Railway Strategies Issue 125 January 2016

Issue 125 January 2016

S FEATURE

Research: understanding tomorrow’s travellers Inside Network Rail’s apprenticeship scheme Engineering challenges at Tottenham Court Road Patenting GEC’s new rail management system

£9bn and rising UK orders for rolling stock

NEWS

Network Rail avoids fine by offering £4.1m investment

Northern and TransPennine Express franchises go to Arriva and First

Storm Desmond submerges England to Scotland line under 8ft of water

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From the Editor

Chairman Andrew Schofield Editor Gay Sutton editor@railwaystrategies.co.uk Managing Editor Libbie Hammond Art Editor Gerard Roadley-Battin Advertisement Designer David Howard Profile Editor Libbie Hammond Staff Writers Jo Cooper Ben Clark Andrew Dann Advertisement Sales Dave King Sales Director Joe Woolsgrove Operations Director Philip Monument Business Development Director Dave Garner Editorial Researchers Keith Hope Tarj Kaur-D’Silva Mark Cowles Administration Tracy Chynoweth

Interesting times

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t’s been a busy and eventful year in rail.

There have been many ups and downs _ instances of chaos in London as improvements at London Bridge brought commuters to a standstill. The steady progress of the CP5 programme has been brought into question with the postponement of several electrification schemes, and then their resumption under a cloud of doubt. Thankfully the full programme looks likely to be completed, salvaged through the work of the Hendy review.

Meanwhile, huge investments are being made into new rolling stock across the UK network, and much more is to come. New rail training centres are coming online, along with the opening of the new Hitachi manufacturing plant. Progress is continuing relentlessly with network and station upgrades while HS2 seems to be sailing towards its start date in spite of significant naysayers.

It’s often customary to look back on some of the key moments as we move towards the New Year, but being an essentially pragmatic individual, the real stand out moments for me are those of achievement and triumph, often in adversity.

The Crossrail and Thameslink projects are a testament to rail engineering, project management, problem solving and modern design.

It is a good omen. Problem solving and forward thinking are going to become critically important going forward. Last month was a salutary reminder of the frailty of the nation’s infrastructure in the face of increasingly severe weather. Storm Desmond unleashed torrential rains on the North West, causing severe flooding particularly in Cumbria, and submerging parts of the rail network beneath feet of water. Yet the Orange Army swung into action, solving problems, completing repairs and getting services back on track.

I’d like to wish all our readers a good Christmas, and happy New Year.

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Features

Patent of the month 9 As part of our quarterly series, patent attorney Rosie Hardy discusses the importance of protecting intellectual property, and the complexities of patenting GECs multi-level rail management system ROSIE HARDY

Ready to learn 10 Recruitment specialist Alasdair Waddell talks to Railway Strategies about the Network Rail apprenticeship scheme, and the lessons that can be learned from it LIBBIE HAMMOND Fit for the future 14 Going behind the scenes at the busy Tottenham Court Road station to see how redevelopment of the existing station and construction of the new Crossrail station are being achieved around functioning rail services ANDY CADMAN

ry o t s r e 7Cov

Understanding tomorrow’s travellers 16 Research by Amadeus reveals six types of motivation and behaviour among the train travelling public. What does this mean for rail operators, and how can this knowledge be used to improve competitiveness?

MIRJA SICKEL

News Industry Infrastructure Rolling stock Rail Alliance Conferences & exhibitions

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Profiles Qatar Rail Blackpool Transport Express Glazing Contractors Mechan Stadler Rail Nexus

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IN BRIEF

The concourse at London Victoria station

London Midland wins 2 year franchise extension l London Midland has been awarded a franchise extension to run services between London, the West Midlands and the North of England until October 2017. £13m of improvements promised for the next 18 months include extra services, free Wi-Fi on long distance services, improved performance and better ticketing.

136 new trains for Trenitalia l Hitachi Rail Italy has won a €190m contract to supply 136 new Vivalto regional trains to Trenitalia for its commuter services.

The trains, which consist of 112 intermediate double-deckercoaches and 24 driving cars, are to be manufactured at plants in Pistoia and Reggio Calabria, and components and electronics will be made in Naples.

MTR to run Stockholm’s commuter railways l MTR Nordic has won the concession to run the Stockholm Pendeltåg commuter rail system for 10 years from December 2016, with the option to extend for a further 4. MTR will be responsible for train operations, station management and rolling stock maintenance on the system’s four rail routes.

Crossrail earns engineering acclaim l London Underground has received the Global Tunnelling Project of the Year (under $500m) Award for its work in upgrading Bond Street station while Crossrail was awarded the Judge’s Supreme Award.

The recognition came at the 2015 New Civil Engineer International Tunnelling and Underground Space Awards, held in London.

Stagecoach pulls out of franchise bid l Stagecoach, which was mounting a joint bid for the East of England franchise with the present operator Abellio, has pulled out after the companies failed to agree terms. Abellio is to continue alone.

The new franchise, from October 2016, includes services to Stansted Airport and to Cambridgeshire, Essex, Norfolk, Hertfordshire and Suffolk.

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Network Rail to spend £4.1m improving reliability around London Bridge and Victoria rather than pay fine £4m will continue the improvements we l Office of Road and Rail (ORR) has agreed that Network Rail should invest £4.1m to improve journeys on routes into London Bridge and London Victoria. The so called Rail Reparation Fund replaces the £2m fine handed out by the regulator for disruptions on the Thameslink and Southern train services in 2014-15.

Network Rail had identified funds amounting to more than double the proposed fine, all of which would be invested in increasing reliability, punctuality and the overall passenger experience on Southern, Thameslink and Gatwick Express train services.

Network Rail managing director for England and Wales, Phil Hufton, said: “This extra

have already made, and it is good news for passengers that the ORR has recognised this as a positive and practical alternative to a fine.”

Among the initiatives Network Rail’s plan will fund are: • Further increases to staff numbers at London terminus stations, including 15 extra staff at London Victoria • Further improvements to passenger information displays at stations • 20 new fast-response staff based at the Brighton and Croydon depots to tackle problems on track when they happen • Up to four times as many security patrols at stations in Sussex to reduce delays caused by trespassers.

Carlisle station to get a £14m face lift l Network Rail is to spend £14.7m replacing the roof of Carlisle station and rebuilding all eight platforms as part of its UK Railway Upgrade Plan.

The work will significantly extend the life of the station’s roof which dates back to 1847, and will as reduce the amount of maintenance it requires. Platforms will be safer, with tactile paving marking their edges and new surfaces throughout.

The new roof is to be made of ETFE (etheneco-tetrafluoroethene), the same material as is used on the roofs of the new Manchester Victoria and Birmingham New Street stations, and will

introduce more natural light to the station.

The refurbishment has been planned closely with Historic England, Carlisle City Council, and Virgin Trains, to protect the historic buildings and ensure the minimum impact on passengers.

Terry Strickland, area director for Network Rail, said: “Carlisle station is impressive and historic but its large roof is showing its age and is in need of significant repair. This investment will protect it for decades to come.”

The £9.5m roof upgrade began will start on 30 November and could take up to 15 months, after which the £5.2m platforms upgrade will begin.

NEWS I Industry IN FACT Non franchised rail journeys 15% l A total of 414m rail passenger journeys were made between July and September 2015, 1.4% more than last year, according to ORR. In the franchised sector this included a 2.1% increase on London and South East services, a 1.2% rise in the long distance journeys, but a 0.8% decrease in regional journeys. The non-franchised sector enjoyed a massive 15% rise.

New state-of-the-art rail training hub is opened in Salford l A state-of-the-art training centre has been opened in Greater Manchester to support the £25bn investment in the UK’s rail network.

The first of its kind in the north of England, the training centre in Salford is run by ISS Labour, part of diversified recruitment group Specialist People Services.

The centre features a twin-track replica of the West Coast Main Line including flat bottom rail, bullhead rail, third rail, wooden timbers and concrete sleepers, and provides training on all aspects of overhead line

electrification in a safe and modern indoor environment. It is expected to train more than 10,000 people by 2020.

Simon Higgens, CEO at ISS Labour, said: “Our new state-of-the-art training centre is part of our focus on serving the overhead line electrification (OLE) needs of the industry.

It enables us to upskill our own workforce, meeting the needs of our OLE customers, and also to provide an in-demand training service for external customers working across the industry.”

Northern and TransPennine Express franchises go to Arriva and First Group l Following separate, rigorous competitions the Northern franchise has been awarded to Arriva, while the TransPennine Express (TPE) franchise goes to First Group, to start on 1 April 2016. The Northern franchise is to run for 9 years with the option to extend for another year. The TPE franchise will run for 7 years with a possible 2 year extension.

The two operators are to oversee a £1.2bn boost to rail services in what is expected to be the biggest transformation of rail in the north of England in decades.

The TransPennine franchise will deliver: • 44 new state of the art intercity trains, with 220 new carriages by 2019 • 20,000 extra peak seats per day giving an 80% increase into seven largest cities on the network; with 13 million more seats across the timetable each year by 2019 • New 125mph rolling stock • New direct services from Liverpool to Glasgow from December 2018 • Target to reduce delays and cancellations by 27%

• Enabling Smart in the North – integrated ticketing with local smart card schemes • Free Wi-Fi on all trains by July 2018 with free TV programmes and films on demand • Total of £18m invested in stations across the franchise (19 stations in all) • It is expected that FirstGroup will deliver around £400m to the government over the course of the franchise.

The Northern franchise will include: • The introduction of 281 new carriages, the full refurbishment of the remaining fleet and the removal of all Pacer trains within three years • Increased capacity with more and longer trains. There will be a 37% increase in peak time capacity • Launching in 2019 with new trains, the enhanced inter-urban Northern Connect services will provide faster city connections with free Wi-Fi • Arriva are expected to reduce the amount of subsidy provided by the government by around £140m.

Waterloo raises <£2k for RBL l The giant Remembrance poppy sculpture that adorned London’s Waterloo station during the 2015 Poppy Appeal has raised a total of £2,273.92 for The Royal British Legion. Commissioned by Interserve, the sculpture served as a collection point for donations from commuters throughout the 2015 Poppy Appeal.

Rail freight 18.4% l New figures from the ORR reveal that 21.1m tonnes of rail freight was lifted on the network in Q2, 2015-16, a decrease of 18.4% compared with the same quarter last year. This was largely caused by a reduction in the amount of coal lifted, down 48.9% to 4.6m tonnes from 9.0m tonnes in the same quarter last year.

New 4.821m record for the Tube l The 4 December broke all records on the London Underground to become the busiest day ever, having recorded 4.821m customer journeys. 18 of the 20 busiest days ever recorded were in 2015. That week was also the busiest in the Tube’s history with 28.76 million journeys, beating the previous record set in the week ending 31 October.

£21m train refurbishment l Virgin Trains is to invest £21m to completely refurbish the interiors of its fleet of 45 east coast route trains. A total of 401 carriages will be overhauled with new seats, refurbished toilets, new carpets and curtains. Leather seats will be fitted in First Class. This is part of £140m investment to be made over eight years.

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NEWS I Infrastructure

Work to begin on South Yorkshire’s Tinsley Chord Exchange Square, Manchester city centre

Metrolink begins running to Manchester’s new Exchange Square When fully opens in 2017, the Second City l Trams have now begun running into Exchange Square in the heart of Manchester shopping and leisure district, marking the completion of the first stage of the £165m Metrolink Second City Crossing.

Construction work started on the 0.6k stretch of line between Victoria Station and Exchange Square in summer 2014, and has been fast-tracked with a European Regional Development Fund grant.

Crossing will call at transformed and newly built stops at Deansgate-Castlefield, St Peter’s Square, Exchange Square and Victoria Station.

Councillor Andrew Fender, chair of the Transport for Greater Manchester Committee, said: “Getting the Exchange Square stop up and running weeks before Christmas is a significant achievement – and one that would not have happened without European funding to fast-track the work.”

Network Rail’s Orange Army clears the damage from Storm Desmond

Flooding on the West Coast Main Line north of Carlisle

Debris strewn across the railway north of Carlisle

l Network Rail’s Orange Army worked flat out to re-establish rail links between England and Scotland after unprecedented amounts of rain buried the line underneath 8ft of flood water.

Storm Desmond hit the north of England, Northern Ireland, north Wales and southern Scotland, between the 4th and 5th December bringing record breaking levels of rainfall.

Cumbria took the greatest hit clocking a record 341.4mm of rain at the Honister Pass.

The usual monthly rainfall for Cumbria is 146.1mm.

By Sunday 6th, the railway north of Carlisle was under 8ft of floodwater. Once the water subsided on Monday the Orange Army set to work removing debris and mud from the railway, repairing track and infrastructure and putting temporary measures in place to enable trains to run through the area. Engineers then

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continued to repair damaged signalling and electrical equipment for full services to resume.

Trains began running again between Workington and Carnforth, Carnforth to Skipton, Appleby to Carlisle and on the West Coast main line from Preston and Carlisle on Monday.

The West Coast main line north of Carlisle was reopened on Tuesday afternoon, while the Workington to Carlisle section, which was severely damaged by flooding and two landslides, re-opened early Wednesday morning.

Commenting at the time, Debbie Francis of Network Rail said: “Before trains are able to run normally large amounts of signalling equipment, including safety-critical electrical cabinets, need to be replaced following extensive flood damage and work will continue to take place over the coming days.”

l Plans to build the new Tinsley Chord, connecting the rail network with the South Yorkshire tram network, have been approved by the Department for Transport.

When completed, European-style tramtrains will be able to run between the rail and tram networks for the first time, providing a direct service between Sheffield city centre, Rotherham Central railway station and Parkgate retail park.

Network Rail can now begin work on the 160 metres of new track and overhead lines to carry the electricity to power the tramtrains, as well as constructing a small building to house lineside equipment.

Andrew Penny, area director for Network Rail, said: “Construction work on the ground can now get underway on this exciting project that will see the first tram-train service in Britain being piloted in Yorkshire.”

Largest investment in railways since Victorian times set to continue l Sir Peter Hendy has published his review into Network Rail’s five-year funding programme to 2019, and concluded that the majority of the programme can go ahead as planned with extra investment generated primarily from the sale of non-core railway assets.

Announcing the results of the review, Sir Peter Hendy, chairman of Network Rail, said: “The extra investment secures a Railway Upgrade Plan that delivers better stations, faster, more frequent and longer trains and a safer and more reliable railway for millions of passengers and businesses.

“Working closely with the Department for Transport we have ensured that no infrastructure project has been cancelled and the bulk of the investment programme will be delivered by March 2019. Some projects will cost more and take longer than originally expected but we will see the job through to deliver better journeys for passengers. My review has clearly found that the original plan was unrealistic and undeliverable.”

An eight-week consultation by the DfT on the report’s findings started in early December.

NEWS I Rolling stock

The Hitachi Class 800, destined for the Great Western and East Coast Mainline

More than £9.3bn trains to be built for the UK rail network in the next four years l Analysis of new train orders by the RDG, reveals that more than 3,700 new carriages worth at least £9.3bn, are due to be built for the UK rail network over the next four years and more than half are to be built by UK-based manufacturers. Trains on order include: l N ew intercity trains for Great Western Railway and Virgin Trains East Coast to be delivered as part of the Intercity Express Programme by February 2020 (866 carriages, as five and nine-car trains). All but 12 of these will be built in the UK at Newton Aycliffe as part of an order worth £5.7bn. l N ew intercity trains for Great Western Railway (an extra 173 carriages, formed of 22 five-car trains and seven nine-car trains) to be delivered from summer 2018 – worth £361m. l New electric trains for London’s Crossrail line (594 carriages, as 66 ninecar trains), built by Bombardier in Derby and introduced in 2017 – £1bn. l N ew electric trains for the Thameslink route (1,140 carriages, made up of 115 eight and twelve-car trains), the first of which will enter public service in Spring 2016 – £1.6bn. l N ew electric trains for the Gatwick Express service (108 carriages, as 27 four-car trains), the first of which will be introduced in 2016 – £145m. l N ew electric commuter trains for Abellio ScotRail (234 carriages, as 70 three and four-car trains), the first of which will be introduced in 2018. Of the 70 trains, 63 will be built by Hitachi at Newton Aycliffe while the first seven will be pre-series trains built in Japan. l N ew electric commuter trains for London Overground (180 carriages as 45 four-car trains), built by Bombardier in Derby and introduced in 2018 – £260m. l A dditional electric commuter trains for Great Western Railway (32 carriages, as four-car trains), to be added to an existing fleet of 29 trains introduced elsewhere on the network in 2015. All of these trains will join the GWR fleet in 2016-2017. These are also being built

by Bombardier in Derby. l N ew electric trains for South West Trains (150 carriages, as five-car trains), the first of which will be introduced in 2017 – £210m. l N ew carriages for the Caledonian Sleeper franchise (75 carriages), the

first of which will be introduced in 2018.

N ew electric commuter trains (80 carriages, formed into 20 electric trains), ordered by rolling stock leasing company Porterbrook and expected to be used by current and future UK train operators, built by Bombardier in Derby and introduced in 2016.

Several more large train orders are also expected in the coming years – with the new Northern, TransPennine, Merseyrail and East Anglia franchises all expected to procure new trains. The new c2c franchise has also committed to 17 new trains (68 carriages) from 2019, while the Thameslink, Southern and Great Northern (TSGN) franchise has committed to 25 new trains (150 carriages) for routes into Moorgate.

Paul Plummer, chief executive of the Rail Delivery Group , said: “An average of 12 carriages per week are being built to meet demand – a far higher build rate than just a few years ago. More than half of the new trains are being built by British-based manufacturers, supporting more than 2,000 jobs including at least 100 apprenticeships.

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Eversholt Rail Group awards contract for ETCS trial fitment l Eversholt Rail’s Class 365 fleet is to be the first train fleet in the UK fitted with the European Train Control System (ETCS).

The work has been contracted to Alstom’s signalling business, SSL, in preparation for the roll out the European Rail Traffic Management System (ERTMS) across the UK network.

The trial fitment of ETCS – the First in Class (FiC) _ is to be delivered to all affected fleets by the National Joint ROSCO Project (NJRP).

The Class 365 FiC design process will commence shortly with fitment, integration and reliability testing planned for 2017 before conversion of further units in the Class 365 fleet prior to full ETCS operation on the East Coast Main Line.

Eversholt Rail is one of the three major train owning companies working together through NJRP to deliver ETCS to UK passenger fleets.

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Innovation

European Patent 1697 196

Patent of the Month

This month, patent attorney ROSIE HARDY discusses some of the complexities of patenting and protecting GEC’s new multi-level rail management system

Rosie Hardy is a patent attorney at leading intellectual property firm, Withers & Rogers

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he rail industry adheres to the mantra to ‘innovate’. Innovate to increase capacity. Innovate to improve customer experience. Innovate to reduce carbon emissions and costs.

There are many organisations helping to drive forward this innovation. For example, in the October edition of Railway Strategies magazine we heard how the Future Railway Programme is working to find innovative solutions to certain challenges which exist in the industry and deliver a railway of the future.

Due to the complexity and variety of problems in a railway network travel, there has been a recent focus on developing more efficient rail management systems. One particular system has been designed by General Electric Company (GEC) to optimise railway operations using a multi-level, system-wide approach. This technology is able to consider the interrelationships and impacts of multiple levels to optimise the overall railway system.

The GEC multi-level rail management system As might be expected, GEC has strategically protected the multi-level system using patents. The family of patents around the world includes granted European Patent 1697196. From this patent document, we find the multi-level optimisation system includes processors to share data between different levels. This data may relate to the unique operating characteristics, constraints and parameters of a railroad infrastructure level, railway track network level, individual train level, consist level and individual locomotive level. The levels cooperate by interchanging data so that the performance of each level is optimised whilst taking account of the others.

As a result, the overall operation of the railway system is improved. The patent document also highlights numerous

benefits, including how the multi-level system can optimise fuel consumption and the subsequent cost and carbon savings.

Given its commercial importance, GEC has also filed other patent applications to seek patent protection for other aspects of the multi-level optimisation system.

The importance of securing innovation The innovation process involves three key steps; invent, protect and commercialise. Patent protection is essential to the innovation process because it interconnects the inventing and commercialising steps. It allows businesses to ring-fence an invention for up to 20 years. With its patent protection, GEC is able to control the multi-level optimisation system to build a market and restrict its competitors.

Failing to obtain patent protection by jumping directly from the inventing step to the commercialising step will mean an invention is unsecured. GEC understands that without safeguarding its intellectual property, a competitor will have the freedom to copy its multi-level optimisation system. This would ultimately compromise the commercialising step for GEC and allow competitors to unfairly profit from its innovation.

Innovation need not be revolutionary or reserved for certain sized innovators. Routine problem solving with step-change improvements is also valid innovation that can be harnessed by the industry. The threestep innovation process of inventing, protecting and commercialising is applicable to all innovation and has a business enhancing effect. More rail companies could benefit by using savvy patent protection to make their problem solving more commercially viable.

www.withersrogers.com 9

SKILLS

Ready to learn

Images courtesy of Network Rail

As skills shortages are starting to bite, LIBBIE HAMMOND talked to Alasdair Waddell, recruitment specialist at Network Rail, about the lessons that can be learned from its highly successful apprenticeship scheme

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ith the Government’s plans to reach three million apprentices by 2020 and the Department for Business, Innovation & Skills stating a commitment to making England’s apprenticeship programme the best in the world, the overall issue of apprenticeships remains high on the agenda.

Apprenticeship schemes not only play a part in meeting objectives to boost skills and drive-up productivity for the country as a whole – they also widen access for young people to the professions and build the high level technical skills needed for the jobs of the future.

Skills strategy Indeed, the construction and rail sectors have long appreciated the value that apprentices bring to their businesses and many businesses already have sophisticated and highly regarded schemes in place.

One such organisation is Network Rail, which prides itself on its very competitive and thorough apprenticeship programme, that offers candidates the opportunity to gain the skills and knowledge, in some cases up to degree level, while working and earning.

At the time of Patrick McLoughlin’s announcement, Mark Carne, Network Rail chief executive explained that the company needs a highly skilled workforce to enable it to deliver its multi-billion pound railway upgrade plan and a network fit for the 21st century. “That’s why we have a steadfast commitment to training and developing everyone from apprentices and graduates to up-skilling our 35,000-strong workforce and others across the industry with the latest digital, technical and engineering skills,” he said.

Why apprenticeships are so important

The last six months have seen quite a flurry of activity in this area, with the Prime Minister sharing his plans in August to boost apprenticeships and transform training (including a controversial Apprenticeships Levy) and Transport Secretary Patrick McLoughlin announcing an ambition to boost apprenticeships across the road and rail industry – pledging 30,000 apprenticeship places in the sector during the lifetime of this Parliament, with help from a transport strategy led by Terry Morgan, chairman of Crossrail.

It is clear that The Network Rail Advanced Apprenticeship Scheme is a vital component of its recruitment strategy, and as Alasdair Waddell, recruitment specialist at Network Rail explained, it has been for a decade. “With a growing railway that is getting busier every day, we need to ensure we attract and develop a pipeline of valuable talent into our workforce to help us maintain our 20,000 miles of track and keep people moving. Today, more than 2000 apprentices have been through our scheme.”

Eighty-three per cent of these trained apprentices also still work for Network Rail, with many progressing onto senior positions within the company, proving again that its investment is being returned. “Our scheme has a retention rate well above the average, with a 95 per cent

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Images courtesy of Network Rail

SKILLS

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completion rate, more than 20 per cent ahead of the sector average of 74 per cent. This means that the young people we’re training are staying with the company and growing through our programme,” added Alasdair.

What also makes schemes such as this so important is the diversity of activities in which trainees can be involved. So at Network Rail for example, apprentices that complete the scheme can go on to develop their careers in a number of areas across the company.

“The apprentices we have trained have progressed to become national aerial survey specialists, assistant track maintenance engineers, as well as team leaders and technical officers,” highlighted Alasdair. “Some on our current programme are working on the government sponsored Thameslink Programme – one of our biggest construction projects as we rebuild London Bridge and the railway around it.”

they’ve graduated, and today these people are working throughout the business in roles across signalling, telecoms, engineering and project management.

“A couple of examples of graduated apprentices that have gone on to excel within our business include Reece Martin, a senior project engineer. He joined our Advanced Apprenticeship Scheme in 2006 and has gone on to become a senior project engineer overseeing national development projects across the country, he’s also been promoted to a senior management position and gained his Institution of Railway Signal Engineers license.

“Another great example is Adam Fountain, now a scheme project manager, responsible for managing a £5 million maintenance project, which is crucial to keeping Britain’s railway moving. Adam has also been promoted four times since joining the scheme in 2006 and managed a number of large project teams along the way.”

Creating future leaders

Continually improving

Many of the skills learned can be transferred across departments, as well as in different companies and even across industries. But as Alasdair noted, a high proportion of individuals remain with Network Rail once

While the scheme is obviously very successful, Network Rail is continually making improvements and appreciates that the benefit of the approach is not all about business success but the human element as well. Therefore, as

Middle left Mark Carne and 10 apprentices from 10 years of the scheme Alasdair. “We are keen for candidates who enjoy a more practical working environment, who embrace problemsolving tasks and want to kick-start their career by getting into work rather than continuing in the classroom.”

Conclusion part of the Advanced Apprenticeship Scheme’s tenyear anniversary, the organisation commissioned an employee survey to capture their views on the value that apprentices bring to the organisation. “That survey looked at what the scheme offers our apprentices and we’re thrilled to see that the partnership works both ways. Forty-seven per cent of our apprentices achieved professional accreditation earlier than their peers who hadn’t taken part in an apprenticeship, while 62 per cent felt they made a direct impact on the company at an earlier stage.”

What also sets the scheme apart is its inclusive nature – Network Rail doesn’t set an upper age limit for applicants for example. “The minimum requirements for applicants are four A*- C GCSEs, including English, Maths and Science however it is a candidate’s personality and aspirations that we are most interested in,” emphasised

It is easy to see why Network Rail’s scheme can be held up as an example to other businesses that might be weighing up the benefits of creating an apprenticeship programme, and Alasdair would encourage those considering it to go ahead. “We think it is a fantastic way to boost your workforce,” he stated. “Apprentices have delivered fantastic results year-on-year for Network Rail and bring fresh thinking, a willingness to get stuck in and an eagerness to learn that really sets them apart.

“As a company we’re very proud of our apprenticeship scheme; it’s attracted a wide variety of talented people to our company who we’ve been able to nurture and develop. For anyone thinking about pursuing an apprenticeship, I would recommend strongly considering it. Apprenticeships give you the opportunity to learn in a hands-on fashion while getting paid, as well learning valuable life skills along the way – why not give it a shot!”

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INFRASTRUCTURE

Keeping the underground running

Fit for the future

ANDY CADMAN, senior contracts manager at NG Bailey, talks about the challenges of redeveloping Tottenham Court Road Tube station

T

ottenham Court Road is one of the busiest Tube stations in London and, with the introduction of Crossrail in 2018, demand is likely to increase by around 30 per cent.

Originally built as two separate stations over 100 years ago, Tottenham Court Road was simply not designed to cope with such high demand from passengers. The station entrances were frequently congested, often leading to temporary closures during peak periods of the day to prevent overcrowding in the station.

To eliminate this congestion, Crossrail and Transport for London (TfL) are redeveloping Tottenham Court Road and constructing a separate Crossrail station, the length of three football pitches four storeys underground, with a total investment of £1 billion – the biggest investment in the West End for decades.

The scheme is part of the wider transport developments taking place across London, where TfL is investing in projects that will improve travel for people who work and live in the city.

The existing Tottenham Court Road Underground station has been running over capacity for with around 150,000 passengers per day, but when the project is complete it will cater for more than 200,000.

A new public plaza outside the adjacent Centre Point building is being created, with wider pavements, better cycling facilities and improvements to bus services.

Modernisation begins The redevelopment of the 100-year old Tube station began in 2009 and is expected to be completed in 2016. NG Bailey’s Rail division was contracted by Taylor Woodrow/BAM Nuttall Joint Venture to modernise the existing operational Tube station.

The first phase of the £27.9 million contract began in 2010 and was completed in January 2015. It covered the design and installation of all electrical, mechanical, fire detection/suppression and communication systems.

One of the most exciting elements has been installing a high-definition digital IP CCTV system, which is linked to the existing station infrastructure. It offers improved security and can record images to a much higher standard than any other monitors, by using fibre optic and CAT6 cabling infrastructure.

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The key challenge on the project has been keeping the existing station areas operational as, due to the constraints of the programme for the phase two civils section, the old systems such as lighting, CCTV, PA/ VA and fire detection had to be immediately shut down and removed.

To overcome this, NG Bailey installed new systems alongside the existing ones, particularly on the Northern line platforms, that required seamless operations for trains. These systems were installed and commissioned back to both the new station communications equipment room (CER) and station operations room (SOR), meaning that two parts of the project _ the modernisation and the new build station _ were required to be completed and commissioned simultaneously without fail. The high voltage and low voltage supplies were also migrated to new power supplies via a series of changeovers across a three-month period.

To make the process successful, identification of critical areas of the existing station were made and coordination of the new installations implemented in and around many of the old assets. These were already considerably congested through the ‘back of house’ areas and public passageways and required a series of enabling works. At the same time, close coordination with the architectural team was required, to ensure the finishes could be effectively implemented at a later date in areas which were to be modernised.

This process was planned and implemented over the full six-year project period, in line with progress on civils and tunnelling works.

Looking ahead We’re now in the second phase, in which we’re building on our ‘one team’ ethos _ where all contactors take a collaborative approach _ to progress mechanical, electrical and plumbing (MEP) services in the next section of the new ticket hall, where the two new glass plaza entrances near Centre Point will be built.

The ability to provide a combined MEP and station communications installation has achieved considerable project management savings over the life of the project.

Meanwhile, work has begun on the modernisation of some existing areas of the station, including passageways and escalators, and the newly installed electrical and communications systems.

The old ticket hall will be demolished, re-constructed and completely fitted out, matching the new ticket hall.

December 2015 will see the re-opening of the Central line, following an 11-month closure. NG Bailey has modernised the existing passageways and escalator areas in preparation for this, as well as some temporary installations due to the sequence of architectural and civil works taking place.

Rail Alliance

Recent new members of the Rail Alliance Line Technologies

Svenska Handelsbanken

MacRail Systems

Trenchless rehabilitation provider. Link up approved company offering clients an extensive range of trenchless solutions and technical advice.

CCTV surveys, pipe cleansing, recommendation of best rehabilitation solution, CIPP GRP UV cured liners, design of liners, full installation responsibility of liners, patch liners, GRP structural segmental lining, directional drilling, guided auger boring and timber headings.

Tel: 01604 580 059 Email: hello@i-group.uk.com Web: www.iline.uk.com

One of the world’s strongest banks providing a broad spectrum of personal and corporate banking services across the UK and globally.

Tel: 02075 788 000 Web: www.handelsbanken.co.uk/doncaster

Providers of site access control, reporting and document management services to the UK rail industry. The service is delivered via both a country wide team of highly experienced site access controllers local to the work site, and through a dedicated centralised command and control facility operating 24/7 throughout the year.

Tel: 01934 319 810 Email: info@macrail.co.uk Web: www.macrail.co.uk

Oxford Plastic Systems Ltd Plastic and composite products for the construction and rail industry. Working on developing a composite cable carrying sleeper.

Tel: 01608 678 888 Email: sales@oxfordplastics.com Web: www.oxfordplastics.com

Heinrich Georg (UK) Ltd Design, manufacture, build, install and service of turnkey test rigs and special purpose machining equipment for the aerospace and rail industry.

Tel: 01902 715 110 Email: enquiries@georguk.com Web: www.georguk.com

Revaluetech Ltd Specialists in the design and development of process technology to manufacture inert composite polymer products in place of concrete, hard and soft wood. Products rail sleepers and bearers in place of creosote treated wood. Appointed by RSSB and BSI on CEN and ISO technical working groups to formulate standards for the rail industry.

Web: under development

Fabrikat (Nottingham) Ltd Design, manufacture and supply of street lighting columns, traffic management and telecommunication structures, pedestrian guardrail, parapet, fencing and street furniture products.

Tel: 01623 442 200 Email: sales@fabrikat.co.uk or technical@fabrikat.co.uk Web: www.fabrikat.co.uk

The Imagination Factory Design engineering services to a range of industries including rail offering a humancentred design approach to achieve a risk managed innovation process.

Tel: 07748 767 688 Email: julian@imaginationfactory.co.uk Web: www.imaginationfactory.co.uk

Nottingham Trent University Deliverers of quality applied management education, research and consultancy including local and regional development, innovation and technology management, business strategy, sustainable business practices, marketing and HR. Tel: 01159 418 418 Email: s3.enquiries@ntu.ac.uk Web: www.ntu.ac.uk/nbs

Stadium IGT Leading provider of human machine interface (HMI) control panel and keypad assemblies committed to the development of innovative interface solutions including the latest technology in capacitive touch screens and capacitive switch control panels with thin film backlighting using LED illumination as well as traditional membrane keypads and display overlays.

Tel: 02380 610 818 Web: www.stadium-igt.com

Transport Design International (TDI) World-leading industrial design and engineering consultancy specialising in developing bespoke solutions for road and rail based transport applications. Design and supply individual products, systems and even complete vehicles.

Lead partner in the pro-active development and promotion of advanced, sustainable urban transit solutions such as the Minitram System, Revolution VLR and Vectus PRT. Tel: 01789 205 011 Email: martin.p@tdi.uk.com Web: www.tdi.uk.com

Xrail Solutions Ltd Xrail is a railway engineering company which delivers a high quality service, designed to tackle the most demanding rail programmes.

Our core team includes: system engineers, project managers, signalling design and assurance consultants.

Tel: 02034 405 471 Email: enquiries@xrailsolutions.com Web: www.xrailsolutions.com

Responsive Engineering

The Global Management Group

Cut, profile, fabricate, weld and machine of a wide range of steels, aluminium and super alloys. In addition, the 20 tonne work piece weld manipulation capability, paint-shop, large capacity vertical and horizontal CNC machining centres and 16,000m² of undercrane production space offers a complete and comprehensive inspection, assembly and test service.

Tel: 01914 973 400 Email: enquiries@responsive-engineering.com Web: www.responsive-engineering.com

Extensive experience of design and production of individual electro mechanical assemblies through to complete containerised communication systems within the defence industry now looking to supply to the rail industry and other sectors.

Web: www.theglobalmanagementgroup.com

For further information, please contact: The Rail Alliance Tel: 01789 720 026 Email: info@railalliance.co.uk Web: www.railalliance.co.uk

15

STRATEGY

Understanding tomorrow’s travellers

Providing a rail service that is competitive and compelling requires a solid understanding of the travelling public. MIRJA SICKEL discusses the six types of motivation and behaviour identified by research from Amadeus, and what this means for rail operators

U Below Mirja Sickel is head of sales and marketing at Amadeus Rail & Ground Travel

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nderstanding your customers is a key element of success for any business, but this can be easier said than done. What if your customers’ needs and preferences are constantly evolving, as is certainly the case for travel companies? How do you ensure you offer them the right products and services, in the right way, at the right time?

Rapidly increasing access to information – both from travel providers and other travellers via social networks – is changing traveller expectations and purchasing behaviours. At the same time, travel providers have access to more and more information about their customers, both from searching and booking data and from external sources. The rail industry is, therefore, faced with an unprecedented opportunity to achieve a better understanding of the traveller and offer customers truly personalised experiences, in turn unlocking new revenues and securing customer loyalty.

In order to help the industry better understand future traveller needs, Amadeus recently commissioned a study from consumer trends experts Future Foundation, which identified the different types of travellers that will emerge over the next fifteen years. The study found that demographic divisions and the traditional ‘business versus leisure’ segmentation used in travel are no longer enough to categorise travellers, especially as trends like flexi-time grow and people have more choice about when and how they travel for work. Instead, it examined traveller motivations and behaviours to identify six traveller ‘tribes’ that will emerge to shape the industry by 2030:

 Simplicity searchers value ease and transparency in travel planning  Reward hunters often desire indulgent and luxurious experiences  Social capital seekers make travel choices with online audiences in mind  Ethical travellers allow their conscience to be their guide  Cultural purists seek to immerse themselves in the local way of living  Obligation meeters travel for a specific purpose These are not mutually exclusive, and travellers will often identify with multiple groups at different times.

The challenge for rail operators will come down to understanding which tribe the travellers falls into, and when, so they can cater to them appropriately.

The six tribes In the future, information overload will become a real concern for some travellers. Already a single Google search can produce tens of millions of results – more than one person can read through to plan a journey.

Simplicity searchers will try to avoid this, looking to book everything at once through a single channel with limited decision-making on their part. Rail operators with user-friendly interfaces who can bundle their offerings, such as packaging rail travel with hotel stays and entertainment options, will appeal strongly to this group.

Above all, Simplicity searchers expect travel providers to

pre-empt, and take care of, their needs.

Similarly, reward hunters are eager for personalised offers. While in the planning stage, reward hunters are very open to targeted offerings, but once the journey begins they will expect everything is managed and will not want to be contacted by travel providers. Tailored bundles that provide unique and memorable experiences will be key to appealing to this group, such as door-todoor service combined with first-class carriage seats that will help them feel taken care of. Extras such as cashless payments and HD video streaming directly to personal tablets via in-carriage Wi-Fi will also add to the indulgent feel of their journey.

Memorable experiences are also important to social capital seekers, but for a different reason: these travellers are looking to build their ‘social capital’ through priority treatments that can be shared with their online audiences. They prefer highly personalised experiences, and welcome relevant services being offered throughout the journey. Technology is key to these travellers, especially shareable tech such as virtual reality tours to help them pre-plan their journey. Extras like seat upgrades or complimentary meals or drinks that can be easily photographed – and high-speed Wi-Fi and 5G connections to ensure they can be shared – are key to making social capital seekers feel like valued customers.

Ethical travellers’ core ethical values are reflected in their purchasing behaviours, and they’ll expect personalised offers that indicate awareness of this. It’s important to remember that this is far from a homogenous group: some will be focused on their environmental impact and want to offset their carbon footprint; others will be travelling with social ideals and looking to volunteer, or at least mitigate the negative impact of their journey. Green ethical travellers have always, of course, preferred rail over other travel modes, and this will continue in the future.

While some traveller tribes want providers to gather information and ensure a highly personalised experience, cultural purists will reject the use of data-driven algorithms making suggestions based on their past. They want the flexibility of not having set plans or having their previous experiences guide their future plans. These travellers want to experience the local lifestyle on the ground _ something that travelling by rail certainly offers.

They enjoy feeling like they are discovering something, searching for inspiration and making decisions as they go. Rail companies will need to offer plenty of á la carte services that provide a local flavour, such as tours with local guides, or real-time translation apps to help break down barriers.

Obligation meeters are travelling for a specific purpose: they must be in a particular location at an appointed time. They are often willing to pay extra to remove anxiety around arriving on time and, like simplicity searchers, are happy to have their entire journey booked at once. A personalised bundle that allows travellers to

meet their obligations and another set of needs at the same time would be ideal, such as a seat in a firstclass carriage for a social capital seeker travelling to a conference for work, or a regularly booked seat in a quiet car for a commuter looking to get work done en route to the office. These travellers will appreciate extras that help them feel they will meet their obligations, such as smartphone notifications on whether or not the train will reach its destination on time.

The rail opportunity Although certain traveller tribes stand out as immediately relevant to rail companies today, providers need to consider all types of traveller and how they interconnect, as these tribes represent their future customer base. For example while business travellers tend to be obligation meeters, they increasingly want their leisure preferences taken into account when booking a journey. Commuters, too, shouldn’t be overlooked: they represent a large and regular customer base whose needs also must be met to prevent them from going elsewhere for their travel needs.

Each traveller tribe has its own wants and needs when planning a journey; gathering and analysing data will help rail operators understand the motivating factors for a traveller and provide their ideal offerings. Technology will play a key role in this, not only in analysing information, but also in providing offers to travellers. Some customers will want ambient technology that escapes into the background, or to avoid technology at all. Others will want smartphones or other technologies at hand throughout the journey, constantly updating them on their options.

Technologies such as biometrics or neural scanning will give insight into traveller feelings and motivations. Each traveller tribe will have its own expectations, and it will be important that rail operators are able to meet them.

As the travel industry continues to become a customerdriven sector, it will become increasingly important for rail companies to link their offerings with traveller behaviour to encourage loyalty and more bookings. Simple segmentation, relying on demographic attributes is no longer enough as personalisation to meet traveller needs becomes the way to encourage loyalty among travellers.

It’s time for rail companies to focus on what motivates the traveller.

17

Qatar Rail

I undertaking

A vast

Qatar Rail is making significant progress into developing the country’s rail network that will be critical to Qatar’s future vision of economic growth Above right Al Waab underground station of the Gold Line

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n 2008, under the light of continuous and rapid economic and social development in Qatar, the country’s Emir launched the Qatar National Vision 2030, a scheme to manage and implement this development in the most productive way possible. One significant part of this development framework is the Qatar Rail Development Programme (QRDP), a vast project managed by the newly formed Qatar Rail to deliver a complete rail network to support the growing population and economic activity in and around the country’s capital, Doha.

“Our vision is to create the favourite mode of transport for everybody and to provide an integrated railway together with a public network of bus systems,” begins Senior Programme Director at Qatar Rail, Dr-Ing Markus Demmler. “We want to make it attractive and sustainable, both in terms of economic and ecological impacts, and to make sure it is of the highest quality whilst remaining economically viable. Ultimately, it will run parallel to

achieving Qatar’s overall vision to reduce emissions, as most of the country is run on cars at present, to ease congestion and improve travel times both into and within the city.”

An overview of the planned network for the development project serves to display the sheer scale of Qatar Rail’s undertaking. The programme is split into three separate projects, the Doha Metro, a Long Distance network and a light rail network in the up-and-coming city of Lusail. The long distance network is designed for both high-tech passenger and freight services across five lines and 486 kilometres of railway connecting population centres with major industrial hubs and forming critical connections with neighbouring countries. The lines include: a mixed passenger and freight line from Doha to Saudi Arabia; a high-speed passenger line from Doha to Bahrain, capable of speeds up to 270km/h for high speed passenger trains; a freight line from Mesaieed Port to Ras Laffan; and two mixed lines from Doha to Dukhan,

and Doha to Al Shamal. By 2021, 8000 passengers are expected to travel on the network every day, with this rising to 24,000 by 2031.

To facilitate the developing city of Lusail, a light rail, tram-based network is being developed across four lines and 37 stations, two of which will link to the Doha Metro network. In a city that is predicted to house up to 450,000 residents in the near future, the Lusail network has been designed to have a capacity of 50,000 passenger trips per day by 2021 and 120,000 a decade later. With an average speed of 29km/h, the lines will take an average of one to two minutes between adjacent stations.

The Doha Metro project, a strategically planned underground network to serve the expanding city of Doha, is undeniably the most complex of the three.

As part of phase one, planned to be completed and operational towards the end of 2019, 37 stations will connect 85 kilometres of construction length spread across three separate lines. The Red Line, which will also

19

Qatar Rail

AREP Since its creation in 1997, AREP has been designing and building for the contemporary city, the nerve centre of mobility. AREP brings together 700 people and some 30 nationalities, involved in more than 800 projects both in France and abroad.

Its teams combine various, complementary disciplines in a spirit of innovation and attention to human needs: architects, city planners, designers, engineers, economists, architectural programming consultants and construction operations managers.

Having developed a creative approach of public space, which takes into consideration the needs of city dwellers, AREP is a laboratory for ongoing research on the fast-changing urban environment at every scale, from entire metropolitan areas to individual buildings.

Above right Al Joaan underground station of the Gold Line

be known as the Coast Line, is planned to run for a total alignment length of 42kms from Al Wakra in the south to Lusail in the north and will stop at 18 stations along its progress. In particular, the Red Line will connect Hamad

International Airport to the city centre, it is estimated that a trip from the airport to Lusail will be 36 minutes compared to current peak times of an hour and half.

Other notable stops will include West Bay, Katara and Qatar University. At its deepest, the Red Line’s tunnels will be as far as 46 metres beneath Doha’s surface.

Connecting Al Riffa in the East to Al Mansoura in the West and passing through the Education City, the Green Line will stop at 11 stations along its alignment length of 22 kilometres. Significant stops for the Green Line, or the Education Line as it is also known, will be the Hamad Hospital, Al Shaqab and the currently in development, Qatar National Library. Extending 15km from Ras Bu Aboud in the west and Al Aziziya in the west will be the Gold Line, or Historic Line. Stopping at 11 separate locations, the Gold Line will be a crucial link for Qatar National Museum, Souq Waqif, Al Waab and Sports City, which will be a key hub for the 2022 Qatar World Cup. Due to be expanding with additional line extensions and a brand new line in phase two, according to the city’s growth, the total number of stations will be increased by over 70 across more than 200 kilometres of track. Upon completion by 2021, the entire metro system aims to take 17,000 cars off the road and have a significant impact on the city’s carbon footprint.

Upon completion, all lines will intersect at the central Msheireb station, the largest in the city, which will also serve as an iconic landmark in Doha. Station design is a key factor for the entire Doha network and an architectural branding has been established to ensure

21

Qatar Rail

continuity of local favours and personality throughout the metro system. All stations will adhere to a contemporary ‘vaulted space’ concept, reflecting the heritage of the region’s traditional Bedouin tents. Functionality has also been designed into the aesthetic value of ornamental panels, which will form the backbone of a dynamic lighting and ventilation system. Through the use of traditional elements of Islamic and local art, each station will be a unique tribute to Qatari heritage with dhowinspired exteriors and ‘pearl-effect’ interiors.

“In terms of timescales, we released the first civil design and build contracts for the Metro scheme in 2013,” explains Markus. “Work, including MEP and architectural fit out, will be completed by 2018. The railway systems

22

Bottom left An aerial view of the construction progress at an elevated station of the Green Line contract, which is separate, is due to finish in 2019 with the aim to be fully operational by 2020, if not the end of 2019. So far, we are 28 per cent towards overall completion and have already achieved 55 per cent of the tunnelling work, for which we have employed a recordbreaking 21 simultaneously operating TBMs. Significantly, we have only dropped behind schedule by 2.3 per cent.”

As a young and burgeoning company taking on a project of such scale, Qatar Rail has faced a number of challenges, particularly in the development of the Doha Metro network, but has been able to overcome many through significant strategic decisions and management processes. “When it came to our contractor strategy we decided it would be more beneficial to allocate many of

the risks to contractors because they have the knowledge and experience,” highlights Markus. “This is what we have done through the awarding of design and build contracts, eight of which are civil with one overarching systems contract.” However, here arises the challenge of successfully managing a number of contracts in parallel to each other. As such, Qatar Rail has set up both a delivery division, to oversee the project management of all contracts with support from consultants, and a technical division, which ensured that significant design decisions regarding certain aspects that needed to be implemented across all lines, were made in harmony with one another.

Due to time pressures put upon the scheme the QRDP and Qatar Rail have achieved a number of unique

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Qatar Rail

Right Aerial view of the Msheireb underground station Below Al Bidda underground station of the Red Line

milestones in the way it operates in Qatar. First of all is its contract strategy, as Markus explains: “The usual way in the Middle East is to take a design-bid-build approach.

However, because of the time constraints a design and build contract was decided upon to be more viable.

Because of its irregularity in the region there was a certain amount of concern about this approach initially, but it has saved us a lot of time and because of its proven success in the QRDP other authorities are taking this approach as well now.”

Another significant aspect of the programme, which highlights both the scale and success of Qatar Rail’s management, is its health and safety record. Markus points out that the project has a target of a 0.1 per cent AFR (accident frequency rate), but is currently operating at 0.06 per cent. “Overall, we have over 91.9 million manhours worked on the project so far, so this is outstanding,” he says. “To achieve this we are constantly running extensive training centres with our contracting partners, so that every person who comes through a contractor is fully trained in line with our zero harm policy before going onto site. This focus on wellbeing is continued in the general facilities, such as accommodation, as a lot of the labour is coming from abroad.”

Successful progress defines the Qatar Rail project so far in terms of operation, management and safety, and this is set to continue through its course. “We have two major milestones to achieve next year,” explains Markus. “One is the overall tunnel completion and the other is to finalise the procurement process for MEP and architectural works to conclude all the contracts and therefore have everything awarded that is currently under development. Looking further ahead we are already

preparing for phase two of the Metro project. Although this hasn’t been confirmed as yet, we think it would be wise to continue directly on from phase one as we have all the machinery, equipment and labour on site.”

FOCUS ON: Red Line South – Elevated and at Grade project Due to be completed by 2020, ahead of the 22nd FIFA World Cup in Qatar, the Doha Metro Phase One network is being achieved through eight separate projects. Three of these projects relate to 17km of elevated and at grade (EAG) routes, plus six stations, all of which will be above ground and highly visible. These are the Red Line North (RLN) – 6kms and 2 stations, to be completed by December 2018; Red Line South (RLS) – six kilometres and three stations, to be completed by autumn 2016; and Green Line (GRN) – another six kilometres and just one station to be completed by December 2018.

RLS EAG will include approximately six kilometres of viaducts and extend from Al Wakra, 15km south of Doha, to the Old Airport, where it will meet with the RLS Underground project. Three elevated stations at the Economic Zone, Ras Bu Fontas and Al Wakra will be vital elements to this section of the network. This will be the first project to be finished. This will allow the track and three stations to be used as a test section up to a year in advance of other Metro lines being ready to open to the public. Consequently, it is further advanced.

Being a highly visible part of the metro network, the EAG structures have been designed in accordance with the Qatar Rail Architectural Branding concept whilst also taking the surrounding environment into account.

25

Above The high-performing galvanized, powdercoated steel-framed formwork Framax Xlife, for long life span even on high numbers of repeat uses Top Doka’s Heavy-duty supporting system SL-1 is being used at Red Line Underground project for prompt construction progress Below (L-R) Usama Al Saleh (Doka - Sales Engineer); Fabrizio Fara (ISG - Asst.

Construction Manager); Mohanraj Sadavisam (Doka-Project Technician); Andrea Bertini (ISG – Station Manager Katara); Jerico Lanto (Doka- Group Leader Engineering)

Going underground with Doka in Doha Aiding both the objectives for Qatar Vision 2030 and the FIFA World Cup 2022, Doka has been supporting Qatar Rail’s ‘Doha Metro’ project, a mass-transport system that will assist Doha’s ongoing transformation into a modern centre for trade and industry

C

urrently, the project is on track for a 2018 launch where this state-of-the art integrated metro line will be one of the most advanced rail transit systems in the world, covering four lines that span 300 kilometres and 100 stations.

Construction of the Red Line, also known as the ‘Coastal Line’, commenced in 2014, and has a total of 14 underground and five elevated (at-grade) stations in the first phase, with a total route length of 40 kilometres.

A total of nine tunnel boring machines (TBMs) have been allocated to the Red Line where to date, they’ve excavated an aggregate volume of 1.7million m3.

North underground expertise Salini-Impregilo is leading the construction of the Red Line North Underground, in a joint venture with SK Engineering Construction Company and Galfar Al Misnad Trading and Contracting. The first phase includes the construction of seven stations and 26 kilometres of tunnel.

Under Doka’s remit, the formwork scope comprises of

supplying formwork for all stations, running between 20 to 35 metres below ground level. 3,700 m2 of Large-area formwork Top 50 are used for the base slabs, outer lining and staircase walls, as the shape, size, tie-hole pattern and form-facing of the elements can be adapted to suit any requirement. 560 m2 of the high-performing Framed formwork Framax Xlife were applied for the outer lining walls, while 650 m2 of Framed formwork Frami Xlife, ideal for fast and economical forming, were used for the column and inner platform walls.

A volume of 3,700 m3 Load-bearing Tower Staxo 100 and Heavy-duty supporting system SL-1 were used for the decking of beam and slabs, with an additional 42,000 m3 for shoring of the beams and slabs.

Doka used the Supporting Construction Frame with a 2.40-metre extension to cast the 9.20 metre high outer lining walls in one go. The task was supported by the SL-1 system that allows the passage of Tunnel Boring Machines without disrupting the casting schedule of the concourse slabs.

In order to expedite the progress on site, Doka Qatar provided pre-assembly services for the Large-area formwork Top 50 base slabs, outer lining walls and staircase walls, as well as pre-assembly of the Staxo tables for the beams and slabs.

Royal visit Acknowledged as one of Qatar’s most important infrastructure projects, the Doha Metro North Underground project received a visit from Qatari Prime Minister, His Excellency Abdullah bin Nasser bin Khalifa Al-Thani, on 19th April 2015, who inspected the new network from the site of Al Qassar station.

26

Qatar Rail

Hoare Lea Hoare lea is a highly successful, international firm of mechanical, electrical and public health (MEP) consulting engineers. Its clientfocused and design-led service is underpinned by its commitment to excellence and its passion for innovative sustainable design. The company focuses on providing you with a comprehensive MEP service including a range of related specialisms, allowing it to respond to every aspect of your building design brief.

Most of the viaduct spans are simply supported bridges.

The viaduct substructure requires construction of in-situ foundations, sometimes on piles, supporting slender tapered box section piers, topped off with precast pier caps. The superstructure then consists of slender precast segmental post-tensioned concrete troughs with a U-section. The stations have been designed over three levels in order to cater for the needs of all travelling public and railway operations. The civils work for these is relatively simple with excavations, walls and columns, whereas the interior fit out and finish is more challenging.

State-of-the-art construction methods for segmented pre-casting, span-by-span construction, and full-span precast installation have all been employed in order to complete the huge amount of work involved in the RLS EAG project in just 31 months, alongside the busy Al Wakra to Doha highway.

As of September 2015, 19 months in and a year to go before completion, the RLS EAG was working at full capacity to achieve such a vast undertaking and is exemplary of the mass engineering that is going into the Qatar Rail Integrated project as a whole. The enabling batching plant and precast yard are currently fully operational with the precast yard turning out eight pier caps, 26 viaduct deck segments, and one singletrack beam every week. All foundation, pier and precast mock-ups, in order to prove the materials, methods and workmanship have been completed.

In terms of construction, more than 75 per cent of all foundations, 50 per cent of all in-situ piers and 35 per cent of all 206 pier caps have been installed in preparation for the actual viaduct installation. So far, three launching gantries have been manufactured, shipped to Doha and erected, and two of these have begun the installation of viaduct spans. Three viaduct spans had been completed by September.

As for the stations, mock ups for finishes and fittings are seeing good progress and construction of the three

are in various stages. The Economic Zone and Ras Bu Fontas have progressed to concourse level.

www.qr.co.qa

27

Blackpool Transport

Illuminating

success

With visitor numbers seeing unprecedented growth levels at the world-famous resort, Blackpool Transport has implemented a successful development plan to continue driving value into the local economy

W

ith the oldest electric street tramway in the world, trams have been a major part of Blackpool’s transportation network since 1885. It’s an accolade that befits the international fame of Blackpool as an iconic resort with a wealth of heritage and commercial success.

Despite a decline in visitors to the resort over part of the twentieth century, its recent regeneration has been key to Blackpool’s gradual return to its former glory with visitor numbers remaining higher than any other resort nationally and continuing to climb every year. Critically, underpinning Blackpool’s early popularity as well as this modern resurgence is a robust and well-managed public transport network.

“Today Blackpool Transport is the main transport provider for Blackpool, Wyre and the Fylde Coast,”

28

explains Managing Director for the company, Jane Cole.

“We run a regular tram service between Starr Gate and Fleetwood with our fleet of 16 Flexi Trams supplemented by our Balloon and Heritage Trams. We also currently run a network of 114 buses, which serve all the key destinations and local requirements for the 300,000 local residents and 20 million visitors.”

With demand increasing to such high volumes over recent years it has been key for the region’s transport network to develop in order to accommodate these numbers. As such, in 2012 the Tramway upgraded from a traditional network to a modern Light Rail System (LRT).

This followed an extensive four-year project, which saw 11 miles of track replaced, the creation of a new depot and the introduction of the 16 new state-of-the-art Flexi Trams. “While it is acknowledged that the modern system

was perfect for local transport needs, in tourism terms, Blackpool’s uniquely rich tramway history was such an integral part of the resort’s attractiveness, that some of the old tram’s are retained and operated entirely for tourism purposes,” Jane adds.

However, the ongoing development of Blackpool’s transport system does not stop there and upon joining the company a year ago following a successful career in the UK rail industry, Jane has set out an exciting five year plan to increase the brand’s profile in the region. “This includes delivering passenger and revenue growth on the trams and buses, investing further in our assets including the introduction of a new bus fleet, developing our people to deliver amazing customer experiences and continuing to preserve our heritage fleet,” she outlines.

Operating in such a popular tourist region as well as one that experiences demanding weather conditions, ensuring as effectively as possible that a reliable and well maintained service is delivered is a major challenge for Blackpool Transport. However, a long history of developing the network and understanding the local demands has been critical to the business’s ongoing success. A large network, high labour competence and robust vehicle efficiencies mean that Blackpool Transport can now offer low fares to all residents in Blackpool. A heritage of operating the network has also enabled the company to develop an unrivalled ability to co-ordinate assets and staff to meet the challenge of large visitor numbers and spikes in demand caused by events. A regular and thorough maintenance programme is also carried out to ensure salt egress from the coastline does not affect tram performance.

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Blackpool Transport

These strengths have been particularly demonstrated over the past 12 months as passenger numbers continue to rise. “Over this time we have been reviewing running times on all services, paying particular attention to peak times. For us, unlike a normal town, our peaks in relation to traffic congestion are Saturdays, Sundays and evenings during the illuminations,” says Jane. “As a result, we have increased running times on these days and have seen significant improvement in both reliability and punctuality. With regards to service revisions, we had a very poorly performing service that operated all over Blackpool and into Wyre and due to the nature of the route it was difficult to operate reliably. To overcome this we have split the service and introduced a northern and southern circular line, which has really improved performance.”

The success of such developments can be seen clearly in the results from the past year. In 2015, Blackpool Transport saw a passenger and revenue growth of 30 per cent on the tramway, which significantly was accompanied by very little over crowding. The introduction of a new ten-unit fleet of Citaro Mercedes

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buses on route five has also resulted in passenger and revenue growth of eight per cent for the route, in line with a seven per cent increase across all other bus routes.

Even more importantly, highlighting the success of the heritage offering, this division has seen a 300 per cent increase in revenue over the last 12 months.

“Continuing this growth plan will be our major focus over the coming years,” concludes Jane. “In the long term, the vision is to be safe, profitable and to have a high value brand by delivering an amazing customer experience through a committed and engaged work force.”

www.blackpooltransport.com

Express Glazing Contractors

A clear view

With unrivalled levels of service and experience behind it, Express Glazing Contractors continues to deliver to complex and demanding contracts across London and the rest of the UK

E

merging in the late 1970s, Express Glazing Contractors (EGC) has grown to become one of the largest and most prominent glazing contractors in the country. Over this time the company has been successful at retaining many of its management and staff. It’s a success that means that

there now exists an extensive wealth of experience and knowledge in the business – perfectly suiting it to the high demands put upon it. With many of its operations taking place within the M25, but also serving regular clients across the country, EGC has become a leading contractor, often delivering its services under the most extraordinary circumstances.

“It is this continuity of staff, combined with their extensive knowledge and experience of our products and services that really sets us apart in the market,” explains Chairman, Paul Rogers. “This large pool of knowledge has been obtained over many years of trading and delivering through economic highs and lows, storms, civil disturbances, terrorist attacks, as well as providing services to blue-chip clients from the top of the highest buildings to underground facilities. This has continually allowed the team to provide a current, professional and rapid service installing glass, glazing and applied window film to such a diverse range of commercial clients.”

With operatives ready to be deployed 24/7 throughout

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Express Glazing Contractors

the year, EGC is able to respond to any demand whenever required. Notably, its services were called upon during the August 2011 London riots in order to board-up glazing for protection as well as to replace glass from violence-struck areas. The company’s emergency response was carried out in parallel to normal operations, and was delivered to a range of properties from retail units to government buildings. Accompanying this flexible, ‘express’ service, EGC also has a range of competencies including associated traffic management works, the ability to work in high level, sensitive and secure locations with specialist access equipment and abseilers, and glaziers qualified to work both ‘airside’ and ‘trackside’.

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Over its long history, EGC has delivered to a range of high profile clients and projects including hotels like the Savoy and Connaught, government and embassy buildings, including the Houses of Parliament, retail units, transport hubs and a full variety of commercial and industrial facilities. Recent contracts that perfectly demonstrate the depth of capabilities that exist in the business include the replacement of 2800mm by 1500mm, insulated double-glazed units as part of the atrium roof of the Department of Health building in London. Following bird damage, the company was called to make-safe, survey, manufacture, supply and reglaze the 200kg panes, 120 feet above the ground.

In February this year the firm also completed an emergency job for one of its facility management clients in Hatton Garden, London, to make safe a double-glazed unit. The job required the replacement of a panel that was 2000mm by 3650mm large and weighed over 250 kg, which was made particularly challenging by difficult access. Under tight time restrictions, EGC had a new

unit manufactured by its supplier Pilkington Glass, whilst it put in place out-of-hours road management systems, specialist access scaffold and lifting equipment to carry out the work successfully.

As well as its commercial and industrial offerings, EGC has also amassed significant experience within the rail industry. “We have worked with this industry both on main rail and underground sites since the 1980s,” says Paul. Over recent years the company has completed high security glass installations and large-scale window replacements for clients such as A. Edmonds, Vinci, Proteq and H A Marks at a number of key mainline and underground stations around London. This year EGC responded to an emergency problem to repair and replace a large tempered unit at Waterloo International Station. Highly experienced glaziers with the correct rail certifications successfully installed the unit under complex and limited access circumstances, which measured approximately 1500mm by 3900mm. In September, the company also completed a large job to reglaze over 100 obscure glass panes at Harrow on the Hill Tube.

Working in such extreme and demanding environments, it is no surprise that health and safety features heavily in EGC’s agenda. “This always has to be the highest priority for us,” Paul emphasises. “In the early days of trading there was very little safety glass, so the company had to be very conscious of the need for safety in all its handling and glazing activities. This culture has developed continuously in line with modern advancements across all areas of the business as it

interacts with clients and the wider public on a daily basis.

Training, accreditation audits and trade networking at the GGF (Glass and Glazing Federation) make sure that we are continually conscious of the needs and developments in health and safety, as well as best practice.”

As demand for its services grows, EGC is presently going through a programme of investment to secure its future with skilled tradesmen, despite a shortage in the industry, by actively participating with the GGF and supporting the foundation of GGF Training Ltd for flat glazing industry training. This will be accommodated by a move in 2016 to new larger and more modern premises, providing increased capacity for growth. As glass becomes increasingly technically complex and used more extensively in construction, the future for EGC, with its years of experience, will be positive. Paul notes that opportunities exist as competitors shy away from challenging inner-city logistics, and is confident that as long as its focus remains on delivering a quality service alongside superior health and safety consideration, EGC will continue to grow and develop with more new contracts and clients.

www.expressglazingcontractors.co.uk

33

mechan

Raising standards in depot

maintenance

In a game of word association, if we were to say “Mechan,” you’d probably respond with “lifting jacks.”

Who could blame you – drop into your local rail maintenance facility and you’re likely to see a ribbon of the firm’s flagship yellow jacks standing to attention at the side of a track.

B

ut the Sheffield-based manufacturer is far from a one trick pony. Its wide portfolio of heavy lifting products ranges from bogie drops and turntables to bespoke traversers, for which it holds the record for the largest ever produced in the UK. It is now in operation at the Port of Felixstowe and has a capacity of 170 tonnes.

With almost half a century of engineering experience to its name, Mechan has developed a reputation worldwide for the safety and reliability of its products. It enjoys excellent links with depot operators and train builders, working regularly with the likes of Siemens, Hitachi, Network Rail, Bombardier and Alstom.

Innovation is at the heart of the firm’s success, in terms of its business practises and product development. As larger under floor modules are introduced and pressure increases to achieve ever faster maintenance times, Mechan is focused on providing equipment that offers speed, strength and precision, enabling today’s longer

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trains to be serviced without decoupling.

Lifting jacks are vital for access to bogies, wheelsets and underfloor components and their control systems are a key area in which technological gains are driving forward innovation.

Mechan is using the latest networking expertise to synchronise an unlimited number of jacks, whilst still producing a smooth and safe lift. By broadcasting the theoretical position of every jack in a chain at regular intervals, each unit can make speed adjustments so precise they are undetectable to the eye, correcting any height deviations.

And as the number of operatives needed in a depot reduces, the quality of information available increases commensurately. A chain of jacks can now be operated by one person from a remote, full colour touch screen that displays useful data about maintenance and servicing. The user can monitor an entire lift or focus in on a particular jack, making it easier to diagnose faults.

Sometimes, it is necessary to commission equipment tailored specifically to the physical constraints of a location, as well as its maintenance activities. Traversers are a perfect example of largescale installations that are built to order and Mechan is making a name for itself in this field, most recently designing two for Hitachi’s Newton Aycliffe facility in County Durham.

Demand for these unique machines is much lower than other depot equipment and Mechan is one of the few companies in the UK able to showcase its ability to design and build cost effective bespoke products for any size or weight vehicle.

Newton Aycliffe is using two 80 tonne traversers to help produce the new high speed trains for the InterCity Express Programme (IEP), moving vehicles between 33 tracks inside the facility and out to the test area. Without them, this sophisticated production line would have needed to be three times as long.

Each traverser is different and the pair constructed

for Hitachi was made to a detailed specification. The internal unit has a special low profile design and fourmetre long hydraulic ramps, to allow the pit to be used as a thoroughfare when the traverser is not in use. The external installation has a more conventional construction, but was fitted with a canopy to protect new rail vehicles from the elements.

This is just one of four IEP sites for which Mechan has supplied equipment. Working with main contractor, VolkerFitzpatrick, a set of 40 lifting jacks and an equipment drop with two bridges have been delivered to the North Pole depot in west London. As the equipment drop is located in the centre of the depot, its unusual two bridge configuration had to be designed to enable one of the bridges to retract into the pit, so it does not detract from other work and normal operations can continue when it is not in use.

The firm has also developed a further two standard equipment drops for the new Stoke Gifford depot near Bristol. All three units use the same control philosophy to establish consistency and allow trained operatives to be moved between facilities if necessary. Finally, a three road equipment drop, 40 lifting jacks with a 15 tonne capacity and two bogie turntables are currently in production for the new train maintenance facility being constructed in Doncaster, again for Hitachi.

Working on high profile UK projects such as the IEP, Thameslink and Crossrail has provided a multimillion pound boost to Mechan’s order book, securing its fortunes in the short term. Due to the long lead times and extensive planning and design processes that accompany the production of depot maintenance equipment, the challenge now is to look for future opportunities that will help the business sustain its growth and open up new markets.

Through the efforts of its management team and by establishing an international network of agents, exports are playing an increasingly significant role in the firm’s success. Trade overseas accounts at present for 20 per cent of business, a figure that grows year on year and Mechan’s products are shipped across the world to key territories including South Africa, New Zealand and Hong Kong. Expansion continues as traction is gained in Europe and the Middle East, where equipment has already been supplied to high profile projects, such as the Cairo Metro Line Three.

Mechan is also looking to Europe to enhance its product portfolio. It has forged links with manufacturers that demonstrate a similar commitment to quality and durability, to bring a selection of third party innovations to the UK and Irish markets that complement its in house capabilities.

Laser measuring is a must for checking wheel, brake disc and rail wear and Mechan is representing two of the most advanced systems on the market. The handheld CALIPRI from NextSense uses three simple lasers to record all relevant wear parameters on wheelsets and

35

mechan

tracks, whilst Visiona’s fixed location wheel measuring device, Wheelpro, is ideal for predictive maintenance, enabling repairs and replacement parts to be anticipated and scheduled in advance.

Improving air quality and the depot environment is growing in popularity among maintenance providers looking to make cost and efficiency savings through better recruitment and retention of staff. Again, Mechan has sourced a number of products offering clear environmental benefits, including automated sandbox filling systems that use a pneumatic pipe to eliminate dust and flexible exhaust hoods guaranteeing the removal of diesel fumes at source.

A cleaner, greener alternative to traditional shunters is also available to aid the movement of vehicles around a depot. The award winning, electric road and rail shunters are emission free, relying solely on battery power to trail loads of up to 500 tonnes.

In the last eight years, Mechan’s turnover and profit has doubled, due largely to streamlined processes, plus the continued investment in facilities, technology and talented staff. The firm has secured the internationally recognised quality, health, safety and environmental accreditations, ISO 9001:2008, ISO 14001 and ISO 18001 and added Investors in People to its list of accolades.

During a recent renewal of Mechan’s Investors in People standard, the assessor noted that the management team offered strong support for learning and development, both formally and informally, by encouraging employees to identify their needs.

Engendering an open and friendly work environment has allowed the firm to promote ideas generation and a sense of responsibility among staff, which is reflected

in the high level of customer service enjoyed by clients across the globe.

This ongoing focus on quality in all aspects of the business is attracting attention from the industry and earning recognition among colleagues and peers. Earlier this year, Mechan was presented with the rolling stock maintenance equipment prize at the international railway systems exhibition, Railtex and it has been shortlisted in the ‘subcontractor of the year – small’ category at the UK Rail Industry Awards (UKRIA) 2016. The winner will be revealed on February 11 at a special ceremony, held at Battersea Evolution in London.

So what does the future hold? Increasing passenger numbers and government investment in projects such as HS2 and HS3 are creating a wealth of home grown opportunities for Mechan to continue catering for the maintenance needs of existing rail depots and new build projects.

By delivering durable, cutting edge equipment and great service, the firm is positioned perfectly to attract new business on a national and global scale. The financial stability afforded by its recent success is being used to increase market share, develop new products and refine its existing range through the expansion of its design and sales teams. Apprenticeships in workshop and office roles have also been offered to a number of young people whose progress the firm sees as key to its longevity and growth.

To find out more about Mechan’s lifting and handling equipment, telephone (0114) 257 0563, visit www.mechan.co.uk or follow the firm on Twitter, @mechanuk.

37

Stadler Rail

Full speed

ahead

Despite challenging European market conditions putting pressure on Stadler, an unprecedented flexibility sees the company take significant steps towards new markets and future success

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R

ailway Strategies last featured Stadler Rail back in March 2015 celebrating the success of the company’s KISS and FLIRT models. Over the time since, the company has made significant progress in continuing the delivery of contracts, winning new orders and expanding its global footprint as it moves towards establishing new and exciting markets around the world.

Firstly, significant progress has been made on the international roll out of Stadler’s FLIRT trains. An important order from Dutch State Railways (NS) for 58 trains in April 2015 brings the total order number for the model up to over 1100. Amounting to around 280 million euros, the order exemplifies a key strength of Stadler to deliver to lead times that are unrivalled in the rail industry, as it aims to deliver all 58 trains to the customer by the end of 2016. Peter Jenelten, Executive VP for Marketing and Sales explains: “Significant funding became available for the development of infrastructure in countries joining the EU over recent years. Unfortunately, this funding was sometimes distributed too late, or was entirely exhausted and projects had to be concluded under extreme time pressures.”

In May, the company reached another milestone in its FLIRT programme with the first order for its bi-modal train.

The 43 million euro order for five diesel-electric trains will be delivered to Italian, Region Valle d’Aosta in 2018. Stadler will also be delivering a further 21 FLIRT EMU (electric multiple unit) trains to MÁV-START Zrt in Hungary over the next year, which will bring that customer’s FLIRT fleet up to 133. Eastern Europe has been a strong emerging market for Stadler over the last few years with 54 trains currently operating in Poland alongside a 700-employee strong assembly plant, and other trains operating throughout the region. In Hungary, the company has set up a maintenance facility, staffed by 455 people to maintain not only its own, but also third-party supplier trains.

In addition to the FLIRT model, Stadler has also had a successful year with its innovative, double-decker KISS (comfortable, innovative, speedy suburban in German)

train. In November 2015, the company reached a historic moment with the delivery of the 50th KISS unit to Swiss Federal Railways (SBB). The contract for the first 50 150-metre multiple-unit trains was signed at the end of August 2008 at a value of around CHF one billion. In an unprecedented time frame Stadler was able to fully develop, manufacture and commission the trains in less than two years with the first train going into operation in June 2010. A total of 5.5 million parts go into the production of the KISS, including 8250km of cable and 125 tonnes of paint.

The project for SBB has been hugely significant in

39

Stadler Rail

Stadler forging a position in a new market segment and in the time since that first order the company has sold over 200 trains to customers in Germany, Austria, Luxembourg, Russia and Azerbaijan. In addition to this, the company is participating in a number of tenders across several continents.

Stadler Rail has also been awarded a major opportunity with SBB for 29 high-speed EC250 electric trains. “This project allows Stadler to break into the high-speed field,” explains Peter. “From 2019, our trains will link three countries, travelling through one of the world’s longest tunnels and there is significant potential in a range of European countries for trains capable of reaching speeds of up to 250 km/h. Entering new markets and segments is part of our new strategy and is a reaction to developments in Western Europe following the 2010 debt crisis and two subsequent currency shocks.”

As part of this market expansion, in November 2015 Stadler announced the acquisition of Spanish business, Rail Vehicles, from Vossloh. The company, which has an annual turnover in excess of 200 million euros, is a specialist in diesel-electric locomotives. “With this takeover, another excellent opportunity presented itself to us,” continues Peter. “It is the chance to break into the diesel-electric locomotives market segment and to gain

a foothold in new, Spanish-speaking markets. We hope to benefit from the strong position of this new factory in Valencia in the areas of LRV and trams.”

Another market has also been opened up in the United States, where a $100 million order for eight FLIRT units from Fort Worth Transportation Authority in Texas will be the first FLIRT entry in the US and may require Stadler to open up a new factory in the country in accordance with the ‘Buy America Act’. The company has also opened a new office in Australia to take advantage of the Australian government’s ambitions for infrastructure investment, and

Glas Trösch AG Rail Your reliable supplier for cabin glazing Glas Trösch AG Rail is proud to be a supplier in cabin glazing for Stadler Rail AG. Besides outstanding quality and reliability, product innovation plays a significant role for the company. Thanks to its company-owned developmental team, motivated staff and state-of-the-art manufacturing facilities, Glas Trösch AG Rail counts as one of the most competent suppliers worldwide in the field of high-end windscreens and cabin glazing for the most important train manufacturers.

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Stadler Rail ABB ABB is a leader in power and automation technologies that enable utility, industry, and transport and infrastructure customers to improve their performance while lowering environmental impact. ABB has a long history of providing reliable, innovative and energyefficient technologies to the rail sector, manufacturing and servicing all the systems, subsystems and components used in modern urban, intercity and high-speed rail networks for rail infrastructure and rolling stock. By providing leading-edge technologies, turnkey systems and superior services to train builders, refurbisher and network operators, ABB can help deliver energy-efficient and cost-effective railway innovations for a sustainable mobility.

to establish a footprint in the country as well as the AsiaPacific region.

“Due to the company’s primary focus on continental European markets, Stadler Rail was greatly impacted by the European economic challenges. Half of the company’s 6000 employees are based in Switzerland, the export ratio is over 50 per cent and consolidation takes place in Swiss francs. All of these factors have resulted in a loss of turnover between CHF 200 million and 300 millions,” outlines Peter, explaining the company’s

renewed expansion strategy. “This strategy has quickly proven to be successful with our entry into high-speed rail, underground markets – with a contract for the Berlin Metro – and our entry into the US, Australian and UK markets. Considering these activities the company has essentially achieved its strategic repositioning goals and will be focused on consolidating and continuing this as it moves forward.”

www.stadlerrail.com

43

Nexus

Making

connections

Nexus’ modernisation programme for the UK’s most widely used and fastest growing transport network outside of London is well underway, and further integration is on the cards as it looks ahead

Below Tobyn Hughes, Managing Director of Nexus

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T

he Tyne and Wear Passenger Transport Executive, or Nexus as it is publically known, is responsible for Britain’s most frequently used public transport system outside of London – the Tyne and Wear Metro. With a transport budget of £210 million a year, Nexus owns and manages a Metro system serving five districts within the region with 60 stations. It also operates the Cross-Tyne Shields ferry service, as well as subsidised local bus services. In an attempt to improve the passenger experience and efficiency of the network, Nexus is currently halfway through an 11-year regeneration programme worth over £350m, which is already showing significant results.

Last year, the Metro transported over 39 million passengers across its network. This represented a five per cent increase on the year before, making it the fastest growing light rail system, again, outside of London. Tobyn Hughes, Managing Director of Nexus, says that this is a particularly significant achievement as it has not involved

the introduction of any new lines of stations. Instead it is the result of the ‘Metro: all change’ modernisation programme, a Government-funded scheme to drive improvements throughout the network by focusing on existing infrastructure.

“Our modernisation programme involves securing the long term future of Metro by replacing key pieces of infrastructure including tracks, signals and overhead lines,” he explains. “We are also improving the accessibility of our stations, and we have refurbished the interiors of our fleet of Metro trains, as well as carrying out essential work to prolong their life for up to 15 years. The investment is of paramount importance as Metro is 35 years old and the system really needs the money spent on it to ensure it continues to serve the public for many generations to come.”

Due for completion in 2021 and now at its halfway point, the modernisation programme is on course, meeting all timeline and budget targets. Just over

£200 million has been spent since 2010, which has involved three major line closures to replace 25km of track, the modernisation of 25 stations plus the complete refurbishment of 86 Metrocars.

“In total the Metro fleet comprises 90 Metrocars,” Tobyn says. “These trains are now into their 36th year of operation. This recent programme has extended the life of the fleet into the mid-2020s, however, we will need to have replaced this rolling stock by then. By working with the North East Combined Authority in talking to the Government, a full business case is being drawn up for submission to the DfT over the next six months. We estimate a cost of around £400 million to replace the fleet, including any associated work on the signalling equipment. So, whilst the current programme is about securing Metro’s ageing infrastructure, the next step will be about looking closely at the rolling stock.”

As another significant part of this current investment programme to modernise its Metro, Nexus has introduced a smart ticketing system under its Pop brand.

Further cementing its position as a transport network second only to London, the new system is the first of its kind outside the capital and, since its introduction in 2012, has already helped drive value and convenience to over 80,000 season ticket, student and Gold Card passengers. For the initial rollout, the strategy has been to bring all season ticket customers over to the smart system, as well as offering a ‘click-and-collect’ service to all Metrosaver and student passengers whereby they can order a ticket online in order to be loaded onto their cards the next day.

“As of November 2015 we have extended this offering with the launch of the Pop Pay As You Go service,” said Tobyn. “We have quickly grown to more than 1,000 cardholders largely through word-of-mouth following a launch event with Transport Minister, Andrew Jones MP

in November. A full-scale marketing campaign will start in January when we really expect sales to take off.” Focused on delivering even more savings and convenience to customers, the Pay As You Go users will see the best fare for them calculated automatically at all Metro validators and gates, with an average saving of 10p and 20p per journey for standard fares and day travel passes, respectively. The system can be topped up online or at other dedicated facilities, has a guaranteed daily price cap and last journey ‘overdraft’ facility built in to it. It is also being implemented on a growing number of bus routes across the North East.

Whilst ongoing improvements are being driven into Nexus’ existing light-rail network, the company is also looking towards expanding its presence across other parts of the region’s transport infrastructure. “We will be playing a greater role in the regional train services in North East England on behalf of local authorities,” says Tobyn. “The new Northern rail franchise contains not only partial devolution to Rail North but also the creation of a North East Rail Management Unit. This unit, the first of its kind in the country, will see performance, marketing and investment devolved further than ever before.

“We will be working with the new Northern Rail and TransPennine franchisees to build a structure that delivers meaningful impact for passengers, in the context of what promises to be an excellent franchise deal that will transform local services. Our role straddling both light and heavy rail services in North East England is an opportunity to drive greater synergies between the two, through smart ticketing, service quality and integration of services and investment in the longer term.”

Nexus will also continue looking closely at improving its local bus services with its Bus Strategy programme, which aims to reverse long-term decline in local bus ridership, maintain vital local accessibility, and deliver

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Nexus TXM Rail A new relationship to assist in the Metro reinvigoration programme TXM Rail, the Contracting Division of TXM Plant, is extremely happy to be working alongside Nexus to deliver the ongoing Permanent Way Reinvigoration Programme.

This will allow TXM, the market leading plant supplier, to show how its contracting business can work closely with a major client and bring innovation, both on and off site, to move track construction on the Metro to a new level.

TXM Rail brings with it key sub-contractors who have the same ethos towards continuous improvement and delivery reliability in the fields of overhead line and signalling.

The introduction of upgraded plant and attachments will improve the delivery aspect of the project whilst clever use of animation will be used to demonstrate to stakeholders and the travelling public how the works will be undertaken and how any disruption will be managed.

TXM Rail is looking to starting work early in the New Year and thanks Nexus for the opportunity.

better value for the £60 million of public money that is used to support the bus network each year. One possible avenue, which Nexus is currently working towards, is a bus franchising scheme, a process of devolution whereby the organisation would tender for a series of contracts for the operation of bus services. The ambition here is to increase levels of integration across the local public transport network and improve the planning and operation of bus services in the region.

With challenges continually posed by increasing cost pressures, Nexus will be working hard over the coming

years to deliver its schemes for an improved network whilst at the same time ensuring it is able to reduce the associated operating and infrastructure costs. “We will continue to review all aspects of our capital programme to prioritise the most important projects and achieve this,” notes Tobyn. Ultimately however, based on its current growth successes and its unfaltering commitment to driving value throughout the network, the future for Nexus and indeed the North East of England as a whole looks positive.

www.nexus.org.uk

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NEWS I Conferences & Exhibitions Forthcoming Conferences and Exhibitions This listing represents a selection of the events about which we have been notified. It is strongly recommended that direct contact should be made with the individual organiser responsible for each event before booking places or making travel and accommodation reservations. Cancellations and other last-minute alterations are liable to occur. The editor and publishers of RAILWAY STRATEGIES are not responsible for any loss or inconvenience suffered by readers in connection with this guide to events.

9 March 2016 Transport-Led Development in the North of England Where: DLA Piper, Manchester Organiser: Waterfront Tel: 02070 671 597 Email: simoneturner@thewaterfront.co.uk Web: www.waterfrontconferencecompany.com/ conferences/planning/events/transport-leddevelopment-north-england 1-3 March 2016 IT-TRANS: IT Solutions for Public Transport Where: Karlsruhe Trade Fair Centre, Germany Organiser: UITP and KMK Email: jochen.georg@messe-karlsruhe.de Web: www.it-trans.org/ 8-9 March 2016 Middle East Rail Where: Dubai International Convention and Exhibition Centre Organiser: Terrapinn Tel: +971 4440 2501 Email: jamie.hosie@terrapinn.com Web: www.terrapinn.com/merail 22-23 March 2016 Asia Pacific Rail Where: Hong Kong Convention & Exhibition Centre, Hong Kong Organiser: Terrapinn Tel: +65 6322 2702 Email: kym.chua@terrapinn.com Web: www.terrapinn.com/exhibition/asia-pacific-rail

22-23 March 2016 ERTMS and ETCS: The Future of Railway Signalling in the UK Implementing the digital railway and the transition to ETCS Where: Stephenson Harwood, London Organiser: Waterfront Tel: 0207 067 1597 Email: conference@thewaterfront.co.uk Web: www.waterfrontconferencecompany.com/ conferences/rail/events/ertms-etcs-future-railwaysignalling-uk Date: 5-7 April Expo Ferroviaria Italy’s showcase for railway technology, products and systems Where: Lingotto Fiere, Turin, Italy Organiser: Mack Brooks Exhibitions Tel: 01727 814 400 Email: expoferroviaria@mackbrooks.com Web: www.expoferroviaria.com/eng 12-14 April 2016 Infrarail 2016 Where: ExCeL, London Organiser: Mack Brooks Exhibitions Tel: 01727 814 400 Email: kirsten.whitehouse@mackbrooks.co.uk Web: www.infrarail.com

Date: 12-13 May 2016 IET International Railway Engineering Conference Where: Brussels, Belgium Organiser: The Institution of Engineering and Technology Tel: 01438 767 687 Email: dmckenzie@theiet.org Web: www.theiet.org/events/2016/225180.cfm Date: 18 May 2016 Scottish Transport Applications and Research (STAR) Conference Where: University Of Strathclyde, Glasgow Organiser: Transport Scotland & partners Email: enquiries@starconference.org.uk Web: www.starconference.org.uk 26-27 May 2016 World Metrorail Congress, Light Rail, Rail Tel and Rail Power Where: Business Design Centre, London Organiser: Terrapinn Tel: 02070 921 125 Email: philip.kwok@terrapinn.com Web: www.terrapinn.com/conference/metrorail 28-29 June 2016 AfricaRail 2016 Where: Sandton Convention Centre, Johannesburg, South Africa Organiser: Terrapinn Tel: +2711 516 4044 Email: tarryn.theunissen@terrapinn.com Web: www.terrapinn.com/exhibition/africa-rail

Institute of Mechanical Engineers Training Courses Technical training for the railway industry A listing of courses currently available from the IMechE (Unless stated otherwise, all courses are in London) 15 March 2016 Introduction to rolling stock Provides a basic understanding of the role of traction and rolling stock within the context of railway systems as a whole.

16 March 2016 Traction and braking Principles of traction and braking for railway engineers 17 March 2016 Fleet Maintenance - introduction Improve your processes and fleet maintenance processes 22 March 2016 Vehicle dynamics and vehicle track interaction Understand the dynamics of railway vehicles to improve safety, comfort and asset life 23March 2016 Vehicle acceptance and approvals Introduction to acceptance procedures which apply across the rail network 48

5 April 2016 Fleet maintenance - advanced Understand the issues affecting rail vehicle performance and cost of maintenance

5 July 2016 Introduction to rolling stock Provides a basic understanding of the role of traction and rolling stock within the context of railway systems as a whole.

6 April 2016 Train communication and auxiliary systems New and existing systems in use on today’s rolling stock flee

6 July 2016 Traction and braking Principles of traction and braking for railway engineers

12 April 2016 Structural integrity Structural integrity, fire and crashworthiness systems found on today’s rail fleets 13 April 2016 Train control and safety systems Learn of the systems used on UK fleets that provide safety and train operational control 23-27 May 2016 Introduction to railway signalling technologies An overview of railway control systems, subsystems and technologies used on UK main line and metro railways

12 July 2016 Vehicle dynamics and vehicle track interaction Understand the dynamics of railway vehicles to improve safety, comfort and asset life 13 July 2016 Vehicle acceptance and approvals Introduction to acceptance procedures which apply across the rail network For more information, please contact the Learning and Development team: Tel: 02037 331 214 Email: training@imeche.org Web: www.imeche.org/learning-and-development/ courses/railway

Editor Gay Sutton

editor@railwaystrategies.co.uk Sales Manager Joe Woolsgrove

jwoolsgrove@schofieldpublishing.co.uk

www.railwaystrategies.co.uk

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