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Issue 136 December 2016

Tomorrow’s rail Stunning new roof rises over the Elizabeth Line terminus at Abbey Wood


£60m rolling stock deal for Hull Trains Hitachi begins Baseline 3 ETCS testing


Breakthroughs in passenger flow management

Harnessing data to improve competency management

Modularisation – the future of station construction?

Chairman Andrew Schofield Editor Gay Sutton

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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 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 136 ISSN 1467-0395 Published by

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The balancing act


s we approach Christmas and the New Year, many readers will be gearing up for the intense programme of engineering and infrastructure upgrades that take place over the holiday period, others will simply be thinking of relaxing with Christmas pudding and turkey. Looking back on 2016 I’m sure most would agree that it has been an unusual year. The surprise election of Donald Trump in America has significantly increased concerns about global trade and stability while at home the uncertainty caused by the Brexit vote still looms over the economy. Yet there has been an early positive for the rail sector. We have a new Prime Minister and Chancellor who, in his first Autumn Statement, announced an extra £23bn for a National Productivity Investment Fund. This will be spent between 2017 and 2022 on transport, digital communications, R&D and housing, and the railways are likely to see a significant portion of this. There is still a financial balancing act taking place in the industry though. Four Great Western electrification projects have just been put on hold due to rising costs and increasing delays. Investments in rail are set to continue, and the Government has reaffirmed its commitment to HS2. As a result, the first three contracts have been awarded for preparatory enabling works, and these will begin next spring. The year has witnessed further extreme weather events resulting in flooding and subsidence on various sections of the network. Progress has been made, though, in developing resilience plans. I hope you enjoy reading this month’s issue of Railway Strategies. If you have views you would like to share with us on any of the topics, email me at:

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: The new and refreshed Railway Strategies website can be found at: We are on Twitter: @Rail_Strats, and on LinkedIn: 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.



Focus on Infrastructure

The Southern wrangle – LEGAL 8 Increasingly fractious, the Southern rail dispute hides a complexity of issues PAUL MCFARLANE

16 What next in the digital transformation? How digital technology could improve the customer experience at a fraction of the cost REBECCA CROOK

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

18 Full steam ahead for digitalisation Reporting on the latest developments and hot topics to emerge from Innotrans 2016 VISHWANATH MACHIRAJU

Jam tomorrow 12 Lessons that have been learned about managing passenger flow during major redevelopment work DAVID WATTS

20 The modular approach Why new construction techniques used at Custom House could become the norm in station construction ED NEWMAN-SANDERS

Using data wisely 24 The looming revolution in competency management JAMES FOX Patent of the month 29 GB Patent 2482883 B – protecting a new innovation in LED signalling ROSIE HARY Reinventing rail 30 The battle for the customer in an increasingly joined up travel industry THOMAS DREXLER

News Industry Infrastructure Stations Rolling stock Appointments Conferences & exhibitions


4 6 23 28 36 88

Focus on Communications 32 Perspectives on connectivity Digging deeper into a new report on what the industry needs to do to achieve effective on-board wireless connectivity OLIVER BOSSHARD 37 ADding – the personal touch How the digital age is revolutionising the delivery and relevance of on-train advertising HARJIT BADESHA

From the cover 23 7 12 20 24 28

COVER STORY Hitachi Baseline 3 ETCS Passenger flow management Modularisation Competency management £60 for Hull Trains





39 Qatar Rail 43 Baku Metropolitan CJSC 47 Jernbaneverket/The Follo Line Project 50 ADComms 53 Metrolink RATP Dev Ltd 56 Stadler Rail 64 Selectron Systems 66 MATISA MatĂŠriel Industriel S.A 68 West Metro 70 Mumbai Metro Corporation 72 Touax Rail 76 Faiveley Transport UK 78 RTA - Dubai Roads and Transport Authority 80 Acciona 82 Wood Group Industrial Services 85 Trackwork Moll

70 ory t s r e v 23Co


IN BRIEF Midland Metro info now on Google Maps l A new app developed by Transport for West Midlands and Ito World of Ipswich, has made up-to-the-minute Midland Metro timetable information available on Google Maps. Users can tap on the Metro stop icon anywhere in the Midlands to see the timetable for that stop and how far away the vehicle is from arrival.

New record at Birmingham New Street l Birmingham New Street was used by 258,555 people on Saturday 26 November, breaking the previous record of 230,000. A combination of Black Friday sales, the last pay day for many before Christmas, the German Market and Aston Villa playing at home contributed to this. The figure is the equivalent to the population of Wolverhampton.

Rail projects recognised for sustainability l Rail engineering projects have scooped 3 of the 9 awards at this year’s CEEQUAL Outstanding Achievement Awards celebrating the top sustainability accomplishments of civil engineering project teams. Thameslink Borough Viaduct project won the Effects on Neighbours, and Historic Environment awards. Crossrail Thames Tunnel won the Water Resources award.

ORR verdict on Network Rail l The ORR half-year assessment of Network Rail, has identified steady performance in its overall management of safety and assets and an improving picture of delivery against its updated enhancements programme. Significant challenges remain including the time taken to recover from disruption, deferral of some track renewal to the next control period, delivery of the Edinburgh to Glasgow electrification, and underperformance against budget.


Plenty of meat on the bone for rail in the Chancellor’s Autumn Statement l In his Autumn Statement, the Chancellor of the Exchequer Philip Hammond announced a series of investments specifically targeted at rail infrastructure. A new National Productivity Investment Fund (NPIF) is to deliver an extra £23bn of funding between 2017 and 2022 across transport, digital communications, R&D and housing, aimed at improving national productivity. The Chancellor outlined two specific rail initiatives that would receive funding from the NPIF. An additional £450m is to be spent trialling digital signalling technology, to expand capacity, and improve reliability. Around £80m will be allocated to accelerate the roll out of smart ticketing including season tickets for commuters in the UK’s major cities. The government is to invest £5m in development funding for the Midlands

Rail Hub, a programme of rail upgrades in and around central Birmingham that will significantly enhance the capability of the region’s rail network and facilitate an extra 10 trains per hour. The chancellor also plans to bring forward £100m to accelerate construction of the EastWest Rail line western section and allocate £10m in development funding for the central rail section. Paul Plummer, chief executive of the Rail Delivery Group, said: “Government support for trials of hi-tech digital signalling will be welcomed by passengers and freight customers who want a more reliable railway. Journeys will also be improved thanks to investment in smart ticketing. Continued investment in our network is crucial as we build the bigger and better railway that Britain needs.”

RDG outlines the improvements that would make the railway fit for the 21st century l Rail Delivery Group has launched a new report setting out how the railway has to embrace new technology and smarter ways of working if it is to address the twin challenges of a capacity crunch and the rising expectations of rail customers. Our Customers, Our People: A railway for the Digital Age proposes that: • New trains where drivers control the doors already operate safely on 30% of services and are used in Germany, Denmark, Ireland and various other countries. Such trains are estimated to reduce dwell times at stations by 23%. • New signalling systems will reduce delays by enabling smarter management of trains during disruption, allowing more trains to run by reducing the space that has to be left between each service, and improving safety by

removing lineside signals and replacing them with a computerised signalling system in the drivers’ cab. • Ticket buying will become easier as more rail companies look to introduce barcode tickets on mobile phones, smartcards and contactless payment. This will further reduce the proportion of tickets sold at traditional ticket offices, which has fallen from 82% to 34% since 1997. Changes in technology will free up colleagues to spend more time assisting customers where and when they need it most. If the railway is unable to harness new technology to benefit its customers, the report says, this puts at risk the benefits of the £50bn+ Railway Upgrade Plan to deliver more reliable, more accessible, more affordable and more comfortable journeys.

NEWS I Industry

Speed believed responsible for fatal tram derailment in Croydon l The Rail Accident Investigation Branch (RAIB), the British Transport Police and RSSB are investigating what is thought to be the worst accident on London Transport since the Moorgate Tube crash in 1975. The tram accident took place in Croydon on 9 November on the London Tramlink system. Emergency services were on the scene within minutes but 7 people died as a result of the accident and a further 51 were taken to hospital. At about 06:07 a tram running between New Addington and Wimbledon derailed and overturned on a curve as it approached Sandilands Junction in Croydon. The tram travelled for a short distance on its side before stopping in the vicinity of the junction. RAIB has published an interim report

stating that initial inspection of the on-tram data recorder (OTDR) suggests the tram was travelling at approximately 70 km/h (43.5 mph) as it entered the curve, which had a maximum permitted speed of 20 km/h (12.5 mph). The report says that trams approaching the junction from Lloyd Park where the speed restriction was 80 km/h (50 mph) would need to brake at the full service rate for 180 metres before entering the lower speed restriction. Analysis of the OTDR indicates that some braking was applied in the 180 metres before the curve, but this was only sufficient to reduce the tram’s speed to approximately 70 km/h (43.5 mph). The tram’s CCTV cameras appear not to have been working at the time of the accident. The investigation is continuing.

First test tram runs on Metrolink’s new Second City Crossing

IN BRIEF 200 Fare dodgers caught on Chase Line l During a week-long exercise by London Midland and the British Transport Police, 200 people were caught avoiding paying for tickets on the Chase Line between Rugeley and Walsall. 192 penalty fares were issued and a further 8 offences were recommended for prosecution. Interestingly an additional 1,004 tickets were sold during the week.

Strong retail sales growth at NR stations l New figures from Network Rail show that like-for-like retail sales at its managed stations during the period July – September grew by 3.5%. This growth is more than 17 times greater than the British Retail Consortium results for the same period. Nationally, coffee shops and ‘food on the go’ purchases showed the strongest growth while 31% of station visitors shopped there.

Railhead sell off threatens freight growth l According to Rail Minister Paul Maynard, the best way to deliver the construction materials needed to fulfil the Government’s house building and infrastructure ambitions is by rail freight. Each train could take 75 trucks off the road. He has however admitted that more railheads are needed for materials such as gravel, sand, aggregates and cement. Many existing ones are currently being sold off.

The first test tram on Manchester’s Second City Crossing l The first test tram has run the length of the new Metrolink Second City Crossing which runs through the heart of Manchester city centre. Tram testing on the last phase of the route, from St Peter’s Square to Exchange Square, began in the early hours of Thursday 1 December. The first phase of the Second City Crossing, from Victoria to Exchange Square, opened in December 2015, and this last section is due to open to passengers early next year. The transformational Second City Crossing connects St Peter’s Square via Princess Street and Cross Street with Exchange Square and

Victoria Station, and will allow Metrolink to run more frequent tram services across its 93-stop, seven line network. Transport for Greater Manchester’s Metrolink director, Peter Cushing, said: “After the busy festive period we’ll continue the testing and commissioning process to check all the infrastructure, and ensure drivers undertake training to familiarise themselves with the new route.” A major marketing and information campaign is planned early next year to prepare customers for the tram service changes when the new city centre line opens.

Repoint wins IET Innovation Award l Repoint, the radical new track switch developed by Loughborough University’s Control Systems Group, has won the Transport Category award at the IET Innovation Awards. Repoint uses several actuators to operate a single set of points. In the event of an actuator failure the points continue to function enabling rail traffic to flow while remedial maintenance done.


The future is uncertain as four Great Western electrification projects are put on hold l The government has stated its commitment to investing £2.8bn in electrification of the Great Western route, which it says will stimulate economic growth from London through the Thames Valley to the Cotswolds, West Country and to South Wales. However, electrification will take place in a reduced form as costs and delays have spiralled. A new report from the National Audit Office shows that the cost of modernising the Great Western railway has risen from the £2.1bn originally estimated in 2013, to around £5.58bn today. Moreover, delays of at least 18 to 36 months to electrification will cost the Department a further £330m. Rail minister, Paul Maynard, has announced that four electrification projects within the electrification programme are to be deferred. These are electrification of the Oxford to Didcot Parkway line, Bristol Parkway to Bristol Temple Meads, Bath Spa to Bristol Temple Meads, and Henley and Windsor Thames Valley Branches. Admitting that the programme had been placed on a more efficient footing following the Hendy Review and the subsequent replanning of work, the decision to defer these four projects was taken as part of the ongoing assessment of investments. The NAO says the cost increases and recent changes to the new trains order mean that the value for money of the programme needs to be reassessed, and the extent of electrification reconsidered. The Department intends to vary its order of Intercity Express trains so that they can operate under both diesel and electric power.


Dawlish – aerial view of the damage last year

Network Rail secures further funding for Exeter to Newton Abbot resilience upgrade plan l £10m of Government money has been earmarked to fund Network Rail’s proposed resilience scheme to ensure long-term protection of the railway between Exeter and Newton Abbot. Network Rail has identified three priority areas where action is needed to prevent the main Exeter to Plymouth railway line being blocked by further extreme weather. These are: the risk of landslip from the steep cliffs between Teignmouth and Parson’s Tunnel which would block the main Exeter to Plymouth railway line; rock falls from the cliffs above the Parson’s Tunnel north entrance; and flooding of the railway and the road at Marine Parade between Dawlish station and Kennaway Tunnel caused by the sea.

The £10m funding will enable Network Rail to continue developing proposals to mitigate against these risks after 2017 when the current funding comes to an end. Exceptional weather at the beginning of 2014 caused part of the railway line at Dawlish to collapse into the sea and thousands of tonnes of material from the cliffs at Teignmouth to fall onto the line. The overall impact of the disruption to the south west economy as the line was closed was estimated to be in excess of £1bn. Network Rail is currently presenting the results of detailed investigations and technical studies to the public, illustrating the solutions it has identified for protecting the railway and improving the future reliability of the line.

Smart sensors from Birmingham University could minimise leaves on the line chaos l A new prototype developed at the University of Birmingham could end the chaos caused by the autumn leaf fall on the railway lines. With funding from EPSRC and the RSSB, professor Lee Chapman and the University of Birmingham’s technology transfer company Alta Innovations, have developed AutumnSense, which uses low-cost sensors to continuously measure the level of moisture on the track at potentially thousands of sites

across the network. By linking this data with a leaf-fall forecast, operators can identify where and when the risk is greatest. Automated treatment trains can then be deployed precisely and efficiently to clear the lines before the morning rush hour starts. AutumnSense has been trialled on an above ground stretch of London Underground, and a fuller network wide trial will be undertaken shortly.

NEWS I Infrastructure

£900m enabling works contracts announced, with work to begin on HS2 in the spring l HS2 has confirmed the appointment of three joint ventures to deliver £900m of essential early works ahead of the start of the main civil engineering work on the new line. The joint ventures are: CS JV (Costain Group Plc, Skanska Construction UK Limited) for Area South; Fusion JV (Morgan Sindall plc, BAM Nuttall Limited, Ferrovial Agroman (UK) Limited) for Area Central; and Area North is LM JV (Laing O’Rourke Construction Limited, J. Murphy & Sons Limited). The contracts cover the whole of phase

one from London to Birmingham, and the connection to the West Coast Mainline at Handsacre. As well as undertaking the archaeology, site clearance and establishing site compounds, the contractors will also deliver a range of activities including utility diversions, ecology surveys, demolition, ground remediation, watercourse activities, highways realignments, monitoring and instrumentation, structural reinforcements and drainage work. Work is due to begin in the spring.

Baseline 3 ETCS testing begins on Hitachi Intercity train

Hitachi Intercity train carrying out digital signalling tests l Hitachi Intercity trains fitted with the new advanced Baseline 3 European Train Control System (ETCS), are being tested at the Network Rail ERTMS national integration facility signalling facility, ENIF, in Hitchin. The Hitachi Baseline 2 ETCS has already achieved regulatory approval to run on passenger services, but further tests are required for Baseline 3’s regulatory approval. The Intercity trains will begin running

passenger services on the Great Western main line from 2017 and the East Coast main line from 2018. Andy Rogers, projects director of Hitachi Rail Europe, commented on the testing: “Only by linking new trains to new signalling systems can rail delays and cancellations truly be cut in a meaningful way. Testing of new signalling technology on our Intercity trains is another step forward to realising our goal of transforming the UK rail network.

HS2 preferred route is announced l Transport Secretary Chris Grayling has confirmed the majority of the preferred HS2 route from Crewe to Manchester and the West Midlands to Leeds. The western leg will advance north from Crewe to Manchester Airport and on to Manchester city centre. Two new stations will be built, one adjacent to Manchester Piccadilly and the other at Manchester Airport. There will also be a connection to Liverpool and to the existing West Coast Main Line at Golborne allowing HS2 services to continue north to Glasgow and Edinburgh. The eastern leg of the route connects the West Midlands to Leeds, and will progress from the West Midlands to Toton in the East Midlands, where a new HS2 station will be built to serve Nottingham, Derby and the wider region. It will then continue north to South Yorkshire. In line with Sir David Higgins’ recommendation, HS2 is to serve Sheffield with a connection to the existing station, and the main route will be moved further east, however consultation will continue on this, and a final decision is to made next year. From South Yorkshire, HS2 will continue to Leeds where a new station is to be built in the city centre, adjacent to the existing station. There will be a connection onto the East Coast Main Line at Church Fenton enabling it to serve York, Newcastle and other locations in the north-east. There are 7 route refinements on which Department for Transport is consulting. These are: moving the proposed rolling stock depot at Golbourne to a site north of Crewe, moving the approach to Manchester Piccadilly, shifting the Middlewich – Northwich route 800 metres westwards, moving the route east of Measham, going around instead of under East Midlands Airport, and amending the route alignment through Long Eaton and from Derbyshire to West Yorkshire.



The Southern wrangle


Below Paul McFarlane is partner at law firm Weightmans and chair of the Employment Lawyers Association’s Legislative & Policy Committee


As the Southern rail dispute becomes ever more fractious, lawyer PAUL MCFARLANE analyses the complexity of the legal situation

he Southern rail dispute escalated further in recent weeks when a three day walk-out (between 11-13 October) went ahead with a reported loss of almost 40 per cent of services. Talks with the RMT broke down on 12 October and the RMT has given notice of further strikes to take place this later this year, in November and December. In a bid to try and bring this six month dispute to an end, on 6 October Southern issued an ‘ultimatum’ to the affected staff – sign off new contracts or face being dismissed. RMT advised its members to sign off the new contract (but added that they would seek to overturn the new contract). The RMT also reported, on the afternoon of 10 October 2016 – less than a day before the first day of the strike – that it had received a legal challenge from Southern which it was considering. However, there were no reports of court proceedings taking place between Southern and the RMT on 10 October. These events raise a number of legal and tactical issues for both sides. For example, can Southern rely on an ultimatum to fairly dismiss employees who have not signed the new contract? Why would Southern threaten the RMT with a legal challenge but not pursue this in the courts? Will the new rules on strikes in the Trade Union Act 2016 change things?

The Ultimatum – is this legal? Potentially yes, but Southern must demonstrate to an employment tribunal (ET) that it has jumped through a number of legal hoops before it could fairly dismiss an employee who refused to sign the new contract. Those are: 1. was the dismissal for a potentially fair reason in law; and 2. has Southern acted reasonably in relying on that reason as the reason for dismissal? (When answering this second question, an ET must have regard to the size and resources available to Southern.) Here, ‘some other substantial reason’ (SOSR), which covers a refusal to accept changes to terms and conditions of employment, is the only potentially fair reason in law that could apply. Southern would need to satisfy an ET that its changes were for sound business reasons. Southern would not be required to prove that this change was crucial for its survival. No doubt Southern would, if required, put forward evidence to an ET to say that its plans for the removal of guards from its trains were in line with industry practice. If the reason for dismissal falls into the SOSR category, the ET would go on to consider whether Southern had acted reasonably in dismissing those employees who had not signed the new contracts. An ET would look at a range of factors when considering this issue, including:

to sign the new contracts under protest they would argue that there remains a trade dispute – which in law includes a dispute over terms and conditions of employment. As for the stale ballot argument, a court would need to decide if there had been a substantial interruption in the dispute. If so, would an average reasonable trade union member consider the dispute had come to an end. This, in my view, cannot be said to be the position here. Since April, Southern has been subjected to a series of strikes. The RMT would, I suggest, argue that there has not been a significant interruption between these strikes.

Trade Union Act 2016 – would this have made a difference?

whether a reasonable and genuine consultation process with the affected employees has taken place; the respective motives of both sides in both putting forward the proposed changes and rejecting them; and whether the employees have been given sufficient warning of the changes, et cetera. I consider it likely that Southern would be able to show that a dismissal of an employee who has not signed the new contract would be fair. This might explain why the RMT has advised its members to sign the new contract. I suspect the RMT has advised its members to sign the new contract under protest so that it can say that they are still in dispute with Southern. To do otherwise would bring into question the legality of the strikes it has called its members to take part in (see more below).

Southern’s threat of legal action This is one of the more curious aspects of this dispute. Why threaten legal action but not follow this up? The grounds for Southern’s purported threat have not been reported. However, it is likely to be one or both of the following: there is no longer a trade dispute – as employees have accepted the new contract; and/or the ballot giving the RMT the mandate to call its members out on strike is stale [old]. At this stage, it is my view, that both of these arguments are weak. This probably explains why Southern did not go to court last week. Taking them in turn: if the RMT has advised its members

This act, when it comes into force, makes two very significant changes to the law. As well as still being required to get a majority of those who have voted, to vote in favour of strike action, a union must: 1. in all cases get at least 50 per cent of those entitled to vote in a ballot to do so; and 2. w  here those involved in the dispute work in an important public service there will be a requirement that 40 per cent of those entitled to vote in a ballot concerning employees normally engaged in important public services have voted ‘Yes’. The government will publish regulations setting out precisely what important public services means but they will specify activities including transport services – which includes rail services. Once the act comes into force, the RMT will have to comply with these additional provisions before it can call for strike action. Failure to do so would mean that Southern (and other rail companies) could challenge their proposed strike(s) in the courts.

Conclusion As with all industrial disputes, eventually the parties will have to negotiate a settlement. With the most recent talks breaking down, Southern will need to consider its next steps. Southern may seek to implement the terms of the new contract, bringing to a head whether staff have actually agreed to those terms. For those who did not abide by the new terms, dismissal for gross misconduct might be an option that is considered. Obviously this would further inflame an already fractious dispute. However, with this dispute showing no signs of ending soon, Southern may consider it has no option but to adopt this position. Paul McFarlane is a partner in the London office of Weightmans LLP Employment, Pensions & Immigration team. He is also chair of the Employment Lawyers Association’s Legislative & Policy Committee, that commented on the consultation papers on Trade Union Bill as it progressed through Parliament.


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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


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.



Jam tomorrow no good if you’re travelling today. Hard lessons have been learned about managing passenger flows during infrastructure redevelopment programmes, and a clear best practice is emerging. DAVID WATTS explains

Above Staff assist a passenger at the new London Bridge station concourse



ou’ve never had it so good,’ might be the call out to UK rail passengers. With a few noticeable exceptions, innovation and upgrading has led to a significant improvement in the passenger experience with better rolling stock, redesigned stations, revived track leading to a better, more comfortable and reliable journey. And if it hasn’t yet happened, it is on the way. And therein lies the rub. Because for many the reality of our quest for continual service innovation and improvement is the disruption and inconvenience that construction work necessarily entails. Sometimes it can even hit the headlines – the major works at London Bridge being a case in point.

People do understand that services are never 100 per cent perfect and as such are always ripe for improvement and refinement, however when major redevelopments can take years to complete, the user experience is often lost long before the intended design is finished. In an industry now driven by passenger experience, rail operators have to consider the lasting damage to their reputation that can be caused by disruptive transformations, however excellent the end result. Looking at how redevelopment will impact on the travelling public before it begins, and plan the right temporary measures to minimise the impact will go a good way to maintaining the experience.

layout for the passengers – something that is tricky when it changes frequently. This can be overcome with information in advance giving a clear indication of what will be changing and when by the use of social media, or existing databases with regular updates, and there is usually plenty of space on hoardings for key information (although too often, this is given over to glossy images of the finished development). Temporary wayfinding should not just be additional signs, but should also incorporate maps, or illustrations that can convey the information clearly, all assisted by additional staff when necessary.

Understand the passenger is key The wayfinding should evolve as the development works continue…but the key to solving that is flexibility, and understanding how passengers will react in the new environment. Having a full understanding of passenger flows before works begins helps significantly. This should not be too problematic as wayfinding systems are now being developed as part of the master planning, so the final objective is known, and operators should map-out the stages in between – creating appropriate wayfinding at each stage can, therefore, be more easily achieved. There are specific challenges that need to be overcome, but an early investment will make a significant difference as works progress. Temporary signage does face some particular challenges – normal sightlines become disrupted by building works, and finding good sightlines when there is scaffolding and hoardings can be difficult. Too high and people miss the signs, too low and people stand in front of them. It is standard practice to have suspended signs for permanent wayfinding systems, but in temporary

Above London Bridge platform signage being put in place Below Clear wayfinding as passengers move between platform and concourse at the new London Bridge station

The first step – easing the stress Re-development by its nature means a station, and the routes to, through and out of it are likely to regularly change. It is with this in mind that rail operators can make the greatest difference to the passenger experience by developing a planned approach to temporary wayfinding which will reduce stresses caused by the changing station environment. Adopting the same passengercentric principles for temporary signage requires an understanding of how works will develop, and an appreciation of how that will impact on passengers – hence it needs to be part of the planning process. Passengers need to find their way through what is often a giant building site, without increased tension or worry that they may get lost or delayed. This means negotiating temporary and possibly counter-intuitive passenger flows, unexpected pinch-points which restrict flow, the close proximity of construction site workers and equipment, temporary facilities, signage and hoardings all whilst carrying on our daily business. Regular passengers get used to their normal route, so operators need to change the mental model of the temporary station



the new concourse is now open, access points change throughout the day. What is interesting about the London Bridge experience is that overnight it went from cowering staff and glum passengers to a sea of smiling faces…if only that could have been achieved throughout. A different approach has been taken at Abbey Wood, part of the Crossrail development, where an interim station is being used as the main station. It looks permanent, and builds confidence of the travelling public because of that. This means that the wayfinding has been developed to meet the specific needs of that station. Of course, this is an approach that can work only on a smaller scale, and not where major interchanges are being redeveloped.


Above Clear lines of sight across Liverpool Street station concourse Above right Temporary signs at Cambridge Below Clear and visible signage

situations, this is rarely practical, although the principal of understanding sightlines remains. Where works are long-term, temporary signage should mimic permanent signage, but where works are short-term there is a real value in having signs that are clearly different – this can emphasise that this is a short-term solution, and communicates to travellers that they should be aware of further changes. Using low cost but hard wearing products such as Dibond, gives the wayfinding the look and feel of fixed signs, helps maintain the rail company’s reputation and brand whilst inspiring confidence. An alternative often used is Correx, but this is easily damaged and ages quickly in a heavy duty environment.

Deploying the lessons learned Wayfinding embraces more than just signs, and at certain times the planned deployment of extra front line staff can be highly effective. One example was during the early days of the re-opening of the refurbished Kings Cross when staff were deployed to interact with passengers and help them – this was a lesson learnt from the London Olympics, and it serves well. The same is happening at London Bridge, where there increased levels of staff, and this is all the more important given that even though


Rail companies need to apply a different but related set of design principles to these short-term experiences beginning with taking a passenger-centred view when planning the project and its phases. Temporary but highly flexible wayfinding which can evolve with the scheme, alongside additional information provision across all passenger touchpoints will reduce confusion and improve overall efficiencies. In other words a toolkit of strategic and tactical solutions needs to be developed to help ensure that the smooth running of our systems is maintained and that the passenger experience of the service provided during these works in progress is as good as it can be. Stations are complex environments and wayfinding often requires complex solutions…more so in temporary situations where the wayfinding has to work much harder. Greater passenger satisfaction, a reduction in complaints and improved station operations can be achieved during works providing the service provider and its front line staff deliver increased levels of passenger information and generally staying one step ahead until works are complete. David Watts is managing director, CCD Design and Ergonomics



What next in the digital transformation? Improving train reliability could be just half the digital transformation story. Rebecca Crook at the BIO Agency suggests that we have an enormous opportunity to improve the customer experience at a fraction of the cost


Below Rebecca Crook is business development director at The BIO Agency


arlier this year, Network Rail’s digital transformation director told a conference audience in London that more trains, better connections and greater reliability are the three aims of Network Rail’s Digital Railway strategy to apply technology in order to make the most effective use of existing infrastructure. This £300 million programme has so far looked at ways to operate more trains on an under-pressure network, without the costly need to construct more track or rebuild parts of the route to accommodation double-deck rolling stock. It has also looked at better reliability, greater connectivity and lowering costs, rather than simply adding more services. These aims are all necessities. After all, according to the Office of Rail and Road, passenger journeys across Britain reached 418.5 million during April, May and June of 2016 – an increase of 1.6 per cent from the 412 million recorded during the same period in 2015. While, compared with our European neighbours, only France recorded a higher number of passenger kilometres last year than Britain with 91.7 billion compared with 66.4 billion passenger kilometres in the UK.

However, what this digital strategy appears to lack is a more comprehensive focus on the passengers themselves and ways to improve their existing journey experience.

Taking a people perspective The digital transformation of the railways should be the same as for any other form of transport. It should be about overhauling passenger communications, the ticketing processes, service flow, how operators use travel data, the interoperability of systems and improving the overall customer experience to give passengers what they want, when they want it and where they want it. On 13 October, the Department for Transport announced that rail passengers will now be entitled to claim compensation when trains are more than 15 minutes late. The policy, Delay Repay 15, will be launched first on Southern trains, which have suffered months of disruption over disputes about the role of conductors. It will then feature on other Govia Thameslink Railway (GTR) services in the coming months before being rolled out across the country.

the whole ‘lack of value’ argument so a mobile app or other digital solutions could eradicate this pain-point easily. One thing I’ve regularly noticed at stations throughout the UK is that staff have no more information than what’s already available on the TrainLine app, and therefore they’re providing no additional value to passengers. Station staff need greater connectivity with a centralised point in order to have exclusive access to realtime data and updates. Even on the London Underground, it’s obvious that a TfL representative with a walkie-talkie has less information on tube delays and incidents than the passengers who are now able to access Wi-Fi underground in the UK capital. With the introduction of contactless and app ticketing, the role of station staff is no longer to sell. It’s to provide informed customer service and up-to-the-minute real-time data. Station staff across the country therefore should be equipped with iPads and other technology that would give them the knowledge that commuters so desperately require on a daily basis. Previously, passengers could claim payouts only when services are delayed by at least 30 minutes, but one railway regulator estimates that just one in five people actually do so. The reason? Either not enough people actually know about it or for those that do use it, it’s generally a long difficult online process that results in passengers giving up or just not bothering. It’s no good just reducing the delay time for available compensation. The Government needs to provide a simple digital solution that will allow passengers to quickly and easily engage with the policy and receive compensation in an efficient manner, such as a mobile app. A mobile app could also double-up as an effective means to track delays, along with those people most affected. It could then allow the operators to provide additional meaningful loyalty rewards and usage compensation such as money-off season tickets or vouchers to spend at the station. Digital therefore could help improve the customer service experience both on the ground at stations and give passengers more control on the go.

Taking the stress out of train travel On trains, technology could be used to direct passengers to emptier carriages rather than forcing them to stand. When pre-booking, passengers could be advised of quieter trains so that they can choose alternative travel in order to get a seat. Standing seems to be a real pain-point for passengers in

And if it all goes wrong? No existing app or train operator is currently providing any valuable digital disruption for passengers. If Network Rail wants to do what Uber has done for hailing a taxi or Airbnb has done for overnight accommodation, then it needs to utilise the swathes of data it collects about routes and passengers and use it via digital technology to provide help and advice for struggling passengers. When my train is delayed, my app will simply state ‘cancelled’ or ‘delayed’. There is a huge opportunity here for an app that recommends alternative routes of travel or information personalised for each effected commuter. One of the more complicated areas of train travel is ticketing. It’s a service that is becoming ever more digitised in a bid to reduce the amount of paper but still remains a problem area, especially when people travel on long journeys and need to use multiple train operators. Again, there needs to be a national initiative to simplify this. Connectivity in rail travel shouldn’t just apply to the infrastructure and the track, it needs to apply across all train operators, all station staff and all trains. This, to my mind, is achievable at a cost a lot less than the £300 million that Network Rail is currently investing in reliability and could certainly happen over a much shorter time-frame. Passengers understand that replacing rolling stock and mending track takes time, but in the digital age they don’t understand why the Government hasn’t embraced all the opportunities that passenger data and digital technology presents.



Full steam ahead for digitalisation The rail industry is taking strides in preparing for the digital world. VISHWANATH MACHIRAJU discusses the latest developments and talking points to emerge from InnoTrans 2016


nnoTrans is the world’s largest dedicated rail exhibition, and this year’s event truly was a global spectacle. It witnessed almost 3,000 exhibitors from 60 countries showcasing their offerings, an impressive seven per cent increase year-on-year. Moreover, it played host to more than 140,000 visitors from 140 countries over its five days. In other words, it really was bigger, better and more global in its scope than ever before. The success of InnoTrans represents an important fillip for the rail industry, as it provides a global platform to exhibit some of the most pioneering and cutting-edge innovations, creating a forum where the most promising concepts are assessed and transformed into reality to benefit the passengers. This year, a huge number of companies made their debuts at the show – many from adjacent and emerging trends and technologies around digital convergence. Moreover, the quality of the exhibits was more visionary than they had been at previous events, with a number of world firsts showcased.

Digitalisation at the top of the agenda Conversations were dominated by one specific theme for the immediate future: digitalisation. As the industry becomes increasingly globalised (and by extension, standardised), the appetite for efficiency and scalability within networks was clearly evident, with many operators and equipment companies seeking to address the


challenge of becoming more digital-ready. This digitalising influence spanned all segments, including rolling stock, operations, maintenance and signalling, and is relevant to all markets where infrastructures are being set up or renewed with digital at the core of their operations. Creating a more consolidated, universal view of systems was therefore seen as critical to achieving widespread digitalisation across borders. Digitalisation within rolling stock was discussed both from an operational and passenger-centric perspective. The major OEMs were all keen to emphasise scalability and modularity of operations, by advocating the need to create customisable, reusable platforms that can be adapted to multiple different locations. Much of this narrative fitted into a wider discussion about operational efficiency and conversations around how to make trains lighter, usually through the use of carbon fibres and software systems to help reduce costs. Passengers also featured prominently in this discussion, with many OEMs stressing that improved passenger experience remained at the core of their design innovation, even in their pursuit of increased efficiency. Personalisation and mobility, as ever, were their key messages in this regard. The digitalisation narrative also extended to maintenance and operations, a services-driven segment that forms a substantial part of the industry. Largely this was through the concept of predictive maintenance, with many discussing how they could overlay their existing

communication networks to either GSM-R, TETRA or LTE/Wi-Fi based frameworks to secure more, robust and reliable bandwidth that can accommodate the dynamics of digital revolution. This future standard of communication protocol needs to be implemented as soon as possible to ensure the fast track the revolution. Whether GSM-R, TETRA, LTE or W-LAN based, the world needs a de facto standard on which communication services providers or equipment manufacturers can base their products to help achieve desired outcomes of such a revolution.

Inhibiting factors to signalling advances

condition-based monitoring systems with predictive maintenance – powered by the Internet of Things – to make operations more slick through automation. Networks struggling to meet capacity were often the focus of this discussion, with predictive maintenance positioned as a powerful tool in reducing delays, and by extension improving passenger experience.

Signalling – the core block for automation One of the most common topics discussed at InnoTrans this year however, was how to make core signalling more digital-ready via increased automation of signalling applications, equipment and components. In other words, enabling automated stop and go signals, and the acceleration and braking of trains in accordance with these signals. Such a development would be hugely beneficial to operators, as trains would be able to communicate with one another more effectively, scheduling would become far more accurate, and the scope for human error would be markedly reduced, helping to improve safety across entire rail networks. The key to making these efforts successful is ensuring that digitalisation is consistent across the three critical layers of signalling – rolling stock, passengercentric and safety-critical systems. In order to do this, communication infrastructure across the industry needs to be revolutionised. At the show, significant emphasis was placed on the need to scale current 2G-based

While the case for the digitalisation of signalling is compelling, a number of inhibiting factors are currently holding it back. In some countries, budget remains one of the biggest barriers to widespread digital adoption, particularly in those where rail networks are publicly owned. Many struggle because their funding is heavily scrutinised, and any investment must be proven to enable operators to do more with less in order to be considered worthwhile. This sense of frugality amongst customers is increasingly prevalent in an uncertain economic climate, and many operators therefore face problems in pushing the envelope when it comes to innovation. Nonetheless, the appetite for innovation is still widely apparent, and there is currently significant demand for infrastructure upgrades, especially in Europe, US, and the Asia-Pacific region. For instance, many exhibitors were also keen to explore the possibility of moving their signalling platforms into the cloud to help centralise processes across large geographical areas, but at the moment this move is still very much in its infancy. This could be due in part to the lack of individuals with the skills required to affect the type of transformation they envisage. Many operators and equipment companies are also demonstrating an undue sense of urgency in trying to implement these upgrades, and fail to consider the amount and quality of skilled resource and supply required to make them a reality.

An integrated approach Ultimately, organisations that take an integrated approach to rail engineering are going to profit in the future by placing digital at the heart of their innovation sooner rather than later. Many are now beginning to consider partners who can help them to implement a digital revolution within their operations, by working to ensure that the three core processes in rail – design, build and maintain – are all approached with a digital-first mindset. Whether it be signalling, rolling stock or asset management, the rail networks globally can deliver superior passenger experience by adopting a digital mindset to help create a new standard worldwide. Vishwanath Machiraju is account director and strategy lead – transportation business at Cyient



The modular approach ED NEWMAN-SANDERS, technical director at Atkins, discusses the use of prefabrication in the construction of Crossrail’s new Custom House station, and suggests this modular approach might be the future for major rail infrastructure projects

Above Designed to remind passengers of the colonnaded front of the temple



refabrication and modularisation is revolutionising construction in the commercial and education sectors, increasingly demanded by clients and made ever more feasible by BIM. However, its application to major rail infrastructure projects remains relatively limited. With its ability to cut down costs, construction times and disruption to the surrounding communities, prefabrication techniques are an attractive and ever more possible approach to construction and design. Custom House, the new Crossrail station in London’s Docklands, presented a unique opportunity to deploy these novel methods of design and construction. Due to open in December 2018, and the only above ground station being built in Crossrail’s central section, Custom House will

be an important transport interchange with the adjacent Docklands Light Railway (DLR), local bus services and the ExCeL Centre, in addition to providing the focus for regeneration in the London Borough of Newham. Serving as inspiration for the whole project and local community, the new station has to embody Crossrail’s vision and identity, thus requiring iconic architecture.

The unique challenges at Custom House I am part of the team behind the building of Custom House, consisting of Atkins, Laing O’Rourke, Arup and Allies & Morrison. The design has had to take into account a number of constraints at the development, including: a very narrow site; existing utilities; the existing

to the south of the site, stretching from pylons to the east and west of the station. While not overhanging the main station site directly, they were close enough to be a major risk to any lifting operations on the site.

Solving the problems strategically Our strategy for the construction of Custom House included pre-fabricated and standardised components, with a ‘kit of parts’ forming the platforms, columns, concourse slab and roof. This unusual and innovative approach had a number of advantages. It minimised work on site that, in turn, drove down the programme time, preliminary costs and the impact on the local community. Off-site manufacture also required fewer deliveries and vehicle movements around the site, reducing traffic, noise and effects on air quality. Shifting construction activity from site to factory also improves working conditions and reducing health and safety risks, while the more controlled conditions of the factory ensure more consistent and higher-quality production. The development of a pre-cast concrete solution brought other benefits to the construction phase, allowing swifter installation by gantry crane of repetitious units, a benefit made more acute by the proximity of live overhead power cables and the restriction this imposed on the construction sequence. The concrete components for the station were fabricated within Laing O’Rourke’s Explore facility in Nottinghamshire, as the project’s main contractor. These were then delivered to the site for installation on a ‘just in time’ basis.

Below Gantry crane is used to reduce the risk of coming into contact with nearby overhead power lines

DLR running along the southern boundary and remaining fully operational throughout any construction sequence; a busy footpath and congested Victoria Dock Road running along the northern boundary; and a public right of way running across the top of the site to link pedestrians between Victoria Dock Road, the DLR station and ExCeL Centre. This had to be maintained at all times, and also accommodate people with reduced mobility. Further constraints included the main site being bounded by the Victoria Dock tunnel portal to the west and the Connaught portal to the east. This meant the contractors on each contract had to temporarily work within the other site’s boundaries to complete their work. A line of high voltage cables also overhangs the DLR



Above pre-cast panels with triangular vaulted soffits on the main span of the concourse and platform roof

Laing O’Rourke’s operations director Steve Jones said: “The seamless integration of the ‘virtual’ design model and the off-site manufacturing plant allowed us to create highly precise major structural elements, delivered exactly when we needed them. It’s an innovative strategy that has great potential for the many railway infrastructure projects in the years ahead.”

Designing an ambassador for Crossrail As Crossrail’s only new above-ground station in the central section, designers Allies & Morrison had the opportunity to design the station as a free-standing building rather than an interior fit-out. The concrete superstructure consists of a series of pre-cast reinforced concrete frames, columns and floor units, held together with hidden connections. The platform structure comprises pre-cast concrete panels spanning a system of primary beams, supported typically by three or four lines of beams resting on piles, constructed through four metres of soft alluvium ground below. There are three new overhead bridges linking the DLR, ExCeL and the London Borough of Newham to the new station. All three structures comprise steel fabricated primary box beams with a composite slab cast on permanent pre-cast concrete planks. Modelling all of the components at Custom House in 3D provided a valuable tool in improving communication between teams around building, site inductions, logistics, sequencing and health and safety. The 3D model was also digitally linked and synchronised with the project programme to visualise and plan the complex sequence


of installation. This was in turn linked to Laing O’Rourke’s factory database. By using unique QR codes on each component, the status of each of the 880 pre-cast components could be tracked, planned and recorded from the design stage through to casting, delivery and installation on site. Once on site, mobile devices were used to scan the QR codes, which brought them up the appropriate quality for completion. This was an efficient way of carrying out all quality and health and safety checks, maximising traceability and simplify the handover process.

Conclusion Using a ‘kit of parts’ approach, the close collaboration of Atkins, Laing O’Rourke, Arup and Allies & Morrison developed a solution that was elegant, durable, costefficient and safe to erect on the constrained site, with the majority of the fabrication process taking place in a controlled factory environment. The team not only overcame the unique challenges for design and construction presented by the site, but also delivered the iconic ‘ambassador’ for the new Crossrail network they were seeking. Given the many benefits a prefabricated construction method can bring to the design and construction of rail infrastructure projects, I expect the use of this method to significantly increase over the next few years. Custom House has been an exemplar project for demonstrating the value of this type of construction and design approach and the possible applications of prefabrication will only increase as technology develops.

NEWS I Stations Edinburgh’s gateway for integrated travel gets ready for opening

Stunning new roof at Abbey Wood station begins to take shape

l Abbey Wood station, which is in the process of being rebuilt for the Elizabeth line, is beginning to show its design pedigree as the timber structure of its distinctive roof is completed. The Austrian timber construction firm, Weihag, has installed the impressive glulam (glued manufactured timber) wooden panels which form the iconic shape of the station’s roof structure. The roof was constructed using a combination of 31 tonnes of steel beams and girders to support the loads of the beams. The main timber beams are each 45m long, which is the equivalent of four London buses end to end. The existing Abbey Wood station is undergoing a complete rebuild to facilitate the new Crossrail services. The new two-level station includes a bright and spacious 1500m2 concourse, improved ticket hall layout and two new ‘island’ platforms for the Elizabeth line and Southeastern services. Work began in 2013 and includes renewing the existing Southeastern track and constructing the rail infrastructure for the new Elizabeth line. The existing track has been updated and considerable progress has been made to the station building. The new concourse measures 1500m2 and is the size of six tennis courts. The next step is to install the zinc roof covering which will sit on top of the wood. The new station will open in late 2017 for Southeastern services and Elizabeth line services will commence in December 2018 when journey times to a number of central London destinations will be halved. Matthew White, surface director at Crossrail said: “After so many years designing the new station and preparing for the work, it’s fantastic to see this new, elegant timber roof taking shape. The arrival of the Elizabeth line represents a once in a generation opportunity to transform Abbey Wood, helping to create jobs and attract business and investment to the local area.”

l The brand new £41m Edinburgh Gateway interchange will be opening its doors on Sunday 11 December. Situated between South Gyle and Dalmeny stations, the new station provides a seamless interchange between rail lines from Fife and further north and the tram network for onward travel to Edinburgh Airport. The new interchange – part of the Scottish Government’s Edinburgh Glasgow Improvement Programme – also provides local residents with access to direct trains to Perth, Dundee and Inverness, and to Edinburgh city centre and Fife. The gateway consists of two 265m (10 car) platforms and a 1500m2 concourse and circulation space. A step free access bridge links the platforms within the railway station and connects to the tram stop via lifts and escalators. Phil Verster, ScotRail Alliance managing director said: “Edinburgh Gateway interchange will be a hugely convenient transport hub for a vast array of customers, bringing new journey opportunities and better connections for people travelling into and around the capital.”

Restoration work transforms Bury St Edmunds rail station l Bury St Edmunds rail station has been restored to its former Victorian glory through a £1m programme of renovation. Greater Anglia has repaired and restored the brickwork across the entire station, fixed decades of damage caused by leaks, restored 500m of canopy and replaced 500m of platform, protecting the Grade II listed building for years to come. The work was carried out in consultation with the Victorian Society and St Edmundsbury Borough Council, and is in addition to the refurbishment of the toilet facilities and installation of a new waiting room which was completed earlier in the year.



Using data


A recent survey reveals that the digital transformation of competency management systems is set to have a major impact on the future of the railways. JAMES FOX, commercial director at 3Squared, discusses the revolution ahead

he rail industry has a very good record for safety. Rail Safety Statistics 2014-15 published by ORR show that there were no passenger fatalities in train accidents in 2014/2015 – for the eighth year in succession. There were four workforce fatalities during the same period as a result of workforce on the mainline, although this figure has improved by 3.2 per cent on the previous year and improved by 17.4 per cent year-onyear over the past 10 years. One of the major challenges facing TOCs and FOCs, however, is to ensure that their Competency Management


Systems are in line with increasingly stringent ORR Regulations, whilst ensuring they maintain the highest possible standards of safety on the railways.

Background The overall model for train driver training across the UK railways has remained largely unchanged since the 1970s. It is still based on a comprehensive block of theoretical learning, structured around the Rule Book and Traction Manual, followed by an extensive period of on-the-job training. Although this model has been very successful

over the years, it focuses mainly on the development of technical skills and does not formally include the development of non-technical skills or human factors. Recently, this has been addressed by the introduction of the RSSB’s RS/100 guidance, which recognises the importance of having a rigorous evidence-base to establish what competencies are needed and how they will be measured, rather than relying on instinct.

The guidance outlines how competency management should be made up of technical skills, non-technical skills and functional skills. To put this into context, it has been revealed in post-incident evaluation that non-technical skills (NTS) are key contributors to events which risk passenger or driver safety. In the ORR definition, these are defined as ‘a particular set of skills and knowledge relating to how risks can be managed at the front line’. The guidance recommends the development of a competency scale with a series of levels – from beginner to expert as a more valuable approach than simple ‘tick box’ compliance. It also highlights the need for richer competency profiles that incorporate large amounts of data, whilst highlighting the limitations of the recording and analysis using traditional paper-based systems. Within this, RS/100 recommends introducing technology as the most effective solution for monitoring an individual’s progress. How technology can help rail and freight operators to improve their competency management systems is a subject which has been researched in some detail in an independent study that we commissioned and which was carried out by rail consultancy Leadership Champions (UK) Limited. This has been the most comprehensive survey of competency management systems in the rail industry to date, involving 18 of the 23 train operating companies. The purpose was to gain a better insight and understanding into different competency management styles, following the introduction of our RailSmart Competency Management System in 2014. Ultimately,

Above Screenshot of an Employee Development System (EDS)



we wanted to identify ways in which technology can enable the industry to improve performance and ensure compliance. The survey, which was benchmarked against the RSSB’s RS/100 as the standard for driver training and competency management, posed a series of questions to TOCs and FOCs that focus on many different factors that affect competency management.

The findings

Above Screenshot of the RailSmart EDS developed with East Midlands Trains


The survey revealed a favourable response towards the use of digital technology. Seventy five per cent of respondents said that digital transformation of the CMS platform was essential or imperative to their business needs while 55 per cent of those surveyed stated that the shift to a digital workforce was vital. The survey revealed that many of the organisations’ leaders saw digital transformation as an essential part of their future. In addition, the research revealed that 48 per cent of respondents used only digital platforms for competency management and assessing training information. However, traditional paper-based assessments and interviews were still being widely used to interact with drivers on safety, route knowledge and critical decision making. Half of respondents (55 per cent) admitted that their organisation has very little access to CMS data from across their business. The report highlights how three types of performance can lead to errors. Skills-based performance, where a person routinely carries out highly practised activities with little conscious effort. The second is rule based performance: this is where there is more mental involvement and operators apply previously learned rules to tasks that they have been trained for such as talking a driver past a red aspect, the third is knowledge-based

performance, where an individual has more mental involvement, such as attending an accident scene or counselling staff. The report found that there are many different approaches to competency management throughout the rail industry. It highlights how a performance-based approach has the most advantages as it enables organisations to better understand the potential risks they face and to be better informed about the implications of those risks in every day operations. The research identified that there are different preferred learning styles for drivers (and assessors), which were largely dictated by the age of the candidate. Three different approaches were identified: activists – who have a very open minded approach to e-learning. Theorists, who are less accepting of e-learning and like to understand the theory behind competency management before adopting something new. The third group are pragmatists. They are the most resistant to change and to embracing new technology. The profile of the workforce and their resistance to change could be a reason why technology uptake has been slower in some organisations.

Human factors An important point revealed by the survey is how essential human factors (or non technical skills) are to ensure safety in the rail industry. When asked if the TOCs and FOCs monitor and manage technical skills, the majority were found to have an established level of discipline. However, when it came to monitoring and measuring human factors, the results were lower than expected with the majority of organisations found not to monitor and manage this. The RSSB (Rail Safety & Standards Board) has

provided guidance material on human factors, which are often referred to as soft skills. However, the research shows that this is often overlooked. The biggest benefits to teaching non-technical skills has been found to be the awareness and management of risk. To address the need for non technical skills development, it has therefore been recommended that staff learn how to deal with a range of situations, including those which are out of the ordinary, helping them to manage threats, such as freak weather conditions and human errors, when they occur. Building up a complete picture and profile of an individual can require regular monitoring, assessment and analysis and it is here that technology can help to ensure assessors receive an accurate picture of an individual’s competency levels. It is our firm belief that to deliver Risk Based Training Needs Analysis (RBTNA) effectively, the rail industry needs to capitalise on the increasingly large amount of data available, so it can continually measure and improve driver and assessor performance.

Digital rail competency management systems In line with the RSSB’s indication that technology needs to be employed to monitor and assess competency management in the future, we were approached two years ago by East Midlands Trains to develop web-based mobile App technology to enable the company to better manage employee competency. Previously, EMT had used paper-based systems or legacy Lotus Notes to record and monitor vital safety assessment processes. This was inefficient, both in terms of the time and the fact that systems could not easily alert the operator to assessment deadlines, therefore running the risk of an employee not being assessed when required. Working with East Midlands Trains, 3Squared developed RailSmart EDS (Employee Development System) as a competency management tool to address all these issues. Benchmarked against best practice guidance, it provides TOCs and FOCs with the tools to proactively manage and improve the capabilities of staff, with the aim of improving safety on the railways. RailSmart works via an iPad app, which allows for complete assessments to be carried out on the move, whilst monitoring train crews at work. The web component simultaneously gives verifiers the ability to check the quality of the assessments being conducted against criteria set out in ORR and RSSB standards. This is now being used as a competency management tool by a number of rail operators. New technology, like RailSmart, now offers a real possibility that competency management can be taken to the next level, giving TOCs the opportunity to better monitor and assess these essential non-technical skills

Summary There are some key lessons to be learned from the survey. The report concludes that everyone within an organisation should take responsibility for competency management rather than using a ‘command and control’ structure focused on individual roles. The report highlights how safety depends on effective co-ordination of key people in the business and not just on the actions of drivers or assessors. The survey identified that competency management strategy needs to be a continuous process. Like all business strategy, it should be reviewed and updated annually against the three to five year vision to ensure that competency management improves and evolves. The research has identified that to be successful, a competency management strategy must relate to the organisation’s vision and strategic objectives, be implemented in daily processes throughout the organisation and – most importantly – take into account human factors, for all operations-based personnel. The survey found that a lack of awareness of standardised human factors, definitions and guidance is continuing to impede competency management across the rail industry. It is anticipated that this survey will help to communicate knowledge gaps and facilitate a learning revolution in competency management – utilising both hard and soft skills. By doing this, the ultimate beneficiaries will be customers and rail employees in ensuring a safer, more productive railway that meets the challenges and demands of staff in the future.” James Fox is commercial director at 3Squared For more information visit: products/railsmart-suite


NEWS I Rolling stock The Hull Trains branded Hitachi Inter City train

£60m bi-mode train deal for Hull Trains

l A £60m agreement has been signed between FirstGroup and Hitachi Rail Europe for five new AT300 Inter City trains, each comprising five carriages. Financed by Angel Trains, the new vehicles will provide 61 extra seats per train, increasing capacity by more than 20%, and will include air conditioning, Wi-Fi and power sockets. The new vehicles, which are capable or

running under either electric or diesel power, will begin entering service in 2019 on the electrified East Coast Main Line from London King’s Cross, and then on diesel power on the unelectrified line to Hull and Beverley. With a higher top speed of 140mph, they also offer the potential for faster journeys. As part of the agreement, Hitachi is to provide maintenance for the trains at its new

New Thameslink trains begin running from St Albans and Luton

facility at Bounds Green, north London. The trains will be manufactured at Newton Aycliffe, County Durham. Karen Boswell, managing director of Hitachi Rail Europe said: “Using our innovative bi-mode power model, these trains can begin operation immediately on the UK rail network which means passengers won’t have to wait to enjoy the new benefits.”

Freightliner honours Battle of Somme heroes

The first 8-carriage Class 700 at Blackfriars l The rollout of the latest Siemens Class 700 Desiro City trains has continued on Thameslink services. New eight-carriage units began operating on the Wimbledon and Sutton loop on 31 October, and on stopping services to and from St Albans and Luton. Delivered as part of the Thameslink Programme, Siemens-built Class 700s replace 29 year old Class 319 trains which are moving to other areas of the network. The first new trains, in 12-carriage formation, went into operation between Bedford and Brighton in June. The rollout will continue until the end of 2018 by which time a total of 115 trains comprising 1,140 cars will have been delivered. Siemens will provide long-term servicing and maintenance for the fleet from two purpose built new depots: Three Bridges in south London, and Hornsey in the north of the city.


l Freightliner has named one of its class 66 diesel locomotives ‘Poppy’ in memory of 15 workers from Buxton Lime Firms (now Tarmac) who served and died in the Battle of the Somme. The naming ceremony took place at Tarmac’s Tunstead Quarry. An aluminium cast of a large copper poppy sculpture recently made by three Tarmac Buxton apprentices to commemorate the hundredth anniversary of the Battle of the Somme, was fitted to the side of the loco as a lasting tribute to the quarry men. The sculpture was made using 1916 manufacturing processes and features the names of the workers who lost their lives in the battle. Poppy will now be seen hauling Tarmac’s wagons of limestone or cement from Tunstead up and down the country.


GB Patent 2480883 B

Patent of the month

Patent attorney Rosie Hardy looks at the patent protecting a new innovation in LED signalling


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

nnovators across industry sectors often refer to their ‘light-bulb moments’ of inspiration and LED railway signals can aptly be described as one such moment for the rail industry.   Due to their long-life and reliability, LED signals are proving to be a more efficient and cost-effective alternative to traditional filament signals. Unipart Dorman was the first company to introduce LED signals to the rail market in the UK and it remains the market leader. As might be expected, Unipart has obtained patents to protect its extensive range of LED signalling products. These patents provide a valuable monopoly which effectively blocks competitors from copying the patented innovation. The patents also enable Unipart to obtain Patent Box tax relief on worldwide profits earned from selling and licensing the patented innovation.  One such patent is GB 2480883 B which protects a new LED signal with a steady light output.  Prior to the patent, it was conventional wisdom for LED signals to be powered by a constant current source to prevent large currents from damaging them.  To prevent the light output from falling as the temperature increased, these LED signals also required additional complex controls.      After discovering that LEDs can be powered reliably by a constant voltage rather than a constant current, Unipart developed and protected a solution for stabilising LED light output as the temperature of the LED changes.  GB Patent 2480883 describes how this innovative solution uses control circuitry that selects a constant voltage and resistance to control the current through an LED. As shown in the Figure on the right, the patented LED signal includes a resistance R coupled in series with an LED 110. A constant voltage VCONST is provided across the resistance R and LED.

Advantageously, this control circuitry allows the constant voltage VCONST and resistance R to be selected so that the current can be varied to maintain a desired light output as the temperature fluctuates. In an example, a resistance R of 20 Ohms and constant voltage VCONST of 2.46 Volts are selected to provide a current of 14.3mA through the LED at -25°C and at current of 25.4mA at +60°C. The light output provided by the LED at 14.3mA and -25°C and at 25.4mA and +60°C is approximately the same as the nominal light output when the LED is operated at 20mA and +20°C.  As a result, the protected LED signal is able to provide approximately constant light across a wide temperature range using a constant voltage, without the need for complicated controls. Such patented innovation will further help to transform signalling technology and improve safety across the rail network.


R = 20 = 2.46v 110



Reinventing rail THOMAS DREXLER, director of rail and ground travel, Amadeus, reviews the changing competitive landscape in the rail industry, the battle for the customer and the shape of the future


Below Thomas Drexler, director of rail and ground travel, Amadeus


he European rail industry is currently undergoing a transformation. Competition is fierce and technology is seen as an enabler for operators to stand out in a crowded market place. As new contenders are increasingly looking to compete with the veterans, rail operators are transforming their business models to ensure a stronger focus on the customer in this rapidly changing marketplace.

From competition to collaboration In Europe, the rail industry has traditionally been constrained by national borders. However increased EU-driven market liberalisation is attracting new operators into the arena. In parallel, even though the very nature of rail limits direct competition between operators, competition between different modes of transport is growing increasingly. As a result, these market forces could be a very real threat to rail operators which are slow to adapt to a changing environment. However those rail companies which are quick to respond could encounter the greatest opportunities, towards stronger customer satisfaction and loyalty. It will

be important to recognise the benefits of working alongside other transport providers with a common purpose: to provide the traveller with the best possible door-to-door travel experience.

Technology innovation and personalisation What’s more, technology is providing the traveller with more choice than ever, creating innovations which are improving customer experience and reshaping rail travel. For example, the planned High Speed 2 (HS2) line will significantly reduce journey times and increase capacity on popular routes linking London and the North. This will not only give customers an enhanced travel experience, but make rail a much more attractive choice versus airlines and other providers operating the same routes. Rail operators can further extend their reach to customers by offering a more personalised travel experience, whether that’s through high speed Wi-Fi for all passengers or using data to understand the customer better to anticipate traveller needs prior to the trip itself. Technology will enable rail operators to re-direct every aspect of the journey towards the customer and offer an experience which is fully tailored to their needs.

The battle for the customer intensifies This increase in competition has resulted in a greater focus on the customer. While other industries have already achieved maturity when it comes to customer centricity, rail operators are following in their footsteps and quickly catching up. The complex nature of competition in rail is forcing operators to re-think their business models and pivot towards more customer-focused goals. Operators are turning their attention to technology as an enabler of increased customer focus. For example, operators can leverage data to better understand the needs and desires of the traveller, and then be able to create and adapt offers right from the point of booking through to arriving at the end destination.

The future - door-to-door travel? This level of customer-centricity requires a level of collaboration between different travel providers. Rail operators could collaborate with airlines for instance to share data about each other’s routes and fares. Imagine you are travelling on business to Toulouse, an airline could offer a flight to Paris whilst at the same time suggesting

Left The vision of door to door travel provision a train connection to Toulouse, and even a taxi from the station to your final destination. This is a simple example that illustrates the convenience of booking an entire journey in one place before the trip takes place. Rail can look to other industries as examples of great customer-centricity. Amazon and Netflix have responded to changing customer expectations about what good service means. If rail can adapt in a similar way, we will see it competing effectively against new competitors and even turning this competition into an opportunity. As competition is now a given in the rail industry, there will be an increased focus on how different operators can adapt their own models to better suit the changing needs of the traveller, driving service innovation and personalisation across the industry. Collaboration will be key for turning door-to-door travel into reality and ushering in the next generation of rail travel – where the needs of the customer take precedence.



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


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.



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


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


Rail Alliance

Recent new members of the Rail Alliance ATA Recruitment Ltd

FTI Group Ltd

Cubis Systems

Part of the RTC Group Plc with global operations supporting the transportation and infrastructure sector in the delivery of executive and confidential search, strategic and professional talent acquisition, ethical and volume contingent labour solutions, international on site project delivery and advisory/consultancy service. Tel: 03330 112 046 Email: Web:

FTI have been manufacturing custom pre-pregs for over twenty years. Their R&D department has developed an innovative phenolic pre-impregnated polymer, FibaRoll PH, which overcomes the traditional difficulties experienced when processing these resins. The result – faster processing and safer handling. Tel: 01749 881 920 Email: Web:

Provider of systems for telecoms and GSM, drainage, signalling and power. Tel: 02838 313 100 Email: Web:

MGB Engineering Ltd Specialist supplier of safety critical electrical and electronic housings. Tel: 08450 702 490 Email: Web:

Genquip Groundhog Manufacturers and sales of market leading Groundhog welfare units both static and mobile. Tel: 01639 823 484 Email: Web:

William Cook Rail Ltd Design and manufacture of complex castings including machining and welding of bogie components and sub-assemblies. Design, manufacture and overhaul of coupler systems for passenger and freight vehicles. Tel: 01132 496 363 Email: Web:

Chrysalis Rail Services Ltd Rolling stock heavy maintenance and refurbishment, re-livery and modifications. Tel: 01189 573 074 Email: Web:

Bakerbellfield Ltd Design and manufacture of rail interior products for Europe’s train builders and heavy maintainers. Tel: 01952 677 411 Email: Web:

Morris Lubricants One of the largest privately-owned manufacturers of high quality lubricants in Europe. Tel: 01743 232 200 Web:

Battery Service Hub

Fosroc Ltd Manufacturer and supplier of construction chemicals including concrete repair materials, grout and anchors, joint sealants, waterproofing membranes, waterstops, concrete admixtures, protective coatings for car park decking and industrial flooring. Tel: 01827 262 222 Email: Web:

Gem Cable Solutions Ltd

Supplier of industrial batteries, chargers and battery testing equipment. Tel: 01858 433 008 Email: Web:

Manufacturer and supplier of complete cabling products and material supplies including associated hardware. Tel: 01727 845 750 Email: Web:

William Hackett Lifting Products Ltd


Manufacturer and distributor of compliant lifting equipment including chain slings, chain blocks and lever hoists. Tel: 01665 604 200 Email: Web:

Leading international integrated support services business operating in the UK, Canada and the Middle East. Tel: 01902 422 431 Email: Web:

RLE International

Institute for Collaborative Working

The RLE International Group is one of the world’s leading development, technology and consultation service providers to the international mobility and energy industries. Tel: 01268 247 900 Email: Web:

Membership and training in collaborative working practices such as BS11000. Tel: 02076 289 163 Email: Web:

Power System Services Ltd Fabrication of overhead line gantries, cross members, brackets, posts etc. Also manufacture platforms, walkways, ladders, handrails etc incorporating laser cutting, folding, drilling and welding. Tel: 01246 268 800 Web:

Prea Ltd Global consultancy focusing on: mergers and acquisitions, private equity funding, technical consultancy, toll manufacturing, recruitment, implementing quality, health & safety systems/audits, joint ventures, buying and selling companies, technology transfer, and distribution. Tel: 08442 471 801 Email: Web:

For further information, please contact: The Rail Alliance Tel: 01789 720 026 Email: Web:



disruptions have encouraged a number of companies and industries to shake up their business models and on-train media is no different. KBH Digital was borne out of the increase in digital ad revenue, the unique, hyperconnected nature of the audience and the increased investment in Wi-Fi.

Trialling the new digital platform

ADding - the personal touch Above Eurostar is running the first iteration of the on-board media portal

HARJIT BADESHA, CEO of KBH Digital, discusses the power of on-train advertising and how the digital age is revolutionising its delivery, relevance and effectiveness


et’s start with a brief definition. What is OOH advertising (or out-of-home media)? Put simply, it is advertising that reaches consumers while they are outside their homes, and it can be found in a whole range environments – from the street path to the motorway, to train station or in this instance, the train carriage. The opportunities are endless for brands or train operators looking to engage with OOH media. Before, OOH was largely restricted to a static billboard on the side of a road. But the digital proliferation and a broader sense of formats has changed all of that.

So why should TOCs care about OOH?

Harjit Badesha is CEO of KBH Digital

The answer to this is clear. A staggering 94 per cent of passengers notice on-train adverts. Combine that figure with an average train journey of 40 minutes and it’s clear to see that the rail passenger audience has the dwell time to read, absorb and then act on on-train messaging. In our fast-paced, constantly switched-on age, the train carriage delivers a large and captive OOH audience that is hard to find elsewhere. The format of on-train adverts has remained remarkably unchanged, but regardless of this, it continues to evolve and grow, thanks to more astute targeting and changing consumer behaviour. A combination of factors are responsible for this including: the ubiquity of the smartphone which is creating ever increasing levels of connectivity for the on-train audience; the increasing amount of time people spent online; and consumers’ willingness to research and make purchases on their devices while out of home. All of this is supported and encouraged by the ever-improving efficiency of on-board Wi-Fi. Wider technological and digital advances and

Union Street, KBH’s digital ad platform, utilises display, video and sponsorship options via on-train and onplatform Wi-Fi and media and entertainment portals. It also helps to build a picture of consumers by mapping out their digital footprint. This data can then be segmented by audience, route and content, creating bespoke targeted advertising or data-only solutions for brands. The KBH Digital trial phase earlier this year proved successful, with brands including Microsoft, Sky and CoOperative Food signing up. We have since launched with Eurostar, helping brands to promote themselves through the on-board media portal. This delivers a customer experience similar to inflight media but the key difference is that connectivity allows every display or video ad impression to be addressable. As well as the on-board portal, passengers can connect to free Wi-Fi, where we can deliver brand messages through our programmatic technologies.

Eurostar With more than 10 million people travelling on Eurostar each year, this yields a sizeable opportunity for the rail industry. It also presents some really valuable first-party customer data, which helps us to build up a clear idea of how customers behave online while they’re travelling. As well as offering advertisers access to international travellers on-board Eurostar, we are in discussions with other key train operating companies in the UK to provide advertising opportunities, helping them to monetise their assets. The benefits are also there for passengers, as advertising and messaging will be much more targeted and relevant. For example, an ad for Mother’s Day gifts viewed on a train’s Wi-Fi system the morning before that date might prove very effective for those who need the reminder. Or perhaps commuters travelling home on a Friday evening might be particularly receptive to VOD ad showcasing the latest series added to a streaming service. As we move further towards a world of constant connectivity, there is a need for advertising to follow suit, as has been seen with OOH. The potential opportunities digital advertising affords all parties is something that will ensure it’s an important component for the railway of the future. KBH On-Train Media was launched in 1998. Since then, the company has grown to become the UK’s largest on-train media company, delivering one of the fastest-growing out-of-home (OOH) media audiences in the UK. Reaching 7.1 million mobile-connected train travellers every month, KBH’s rail network includes all major commuter routes and reaches a diverse audience.


Qatar Rail Integrated Project

Extending the line After celebrating the completion of tunnelling on the Doha Metro Project, Qatar Rail is continuing to make substantial progress towards the development of Qatar’s integrated rail links

Herrenknecht Doha: 111 kilometres of new metro tunnels in 26 months. September 25, 2016, 10.44 a.m. Hamad International Airport: precisely a seven meter Herrenknecht tunnel boring machine pierces the target wall. It is the last of 76 breakthroughs in the gigantic Doha Metro project. The breakthrough marks the finale of one of the most ambitious tunnel structures in the world. Cleverly master-planned and highly professionally directed by client Qatar Rail, it took just 26 months to provide the capital of Qatar with three city-wide metro lines: 111 kilometres of ultra-modern metro tunnel systems. At peak times 2.5 kilometres of tunnel per week were added underground. From August 2014 to September 2016, on Red Line, Green Line and Gold Line four international joint ventures consistently pushed forward a total of 21 TBMs designed and equipped by Herrenknecht specifically for the project.


atar Rail is currently overseeing the construction of Qatar’s multi-billion dollar state-of-the-art integrated rail network, a critical aspect of the Qatar National Vision 2030, aiming to provide a sustainable, reliable and efficient transport system. This project has the full backing of the Emir who’s encouraging the whole of Qatar to support the Qatar Rail Integrated Project. “Three major projects make up Qatar Rail’s responsibilities: the Doha Metro, the Lusail Light Rail Transit (LRT) network, and the Long Distance Passenger and Freight network, which will be connected to the wider GCC rail network,” explained Markus Demmler, Senior Programme Director. The planned national network will unify all railways in Qatar and will be connected to neighbouring countries to create the region’s first fully integrated rail system. By combining traditional elements with modern features, these programs will generate the region’s most comfortable, reliable, and safe railway system. On Sunday 25th September 2016, Qatar Rail completed all tunnelling on the Doha Metro project with the final breakthrough taking place at Terminal One of Hamad International Airport (HIA). The overall completion of Doha Metro now currently stands at 50 per cent with the first phase expecting to be completed by 2020. Large sections of the Doha Metro will be underground: 11.3 km for the Red Line North, 12.05 km for the Red Line South, 16.6 km for the Green Line, and 13.3 km for the Gold Line. A record number of 21 tunnel boring machines were used for The Doha Metro, with each boring 1km and 20 working simultaneously. TBMs are a high-tech mechanised alternative to conventional methods of design-and-build mining, drilling and blasting tunnels through everything from soft ground to hard rocks. They form circular tunnels through the rock, and can install

concrete linings along the drilled sections to reinforce the bored tunnel and stabilise the ground. “TBMs are a safe, fast and reliable tunnelling method, which do not influence ground water and geology,” Markus told us. Targeting 140,000 passenger trips per day by 2021 The Green Line (GRN), or Education Line of the Doha Metro, will be a critical link between the eastern district of Al Riffa and Al Mansoura in the west when it is completed in 2018. When opened, 3.2 kilometres of elevated and at grade (EAG) line will emerge from the underground at the Education City trough and extend westwards alongside the proposed Gharafat Al Rayyan and Dukhan highway. Of the total EAG length, 2.4 kilometres will consist of viaduct spans with the remaining length providing at-grade, tunnel and ramp sections. The project also involves the construction of Al Riffa Station and Markus revealed that: “The Qatar Rail Green Line project has reached an overall progress of 68 per cent.” The Red Line, also known as the Coast Line, runs for about 40 kilometres from Al Wakra in the south to Lusail in the north, also connecting Hamad International Airport at Terminal 1 to the centre of the city. Comprising of 17 stations, with the Legtaifiya Station allowing passengers to transfer over to the Lusail Light Rail Transit, the line offers a very convenient and reliable alternative to driving within the heart of the capital. A trip from the airport to Lusail, currently taking nearly an hour and a half at peak traffic time, will be a short 36-minute trip with the Doha Metro. Markus told us: “In terms of overall progress, the Red Line North is at 56 per cent whilst the Red Line South is at 60 per cent.” He went on to explain that, despite geotechnical issues on these two projects: “By thorough planning and engineering, the challenges could be translated into technical solutions.” Msheireb station, the largest station in Doha, is situated



Qatar Rail Integrated Project

Advanced Vision Advanced Vision is committed to serve the construction industry in the field of ElectroMechanical Projects. It was shaped to meet the market demands for Mega Projects in GCC. Its professional and well-experienced multinational employees are keen to deliver quality services with competitive prices, remaining highly steadfast and distinctive in their adherence to business ethics and exceeding clients’ expectations. Advanced Vision is known for efficiency and the execution of projects across the State of Qatar. Advanced Vision will continue to work hard in order to offer excellent services, and provide work of a high quality. It applies the latest available technology for the industry, and will seek more joint ventures with international companies to have the opportunity in higher weighted projects.

at the corner of the Msheireb development where Wadi Msheireb and Al Diwan Street meet. “Msheireb Station marks the crossing of three metro lines with the Red and Green Lines running parallel and the Gold Line situated underneath,” said Markus. The station features an extravagant entrance shelter as a landmark way finding for locals and tourists alike. Lusail City, just north of Doha, is a visionary waterfront development currently under construction. Designed to be an environmental and self-sustaining community, the city will have residential and commercial developments, including schools, medical facilities, shopping centres, and more. In line with the vision of Lusail, the Lusail Light Rail Transit (LLRT) network will serve the residents of the city by providing an environmentally-friendly mode of transportation that will not only connect destinations within Lusail, but also to Doha by way of the Doha Metro with two interconnecting stations. Markus revealed that: “The 38.5 kilometre LLRT is on schedule and has made 52 per cent of progress to completion.” It will be comprised of four lines with 25 stations at-grade in various configurations and seven underground stations. Average speeds of 29km per hour enables just one to two minute trips between adjacent stations and the aim is 50,000 passengers trips per day by 2021. The final aspect of the Qatar Integrated Rail Project is the 350-kilometre Long Distance Scheme, which will connect residents to not only other cities in Qatar, but to population centres in the rest of the Gulf Cooperation Council (GCC) countries. The proposed regional rail

network will travel at a speed ranging between 220 and 270 kilometres per hour for passenger trains, and 120 kilometres per hour for freight trains. Once the fourth and final phase is completed in 2030, this network will include lines to Saudi Arabia, Bahrain, the new port, and Hamad International Airport outside of Doha and will reduce greenhouse gas emissions, with a single journey replacing the need for hundreds of vehicles to take the same trip. The company will create a world class sustainable rail network for Qatar by ensuring that the interdependent principles of sustainability are meaningfully integrated into processes used throughout its projects and activities, including design, construction, operation, maintenance and decommissioning. Markus told us that these major projects have thrown up many challenges, in particular: “Time constraints with the overall implementation time being less than ten years from baseline plan to operation with a 2020 completion date ready for the Federation Cup, an essential rehearsal for the World Cup.” Jean Christophe Elis, PMC Project Director told Railway Strategies previously: “The biggest technical challenge with the project is time in the sense that the schedule is very tight. This is especially true of the intermediate milestones, which relate to the completion of main structural items for the stations and giving access to contractors who interface with the project like highway and track contractors. Bringing in all the resources in co-ordination with this becomes a big technical challenge. So whilst the overall deadline for completion is reasonable, the intermediate milestones can be very tight and demanding.” In an attempt to combat these issues the company is working to a fixed schedule and is currently on time in its progression of the projects. Despite the challenges, there are many opportunities of building a new project from scratch. “This includes implementing the newest technology with the highest flexibility in choosing Railway regulation standards whilst drawing from experiences from similar existing systems,” explained Markus. Nakheel Landscapes Thinking Green? Nakheel Landscapes has been making Qatar greener since 1998. The company is a leading landscaping contractor in the Middle East, providing complete packages that include construction and infrastructural works, hard & soft landscape, green walls, roof gardens, turf pitches, artificial grass and much more. Nakheel Landscapes is a fully integrated contracting company with a total value of projects exceeding QAR three billion, employing over 3600 permanent staff, owning a large fleet consisting of 810 specialised equipment, 125 units of heavy machinery and trucks, 240 vehicles, over 450,000 m2 of nurseries, modern supporting facilities and more. Some of the major on-going or recently completed projects are the Museum of Islamic Art Park, Hamad International Airport, Western Green Spine at Education City, The Pearl Qatar, Aspire Zone, Lusail City Development (4 packages), Hotel Park (‘Sheraton Park Project’), East Corridor Highway, DNSTW (95,000 trees), Khalifa Avenue, and football turf pitches for SCDL etc.


Qatar Rail Integrated Project

Qatar Rail’s approach to risk management is fundamental to robust corporate governance and solid management practice. It is a systematic, integrated, and mandatory approach to managing all risks types for all Qatar Rail activities. Throughout the development of the project, on-site welfare has remained the most important aspect of the process for Qatar Rail, maintaining its health and safety standards by conducting regular surveys and ensuring a high number of safety supervisors to oversee the worker’s activity. This dedication to on-site welfare extends beyond the working zone as living conditions such as accommodation, catering facilities and shelter from the weather are all subject to regular inspection in order to meet the highest standards. Qatar Rail is aware of the international scrutiny various major development programmes within the country have been subject to and this cements its dedication to upholding its high welfare standards for its workers. The majority of the civil works, concrete installations and roof structures on the Red and Green Lines have been completed and 2017 will be the year of MEP, architectural fit out and installation of railway systems. In addition to this, Markus told us: “We are aiming


to begin isolated testing and then integrated testing during 2017 with the first train on the trial track by 1st September.” Looking towards the future, the first phase of the Doha Metro project is expected to be complete in 2020, the same year Doha Metro’s 37 metro stations are expected to be operative, with an average journey time of two minutes between adjacent stations. By 2030, all the three networks – Doha Metro, Lusail Tram and the long-distance rail, which will link Qatar with the GCC Rail network – are expected to be complete. default.aspx

Gharnata Consultant Engineers Gharnata Consultant Engineers is one of the fastest growing multi-disciplinary engineering consultancy firms in Qatar. Its portfolio has grown in diversity and quality over the past years enabling the attraction of wide range of clients across Qatar. Every proposed project is regarded as a potential engineering masterpiece responsive to its context and program. Gharnata Consultant Engineers is committed through its diverse team of engineers to the complexity of the construction industry with goals for engineering excellence, sustainable design, cost effectiveness and management. The company is currently providing engineering assistance for QDVC-GS-Al Darwish JV on the Doha Metro Red Line South Underground project.

Baku Metropolitan CJSC

A metropolitan


Commencing operation on 6 November 1967 in the time of the former Soviet Union, Baku Metropolitan CJSC represents the rapid transit system for the city of Baku, the capital of Azerbaijan


s the rapid transit system for the city of Baku, Baku Metropolitan CJSC (Baku Metro) is a vital transport hub for the population of the Azerbaijani capital. While the system officially commenced operation in November 1967, planning for the metro network began as early as the 1930s with the development of the Baku Metro transit system coming into effect following the end of the Second World War. Initially the system comprised 9.2 km of railway line and five stations, while the network has continued to grow and expand into the major metro system it is today. “Today the Azerbaijan capital metro network consists of three lines, totalling 37 km in length and 25 stations. Its Red line (Icharishahar-Hazi Aslanov) has 13 stations, while the Green line (Khatai-Darnagul) incorporates ten stops and Purple line (Avtovaghzal-Memar Ajami) has two stations,” reveals Nasimi Pashayev, head of the press service and public relations department of Baku Metropolitan CJSC. “At the current time metro has two interchange stations with the Red and Green lines intersect at the 28 May and Jafar Jabbarli stations and the system’s Green and Purple lines at its Memar Ajami stations. One of the metro stations is situated on the surface, while eight of them are of great depth dating back to Soviet design and 16 of the stations are of

shallow depth. Baku Metro is a very important transport means for the city as well as being a main part of its rich historic-cultural heritage. Indeed, the network is one of the key symbols of Baku with a unique architectural style at each of its stations.” Baku Metro is currently progressing through a new period of development, which was ordered by the Government of Azerbaijan with a prospective development scheme adopted in 2011. Since that time the development of the network has continued in accelerating stages in collaboration with several leading construction organisations, with the first two stations



Baku Metropolitan CJSC

ELKT ELKT and Baku Metro are connected, and have a long-term history of collaboration, based on mutual trust and respect. From the very beginning Metro has established itself as a reliable and stable business partner. Usually, the objectives of the ELKT were to manufacture and supply in the shortest possible time a wide range of electrical contacts. Thanks to extensive experience of the ELKT specialists and the highest technical level of Metro specialists we’ve always been able to solve all the issues. ELKT are happy to express gratitude to Metro for our business co-operation and we are confident in our joint success.

of the metro’s third line - Avtovagzal and Memar Ajami - going into operation during 2016. “During the last ten years, five stations have been put into operation. In addition to introducing new stations, we have also undertaken a programme of modernisation across the network. For example, the Icharishahar, Koroglu, 28 May and Elmlar Akademiyasi stations have each recently been redeveloped,” Nasimi Pashayev says. “The network currently features eight stations that are of great depth underground, seven of which were built during the Soviet period and only featured a single exit. Two of these stations, 28 May and Elmlar Akademiyasi, now have two exits and we are working to extend this to other stations as well.” According to its current development plan, the Baku Metro network will reach 119.1 km of metro lines by 2030. The full network of lines will consist of five lines, 76 stations and six electrical depots, with 51 new stations and 84.3 km of metro lines to be further enhanced over the coming years. In addition to developing its network of lines and stations, Baku Metro is also making investments into its fleet of modern trains. “During 2015 three new trains consisting of five carriages manufactured by the French company, Alstom were bought for Baku Metro and turned over for operation. These carriages incorporate modern controllable systems and meet high security and safety requirements. The passenger saloons of the trains are fully hermetic and equipped with air conditioning, microclimate control, modern passenger information systems and a special nook for wheel chairs. We are also taking systematic actions in the direction of making sure that our existing rolling stock is well maintained and always in peak working order,” Nasimi Pashayev elaborates. “Until 2015 our trains were exclusively overhauled and modernised abroad, however we have recently started the process of carrying out these works locally and building a corresponding site for that. Trains are already being repaired by local specialists in workshops situated close

to our depot area, while the local production of a lot of spare parts has afforded us an opportunity for conducting works qualitatively and rapidly. The most parts are prepared in enterprises functioning within country and in production sections of Baku metro,” he continues. “While previously 113 repair details and units were undertaken abroad, this number has been reduced to 37 and as a result of our implemented works a record number of carriages were repaired and maintained during 2015.” Everyday more than 500,000 passengers use Baku Metro as an important part of their day-to-day lives. As part of the continued integration of the metro system into the life of the city, by August 2015 it became possible to make payment for both the Baku Metro and the city’s bus network using a single card system. This allows passengers, especially visitors to the city, to use both temporary and permanent cards. As the company continues to expand the strength of its rail network, Baku Metro will seek to build on the momentum of its current investment and implement new projects over the coming years. “After the first two stations of new line of metro were put into operation in 2016, the construction work was rapidly begun at the third station as the next continuation of the line. This construction work is progressing at speed and it is expected that the new station will go into operation during 2018. The application of new technologies in Baku Metro is mainly related to the development of new lines, and construction picked up rapidly through the use of modern tunnel boring machines during our last construction period,” Nasimi Pashayev concludes. “Metro is the most used public transport means in Baku. According to calculations, about 30 per cent of city passengers make use of this transport means. The Metro system is one of the most effective means of transport during rush hours, making it a highly costeffective solution for clients.” 45

Follo Line project. EPC Ski contract. Norway.

More than 100 years committed to growth and development

Source: Norwegian National Rail Administration.

The strength of a large international concessions and construction group

Jernbaneverket/The Follo Line Project

Innovation in

Comprised of four tracks to Oslo Central Station, Norway’s largest public transport hub, the Follo Line Project will significantly improve the daily life of commuters once completed in 2021


tretching from Norway’s capital, Oslo, to the city of Ski, the Follo Line Project is currently Norway’s largest transport project and will comprise of approximately 64 kilometres of new railway tracks. Forming the core part of the InterCity development southwards from Oslo, the project is split into four subprojects and involves the delivery of 22 kilometres of new double track line and will comprise of a 20 kilometre long tunnel – the longest railway tunnel to date in the Nordic countries, as well as the first railway tunnel of this length in Norway to have separate tubes. This milestone in the history of the country’s rail projects has led to the use of tunnel boring machines (TBM) as well as drill and blast and drill and split for the excavation process. Additionally, tracks will be realigned for the existing Ostfold Line on the approach to Oslo Central station and between the tunnel and new Ski Station. In line with these developments, extensive works at Oslo Central Station and the construction of a new station at Ski will also take place. In tandem with an existing line with traffic to local stations, the direct trains trafficking the new Follo Line (upon its completion) will significantly improve the daily life of commuters. The line will be constructed with connections to several platforms. The existing Ostfold Line has reaching its capacity limit due to increased population growth. By linking residential and working areas together effectively, the Follo Line will positively contribute to the development and growth of the region located south east of the capital.

Managing this major project is Jernbaneverket (the Norwegian National Rail Administration), which will use its experience in owning, maintaining, operating and developing the Norwegian railway network to ensure the project is not only completed in 2021 but will also provide passengers with a number of benefits. These include a 50 per cent reduction in journey time from Oslo to Ski thanks to efforts including a possible speed of up to 250 kilometres per hour. “Jernbaneverket was established in 1996 when it was made a separate company, having earlier been part of state-owned passenger company Norges Statsbaner (NSB). The budget has increased significantly over the last five to six years and the investment portfolio is now NOK 10 billion; this maintenance budget has also increased. The investment in railway structure is expected to stay high in the years to come, particularly as part of the InterCity development in the southern part of the country. Improvements and the construction of new double track high speed rail infrastructure, between a triangle of cities, is expected to have a budget frame of NOK 160 billion until 2025,” states Mikael Bors, Market Director of the Rail Administration. Using the expertise of its employees in a range of specialist fields such as electrical engineering, construction, telecommunications, social planning, scheduling and traffic management, Jernbaneverket is in the process of ensuring the core part of the InterCity development project, the Follo Line project, progresses in a timely manner. Erik discusses the project and the


OHL OHL OHL is recognised as a major company within infrastructure construction and concessions with worldwide activity based on a broad range of projects. The company tracks its history back to 1911, and is now running projects in 30 countries across five continents, although most of its activity is concentrated in eight home markets. OHL is a world reference in hospital and railway construction. The EPC Ski contract The EPC Ski contract involves reconstruction of the Ski railway station, redevelopment of the station’s surroundings and all railway facilities related to reconstruction of the existing Østfold line and the new Follo line. It covers a total section of 3.5 km, and the worksite starts at the south end of the tunnel for the Follo Line, and ends south of the town of Ski. It will include a six-rail section between Langhus and Ski, as well as construction of access roads, emergency exits, sound barriers and tunnel portals. The new Ski station Works in the Ski station area will reconstruct the existing station entirely. The new station will include six rails, three central roofed platforms and an underpass. A bridge over the new rails is under construction, and a new bus terminal, bicycle parking facilities, an extension of the existing parking lot, roads with sidewalks and technical buildings will be built. Benefits to the community The Follo Line Project will provide the whole region of Follo with an improved transportation service, as well as reducing road traffic and air pollution. It will also shorten traveling time between Oslo and Ski from 22 to 11 minutes, and help modernise Norway’s railway infrastructures. The Follo Line Project is developed by the Norwegian National Rail Administration under commission from the Norwegian Ministry of Transport and Communications.


Jernbaneverket/The Follo Line Project

developments so far: “The new double track railway line forms an important part of the InterCity rail development southwards from the capital and includes the longest railway tunnel to date in the Nordic countries. With its novel methods and solutions, this project offers a model for future railway project developments in the region. This new railway line is under construction with a 20 kilometre long hard rock tunnel; it is a major project with high demands regarding quality, cost and schedule. In addition, restrictions concerning locations close to sensitive urban infrastructure require execution with the highest level of precision and expertise. “Around 30 per cent of the work in this large scale project has now been performed and the project is overall on schedule. Two out of four tunnel boring machines have started the excavation of the main part of the tunnel, and the TBMs that have been baptised and started will excavate in the northward direction towards Oslo Central Station. Another two will start operating in November and December of 2016 and will work in the southerly direction towards the city of Ski to be connected to a cut-and-cover section. The two TBMs heading north will cross close above a new sewage tunnel and the two TBMs heading south will cross close above a new tunnel for a relocated stream. To avoid potential challenges with the construction of the railway tunnels, both the sewage tunnel and the river tunnels are constructed with highly reinforced concrete lining as part of their structure. All four TBMs are double shield machines, designed for extreme hard rock conditions; the diameter of each machine is 9.860 metres,” says Erik Smith, Project Director of the Follo Line Project.

A pilot project for new contract models as well as new tunnel excavation methods, the Follo Line Project is using EPC contracts, conventional drill and blast combined with drill and split methodology and tunnel boring machines to pave the way for further innovation, shared knowledge and modernisation. It will also aid in the building of alliances between Norwegian and foreign engineering construction companies. “Norway is currently modernising its infrastructure, which means many upcoming projects in the coming years; the introduction of TBM tunnelling will help the development of the Norwegian tunnelling industry and innovation for the Norwegian market,” confirms Erik Smith. As the project moves forward, Jernbaneverket and the EPC contractors involved will continue to operate in a safe and efficient manner during the production of the 20 kilometre tunnels while also solving challenges such as the construction of new infrastructure in densely populated and historical urban areas close to Oslo Central Station. With the latter issue, close co-operation with road authorities and other parties, as well as respect to restrictions surrounding the medieval park will ensure the project is completed safely, on time and to budget. “Over the next months we will cultivate our role as developer; it is important to follow up contracts regarding performance, milestones, working conditions and more to obtain and secure the performance that will enable the contractors to deliver the new infrastructure with the right quality, in due time within budget,” concludes Erik Smith. 49


Smart technology

for critical national


ADComms specialises in providing end-to-end technology based systems integration services across a range of sectors with a focus on transportation and critical national infrastructure utilising fixed and mobile network systems.With extensive experience across these markets, it has demonstrated an ability to provide innovative engineering solutions backed by commitment, quality and value to deliver world-class solutions


here is a perpetual move towards the digitalisation of many traditional systems within the industry, utilising IP networks to transport and deliver the data. This enables a wider use of the data to achieve more efficiency, capacity, reliability and potentially improving safety. Big Data, IoT, M2M brings potential advantages to the industry utilising a network of sensors and data analytics to deliver valuable information to improve reliability and operations. This digital revolution is at the core of ADComms capabilities, integrating legacy systems and enabling new applications to be delivered using a mix of fixed and mobile communications infrastructure across the rail sector. ADComms has a successful track record of delivering mission critical communications solutions for Network Rail, including the FTN/GSM-R and FTNx projects. Its committed, experienced team of field and project engineers carry out significant trackside installation and maintenance works on a daily basis, and takes pride in its excellent operational and safety record as a principle contractor. As of June 2016 ADComms was acquired by Panasonic.


Both companies have been engaged on addressing marked challenges for new technology implementations for some time, and have a strong collaborative approach to addressing the customer challenges across the rail sector. This new partnership will enable ADComms to take its business to the next level, something that Managing Director, Jason Pearce, discussed in more detail: “We will continue to trade as a separate business, wholly owned by Panasonic. This means we will retain our independence on both equipment and technology, but will gain access to the huge research and development capabilities at Panasonic – they have been in the top ten global companies for R&D spending over last 15 years, which is a real benefit as there is so much innovation needed in the transportation and rail sectors. On another key aspect it better enables us to scale, meaning we can take on bigger projects.� With such a positive and valuable relationship between ADComms and Panasonic, it will help ADComms advance even further in the future; the company will no doubt be positioned at the centre of the evolving rail sector. ADComms and Panasonic have already started

combining skills and expertise on a recent project for Network Rail, jointly developing a hybrid off grid power solution using the Panasonic range of LithiumIon batteries and solar panels. The hybrid power solution integrates renewable energy sources in the way of Solar panels, combined with energy storage and traditional generator back up, delivering a high availability site solution for a safety critical system, while reducing the need to visit the site on a regular basis for expensive refuelling activity. This innovative solution has been deployed on a trial basis in the North East of England. To support the critical nature of the site ADComms ensures all elements of the solution are monitored and remotely managed back to a network operations centre. The site has been designed for a single yearly maintenance and refuelling visit while still providing 99.999 per cent availability. The railways are a core part of the UK critical national infrastructure delivering people and products that enable UK PLC to operate. The rail infrastructure is heavily relied upon to deliver this on time all the time and any

delay or cancellation can cause great inconvenience and problems if not properly communicated. The solution to this will no doubt be related to the development of systems to monitor all aspects of trains, as was expanded on by Mark Weller, Business Development Director for ADComms: “An area which we are focused on with Panasonic is developing intelligent asset management which incorporates remote condition monitoring systems along with data analytics to provide real time insights to the status of critical systems and components. These assets effectively generate terabits of data and information on the rolling stock asset, which can be used for the asset owner or the consumer. Data analytics offers the ability to predict failure events, which can be actioned prior to failure improving the operation of the network, while passenger flow, and counting can improve the passenger experience through the station on board directing you to available seats during periods of congestion.” Another issue that ADComms is addressing on the railways, is that of trespassing, something that is a constant nuisance and danger and risk to life. The company has been utilising leading edge CCTV analytics solutions to identify unauthorised access to core infrastructure. Steve Harris, Director for ADComms, elaborated on the solution: “We have been working closely with Panasonic on smart CCTV at Durham station taking an advanced CCTV analytics solution and marking areas where any unauthorised access needs to be alarmed and notified through an automated system. “We are working to create a reliable system to automate the identification of events which have the potential to affect the safety and reliability of the rail network through trespass while minimising false alarm triggers to the satisfaction of Network Rail. This enables more cameras to be utilised across a wider section of the network to improve detection. ADComms is developing a system that can perform an intelligent analysis so that if there is a problem it can signal an alert to the human operator to look at the specific event. The system is intelligently processing images from many cameras and identifying whether those images should be looked at more closely by the human operator. We are creating a smart way of identifying issues.” This will have clear benefits for many sectors across the world, where a discrepancy can be detected by the system and brought to the attention of the operator, potentially removing the chance of something being missed. ADComms has built a reputation working on the



London Underground, and the systems it provides can help to increase capacity, improve reliability, and protect safety. Jason highlighted one aspect that the company has already worked on: “Our London Underground business is heavily focused on designing and installing CCTV systems at stations which allow the driver to see if the doors have closed correctly, that there aren’t people or objects trapped in closed doors, or still trying to get on the train. A key focus for Panasonic is taking the analytics solutions to improve the reliability and safety related to issues of this type, making the system smart.” ADComms is developing this technology that will no doubt shape the future of rail industry improving safety and reliability, as well as many other sectors. It will enable useful information to be separated from the vast amounts of captured data providing the right information to the right place at the right time, the benefits of which could be extensive. Within the ADComms Group, Rail Order, has expanded from its traditional supply & logistics offering, to building on core technology strengths of the group to bring innovative products for the rolling stock businesses. Rob Illsley, Managing Director for Rail Order, states that: “Rail Order’s Darwin fed Real-Time on train Passenger Information Systems have now been successfully deployed with a number of Train Operating Companies. With a vision of the intelligent train combining – high speed data offload, onboard reliable WiFi systems, onboard infotainment, and improved travel experience, and data analytics on train performance have been well received by passengers and train operating companies. Other enhancements including improved carriage air


quality, and USB Seat charging points have been well received. As a Panasonic Company, we benefit from the latest CCTV security technologies which lend themselves well to safety systems, forward facing and internal style camera solutions.” The future for ADComms seems stronger than ever, not only is it a successful business providing technology solutions to long held problems in the rail industry, it now has the resources and investment by one of the world’s leading and most trusted brands to bring improvements to the industry. Its future will be that of continuing innovative advancements as well as offering maintenance and upgrades to existing systems. The positivity and ambition at ADComms is palpable, all of which points to a growing business with an expanding client list.

Metrolink RATP Dev

Leading the way

Since previously appearing in Railway Strategies during February 2016, Metrolink RATP Dev Ltd. has continued to focus on the delivery of an unrivalled level of service to millions of passengers


Below Chris Coleman, Managing Director, Metrolink RATP Dev

perating as a wholly-owned subsidiary of RATP Dev, Metrolink RATP Dev Ltd. is tasked with operating and maintaining the Greater Manchester tram network between 2011 until 2017 under the terms of its contract with Transport for Greater Manchester (TfGM), the city’s transport authority. RATP Dev is a global urban transport company that employs more than 4500 staff in the UK and further to operating Greater Manchester’s busy Metrolink; the group also maintains significant coach operations across the UK, operating a significant proportion (approx. 1000) of London’s buses as part of this. RATP Dev is also the market leader in open top sightseeing buses in London, Bath, Windsor and Cardiff through its The Original Tour business. “Our parent company, RATP Group is the fifth largest transport company in the world with operations in 15 countries across five continents. RATP Dev is keen to increase its UK market share, but it is a worldwide organisation and is constantly seeking out new opportunities. As of 2016 the Group has opened a new tramline in Rio de Janeiro, in time for the Olympic Games,” says Metrolink RATP Dev Managing Director, Chris Coleman. “The group has also partnered with businesses in the United Arab Emirates to explore opportunities in Abu Dhabi. Whatever ventures RATP Dev undertakes, we know it’s crucial to work in partnership with organisations in local markets – coupling their local expertise with our transport sector expertise.” Within the UK, Greater Manchester’s Metrolink represents the country’s largest tram system, overseeing 35 million passenger journeys a year, or approximately 95,000 a day. As of 2016 the system covers 93 stops across 100km of network with a total of 120 vehicles

and while managing a complicated network that sees continual changes, Metrolink RATP Dev is very focused on delivering constant improvements in customer satisfaction, and the latest results from the Passenger Focus survey for light rail found an overall satisfaction rating of 89 per cent (up from 85 per cent in 2014 and 83 per cent in 2013). While delivering a network that can cope with rising passenger numbers, Metrolink RATP Dev is also working on the development of new initiatives including a planned Second City Crossing (2CC). “The Second City Crossing leaves Victoria Station and travels along Corporation Street to a new stop at Exchange Square. Services will continue along Cross Street and Princess Street to run through the major new stop recently completed in St



Metrolink RATP Dev

Peter’s Square. For customers, it will also improve access by tram into the heart of the city, connecting both the new lines and people across Greater Manchester,” Chris explains. “For us as the operator of Metrolink, it will play a vital role in providing the necessary capacity, flexibility and reliability to operate the network. For example, there are 798 departures from St Peter’s Square per day (weekday), which represents 50 departures per hour equating to a tram every 80 seconds through St Peter’s Square. Because there is only one route through the city, if we were to experience disruption or during special events, our options are limited in terms of what service we provide. The second crossing will allow the flexibility to divert services through this additional route and hopefully reduce the impact of the disruption on our customers’ journeys. This is a natural next step for the network as the introduction of 2CC is required to facilitate the future growth of the system as Metrolink continues to expand into new areas of Greater Manchester. TfGM also recently announced that all construction work on 2CC will be completed by the end of this year and we’ll launch the new route in 2017.” While it supports TfGM in its ambition to increase capacity by delivering operational changes, Metrolink RATP Dev also works to ensure the highest levels of safety and is proud of its record in this area. “In the past 12-18 months we’ve demonstrated our commitment to safety at the company with the appointment of a new Director of Safety and Quality, Janet Ault, who joined the board of directors last August. She brings with her a wealth of experience from working in the UK bus industry and this has helped to bolster our safety reputation even further,” Chris says. “Janet has been instrumental in helping us achieve BS OHSAS 18001 Occupational Health and Safety; ISO 9001 Quality Management System certifications; and ISO 14001 Environmental Management certifications. It’s also worth noting that in 2015, we also achieved a four-star rating for business excellence as part of our EFQM accreditation.” With the change in government in the wake of EU Referendum result and the continued development of

the ‘Northern Powerhouse’ project, Metrolink RATP Dev will continue to expand its services in what is potentially a highly dynamic market. “RATP Dev is excited about its future in the UK. The EU referendum will mean major change in the UK and further afield but we are confident that we have a strong offer of partnership for anyone who wants to work with us. We work hard to foster good relationships with all levels of government. Currently much of RATP’s business in the UK is bus subsidiaries. So the passage of the Bus Services Bill is really important to our business. RATP Dev welcomes the move to devolve more powers to local authorities to direct local bus services. However, we have real concerns that attempts to alter the Bill before it is enacted will undermine the intention to drive a better service for passengers and to provide local authorities with greater control over the strategic direction of urban transport in their area,” Chris details. “The north of England is a market we are very interested in and devolution of power to Metro Mayors will, we hope, give us the opportunity to contribute to the development of economies across the north of England, at local and regional levels. In terms of the day-to-day operation, our people will continue to deliver on our vision of ‘Leading the way by providing an excellent customer experience in transport’ for the 95,000 customers that travel on Metrolink each day. The future expansion of the network through 2CC is planned for 2017 along with the conversion of the signalling system on the Bury line to TMS and we are also working with TfGM on the future Trafford Park line, which has just been given approval by the Government to proceed,” he concludes. “I feel really passionately that what we’ve delivered under RATP Dev - we were named Operator of the Year at the Light Rail Awards 2016 and also shortlisted at the North of England Transport Awards in December. I believe our success over the past 12 months can only be attributed to the fantastic people we have working for us, who give everything to Metrolink. Their loyalty and commitment to what we do never cease to impress me.”

Palladium Associates Plc Palladium Associates Plc are delighted to work with Metrolink and the light rail industry. Palladium provide security, special event support, revenue protection, safety and customer service solutions. We use highly trained operatives who often come from a Police or Military background. Our people have excellent customer service skills and are often conflict management trained. We pride ourselves on our flexibility and quick response. We specialise in the light rail sector and are proud to have received great feedback from our clients and from the public. We flexibly help optimise revenue and safety whilst at the same time improving the customer experience. 55

Stadler Rail

Full speed

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


eginning with the foundation of Stadler’s engineering office in Zurich by Ernst Stadler in 1942, the company has grown significantly over the years to become the number one in the railway vehicle market. With an unusual history, the company’s success story continued in 1945 when it moved to Wadenswill and changed its named to ElektroFahrzeuge Stadler; at this point the company began producing battery and diesel powered locomotives. Almost two decades later, Ernst Stadler moved to Bussnang and built the first assembly hall for Stadler in 1962; this development was followed by Stadler becoming a public limited company in 1976, under the new name: Stadler Fahrzeuge AG. A milestone was hit in 1984 when the company produced its first passenger vehicles; around this time the company’s core business was custom manufacturing for Swiss private railway companies. This development was followed by another major milestone five years later,


when Peter Spuhler borrowed CHF five million from the Thurguauer Kantonalbank to acquired Stadler; laying the foundation for the business’ success with the first modular rail vehicle, Spuhler led the company to develop and officially present the GTW 2/6 in 1995, with the first trial runs held in 1996. Expansion followed in 1997 when Stadler took over Schindler Waggon’s plant in Altenrhein, which led to the foundation of Stadler Altenrhein; one year later, Stadler took over the rack and pinion segment from Sulzer AG’s former Swiss Locomotive Machine Works (SLM). Not a company to rest on its laurels, Stadler founded Stadler Pankow GmbH following a joint venture with Adtranz; this lay the groundwork for international expansion. One year later, the company acquired 100 per cent interest in Stadler Pankow GmbH; during this period the company also made the strategic decision to develop a new assembly hall and office space at its headquarters. Hitting its 60-year anniversary in 2002, Stadler opened

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KNORR-BREMSE IFE ENTRANCE SYSTEMS ARE OPENING AND CLOSING WORLDWIDE MORE THAN 50,000,000 TIMES EACH DAY Punctuality, efficiency, reliability and economy in rail transportation are determined by a decisive moment: boarding and alighting of passengers. Therefore, investing in modern and high-class entrance systems with an excellent global reputation pays dividends for manufacturers and operators. IFE is setting new standards for sliding and sliding plug doors ranging from trams, light rail and metros via commuter and regional trains up to high-speed trains and passenger coaches. Its tailor-made solutions for exterior and interior doors, door controls and access devices ensure short boarding and alighting times and guarantee a smooth flow even with a high number of passengers. IFE, based in Kematen/Ybbs, Austria, develops, manufactures and sells entrance systems for railway vehicles. Together with vehicle manufacturers and operators, IFE consistently pursues the objective of improving entrance systems for rail vehicles and to revive the market with innovative impulses. IFE is a division of the Knorr-Bremse GmbH, Mödling, Austria, and a member of the Knorr-Bremse Group. Knorr-Bremse is the world’s leading manufacturer of braking systems for rail and commercial vehicles, with sales totalling almost six billion euros in 2015. In 30 countries, some 25,000 employees develop, manufacture and service braking, entrance, control, and energy supply systems, HVAC and driver assistance systems, as well as powertrain and transmission control solutions. As a technology leader, for more than 110 years now, through its products the company has been making a decisive contribution to greater safety by road and rail. Every day, more than one billion people around the world put their trust in systems made by Knorr-Bremse.

6 ELKT ELKT and Baku Metro are connected, and have a long-term history of collaboration, based on mutual trust and respect. From the very beginning Metro has established itself as a reliable and stable business partner. Usually, the objectives of the ELKT was to manufacture and supply in the shortest possible time a wide range of electrical contacts. Thanks to extensive experience of the ELKT specialists and the highest technical level of Metro specialists we’ve always been able to solve all the issues. ELKT are happy to express gratitude to Metro for our business co-operation and we are confident in our joint success.



7 PALLADIUM ASSOCIATES PLC Palladium Associates Plc are delighted to work with Metrolink and the light rail industry. Palladium provide security, special event support, revenue protection, safety and customer service solutions. We use highly trained operatives who often come from a Police or Military background. Our people have excellent customer service skills and are often conflict management trained. We pride ourselves on our flexibility and quick response. We specialise in the light rail sector and are proud to have received great feedback from our clients and from the public. We flexibly help optimise revenue and safety whilst at the same time improving the customer experience.


Stadler Rail

the doors of its service centre, Velten; two years after this time of celebration, the company celebrated the grand opening of assembly hall three in Bussnang. Continuing its strategy for growth and expansion, the company acquired Winpro AG and founded Stadler Winterthur in 2005; Stadler Trains Magyarorszag Kft was also founded the same year. Seeking to expand further, Stadler founded Stadler Polska in Siedlce in 2006; two years on Stadler founded its first subsidiary outside of Europe in Algeria before expanding into Eastern Europe with the foundation of Stadler Praha. In 2010 the production of the first KISS double-decker multiple unit train started in Altenrhein; in the same year the Erlen commissioning centre was inaugurated. Further expansion took place in 2011, when locations in Reinickendorf and Hohenschonhausen were opened in Germany; progressing forward, Belarus was added to the list of countries that Stadler had developed a foothold in 2012 and Voith Rail, in the Netherlands, was acquired in 2013 – a development that led to the foundation of Stadler Netherlands. In 2015 the company acquired Vossloh’s locomotive business in Valencia, Spain, while also founding Stadler Australia; Vossloh boasts an annual turnover in excess of 200 million euros and is a specialist in diesel-electric locomotives. This acquisition will provide Stadler with an opportunity to break into the dieselelectric locomotives market segment and gain a strong foothold in new, Spanish-speaking markets. Today Stadler employs around 6000 people at its global sites, with 3000 based in Switzerland. Boasting an enviable reputation in the rail sector, the company

maintains this through a formulated strategy that focuses on the regional, suburban and intercity service market segments, the light regional express railway service, and streetcars. In order to further cement a solid foundation Stadler Rail has positioned itself as a supplier that complements global rail vehicle builders such as Alstom, Bombardier, and Siemens, and its status as an independent company is an important basic strategic value that clients appreciate. This business approach will also assist Stadler to operate in a railway vehicle industry that is in a dynamic, highly complex restructuring phase. Companies active in this industry are being acquired, merged or strategically repositioned, or even disappearing from the marketplace. In such an economic environment, it is crucial for a medium-sized group of companies to ensure that its strategy matches its human and financial resources. Over the past few years, Stadler has met this goal, even achieving exceptional development despite the negative trend prevailing in the industry. By focusing on market needs, Stadler was able to foresee what investments in facilities would enable it to offer an expanded range of services. Over the past few years, the company has closed the last existing production gaps by selectively expanding into the areas of electrical engineering and bogie (truck) construction. This means the business is now able to offer complete vehicle concepts, and it can offer customised solutions to railway companies on the basis of modular concepts, which are tailored to their specific needs. The best-known vehicle series from Stadler Rail Group



Stadler Rail

are the articulated multiple-unit train GTW, the RegioShuttle RS1, the FLIRT and the double-decker multipleunit train KISS in the railway segment, and the Variobahn and the Tango in the tram segment. The Metro is another addition for the commuter rail market. Furthermore, Stadler Rail manufactures metre-gauge trains, passenger carriages and locomotives and is the world’s leading manufacturer of rack-and-pinion rail vehicles. In May 2015, the company reached another milestone in its FLIRT programme with the first order for its bi-modal train. The 43 million euro order for five diesel-electric trains will be delivered to Italian, Region Valle d’Aosta in 2018. Stadler will also be delivering a further 21 FLIRT EMU (electric multiple unit) trains to MÁV-START Zrt in Hungary over the next year, which will bring that customer’s FLIRT fleet up to 133. Eastern Europe has been a strong emerging market for Stadler over the last few years with 54 trains currently operating in Poland alongside a 700-employee strong assembly plant, and other trains operating throughout the region. In Hungary, the company has set up a maintenance facility, staffed by 455 people to maintain not only its own, but also thirdparty supplier trains. In addition to the FLIRT model, Stadler has also had a successful year with its innovative, double-decker KISS

(comfortable, innovative, speedy, suburban in German) train. In November 2015, the company reached a historic moment with the delivery of the 50th KISS unit to Swiss Federal Railways (SBB). The contract for the first 50 150-metre multiple-unit trains was signed at the end of August 2008 at a value of around CHF one billion. In an unprecedented time frame Stadler was able to fully develop, manufacture and commission the trains in less than two years with the first train going into operation in June 2010. A total of 5.5 million parts go into the production of the KISS, including 8250km of cable and 125 tonnes of paint. The project for SBB has been hugely significant in Stadler forging a position in a new market segment and in the time since that first order the company has sold over 200 trains to customers in Germany, Austria, Luxembourg, Russia and Azerbaijan. Stadler Rail has also been awarded a major opportunity with SBB for 29 highspeed EC250 electric trains; a project that will enable Stadler to break into the high-speed field. From 2019, Stadler trains will link three countries, travelling through one of the world’s longest tunnels and there is significant potential in a range of European countries for trains capable of reaching speeds of up to 250 km/h. Another market has also been opened up in the United States, where a $100 million order for eight FLIRT units from Fort Worth Transportation Authority in Texas will be the first FLIRT entry in the US and may require Stadler to open up a new factory in the country in accordance with the ‘Buy America Act’. Having recently presented a five-car version of the new EC250/Giruno at Innotrans 2016, there is no sign of Stadler slowing down over the coming years. Indeed, by focusing on providing customers and their passengers with trains that offer reliable operation and comfortable travel as well as continuous improvement, Stadler is on track when it comes to maintaining its leading reputation in a challenging and competitive market.

ABB ABB is a leader in power and automation technologies that enable utility, industry, and transport and infrastructure customers to improve their performance while lowering environmental impact. ABB has a long history of providing reliable, innovative and energy-efficient technologies to the rail sector, manufacturing and servicing all the systems, subsystems and components used in modern urban, intercity and highspeed rail networks for rail infrastructure and rolling stock. By providing leading-edge technologies, turnkey systems and superior services to train builders, refurbisher and network operators, ABB can help deliver energy-efficient and cost-effective railway innovations for a sustainable mobility. 61

from engineering to assembly

moving towards the future with intelligent system solutions


• 8QGHUƌRRUSDQHOVDQGƋ[DWLRQV\VWHPV š 5RRISDQHOV • Stairs and structures • Cabinets

• Innovative ceiling systems • Integrated interior lighting systems • Integrated HVAC ducts • Interior doors



From engineering to assembly with intelligent system solutions As a system supplier, we provide customers with a complete service from consulting through development to finding a customised solution for delivery and integration of systems, sub-systems and system components. Our core competences comprise project management, engineering, production, customised logistics solutions, testing and certification for exterior structures as well as interior comfort systems.

Whether your rail vehicle travels through bitter cold or scorching heat, the temperature in the car has to be comfortable. Using our innovative computer simulation program, we quickly and efficiently plan the perfect flow behaviour by simulating and optimising different variants. With over 180 man-years of experience behind us, we offer our customer unique expertise and pioneering solutions.

Are you already thinking about tomorrow’s train? One on which clever passenger comfort and interior systems makes every journey a study in comfort? Let us be your inspiration – talk to us about the future of travelling. As an innovative system partner, we combine industry expertise with unique full service – from engineering to installation. For trains which the journey is about a sense of well-being.

At our new location – Bacher Berlin - we can respond even faster with direct customer contact, have a more flexible production and logistics location. We have greatly expanded competences with skills such as composite for example and increased capacity and a production site in the EU.

Bacher is where you are – with reference projects in operation around the world, wide network of partner companies and strong holding with own company network.

BACHER AG Kägenstrasse 14 CH-4153 Reinach phone +41 61 715 35 35


The automation


With more than 50 years of experience in electronics and programming for industry, Selectron is today a renowned specialist in the range of automation solutions for rail vehicles


Below Emmanuel Hannart


odern rail vehicle systems are created by a varied range of different pieces of equipment that need to talk to each other and work together in perfect harmony. These systems are linked by a train control management systems (TCMS) into a single, well-functioning platform which contributes to the safety and availability of trains. Meeting these needs, Selectron Systems AG offers safe and freely programmable controllers, centralised and decentralised I/O systems, driver’s cab displays, and communication components at vehicle or train bus level, and the company handles projects from subsystems all the way through to engineering turnkey solutions. One of the most crucial developments in the history of Selectron was announced in January 2015 when it was acquired by Knorr-Bremse. Following the acquisition, Selectron Systems continued to offer its established, successful range of systems, products, and services in the marketplace as well as gaining the ability to continually strengthen and expand this range through further innovations. Through its integration into the Knorr-Bremse Group Selectron will be able to extend the available portfolio of services, thereby facilitating supplier management for vehicle manufacturers and operators. It will also bring significant savings to manufacturers when

it comes to integrating various sub-systems in a train. The UCS (Unified Control System) offer will bring ‘plug & play’ possibilities for gathering doors, HVAC, brakes, convertors etc… within a train. In addition, this deal gave Selectron Systems AG the ability to utilise the worldwide Knorr-Bremse sales and service network and access to new customers. Customers of both Knorr-Bremse and Selectron stand to benefit in the original equipment, operators, and aftermarket sectors alike. Focusing on what Selectron offers to the market, the company can provide solutions, products and services. In the solutions arena, its modern, forward-looking train control and management systems are enormously important in rail vehicles. The continuously rising volumes of data exchanged between the individual systems mean that greater bandwidths need to be provided in order to transfer data. In addition, safety is playing an ever more important role, where Selectron has been innovating in the last years. Other significant aspects in this regard are long-lasting serviceability and cost. In this area Selectron offers with Knorr-Bremse efficient solutions for preventive maintenance targeting a lower ‘down-time’ of the trains for the network operators. Selectron responds to these requirements with its versatile and flexible solutions. On the product side the company manufactures

software, hardware and relays. By using tools optimally aimed at the rail vehicle market customers can ensure that the ideal use of hardware components is possible. On the services side, Selectron concentrates its knowledge, ability and activities on clients’ requirements, thereby helping them to concentrate on their own business. The organisation can also draw on the experience it has gained since focusing on the railway vehicle market in 2001, and it has learned that customers not only need products but also solutions with true benefits. As a result it has integrated this requirement into an innovative performance system. The wide variety of the services on offer from Selectron enable the business to create an individual performance package for customers and to create advantages for them going forward. Its various customer-oriented services mean it can offer optimum support in each project phase. These can be divided into six main categories: • Specification • Engineering • Commissioning • Technical support • Customer training courses • Maintenance & after-sales services

vehicle features touchscreen displays for the viewing of motion and diagnostic data. It is clear from this contract that Selectron’s systems offer the most modern technology, and the creation of these state-of-the-art solutions is largely thanks to its dedication to investing in research and development – 20 per cent of sales are invested into this area, which amounts to ten million euros annually. The company also employs a high proportion of engineers and technicians on its staff – out of more than 130 employees; about 80 per cent are in these roles. It also prides itself on having an international workforce, as this enables easier communication with its clients on a global scale. It is thanks to the combination of these approaches that Selectron is able to create solutions in line with the latest international standards and provide efficient support for its customers. It has created long-term partnerships with clients that are based on trust, reliability and expertise, and now as part of Knorr-Bremse the company aims to maintain the agility and efficiency of a small company while gaining also all the benefits of being part of a larger organisation.

Considering the breadth of its expertise in solutions, products and services, it is no surprise that Selectron has a client list of respected names in the rail market, and that this is constantly growing with new additions. A prime example is the important contract it recently won in Moscow, where the ‘Strela’ Monorail System as well as the Moscow metro will feature Selectron TCMS. Currently, MORTON is building the first section of the planned Strela transport system in Moscow’s Krasnogorsk district. The overhead Strela system is providing the latest in modern technology in overhead monorail systems – by using a motor bogie with rubbertyred wheels placed the inside the tracks. This technical solution allows the system to operate with minimal noise generation, low sensitivity to weather conditions, and keeping well away from the traffic on the ground. In the first Strela vehicle, the TCMS is based on Selectron’s module families MAS 83x and MAS 73x, as well as Smartio. These modules communicate with all subsystems via Ethernet and CANopen. Furthermore, the



A passion for


Representing a trusted and respected name within the railway industry, MATISA Matériel Industriel S.A. offers a complete range of machines and services across the world


reviously appearing in Railway Strategies during December 2015, the Swiss company MATISA continues to innovate as a dedicated services business that strives to deliver pioneering solutions throughout the rail industry. The company was established in 1945 through the construction of its first mechanical tamper for railway maintenance and has subsequently grown into a world leader for machinery for track maintenance, construction and renewal. Its current portfolio of products includes tampers, ballast regulators and cleaners, track renewal trains, track laying machines, track measuring vehicles and more recently WTM switch transport wagons. All machines are manufactured on-site in Switzerland, but the company is represented in seven countries around the world through subsidiaries in France, Germany, Spain, Italy, the UK, Brazil and Japan. As the needs of the rail industry continue to change, MATISA Matériel remains on hand to provide a comprehensive range of machines to take on even the most demanding jobs. “Since last appearing in Railway Strategies the machines that we manufacture have evolved technologically, which is a continuing process at MATISA. The automation of our machines has been upgraded, while the measuring bays and ergonomic design have also been enhanced,” reveals MATISA Sales & Marketing Director, Roger Grossniklaus. “Apart from these features the equipment does not change as


quickly and evolves more through a series of gradual improvements, which means that every few years the industry will see a big development or something new in the machines themselves.” The MATISA range of track renewal trains builds on 40 years of experience, where the development and commissioning of each new train is intended to improve the operational concept in close cooperation with customers in order to consider the evolution of future requirements. Through their enhanced design, MATISA

track renewal trains ensure that the track geometry is automatically reproduced identically. The working tools are characterised by simple and fast movements guaranteeing very high reliability and output, while the dynamic plough prepares the ballast bed without creating any noise or dust. Across its range MATISA Matériel has also delivered more than 200 track inspection and recording vehicles and/or on-board systems worldwide that allow for inspection speeds of up to 120 km/h. Furthermore the know-how and experience built up by MATISA is epitomised in particular by the company’s current range of vehicles that is available across three families, comprised of the M10 for simple and effective track auscultation; M 100 for comfortable track auscultation on a sturdy base; and M1000 for total track auscultation at high speed. Along with the continually evolving design of the company’s machines, quality and innovation are at the core of the MATISA Matériel service offering. “As our machines are Swiss products and therefore maybe a little more expensive due to various different economic factors we have a reputation for the quality of our products that we continue to develop. This puts MATISA in a unique selling position (USP) because through the quality of our products we are not only thinking about the performance of the machines, but we are also considering the longevity of the assets,” Roger says. “Our machines have a very good reputation and they last a very long time, which means the initial investment at the beginning may be a little higher than some other products, but cost is actually recovered over the following years of service. We are very proud to build machines that are easy to maintain at very reasonable costs. Overall what we call the life cycle cost analysis (LCCA) of the machines represents a very attractive option for this industry.” With over seven decades of industry experience, MATISA Matériel has built a proven reputation for delivering high-quality and robust railway construction and maintenance machines. This combined with the continuing development and upgrading of Europe’s rail networks means that the company has remained highly active, with several upcoming projects to be undertaken over the coming years. Roger further states: “The UK market for example is organised in a way that Network Rail is basically setting up contracts with its contractors and these contracts cover all of the machines that we provide. This is an interesting opportunity for us because those contractors will often need additional machines that we can deliver. We have already two track renewal trains and two ballast transfer machines alongside a relevant range of tampers and ballast regulators in this specific market and expect more to follow soon. “From an economical point of view we are at full capacity for 2017 so we are very proud to be able to look to the future so confidently. We are already working on 2018, which looks promising as well and there are a lot of markets that are very promising too where we haven’t necessarily worked before. After a recent delivery of

two machines in Australia we just sold two machines to Indonesia for example, and that is a good step forward for us. We have already some second hand machines in that area, which were sold by different channels but these are the first new machines that we delivered there,” Roger concludes.


West Metro

Tunnelling to


In June 2007, the cities of Espoo and Helsinki in Finland jointly founded a company called Länsimetro Oy (West Metro Ltd) to undertake the construction of the west metro line and stations project

T Above West metro line and stations Below Aalto University station has approximately 12,000 users per day


he building of the metro is the largest infrastructure undertaking in Finland, and alongside West Metro it also includes project consultant Sweco PM, and Helsinki City Transport (in charge of operating the metro) alongside several Finnish and international contractors that were selected on the basis of a public competitive bidding process in accordance with the Act on Public Contracts. The entire project has been meticulously approached to ensure it has a safe and efficient construction, with the end goal of providing 170,000 daily passengers with a metro service that includes eight new stations, with five more included in the second phase. The metro will operate on a rail line of 21 kilometres underground in two parallel tunnels, and what really makes the project stand out is that the entire metro line runs underground, through a rock tunnel. The metro will be constructed simultaneously in several places along the new metro line, and at the time of writing the first phase is now in its testing phase and the second phase of drilling and blasting is underway. Since construction began in 2009, at every stage there has been a commitment to achieving the best for its design, construction, and how the metro will run, and this works in conjunction with an understanding of the needs and safety of those that will be using the metro, as well as those building it. Indeed, due to the extensive scope of this project, and the challenges that are presented when tunnelling through dense rock, the whole process has maintained a focus on safety and correct procedures throughout. The mechanisms to ensure that the project is as safe

as possible were highlighted by CEO of West Metro Matti Kokkinen: “Safety is of particular concern during construction, and contractors are required to comply with strict safety regulations. Rescue services are also involved in the planning, and we organise regular exercises in demanding conditions with both of these groups so that everyone is prepared just in case.” He continued: “Construction safety is supervised by the occupational safety and health administration of the Regional State Administrative Agency of Southern Finland. Also, in order to develop worksite safety and good safety practices, we have launched a Safest Metro Worksite competition for the metro worksites that encourages contractors to construct safely.” In addition, the focus on safety extends out much further than the construction process, as there is also an extensive plan for the future safety measures that will be in place when the metro is operating – to such a degree that West Metro expects to have the safest metro lines in the world. For passenger safety there are already plans in place in case of emergency, with exits from the tunnel that will enter the neighbouring tunnel through smoke traps in the connection areas. The distance between connecting galleries is 160 metres and exit shafts will be located every 600 metres. There will also be a pedestrian walkway in the tunnel, and it will be equipped with signal and safety lights, which also have signposts every 25 metres. Further to this Matti added: “The tunnel network will be equipped with a fire detection system, and the metro will have a video surveillance system, plus trains will have a public address system for emergencies. This means that passage of a train

requires undisturbed functioning of the system; otherwise, the train will be stopped and the situation cleared.” Due to the scale of project it will bring a number of additional benefits alongside the modern metro system at its heart, such as its positive impact on employment in the area. On this topic Matti commented: “During the whole process West Metro will employ hundreds of planners, thousands of construction workers, and indirectly thousands of subcontractors, as well as an estimated 6000 person-years that will be used over the total project.” Given the attention to detail that Matti has highlighted as integral to the success of this massive construction project, it is no surprise that West Metro’s plan also takes into account how it will integrate with the local areas and landscapes, and that each metro station will have a unique design to help passengers immediately recognise where they are. Said Matti: “Every station will have the same platform design and similar signage and access routes, and we are focusing on areas such as obstaclefree access, efficient feeder traffic and integration with the surrounding cityscape through lighting, materials, acoustics, art and so forth.” The diligent approach that West Metro and its

contractors have taken demonstrates the thought and passion that has gone into this project. Throughout every stage of the metro’s building there has been a thorough and professional methodology, which has been absolutely essential to the project getting closer to completion. The level of achievement that it has already displayed is a good indication that when the full West Metro system is up and running it will no doubt be a major success. Once this happens West Metro will be providing a modern public transport system that is designed for the needs of its passengers in the 21st century, and will likely set the standard that others in Europe are compared to.

Left Each new station has a 90-metre long platform area in the middle


Mumbai Metro Corporation

First for Mumbai

Mumbai Metro Line - 3 (MML - 3) is a key project designed to improve the transportation situation in Mumbai - the financial capital of India. Mumbai Metro Rail Corporation Limited (MMRC) is the nodal agency responsible for the implementation of MML-3


n the process of developing Line 3 of the Mumbai Metro, also known as the Colaba-Bandra-Seepz line, Mumbai Metro Rail Corporation Ltd (MMRCL), a joint venture between the state and Union Government, aims to reduce road congestion and lower the load on the Western Line between Bandra and Churchgate. With construction work on the 33.5 km-long underground Colaba-Bandra-Seepz Metro 3 corridor that began in multiple places throughout Mumbai on October 21st 2016, the Mumbai Metro Rail Corporation (MMRC) is undergoing major steps to ensure the project is completed on time and to a high level of quality and safety for passengers. Starting with stations such as Cuffe Parade, CST Station, Science Museum Station, Sahar Road, Vidya Nagari and MIDC, MMRC has completed the topography survey and barricading work, with geotechnical on-ground work in progress, to create Mumbai’s first fully underground corridor. Part of the Mumbai Metro master plan, which was revised in 2012 to increase the total length of the proposed network up to 160.90 km, Line 3 is partially funded by JICA (the Japanese International Co-operation Agency) as well as Gol, GoM and others; the project will consist of 27 stations and is anticipated to cost $3.4 billion. Designed to be a 100 per cent electricity driven system, which will thus lead to zero carbon emission, Line 3 will have 25kV AC traction and a regenerative braking system that will be used to save energy costs and generate electricity for use at other metro stations. Each train on the system will have a speed of approximately 85 kmph and will boast capacity for around 2500 passengers; the commercial speed


of the train will be 35 kmph, including stoppages. Key connections on the line include six business districts, 30 educational institutes, 30 recreational facilities and 13 hospitals. The line will provide convenient interchanges with Western Railway at Churchgate, Mumbai Central and Mahalaxmi with Central Railway at CST, Monorail at Mahalaxmi and Metro Line-1 at Marol Naka, besides connecting the upcoming Metro Line-2. To ensure modern, high quality facilities that result in an efficient flow of passengers, all stations on Line 3 will have state-of-the-art escalators and lifts as well as an automatic fare collection system and a contact-less smart card to not only enable swift movement through barriers but also ensure zero revenue loss. Keen to develop a comfortable and pleasant journey for passengers, other facilities and functions on line three include smart lighting and smart air conditioning, which also conserves energy, platform screen doors to prevent any accidental falls or mishaps, safety and security for women passengers, broad gangways; first aid rooms, wheelchairs for handicapped and senior citizens, 24/7 CCTV surveillance and exits for emergency evacuation. The stock, meanwhile, will be modern and fit for automatic operation. “We are committed to deliver quality and safety to Mumbaikars. Our effort will be to change the way Mumbaikars travel today,” Ms. Ashwini Bhide, Managing Director, MMRC, said. Anticipated to be complete in 2021, tenders for the project were awarded in July 2016 to firms including construction majors Larsen & Toubro (L&T) and Hindustan Construction Company (HCC) alongside their respective joint venture partners. The latter will work on the

construction of a 4072 metre corridor on the metro line, which includes four underground stations at Chhatrapati Shivaji Terminus, Kalbadevi, Grant Road and Girgaon as well as twin board tunnels equaling a total length of 3115 m. L&T, meanwhile, has been awarded a contract that includes the design and construction of underground stations as well as associated tunnels for package one and package seven of the Line 3 project. For its role in the project, L&T will construct underground stations at Cuffe Parade, Vidhan Bhavan, Churchgate and Hutatma Chowk, with associated tunnels from Cuffe Parade to CST for package one as well as underground stations at Marol Naka, MIDC and Seepz. Also included are associated tunnels from the international airport to Seepz for package seven. In total, five civil contractors have been awarded the seven packages for the project, with preparatory work such as surveys and investigations taking place in advance of work beginning in October 2016. Contractors were chosen under JICA procurement guidelines through international competitive bidding. A challenging project due to it being the first underground, driver-less system for Mumbai, which is to

be built underneath a range of sensitive structures, the company is using modern technology and state-of-the-art equipment to ensure those involved are prepared for any difficulties. So far construction activities include secant piling for excavation of metro stations, ground preparation for tunnel boring machine launching shafts; piling and excavation works began in seven packages and required a workforce of more than 500 people. “This underground project is very challenging, especially because of its topography and geological intricacies. We at MMRC are geared up with technology and latest equipment to meet all challenges,” said Mr. SK Gupta, Director (Projects), MMRC. As this mammoth project begins, there is a long road ahead for the organisations involved as they deal with never-before dealt with challenges and construction projects in Mumbai over the next four years. However, once complete, Line 3 will play an integral role as a corridor connecting major central business districts as well as domestic and international airports; it will also connect various areas in island cities and suburbs that currently aren’t served by existing railways.

L&T L&T - Building transport lifelines in India’s major cities

Elevated Stretch - Chennai

L&T Construction, the construction arm of Larsen & Toubro, a $16 billion engineering, construction, technology, manufacturing and services conglomerate, and the country’s largest construction organisation, along with Shanghai Tunnel Engineering Company Limited has been awarded two contracts (UGC-01 & UGC-07) in the Mumbai Metro Project Line 3, valued at $0.85 billion. The scope includes design & construction of seven underground stations and seven km of twin tunnels to be constructed using Tunnel Boring Machines. Apart from its proven expertise in constructing defining infrastructure projects like airports, seaports, bridges, roads, highways & elevated corridors, nuclear and hydroelectric power plants, defence installations, railway systems, IT complexes, residential buildings & townships, power evacuation, transmission and distribution systems, critical water infrastructure and smart world communication solutions, L&T has also emerged as the foremost maker of Metro systems both in India and overseas. Having entered the Metro business with the iconic Delhi Metro project in 1999, presently L&T is constructing Metro systems in almost every major Indian city – Chennai, Bengaluru, Kochi, Lucknow, to name but a few. In fact, the Hyderabad Metro project is the world’s largest on a PPP mode. In the Middle East, L&T is participating in two major Metro projects – the Riyadh Metro, which when completed will be amongst the largest Metro networks in the world and the Doha Metro Project. L&T offers comprehensive expertise across all aspects of Metro construction - underground structures, tunnelling, viaducts, station buildings, track laying, traction systems involving Over Head Electrification and Rigid Overhead Contact Systems, and signalling, train control & communication systems.

Underground Station – ITO - Delhi


Touax Rail

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

track 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 72


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 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 curious, proactive, flexible 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 offer advice based on our experience in the industry and this provides the client all the information they need to make informed decisions.



Touax Rail

It is about combining flexibility while also maintaining the products integrity and quality (safety oriented). Within every relationship we have with our 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 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 has strengthened 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.

SŽ – Vleka in tehnika SŽ – Vleka in tehnika (SŽ – VIT) provide comprehensive services in the field of rail vehicle maintenance and train traction together with a diverse range of technical wagon services. Quality servicing and specialised know-how coupled with flexibility and the skill to tackle any challenge have persuaded many national operators to become our partner. By using a comprehensive approach coupled with flexibility, technical creativity, modern equipment and specialisation, we provide our customers with integrated solutions, which allow us to establish long-term partnerships. 75

Faiveley Transport UK

Door to the


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


Below Brian Harvey, Business Development Manager


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.


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


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


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. 79


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


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


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. 81

Wood Group Industrial Services (WGIS)

The best


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


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


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


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


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.

Trackwork Moll



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


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.


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.


“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. 87

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.

24-25 January 2017 Transport Ticketing Global Where: Old Billingsgate, London Organiser: Clarion Events Tel: 02073 8470 893 Email: Web: 7-8 March 2017 Middle East Rail Where: Dubai International Convention & Exhibition Centre, UAE Organiser: Terrapinn Tel: +97 144 402 501 Email: Web: 21-22 March 2017 Asia Pacific Rail Where: HKCECK, Hong Kong Organiser: Terrapinn Tel: +65 6322 2720 Email: Web: 28-30 March 2017 RailTech 2017 Where: Utrecht, the Netherlands Organiser: RailTech Tel: +31 306 981 802 Email: Web:

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: Web: 25-27 April 2017 The Stephenson Conference: Research for Railways Where: Institution of Mechanical Engineers, London Organiser: IMechE Tel: 0207 973 1251 Email: Web: 26 April 2017 Rail Freight Group Conference Where: London Organiser: Waterfront Tel: 0207 067 1597 Email: Web: conferences/rail/events/25th-annual-rail-freight-groupconference 9-11 May 2017 Railtex 2017 Where: NEC, Birmingham Organiser: Mack Brooks Exhibitions Tel: 01727 814 400 Email: Web:

15-17 May 2017 Global Public Transport Summit Where: Montréal, Canada Organiser: International Association of Public Transport Tel: +32 2 661 3186 Email: Web: 13-14 June 2017 Africa Rail Where: Sandton Convention Centre, Johannesburg Organiser: Terrapinn Tel: + 27 115 164 000 Email: Web: 21-22 June 2017 Railway Engineering International Conference & Exhibition Where: Radisson Blu Hotel, Royal Mile, Edinburgh Organiser: Railway Engineering Tel: 0131 447 0447 Email: Web: 27-28 June 2017 World Metrorail Congress Americas Where: The Inn at Penn, Philadelphia, PA Organiser: Terrapinn Tel: +1 646 619 1787 Email: Web:

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) 7 March 2017 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

22 March 2017 Train control and safety systems Learn of the systems used on UK fleets that provide safety and train operational control

6 April 2017 Fleet maintenance – Advanced Understand the issues affecting rail vehicle performance and cost of maintenance

8 March 2017 Traction and braking Principles of traction and braking for railway engineers

23 March 2017 Vehicle authorisation, acceptance and approvals Introduction to acceptance procedures which apply across the rail network

25 May 2017 Signalling overview Common railway signalling subsystems on the UK rail network

9 March 2017 Vehicle dynamics and vehicle track interaction Understand the dynamics of railway vehicles to improve safety, comfort and asset life 21 March 2017 Train communication and auxiliary systems New and existing systems in use on today’s rolling stock fleet


4 April 2017 Train structural integrity Structural integrity, fire and crashworthiness systems found on today’s rail fleets 5 April 2017 Fleet Maintenance – Introduction Improve your processes and fleet maintenance processes

10-14 July 2017 Introduction to railway signalling technologies An overview of railway control systems, subsystems and technologies used on UK main line and metro railways For more information Tel: 0207 304 6920 Email: Web: courses/railway

Editor Gay Sutton Sales Director Joe Woolsgrove

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

T: +44 (0) 1603 274130

Railway Strategies Issue 136 December 2016  

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