network march 2016

march 2016The magazine for our people

Scrapheap challenge

Brighton Du is steeling the show with its scrap rail recovery project

Also...Let’s talk business – new team brief pull-out insideSuicide prevention – the signs of distressThe drain game – new fleet of road rail vehicles helping to prevent floods

2network / MArCH 2016

March 2016

You can read Network in print or online at https://goo.gl/dkg989

Designed bybeetroot.co.uk

Get in tOUCHinternal.communications @networkrail.co.uk

Ryan Courtney,On track plant specialist

100% Network is a carbon neutral publication printed on Cocoon Silk (130gsm) 100% recycled stock. Do your bit and recycle Network.

Contributor’s welcome

What’s making news across the business

network knowledge

On the cover: Photographed at an access point in Horsham, Sarah Breden, team organiser, shows how removing scrap rail is done by Brighton DU. Read the full story on pages six to eight.

we’ve had a few soggy months across the network, with teams battling the elements. on pages 16 and 17, I show how the wales route has been using one of our new drainage vehicles to help reduce floods and maintain tracks.

network rail is prepping for one of its biggest easter upgrades yet and on pages four and five ellie Lawrence, tells us all about it.

Pages six to eight feature Sarah Breden, team organiser, as she leads another project as part of Brighton DU’s scrap rail clearance programme to improve safety.

Samaritans has launched its latest awareness campaign, supported by network rail, and Ian Stevens, suicide prevention programme manager, explains how our training can help to spot signs of distress on pages 11 to 13.

we look at the invention making pandrol clip removal safer (Page 14 and 15) and the Abbey wood station rebuild (page 18).

the first edition of talking Business is also inside – pull out the centre pages of the magazine to begin your team’s conversation.

Talking Business

PULL OUt

Use this Talking Business supplement in your monthly team briefi ng

Welcome to Talking

Business – a new team

briefi ng guide for

everyone in the organisation.

It’s included with every issue of

Network magazine and available on

Connect and Connect Mobile.

Each month the Talking Business

team brief will focus on one of

Network Rail’s 17 corporate

scorecard measures and ask ‘what

does it mean to you?’Our corporate scorecard shows

us how we are doing against our

targets for the year. Using it to

discuss how we can be better every

day can really make a difference to

our performance.Simply pull this supplement out

of your Network magazine, stick it

on the wall in your team brief area

and use the questions to guide you

through the discussion.There is additional information and

briefi ng materials for line managers at

connect/talkingbusiness.Mark Carne, chief executive, said:

“Talking Business is about having a

quality conversation, as a team, to

understand how you can focus on

the most important improvements

you can make together to be safer at

work and to improve performance.”

Four steps to using talking business:1. The centre-spread is the focus

point for each session. A copy of

the Talking Business pull-out or a

printed version can be displayed

for the team2. At the start of the meeting, line

managers should nominate a

team member to keep a note of the

discussion and send in the team’s

response to question four at the

end of the session 3. The featured topic should be

introduced and the team then

discuss and work through questions

one to four in the centre-fold

4. The nominated team member

should submit the team’s feedback

to question four by the date

requested. The best examples

will be highlighted on Connect.

lost time injuriesThis month’s Talking Business is about

lost time injury frequency rate, which

relates to time lost to injuries among staff

and contractors.More than 50 of our people are hurt

each month to the extent that they are

unable to work the next day. This number

is very high compared with other industries

and so we must focus on improving how

we work to safeguard ourselves and those

around us. In offi ces, slips, trips and falls continue

to play a big part in lost time injuries, and on

the front line there are many risks that need

to be managed in order to get everyone

home safe every day. Use this month’s Talking Business

team brief to talk about lost time injuries in

your team.

Workforce Safety Lost Time Injury Frequency Rate (LTIFR) 5.0%

0.5400.511

0.483

80,00090,000

Workforce Safety Workforce Close Calls (*Actual, **YTD) 3.0%

70,000Workforce SafetyYTD Close calls closed within 28 days (%) - 1 Period in ArrearsŦ 2.0%

40%50%

60%Passenger Safety Train Accident (PIM) - 1

Period in Arrears5.0%

1.9861.942

1.899

Ŧ Currently close out only calculated for Non-IP Close Calls

Level Crossing Risk Reduction

Level Crossing Risk Indicator Model

1 Period in Arrears 5.0%1.262

1.8932.524

89.7%90.0%

91%

PPMNational 12.0%

CaSLE & W 6.0%

2.9%2.8%

2.4%

92.5%94.5%

95.0%

Freight Freight Delivery Metric (FDM) 2.0%

Financial Performance Measure

Total Efficiency Generated (£m) excluding Enhancement

15.0%

- £200m0

+ £200m

- £100m0

+ £100m

Top 10 IP Renewals & Enhancement Milestones

Key milestones of top 10 renewals & enhancement

projects5.0%

68

10

Financial Performance Measure Enhancements (£m) 5.0%

7.5%8.4%

9.3%

CRI (Composite Reliability Index) Total 7.5%

All Delivery Plan Enhancement Milestones (%)

Interim and completion milestones of all

enhancement projects60%

80%100%

5.0%

3.153.32

3.49

CustomerSurvey Results 5.0%

90%100%

110%

Renewals (7 Key Volumes)

Volumes (Period & YTD Actual not

MAA)7.5%

Survey results of NR favourability amongst Lineside Neighbours who experience work (YTD) 52.0%53.0%

55.0%

Lineside Neighbours5.0%

81.0%83.3%

86.0%

PassengerSurvey Results 5.0%

3.05 3.00

83.0% 80.0%

0.536 0.528

5,516* 90,079**

1.212

87.1% 89.2%

92.4%

-15 -97

103.0% 96.2%

1.263

80% 78%

0 6

15.5% 14.6%

Satisfaction

Bonus Position

Safety

Train Performance

Financial Performance

Investment

Asset Management

FULL YEAR FORECAST

AREA PERFORMANCE

CURRENT PERIOD MAA

CURRENT PERIOD YTD

CURRENT PERIOD YTD

CURRENT PERIOD PRIOR PERIOD

PRIOR PERIOD MAA

CURRENT PREVIOUS

CURRENT PERIOD MAA

AIP % WEIGHTING

AIP % WEIGHTING

AIP % WEIGHTING

AIP % WEIGHTING

AIP % WEIGHTING

AIP % WEIGHTING

1.660 1.628

56.5% 55.9%

TARGET WORSE

THAN TARGET BETTER THAN TARGET

TARGET

WORSE THAN TARGET BETTER

THAN TARGET

TARGET


THAN TARGET

TARGET WORSE

THAN TARGET BETTER THAN TARGET

TARGET


THAN TARGET

TARGET


THAN TARGET

3.9% 3.1%

-17 -117

52.0% 52.0%

CORPORATE SCORECARD - PERIOD 10

94.3%

Home Train Performance

Finance & Efficiencies Enhancements

Satisfaction & Reputation

Asset Management Renewals

Safety

Other

50.0% 43.0%

35.0% 35.4% 35.6% 34.6% 35.5% 34.7% 35.0% 32.7% 0%

25%

50%

75%

100%

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13

56.5%

0.522

117,103

1.780

1.650

89.1%

3.1%

94.3%

-121

-144

9

77%

14.5%

95.6%

3.05

51.5%

81.5%

Page 5

Corporate scorecard Let’s talk business

LoSt tIMe InJUrY FreQUenCY rAte

01

ARe yOu tAlking business? Talking Business is a new style of team briefing which can be found in the centre pages of Network from this issue onwards. It’s for teams to use to talk about the measures in the corporate scorecard, and how everyone contributes to improving the company’s safety and performance.

Each edition of Talking Business focuses on one measure from the scorecard. The first one is lost time injury frequency and poses four questions for teams to discuss and feedback on.Find out more at connect/talkingbusiness


in the spotlight

Read more from page six

“Reporting something with the potential to cause harm or damage is vital to improving safety across the business. Between P1 and P11, 116,811 Close Calls were reported, with the National Supply Chain call centre typically handling 200 calls a day.

“We need to improve the quality of the information provided to reduce the time being used to make call backs because of missing information. To help with this, new ‘Good Call’ guidelines have been published on Safety Central to give everyone further guidance on what information they should be sharing when they report a Close Call.

“We’re using Close Call data to help understand and avoid recurring risks across the network. By receiving more details we can prevent more accidents and change policy and behaviour for a safer and better-performing railway.”Read the new guidelines at safety.networkrail.co.uk/Alerts-and-Campaign/Close-Call/Good-Call

Business Briefings 2016: regisTraTion now open ‘Delivering for our customers’ will be the theme for this year’s Business Briefings, which kick-off on 13 April at Stratford Circus Arts Centre in London and finish back in the city on 25 May.

Registration is now open for the 19 briefings being held across the country. Chief executive Mark Carne will speak at each of the events, which are being hosted by route managing directors and will feature other guest speakers.

Members of the executive committee will also visit a number of delivery units and signalling centres throughout April and May to meet with frontline colleagues.

Mark said: “I am delighted to invite you to join me again this year for the Business Briefings. Last year my senior colleagues and I were able to see more than 6,000 people from

all over Britain. These events are a fantastic opportunity to listen to your views and ideas, and make sure that your voice is heard in the decisions that we take as a business.”

The Business Briefings will be held in 11 locations across the network. Those who wish to attend can register now at connectedevent.co.uk/NRBB2016/BB

A national photo competition will also be launched as part of this year’s Business Briefings – entry details coming soon on Connect.

“The more data we receive about Close Calls the smarter we can be in preventing accidents,” says Oliver Eadsforth, head of health & safety systems and analysis, Safety, Technical & Engineering

royal name for crossrail Crossrail is to become the Elizabeth line in honour of Her Majesty the Queen.

The line will run from Reading and Heathrow in the west across to Shenfield and Abbey Wood in the east, running 24 trains per hour in each direction when the central section of the railway opens in 2018.

Patrick McLoughlin MP, Secretary of State for Transport, said: “Given Her Majesty the Queen’s long association with UK transport, it is very fitting that this vital link across our capital will be named the Elizabeth line in her honour.”Read the full story at connect/content/news/2016/Feb/Royal-name-for-Crossrail.aspx

new chief financial officer appoinTeD Jeremy Westlake has joined Network Rail as chief financial officer. He replaces Patrick Butcher, who leaves the company on 11 March to take up the role of chief finance officer at Go-Ahead Group.

Jeremy comes with a wealth of experience in senior leadership roles across the transport, engineering and manufacturing sectors both in the UK and overseas.

He was most recently senior vice president of finance at Alstom Transport in France. Previously he spent 14 years at Rolls-Royce in a range of senior finance and supply chain roles in the UK and the United States.


GettinG ready fOr

easteras network rail gears up for one of its biggest

easter upgrade programmes, network talks to ellie lawrence, apprentice technician and the face of the

latest ‘check before you travel’ campaign

Railway Upgrade Plan


“This Easter bank holiday weekend (25-28 March), I’ll be working with my team

at Basingstoke delivery unit as rail upgrades take place across the network.

“I’m in the second year of my apprenticeship; everything is really hands-on and what I learned in the first nine months is falling into place.

“I’d been volunteering at a heritage railway and steam funfair for 10 years and one of my friends knew how much I enjoyed it and suggested I look into engineering.”

The right decision “After some research I found the Network Rail apprenticeship and went from there. I made the right decision; I’m learning all the time, I work well with my team and my confidence is growing every day. We get guidance and help all the way through to get the qualification and then we’ve got a career for life, and a really enjoyable job.

“Since I joined the industry I’ve been amazed and inspired by the people around me and their commitment to make the railways better.

“I’m proud that I will be one of the 15,000 people improving the railway this Easter. We know upgrade works cause disruption but it’s the best time to do it as less people are using the railway. We’re making things better for passengers now and in the future.”

easter upgrades Easter 2016 will be one of biggest Easter investment programmes to date, with the business delivering more than 450 individual projects. Around £60m will be invested and 15,000 people will be out across the network.

Mark Carne, chief executive, said: “This Easter, our 15,000-strong army of rail workers will be working round the clock to deliver our Railway Upgrade Plan, providing better, more reliable journeys for passengers and businesses across Britain.

“I’m acutely conscious that many people want to use the railway during the Easter holidays, but with fewer people travelling by train over this four-day weekend, it is a good time to undertake these massive improvement projects. The vast majority of services will be unaffected by this programme with more than 95 per cent of the network open as normal.

“The number of people travelling by rail continues to grow to record levels. Our work this Easter forms a key part of our Railway Upgrade Plan to meet surging demand and improve and expand our congested railway network.” n

fasT facTsEaster works

More than 450 projects

Around £60m worth of upgrades

A 15,000-strong team out across the network.

need tO KnOWAlthough most of the network will be unaffected by planned improvement work, passengers are advised to check their journeys if travelling over Easter at nationalrail.co.uk


Safety and performance

frOm peril tO pOUnds

Back in 2013 little did Sarah know that her involvement in a lineside tidy initiative

would become a source of pride for the following 18 months as she directed a scrap rail recovery project.

While continuing her role as team organiser, her part-time project has reduced slips, trips and falls by clearing more than 1,200 tonnes of scrap rail, closed 16 Close Calls, and added £215,000 to Brighton delivery unit (DU)’s budget.

Network visited Sarah to learn more about the project and how it could benefit the whole business.

scrap rail’s moved from hazard to gold mine for Brighton delivery unit with help from team

organiser sarah Breden

a long-standing issue She said: “Permanent way teams are busy with maintenance work – keeping trains running. When dealing with defects or re-railing they clear scrap rail from the track and move it to access points.

“The scrap rail remains there until its removal, but there hasn’t been anyone dedicated to doing that.

“My manager, Peter Jackson, infrastructure maintenance delivery manager, asked me to assist with the lineside tidy initiative run by John Gill, infrastructure services director. Following the good work achieved,


I asked my manager if I could set up a scrap rail project to improve trackside health and safety by clearing historic scrap rail.

“We also had to address a complaint from the Office of Rail and Road (ORR) regarding scrap rail at our Parish Lane access point which had been there for more than six years.”

safety first “The most important part of this work is improving safety. Thirty per cent of our Close Calls relate to slips, trips and falls, some due to scrap rail left on troughing lids and walking routes.

“As a business we’re improving and becoming more aware of what we do on track, but we need to educate staff about stacking scrap rail in a safe area.

“Visibility for lineside neighbours is also important. For example, the Gatwick Airport area had lots of scrap rail lying around. An untidy lineside doesn’t portray Network Rail in a very good light.

“This type of project could work network-wide. Brighton DU still has three years of scrap rail clearance left. After an initial clearing effort of all routes, it would be cheaper and easier to clear future scrap rail if monitored closely.

fasT facTsScrap rail

More than 1,200 tonnes of scrap rail has been cleared around Brighton DU, generating £215,000

Scrap rail can be used again by Network Rail or sold

It can be cut on site or transported to a secondary location where it is cut into 30 foot-long pieces and sold to scrap-metal dealers.


Tony Sutton, section supervisor, Horsham“This project is important because we need budget to do all the work we currently do. Our guys come out on weekends and at night, and the only way we can keep on doing it is by putting money back into Network Rail. I’ve got lads who go out patrolling on the track and find pieces of rail in the cess and troughing and it’s dangerous. The more we can get (scrap rail) off the track, the safer it will be.”

“I believe the most efficient way to monitor the process and finance is to have an individual directing the recoveries.”

Behind the scenes“Removal of scrap rail takes constant planning, organisation and administration. My support has helped maintenance teams who don’t have time and resources to ensure its timely removal.

“I carry out weekly site visits to locate scrap rail and go through Close Call reports. Teams sometimes contact me to assist with clearance of scrap rail in their areas.

“If scrap rail is trackside, I need to organise the recovery during possessions, which are not always available. If it’s lineside, then its recovery is safer and costs are lower.

“I try to organise most recoveries by road because it’s a third of the cost of doing it by train. We receive £191.80 per tonne for scrap metal. Revenue generated always outweighs costs of recovery because I wait until we have 50-70 tonnes per site prior to its removal. The financial return for the DU can be put into other projects like our defect or lookout operated warning systems teams.” n

Safety and performance(continued)

left: scrap rail being cleared at horsham.Below: a birds-eye view of the lorries being loaded

above: sarah Breden has led the scrap rail recovery project for 18 months


tHINGSyou need to know about...

5what is it?There’s 20,000 miles of railway in Britain, and an estimated 2.5m trees alongside much of it as well as foliage, shrubbery and woodland. Managing vegetation ranges from identifying habitats and any legally-protected species to trimming back plants encroaching on the railway and cutting down trees.

why do we do it?Between 2013 and 2014, trees caused 1,800 incidents that disrupted rail services across the network.

Vegetation management teams throughout the routes clear trees and foliage to keep the railways safe for passengers and trackside workers, and to help train services continue to run reliably in all weathers.

Infrastructure Projects teams will also clear vegetation to make space for new infrastructure.

how’s it done?Whenever possible, vegetation clearance is carried out while trains continue to run, but sometimes lines have to be closed to cut back trees that are already very close to overhead lines.

Generally vegetation within six metres of the track is cleared, along with trees beyond this that could fall and strike the line or electrical equipment.

Low-lying shrubbery past the six-metre point could also need cutting back so teams can work safely without trip hazards.

Ecological surveys help to identify any habitats and evidence of legally-protected species so teams can identify steps to avoid or minimise the impact on them.

Vegetation management

vegetation management


giving neighbours a voiceStephen Lowe, rail lineside maintainer, LNW, explained how his team is working with lineside neighbours to

give them more understanding about vegetation on the railway.

“We’re embracing all of our lineside neighbours by running events to bring people as close to our work as possible.

“All have similar concerns about trees coming down and the environment and they want to know why. We need to be there to listen and tell them about the work. “It’s a big task but it’s exciting and I get to visit so many people.

“People now have a voice and can come and talk to us and hopefully when we leave they’ll have a lot more understanding about the safe operation of the rail network.”

Being responsible Amelia Woodley environment manager, Infrastructure Projects (IP), has been leading a pilot to deliver net

positive (putting back more vegetation than is removed by projects) through the biodiversity offsetting framework involving

local authorities and conservation groups.She said: “We often don’t have the

physical space on our network to deliver net positive so offsetting, a Department for Environment, Food and Rural Affairs initiative, can help with this as a last resort.

“We developed a model based on the Thameslink programme’s sustainability policy and have been testing it in various areas across IP.

“Our approach is to offset the same kind of habitat that is lost, and make it better than the original where possible. We make sure it’s as local as possible so communities still benefit and try to connect to other habitats so species can migrate around.

“We’ve been working with some big conservation organisations such as the RSPB and Natural England, giving them the opportunity to challenge us on our approaches. Both have come forward to say they see Network Rail’s approach as best practice moving forward. It’s really building up our reputation in this area.” n

Vegetation management(continued)

find OUt mOreRead more about vegetation in the Connect special at bit.ly/ConnectVeg

offsetting makes it possible to replace what vegetation is lost on the lineside with biodiversity, such as planting trees, in another location.

talking Business

pUll OUtUse this talking Business supplement in your monthly team briefing

Welcome to TalkingBusiness – a new teambriefing guide for

everyone in the organisation.It’s included with every issue of

Network magazine and available on Connect and Connect Mobile.

Each month the Talking Businessteam brief will focus on one of Network Rail’s 17 corporate scorecard measures and ask ‘what does it mean to you?’

Our corporate scorecard shows us how we are doing against our targets for the year. Using it to discuss how we can be better every day can really make a difference to our performance.

Simply pull this supplement out of your Network magazine, stick it on the wall in your team brief area and use the questions to guide you through the discussion.

There is additional information and briefing materials for line managers at connect/talkingbusiness.

Mark Carne, chief executive, said: “Talking Business is about having a

quality conversation, as a team, to understand how you can focus on the most important improvements you can make together to be safer at work and to improve performance.”

four steps to using Talking Business:1. The centre-spread is the focus

point for each session. A copy of the Talking Business pull-out or a printed version can be displayed for the team

2. At the start of the meeting, line managers should nominate a team member to keep a note of the discussion and send in the team’s response to question four at the end of the session

3. The featured topic should be introduced and the team then discuss and work through questions one to four in the centre-fold

4. The nominated team member should submit the team’s feedback to question four by the date requested. The best examples will be highlighted on Connect.

lost time injuriesThis month’s Talking Business is about lost time injury frequency rate, which relates to time lost to injuries among staff and contractors.

More than 50 of our people are hurt each month to the extent that they are unable to work the next day. This number is very high compared with other industries and so we must focus on improving how we work to safeguard ourselves and those around us.

In offices, slips, trips and falls continue to play a big part in lost time injuries, and on the front line there are many risks that need to be managed in order to get everyone home safe every day.

Use this month’s Talking Business team brief to talk about lost time injuries in your team.

Workforce Safety Lost Time Injury Frequency Rate (LTIFR) 5.0%

0.5400.511

0.483

80,00090,000

Workforce Safety Workforce Close Calls (*Actual, **YTD) 3.0%

70,000

Workforce Safety YTD Close calls closed within 28 days (%) - 1 Period in ArrearsŦ 2.0%

40%50%

60%

Passenger Safety Train Accident (PIM) - 1 Period in Arrears5.0%

1.9861.942

1.899

Ŧ Currently close out only calculated for Non-IP Close Calls

Level Crossing Risk ReductionLevel Crossing Risk Indicator Model1 Period in Arrears 5.0%

1.2621.893

2.524

89.7%90.0%

91%

PPMNational

12.0%

CaSLE & W

6.0%

2.9%2.8%

2.4%

92.5%94.5%

95.0%

Freight Freight Delivery Metric (FDM) 2.0%

Financial Performance MeasureTotal Efficiency Generated (£m) excluding

Enhancement15.0%

- £200m0

+ £200m

- £100m0

+ £100mTop 10 IP Renewals & Enhancement Milestones

Key milestones of top 10 renewals & enhancement projects5.0%

68

10

Financial Performance Measure Enhancements (£m) 5.0%

7.5%8.4%

9.3%

CRI (Composite Reliability Index)Total

7.5%

All Delivery Plan Enhancement Milestones (%)Interim and completion milestones of all enhancement projects

60%80%

100%

5.0%

3.153.32

3.49

CustomerSurvey Results 5.0%

90%100%

110%

Renewals (7 Key Volumes) Volumes (Period & YTD Actual not MAA) 7.5%

Survey results of NR favourability amongst Lineside Neighbours who experience work (YTD)

52.0%53.0%

55.0%

Lineside Neighbours5.0%

81.0%83.3%

86.0%

PassengerSurvey Results 5.0%

3.05 3.00

83.0% 80.0%

0.536 0.528

5,516* 90,079**

1.212

87.1% 89.2%

92.4%

-15 -97

103.0% 96.2%

1.263

80% 78%

0 6

15.5% 14.6%

Satisfaction

Bonus Position

Safety

Train Performance

Financial Performance

Investment

Asset Management

FULL YEAR FORECAST

AREA PERFORMANCE

CURRENT PERIOD MAA

CURRENT PERIOD YTD

CURRENT PERIOD YTD

CURRENT PERIOD PRIOR PERIOD

PRIOR PERIOD MAA

CURRENT PREVIOUS

CURRENT PERIOD MAA

AIP % WEIGHTING

AIP % WEIGHTING

AIP % WEIGHTING

AIP % WEIGHTING

AIP % WEIGHTING

AIP % WEIGHTING

1.660 1.628

56.5% 55.9%

TARGET

WORSE THAN TARGET

BETTER THAN TARGET

TARGET

WORSE THAN TARGET

BETTER THAN TARGET

TARGET

WORSE THAN TARGET

BETTER THAN TARGET

TARGET

WORSE THAN TARGET

BETTER THAN TARGET

TARGET

WORSE THAN TARGET

BETTER THAN TARGET

TARGET

WORSE THAN TARGET

BETTER THAN TARGET

3.9% 3.1%

-17 -117

52.0% 52.0%

CORPORATE SCORECARD - PERIOD 10

94.3%

HomeTrain

Performance Finance & Efficiencies Enhancements

Satisfaction & Reputation

Asset Management Renewals

Safety

Other

50.0% 43.0%

35.0% 35.4% 35.6% 34.6% 35.5% 34.7% 35.0% 32.7%

0%

25%

50%

75%

100%

P1P2

P3P4

P5P6

P7P8

P9P10

P11P12

P13

56.5%

0.522

117,103

1.780 1.650

89.1%

3.1%

94.3%

-121

-144

9

77%

14.5%

95.6%

3.05

51.5%

81.5%

Page 5

corporate scorecard let’s talk business

LoSt tIMe InjUry freqUenCy rAte01


Why does this matter to Network Rail and our team?

Q2: Why is it important?

mOre

infOrmatiOn

Log on to connect/

talkingbusiness to

download useful guides

and tools for your

briefings

Scorecard metric: lost time injury frequency rate

Do we know what it is? What kinds of lost time injuries have we experienced in our team?

Q1: What is lost time injury frequency rate?

mind your step slips, trips and falls are one of the most common causes of lost time injuries among our people. Twisted ankles, sprained wrists, cuts, bumps and bruises can be avoided if we take care to avoid distraction and falling into bad habits.


What one practical step can our team take to make a difference and reduce lost time injuries?

Q4: What can we do to make a difference and be better every day?

What is our performance like in this area at the moment?

Q3: How are we doing?

Scorecard metric: lost time injury frequency rate

-----------------------------------------Write your answer here.

-----------------------------------------Manager name and contact number.

-----------------------------------------send your response...Nominate one team member to share your answers by 3 April, using one of the following:

[email protected] or call: 07734649138 Talking Business, Quadrant:mk, caldecotte 2-f, elder gate, milton keynes, mk9 1en

The best of these will be highlighted as best practice.

safety is a priority for us all. here we take a look at lost time injury frequency rate and why the scorecard measure is so crucial in helping everyone at network rail to improve

talking Business

safety first: fast facts

what is lost time injury frequency rate (lTifr)?LTIFR is the rate our people are experiencing accidents at work. We capture details on all accidents and record the frequency of them.

More than 50 of our people are hurt each month to the extent that they are unable to work the next day. This number is very high compared with other industries and so we must focus on improving how we work to safeguard ourselves and those around us.

how do we measure it? We capture details on all accidents and record the frequency of them per 100,000 hours worked.

If our lost time injury frequency rate was 1.0, that would mean we are experiencing one accident per 100,000 hours.

what’s our target for this year?Our target for 2015/16 is 0.511 and in Period 10 we were at 0.536.

what are the most common injuries that drive these figures?• Slips, trips and falls• ‘Struck by’ or ‘Contact’ events (being

hit or you hitting something)• Manual handling

focus on: slips, trips and fallsTwisted ankles, sprained wrists, cuts, bumps and bruises can be avoided and often occur at similar moments in time.

Here are seven things we can all do to keep out of harm’s way in such moments:1: Take extra care when stepping out

of your vehicle.2: Stay focused first thing: many

accidents happen within the first 60 minutes of a shift.

3: Take extra care when it’s slippery and wet.

4: Always step ballast to ballast on the track.

5: Always use the handrail on stairs.6: Don’t walk and talk: a large

percentage of our slips, trips and falls happen because someone was distracted.

7: Before starting work tidy up your work site, clearing away any potential hazards.

For more information on this scorecard topic go to: connect/talkingbusiness



spOttinG tHe siGns

as samaritans launches its latest awareness campaign on behalf of the rail industry, network finds out how network rail’s training programme

can help to prevent suicides

Suicide prevention


Since 2010 Network Rail has been working with Samaritans to raise awareness of the charity’s

support services for those struggling to cope with life’s problems. Through the partnerships’ suicide prevention training, people across the rail industry are being taught listening skills to identify at-risk individuals and offer help and support.

Network asked Ian Stevens, suicide prevention programme manager, how the training can help people to spot a person in distress.

He said: “The course plots the journey of an intervention, from the signs that someone might be in distress – erratic behaviour, removing jewellery or standing alone – to approaching them, offering support and knowing the best way to ultimately deal with them.

“Getting people to understand what can make somebody suicidal and how they can get to the point of wanting to take their own life, allows our people to have more empathy towards them and the situation they are in.”

a small window “The course is also there to debunk urban myths. When I joined the railway 30 years ago, I was told that I shouldn’t approach anyone who looked like they might take their own life because they’ll ‘take you with them’.

Bradley coomber explained how the

training helped him to be more

empathetic and how to look for

signs of distress

“Today we know it’s very much the opposite – the story from so many survivors is of thanking someone for talking to them. People take their lives in a very small window of time; if we can intervene in some way in the first 30 minutes, the odds of that person trying to take their life again are very low.

“I absolutely commend an individual who can go up to a person and ask if they’re ‘OK‘ without any hesitation, but it can be daunting for people. I’ve done it twice and been told rather impolitely to go away. The course teaches you not to worry and it’s better to approach and be shouted at, than not approach at all.”

Training in action Bradley Coomber, mobile operations manager, Western route, attended a Samaritans managing suicidal contacts course in late 2015 and within a week found himself using his training.

He said: “I saw a young man standing still with his hands by his sides and his head bowed. From his position and body language, I knew he was suicidal.”

“I approached him, asked if he was alright, and said he could come with me to my office. During the walk he was silent; it wasn’t until we got to my office that he started a conversation with me.

“We spoke until the emergency services arrived and in that time he

Suicide prevention(continued)


went from ‘wanting to die’ to wondering why he ‘could do such a thing’.

“He was relieved that he didn’t carry out his initial intentions and was happy that I was there for him. He went with the paramedics willingly.

“He shook my hand and gave me a hug. I may not have solved all his problems, but for one moment he had someone looking out for him which, I guess, was what he needed.”

gaining an understanding “In the past I would have regarded him as just another trespasser. But the Samaritans training taught me to be more empathetic, to look for signs of distress and how to deal with that person.

“The training also helped me understand what Samaritans is; I was confident enough to give the young man a Samaritans contact card, so in the future he would know where to seek help before he reached another low point.”

Ian added: “The ambition is to get as many people in the railway industry through this training as possible. We appreciate it’s difficult to get time off work so we’ve created a Learning Tool with videos which show what to look out for. These can be found at nspsglearningtool.co.uk.” n

aCCess tHe traininGVisit the suicide prevention Connect page to book a place on the course at bit.ly/Connectprevention

samaritans campaign Samaritans’ new campaign is called ‘We Listen’ and aims to show people that while it’s easy to hide feelings, when someone listens it’s easier to open up and work through problems.

If you’ve been affected in some way by this story or are having problems Samaritans is there for you – call free on 116 123.

fasT facTsSuicide prevention partnership

The partnership has seen more than 11,500 rail-industry staff trained in listening and confidence skills, enabling them to identify people at risk and help them

Since April 2015, railway people may have prevented more than 450 people from harming themselves on the rail network.

“ He shook my hand and gave me a hug. I may not have solved all his problems, but for one moment he had someone looking out for him which, I guess, was what he needed.

”

roy evans and Toby keats’ new invention puts a stop to flying pandrol clips

it’s a KnOCKOUt

Better every day



Injuries from flying pandrol clips are unfortunately a common occurrence in Network Rail.

The current methods of removing clips are either physically difficult or require the use of quite restrictive PPE, like masks that tend to fog.

In the spirit of innovation and safety, Phil Hufton, managing director, England and Wales, opened a challenge across all routes to find a better way to remove pandrol clips.

The winning idea was a steel mesh safety cage that fits around the pandrol clip mounted onto nylon rollers that can move along the rail with the use of a steering handle. The cage is fitted with a spring-loaded striker that is hit by a hammer to remove the clips.

The story behind the idea Roy Evans, left, infrastructure maintenance delivery manager, said: “It was Sarah Mitchell, our head of route safety health and environment, who challenged us to come up with an idea.

“The thought struck me (pardon the pun) that a good solution would be to let the pandrol clip fly freely after striking it but catch it immediately after the removal.

“On the train home that night I sketched up the idea in the form of a bespoke safety cage to fit around the pandroI clip. I then considered that we would need to move the cage along the rail to remove successive clips and added a steering handle.

“The final part was to figure out how to actually knock the clip out in a controlled way. I trained as a carpenter in my early working years and the

thought of designing something along the lines of a nail punch came to me.

“The next day I nipped to the store, bought some bits and bobs and made a first wooden mock-up in my garden. Back at the depot, I got the team together, determined the final striker position and angles within the cage to make a full-size working model.”

safety validation “The pandrol striker will not engage until the cage is fully lowered, so there is no risk of clips flying uncontrolled any longer.

“The position of the striker means that the pandrol clip is hit at the right spot every time so less impact force is needed and therefore a much lighter hammer can be used. The weight of the equipment is minimal and when in use is supported on the rail.

“The ergonomics of bending over using a smaller hammer is a concern but it can be resolved by using different handle lengths. Ergonomics will play a part in the final safety validation for the pandrol knocker.

“The safety validation certificate is not yet in place but we are actively working on that and on the procurement and manufacturing process. The final product version will be made from a combination of mild steel and high tensile steel.” n

Phil Hufton, managing director, England and Wales“This is a fantastic example of practical, innovative thinking. It represents just the sort of safety culture we want – people working together to find a solution to a real safety risk. It is low cost, easy to use and will help avoid some potential serious and painful injuries, contributing to everyone going home safe every day.”

Toby keats (below), safety advisor, worked with roy on the device

roy made a wooden mock-up in his garden to test out his design


Safety and performance wHat’S

BIG, yeLLow

aNd tHIrSty ?a fleet of eight drainage road rail vehicles (rrVs) which can help reduce flooding has been mobilised across the network


using rail whales to clear drainage

systems means there’s less chance

of colleagues having to dig them

out by hand

fasT facTsRRV vital statistics

The RRVs were built by two companies; Hilton Engineering of Maastricht and Whale Tankers

Each is capable of suctioning ballast, debris, sand, silt and water from a minimum height of eight metres below rail and a distance of 20 metres

Each has a storage tank of around 1,000 gallons with a jetting pump pressure of 2,000psi.

Eight 26-tonne drainage RRVs, dubbed ‘rail whales’, have been introduced to various

routes to reduce flooding by clearing track-side drainage.

Currently Anglia and Wales each have one, with three for London North East & East Midlands and London North West (LNW).

Simon Laverie, project manager, Network Operations Programmes, said: “The RRVs are a

new addition to assist the frontline in protecting and maintaining Britain’s vast rail infrastructure.”

fully capable “They can be used for the inspection, clearing and maintenance of track-side drainage systems at any time of the year. Each is fully capable of travelling on Network Rail infrastructure.

“During the autumn months, each shedding tree and bush increases the amount of groundwork and maintenance needed to reduce flooding and minimise potential safety risks. An RRV can help with this significantly.

“This is a pivotal moment for Network Rail, as we would typically hire in this type of specialist vehicle. Operating and maintaining a fleet of RRVs built to our exacting specifications is a cost-effective solution delivering safety and efficiency benefits.”

flood support Ryan Courtney, on track plant specialist, Network Operations, has been operating a drainage RRV

since it arrived in Wales.

He said: “We’ve had our RRV in the route since November 2015. There were a few teething issues to start with but this was just a manufacturing matter – it hasn’t missed a trick since.

“Due to the recent storms and bad weather we’ve used it for various flood-related faults – both on and off the tracks. The usually small outpour of water from a rock face in Trehafod turned into a mini waterfall which went across a two-track layout. We were up there for about a week clearing the drainage, which would have taken even longer without the RRV.

“We have areas where there is steep banking that comes down onto a Network Rail-owned road, which is just before privately-owned gardens and houses and the rear of which is Network Rail land. We have to maintain these to prevent flooding which is why it’s handy that the vehicles operate on the road too.”

a real asset “We’ve built the machine into our maintenance schedules and, although it’s early stages, our drainage inspectors have used the My Work app to identify areas that need attention. The RRV is going to be a real asset with this.

“It’s allowing us to be much safer and more efficient – it minimises manual shovelling for one thing. We’ve also seen cost savings through not having to hire drainage vehicles.

“It will hopefully allow us to be more proactive instead of reactive when it comes to flooding – using the drainage machines to improve track quality should improve situations caused by storms and heavy rainfall.” n


WOOd WOrKsnetwork gets the latest on the abbey wood station rebuild

fasT facTsAbbey Wood

Abbey Wood station will open in 2017

The number of passengers using the station is predicted to treble in 15 years, with the morning peak increasing to more than 10,000 by 2026

When Crossrail opens in 2018, passengers will benefit from an extra 12 trains an hour, linking Abbey Wood with central London and beyond.

Since 2013 Network rail has been working to completely rebuild Abbey Wood station

as part of the Crossrail Programme. Since then the construction site has transformed with the demolition of the old station, building and opening of the interim station, the building of two new footbridges and significant track work.

When the new station opens in 2017 it will provide a major improvement in public transport for local people. The two-level station will be built over the new Crossrail lines and those used by the North Kent Line. It will include a bright, spacious concourse, six lifts providing step-free access to each platform and new retail units.

one piece at a time Andy Ring, senior construction manager, explained. “Abbey Wood station takes commuters into central London and East Kent on a narrow two-road rail corridor, cutting between residential properties on either side,” he said.

“It’s because of this unique setting that our works require one piece of the jigsaw to be completed before the next can start, requiring five years of construction.


We’re also trying to minimise disruption to Southeastern passenger services, with many activities only able to take place at night and on weekends.

“We commissioned the first of four new platforms at the end of February, allowing us to begin demolishing the old London-bound platform and rebuild the second new platform for opening in August 2016.

“We’ll then concentrate on bringing the new station building out of the ground and starting the Crossrail platform, taking us through 2016 and into 2017 when we will bring the Southeastern element of the new station into use.”

linking communities“At the end of the project, Abbey Wood will have seen approximately two miles of the existing North Kent Line infrastructure shifted sideways to make way for the additional Crossrail infrastructure which will terminate in Abbey Wood station. The project will also deliver a new North Kent Line island platform, separate island platform for Crossrail services and the replacement of two footbridges linking the north and southside communities across the railway.” n

Behind the hoardings

Andy Ring, senior construction manager


Have your say: text-controlled lighting

Text-controlled lighting can improve safety and save money

William James, mechanical engineer, building and civils design group, recently explained

how he and his team put their heads together to come up with a solution to track lighting problems. The result: lighting controlled by mobile phone. Here’s what you said:

“Well done to William James and team involved for coming up with this innovative idea and implementing it.”faisal farooq, manchester

“Great idea, we have a few sites this would work well if retrofitted. Let’s hope it gets approval.”mick pearson, rugby

“Well done to you Will, Gordon and Chris. It’s also nice to know that BCDG’s good works are being noted.”carole Douglas, london

“Well done William. Great idea; nice to see you are getting some recognition for this.”James hutchison, glasgow

network news

lamington: work to repair lamington Viaduct finished two weeks ahead of schedule to get the west coast main line reopened to passengers. initial damage to the Victorian-built viaduct is thought to have been caused by a storm on new year’s eve.

rochester: The new train station has been officially opened by his royal highness The Duke of kent. The £26m station was completed in December, with more than 250,000 journeys having been made through the new station to date.

port Talbot: a new footbridge as part of the £11m regeneration of port Talbot parkway station has opened. The footbridge helps to join communities in the town together by providing better step-free access to the public across port Talbot. it houses a new ticket office, waiting area, customer facilities and steps and lift access to all platforms.

cheshire: The railway line between crewe to manchester and sandbach to northwich has reopened after a £17m project to protect cheshire’s most iconic railway bridges from the elements, making the railway safer and more reliable.

read mOreCatch up on all the latest Network Rail news on Connect and Connect Mobile

22,000

colleagues using the Close Call app

116,811 Close Calls reported between P1 and P11

56% closed within 28 days

(against a target of 50%)

2,000 responsible managers facilitating

closure and resolution of calls

Close Calls in numbers

fault first

Where there is a threat tosafety, log as a fault firstthen report the Close Call

location

Where is it? Be as specific as possible

problem

What is it and what is the potential

impact?

solution

What action have you taken or what action

is needed?

top tips for reporting a good Close Call

• Use the Close Call app • Telephone 01908 723500

•Email [email protected]

How to report a Close Call

Visit safety central at bit.ly/nrgoodcall

find out more

network march 2016

Documents