Railway Strategies Issue 130 June 2016

Issue 130 June 2016

Rail’s RDG’s Paul Plummer talks strategy

NEWS

TransPennine Express agrees two new train fleets Network Rail rolls out new code of conduct EU-warning: rail freight still failing

FEATURE

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Innovating to increase station capacity

Tackling cybersecurity – a fresh approach

Autonomous maintenance: a glimpse of the future?

Chairman Andrew Schofield

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From the Editor

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

Issue 130 ISSN 1467-0395 Published by

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A climate of change?

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ust as we went to press this month the RSSB published an important report, Tomorrow’s Railway and Climate Change Adaptation. An essential tool for the sector it summarises the risks to the UK rail network if no steps are taken to mitigate the effects of climate change, then makes a number of recommendations to improve the network’s resilience to changing weather patterns and the predicted increase in extreme weather events.

Perhaps the most telling comment, and one that needs to be addressed, is that climate change resilience projects have often been denied funding because the wider economic and social impacts of failing to protect the network are not taken into account.

The rail network has been spectacularly hit in all corners of the country over recent years with flooding, land slip, wind damage and so on. So there is an opportunity to calculate the costs and extrapolate them for other vulnerable sections of the network.

This months’ issue of the magazine has a distinctly strategic flavour. In the interview section I spoke to Paul Plummer, CEO of the RDG and formerly group strategy director at Network Rail. His view is that building in resilience to climate change should become a core part of the sustainable management of the railways rather than a separate element. Turn to page 8 for his opinion on this and other key issues.

Meanwhile, in our strategy section Sir John Armitt discusses some of the initial trends that are emerging from the National Needs Assessment. One is the need to make the rail network more resilient to climate change. Another is the need to achieve energy security, particularly in view of the increasing electrification of the UK rail network. You can read his thoughts on page 25.

I hope you enjoy this issue of Railway Strategies. If you have any comments or contributions to add please contact me at: editor@railwaystrategies.co.uk

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Features Clear thinking 8 Paul Plummer leads strategic thinking through a pivotal time for the rail sector GAY SUTTON Delay? Repay! – LEGAL 12 What the new compensation rights will mean for train operators TAMMY SAMUEL and ZOE HARRIS

News 4 6 19 29 45 55 104

Industry Infrastructure Stations Appointments Rail Alliance Rolling stock Conferences & exhibitions

The new Unitary Patent system 24 Explaining Europe’s new Unitary Patent system and possible Brexit ROSIE HARDY

Focus on Infrastructure

National Needs Assessment – update 25 Recurring themes emerging from the first evidence gathering sessions SIR JOHN ARMITT

14 The art of improvement Managing stations to accommodate growing passenger numbers BEN CLARK

Surveying California’s new high-speed rail route – CASE STUDY 36 How drones have delivered superb data accuracy in a quarter of the time Intelligent hybrids – CASE STUDY 39 Hybrid power units from Firefly deliver sustainable energy noiselessly for Crossrail Using rail intelligence 40 A report on AUTONOM – research into autonomous rail maintenance PROF ANDREW STARR Singapore special 42 In the first of our world series we examine Singapore’s rail expansion plans Nigeria calling 46 Progress with Nigeria’s vision to build a new national high speed rail network To err is human 48 In light of the Bavarian rail crash, how can companies reduce the risk of human error?

MARY CLARKE Competency in the digital age – CASE STUDY 50 Revolutionising training and competency management with 3Squared software Metro railways 52 The five challenges facing urban railways RICK EAGAR, RUSSELL PELL and PHILIP WEBSTER

18 Fit for the future Behind the scenes at Tottenham Court Road during station redevelopment ANDY CADMAN 20 Derisking station upgrades Mitigating the hazards that lurk above and below ground during station upgrade PHIL WEST 22 Under pressure New ways of delivering clean compressed air cost effectively KELVIN AUSTIN

Focus on Security 26 The secrets of cybersecurity Russia’s mission-centric approach to cybersecurity VALENTIN GAPANOVICH, EFIM ROZENBERG and SERGEY GORDEYCHIK 30 An ear to the ground How DAS technology could transform the fibre optic network into a security tool PETER DERRY 34 Spotting the terrorist threat Ways to improve station security without reducing passenger throughput COLIN EVANS

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Profiles

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56 60 63 67 76 82 89 93 96 102

SYSTRA Southeastern Asset Performance JNP Qatar Rail Cubic Transportation Systems RTA Metrail Construction Datum Telent Birchwood Price Tools

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IN BRIEF Val Shawcross to oversee London Transport l Mayor of London Sadiq Khan has appointed Val Shawcross as Deputy Mayor for Transport and Deputy Chair of Transport for London.

Shawcross has extensive experience relating to London’s transport, having served as a London Assembly member for 16 years, including eight years as chair and deputy chair of the London Assembly transport committee.

Eurotunnel to acquire 100% of ElecLink l Groupe Eurotunnel and STAR Capital have signed a conditional agreement whereby Groupe Eurotunnel will purchase STAR Capital’s 51% share of ElecLink, taking its ownership to 100%.

ElecLink is developing a high voltage direct current interconnector to link the electricity markets of Great Britain and France via the Channel Tunnel.

More legal action from Govia Thameslink l Govia Thameslink Railway is challenging the legality of an ASLEF ballot of Southern and Gatwick train drivers. The principal grounds for the injunction are that ASLEF has breached the strict rules on balloting by selecting which drivers to ballot.

Also by inducing drivers to refuse to drive trains in advance of the ballot, it cannot now lawfully ask them to take industrial action.

Android Pay accepted across London l Android Pay is now available for travel on the Tube, trams, buses and most National Rail services across London. The new payment app can be downloaded from the Google Play Store, and supports MasterCard and Visa credit and debit cards from many of the UK’s major financial institutions.

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The new Bombardier test facility

Bombardier unveils new testing and commissioning facility at Derby l Secretary of State for Transport, Patrick McLoughlin has formally opened Bombardier Transportation’s new testing and commissioning facility, doubling the testing and commissioning capability at the design and manufacturing site at Litchurch Lane in Derby.

Measuring over 10,000sq m, the new testing and commissioning facility features four train roads taking trains up to 250m in length. Each train road has full length overhead lines and vehicle servicing and inspection pits and is fully accessible by rail at both ends, connecting it to the existing

test track and production facilities. It incorporates a two story office annexe with space for up to 90 employees. The facility provides a fully flexible multifunctional capability, and can be configured for both initial engineering type-testing on multiple trains and for final acceptance testing and validation.

The V Shop, as it is known, will initially be used for testing and commissioning the fleet of 66 Class 345 EMUs for the Crossrail project, and is part of a wider £20 million investment in the site to support current and future train builds.

EU-warning: rail freight still not on the right track l Despite the European Commission’s objective of shifting freight from road to rail, rail’s share of EU freight has actually declined since 2011, according to a new report from the European Court of Auditors.

Rail freight transport has failed to respond effectively to the competition from road transport over the last 15 years in spite of an EU contribution of approximately €28bn to fund rail projects between 2007 and 2013. The auditors recommend that the Commission and the Member States address the weaknesses observed in rail freight market liberalisation, traffic management procedures, administrative and technical constraints, monitoring and

transparency of the performance of the rail freight sector and fair competition between different types of transport.

The auditors reviewed the performance of rail freight transport in the EU since 2000 and visited five member states – the Czech Republic, Germany, Spain, France and Poland – between mid-2014 and mid-2015.

Although some member states (such as Austria, Germany and Sweden) have managed to achieve better results, shippers clearly prefer road over rail for transporting goods. As a result, rail freight’s average share at EU level has actually declined slightly since 2011.

NEWS I Industry IN FACT Southern – 1066 sickness days l Southern has released new figures showing the level of conductor sickness absence currently causing significant disruption to the rail service. In the last 32 working days the company has been hit by 1066 days of conductor absence.

The rate of absence has more than doubled since the first conductors’ strike – rising from 23 conductors off sick each day to 45.

Matthew joins the drivers to deliver coal to RWE Aberthaw Power Station

Freightliner helps a young boy’s wishes come true l Matthew Sanigar, a young 11 year old with a rare chromosomal disorder that has left him with complex heart defects, hearing loss, cleft palate, hearing problems and developmental issues, has been granted his dearest wish, to drive the Hirwaun coal train.

Freightliner Heavy Haul, Tower Regeneration and RWE Generation UK worked together with Starlight Children’s Foundation to arrange a day that Matthew will never forget.

Matthew and his family were given a tour of the Tower Surface Mine. Then, having watched the Hirwaun train being loaded with the final two wagons of coal, Matthew was

escorted into the cabin with his father and prepared for departure with the Freightliner drivers.

Matthew’s face lit up when the train left and there were tears of joy as his family waved him off.

The day was rounded off with a tour of the RWE Aberthaw Power Station, near Barry.

David Israel, commercial director of Freightliner Heavy Haul, said: “Matthew obviously has a real passion for trains and I am delighted that Freightliner was able to play a part in making Matthew’s wish to ride on our Hirwaun coal train come true.”

New Night Tube to enter service in August l The new Mayor of London, Sadiq Khan, has announced that Night Tube services will begin operating on 19 August.

The first two lines to go live are the Central and Victoria lines, with the Jubilee, Northern and Piccadilly lines set to follow in two separate phases later in the autumn. Around 200 part-time drivers are currently taking part in a 14-week training programme in preparation for this.

Six trains per hour are scheduled through

central London on all Night Tube lines between 0030 and 0530. This will rise to eight trains per hour on the Northern line to meet demand between Leicester Square and Camden Town.

This is the first time in London’s history that the Tube has offered a 24-hour weekend service. The service is expected to play a vital role in promoting London’s night-time economy, supporting around 2,000 permanent jobs and boosting London’s economy by £360m.

Oxford trackside is transformed into a welcoming wildlife habitat December 2016, there will be 10,000 squares l Network Rail and Chiltern Railways are working to create purpose-built habitats for newts, reptiles, badgers, bats and swallows alongside the railway as part of a major upgrade programme in Oxford.

By the time the Chiltern Railways service from Oxford to London is launched in

metres more of potential trackside habit, including more than 11,000 trees, wildflower grasslands and hedgerows.

Engineers are currently installing 5km of two-track railway and remodelling existing track layouts between the new Oxford Parkway and the existing Oxford stations.

50m cycle-rail journeys PA l Around 50m cycle-rail journeys were made last year, up 40% on 2010, while the number of journeys made where a bike parked is at a station has increased by 75%. RDG is launching a new drive to highlight PlusBike, an free information portal for cycle-friendly train travel.

97% rating for Edinburgh Tram l Research by Passenger Focus shows that Edinburgh Tram scored a very high 97% satisfaction rating from passengers, up on the 95% scored last year. This is 5% above the UK tram operator average. The top three factors for overall satisfaction were boarding time, journey time and punctuality.

Rail journeys rise by 3.7% l New figures from the RDG show that between April 2015 and the end of March 2016, 60m more rail journeys were made than the previous year. This 3.7% rise equates to more than 4.6m journeys a day on average. Journey growth in the last 12 months was greatest in London and the South East, up 4.2% to almost 1.2bn.

£2.7m fund for innovation l SMEs involved in road, rail and aerospace equipment manufacture can apply for research and innovation help from a £2.7m fund delivered by the University of Derby and Loughborough University. The scheme is funded by £1.4m from the Universities and £1.3m via the D2N2 Local Enterprise Partnership. info@d2n2growthhub.co.uk

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IN BRIEF

A Northern train passes over upgraded track near Rochdale station

Manchester’s St Peter’s Square - final phase l Manchester’s Metrolink services through St Peter’s Square are to be suspended from Sunday 26 June to the end of August for the final phase of transformation work at the St Peter’s Square stop, which is due to open this summer. The new larger stop in St Peter’s Square is part of the new Metrolink Second City Crossing, currently under construction.

Crewe bridge completed 3 weeks early l A £1.7m refurbishment of a major road and railway bridge in Crewe has been completed three weeks ahead of schedule. The upgrade included strengthening work, which involved rebuilding part of the southern side of the bridge, installing a new parapet wall, new barriers and kerbs. The work was part of the Railway Upgrade Plan.

ORR regulatory changes l At the launch of the first major consultation on the 2018 periodic review, PR18, ORR chief executive Joanna Whittington, commented on Network Rail’s increasing devolution of responsibilities to local managers.

“We propose to support this by regulating the company in a different way, looking separately at its national and local responsibilities,” she said.

Services delayed on Midland Metro extension l The launch of Midland Metro services to Birmingham’s New Street station has been delayed. Extensive safety checks by Centro have revealed minor anomalies in some of the track alignment which need to be addressed. Once the alignment works have been completed, on-street driver training can begin. Remedial work is relatively straightforward, Centro says.

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First phase of Littleborough to Manchester Victoria upgrade is completed l Work to upgrade the railway between Littleborough and Manchester Victoria has been completed following five weekends of round-the-clock work to install 1,200m of new track between the two stations. At the same time, the existing track between Manchester Victoria and Rochdale has also been remodelled to link a new platform at Rochdale to the rail network, as part of the £1bn+ Northern Programme.

Work to build the new 135m-long bay platform at Rochdale began in January,

and will continue over the coming months as engineers complete surfacing work on the platform and install lighting, passenger information screens and fencing.

The new platform will enable more services to run between Rochdale and Manchester Victoria. Fewer trains will be stationed in Manchester Victoria, releasing vital capacity.

A new phase of work will begin in the summer to strengthen the main bridge into Rochdale station, to support the three train movements needed to bring the new platform into use.

Asset management key for long-term planning l A global survey of senior rail managers, conducted by ABB in collaboration with Microsoft has revealed that asset management facilitated by increased integration of IT and operational technologies is key for long term planning, and a contributor to meeting the financial and operational goals of their organisation.

Some 88% indicated asset management is a priority, and two-thirds believe it has become more important over the last 12 months.

The majority of respondents believe that integrating IT and OT applications will help improve the connection of disciplines across the enterprise.

Gospel Oak to Barking line closures start on 4 June l Phased closure of the Gospel Oak to Barking line begins on 4 June for a major programme of work to electrify the line and upgrade the stations to accommodate longer trains. Once completed a fleet of new four-car electric trains will replace the existing two-car diesel trains. The new service is due to commence in January 2018.

Funded by the DfT and TfL, the programme will require phased closure of the line over an eight month period while Network Rail carries out major work including lowering four sections of track on the route, installing

structures to carry the overhead wires and rebuilding four bridges, which will take place in two phases.

Network Rail’s route managing director, Richard Schofield, said: “Electrifying a Victorian railway like this one is major engineering work to create the extra space needed for overhead power lines.”

From February 2017 onwards further works to make the line ready for electric trains will take place during evenings and weekends only and will be completed by the end of June 2017.

NEWS I Infrastructure

Extensive testing begins on elastic track components on the world’s longest railway tunnel

IN BRIEF Signalling upgrade on theBrighton line

Elastic track components in situ in the Gotthard Base Tunnel l Elastic railway track components are being put to the test in the new Gotthard Base Tunnel, the world’s longest railway tunnel.

Over the last few years, Getzner Werkstoffe has been working to develop a special vibration protection measure to reduce vibration and therefore wear of the tunnel’s superstructure components. The aim was to guarantee high availability and a long service life while minimising the maintenance required on the track and making journeys more comfortable for passengers.

The challenge was significant. Once fully operational approximately 10 trains per hour

travelling at speeds of up to 250 km/h will use the tunnel, exerting strong pressure and suction forces, putting the material under above-average stress. In addition ambient temperatures can reach up to 40°C and humidity can be as high as 70%.

The solution was to install Elastic Sylodyn® bearings for the single block sleepers and highspeed turnouts in both tunnel tubes for the slab track and on sections of the approach routes.

Full testing is now under way in the run up to the tunnel’s opening in June 2016. All components will be subjected to real test loads in up to 5,000 planned trials.

Network Rail rolls out new code of conduct for everyone working on the railways l Network Rail has issued a new code of conduct setting out the minimum standards it requires of all organisations that work with it or represent it on the railway. The aim is to ensure that all suppliers, contractors and subcontractors working on the Railway Upgrade Plan meet safety standards, treat customers and communities with politeness and respect, and can expect the same in return.

Network Rail hopes to improve the reputation of the rail industry as a whole.

Safe behaviours are encapsulated in the ten lifesaving rules code, which also include standards of training and promote health and wellbeing in the workforce.

“The railway depends on the people

who work on it,” explained Mark Carne, chief executive of Network Rail. “Ensuring that these people behave in a professional and appropriate way is therefore of critical importance to us and to the customers and communities we serve. We want to work together with those who share our determination to continuously improve this area. We want to provide clarity on what we expect from our people and the support they can expect from us. This code of conduct will help us do that.”

Network Rail is now rolling out the new code to existing suppliers and their supply chain. See: safety.networkrail.co.uk/ wp-content/uploads/2016/04/Code-ofConduct-Final-word-260216.pdf

l A new modern computer based interlocking signalling system has been installed on a section of the Brighton main line between Balham and Norbury, to improve the performance of the route. The project, an asset condition based renewal led by Atkins, included a key junction area with part of the Thameslink route from Tulse Hill towards Mitcham and Wimbledon.

The work involved re-controlling the signalling system from the Victoria signalling centre to the new route operating centre at Three Bridges and renewing the expired infrastructure.

Custom House DLR entrance opens l The new entrance to Custom House DLR station has opened to the public. Built as part of the Crossrail project, it will provide an interchange between the DLR and Elizabeth line services. Other station improvements include a new footbridge, a 24 hour public route from Custom House to ExCeL London and the Royal Docks.

Queen’s speech is important milestone l Commenting on the inclusion of the National Infrastructure Commission in the Queen’s speech, Sir John Armitt, President of ICE and member of the National Infrastructure Commission, said: “Setting the Commission on a statutory footing formalises and upholds its role and purpose, this is an important milestone.” The Commission is developing proposals for the Cambridge-Milton KeynesOxford corridor and working to identify the UK’s longer term infrastructure needs.

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INTERVIEW Paul Plummer

Clear Paul Plummer, CEO of RDG and ATOC, talks to Editor Gay Sutton about the future of rail, and the dynamics of the changing times we are living through

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he last year was undoubtedly a game changer for the rail sector, and provided evidence that we are indeed living through dynamic times. Concerned with the rising costs, performance issues and disruption caused by the rail improvements, Government stepped in and put a halt to a number of Network Rail electrification programmes, charging Sir Peter Hendy with scrutinising performance and financing, and formulating a plan to bring what could be salvaged of the rail enhancement plan back on track. Small wonder that many believed viability of the stabilising CP5 programme was in jeopardy.

Network Rail then found itself under Government scrutiny, with all options on the table including complete breakup and privatisation. Nichola Shaw was appointed to analyse the options and suggest the most effective course of action.

The sense of upheaval was palpable, not least among the growing rail supply base which had been ramping up its capabilities and skills to fulfil the sector’s ambitious construction and enhancement plans.

One man who has been a key strategiser and led change and development in the railways for over 15 years is Paul Plummer, CEO of the Rail Delivery Group (RDG) and the Association of Train Operating Companies (ATOC).

He took up this critical role in November last year at the height of this challenging period, moving from the post of group strategy director at Network Rail to head up the organisation that provides strategic leadership and support across the industry.

He is very clear that we have come through this period of scrutiny with a renewed mandate and a need to plan effectively for the future. “We are now at a pivotal point. The Shaw and Hendy Reports have stabilised the industry, and we must look further ahead. Government still has decisions to make regarding what they want from a railway, and some of the more radical options from the Shaw report around concessions,” he pointed out. “If they

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There is a political inevitability about devolution and the railway has to work with that ... It is our task to maintain the benefits of the single network and make the most of scarce network capacity�

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INTERVIEW Paul Plummer

wish to commit to that then a lot more work needs to be done to ensure we don’t create more problems than we solve. My passionate view is that those decisions need to be informed by people running today’s railway.”

This is where RDG is playing a key role, coordinating and facilitating industry-Government cooperation, and helping rail companies deliver what is required of them. “However, part of that,” he stressed,” is making sure the rail industry steps up to the plate and informs government decisions.”

Hendy and Shaw The Hendy and Shaw Reports have laid many doubts to rest. The Hendy Report outlined how Network Rail could finance its full enhancement scheme, as well as ways to improve efficiency and effectiveness, while the Shaw Report put an end to speculation about the breakup of Network Rail, and gave clear recommendations on how it should be organised and should engage across the industry.

Hendy Report: cdn.prgloo.com/media/download/0b 15cab5ccbc4e96af6c9182b97b6ef0 Shaw Report: www.gov.uk/government/uploads/ system/uploads/attachment_data/file/510180/shawreport-the-future-shape-and-financing-of-network-railprint.pdf

Developing line of sight One of the key areas of improvement identified by RDG and highlighted in the Shaw Report is the need to develop an industry wide focus on the customer so that change, improvement and innovation are all driven by the needs of the travelling public and freight users.

“I think there is a real opportunity to examine what Nicola Shaw has said, and drive a radical transformation in the culture of the railways. We have to ensure there is a line of sight from Network Rail, through the rail operating companies directly to the passengers and rail users, and focus all our activities on the customers. That could be transformational in the way we deliver the railway and think about its future,” he said. “It’s an incredibly positive message, and it’s really important that the whole industry engages with Network Rail to implement that and make it a reality.”

There are currently two practical elements in this drive for improved customer satisfaction, he explained. The first is developing and delivering a more flexible and modern ticketing system that enables passengers to buy the tickets they want from the locations they want in the format they want. Strategising and developing this technology is now well advanced. The second element, he explained, is providing the public with a comprehensive spectrum of information that would make their journey more straight forward, hassle-free and comfortable. This could include information about seating, route details, delays and rerouting, how to claim compensation or purchase products on offer. Initiatives in

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this area are also advancing fast.

While there is still a great deal to do to achieve this goal, Plummer said: “We are now much better at making this data available to the public, and enabling other people to develop their own applications too. It’s about being more flexible, rather than thinking the industry needs to do all of this itself.”

Keeping the devolved network cohesive Another political change that has been thrown into the mix in recent times and is exercising the minds of the strategic thinkers is transport devolution. “There is a political inevitability about devolution,” Paul said, “and the railway has to work with that.”

The benefits of additional funding and regional involvement are clear. The danger, however, is that strong local funders investing in the railway with clear ideas of what they want from it could fragment the efforts to create a cohesive national network and effectively use network capacity. “It is our task to make sure we maintain the benefits of the single network, plan network usage as a whole, and make the most of scarce network capacity. So we are keen to work with whoever is specifying franchises or funding locally, ensuring the industry is informing their decisions so that we are not creating boundaries that cause problems.”

A successful model for making devolution work has already been tried and established with Transport Scotland franchising. It involved extensive cross-industry engagement in the franchising process, resulting in a strong working alliance between the biggest train operator Scot Rail and Network Rail.

“Exactly the same thing is now happening in Wales where they’re not just letting their next franchise but also considering how best to buy improvements in the valleys network,” Plummer explained. “We are working with the Welsh government to help them achieve the best possible outcome. Similarly we are working with Transport for London on their aspirations and plans, and how these feed into their procurement decisions. And increasingly now we’re working with Transport for the North to ensure we are all clearly focused on their aspirations and helping to support what they want from the railway, which is very ambitious. We applaud that.”

Managing the technology revolution Lack of capacity and overcrowding is the single biggest challenge facing the railways at the moment. Adoption of digital railway technology, with modern control systems and traffic management systems, has the potential to deliver enormous benefits through greatly improving capacity and connectivity and reducing disruption.

Implementing digital technology across the network, however, will require an effective industry-wide plan that provides clarity about what is being done, where and when, so the supply chain can respond effectively.

“We can’t afford anything other than a very clear and

effective programme of implementation that will enable us to introduce the technology swiftly and effectively, managing the risk so that we deliver the best possible outcome. It is a massive industry transformation programme that requires real coordination and ownership across the industry as a whole, but we have to make sure we don’t become risk averse, or not sufficiently ambitions to drive and achieve the full potential,” Paul said.

“The appointment of David Waboso at Network Rail, to drive this, is fantastic,” Plummer continued. “He is clear that this is an industry programme that requires engagement right across the industry, supply chain and train operators, and that they really need to own it.”

Speaking to the people Getting the message across to the public, though, and explaining this massive investment along with the associated disruptions and travelling pain is not an easy matter.

“Digital technology is gobbledygook to the passenger, and rightly so,” he pointed out. “So we have to explain what it’s about in terms of improved capacity, connectivity and customer experience. One of the problems we face is that we often come across as being focused on engineering and technology.” As an industry largely comprised of engineers that is not surprising, and new technology can appear to be nothing more than boy’s toys. The technology is critical, though, and the industry needs to be able to express this much more articulately, while being aware of the impact of disruptions and the difficulties experienced by the travelling public, and responding suitably.

It’s all about changing the image of rail, and setting out how the railways contribute to the economy and to people’s lives. “If we can address some of those perceptions, then we will ultimately be able to have a more grown-up conversation about choices on fares versus subsidies, and the sort of investments we need to make. I would say the railways are an incredible success story, but we need to continue creating those successes and celebrate them,” he said.

Climate change - the bigger picture In addition to Shaw and Hendy reports, a high level National Needs Assessment is in progress under the leadership of Sir John Armitt, and one of the initial comments to emerge from this has been the importance of improving the resilience of the railways to climate change. “And that is right,” Plummer commented. “But I would position it as part of sustainable management of the asset. In the last few decades we have begun to address previous underinvestment in the railways, and to reach a more sustainable level of asset management. The point here is that we need to continue doing that, and include climate change in that.

“It’s interesting that many other European countries are going in the opposite direction,” he continued. “They

...many other European countries are going in the opposite direction - just beginning to realise they are not managing their assets sustainably. We began to reinvest when money was more affordable” are just beginning to realise they are not managing their assets sustainably, but they have no money to address that. We began to reinvest when money was more affordable. So other countries are in the far worse place than us now because they are hitting their crunch time later in the cycle.”

Regarding the EU referendum, another critical national decision, Plummer is pragmatic and believes the industry should have a neutral stance. “There will clearly be consequences in or out. But frankly the industry doesn’t feel there is anything it needs to feed into the debate, that would impact on the decision-making. It will simply deal with the consequences.”

Railway of the future One of the initiatives RDG is working on at the moment, which will have a long term effect on the railway of the future, is to bring development of the rail technical strategy into a single place at a more senior level, so there will be an in depth understanding of the technical problems the sector faces, combined with a strategic direction to drive the most effective use of R&D investment capital.

“That sounds quite straightforward,” Plummer said, “but I believe the existing technical strategy group needs to be elevated to have a higher level, to enable innovation and implementation to take place much more quickly, and to access funding beyond what we’ve been using traditionally.”

The industry is coming together at the moment to provide that leadership and to enable innovation, with the RDG and Rail Supply Group, for example, set to jointly sponsor innovation. “The agreement that we should jointly sponsor the technical strategy is powerful. We can then apply the same model across skills and diversity.”

The important thing going forward is to define how the railway will look in the future, how it will respond to growing demand, to the skills requirement, and to ensure everything it does has the rail user at the heart of all its thinking.

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LEGAL

Delay? Repay!

TAMMY SAMUEL and ZOE HARRIS from law firm Stephenson Harwood LLP discuss compensation rights under the Consumer Rights Act 2015 and what they could mean for train operators and passengers

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rain delayed again? Booked First Class but no First Class seats are available? Further help is now at hand. Certain provisions of the Consumer Rights Act 2015 which recently came into force allow railway passengers to make claims against train operators not only in the event of a delay or cancellation to a service, but also where Wi-Fi, catering or even seat reservations are unavailable. In this article we consider how the Act may impact upon existing compensation schemes, as well as how train operators advertise onboard services.

Tammy Samuel partner in the rail team at Stephenson Harwood LLP

Zoe Harris associate in the rail team at Stephenson Harwood LLP

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How the Act works Under the Act, train operators must now provide services with reasonable care and skill, within a reasonable time, and for a reasonable price. Services must also be performed in line with certain information given about the train operator or the services.

If train operators do not fulfil their obligations under the Act, passengers are entitled to require repeat performance or (more likely in a rail context) seek a price reduction (which may be up to a full refund) from the train operator.

Any refund must be given without charge and undue delay.

Train operators must also refund passengers in the same way that the passenger paid for the ticket originally.

Consequences for train operators The Act may be a welcome change for passengers but it will undoubtedly have an impact on how train operators compensate passengers and advertise services.

Train operators are unable to contract out of the Act. Passengers will therefore be able to claim under the Act as well as under existing compensation schemes (such as Delay Repay schemes). Train operators will need to assess the risks arising from passengers having recourse to multiple avenues of compensation, and reflect any risks in their fares, subsidy or bid premiums.

With the Act now holding train operators to general standards of service, passengers are also able to claim compensation if a train operator’s service fails to meet the passenger’s expectations. This may include where a passenger pays for a first class ticket but no first class accommodation is available, or if a train operator advertises on-board Wi-Fi or catering and these services are unavailable on-board. A passenger may make a claim even if the additional service is ‘complimentary’ and therefore is not charged for on the face of the ticket.

Train operators will therefore need to exercise caution when advertising or promoting on-board services. If train operators make certain representations about their services, these representations may be considered to be terms of their relevant ticketing contracts. Under the new Act, advertising slogans such as ‘Your Seat is now a Hot Spot’ may give rise to passenger claims if the service as represented in the advertisement is unavailable.

A possible exemption?

In a consultation undertaken late last year, the Department for Transport (DfT) has proposed that train operators are exempted from those provisions of the Act which grant passengers the right to make a claim if a service is delayed or cancelled. The DfT’s view is that passengers are already entitled to clear remedies that are well established. Allowing the Act to operate in parallel to existing compensation schemes could result in confusion and greater costs for passengers. The DfT’s public consultation remains under review.

The recent Which? Super-complaint has however highlighted that the remedies currently available to passengers are neither clear nor straightforward. In responding to the DfT’s consultation, the Office of Rail and Road (ORR) noted that passengers already under-utilise existing compensation schemes because of complicated claims processes and a lack of available information on compensation rights. An exemption from the Act may not resolve these issues.

The ORR has instead proposed that the Act continues to exist alongside existing compensation schemes, and that train operators and others improve the information that they provide to passengers on compensation rights to resolve any confusion.

Whatever the outcome of the consultation, the Act broadens passengers’ rights and exposes train operators to claims that they may never have faced before. It will be interesting to see in the coming months how train operators tackle the issues that the Act creates and whether advertising of on-board services becomes more conservative.

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INFRASTRUCTURE

The art of

movement

With passenger numbers continuing to rise, BEN CLARK finds out how stations are being managed to keep up with essential capacity growth

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Below Early Bird messaging service

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n the year from 2015 to 2016, 1.69 billion passenger journeys were made on the UK’s franchised rail services – two per cent more than the year before.

Seventy per cent of these were made in London and the South East alone where there is a similar story playing out below the surface. From April 2014 to March 2015, passenger journeys on the London Underground rose by 3.2 per cent to 1.3 billion, with daily figures regularly exceeding four million. Remarkably, 18 out of the underground’s 20 busiest ever days were recorded in 2015.

As population numbers in London are expected to reach 11 million by 2030, the number of people travelling on our trains is set only to grow. Whilst TfL and Network Rail are indeed investing vast sums into major track, station and rolling stock upgrades, there still remains the issue of how some of the busiest stations in Europe are supposed to keep up. Major station upgrades such as that currently taking place at London Bridge is one answer, but these require years of heavy investment and can’t solve the immediate problem. So what can be done to deliver effective capacity improvements to stations in shorter, and cheaper, timescales?

“Quite rightly, a lot of what is being done at the moment is focused on train capacity,” explains Paul Corney, passenger experience manager of Virgin Trains at London

Euston, the UK’s sixth busiest station. “This is vitally important, but we’ve also got to make sure we can allow for that forecasted growth in the station and for many stations the key to this is about effectively managing the flow of customers.”

Virgin’s staggering concept As a major terminal in the capital, Euston is a location prone to peak overcrowding on the main concourse and subsequent surges as passengers receive their platform numbers. As more trains are brought into the 18-platform station to cope with increased passenger numbers, this creates a dangerous and stressful environment for passengers and can contribute to poor satisfaction scores. “We know that when passengers are held on the concourse, they stand and look up at the departure board, then everyone moves at once,” says Paul.

“Critically, this is because we’re telling them all at once.”

Keen to break up these surges, Virgin Trains has been working closely with Network Rail and its suppliers to change the way its customers use and move around the station. One part of this is its innovative Earlybird Boarding scheme, whereby those who book through Virgin’s website can receive a text notifying them of the platform number 75 seconds before the information is displayed on the departure boards. “On particularly

Near left New Thameslink display busy trains we can stagger the messages to priority customers, such as those who have further to walk or those travelling on senior or family rail cards,” Paul continues. “The result is that we’re changing a single movement of people to multiple movements and allowing those travelling without the service to move with less people and in a smoother fashion.”

Introduced in March 2016, feedback on the new scheme has been positive but making more people aware of the service will be key to unlocking its greatest potential. “It’s about making it as clear and simple as possible and we’re hoping that as more and more people become aware of it, we can really revolutionise the way people move through the station towards their train,” Paul adds.

Taking information to the people Also recently introduced by Virgin Trains to London Euston is a brand new Customer Information System (CIS), which has seen displays become more detailed showing unreserved seating pictograms, arrival times, and other key pieces of information. “We want to be able to reduce travel anxiety for our passengers and give them a much more comfortable experience,” Paul explains.

“By finding out what questions customers commonly had regarding their journey, we have been able to tailor

the information we can provide to them. Response has been great, and we are now working to find a balance between providing the right amount of information without overloading people with details.”

Paul also commented on the project’s exemplary display of the rail industry working in close collaboration to achieve positive results. Strong partnerships with both Network Rail and its suppliers, Worldline and Infotec, have been key to developing an effective bespoke solution aimed at improving the passenger experience within Euston station. However, the potential for improved CIS displays hasn’t stopped there and the screen’s suppliers, Infotec, have been active across the network in helping improve passenger management in other scenarios.

“People now expect to receive up-to-date information as they go about their daily life, and the railway is no exception,” says Tim Court, MD of Infotec. “Recent research carried out by Passenger Focus1 highlighted that CIS screens are regarded as the most trustworthy and most used source of information by passengers.

‘Passenger information screens at railway stations –

1

Understanding passengers’ experiences of current systems and their aspirations for the future.’ http://www.transportfocus.org. uk/research-publications/publications/passenger-informationscreens-at-railway-stations/

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INFRASTRUCTURE

Inset above Euston’s brand new Customer Information System

This underlines the vital role they can play in determining passenger behaviour and movement.”

Every station is different As well as Virgin Trains, Infotec has also been busy working closely with Paddington station and a number of Thameslink stations to tailor numerous PID (Passenger Information Display) solutions to the individual station needs. Major improvement work is currently taking place on The Lawn at Paddington, which involves the updating of PIDs. “Bespoke displays for mounting in totems have been designed and will be located to make passengers more comfortable to move widely throughout the station, enjoying the cafes and shops the terminal has to offer, whilst being kept informed about their journey without needing to continually check the main board,” Tim explains.

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“We’re also working on the Thameslink programme to provide information at a number of points along platforms. Network Rail recognised that to help minimise how long it takes customers to get on trains, information about services needed to be presented along the length of platforms to encourage people to spread out, therefore reducing crowding and improving flow.”

Similar systems will be brought into use on nine central Crossrail stations, and Infotec is also designing displays that can be used within retail and food outlets. What the company’s work demonstrates is that each station works differently and therefore different solutions are required to get the best out of passenger management. Looking beneath London to see what is happening on the tube system reveals something very similar.

‘stand on the right, walk on the left’ policy, early trials found that by allowing customers to stand on both sides, escalators can carry 30 per cent more people up and out of the station. “Holborn is a unique station in that it is one of the busiest, it has two intersecting lines and one of the longest escalators,” Peter outlines. “This height puts people off walking, so you typically find only a couple of people walking up, whilst a crowd of people forms at the bottom.”

A variety of visual prompts have been deployed to encourage this change in behaviour and now, over a month in, results are positive. Where before, the morning peak would regularly require station control measures, flow is now much more efficient and no such procedure has had to be deployed since the trial began.

The wider picture underground So can this be implemented in other stations around the network? Peter thinks not, due to the unique conditions at Holborn. However, he does point out that other stations are adopting their own ways of improving passenger flow. “Examples range from simple measures such as restricting the number of gates open to slow the flow into the station, to creating hatched areas on Northern Line platforms that allow our station staff to focus their messages,” he elaborates. “The Victoria Line is running one of the most frequent services at the moment with 34 trains per hour at peak times, and at Warren Street we were having difficulty clearing the platforms quick enough before the next train arrived. This can cause delays, so in the morning peak we make both escalators travel up to increase the outflow capacity. Other measures can be seen at Oxford Circus where, depending on what time of day you pass through, you can be directed along a different route to get to the platform.”

With around £1.3 billion annually being invested by TfL into capacity improvements, the number of people able to travel across London is improving all the time. Peter points out a number of major programmes designed to increase capacity on some lines as much as 60 per cent over the coming years. Ensuring each station is able to tailor itself to create as smooth a flow of travellers as possible is vital to facilitating this growth efficiently.

Experimenting with behaviour “Customer flow is also one of the key considerations when it comes to our own capacity work,” comments Peter McNaught, operations director at London Underground. “Of course, train and signal upgrades are central to increasing capacity, but as this happens we are finding some stations are becoming bottlenecks to and from street level. Whilst we have major upgrade works taking place at stations like Victoria, Tottenham Court Road, Bond Street and Bank, numerous smaller initiatives around the network are helping to improve the way our stations perform.”

On 18 April 2016, a six-month pilot began at Holborn station to operate two of the three 23 metre up escalators as standing only. Contrary to the underground’s standard

Conclusion The journey towards creating a network across London and the UK that meets the demands of passengers in a reliable and comfortable way is not an easy one. Vast levels of investment and years of hard work from the industry are required to make it happen, but making it happen it is. Passenger management is central to allowing stations to keep up with the growth taking place on track and, as with many processes, sometimes the simplest solutions are the most effective and often involve influencing the smallest changes in how customers behave. Ultimately, the level of innovation that is being collectively driven by TOCs, network operators and the supply chain is remarkable in achieving this.

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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

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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.

NEWS I Stations Local campaign leads to reopening of Lea Bridge station l After a five-year campaign, and some 31 years after it was originally closed, Lea Bridge station in Waltham Forest has reopened.

The initial campaign to reopen it began in 2011 when transport officers in neighbouring Hackney Council, working on London 2012 and its legacy, found that there was £5m funding available from the developers of Stratford City’s Westfield who were keen to expand their rail catchment northwards up the Lea Valley.

Railfuture provided a grant which allowed the local Chingford Line Users’ Association to hire Jonathan Roberts Consulting to make the case for the station. His report also made the case for a third track on the Lea Valley line which would enable the train service frequency at the station to double to quarterhourly each way.

Waltham Forest Council successfully applied and received New Stations funding from the Department for Transport, and committed some of its own limited resources to the project.

Now, located in an area of limited public transport access, the reopened station is just 5 minutes by train from two Tube stations giving direct links straight to the heart of the capital’s West End. The third track is due to be completed by Network Rail in time for the doubled train frequency planned for December 2018.

Elizabeth line stations to reflect the unique architecture of their surroundings

Acton Main Line station rebuild gets the green light

l Stunning new designs of some of the new Elizabeth line stations in central and southeast London have been revealed at an exhibition at the Royal Institute of British Architects (RIBA). The ‘Platform for Design’ exhibition is open until 5:00pm on 14 June and provides a preview of the design concepts behind the new railway and its public spaces.

Each of the new stations will have its own distinct character. Conceived by different architects, each will reflect the environment and heritage of the local area. For example, the new station at Paddington will echo the design legacy of Brunel’s existing terminus building, while Farringdon will take inspiration from the historic local trades of blacksmiths and goldsmiths, as well as the distinctive architecture of the Barbican.

At platform level, common design components such as seating, signage and full-height platform screen doors will create a consistent and familiar feel to the rest of the TfL network. This common architecture will accentuate the curved, sweeping passageways created during the construction of the tunnels. The design approach aims for simplicity and clarity by reducing visual clutter as far as possible to provide clear lines of sight along the platforms.

Julian Robinson, head of architecture, Crossrail Limited, said: “The Crossrail project has worked with world-leading architects and designers to deliver a new railway that draws upon the fantastic transport architectural heritage of London and London Underground with each station reflecting the distinct character of the surrounding area and presenting a common line identity.”

l Ealing Council has approval designs for a modern new station building at Acton Main Line, following submission of the plans in March.

Improvements include extending the platforms to accommodate 200m trains, a striking new glass and steel ticket hall designed by Bennetts Associates, a new platform canopy, and lifts for step-free access to both platforms.

The transformation will be carried out by Network Rail as part of the Crossrail project.

The station will remain open throughout with construction taking place behind hoardings.

From the end of 2017 the station will be run by TfL as part of London’s integrated transport network, operating four Elizabeth Line services an hour in each direction.

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INFRASTRUCTURE

De-risking station upgrades Rail improvement projects can hide a plethora of hazards and extra costs for the under prepared.

PHIL WEST, consultancy manager at CET, explains how to de-risk the process

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he rail industry is in the process of working with train operating companies to deliver its £150 million National Stations Improvement programme that is designed to upgrade over 150 stations across England and Wales. Unlike headline projects such as the recently unveiled Birmingham New Street station, this programme is designed to bring upgrades and extensions to medium-sized stations without necessarily carrying out major redevelopment work. The greatest challenge with projects such as this is to ensure that stations remain in operation, accessible to passengers and safe while work is in progress.

The first critical step On the face of it, these tend to be relatively simple projects but the key to their success can lie in the preparatory work carried out before any new plans are put in place. This preparatory work can involve a range of complex, but not necessarily high-cost, specialist investigations that can include geotechnical, environmental, drainage, structural fabric, utilities, paint and topographical surveys. This process underpins the actual upgrading project itself and is designed effectively to de-risk the project – in other words to ensure that once work proper has started, there are no nasty surprises lurking in the background that could seriously jeopardise the completion of the project on time and to budget.

Managing this diverse range of investigations requires

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a broad range of skill sets both in terms of technical capabilities and project management. Complexity is often increased by the age of the infrastructure to be upgraded – anything from Victorian era onwards – and the purpose of the investigations is to create a clear picture for the architects, engineers and designers of what they are working with.

Surprises below ground Drainage is a frequent area of concern on this type of project and often raises serious issues because of poorly maintained drains. Typically, drainage systems have been added to whenever there has been a need to increase capacity. In older premises it is rare to find original records and it’s more common to find a drainage system that has been cobbled together over a period of years, rather than purpose-designed. Historically with works of this type, drainage contractors would only find out what they were working with when they got into the system, by which time a budget and timescale would have been agreed. Any complications arising would inevitably add to time and cost. The more efficient way is to carry out a complete survey of drainage to assess what exists before planning any improvements or maintenance. A range of technologies is available for surveying surface and foul water drainage systems, ranging from detailed analysis using CCTV system surveys and sonar detection to produce accurate models on CAD drawings.

Above ground A similar situation applies above ground where structural investigations are needed before any consideration of alterations or additions to existing buildings. Refurbishment projects could involve a wide range of types of structure from concrete and brick to steel-framed. By gathering on-site data using a wide variety of techniques it is possible to create a clear picture of the layout and integrity of existing structures before new work is carried out. Again, this means that architects and structural engineers know exactly what the on-site contractors will be dealing with and can plan the project accordingly.

A dangerous cover up ?

Another area which benefits from pre-project investigation is paintwork to metal structures – bridges, canopies, gantries and the like. Rather like adding to an existing drainage system without knowing what is there already, simply renewing paintwork on metal can be counter-productive and have major implications for a maintenance budget. Paintwork on metal is there to form a protective barrier against corrosion. If the original paint has lost adhesion, the metal underneath will continue to corrode and the maintenance team be faced with the equivalent of painting the Forth Bridge – a rolling programme of ongoing re-painting each time the corrosion starts to break through.

Another consideration is lead in existing paint. On commercial projects, where existing paintwork is likely to be disturbed, it is a legal requirement to carry out a professional lead survey to gather data necessary to allow a risk-assessment of likely lead exposure risks.

Gaining long-term control The key benefit of a complete site investigation with structural, paint and drainage surveys accrues from the greater control it brings to the subsequent improvement and maintenance programmes. It enables the infrastructure operator to manage the risk of unforeseen conditions by giving a complete picture at the design stage of what is really there. It helps to identify where special precautions need to be taken – and situations that mean the project can be treated as routine – and also has the advantage of being independent of the future works and avoids any conflict of interest that may arise with contractors.

Any improvement programme in the rail sector faces a number of challenges. Access is a major issue and whatever work is being carried out has to cater for the fact that there will be an ongoing need to ensure that passengers and staff can gain access, particularly at peak times. Budgetary considerations also come high on the list, particularly when a finite budget is being

spread across a large estate and over-runs can have knock-on consequences for other projects. Skills shortages also need to be factored in, particularly looking to the future when projects like HS2 will require a huge labour resource.

This all argues in favour of ensuring that the tightest of management controls can be applied to every project undertaken. Pre-project site investigations and surveys bring together a package of information which enables sound decisions to be made on the way infrastructure improvement projects are designed and maintenance budgets prioritised. Removing risk in this way enables project efficiencies and savings to be achieved and avoids cost escalation during the construction stage due to unforeseen circumstances.

Phil West BSc MSc CEng MICE – consultancy manager A chartered civil engineer with over 30 years’ experience as a geotechnical specialist in both specialist and multi-disciplinary consultancies and site investigation businesses, Phil has particular expertise in earthworks, soils stabilisation, permeability testing and infiltration drainage design.

www.cet-uk.com 21

INFRASTRUCTURE

Under pressure KELVIN AUSTIN of IMI Precision Engineering explains how AMT is changing the way rail operators handle compressed air

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reliable, continuous supply of clean, dry compressed air is crucial to the rail industry – without it, rail services simply could not function.

Compressed air is used in a wide range of key applications, including braking systems, pneumaticallyoperated doors, pantographs and the train’s horn.

Yet while the provision of compressed air may sound straightforward, in practice it brings several problems.

One of the most pressing challenges is the need to ensure that the compressed air used on rolling stock is always of a high quality. Air compressors are generally mounted underneath the body of the train and source the air for compression by taking in large volumes of air from the surrounding atmosphere. Such air, of course, contains high levels of contaminants and water vapour, which must be removed before the compressed air can be used. Failure to remove water vapour and contaminants can be catastrophic, leading to increased downtime and maintenance costs, and even vehicle breakdown.

Furthermore, it is not only atmospheric contaminants and water vapour that must be dealt with. When the air is compressed, the vapour and contaminants are heated and compacted before being cooled, at which point the water vapour condenses into liquid. In oil-lubricated compressors, the heat produced can degrade the

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lubricating oil, which then mixes with the condensing liquid. The result of this is a viscous acid condensate, which – if it gets into the system – can cause erosion, corrosion and component failure.

The solution to these issues is to use an air dryer to remove water vapour from the compressed air. In rail settings, two types of air dryers have predominated – desiccant dryers and membrane dryers. However, neither is ideal. Fortunately, a new solution – adsorbent media tube (AMT) technology – now looks set to change things.

The search for perfection With the provision of compressed air vital to so many rail functions, and with both revenue and safety at stake, the industry has long sought the perfect air dryer for rail applications. Both membrane and desiccant dryers have their advantages, but also their drawbacks.

The key components of membrane dryers are semipermeable polymeric fibres, each about the thickness of a human hair, that allow water vapour (as a fast gas) to pass directly through the membrane and into the atmosphere. This is a continuous action, so there is no cycling, pressure change or maintenance involved.

Further advantages of membrane dryers are that they do

not produce dust, do not need an external power source and are lighter than desiccant dryers.

However, the membranes in such dryers are very fragile and prone to breakage and contamination. If a single fibre breaks within the membrane, others swiftly follow and the results can be catastrophic. Therefore challenging environments, such as rail where vibration, compressor stop starts, extremes of temperature and chemical contamination are all common hazards, often lead to early failure. Most membrane dryers in rail applications have a life span of between four and 24 months, and must be constantly monitored.

Desiccant dryers are more restrictive than membrane dryers in terms of installation; they should be installed vertically, since horizontal placement often leads to bypass. Desiccant dryers use columns, filled with adsorbent beads, to adsorb moisture. The beads are generally made of an adsorbent material mixed with a clay binder, which adsorb contaminants and moisture as the air is pushed through them.

However, these beads tend to degrade, particularly in environments – such as rail settings – where shock and vibration are commonplace. Despite being tightly packed in their columns, desiccant beads can rub together, causing dust that may contaminate the surrounding air and downstream equipment. Channelling, attrition, compromised performance and by-pass can also occur.

Desiccant air dyers have a life span of between six and 36 months. Replacement is often a two-person job and can cause considerable downtime.

A breath of fresh air The introduction (by IMI Precision Engineering and product brand IMI Norgren) of a patented air dryer based on AMT technology, specifically designed for rail settings and amenable to customisation, has given rail operators a revolutionary new way of tackling the problems inherent in compressed air drying. This new approach uses AMT tubes, typically 2mm in diameter with a 0.9mm bore, which comprise around 80 per cent adsorbent material, blended with a durable, non-adsorbent binder such as polyether sulphone (PES). There is no clay component, so unlike conventional desiccant air dryers, these dyers do not generate dust.

The AMT is extruded in a water bath and is completely resistant to bulk water. The practical advantage of this is that if the tube becomes saturated in use, there is no by-product or chemical reaction; the tubes are simply dried during purging and return to their original state. The structure of AMT maximises the permeability and surface area of the adsorbent crystals, which in turn maximises the number of active sites. It shows low mass transfer resistance, so compressed air can easily permeate the structure, and offers very low pressure losses.

An AMT air dryer reduces the dew point to below

20 per cent relative humidity, preventing condensate from reaching downstream applications, whatever the operating conditions.

Indeed, having been vibration tested to EN61373:2010 and able to operate at temperatures between minus 40°C and 80°C, the AMT air dryer is robust enough to cope with almost anything that life on the rails can throw at it.

The finer details The adsorption and desorption kinetics of AMT are faster than those of conventional materials, and in situ the dryer’s drains are electrically operated during every purge cycle, which gives super-fast regeneration. The dryers can also be customised to a high degree, depending on the environment and intended use. For example, twin AMT systems, in which two columns of AMT work simultaneously, are available for heavy duty use, and can be sited in a variety of ways, including with each column at a different location. Various elements within the dryer can also be customised, these include diffusers and filtration options.

Perhaps most impressively, the unit performance does not degrade over time, and has an impressive, maintenance-free, life span of up to six years, or 18,000 operating hours, in most applications. It has a lower cost of ownership than the traditional alternatives, and unlike those options it does not require regular servicing.

Combining the advantages of both membrane and desiccant dryers with levels of reliability and durability that were unattainable, AMT is an innovative technology operating efficiently to new levels.

IMI Norgren is one of a portfolio of flagship product brands under IMI Precision Engineering, which rebranded from Norgren in 2015.

www.imi-precision.com 23

Innovation

European Patent 1697 196

The new Unitary Patent system With the new Unitary Patent system due to be launched in 2017, patent attorney Rosie Hardy explains what it entails, how it sits alongside existing schemes, and the impact of possible Brexit

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

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eviating from the usual Patent of the Month, it might be timely to shed some light on the incoming Unitary Patent package for the European Union. The new Unitary Patent package promises many benefits to businesses in the rail sector.

When launched in 2017, the Unitary Patent package will allow businesses to protect innovation with a single patent that has a unitary effect across most of the European Union and any patent litigation will take place in a single, unified court. This single patent right will be called the Unitary Patent and the court will be known as the Unified Patent Court.

Given that the European Union has the largest market in the world and is responsible for 20 per cent of Gross World Product (GWP) covering 500 million people, a Unitary Patent will be a commercially-valuable monopoly.

It will ring-fence innovation across the majority of the European Union for up to 20 years. With a Unitary Patent, a business will be able to control its innovation through sales and/or licensing agreements to build a market share and restrict its competitors.

Explaining the patent options At present, there are three different types of patent protection available in Europe. A traditional European Patent provides a bundle of national patent rights in up to 38 different states across Europe and the wider region.

National patents are available per state. Utility Models are a short-term type of patent available in certain states such as Germany and France. These patent rights can only be enforced in the National Patent Courts within each state.

When the new system comes into effect, Unitary Patents will sit alongside these existing patent rights, thereby providing even greater flexibility.

The Unitary Patent will be available from the European Patent Office (EPO) using the current European patent application procedure. When the European Patent Office is ready to grant a patent, the owner will have to elect for a traditional European Patent and/or a new Unitary Patent. The election can be tailored to suit the required

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patent coverage and budget available. The proposed renewal fees and translation requirements for the Unitary Patent will mean it is a cheaper option for businesses that require patent protection in several European Union states. However, for businesses that only seek patent protection in two or three states, the traditional European Patent may be preferred. Depending on the key markets and location of competitors, a mixed approach may be sensible and professional advice should be sought in order to implement the correct strategy.

The Unified Patent Court The Unified Patent Court is intended to provide a simpler and more cost-effective enforcement of patent rights throughout Europe. It will consider the infringement and validity of a Unitary Patent. For patent owners, this court will be able to award pan-European damages for patent infringement of a Unitary Patent. In direct contrast, competitors may be able to centrally attack a Unitary Patent. Subsequently, pan-European patent protection will be lost if the Unified Patent Court finds the Unitary Patent is invalid.

After a transitional period, the Unified Patent Court will also decide on the infringement and validity of traditional European Patents in Unitary Patent states. This means that the new system will have a direct effect on existing European patent rights and pending European patent applications. However, a patent owner can choose to opt-out if they still want their European Patents to be enforced in the National Courts of a specific state.

The UK is a key signatory to the new Unitary Patent package and will host a branch of the Unified Patent Court specialising in chemistry and pharmaceuticals. So, regardless of the Brexit debate, UK businesses should be confident in our participation in the new system and the benefits they can derive as a result. They should, therefore, start to prepare now to ensure they acquire the most appropriate patent protection and decide if they want their existing European Patents to be opted out of Unified Court System or not.

STRATEGY

growth – these questions and many more have to be tackled, and without doubt getting to the right answer on these issues is complex. We have also looked at the sectors – how the networks are performing and how they will cope with the demands placed on them in the future.

The evidence gathered is now being collated and analysed. Academic research is also underway by the Infrastructure Transitions Research Consortium (ITRC), led by the University of Oxford, and will form part of the evidence base, along with other economic and environmental analysis.

National Needs Assessment - update

After gathering evidence from hundreds of organisations and individuals across the UK, NNA chairman Sir JOHN ARMITT ponders on what we have learned about our infrastructure needs and what happens next Above Sir John Armitt, NNA Chairman, National Infrastructure Commissioner and President of ICE

I

n September last year a coalition of business, industry, environment and academic leaders united to undertake an independent evidence based needs assessment for the UK – known as the NNA. We had a vision, a common goal – to better inform critical, long-term decision making on infrastructure, and facilitate choices that are strategic.

Seven months later, a nationwide call for evidence has been launched and a series of evidence gathering events and workshops have taken place right across the UK. Well over 400 organisations and individuals from across industry, business, environment, economic, academic communities and more, have engaged with the NNA and contributed evidence during this process. 600 people from the wider built environment, legal, political and professional services, and members of the public, have also engaged and shared views via Twitter.

The response has been huge, and has provided us with a wealth of evidence and expertise. I am delighted the NNA has been embraced in this way.

Fresh approach I believe the collaborative nature of the project has played a part, creating real a sense of excitement. A group of very different organisations working together – ultimately to benefit society, grow the economy and drive the shift to a low carbon future. The approach feels fresh, like we have broken down the silo mentality for the common good. This has come across in all of the evidence gathering sessions.

These sessions have really got to the heart of core factors that will impact on our future infrastructure needs in the next 35 years. Devolution, affordability, public acceptability, climate change and meeting our environmental obligations, new technology, population

Recurring themes Clearly it is too soon to make recommendations, however our observations from both the evidence gathering events and written evidence, show three recurring themes.

Firstly, there is a strong sense that we need leaders who can operate on a local level – understanding and championing local infrastructure needs – but also grasp the bigger picture; our nation’s strategic needs.

As devolution gathers pace, it will of course throw up challenges and opportunities and the issue of leadership will be at the centre of the debate.

Secondly, future technology will have a significant role to play in the way we deliver and use infrastructure. It is – by its nature – hard to predict, but we need to get on the front foot providing flexible and adaptable infrastructure which can both accommodate and benefit from technology changes. The broad view is that we simply cannot afford not to.

Last but not least, the interdependent and vulnerable nature of our infrastructure systems. The way the sectors interrelate is still largely misunderstood or unappreciated, and there are questions that keep coming up and need answering. For example, how will autonomous transport impact on the energy sector?

Energy is without doubt our most vital network due to the role it plays in ensuring all the other networks – transport, water, waste and ICT – function effectively and can meet future demand. With capacity margins reducing is it possible to deliver ambitious plans across other sectors, if we have not yet addressed our energy issues?

The situation is similar for digital infrastructure, it already underpins many other key infrastructure services we rely on and this will only increase – the infrastructure industry is only really at the start of a digital revolution.

I look forward to exploring these and other areas over the coming months – and ascertaining through the evidence we have garnered, how they are likely to impact on our future needs.

Our conclusions will be published in the autumn, and the work will also be shared with the National Infrastructure Commission, to support its own needs analysis.

This viewpoint first appeared on the Institution of Civil Engineers’ Infrastructure Blog: www.ice.org.uk/mediaand-policy/the-infrastructure-blog

25

SECURITY

The secrets of

cybersecurity T

VALENTIN GAPANOVICH, senior vice president, Russian Railways, EFIM ROZENBERG, first deputy director general, NIIAS JSC and SERGEY GORDEYCHIK, deputy CTO, Kaspersky Lab, discuss a mission-centric approach to cybersecurity for computer-based railway signalling and interlocking systems

he use of computer-based systems requires digital wire and radio communication systems supporting the TCP/IP protocol to be used on a mass scale. However, since such systems are based on standard system and application software and network protocols they inherit the security problems of the underlying standard components.

Are current systems secure?

A detailed analysis of the security status of widely used ICS/SCADA systems, including RSI CBCS (https:// blog.kaspersky.com/train-hack/10946/), has identified weaknesses and vulnerabilities, which enables cybercriminals and state-sponsored threat actors to not only degrade the key reliability parameters and bypass functional safety mechanisms, but also to carry out attacks, which directly affect rail traffic safety. Remarkably, these systems meet all of the relevant IT security and functional safety requirements and have all the required international, national and industry certificates.

Most industry-wide and international security standards, such as BS EN 50128:2011 and BS EN 50129:2004, aim primarily to ensure reliability and share the IEC 61508 paradigm with regard to reducing the number of random dangerous failures. Although these objectives clearly overlap with those of cybersecurity, the fact that threat models underlying these standards do not account for cyberthreats means that these standards cannot be used as exhaustive guidelines. Some overall ICS/SCADA security requirements are provided in the NIST and IEC documents (such as IEC 62443/ANSI 99).

However, the document is based on the familiar concept of providing the ‘integrity’, ‘availability’ and ‘confidentiality’ of information, while the goal of protecting the RSI CBCS is rail traffic safety.

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Developing a mission centric approach To address this discrepancy, we suggest to use missioncentric approach and to define cybersecurity as the process of ensuring the operation of RSI CBCS in which dangerous failures and inadmissible damage are ruled out, and a given level of economic efficiency, functional safety and reliability is provided in the event of intentional negative anthropogenic IT-related impact directed at RSI CBCS components.

In the process of developing this concept as part of addressing the issue of RSI CBCS cybersecurity, we suggest using the methodology borrowed from three disciplines: rail traffic safety (industrial security), functional safety, and IT security.

The main advantages of this approach include the ability to integrate cybersecurity into existing RSI CBCS design, development and implementation processes without having to give up proven approaches and solutions. The table opposite shows some methods

that can be taken from the above three disciplines and the ways in which they can be used to provide the cybersecurity of such hardware.

Discipline CHART ONE Traffic safety

Methodologies used Safety requirements

Required CBCS functionality Functional safety Risk analysis methodology and reliability theory Methods of proving safety properties

Protection tool effectiveness evaluation IT security Threat modelling methodology

Security analysis methodology

Security processes, tools and mechanisms

Protection tool effectiveness evaluation

Build a strong foundation Correctly defining threats is the foundation of security.

From the cybersecurity viewpoint, there are three main classes of threats to RSI CBCS: • breaches of train movement safety • reduced freight efficiency due to factors affecting track capacity and freight carrying capacity, as well as other economic efficiency parameters and • other breaches of functional safety and reliability that indirectly affect traffic safety and freight efficiency.

This approach to address CBCS cybersecurity enables an aggregated threat model to be built based on the traffic safety and functional safety requirements applied to this class of systems. As an example, consider an aggregated threat model for a computer-based interlocking (CBI) system using requirements set out in the railway technical

operation rules. Based on the properties of other systems, the list of threats should certainly be extended.

Threats that lead to breaches in rail traffic safety are usually the most difficult to put into practice and require the greatest amount of effort from the attacker. To achieve a result, an attacker needs to bypass the functional safety mechanisms implemented in the CBI. However, if this is possible, an attacker can: • set a less restrictive signal light (eg a green entry signal for a segment with track divergence on switches) • change a signal light to a clear aspect for an inadmissible route (a route with blocked segments or incorrect switch positions) • operate a switch with a train passing over it, or • set conflicting routes etc.

Modelling the threat To build a consistent cyberthreat model, attack (access) vectors should be identified, ie the points and objectives of a potential attacker’s actions at each phase of an attack. The figure below is a diagram of a CBI model showing possible attack vectors. It can be seen in the diagram that an attack is usually possible where there is an external interface that enables an attacker to manipulate the attack target.

Attacks in details Attacks can be conducted either locally or remotely.

The ability to carry out the former type of attack often depends on the technical implementation of the interface through which an attack is carried out. For example,

Chart key WD OC CP/CPU IPU

YW

IG EMW

CTC

CM ABS CBI

DN

Wayside devices Object controller(s) Central Processing Unit Interlocking processing unit Yardmaster’s workstation Integration gateway Electrical mechanic’s workstation Centralised traffic control Centralised monitoring Automatic block system Computer-based interlocking Data networks

27

SECURITY

for vector 1, a threat model usually accounts for a local vector enabling an attacker to apply power to a signal light or switch motor by gaining physical access to the cable connecting the OC with wayside devices. However, if radio control systems are used to control wayside devices, a remote attack can be carried out.

Implementing threats of the ‘breach of traffic safety’ class via vectors 4, 4’, 5, 5’ and 3, which are the easiest to put into practice, takes considerable skill on the part of an attacker, because they require consecutive bypassing of the security mechanisms of IG, CP/CPU, IPU and OC. On the one hand, CP/CPU and IPU as a rule implement mechanisms of integrity control and protection against unauthorised interlocking logic modification, which reduce the chances of an attack being carried out successfully.

On the other hand, if an attack on communication channels connecting wayside devices, OC and CP/CPU via vector 1 or 2, ie by manipulating data or carrying out a man-in-the-middle attack, is possible, it significantly facilitates the task faced by attackers.

The efficiency of rail transport operations can be reduced, for example by displaying incorrect train positions on the yardmaster’s workstation via vector 3 by manipulating the network protocol between the yardmaster’s workstation and CP/CPU, provided that it has suitable vulnerabilities.

Putting this threat into practice via other vectors would require a multiple-stage attack. The first step could be to compromise the yardmaster’s workstation or electrical mechanic’s workstation via vector 4 or the integration gateway via vectors 5 and 5’.

A breach of device functional safety and reliability can be implemented, among other methods, through temporarily putting the CBI out of operation by carrying out an attack via vectors 4, 4’, 5, 5’ and 3. An attack of this kind could take advantage of vulnerabilities in the operating system on the electrical mechanic’s workstation (eg unpatched software or outdated operating system, such as Windows 2000/XP), in CBI application software, simple passwords used in the operating system, etc. Attacks on communication

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channels and network protocols can also be carried out by reducing communication channel bandwidth (flood), introducing false routes (eg ARP Spoofing), etc. Most of these attacks can be carried out using general-purpose malware designed to infect Windows OS. To carry out an attack via vectors 4 and 4’, an attacker can use social engineering methods, getting an operator to connect an infected USB drive to the workstation or perform actions that will put the system out of operation. To carry out an attack via vectors 5 and 5’, an attacker will first need to break through the integration gateway’s security mechanisms, if this component is present on the system and has built-in security features.

Conclusion The approach described here, which is based on modelling threats using a CBCS model, helps to identify the most likely attack vectors, the security mechanisms that can block such attacks and the system’s weakest components from the cybersecurity viewpoint. Using mathematical models and simulation can help to significantly expand the threat model, helping to optimise the analysis of security and risks of cybersecurity breaches and to make and validate the choice of protection tools.

Defining cybersecurity through the disciplines of traffic safety, functional safety and IT security helps to account for the ways in which the industry operates and assess any negative impact in terms of failures and reliability theory. This in turn can make it possible to integrate cybersecurity-related processes into existing train safety and rail operation efficiency processes.

Valentin Gapanovich is senior vice president, Russian Railways

Efim Rozenberg is first deputy director general, NIIAS JSC - Russia’s leading research and design institute for railway transport traffic control and safety systems

Sergey Gordeychik is deputy CTO, Kaspersky Lab

NEWS I Appointments Ian Galbraith to head up Mott MacDonald’s eastern operations l Mott MacDonald has appointed Ian Galbraith as managing director for Asia-Pacific and Australasia. Based in Singapore, Ian will be responsible for the consultancy’s operations and strategic management across the regions. He succeeds Kevin Dixon who has retired from the company after 33 years’ service.

Ian joined the consultancy in 2002 and has managed operations in sixteen countries across Europe, Russia and Africa as well as playing a key role in all aspects of the negotiation and integration of a number of company acquisitions. Most recently he served for two years as development director for Mott MacDonald’s UK, Europe and Africa operations.

The consultancy has been involved in major infrastructure projects such as Singapore’s first mass rapid transit line, Hong Kong International Airport, Adelaide Oval and Thailand’s first utilityscale wind farm.

Ian has a master’s degree in project management, as well as a bachelor’s in quantity surveying. He is also a member of the Royal Institute of Chartered Surveyors.

François Gauthey appointed Eurotunnel deputy CEO l François Gauthey, who until 2 May 2016 was chief operating officer in charge of corporate services at Groupe Eurotunnel SE, has taken up the post of deputy chief executive officer.

Gauthey joined Groupe Eurotunnel in September 2015 having spent the previous eight years as senior director in the SANEF Group. Before that, he had been an advisor to ex French Prime Minister, Jean-Pierre Raffarin, with responsibility for infrastructure, transport and housing and then chief of staff in the Ministry for Transport and the Sea. He has also spent eight years working at Aéroports de Paris and a further period at the Voies Navigables de France (French waterways) before moving to SANEF.

Chris Carson to drive metro performance

Siemens MD becomes industry chair of RSG

l Tyne and Wear Metro has appointed Chris Carson as operations director, with a brief to lead service delivery and performance.

Chris, who brings more than 20 years’ experience in the rail industry to DB Regio Tyne and Wear, will be responsible for Metro’s day-to-day operations, train performance and long term service and delivery planning. A key focus will be driving improvement in Metro train performance, and ways to enhance employee and customer engagement.

Chris started his working life in the Army, then after a brief period working in the shipyards on the Tyne, he took his first job in the rail industry as a signaller based at Monkwearmouth Signal Box. During his career he has held management roles for rail infrastructure and rail operating companies including British Rail, Railtrack, Network Rail, Channel Tunnel Rail Link, East Coast Trains. His most recent post was head of business change at Virgin Trains.

l Gordon Wakeford has been appointed interim industry chair of the Rail Supply Group (RSG).

Gordon is managing director, Mobility Division, for Siemens where he has been responsible for leading the company’s rail systems, rail automation, rail electrification and traffic solutions businesses in the UK. He is also chairman of the Railway Industry Association (RIA).

Gordon joins the RSG at an exciting time for the railway industry with usage and investment at unprecedented levels, and will lead the RSG Council and the supply chain in ambitious aims to increase innovation, enhance productivity, grow skills and develop export markets.

Gordon said: “My first task will be to ensure that we maintain the momentum achieved post the launch of our Fast Track to the Future strategy. It is essential that we get down to the business of delivering the main strategic work streams and continue to build links across the industry ensuring alignment with the railway trade organisations, especially RIA, of which I am also Chairman.”

New partner in transport law practice l Global law firm Dentons has recruited David Moore as a partner in the London Energy, Transport and Infrastructure (ETI) practice.

A highly regarded infrastructure lawyer with specialist expertise in the transport sector, David joins from Clyde & Co where he was appointed a partner in 2012, having previously been a partner at Herbert Smith. His experience includes advising both private and public sector clients in the rail, roads and ports sectors, with a particular focus on the UK, Middle East and Africa markets.

Jeremy Cohen, Dentons CEO for the UK, Middle East and Africa region, comments: “ I am delighted to welcome a partner of David’s calibre to the team. Investment in transport and infrastructure is set to grow significantly in the UK, so this is the right time for us to enhance yet further our practice, which already occupies a very well-established position in the market. “

New technical director for RSSB l Chris Lawrence has been appointed technical director at RSSB. He comes from WSP | Parsons Brinckerhoff where he is director and rail technical sector head.

Chris, a chartered engineer with over 30 years’ experience, previously worked for Arup where he held a number of senior rail positions in the UK and overseas.

The new role will support RSSB’s wholesystem perspective of technology as well as underpin its reputation for technical excellence by ensuring it has the right skills for today and tomorrow’s railway.

RSSB chief executive Chris Fenton said: “Chris brings a true cross-system perspective and a wealth of experience. The industry faces major challenges to deliver and technology will play a vital role, so it’s essential we have the appropriate skills to best provide the expertise and knowledge for the future.”

29

SECURITY

An ear to the

ground

With security increasingly critical to safe and efficient rail operations, PETER DERRY considers the benefits of distributed acoustic sensing (DAS), the ease with which it could be implemented and the potential risks

Below Peter Derry, innovations director at Interserve

30

T

he detection of sound isn’t a property you would immediately associate with fibre optic cables. Yet the same cables that are transmitting our emails and telephone calls around the world can also be used as an early warning system that listens for potential threats or disruptions.

It sounds futuristic, but the concept behind distributed acoustic sensing is actually quite simple.

Optical fibres carry pulses of light from one end to the other. If a disturbance occurs – say, for example, an object landing near the fibre optic cable – the vibrations

will cause disruptions within those pulses of light which, with the right monitoring device in place, can be analysed to determine the strength, nature and location of the disturbance.

The technique can be extremely accurate.

Configured correctly, it can pick up something as insignificant as a footprint, and with the proper monitoring can even differentiate between a human and an animal – a prospect of great significance when it comes to security. Distributed acoustic sensing (DAS) could also be used to monitor for potential defects

Bright prospects

in vehicles and machinery; picking up tiny changes in engine noise levels that could signify a defect or imminent failure.

The technology is already being used to protect assets worldwide, most notably in the oil and gas industry where operators deploy DAS to protect long, deserted and difficult to police stretches of pipeline. The similarities with the rail sector, where operators are responsible for thousands of kilometres of track and vast amounts of rolling stock, are clear. So could this nascent technology be the next big thing for the industry?

Distributed acoustic sensing certainly has a great deal of potential as a rail solution, not least because a large portion of the infrastructure it requires is already in place.

Fibre optic cables are often laid alongside railway tracks, in depots and close to other assets. Transforming this existing infrastructure into a usable DAS system would simply involve setting up monitoring devices in optimum places along the line, and making sure they are configured correctly to capture any disturbances.

As for areas where the required infrastructure is not yet in place, laying dedicated cables could still prove a more cost-effective means of protecting rail assets than other, more expensive systems currently in use – most notably in terms of the distances that DAS systems can monitor effectively. The investment required to install DAS would be significant, but still viable relative to the value of the assets requiring protection.

Thanks to advances in digital technologies, DAS would complement rather than replace other monitoring techniques. We can now combine and analyse information from a variety of live stream sources.

By using DAS to monitor depots and lengthy stretches of track, patrolling security teams could be restructured to act as rapid response taskforces. Equipped with real time camera devices, these operatives would be deployed to investigate any disturbances detected by the system and transmit a live stream of visual information back to a centrally located hub. This central control centre would then assess the visual evidence alongside the data received from the DAS cables to determine the level of risk and, if deemed sufficiently serious, coordinate the deployment of additional resources.

DAS could prove a boon for the protection of line-side services. The number of metal thefts from railways has decreased rapidly during recent years, largely thanks to the 2013 Scrap Metal Dealers Act, but track side location cabinets and REBs (relocatable equipment buildings), which house vital signalling, telecommunications and power equipment, remain vulnerable to vandalism, sabotage and even terrorist attack.

Looking beyond the security sphere, DAS could be used to inform planned and reactive maintenance programmes – for example, by alerting teams to the change in vibration caused by wheel flats – as well as offering safety applications. DAS is already being employed as an early warning system for rock falls along the landslide prone Glasgow-Oban line. With Britain’s stormy weather reported to be on the rise, distributed acoustic sensing’s ability to detect fallen objects such as tree branches could become increasingly important.

31

SECURITY

Setting the parameters As with many new technologies there are a number of caveats to keep in mind.

The technology is extremely sensitive and can pick up the lightest of vibrations and movements. Disturbance events are likely to be detected regularly. To avoid wasting resources and time, rigorous systems need to be put in place to ensure that the number of false alarms is kept to a minimum.

Partly this is about configuring the technology correctly. Warning alerts need to be calibrated so that, for example, a fox running along a track is not highlighted as a potential threat. Of course, it can be difficult to differentiate between wildlife and human activity. This is where using multiple information sources and training becomes important.

Monitoring teams need to be able to interpret patterns in the data and make an informed decision based on an assessment of all the information at their disposal; generally speaking, frequent events such as heavy traffic passing along a carriageway close to a rail line will have a recognisable vibration signature and can thus be discounted as a threat.

The technology is only as good as the response of the monitoring teams. With alerts being generated in real-

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time, employees need to be able to react quickly, night and day. It is no good using distributed acoustic sensing to detect vandalism if by the time security teams arrive on site the criminals are long gone. Likewise, different teams need to communicate with each other, with maintenance teams alerting monitors of any planned activity to avoid false alerts.

With great power...

Like most new digital technologies, DAS systems will generate huge amounts of sensitive information – all of which will need to be securely stored.

We are now much more alert to the issue of cybersecurity, and as our thinking on this subject evolves businesses will be in a much better position to protect their data. At Interserve, we are accredited to ISO27001 information security standard. This is a good first step but organisations will need specific protocols in place to safely hold the database of information created by DAS. With the potential to inform criminal prosecutions, it will be crucial to ensure that the data is stored in a standardised way and is of sufficient quality that it can be used and understood by a variety of different parties – whether legal teams or police officers. We are also looking at developing a dashboard system that would facilitate

access to the information on a section by section basis for approved users.

Perhaps most tantalising, is the potential to use the data not just to identify current disturbances but predict future ones. With advances in analytics, teams will be able to distinguish activity hotspots and address any gaps in the security provision at the most vulnerable locations.

A word of caution So why is the rail sector not rushing to embrace this seemingly miraculous technology?

Distributed acoustic sensing is in use by Deutsche Bahn and in the United States, and there have been some trials across the UK – but not to the extent one might expect.

Partly this is due to past limitations of the technology.

Until recently, it remained a challenge to achieve bandwidth capable of handling such large quantities of real-time data at the speeds required to be effective. The technology has now caught up and, with the costs of live streaming falling, has become much more competitive.

There is also an element of the fear of the unknown. DAS requires unfamiliar technologies and new ways of working. Understandably, operators and

their supply chain are not always willing to make an initial up-front investment on unproven technologies, even if the long-term benefits could and probably will be significant.

In the field of security, service providers face high employee turnover rates that present difficulties when it comes to investing in the training needed to make DAS effective. Providers need to be able to invest in their employees and know that they will retain that expertise within the business.

Looking forward Distributed acoustic sensing is not a ‘fire and forget’ solution. It will require the commitment and investment of transport operators and their support partners as well as a crucial willingness to try something new. There will of course be teething issues as the parameters for monitoring are fine-tuned and teams receive training to be able to interpret and correctly categorise the data.

The potential, however, is massive, and it is clear from other industries that this technology can be used effectively. As the capacity of Britain’s railways continues to expand to meet rising demand, distributed acoustic sensing could provide a cost-effective means of monitoring our growing railways.

33

SECURITY

Spotting the terrorist threat Colin Evans, COO of Digital Barriers, outlines the measures rail companies can take to protect their passengers without reducing station throughput

I

Below Colin Evans, COO of Digital Barriers

34

n light of recent events in Egypt, Paris and Brussels our busiest railway stations must be considered an attractive target for a terrorist attack. Yet station staff don’t have the luxury of demanding the level and inconvenience of security measures that is commonplace within airports. So how are they addressing the issues without jeopardising the efficiency of their operations?

It’s a major challenge for security personnel at any large scale rail mass transit hub: how to effectively screen people for concealed weapons and explosives whilst maintaining a good passenger experience. It is both impractical and undesirable to use an airport style security solution whereby every passenger has to enter an x-ray scanner due to the congestion this would cause and disruption to free movement around the station.

However, as highlighted by the 2015 Thalys train attack, the 2004 Madrid bombings and even the 7/7 London bombings, this state of affairs has led terrorists to view rail infrastructure as a soft target.

It is important to counter this perception by outlining some of the technologies that are available and already in use at stations to protect rail passengers and staff. Not all security measures have to be visible but it is important that users retain a high degree of trust that systems are in place to deliver them to their destination safely and securely.

Passive screening technologies Recent security incidents have highlighted the growing danger of person-borne threats, typically hidden weapons and explosives. This includes metal and non-metal objects such as plastics, liquids, ceramics etc – indeed anything that could be considered an offensive weapon and that your typical rail user would be unlikely to be carrying.

Screening for such items within large rail terminals presents unique challenges because of the sheer area encompassed by the hub and the passenger flow, not just in terms of numbers but also from the multiple routes that passengers can take from entering the hub to boarding a train. However, there are natural screening points or pinch points throughout a rail hub that can be utilised, giving the ability to screen passengers multiple times prior to boarding. For example, entrance ways, ticket offices, passenger information screens, turnstiles and gates. At such points it is relatively easy to introduce a passive screening technology that alerts station security staff to any passengers of interest that could warrant further investigation. For example, the compact and mobile ThruVis can screen people at a distance of up to 15m in real time. It can be invisible to the public and has minimal impact on station throughput as it does not require passengers to slow down any more than they already are doing when passing through such entrance points.

Whilst there is much confusion in the mainstream media, passive screening technologies come without the public health implications of active systems such as X-rays. They don’t require a dedicated security area to be set-up and they also carry the added benefit of bringing an element of unpredictability to when and where an individual can expect to be screened. After all with up to 57,000 people an hour passing through our busiest train stations, crowds gather everywhere, not just on the platform. Some of the UK’s most popular train stations are also retail and leisure destinations in their own right. Therefore we need station security staff to be alerted to any potential security threats from the moment people enter the terminal doors, not just when they are about to board a train. This type of technology is also proven having been deployed in multiple countries around the world.

Increasing security and reducing response times Security personnel require accurate information quickly in order to make the correct decisions and initiate the appropriate response to alerts. Yet it is rare for security staff on the ground to sit in front of a video or computer screen. After all, while there are advantages to deploying screening technologies covertly, it is more reassuring to passengers if the guards themselves have a visible presence on the concourse.

For this reason, we are increasingly seeing the outputs from cameras, body screening devices and other security

apparel streamed live to team members’ mobiles and tablets on demand in real time. We are also seeing the increased use of analytics to assist rapid object recognition and alerting for security staff. For example, if the analytics software detects a known shape, such as that of a gun or suicide vest it will highlight it on the screen. This has been shown to reduce operator fatigue and minimise the chances of missed detections, which in certain scenarios could mean the difference between life and death.

In such situations the ability to see real time video from moving trains and public transport in general streamed to security personnel mobile devices or control rooms allow the correct response to be given if and when a situation occurs. Most video surveillance traditionally is static (fixed CCTV) and is therefore only really useful after the event but by deploying the latest real time video streaming solutions that work over cellular networks; security personnel can see what is going on in real time as if they were there.

The security measures deployed within rail stations cannot and should not be as overt or as intrusive as those we are accustomed to within airports. Nevertheless, there is no reason why the terminals themselves can’t be every bit as secure. With the right technology, cleverly deployed, it is possible to put the necessary protections in place without slowing down station throughput or negatively impacting upon the passenger experience.

35

SURVEYING - case study

Surveying California’s new high-speed rail route Transportation engineering company JL Patterson & Associates’ deployed a eBee RTK drone to survey a 30-mile rail corridor for the new California high-speed rail system.

The result: phenomenal data accuracy, completed the job in a quarter of the time of terrestrial surveying, and at half the cost of employing manned aerial services Above The drone launch

Below Marc Cañas, vice president of JLP

36

T

he California High-Speed Rail Authority is responsible for planning, designing, building and operating the first high-speed rail system in the United States. Due to be completed by 2029, this transportation project will connect the state’s so-called mega regions, enabling customers to travel from San Francisco to the Los Angeles basin in under three hours at speeds capable of exceeding 200 miles per hour.

In early 2015, the authority selected a consortium of firms to perform environmental and preliminary engineering work for the Burbank-Los Angeles-Anaheim section of the route. As part of this consortium, JL Patterson & Associates (JLP) was tasked with the engineering design work required to support the preparation of the Record of Decision/Notice of Determination (ROD/NOD) with a deadline of December 2017. This meant having preliminary engineering work completed by early 2016.

The challenge For the Los Angeles to Anaheim corridor, there was zero surveying data available. There were also a host of issues that would make mapping this corridor using ground-based surveying techniques both timeconsuming and problematic.

For starters, the corridor in question — measuring 30 miles (48 km) long by 1,500 feet (457 m) wide — is situated in an active railroad corridor that carries up to 100 trains per day.

“Traditional surveying would have required lengthy permits to access the railroad right-of-way and constant interruptions due to train traffic,” explains Marc Cañas, vice president of JLP. “The original plan was actually to use conventional aerial mapping, via a manned flight, however the mapping firm wanted eight to ten weeks to fly and process the data. Since our team didn’t have the luxury of time, we turned instead to the eBee RTK.”

Previous to flying the eBee RTK, JLP had experimented with recreational drones and small scale eBee flights. “We had some very limited experience using the eBee on another railroad project, and a recreational quadcopter, but never with the eBee RTK UAV,” says Cañas. “We chose the eBee RTK because it offered the professional quality and survey-grade accuracy we were looking for and it is very compact, making it extremely portable — we can be on site and flying within a matter of minutes, without the need for complicated launching systems. Plus, the safety of the vehicle was important to us, so the software’s geofencing feature was a must for our projects. With this eMotion program we could plan our missions ahead of time and execute them with confidence.”

Trial, plan, execute Although JLP owns two eBee RTK aircraft, its team was only able to fly one at a time due to FAA regulations.

“We started by conducting several trial and error runs,” Cañas explains, “after which we decided to create a series of 1,500 by 5,200 foot flight polygon areas with overlapping areas of approximately 300 feet, which we used to set our ground control points (GCPs). Our initial trials showed that this approach would fit our corridor objective while allowing us to optimise our time in the field.”

JLP’s team used the drone’s eMotion software to set a 3.6 cm per pixel ground resolution. This figure was chosen to ensure a high-quality ortho aerial while staying below the 400 foot ATO maximum elevation set by the FAA. “We also specified a 69 per cent by 69 per cent

image overlap. This yielded enough overlap for our urban environment but still kept flight times within safe battery levels,” Cañas adds.

The team’s flight planning in eMotion also incorporated elevation data in order to ensure flights remained at a consistent altitude above the ground.

“We used improved SRTM data when planning our missions because we chose to do a series of individual flights and tile them as opposed to merging several flights. We felt this would offer the best results for the change in ground elevation from the beginning to the end of our project limits,” Cañas says.

Emotion screen capture “One of our biggest challenges came from finding suitable takeoff and landing sites,” says Cañas. “We would plan the flights in the office and what looked to be great sites ended up being obstructed by overhead wires or street lights, or even buildings that were not in the Google Maps image yet but were there when we arrived to the site.

100 per cent of our project lies within a heavily urban environment. That was challenging in itself. We learned to land in areas that you would never think of, except that necessity drove us to make it work and we did!”

The project’s overlapping flight zones contained 82 GCPs in all. Why were these control points used if flying an RTK drone? Marc explains that: “In our environment we couldn’t solely rely on the virtual RTK network. There were areas where the RTK would drop out so that posed a problem. Additionally, as far as we and the owner knew, RTK UAV technology had not, at the time, been used on

Left Emotion screen capture

37

SURVEYING - case study

this scale and for this type of application, so setting GCPs just gave us extra confidence. As we progress with more and more flights and our virtual RTK network, and we further prove the technology onboard the eBee, I can see these GCPs being eliminated.”

The GCPs were painted in place two weeks before the flights took place, controlled using total stations and tied to the CAHSR control network (State Plane coordinate system) the same week as the flights. “Because the entire project is in a heavily urban environment, almost all the GCPs were painted in the streets,” Cañas says. “That was a benefit as it made them easy to ID, however it was challenging for the field survey team because they had to work in busy traffic.”

To map the 30 mile corridor — an area of 61 square miles — JLP’s three drone staff flew 41 flights. These missions captured 11,800 images, with an average flight time of 28 minutes and average flight altitude of 200 feet.

“Each flight’s images took our other three staff between two and three hours to process in Pix4Dmapper Pro. After several iterations we found that we could queue up five instances of Pix4D and process simultaneously; any more than that would slow our processing computer down and just prolong the process,” Cañas notes.

Top Post flight screen shot Right Contour map of the Rio Hondo River

Taking results The efficiency achieved by JLP’s first ever large-scale UAV project surpassed its team’s expectations. Cañas explains: “We surveyed a dense urban corridor in less than a month. Had we used traditional surveying techniques this would have taken 18 weeks, more than four times as long, and had we used manned aircraft the cost would have been double.”

Not to mention that the quality and accuracy of the data JLP produced was, as Cañas says, phenomenal.

“We were able to collect ortho-rectified images at one and a half inches [3.8 cm] per pixel — twice the resolution of even the best manned aerial product — and the data models we produced show accuracies of down to one to two inches [2.5 – 5 cm] for both vertical and horizontal — the kind of accuracies you can only dream of with conventional aerial methods.”

Michelle Boehm, the Southern California director of High Speed Rail, echoed Cañas’ satisfaction in an interview with a local television station. “Ours is a project for the 21st century, employing 21st century technology, so we want to make sure that we do everything better, faster and more economically. We needed to obtain detailed mapping of our corridor, in quick time, and the eBee provided that for us.”

Since mapping its first rail corridor, JLP has put its eBee RTKs to work on a range of subsequent projects, achieving similarly impressive outcomes. “For example, we’ve flown two rail yards for CSX Railroad and five miles of coastal right-of-way for Southern California’s Commuter Rail System,” Cañas reports. “All these projects yielded the accuracy we were looking for and for a fraction of the cost of employing traditional methods.”

www.sensefly.com/drones/ebee-rtk.html 38

ENVIRONMENT - case study

turns back on and the HPG returns to recharging mode.

As a result, 24-hour power is efficiently provided, reducing costs as well as CO2 emissions.

Considering the neighbours

Intelligent hybrids Hybrid power units from Firefly help Crossrail meet sustainable energy targets and noise control requirements on the Anglia route

I

Top A temporary office powered by Firefly HPG overnight Above Hybrid power generation in situ alongside the tracks

n March 2014 Costain won the £150 million contract for Crossrail works between Stratford in east London and Shenfield in Essex. Site Coordinator, Keith Kirwan, who was also the sustainability champion for the project, was responsible for ensuring that Costain’s sustainability targets were met.

The scope of this commitment included working with industry to ensure that plant and equipment used on site was energy efficient and not contributing to air quality problems, minimising the impact on the environment and the community throughout construction, and embedding energy saving and emissions reduction in the rolling stock and station designs.

Keith recognised that hybrid power generation would help meet these targets and therefore specified this technology for the project. The hiring company, Speedy, recommended Firefly products and the specification was updated to include a Firefly hybrid power generation (HPG) unit at almost every site along the route.

Using its intelligence The Firefly solution integrates with the diesel generators on site. The diesel generator provides high-load power when required, while concurrently charging the batteries of the HPG. The HPG then intelligently detects when the diesel generator is powering a low-load, overnight for example, and turns the diesel generator off, enabling the power to be provided by the HPG. When the load increases again, the diesel generator

Noise pollution was also a consideration on this project.

A number of sites along the route were located close to residential buildings, so it was vital to provide power silently during the night. At the Gidea Park and two sites in Brentwood, for example, the temporary modular office buildings required temporary power until the sites were ready to use permanent power.

Diesel generators provided power during the day while construction work was being carried out, but Firefly’s Cygnus Three was initially employed to supply power between 7pm and 7am. This experiment provided Keith with a strong set of energy saving results.

Having taken advantage of Firefly’s GLOW RFM fleet management software and seeing the results of the Cygnus Three on the site next to Brentwood station’s car park, Keith wanted to optimise these savings. The site was therefore changed from a timer setting on the Cygnus Three to a load sensing set up, which increased savings from 50 per cent to 75 per cent.

On another site Keith opted for the latest unit in the Cygnus range, the Cygnus Four, which offered twice the power and storage capacity of a Cygnus Three. Its use continued until Costain was ready to switch to permanent power in Autumn 2015. This unit reduced the run time of the diesel generators by 77 per cent on this site.

Conclusion Commenting on his reasons for choosing Firefly and the hiring partner, Speedy, Keith said: “I had worked with Speedy before and they were explaining the benefits of the Fireflys. I was looking for a sustainable solution so I was keen to give the units in the Cygnus range a go when I heard about the impressive savings on fuel and carbon.

Our aim is to transition to permanent power quickly and efficiently, but whilst we work towards that, these hybrid power solutions support our sustainability requirements.”

Works on the Crossrail contract began in 2014 and will continue until 2018. Costain is working to upgrade tracks and overhead electrification equipment, increase train stabling capacity and improve turnback facilities. The aim is to provide passengers with quicker journeys, longer and higher capacity trains and new lifts for step free access. Firefly units have also been utilised on thirteen station sites along the route.

www.fireflycleanenergy.co.uk 39

MAINTENANCE

Using rail intelligence Prof ANDREW STARR reports on progress with AUTONOM, a project collaboratively run between Cranfield University and Network Rail that is researching an autonomous maintenance system combining asset health with planning, scheduling and an assessment of the costs

T

Below Andrew Starr, Professor of maintenance services, Through-Life Engineering Services Institute, Cranfield University

40

aking a planned maintenance approach on rail networks – keeping to the schedule rather than evidence of what’s happening to assets in reality – can lead to unnecessary work and service disruption. Approximately £850 million is spent each year on maintaining the British rail system, which needs to be optimised to increase reliability, safety and capacity. At the same time, unplanned maintenance due to failures that haven’t been anticipated also adds further disruption and cost.

The sensor technology to access real-time data from large and dispersed areas of assets has been available for a number of years. As has the big data analysis for making sense of the streams of information. What’s been missing has been the two working together and providing network operators with a reliable picture of what maintenance really needs doing, when, and how that works in terms of maximising efficiency within limits of available time and resources. AUTONOM (Integrated through-life support for high-value systems), a research project between Network Rail and Cranfield University, is providing the proof of what can be done with an autonomous maintenance system that joins up asset health with planning, scheduling and an assessment of the costs involved.

This kind of intelligent railway maintenance has significant advantages. The enhanced railway operation means reduced delays and an improved customer experience. There’s less need for maintenance staff to spend time on the tracks, so lower levels of risk and

fewer opportunities for human error. More efficiency in operations means both cost-savings and more energy efficiency. The approach puts maintenance in line with the Future Railway and Railway Technical Strategy vision of a highly automated, safer railway.

Developing AUTONOM The precise knowledge of the real-time location of trains carrying condition monitoring sensors is of paramount importance. The positional accuracy target of the UK future rail is within 2m. But a finer resolution is required for locating faults such as damage or missing parts. GPS systems on their own aren’t robust enough to provide reliable detail, and can provide poor data in tunnels and built-up areas.

The team has investigated integrated systems for location and maintenance systems, including new train camera based system and ‘location resolution algorithms’ that draw on data from different sources and crosscheck. There’s a related problem with the mix of both mobile and statics assets, all of which need monitoring, and we’ve been developing approaches for combining output from different types of sensors.

The AUTONOM system is based around a user dashboard, with feeds from the train sensor, a driver’s view, specific network location and data on any faults.

Faults are given a ranking from 1-5 (5 representing a critical fault, 4 a warning alert and 1-3 a healthy asset).

Data is fed into a business process optimisation system.

The cost equation The sheer number of needed interventions for maintenance means that some form of prioritisation is essential on the rail networks. Determining the cost effectiveness of condition monitoring for any industry is a complex problem. The cost of an intervention, compared to the benefits arising, can be estimated – using what is known as a ‘parametric’ cost estimation. Many industries do not require an exact calculation but rather an indication of the break-even point and probability that the breakeven point has been passed. This can provide important and timely information to support or automate decisionmaking in a timely and responsive fashion.

Using the combined information from data mining, schedule and cost information, asset managers can be supported in making their decisions on maintenance, able to make savings on budgets without any question of increasing risk. In general terms, the cost model used in the Network Rail case study looks at the maintenance fault type and data from the condition-monitoring to give an indication of whether the maintenance work is urgent or can be safely catalogued for later inspection.

Estimated maintenance activity costs (crew, materials, rate in terms of timing) plus costs from the denial of service (based on expected time needed for repairs and when these will be carried out, at peak time or offpeak). If the work can be safely delayed it allows for an optimisation process to look for the most cost-effective solution based on a prediction of maintenance cost.

Costs taken into account include: • Cost of condition monitoring equipment (sensors, utilities to power the sensors, any monitoring of the sensor equipment) • Analysis of delays in the UK rail industry and the fines structure that is used between operators and Network Rail • Analysis of the effect of planned versus unplanned maintenance

• D ifferent fault types (ie. rail cracking fault compared to a points failure) • S cheduling related issues (seasonal variations in cost, time-of-day variation in cost).

Above Demo dashboard display

Uncharted waters Government literature advises that where possible benefit and cost is assessed in purely financial terms – but there are currently no available guidelines on how to do this for a condition monitoring system. The potential and specific cost-savings from the approach are being assessed as part of the research. By the end of the project we will have built up a portfolio of techniques for examining condition monitoring projects (current and future), considering such topics as cost/ benefit analysis, uncertainty analysis and whole life cycle costs. Uncertainty around the actual cost of a denial of service value – dependent on the criticality of the route and amount of redundancy – is a major challenge for assessing new systems. The detail is difficult – but the broad picture is clear: there are going to be huge economic benefits available to Network Rail in terms of reductions of the maintenance expenditure and improved safety and reliability. As the future rail strategy is to increase the number of trains and passengers on the UK rail network, faults will be more likely to impact multiple trains. Even minor faults will start to cause significant delays.

Work on the AUTONOM approach is ongoing.

We need to make sure the risk estimation is in tune with railway terminology and standards; and check the assumed prioritisation of risks against expert opinion. There is also a need to develop the system for unsupervised use on service trains, meaning the potential for much greater frequency of measurements.

www.cranfield.ac.uk 41

WORLD FOCUS - Singapore

Singapore special Extensive plans are in place to expand the rail network in Singapore, not only to provide the capacity needed to meet demand as the city grows, but also to build a high speed rail link with Kuala Lumpur. Railway Strategies reports

S

ingapore, located at the southernmost tip of the Malay peninsula, is a global commerce and finance centre, and a transport hub for Southeast Asia. Often referred to as the Lion City, or Garden City, it is the world’s only island city-state and, according to a study by London-based consulting firm Credo, has one of the most cost-efficient public transport networks in the world. One of the factors contributing to this, was the long-term vision and planning which would see the network upgraded and expanded over the coming years to more than meet the predicted increase in demand.

The Mass Rapid Transit network forms the backbone of Singapore’s public transport system. The current network comprises approximately 200km of MRT and LRT lines, but plans are in place to expand this to about 360km. This will result in a new train line or extension opening almost every year from now to 2025.

Existing lines The North-South-East-West Line (NSEWL), North East Line (NEL), Circle Line (CCL) and Downtown Line (DTL) are the current operational lines.

The first section of the North-South Line started in

42

1987 with five stations connecting Yio Chu Kang to Toa Payoh. The rest of the system, including the East-West Line connecting Boon Lay to Pasir Ris was then opened in stages. In 2014, a new station, Marina South Pier, was added to the North-South Line. The new station will serve the Marina Bay Cruise Centre, Marina South Pier, as well as future developments in the Marina Bay Downtown area, and will benefit commuters and cruise passengers travelling to and from the cruise centre. With future developments planned for northern Singapore, a new Canberra station between Yishun and Sembawang stations will be added to the line in 2019.

In 2003, the newly constructed NEL line began operating, connecting 16 stations from HarbourFront to Punggol with fully automated underground driverless heavy rail rapid transit trains.

In 2009, the first stretch of the CCL opened with five stations. The rest of the Line was gradually opened and by 2011, the orbital circle route linking Harbour Front to Dhoby Ghaut was complete. An extension of the CCL, from Promenade to Bayfront was completed in 2012.

The newest line in town is DTL. The first six stations, from Bugis to Chinatown opened in December 2013, and

12 more stations from Bukit Panjang to Rochor opened in December 2015. The remaining 16 stations from Fort Canning to Expo are currently under construction and will open in 2017. The DTL will connect the north-west and central-east regions to the new downtown area.

Rail Lines Under Construction Another rail line – the Thomson-East Coast Line (TEL) – is currently under construction. Separately, LTA is also adding four more stations on the Tuas West extension.

Thomson-East Coast Line (TEL) is a 43km underground train line that is expected to be fully completed in 2024. The MRT line will have 31 stations and seven interchange stations which will link to all the other rail lines. Commuters can start enjoying the TEL from 2019 when three stations from Woodlands North to Woodlands South will be completed. The second stretch of six stations from Springleaf to Caldecott will be completed in 2020, while the third stretch from Mount Pleasant to Gardens will complete in 2021. Commuters along the east coast can look forward to using the TEL in 2023 and 2024 when more stations are completed.

The stations from Tanjong Rhu to Bayshore will complete in 2023, while Bedok South and Sungei Bedok will complete in 2024.

Tuas West Extension will serve the heavy industrial district in the western part of Singapore. The new rail segment will provide better public transport connectivity and accessibility particularly to the employment pockets of Jurong and Tuas industrial estates. Workers who currently rely on public buses to get to work can shave as much as 35 minutes off their commute timing when the MRT line opens. The extension will be completed in 2016.

New Rail Lines In January 2013, two new rail lines and three extensions were announced. LTA will build two major MRT lines, the 50-km Cross Island Line (CRL) and the 20-km Jurong Region Line (JRL) to support Singapore’s long term development and to ensure that the rail network will have more than the capacity needed to meet the expected increase in public transport ridership. In addition, three more lines, the Circle Line, North East Line and the Downtown Line, will be extended to improve connectivity, accessibility and coverage of the rail network.

New lines are planned to expand the rail network to new areas not previously served by the network, and augment the capacity of existing rail lines. In planning the alignment and capacity of new rail lines, LTA works closely with relevant planning agencies. Factors considered include travel patterns resulting from the longterm projections of the distribution of residential dwelling units and employment sectors, the network effect of an

expanding rail network, and mode shift with more people taking public transport, taking into account the various Land Transport Masterplan initiatives. When completed, the new lines and extensions will significantly expand the coverage of Singapore’s rail network to about 360km in 2030, which will bring eight in 10 households within a 10-minute walk of a rail station.

Above DTL2 Little India station Left DTL2 Tan Kah Kee station

Rail Lines to Malaysia On the international front, Singapore and Malaysia are jointly seeking views in connection with the Singapore – Kuala Lumpur High Speed Rail project through a Request for Information (RFI) exercise. With terminus stations in Kuala Lumpur’s Bandar Malaysia and Singapore’s Jurong East, the HSR is expected to cut the travel time between the two cities to 90 minutes.

Separately, Singapore and Malaysia are also jointly developing a Rapid Transit System (RTS) Link aimed at enhancing connectivity between Johor Bahru and Singapore. The terminating stations of the RTS link will be in Bukit Changar, Johor Bahru and in the vicinity of Republic Polytechnic, Singapore. It will have a co-located Customs, Immigration and Quarantine (CIQ) facility in Singapore with a similar facility in Johor Bahru so that commuters need only clear immigration at a single location each way.

Upgrading of the Current Rail Network In addition to the construction of new stations, there are continuous improvements and enhancements to the current network.

43

WORLD FOCUS - Singapore

smoother and faster train rides. Between 1.30am to 4.30am, after the end of revenue service, over 300 concrete sleepers are installed by various teams working hard within the few available hours before train service resumes the following morning. The replacement of timber sleepers with concrete sleepers on the NSL was completed at the end of April 2015, with all 96,000 timber sleepers replaced with concrete ones. From end-May onwards, sleeper replacement works on the EWL will progressively commence. In total, more than 92,000 timber sleepers between Boon Lay and Tiong Bahru, as well as between Lavender and Pasir Ris, will be replaced with concrete sleepers.

Third rail replacement Commuters can look forward to a more reliable system From August 2015, works to replace the third rail system along the tunnel stretch of the EWL commenced.

Replacing the third rail will further improve the reliability of the system, and the target for completion the first quarter of 2017.

Above Re-signalling works Bottom right Resleepering works

Upgrading of the signalling system for North South East West Line (NSEWL) To further improve train frequencies, the signalling system for the NSEWL is undergoing a major upgrading programme that started in 2012. This upgrade will allow trains to run at intervals of 100 seconds at peak periods, compared to the existing intervals of 120 seconds. This would translate to shorter waiting times for commuters and a 20 per cent improvement to the existing capacity with six trains every 10 minutes instead of the current five trains.

Given the complexity of upgrading the signalling system on a line that is in operation, the improved signalling system will be completed in stages, with works on the North-South Line expected to be completed first in 2016, followed by the East-West Line about two years later. This will enable the operator to meet the higher commuter traffic in the medium to long-term.

Sleeper replacement Commuters can look forward to more comfortable and less crowded journeys.

Since November 2012, LTA and SMRT have been working together to progressively replace rail sleepers along the NSEWL, as part of an overall system upgrading plan to achieve a more reliable train network. New sleepers will allow trains to move along the tracks smoothly and passengers can look forward to safer,

44

Adding more trains More rolling stock is also on order, and will be arriving every year between 2015 and 2019 for use on the existing lines. There will be 57 new trains for the NSEWL, 18 for the NEL and 24 for the Circle Line CCL. This will increase the train fleet of the existing network by 40 per cent for NSEWL, 70 per cent for NEL and 60 per cent for CCL.

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45

WORLD FOCUS - Nigeria

Nigeria calling In the second of our series looking at rail operations worldwide, we turn to the emerging economies of Africa, and focus on Nigeria, one of the world’s most promising emerging economies, though unfortunately beset with problems

F

46

or many generations, Africa’s rail infrastructure has lain dormant, slowly degenerating and disintegrating, with rail perceived to be a transport system of the past with little will or money to invest in its future. Some railways have become simply too old to operate, others need considerable work to upgrade track and replace outdated signalling systems.

That change is now happening.

Africa, which comprises many vibrant and emerging economies, understands that for their economies to truly succeed, it is essential to provide an efficient and effective transport system.

Nigeria is one such. Blessed with rich oil reserves and a young, vibrant and fast growing population, it has notoriously been bedeviled by serious instabilities and levels of corruption. It is, however, hailed as one of the MINT block of emerging economies and has enormous prospects for the future.

The railways are run by the Nigerian Railway Corporation, which was incorporated in 1955 through an act of Parliament, and has its headquarters in EbuteMetta in Lagos. For administrative purposes, though, the system is divided into seven autonomous districts: Lagos (Ebute to Metta Junction), West (Ibadan), North (Zaria), East (Enugu), North-West, (Minna), North-Central (Kafanchan) and North-East (Bauchi).

In recent years various initiatives have taken place to rehabilitate the existing railway system. These have included track spot renewal of Lagos to Kano and Maiduguri to Port-Harcourt lines, supply of 25 new locomotive engines from Brazil to boost the existing motive power base of the Corporation, upgrading of the signalling and telecommunication system from manual to semi automatic, as well as rehabilitation of carriage and wagon workshops, re-equipping the workshops, supply of service support, and marshalling yards.

Building blocks

The future of national rail

The basic core of the Nigerian rail system was put in place with construction of the 193km Lagos to Ibadan line, completed in 1901, and the 640km Kano to Maiduguri line, completed in 1964. Today, the system includes 4,332km of cape gauge (1067mm) track, only 30km of which is double tracked, with the addition of a cape gauge extension from Port Harcourt to Onne deep sea port and a standard gauge line from Ajaokuta to Warri.

The Government’s vision, however, is to transform the role of rail within the economic and social framework of the nation. At the heart of this lies an ambitious programme of rail construction aimed at building a new national high speed rail network capable to supporting and promoting economic growth. When completed, in another 25+ years, the network will connect Lagos, Kano, Kaduna, Warri, Bauchi, Abuja, and Port Harcourt. The overall cost of the project is expected to be in the region of $13 billion, and much of this will be financed with a loan from the Export Import Bank of China.

The contract to design and build the new high speed network was awarded to China Railway Construction Corporation, and includes 54 new stations and 3,218 km of track. The entire network will be digitally operated using fibreoptic cables, radio communication and wireless services.

The project has been rated highly by KPMG, who brought together a global panel of industry experts to identify 100 of the world’s most innovative, impactful infrastructure projects showing how governments are coming together with the private sector to overcome funding constraints to finance and build projects that can improve quality of life – both solving immediate needs and planning for future societal demands.

The judges, according to the 2014 report, appreciated that the project would remove heavy freight from Nigeria’s stressed roads, and could save the country millions on road maintenance.

Delivering the first instalment The first phase of this vast project, the $849 million construction of a high speed rail line linking the federal capital of Abuja to the nation’s commercial capital Kaduna in the north west, began in February 2011 and has been completed by China Civil Engineering Construction Company (CCECC) but not yet gone into service.

The first railway in Nigeria to be built in both standard gauge and based on Chinese technical standards, it stretches for187km and involved the construction of 30 bridges and nine stations. Once opened it will carry trains at an average speed of 150km/hour, with passenger services travelling between 200km/hour and 250km/hour.

The line will eventually form the central section of a larger $8.3 billion project linking Lagos in the south with Kano in the north. The next segment to be transformed into standard gauge is the 312km section between Lagos and Ibadan. The $1.52 billion contract for this was awarded to CCECC in 2012.

While the overall line is under phased construction, the completed sections will run both passenger and freight traffic. However the wider aim, according to Senator Idris Umar, speaking in October 2014 in his role as Minister of Transport, was to concurrently continue rehabilitating the narrow gauge lines to provide complementary services.

“In the long run when we achieve total development of the standard gauge, the narrow gauge will be dedicated mainly for freight,” he said.

Lagos plans Another, even longer standing Nigerian rail initiative is the Lagos Urban Rail Network, originally proposed during the 1980s. Scrapped in 1985 at a loss of over $78 million, and then revived in the early 2000s with a formal announcement of its construction in December 2003.

The Lagos Urban Rail Network will be a network of urban rail-based systems covering seven major corridors of high commuter traffic demand within and beyond metropolitan Lagos and extending to border areas with States like Ogun and Oyo. The lines link the major population and activity centres in the state, as well as taking advantage, where possible, of existing transport corridors. The network is fully integrated with planned and existing water transport and BRT routes.

The newly formed Lagos Metropolitan Area Transport Authority (LAMATA) has embarked on developing the first two, the Blue and Red Light Rail lines.

The contract to design and build the Blue Line, was awarded to CCECC and work commenced in

August 2009. The Blue Line will extend for 27.5km from Okokomaiko to Marina and includes 13 stations, providing an end-to-end journey time of approximately 35 minutes. Designed as a high capacity, electrically powered mass transit rail system, most of the route will be on the surface, but a part of the line will run on an elevated structure. Interestingly, much of the line is being built in the middle of Lagos-Badagry Expressway.

The entire line will operate over a secure and exclusive right-of-way, with no level crossings and no uncontrolled access by pedestrians or vehicles.

The types of trains proposed for the Blue Line Rail Project are Electric Multiple Units (EMUs). Initially, the Blue Line will carry 400,000 passengers daily with capacity increased to 700,000 passengers daily when the rail route becomes fully operational.

Lagos State is financing the construction from its own resources. A concession contract is being awarded to finance, supply and operate the railway equipment, including electric power, signalling, trains, and fare collection.

The Red Line will share the existing 30 metre wide Nigerian Railway Corporation (NRC) right-of-way, according to the planning.

Conclusion These ambitious plans will breathe new life into the rail networks of Nigeria, and hold the prospect of alleviating much of the congestion on the roads, providing passengers and freight operators with much needed efficient transport, improving social cohesion, and boosting the economy.

Opportunities for involvement can be explored at the upcoming Africa Rail 2016 Conference, 28-29 June, Sandton Convention Centre, Johannesburg, South Africa.

www.terrapinn.com/africarail 47

HR

To err is human

Human error is often blamed for accidents and fatalities on the railways. Following the catastrophic rail crash in Bavaria recently, MARY CLARKE explains what companies can do to reduce the risk of human error

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Below Mary Clarke, CEO, Cognisco

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he latest annual figures from the Rail Safety and Standards Board (RSSB) show that despite record breaking passenger numbers in 2015 there were no passenger or workforce fatalities on trains in the UK last year. This is the eighth consecutive year without any passenger or workforce fatalities and the UK continues to be one of the safest countries for train travel in Europe.

However, with passenger numbers doubling in the last decade, and increased regulation, rail companies still face significant operational challenges and compliance risks.

One challenge shared by all rail companies is how to mitigate the risks of human error. And while modern technologies and processes have improved rail safety records, human error is often cited as the root cause of major accidents.

We’ve been working with several leading rail industry companies including Network Rail and Eurostar for a number of years to help them mitigate the risks of human error. We do this by providing people-centred data to evidence compliance and identify any workforce skills, knowledge or confidence gaps that might impact

performance or pose a potential risk to the company.

As human behaviour is a critical component of health and safety, having a better understanding of how front line employees behave when performing their job can help companies minimise risk, improve safety standards and ensure regulatory compliance.

Human error to blame As we now know, human error was thought to be the cause of the train crash in Bavaria in February in which 11 people died and at least 80 were injured. Likewise with the Santiago de Compostela crash in which 79 people died in 2013, investigators said driver error was to blame.

The term human error is commonly used when companies are unable to blame systems, technology or process when things go wrong. It occurs when people have failed to act in the right way – they may have taken a short cut to save time, forgotten to follow a step of a process or even entirely misunderstood the defined process. In each case, the actions can have disastrous consequences.

There is no easy way to protect a company from errors

made by people – we are all human after all. Take the Bavarian crash; it is puzzling why a seemingly qualified area controller decided to open the track to two trains on a collision course only to notify both drivers afterwards?

The chief prosecutor Wolfgang Giese said: “If he had complied with the rules…there would have been no collision.” Whilst this seems slightly obvious it does raise the question why he didn’t follow the rules on that particular day when surely he must have known them?

When audits and investigations take place, it may transpire that the controller took (and passed) all the right training, understood the correct processes to follow and was an experienced and good employee. So why did things go wrong?

Most large companies, particularly those in highly regulated industries like rail, invest millions if not billions of pounds embedding systems, technology and process to mitigate risk, uphold and improve safety standards and efficiency. Yet, mistakes still happen and the root cause is often complex.

Identifying people risk James Reason, professor of psychology at Manchester University, an expert on the role of human error in accident causation, explains it using his Swiss Cheese Model theory.

Reason says that 99.9 per cent of the time a company’s systems, processes and people will align and work together with no issues, despite small gaps in some places. However, when holes and gaps in different layers shift and align, everything can change in an instant.

Whilst most people want to do their best for their company, some have always navigated around standard procedures, processes, and best practice. In some instances they may have been told to side step a process by their manager or a more experienced colleague because it’s quicker, or ‘the way we’ve always done it’.

Such process tweaks can be effective, but when they aren’t embedded effectively, they can and do expose companies on a mammoth scale. Cognisco calls this exposing your company to people risk.

One problem that is common in all different industry sectors is that when major accidents happen companies resolve to do things differently. They pledge to review their processes and invest in more training. However, if the process or the training wasn’t the cause of the accident, such initiatives are bound to be fruitless.

Why would a new process work if the old one wasn’t followed? How would more training benefit people who didn’t understand or apply previous training? How will things be different?

A new approach is surely required. While human behaviour is often seen as unpredictable; research that appeared in Science magazine found that 93 per cent of human behaviour is predictable.

Gaining insight into their behaviour In our experience of working with global companies across many industries, if companies have insight into what people actually understand about their roles, the training they have received and their confidence levels when applying their knowledge at work, they can better predict how they will behave in different scenarios. This insight enables them to mitigate their people risk.

Perhaps if this approach had been used by the Bavarian rail organisation this accident could have been avoided. With greater insight into the area controller’s specific development needs, his company could have given him tailored support and interventions to improve his performance – actions which may have pre-empted the catastrophe.

Every organisation that relies heavily on its people would benefit from insight into gaps in understanding across their workforce. Such intelligence enables a company to provide tailored learning, training and support for every individual. This would not only avoid sheep dipping everyone with the same solutions but also enable workforce optimisation – where people are excelling in their roles and contributing to company success.

We are supporting our rail clients by providing them with real time data about their people’s capability and their confidence delivering against required competencies.

With people-centred data and a global view of the understanding, capability and confidence of relevant teams and individuals, these companies are well positioned to identify potential areas of risk and take action to mitigate the risks before problems or accidents occur.

They can also make strategic people-based decisions with confidence, ensure their talent is used in the best way, and also use the data to evidence regulatory compliance and reduce the cost of audit and litigation.

Whilst we may never know exactly why the accident in Bavaria happened, we do know that having access to people-centred analytics provides companies with a lens on the their workforce – insight that enables strategic decisions to be made to uphold safety standards, ensure regulatory compliance and reduce the exposure to people risk.

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TRAINING - case study

Competency in the digital age Software from 3 Squared is revolutionising the industry’s approach to training and competency management. JAMES FOX explains how

Above The RailSmart suite

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he UK rail industry employs more people than ever before, with around 190,000 employees including train drivers, station staff and those responsible for managing and maintaining the network’s 20,000 miles of track.

With the digital revolution that has taken place in the last 15 years, train operators are recognising how they can take advantage of mobile apps to make their systems for managing driver training and employee competency much more efficient.

The railways and other guided transport systems (Safety Regulations) 2006 (ROGS) updated in 2011 and 2013 require that all duty holders working on a transport system must establish an effective safety management system which outlines how safety critical work is managed. These tasks must be carried out by a competent person, which includes driving and dispatching trains, signalling, installation of components and maintenance, ensuring safety of persons working on the track. It also required that any worker carrying out duties as part of training

must be supervised by a competent safety-critical worker at all times.

The ROGS require railway operators to maintain a safety management system (SMS) and hold a safety certificate or authorisation indicating the SMS has been accepted. Any person or organisation that operates a vehicle in relation to any infrastructure must comply with ROGS. It also applies to any person or organisation responsible for developing and maintaining infrastructure or for managing and operating a station and any person or organisation that is responsible for the safe maintenance of a vehicle.

Since the legislation was introduced, it spelt out the need for effective competency management systems for all employees. As a software specialist for the rail sector, we were approached by a number of train operating companies to develop web-based mobile app technology to enable them to better manage employee competency.

Previously the rail companies had used paper-based systems or legacy Lotus Notes to record and monitor vital safety assessment processes.

This was inefficient, both in terms of the amount of time it took and the fact that systems could not easily alert the operator when an assessment was due, therefore running the risk of an employee not being assessed when required.

Creating the app Working with East Midlands Trains, we developed the RailSmart Employee Development System to address all these issues. It is an innovative suite of tools for the continuous management and improvement of employee competency, which is designed to improve safety, awareness and consistency. It is benchmarked against best practice guidance, which provides rail companies with the tools to proactively manage and improve the capabilities of their staff.

RailSmart works via an iPad app, which allows for complete assessments to be carried out on the move, whilst monitoring train crews at work. At the same time, the web component gives verifiers the ability to check the quality of the assessments being conducted to comply with ORR standards.

The software has already been licensed to several train and freight operating companies and has received a great deal of interest from across the rail industry, including being recognised at the UKRIA Awards within the Innovation category.

The web-based software was built from the ground up using a detailed design specification, with regular end-

Since East Midlands Trains has incorporated RailSmart EDS for its competency management, it has delivered significant returns. The train operator has reported that the time savings gained per driver per year have far exceeded their expectations.

The formal grading process and consistent feedback all go towards raising the bar of competence. The more competent a driver, the less likely there will be to have an operating incident. It also results in better train performance, which then turns into a financial gain through increased PPM (Public Performance Measure) and a proportional rise in income.

Continued rollout Following the success of the system with East Midlands Trains, it was gradually rolled out to its sister company South West Trains. This has resulted in the removal of a significant burden of administration from the paper-based competency management system, which has had a major impact on the business. It has enabled time to be freed up to be used to better effect in the support, development and management of safety critical employees.

In an industry where safety is paramount, the introduction of technology into the process of training and competency management offers many user benefits.

Smartphones and tablets with high-resolution cameras, GPS and internet connectivity, together with affordable 4G data plans from mobile phone operators are becoming

Left James Fox, commercial director at 3Squared user input and feedback, which has contributed greatly to its impact. It is far from being just a powerful electronic CMS; it has completely evolved how East Midlands Trains undertakes assessments, verifies files, develops and supports its employees and shares learning resources.

East Midlands Trains describes RailSmart EDS as a step change in the way driver competency is managed and assessed. Trevor Parkin from East Midlands Trains said: “Assessments can be planned more robustly and are carried out with all information for the driver immediately to hand. Feedback is delivered instantaneously and signed for in real time.�

increasingly commonplace with today’s modern rail operators. Therefore, apps like RailSmart are becoming the dominant form of digital interaction. Inconsistency in paper-based systems can often lead to frustration and errors in reporting causing uncertainty, misunderstanding, loss of trust and an increase in risk.

The RailSmart Programme is set for further growth as TOCs, FOCs, Metro and professional bodies come forward to join the effort to digitise competency management, staff training and incident reporting.

www.3squared.com 51

STRATEGY

Metro railways ...A journey of transformation. Rick Eagar, Russell Pell, Philip Webster of Arthur D Little discuss the five key challenges for urban railways as they strive to meet future mobility needs Above The new Crossrail station at Canary Wharf

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or those of us who live and work in big cities – well over half the world’s population today, a figure projected to increase to 70 per cent by 2050 – metro railways are an ever-present part of daily life.

Today there are 148 cities with metro operations carrying over 150 million passengers per day, with about one-third in Asia, one-third in Europe, and the rest split between the Americas, the Middle East and Eurasia. Metros are critically important assets for the world’s cities in order to meet the huge challenges of maintaining urban mobility in the coming decades.

be usefully categorised in terms of what we would call the Five Cs. The first three of these, customers, capacity and cost, represent the well-established central concerns of any public transport service provider – but all of them need to be managed differently to meet the demands of the future. The last two, co-innovation and cooperation, represent newer areas of focus that most metros still need to get to grips with.

Key issues and solutions for metros

Customer centricity is becoming the top priority for metro operators in the developed world. Customers have more choices around preferred modes of transport, travel

In our work with metro companies we find that the key issues and solutions to drive the necessary changes can

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Customers – becoming truly customer centric

clear vision and strategy, aligned across the organisation and implemented through a set of principles and actions aimed at building a world-class sustainable offering. This includes: • Designing the experience – what the passenger experiences is the heart of it, based on demographics, segmentation, persona analysis, and getting a full understanding of the end-to-end customer journey, critical touch points, and hot spots where issues need resolving • Voice of the customer – having a dynamic approach to gaining genuine customer insight. Traditional methods of market research should be integrated with other techniques • Organisation and governance – having one team responsible for driving forward the customer agenda, along with the right metrics and governance structures, to ensure the rest of the organisation is aligned and working with them to deliver change, and • Customer-oriented culture – everyone in the organisation should feel they can influence the customer experience.

Capacity – managing patronage and network growth

more frequently, and are increasingly digitally savvy and connected to the world around them. No longer do they just expect trains to run on time. They now have much higher expectations around a seamless journey, comfort and facilities. They now have many more channels to voice perceptions, make complaints and influence each other, and in many cities, such as Hong Kong, metro disruptions become literally front-page news.

Consistent poor performance can even result in a loss of a license to operate – metros typically have performance standards set by their respective governing bodies. For example, the Hong Kong government requires a minimum of 98.5 per cent ‘passenger journeys on time’ from metro operator MTR, a level it consistently exceeds.

Creating a favourable customer experience requires a

Managing the growth in metro networks is a key challenge for many operators. As network capacity is more highly utilised, there is less margin for error and operators are forced to work smarter, predicting and reacting faster to changing needs or operational challenges. It is important not only to make optimal use of existing assets and lines, but also to effectively manage the development of line extensions and new lines, including their integration with the existing railway.

In terms of managing existing capacity, there are several factors to consider, such as focusing on maintaining capacity availability and looking for smart ways to improve capacity, especially during peak hours.

And it is not just the train service itself. Stations need to be designed to manage passenger flows on a day-to-day basis, and there is an array of new tools and innovative technologies available to help operators do this.

Cost – achieving cost-effective operations In building new metro capacity, new assets need to incorporate future demands and customer requirements.

In the past the response was simply to build something that was fit for purpose with sufficient capacity. However, today this is much more about optimisation, achieving a balance with the needs of customers and other stakeholders. It means being much more explicit about trade-offs between meeting ever-increasing expectations and providing a cost-effective metro railway: • F ull automation is one key way to achieve costeffective operations, provided that customer

Top Rick Eagar, Partner, chief innovation officer and global practice leader, technology & innovation management, Arthur D Little Middle Russell Pell, partner and UK practice leader, operations management, Arthur D Little Bottom Phil Webster, principal – technology & innovation management, Arthur D Little

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STRATEGY

Above Artist’s impression of the new catenary-free tram service proposed for Manchester’s historic Victoria Square

expectations and operational risk can be adequately managed • Value engineering is crucial. Effectively replacing assets at the optimal time with value-based, costeffective solutions, while considering all the options, is critical for those metros with aging asset bases, for which asset replacement costs can mount up, and • The way maintenance is delivered, and who delivers it, can make a substantial difference. There may be different options available to outsource maintenance, and these should be fully evaluated.

Co-innovation – progressively co-develop new technologies to maximise effectiveness Metro rail operators continually need to replace assets that are life expired or becoming obsolete, as well as build new infrastructure to support network expansion.

Given the costs and complexities of asset installation and replacement programs, obtaining the right technology at the right time which delivers the best solution the first time around, is critical.

In most cases, metro operators do not conduct their own research and development, and are reliant on procuring new technologies from original equipment manufacturers (OEMs). A turn-key, off-the-shelf solution is seldom available, and considerable testing and trialing may be needed before a metro operator is confident that a technology is fully ready for operational use.

As a result, the pace of technology evolution in the metro rail sector has historically been slow, though this is now changing. Digital technologies in particular are becoming increasingly important to the modern metro, which have much faster technology development cycles and obsolescence rates. To overcome this growing challenge, the world’s leading metros are becoming very good at being intelligent customers for new technologies.

They have done this by: • Taking a whole-systems approach to planning for new technologies by drawing together the needs of

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different parts of the operating railway into a single overview, and understanding where synergies and trade-offs lie • B ecoming very good at proactively engaging with OEMs to help jointly set technology direction, so that new assets are ready on time and fit for purpose • Progressively building up new capabilities in both organisations so that the skills are already in place for when the technology arrives • E nsuring a single point of coordination for describing technology needs • P utting in place in-house R&D and technology management resources, and • Conducting technology-scanning activities, in particular to identify partially developed technologies from adjacent sectors such as aerospace.

Cooperation – developing an integrated approach with transport providers The urban mobility challenges of the future require closely coordinated and integrated action from a variety of stakeholders, including transport authorities, planning authorities, transport providers, telecoms providers, utility/ infrastructure companies, property developers, retailers and businesses. A strategic approach is needed which takes into account both transport demand and transport supply.

Metro operators differ considerably in their ownership and governance structures. Whatever the structure, metro operators are having to significantly change the way they approach their strategies for the future, for example: • Becoming much smarter at managing multiple stakeholder relationships, including both authorities and peer companies • B uilding capability in multiple transport modes beyond metro, including bus, personal transport, bike, etc, and • Acquiring entrepreneurial and technology skills to work with external partners and innovators to develop new and innovative end-to-end journey solutions, especially in the digital sphere.

NEWS I Rolling stock

New rolling stock destined for TransPennine Express

TransPennine Express agrees purchase of 126 new carriages l TransPennine Express (TPE) is to introduce 25 new five-carriage trains costing more than £230m across its network by 2019.

Two new fleets comprising 12 five-carriage Civity UK InterCity electric trains financed by Eversholt Rail, and 13 sets of five-car InterCity carriages financed by Beacon Rail Leasing, are to be delivered during 2018 and 2019. The agreement is part of a commitment to invest more than £500m in the rail network which was made in April 2016 at the beginning of the new franchise.

The Civity UK InterCity electric trains will operate on the Intercity West Coast services from Manchester to Scotland while the InterCity carriages will operate initially between Liverpool and Newcastle. Both fleets are being manufactured by the Spanish train builder CAF. This announcement builds on an earlier agreement to buy

19 new five-carriage bi-mode AT300 trains capable of operating by diesel and electric, which will be manufactured at Hitachi Rail Europe’s Newton Aycliffe site.

In total, the 44 brand new state of the art trains will supplement TPE’s current fleet, more than doubling capacity on all intercity routes across the North and into Scotland, by 2019. The vast majority of services will operate with at least five carriages as opposed to the current three.

The new trains will allow services to operate at speeds of up to 125mph, cutting the journey times between key towns and cities across the regions.

CAF is to provide technical support and spares for both fleets while maintenance will be undertaken by Alstom at facilities in Manchester, Liverpool and Glasgow.

Bombardier’s € 60m supply contract goes to Faiveley l Faiveley Transport has won a contract worth more than €60m to supply braking systems, couplers, cabin HVAC and auxiliary converters to Bombardier Transportation for 355 newly ordered M7 double-decker train cars for SNCB in Belgium.

The 355 cars comprise 65 multifunctional steering cars and 290 trailer cars, and will be built by Bombardier Transportation as part of the Bombardier Transportation – Alstom Consortium.

Many of Faiveley’s European sites will be involved in the project, which includes the study, design, engineering, manufacture and delivery of the rail systems. Deliveries are expected to start in early 2017 and be completed by 2028.

M7 trains will be able to run at speeds of up to 200 km/h, and are designed to operate on all Belgian mainlines, as well as cross border with the Netherlands and Luxembourg, including on some high speed lines.

Japanese Prime Minister visits Hitachi train maintenance centre l Japanese Prime Minister Shinzo Abe took time out during his visit to the UK to take a tour of Hitachi Rail Europe’s recently refurbished North Pole train maintenance centre in West London. He was accompanies by UK Prime Minister David Cameron.

The centre is one of several along the Great Western Main Line that will provide maintenance for new the new InterCity Express trains.

During the tour staff explained the innovative and high quality maintenance regimes that underpin the delivery of the new IEP trains, and exhibited the pre-series test train ‘T58’ currently stationed at North Pole.

The Siemens Class 700 destined for Thameslink is revealed l Thameslink has unveiled its new Siemens Class 700 train during an event at Blackfriars station, London.

Some 50% longer than almost every train in the Thameslink fleet, the Class 700 will carry up to 1,750 people seated and standing, and will run on routes to London from Sussex, Surrey, Kent, Hertfordshire, Bedfordshire and Cambridgeshire.

Govia Thameslink Railway CEO Charles Horton said: “These trains have been designed to carry up to 1,750 people in climate-controlled comfort, which is essential to meet the huge growth in passenger numbers that have soared 40% in the past decade. And their wide doors, open interiors and state-of-the-art real-time passenger information systems will help us run a high frequency, high intensity service with over 80% more seats across the heart of London in 2018.”

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SYSTRA

A world of engineering With references from around the world in the design of mass transport systems, SYSTRA hopes to put its expertise to use on some of the UK’s biggest upcoming schemes Above Innovation in action: Bordeaux Tram, the first catenary free tram project in the world designed by SYSTRA using Alstom’s ground power supply system CREDIT: Y. BULTELLE © SYSTRA

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P

redominantly owned by two of France’s biggest rail operators, SNCF and RATP, SYSTRA is the third biggest mass transit and rail design firm in the world. Headquartered in Paris, the company employs 5500 people around the world covering four key engineering areas: high-speed (HSR), conventional, metro and LRT rail systems. Technical expertise within the international group covers an extensive range of skills including transport economics and planning as well as infrastructure design, rail systems and operations and maintenance. Given its operational background, the company’s project designs are weighted towards finding the best solution for longterm operation and maintenance.

In HSR, SYSTRA is arguably the number one engineering service provider having contributed to every HSR line in France and 50 per cent of HSR projects around the globe. Similarly, one in every two metro lines around the world have benefitted from the business’ involvement. In LRT, the firm currently has 35 reference projects from around the world, which includes 75 per cent of all French LRT projects and in conventional rail, a large number of modernisation projects around the world have also seen considerable contribution from SYSTRA. In the UK, 450 engineers and consultants make up the market’s second biggest transport-planning consultancy following the recent acquisition of JMP and SIAS. Live engineering projects include Crossrail, where SYSTRA

Right Haut Bugey line CREDIT: JJ. D’ANGELO © SNCF – CAV

Far right inset SEA Tours to Bordeaux HSR project CREDIT: Pascal Le Doaré

Above inset Systra’s head office in Paris.

‘Here we invent the transport of tomorrow.’

CREDIT: P. JOURDAIN © SYSTRA

is acting as a programme delivery partner with Bechtel and CH2M, and in conventional rail, it is currently the electrification designer for the Edinburgh-Glasgow improvement projects, working for Costain.

The future of HSR in the UK represents a considerable opportunity for the company, which is currently a partner in the BBV consortium bidding for the HS2 project, alongside Balfour Beatty, VINCI and Mott MacDonald. “The consortium represents the best of British and French construction and design,” explains SYSTRA’s UK Engineering Business Director, Steve Higham. “If you take VINCI and SYSTRA, for example, we are currently working together on the SEA Tours-Bordeaux HSR project.”

At 305km long, the Tours-Bordeaux HSR programme is currently Europe’s largest PPP and will have been delivered from approval to commission in just six years when it is handed over in 2017. The £7.8 billion project consists of 480 structures, 19 viaducts and 60 million cubic metres of earthworks, and innovation is being driven through the project from all angles. In the consortium, SYSTRA is responsible for the design of civil engineering structures and railway equipment - track and catenaries. The company also shares 30 per cent of the maintenance company. Ultimately, SYSTRA’s ability to deliver unique solutions has been exemplary.

“The whole project has driven a completely new way of working,” Steve outlines. “We’ve designed 250 of the

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SYSTRA

Furrer+Frey Furrer+Frey is integral to the Edinburgh - Glasgow Electrification Program with its innovative Overhead Line System Design.

Working closely with EGIP, Furrer+Frey has designed the overhead electrification system for Winchburgh Tunnel, Falkirk Tunnel and Queen Street Tunnel. Its unique Rigid Overhead Conductor Rail System (ROCS) will transform these tunnels with improved reliability and safety in comparison to conventional methods of electrification in tunnels. A specialist Furrer+Frey automated Drilling Rig has been used for drilling operation in tunnels to achieve improved productivity and precision.

Furrer+Frey’s innovative Single Insulator Cantilevers (SIC) are being used in key locations on the new electrified routes.

structures to be identical, so it follows a very efficient modular design. We’ve also managed to design out the bearings on these modular bridges, so there are none to maintain in the future, which reduces maintenance costs and has great safety implications. There are lots of these examples where we’ve innovated in the design stages to make it a lot easier to maintain longer-term.”

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So far, the BBV consortium is gearing up to bid for the main works civil packages in June and Steve is confident that his UK engineers are learning all the time from their French colleagues. “Already with Crossrail we have brought in expertise through our colleagues from around the world, so pairing this with the UK experience of Mott Macdonald and Balfour Beatty, the potential benefits of BBV for HS2 are enormous,” he says.

“We’re able to bring a lot of expertise from the Tours-Bordeaux HSR project - it’s a really good example. Advanced, modular design and construction techniques are allowing the project to be constructed like a production line. During my last visit to the project, I witnessed rates of installation of overhead line equipment, track and ballast that I have never seen in the UK. The project has clearly benefited from Early Contractor Involvement (ECI), which has been key to delivering design and build in just six years.”

On conventional rail opportunities in the UK, SYSTRA is also looking for projects where the company can bring new ideas and solutions to a mature UK market. SYSTRA is carefully considering the proposed Trans-Pennine

upgrade programme that Network Rail will soon begin procuring. Steve explains that SYSTRA’s experience of large railway modernisation programmes and the company’s continual drive for innovation and collaboration will contribute to successful project delivery. The TransPennine project is a huge technical challenge in a harsh environment and access will be difficult.

In 2010, SYSTRA undertook the project management, feasibility design, outline and detailed design for the modernisation and electrification of the Haut Bugey line in eastern France. Built in 1877 and passing over the Jura Mountains near the Swiss border, the line is very similar to Trans-Pennine, with steep gradients, tight curves and long tunnels. “It’s a perfect project for us to share our experiences with UK contractors,” says Steve. “With five passenger operators and three freight operators using the Trans-Pennine line, we also hope to be able to bring our strong operational experience to the team. Close collaboration with all partners will be key. Network Rail is being smart in its alliance procurement strategy, as it will allow us to design a project that suits the strengths of our contracting partners from the start.

“At SYSTRA, we spend time developing new ways of doing things. Our R&D department in Paris follows a unique technique called ‘la fabrique’, which speeds up innovative ideas from concept to reality,” Steve continues. “Coupled with our membership in Capacity for Rail (C4R), where we lead the Rail Infrastructure working group, we have been able to develop new techniques, such as a patented award-winning u-shaped viaduct design, suited to built-up environments and which dampens noise levels considerably.”

The future for SYSTRA in the UK, looks bright and its ambitions to win work isn’t stopping. In line with the international Group’s five-year plan to increase turnover by 50 per cent to €800 million and double margins by 2018 - Crossrail 2, New Tube for London, plus various metro and LRT projects up and down the UK are all focal points for the business. Part of this growth will be supported by acquisitions, with businesses such as JMP and SIAS in UK, Scott Lister in Australia and Dalco Elteknik in Sweden adding significant expertise to the company over the last 12 months alone.

Left SEA Tours to Bordeaux HSR – production line and modular bridges CREDIT: Pascal Le Doaré

Bottom left Haut Bugey line CREDIT: JJ. D’ANGELO © SNCF – CAV

www.systra.com

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Southeastern

way

On the

Nearly half way through London Bridge’s upgrade, Southeastern Railway continues to improve as a rise in demand makes no indication of stopping

Below David Statham , Managing Director Southeastern

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n December 2016, the rail network Southeastern uses will be celebrating its 180th anniversary.

It’s a major milestone that marks London Bridge station and its approaching track as one of the oldest commuter lines in the world, but it’s also one that highlights the challenge facing Southeastern today. How can a station opened in 1836 cope with the demands of the modern day capital?

London Bridge is currently the fourth busiest station in London, welcoming 56 million passengers each year.

Southeastern’s more than 1000-miles of network is the busiest in the UK and growth is continuing at an incredible rate. In the ten years since the start of the current franchise period the company has seen an increase of more than 30 per cent in passenger numbers and with London’s population estimated to reach 11.3 million by 2030, the numbers show little sign of slowing down.

“In some cases we’re having to upgrade infrastructure that was built even before the Victorians,” explains Managing Director, David Statham. “It’s a great

opportunity for us to celebrate our history but the work we’re carrying out at the moment is all about looking towards the future.” He talks of the massive improvement programme currently underway at London Bridge and with the other aspects of the Thameslink Programme, complex schemes aimed at increasing the capacity of transport into and around London.

“London Bridge is one of the biggest bottlenecks for our rail services coming in from the South East,” David continues. “Upgrading it is the key to unlocking better performance as it goes on towards Cannon Street and Charing Cross.” On the station’s approach Network Rail has also been working hard to untangle overlapping tracks capable of causing delays all the way up the line, and on the way out a new viaduct has been installed to bring trains out and onto Charing Cross and Blackfriars efficiently.

Work on the Southeastern side of the station at London Bridge started in December 2014 and with an expected completion date of January 2018, this summer will mark a critical halfway point for the

Thameslink Programme. Two recently completed blockades over Christmas and Easter were critical to achieving this and mean that come August 2016 passengers will actually be able to see major changes for the first time. “A lot of work has already been done that is not really visible yet to passengers,” says David. ”However, in August real benefits will start to be felt by our customers for the first time as three new platforms are opened, meaning the Charing Cross services will now be able to stop at London Bridge again. Two thirds of the concourse will also open up with a new booking office, 18 ‘grab & go’ retail outlets, departure screens and gates also coming online. The next phase will then begin on upgrading the Cannon Street platforms so those services won’t be able to stop, but it’s a big milestone for us all to reach.”

In addition to this Southeastern is currently working through a £70 million investment programme to improve its services through better real time information, more frontline staff and enhancing trains and stations.

“We’re part way through a massive refurbishment programme of our Electrostar fleet for example,” says David. “This comprises an extensive internal and external overhaul and is making a huge difference to the quality of our trains. We’ve also nearly completed a £5 million station upgrade programme. We have 100 extra front line staff delivering real-time information to passengers thanks to new iPads and other smart phone technology. We have continued to operate a 24/7 Twitter service, which is now up to 112,000 followers, and we have introduced a system called Darwin, which enables a single source of information coming out of the control centre. This drives all the associated information channels for a more reliable, upto-date and consistent service.

“We’ve also ensured that we continue to communicate major timetable changes well in advance through multiple channels to give passengers the opportunity to plan ahead. For the Christmas blockade, along with our Thameslink Programme partners, we handed out around

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Southeastern

one million leaflets to customers letting them know what was going on and how it would affect them.”

Other improvements that passengers can notice include Network Rail’s opening of a brand new £26 million station at Rochester. Southeastern is also working closely with Network Rail to act quickly and collectively when there is disruption. “We have also been working collaboratively to put more crews on standby to help soak up any delays and to keep trains running on time,” David explains. “There are also more engineers out in the region to help identify any problems and fix any trains before these become serious.”

With so much work ongoing both to infrastructure upgrades and to the way the company delivers a service to its customers, recent results are encouraging. Punctuality, for instance, is already up three per cent on 2015’s average, and passengers are reporting that the way the company deals with delays has improved by nine per cent over the past year. The network’s high-speed service also continues to perform strongly with an overall passenger satisfaction score of 93 per cent. The culmination of such improvements resulted in Southeastern last year being named the second most improved company for customer service

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across all industry sectors in the UK by the Institute of Customer Service.

The Thameslink Programme is a phenomenal project requiring an incredible level of management and service delivery to ensure passenger satisfaction continues. “I know it’s been taxing on people’s patience but we’re cracking on really well and people will start to see some positive things coming out this summer,” David highlights.

“There is still a long way to go, though. It’s a constant journey for us and we continue to invest, not just in our infrastructure but also in our people to ensure they are equipped to deliver better service - for this we were recently awarded IIP Gold Standard.

“Over the course of the next 12 months, we are set to reach lots of new developments and milestones. We will continue talks with the DfT around the potential of introducing new rolling stock, we are about to introduce free Wi-fi to trains and in December we will begin to roll out a smart ticketing service. It’s a challenging and busy time but there’s lots of good stuff to look forward to and our ultimate focus will be to remain committed to delivering a better performance for our passengers.”

www.southeasternrailway.co.uk

Asset Performance JNP

telent telent – telecoms asset management for Asset Performance Jubilee Northern & Piccadilly (APJNP) London Underground for the past 15 years.

For over 15 years, telent have maintained and upgraded communications assets for APJNP, moving from traditional maintenance to Asset Management.

Working together we have increased reliability and availability of assets, introducing and integrating new technologies to enable • Remote monitoring and rectification • Asset Condition Monitoring for Lifts, Escalators and Secure Rooms • Remote Fire Systems Isolations to increase available working hours • Asset Data presentation and collection for future predict and prevent Collaboration and investment in innovation has been the cornerstone of the transition.

Below Andy Derbyshire Head of Operations at Asset Performance JNP

Capacity to grow

With the London Underground evolving alongside unprecedented growth in passenger demand, Asset Performance JNP continues to provide the much needed performance improvements necessary to support it

F

ormerly known as Tube Lines, Asset Performance JNP (AP JNP) is responsible for maintaining and operating assets on the Jubilee, Northern and Piccadilly lines of London’s expansive Underground network. Established in 2003 and becoming a wholly-owned subsidiary of Transport for London (TfL) in 2010, the company works in close partnership with the London Underground to manage a range of operations from routine maintenance and emergency track repair to complete line, station, lift and escalator refurbishment.

With over 200 miles of track, 255 trains and 100 stations under its network – one that covers 41 per cent of the entire current Underground – and with over 500 million (and rising) passenger journey’s a year, AP JNP’s role is no small task.

In 2015 Railway Strategies spoke with the company’s Head of Operations, Andy Derbyshire, to discuss the growth of an analytical railway on the Underground network – a step beyond the digital railway where asset performance is monitored and failures predicted in order to improve reliability. It’s a concept that is proving critical to meeting the rapidly-growing demand put upon the metro system by London’s growing population and subsequent passenger numbers, by looking at the performance of existing infrastructure as opposed to widespread physical expansion.

“These are challenging times for the industry,” Andy explains a year on. “It’s not necessarily the growing levels of demand that provides the challenge – we’re engineers and we thrive off of facilitating this – but the cost pressures set out by central government spending reviews. This has only clarified the already important

focus on making sure we can deliver the right levels of performance to meet rising demand for the right cost.

This is where the value is for me.”

It’s a value that is presently proving itself well. Working in close collaboration with London Underground’s maintenance and project teams, as well as signalling partner Thales, recent upgrades to the Northern and Jubilee lines have resulted in significant performance improvements. “In the period between 2013 and 2014 we saw a 21 per cent performance improvement, and we have seen a further 15 per cent jump in the time since,” Andy outlines. “This is significantly contributing to the Mayoral target of 30 per cent reliability growth.”

In fact, at the time of writing AP JNP was able to report over 200,000km of failure-free operation on the Jubilee line across a period of three weeks. These are significant figures for some of the busiest lines on the Underground and indicate that with the lines working even harder to support greater capacity, the successful operation of them is working. It also provides a solid foundation upon which future increases in demand can be supported.

“The Underground at the moment is a phenomenal operation. What we do day-to-day is fantastic and is driven by people who are the best in the business,” Andy continues. “However, the pace at which it is evolving on a much wider level is also remarkable with a number of major capital and upgrade projects in place. You just have to look back at the Jubilee line extension, the DLR, the Metropolitan line with its air-conditioned trains and new signalling, plus the stations upgrades and Crossrail projects ongoing to see how quickly it is developing. For us it’s incredibly exciting and we just need to make sure

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Asset Performance JNP

we keep doing more of the same, delivering the best performance for the best cost, whilst striving to get better all the time.”

Indeed, even over the immediate short-term outlook for AP JNP’s operational scope there are new projects to deliver. Managing the challenging timetable changes coming up in 2017 and supporting the New Tube for London programme on the Piccadilly line, the fourth busiest line on the network, will both be significant parts of ensuring London Underground can keep up with a rise in demand.

As highlighted in the previous feature it is clear that for AP JNP, the future very much lies in the implementation and development of an analytical railway in an effort to maximise the potential operation of a line. “We can’t sustainably work as hard as we do today to deliver the performance we do today,” Andy says. “We’ve got to work smarter, and by improving the resilience of and the systems within the assets combined with clever engineering I am confident that we will be able deliver this extra performance. It’s about applying the digital railway and analysing this performance to ensure that we can predict and respond to impending failures before they happen, therefore maintaining the reliable flow of traffic

that is essential to the new levels of capacity.”

This is what the future for AP JNP, and indeed the London Underground as a whole, looks like. “It’s a bit cliché, but it really is about doing more of the same,” says Andy. “It’s a very exciting place to be and there’s lots to do, so making sure we can maximise the performance for the right cost will remain the core of our business as we continue supporting the network’s growth.”

Pullman Rail Pullman Rail is a RISAS Accredited company, part of Colas Rail Ltd, who specialise in rail bogie, wheelset and vehicle overhauls. Pullman Rail has been working in partnership with AP JNP Tube Lines over a number of years carrying out heavy overhaul of wheelsets including suspension tube refurbishment, wheelpan renewal, gear fitment, in-house spherical bearing overhaul and full inspection and certification completing over 1500 wheelsets. Pullman Rail has also commenced full 73ts bogie frame fleet overhaul planned over 1000 bogie frames, including in-house coded weld repairs and inspection, renewal of major structural components and full certification of both projects for the Piccadilly Line Life Extension Programme.

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Qatar Rail

A vast

undertaking 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

I

Above Al Waab underground station of the Gold Line

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 502 km 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; a freight line from Mesaieed Port to Ras Laffan; plus two mixed lines from Doha to Dukhan, and Doha to Al Shamal. By 2021, 8000 passenger trips 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 for a capacity of 50,000 passenger trips a 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 by the end of 2019, 37 stations will connect nearly 86km of track spread across three separate lines.

The Red Line, which will also be known as the Coast Line, is planned to run for 41 kilometres from Al Wakra in the south to Lusail in the north and will stop at 18 stations along the way. The Red Line will connect Hamad International Airport to the city centre and it is estimated that a trip from the airport to Lusail will be 36 minutes

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Qatar Rail

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 operate as far as approximately 46 metres beneath Doha’s surface.

Connecting Al Riffa in the East to Al Mansoura in the West and passing through Education City, the Green Line will stop at 11 stations along its 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 14km 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 the Qatar National Museum, Souq Waqif, Al Waab and Sports City – a key hub for the 2022 Qatar World Cup. Due to be completed by 2020, ahead of the 22nd FIFA World Cup, 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) – six kilometres of track and two 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.

Phase two will see the metro expanding with additional line extensions and a brand new line according to the city’s growth, the total number of stations will be increased by over 64 across more than 200 kilometres of track. Upon completion by 2021, the entire metro system aims to take 17,000 cars off the road, having a significant impact on the city’s carbon footprint.

“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 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 36 per cent towards overall completion (as of March 2016) and have already achieved 85 per cent of the tunnelling work, for which we have employed a record-breaking 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

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Qatar Rail

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 ensures that significant design decisions regarding certain aspects that needed to be implemented across all lines are 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 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 now taking this approach as well.”

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 112 million man-hours 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 throughout its course. “By the beginning of 2017 all TBM work will be completed, with the Red Line North and Green Line tunnelling work just finished at the end of March 2016,” explains Markus, looking ahead at the coming 12 months. “Before the second half of the year all MEP and architectural contracts will have been awarded, and we have just had approval from his Highness the Emir for all mockup architectural finishes, so we will be ready to begin fit-out works this year. The ultimate goal is to finish all civil structures, and this means that underground stations will be around 85 per cent complete and ready for the systems contractors to begin work on track installation and technical systems.

“Of course, with more subcontractors moving in manpower will be increasing to around 35,000 across the metro project, which brings its own challenges, so as the project changes in nature, so too do its challenges.

Looking further ahead we are already preparing for phase two of the programme. 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.”

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Qatar Rail

Focus on: Major Stations Phase one of the Doha Metro programme, which is due to be completed and operational by the end of 2019, will feature 37 stations connected by nearly 86km of track across the Red, Green and Gold Lines. The 41km Red Line, or Coast Line as it will also be known, will stop at 18 stations on its way from Al Wakra to Lusail, and connect Hamad International Airport to the city centre. Notable stops will include West Bay, Katara and Qatar University.

In 2013, the contract for the Red Line North section of the programme, which includes the build of seven stations, was awarded to a consortium led by Italian construction firm Impregilo and comprises of South Korea’s SK Engineering and Construction and Qatar’s Galfar alMisnad Engineering and Contracting.

The Green, or Education, Line will run 22km between Al Riffa and Al Mansoura, stopping at 11 stations including ones at the Hamad Hospital, Al Shaqab and the Qatar National Library. Finally, the Gold Line will comprise of 11 stations as it links Ras Bu Aboud to Al Aziziya over 14km of track. The Historic Line, as it will otherwise be known, will add the Qatar National Museum, Souq Waqif and Al Waab to the Doha network, as well as providing a critical link to Sports City –a major hub for the 2022 Qatar World Cup. Due to be expanding with additional line extensions and brand new lines in phase two according to the city’s growth, the total number of stations will eventually increase by around a further 64 as more than 200km of track is brought into operation. When completed, all lines will intersect at the central Msheireb station, the largest in the city, which will also serve as an iconic landmark designed to help locals and tourists orientate around the area. A strong visual connection between the entrance and concourse will also enable a smooth passenger experience and clear direction throughout the station. In 2013, a consortium of Spanish firm Obrascon Huarte Lain (OHL), Samsung C&T and the Qatar Building Company,

was awarded a 1.1 billion euro contract to build Msheireb, as well as the Education City station – both major interchange hubs.

Station design is a key factor for the entire Doha network and an architectural branding scheme has been established to ensure continuity of local flavours and personality throughout the metro system. All stations, which will eventually exceed 100 in number, 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 dhow-inspired exteriors and a ‘pearl-effect’ aesthetic on the inside.

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

www.qr.co.qa

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GORD - GSAS

GSAS Railways GSAS Railways, The first-of-a-kind sustainability assessment scheme created for railway projects

G

ORD, The Gulf Organisation for Research and Development was founded in 2009. It is a member of Qatari Diar Real Estate Investment Company and a non-profit governmental organization established at Qatar Science and Technology Park to promote healthy, energy and resource efficient, and environmentally responsible building practices in Qatar and the Gulf.

GORD, joins the global effort to meet the present needs without compromising the rights of the future generations. It is committed to contribute to the sustainable development of the MENA region by promoting sustainability best practices through the development of its flagship Global Sustainability Assessment System (GSAS).

GORD has three main centers of excellence namely;

GORD Institute, GSAS Trust, GORD Academy GORD also addresses a wide range of environmental and sustainability issues through its affiliated centers of excellence Qatar Carbon Trust (QCT) is dedicated to facilitate the climate actions and carbon management in Qatar and the region for a greener, cleaner and safer world.

Gulf Green Mark (GGM) is the first Environmental Product Declaration (EPD) System in the GCC and MENA region. It is to declare environmental footprints of products and materials used in the construction industry during their life cycle.

www.gord.qa

GSAS, GORD has developed GSAS through several years of intense collaboration with the University of Pennsylvania, and School of Architecture at the Georgia Institute of Technology, USA and other reputed houses of expertise. GSAS is the Middle East’s first integrated and performance-based sustainable buildings rating system to address, in particular, the challenges presented by the region’s climate. It started in 2007 from the comprehensive review of the existing 140+ building rating systems, tools, and guidelines around the globe and narrowed down to the 40 whole building rating systems.

There are three Types of GSAS certifications: Design & Build Certification, Construction Management Certification and Operations Certification. GSAS evaluates projects based on; Urban Connectivity, Site, Energy, Water, Materials, indoor Environment, Cultural & Economical Value and Management & operations. GSAS has six levels of Star rating (range) from 1 Star to 6 Stars.

GSAS has various schemes which can be used to assess the sustainability of the built environment.

They include GSAS Districts & Infrastructure, GSAS Commercial, GSAS Core & Shell, GSAS Mosques, GSAS Neighborhood, GSAS Parks, GSAS Residential, GSAS School, GSAS Hotels, GSAS Light Industry, GSAS Sports, GSAS Railways, GSAS Healthcare, GSAS Worker’s Accommodation, GSAS Existing Building, GSAS Construction Management and GSAS Operations.

Categories: Energy (E)

24%

Water (W)

16%

Indoor Environment (IE)

16%

Cultural & Economic (CE)

13%

Site (S)

9%

Urban Connectivity (UC)

8%

Materials (M)

8%

Management & Operations (MO)

6%

GORD - GSAS GSAS Railways Scheme, Railway is a cornerstone of any economic growth. It improves social and economic opportunities and plays a vital role in urban connectivity.

Railway also supports greener environment by reducing the highway congestion and CO2 emissions. Qatar Rail is leading one of the largest rail projects in the region to meet the demands of Qatar’s dynamic and growing population.

The broad goals of the Qatar Rail Development Program are to deliver a world class, environmentally friendly, safe and reliable rail network for Qatar, and support the “Qatar 2030 Vision� for achieving the highest economic, social and environmental development standards for the Qatar community through a sustainable urban development plan.

Qatar Rail aims to have the project designed, constructed and operated to achieve a 4 Star GSAS *LY[PĂ„JH[PVU GSAS Railways, ;OPZ Ă„YZ[ VM H RPUK HZZLZZTLU[ scheme in the world is used for rating the sustainability and ecological impacts of new main station buildings including spaces that serve various functions of a railway station such as, but not necessarily limited to, platform/

JVUJV\YZL VŃ?JLZ Z[H[PVU JVU[YVS YVVT [PJRL[PUN YL[HPS food/beverage areas, and ancillary areas. The scheme involves various stages of design construction and operations performance assessments and audits to attain [OL JLY[PĂ„JH[PVU Construction industry professionals must complete formal GSAS training, take exams and be engaged in continuous professional development (CPDs) programs. This would enable them to implement GSAS Z\Z[HPUHIPSP[` ILZ[ WYHJ[PJLZ VU KPŃœLYLU[ WYVQLJ[Z PU [OL built environment.

QRAIL Stations - GSAS 4 STAR Rating The GSAS 4 Stars target was set by Qatar Rail for all new stations and this requirement was cascaded down to individual Contractors. The 4 Star requirement is therefore YLSH[P]LS` Ă…L_PISL HUK P[ HSSV^Z *VU[YHJ[VYZ [V THRL [OLPY own decisions on the preferred route. As part of the GORD roles, it assisted Contractors to establish a robust 4 stars delivery plans and it also provided regular technical design review sessions to ensure that the plans are implemented.

The 4 stars approach taken by Contractors varies from one contract to another however some shared themes are evident as outlined below.

Urban Connectivity & Site Considerations :[YH[LNPLZ PUJS\KL! â&#x20AC;˘ Enhancing transportation system by providing dedicated [H_P WPJR KYVW VŃ&#x153; WVPU[Z HKKP[PVUHS I\Z Z[VWZ ZWHJL planning for future shuttle bus service etc â&#x20AC;˘ Providing additional public amenities without the stations â&#x20AC;˘ Ensuring that both general and disabled accessibility is improved in and out of the station and providing HKLX\H[L WLKLZ[YPHU ZPNUHNL HUK WH[O^H` Ă&#x201E;UKPUN â&#x20AC;˘ Preservation of land, water bodies and habitat falling with station boundaries (and enhancing its value where reasonably possible) Â&#x2039; :WLJPĂ&#x201E;JH[PVU VM SPNO[ JVSV\YZ MVY Z\WLYZ[Y\J[\YL Ă&#x201E;UPZOLZ [V TPUPTPZPUN [OL OLH[ PZSHUK LŃ&#x153;LJ[ Energy :[YH[LNPLZ PUJS\KL! â&#x20AC;˘ Minimisation of the Station envelope thermal conductivity and Improvement to the superstructure element by optimisation of U values and solar transmittance of glazing. Â&#x2039; <ZL VM LULYN` LŃ?JPLU[ 3,+ SPNO[PUN HUK HK]HUJLK lighting controls system to ensure maximum energy LŃ?JPLUJ` HUK \ZLYZ ]PZ\HS JVTMVY[ â&#x20AC;˘ Sizing of mechanical ventilation system which closely follows relevant standards for maintain adequate level of CO2 and ensure minimum energy wastage and maximum thermal comfort.

Â&#x2039; :WLJPĂ&#x201E;JH[PVU VM /LH[ 9LJV]LY` \UP[Z ^OLYL MLHZPISL JVZ[ LŃ&#x153;LJ[P]L Â&#x2039; :WLJPĂ&#x201E;JH[PVU VM LULYN` LŃ?JPLU[ JVVSPUN WSHU[ VY Z`Z[LTZ Water :[YH[LNPLZ PUJS\KL! Â&#x2039; :WLJPĂ&#x201E;JH[PVU VM LŃ?JPLU[ WS\TIPUN Ă&#x201E;_[\YL PUJS\KPUN ZLUZVY JVU[YVSSLK HUK WLYJ\ZZPVU [HWZ HLYH[VYZ HUK K\HS Ă&#x2026;\ZO toilets Â&#x2039; :WLJPĂ&#x201E;JH[PVU VM LŃ?JPLU[ KYPW [`WL PYYPNH[PVU Z`Z[LT HUK use of native plants with less water demand Materials :[YH[LNPLZ PUJS\KL! â&#x20AC;˘ Emphasis on procuring materials locally (whenever possible) â&#x20AC;˘ Use of materials with recycled content Indoor Environment :[YH[LNPLZ PUJS\KL! â&#x20AC;˘ Design to deliver thermal required thermal comfort in terms of temperature and relative humidity based on internationally accepted standards â&#x20AC;˘ Mechanical ventilation fresh air rates and illumination levels to follow relevant international standards â&#x20AC;˘ Improved indoor acoustic quality for users comfort â&#x20AC;˘ Avoidance and controlled use of materials with VOC content â&#x20AC;˘ Potential contaminant sources within the Stations to be controlled by the use of physical separating and controlled ventilation system Management and Operations 4HPU WYPVYP[PLZ \UKLY [OPZ JH[LNVY` HYL NLULYHSS` HZ MVSSV^Z! â&#x20AC;˘ Provision of organic and recyclable waste management â&#x20AC;˘ Provision energy and water submeters â&#x20AC;˘ Provision of adequate building management system to ensure proper operation of systems and equipment Â&#x2039; :WLJPĂ&#x201E;JH[PVU VM LULYN` LŃ?JPLU[ ]LY[PJHS [YHUZWVY[H[PVU system

www.gord.qa

Cubic Transportation Systems

A rail

revolution With roots reaching back as far as 1951, Cubic Transportation Systems has a proud heritage that recognises that efficient mobility remains a key driver for economic growth Below Roger Crow, Managing Director for Europe

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C

ubic has maintained a presence within the UK rail industry that extends back over more than four decades. During this time the company has established a proven track record as a trusted integrator of payment and information technology and services for intelligent travel solutions. Indeed, today many of the world’s overground rail systems use Cubic technology, while the company’s systems can be found on underground rail networks across four continents. The business was last profiled by Railway Strategies during March 2015, when the company’s Managing Director

for Europe, John Hill discussed how the service offering presented by Cubic has continued to change to meet the evolving needs of the digital age.

Over the past five to six years the rail industry has seen growing demand for intelligent revenue collection with technologies like contactless payment becoming increasingly integrated into the world’s rail networks.

Cubic represents a market-leading integrator for these technology intensive services and as clients increasingly adopt IT-based revenue collection systems they require a full service solution including support. As a result more

here at Cubic. It continues to be a time of change for Cubic too, as we grow our business across the whole mobility sector – including traffic management, tolling, multi-modal transport links and data analysis. During December last year we officially opened our worldwide Innovation Centre in Farringdon, London, while in Germany we are at an early but very promising stage of trialling a Bluetooth enabled ‘Check In – Be Out’ mobile solution. This was initially on buses and now with the upcoming trial in Duisburg will be included on light rail as well. We’re also pushing ahead with our NextAgent virtual ticket office and information point in both Germany and the UK. Again in London, we are developing a new ticket vending machine for CrossRail in conjunction with Transport for London (TfL), which will incorporate sleek modern design and a wide range of new functionality for both able bodied and disabled users. These are all part of our continual drive to make using public transport as simple and attractive as possible,” reveals Executive Vice President and Managing Director for Europe, Roger Crow.

“Another major highlight must be the enormous success of contactless payment across the network in London – well over 390 million journeys have now been made using contactless payment cards since it launched, and it has won 13 industry awards, as readers will have seen. The extension of contactless to Gatwick in January has also meant that the convenience of the

of the company’s products are evolving into back office systems, which are designed to handle the vast amounts of data generated by modern technologies. During the past 12 months, Cubic has enjoyed a highly successful year and in doing so has continued to demonstrate its place as an industry leader with the introduction of new technology solutions.

“This is a very exciting time for the transport sector in general and the rail industry in particular. We’re seeing record investment in new infrastructure, including Crossrail and HS2 and that bold optimism is reflected

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system is now available to many people outside London as well and we are seeing interest for this technology from transport operators and transport agencies around the world,” he adds. “In April this year Transport for New South Wales announced plans for a pilot of Contactless in Sydney in 2017.”

In a demanding year for the company Cubic has also

continued in its work leading a team comprising Sqills, CRM Culture and Rail Solutions to begin delivery of Irish Rail’s new fully integrated ticketing management and distribution system, which began in late 2014. “This chimes with Irish Rail’s ‘Customer First’ programme and I am pleased to say that is progressing well,” Roger elaborates.

“Away from the rail sector, we have also had significant US contract awards such as the New Hampshire DOT road tolling contract – a major re-entry success for Cubic back into road tolling. It’s been a busy year!”

The market appears to be extremely active for Cubic at present, with clients increasingly looking for IT solutions that link various modes of transport and types of payment. Therefore, market players are looking for partners that can guarantee delivery, future proof investments and who can think differently in response to the rapid development of technology and social media platforms. “This is a great time for innovative thinkers,” Roger exclaims. “I think the market is buoyant

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at present, because everyone is looking for more value from their assets and that is driving continuous advances in technology performance. Customers are looking to expand and future proof their systems, and when related to payment, are looking to maximise revenue certainty at the same time as improving operational efficiency.

“We are seeing a number of trends around account based ticketing and in joining up multiple modes of transport. But it is equally clear that this has a long way

to go. It’s still always surprising how many customers with similar needs look for different solutions. Coming back to account based solutions, we have seen this rapidly evolve from account based ticketing to account based solutions. Why would customers limit their solution to one form of transport, or to one payment need? Through ideas presented in our NextCity vision, we are helping customers to look beyond the near term, to implement infrastructure and solutions that are expandable across all modes of transport and potentially

extending into retail and commercialisation opportunities.

Take London, for example. London is looking to join up its infrastructure, ITS and transport modes through a range of projects. Cubic touches so many of these that we see some very exciting opportunities to help them realise their vision,” he continues.

“In the same way, through Transport for the North and the Northern Powerhouse in the UK we are seeing major drivers from several key cities, including Manchester, Leeds, Newcastle and Liverpool. Along with the devolution agenda this represents a major opportunity for the industry – provided we can efficiently join up our thinking and avoid over-complicated solutions. This is going to be hugely interesting and challenging over the coming years, but through our work with Manchester, London and the train operating companies we hope to play a significant role in this.”

It is difficult to overstate the level of activity that Cubic is enjoying at present, as the continued integration of new technology in transport networks around the world increasingly opens the way for further opportunity. As the market continues to evolve, Cubic will remain on hand with new and innovative solutions. “I believe we have only just seen the start of the revolution as far as contactless payment on public transport is concerned. This will be driven by the compelling customer proposition, the cost benefits to the operator, the rich seam of data which can be made anonymous and which can bring previously unimagined insight for operators and authorities, enabling them to tailor their services and offered increasingly personalised customer experience,” Roger concludes.

“Our core business remains as buoyant as ever, and we will continue to provide revenue collection solutions and services to the rail industry and beyond.”

Canvys Canvys, a Division of Richardson Electronics, Ltd. is a global valueadded integrator and manufacturer that specialises in creating comprehensive visual technology solutions for Original Equipment Manufacturers (OEMs).

Its collaborative approach allows the company to evaluate each customer’s unique needs and craft the right solution using custom engineering, value-added outsourcing, or modified off-theshelf components. In addition, it provides complete post-sale service and support, including installation support, maintenance, troubleshooting, calibration and conformance. Canvys is delivering in many markets and is also specialised in comprehensive solutions for the Transportation Market.

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RTA – Dubai Roads and Transport Authority

Integral to

success In a city of extraordinary growth, Dubai’s Road and Transport Authority is at the forefront of ensuring its expanding population is able to move around the international hub in a safe, smooth and healthy fashion

“

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he first ideas about the metro go back to the last decade of the twentieth century, when Dubai emerged as a regional economic hub and started to encounter a tremendous boom of development,” begins Abdul Mohsin Ibrahim Younes, CEO of RTA Rail. “Consequently, the population increased sharply, and the transportation need has grown rapidly, with the annual rate of car traffic increasing as high as 20 per cent. In such development conditions, the increase in traffic congestion reached unprecedented levels and started to negatively affect the daily life of Dubai’s inhabitants.”

So began the city’s plan to build and expand an integrated public transport network, including a metro and tram system that served the key population, commercial

and industrial areas of Dubai. Phase one to build the Red Line began in 2005 and was completed in 2009.

Stretching 52.1km from Rashidiya to Jebel Ali, the Red Line connects major business areas and iconic landmarks such as the Dubai International Airport and the Burj Khalifa. Phase two to build the Green Line started in 2006 and met its completion in 2011. Forming a semicircular route from Al Qusais to Al Jadaff, the 22.5km line passes through 20 stations, two of which interchange with the Red Line. Along both lines a total of 47 stations connect across the current network.

In November 2014, the Metro system was joined by the Dubai Tram system, one of the most modern of its type in the world. With further extension programmes planned the current route extends 10.6km from the Dubai

Marina to the depot in Al Sufouh and is served by 11 stations, four of which are on elevated sections of track.

“The Dubai Tram network lays claim to several world firsts,” highlights Abdul Mohsin. “It is the world’s first with full-line third-rail ground based power supply, the first with air conditioned passenger stations and the first in the world to be equipped with full platform screen doors.

These fully align with the tram doors’ opening and closing mechanism to provide maximum convenience, safety and security for passengers.”

In 2015 178.6 million passenger journeys were made on the Metro compared to 137.8 million in 2013. In fact, average daily ridership increased four and a half times in the five years to 2015 to almost 490,000. In its first full year of operation the tram system saw daily passenger

numbers increase 20 per cent. With the two networks currently accounting for over half the market share for public transport in Dubai, which currently stands at a total of 15 per cent, the RTA confidently predicts that this is only set to rise over the coming years – particularly in the run up to, and during, EXPO 2020 which is set to attract 25 million visitors to the city over six months. With population booming and economic growth continuing at pace in Dubai, the need for such a network is critical to the city’s safe and smooth operation.

RTA Rail’s Director of Rail Operations, Mohammed Yousef Al Mudharreb explains: “The provision of a good quality mass transit system generally helps cities to become more sustainable and resilient. Dubai’s Metro and tram systems are the backbone of the city’s transportation network, using less fossil fuel per passenger compared to cars and thus supporting the Dubai and UAE Government’s vision of a green economy.

Since its inauguration in September 2009, the Dubai Metro has reduced over 1.2 million tonnes of CO2, whilst the tram system has displaced over 3200 tonnes since November 2014. By 2021, this will have contributed to a 16 per cent reduction in carbon emissions as per the Dubai Carbon Abatement Strategy (CAS).”

The growth of the rail based network significantly helps to support RTA’s vision of creating a fully integrated transport hub stretching across Dubai, in a bid to help its people move safely and smoothly around the city and maintaining a healthier and happier society. “Crucially, this improves connectivity of the city and helps the booming economy through the increase of employment, investment and business attraction,” Mohammed Yousef continues. “It also encourages people to socialise more by travelling in groups and also by visiting each other more frequently.”

Illustrating the success of such a vision, at the beginning of 2015 Dubai was ranked the best in the world in terms of its public transport connectivity to the airport with 20 journeys per hour linking the city centre with such a major international travel hub. This was according to

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a study conducted and published by Simon-Kucher & Partners, which compared transportation systems in 15 of the biggest international cities in the world. The report also found that on top of a well-integrated and connected system, Dubai also offered the cheapest ticket price for a family of four.

In line with creating a modern, well-connected and welcoming network, RTA’s development of the metro and tram systems has closely adhered to a strong architectural branding scheme. All Metro stations have adopted an internal colour scheme that reflects the four natural elements – green for air, blue for water, brown for earth and red for fire. The tram stations and forthcoming

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Route 2020 stations also follow this design template.

“We chose this classic and natural theme because it is an eternal concept that is referred to and recognised in many religions and ancient philosophies,” explains Rail Planning and Projects Development Director, Muna Al Osaimi. “This very much reflects the international nature of Dubai where more than 220 nationalities with different languages, religions and cultural backgrounds live in harmony.”

One significant part of RTA’s ongoing plans to develop and grow its rail systems around Dubai is its unique approach to commercial partnership. The Dubai Metro Naming Rights project, for instance, is a world first revenue model for public transport infrastructure

further with Abdul Mohsin highlighting the Trans-Oriented Development (TOD) station project currently being rolled out in the city centre. “Union Oasis, which was formerly a public park, will offer 15,000 square metres of mixed development opportunities next to Union Metro Station and will include recreational facilities and green areas, residential apartments, commercial spaces and retail outlets,” he says. “The success of this project is intended to trigger a wave of similar developments under the PPP (Public Private Partnership) model, with RTA offering the land on lease to potential developers or investors for a period of 30 years.”

What is clear is that whilst the city of Dubai continues to grow at a pace unprecedented in modern history, RTA is playing a critical role in ensuring that capacity to move in a safe, smooth and happy environment continues to serve demand. With a current intermodal share of public transport across the city standing at 15 per cent, there is an overarching strategic plan for this to reach 30 per cent by 2030, and RTA’s development of a fully integrated rail system will be central to this.

“We are currently in the process of tendering the Route 2020 Metro Line, which will connect the Red Line from Sheikh Zayed road to the EXPO 2020 site near Al Maktoum airport,” says Muna Al Osaimi as she discusses the city’s future. “The new line will serve existing and future developments beside the EXPO 2020 site along the proposed route and is planned to be in service by the end of 2019. Other planned public transport projects include the Green Line Extension, which is going to extend current services to new developing suburbs, such as the Lagoons, International City, Silicon Oasis and Academic City. The total length of this extension is 20 km with a further 11 stations. We will also be looking at growing the Red Line into the Mirdiff district in the future.”

Route 2020 – H E Mattar Al Tayer, Director General, Chairman of the Board of Executive Directors

that has been running since 2008. “This offers national and international companies the possibility to become partners of stations around the Metro network,” Abdul Mohsin outlines. “The Metro has incredible value as a communication and promotional platform from a commercial standpoint and the Naming Rights project goes beyond traditional sponsorship and branding to a deeper level of holistic brand integration and partnership.

Ultimately, it gives corporations excusive rights to an innovative marketing platform, whilst generating additional revenues for RTA to continue developing, improving and maintaining facilities and lines around the city.”

This relationship with private enterprise goes even

Planned to be in operation by the start of 2020, RTA’s Route 2020 programme will eventually connect the Red Line from Sheikh Zayed road to the upcoming EXPO 2020 site, and will provide the foundations to connect other existing and future developments. Starting off at the Nakheel Harbour and Tower Metro station, the new route will extend 15km stopping at seven stations, five of which will be elevated with the remainder underground.

It’s part of the RTA’s master plan to provide multiple options of integrated mass transit comprising metro, tram, buses and water transport modes. “Route 2020 will offer a safe and smooth mobility to visitors of EXPO 2020 and residents of the neighbouring areas as well,” explains RTA’s Director General and Chairman of the Boad, HE Matter Al Tayer. “It stands out as a vital transit corridor lining various Dubai districts with Al Maktoum International Airport, an icon of a new important development phase in the history of Dubai, and a symbol of sustainability, advancement and creativity for current and future generations.

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“The project will serve areas with average-to-high population density such as the Gardens, Discovery Gardens, Furjan, Jumeirah Golf Estate and the Dubai Investment Park. These communities are inhabited by about 240,000 people and the journey from the Dubai Marina to the Expo site will take 16 minutes.”

With population and visitor numbers only set to grow, RTA’s vision for the future is remarkable. Ongoing projects are currently being implemented to improve the road network, its canal system and indeed its public transport options. By 2020 Dubai International Airport is expected to welcome 92 million travellers, and accommodating this is essential. The company currently operates a fleet of over 1300 buses, with new routes to serve more of the population being added all the time. An array of marine transport modes is also available, making good use of the city’s waterways. Currently five water buses, five water taxis, 148 Abras and five Dubai ferries are operating, and come the completion of the Dubai Canal project at the end of 2016 a further four ferries will be introduced.

“We are proud to say that public transport means in Dubai, comprising the metro, tram, buses and marine transport, in addition to the taxi services, lifted about

539.558 million riders in 2015, which translated into 1.5 million passengers a day,” HE Mattar Al Tayer says.

“The share of public transport in the mobility of people has leapfrogged from six per cent in 2006 to 15 per cent in 2015 and should hopefully reach 20 per cent by 2020.”

The 2020 vision is certainly a huge objective for the RTA and for Dubai as a whole, but its outlook doesn’t stop there. HE Matter Al Tayer notes that the organisation will soon be finalising the SPD025 project: ‘Update of Transportation and Implementation Plans for the Emirate of Dubai,’ which will be setting out longer-term plans for the period up to 2030.

www.rta.ae

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Metrail Construction

On the right track Metrail Construction continues to expand its offering to the market, and with strong market conditions and a full order book, the company is on track for even more success

M

etrail Construction started life in 2007 and quickly became a framework partner for the highways, Network Rail and London Underground markets, delivering high quality infrastructure repair services to the road and rail sectors.

This year the company is set to turn over close to £2 million and is seeing strong growth opportunities in a busy and fruitful market. At present the company holds within its service portfolio everything from concrete and tunnel lining repair to water ingression control and

brickwork services. Upheld by a leading reputation for quality and a strong safety record, Metrail is also a qualified contractor for the Heli-bar structural system, and Stirling Lloyd Hytec and Eliminator waterproofing systems.

Within the rail industry alone, over 200 packages of work have so far been delivered on Network Rail infrastructure, including reactive maintenance and refurbishment work and 24/7 emergency call-out.

Martyn Sherwood, MD of Metrail explains that much of the company’s success and ability to grow comes from its approach to covering these three separate sectors. “We don’t look at the individual markets any differently, in that we’re repairing infrastructure assets and find that there is a lot of continuity between the three,” he explains. “By covering them all we’re able to keep the workforce busy and use this to build the business progressively.”

It’s an approach that has resulted in annual sales growth of 15 per cent - a positive level in sectors that are prone to fluctuation. “We owe a lot of this success to the strength of our people,” Martyn continues. “We hold a lot of specialist knowledge internally and provide continual training with products and suppliers to ensure all members of the team are competent. However, we are also incredibly flexible and our multidisciplined teams are able to cross from highways work into Network Rail or London Underground work fluidly without any issues.

We have also established some excellent ongoing

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relationships with all our clients and understand their different needs to ensure we can consistently meet these in an honest and reliable way.”

When Martyn last spoke with Railway Strategies back in June 2015, he noted that Metrail has always succeeded in expanding its capabilities and developing its offering to the market, and a look over the company’s activities over the time since seems to confirm this.

“We’ve recently opened up a brand new specialist coatings divisions to bring that expertise in-house, as we used to contract it out,” he highlights. “This means that we have been able to expand our offering even further with services that complement the existing portfolio. It also improves our ability to self-deliver.”

The year also saw Metrail acquire a controlling share of Nighthawk Services, a staffing agency for London Underground and Network Rail contractors. “Again this allows us to enhance our total offering to the industry as it means we can source our own people and become even

more flexible to demands in the market,” Martyn says.

Today’s activity levels for the business are extremely positive. Whilst large projects occasionally arise, the vast majority of its work has been on relatively small but vital projects across all three sectors. As such, for the foreseeable future Martyn and his team are facing a full order book. It’s a favourable position upon which Metrail is keen to develop its offering even further.

“We’re always looking for technical improvements and cost saving methods within the industry,” Martyn continues. “It’s about finding new ways of doing what we do best, better, so that we stay focused on our core strengths and complement these with added services.

By working closely with our current suppliers and other consultancies this will be a path we continue moving down in the future.”

However, whilst part of its focus is trained steadily on future developments, Metrail’s commitment to its current offering remains steadfast and continuing to push Stirling Lloyd’s Eliminator and Hitech systems is just as key for the company’s ongoing growth. Recent years have seen significant levels of success, and Martyn hopes that within the next three to five years the business will be turning over annual sales of £5 million. With high levels of investment and activity increasing across the UK’s infrastructure over the coming years, the market for Metrail certainly looks positive. As long as it can retain its leading reputation for quality and safety, as well as growing its portfolio, the company looks set to capitalise for years to come.

www.metrail.co.uk 90

Datum

strength Composite

Datum’s reputation as a leading provider of composite solutions to the rail industry places it in high regard with the leading OEMs and puts it in good stead as the industry moves forward

F

irst appearing in the market 1997, Datum will soon be celebrating two decades supplying into the UK rail industry. As experts in pattern making and foundry work, the company has taken advantage of its transferable skills and grown a strong composites division, which first launched in 2002. Over this period, the company’s reputation for supplying fire resistant GRP/composite products and turnkey solutions has firmly rooted itself in the market and Datum now counts leading OEMs such as Bombardier, Alstom, Siemens and Hitachi amongst its client base.

“It’s this long standing experience of supplying phenolics into the rail industry that gives us a solid grounding for success,” says current Managing Director, David Taylor. “I believe this has made us one of the key go-to suppliers for this commodity.” With its facilities

based in the East Midlands, the company has also built itself a complete design and manufacturing capability – making Datum’s competence one of the most far reaching offerings in the marketplace.

“We manufacture all of our own tooling in-house, so we can take a basic sketch, CAD design or historic part and run the entire process right through to the actual series production of a part,” David adds. “Throughout 2016 we will be installing a painting facility into the plant which completes this offering. Before we were spending a significant portion of our budget in sub-contracted paint services, but by pulling this in-house and adding another string to our bow it not only means we can provide fullyfinished, ready-to-go parts straight from the factory, but it also gives us more control over the entire process and makes us more profitable.”

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When Railway Strategies last spoke with David back in 2014, he talked about the development of a brand new PRM compliant toilet module in collaboration with Birley Manufacturing and APA Design Ltd. The two-piece module has been designed to provide quicker installation times and therefore quicker rolling stock maintenance times, and thanks to the single joint reduces the risk or water ingress and subsequent corrosion issues. Over the two years since, he notes that the company is still heavily pushing the project, but that it has been a bit slower to forge significant inroads to the market.

“We have undertaken further development and testing and we have our first unit in operation on a new Class 144 E running around the country, so its great to have some public testing,” he says. “We’re positive that its performance will prove successful and that this success can convert into more orders throughout 2016 and into 2017. I think there is still a lot of work that needs to be done by the TOCs relating to PRM compliance and we feel that we are in a good place in the market with a good product and a good price point to support this in the best way possible.”

Another significant success in this time is the recent awarding of a contract to supply the new Crossrail cab fronts for Bombardier, in collaboration with Garrandale Group. Running from 2016 to 2018, the contract is hugely significant for Datum, providing the company with long-term stability to its order book and with it the confidence to invest in people, skills, machinery and processes. “On top of this it helps to strengthen our relationship with Bombardier and we are excited about where it may take us in the future,” David notes.

Running alongside this, the company is keen to continue building its relationships with its other key OEM customers.

An ongoing relationship to provide work and depot support for Hitachi is positive, as is additional work with Alstom and Siemens. Its depot spares business is also providing strong levels of business with a recent contract with Rail Order to provide Class 321 replacement bonnets.

“The market for rolling stock at the moment is very

buoyant, which provides great opportunities for the major OEMs and in turn for companies like us in the supply chain,” outlines David. “However, one of the biggest challenges facing the UK industry at present is the global purchasing power and international networking of these OEMs, and we are facing growing pressure from cheap imports from overseas.”

Keen to try and alleviate some of this pressure, Datum has turned its attention to its production facilities over recent years. In February 2016, the company opened a new factory adjacent to its existing site, centralising all production operations into one location, doubling its footprint and capacity, and improving its manufacturing efficiencies. Investments into a new oven and the new painting plant will also help to drive down costs and improve productivity within the plant, ultimately impacting on the company’s profitability.

Further investment over the coming 12 to 18 months will be into pushing for full IRIS accreditation by 2017 to support the continuous improvement of its quality and management procedures. Other areas of focus for 2016 will be maintaining its order book with Bombardier, increasing its work with Hitachi and developing its production competencies. In the longer term, David hints that Datum may be looking into what value it can add to other transportation segments, as well as other advanced materials and composites. He will also be continuing his role as an Executive Director of the Rail Forum – East Midlands (RFEM) – a role that recently saw Datum host Lilian Greenwood, Shadow Secretary of State for Transport along with other industry SMEs for a key lunch meeting.

All in all, it has been a successful couple of years since we last spoke with Datum. Driven by both the continued development of products as well as its own service capacity, the future for the Midland business looks bright as it maintains the growth of its reputation with some of the biggest names in the industry.

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telent

Making

connections Leading the way in communications technology across multiple UK industries, telent is playing a key role in the development of a digital railway

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n 1897 Guglielmo Marconi founded The Wireless Telegraph and Signal Company, a business that pioneered wireless long distance communication and mass media broadcasting throughout its long history. Numerous acquisitions, mergers and sales took place throughout the twentieth century and today a number of leading names across the world can attribute part of their history to the company. One such company is telent, a now privately owned business with a long history of industry experience often found at the cutting edge of communication technology’s rapid progress.

At telent’s heart sits an unrivalled reputation for service delivery and a total commitment to innovative communication technologies. From this core the business’s market presence is multifaceted, serving key infrastructure sectors such as telecoms, traffic, rail,

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emergency and commercial markets. telent currently holds over 30 years of experience delivering systems and services to the rail industry, providing projects to TfL, Network Rail and numerous TOCs across the network.

“One of the great strengths that we have is the company’s level of capability in complex technical communication,” explains Stephen Pears, Managing Director of telent’s Rail division. “We are able to forge ahead with the latest communication technologies whilst being able to deal with old and obsolete systems.

Crucially, as we are very much a service organisation, this is underpinned by our people and we possess some very talented and motivated individuals who work really well with clients, have a strong commitment to innovation and to solid service delivery.” telent’s business in the rail industry is supported by a

foundation of maintenance and management services presently being delivered to over 1000 stations on the national rail infrastructure, plus all London Underground stations. Such a widespread workforce not only gives the company an excellent relationship with its clients, but also forms a solid platform upon which innovative technologies and solutions can be built.

Such a strong service and dedication to innovation results in a company that is highly flexible and able to develop its capabilities and expertise in response to market trends. The digital railway undoubtedly dominates the industry’s current focus, and Stephen notes that even over the last 18 months, since Railway Strategies last featured telent, the transition to such a network has made significant progress.

“What’s changing for us as a business is the impact of

technology and our investment into technology to move forward in support of this transition,” he says. “One of our biggest moves to facilitate this was the acquisition of Telindus UK, which has brought with it Gold Partner status with Cisco and Elite Partner status with Juniper.

This really helps take the business into the world of the digital railway and makes sure that we have the future capability and expertise to fully support it.”

One key area where a digital railway is already beginning to be realised is in the current electrification programme being rolled out across the UK. Presently telent is delivering a five-year contract to develop the national electrification supervisory control and data acquisition (SCADA) system. By utilising a variety of communications systems to provide control to remote equipment, the SCADA control systems allow for a single national control infrastructure, which integrates legacy equipment with new systems, thus allowing much greater flexibility of control.

Back in 2014 when we last spoke with telent, Stephen discussed the roll out of SCADA to Network Rail infrastructure. Today, he happily reports that TfL and the London Underground are keen to bring the technology into their own network. “They have now come to market with their requirement for a traction power SCADA system,” he explains. “The approach is similar to the Network Rail project where we’re seeing the need for a centrally managed system that can be operated from multiple locations.”

Demonstrating the company’s consistent occupation right at the leading edge of technological innovation, telent’s roll out of SCADA has become very closely aligned with a growing need for cyber security development. Over the last 18 months the company has taken part ownership of a cyber security company in anticipation of this rising demand. “The design of a network, the implementation of a security solution that provides defence in depth, the ability to carry out penetration testing and so on are all becoming key requirements of these new systems,” Stephen continues.

“Having the capability to understand cyber security and to deliver these requirements to our customers is incredibly important. At the same time this is new ground for a lot of our customers so it is critical that we can not only respond to these requirements but also support them in the transition.”

In addition to the SCADA programme, telent has also been busy continuously developing and implementing its station management system, known as MICA (Management Integration and Control of Assets), which has been in the market since 2006. By enhancing the communication between multiple systems such as CCTV, public address systems, passenger information displays

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Samsung The award-winning SRN-4000 minimises the total cost of owning a video surveillance system by offering an extremely robust, outof-the box Linux based video recording solution.

An ability to record in real-time images from 64 x 2 Megapixel is impressive, but the SRN-4000 also stands out from the crowd because of a feature set which ensures it can be relied upon to deliver a highly resilient, low maintenance recording solution. These features include a built-in hard drive ‘Hot Swap’ facility which ensures that recording is not interrupted if a fault occurs, whilst power reliability is enhanced by way of a dual power supply.

and help points, as well as fire and intrusion detection systems and lift and escalator monitoring MICA provides a fully integrated management system.

CCTV management forms a very important part of MICA and, acting as a management service provider as well as the project delivery partner, telent currently looks after 30,000 cameras across the UK’s station network.

“Since we last spoke there has been a marked beginning to the transfer from analogue to IP CCTV systems,” outlines Stephen. “We currently have 1000 IP cameras in seven TfL stations, and by working with a lot of the leading camera and video encoder suppliers in the market, like Samsung, Axis and Bosch we are integrating their systems into ours and helping to develop this for the rail environment. Part of this development provides mobile CCTV monitoring to a local monitor or handheld device.” Whilst MICA was initially rolled out into the TfL network, over the last year Network Rail stations such as Reading and London Bridge have begun to implement the same technology.

As with SCADA, cyber security plays an important role in the current development focus of MICA. Stephen points out that with the raised threat of attack to critical infrastructure following events in Paris, the need to increase station security has followed. He highlights that recent development for MICA has been centred on how secure it is and following tests, telent is confident about its credentials. “It is very important to be able to provide

high quality services and to make sure these systems are functioning very well,” he adds.

Another area of recent focus for telent is in improving its complete service offering, having agreed a managed service contract for CCTV systems to provide 10-15 year periods of renewals and support for a known cost. “For an operator this means that they don’t need to worry about going out to market every time they need renewals, instead they get a service that supports them for the duration of their franchise,” Stephen explains. “It is not just technological innovation that we are developing but also the way in which we contract and support our clients from a service point of view. It also means we’re operating in the provision of capital, which is made possible by our own financial strength.”

With demand for a digital network growing across the UK’s rail industry, telent and its expanding

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PB Design & Developments PB Design’s battery chargers are supporting the telent SCADA system that will manage the major new traction power control network in the South. PB Design was selected because of its reputation in this technology sector, and long experience of producing PADS approved chargers.

Although there will be up to 250 separate RTU locations, PB Design worked closely with telent to reduce the number of charger variants to just three - minimising costs and simplifying production.

capability are perfectly placed to continue its leading role in the communications sector. A look at the current market conditions goes some way to bolstering this positivity as Stephen references the ongoing Crossrail and upcoming HS2 projects, plus the possible Crossrail 2 and HS3. “This suggests that the rail network has a great future in terms of investment,” he says. “However, at the same time we are seeing Network Rail and TfL becoming more aligned with the government and therefore having tight budget pressures, so it’s a bit of a mixed picture.

“Ultimately, the industry has set the strategic vision for

a digital railway and the requirements which that entails, but it’s very much in its infancy. At the heart of this vision is a secure communications network and this has to be highly reliable and able to reach all segments of the industry, it has to have the capacity and the availability, and it has to have the cyber security pedigree. We will be central to supporting this vision and by working closely with our customers and partners we can make sure that these things are delivered along side the best applications to interface with them.”

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Birchwood Price Tools

A leading light

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Birchwood Price Tools is leading the way when it comes to innovative solutions and powerful brands for the world’s tradesmen

irst established in 1974 and becoming a flagship trade brand branch of Travis Perkins plc in 2011, Birchwood Price Tools (BPT) is a pioneer in the design and development of innovative and high quality brands for tradespeople. Under its umbrella sit eight exclusive brands including, Scruffs, for safety workwear and footwear; Defender, a site power and lighting brand; Van Vault, for secure storage solutions; Bullet, a professional fixings brand and Punk, a range of power tool accessories. The company also acts as a distribution partner for well-known brands such as Bosch, Makita and Stanley.

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“We design, develop, market and sell brands that are ‘built to inspire’,” begins COO of BPT, Fiona Hornsby. “A focus on quality and innovation is at the heart of everything we do and our product development process is focused on adhering to ever changing health and safety regulations.

We are passionate about delivering long-term sales and profit-growth for UK and international customers by providing outstanding performance and value.”

Based in Nottingham and served by around 150 dedicated employees, BPT currently distributes throughout 27 countries worldwide. Strong branding and striking marketing campaigns support the development of innovative products, and it this very market-led and unique approach that has awarded the company with the ability to compete in a challenging global market.

Serving through both the retail and hire sectors with leading merchants, hire companies and wholesalers, as well as over 8000 national and independent electrical, plumbers and builders merchants with a growing international base, as well, BPT’s performance in the market is unrivalled. Fiona highlights that in 2015, despite challenging marketing conditions, the business was able to outperform many of the more established brands in the market. “We have ambitious growth plans and are confident that we can continue to outperform the market over the coming years as well,” she adds.

Also setting it apart in the market as a supplier is its portfolio of owned and exclusive trade brands. To do so, it has in-house expertise in product design, development, engineering and manufacturing across all its brands “We have a set of strong values which drive everything we do,” Fiona continues. “We challenge ourselves to stand out by developing innovative, award-winning products, creating powerful brands and delivering impactful communication both on and offline. As such, our design and marketing

are both recognised as being the best in the industry.”

Demonstrating the strength of BPT’s position in the industry particularly well is its long-established Defender brand, which has been developing and delivering cuttingedge power distribution and lighting solutions to the industry for over 20 years and is now represented in over 20 markets around the world. “Whether it is illuminating a site to support maintenance and engineering works underground or a railway track, it all comes down to performance and safety for Defender,” outlines Fiona.

“We continue to work hard to create exceptional products that users can trust to deliver the light and power needed to get a range of jobs done. A prime example of the brand’s success is the award winning Defender Uplight product range, which has revolutionised lighting, delivering shadow-free illumination perfect for plastering and decorating. The Uplight is celebrating its 15th anniversary in 2016, demonstrating its success and continued demand in the market.”

Defender is also a pioneer in LED site lighting, having been the first into the UK market in 2009 and BPT continues to develop sustainable solutions that challenge the norm and meet more user requirements.

For instance, the LED Light Cannon Rechargeable Floodlight is a lightweight, portable solution that is essential kit for use when access to power is limited.

In 2016, the company has also launched the LED Luminator Floodlight Tower, a portable solution delivering 30,000 lumens of super bright light. The product is wind resistant up to 65mph and made from solid materials designed to be safe and durable on site. “Key benefits of the tower include its four-metre extendable mast and its ability to alternate light spread from 360 degrees to

180 degrees, helping to save energy and manage light pollution,” Fiona notes.

Another well-known brand within the BPT portfolio is Van Vault, the UK’s first purpose-built range of mobile site security containers when it was launched in 1997. Van Vault has maintained this leading position in the market as a frontline defence system to defeat the rising tide of tool theft and protect livelihoods. “Indicating the level of

brand success Van Vault has achieved, it has over 80 per cent brand awareness amongst tradesmen,” points out Fiona. “The range includes security solutions for both commercial vehicles and onsite uses. The original Van Vault-2 is a high security steel storage box for commercial vehicles and continues to remain a best-selling line.

Equally, the onsite range features purpose built solutions suitable for storing flammable liquids and hazardous

chemicals, offering safety and security on a worksite.”

Brand development and product innovation continue to be the driving forces behind BPT’s success. Moving forward the company has an ongoing pipeline of products and patented technologies that will be brought to market over the coming years in line with the ever-changing demands and regulations within the marketplace.

“Making sure we are agile and able to respond quickly to these evolving needs is a big challenge, as is protecting our intellectual property from competitors,” says Fiona.

“However, we also see some major opportunities, particularly in our digital presence and how we can serve, support and communicate with our customers through these new channels. We also see some big opportunities to strengthen the presence of our key brands in international markets.”

The plan for the next 12 months very much falls in line with these challenges and opportunities. Continuing to invest in innovation and developing a product pipeline for the next five years, building its digital capability, continuing to internationalise and maintaining investment into its people and process to ensure it can continue to deliver the best quality and service to its customers, will all be central to 2016. Following a year in which BPT gained ISO 9000 and Investors in People accreditation, further reinforcing its drive to ensure it has the best approach to quality management and the best people in place to serve its customers, the future for BPT looks bright. “We have ambitious plans over the next five years,” Fiona concludes. “Our vision is to continue being an innovator and supplier of exciting brands, to grow internationally and to double our turnover.”

For more information on BPT

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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.

29 June -1 July Next Generation Rail Where knowledge creates solutions Where: National Training Academy for Rail, Northampton Organiser: RRUKA Email: secretariat@rruka.org.uk Web: www.rruka.org.uk/events/ngr2016

20-23 September InnoTrans 2016 Where: Messe, Berlin Organiser: Messe Berlin Tel: +49 30 3038 2376 Email: innotrans@messe-berlin.de Web: www.innotrans.de/en

10-11 November ITA Tunnelling Conference & Awards 2016 Where: Singapore Organiser: International Tunnelling Association Tel: +41 21 693 23 10 Email: awards@ita-aites.org Web: awards.ita-aites.org

13 July UK Rail Station Regeneration and Development Conference Where: Pinsent Masons, London Organiser: Waterfront Tel: 02070 671 597 Email: nigelbranson@thewaterfront.co.uk Web: www.waterfrontconferencecompany.com/ conferences/rail/events

5-7 October European Transport Conference Connecting the worlds of research, consultancy, policy and practice Where: Barcelona, Spain Organiser: Association for European Transport Web: etcproceedings.org

14-15 November Rail Revenue, Rail Customer, Rail Ticketing, Rail IT Where: Sofitel Legend The Grand, Amsterdam Organiser: Terrapinn Tel: 02070 921 237 Email: daniel.boyle@terrapinn.com Web: www.terrapinn.com/conference/rail-revenue

18 – 20 October Civils Expo (Part of Construction Week) Where: NEC, Birmingham Organiser: Media 10 Ltd Tel: 02032 255 200 Email: sema.tezel@media-ten.com Web: www.civilexpo.co.uk

22-24 November Intelligent Rail Summit Where: Railway Museum, Naples, Italy Organiser: Railtech Tel: +31 627 841 198 Email: mbrouwers@europoint.eu Web: www.railtech.com/intelligent-rail-summit-2016

7-10 November 18th International Wheelset Congress Where: InterContinental Century City, Chengdu, China Organiser: IWC Email: info@iwc2016.com Web: www.iwc2016.com

28-30 March 2017 RailTech 2017 Where: Utrecht, the Netherlands Organiser: RailTech Tel: +31 306 981 802 Email: sales@railtech.com Web: www.railtech.com/railtech-2017

14 September UK Rail Industry Forum Where: Denton’s, London Organiser: Waterfront Tel: 02070 671 597 Email: conference@thewaterfront.co.uk Web: www.waterfrontconferencecompany.com/ conference-calendar 14-16 September hEART 2016 An interdisciplinary Transport research conference Where: Delft University of Technology, Delft, Netherlands Organiser: Delft University of Technology Tel: +31 (0)15 278 4915 Email: info@heart2016.org Web: www.heart2016.org/

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) 5 July 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.

2 November Traction and braking Principles of traction and braking for railway engineers

10 November Train communication and auxiliary systems New and existing systems in use on today’s rolling stock fleet

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

3 November Vehicle acceptance and approvals Introduction to acceptance procedures which apply across the rail network

22 November Train control and safety systems Learn of the systems used on UK fleets that provide safety and train operational control

12 July Vehicle dynamics and vehicle track interaction Understand the dynamics of railway vehicles to improve safety, comfort and asset life

7-11 November Introduction to railway signalling technologies An overview of railway control systems, subsystems and technologies used on UK main line and metro railways

23 November Vehicle dynamics and vehicle track interaction Understand the dynamics of railway vehicles to improve safety, comfort and asset life

13 July Vehicle acceptance and approvals Introduction to acceptance procedures which apply across the rail network

8 November Fleet Maintenance - Introduction Improve your processes and fleet maintenance processes

24 November Structural integrity Structural integrity, fire and crashworthiness systems found on today’s rail fleets

1 November 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.

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9 November Fleet maintenance - Advanced Understand the issues affecting rail vehicle performance and cost of maintenance

For more information 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 Director Joe Woolsgrove

jwoolsgrove@schofieldpublishing.co.uk

www.railway-strategies.com

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