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Issue 134 October 2016

Hydrogen cell

breakthrough

The world’s first carbon free train is destined for Germany

NEWS

Hitachi digital signalling system authorised for passenger trains ORR: Rail performance tumbles over the last three months Libertarian think tank calls for Network Rail sell off HackTrain: analysis of the barriers to innovation in rail

S FEATURE

Examining the future of major infrastructure programmes

Under pressure: report on tackling railway connectivity


Chairman Andrew Schofield Editor Gay Sutton editor@railwaystrategies.co.uk

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From the Editor

Managing Editor Libbie Hammond Art Editor Gerard Roadley-Battin Advertisement Designer David Howard Staff Writers Jo Cooper Andrew Dann Josh Younespour Advertisement Sales Mark Cawston Tim Eakins Andy Ellis Darren Jolliffe Dave King Rob Wagner Sales Director Joe Woolsgrove Operations Director Philip Monument Editorial Researchers Tarj Kaur-D’Silva Mark Cowles Darren Foiret Jeff Goldenberg Administration Tracy Chynoweth

Issue 134 ISSN 1467-0395 Published by

Schofield Publishing Cringleford Business Centre, Intwood Road, Cringleford, Norwich NR4 6AU

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Strength in partnership

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s the season turns from summer to autumn the change can be quite abrupt. From one of the warmest Septembers on record we’ve now entered the era of long dark evenings. It may feel as though life is winding down but nothing is ever static in the rail sector. Hitachi and Bombardier, both of whom have prequalified to make individual bids for the contract to build the next generation of deep tube trains for the London Underground, have been working together and have submitted their bid as a joint venture. They are no strangers to the extraordinary level of collaboration required. An earlier joint venture between the two resulted in the high spec and very successful ETR1000 High Speed train now running on the Trenitalia network in Italy. The collaboration not only draws on the unique strengths of each company, both of whom have strong design and manufacturing capability in the UK where they employ over 4000 people, but will spread the cost and risk of the development and build process. Ultimately the success of joint ventures such as this comes down to the willingness to collaborate and work together across company boundaries. It is a strong trend that we heard about last month from Steve Murphy at MTR Crossrail. This month, we take a closer look at the continuing long-term investment in rail infrastructure, and whether there are likely to be changes following the Brexit decision. Further into the issue, we have the chance to quiz Oliver Bosshard on a new guide: Under Pressure: Tackling Railway Connectivity in 2016. If you have any thoughts or comments, please do get in touch. editor@railwaystrategies.co.uk

Railway Strategies as you want it

Railway Strategies is available by email as a digital magazine, or by post in print format. This means you can read the magazine in the format that is most convenient to you. To secure your supply of Railway Strategies in the format you require, contact our subscriptions manage Iain Kidd: ikidd@schofieldpublishing.co.uk The new and refreshed Railway Strategies website can be found at: www.railwaystrategies.com. We are on Twitter: @Rail_Strats, and on LinkedIn: www.linkedin.com/groups/RailManagement-8480954/about. No part of this publication can be reproduced, stored in a retrieval system or transmitted in any form or by any means (electronic, mechanical, photocopying, recording or other) without prior written permission being obtained from the publisher. While every care has been taken to ensure the accuracy of the editorial content at time of writing, the publishers cannot be held responsible for any errors or omissions. Views expressed by the contributors are not necessarily those of the editor or the publisher.

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Features Hope for SMEs? 11 Now that the Brexit dust has settled, is there a future for the promised infrastructure investment in the UK? TOM COLLINS Perspectives on connectivity 14 Digging deeper into a new report on what the industry needs to do to achieve effective on-board wireless connectivity OLIVER BOSSHARD

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News Industry Infrastructure Innovation Rolling stock Stations Appointments Conferences & exhibitions

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From the cover

COVER STORY Digital signalling Rail performance Network Rail selloff Barriers to innovation Future of infrastructure programmes Railway connectivity

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14 ory t s r e v 10Co


Profiles 18 22 25 28 30 32

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Touax Rail Wood Group Industrial Services Trackwork Moll RTA - Dubai Roads and Transport Authority Acciona Infrastructure Faiveley Transport UK


IN BRIEF Eversholt Rail commended for care of staff l Eversholt Rail has been named Britain’s Healthiest Employer in the small company category at the Britain’s Healthiest Workplace awards. The company was also named one of the top three healthiest workplaces in Britain. The awards aim to celebrate organisations that have an outstanding approach to their employees’ health and wellbeing.

Derby gets new rail academy l A new Rail Employment and Skills Academy has been launched at Derby College in the East Midlands. With close links to the Rail Forum East Midlands, which represents over 150 rail related regional businesses, the academy draws upon world class rail expertise across disciplines that include construction, engineering, finance and support services. Its first task is to design new industry apprenticeship programmes.

Rail Rule Book to go mobile l The RSSB is leading a programme to develop a mobile app for the Rule Book – the reference work for all railway staff that sets out clear instructions that must be followed. Currently, staff work from paper copies or the online version on the RSSB website. The new mobile app, which will make the book much more accessible, should be available next year.

GTR begins fleet shuffle l Govia Thameslink Railway is to begin transferring its Bombardier Class 387/1 variants, which have been operating on Thameslink for the last year, to the Great Northern. The trains start arriving in October as new Class 700 Thameslink trains come into service. Some 387/1s will also move to the Fen Line next year, for Cambridge to King’s Lynn services.

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The proposed Curzon Street station, Birmingham

Birmingham invests £1bn to maximise the benefits of HS2 l Almost £1bn of investment is being committed to redevelop a part of Birmingham that is set to be transformed by the arrival of HS2 in the city. The Curzon Investment Plan is a 30 year strategy to unlock and regenerate the 141 hectares of land around the planned HS2 Curzon Street station, led by the Greater Birmingham & Solihull Local Enterprise Partnership and Birmingham City Council. Creating 36,000 jobs, 4,000 new homes, unlocking 600,000 sqm of commercial floor space and connecting the eastside of Birmingham to the rest of the city and beyond, the investment is the first major financial commitment by any local area in the country to use HS2’s arrival as a catalyst for regeneration. It also has the potential to add £1.4bn to the local economy.

Plans include the development of Curzon Street station itself, several new neighbourhoods, offices and retail spaces. The creation of stunning public places such as the Curzon Promenade and Curzon Square – which will incorporate the original Curzon station, a Grade I listed building. In total £907m is being allocated to a variety of projects, and is made up of £586.8m from the GBSLEP, which draws funds from business rates within the Enterprise Zone and £137.2m from the newly formed devolved government, West Midlands Combined Authority. A further £183.3m towards the cost of delivering Metro extension projects, connecting the eastside of the city to central Birmingham and out to Birmingham International Airport and Solihull, where another HS2 station, an interchange, is planned.

Northern Europe’s largest security camera deployment reduces public transport crime by 25% l Stockholm’s public transport system, Storstockholms Lokaltrafik, has experience a 25% reduction in crime and a 60% decrease in theft since deploying a comprehensive surveillance network to its trains, trams, buses and stations. Axis Communications installed an additional 4,000 network security cameras taking the total to 22,000 in all. This was combined with Zipstream data compression technology to reduce the system’s bandwidth and storage requirements by 50%, enabling it to process and store the vast amount of data that was generated. The installation also included Axis’ Wide Dynamic Range technology which uses image optimisation

algorithms to improve the quality of the images and solve the traditional problems caused by fluctuating high and low light levels. “For optimal security within transportation, cameras must provide a reliable, detailed overview of large areas and the commuters within them, as well as a wide angle designed to eliminate blind spots,” said Atul Rajput, regional director of Northern Europe at Axis Communications. “Axis’ range of intelligent security solutions go further than this, supporting business intelligence via a number of analytic and smart applications, such as viewing patterns of movement and identifying aggressive behaviour.”


NEWS I Industry IN BRIEF Plague DNA found in Crossrail skeletons

VR glasses in use in Boston, MA

Virtual reality glasses are introduced for railway maintenance in Boston,MA l Keolis Commuter Services, which operates the commuter rail network in Boston, MA, has begun testing the use of virtual reality glasses as part of its strategy to improve maintenance and operational performance on the system. The VR glasses are being worn by technicians in the field, enabling them to diagnose and repair equipment under the direction of senior technicians located back at the main maintenance facility. Connected to a smartphone, the glasses capture and send video images over the internet in real time. Workers can also do screen captures, annotate images, send

procedures or exchange written messages. Data flow is encrypted and can be sent over a cellular connection (3G, 4G) or an ethernet cable. Keolis, which is working with AMA XpertEye, is hoping to determine if the technology can improve on-time performance and equipment availability by cutting repair times on equipment that may be in remote locations and also help in reducing the need to bring rolling stock back to the maintenance facility for more complex repairs. If the Boston trial is successful, Keolis will seek to roll out this innovation throughout the company.

Hitachi becomes first manufacturer authorised to install in-cab signalling in the UK

l In a joint project with Network Rail, Hitachi has successfully tested its modern in-cab

signalling system, controlled by the European Train Control System (ETCS). The test was carried out on the Cambrian line, in Wales, and has resulted in Hitachi becoming the first train manufacturer in the UK to have its digital signalling system authorised to run passenger trains by the rail regulator. Andy Rogers, project director of Hitachi Rail Europe, commented: “This is big step forward for digital innovation on the UK rail network and, once implemented, can deliver revolutionary benefits for rail passengers. Hitachi will now be able to install ETCS in the 160+ new trains it is building.

l Scientific analysis of skeletons excavated during the Crossrail programme has identified the DNA of Yersinia pestis, which was responsible for the 1665 Great Plague. The discovery is a first as the bacteria perished days after the individuals died and is no longer active. Scientists are now attempting to sequence the full DNA genome and compare it with the 1348 Black Death epidemic as well as recent modern outbreaks. They hope to better understand the evolution and spread of the disease.

RDG uses M&C Saatchi to woo the public l A new campaign has been developed by M&C Saatchi for the RDG, to shine a spotlight on the crucial role of the railways in British life. Called Britain Runs on Rail, it tells the story of the railways since the industry was restructured in the 1990s. The aim is to raise awareness of how the railways are being upgraded and improved, region by region. www.britainrunsonrail.co.uk

A strategy for rail freight l The DfT has published its Rail Freight Strategy setting out the case for supporting rail freight, and highlighting where Government action can help unlock barriers to growth. With significant private sector investment being made by rail freight operators, customers, ports, terminals and the supply chain, Government aims to provide a stable environment for growth, including network capacity and track access charging. The strategy also aims to help in key areas such developing skills, innovation and communication.

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IN BRIEF Preston to Blackpool upgrades start l Preparation for the electrification of the Preston to Blackpool line is due to start on 3 October. Over 7 miles of track will be replaced and improvements made to the track layout and signalling equipment. Work will take place over night, affecting evening and early morning trains. Further closures on the route will be required in 2017 and the electrified railway is to open in May 2018.

Leeds railway bridge gets rainbow colours l A railway bridge crossing the Lower Briggate in Leeds city centre is set to be repainted in rainbow colours as part of repair and strengthening work. The bespoke paint design is being funded by the local LGB&T Community and Leeds City Council. Engineering work commenced on 26 September and the repaint should be completed by February next year.

Barking line upgrade l The Gospel Oak to Barking line is to be closed completely between 24 September and February 2017 for the final phase of work to electrify the line. Two sections of track between Crouch Hill and Harringay Green Lanes, and Gospel Oak and Upper Holloway, are to be lowered to increase clearance under bridges, and make way for new masts that will carry overhead wires.

Bridge replacement l A new bridge has been installed across the Great Western Main Line in Newport, South Wales, to accommodate the extra height required for electrification of the line. The 228-tonne, 50m skewed, weatheringgrade steel road bridge was fabricated in Darlington, assembled at the trackside and installed during a weekend closure of the line. The old bridge was removed in one piece in just 6 hours.

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Barrow upon Soar Bridge

Repairs to collapsed Barrow upon Soar bridge to include future proofing for Midland Mainline electrification l Network Rail has confirmed that the Grove Lane road bridge, which crosses four rail lines in Barrow upon Soar, is to reopen again in January 2017 after a programme of repairs and upgrades that should future-proof it for electrification. The bridge partially collapsed onto the Midland Main Line in Leicestershire late on 1 August. The incident happened near midnight while engineers were assessing the condition of the bridge. Rubble was cleared and train services resumed on 3 August. The bridge was partially opened to pedestrians 3 weeks later, but won’t be accessible to vehicles until full repairs have been made.

Plans have been drawn up to not only repair the damage but also raise the parapets to make it safe to install the electrical wires that will form part of the Midland Main Line route upgrade. The bridge should reopen to road traffic in January 2017. The parapet adjustments will mean no further disruption will be necessary in years to come. Gary Walsh, area director for Network Rail said: “The plans we have put forward for Grove Lane not only make it safe for vehicles but also future-proof the bridge for electrification. Doing this work now means we won’t need to come back in the future and create further disruption.”

Companies come together to plan for building Crossrail 2

l Transport for London and Network Rail have brought together engineering, design and construction experts representing Crossrail 2’s future supply chain, to set out plans for the development of the line. Early engagement is designed to encourage collaborative working and early innovation, driving down costs and ensuring the railway can be delivered on time. Participating industries will now be able to develop plans for investing in skills and the future workforce, building on the success of Crossrail 1 which created over 570 apprenticeships.

Speakers included Michele Dix, TfL MD for Crossrail 2, Chris Curtis, Network Rail’s head of Crossrail 2, TfL commissioner Mike Brown, and Lord Ahmad permanent undersecretary of state for transport. In March 2016 government committed £80m, with match funding from TfL, to take Crossrail 2 to the next stage of development with the aim of depositing a Hybrid Bill in 2019, subject to an updated business case. Crossrail 2 will link in with the National Rail network serving destinations as far apart as Broxbourne, Epsom, Chessington South, Hampton Court and Shepperton.


NEWS I Infrastructure IN BRIEF Rail performance tumbles

The Watford tunnel landslip

Rain induced landslip at the mouth of the Watford tunnel causes train derailment l Torrential rain caused chaos across the east, south and south-east of England again this September, flooding stations and track, and causing a landslide at the mouth of the Watford tunnel near Watford Junction that resulted in a train derailment. Martin Frobisher, route managing director for Network Rail, said: “At around 7am on Friday (16 September) a train hit a landslip, caused by torrential rain, a few miles north of Watford resulting in a small section of the train to leave the tracks. A second train then glanced the derailed train as it travelled in the opposite direction. Both trains remained upright and there were no reported passenger injuries.”

Almost 400 passengers were safely evacuated from the two trains, and a Virgin train was sent to ferry them on to King’s Langley, Hemel Hempstead and Milton Keynes. Two of the four lines through the area remained open through the weekend while engineers cleared debris off the affected tracks and removed the two damaged trains from the tunnel. They then repaired the landslip and infrastructure, including replacing 50 concrete sleepers, and welding in new sections of track. Normal London Midland and Virgin services through the area were able to resume the following Monday.

Libertarian think tank calls for Network Rail to be sold off and HS2 scrapped l The free market, libertarian think tank, the Adam Smith Institute, has called on government to scrap HS2 and part privatise Network Rail, in a new report called Network Fail: Getting UK Rail Back on Track. In spite of the results of last year’s Hendy and Shaw reports, which did much to stabilise the rail industry and establish the shape of its future, the report urges the government to sell off 49.9% of Network Rail which, it says, lacks the discipline of the private sector and is an unwieldy beast with a vast debt burden of £37.8bn. The paper urges the government to crack down on underperforming rail franchise holders, and terminate their franchise if necessary. Competition between providers on lines should also be promoted as only 1% of passenger journeys currently offer direct rail competition. The HS2 programme has also come under fire and should be scrapped, the report

urges. Set to cost in excess of £50bn, it says HS2 is both unnecessary and economically irresponsible and could cost up to 9x more per mile than high speed tracks in France, and will be reaping rock bottom returns. Responding to the report, a spokesman for the Rail Delivery Group, said: “The report’s comments on HS2 are somewhat surprising given HS2’s crucial role in ensuring the country has the railway it needs in the long term. “The planned devolution to NR routes will create a stronger local focus on the needs of train operators, and thus on passengers and freight customers. It will help to drive efficiency and service quality by making routes more responsive to local situations, while protecting the benefits of a single railway that works seamlessly for passengers. Devolution also enables different models for operating rail infrastructure in different parts of the country with the potential for greater competition between train operators where this makes sense.”

l Passenger and rail freight performance fell during the first quarter of 2016-2017, according to ORR. National public performance measurement (PPM) was down 2.2% to 89.2%. At 87.0%, the PPM moving annual average for the London and South East ended 1.8% lower than that of the long distance sector and Govia Thameslink Railway services were responsible for 1.2% of this. RDG says: “Rail companies are delivering more than £50bn of improvements and this work is causing disruption, including industrial action over changes that will deliver a better service for passengers.”

ETCS baseline 3 success l The ETCS level 2 baseline 3 application has been successfully tested between Roskilde and Gadstrup, as part of the Danish Eastern network upgrade being delivered by Alstom. Banedanmark is the first infrastructure manager to apply this latest baseline, and will be rolling it out over the next ten years. The application was validated by the European Union Agency for Railways (ERA) in July 2016.

Future of rail in Scotland l Building on the Scotland Route Study published by Network Rail in the summer, the Investing in the Future report from RDG is a starting point for discussions with the Government about what it wants rail to deliver, and how to achieve it. The report identifies areas to be explored in High Level Output Specification in 2017, including enhancements to Glasgow Central and Edinburgh Waverley stations, and investments to reduce journey times and increase capacity between Scotland’s main cities and on commuter routes.

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NEWS I Innovation

HackTrain publishes report into the barriers to innovation in the rail industry l Innovation consultancy, HackTrain, has released a new report analysing the key commercial, data, cultural, procurement and funding barriers that prevent rail from taking advantage of new technology. The Bringing Actionable Recommendations to Revitalise Innovation and Entrepreneurship in the Rail Sector (BARRIERS) report is based on the evidence of more than 60 interviews conducted over a 6 month period. It has identified 5 key barriers: The franchising system is not designed to drive or reward innovation Once a franchise is agreed, there is no more competition and hence no pressure to innovate because the franchise contracts have input-oriented specifications. In addition, investment takes place early on in the franchise to get maximum value for money, meaning there is not much change during the final years of a franchise and customers notice. Interestingly, the Innovation in Franchising Fund administered by RSSB is one of several attempts to drive innovation, however the opportunity is hindered by several administrative and bureaucratic barriers that prevent it from fulfilling its full potential. Procurement frameworks are unfit for entrepreneurs The ability to access contracts is difficult, and to get non-safety critical technology off the ground is difficult and long-winded. There is no clear process for trialling nonsafety critical technology and there are limited resources for those technologies to be tested. Moreover, procurement cycles can take 8-12 months which makes the

rail industry very hard for startups and entrepreneurs to enter. Such uncertainty can deter the best talents from entering the industry. Data is fragmented, siloed and unreliable In the rail industry, open data feeds like Darwin and LENNON are unreliable and there is no documentation for developers. Technology contracts inhibit innovation partly because they have unreasonable data ownership constraints. Also, the processes for measuring customer satisfaction are inaccurate and inefficient. For example, the National Rail Passenger Survey (NRPS) ran by Transport Focus is the primary tool for customer feedback data collation. The survey is paper-based and received 54,557 responses in 2015. There were 1.5bn rail passenger journeys in 2014/15 so this represents just 0.0033% of the journeys taken. Updated (Summer 2016): the survey has now been cut to four pages, which is meant to be a massive reduction of questions from the previous survey. The funding landscape is difficult to navigate with several limiting factors There are very limited private funding options so it is critical for the rail industry to offer public funding options. Although there are several public funding options, they can be hard to access and onerous in their restrictions. The obstacles are often too large for small and medium-sized enterprises (SME). The culture in rail is resistant and reluctant to grasp innovation Mindsets have to change so that rail is seen as a service that needs to keep up with the

rates of innovation in other industries to remain viable. It is vital that train operating companies listen to their customers, otherwise they face being left behind. In order to make a permanent culture change, Hack Partners has proposed 6 actions that need to be taken, including: being more proactive, driving ownership of innovation, rewarding disrupters and innovation leaders, and embracing technical aspects of the rail industry. The report also makes 13 tangible recommendations on how to improve the industry. Among these are: creating an innovation centre for rail, and an innovation manager within all train operating companies; the report questions whether RSSB should oversee innovation; it suggests that the Department for Transport should commission a Data in Rail report to get an understanding of the state of data in this industry; there should be one industrywide monitor of customer satisfaction levels that works in real-time as opposed to Transport Focus’ monolithic NRPS which takes place every 6-months; and finally, grants should also be handed out differently as opposed to the current method of giving most of the money to large companies. According to HackTrain: “Everyone has their individual judgement of the industry’s flaws, claiming that the franchising model doesn’t work, data is too fragmented, or that the culture in rail is unsuitable for innovation… they have all been right, but have also fallen short of truly understanding what exactly is wrong at the industry’s core, and more importantly, coming up with working solutions for the problems in industry.” report.hacktrain.com

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NEWS I Rolling stock The new Coradia iLint

Alstom unveils hydrogen fuel cell train Coradia iLint l The new Alstom Coradia iLint has been launched at InnoTrans and is the first in a new generation of zero-emission trains based on the serviceproven Coradia Lint 54. Powered by hydrogen fuel cell technology, the iLint operates with a low level of noise and its only emissions are steam and condensed water, making it an attractive clean alternative to diesel power. Alstom is one of the first railway manufacturers to develop a passenger train based on such a technology. It did so in just two years following the signing of letters-of-intent with the German Landers of

Lower Saxony, North Rhine-Westphalia, Baden-Württemberg, and the Public Transportation Authorities of Hesse, for the use of a new generation of emission-free train equipped with fuel cell drive. Alstom chairman and CEO, Henri Poupart-Lafarge, said: “Alstom is proud to launch a breakthrough innovation in the field of clean transportation which will complete its Coradia range of regional trains. It shows our ability to work in close collaboration with our customers and develop a train in only two years.” Coradia iLint will be manufactured in Salzgitter, Alstom’s largest site.

New trains and more carriages needed in East Midlands says report l East Midlands Trains has published a report, The East Midlands: A Railway for Growth, setting out the key high level priorities needed to continue improving rail services across the East Midlands. The report is based on input from local authorities, major businesses, universities, tourism companies and a range of other key stakeholders across the East Midlands, Lincolnshire, Northamptonshire and South Yorkshire. Its recommendations include: • Procurement of a new fleet of Intercity style trains to replace the 40-year old High Speed Trains • Faster journey times and more seats to London • A firm plan agreed to secure additional carriages on regional train routes across Derbyshire, Nottinghamshire, Lincolnshire and Leicestershire and between Norwich and Liverpool • Later evening trains and improved weekend services

• Improved northbound connectivity from Luton, Bedford and Northamptonshire, and • Better airport connections. The Government’s upcoming plans for the next East Midlands franchise, which starts in 2018, will also include input from public and stakeholder consultation. Jake Kelly, managing director for the current franchise holder, East Midlands Trains, said: “We are at a critical crossroads for rail services in the East Midlands and we have a great opportunity to work together now to secure the improvements needed for this railway. Whilst there are major improvement plans with HS2 and electrification that we fully support, the proposals we have put together with our stakeholders would deliver fast improvements for our customers and communities whilst offering value for money for the taxpayer. More information at www.arailwayforgrowth.co.uk

Freightliner to name loco in honour of soldiers who died in the Great War l To mark the 100th anniversary of the armistice, rail freight company Freightliner and model train manufacturer Dapol are collaborating on Project Railway Honour to honour those who died during the Great War, and raise money to help ex-servicemen and women. Talks are at an advanced stage with two other railway companies so that, in total, three will be involved. Freightliner is to name one of its Class 66 locomotives and Dapol will produce a detailed scale model of the same locomotive. The three participating locomotives are to be appropriately named Patriot, Valour

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and Remembrance, and three different models will become available for sale. For every model sold, a donation will be made to ABF The Soldiers’ Charity, formerly the Army Benevolent Fund. The project is the brainchild of Corporal Gareth Atkinson who serves in the 1st Battalion of the Mercian Regiment. “I wanted to find a way to commemorate those men who left their protected jobs on the railways to face the horrors of the trenches, and while doing this raise money for service charities to help those service personnel today that need help.”


Legal

Hope for SMEs? Now that the dust has settled following the Brexit vote,Tom Collins looks at the prospects for continued investment in infrastructure projects

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overnment commitment to infrastructure spending has long been seen as fundamental to creating growth and building a strong economy in the UK. However, the construction sector was already underperforming compared to the rest of the UK economy before the Brexit vote in June. So what is the outlook post Brexit for major infrastructure projects in the UK and what is the outlook for many small and medium sized businesses who work on and contribute to those projects? There have been many views, comments, opinions and reports about the impact of Brexit but the reality is that no firm view or forecast can yet be made until negotiations on the terms of the exit are in train and concluded. For the time being, EU legislation implemented into UK law will remain. It seems unlikely in the short term, and indeed potentially in the long term, that significant portions of such EU law affecting infrastructure projects will be repealed. However, any reduction in migration as a result of Brexit negotiations might well impact on the supply of labour for infrastructure projects at a time when concerns are already being voiced about a skills shortage in the market. This could lead to an increase in cost on projects and the potential for delay.

Infrastructure spending falls

Tom Collins is an Associate at national law firm Weightmans

The Brexit vote has led to a period of uncertainty and reports of some major investment decisions being put on hold. It has been reported by Barbour ABI that, in the month following the vote, the spend on infrastructure projects fell by some 20 per cent. This is likely as a consequence of hesitancy by private investors given the uncertain outlook as to the UK’s role in the global economy going forward and the impact of currency fluctuations. If external private investors are exercising caution will they continue to invest significantly in infrastructure projects? As a result this makes government commitment to investment all the more important. Indeed, Patrick McLoughlin MP (when he was still Secretary of State for Transport) said in the immediate aftermath of the Brexit vote that: “Investment in the long term infrastructure we need, has become more important, not less.” Questions then remain about what will happen to or replace EU funding, for example from the European Investment Bank, for such projects. Some comfort may be taken from recent reports that the government is prepared to continue to support projects which have

already received funding even after the exit from the EU but uncertainty remains as to those which receive EU funding after the autumn budget statement. In addition to concerns about Brexit there remain to be addressed long held concerns from small to medium size Tier 2 contractors about how they become involved in major infrastructure projects. It is commonly reported that Tier 2 contractors face difficulty in securing opportunities to tender for work on major projects and that even if they are successful they face issues such as: • disproportionate levels of risk being transferred down to them • ensuring that they are paid on time, and • being asked to provide or contribute innovative building solutions, with concerns that they may thereby be foregoing intellectual property rights.

Continuity for small and medium businesses? HS2 Ltd has recently undertaken a series of roadshows and events to advertise opportunities for contractors at Tier 2 and below, and it has sought to assuage fears that it is difficult to get on board. HS2 Ltd reports that it aims for 60 per cent of contracts to be awarded to small and medium sized enterprises. It has mandated that Tier 1 contractors use CompeteFor to advertise and pass down opportunities in order to ensure an open market. However, as noted above, it is perhaps unlikely in the short term that EU procurement rules will be repealed, so any hope that local contract awards may become more common will not immediately be realised. HS2 Ltd has further suggested that it will seek to ensure that Tier 1 contractors make payment to Tier 2 contractors on time and, to achieve this, HS2 Ltd has said that it is considering making direct payment to subcontractors should Tier 1 contractors fail to do so in the timescales which HS2 requires. So following Brexit there is inevitably a period of uncertainty but the government is sending messages that its commitment to infrastructure spending will remain. In the meantime efforts need to continue to ensure that small to medium size businesses can continue to contribute to the economy. This means ensuring that those businesses are given opportunities to effectively tender for infrastructure project works and once appointed payment terms are adhered to and risk is allocated fairly down the contractual chain.

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NEWS I Stations

Screen shot of the PTI app

New app launched to reduce risk at the platform edge

The redeveloped Birmingham New Street station and Grand Central

Improvement work continues around revamped Birmingham New Street station

l It is now one year since the £750m redevelopment of Birmingham New Street was completed, and the station reopened to the public. Passenger satisfaction with the station has increased steadily since the redevelopment, reaching 88% at the last survey. As originally planned, work continues on the redevelopment of the station’s 12 platforms. The last platform to be completed, platform 11, is due to reopen to passengers in mid-October. All platforms will be lighter, brighter and cleaner with more space and better access to lifts and escalators on each. Work also continues on the southern hub, a new exit-only addition to the station which will provide direct access to Hill Street from the Navigation Street footbridge. This is due to be completed and open to passengers by the end of October. Meanwhile, the area around the station is to be developed further, including a 26-storey hotel near the station’s entrance on the Southside of the city centre. The five-year transformation of the station itself has created brighter platforms, improved entrances to all corners of the city centre, an abundance of natural light from a stunning atrium over the huge new concourse, and a shopping and dining hub above the station which is named Grand Central.

c2c staff and volunteers transform station wasteland into flourishing nature trail l The wasteland opposite Shoeburyness station has been cleared of rubbish and litter by volunteers and c2c staff, and transformed into a thriving nature trail rich with fruit trees and wildlife, including the threatened bumblebee. The initiative is part of National Express rail The biodiversity operator c2c’s biodiversity project. at Shoeburyness During the clear-up over 50 bags of rubbish were removed, revealing a variety of fruit trees and bushes including apple and plum trees and many blackberry bushes. A meandering path lined with woodchips has been laid out among the trees, and seeds and saplings have also been planted. Meanwhile numerous bird boxes and bug homes made from rotten railway sleepers have been installed in the trees and along the path. c2c worked with the Bumblebee Conservation Trust, Railscape and RHS Hyde Hall on the project.

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l RSSB has launched a new app aimed at reducing the number of people hurt at railway stations getting on and off trains. The Platform Train Interface (PTI) Risk Assessment Tool is a web-based and mobile application available to download now in Google Play and the App Store. It enables users to complete assessments on the platform in real time. Information can be collated anywhere on a platform and then synchronised with the tool using a Wi-Fi connection. A single database sits behind the tool that will capture the data, helping each company to review their PTI risk assessments and consider PTI risk across their entire operation. The information can also be collated nationally by RSSB to understand trends across the GB rail network and help to inform the approaches set out in the PTI strategy. Assessments of risk should be carried out regularly on each of the network’s 5,000 platforms to identify areas which could pose a risk to passengers and the public. Traditionally those risk assessments have been carried out as a paper–based exercise with no commonality and little sharing of information. Allan Spence, chairman of the PTI Strategy Implementation Group, said: “The new tool has been developed to streamline the way risk to passengers as they board trains is assessed. Preventing injuries relies on the industry’s ability to better understand what causes them. Companies managing mainline stations will now be able to share a common, transparent approach to sharing information and prioritising work to make stations and platforms even safer.” The tool has been tested and piloted with a limited number of TOCs and Network Rail. To obtain a login and password to the system email: enquirydesk@rssb.co.uk.


NEWS I Appointments RFEM elects new chairman

Joe Carlin to oversee integration

l The Rail Forum East Midlands (RFEM) has elected Paul Francis as its new chairman. Paul is managing director of Derby based Porterbrook Leasing, and also sits on the executive of the Rail Supply Group which brings government and industry together to promote and develop the UK rail supply chain. Paul replaces former RFEM chairman Colin Walton who has held the post for over 10 years, and has now become president of Rail Forum. Paul has been managing director of Porterbrook Leasing Company Limited since April 2000 and was finance director for four years before that. During that period, he has grown the business significantly, helped Porterbrook to win £2bn of new train orders and managed all corporate and regulatory matters. In addition to being council member for the Railway Supply Group, he is also a board director at the National Skills Academy for Rail, and a governor of the Derby Manufacturing University Technical College.

l Joe Carlin, Vice President international business development and operations at US-based LORAM, Maintenance of the Way Inc, has taken up the role of interim managing director of Loram UK. The move follows Loram’s recent acquisition of Derby-based RVEL, which has been rebranded as Loram UK. Joe will oversee its integration into the US parent company. Joe replaces Andy Lynch who built up RVEL into a strong UK brand. Joe Carlin said: “Loram UK is committed to working with our customers, supply chain and stakeholders to deliver cost efficient railway engineering, operations and rail-head treatment services to Britain’s railway.” Andy Houghton, Loram UK’s commercial director is to take on the role of deputy managing director and will continue to build the business, meet customer needs and drive efficiencies. Meanwhile, Loram UK is working with an executive search firm to identify a full-time, and UK-based, managing director.

l WSP | Parsons Brinckerhoff has strengthened its expertise in modern signalling and train control by appointing Paul Bates as director for digital railway. The hire follows the company’s recent appointment on Network Rail’s Digital Railway’s Multi-Functional Design Framework (MFD). In his previous role as project director on Network Rail’s Thameslink programme, Paul implemented the European Train Control System level 2 signalling system on the line. Before joining Network Rail in 2008, Paul held a number of senior leadership roles, including as director of engineering for Thales Rail Signalling Solutions, where he led the implementation of new control systems for the Jubilee Line upgrade. Paul previously worked at WSP | Parsons Brinckerhoff in 2000-2001. Paul said: “Digital rail marks the next chapter for our industry in the UK and abroad and having brought ETCS to Thameslink, I am keen to expand WSP | Parsons Brinckerhoff’s reputation in this growing field.”

Alstom appoints a new MD for UK & Ireland

Alejandro Moreno to lead Midland Metro Alliance

l Henrik Anderberg, who has been operating as Alstom’s director for HS2, has been appointed to the new role of managing director for regional & intercity at Alstom UK & Ireland. He replaces Rob Whyte, who takes over as managing director for Alstom in the Nordics. Henrik will also continue to be responsible for HS2. In his new role, he will oversee the ongoing maintenance of the Virgin fleet of Pendolino trains and the rollout of Alstom’s TrainScanner technology. He will also be in charge of bids for new rolling stock contracts across both conventional and high speed lines in the UK, including HS2. Henrik has worked for Alstom since 2010 and is a former managing director of Alstom in the Nordics. Having spent over a year now in the UK working on HS2 and being part of the Alstom UK & Ireland Management Committee, he is well acquainted with Alstom operations in the UK. Henrik is also a board member of High Speed Rail Industry Leaders in the UK.

l The Midland Metro Alliance – a team of planning, design and construction specialists building four new tram extensions over the coming decade on behalf of the West Midlands Combined Authority (WMCA) – has a new director at the helm, Alejandro Moreno. Alejandro comes from Colas Rail where he was managing director for Scandinavia, and managing director for central Europe before that. Prior to this he was general manager of Tranvia de Zaragoza in Spain, where he gained experience in delivering a tram network free from overhead power lines – which will be a feature of the extension now being built from Birmingham’s New Street station to Centenary Square. “I am very excited to be leading the Metro Alliance,” Alejandro said. “I look forward to utilising my experience to ensure the Midland Metro is at the forefront of the integrated transport system the West Midlands needs to enable its ambitious plans for economic regeneration.”

Rowenna Walker joins Aurecon l Global engineering and advisory company, Aurecon, has appointed Rowenna Walker as global service leader, rail and mass transit. She will focus on leading a global team of rail and mass transit specialists to deliver smart, efficient and future-proofed rail solutions across passenger and metro networks, light rail and freight and heavy haul rail. Previously the executive director of sales in the rail sector (Asia Pacific) at Jacobs, Rowenna has held senior leadership roles throughout her career at companies such as SKM, RailCorp and Network Rail (UK). “Governments around the globe are increasingly focused on the effective integration of economic policy, investment and infrastructure,” said Geoff Linke, Aurecon’s managing director, infrastructure. “We believe this requires leaders in the rail and freight industry who are innovative problem finders and problem solvers. Rowenna brings an abundance of these qualities, as well as a reputation for understanding shifts in the sector and client needs.”

Digital railway expert returns to WSP

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COMMUNICATIONS

Perspectives on

connectivity A new guide, Under pressure: tackling railway connectivity in 2016, outlines what independent wireless advisory firm Real Wireless believes the rail industry needs to do to achieve effective on-board wireless connectivity. Railway Strategies hears more from managing consultant OLIVER BOSSHARD Railway Strategies: What are the main connectivity challenges facing train operators in 2016?

Below Oliver Bosshard is managing consultant at Real Wireless

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Oliver Bosshard: Rail operators in 2016 are facing pressure from all sides – customers, governments, regulators – to deliver better connectivity on their services. But responding to these demands is challenging due to a number of technical issues. The first is how to enable connectivity itself. There are a number of options available to operators to achieve this, establishing direct connectivity to cellular networks from passenger devices or by using on-board equipment (like Wi-Fi) to effectively repeat the cellular signals. The second is how to secure sufficient capacity for on-train usage. Provisioning enough capacity to cater to the equivalent of a ‘moving village’ of users poses issues for traditional approaches to network infrastructure. Passengers now expect to be able to email, browse and watch Netflix wherever they are. However, these technical challenges are not insurmountable. Rather, the biggest fundamental challenge remains developing a business case that can

deliver ROI on the technology investment that is required to overcome these technical challenges.

RS: Why is the business case such a significant challenge? OB: In short, rolling out high capacity, stable and reliable on-board connectivity is expensive, while any return on investment will typically be slow and difficult to achieve or quantify. The business case is complex because the direct sources of revenue it creates, for example passengers paying for Wi-Fi don’t automatically deliver sufficient ROI by themselves. This is compounded by the fact that passengers don’t expect to have to pay for on-board connectivity – however it is achieved. There’s also little incentive for mobile operators to help out. From their point of view, with many consumers on fixed price voice and data plans, there is little additional revenue to be gained from investing in the provision of coverage along railway tracks. However, today the rail operators still rely mostly on the mobile operators’ coverage along the rail track.


Instead rail operators need to construct a business case that incorporates the indirect benefits of connectivity, for example efficiency savings through better asset tracking and remote maintenance, or improving their return by developing new customer services that can be monetised. By taking these and other opportunities a reasonable business case can emerge.

RS: Is the lack of a business case the reason why on-board connectivity is so poor at the moment? OB: It’s a significant contributing factor, yes. If money was no issue, the best long-term solution would be to roll out dedicated trackside infrastructure along the length of the rail network, which would overcome many of the limitations of current wireless solutions. But, of course, money is an issue and rail operators today need to ensure they get a return on any infrastructure rollouts. That’s why rail operators have tended to rely on simpler approaches, such as connecting on-board Wi-Fi to the surrounding cellular networks in an area via external carriage-mounted cellular

antennas. This approach is certainly lower cost than many alternatives, but it limits capacity and service reliability. Mobile operators also struggle to justify investment in improving rail coverage, and so typically only supply incidental coverage to the rail network. The operators’ average revenue per user, particularly in countries like the UK, is low. Therefore investment typically focuses on supplying coverage and capacity to populated areas, where there is little technical and business risk. As a result of this conundrum, on-board connectivity is often unreliable and slow — frustrating passengers.

RS: So what are operators doing about it? OB: Well to date many rail operators have focused on managing demand for on-board wireless rather than improving the supply. For example, East Midlands Trains in the UK, Via Rail in Canada and Deutsche Bahn in Germany have all adopted strategies that discourage non-priority passengers from using wireless services through paid access tiering. This approach improves reliability for priority customers at the expense of providing free connectivity to every passenger on-board.

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COMMUNICATIONS

East Midlands trains say that this approach has led to a 90 per cent uptake amongst passengers in first class, where the service is free, and a 10 per cent use rate in standard class, where a single journey internet session costs £4. In terms of maximising limited capacity, you can see the logic behind this approach. However, in the face of increasing passenger demand this is ceasing to be a viable strategy for many operators. Rail passengers today view connectivity as a basic expectation, rather than a niche luxury. Because of the way people have got used to mobile working and using smartphones all the time, we see potential for a growing trend of passengers ‘voting with their wallets’, selecting journeys based on whether the rail operator offers some form of connectivity. Amtrak in the US is perhaps the most high profile example of this trend. The quality of service of Amtrak’s on-board passenger Wi-Fi was so poor that it became increasingly frustrating for passengers – even to the point of drawing the ire of high-profile titles like the National Journal and Time. Overhauling on-board Wi-Fi became essential to Amtrak’s brand reputation to counter the negative perceptions of its customer service. As a

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result Amtrak has started to lay down its own trackside infrastructure across its national network, which can better support mass usage compared to the traditional carriage-mounted antenna approach. According to the company’s website, 90 per cent of Amtrak’s customers now have access to free on-board Wi-Fi.

RS: Are governments doing anything to help overcome the impasse? OB: Governments across the world are taking a twopronged approach to spurring rail operators into action. On the one hand, some governments are forcing rail operators to commit to resolving this deadlock as a requirement under the terms of the franchising process. This is the approach that the UK has adopted, with the government demanding that train operators provide free Wi-Fi from 2017. We can see how this could encourage some more creative approaches to deliver the necessary technological enhancements. On the other hand, some governments are taking a more direct approach by providing funding to rail operators to invest in trackside infrastructure. This funding reduces the upfront investment that a rollout requires,


helping to make the business case more attractive. For example, in Australia, the state government of Victoria has committed $40 million of funding to tackle mobile coverage blackspots across the region’s Geelong, Ballarat, Bendigo, Seymour and Traralgon lines. Its own estimates suggest there is no mobile data coverage of any sort across 40 per cent of these lines. The funding will immediately enable improved mobile connectivity for passengers on-board, and reduce the initial outlay for rail operators looking to connect their own on-board solutions via the cellular networks.

RS: What recommendations would you make to the industry? OB: Despite growing pressures from governments and passengers, I’d advise against a ‘quick-fix’ solution and instead look at more creative ways to deliver enhanced services to passengers. At the heart of this is a need to adopt a more collaborative approach between rail operators and mobile operators to developing a mutually beneficial business cases. It is important to remember that rail travellers are both rail and mobile network customers at the same

time, just like visitors to a venue. As a result, by working more closely together, both parties can open up opportunities for driving down the whole cost of deploying infrastructure. For example, the two groups could work together at an early stage to evaluate whether provision from the mobile operator’s network or dedicated on-board equipment is the better approach, and work together to standardise their implementation of that solution. Rail operators also need to take into account both passenger and their own train operations requirements. In other words, looking beyond passenger Wi-Fi, can operators also use investment in wireless infrastructure to support better on-board train operator services, potentially even including mission-critical functionality? By bringing these requirements together in one architecture rail operators can create opportunities for generating value, helping recoup investment. This sort of approach can also open up new avenues such as Internet of Things (IoT) applications. Since train operators have large numbers of dispersed assets — including trains, tracks and structures — there’s a huge opportunity to get more availability from rolling stock through the ability to detect technical faults early before they fail. Sensors on rolling stock and tracks can measure indicators of train performance — like temperature, vibrations, damp and more — and alert train managers should anything out of the ordinary occur. Managers can then schedule in just-in-time maintenance before faults escalate and cause downtime. Managing this process via a wireless IoT deployment is potentially a significant contributor to the ROI of investing in better connectivity on rail networks. Other approaches could involve the use of on-board media servers that can provide multimedia content to passengers directly via the on-board Wi-Fi, rather than using the limited external network capacity. This is not dissimilar to a bring-your-own-device approach to the entertainment system you find onboard an aeroplane. Although there remain challenges in terms of specific issues like capacity planning and allowing for future technology shifts, these are potentially valuable steps that can be taken by rail operators to benefit their businesses and improve customer experiences. While it may be necessary to seek out independent advice to help construct a specific business case, it is vital that operators don’t hold off on addressing this challenge, simply because their business does not yet see it as essential. Government and passenger pressure is increasing and a robust, financially-sensible rollout takes careful planning and consideration. Rail operators cannot afford to let time slip away. Independent wireless advisory firm Real Wireless has been an advisor to organisations such as Network Rail and Transport for London

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Touax Rail

Below Louis Pastré, Business Development and Marketing Director at Touax Rail

lines On the right

Touax Group leases out tangible assets – shipping-containers, modular buildings, freight railcars and river barges – on a daily basis to more than 5000 customers throughout the world, for its own account and on behalf of third party investors 18


W

ith more than €1.8 billion assets under management, Touax Group is one of the European leaders in the operational leasing of this type of equipment - Business Development and Marketing Director Louis Pastré gave some more details: “It is a well-established company that specialises in leasing wagons mainly in Europe and the US. Touax Rail manages around 11,000 wagons or platforms and is the second largest lessor for intermodal cars in Europe. Our clients are major players in the rail industry, though we also supply for smaller groups as well. We rent to national railways, plus a long list of private railway undertakings, logistics operators and industrial companies.” Touax Rail supplies countless countries across the world, and this demonstrates the satisfaction it must provide for its customers, and Louis stated: “We are able to be reactive to our customers needs, and this is done in a range of ways - from relatively simple solutions to more complicated ones. It essentially means being flexible with the process to increase the speed of the process and match clients’ expectations.” As Touax understands that the service it is providing is a fundamental part of its clients’ businesses, and therefore at times speed is a necessity, and it will facilitate that in safe and professional ways, as Louis continued: “We still offer advice based

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Touax Rail

on our experience in the industry and this provides the client with all the information they need to make informed decisions. It is about combining flexibility while also maintaining the products integrity and quality (safety oriented). Within every relationship we have with clients we are very transparent with them throughout the entire process. Another key selling point of the business is that it works to get everything right for the client from the start: Preparation is key for our agreements and operations.” There was a significant development in December 2015, with Touax Rail’s purchase of GE Rail Services, and this was discussed by managing partner Fabrice Walewski: “This transaction increased the wagon fleet under Touax

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management by 23 per cent, establishing its position in the UK and strengthening it in continental Europe. The addition of this fleet enables Touax to offer a large and diverse set of wagons to better serve transport and logistics operators, as well as industrial customers. Our clients will benefit from the operational and technical expertise of an enlarged team comprising Touax and former GE Rail Services staff.” This move by the company means that it will be able to take advantage of the increasing opportunities that are developing in the UK. It also means that Touax can offer potential clients in the region far more assorted options and extensive service, and this demonstrates the intent of the company for the future.


With the addition of GE’s fleet, the transaction will strengthen the position of Touax Rail in Europe with a fleet size of approximately 11,000 wagons/platforms. The additional assets will consist of freight wagons that are complementary to wagons already managed by the company, including hopper cars for the transportation of aggregate, flat cars for the transportation of steel coils, intermodal wagons for containers, open box cars and sliding wall wagons for the transport of palletised and white goods. There has been an increasing trend towards using wagon leasing companies within the industry, and this looks set to continue, which Louis explained: “Leasing ensures increased flexibility and low capex for companies who need to fully optimise their traffic management while also reducing costs. As an independent lessor on the market, Touax Rail is looking to best position itself to meet customer demand and continually build strong, lasting relationships within the sector. By offering tailor-made solutions (including Entity in Charge of Maintenance) and flexibility to its clients, as well as skilled personal and quality management (ISO 9001 and ECM), Touax Rail is able to adapt its services to different environments thanks to the internal synergies of the global Touax Group.” Touax Rail is already a major figure within the UK and European rail industries, and has forged a reputation as a reliable supplier of high quality services to it clients. The business built upon this with investments, such as the GE purchase, and there are plans to continue this in the coming years and further grow the company. Touax Rail has also sought out promising new areas to grow the business in, and the company is extremely excited about these emerging opportunities across the globe. Touax Rail has a depth of experience and expertise, all of which it is committed to expanding on and improving. This can be seen from its large clientele, expanding fleet size and diversity, as well as the addition of GE Rail Services. All of which means that Touax Rail always

ensures that its clients are receiving a market leading level of service. This will no doubt ensure many more decades of success within Europe and across the rest of the world.

www.touaxrail.com

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Wood Group Industrial Services (WGIS)

The best

support

After securing some of the most prestigious and demanding painting contracts in the UK, Wood Group Industrial Services Limited has committed itself to playing a part in the global move towards a more sustainable and lower carbon economy

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ood Group Industrial Services (WGIS) is a leading provider of a range of specialist industrial support and fabric maintenance services to support the construction, maintenance, de-commissioning and replacement of major industrial assets. Its services include protective coatings, fabric maintenance, insulation installment, construction and heat treatment. WGIS operates across the following strategic sectors: Marine, Oil and Gas, Process and Energy, Infrastructure – Rail and Highways, Civil Engineering, Chemical and Industrial and Utilities. Operating in more than 50 countries, Wood Group is an international energy services company with over $7bn sales. The Group has three businesses – Wood Group PSN, Wood Group Kenny and Wood Group Mustang – providing a range of engineering, production support and maintenance management services worldwide. Wood Group Industrial Services Limited is a division of Wood Group PSN. The company was founded in 1973 and in over 40 years of operation WGIS has become one of the United Kingdom’s foremost suppliers of

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multi-discipline industrial services. Today the company employs in excess of 2000 people with annual revenues of over £135m in 2015 and a secured order book in excess of £200m. Engineering, project management, construction, hook-up and commissioning, industrial services and integrity management are included in WGIS’ core service offerings. The company has specific expertise in the provision of protective coating application services. It is this expertise, combined with the ability to provide a number of complementary services that has made Wood Group Industrial Services Ltd a UK market leader in complex protective coating projects. This has enabled the company to secure many prestigious and demanding painting contracts including some of the largest and most iconic bridges in the country, alongside industrial sites and petrochemical complexes. Also, WGIS has been the leading marine painting contractor for the Royal Navy for the past 20 years. The company was awarded the contract in 2009 through Ship Support Services to provide all of the painting services on the new build


project, constructing the Royal Navy’s latest warships, the two Queen Elizabeth Class aircraft carriers. At the end of 2015 Wood Group Industrial Services was also contracted by BAE Systems working at Portsmouth Dockyard to provide a range of painting services on HMS Victory, the famous flagship of the First Sea Lord, as part of her major refurbishment. Wood Group has recently secured a new three-year contract with Shell, to deliver industrial services to the St Fergus gas processing plant in Aberdeenshire and the Mossmorran gas processing plant and Braefoot Bay marine terminal in Fife, Scotland. WGIS will provide fabric integrity maintenance and site support under the contract. Also, Wood Group has been awarded a new five year framework contract with a five year extension option, valued at approximately £85 million, by Babcock International to deliver industrial services to a number of its sites across the Group. The contract will also be delivered by WGIS. Wood Group Industrial Services has extensive experience in the delivery of specialist infrastructure

support services and has been associated with some of the most challenging transport infrastructure refurbishment projects in the country. Its expertise in providing specialist access and protective coatings solutions for the iconic Forth Rail Bridge and Tower Bridge are representative of an innovative approach involving single source technical support services. This includes comprehensive engineering assessments to determine appropriate surface cleaning, preparation and coating systems. The seven core values at the heart of Wood Group include: safety and assurance with a focus on assuring the safety of everything it designs, constructs, operates and maintains; having strong relationships with customers, business partners and suppliers; social responsibility which involves hiring local people and working with local supply chains where possible; treating people with honesty, compassion and respect; innovation through the encouragement of challenging current practices and sharing new ideas; financial responsibility and integrity. “Core Values are the DNA of our business – they’re a global gold standard that guides our thinking, determines

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Wood Group Industrial Services (WGIS)

our behaviour, and allows us to adapt to local needs,” commented Robin Watson, Wood Group chief executive. Achieving health and safety excellence is also at the core of Wood Group Industrial Services’ business strategy. The company believes that effective safety, health and environmental management significantly contribute to its business performance in addition to the well being of all its employees. Despite Wood Group’s excellent safety record, it still aims to do more to further improve HSE standards. The Zero Harm campaign has been introduced as part of a zero tolerance stance on health, safety and environmental incidents and accidents. This includes the provision of targets and training supported by management audits to ensure that lessons learnt are being successfully applied across all of the company’s activities. Wood Group’s ‘Safety Cocoon’ is the foundation of its approach to protecting people. The Safety Cocoon features four layers that focus on hazard awareness, safety training and behavioural standards and lifesaving rules. All Wood Group personnel are required to uphold high ethical, legal and business standards wherever in the world their business activities take them. WGIS also requires those with whom it does business to embrace similar standards and values. It is the stated policy of Wood Group Industrial Services Limited to treat all personnel (and potential personnel) in a fair and consistent manner and not to discriminate unlawfully on the basis of gender, sexual orientation, religion, ethnicity, disability, age, pregnancy or any other status or basis protected by law (“the grounds of discrimination”). The Company shall always appoint, train, develop, and promote on the basis of merit, ability and suitability for work only. Together with its customers, business partners and suppliers Wood Group is committed to playing its part in the global move towards a more sustainable and lower carbon economy. Wood Group will minimise the adverse environmental impact of its activities and work with its customers to minimise theirs. To achieve this the company has integrated its core values into its decision-making process so that economic, social and environmental issues are considered. Risks and

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opportunities associated with climate change are reviewed and managed with adaptation measures implemented in line with Wood Group’s business strategy. It will continue to integrate initiatives of resources efficiency, waste minimisation, GHG emissions reductions and prevention of environmental pollution whilst improving the business practices and engineering solutions.

www.woodgroup-isl.com


Trackwork Moll

Slick

operation

Set up in response to quality and cost needs demanded by Network Rail, Trackwork Moll has spent a considerable amount of time and money in getting its production facilities up to full capacity and is now producing over 300,000 sleepers per year

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ounded in 2011 as a joint venture between Trackwork of Doncaster and Leonhard Moll Betonwerke of Munich, Trackwork Moll is a key strategic concrete sleeper supply partner for Network Rail. The joint venture was originally set up in response to quality and cost needs demanded by the network, and a ten-year contract was agreed with Network Rail to ensure sleeper supply met the demand of the network’s infrastructure improvement plans. With a total production capacity of 400,000 concrete sleepers per annum, the company has enough capacity to satisfy these volumes and in doing so is well on its way to

becoming the UK’s foremost expert in concrete sleeper manufacture, turning out both G44 and EG47 units. Benefiting from being a relatively young company, Doncaster-based Trackwork Moll’s technology is stateof-the-art. The sleeper manufacturing facilities consist of two production systems, a long casting line and a carousel system. Together, they are capable of quick and cost-effective order delivery, and are capable of boosting efficiency without sacrificing quality. Furthermore, because it operates from a purpose built, brand new factory, many of the processes are automated, and this eliminates a degree of human error and further ensures quality is maintained.

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Trackwork Moll

Previously featured in Railway Strategies in March 2016, when the company was progressing with the stabilisation of production and migrating from a construction and engineering site to a fully operational factory, Trackwork Moll has continued with a ‘business as usual’ mentality as it remains focused on further improving efficiency and ensuring all necessary skills and capabilities are up to speed. “Not much has changed since we last spoke, we have really been working flat out to almost full capacity 24 hours a day, five days a week; this has made operations more efficient through the utilisation and the sweating of our assets, so to speak, to ensure we can keep up with demand,” begins Chris Dale, General Manager of Trackwork Moll.

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“However, to further boost efficiency we are now up and running with an investment in EG47 moulds, which has increased our capacity for these products. This development was in line with an increase in demand for EG47s; this could be due to Network Rail moving from one supplier to another, or could possibly be the cycle of track renewals, which has resulted in a short-term increase in demand for EG47s instead of G44s. “Alongside this development, Network Rail have recently swapped around the TRS machines, and we now service TRS4 based out of Tyne on the east coast. We are pleased that we can continually offer support for both methods of track renewals,” he adds.

“The TRS4 enables us to recharge the pods on a pallet system, which then feeds into the TRS machine like a cassette; when doing track renewals it continuously loads sleepers in while taking the old sleepers out, and then reballasts them. It is a massive undertaking,” says Chris. “Our efficiency in loading is very slick, with Network Rail coining it ‘Load and Go’, which means we can turn around trains much more quickly than our competitors and meet any short notice requirements.” Although these developments have enhanced operations, over the next 12 months Trackwork Moll will continue to drive improvement initiatives when it comes to safety, quality, machine availability and performance in the factory. “We have a continuing focus on improvement and are using modern manufacturing techniques such as OEE, 5S and so on to facilitate and drive through an outstanding performance,” says Chris. “Looking further ahead, we hope to consolidate our position in the market and drive volumes forward to capture more of the market; however, because the market is fairly split as Network Rail has one company servicing the east coast and another on the west coast, it really depends on the government’s spending plan and Network Rail’s spending plan for asset renewals over the next three years. In addition to our work with Network Rail, we also are exploring third party contracts in the coming years in sectors such as power generation and urban transport systems. Nothing is guaranteed but the market looks steady and the future looks positive for us,” Chris concludes.

www.trackwork-moll.co.uk 27


RTA – Dubai Roads and Transport Authority

2020 vision

As the contract for the extension to the Dubai Metro Red Line project is awarded to the Expolink Consortium, the RTA enters another exciting period of development

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he Roads and Transport Authority (RTA) was formed in Dubai in 2005, in order to help facilitate the government’s ambition of providing an advanced transport network for the city. With the establishment of the RTA, Dubai began to construct and develop its integrated public transport network, including a metro and tram system that serves the key population, commercial and industrial areas of Dubai. Phase one to build the Red Line began in 2005 and was completed in 2009; Phase two to build the Green Line started in 2006 and met its completion in 2011. 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 the two networks currently accounting for over half the market share for public transport in Dubai, the RTA predicts that this is only set to rise over the coming years – particularly in the run up to, and during, EXPO 2020. Occurring between October 2020 and April 2021, EXPO 2020 is the next World Expo, an event that brings

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together more than 180 nations and is designed to be one of the greatest exhibitions on Earth. EXPO 2020 is set to attract over 25 million visitors to Dubai over a six-month period, and in order to accommodate the travel needs of these new passengers, RTA created the Route 2020 programme, which 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. At the end of June 2016 a significant milestone was achieved on the Route 2020 project, when HH Sheikh Mohammed bin Rashid Al Maktoum, Vice-President and Prime Minister of the UAE and Ruler of Dubai, approved awarding the contract of the Route 2020 project to the Expolink Consortium (comprising French, Spanish and Turkish firms) at a cost of AED10.6 billion. HE Mattar Al Tayer, Director-General and Chairman of the Board of Executive Directors of the RTA announced


the news following the signing of the contract with the Expolink Consortium, and he highlighted that competition for the contract was fierce: “The consortium entrusted to undertake the Route 2020 project was selected through an international tendering process involving the participation of ten consortiums of major firms specialised in the construction of metro systems from all parts of the globe,” he said. “Five of them submitted technical and financial proposals, and negotiations were made with two of them in the final stage; which concluded with the awarding of the project contract to Expolink Consortium led by the French Alstom Conglomerate, Spanish Acciona, and the Turkish Gulermack. According to the contract, Alstom will supply 50 trains: 15 of them for serving Expo, and 35 for upgrading the level of service of the Dubai Metro. The company will also cater to electromechanical works. The French Thales Group will provide the technological systems whereas Acciona and Gulermack will attend to civil works,” he added.

Al Tayer also gave more details about the plans for linking Route 2020 with the Red Line of the Dubai Metro. He said: “The RTA co-ordinated with all the developers and government service providers that are involved with the planned metro route in order to ensure that Route 2020 will support vital areas served by the project over the short and long term. Route 2020 starts off at Nakheel Harbour and Tower Station on the Red Line and extends 15 km; it includes an 11.8 km a viaduct, and 3.2 km underground track. The project encompasses seven stations including a transfer station with the Red Line, EXPO Station, three elevated stations, and two underground stations,” he continued. “The capacity of Route 2020 is estimated as 46,000 riders per hour in both directions and according to RTA studies, the ridership of Route 2020 is expected to reach 125,000 riders per day in 2020; and the number is set to rise to 275,000 riders per day by 2030.” Given the scale of the project and the importance of completing it on time, the RTA felt it essential to set specific governance and assessment principles to ensure transparency and achieve the best results. Clear-cut objectives and standards have been set for the technical and financial assessment process during the tendering phase. These standards are based on several parameters including: the project construction programme, integration with the existing Dubai Metro systems, design of stations and the use of modern construction techniques in the project, as well as the rail technologies and systems supplied under the project. “The assessment process was carried out by specialist committees, teams and international consultants involving the participation of 100 specialists from the RTA and the project consultant,” Al Tayer highlighted. “Construction works in the project will start in the final quarter of this year, and the trial run is expected to start in the last quarter of 2019. The official operation of the service is set to start in the second half of 2020 namely on 20/05/2020 i.e. five months ahead of the opening of Expo 2020.” Going forward the RTA has ambitious goals to achieve, including creating a more integrated transport infrastructure, ensuring this works in harmony with customers, and of course prioritising safety and environmental concerns. These all work alongside its overall vision of providing ‘Safe and Smooth Transport for All’. As the organisation continues to show a willingness to work in collaboration with expert partners, an eagerness to invest in the latest innovations and the ability to look to the future for inspiration, Dubai looks set to benefit from a world-class transport network, providing a global example of what can be achieved.

www.rta.ae 29


ACCIONA INFRASTRUCTURE

Making tracks

Operating within ACCIONA Group, ACCIONA Construction merges the experience and knowledge of its specialised business units to successfully complete technically challenging major infrastructure projects across the globe

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ith more than 33,000 professionals operating in over 30 countries, ACCIONA is a leader in the development and management of infrastructure, renewable energy, water and services. Included in the select Ibex-35 stock market index, the group has a track record that stretches back more than a century and is known as a pioneer in areas such as development and sustainability. Wholly capable when it comes to responding to the challenges of achieving sustainable development, ACCIONA’s activities avoid the emission of millions of tonnes of CO2 into the atmosphere every year; the group also aims to gradually reduce its carbon footprint and lead the transition to a low-carbon economy. “ACCIONA is comprised of two businesses with one purpose: to fulfil some of society’s most pressing needs for clean energy and modern, low-carbon and sustainable infrastructure,” begins Jesús Sancho, Director at ACCIONA in the Middle East. “ACCIONA

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Construction, the civil works arm of ACCIONA, traces its origins back to the 1860s, when it built some of the first railways in Spain. Today, we are one of the world’s leading private infrastructure developers, with a 11 billion euro backlog. ACCIONA Construction has been present in the Middle East for over eight years and is an integral part of the Expolink Consortium that was recently awarded the Design & Construction of the Route 2020 Metro Project in Dubai (UAE).” Thinking over the reasons for ACCIONA’s incredible global success, Mr Sancho continues: “One of our key strengths is the specialisation of the company; for example, ACCIONA Construction is specialised in three major areas: bridges, roads and special structures; railways and tunnels and ports and hydraulic works. In each of these areas, we have the capacity to take on all of the aspects of the value chain, from design and engineering, to their subsequent implementation and maintenance. Additionally, ACCIONA Construction may participate as a developer of infrastructure of the above specialised areas when the civil works projects are tendered under a PPP scheme.” When it comes to the rail industry, ACCIONA’s origins can be found in a railway concession company that was created in the 1860s to develop, build and operate two main railway lines more than 240 kilometres in length in aggregate. “Today ACCIONA’s activity in the rail industry is channelised through its railways and tunnels specialised business unit (SBU), a global unit that retains, develops and applies ACCIONA’s critical know-how on


these two fields that often come together and offer good synergies,” says Mr Sancho. The SBU, in collaboration with other ACCIONA Construction departments and regions, is able to design and build turnkey railway infrastructure solutions such as high speed lines, underground and elevated metros and light rail systems all over the world. So far the company has provided such services to more than ten countries, including America, Europe, the Middle East and Australasia. Mr Sancho says the key to the success of this synergistic approach to business is the company’s locations in 30 countries across five continents: “The geographical specialisation approach of ACCIONA makes it possible to focus efforts on high-potential areas where the company can maximise leverage of its specialised technical capabilities while ensuring appropriate resource assignment to all activities. Each region is supported by hub countries, which co-ordinate resource management in their areas of influence, ensuring availability and optimal utilisation.” Complementing the group’s strong geographical presence are its three centres for technological innovation, with ACCIONA Construction benefiting from the Madrid technology centre striving to improve efficiency during the construction process and reduce the environmental impact of building projects. “Over the last ten years ACCIONA Construction has boosted its technological centre to create its own solutions for the worksites; these solutions allow ACCIONA to be more sustainable and cost efficient than its competitors. For

example, one of the most breakthrough technological solutions developed is the use of composite materials for infrastructure projects,” says Mr Sancho. “Composites stand out for their lightweight, mechanical strength, and high corrosion resistance. This let ACCIONA be the first worldwide company to design, manufacture and implement bridges and footbridges made with these materials. The latest milestone reached has been the construction of the first lighthouse in the world made of composite materials, in Valencia Port, Spain.” Other notable projects for ACCIONA Construction include the construction of the Metro of Quito in Ecaudor and the Sydney Light Rail in Australia. Having worked on all metro lines in the major cities of Spain as well as on international projects in Columbia, Puerto Rico and Kowloon, Hong Kong, the company has gained experience in the construction of over 150 kilometres of metro lines. “The Metro of Quito in Ecaudor and Sydney Light Rail in Australia projects are gathering a lot of attention due to their size,” notes Mr Sancho. “Both are over the $1 billion contract amount and iconic for their respective cities. In Quito for instance, we are building the full 22 kilometres and 15 stations for the first line of Metro of the City, which is most of the underground; once completed, we hope this Line 1 will significantly improve the mobility of Quito citizens.” Looking ahead, the company will continue to expand its global presence as it seeks key business opportunities across the globe that focus on sustainability and the environment. “We have recently been awarded the Route 2020 Dubai Metro expansion project, which will link the existing Red Line in Dubai with the Expo 2020 site and some prominent residential and commercial areas in Dubai. The civil works of this project consist of tunneling works, 2.5 kilometres TMB, five elevated stations, two undergrounds and one iconic station at the Expo site; depot facilities and a viaduct,” highlights Mr Sancho. “Over the coming years, the specialisation of the company and our knowledge management will give us the competitive edge required to thrive in the international market. We shall continue to expand our areas of specialisation and create new ones to adapt to the everchanging markets,” he concludes.

www.acciona-infrastructure.com www.acciona-construction.com 31


Faiveley Transport UK

Door to the

future

Faiveley Transport UK is opening a new facility to provide high added-value train-borne systems for clients based in London and the South East, whilst continuing to offer design, build, install, and maintenance provision for its customers across the country

A

Below Brian Harvey, Business Development Manager

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fter 90 years in the rail industry Faiveley Transport UK has built upon its successful history with a variety of new projects in London and the South East, and these have been aided by new facilities that the company has opened in Edmonton, London. This strategy was employed in order to meet the requirements that large-scale projects within London would need, as sales and marketing director of new equipment Nigel Bowers explained: “Two of the programmes I would highlight are the rolling stock for the London Underground sub-surface lines – for which we supply the complete door control system - and the Thameslink programme which has the same scope of supply. So with that, plus the Class 395 Javelin legacy equipment we have on HS1, the decision was that we needed a base that was geographically close to our customers and end users. This provides a facility to both maintain that equipment and for our field service engineers to work out of.” Faiveley clearly has an extensive record in the industry, and can boast over 500,000 individual door systems in the world currently. There are many developments Faiveley is working on - in heating and ventilation, braking systems, and within safety, as Nigel explained: “Anti-drag technology is something we are particularly focused on – effectively it’s a way of asymmetrically detecting

obstructions between doors – especially very thin obstructions like a rucksack handle or bag strap which historically has been a problem. This is just one example, as we are always working on many different technologies, such as our innovative range of fully electric door operators, which incorporate a low parts count, thereby improving reliability.” The strong sales Faiveley achieves was something that service sales director John Summers gave more details on: “We have a great team of key account managers and we have grown organically by 25 per cent over the last five years. We are on incremental business year-onyear. We have signed up six out of eight key accounts on long-term supply agreements so we have locked them in for periods of between three to ten years. This has made it somewhat captive – 80 per cent of our external after sales comes from our top six customers.” John also provided an insight into the company’s expectations for the future: “This year is the first year of our three year strategic plan - we have got a growth target of six per cent per annum. We achieve this by


working across all levels of the company, and have a key account manager allocated to each client. We pursue growth through teamwork and long-term agreements with customers. And a part of this success is due to the strength of our technology and innovations – we are constantly looking at project improvements.” The company is also looking at increasing energy efficiency, and to do this Faiveley is developing more ways to make trains lighter weight – which will result in lower energy usage and faster trains, which then works at reducing dwell time at stations. The company is in an established position and seeing a high demand for its services, which has enabled business development manager Brian Harvey to look even longer-term: “I am now having the freedom to look further ahead. Whereas previously we were a business focused on the next one or two years we are now able to look many years beyond that. One way we have been able to do this is by working with ROSCO’s to help them evaluate and make their prospective costs for franchising and leasing bids more affordable. Especially for major sub-systems such as Doors, HVAC and Brakes where overhauls account for 2/3 of the total LCC, we have offered product improvements with optimized scope of supply. This approach has been pivotal in us achieving 50 per cent increase in our overhaul order intake in the last five years and our forecasts show to be even more productive in the next five years. Another development in the UK is our latest expansion to our Electronics Repair facility in Tamworth as shown in the photograph. This has now enabled us to increase our electronics repair capacity by up to 50 per cent; again showing our commitment for the future in the UK.” Brian discussed some of the other opportunities this has enabled: “We are working on the major UK Rail projects for the next ten years and beyond, such as HS2 and New Tube for London, where innovation and affordability are not only expected, but paramount for the success of these projects. To achieve this we combine our UK Customer Service experience with our

technical expertise from the Global Faiveley Centers of Competence and offer new solutions to meet the ever increasing demands of our future customers.” Another key area that the company is looking at for the future is around training, and was something Brian considered significant: “The industry is seeing a real drive towards training and succession management for experienced people like myself. We are actively ensuring that our apprenticeship programmes at each of our UK sites will encourage the younger generation – and I think this clearly shows how we are investing in the future. The whole business is very long-term, we are proud of that and this helps us to provide genuine added value for all of our customers.” Faiveley is a company that has firmly established itself as one of the very best in the industry. It is now in a position to work on even larger projects, and plan years or decades into the future, with a solid base of operations. The business is now in the perfect position to take advantage of the opportunities in London and nationally. Faiveley will no doubt be a fundamental part in shaping the train sector throughout this century.

www.faiveleytransport.com

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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.

7-10 November 18th International Wheelset Congress Where: InterContinental Century City, Chengdu, China Organiser: IWC Email: info@iwc2016.com Web: www.iwc2016.com 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 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 15 November Rolling Stock Procurement Forum 2016 Where: Addleshaw Goddard, London Organiser: Waterfront Tel: 02070 671 597 Email: conference@thewaterfront.co.uk Web: www.waterfrontconferencecompany.com/ conferences/rail/events

22-23 November East Africa Rail Where: Radisson Blu Hotel, Nairobi, Kenya Organiser: Terrapinn Tel: Tarryn Theunissen +27 11 516 4044 Email: tarryn.theunissen@terrapinn.com Web: www.terrapinn.com/exhibition/east-africa-rail/

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

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

25-26 April 2017 World Metrorail Congress Co-located with Lightrail, Railpower and Railtel Where: Business Design Centre, London Organiser: Terrapinn Tel: 02070 921 166 Email: adam.hayward@terrapinn.com Web: www.terrapinn.com/conference/metrorail

24-25 January 2017 Transport Ticketing Global Where: Old Billingsgate, London Organiser: Clarion Events Tel: 02073 8470 893 Email: jessica.williams@clarionevents.com Web: www.transport-ticketing.com 7-8 March 2017 Middle East Rail Where: Dubai International Convention & Exhibition Centre, UAE Organiser: Terrapinn Tel: +97 144 402 501 Email: Jamie.hosie@terrapinn.com Web: www.terrapinn.com/exhibition/middle-east-rail/

9-11 May 2017 Railtex 2017 Where: NEC, Birmingham Organiser: Mack Brooks Exhibitions Tel: 01727 814 400 Email: emma.preston@mackbrooks.co.uk Web: railtex.co.uk/ 15-17 May 2017 Global Public Transport Summit Where: Montréal, Canada Organiser: International Association of Public Transport Tel: +32 2 661 3186 Email: hicham.badran@uitp.org Web: uitpsummit.org/home

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) 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. 2 November 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 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

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8 November Fleet Maintenance - Introduction Improve your processes and fleet maintenance processes 9 November Fleet maintenance - Advanced Understand the issues affecting rail vehicle performance and cost of maintenance

23 November Vehicle dynamics and vehicle track interaction Understand the dynamics of railway vehicles to improve safety, comfort and asset life 24 November Structural integrity Structural integrity, fire and crashworthiness systems found on today’s rail fleets

10 November Train communication and auxiliary systems New and existing systems in use on today’s rolling stock fleet 22 November Train control and safety systems Learn of the systems used on UK fleets that provide safety and train operational control

For more information Tel: 0207 304 6907 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

Schofield Publishing 10 Cringleford Business Centre Intwood Road Cringleford Norwich NR4 6AU

T: +44 (0) 1603 274130 F: +44 (0) 1603 274131

Railway Strategies Issue 134 October 2016  

The latest edition of Railway Strategies

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