokesperson from Transport for Wales describing this as one of the ‘guiding principles’ of the organisation. This was demonstrated in the decision to use the environmentally friendly ‘Envision Print Wrap’ – a new and innovative material developed by sciencebased technology company 3M. ‘Sustainability is a guiding principle for Transport for Wales, so we took the opportunity to choose a film with such great credentials to update the graphics on


Station Design & Refurbishment

some of our fleet’ said a Transport for Wales spokesperson. ‘The benign materials and processes used to produce Envision Print Wrap LX480mC from 3M, combined with the film’s

outstanding performance and durability, keep our trains looking good for longer and reduces our corporate environmental footprint.’ The Envision Print Wrap is a non-PVC

material, which means it has a much less harmful effect on the environment than its PVC based alternatives. Aura Graphics also supplies the wrap with a five-year warranty guaranteeing its longevity and performance, which means that the graphics need updating less often, therefore minimising further environmental impact. The application method itself is also a greener process, as it requires much less heat to apply than more traditionally used wraps and can be repositioned easily – reducing wastage. In an innovative move, Transport for Wales was the first UK Train Operating Company to make a serious commitment to reduce their corporate carbon footprint by opting for this sustainability focussed film. The external enhancement and rejuvenation of the fleet is just one of the first steps in the ambitious plan to take Welsh train travel into a new era. In the next three to five years, Transport for Wales promise that all major works will be complete, and the railway will be unrecognisable from what it had once been – safer, cleaner and forward looking. Tel: 0845 052 5241 Email: info@auragraphics.com Web: www.auragraphics.com

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Rail Professional Industry Reference Book 2019 Page 271


Station Design & Refurbishment

Improving stations for passengers in and around London Tim Bellenger, Director of Policy and Investigation at London TravelWatch asks how stations can attract passengers to a rail business

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arge or small, getting stations right can make the difference between passengers willingly returning to rail and putting them off either entirely or relegating rail to an ‘only if I have to’ choice. London TravelWatch has been working with new teams at Network Rail and train operators to improve the passenger experience at key London terminal stations; Victoria, London Bridge, Charing Cross and Cannon Street over the past year or so. This has concentrated on some very basic attributes such as toilets, staff knowledge and legibility of signage and wayfinding, often in the face of poor train service performance at the same time. However, despite this, the result has been an increase in both passenger satisfaction and performance in quality measures. Darren Williams, Station Manager at London Victoria recently shared this experience at London TravelWatch’s ‘Interchange Matters’ seminar series and talked about the ‘one team ethic’ that now exists, with accountability in one place and passenger-focussed decision-making. In this article, our attention turns to small stations in and around London where we would also like to see improvements for passengers. We look at some of the progress that has been made and identify areas where further improvements can be made.

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

Small stations Small stations are equally fundamental to London’s transport network. Passengers make almost a hundred million journeys to and from small stations in and around the capital every year and their importance will grow as the London Plan develops. 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. In our recent report, ‘Small stations: too big to forget’, we look at the priorities for passengers using small stations and make the case for some modest improvements, particularly to improve accessibility Page 272 Rail Professional Industry Reference Book 2019

a small station, making it more attractive to potential passengers and increasing footfall and ultimately revenue. Many small stations have benefitted as a result of TfL’s concession model following rail devolution. London Fields is an excellent example of a station improved due to the work of a user group, having previously been a rundown, underused station that was on the verge of closure in the early 1990s. The Cambridge Heath and London


Station Design & Refurbishment

almost all of Greater London is within a 10-15 minute cycle ride of a station. This presents a significant opportunity for rail operators to grow their businesses with the right provision and appropriate marketing.

Fields Rail Users Group (CHLFRUG) 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 CHLFRUG. Before London Overground took control of several Greater Anglia services out of Liverpool Street, Cambridge Heath Station in zone two was a dark, dirty, and dangerous 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, Adopt-a-Station and ‘Energy Garden’ initiatives. In Hertfordshire, the Abbey Line Community Rail Partnership (ALCRP) has promoted and improved services on the Abbey Line from Watford to St. Albans Abbey since 2005. The ALCRP has brought together community members and stakeholders to deliver award winning

station improvements, including: • A new waiting shelter with stainless steel artwork panels at Garston Station in order to combat vandalism. Groundwork Hertfordshire delivered this project and posters made by pupils at a local school inspired the designs • 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 also help tackle poverty and inequality amongst 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, 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 four to six in outer London and 71 (37 per cent) are located outside zones one to six. 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). 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. London TravelWatch is currently reviewing the effectiveness of travel plans for stations with the Rail Delivery Group and the DfT and have also found by means of mapping cycling catchment areas that

What next 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. Most of the improvements we identify would necessarily fall to station operators to carry out. However, the DfT and TfL can also play their part by setting minimum station standards in franchises and ensuring that standards are progressively raised and consistently collecting data on small stations to enable satisfaction levels to be accurately measured. We want to see improved coordination 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. We would also like qualitative passenger satisfaction measures such as the National Rail Passenger Survey

to be combined with a more objective measure of station performance audits. In addition, the collection of more robust customer satisfaction survey data would allow for analysis at the station level. Key improvements that passengers would like to see made at 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. Our reports ‘What do passengers want from London’s smaller rail stations?’ and ‘Interchange Matters’ are available on our website www.londontravelwatch.org.uk. Tim Bellenger is Director of Policy and Investigation at London TravelWatch

First published September 2018 Rail Professional magazine

Rail Professional Industry Reference Book 2019 Page 273


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Station Design & Refurbishment

Treadmaster Flooring Treadmaster has been working as a key supplier to Hitachi Rail since the first IEP Class 800/801 trains were commissioned back in 2014

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s part of the manufacturing process, there has been a strong focus on a high-quality UK based supply chain offering bespoke solutions. Using existing technologies Treadmaster developed a bespoke product that could be used as a water barrier while meeting the fire requirements of BS6853 Cat1b. The product was 1.5mm, half the thickness of its standard rail flooring products. Treadmaster has a proven pedigree in providing the highest fire-retardant flooring for the rail sector and particularly for underground rolling stock. It is the current flooring supplier to London Underground and is working on a number of projects for TfL. Treadmaster offers solutions for all types of rolling stock and although fire safety is a higher priority when considering which flooring to specify on rolling stock, other attributes such as wear and slip resistance, design aesthetics, cleanability and maintainability are also key factors. The European Rail Fire standard EN45545-2 is mandatory across Europe and is set to take over from existing national standards such as BS6853. In some quarters

EN45545-2 is acknowledged as being less stringent than the existing national standards and as a consequence, some materials that didn’t meet the old national standards may now meet the new European standard. Specifiers and operators should not feel pressured to reduce costs by using materials that would not have previously met the national standard but now meet the European standard. Fortunately for specifiers Treadmaster can offer robust rail compliant floor coverings as its TM7 flooring meets the BS6853 Cat 1a and EN45545-2 HL3 and TM8 meets BS69853 Cat1b and EN45545-2 HL3. Trackelast Specialist Rail Solutions Trackelast FC650 was specially designed to provide a high degree of fire resistance and excellent electrical insulation properties. Developed in its own laboratories, it was derived from a formulation achieving a class zero standard when tested to fire specifications BS476 parts six and seven. FC650’s main intended application was as a fireretardant insulation pad to be used on underground systems for third rail isolation, and other areas where good fire and electrical insulation properties

are required. This material is fully compliant with LU Standard 1-085 Fire Safety Performance of Materials. Initially approved by London Underground in 2008 as a rail insulator pad, FC650 has become an exceptional product and is now in widespread use. Shortly after London Underground adopted FC650 for the third rail isolation, they also started to use it in the form of Rail Support Units (RSU), which are found situated in tunnels for storage of rails. The material provides a dedicated support product in place of timber and has been regarded as the optimal safety solution for track workers – in October 2018, the RSU was re-approved by LUL in its current form. Due to the high specification and it’s fire resistance properties, FC650 usage spread to Network Rail as a component part of axle counters. Many Metro systems have adopted or specified this material, with FC650 now being used in various worldwide applications. For ‘Off-Track’ applications, FC650 has recently been used in the UK Crossrail project London and also in the Doha Metro project in Qatar. This fire-resistant material was perfectly suited for use in tunnels where floating slab track construction was used – FC650 strips were fitted along the length of the tunnels to prevent dust /debris from contaminating/inhibiting the bearings under the track. Over 24 miles were installed in the Doha tunnels alone. Tel: 01579 320808 Web: www.trackelast.com and www.treadmasterflooring.com

Rail Professional Industry Reference Book 2019 Page 275


Surveying

Surveying across the spectrum PBH Surveys dedicated specialist survey team operates throughout the UK, providing a full spectrum of survey support services

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hese services include but are not limited to 3D topographical surveys, 3D high definition point cloud scanning, UAV surveys, gauging surveys, overhead line equipment surveys, drainage surveys, onsite technical support and building information modelling. With a wealth of knowledge and experience in all fields of survey including the UK rail industry, PBH Surveys plans, manages and executes surveys with tight timescales and ensures ‘right first time’ delivery.

The team is experienced in the delivery of coordinated survey data tied into local, national or bespoke control grids. There is no limit to the size of survey PBH can complete, with capabilities ranging from a single structure to tailor made programmes enabling surveys of more than one hundred square miles. PBH Surveys believes in innovation and has the most up to date equipment at its disposal for all survey needs. This equipment along with comprehensive knowledge assists PBH Surveys in confidently catering for the most challenging

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of survey projects no matter the location or size. Safety is the number one priority for PBH Surveys. The inhouse planning team allows the safest access to be planned and managed, whilst reacting quickly and efficiently to any late changes in the client’s programme. PBH believes the key to successful completion and delivery of quality high precision survey data is achieved through timely planning and clear lines of communication to the client, both of which are values that are embodied within PBH


Surveying

Surveys. All survey data produced is subject to the robust quality assurance process of ‘prepared by, checked by, and approved by’. All of the surveyors meet very high standards of survey industry Health & Safety compliance. This is verified with accredited external audits, management site visits and robust safe systems of work. Survey services Control networks include: • High precision 3D networks and existing network validation capabilities • (Primary/secondary/tertiary and TMG installation and 3D coordination) • Coordinated 3D topographical / track survey • High quality 0.5” and 1” Total Station surveys with data output in the required format (Design/ DVS/As-Builts & MultiDiscipline deliverables) • Detailed S&C surveys • Various S&C layouts and complex area specialists • 3D HD Laser scanning (can be coordinated to complement conventional survey techniques). UAV Surveys PBH now has the technical capability to

All of the surveyors meet very high standards of survey industry Health & Safety compliance. This is verified with accredited external audits, management site visits and robust safe systems of work

undertake UAV surveys with the benefit of having five in house level four accredited pilots. It currently operates the Altura Zenith utilising the Phase One 100mp camera. PBH Surveys currently undertakes UAV surveys for a wide range of clients, both rail and non-rail and can achieve accuracies up +-10mm. UAV surveys are fast becoming the go to tool for large data collection surveys, this, linked with our TMD, laser scanning and traditional surveys puts PBH Surveys at the forefront of the surveying industry. • Buildings/structures/vehicles and specialist opportunities (static and kinematic deliverables) • Overhead line equipment height and stagger surveys • Our survey team and Internal OLE design team are able to carry out OLE condition surveys and are experienced in all types of overhead line • Gauge Clearances Surveys • RouteScan / LaserSweep / Gedo TMD technology and platform gauging surveys.

• Survey track geometry report & QA procedures • ClearRoute SCO files • Bentley MX Genio.txt • Registered point clouds – 3D Laser scanning deliverables .pts/.imp • Multi-discipline survey deliverables • GNSS (utilising GPS and GLONASS) / RINEX.

PBH Surveys’ deliverable formats include the following: • Microstation .dgn or AutoCAD .dxf/.dwg

Tel: 07487 717 900 Email: matt.chilton@pbhrail.com Visit: www.pbhrail.com

Rail Professional Industry Reference Book 2019 Page 277


The Digital Railway

2019: the year of the Rail Sector Deal Lucy Prior MBE, Business Development Director of RTS Solutions looks ahead to 2019 and the Rail Sector Deal

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019 will be an auspicious year. It will be the year that Network Rail’s new control period (CP6) will commence. It will be the year that Nexus, HS2 and others develop Invitations to Tender and scrutinise the offerings of their preferred suppliers whilst Siemens and Arriva Rail North each progress with ambitious depot facility plans. It will also be the year that we see the roll out of the Rail Sector Deal Much has already been said on the what and the why of a sector deal; I am interested in seeing how we from industry can support its aspirations. The Rail Sector Deal, announced 6th December 2018, looks to: ‘build on the strong partnership working between the rail sector and the government to exploit the opportunities of new technologies, improve the efficient use of our rail network capacity and enhance the experience of the passengers who use our railways, by improving the service they receive.’ Each of the Sector Deals are underpinned by the ‘Grand Challenges’, across all four of which our sector plays an irrefutably crucial role. From the ‘data revolution’ of Artificial Intelligence to enabling individuals within our ageing society to remain connected

and independent; from enabling smart technology to drive clean growth and addressing the future of mobility for the UK to become ‘a world leader in the way people, goods and services move’ I am of the opinion that the rail sector can be of mutual benefit to each challenge and all other sector deals that have been announced.

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The Rail Sector Deal represents an important turning point for our supply chain. As it is a commitment to collaboration between industry and Government it represents a clear opportunity for the supply chain to address the challenges it faces in a constructive manner, whilst having the reassurance of governmental support and simplified tendering processes. This is of course of great significance to our burgeoning SME community. Abi Broadley, MD of Aquarius Railroad Technologies, is also one of the key figures leading the Rail Supply Group’s SME council. She states that the Rail Sector Deal is important to SMEs because: ‘it promises a much-needed transformation for the UK Rail Industry to create one world-class rail sector. A sector where the voices of smaller companies alongside larger businesses and rail clients are heard together. From an SME perspective the intention of the sector deal is to deliver early contractor engagement. ‘This should mean that we see a simplified tendering process and thus by the end of 2022 it is envisaged that thirtythree percent of public spending should be with SMEs. This to me feels like the start of a revolution in our fantastic, but at times frustrating, industry. Through the sector deal, we as smaller companies should receive support in terms of procurement and skills to deliver more innovation and product both in the UK and worldwide.’ It is this simplified tendering process which offers the opportunity to transform relationships up and down the supply chain, and an approach which has been spearheaded by Network Rail’s Digital Railway Early Contractor Involvement


The Digital Railway

Grand challenges: • • • •

Artificial Intelligence and data Ageing society Clean growth Future of mobility

programme. Digital technology sits at the heart of our sector deal, but it is not limited to digital signalling and traffic management systems. The first commitment stated in the Sector Deal details a desire to create a secure platform through which we can share digital information. More importantly is the desire, and the need, to extract further value from all of this data to ensure that the sector can collectively enhance the passenger experience and ensure the smoothest flow possible of all traffic, across both passenger and freight networks. This will depend on incentivising the rai industry to share its information; this is naturally of concern to those suppliers to whom such information sharing poses intense commercial risk. How can we ensure that this ‘simplified tendering process’ benefits all involved? How can smaller

tech companies for example develop closer working relationships with their end-clients such as Network Rail and its principal contractors? Will there be as much of a reliance on systems integrators who on the one hand provide valuable partnership ecosystems but who on the other create a distance between the smaller company and its end-client? Might this impede the desire to create a shared data platform? It is great news that we secured a Rail Sector Deal on the 6th December; I have had the pleasure of working closely with so many of those involved in conceiving, shaping and ultimately securing the Deal over the last couple of years. It is therefore with great anticipation that I look forward both within my commercial capacity at RTS Solutions, and as a commercially-neutral member of the RSG SME council to do what I can to support the

delivery of the Sector Deal on an ongoing basis. I look forward to playing a part in a digitally enhanced supply chain that will simultaneously serve the travelling public and encourage a consistent and constructive evolution of the railway’s success as a means to come together as #onerailway. Lucy Prior MBE is the Business Development Director of RTS Solutions, a specialist transportation software engineering company delivering stable and resilient, web-based, real-time safety critical applications. RTS’ software supports the railways, metros and road network infrastructures to meet the ever-growing operational demands for increases in capacity, reliability and availability of their networks by providing a suite of products and applications. Lucy was awarded an MBE for services to rail exports in the 2018 Birthday Honours, and is also an active member of the Rail Supply Group SME council and the Northern Rail Industry Leaders Group (NRIL). She also has two young children who hear an awful lot about just how cool the rail sector is.

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Rail Professional Industry Reference18/09/2018 Book 2019 Page 279 10:48


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The Digital Railway

Transforming and digitising the railway The breadth and scale of opportunities created by the Digital Railway can be daunting: what does it mean to my company and business?

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hat changes will it bring? Should I be worried or excited? Is it just smart ticketing and apps? How can I get my ideas for digital systems onto the real railway? These are just some of the questions which the University of Birmingham’s DIGI-RAIL project aims to address over the next three years. DIGI-RAIL is a unique digital rail, demand-led, business support and demonstrator programme which will bring together rail sector buyers, eligible businesses and research expertise. Led and manged by the University of Birmingham’s Birmingham Centre for Railway Research and Education (BCRRE), the aim of the initiative is to solve challenges within the rail sector and access the increasing number of digital rail commercial / research opportunities that currently exist in the UK and internationally. Why does the UK need a DIGI-RAIL project? There is currently an unprecedented level of investment in railways around the world, with the current UK investment plan for CP6 alone being £47.9 billion between 2019 and 2024. There are also high societal expectations for the UK to have an efficient, reliable and better rail system, as highlighted in the UK Government’s Productivity Plan and Industrial Strategy. Furthermore, the UK has led the world in technical foresight through the 2012 Rail Technical Strategy which has heavily influenced European thinking, particularly the EU Shift2Rail Programme. In November 2016, the Chancellor announced £450 million of investment (between 2017 and 2021) into the Digital Railway which is being spent on trialling digital signalling technology, expanding capacity, and improving reliability. The resultant industry programme, Digital Railway, was established by the rail industry to try and target the development and adoption of digital systems that could increase rail capacity and improve network performance and reliability. In parallel with these developments, working with industry partners, the University of Birmingham secured £92 million of funding to establish the newlycreated UK Railway Research and Innovation Network (UKRRIN). UKRRIN will deliver innovation through three linked world-class centres of excellence forming the research heart: • The Centre of Excellence in Digital

Systems led by the University of Birmingham • The Centre of Excellence in Infrastructure led by the University of Southampton • The Centre of Excellence in Rolling Stock led by Huddersfield University • A fourth Centre of Excellence in Testing. Birmingham’s Digital Systems Centre will focus on railway control and simulation, data integration and cybersecurity, condition monitoring and autonomous sensing, and improved methods for technology introduction – mirroring the ambition of the Digital Railway programme. Professor Clive Roberts, Director of BCRRE, comments: ‘Despite all the efforts of the Digital Railway programme, many developments have not yet translated into the widespread deployment of innovative new UK-developed products in the UK and global rail supply chains. This is due to a number of factors and we want to help put this right. What we need is a way to provide UK companies with appropriate support to accelerate translation of university research and de-risk new technology development, innovation and integration.’

for innovation across the UK’s investment of over £100 billion in rail projects, including HS2, mainline electrification, station redevelopments and extensions to light railway networks, along with the expansion of rail freight infrastructure. With the Midlands delivering over 21 per cent of the UK’s annual manufacturing

About the DIGI-RAIL project DIGI-RAIL will harness the opportunities Rail Professional Industry Reference Book 2019 Page 281


The Digital Railway

output, it is a core part of the UK’s £7 billion rail manufacturing industry. This is why Professor Roberts and his team secured funding for this project from the European Regional Development Fund (ERDF), supported by the Greater Birmingham & Solihull and the Coventry & Warwickshire Local Enterprise Partnerships. By taking advantage of the major national investment in Rail and Digital Rail and linking Birmingham’s UKRRIN Centre of Excellence in Digital Systems, the UK rail supply industry – and businesses that probably wouldn’t think of themselves as rail businesses – will be better-supported to develop world-leading innovative digital technologies and products that will deliver a better, more reliable and efficient railway. DIGI-RAIL participating companies will be able to use UKRRIN facilities, carry out research and innovation projects, undertake testing and product acceptance procedures. Under a simple process, starting with a discussion about their ideas with DIGI-RAIL Technology Officers, companies will agree which equipment and expertise to use, when to use these and how the project will be carried out. The University of Birmingham provides advice and guidance for accessing the project funding and consequential reporting regarding project outcomes and state aid, making the process straightforward and seamless. Projects over a broad range of Digital Systems areas will be supported including, but not limited to: • Traffic Management • ETCS • Automatic Train Operation • Energy Optimisation • BIM • Digital Twin • Smart Ticketing • Future Wireless Networks • Fault Management • Station Information Systems • The Internet of Things • Cyber Security. The UKRRIN Centre of Excellence in Digital Systems at Birmingham will provide access to: • Railway control and operations simulation – simulator development, traffic management, system optimisation, simulation and testing for integration, and next generation control systems

• Data integration and cyber security – controlled access to national and international data, data modelling and architecture, integration of operations and customer-facing systems, and security for all data systems • Condition monitoring and sensing – next generations of smart condition monitoring integrated with other systems to produce useful operational information and knowledge • Technology introduction – de-risking and speeding up technology introduction through systems engineering processes, business case development, system verification and validation, supporting standards evolution. All of these transformational areas are vital for a more cost effective, customer and carbon friendly railway that delivers more capacity safely. Facilities within the new centre will enable these activities by providing multi-disciplinary project laboratories addressing the big challenges, co-locating industry and researchers in open or confidential environments with the appropriate IT systems; project laboratories developing systems to test in both virtual and real environments and providing verification and validation to de-risk deployment into the market place. Systems will be available to access highly valuable (and to date inaccessible) data, from railway networks around the world, ensuring that innovations can be tested and deployed effectively. The DIGI-RAIL team will support and work alongside local businesses on specific research, development and innovation (R,D&I) challenges in their business. Interventions will focus on both local companies already working in the digital rail sector along with companies who may not have previously thought of themselves as digital rail companies but, with support from this programme, have the capability to diversify into the sector. As a result, a cluster of demand-led demonstrators will be established which will showcase companies’ capabilities and enable new digital products and services for the rail industry. Who will benefit from the project? DIGI-RAIL will provide eligible SMEs across the region with: • Access to world-class technical expertise • Demonstration infrastructure • Research programmes • Technology providers • Rail industry buyers • Facilitated small-scale collaborative R&D partnerships to develop new digital rail products and processes. Eligible companies include SMEs with a presence in the whole Greater Birmingham and Solihull and the Coventry and Warwickshire LEP areas, including companies

in the digital sector who do not currently consider themselves part of the rail sector but who have the potential to diversify into this sector. What if my company is not an eligible one? You can still benefit from the expertise from across the UKRRIN network. In addition to the founding companies, it is possible to join UKRRIN as a new member; enquiries are welcome at ukrrin@rssb.co.uk. You can also access UKRRIN facilities on a one-off or contract research basis. What the benefits will be? By working with on specific R&D challenges, we anticipate seeing the development of new products, processes and services into the rail industry. These will be both new to the company involved and, in some cases, entirely new to the market. We anticipate that a proportion of these new products, processes and services will see substantial benefit to the businesses through increased turnover and the creation of new jobs in the region.

European Regional Development Fund The project is receiving up to £1.5 million of funding from the England European Regional Development Fund as part of the European Structural and Investment Funds Growth Programme 2014-2020. The Department for Communities and Local Government (and in London the intermediate body Greater London Authority) is the Managing Authority for European Regional Development Fund. Established by the European Union, the European Regional Development Fund helps local areas stimulate their economic development by investing in projects which will support innovation, businesses, create jobs and local community regenerations. For more information visit https://www.gov.uk/ european-growth-funding. Find out more To find out about engaging with DIGI-RAIL and BCRRE, please email railway@contacts.bham.ac.uk First published October 2018 Rail Professional magazine

Rail Professional Industry Reference Book 2019 Page 283


Track & Trackside

Right on track Brian Wall, editor of FAST magazine takes a look at the expertise and technology Staytite employed as part of its contract with Network Rail, starting with four miles of jointed track in Scotland

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his is the prelude to more lucrative deals for re-railing jointed track totalling up to 2,500 miles. Network Rail has a highly proactive approach to track infrastructure and safety, particularly in the wake of previous accidents. With a commitment of ‘zero tolerance’ to any situation that might give rise to such incidents in the future, the company has pursued a maintenance and safety strategy that delivers the highest possible returns, with Staytite, as a long-time and trusted supplier, advising on a range of projects. Indeed, Staytite was consulted by Network Rail on the redesign of its stretcher bars where the Hardlock Nut was specified to improve safety. No surprise, then, that Staytite has won a crucial initial contract from Network Rail for the installation of 1,480 Hardlock Nuts, washers and bolts to secure around two miles of track at Inverness & Fort William in Scotland – which could pave the way to similar deals covering up to 2,500 miles of jointed track across the UK. The Hardlock Nut is promoted and sold in the UK and Europe by Staytite. Although it is not a cheap product, its efficacy is widely regarded as beyond question, being used in safety-critical applications, on account of its established performance and reliability. It is these high standards to which Network Rail has committed itself in the quest to meet passengers’ expectations. For the background to all this – and why Network Rail has sought out a supplier that can deliver the requisite solutions to help meet this goal – go back to July 2013 when a Fact file • Network Rail has invested heavily in safety and infrastructure since the Potters Bar rail crash • Network Rail employs 38,000 people, and in 2015/16 spent £6.7 billion with 3,392 suppliers – 98 per cent of whom are UKbased • Staytite continues to build upon its long-standing personal relationships with senior members of the Network Rail organisation • The Hardlock nut is now specified and installed on TFL London Underground points and stretcher bars.

passenger train carrying 385 people derailed and hit the station platform in Brétigny-surOrge in the southern suburbs of Paris. Seven people died and nearly 200 were injured. The initial inspection found that a loose fishplate – a flat piece of metal used to connect adjacent rails in a railway track – had caused the disaster where three of its four bolts had failed, due to the nuts working loose. While the French investigation of the Brétigny derailment was ongoing, the repercussions of the accident spread way beyond its borders, prompting urgent action in the UK. Here, the Rail Standards Safety Board (RSSB) wrote to Network Rail in November 2013 to enquire what steps it was taking to prevent a similar accident from occurring in the UK. It was at this point that, in light of the established relationship between the two organisations, Network Rail contacted Staytite for a possible solution. Safety standards Network Rail then issued an expression of interest for companies to submit proposals for their solutions to the problem of fasteners coming loose on fishplates, with Network Rail’s Tony Jackson, a senior engineer, Track & Lineside, appointed to oversee the project, in order to ensure the correct safety standards were applied to fishplates on UK rail going forward. ‘At Network Rail, we’ve been looking closely at the components relating to track and lineside, with a view to how we can improve these, where they might be more liable to fail, and specifically around the fastenings that hold the joint together’ says Jackson. ‘We have a long legacy where we have used imperial-type nuts; but, now that we are moving over to metric, we want to improve quality at the same time.’ Along with ensuring the maximum levels of safety on its track, Network Rail was conscious that it was spending an inordinate amount of money on nuts, bolts and fishplates (which connect lengths of track together). ‘Bearing in mind how things have moved on, technology wise’ Jackson adds, ‘we would have expected a decline in demand, yet these components are costing us some £3 million a year for the whole of the UK. With jointed track at 12 per cent (of the 20,000

Page 284 Rail Professional Industry Reference Book 2019

plus miles of track for which Network Rail is responsible) that cost should have been reducing.’ He believes that cost can now be brought down by up to 50 per cent, with Hardlock playing a key part. Plus points The particular appeal of Hardlock is that not only has it proved its longevity to Network Rail in trials, doubling the life of a fitting, but also the number of components required for each section of jointed track is far fewer, while also being reusable. Another key factor in Hardlock’s favour is that the nut can be ‘spun down’ by hand, reducing the installation time over the existing method of securing the joint. A powered torque wrench is then used to achieve the correct seating torque values. Staytite’s director of sales, David Cartledge, points to how bolts need to interact with fasteners. ‘With a fishplate on a rail joint, you don’t want that to be too tight. You want the rails to breathe. The whole aspect of joint safety comes into play and that requires a fine balance.’ Hardlock’s ease of application and superior performance were demonstrated under testing, to Network Rail’s satisfaction, he adds. ‘Also, this was a known product, as Staytite has worked, first with British Rail and then Network Rail, for over 20 years.’ A key aspect of that relationship was the supply of more than half a million components between 2008-2010 in a retrofit campaign, in the wake of the Potters Bar and Grayrigg accidents. Testing times All fasteners tested at this stage (static load test) were a known entity to Network Rail and had already been used on various parts of the network infrastructure. These included


Track & Trackside

the Hardlock Nut from Staytite and several competitor solutions. As a result of the first stage of testing, the search for a solution was refined down to a choice of two. The final exhaustive testing stage involved the conducting of 250,000 cycles over a period of 16 hours. These cycles embraced: • zero load on rail - 89.9kN • 20kN static load on rail prior to vibration testing – 89.1kN • 200kN static load on rail prior to vibration testing – 64.4kN. The two final tested solutions included the Hardlock, with standard bolt and washer, which won the day, based on it meeting the following selection criteria: • test results showed Hardlock demonstrated the best performance in both static and simulation tests • past performance. Network Rail has already installed over half a million Hardlock Nuts, with zero per cent failure on stretcher bars alone • the Hardlock solution offers a commercial benefit, costing less than the final rival solution, which also met the test criteria • Hardlock installation was assessed as simpler and, importantly, it can be retrofitted to existing bolts.

It is a fact that the Hardlock piece part cost is higher than the existing nut design. However, the Hardlock joint solution offers several cost benefits, compared to the current one in use – and that has made it the preferred choice, as far as Network Rail is concerned. For example, the current installed fasteners may have to be cut off, which often requires special cutting machinery during the removal process. Moreover, the petrol-driven machine used for removal and reinstallation is very expensive. It can only be operated for eight minutes in every hour, due to health and safety practices, (RSI – repetitive strain injury) and (HAVS – hand-arm vibration syndrome). Additional concerns are the level of fumes emitted and the fact that the machine weighs in at a hefty 33kg each. By contrast, the Hytorc Lithium Battery Gun, model BTM-1000, along with associated sockets, has been proposed to operate with Hardlock. This allows for continuous operation, while the accompanying electric driver also offers significant savings over the cost of the current tools used. Go-ahead given In September 2017, fishplate engineering approval was issued after extensive consultation and testing, updating the

current fishplate design to include grade eight bolts to enhance the strength of the joint and Hardlock Nuts in class eight for ‘Joint Safety’. However, while current Network Rail approval for fishplate fitment recommends Hardlock, its use is not yet mandatory, in the way that it was for use on stretcher bars. Staytite still needs to sell the benefits of the Hardlock to each of Network Rail’s 87 regional track maintenance depots and engineers. That said, with the Network Rail order (before commercial sign-off) for Hardlock Nuts, washers & bolts for installation at Inverness & Fort William, the prospects look very positive for Staytite. Beyond the UK, the potential for further rail business is vast, says Staytite’s David Cartledge. ‘The track maintenance approach we are delivering for Network Rail can be applied across every country and that is something we are now pursuing. We are looking at the possibility of many millions of pounds of contracts.’ Tel: 01494 462322 Email: info@staytite.com Visit: www.staytite.com First published March 2018 Rail Professional magazine

The Hardlock Nut is the vibration and loosening resistant fastener of choice, specified for a number of applications: Stretcher Bars The Hardlock Nut is now a mandatory component on points and stretcher bars. This specification was subsequent to the safety report findings of the Potters Bar and Grayrigg rail accidents.

Fishplates P/Way Because of the Hardlock Nut’s unique locking mechanism it is now specified by Network Rail for use on fishplates. Maintaining the integrity of the joint as well as allowing the joint to breathe.

Temporary Rail Clamps The Hardlock Nut can be utilised on any standard thread, and because of its safety record and its re-usability it has now been chosen for use on temporary rail clamps.

Network Rail Certificate: PA05/0277

The Hardlock Nut can be ordered from Network Rail and Staytite Ltd For more information visit www.hard-lock.co.uk/rail or call: 01494 917191 Hardlock Nuts supplied by Staytite Ltd. info@staytite.com

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Track & Trackside

Identifying quality cables for a reliable, resilient infrastructure Reliability is the gold standard sought across the rail network and given the high cost of blockades and trackside access, product reliability is key

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lanned maintenance and engineering works, consistency across upgrades, the ability to manage project timelines effectively – they are all impacted when faced with a product that doesn’t meet the expected requirements. Cables are part of the critical infrastructure of the network and so need to stand up to all that the environment demands. The impact of a sub-standard cable can mean anything from increased installation time due to poor strippability through to short circuit and a fire hazard if the materials and construction are not as mandated. Network Rail and LUL both strictly control the cables that can be deployed across their networks, but it sadly doesn’t eliminate issues. For Network Rail, most cables used will have an allocated PADS number (‘Parts and Drawing System’ being the design database complete with application notes). The PADS entry links the cable to the approved supplier, with that having been required to demonstrate full compliance to relevant specifications. Some cables though, where they’re manufactured to British Standards, don’t necessarily need a PADS number and are listed as ‘uncontrolled items’. In theory, whether PADS listed or to a British Standard, the cable should meet all the performance safety standards expected but you cannot take quality and compliance for granted – particularly when continued operation is essential to meeting the demanding timetables laid down. So, when was the last time you thought about cable? As a cable buyer you should be able to rely on your chosen supplier to have you covered from a due diligence standpoint but it’s worth asking a few questions just to be sure.

should be mandated within the QA protocols covering the cable from goods in to the point of dispatch to you the customer, alongside other quality control checks. Large cable drums shouldn’t be stacked. They should rest on their flanges (the drum ‘wheels’) and other drums shouldn’t be tessellated to save space – it’s all too easy to damage the sheathing material

Has the cable been stored and maintained correctly prior to receipt by you? It might sound obvious but there’s a good way to store cables and a way that is, well, let’s call it ‘sub-optimal’. Many of the cables used across the rail network are large gauge with comparatively limited bend radius and are packaged on large wooden drums – it’s not unusual for a drum to weigh in excess of two tonnes. Correct handling is key to avoiding unnecessary damage: storage and handling Page 286 Rail Professional Industry Reference Book 2019

by catching another drum when moving them. Similarly, the cable should be evenly layered on the drum to prevent loose cables being in contact with the floor or other abrasive surfaces (it has the added benefit of ensuring the drum is evenly balanced for safe handling and installation). Most manufacturers and suppliers will store these cables externally – they’re


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Rail Professional Industry Reference Book 2019 Page 287


Track & Trackside

designed to face the elements anyway – yet they should have end caps to prevent water ingress and, where the cable isn’t designed for direct exposure to sunlight, UV wrapped to protect it from damage. In cases such as the NR/PS/ELP/00008 11kV, 33kV & 44kV trackside power cable with its graphite coating, a sheath integrity test is supposed to be undertaken both at the point of manufacture and after installation so as to confirm that there is no damage to the cable sheath. It’s one way of highlighting any issues that could affect ongoing operation, but you don’t want to find sub-standard or badly maintained cable after you’ve gone to the effort of installing – knowing the cable will meet all the expected performance safety standards prior to this offers potential time and cost savings. Has it been independently tested? Does it hold any third-party approvals? The manufacturer will conduct tests before the cable leaves the factory, but if you’re buying from a supplier rather than the manufacturer direct (as is the case in most instances) then responsibility for quality and compliance should also sit with the supplier. UK lab testing can give valuable confirmation of this, covering a broad range of tests on the constructional layers of the cable from conductor resistance to vertical flame propagation. The certification you should look for in testing laboratories is ISO 17025 UKAS accredited – it confirms that quality and compliance testing is conducted under strictly monitored conditions, using stateof-the-art calibrated equipment, to agreed testing methodology. The testing is impartial and the results are recorded. Taking it a step further for those cables not designed specifically for the on-track railway network – for instance those that are used in station buildings – you can look for third-party certifications such as the BSI Kitemark and the BASEC logo. These identify cables that have been subject to extensive testing and hold these recognised marks of quality. The BSI Cable Testing Verification Kitemark is one you may not know much about – testing each constructional layer against relevant British and European standards to determine the performance safety standards. The Kitemark is a trusted symbol of quality and when applied to cables shows a very granular and product specific level of testing in excess of other quality assurance processes. Will the technical support add value to your project? The last thing I’d urge you to consider is the amount of technical support you may need. Do you know enough about regulatory compliance and CPR for instance, would you and your team benefit from CPD-certified training on certain areas, can you pick up

the phone and speak to experts on an ad hoc basis as the need arises? How much easier would it be to have access to experts in their field when you have questions about suitability, the installation environment, and electrical characteristics. There’s always a degree of urgency in finding answers so a technical hotline for just those moments can prove invaluable. Of course, technical support must go hand-in-hand with proactive project management and an all-round focus on the customer so that the whole process from specification to installation is handled smoothly and in a way that gives you confidence. It can be a challenge to find a supplier that can step up consistently to deliver that. Essentially, the message is to not underestimate the importance of cables. It’s worth taking the time to make sure the

Page 288 Rail Professional Industry Reference Book 2019

supplier providing these key connections has taken the time and care to deliver a product that will stand up to both the environmental and mechanical stresses of the rail network. After all, a quality, compliant product will mean fewer call-outs for maintenance and a longer lifespan before it becomes due for replacement. Reliability – it’s what it’s all about. Eland Cables Network Rail and LUL approved Power, Overhead Line, Signalling & Telecoms cables and accessories ISO 17025 UKAS laboratory cable facility with BSI Kitemark testing Rail Division Tel: 020 7241 8759 Email: rail@elandcables.com Visit: www.elandcables.com


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Elevated CableTrough Trough Elevated Cable have to be evacuated from a stranded train. Indeed, the lid has a non-slip surface so it can even be used as an emergency walkway. The 100mm gap between the bottom of the trough and the ballast prevents the build-up of water and blown debris such as leaves, reducing the need for FEATURE routine 75 maintenance.

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After trial installations of five, 10 and 12 kilometres, the new system was specified for the main rail link from Copenhagen and Ringsted, a distance of 50km. This is when its installation speed was revealed for the first time. The 70mm-diameter tube, up to four metres long, which will support the carrier (saddle), is driven into the ballast/ground, aluminium trough weighing 14.4kg, and a tourist attraction. Perhaps to combat the with care taken that its corresponding steel lid 25.5kg,being just underworldly toneit of is the upright. station name, A two people can install and fix all of the one of the buildings is labelled ‘Godsto identify the of components. template is used expedition’, although that islocation actually old Norwegian for Goods Handling. the next tube three away, setting Themetres PcP cable ducting systemso is now Now for Norway coming to the UK. Its patented design and Recently, a six-kilometre installation has the correct separations is easy. elevated installation, which ensures good been supplied for the Nordlandsbanen drainage, is complemented by its light railway line between Trondheim and Bodø Next, the saddles are fixed to the top weight and ease of installation. in Norway. This line is noted for including And no, it’s not the cable ducting from Hell station, in the village of the same of the tubes and adjusted for height. The Hell, it’s from Vildbjerg! name, which has understandably become trough is fastened in place between two adjacent saddles and the lid affixed. Using two teams, one setting tubes and one fastening the troughs to them, two kilometres of ducting was installed in a single, one-shift day. With the largest

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The basis of the design is a three-metrelong 100mm-deep aluminium tray, with holes for drainage, which sits on dedicated supports that are driven into the ground. Available in two widths, 320mm and 420mm, manufacturer of simple gratings and stair the trays are closed using galvanised steel treads as well as highly specialised heat lids, which can then be secured using shield decks on oil rigs. Cable Management System special tamper-resistant screws. The remit was for PcP to come up with Usingbytwo different materials, aluminium a design of cable ducting would Install up to that Connects to Used for and HSS420 high-strength be maintenance-free, durable, traditional vandal 120 meters Railthe Nettrough Denmark steel for the lid, ensures that no magnetic resistant, easyper to install, and hour fire proof systems & Norway field is set up. Where necessary, a would enable water to drain away freely. 2.5-metre-long glass-reinforced polymer After two years of design and testing, +44was 1902accepted 791 792 bysales@pcpgratings.co.uk pcpgratings.co.uk neutral section is inserted every 300 metres the new system or so along the trough. Banedanmark for use on the Danish The height of the lid above the ground network having met all of the design - usually around 200mm - makes it easy criteria, and even surpassed them in some passengers to step over2017 them if they areas. Rail Engineer |for Issue 157 | November

PcP Gratings Ltd are a member of the PF Group which has over 80 years’ FEATURE 75 experience in developing, manufacturing and marketing gratings and aluminium trough weighing 14.4kg, and a tourist attraction. Perhaps to combat the associated products into a wide range of applications. These include both have to be evacuated from a stranded its corresponding steel just underworldly tone of the station name, train. Indeed, the lidlid has a25.5kg, non-slip surface public and private sector for construction, offshore and onshore petro so it can even be used as an emergency two people can install and fix all of the one of the buildings is labelled ‘Godswalkway. chemical applications. Food The 100mm gap between the bottom industry, road & rail, scaffold planking and components.of the trough and the ballast prevents the expedition’, although that is actually old associated products along with many highNorwegian profile architectural such build-up of water and blown debris such for Goodsprojects Handling. as leaves, reducing the need for routine as the 2012 Olympic stadium and the ArcelorMittal Orbit Tower access and maintenance. The PcP cable ducting system is now Now for Norway walkways. Speedy installation coming to the UK. Its patented design and Recently, a six-kilometre installation has After trial installations of five, 10 and 12

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READY TO ROCK

I/O for the rail industry’s most extreme conditions

• The WAGO-I/O-SYSTEM 750 XTR has a compact design specifically for use in extreme conditions • Vibration-proof up to 5g and shock proof up to 15g (EN 61373) • Temperature range from -40 °C up to +70 °C • Suitable for use in unshielded areas • Conformal coating protects PCBs from moisture and atmospheric pollutants • Control, automate and monitor processes across the network • Scalable modular system with virtually unlimited application possibilities Telephone E-Mail Internet Search for

01788 568 008 ukmarketing@wago.com www.wago.com “WAGO XTR”


Track & Trackside

Making every connection on time When it comes to electronics, connections must be reliable and secure so that failures can be avoided wherever possible even in the most extreme conditions, as Paul Witherington, Marketing Manager WAGO UK & Ireland, explains

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he challenges presented by the British climate demand electrical connections that are sufficiently robust to withstand hot and cold temperatures, and that’s before you consider the rugged nature of the modern railway itself. As well as protection from the elements, connections also need to be able to withstand the rumbling of regular passing traffic and/or nearby engineering works. With this in mind, the safety, reliability and security of wire terminations is increasingly important. In this respect, clamp mechanisms are fast becoming the preferred method for termination of connections, due to their superior reliability and ease of use compared to screw-type methods. Screws will invariably loosen over time due to repeated temperature cycling, and eventually fail, even without factoring in the harsh environments and repeated vibrations found on railways. Screwless connections are far quicker and easier to install, and since the clamp mechanism doesn’t damage the wires, individual connections can be rewired more quickly, and entire cabinets can be subsequently reconfigured more easily with less downtime. Indeed, with no tools required and simple, push-in termination of solid and ferruled conductors, wiring time can be reduced by up to 75 per cent. WAGO’s TOPJOB® S DIN rail-mounted terminal block is ideally suited to the

demands of the modern railway. It is suitable for all conductor types from 0.14 mm2 to 25 mm2 including stripped, solid, stranded and fine-stranded with ferrules. WAGO’s Push-in CAGE CLAMP® technology means that once a wire is inserted, the spring adjusts automatically to the conductor size; this means that the wire is held securely and indefinitely. The terminal block can withstand shocks of up to 500G and vibrations of up to 20G, making it suitable for the harshest environments. The product family comprises the industry’s widest range of conductor sizes and includes single-, double-, tripleand quad-deck terminal blocks as well as fuse, disconnect and diode terminals. The TOPJOB® S rail mounted terminal blocks enable all of the above conductor

types to connect one size greater than their rated cross section, saving up to 25 per cent on wiring space and costs. A comprehensive range of feed-through and special function terminal blocks are also available, providing

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Track & Trackside

safe, secure, reliable termination of connections for many different railway applications. TOPJOB® S rail-mounted terminal blocks are quickly and clearly labelled using continuous marking strips. Using free software, the strips can be printed with four lines of information with sufficient space to designate each module and its function. This ensures wiring accuracy and saves time and waste. Standing out above the DIN Terminal blocks are typically mounted on DIN rails, also known as carrier rails. These are found in cabinets and enclosures across the railway network, accommodating not just terminal blocks, but a wide range of other types of devices, from power supplies and circuit breakers to controllers and I/O modules. Non-engineers may be surprised to learn just how ubiquitous this simple piece of equipment is. Applications could include door control and HVAC monitoring in carriages, signalling and power distribution trackside, or lighting and emergency lighting in buildings. Companies like WAGO are increasingly using the DIN rail to provide low- as well as high-tech solutions to engineering design issues. Take for instance WAGO’s switching cabinet drawer. This is a small drawer that fits on a 35mm top hat DIN rail in which to safely store items like fuses, jumpers, instruction literature and spare parts, keeping them from going missing. It’s a small, simple product, but one that can make a big difference in the field. There are other ways in which DIN rail-related tasks can be made easier. If engineering teams are finding themselves

repeatedly having to build similar DIN rail configurations, it can be quicker to use a custom, pre-mounted assembly as opposed to designing and building it in the field. This reduces the need to spend time cutting the DIN rail to size, searching for the right components, and making sure they’re placed correctly. This can be a particular challenge given the tough conditions often found on and around the railway. Companies such as WAGO can build the assembly to your specifications, affix whatever marking is required, and deliver

it straight to site, ready to be put into the enclosure and wired up. This allows maintenance teams to reduce their stock inventory holding for components like terminal blocks which often have thousands of variants, buying only what they need, when they need it. This simplifies the ordering process – rather than figuring out exactly what variant of terminal blocks to order and how many, engineers can simply order one assembly, as opposed to ordering a multitude of different components. It also saves having to repeatedly check purchase orders to ensure that nothing gets missed and streamlines the installation process. Any reputable manufacturer will fully test components and full assemblies for function and safety before they leave the factory, reducing the risk of installation errors and component failures. Automation for the people As well as interconnection, WAGO also offers highly powerful automation solutions.

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The WAGO-I/O-SYSTEM 750 XTR can help to provide the building blocks for the railway of tomorrow. Fully scalable from stand-alone control all the way up to global networks, the XTR range of industrial fieldbus systems offers effective and reliable automation, with ruggedized defence against extreme elements. With a temperature range of -40 °C up to 70 °C, insulation up to 5 kV, vibration protection for up to 5G acceleration and shock proofing up to 15G, the I/O-SYSTEM 750 XTR is built to withstand a max relative humidity of 95 per cent and short-term condensation according to class 3K7 / IEC EN 60721-3-3 thanks to the use of coated boards. The system can also incorporate advanced encryption technologies for robust protection against cyber-security risks. Tel: 01788 568008 Email: ukmarketing@wago.com Visit: https://www.wago.com/gb/railway-systems


RELIABLE AND COST EFFECTIVE FUEL MANAGEMENT FOR THE RAIL INDUSTRY One stop solution for the supply and maintenance of refuelling equipment

Supported by Triscan’s nationwide network of Engineers

Datatrack, part of The Triscan Group, specialises in the supply, installation and maintenance of a range of fuel management systems, pumps, tanks and gauges throughout the UK and Ireland. Over the past 30 years Datatrack has fast become one of the leading onsite fuel equipment providers in the UK. Having gained an enviable reputation for providing high quality service at affordable prices, we are proud to have estabilished ourselves as the number one fuel management provider in the rail industry. Using a combination of hardware and software products, we work with a wide range of rail service providers to supply them with the key to effective fuel management.

Trusted by ScotRail, DB Schenker and Southern Rail Specialist help desk available 7 days a week

“The system has reduced the time it takes to report fuel figures and removed the human error side of manually recording them. The databases allow easy recalling of historical data and we can also see our tank levels from the office. Staff members say the system is great and easy to use, and we have more control over who delivers our fuel and what equipment receives the fuel. All of this is used as part of our ISO50001 reporting and helped us to gain this accreditation.”

ScotRail

0845 225 3100 info@datatrack.co.uk www.datatrack.co.uk


Training & Skills

Training is key to success High quality, responsive training is key to a competent and more productive workforce, skills and competence come hand in hand to make a safer industry

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eaton Rail’s Railway and Track Safety Training Courses provides its workforce, companies and individual contractors with the skills, knowledge and certification to ensure that rail works are carried out efficiently and safely as well as in full compliance with Network Rail Standards. Ensuring that people are safe whilst working in a high-risk environment is imperative, on the contrary, there is the need for people to not only be aware of how to keep themselves safe on the railway but how to safely and competently complete works – often to strict and demanding timescales. Seaton Rail’s subject area expertise is railway track safety training and compliance. The courses and assessments we deliver range from Personal Track Safety (PTS) up to Safe System of Work Planner (SSOWP) including Controller of Site Safety (COSS) and Engineering Supervisor (ES). It has full nationwide coverage and full-time trainers and assessors which allows it to meet clients’ demands and needs. Courses are often tailored to suit individuals, meaning that the content is relevant whilst still delivering the knowledge as per Network Rail standards. Working alongside other departments within the organisation, Seaton Rail strives to enrich the lives of others by delivering high quality, responsive training – it aims to be inspiring, innovative and outstanding. As an approved Network Rail training

and assessment provider by the National Skills Academy for Rail (NSAR), it is rigorously inspected and adhere to the relevant Network Rail standards. In addition to railway track safety training, it delivers level one to four OFQUAL accredited health, safety and compliance training raining from Health and Safety, First Aid, Functional Skills, Customer Service, teacher/assessor qualifications, Food Safety & Business Skills. Seaton Rail forms a collaborative partnership with all its clients to achieve

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maximum productivity and performance metrics to get the job done. Safety is paramount, and as members of the British Safety Council Seaton Rail is committed to working towards health, safety and environmental best practice. Its industry specialists have a combined 120 years of railway experience and in partnership with the training division, Seaton Rail offers safe work planning, track access, the booking and management of isolations and possessions, on track protection and warning services, labour supply and drugs and alcohol screenings. Creating a safe working environment track side ‘on or near the line’ requires careful planning before work can begin. A job that is planned well is more likely to make full use of available resources, be more cost-effective and above all be safer to implement. Seaton Rail forms a collaborative partnership with all its clients to achieve maximum productivity and performance metrics to get the job done. Seaton Rail can quickly provide a bespoke, dedicated and experienced workforce of the highest quality to its clients thus enabling maximum possession utilisation and project delivery within agreed budget and time constraints. In addition, all of the staff have extensive route knowledge, dramatically reducing the risk of any works being aborted. Seaton Rail has a full time, directly employed On Track Division, together with a large database of support staff it can offer full UK nationwide coverage of contingent on-track labour and


Training & Skills

protection and warning staff for safety critical manpower requirements covering all aspects of rail work. The railway industry no longer simply requires recruitment agencies to supply a labour force, instead a qualified and experienced staff is needed to assess and resource the needs of individual clients on a project to project basis. Seaton Rail offers dedicated industry specialists to resource and supply experienced personnel that match clients’ bespoke requirements to ensure the client and their project receive the attention and ongoing support that optimise ‘best practice’ working. Another service provided to the industry by Seaton Rail includes drugs and alcohol screenings as any allegation of drink and drug abuse in the railway industry is of concern. Safety critical staff including train drivers, guards, conductors, shunters, signallers, permanent way workers and all other safety critical staff and their employers are subject to the Transport & Works Act which makes it a criminal offence for employees to work under the influence of alcohol or drugs, additionally, employers are bound by law to have procedures in place to prevent this from occurring. It is an offence under section 27 of the act for employees to carry out and for employers to allow employees to carry out, safety critical tasks while under the influence of drugs or alcohol. Due to Seaton Rail’s vast expertise in track safety, planning and access, it ensures that the training that is delivered is of the highest quality and learners leave the classroom ambitious to progress their career in the railway and knowing full well how to promote and maintain a safe working environment. Tel: 01262 608 313 Email: info@seaton-rail.com Visit: www.seaton-rail.com

trust us to deliver Seaton Rail’s Railway and Track Safety Training Courses provide companies with the skills, knowledge and certification to ensure that works on the railway are carried out efficiently and safely as well as in full compliance with Network Rail Standards. Seaton Rail are one of the leading railway training and assessment providers. Our courses are delivered by professional, full-time trainers who know how to get their message across. We can also tailor course content and format to meet your specific requirements. Our courses are delivered at our modern training centres in Bridlington, Goole, York, Rotherham and Glasgow where we have excellent facilities, lunch is provided, unlimited free hot and cold drinks and free wi-fi. We also arrange training to meet the requirements of our Clients shift patterns including early, late and night turns of duty. Training is also available at the weekends, or at a premises of your choice. Courses we deliver (both initial and recertification): • • • • • • • • • • • • • •

Personal Track Safety Working Near or Adjacent to the DC Conductor Rail (DCCR) Lookout Individual Working Alone Controller of Site Safety (OLP and CRP LLT) Protection Controller Level Crossing Attendant Points Operator Engineering Supervisor Safe Work Leader 1 and 2 Conversion Safe System of Work Planner Possession support OLEC 1 Industry Common Induction

Workplace assessments we deliver: • Individual Working Alone • Controller of Site Safety (Including OLP, CRP LLT and PC) • Engineering Supervisor • Safe System of Work Planner • Possession Support

Tel: 01262 608313 info@seaton-rail.com www.seaton-rail.com Seaton Rail has an outstanding reputation in the rail industry and strives to build long-standing, trusted relationships with all of our clients. We form collaborative partnerships to achieve maximum productivity and performance metrics to get the job done! Serving the rail industry throughout the U.K. 24/7 365 days a year.       

Possession, Isolation and Railway Interface Planning Safe System of Work Planning Work Package Planning Railway Safety Training & Workplace Assessments First Aid, Health & Safety and Compliance Training PTS Drugs and Alcohol Screening Supply of Contingent Labour and On Track Protection & Warning Services

Telephone: 01262 608 313 Web: www.seaton-rail.com Email: training@seaton-rail.com Seaton Rail has an outstanding reputa long-standing, trusted relationships w partnerships to achieve maximum pro Rail Professional Industry Reference Book 2019 Page 295 the job done!


Tunnelling

Simulating tunnel ventilation This article outlines the requirements and complexity of the Ventilation Control System on London’s new Elizabeth Line built by Crossrail

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ll modern metro systems include a tunnel ventilation system and a control system (the Ventilation Control System or VCS), to ensure that the required mode of ventilation – for both operational and safety ventilation – can be easily selected by a railway traffic controller. The below explains how the system was tested and how the controllers who use the system have been trained and will be trained – using simulators. The requirement for tunnel ventilation Moving trains create air pressure and ‘natural’ ventilation as they move through tunnels. If a train has to stop for any reason, forced ventilation is required and provided by a tunnel ventilation control system. Necessary for safety and compliance purposes, a TVCS is designed to process a complex set of logic in order to set up the required ventilation modes for normal operations, maintenance and emergencies. Forced ventilation – provided by fans mounted in the shafts – is required in one of four circumstances: • Under Platform Extract (UPE) for removing heat from stationary trains

during warmer weather and to help prevent heat build-up in the tunnels • Trains that are stopped in the tunnel and require cooling to maintain their air conditioning • Fresh air and extraction for maintenance workers during engineering hours • Fire in the tunnel and a requirement to evacuate passengers and control smoke, so that the escape route has a fresh air supply (i.e. smoke is extracted in one direction and passengers escape in the other). Given the variables – including train positions, the location of a fire and the availability of ventilation equipment – the control systems are required to process a complex set of logic and yet keep the user interface to the controller as simple as possible. The objective is to ensure that during an emergency, there are no delays in activating the system – controller actions have to be simple and obvious. Testing every possible operational permutation Testing such a critical and complex system is one of the most important aspects of

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the development. This is completed by a team of control system software engineers using a dedicated tunnel ventilation control system (TVCS) test suite, which is run using simulation devices to mimic live operation of the plant. Every single operational mode that could feasibly be required once the system is fully installed needs to be tested. Built by AIS using Siemens’ technology, the simulated Crossrail test system was


Tunnelling

developed and literally ‘taught back’ to the controllers. This technique is based on the fact that people are typically better at pinpointing what’s missing than specifying exactly what they want. As an iterative process, it also meant that controllers became embedded within the design process and had greater ownership of the final delivered system. For instance, when developing the HMI screens for Crossrail, it became apparent that in areas where the metro lines split to take passengers north east or east, the initial design of the screens were overly complex to use in the event of an emergency. Working further with the controllers, the HMI was simplified to make the response simpler and therefore more effective.

a complete replica of the fully functional tunnel ventilation control system. But unlike the live site, the action of the 48 fans, 160 dampers and over 500 actuators that control the airflow into and out of the 18 tunnel shafts along the metro line were simulated, using Siemens’ SIMBA PRO simulation devices. The objective was to ensure that the logic controlling each of the operational sequences could be fully tested, including back up modes used if one or more ventilation shafts became unavailable. In fact, testing the failure and back up modes took a significant proportion of the project’s time as there were thousands of permutations of possible field equipment failures. The system was developed to be fault tolerant and testing proved this as part of the overall validation and verification activities to meet the SIL2 safety requirements, in accordance with EN 61508. Using simulation hardware to accelerate development cycles Installing Siemens’ SIMBA Pro simulation hardware was a crucial part of the test system design as the equipment enables the test team to write scripts that simulate all of the different input and output responses. For example, when the system turns on a fan, the simulation recognises the command and is able to provide feedback that is required as part of the operational logic. Similarly, faults can be simulated (e.g. a damper failure) to test back up modes. Although it was technically possible to test the software without simulation, it would have taken longer and been less accurate, because each scenario would have to be manually simulated using switches and lamps. A one hundred per cent simulation – one hundred per cent test The philosophy adopted for Crossrail testing

had one simple aim – that by the time the system arrived on site for commissioning, no logic changes or software changes would be required. Using the simulation approach described, we were as near to a hundred per cent confident of achieving this aim as it is possible to be. Importance of early traffic control operator involvement Crossrail’s tunnel ventilation control system has automatic and manual modes, that require an operator to initiate the appropriate ventilation mode. Since the majority of manual interventions involve emergency situations, training railway controllers to use the system competently is an important and ongoing requirement. In an emergency situation, controllers must decide how to apply tunnel ventilation within seconds and from experience, one of the best ways to achieve this is by involving controllers in the design process from an early stage. Rail for London (the operators of the new Elizabeth line built by Crossrail) were keen to engage operators in the design of the operational screens for the TVCS (known as the Human Machine Interface or HMI) early on in the project. Designing a user interface with the information for the operator to make a fast and correct decision is always key. Benefits of ‘teach back’ to identify enhancements One effective strategy is to develop HMI control screens according to a phased approach using the ‘teach back’ method. This was the approach taken for Crossrail. It allows controllers to influence the design and development phase at each stage, giving them the opportunity to request amends and enhancements before changes become costly. Once controllers had provided their input, the next version of the prototype was

Hands-on controller training Early training before deployment of the full system was another vital aspect of the implementation phase that RFL wanted to achieve. Traditionally, control systems training is being performed using static prototyped interfaces or with a comparable system, to teach the operational principles. For instance, providing training on another equivalent metro system in a different city. Whilst this gives controllers general experience of how the system works, it can never be as accurate as receiving training based on ‘real life’ actual scenarios. Working with TfL, Applied Industrial Systems took the prototype user interfaces at different stages and provided operators with a hands-on training simulator early in the project life cycle. This simulator had two user interfaces – for trainers and trainees. The trainer could create live operating scenarios with the trainee’s screen displaying information as it would for the live railway. The trainer could then introduce emergency scenarios – such as a train fire – for the controller to respond to. The system monitored the controller’s response and reported on whether it was correct or not, which was used to provide further scenarios. Ultimately, the ventilation training simulator was a key component of maintaining the safe operation of the Elizabeth Line and maintaining the SIL2 rating of the tunnel ventilation control system. Overall, simulation made training more relevant and also meant that training sessions could easily be repeated. Controllers could maintain their skills and remain capable and more confident about applying the tunnel ventilation control system, should a future emergency occur. Simon Burras is Managing Director at Applied Industrial Systems (AIS) Tel: 020 8747 2130 Email: info@applied.co.uk Visit: www.applied.co.uk

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I N D U S T R I A L D E S I G N C O N S U L T A N T S S P E C I A L I S I N G I N T R A N S P O R T D E S I G N

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Design research, strategy & implementation Colour psychology, material specifications Schedule of finishes Concept generation Branding Human factors (PRM/TSI and DDA requirements) Oculus Rift & Gear Virtual Reality

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3D visualisation and animation Soft and sketch mock-ups Finished 3D mock-ups and models Project and industrial design management Materials and processes selection Structural, fire and crashworthiness testing

contact: andrew@schoenemanndesign.co.uk


Women in Rail

Women in Rail repowers mentoring scheme for 2019 Women in Rail’s hugely successful cross-industry mentoring programme is being re-invigorated as we enter 2019 with enhanced momentum

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he WR mentoring programme has been hugely successful since its inception in 2014, with participation growing from 12 pairs in its first year to 260 pairs in 2017. This year, the WR team has decided to ‘repower’ it as a cutting-edge cross-industry mentoring programme. To achieve this, we are collaborating with Moving Ahead, a specialist mentoring organisation that is behind the design and management of the mentoring algorithm that supports the matching of mentors to mentees across a number of organisations, including the hugely successful 30% Club. The purpose of the repowered WR mentoring programme is to continue providing powerful partnerships between burgeoning talent and senior executives, with a renewed effort on increasing diversity across the rail sector. Starting with gender diversity as the core focus we will embrace diversity over time, championing lateral thinking, cross-fertilisation of ideas, thinking and networks in the industry. To ensure the continued success of the

programme, this year, we are reaching out to organisations in UK rail, encouraging them to proactively collaborate with us by putting forward mentors and mentees from their own workforce to take part in the scheme, at a cost of c.£250 per individual. The repowered programme retains its unique selling point of a cross-industry mentoring initiative where mentees are matched with a mentor from a different company, based on the requirements they have entered on their profile (which include location, personal interests, technical skills and experience). Our collaboration with Moving Ahead will enable us to make the matching of mentor and mentee a cutting-edge process, providing the best possible partnership for both parties. Matching will be carried out by Atlas, Moving Ahead’s world class algorithm, and reviewed by the WR mentoring team, in collaboration with Moving Ahead and participating organisations. Mentors and mentees will be given access to an intranet. They will also receive professional training via an online learning

platform, live workshops and masterclasses and will be invited to attend networking events where they will have an opportunity to expand their network within the UK railway industry. In line with our core charitable aims, we are also launching a Pro-Bono Fund. The purpose of such a charitable Fund is to enable women associated with the UK railway industry to take part in the programme as a mentee free of charge. Eligible women will be job seekers, women in transition, on care leave or women from organisations not able to take part in this initiative, with consideration being given to WR’s core aim of promoting diversity in UK rail. Of course, specific and strict eligibility criteria will apply. As in previous years, the mentors will be experienced men and women working across the UK rail industry. For 2019, the programme will continue to focus solely on female talent for its mentee intake. However, from 2020, WR intends the programme to include both men and women working in the industry, ensuring everyone employed in our railway has an opportunity to benefit from this initiative. The repowered WR mentoring programme is supported by the DfT, the Rail Delivery Group, Network Rail, Morson and BEIS, and will be officially launching on October 4. For more information, please email wr@womeninrail.org First published October 2018 Rail Professional magazine

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Rail Alliance

Rail Alliance The Rail Alliance is a membership organisation that sits at the very heart of the rail supply chain and brings rail customers, suppliers and supply chain opportunities together

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ur broad spectrum of membership extends beyond pure rail and positions the Rail Alliance as the leading membership organisation in the UK to nurture diversity, ingenuity and innovation across the rail and transportation sectors’ supply chains. We remain much focused on the need to support companies large and small from every sector in their endeavours to trade in and enrich the rail sector. Uniquely our membership spans all aspects of the rail supply chain and we have no barriers to entry. Over the last ten years we have grown from an off shoot of the Manufacturing Advisory Service within the West Midlands to become the premier business to business networking organisation in the rail sector, with members drawn from all corners of the country – and indeed the globe. We promote collaboration and as a result have strategic relationships with the likes of the British Chambers of Commerce, Permanent Way Institution, UKRRIN, RSSB and the European Rail Clusters Initiative as well as with Lloyds Banking Group. In all, our active network has grown from its humble origins to reaching out to over 50,000 companies in the UK alone. We are founder members of the Rail Supply Group, the rail sector council. With the Rail Alliance regarded as an authority in the challenges faced by the UK rail supply chain and by SMEs supplying into the rail sector, the Rail Alliance is going from strength-to-strength, with more and more companies using membership as a strategic tool to improve business effectiveness and competitive advantage. We are proud to say that we have become the go-to team when it comes to doing business in the rail sector. In delivering a membership service to its vast network of member organisations (UK and worldwide), the Rail Alliance: • Provides regular and effective networking opportunities for members • Promotes members services and capabilities through the website, social media, newsletter and events programme • Promotes the membership internationally and support members’ attendance at international events and missions • Develops a mentoring, education and training program to assist the development of people and to encourage the participation of new entrants • Develops relationships between the research/technology community and

industry to promote best practice and innovation • Attends key government and industry meetings and events for the benefit of members.

• Product approvals and acceptance processes • Export and international support • Representing members at significant closed industry meetings.

Events The Rail Alliance delivers high quality networking events with at least one networking event a month covering a wide range of critical industry themes. In addition to this, the Rail Alliance delivers two key industry supply chain events – Rail Live and specialist railway safety expo – Light after Dark. Railtex, Infrarail, InnoTrans, Advanced Engineering, RVE, SAFESTART are the big industry events at which the Rail Alliance will always be found, in addition to supporting a variety of relevant conferences and seminars and carefully selected trade fairs. Route-to-market support and advice is another way in which the Rail Alliance helps companies established in rail as well as those new to the sector – from face-toface introductions at events to tailored introductions up and down the supply chain as is relevant to individual companies. Some of the specific areas Rail Alliance helps with includes:

The Rail Alliance actively engages its members with the wider industry through the expert use of social media as well as encouraging members to supply case studies and share news stories to be published on the Rail Alliance website and shared via emailed newsletters. All Rail Alliance members have access to the approved test and trials centre at QRTC – one of several in the UK. The Rail Safety and Standards Board’s (RSSB) Test Voucher Scheme (TVS) gives up to three days subsidised access to test and trials facilities within the UK to assist UK-based companies in developing their products, goods and services for the rail sector. Usually, this assistance is offered to companies transiting through the latter stages of the product development programme. Depending on individual requirements this may include test loop and infrastructure, traction, rolling stock and trials staff time. The Rail Alliance also works closely with a number of specialist rail research universities throughout the UK, including universities

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Rail Alliance

included in UKRRIN enabling collaboration with academia to support in-house research. Specialist Industry Support Programmes provide by the Rail Alliance include workshops and events across the UK designed to help organisation navigate their way through the complex landscape of the rail sector called Get into Rail as well as supporting in the delivery of rail supply chain events. Rail Mentor Scheme in partnership with GBSLEP Rail Mentor has been launched by the Rail Alliance on behalf of GBSLEP to reach out to organisations in the Greater Birmingham and Solihull region and provide a gateway to the business opportunities in rail, particularly in light of HS2. Rail Mentor is a focussed initiative facilitating an accelerated introduction into the rail supply chain and is open to all companies with the only limit being that the organisation must have an operating base in the GBSLEP area. Companies at the top end of the supply chain supporting the programme include organisations such as Alstom, Siemens, Bombardier, Hitachi, Network Rail, HS2, West Midlands Trains and the Rail Delivery Group.

Participants signing up for the programme will benefit from the opportunity to shape a product or service to the needs of a Top Tier company in a highly supportive environment. Top Tier companies will offer chosen applicants access to their management team, meeting space at their facilities and coaching in their specific supply chain requirements. This free scheme presents a broad range of invaluable commercial opportunities. For more details please go to www.gbslep. railmentor.com As a trade association with a membership base that spans the entire rail supply chain it is a responsibility that we place on ourselves to have our finger firmly on the pulse on what’s happening in the sector that either directly affects the supply chain or potentially impacts the future of the organisations supplying in the rail sector. The Rail Alliance is certainly not politically biased and does not involve itself in steering Government policy or undertaking lobbyist activity – we recognise that there are other associations far better placed for this activity than us. What we do provide however is a solid foundation on which we help businesses ‘do business in rail’, whether that is for new entrants coming into the rail sector or for

established businesses who are looking for more opportunities to grow. Our moto ‘Network, Innovate, Collaborate and Thrive’ is as relevant today as it was eleven years ago when the Rail Alliance first started. KEY PERSONNEL Executive Director: Colin Flack Office Manager: Dawn Bell Commercial Director: Martin Little Marketing Communications Director: Eli Rees-King Brand Manager: George Bates Business Development Director: Richard Carr Innovation Manager: Eddie Blackett Rail Mentor Manager: Jim Panter Rail Mentor Manager: John Beale Formula Rail: Chris Denison Associate Consultant: Marcus Mayers

CONTACT INFORMATION Address: The Control Tower, Quinton Rail Technology Centre, Station Road, Long Marston, Stratford on Avon, Warwickshire CV37 8PL Phone: 01789 720026 Email: info@railalliance.co.uk Website: www.railalliance.co.uk

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Rail Professional Industry Reference Book 2019 Page 301


Rail Delivery Group

Rail Delivery Group Born out of privatisation, the Rail Delivery Group provides strategic and tactical services for the whole rail industry

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n 1993 ATOC (Association of Train Operating Companies) was set up to bring together all train companies to preserve and enhance the benefits for passengers of Britain’s national rail network. In 2011, it was joined by the Rail Delivery Group and five years later, the two bodies merged to become one organisation, known as Rail Delivery Group. Overall goal RDG brings together all passenger and freight operators with Network Rail and HS2 to provide oversight of all activities delivered by the organisation on behalf of its members. It provides governance in relation to the voice for the railway as a whole and also for passenger and/or freight operators separately on industry issues. Vision in action Independent data shows that Britain’s railway is one of the safest and most intensively used rail networks in the world. RDG’s vision is of a system operated by a number of organisations with clearly defined roles that work closely together to deliver a successful railway for passengers, freight customers and the public. Passenger and freight services are provided by train companies which operate over infrastructure provided by Network Rail. These organisations collaboratively deliver the timetable and customer service. Through the Rail Delivery Group (RDG), they also develop strategies and plans to

improve the railway. The strategy element of this comes from the appropriately named Strategic Boards which bridge the gap between the RDG vision for the industry and how that vision is delivered by the industry. They have been formed to give line of sight, alignment, and joining up of activities for all the groups charted to them. They also provide a point of escalation that can determine between competing priorities and, if needed, can give direction to their charted groups. Membership The train companies and infrastructure

provider are serviced by a large and specialist supply chain who provide everything from new trains to signalling systems and catering services. Members of RDG and RSG also work with Rail Safety & Standards Board (RSSB). RSSB supports the industry to help rail companies achieve their objectives particularly in regard to efficiency and safety. RSSB is independent, works across the whole rail network and facilitates cross industry collaboration. The RDG membership comprises the passenger train operators and their owning groups, freight operators and Network Rail.

KEY PERSONNEL Chief Executive: Paul Plummer Director: Planning, Engineering, Operations: Gary Cooper Finance Director: Ola Ogun Chief of Staff and Business Change Director: Naomi Rial Managing Director, Customer Experience: Jacqueline Starr Director of Policy: John Thomas Director of Communications: Andy Bagnall Regional Director: Robert Nisbet

CONTACT INFORMATION Address: 2nd Floor, 200 Aldersgate Street, London EC1A 4HD Phone: 020 7841 8000 Email: info@raildeliverygroup.com Website: www.raildeliverygroup.com Page 302 Rail Professional Industry Reference Book 2019


Haywood & Jackson

Engineering Solutions for the Rail Industry For more than two decades, Haywood & Jackson has been a trusted supplier to the rail industry.

Haywood & Jackson specialise in the design, fabrication and installation of bespoke components, structures and assemblies for rail projects using CE marked up to Execution Class 3 steel and GRP materials.

Our Products • Platforms and Ramps • GRP Anti-Slip Overlay System • Bridge Structures • Signal Structures • Refurbishment • Embankment Location Platforms

• Trackside Furniture • Gates and Fencing • Gantries and Walkways • Handrails • Staircases and Ladders

We are an approved supplier to Network Rail and proud supplier to GMRT and Mersey Rail.

If you would like to find out more about our services or to discuss your project, contact us on 01606 47777. Email: info@haywoodjackson.co.uk Website: www.haywoodandjackson.co.uk

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Railway Industry Association

Railway Industry Association The Railway Industry Association (RIA) is the voice of the UK rail supply community

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IA helps to grow a sustainable, high-performing, railway supply industry, and to export UK rail expertise and products abroad. It promotes and represent its members’ interests to policy makers, clients and other stakeholders in the UK and overseas. RIA has 240+ companies in membership in a sector that contributes £36 billion in economic growth and £11 billion in tax revenue each year, as well as employing 600,000 people – more than the workforce of Birmingham. It is also a growing industry with the number of rail journeys expected to double over the next 25 years and freight set to grow significantly too. RIA’s membership is active across the whole of railway supply, covering a diverse range of products and services and including both multi-national companies and SMEs (60 per cent by number). RIA works to promote the importance of the rail system to UK plc, to help export UK expertise around the globe and to share best practice and innovation across the industry. Background The Railway Industry Association can claim to be almost as old as rail itself. In 1875, a number of independent steam locomotive builders grouped together to petition Parliament. They won their case and decided

that it would be valuable to create a formal body for their mutual benefit. It was first known as the Locomotive Manufacturers Association of Great Britain and proved to be very effective in promoting its members’ interests, both at home and overseas, and in such areas as coordinating development of technical standards. Membership was widened to include manufacturers of all forms of rolling stock, including components suppliers, with a change of name to the Locomotive and Allied Manufacturers Association in 1957. Finally, the change to the Railway Industry Association was completed in 1971 with the inclusion of all parts of the railway supply industry. With the break-up and privatisation of British Rail in the 1990s, many of the resulting supply-side companies joined RIA as they moved into the private sector. Membership Its membership is active across the whole range of railway supply – including infrastructure, rolling stock, signalling, and consultancy – and incorporates many skills and resources which were previously part of the national railway undertaking but which now operate commercially in the private sector. RIA members represent the greater

part of the UK railway supply industry by turnover. Most large firms are members, as well as a wide range of smaller companies. Services RIA provides its members with extensive services, including the provision of technical, commercial and political information every week. It also represents the supply industry’s interests to the Government, Network Rail and others. As with most groups with large and diverse memberships, the main advantage of membership is the opportunity for dialogue and networking between members. RIA also lobbies Government for sectoral growth and has a keen interest in promoting UK rail around the world. It does this by exporting promotional activity through briefings and visits overseas as well as hosting inwards visits. It also organises a UK presence at exhibitions overseas. Contact For more information, you can contact Monica Barbosa in the Membership team, at RIA@riagb.org.uk and on 020 7201 0777.

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Professional organisations A-Z index infrastructure to government and other stakeholders, representing the views of around 450 members. www.acenet.co.uk

Asbestos Removal Contractors Association (ARCA) The Association is dedicated to promoting safety and professionalism throughout the licensed asbestos removal industry. As the UK’s leading association representing the interests of asbestos removal contractors and associated businesses ARCA provides guidance, asbestos training and support on all legislative requirements for members and their clients. www.arca.org.uk

Associated Society of Locomotive Engineers and Firemen (ASLEF) ASLEF is Britain’s trade union for train drivers. Its 19,750+ members are employed in the train operating companies, the freight companies, London Underground and some Light Rapid Transport. The first recorded meeting was held on 7 February 1880. www.aslef.org.uk

Associated Train Crew Union (ATCU) ATCU, an accountable and democratic independent Union founded to address the issues affecting all our colleagues and to meet the aspirations of all those working in the rail industry. www.atcu.org.uk

Association for Consultancy & Engineering (ACE) The Association for Consultancy and Engineering (ACE) champions

Association for European Transport (AET) The Association for European Transport is a European organisation for transport professionals. It provides networking opportunities to enable the exchange of ideas, information and opportunities among its 300 corporate and individual members, who are based in more than 35 countries. www.aetransport.org

Association for Project Management (APM) The award-winning Association for Project Management (APM) is the Chartered body for the project profession. APM is committed to developing and promoting project and programme management through its FIVE Dimensions of Professionalism. Working with government, the private sector and professional bodies, APM uses its Chartered status to raise the profile, awareness and understanding of project management. www.apm.org.uk

Association of Community Rail Partnerships (ACoRP) ACoRP is the membership body for over 60 community rail partnerships, representing over 80 community rail lines across the UK, as well as more than 1,000 station adoption groups. It supports its members to be effective in benefiting their communities and railways, socially, environmentally and economically. www.communityrail.org.uk

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protection and specialist access sector since 1946. At the forefront of all industry developments, ATLAS is committed to improving working practices, technical excellence and the skills of the workforce to provide the highest quality service to the industry’s clients. www.atlas.org.uk Association of Fencing Industries (AFI) AFI exists to promote safety, quality and professionalism throughout the UK fencing industry; to provide business opportunities, industry news and technical information to its members; to encourage intermember trading and collaboration; and to raise the profile and image of the UK fencing industry. www.afiorg.uk

Association of Geotechnical and Geoenvironmental Specialists (AGS) The Association of Geotechnical and Geoenvironmental Specialists (AGS) is a non-profit making trade association established to improve the profile and quality of geotechnical and geoenvironmental engineering. The membership comprises UK organisations and individuals having a common interest in the business of site investigation, geotechnics, geoenvironmental engineering, engineering geology, geochemistry, hydrogeology, and other related disciplines. www.ags.org.uk

Association of Railway Training Providers (ARTP) The ARTP is the trade association for suppliers of training, assessment and development services to the rail industry and has more than 50-member organisations. www.artp.co.uk

Association of Technical Lightning & Access Specialists (ATLAS) ATLAS has been representing the leading players in the lightning

Association of Transport Coordinating Officers (ATCO) The Association of Transport Coordinating Officers was formed in 1974, joining together senior public transport officers of local government across the UK. ATCO’s members include staff directly concerned with strategic policy development and implementation for securing passenger transport services for a wide range of public authorities. www.atco.org.uk

Automatic Door Suppliers Association (ADSA) ADSA exists to promote the highest standards in automatic doors and to help specifiers and customers obtain the best solution for their requirements. ADSA first developed the industry code of practice. This covers the safety aspects of automatic doors for pedestrian use. This subsequently formed the basis of BS 7036: 1988, a code of practice for provision and installation of safety devices for automatic, power operated pedestrian door systems. www.adsa.org.uk

British Drilling Association (BDA) The British Drilling Association (BDA) is a trade association formed in 1976 with 115-member companies, representing all aspects of the drilling sector. The BDA strives to support the needs, activities and ambitions of its members. www.britishdrillingassociation.co.uk


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A-Z index Professional organisations

British Fluid Power Association (BFPA) Representing and supporting businesses in the hydraulic, pneumatic and motion control industries in the UK. The only voice for the industry in the UK, the BFPA encourages all organisations or individuals to explore the options open to them through the Association. www.bfpa.co.uk

British Geomembrane Association (BGA) British Geomembrane Association, the trade association of specialist Geomembrane installers operating in the UK. Set up over 10 years ago, the BGA represents the interests of its members and their clients and stands for quality installation work, cost effective service provision and, above all, technical excellence in environmental protection. www. britishgeomembraneassociation. co.uk

British Geophysical Association (BGA) The British Geophysical Association is a Joint Association of the Geological Society of London and the Royal Astronomical Society. Its aims are to promote the subject of geophysics, and to strengthen the relationship between geophysics and the other natural sciences in the UK. Membership of the BGA is open to Fellows of either of the Parent Societies. www.britgeophysics.org

Not listed here?

British Geotechnical Association (BGA) We are the principal association for geotechnical engineers in the United Kingdom. We also perform the role of the Ground Board for the Institution of Civil Engineers, as well as being the UK member of the International Society for Soil Mechanics & Geotechnical Engineering (ISSMGE) and the International Society for Rock Mechanics and Rock Engineering (ISRM). www.britishgeotech.org

British Institute of Facilities Management (BIFM) The British Institute of Facilities Management (BIFM) is the professional body for facilities management (FM). Founded in 1993, we promote excellence in facilities management for the benefit of practitioners, the economy and society. Supporting and representing over 17,000 members around the world. www.bifm.org.uk

British International Freight Association (BIFA) The British International Freight Association is the trade association for UK-registered companies engaged in international movement of freight by rail, air, road and sea. It has around 1,500 corporate members who offer a wide range of services within these various modes of transport. www.bifa.org

Please call us on 01268 711811 or visit the website www.railpro.co.uk

British Parking Association (BPA) We are the largest; most established

and trusted professional association representing parking and traffic management in Europe and the recognised authority within the parking profession. We represent the best interests of our members and the parking community and provide an extensive range of membership services to support parking professionals & organisations in their day-to-day work. www.britishparking.co.uk

British Pest Control Association (BPCA) BPCA is the leading UK trade association, representing organisations with a professional interest in the eradication and management of public health pests. We’re a not-for-profit organisation acting in the interests of our members and on behalf of the pest management industry in the UK. www.bpca.org.uk

British Precast Tracing its roots back to 1918, British Precast is the trade association of precast concrete manufacturers. The main aims of the federation are to promote precast concrete in the construction market and to disseminate information, through a range of industry representation and by shared knowledge, to add value to its member companies. www.britishprecast.org

British Safety Industry Federation (BSIF) As the lead association for the PPE (personal protective equipment) directive, the BSIF has active links with a range of government departments and more than 130 representative trade bodies. It has around 160 members, ranging from manufacturers and distributors of safety products to test houses and certification bodies. www.bsif.co.uk

British Security Industry Federation (BSIA) The BSIA is the trade association representing the UK’s private security industry. Its members provide more than 70 per cent of the UK’s security products and services (by turnover) including electronic solutions such as access control and CCTV, as well as security guarding and consultancy services. www.bsia.co.uk

British Standards Institution (BSI) BSI is the business standards company that helps organizations all over the world make excellence a habit. For more than a century we have been challenging mediocrity and complacency to help embed excellence into the way people and products work. That means showing businesses how to improve performance, reduce risk and achieve sustainable growth. As a global leader in helping organizations improve, our clients range from high profile brands to small, local companies in 182 countries worldwide. www.bsigroup.com

British Transport Police (BTP) The BTP polices the UK rail network, providing a service to rail operators, their staff and passengers across the country. It also covers the London Underground, DLR, Midland Metro tram system, Croydon Tramlink, Sunderland Metro, Glasgow Subway and Emirates Airline. www.btp.police.uk

British Transport Police Authority (BTPA) BTPA is the independent body responsible for ensuring an efficient and effective police force for rail operators, their staff and passengers Nationally. Its duties and functions

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Professional organisations A-Z index are like those of the Scottish Police Authority or a police and crime commissioner in England and Wales, but it oversees a force that is responsible for policing a much wider area – the railways of Great Britain. www.btpa.police.uk

British Tunnelling Society (BTS) The BTS is an Associated Society of the Institution of Civil Engineers (ICE). With a current membership of 855 individual members and 74 corporate members, it is one of the most vibrant gatherings of professional tunnellers in the world. www.britishtunnelling.org.uk

Campaign for Better Transport For 40 years the Campaign for Better Transport has fought for better public transport, walking and cycling, for the sake of communities and the environment. The independent charity provides practical solutions to transport problems, pressuring national and local government to adopt them to bring affordable transport that improves people’s quality of life. www.bettertransport.org.uk

Chartered Association of Building Engineers (CABE) Formed in 1925 as the Incorporated Association of Architects and Surveyors, the Chartered Association of Building Engineers (CABE) is a leading body for professionals specialising in the design, construction, evaluation and maintenance of buildings. www.cbuilde.com

Not listed here? Please call us on 01268

Chartered Institute of Arbitrators (CIArb) The Chartered Institute of Arbitrators (CIArb) is an international centre of excellence for the practice and profession of alternative dispute resolution (ADR). CIArb is passionate about promoting a harmonious society and helping people and organisations avoid, manage and resolve conflict through our global network of over16,000 members. www.ciarb.org

Chartered Institute of Architectural Technologists (CIAT) The Chartered Institute of Architectural Technologists is the lead qualifying body for Architectural Technology. Founded in 1965, it represents those working and studying within the discipline. CIAT qualifies Chartered Architectural Technologists, MCIAT and professionally qualified Architectural Technicians, TCIAT. www.ciat.org.uk

Chartered Institute of Ecology and Environmental Management (CIEEM) CIEEM is the leading professional membership body representing and supporting ecologists and environmental managers in the UK, Ireland and abroad. Our Vision is of a society which values the natural environment and recognises the contribution of professional ecologists and environmental managers to its conservation. www.cieem.net

711811 or visit the website www.railpro.co.uk Page 310 Rail Professional Industry Reference Book 2019

Chartered Institute of Logistics and Transport (CILT) The CILT(UK) is the independent professional body for individuals associated with logistics, supply chains and all transport. It has a presence in more than 30 countries around the world and aims to be the leading global membership organisation providing education and development for individuals and corporations within its range of professions. www.ciltuk.org.uk

Chartered Institute of Personnel and Development (CIPD) The CIPD is the professional body for HR and people development. The not for profit organisation champions better work and working lives and has been setting the benchmark for excellence in people and organisation development for more than 100 years. It has a community of more than 140,000 members across the world, provides thought leadership through independent research on the world of work, and offers professional training and accreditation for those working in HR and learning and development. www.cipd.co.uk

Chartered Institute of Procurement & Supply (CIPS) CIPS is the largest organisation in the world dedicated to the procurement and supply profession and acts as the profession’s voice, supporting individuals and organisations to achieve excellence and providing the Global Standard in Procurement and Supply. It is the awarding body regulated by OFQUAL in England for procurement and supply management qualifications. www.cips.org

Chartered Institution of Building Services Engineers (CIBSE) CIBSE is the standard setter and authority on building services engineering. It publishes Guidance and Codes which are internationally recognised as authoritative and sets the criteria for best practice in the profession. The Institution speaks for the profession and so is consulted by government on matters relating to construction, engineering and sustainability. It is represented on major bodies and organisations which govern construction and engineering occupations in the UK, Europe and worldwide. www.cibse.org

Chartered Institution of Civil Engineering Surveyors (ICES) The Chartered Institution of Civil Engineering Surveyors (ICES) is recognised as the leading chartered professional institution for geospatial engineering and commercial management specialists in civil engineering. ICES strives to maintain and improve that position and is dedicated to the regulation, education and training of surveyors working within civil engineering. www.cices.org

Chartered Quality Institute (CQI) The CQI is the chartered body for quality professionals and auditors worldwide. We improve the performance of organisations by developing their capability in quality management. CQI members gain professional recognition, access to unique learning and development opportunities, and can influence our policy work – helping to further the profession. www.quality.org


A-Z index Professional organisations engineering standards. It has direct access to politicians and policy advisors, ensuring its members’ voices are heard and their interests safeguarded. www.cpt-uk.org City & Guilds of London Institute (C&G) We are the leading skills development organisation, providing services to training providers, employers, and trainees across a variety of sectors to meet the needs of today’s workplace. Our qualifications are valued by employers across the world, helping individuals develop their talents and abilities for career progression. www.cityandguilds.com

Civil Engineering Contractors Association (CECA) Representing civil engineering contractors, CECA build and maintains the UK’s critical infrastructure networks in transport, energy, water, waste and communications. It has more than 300 members who are estimated to carry out around 70 per cent of all civil engineering activity in the UK. www.ceca.co.uk

The Community Transport Association (CTA) The Community Transport Association (CTA) is a national charity that represents and supports providers of community transport: thousands of local charities and community groups across the UK that all provide transport services that fulfil a social purpose and community benefit. www.ctauk.org

Confederation of Passenger Transport UK (CPT) The Confederation acts as the voice of the bus and coach industry, and the focus for consultation on national and international legislation, local regulations, operational practices and

Confidential Incident Reporting & Analysis Service (CIRAS) CIRAS is a confidential incident reporting and analysis service that delivers assurance for member organisations across the UK. It is a totally independent service governed by the ‘CIRAS Committee’, comprising representatives from the UK rail industry, TfL, UK Light Rail, Trams and other UK transport modes. www.ciras.org.uk

Construction Industry Research and Information Association (CIRIA) CIRIA is a neutral, independent, not-for-profit body that links organisations with common interests and facilitates a range of collaborative activities that help improve the industry. www.ciria.org

Construction Industry Training Board (CITB) The CITB is a social enterprise and charity that offers employers financial support and advice concerning its training needs. It also provides information and guidance for those seeking careers in construction. www.citb.co.uk

Construction Plant-hire Association (CPA) The Construction Plant-hire Association (CPA) is the leading trade association for the plant hire industry in the UK and CPA

Members supply 85% of hired plant to the construction industry. Established for 75 years, the CPA has over 1,600 members, with premises in the City of London, and a permanent staff of experienced employees. The Association is governed by a Council of Members, who represent of plant-hire companies of all types and sizes throughout the country. www.cpa.uk.net

Construction Products Association The Construction Products Association represents the UK’s manufacturers and distributors of construction products and materials. The sector directly provides jobs for 288,000 people across 22,000 companies and has an annual turnover of £55 billion. The Construction Products Association is the leading voice to promote and campaign for this vital UK industry. www.constructionproducts.org.uk

Contract Flooring Association (CFA) Members of the Association include Flooring Contractors, Manufacturers, Distributors and Consultants– large and small, operating from locations throughout the UK. Members work across a wide range of flooring finishes including carpets, underlays, vinyl, rubber, timber, adhesives and flooring accessories. www.cfa.org.uk

Cycling UK Formerly known as the CTC, Cycling UK has championed cycling for 140 years. Founded in Harrogate on 5 August 1878 by Stanley Cotterell, we promote all forms of cycling, inspiring people of all ages, backgrounds and abilities to discover the joys of cycling. As well as supporting our members, we also play a prominent campaigning role, fighting to defend cyclists’ rights for safer

roads, better infrastructure and legal protection. www.cyclinguk.org

Delay Attribution Board The Delay Attribution Board is Britain’s rail industry body, providing guidance and advice for personnel working in the rail industry on the attribution of train delays. We are a board of individuals with a mixed background and experience within the railway industry. Our chair is independent of the railway industry. www.delayattributionboard.co.uk

Department for Transport (DfT) The government department, which is run by the Secretary of State for Transport, is responsible for the English transport network and a limited number of matters in Scotland, Wales and Northern Ireland. Among the DfT’s aims are to sustain economic growth, improve productivity through reliable and efficient transport networks and to enhance access for all to jobs, services, and social networks. www.dft.gov.uk

Drilling and Sawing Association (DSA) The DSA’s mission is to promote the work of professional drilling and sawing contractors by highlighting the main advantages of cutting concrete with diamond tools, which include precision cutting within the shortest time scale, reduced noise, dust and debris and maintenance of structural integrity. www.drillandsaw.org.uk

Engineering Council The regulatory body for the UK engineering profession, it holds the national Register of 230,000 Engineering Technicians (EngTech), Incorporated Engineers (IEng),

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Professional organisations A-Z index Chartered Engineers (CEng) and Information and Communications Technology Technicians (ICTTech). The Council also sets and maintains the internationally recognised standards of professional competence and ethics that govern the award and retention of these titles. www.engc.org.uk

Engineering Group - The Geological Society Engineering Geology is the science devoted to the investigation, study and solution of the engineering and environmental problems which may arise as the result of the interaction between geology and the works and activities of man as well as to the prediction and of the development of measures for prevention or remediation of geological hazards. www.geolsoc.org.uk/engineering

Engineering Industries Association (EIA) The EIA has more than 70 years’ experience in promoting trade and representing the interests and aspirations of the UK engineering manufacturing sector, particularly SME’s. It’s an accredited trade organisation for Department of International Trade, assisting UK SME’s in their participation at overseas engineering trade shows. www.eia.co.uk

ENSCITE ENSCITE is a support organisation for companies in the transport equipment manufacturing supply chain. It is an exciting joint venture between three partners: The University of Derby, Derby City Council and Aston University. Offering a range of expert and holistic support services to help SMEs win and grow business in the aerospace, automotive and rail. www.enscite.co.uk

European Passenger Transport Operators (EPTO) EPTO is the trade association of the European Passenger Transport Operators, whose members are the seven largest private public transport companies in Europe. Established in 2007, EPTO promotes the development of a competitive market structure for the supply of public transport services and will assist and support the opening of the passenger transport market. EPTO represents one of the leading transport services organisations in Europe. www.epto.net

Excellence Achievement Learning (EAL) EAL develops and awards industry qualifications. We have an unrivalled depth of rail sector knowledge, expertise and experience. Our portfolio covers all six recognised industry engineering disciplines (track, traction and rolling stock, signalling, telecoms, electrification and overhead line). Contact us for a highly responsive skills solution service, from strategy to delivery. www.eal.org.uk

Federation of Master Builders (FMB) The Federation of Master Builders is the largest trade association in the UK construction industry, representing thousands of firms in England, Scotland, Wales and Northern Ireland. Established in 1941 to protect the interests of small and medium-sized (SME) construction firms, the FMB is independent and non-profit making, lobbying for members’ interests at both the national and local level. www.fmb.org.uk

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Federation of Piling Specialists (FPS) The FPS is the industry body for foundation contractors. Members undertake piling and geotechnical works on construction projects. All FPS members are independently and regularly audited to ensure they represent the best quality in the industry. The standards expected are rigorous and encompass technical ability, quality management, sustainability, safety and training. www.fps.org.uk

Fire Industry Association (FIA) The FIA is the largest fire protection trade association in the UK with 700+ members. We are a not-forprofit organisation and a major provider of fire safety training. Our objective is to promote, improve and perfect fire protection methods, devices, services and apparatus. We achieve this through the representation of our members, providing technical support, guidance and opportunities for professional advancement through education and appropriate regulation. www.fia.uk.com

Freight on Rail Freight on Rail, a partnership between the rail trade unions, the rail freight industry and Campaign for Better Transport, works to promote the economic, social and environmental benefits of rail freight both nationally and locally. It advocates policy changes that support the shift to rail and provides information and help on freight related issues. www.freightonrail.org.uk

Freight Transport Association (FTA) One of the UK’s largest trade associations, the FTA represents the transport interests of companies that move goods by road, rail, sea and air. The Association delivers safe, sustainable and efficient logistics, raises awareness of the industry, informs its members about the latest compliance requirements and provides training schemes to improve the skills and knowledge of drivers and industry managers. www.fta.co.uk

Galvanizers Association (GA) Galvanizers Association is the representational body for the hot dip galvanizing industry in the UK and the Republic of Ireland. Galvanizers Association (GA) has provided authoritative information and advice on hot dip galvanizing to users and potential users since it was first established in 1949. www.galvanizing.org.uk

Greengauge 21 Greengauge 21 aims to promote a network approach to Britain’s railways, through extending the reach of high-speed services (to Scotland, North Wales and across England) and showing how the existing network can best be freed up to improve local and regional services. It also carries out research to support the case for investment in rail in rural areas and improving freight and logistics services and links to ports and airports. www.greengauge21.net

Ground Source Heat Pump Association (GSHP) The Ground Source Heat Pump Association (GSHPA) was formed in June 2006 to serve as the focal point for organisations with business


A-Z index Professional organisations interests in Ground Source Energy. The GSHPA encourages the growth and development of the ground source heat pump industry. www.gshp.org.uk

Guild of Master Craftsmen (GMC) The Guild of Master Craftsmen is the UK’s most established trade association, representing skilled and rated tradesmen, craftspeople, artisans and other professionals who strive for excellence in workmanship. www.guildmc.com

Health & Safety Executive (HSE) At the Health and Safety Executive, we believe everyone has the right to come home safe and well from their job. That’s why our mission is to prevent work-related death, injury and ill health. With roots stretching back to 1833 the modern HSE is an independent regulator with over forty years’ experience helping Great Britain work well. www.hse.gov.uk

Heritage Railway Association The association represents the interests of most of the heritage and tourist railways, tramways and railway preservation groups in the UK and Ireland. It has more than 250 corporate members that include cableways, cliff lifts and smaller locomotive and rolling stock preservation groups. www.heritagerailways.com

High Speed Rail Industry Leaders (HSRIL) Representing companies with relevant experience and an interest

in high speed rail, High Speed Rail Industry Leaders is committed to supporting the successful delivery of a world-class high-speed rail network in Britain. Our members have helped deliver major infrastructure projects in the UK and around the world. www.rail-leaders.com

Hire Association Europe (HAE) Hire Association Europe was formed in 1974 and often referred to as The Association by its members. HAE is a Birmingham-based industryleading trade body representing plant, tool and equipment hire with a membership base of 900 members based in the UK, Europe and across other parts of the world. www.hae.org.uk

INCOSE UK Ltd INCOSE UK is the UK Chapter of The International Council on Systems Engineering. It is a not-for-profit membership organisation that focuses on the development of Systems Engineering. INCOSE UK offers members: professional development pathways, contact with local working and interest groups, INCOSE UK publications and networking events such as the Annual Systems Engineering Conference. www.incoseonline.org.uk

Industrial Rope Access Trade Association (IRATA) The rope access technique developed by IRATA is used in a wide range of repair, maintenance, inspection and access work. Rope access methodology boasts an unrivalled safety record, short set-up and dismantling time, positive environmental benefits and removes the need for invasive access equipment or disruption to a worksite. www.irata.org

media, including its journal, ‘Alert’, occasional specialist research papers, the web site, special interest groups & conferences. www.theicpem.net Institute of Acoustics (IOA) The Institute of Acoustics is the UK’s professional body for those working in acoustics, noise and vibration. It was formed in 1974 from the amalgamation of the Acoustics Group of the Institute of Physics and the British Acoustical Society (a daughter society of the Institution of Mechanical Engineers). The Institute of Acoustics is a nominated body of the Engineering Council, offering registration at Chartered and Incorporated Engineer levels. www.ioa.org.uk

Institute of Asset Management (IAM) The IAM is the professional body for those involved in acquisition, operation and care of physical assets, especially critical infrastructure - and particularly for professionals worldwide dedicated to furthering our knowledge and understanding of Asset Management. www.theIAM.org

Institute of Cast Metals Engineers (ICME) Our members include foundry men, design engineers, metallurgists, moulders, patternmakers, CAD technicians, methods engineers, researchers, students and suppliers to the industry. The aim of the institute is to bring together people from all sectors and levels, to offer help and advice, technical support and professional development opportunities, helping our members make the most of their careers in the castings industry. www.icme.org.uk Institute of Civil Protection and Emergency Management (ICPEM) Joining the ICPEM gives members the opportunity to network with experienced practitioners & academics in the fields of civil protection, emergency management, resilience & associated disciplines. The Institute aims to keep members informed of news & events through various

Institute of Construction Management (ICM) Our “Open Door” policy encourages all practitioners in the construction management team to learn more about the Institute of Construction Management, and to invite you to contact the membership department for an ICM Information Pack. We will provide you with information about an Institute that cares about you, your profession, your employer and your customers. ICM proudly launched the National CDM Competence Registry™® at London Build 2018. www.the-icm.co.uk

Institute of Corporate Responsibility and Sustainability (ICRS) The UK’s professional body for corporate responsibility and sustainability. We help Individual members develop their careers by setting professional standards, qualifying their experience, recognising their achievements and supporting them through CPD. We help Organisational members by enabling them to demonstrate their organisation’s commitment to responsible and sustainable business, share best practice and build their CR and sustainability capacity through dedicated member events. www.icrs.info

Institute of Corrosion (Icorr) The institute is a learned body, offering training and certification in various corrosion mitigation disciplines. In addition to regional branches, it has two technical divisions: Corrosion Science and Corrosion Engineering, which provide an informal forum for the exchange of ideas and information relating to corrosion engineering issues. www.icorr.org

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Professional organisations A-Z index both the individuals and companies involved in the coatings industry. www.materialsfinishing.org Institute of Customer Service (ICS) The Institute of Customer Service is the professional body for customer service delivering tangible benefit to organisations and individuals so that our customers can improve their customers’ experience and their own business performance. The Institute is a membership body with a community of over 450 organisational members – from the private, public and third sectors – and over 4,000 individual memberships. www.instituteofcustomerservice.com

Institute of Directors (IoD) The Institute of Directors, as mandated by Royal Charter, represents and set the standards for UK business leaders. With over 30,000 members, the IoD is in regular discourse with government to relay the views and priorities of the business community, and also offers access to professional development, advice, and working spaces for leaders to reach their potential. www.iod.com

Institute of Environmental Management and Assessment (IEMA) As the worldwide alliance of environment and sustainability professionals, we’re working to make our businesses and organisations future-proof. Through our global sustainability standards and partnerships, we are driving understanding and uptake of crucial skills that will keep the world of business in business. www.iema.net

Institute of Materials Finishing (IMF) To provide a focus for Surface Engineering and Finishing activities worldwide through the fulfilment of the technical, educational and professional needs at all levels for

Institute of Materials, Minerals and Mining (IOM3) IOM3 is a major UK engineering institution whose activities encompasses the whole materials cycle, from exploration and extraction, through characterisation, processing, forming, finishing and application, to product recycling and land reuse. It exists to promote and develop all aspects of materials science and engineering, geology, mining and associated technologies, mineral and petroleum engineering and extraction metallurgy, as a leading authority in the worldwide materials and mining community. www.iom3.org

Institute of Rail Welding (IoRW) Set up in 2002 by TWI (The Welding Institute) and Network Rail in the aftermath of the Hatfield disaster. The IoRW is a focal point for good rail welding practice, development and competence and aims to raise awareness of rail welding throughout the industry. www.iorw.org Institute of Railway Studies Established in 1995, the Institute of Railway Studies collaborates with the National Railway Museum and University of York to focus on research, scholarship and teaching. Its main audience are those interested in history and transport/ mobility studies. www.york.ac.uk/inst/irs

Institute of Risk Management (IRM) IRM is the leading professional body for risk management. We are an independent, not-for-profit organisation that champions excellence in managing risk to improve organisational performance. We do this by providing internationally recognised qualifications and

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training, publishing research and guidance and raising professional standards across the world. Our members work in all industries, in all risk disciplines and across the public, private and not-for-profit sectors. www.theirm.org Institute of Spring Technology (IST) The Institute of Spring Technology is recognised as the industry’s most authoritative and influential voice – renowned as a unique centre of excellence for spring technology – enjoying an unrivalled pedigree and reputation stretching back many decades. Our sole objective is helping you grow your business – combining expert knowledge and advice with a wealth of services, unsurpassed and unequalled on a global scale. www.ist.org.uk

Institute of Transport Administration (IoTA) The IoTA is a membership organisation dedicated to promoting professionalism in transport. Founded in 1944, it creates up-to-date training and best practice schemes to facilitate the educational needs of transport managers and/or operators. www.iota.org.uk

Institution of Civil Engineers (ICE) A global professional engineering institution that promotes and advances civil engineering. Established in 1818, ICE has more than 86,000 members, 24 per cent of whom are based overseas. ICE qualifies civil engineering professionals, helps them exchange knowledge and best practice, and promotes their important contribution to society. www.ice.org.uk

Institution of Engineering and Technology (IET) The Institution of Engineering

and Technology (IET) is one of the world’s largest engineering institutions with over 168,000 members in 150 countries. It is also the most interdisciplinary – to reflect the increasingly diverse nature of engineering in the 21st century. www.theiet.org

Institution of Engineering Designers (IED) Founded in 1945, Chartered in 2012, the IED is the premier membership body representing engineering and product designers. We aim to support and inspire our members to achieve their career goals and professional aspirations. www.institution-engineeringdesigners.org.uk

The Institution of Environmental Sciences (IES) The Institution of Environmental Sciences (IES) is a charitable organisation which promotes and raises public awareness of environmental science by supporting professional scientists and academics working in this crucial arena. As a seminal environmental sciences organisation, founded in 1971, the Institution is consulted by the Government and other interested parties on environmental issues. www.the-ies.org

Institution of Fire Engineers (IFE) The IFE is a global professional membership body of fire experts striving to build a safer society. As a registered charity founded in 1918, the IFE assesses knowledge of fire and professional experience, awarding internationally recognised membership grades and fire-related qualifications. The IFE delivers over 6,000 exams annually which


A-Z index Professional organisations are recognised in the UK and internationally. www.ife.org.uk

Institution of Mechanical Engineers (IMechE) Established in 1847, the Institution has some of the world’s greatest engineers in its history books. It is one of the fastest growing professional engineering institutions with operations around the world and more than 112,000 members working at the heart of the most dynamic industries. www.imeche.org

Institution of Occupational Safety and Health (IOSH) The Institution of Occupational Safety and Health is the Chartered body for health and safety professionals. With more than 47,000 members in 130 countries, it’s the world’s biggest professional health and safety organisation. IOSH sets standards, and supports, develops and connects its members with resources, guidance, events and training. It’s the voice of the profession, campaigning on issues that affect millions of working people. www.iosh.co.uk

Institution of Railway Operators (IRO) The IRO was launched in 2000 and exists for its members and the rail industry, promoting best practice and representing the interests of railway operators at all levels. It delivers a range of courses that are tailored specifically to the needs of the industry, many of which lead to internationally recognised qualifications. www.railwayoperators.co.uk

Institution of Railway Signal Engineers (IRSE) The IRSE is the professional engineering institution for those involved or interested in railway traffic management, train control

and communications systems. With a worldwide membership of more than 5,500, the Institution aims to advance the science and practice of railway control and communications engineering, support the professional development of its members, and to maintain high levels of competence and capability. www.irse.org

Institution of Structural Engineers (IStructE) With over 27,000 members in 105 countries, The Institution of Structural Engineers is the world’s largest membership organization dedicated to the art and science of structural engineering. It is a leading source of expertise on all structural engineering and public safety issues in the built environment. www.istructe.org

International Air Rail Organisation (IARO) The IARO is a worldwide organisation dedicated to spreading best practice and workable ideas for rail links to airports. The organisation enables the exchange of experience, ideas and information through access to its databases, workshops, seminars and via fellow members. www.iaro.com

International Geosynthetic Society (IGS UK) The aims of the IGS UK chapter are to collect and distribute knowledge about geosynthetics & their applications by facilitating conferences, symposiums, evening presentations & research in order to promote the advancement of the state of the art of geosynthetics & to improve the communication and understanding of geosynthetic products between designers, manufacturers and users of the products. www.igs-uk.org

International Glassfibre Reinforced Concrete Association (GRCA) GRC is a material that has been widely used within the railway industry, ranging from permanent formwork for bridges through to decorative cladding on stations and buildings. Many GRCA members have knowledge and experience of working within the rail sector and we would recommend contacting them using our members contact information which is available via our website. www.grca.org.uk

International Institute of Obsolescence (IIOM) The International Institute of Obsolescence Management (IIOM) is a not for profit professional body for those involved in, or interested in, Obsolescence Management. The Institute is for professionals worldwide who are dedicated to furthering their knowledge and understanding of the Obsolescence Management discipline and who wish to network with a wide group of companies from a global membership. www.theiiom.org

International Institute of Risk and Safety Management (IIRSM) IIRSM is the professional home for everyone involved in managing risk. Our members work across all sectors of industry, worldwide and they lead the way in managing risks to benefit people, society, government and business. We welcome individual and corporate members from all sectors of industry, including: construction; oil and gas; engineering; public sector; facilities; hospitality and healthcare, and more. www.iirsm.org

Not listed here? Please call us on 01268 711811 or visit www.railpro.co.uk

International Liaison Group of Government Railway Inspectorates (ILGGRI) ILGGRI is an informal platform for contact between the independent European railway inspectorates and its representatives, the national safety authorities (NSA’s). Its aim is to be an effective forum for European safety authorities that can be consulted on railway health, safety and interoperability matters. www.ilggri.org

International Transport Workers’ Federation (ITF) An independent trade union, the ITF has around 700 unions representing more than 4.5 million transport workers from around 150 countries. Among its aims are to promote respect for trade union and human rights worldwide and provide research and information services to its affiliates. www.itfglobal.org/en/global

ITS United Kingdom ITS United Kingdom, the UK association for the promotion of Intelligent Transport Systems (ITS), is a not-for-profit public/private sector association financed by members’ subscriptions and provides a forum for all organisations concerned with ITS. www.its-uk.org.uk

The Landscape Institute (LI) The Landscape Institute (LI) is the chartered body for the landscape profession. It is an educational charity that promotes the art and science of landscape practice. The LI’s aim, through the work of its members is to protect, conserve and enhance the natural and built environment for the public benefit.

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Professional organisations A-Z index The LI provides a professional home for all landscape practitioners including landscape scientists, landscape planners, landscape architects, landscape managers and urban designers. www. landscapeinstitute.org Lead Contractors Association (LCA) The Lead Contractors Association was formed in 1984 to promote and protect quality standards in working with lead sheet. The LCA consists of 72 specialist installer members and 10 associate members. All members are vetted, and their work graded on a regular basis. LCA members can provide a 25-year guarantee of their work. www.leadcontractors.co.uk

Lead Sheet Training Academy (LSTA) The Lead Sheet Training Academy is at the forefront of training for those using lead or hard metals in the construction industry. LSTA operates from a modern purpose-built training facility in Kent that includes full scale training rigs and a well-equipped environment in which to learn, recreating real-life situations. www.leadsheet.co.uk

Lifting Equipment Engineers Association (LEEA) With origins dating back to 1943, the LEEA represents all those involved in the lifting industry worldwide. Some of the key areas that it operates in include training services, industry representation, technical support, health and safety and marketing. www.leeaint.com

Light Rail Transit Association (LRTA) Free of any trade or political affiliation, the UK-based not for

profit is among the world’s leading organisations concerned with bringing better public transport - through light rail systems and tramways - to towns and cities worldwide. www.lrta.org

Locomotive & Carriage Institution (L&CI) The Institution was founded in 1911 and was then known as the Institution of Locomotive Inspectors and Foreman. Our present title was adopted in 1931. Since then we have continued to provide a knowledge of and interest in all aspects of the railway industry. Whilst based in Britain, we also have members in Czech Republic, Austria, Germany and Switzerland. www.lococarriage.org.uk

Mineral Products Association (MPA) The Mineral Products Association (MPA) is the trade association for the aggregates, asphalt, cement, concrete, dimension stone, lime, mortar and silica sand industries. It has a growing membership of 480 companies and is the sectoral voice for mineral products. MPA membership is made up of most independent SME quarrying companies throughout the UK, as well as the 9 major international and global companies. www.mineralproducts.org

National Access & Scaffolding Confederation (NASC) Founded in 1945 the NASC membership now accounts for a significant share of the UK’s total industry workload and is increasingly making its mark in Europe. Our members operate from locations throughout the UK. www.nasc.org.uk

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people, places and engineering marvels behind the railways, we put our passion for amazing stories into everything we do. www.railwaymuseum.org.uk National Federation of Builders (NFB) The National Federation of Builders (NFB) represents small to mediumsized builders, contractors and house builders across England and Wales. As one of the UK’s longest standing trade bodies, it was created to represent the building profession and to promote conditions its members need to thrive and contribute to the economic success of the UK. www.builders. org.uk

National Federation of Demolition Contractors (NFDC) The most powerful voice in the demolition industry, the NFDC has championed the standards and professionalism of its members for more than 75 years. Backed up with regular member audits to assure expertise is maintained and reinforced, NFDC’s added value lies in the peace of mind and reduced risk it strives to assure for anyone planning or commissioning a demolition project. info@ demolition-nfdc.com

National Federation of Roofing Contractors (NFRC) The National Federation of Roofing Contractors Limited (NFRC) is the UK’s largest roofing trade association. With a history spanning 125 years, NFRC has established itself as the voice of the roofing industry, constantly adapting to change and innovation to ensure its members are at the forefront. www.nfrc.co.uk

National Railway Museum Home to iconic locomotives and an unrivalled collection of engineering brilliance, we celebrate the past, present and future of innovation on the railways. Dedicated to igniting our visitors’ curiosity about the

National Skills Academy for Railway Engineering (NSAR) The National Skills Academy for Rail is an organisation established to enable the sector to deliver a modern and efficient, world class railway through the development of a highly skilled and productive workforce. www.nsar.co.uk

National Union of Rail, Maritime and Transport Workers (RMT) Formed after a merger of the National Union of Railwaymen and the National Union of Seamen, The RMT is a British trade union for workers from almost every sector of the transport industry. Protecting its members’ pay and conditions, it currently represents more than 80,000 people. www.rmt.org.uk

Near Surface Geophysics Group (NSGG) NSGG aims to advance, encourage and support the study and practice of near-surface geophysics, predominantly restricted to depths of investigation down to 500m. Areas of application include hydrogeology, engineering, archaeology, forensic science, environmental investigations and monitoring, mineral exploration, hazard assessment and geological mapping. www.nsgg.org.uk

Network Certification Body (NCB) Working with you to keep the wheels turning on the railway


A-Z index Professional organisations network. Network Certification Body (NCB) provides a system-wide approach to railway assurance and certification on infrastructure, vehicle and freight projects, both UK and worldwide. Our knowledge of the processes and our connections throughout the railway industry give us the unparalleled ability to provide solutions that work for you. www.net-cert.co.uk

Network Rail Network Rail runs, maintains and develops the UK’s tracks, signalling, bridges, tunnels, level crossings, viaducts and 20 key stations. Becoming a public body in 2014, its main customers are the Tocs (train operating companies) and Focs (freight operating companies) who provide services on Network Rail’s infrastructure. www.networkrail.co.uk

Office of Rail and Road (ORR) The ORR regulates the rail industry’s health and safety performance, holds Network Rail and HS1 to account and makes sure the rail industry is competitive and fair. It’s also the independent monitor of Highways England. www.orr.gov.uk

Painting and Decorating Association (PDA) The UK’s largest trade and employers’ Association for painters and decorators in the industry. The Painting & Decorating Association has members across the length and breadth of the country and has been committed to encouraging best practice since1894. www.paintingdecoratingassociation. co.uk

Perimeter Security Suppliers Association (PSSA) The PSSA is the trade association for companies involved in the

supply and installation of products designed to provide high levels of physical protection and intruder detection for sites and their external perimeters in all circumstances where terrorist or criminal attack is a perceive risk. www.pssasecurity.org

Permanent Way Institution (PWI) The Permanent Way Institution is a modern professional technical engineering institution for rail engineers. Its main objectives are to collect and share technical knowledge and best practice from and within the rail industry; contribute to the raising of standards through professional registration and increase the competency of rail engineers at all levels through its services. Individual & corporate membership available. www.thepwi.org

Pipe Jacking Association (PJA) Dedicated to best practice for the cost effective and environmentally sensitive installation of utility services underground. THE PJA PROVIDES: Detailed design advisory publications based on industry best practice. Case studies covering a range of applications and typical carbon savings. CPD lectures for clients and design teams. Presentations and animations to explain the technology. Research at leading universities and student teaching resources. Carbon calculator demonstrating carbon savings of non-disruptive methods. www.pipejacking.org

Private Wagon Federation (PWF) The PWF is the trade association for companies involved with rail freight wagons. It’s governed and controlled by its members and engages with developments and initiatives by liaising with government departments, standard setters, Network Rail, Toc’s and regulatory bodies. www.pwfrail.org

Rail Alliance The Rail Alliance is a membership organisation that sits at the very heart of the rail supply chain by bringing rail customers, suppliers and supply chain opportunities together. Membership spans all aspects of the rail sector and is the UK’s largest business-to-business rail networking organisation. www.railalliance.co.uk

Rail Delivery Group (RDG) The RDG brings together Toc’s, Foc’s and Network Rail by promoting cooperation through leadership and by working with the government, the supply chain and stakeholders. It is committed to the long-term health of the railway, as well as the need to see improvement in the shorter term and achieves this by developing strategies for the industry by proposing solutions for policy makers to implement. www.raildeliverygroup.com

Rail Forum Midlands (RFM) Rail Forum Midlands brings together Midlands’ rail businesses with national and regional government supporting them to grow, export, innovate and create skilled employment. Owned and governed by our members we provide unrivalled networking opportunities encouraging collaboration across the regional supply chain and beyond. www.midlandsrail.co.uk

Rail Freight Group (RFG) The leading representative body for rail freight in the UK, RFG’s members include ports, terminal operators, equipment suppliers and support services. It campaigns to ensure politicians and key decision makers are well informed, enabling them to make the right decisions for rail freight and UK logistics. www.rfg.org.uk

Rail Industry Contractors Association (RICA) RICA was established in 1999 to represent the interests of small and medium enterprises in the rail industry. Its focus is on helping member companies grow through active engagement with major customers as well as influencing the direction of the industry on safety and commercial matters. www.rica.uk.com

Rail Industry Fire Association (RIFA) RIFA is a global association established with the objective to share information, experience and best practice in the management of fire safety throughout the railway industry. Our membership comes from railway operating and infrastructure companies, suppliers of equipment and services to the rail industry and from the fire and rescue services. www.rifa-rail.co.uk

Rail Plant Association (RPA) Set up by members of the Construction Plant-hire Association (CPA), the Rail Plant Association’s (RPA) main purpose is to look after the interests of its members that hire plant and equipment for use on railway infrastructure. The CPA conditions under which plant owners generally provide their services assist in protecting and safeguarding owners, while remaining compliant with railway standards. www.cpa.uk.net/rpa

Not listed here? Please call us on 01268 711811 or visit www.railpro.co.uk

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Professional organisations A-Z index

Rail Safety and Standards Board (RSSB) RSSB is a not-for-profit organisation which supports the rail industry to improve safety and performance. Its members include infrastructure companies, train and freight operators, rolling stock owners and suppliers. Through research, analysis and insight, RSSB supports its members and stakeholders to deliver a safer, more efficient and sustainable rail system with an independent evidence based approach built on strong technical capability, and the enabling of collaborative industry engagement. www.rssb.co.uk

Rail Supply Group (RSG) The Rail Supply Group (RSG) is the leadership body for the rail supply sector, working in partnership with Rail Delivery Group to set the direction for the industry. We bring Government and the private sector together to champion the rail supply chain, focusing on four areas of work: driving growth; accelerating innovation; doubling exports and improving skills. www.railsupplygroup.org

Railfuture Railfuture is the UK’s leading independent organisation campaigning for better rail services for passengers and freight. The voluntary group represents rail users and has around 20,000 affiliated and individual members. Over the past 50 years it has played a major part in getting more than 370 new and reopened stations and more than 500 miles of route to join the network. www.railfuture.org.uk

Railway Benefit Fund (RBF) The Railway Benefit is the only charity that supports railway people and their families. Nobody can

predict the future and offering that peace of mind within your industry is a charity that may be able to help you. The charity has been helping railway people for nearly 160 years, improving the quality of life of current and former railway people in the UK. www.railwaybenefitfund.org.uk

Railway Children To improve the situation for children who run away in the UK and really make a lasting difference to their lives, we need to go further than helping the children living on the streets right now to be safe and fed tonight. We need to raise public awareness of their existence and persuade the UK government to create better protection and care for them in the long-term. www.railwaychildren.org.uk

Railway Civil Engineers’ Association (RCEA) The RCEA exists to foster professional development and exchange knowledge and experience between railway engineers. The Association’s main areas of expertise include main line, London Underground and light rail. It works with other engineering disciplines through the Railway Engineering Forum and Young Railway Professionals to develop strategies for the UK network. www.rcea.org.uk

Railway Employees & Public Transport Association (REPTA) REPTA (Railway Employees & Public Transport Association) was established in 1893 to offer rail workers travel concessions. It now offers a full benefits package for its membership and is open to all personnel and families in the transport industry. REPTA is managed by officers and trustees, area councils and local collectors. www.repta.co.uk

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Railway Enginemen’s Assurance Society The Railway Enginemen’s Assurance Society was set up in 1865, when it was known as the Midland Railway Enginemen and Firemen’s Life Assurance and Permanent Incapacitation Fund. The society’s ethos is the same today as it was then: to provide financial support to its members and their families that are affected by death or injury that prevents them from carrying out their duties. www.enginemens.co.uk

Railway Heritage Designation Advisory Board The Railway Heritage Designation Advisory Board has 15 members, consisting of individuals in the rail industry, archives and records offices, museum world, and heritage railway. It meets three times a year to recommend artefacts and records for designation by the Board of Trustees of the Science Museum. www.sciencemuseum.org.uk

Railway Heritage Trust The Trust gives grants towards the restoration and regeneration of historic (listed) buildings and structures on the national network and is often consulted on applications for listed building consent and planning. Now in its 34th year, it has awarded more than 1,600 grants worth in excess of £54million pounds since its inception. www.railwayheritagetrust.co.uk

Railway Housing Association (RHA) Railway Housing Association owns over 1,500 rented homes in 24 local authority areas in addition, we also manage 73 leasehold properties for older people. We are proud of our

heritage and retain our charitable values whilst being committed to the future provision of accessible homes and services to meet housing need. www.railwayha.co.uk

Railway Industry Association (RIA) RIA is the voice of the UK rail supply community, with over 240 companies in membership. We help to grow a sustainable, highperforming, railway supply industry, and to export UK rail expertise and products. We promote and represent our members’ interests to policy makers, clients and other stakeholders in the UK and overseas. www.riagb.org.uk

Railway Industry Supplier Approval Scheme (RISAS) RISAS is a proven, reliable way for the rail industry to assess and approve critical product suppliers. Supported by the safety regulator, RISAS also provides assessment and certification for suppliers of critical products and services, on behalf of the whole GB mainline rail industry. www.risas-online.org

Railway Industry Supplier Qualification Scheme (RISQS) Set up for suppliers to the rail industry. Buyers of products and services throughout Great Britain’s rail industry – including Network Rail, TfL, train and freight operating companies and rolling stock organisations – use RISQS as its supplier qualification service. The scheme helps suppliers sell into the industry by providing an open, fair and transparent way for them to be formally recognised as capable providers of products and services. www.risqs.org


A-Z index Professional organisations talks and discussion on current topics, and updates on news of colleagues, pensions and travel facilities. www.rros.org.uk

Railway Mission We are Railway Mission, a group of specially trained people who offer friendship and a listening ear to anyone connected with our nation’s railways. We’re a Christian charity offering help to everyone. Our work complements that of the welfare services provided by rail employers, and we’re governed by a board of trustees who ensure we do our utmost to ensure that nobody on the railways needs to feel alone. www.railwaymission.org

Railway Study Forum (RSF) The Chartered Institute of Logistics and Transport’s latest professional forum has been created following a merger with the Railway Study Association (RSA). The Forum offers RSF members a forum for the exchange of knowledge on issues relating to all aspects of the rail industry. www.ciltuk.org.uk/RSF

Railway Tie Association (RTA) The Railway Tie Association is the forum for the interests and needs of all groups that depend on the wood crosstie for their business success. Our mission since 1919: To ensure that the engineered wood crosstie system continues to evolve and improve in order to remain cost-effective and meet the everchanging requirements of track systems around the world. www.rta.org

Retired Railway Officers Society (RROS) Consisting of retired senior managers from the wider rail industry, the society has more than 700 members with meetings on a monthly basis. There are regular

Royal Academy of Engineering As the UK’s national academy for engineering, the Royal Academy of Engineering brings together the most successful and talented engineers from across the profession for a shared purpose: to advance and promote excellence in engineering. The Academy’s vision is that engineering will be at the heart of a sustainable and prosperous society, improving lives and opportunities. It is a national academy with a global outlook. www.raeng.org.uk

Royal Incorporation of Architects in Scotland (RIAS) The Royal Incorporation of Architects in Scotland (RIAS) was founded in 1916 as the professional body for all chartered architects in Scotland and is the foremost architectural institute in the country dealing with architecture and the built environment. The RIAS offer a wide range of services and products for architects, students of architecture, construction industry professionals and all those with an interest in the built environment and the design process. www.rias.org.uk

Royal Institute of British Architects (RIBA) The RIBA is a global professional membership body driving excellence in architecture. We serve our members and society in order to deliver better buildings and places, stronger communities and a sustainable environment. Being inclusive, ethical, environmentally aware and collaborative underpins all that we do. www.architecture.com

Royal Institute of Chartered Surveyors (RICS) We’re the global professional body promoting and enforcing the highest international standards in the valuation, management and development of land, real estate, construction and infrastructure. www.rics.org

Science, Engineering and Manufacturing Technologies Alliance (SEMTA) Semta – The Science, Engineering and Manufacturing Technologies Alliance - is a not-for-profit organisation responsible for engineering skills for the future of the UK’s most advanced sectors. Led by employers, our job is to transform the skills and productivity of the people who power our engineering and advanced manufacturing technologies sectors, enabling UK industry to compete on the global stage. www.semta.org.uk

Scottish Association for Public Transport (SAPT) The association campaigns for an efficient, world-class transport system for Scotland; sustainable public transport for rural and urban communities; city streets free from road traffic pollution and congestion; coordinated train, bus and ferry services; and high-speed rail for Scottish InterCity and AngloScottish routes. www.sapt.org.uk

Scottish Building Federation (SBF) The Scottish Building Federation was established in 1895 working with its members to bring together ideals, collective needs and collaborative business practices. SBF continues to represent the interests and aspirations of its

members throughout Scotland. The membership is made up of hundreds of differing types of companies including large, medium-sized and small businesses working within construction and general contracting. www.scottish-building.co.uk

Scottish Plant Owners Association (SPOA) The Scottish Plant Owners Association is an unincorporated trade association founded in 1950. SPOA is a trade association whose members are all interested in the business of owning and hiring plant used in the UK construction industry. There are more than 250-member organisations. www.spoa.org.uk

Society of Operations Engineers (SOE) SOE works to advance Operations Engineering for the benefit of everyone through education, training, study and research. SOE also establishes and maintains standards of competence and conduct for those engaged in Operations Engineering professionally, with an emphasis on enhancing public safety. Through its Professional Sectors of IRTE, IPlantE and BES, SOE directly influences the road transport, plant and engineer surveying sectors, developing best practice and improving compliance across the board. www.soe.org.uk

Stone Federation GB Stone Federation is the official trade association for the natural stone industry. The Federation co-ordinates all aspects of the industry and provides specifiers and users with a first point of contact for information, advice and guidance in sourcing an appropriate material and a reliable service. www.stonefed.org.uk

Rail Professional Industry Reference Book 2019 Page 319


Professional organisations A-Z index and dependent children. Registered charity in England and Wales no. 1160901, in Scotland SC047016. www.tbf.org.uk Structural Timber Association (STA) As the UK’s leading organisation representing the structural timber sector and associated supply chain companies, the STA has an objective to drive quality and product innovation through expert technical guidance and research underpinned by education, training and event programmes. www. structuraltimber.co.uk

Survey Association (TSA) The role of TSA is to promote best practice amongst its members, provide a forum for members for discussion, debate and continuing professional development and, to the wider audience such as engineers and architects, provide guidance on new methods and techniques and a list of suitably qualified and experienced companies. www.tsa-uk.org.uk

Trades Union Congress (TUC) The TUC is the voice of Britain at work. We exist to improve working life and promote equality for everyone. we represent 5.5 million workers and we have 48 unions as members. We support trade unions to grow and thrive, and we stand up for everyone who works for a living. Every day, we campaign for more and better jobs, and a more equal, more prosperous country. www.tuc.org.uk

Transport Focus We are the independent transport user watchdog. Our mission is to get the best deal for passengers and road users. With a strong emphasis on evidence-based campaigning and research, we ensure that we know what is happening on the ground. We use our knowledge to influence decisions on behalf of passengers and road users to secure improvements and make a difference. www.transportfocus.org.uk

Transport for London (TfL) TfL is a local government body responsible for most aspects of the transport system in Greater London. Its role is to implement the transport strategy and to manage services across the capital. www.tfl.gov.uk

Transport Salaried Staffs’ Association (TSSA) Founded in 1897, the union for transport and travel employees represents around 30,000 administrative, managerial, professional and technical workers, ranging from engineers and senior managers to booking office staff and call centre workers. www.tssa.org.uk

50

1965-2015

Transport Benevolent Fund CIO The Transport Benevolent Fund CIO, known as TBF, is a non-profit making membership charity offering a wide range of financial, health and welfare benefits to those working in public transport, should need, hardship or distress arise. Membership costs just £1 a week, covering the member, their partner

Transport Trust The Trust is the only British charity established to promote and encourage the preservation and restoration of the UK’s transport heritage, including rail, road and air. Founded in 1965, it provides advice and assistance, organises public events and works to secure suitable accommodation and maintenance facilities for historic items. www.transporttrust.com

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TransQ Global TransQ Global is a supplier registration and pre-qualification system used by buyers in all areas of the transport sector to have up-to-date and validated supplier information, and to procure efficiently in accordance with EU regulations. The community covers rail, road, air, maritime and logistics. www.achilles.com/community/ transq-global

UK Rail Research and Innovation Network (UKRRIN) The UK Rail Research and Innovation Network (UKRRIN) is designed to create powerful collaboration between academia and industry, aiming to provide a step-change in innovation in the sector and accelerate new technologies and products from research into market applications globally. www.ukrrin.org.uk

UK Society for Trenchless Technology (UKSTT) The UKSTT (United Kingdom Society for Trenchless Technology) is a registered charity involved in the development and promotion of Trenchless techniques, sometimes termed No-Dig techniques.We should be of interest to all people involved in the installation of new and renewal or replacement of, pipes, sewers or cables. It should also be of special interest to government bodies, environmentalists, or anyone with concern over street works or traffic congestion. www.ukstt.org.uk

UK Tram UK Tram was established to enable key stakeholders in the UK tramway industry to present a single voice in dealing with government

and statutory bodies to enable it to develop a coordinated and structured approach to regulation, procurement and standardisation within the industry. www.uktram.co.uk

UNIFE UNIFE directly represents European companies responsible for the design, manufacture, maintenance and refurbishment of rail transport systems, subsystems and related equipment. UNIFE’s mission is to foster an environment where its members can provide railway systems to cater for the growing demands of rail transport. www.unife.org

Unite the Union Unite, the country’s largest union, represents 12,000 members working in the rail industry, mainly in engineering and maintenance roles. The union engages with Network Rail and the railway employers to advance the pay and employment conditions of its members. www.unitetheunion.org

United Kingdom Accreditation Service (UKAS) The United Kingdom Accreditation Service (UKAS) is the sole national accreditation body for the United Kingdom. UKAS is recognised by government, to assess against internationally agreed standards, organisations that provide certification, testing, inspection and calibration services. Accreditation by UKAS demonstrates the competence, impartiality and performance capability of these evaluators. UKAS is a non-profitdistributing private company, limited by guarantee. UKAS is


A-Z index Professional organisations independent of Government. www.ukas.com

Urban Transport Group The Urban Transport Group brings together and promotes the interests of Britain’s largest urban areas on transport. Our full members are Transport for West Midlands, Mersey travel (Merseyside), North East Combined Authority, South Yorkshire PTE (Sheffield City Region), Transport for Greater Manchester, Transport for London, West Yorkshire Combined Authority. We also have associate members between them our members serve over 24 million people. www.urbantransportgroup.org

Women in Rail Women in Rail was created to improve diversity in the UK rail industry through providing networking opportunities and support for all women within the sector, encourage undertakings and stakeholders to adopt diversity as a business strategy and devising initiatives aimed at positioning rail as an attractive career choice for young people. www.womeninrail.org

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Call us on 01268 711811 or email recruitment@railpro.co.uk Young Rail Professionals (YRP) Founded in 2009, Young Rail Professionals brings together young people from across the UK rail industry. It covers all aspects of the industry, including engineering, asset management, train operations, strategic planning and rolling stock design. www.youngrailpro.com

THE BUSINESS RESOURCE FOR RAIL Rail Professional Industry Reference Book 2019 Page 321


Industry suppliers by product/service

(ADSA)

Excellence Achievement Learning

Government Railway Inspectorates

Science, Engineering and

British Drilling Association (BDA)

(EAL)

(ILGGRI)

Manufacturing Technologies Alliance

British Fluid Power Association (BFPA)

Federation of Master Builders (FMB)

International Transport Workers

(SEMTA)

Academic & Research Institutions

British Geomembrane Association

Federation of Piling Specialists (FPS)

Federation (ITF)

Scottish Association for Public

National College for High Speed Rail

(BGA)

Fire Industry Association (FIA)

Lead Sheet Association (LSA)

Transport (SAPT)

British Geophysical Association (BGA)

Freight Transport Association (FTA)

Lifting Equipment Engineers

Scottish Building Federation (SBF)

Central / Local Government

British Geotechnical Association (BGA)

Galvanizers Association

Association (LEEA)

Scottish Plant Owners Association

Department for Infrastructure (Belfast)

British Institute of Facilities

Greengauge 21

Light Rail Transit Association (LRTA)

(SPOA)

Department for Transport (DfT)

Management (BIFM)

Ground Source Heat Pump Association

Locomotive & Carriage Institution

Society of Operations Engineers (SOE)

Greater Manchester Combined

British International Freight

(GSHP)

London Business Conferences Group

Stone Federation

Authority (GMCA)

Association (BIFA)

Guild of Master Craftsmen (GMC)

(LBCG)

Structural Timber Association (STA)

London TravelWatch

British Parking Association (BPA)

Health and Safety Executive

Mineral Products Association (MPA)

Survey Association (TSA)

National Infrastructure Commission

British Pest Control Association (BPCA)

Heritage Railway Association

National Access & Scaffolding

The Landscape Institute (LI)

(NIC)

British Precast

High Speed Rail Industry Leaders

Confederation (NASC)

Trades Union Congress (TUC)

Office of Rail and Road (ORR)

British Safety Industry Federation

(HSRIL)

National Federation of Builders (NFB)

Transport Benevolent Fund CIO

South Yorkshire Passenger Transport

(BSIF)

Hire Association Europe (HAE)

National Federation of Demolition

Transport Focus

Executive

British Security Industry Association

Incose UK Ltd

Contractors (NFDC)

Transport Salaried Staffs Association

Transport Focus

(BSIA)

Industrial Rope Access Trade

National Federation of Roofing

(TSSA)

Transport for Greater Manchester

British Standards Institution (BSI)

Association (IRATA)

Contractors (NFRC)

Transport Trust

Transport for London (TfL)

British Transport Police (BTP)

Institute of Acoustics (IOA)

National Railway Museum

TransQ Global

Transport for the North

British Transport Police Authority

Institute of Asset Management (IAM)

National Skills Academy for Railway

UK Tram

Transport for Wales

(BTPA)

Institute of Cast Metals Engineers

Engineering (NSAR)

UNIFE

Transport Scotland

British Tunnelling Society (BTS)

(ICME)

National Union of R