Railway Strategies Issue 138 February 2017

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Issue 138 February 2017



Early morning freight train damages track and signalling at Lewisham


HS2 rolling stock procurement gets under way Trenitalia to buy the current c2c franchise UK projects shortlisted for Elon Musk’s Hyperloop Powering 3rd rail directly by solar energy: research begins



Devolution: challenges and opportunities

Japan: secrets of running a popular railway

LEGAL: tips for successful franchise bidding

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

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From the Editor

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

Issue 138 ISSN 1467-0395 Published by

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Building a solid foundation


anuary has seen the launch of the public consultation period for the government’s much heralded industrial strategy. The Green Paper, Building our Industrial Strategy, can be viewed or downloaded here, and it makes for an interesting read, not only outlining Government thinking but also making some firm commitments. The stated aim is create an industrial strategy that addresses the long-term challenges to the UK economy, increases productivity and drives growth. It proposes a 10 pillar approach, and it’s reassuring to see that the first and second pillars tackle issues that are fundamental to the future of the rail industry: investing in science, research and innovation; and developing the skills needed in the modern world. An additional £4.7 billion has been promised for R&D by 2020-21 and the Green Paper begins the discussion on how this can be invested most effectively. Similarly it begins the process of finding ways to improve the technical education system, and boost STEM skills at all levels. This consultation period is an invaluable opportunity to provide input and help guide these initiatives. I hope that anyone with an interest or insight into these issues will respond. In this month’s magazine we continue with the skills theme. If you turn to page 20 you can read about some of the latest immersive VR technology that is being used to attract, recruit and train rail engineers of the future. Learning, though, is not confined to formal education. Much can be achieved by sharing best practice and learning from others in the industry. On page 12, Nadeem Karbhari shares with us the experience of visiting rail operator JR Group, in Japan, and some of the cultural ideas he believes might transfer well to the UK. If you have a story, or insights that you would like to share with the industry, you can contact me on: editor@railwaystrategies.co.uk.

Railway Strategies as you want it

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


Features A better bid? - LEGAL 8 What to consider when bidding for a franchise, and how to respond to ITT questions without jeopardising the bid WATSON FARLEY & WILLIAMS LLP

ry o t s r e 5Cov

Harnessing VR 20 How augmented and virtual reality could attract and inspire a new generation of high performing rail engineers PHILIP PAULEY Seeing the light 23 High visibility clothing is evolving and supporting safety standards across the rail industry STUART JUKES

News Industry Infrastructure Rolling stock Conferences & exhibitions

4 6 15 50

Focus on Strategy Learning from Japan 12 Lessons that can be brought back from Japan following a visit to rail operator JR Group NADEEM KARBHARI A brave new world 16 With the move towards devolution there are challenges ahead but also plenty of opportunities RUSSELL JACKSON


From the cover

COVER STORY Trenitalia buys c2c UK Hyperloop Solar power for 3rd rail LEGAL - franchises Japan HS2 procurement Devolution

5 4 6 7 8 12 15 16



Profiles 25 McCulloch Rail 27 Jernbaneverket/The Follo Line Project 30 Strukton Rail A/S 32 Datum 35 Hitachi Rail Europe 46 Qatar Rail Integrated Project



30 12

IN BRIEF Solar farm to power Australian trams l The government of Victoria is to call for tenders in the first half of 2017 for the construction of a solar power farm, with part of the output to power the Melbourne tram network. The 75 MW solar farm will be completed by the end of 2018, and around 35 MW will be used by Yarra Trams.

Trenitalia offers National Express a deal it can’t refuse for the c2c franchise

Virgin excellence recognised l Virgin Trains has won two awards at this year’s Business Travel awards. The train operator was voted Best Rail Operator and also awarded Best Travel Technology Product for BEAM – an onboard entertainment app. The judges praised BEAM for bringing on-board train entertainment to in-flight levels.

Trenitalia to bid with FirstGroup l FirstGroup and Trenitalia UK Limited are planning to bid together for the East Midlands and West Coast Partnership rail franchises, due to be awarded in 2018. Trenitalia is the passenger rail transportation part of FS Italiane Group. The joint venture First Trenitalia East Midlands Rail Limited has now submitted an expression of interest in the East Midlands rail franchise.

BIM app to help Crossrail manage assets l Development has begun on a unique mobile platform for Crossrail, designed to manage its maintainable assets. Based on 3D Repo’s cloud-based open source collaboration platform, the app will bring together previously disparate databases and information sources to provide on-site, instant access, to both historical and real-time information.


l National Express Group has signed a £70m deal to sell the current c2c rail franchise, which operates across 26 stations between Fenchurch Street and Shoeburyness in East London and South Essex, to Trenitalia. Completion of the acquisition is conditional upon final consent from the Department for Transport. The acquisition is the first step in Trenitalia’s plans to expand into the UK rail passenger market, as part of the FS Italiane Group’s internationalisation strategy. In December 2015, the company was awarded a PQQ Passport by the Department for Transport and has been pursuing franchise opportunities since then. (See IN BRIEF - left.)The decision to invest in the UK was made on the basis of the market’s fundamental strength and potential for growth. Barbara Morgante, CEO of Trenitalia, said: “We are closely monitoring the Railways Franchising Programme as we intend to participate in tenders issued by the DfT to strengthen our presence in UK.” Trenitalia plans to retain the existing c2c

management and staff, continue delivering the existing plans for the franchise, and has also committed to investing in further improvements. National Express meanwhile, has not ruled out participating in future UK rail contracts, but sees further opportunities for growth in North America and continental Europe.

HS2 franchise info revealed

l The DfT has published further details about the new rail franchise which combines operating and improving Inter City West Coast services with developing and introducing HS2 services in 2026. Details are on www.gov.uk. The new West Coast Partnership franchise starts on 1 April 2019, but a short 12 month contract will be required to run West Coast Mainline services after the current franchise ends in 2018.

Passenger satisfaction with rail takes a tumble l The latest rail passenger satisfaction figures from Transport Focus, show that passenger satisfaction has declined nationally from 83% to 81% since Autumn 2015. The proportion of passengers happy with punctuality/ reliability fell even further from 78% to 73%. Individual train operating companies earned passenger satisfaction levels that varied between 65% and 97%, with Hull Trains coming out on top and Southern,

which has been badly affected by industrial action, bringing up the rear. Jacqueline Starr, Rail Delivery Group MD of Customer Experience, said: “After decades of under-investment and with passenger numbers soaring to 4.5m a day on thousands more trains, the railway is full in many places. While we build the bigger, better railway the country needs there will be some disruption.”

NEWS I Industry

Freight train derailment causes severe damage to track at Lewisham

l Rail services in the South East were thrown into chaos on 24 January when a freight train derailed at Lewisham, south east London. The incident occurred at around 5.30am between Hither Green and Lewisham stations when the two rear wagons of a 1km-long 18 wagon freight train left the tracks. No people were on board the train other than the driver. Rail engineers worked around the clock to re-rail the two wagons so the train could be moved. Extensive damage was discovered to both track and signalling, which resulted in a 50m stretch of railway being completely rebuilt.

While the engineering work was completed some services were diverted to run from London Victoria and others from London Blackfriars. Andy Derbyshire, chief operating officer for Network Rail’s South East route, said: “We need to completely rebuild more than 50m of railway from the foundations up, just a few metres from one of the busiest railway lines in the south east. This is a significant job but we’ll be working round-the-clock until the work is done and trains are back up and running for passengers.”

Japanese Mitsui becomes Abellio’s JV partner in the Greater Anglia franchise l Abellio has signed an agreement to sell 40% of the Greater Anglia rail franchise to Mitsui, pending final regulatory approvals. It is the culmination of what the company says is a long-standing search for a suitable partner with whom to run Greater Anglia in a 60:40 joint venture. Abellio will continue to have a majority stake in the business and be in overall control. The franchise agreement will see £1.4bn in investment over the next nine years, with the introduction of a completely new fleet and a commitment to cut average journey times by 10%. Mitsui is a global conglomerate with business interests in numerous sectors, including infrastructure, integrated transportation systems, energy, and IT and communications. This is the first time a Japanese company has become a shareholder of a British train operating company.

IN BRIEF Crackdown on bad behaviour l Responding to feedback from customers and staff, London Midland has deployed extra security on some of its trains, to crack down on antisocial behaviour. 162 people were stopped from boarding one Friday night London to Northampton service and 26 penalty fares were issued to people travelling without tickets. Services through Birmingham were also monitored.

Station retail sales are booming l New figures from Network Rail reveal that overall station retail sales over the Christmas period grew by 9.5% compared to last year. Birmingham New Street performed best with a sales growth of 26%. This compares favourably with the high street which, according to the British Retail Consortium’s Sales Monitor, achieved just 1% growth in December.

Planning approved for new station l Planning approval has been granted for a new station on the Ormskirk branch of Merseyrail’s Northern Line. The new Maghull North station will be located between Maghull and Town Green stations. Work on the £13m scheme is due to start in August 2017, with the station opening planned for May 2018.

Plans for East Coast Main Line

The two companies have a proven track record of working together, having entered into a joint venture to bid for the West Midlands rail franchise in 2016, along with East Japan Railway Company. Abellio won the Greater Anglia franchise in 2012 and renewed it in August 2016.

l Network Rail has submitted a Transport and Works Act Order to the Secretary of State for Transport for plans to reinstate the fourth track between Huntingdon and Woodwalton on the East Coast Main Line. If approved, it will remove a critical bottleneck between London and the North, easing congestion on the line and allowing faster trains to overtake slower ones.



The Aberdeen Channel Bridge

Ilford station overhaul l A major overhaul of Ilford station has been given the goahead by Redbridge Council. The work will include a new station building with striking glass facade, a larger ticket hall and more ticket gates, and lifts from street level to platforms. The project is part of the Crossrail programme.

Signalling contract in Taiwan l Thales has won a new signalling contract in Taiwan on the Light Rail Transit extension in Kaohsiung. It includes supplying interlocking systems, traffic light priority systems and automatic vehicle localisation systems. It follows an April 2015 contract for the design and manufacture of signalling, communications and operational control centre systems for the Danhai LRT in the north of Taipei.

Kilmarnock station revamp l Vacant station buildings at Kilmarnock station have been transformed into a community hub, with £500,000 of funding from local and national organisations. The unused spaces have been converted into a book shop, café, gift shop, and office spaces, while rooms are hired out for activities ranging from yoga and art classes to walking groups.

750mph Hyperloop l Four UK projects have been shorlisted among 35 schemes to develop Elon Musk’s Hyperloop concept, a new mode of travel that would run pods at 750mph on magnetic track. Semi-finalists must now submit detailed models, maps and videos of their design. The UK four are for lines from London to Edinburgh, Liverpool to Hull, Glasgow to Cardiff, and a Northern Arc.


The viaduct threading gracefully through densely populated space

Trains begin running on Hong Kong’s sensitively designed new South Island Line l Hong Kong MTR’s new South Island Line went into operation on 28 December 2016, serving the 350,000 residents and workers in Southern District. The new line runs in a combination of underground sections and on elevated structures, with five stations in total. The MTR Corporation appointed Atkins to provide the detailed design for 1.9km of new elevated viaduct, two elevated new stations at Ocean Park and Wong Chuk Hang, a new 247m bridge spanning the Aberdeen Channel, noise barriers, widening of a major open nullah for drainage, slope works, complex utility

diversions and other associated works. “As the South Island Line is an elevated railway on the densely populated Hong Kong Island, it was a particularly challenging project as it is becoming progressively more difficult to build above ground railway lines in Hong Kong,” said John Blackwood, Atkins’ director for transport in Asia Pacific. Challenges included achieving an optimal design while taking into account stakeholders’ requirements, sensitively treating the visual impact of the above ground structures and minimising the disturbance to the properties along the alignment.

Network Rail awards £49m contract for electrification of the final section of the Shotts Line l Carillion Powerlines Ltd has won the contract to deliver the electrification of the last section of the Shotts line, between Holytown Junction and Midcalder Junction in Scotland. When completed, the Shotts line will be the fourth fully electrified line between Edinburgh and Glasgow, and electric services are scheduled to commence in 2019 The £49m contract covers all aspects of the physical delivery and installation of 74km of the electrification infrastructure including vegetation clearance, site and

geological investigation, design, piling and mast installation, wire runs, safe supply of power, integration into the wider electrified rail network, energisation and all aspects of compliance with industry standards and regulation. This will be carried out in tandem with work on a range of bridges as part of a route clearance programme to ensure the power cables can run under structures on the line. The project is a Scottish Government investment and part of Network Rail’s UK wide railway upgrade plan.

NEWS I Infrastructure

Metrolink set to enter a new operating era at the end of July

roles, apprenticeships and traineeships, and to source almost half of their supplier contracts locally.” Key features of the contract include: • The creation of more than 300 jobs including drivers, apprenticeships and traineeships, and a commitment to upskill, enhance training and qualifications for staff. • A major focus on improving operational reliability, and customer service and security with an increased staff presence on the network – particularly in the evening and at weekends. • A commitment to source a minimum of 40% of supplier contracts within 25 miles of Greater Manchester, and customer and community engagement, including Meet the Manager and Tweet the Manager sessions. KeolisAmey currently operates London’s Docklands Light Railway (DLR), while Keolis operates Nottingham’s NET (Nottingham Express Transit) tram network.

Could solar energy power the third rail? l Imperial College London and climate change charity 10:10 are to investigate using trackside solar panels to power trains. Initially their Renewable Traction Power project will look at the feasibility of converting 750V DC third rail systems to receive DC directly from solar panels, thereby bypassing the electricity grid. According to 10:10’s Leo Murray, peak generation from solar panels and peak demand from the trains more or less match, but at the moment the two can’t be

Middlesbrough station repairs l The long-awaited £2.7m refurbishment of Middlesbrough station is due to begin this spring. A specialist contractor is to repair the station roof and stonework on the Grade II listed building over a 13-month period. Meanwhile, Middlesbrough Council is commissioning a masterplan study for the station focusing on transport connectivity and regeneration of the surrounding area.

The Metrolink Depot l The contract to operate Greater Manchester’s iconic Metrolink network – now the largest of its kind in the UK – has been awarded to KeolisAmey and will run for 10 years from July this year. KeolisAmey is a joint venture partnership of UK public transport operator, Keolis, and infrastructure asset management specialist, Amey. They will take over when the current contracts with RATP Dev and MPT end in July. The appointment follows a competitive process led by Transport for Greater Manchester (TfGM) involving three other shortlisted bidders, and has been ratified by Greater Manchester’s Combined Authority leaders. Tony Lloyd, Greater Manchester Mayor, said: “Greater Manchester’s transport leaders have judged KeolisAmey on their plans for Metrolink, which are focused on improving reliability, customer service, and creating more customer-facing roles, such as drivers and customer service representatives. “They have also committed to creating hundreds of new jobs, including graduate


connected. The team will be the first in the world to attempt this. The technical aspects will be addressed through a collaboration between Imperial College who will be working on integration and management of renewable energy sources into electricity grids, and Turbo Power Systems concentrating on the distribution and management of power in the rail sector. Meanwhile, 10:10 and Community Energy South will examine the financial sustainability of the systems.

TfL tram track upgrade for February l The London Tramlink services between Wimbledon and Mitcham will stop operating from 11 to 20 February to enable 750 metres of track to be replaced between Morden Road and Merton Park. At the same time, both track and signals will be replaced in the Dundonald Road crossing area.

Special burial for Metrolink remains l The remains of over 200 bodies, unearthed in a forgotten graveyard during city centre Metrolink works, have been interred at Manchester’s Southern Cemetery. The graveyard was discovered in Cross Street in early 2013, and dates back to the 1720s to the 1850s. It belonged to the non-conformist Cross Street Chapel.

Northern Line extension l Tunnelling for the Northern Line extension is due to begin in March, London’s Mayor Sadiq Khan has confirmed. Two 650-tonne tunnel boring machines have been delivered to Battersea, and will create two 3.2km underground tunnels, extending the Charing Cross branch of the Northern line from Kennington to Battersea via Nine Elms.



A better Bidding for a rail franchise is a complex matter. Here, JEREMY ROBINSON, NIGEL TAYLOR and VINEET BUDHIRAJA from law firm Watson Farley & Williams LLP outline what should be considered from a merger control perspective and how best to respond to invitation to tender questions


ince March 2013, when the Department for Transport (DfT) announced the new procurement regime for rail franchises in the UK, it has awarded 11 rail franchises, including the concessions granted by Transport for London. Section 66(3) of the Railways Act 1993 provides that by entering into a rail franchise agreement, a franchisee acquires control of a business1, which consequently could amount to a relevant merger situation for the purposes of the UK merger regime2. The position would essentially be the same under the EU merger regime. Whether an award of a franchise would be assessed under the EU or UK rules would depend on the turnover of the bidder and the franchise operation in question. Unless the turnover


figures are sufficiently large to meet the higher thresholds of the EU merger regulation, an award of the franchise would be assessed by the Competition and Markets Authority (CMA) under the UK merger regime3. Of the 11 franchise awards since March 2013, only the Northern rail franchise award to Arriva Rail North Limited involved a referral back from the European Commission (EC) to the CMA. This briefing outlines what rail franchise bidders need to consider from a merger control perspective when responding to an invitation to tender (ITT), and how bidders should best respond to ITT questions, pointing out certain practical issues that can arise so that their bids are not prejudiced.

including whether they expect the award of the franchise would require a notification to the EC, and, if so, whether they would submit an Article 4(4) of the EUMR request for the transaction to be referred back to the CMA. Moreover, bidders are required to propose how they would minimise delay and ensure that commencement and operation of the franchise would fulfil the franchise agreement requirements. This involves bidders: explaining their approach to pre-notification discussions; confirming their willingness to offer undertakings/commitments to avoid a second phase investigation; and confirming that any such undertakings would not impinge on their ability to operate the franchise in question, or any of its existing transport interests. The questions around willingness to offer undertakings/ commitments can sometimes be problematic, especially if they require a bidder to give an open ended commitment4. For compliance reasons it might not be possible for a public limited company bidder to offer such a broad undertaking, or the situation might be such that there is no risk of a second-phase investigation, thus making such a broad undertaking unnecessary and unwarranted. In such a scenario, if a bidder, for perfectly good reason, does not offer a broad undertaking as required by the ITT, it might not meet the ITT’s requirements5.

ITT – key points Generally, the Competition Matters section of an ITT includes the merger control requirements that bidders must include in their bids for the particular franchise. The questions in this section of the ITT can broadly be divided into the following three categories: • merger strategy of the bidder • reasoned analysis of the likely competition assessment of the transaction, and • indicative timetable for securing the required competition clearance.

Merger strategy Bidders are expected to confirm their merger strategy,

1 Section 66(3) states that: “For the purposes of Part 3 of the Enterprise Act 2002 (merger references), where a person enters into a franchise agreement as a franchisee, there shall be taken to be brought under his control an enterprise engaged in the supply of the railway services to which the agreement relates.” 2 Award of the Docklands Light Railway franchise and the Crossrail concession by Transport for London were found not to have created a relevant merger situation as the bidders did not have an ability to exercise material influence over the franchise or concession in question. 3 Note that even where an award of a rail franchise in the UK would meet the EU merger thresholds, the bidder can submit a referral back request under Article 4(4) of the EU Merger Regulation (EUMR) for the transaction to be assessed by the CMA. The European Commission has rightly accepted every such request in the event of a rail franchise award in the UK as the competition would be affected only within the UK. 4 For instance, see page 22 of the ITT for Essex Thameside (published in September 2013). 5 By comparison, in the ITT for the Northern Franchise, the DfT seems to have addressed this issue by including an option for the bidders to offer reasoning to support its conclusion that it would not be required to offer such undertakings/commitments.



Competition assessment Bidders are expected to provide the DfT with a competitive assessment of the transaction, ie whether the award of the franchise would negatively affect competition in the market. Bidders need to identify the overlaps between their existing transport interests and the franchise operations to do this. In other words, bidders must provide an assessment of full point-to-point flows – both rail-on-rail and bus-on-rail overlaps. In their individual assessments, bidders should include an analysis of journey time, fares (including whether it has an ability to change fares), and competition with other modes of transport such as air, etc. Bidders should keep in mind that the DfT does not carry out its own competition assessment of the award of a franchise; rather it considers whether the approach that bidders have described is reasonable and in line with the methodology adopted by the CMA in past cases6. Moreover, where bidders identify competition problems, they must include an analysis of how they propose to address these, and why they expect that the CMA (or the EC) would accept their arguments. Technically, the UK operates a voluntary merger regime, ie even if a transaction meets the jurisdictional thresholds, the parties can decide not to notify the transaction to the CMA on account of there not being any substantive overlaps between them (ie absence of any competition


issues). However, in order for rail franchise bids to meet the strict ITT requirements, and also as a matter of good practice, bidders might be expected to make a fail-safe notification to the CMA (or engage with the CMA informally) even where a bidder’s existing transport interests and the franchise in question do not overlap.

Indicative timetable ITTs also require bidders to provide details of the indicative timetable of obtaining a merger clearance to ensure that bidders (if awarded the franchise) would be able to commence operation of the franchise without any delay. To satisfy the requirements of the ITT bidders must indicate: • the approximate date of notification to the relevant competition authority • t he timing of preparation of notifications and prenotifications with the relevant authority • the submission of formal notification, and • the clearance. This is to enable the DfT to assess whether the bidders’ timetable allows them to obtain necessary clearances before the commencement date of the franchise. It also shows whether the bidders’ timetable is realistic in light of the suggested competition assessment. Bidders do not have to wait until the award of a

franchise to begin pre-notification discussions with the competition authorities. The CMA encourages bidders to enter into pre-notification discussions with it soon after bid submission. However, the CMA will conduct a formal investigation only into the winning bid; pre-notification discussion with all bidders ensures that the investigation timetable begins the moment the winning bid is announced. Moreover, the CMA expects that the bidders should commence pre-notification discussions four to six weeks before the expected award date of the franchise7. Bidders also have to assess, where applicable, the impact of the possible requirement to notify the EC, and consequent referral back request under Article 4(4) of the EUMR, on the indicative timetable. Any dealings with the EC would inevitably lengthen the timetable of obtaining a competition clearance.

Comment It is imperative for rail franchise bidders to include merger control in their initial assessment of their bids. This allows bidders to anticipate any potential competition problems and address them in a timely manner, and to provide the DfT with sufficient evidence of this. If the DfT thinks that awarding a franchise could invite CMA (or EC) intervention, to the extent that it prejudices that bidder’s ability to commence operation of the franchise on the proposed start date, or to operate the

franchise as bid, it will at the least mark down the bidder’s bid. At worst, the DfT may decide to disqualify the bid. Bidders should ensure they address every requirement listed in ITTs even if, considering specific circumstances, a particular requirement may be irrelevant, or inappropriate – for instance, as noted above, the requirement to give extremely broad undertakings under the ITT for the Essex Thameside franchise.

Jeremy Robinson and Nigel Taylor are Partners and Vineet Budhiraja is an Associate at Watson Farley & Williams LLP 6 The Office of Rail and Road (ORR) has concurrent jurisdiction with the CMA in relation to prohibitions against anti-competitive agreements and abuse of a dominant position, including making certain market investigation references. However, the ORR’s concurrent powers do not extend to merger investigations in the UK. In the Memorandum of Understanding signed by both regulators on 9 February 2016, they jointly acknowledge the importance of discussing and sharing information, so as to maintain impartiality and fairness, but it is made clear that the CMA’s role in merger investigation is entirely separate. 7 See Page 1, Rail Franchises: Q&As (published by the CMA in March 2014).



Japan Learning from

The Japanese love their railway, even though it was privatised 30 years ago. NADEEM KARBHARI finds out how it’s managed, and identifies some cultural ideas that might transfer well to the UK


ne of great achievements of the Japanese railways is public perception. Despite being privatised in 1987, the country’s population still sees the privatised services as their national railway, with any other providers labelled as the other ‘private railways’. The country as a whole is very proud of the quality of its trains, and this makes a crucial difference to recruitment, operations and efficiency. The Dr Yellow phenomenon says it all. There are Dr Yellow branded t-shirts, hats, shoes, soft toys. Parents will take time out to take their children to see Dr Yellow pass by.


And Dr Yellow is basically just a maintenance train that runs every 10 days. The UK has a far stronger heritage in the sector as pioneers, so what can we learn that could make the UK love its railways again? I was on a two week exchange trip to look into the inner workings of the JR Group. Since the privatisation of the Japanese railways in 1987, the seven for-profit firms that took on the national assets and operations have managed to turn its railway into the country’s most successful and admired organisation, one that’s become renowned globally. Famously, JR Group handles seven

Chiltern Railway. To begin with, three executives were sent to Japan, as much to understand the ‘threat’ from privatisation as to imitate the processes being established there. Adrian is still involved with organising the annual exchange programme with JR Group, with a new group of UK staff from a range of operators. And in 2016, the experience is as bracing and inspiring as it would have been in the beginning. From the JR Group perspective, the foundation of its success is safety, enacted through its strong safety manifesto, and reiterated in connection with every part of the operation, and central to its mission and values. Secondly it’s the concept of investing in resources. JR Group owns the trains and the infrastructure, so doesn’t have to deal with any of the tensions that other national operations can have. And thirdly, education. Of the 18,400 employees, a good proportion are in older age groups and the organisation is very conscious of the need for continuity and not losing any of the knowledge and values learnt over the course of long careers. On-the-job training therefore, forms an important part of knowledge and skills transfer among employees. All types of education and development are tracked like a personal medical record for each member of staff. The group education is impressive. All employees spend time at the General Education Centre at Nagoya. This isn’t the occasional day of update training, or even a special week for the top executives. People will stay for two months alongside the teachers who live there with them. There’s all the facilities that people need for an extended stay, the canteen, the gym and other leisure activities. It’s a way in which the business doesn’t just pass on learning but makes the JR Group an important part of employee lives, embedding culture and values.

Creating the culture

billion passenger journeys each year in a relatively small country, and it does it with unwavering efficiency and remarkable punctuality.

The foundation of success Even when Japan was still in the early and messy stages of working out its privatisation strategy, British Rail could see there were lessons for the UK system. The first exchange was organised by Adrian Shooter CBE in 1986 when he was a senior executive at British Rail, and before he took on the transformation of the privatised

Another cultural difference is recruitment and career progression. Staff turnover at JR Group is less than one per cent, so essentially once you’re in – and employees tend to join aged between 20 and 28 – then it’s a job for life. Their position and progress tends to be dictated to them by managers, they’re rotated and they have the opportunity to prove their worth in that role. In the UK, if you want to try a different kind of role you leave for another job role or career route, which makes for more of a disconnect between the HQ and frontline staff, while in Japan there’s progression and rotation between the two. There are a great number of small technical learnings from the exchange. But the biggest lessons for the UK would seem to be around passenger culture. We got to visit some of the busiest stations in the world, at Shibuya and Shinjuku. These stations are crammed to the limit and operations are always stretched. If people aren’t using the daily commuter trains, they’re in the stations doing their shopping. What makes the potential chaos



work is that the passengers are on-board and understand how the service works, that everything is being done to make it work. In the UK there’s a lot of activity around delivering information of course – but what we don’t do as well is in engaging customers so they feel it’s their railway, we’re in it together. More screens on trains sharing real-time information, more app-based content would certainly help, but the issue is cultural.

People and processes There’s also the level of attention to counter measures. The JR Group identifies any problems for services and maps all the factors that contribute to risks, then looks at ways to change or mitigate these risks. So they have done everything possible to avoid small issues turning into any larger ones. For example, drivers can turn up late for shifts, causing delays and a problem for any train operating company. In Japan the drivers are able to sleep at the depot. It’s a facility that means drivers can come off their shift and go to a room to sleep. They’ve looked at every detail to make it an attractive proposition, even making sure the angle of beds is optimised according to the kind of sleep needed – a short power-nap as


opposed to a night’s sleep. Alarms are pre-set according to individual shifts. Another example of counter-measures is around cleanliness and the use of brooms that can detect moisture, so if there have been any accidents on a seat the broom will find it and the seat can be taken out of commission and properly cleaned. Big data is used to a greater extent for planning. In the UK we’ll plan ahead – if there’s a known date in the future which will generate additional passenger volumes, a sporting event or music concert – but JR Group do it daily based on historic data and patterns. They’re ahead in terms of the ways in which sensors are used to automate maintenance (thankfully it’s not relevant, but the TERRA-S anti-earthquake system which switches off power to the system is a good example of the quality of sensor tech being adopted on services). There are many differences in culture and management highlighted here, and taking on board some of the nuances in culture and practice could make a difference to public perception of the railways in the UK.

Nadeem Karbhari, is performance reporting and analysis manager, MTR Crossrail

NEWS I Rolling stock

The Stadler design for Merseyrail

Merseyrail receives the go-ahead for a new fleet of trains by 2020

l After of an extensive procurement process which began in October 2015, the Liverpool City Region Combined Authority has given approval for the purchase of a new fleet of trains for Merseyrail. These will replace the current rolling stock which, at 40 years of age, is the oldest in the UK. The £460m contract to build and maintain the trains has gone to Swiss manufacturer, Stadler, and the stock will be publically owned

by Merseytravel. The trains should come into service by the end of 2020, and are being designed specifically for the Merseyrail network. They are expected to increase capacity by 60% while cutting journey times by 10%, and will have the capability to run beyond the Merseyrail boundaries to places like Skelmersdale, Wrexham and Warrington in the future.

HS2 train procurement process gets under way l The procurement process for rolling stock for HS2 was launched by Transport Secretary Chris Grayling on 20 January 2017, with the publication of the Periodic Indicative Notice (PIN) pre-advising the formal start of the process in spring this year. The £2.75bn contract to design, build and maintain a fleet of up to 60 high speed trains for Britain’s HS2 network, is expected to be awarded in 2019. An industry event is planned for 27 March to provide information about the bidding requirements and process, and the prequalification questionnaire (PQQ) pack will follow. Formal invitations to tender are to be issued in 2018, and the contract awarded at the end of 2019. The new trains will need to meet HS2’s design and performance requirements as well as stringent standards for passenger experience, noise reduction, and environmental sustainability.

Chris Rayner, HS2 Ltd managing director – railway operations, said: “We are looking for a supplier who is capable of delivering and maintaining some of the world’s most advanced rolling stock, with designs putting the passenger at their heart to ensure seamless, accessible, fast and reliable journeys.” The successful bidder will maintain the fleet from a dedicated rolling stock depot planned for Washwood Heath in Birmingham. The site will also be home to the HS2 Network Control Centre. With Royal Assent for the Phase One Hybrid Bill expected shortly and building work due to start on the Birmingham to London section of HS2 in the spring, 2017 will see HS2 – Europe’s largest infrastructure project – move from planning to construction. Future rolling stock contracts will follow for the second phase of HS2, which is planned to go into operation in 2033.

As with many modern fleets, the driver rather than a guard will be responsible for opening and closing the doors and dispatching the train. New customer service roles will be created, based in the train saloon, to assist and advise passengers. The new train project includes infrastructure upgrades to power supplies, platforms and track, as well as refurbishment of the depots at Kirkdale and Birkenhead North.

Hydrogen Council launched at Davos l Some 13 leading transport and energy companies have come together and launched the global Hydrogen Council in Davos. Its aim is to promote the use of hydrogen and fuel cell technologies to aid the transition to a low carbon and sustainable economy. Council members comprise Air Liquide, Alstom, Anglo American, BMW GROUP, Daimler, ENGIE, Honda, Hyundai, Kawasaki, Royal Dutch Shell, The Linde Group, Total and Toyota. Alstom CEO Henri Poupart-Lafarge said: “In Europe, the transportation sector is now the second biggest producer of emissions. Rail transportation is the cleanest and safest form of mass transportation and needs to become even cleaner. Hydrogen traction is a revolution as it is 100% emission free.” Alstom launched the hydrogen fuel cell powered Coradia iLint in September last year. The first loco goes into operation on the Buxtehude-Bremervörde-BremerhavenCuxhaven line in Lower Saxony in December this year.



world A brave new

RUSSELL JACKSON discusses the move towards devolution, and the opportunities and challenges it presents for the rail sector


ast November the Office of Rail and Road (ORR) confirmed its support for the drive to more devolved decision-making on the UK’s rail network, announcing that its regulatory approach to control period 6 (CP6) will support Network Rail’s increased focus on working with train operators at route level. While the announcement marks a step-change in the regulator’s approach, it also indicates the likely impact of devolution on CP6. After a range of reports and recommendations in recent years, rail reform and improvements across the industry are transforming the way enhancement and renewal programmes are planned, delivered and maintained. The shift in accountability towards route directors increases the opportunity to take a longer term view when planning enhancements that help improve the durability and reliability of assets. This local approach will require strong dialogue between route directors, franchise operators and the rail supply chain to determine the most efficient outcomes for passengers, with a number of important factors to consider. Striking the right balance between capital cost and whole-life cost, disruption and reliability will be key.

Route level challenges

Below Russell Jackson, head of rail, UK & Ireland and Continental Europe, AECOM


With the role of routes changing from an important stakeholder to direct client, the supply chain must make efforts to understand the differing challenges faced at each route level. The ORR inferred in its announcement that comparison between routes will strengthen the incentives on them to improve performance and become more efficient, but it may be too early to make any meaningful comparisons at this stage. Each route faces a unique set of challenges and this is likely to require different approaches to the delivery of renewal and enhancement programmes. Some routes may be driven by the need for greater capacity, achieved through a combination of infrastructure, digital technology and rolling stock. Other routes may face urgent reliability and availability issues, which disrupt passenger journeys, or face challenges of affordability on lines that provide essential transport to distant communities. It may be more efficient on urban and heavily congested routes, for example, to deliver renewals in

shorter timeframes, which may cost more but will bring significantly less disruption to passengers. Similarly, it may be more appropriate to choose lower cost delivery options in rural areas. As the devolution programme advances, route directors will make their own choices about how to address and prioritise projects to best suit their routes. The supply chain must respond accordingly to this whole-railway and passengerfocused way of thinking. In recognising that routes will have different priorities, industry must still accept that a ‘one size fits all’ approach is still needed for some key elements of future industry shaping. Digital railway, smart ticketing, cyber security, remote asset monitoring and cloud-based infrastructure management are examples of industrywide challenges that require fewer industry barriers for effective implementation.

Rail as a catalyst Devolution provides more clarity on the opportunities for enhancement programmes to drive regional economic growth. Applying integrated thinking with local government, franchise operators and the wider

rail industry to maximise opportunities for housing and business developments along rail corridors will not only attract more passengers onto the route, but also bring a range of economic and social benefits to the local area. Looking at how the rail network can be a catalyst for regeneration should be a priority for devolution, not a secondary objective. The new link between Oxford and Cambridge will help facilitate additional development opportunities, with the potential for housing and other developments between the two cities already ripe. But where else might there be latent opportunities that could be brought to fruition with more direct integration between growth in passengers, economic growth and rail enhancements? The rail industry at its best can empower social mobility and economic regeneration – the opportunity to unlock more of that potential is now at hand if grasped effectively. In today’s talent-starved rail sector, devolution also provides an opportunity to build local capacity and skills. Upskilling the workforce and improving diversity, particularly in areas of high unemployment, will be key to building a successful route. An engaged supply chain should also bring much-needed employment to local

areas. Apprenticeships, for example, are an important vehicle to help build certain specialist skills. With decision-making held locally, route directors and their supply chains will have the chance to introduce training for the skills they know will be needed to deliver local enhancements and renewals in the future. As industry creates these types of increased employment opportunities, it also has a responsibility to reach out to the most diverse parts of society and share with them the potential for a career in railways. These social benefits of devolution could make a huge difference to local communities.

Infrastructure investment and business With nearly half of respondents to the 2016 CBI/AECOM Infrastructure Survey dissatisfied or very dissatisfied with the current state of infrastructure in the region in which they personally operate, progress of the local government devolution agenda is clearly on the minds of UK business leaders. Scoring very low was the West Midlands, with only five per cent of respondents to the survey in this area satisfied with local infrastructure – even though the region should



substantively benefit from the investment, skills injection and connectivity boost that HS2 will provide. Firms’ top concerns vary by region but key issues highlighted in the survey are connectivity, capacity, resilience and cost. Interestingly, 47 per cent of respondents think local government devolution will improve infrastructure in their region, which is 14 percentage points lower than the response to the same question the previous year. Opinions on devolution vary widely from region to region, with those in the Northern Powerhouse including the north west, Yorkshire and Humber most positive and those in the south east less optimistic. We are yet to see what potential might be unlocked with west of England devolution, but the rail opportunity must surely come to the fore. The lack of strategic planning and central government appetite for investment in the regions are seen as the most critical barriers to improvement. These results suggest business confidence in local infrastructure improvements has fallen, despite the government’s increased focus on devolution across transport sectors last year. The rail industry will need to set out a clear plan for how regional devolution of railways will align with local government devolution to enable regional improvements and give businesses confidence in the sector’s ability to deliver improved infrastructure.

Vertical integration At the end of last year the Transport Secretary’s announcement about new, collaborative franchises on the South Eastern and East Midlands routes and the creation of a separate East West Rail organisation reaffirmed the government’s commitment to vertical integration and collaboration. The announcement was also aligned with Network Rail’s own significant shift of focus towards the customer.


The philosophy behind the establishment of East West Rail to deliver the design, construction and operation of the new rail link between Oxford and Cambridge is a natural progression from Chiltern Railways’ Evergreen programme and the recent Oxford-Marylebone investment. Under these types of arrangements, progressive train operating companies understand the power of improvements to generate passenger journeys. Government and devolved/combined authorities’ decision-making is required if the rail network is to think of better ways to attract more passengers on certain routes and achieve modal shift from road to rail. But as plans for more joined-up working between track and train operations progress, it is vital that industry does not dwell on why this type of arrangement may have failed in previous decades. Today’s rail sector operates in a very different environment and industry must instead focus on realising the government’s and Network Rail’s ambitions, taking lessons learned from what did and didn’t happen previously. The rail supply chain has an important role to play in the success of these types of new initiatives. Regional autonomy over enhancement planning encourages a whole-life approach to local enhancements and renewals, with route directors taking a longer term view to help improve the durability and reliability of their assets. Deeper collaboration with the supply chain and franchise operators will help drive efficiencies and innovation in the way asset enhancements are planned and delivered. Network Rail’s alliancing model, for example, with combined delivery teams jointly responsible for strategic leadership and focused on shared goals and project outcomes are already making a positive impact. The model has been introduced on a number of recent major programmes, including track renewals and the Northern Hub project, all with considerable success. Further steps towards more vertical integration and collaboration can build on this.

Risk One important factor in the success of these types of arrangements is a better understanding, across operations and infrastructure, of cost estimates and the risks associated with cost at the early development stages of enhancements. Managing risk appropriately is vital for achieving industry-leading safety levels, value for money, reliability and reduced disruption. Under successful collaborative partnerships there is shared risk. Not only can distributing risk in this way improve collaboration, it can also lead to better outcomes for all parties. For engineering consultants, contractors and clients to share ownership of risk at the early development stages of schemes, procurement approaches must be sufficiently outcomefocused, which requires that operators are also brought

into the collaboration environment. Industry can learn so much about creating optimised early estimates that rigorously manage the assumptions and risks inevitable at the early development stages of projects by looking at the best UK rail schemes currently being delivered. Of course a better understanding of risk is also key to meeting the rail sector’s affordability challenge. As an industry, we have to understand how we capture value creation most effectively and for the private sector, ensure that infrastructure funding captures the growth potential rather than being sought as a response to past decades of underinvestment. In today’s era of fixed budgets, Network Rail will have little flexibility around funding in CP6. The organisation will therefore be looking to define the costs and scope of projects in the early planning stages. As the first control period planning process since the publication of the Bowe Review in 2015, the challenge for Network Rail to demonstrate value for money to taxpayers and passengers has never been greater. As CP6 inexorably draws closer, will devolution mean that more rail projects are aligned to franchise dates rather than fixed investment periods? This approach is potentially a risk in an industry with high demands on experience and talent. The impact of doing almost no electrification for 30 years and then driving a substantial national programme in CP5 is clear, and industry must now realise the opportunities from the lessons that have been learned, not create a further pause and reflection. Planning major enhancement programmes on a strategic basis has to be preferable to the risk of inadvertently creating further peaks and troughs in rail infrastructure investment.

Conclusion As the rail supply chain gears up for the delivery of new franchises, renewal and enhancement programmes in 2019 and beyond, it must therefore reflect the recent shift of focus towards the priorities of passengers. The likely scale and complexity of the programmes in the coming years will require industry to learn from previous challenges and work together to drive efficiencies and innovation. As the rail devolution and vertical integration agendas push forward, industry must grasp the opportunities that arise.

Russell Jackson is head of rail, UK & Ireland and Continental Europe, AECOM 19



n December 2016, the National Skills Academy for Rail, Rail Supply Group Rail Delivery Group and the Department for Transport gathered the rail industry together to launch the Rail Sector Skills Delivery Plan. The industry plan is to recruit 100,000 people into the rail industry to plug the skills gap and keep the country moving forward as demand for both passenger and rail freight shows no sign of slowing down. The Government has committed, through the Transport Infrastructure Skills Strategy, to produce 30,000 new apprenticeships by 2020 of which 20,000 have been targeted in rail. The aim is for 20 per cent of the entrants to be female and a 20 per cent increase in black, Asian and minority ethnic. So as an industry our challenge is this, we need to recruit 100,000 highly motivated people. In the engineering discipline we are competing against the


automotive, aerospace, construction, energy and oil & gas sectors all of whom have an established culture of driving innovation and have proactively formed relationships with schools, universities and the military. In order to compete against these other sectors in the battle for talent, dare I say it, we have to make the railway sexy. One way to achieve this is to educate our future and existing workforce that in railways we are utilising leading cutting edge technology and embracing accelerated ways of learning as the catalyst to engage the exciting digital railway journey ahead of us.

Embrace technology or risk falling behind Britain’s railway must take advantage of new technology in order to improve services, industry leaders urged the sector in an open letter to the Times: “To respond

Harnessing VR PHILIP PAULEY explains how augmented and virtual reality could be the key to attracting a new generation of high performing engineers and delivering the Digital Railway

to the challenge of a huge increase in rail journeys and people’s expectations rising faster than the improvement in services, the railway must harness new technology and change the way we work,� the letter read. Other industries have been through these changes. Now it is the turn of rail, critically important to the future of our nation. By exploiting technology and smarter working, we can make train travel more reliable, more accessible, more affordable and more comfortable, creating new jobs in the sector and enabling manufacturers to grow the British economy. Earlier in the year PAULEY (Interactive) were invited to attend the World Skills Show to showcase a virtual reality experience of the new National College for High Speed Rail (NCHSR) alongside an augmented reality experience for HS2 by Plotr.

It was clear that these technologies attracted and engaged more potential young talent. NCHSR and HS2 have started to advance the process by embracing innovative and immersive new technology in recruiting the railway workers of the future to maximum effect. Faced with communicating with a gaming generation whose every waking moment seems to be spent interacting with mobile devices, the answer to engaging the next generation seems quite simple. Communicate with the digital natives in a language they are familiar with. By communicating in a methodology that inspires and reassures them that a job in the railway of the future will use this technology as a matter of course. We need to teach young engineers that becoming a digital railway man or women will offer them a dynamic career for life and a passport to work anywhere in the world.



Technology in action Immersive training technology for the rail sector has been tried, tested and pioneered by PAULEY Interactive Ltd at the National Training Academy for Rail (NTAR). Collaboration with NTAR has resulted in multiple awards being won over the last year for driving innovation in learning and development. By digitising course material into immersive content we have been able to successfully reduce learning time and maximise competency of our future engineers; their feedback on the new digitised methodology has been astounding! Looking at both track and train as a whole, we are developing more immersive course content and tailored maintenance, safety critical and operations material which can be delivered fully immersed in touchscreen, augmented and virtual reality solutions. Within these digital environments and step by step processes there is no


need to worry about safety and taking someone directly into a dangerous environment as you can teach them first in the classroom or more importantly, at the point of need. Some may argue there is nothing sexy about the railway; the rain, the hours, the hoop jumping, the frustration etc, but a career working on the UK rail network will give the next generation of digital rail engineers a passport to utilise leading edge technology and travel anywhere in the world. We believe our future digital railway has the potential to be very sexy, full of immersive technology and will give an aspiring engineer (and existing workforce) the digital skillset to embrace a global railway family.

www.pauley.co.uk Philip Pauley is CEO and founder of PAULEY (Interactive) Ltd

Health & safety

Seeing the light How hi-visibility clothing is evolving and supporting safety standards across the rail industry: STUART JUKES explains


rom the HS2 infrastructure project to the rail strikes of 2016, the workforce on our rail lines are at the forefront of a rail revolution and with this, their health and safety must be treated with supreme importance. The HS2 project, due to begin in January 2017, will require rail workers to brave the elements and achieve the goal of creating 351 miles of cutting edge rail lines. It’s not just large scale projects such as HS2 that need strict health and safety regulations and the everyday maintenance and repair jobs requiring staff to work alongside active lines remain a key task; not a duty to be taken lightly when there’s high-speed trains occupying the tracks. High visibility clothing has gone from a meagre vest to an all encompassing uniform and remains an essential way of keeping the workforce safe and visible.

Safety in Numbers According to figures published by the Office of Rail and Road Safety for 2016-17, national train cancellations were up 3.8 per cent, and demands to improve the rail system are becoming more prominent than ever. Workforces have to complete longer hours, often in treacherous conditions, to provide an efficient service and as a result, health and safety incidents do occur. The Office of Rail and Road Safety reports that while there were no workforce fatalities during 2015-2016, some 6,597 injuries occurred on mainlines, 157 of which were major incidents.

Forward Thinking

Above Cutting rail at night Picture courtesy of Network Rail

The Health and Safety at Work Act, established in 1974, was one of the first parliamentary bills to recognise workers wellbeing. Since the 1970s, the act has evolved and developed in all industries. Regulations now specify that any worker who is within three metres (10 feet) of the track must wear an orange, high visibility safety uniform that conforms to both European and Rail GO/RT 3279 standards.

Now, EN ISO 20471: 2013 standard is replacing the EN471 regulations from the past. This standard is now applied internationally rather than remaining EuroCentric. The change outlines the minimum performance requirements and test methods for professional high visibility clothing, focusing on colour and retroflection. Furthermore, the new PPE Regulation will be coming into force from April 2018 and will increase the responsibility to the entire supply chain for all PPE including hi-vis equipment; for manufacturers, importers, wholesalers, and distributors alike who will have the responsibility of checking that each garment complies with the necessary standards required.

The power of three The pace of life is increasing and as a result there is an escalating demand for efficient transportation and high visibility uniforms have had to evolve with the seasons. Here are the top three reasons why protective garments are helping to minimise health and safety risks: • The waterproof fabric technology has evolved to withstand ever increasing stormy and cold conditions. • G arment design has improved to offer optimum visibility for workers. • M anufacturers are required to hold an EC Type Examination certificate to prove the garment adheres to the correct regulations. Without a doubt, 2016 has been a challenging year for the rail industry and in a bid to deliver a swift service; health and safety measures have had to develop. From vests to uniforms, high visibility garments have travelled a long way over the years and despite many other procedures which keep the workforce safe, it plays a key role in protecting those working in this hi-risk industry.

Stuart Jukes is managing director of Pulsar, provider of hi-vis clothing to the rail industry 23


McCulloch Rail

Simple McCulloch Rail seeks to capitalise on opportunities in the market, both in the UK and internationally, through continuous improvement while also maintaining controlled growth


ounded in 1992 by brothers, Billy and Danny McCulloch, McCulloch Rail has established itself as a leading player in the rail industry developing and operating rail and component handling equipment. Machines within the company’s product range include FLASS, which accurately aligns and spaces sleepers, thus totally eliminating manual handling, the panel lifter, which boasts versatile lift and carry capabilities of up to 12 tonnes; rail logistics, which offers safe and controlled transportation, recovery/repositioning of rail up to 216 metres in length, and TRT, which is the safest, most versatile, rail handling machine in the rail infrastructure sector. With these superior and unique machines, the company installed more than 3,000,000 feet of rail safely in 2016 alone. The safety aspect of eliminating as much manual handling as possible is also always at the forefront of the improvements the company tries to undertake. McCulloch Rail was previously featured in Railway Strategies in May 2015, during which time the company was continuing to increase its workload, due to what Colin Neil, Business Director, referred to as the snowball effect: “The more we do in areas, the more work we’re being offered because clients begin to understand the advantages that our equipment can offer and plan work around the methodology that we try and work within.” This methodology includes the ability to offer an integrated service with its range of specialist equipment, but is bolstered by the efficiency and work ethic that the work force operate within, which has resulted in a strong and recognisable reputation. Cementing this solid reputation is the company’s commitment to innovation and continuous improvement, which can be seen in the ongoing development of its multipurpose utility vehicle. Having gone through a design process and a first prototype, Colin says the vehicle is anticipated to have huge impact on the industry thanks to the advantages it can offer customers: “The machinery

is self loading, self mounting and self propelling, with the ability to carry approximately 30 – 40 tonnes; it can load itself on the track, all under live wires as it is a very low profile piece of plant. As the name clarifies, this is a multipurpose piece of equipment, making it suitable for various tasks through having the ability of mounting various different attachments fitted as required for the task in hand. The initial prototype has been made for lifting scrap rail as one of the biggest priorities for Network Rail is to clear the infrastructure of scrap rail.” Alongside work with Network Rail, McCulloch Rail is also continuing its operations with London Underground, which involves a leasing agreement where the company trains London Underground operatives on its machines so the equipment can then be operated correctly without McCulloch Rail’s personnel. “London Underground is different to anywhere else in the UK when it comes to rules and competency requirements meaning our personnel needed to be trained and approved for work on the underground. This can be a long process and, while we managed to get some personnel approved, it was a challenge to get enough of our men through the training course to satisfy the production side of TFL’s project requirements,” says Colin. “Because of these issues, we have reached a compromise with London Underground where we trained the organisation’s staff and one of its trainers to use our machines. We now have a lease agreement with London Underground and work with the organisation under this basis, so none of our men go to London Underground unless there is a short term requirement for additional resources.” Through the success of this leasing arrangement, a first for McCulloch Rail, the company has achieved another milestone with its first international venture. “Off the back of this London Underground agreement we have secured work in New York; the work is similar to the contract we have with London Underground and involved demonstrating the TRT’s and presenting some


McCulloch Rail

LEACH LEWIS RUBBER TRACKS Leach Lewis Rubber Tracks supply the construction and rail industries with rubber tracks, rubber pads and undercarriage, including bespoke items such as those sold to McCulloch Rail to suit the McCulloch TRT And Panel Lifter Machines. As part of the most recent deal, Leach Lewis have also collected all of the used tracks, which will be fully recycled at a unique facility in the UK.


straight forward solutions to New York Metro’s major issues, resulting in a huge increase to the outputs where previously works had been carried out through manual handling. Through the success with NYCT we feel we have only dipped our toes in the water and further opportunities to expand on an international scale are becoming clear,” highlights Colin. Alongside plans to develop a presence in locations such as North America, Canada and Europe, the company also plans to push forward with strengthening its foothold in the UK by establishing additional depots in strategic areas. In the previous article, the company had recently opened a main depot in Toddington, Bedfordshire, complete with a fully functional yard with machine storage, staff, labour and workshops; set up to accommodate the growing fleet of machines and also reduce logistical problems with moving machines across the country, the depot was swiftly followed by a sister depot in Bawtry, near Doncaster, which was opened in February 2015. “The reason for these depots is to allow expansion and to be logistically closer to our client bases than we are at our headquarters in Scotland,” explains Colin. “The depots are self sufficient with regards to workshop

mechanics, labour staff, operators and machines, which eradicates the logistical issues of moving our men and machinery around the country; this way of working not only boosts efficiency but also means we can pass savings onto our customers, particularly when it comes to reduced transport costs.” As demand continues to increase for McCulloch Rail’s machinery and services, the company is keen to grow steadily to ensure standards are maintained and its strong reputation is upheld. “We are keen to capitalise on opportunities that come along with the strategy of controlled growth. There has been huge demand but we have to be careful not to lose control of what we strive to deliver to our customers. Over the coming years we want to open further depots in the UK and also increase the international basis of where we work, however, a major challenge for us to do this is sourcing the right people with the right attitude and commitment to grow with the company. To combat this challenge we are continually recruiting, training and mentoring staff to be able to work with the unique, patented machinery that we offer to the market,” Colin concludes.


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 Smith, Project Director discusses


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

the project and the 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 started operating in November and December of 2016 and are working in a 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.

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. 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.

www.jernbaneverket.no/en 29

Strukton Rail


foundations Working on rail systems behind the scenes both day and night, Strukton Rail A/S is on-hand to ensure optimum quality tracks and the effective functionality of rolling stock to make sure that trains run safely


trukton Rail A/S is the Danish company of Strukton Rail Group, an international player with groundbreaking solutions for rail systems and electrical systems in rolling stock. The Danish Strukton division was established during 2006 to serve in the field of turnkey engineering and construction services within the rail sector and today continues to provide a world-class level of service as part of the wider Strukton Rail Group. Core to Strukton Rail’s operating philosophy is the company’s dedication to observing best practices across the business, while serving its offices in the Netherlands, Sweden, Denmark, Belgium, France, Italy,


Australia and the United States. The company’s trained and professional experts represent best practices in smart maintenance of railways, integrated rail construction and renewal projects, energy systems, logistics and support engineering and rolling stock systems. In Denmark, the company has grown to employ around 150 highly skilled members of staff, generating an annual turnover of circa €45 million. The company is currently engaged in a major project to lay the track for Denmark’s first high-speed railway system, with an event at the operation’s construction site in Ringsted officially signalling the commencement of the laying of the track in October 2016. Once operational, the 60-kilometre long high-speed line will connect the Danish cities of Copenhagen and Ringsted via the port town of Køge on the coast of Køge Bugt. The event was initiated by speeches from the Danish minister for Transport and Buildings, Hans Christian Schmidt, Banedanmark’s CEO (The Danish railway infrastructure manager responsible for establishing The New Line Copenhagen-Ringsted) Per Jacobsen, and Strukton Rail Denmark’s managing director Jens Christian Jensen. “We are proud to be contributing to the construction of the first high-speed rail in Denmark and our goal is to deliver the best possible quality at an affordable price,” commented Jens Christian Jensen. “We will construct the line in co-operation with skilled Italian colleagues and their advanced construction machine. I would like to thank Banedanmark for the great co-operation, which

machinery and the further development of Strukton Rail’s infrastructure, with the project’s construction train projected to lay approximately 2000m of track per day. The track-laying machine will operate from the Ringsted site, with the first stretch of line to be laid from Ringsted to Køge North Station and the next phase connecting to Hvidovre. The final stage will be comprised of the final construction of the line between Hvidovre and Vigerslev. Seventeen sleeper wagons will be used in all, resulting in a total length of the construction train of 300m. Each of the track’s rails measures 120m and weighs 60kg/m. During the course of the project, no less than 180,000 sleepers will be used with each sleeper weighing 300kg at 2.5m in length. Owing to the continued development and application of market-leading railway technologies and major on-going construction projects, 2017 looks set to join the previous year as an exciting time for both Strukton Rail and its clients throughout the rail industry. With safety always at the forefront of their minds, clients will continue to look to Strukton Rail to aid in the delivery of reliable technologies and robust railway infrastructure.


is characterised by a solution-oriented mind-set of both parties with a common goal.” Strukton Rail will perform this job in close co-operation with Banedanmark, while the double-track line will be completely electrified to allow passenger vehicles to run at speeds up to 250 km/h for passenger trains. The infrastructure should be ready by May 2017, after which the electrification and signalling systems and finishing works i.e. noise barriers will be installed and further extensive testing will be undertaken with the line is expected to open in December 2018. Preparation for the project required significant investment into new



A pattern of

growth With the company rapidly approaching the twentieth anniversary of its entry into the UK market, Datum represents a widely respected expert in the supply of Phenolic Composites into the UK Rail Industry


s a business that delivers fire resistant Composite products and turnkey solutions to some of the rail industry’s leading OEMs including Bombardier, Alstom, Siemens and Hitachi, Datum entered into the market place in 1997 in the field of pattern making and foundry work before taking advantage of its transferable skills to develop a strong composites division, which was launched during 2002. Datum offers clients a full turnkey solution in the manufacture and installation of new products for the rail market, as well as comprehensive capacity in the field of repair and refurbishment operations for existing components. Its experienced staff are able to take anything from a basic sketch, CAD design or historic part supplied by the customer and run the entire manufacturing process from the development of tooling through to the final series production and delivery of the finished part itself. “We do not actually design formally and operate primarily as what is known as a build-to-print manufacturer, which means that clients approach us with a drawing and a packet of information that details the customer requirement and we build according to that specification. However, we do consult with our clients and are able to offer solutions that can improve the manufacturing process, which enables us to take cost out of a component’s production and manufacture the design as efficiently as possible,” elaborates Managing


Director, David Taylor. “One of the unique selling points of Datum is that the roots of the business lie in the nationwide supply of Pattern and Tool making. This still forms around 50 per cent of our business but it means that we are one of perhaps a handful of companies within the UK that can take a client’s design intention and produce it from start to finish. We produce all of the required patterns, tooling and parts and are further able to undertake the component’s assembly, painting and final delivery to the rail vehicle and all from under one roof, it’s a genuine concept to reality solution.” During February 2016 Datum announced the opening of a new factory adjacent to its existing site

that enabled the firm to centralise all of its production operations into a single location. This had the effect of doubling its footprint and capacity while further improving its manufacturing efficiencies. The company was previously profiled by Railway Strategies during April 2016, when David discussed plans to install a new painting facility into the plant throughout the year to complete the site’s turnkey service offering. With the installation of new painting facility successfully completed and being rolled-out through 2017, Datum is able to offer clients a unique turnkey solution from a single site, which enables the company to oversee and monitor the quality of components throughout the entire process. “The expansion into the new facility extended our operating space from 12,000 sq ft. to 23,000 sq ft. of available space and was fuelled, not only by the fact that we wanted to get everything on one site to make the business more efficient, but also meet the need to grow the company,” David explains. “The UK rail industry is relatively buoyant at the moment, which we have interpreted as a good opportunity to expand and to raise the profile of the company. Having a new facility with everything onsite in a single factory helps us better showcase our abilities and makes us quite appealing to potential clients. This has resulted in further works being placed and the award of several new contracts for Datum. We have also been able to expand the numbers of our staff and grow accordingly and hope to achieve around 30 per

highly successful apprenticeship scheme and its own in-house training programme. These measures will allow the company to continue to meet the needs of its clients well into the future, while training the next generation of engineers. “We operate several training schemes throughout the company, on the Pattern and Tool side of the business we work with formal apprentices that are linked to the local colleges, while on the Rail and Composite side of the company we currently operate our own in-house training programme. We typically have between five or six trainees within the business at any one time and it’s the only way that we can see to meet our employment needs long-term. It’s very frustrating as a lot of our peers do not share this ethic, if every manufacturing company did just a little bit of training not only themselves, but the UK industry as a whole would benefit,” David concludes. “Regarding the future of Datum, during the next 12 months we will be focused on consolidating our growth and place within the rail industry while looking to take our first steps towards other markets, such as aerospace and to grow the company to around 70-80 people.”


cent growth within the rail industry during 2016.” To coincide with this planned expansion Datum has conducted a major review into its own internal quality management system and now operates a very detailed ‘Parts Approval Process’ management system (PAPs). This is key to the quality aim of gaining IRIS accreditation and is seen as a natural future development. Its proven track record, industry experience and continued investment into its manufacturing facilities has allowed Datum develop a proud history of working alongside some of the most respected names within the rail industry. The company continues to partner with Garrandale and Bombardier to supply Crossrail Cab fronts in a project that is scheduled to run into 2018, while also working with Bombardier on its new LoTrain and with Hitachi to supply spares for the company’s A395 trains. “Moving forward we hope to continue to work on the Class A395 for Hitachi, including the delivery of spares, repairs and refurbishment work. This is an interesting area for us and it is hoped we can grow with Hitachi in the longer term. We also continue to work and grow with Birley Manufacture on various projects but in particular, the supply of PRM compliant Toilet Modules for the UK market and are hopeful of great success with what is great product,” David says. In addition to leading the rail market in the delivery of Phenolic parts Datum is at the forefront of protecting itself and the wider manufacturing industry from a growing skills shortage through a combination of a


Designing Hitachi’s new Class 800 interiors

Human Factors and Ergonomics Society User-Centered Product Design Award www.dcatransport.com

Hitachi Rail Europe

Made great in A fundamental building block in Hitachi Rail Europe’s strategy for growth, the new rail vehicle manufacturing facility in Newton Aycliffe supports the DfT-led Intercity Express Programme among other major rail projects Below Darren Cumner, Plant Manager at Newton Aycliffe


s the European headquarters of the transportation division of industrial & social infrastructure systems company of Hitachi Ltd, Hitachi Rail Europe Ltd (HRE) is responsible for the business operation of the transport division’s products and systems in Europe. With a head office in London and train maintenance centres across the UK, the company made the strategic decision to invest in a new rail vehicle manufacturing facility in Newton Aycliffe, County Durham; created to support the Intercity Express Programme as well as other rail projects, the state-of-

the-art £82 million factory can manufacture 35 vehicles each month, including high-speed trains, commuter trains and metro trains. Discussing the facility’s role in the DfT’s Intercity Express Programme is Darren Cumner, Plant Manager at Newton Aycliffe: “We will be providing all rolling stock, which amounts to 122 trains that are replacements for the Great Western and East Coast Mainline, with the two going into service in 2017 and 2018 respectively. This is a £5.7 billion contract and the factory has been built to deliver this programme as well



Right Our mock up of the 1st and standard class passenger environments Far right Vestibule and universal access toilet on the mock up Every day over three million people around the world complete rail journeys using DCA’s designs. With Hitachi’s Class 800/801 trains, incorporating DCA designed interiors, coming into service from 2017 onwards that number is set to grow dramatically. Rail projects are by their nature highly public. This was particularly the case for DCA’s development of the passenger saloon and driver’s cab interiors for Hitachi’s Class 800/801 trains. This fleet of 122 trains will run on the East Coast and Great Western Main Lines, replacing Sir Kenneth Grange’s iconic design for the Intercity 125. They also involve a large number of stakeholders, each with their own agenda. Stakeholder groups for this project included Agility Trains, Hitachi’s immediate customers; Virgin Trains East Coast and Great Western Railways, the two operating companies; The Department of Transport, who placed the order and defined the train specification; drivers’ bodies, staff representatives and passenger groups, including special interest groups such as cyclists, wheelchair users and visually impaired representatives. Managing this level of stakeholder complexity created a challenge in its own right. The key to success was clear communication through all project stages. From the outset four separate review groups were established - three to represent the interests of drivers, staff and passengers, and an interior style review group. DCA developed a detailed project plan, identifying a series of engagement milestones and review meetings for each review group. Each milestone provided an opportunity for stakeholders to input into the interior design process. For example, at the start of the project the interior style team attended a visual brand language (VBL) workshop facilitated by DCA staff. This identified the core themes of trustworthy, modern and considerate, from which we developed a comprehensive VBL plan approved by the review group showing how these core values would be translated and balanced in each of the interior areas of the train. We then set about developing and illustrating three alternative interior design concepts aligned with the VBL plan. One preferred concept was identified by the interior style review group and developed into a series of computer renderings, which were again assessed and approved by the review group. In parallel with these computer-based activities, we worked closely with Hitachi’s manufacturing team and suppliers to establish a comprehensive schedule of finishes, including physical samples, for the interior style review group to approve. Meanwhile, the drivers’ review group moved from benchmarking existing cabs, through computer based ergonomics and sightline assessments to 3D CAD modelling and computer rendered images. The desk layout was developed interactively with drivers from both TOCs. The process started with basic cardboard models of the desk and re-locatable print outs of the desk displays and controls then moved through ergonomic rigs of increasing fidelity to arrive at a fully representative interior and exterior mock up of the cab. The drivers’ review group was actively engaged every step of the way through to a detailed task analysis and glare study on the final cab mock up. The complete interior design was demonstrated in a full size 30m mock up designed and constructed by DCA in our large build workshop facility, which all four groups then reviewed, together with the project NOBO. Subsequently, DCA has worked with Virgin Trains to bespoke the interior colours, materials and finishes for their brand, while GWR has also been undertaking a similar exercise with Hitachi. The success of this multi-stakeholder process was recognised in October 2015 when DCA and Hitachi Rail Europe were awarded the Human Factors and Ergonomics Society Stanley H. Caplan User-Centred Product Design Award 2015 for the interior design of the Class 800/801 train, the first time that an international candidate had won this prestigious US-based award.

Hitachi Rail Europe

Above Train being built at Newton Aylciffe

as build other types of trains for other projects we take on. Furthermore, for the Intercity Express Programme we will maintain these trains for 27.5 years through the network of train maintenance centres we are establishing across the country.� He continues: “The key design of these trains is based on Japanese bullet technology; the trains offer more space as they are longer and can thus fit more passengers on, boast up-to-date technology and are bi-mode so they can run on either diesel or electric power. This means

that if there is an interruption in electrical power, or there is no electrical power, the trains can continue to travel on diesel. Further features include the trains being made from lightweight aluminium body shells, making them robust but also taking a lot of weight out of the trains; this aids in track wear, acceleration and deceleration into stations.� Known for using the most modern and energy efficient technology developed in Japan, HRE has a global reputation for quality, reliability, innovation, design and technical leadership. Having studied its mother company


TREADMASTER Treadmaster have been working as a key supplier to Hitachi Rail since the first IEP Class 800/801 trains were commissioned back in 2014. The new intercity trains are now nearing passenger service, as part of the £5.7bn investment to modernise journeys along the East Coast and Great Western main lines. As part of the manufacturing process, there has been a strong focus on a high quality UK based supply chain offering bespoke solutions. Hitachi’s Engineers were looking for a flooring product that could provide a dual solution in the passenger cars. Firstly to support the primary floor covering of carpet and help it to achieve the more stringent fire standard of BS6853 Cat 1b and secondly to provide a water resistant barrier between the carpet and the subfloor to protect the subfloor from liquid ingress and potential costly maintenance. Using existing technologies Treadmaster developed a bespoke product that could be used as a water barrier while meeting the fire requirements of BS6853 Cat 1b. The product was 1.5mm, half the thickness of their standard rail flooring products. Additionally they are supplying their standard TM8 product for the toilet modules, driver’s cabs and cycle rack areas. Rail Floor Specialists Treadmaster have a proven pedigree in providing the highest fire retardant flooring for the rail sector and particularly for underground rolling stock. They are the current flooring supplier to London Underground and are working on a number of projects for TfL including the new Elizabeth Line trains. Simon Andrews, Treadmaster’s Business Development Manager says that: “Although we specialise in metro and commuter rail applications, the Class 800/801 programmes demonstrate that we have the flexibility and engineering capability to work on bespoke products for our customers. “We can offer solutions for all types of rolling stock and although fire safety is a higher priority when considering which flooring to specify on rolling stock, other attributes such as wear and slip resistance, design aesthetics, cleanability and maintainability are also key factors.” Treadmaster are continuing to support Hitachi on their other contracts including Class 385 trains for Abellio Scotrail and the West of England AT300 rolling stock programmes for First Great Western.



LUCCHINI UNIPART RAIL The former Lucchini UK’s association with Hitachi Rail began with Hitachi’s first success in the UK – the ‘Javelin’ Class 395 vehicles for HS1, for which LUK’s Manchester facility supplied over 700 wheelsets to the Kasado plant in Japan, where the bogies and trains were assembled. Since then, LUK has performed all overhaul activities on these wheelsets and gearboxes. Meanwhile, Unipart Rail’s Doncaster bogie overhaul facility carried out the three-year and six-year overhauls on the bogie; the close relationship between LUK and URL facilitated the bogie and wheelset overhauls. Two years ago, Lucchini RS Group and Unipart Rail decided to join their wheelset and bogie activities, putting their plants and interests together into the company now called Lucchini Unipart Rail. The benefits of this will be seen in the nine-year bogie and ‘light’ gearbox overhaul of the Javelin fleet, soon to be undertaken by LUR. Thanks to the success of the wheelset supply for the Javelins, and to LUR’s localisation of production and services, Hitachi Rail has awarded LUR with contracts to supply OE wheelsets for its more recent wins in the UK. Wheelsets are already being delivered to Kasado for the IEP fleets, but also for AS200 and AS300 vehicles, where LUR supplies to the former AnsaldoBreda bogie assembly plant in Naples, now part of Hitachi Rail Italy. LUR will deliver over 5000 wheelsets through to 2019 from Manchester and is moving towards a Tier 1 relationship, purchasing on Hitachi’s behalf wheelset components that are not manufactured by LUR.

New wheelsets for IEP in LUR’s Manchester factory

The relationship between Hitachi Rail and LRS Group, LUR’s principal shareholder and supplier of black wheels and axles for machining in Manchester, is also strengthening. LRS has historically been AnsaldoBreda’s main supplier of new wheelsets, and it is no surprise that the two groups are looking for synergies in Italy and further afield.

8 LEACH LEWIS RUBBER TRACKS Leach Lewis Rubber Tracks supply the construction and rail industries with rubber tracks, rubber pads and undercarriage, including bespoke items such as those sold to McCulloch Rail to suit the McCulloch TRT And Panel Lifter Machines. As part of the most recent deal, Leach Lewis have also collected all of the used tracks, which will be fully recycled at a unique facility in the UK.




FORBO FORBO FLOORING SYSTEMS Forbo Flooring Systems offers a truly comprehensive and compliant flooring product portfolio for the rail industry. Within the portfolio are entrance systems, linoleum floors, textile carpets, flocked flooring as well as adhesives, accessories and installation tools. All of our floor coverings can be recoloured and meet EN45545-2 with a minimum rating of HL2. Marmoleum FR – Our linoleum floor covering offers total versatility in terms of colour and design for the rail sector. What makes this floor covering really stand out is the fact that it is created using a high percentage of natural raw materials, with renewable and recycled content without compromising durability. Flotex FR – This flocked floor covering is unique, combining the cleaning properties and durability of a resilient floor covering with the comfort, slip resistant and acoustic properties usually associated with textiles. Flotex FR can be digitally printed, giving you the freedom to create custom designs completely unique to your project. Tessera FR – A collection of attractive, hardwearing carpets, offered in various pile constructions and textures, all designed to deliver specific aesthetic and performance benefits. The installation of this carpet on rail vehicles offers significant warmth, comfort and acoustic benefits. Coral Move FR – This product platform offers a carpet solution for rail interiors offering extensive customisation possibilities to complement any interior design and colour scheme. Choose from over 136 yarn colours to create your own unique designs. Coral Move FR also offers great comfort, warmth and acoustic benefits for passengers. Coral FR – A high performance entrance matting system renowned in the rail industry for removing up to 94 per cent of dirt and moisture walked onto train carriages. An effective entrance system reduces premature wear and tear to interior floor coverings, minimises cleaning and maintenance costs and protects passengers by reducing slip hazards.

4 KELTBRAY Keltbray is proud to work with AmeyInabensa in the Thames Valley area, and with ABC on the Bristol to Cardiff stretch to construct the overhead line electrification, high voltage power supplies, piling and foundations to facilitate electrification of the Great Western Line and the new InterCity Express trains. To undertake this major construction work in a live rail environment whilst minimising passenger impact requires Kelbray to deliver more effectively in reduced time. To achieve this, the company has invested a record £10 million in its road rail fleet, developed a unique overhead line wiring unit which halves electrification installation times, a mobile concrete mixer plant which speeds up output and improves safety, and adapted plant to minimise the number of people working near live railway lines. Besides plant, it invests in people and skills to help transform the Great Western railway to the benefit of passengers, connectivity and to stimulate growth along the route and beyond.



Hitachi Rail Europe

Above IEP train at Newton Aycliffe

in Japan, HRE has transferred as much technology as possible, while also updating equipment where required, to ensure its £82 million factory is capable of meeting the requirements of major rail projects. Darren notes that in tandem with the strength of having a cutting edge manufacturing facility is the company’s commitment to following the key mission, vision and values of Hitachi group: “Hitachi itself has harmony, sincerity and pioneering spirit as its key values. Harmony is important amongst the team, stakeholders and customers, and sincerity means that everything we do is

done with integrity; our pioneering spirit means we lead with ambition and are flexible to the requirements of the customer. These strengths are at the heart of Hitachi and are entrenched in our history as far back as the founding father in 1910. What we have done is taken those values and created a whole recruitment programme around them – meaning that every one of our employees works in harmony and with sincerity.” Recently celebrating its one-year anniversary, the Newton Aycliffe plant began with 150 employees in September 2015 and will reach over 900 employees by


Hitachi Rail Europe

Above The arrival of the third preseries train (T2) at North Pole Train Maintenance Centre, West London, as part of the IEP testing programme


the second quarter of 2017; the company also has an active apprenticeship and graduate programme as well as being a co-founder of South Durhan UTC, a university technical college for 14 to 19 year olds. Committed to the long-term development of a strong rail and infrastructure industry in the UK and Europe, the company’s new facility has not only boosted the number of jobs available in the North East but also provided hope that one of the UK’s oldest industries can be revived following years of neglect. Moreover, through a localised supply chain, up to 6000 additional jobs could be supported, as Darren notes: “Whenever we could use UK suppliers we have, however sometimes the technology wasn’t available in the UK so we have had to source in Europe. Overall, of the parts that could be localised, 71 per cent of components have come from within 30 miles of the plant, so companies operating as suppliers in the North East have benefited, with a number of supply contracts currently in the press.”

With the Great Western and East Coast mainline being modernised, HRE anticipates demand for follow-on orders for lines stemming off of those in the future and has recently announced the completion of a £60 million deal with FirstGroup for the building of five AT300 trains of five carriages each. “These trains are also bi-mode and will go into service in 2019,” comments Darren. As HRE continues to focus on delivering trains to its customers, the company is also preparing for the task of maintaining these trains, while also seeking to grow its portfolio in digital rail and other non-rolling stock activities. “We want to fill our pipeline with further orders coming up in the future, such as HS2, as well as other projects. Our goal is to become a total systems supplier in the UK and to specifically grow in both the UK and out into Europe,” concludes Darren.


LPA Group

Long life


With more than 100 years of engineering experience, LPA Group Plc is a leading manufacturer and supplier of connection systems and LED lighting, as well as electronic and electro mechanical systems


he LPA Group enjoys worldwide sales of circa £20 million and employs 200 people across three locations within the UK, with its headquarters situated in Saffron Walden close to Cambridge. Consisting of four divisions – LPA Connection Systems, LPA Excil Electronics, LPA Haswell Engineers and LPA Channel Electric - over its history these companies have developed strong reputations for innovation, are fully ISO 9001 certified and are committed to further increase the LPA Group’s enviable position as a trusted solution provider. LPA Connection Systems LPA connectors originate from the marine market and are installed in hostile environments throughout the railway industry and beyond. The Group’s history within the rail sector dates back to its work with the former British Rail HST fleet and Mark 3 passenger carriages, giving the company five decades of experience in the rail market. The company maintains long-lasting relationships with

key industry clients like Hitachi and works in partnership to share three-dimensional CAD models with clients to ultimately develop a bespoke solution, optimised to fit into the space envelope available on the rail vehicle. “We communicate on an engineer-to-engineer basis with clients and embed ourselves as much as possible in the development of the project. This enables us to fully understand what the customer is aiming to achieve,” explains LPA Connection Systems Sales Director, Nick Wheeler. “We also possess comprehensive facilities for installation mock-ups and to test the dynamic performance of the inter-car jumpers and validate the longevity of the units to satisfy the requirements of modern contracts and deliver a robust and proven system.” For Hitachi’s IEP and AT200 fleets, LPA has designed bespoke IP66 enclosures that are fitted onto the vehicle body-ends to provide electrical connections across the inter-car gap. Whilst the boxes are new designs, the box construction and the internal connection system designs


ar e

pr LP ou d AG H on it to s ro & the ach upp up AT ir i o 20 IEP Ra rt/s up 0 pr , AT il pl oj 30 y ec 0 ts

LPA Connection Systems Innovative Connection Solutions for Rolling Stock. www.lpa-group.com


+44 (0)1799 512800

Product range includes: • Bespoke Connection Boxes

• Shore Supply Connectors

• 10Gbit/s-Ready Ethernet Jumpers & Backbones

• Modular Inter-car Jumpers & Receptacles

LPA Lighting Systems Innovative LED Lighting Solutions for Rail Interiors. www.lpa-group.com


+44 (0)1924 224100

Product range includes: • LED modules or complete luminaires

• Intelligent lighting control unit

LPA Hitachi Excil Connection Systems A4 Advert for Railway Strategies.indd 1

• Step lights, reading lights & USB chargers

• LED tube for retrofit or refurbishment 1/9/2017 12:21:25 PM

LPA Group

utilise existing modules with a proven rail pedigree, offering Hitachi the confidence that the installation would perform reliably and provide a long-life solution. The boxes and Jumper cables were mounted on LPA’s Dynamic Test rig and, using movements to replicate intervehicle movements encountered during a typical day in IEP service, they were tested for a simulated 15 years of service and passed without any issues. The products designed and manufactured by LPA Connection Systems also include its revolutionary 10Gbit/s Ethernet connector, which represents the first connector of its kind designed for use on rolling stock and its performance has been independently validated by third party test houses. The 4S-10G® Ethernet connectors quickly found applications within the comprehensive range of robust LPA inter-car jumpers and have successfully been retrofitted to multiple UK fleets. “This world first innovation required a lot of research and development work, as well as an extensive amount of validation to ensure that the final product was in line with the consistently high standards of the LPA brand,” says Managing Director, Greg Howell. “The new Ethernet technology was taken through all the usual Shock & Vibration and Dynamic testing, but additionally we conducted flex life testing of Ethernet cables and tested the product for electromagnetic compatibility (EMC), both to the current EN standard that modern rolling stock complies with, as well as more rigorous RIA 12 certification applicable to older legacy fleets.” LPA Lighting Systems Becoming part of the LPA Group at the turn of the Millennium, LPA Lighting Systems is a market leader in the design and manufacture of LED lighting systems for railway rolling stock and other high reliability markets. As a key player in the field of industrial lighting LPA Lighting Systems has continued to develop its range of products and has also recently taken the decision to rebrand. As Sales Director, Robin Capel-Dunn reveals: “As of mid-February 2017 the company name will change from LPA Excil Electronics to LPA Lighting Systems in order to better reflect the core activities of the business. During the past five years we have continued to expand into new areas such as industrial lighting and we believe that the name LPA Lighting Systems says more about what we do. This is a very exciting time for our company as this name change will come alongside the move to a new and bigger factory to accommodate our significant growth.” Within the rail industry, LPA Lighting Systems has developed a strong reputation through its long-standing relationships with key customers such as Hitachi, with whom it designed and manufactured the lighting system for the Javelin fleet of trains travelling on HS1 route. LPA also played an important role in working with Hitachi on the Intercity Express Programme (IEP) through the

development of a revolutionary LED lighting system. “The key difference between this system and other LED lighting systems used in rolling stock is that this was the first true indirect LED lighting system to be introduced,” elaborates Commercial Director, Damien Cunningham. “So rather than using overhead lights with diffusers in the front face the light is washed down the side walls of the train. It wasn’t until recently that there was sufficient light output available from LED devices to achieve this effect, but this has now become a fantastic LPA product and the first of its kind for rolling stock.” Further to developing high reliability LED lights, LPA Lighting Systems is also at the forefront of bringing revolutionary LED control technology to the rail industry: “We now have control units that allow us to independently dim individual luminaries, which allows us to set up various zones of light at different light levels with various dimming scenarios. Automatic fault reporting is available and we can compensate for the deterioration of light output from the LEDs as they slowly decay over time through our drive technology,” Damien says. “Equally we can link that to ambient light sensing and feedback loops that allow us to maintain a constant light output in the passenger environment during different situations.”

Connecting to the future Across the LPA Group innovation and long-lasting customer relationships are at the core of ensuring that the right solution is delivered to clients where needed. Operating with the mantra that ‘long life reliability does not cost the earth’, the group is able to develop bespoke engineering solutions to individual customer requirements that are built on proven in-house technologies and a vertically integrated production chain.

www.lpa-group.com 45

Qatar Rail Integrated Project

Extending the


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


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 1 of Hamad International Airport (HIA). The overall completion of Doha Metro now currently stands at 51 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 Western district of Al Riffa and Al Mansoura in the East 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 an elevated Al Riffa Station and Markus revealed that: “The Qatar Rail Green Line project has reached an overall progress of 65 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 and Lusail Stations 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 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. 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


Qatar Rail Integrated Project

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 44 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 19 to 29km per hour enables just one to two minute trips between adjacent stations and the aim is 25,000 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 also 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

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.

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. 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


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

7-8 March Middle East Rail Where: Dubai International Convention & Exhibition Centre, UAE Organiser: Terrapinn Tel: +97 144 402 501 Email: Jamie.hosie@terrapinn.com Web: www.terrapinn.com/exhibition/middle-east-rail/ 21-22 March Asia Pacific Rail Where: HKCECK, Hong Kong Organiser: Terrapinn Tel: +65 6322 2720 Email: sophia.ku@terrapinn.com Web: www.terrapinn.com/exhibition/asia-pacific-rail 28-30 March RailTech 2017 Where: Utrecht, the Netherlands Organiser: RailTech Tel: +31 306 981 802 Email: sales@railtech.com Web: www.railtech.com/railtech-2017 25-26 April World Metrorail Congress Co-located with Lightrail, Railpower and Railtel Where: Business Design Centre, London Organiser: Terrapinn Tel: 02070 921 166 Email: adam.hayward@terrapinn.com Web: www.terrapinn.com/conference/metrorail

25-27 April The Stephenson Conference: Research for Railways Where: Institution of Mechanical Engineers, London Organiser: IMechE Tel: 0207 973 1251 Email: eventenquiries@imeche.org Web: events.imeche.org/ViewEvent?code=C6344

13-14 June Africa Rail Where: Sandton Convention Centre, Johannesburg Organiser: Terrapinn Tel: + 27 115 164 000 Email: Tarryn.Theunissen@terrapinn.com Web: www.terrapinn.com/exhibition/africa-rail

26 April Rail Freight Group Conference Where: London Organiser: Waterfront Tel: 0207 067 1597 Email: conference@thewaterfront.co.uk Web: www.waterfrontconferencecompany.com/ conferences/rail/events/25th-annual-rail-freight-groupconference

21-22 June Railway Engineering International Conference & Exhibition Where: Radisson Blu Hotel, Royal Mile, Edinburgh Organiser: Railway Engineering Tel: 0131 447 0447 Email: exhibition@railwayengineering.com Web: www.railwayengineering.com

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

27-28 June World Metrorail Congress Americas Where: The Inn at Penn, Philadelphia, PA Organiser: Terrapinn Tel: +1 646 619 1787 Email: michael.ryan@terrapinn.com Web: www.terrapinn.com/conference/metrorail-americas 3-5 October Expo Ferroviaria Where: Rho Fiera, Milan Organiser: Mack Brooks Exhibitions Tel: 01727 814 400 Email: expoferroviaria@mackbrooks.com Web: www.expoferroviaria.com/eng

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

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

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

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

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

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


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

10-14 July 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: training@imeche.org Web: www.imeche.org/learning-and-development/ courses/railway

Editor Gay Sutton

editor@railwaystrategies.co.uk Sales Director Joe Woolsgrove



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