railway strategies issue 115 early edition
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The latest edition of Railway StrategiesTRANSCRIPT
RAILWAYS T R A T E G I E Szzzzzzzzzzzzzzzzzzzzz
Issue 115 EarlyF o r S E N I o r r A I L M A N A G E M E N T
New art commissioned for Tottenham Court
Road station extension
Winner of RICS Infrastructure
Photography competition announced
Battery powered train carries first passengers
Resilience planning
FOCUS ONInfrastructure
FOCUS ONPermanent Way
FOCUS ONStations
NEWS
Interview: FutureRailway’s
Marcus Mayers – building a strong innovation base P6
www.railwaystrategies.co.uk 1
ChairmanAndrew Schofield
Managing DirectorMike Tulloch
Editor Gay Sutton
Managing EditorLibbie Hammond
Editorial Designer
Jon Mee
Advertisement Designer
David Howard
Profile EditorLibbie Hammond
Advertisement SalesDave King
Head of Research
Philip Monument
Editorial ResearchersKeith Hope
Gavin WatsonTarj Kaur-D’Silva
Mark Cowles
AdministrationTracy Chynoweth
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, 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.
Published by
Schofield Publishing Cringleford Business Centre,
Intwood Road, Cringleford, Norwich NR4 6AU
Email: [email protected]
Tel: 01603 274 130Fax: 01603 274 131
Much has been written, over the Christmas and New Year period,
about the chaos of engineering overruns, line closures and what
the media has dubbed the lack of effective contingency planning.
Engineering has always been a profession of problem solving, and there
are times when with the best will in the world engineers will be unable to
achieve the expected result in the timescale expected. How to deal with the
consequences, however, can make a huge difference to the outcome, and to
public opinion. It’s good to see that the industry is to formally review the timing
of engineering works, to reduce the impact of overruns.
While the options for managing overruns may be limited, good
communication and customer care are absolutely essential. In this issue, we
look at customer relationships from several perspectives. Turn to
page 27 for a fascinating opinion piece from Amanda Clack of the Royal
Institute of Chartered Surveyors. She talks about the surprising but basic lack
of understanding of the term infrastructure among the general public.
How can rail improvements gain public support if their significance is not
fully understood?
Meanwhile, Sam Russell describes some of the ground breaking work
London Overground Rail Operations is doing with its local communities, and
the impact this is having on passengers and staff. Finally, Richard Parsons
explores some of the latest tools for engaging and communicating with the
passenger across a wide range of channels.
If you have any comments or opinions on this or any of the topics we cover
in the magazine, please do get in touch: [email protected]
From the Editorzzzzzzzzzzzzzzz zzHave your details changed? Are you reading someone else’s copy of Railway Strategies?Please email: [email protected] to amend your details or request a regular copy
Issue 115 ISSN 1467-0395
Railway Strategies by emailRailway Strategies is also now available by email as a digital magazine. This exciting development is intended to complement the printed magazine, which we will continue to publish and distribute to qualifying individuals, whilst also giving added value to our advertisers through a more widespread circulation. To secure your continued supply of Railway Strategies in either digital or hard copy format, please contact our subscriptions manager Iain Kidd ([email protected]).
Public opinion
Features
Profiles
Interview - Marcus Mayers 6A radical new freight bogie is being funded by FutureRailways. We hear how it could form the basis of an exciting new rail innovation hub Gay Sutton
The art of communicating 12How communicating through multiple channels can improve the efficiency and quality of rail servicesRichaRd PaRSonS
Challenging traditional thinking 13Three important changes that could fundamentally improve safety on the railwaysJaSon PeaRce
Giving safety the green light 14The role research, training and best practice can play in improving safetyMaRy claRke
Learning from the airlines 16Tempting the passenger with offerings in comfort and service they simply can’t refuseniGel lawSon
zzzzzzzzzzzzzzzzzzzzzzzzzContents
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16
vonRoll casting 38 Craig & Derricott 40 Semmco 43 Touax Rail 46 V.S. Rail 50 Zonegreen 54 FP McCann 56Stadler Rail 62 IDOM 65 ADComms 68 Arriva TrainCare 72 Kier Group 78Nexus 81 Taylor Woodrow 86
News
Focus on Stations Working with local communities 18
How London Overground Rail Operations works to be a good neighbour to the community – Sam RuSSell
Improving station accessibility 22Improving disabled access at railway stations, and the types
of handrail that are most cost effective – VeRnon BaRRy
Entering the jet age 24 The first station installation of a new jet thrust fan system
takes place at Birmingham New Street
Focus on InfrastructurePublic opinion is crucial 27
Resistance to infrastructure development was a problem even for Brunel. How we can we improve public opinion of
infrastructure investment? – amanda ClaCk
Configuring the future 28The mysteries behind the design, integration and
optimisation of modern mass transit networks – SiemenS
Sound: an infrastructure blind spot? 32Using sound creatively to improve comfort and behaviour on
the railways – GRaeme HaRRiSon
Mobility = greater resilience 34Mobile apps – a crucial tool for reducing the risk of
disruption this winter – CatHal mCGloin
Focus on Permanent way Gearing up for improvement 36
Intelligent electrical switchgear – delivering superior safety, reliability and performance – maRk BeSwiCk
Industry 4Infrastructure 10
Stations 21Rail Alliance 26
Appointments 31Conferences & Exhibitions 89
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11 Cover story
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zzzzzzzzzzzzzzzzzzzzz NEWS I Industry
4 www.railwaystrategies.co.uk
IN FACTh 5.8% The latest Passenger Rail Service
Satisfaction data to be published
by the ORR show that the rail
passenger complaint rate has
risen by 5.8% in comparison
with the same quarter last year.
Train service performance, which
includes punctuality, was the
leading cause of complaint.
28.3m record In the run up to Christmas, the
London Underground carried
over 28.346 million people in one
week. This broke the previous
record set during the 2012
London Olympic Games when
28.235m journeys were made.
Passenger numbers have risen
by a third in the last ten years.
38% at risk More than a third (38%) of travel
and transportation workers put
their health at risk by putting off
visiting the doctor, according to
a survey from the British Heart
Foundation.
39% said they had too much
work to do to take time off.
96.6% on time National Express train operator
c2c has been named the most
punctual train operator during
2014, according to Network Rail.
Across the year, 96.6% of c2c
trains arrived on time.
Meanwhile, the national average
was 89.6% punctuality.
Prototype battery-powered train carries its first passengers l The first battery-powered train to run on Britain’s rail network in more than half a century
has carried its first passengers. This marks an important milestone in the FutureRailway
project to demonstrate the viability of an eco-friendly Independently Powered Electric Multiple
Unit (IPEMU) for bridging the gaps between electrified parts of the network, and also running
on branch lines where it would be too expensive to install overhead electrification.
Successful retrofitting and trials were undertaken last year by Bombardier at test tracks in
Derby and Leicestershire. The modified Class 379 Electrostar battery-powered train is now
scheduled to run in weekday timetable service for five weeks between Harwich International
and Manningtree stations in Essex, operating as part of Abellio Greater Anglia’s fleet.
Network Rail Principal Engineer James Ambrose said: “After months of engineering and
testing, the train is running just as we would like it. We’ll be using this five-week period to
gather data on how it handles during passenger service – most travellers will recognise how
quiet and smooth the ride is compared to a diesel-powered train.”
Any future IPEMU would most likely be designed as a new train and not an adapted
unit, to minimise energy consumption, but this project will also provide useful
information for retrofit.
Partners working on the IPEMU project are: Network Rail, The Rail Executive arm of the
Department for Transport, FutureRailway, Abellio Greater Anglia and Bombardier.
Batteries Included - the
modified Class 379 Electrostar
carrying its first passengers
Hitachi training carriage arrives in the UK
Hitachi training carriage arrives in UK via the Port of Tynel A training carriage for the Hitachi Rail Europe plant in Newton Aycliffe, County Durham, has arrived in the Port of Tyne where it will be
stored before being delivered to the plant.
The part assembled train carriage, which was built at Hitachi’s factory in Kasado, Japan, will become the plant’s training unit. Hitachi Rail Europe’s
manufacturing plant manager Darren Cumner said: “The arrival of the training carriage is a significant step for Hitachi Rail Europe’s plans to train our
manufacturing staff. Apprentices, technicians and engineers will use this train carriage to gain in-depth knowledge of how to build trains. Shipping this
carriage via the Port of Tyne is testament to our commitment to working with local partners and promoting a strong local supply chain.”
www.railwaystrategies.co.uk 5
zzzzzzzzzzzzzzzzzzz zzNEWS I Industry
l From Lord Berkeley, chairman of the Rail Freight Group and
a board member of the European Rail Freight Association. The
opinions expressed here are his own.
The latest draft of the 4th Railway Package (RP) from the Latvian
Presidency makes depressing reading. It is a pale version of what the
Commission started with, a blueprint to revitalise Europe’s railways,
to introduce competition and efficiencies, better customer choice and
private investment.
Since then, Angela Merkel summoned the then Commission
President Barroso to Berlin and told him to alter the 4th RP to allow
the German structure, full of allegations of unfair subsidies and
competition issue, to continue. He capitulated and introduced a
second best solution of a ‘Chinese wall’ to prevent such abuses.
Now France, losing passenger and freight traffic at an alarming rate
because of poor service quality and higher charges, is reintegrating
track and train to further obstruct the Commission, and is joining
Germany in opposing any attempt to introduce competition and bring
some efficiencies into Europe’s creaking railway system. According to
a recent article in les Echos, there will soon be little of a rail network
left in France apart from regional services around major cities and the
still loss making TGV lines.
Both DB and SNCF are also suffering from competition from new
long distance coach services, whose staff do not get the benefits of
SNCF drivers who retire at the age of 50 on a pension of their final
salary. France’s solution to Europe’s rail problems is to try to get all
rail workers across Europe to have the same benefits as its own
featherbedded ‘cheminots’; this is indeed an odd way of beating
the road or air competition. Germany does not want competition for
passenger services, and refused to allow competitors to sell tickets
in DB booking offices or machines, and neither operator will consider
selling or leasing unused passenger trains to competitors.
Italy, in urgent need to finance its inefficient rail system, may float
part of it on the stock exchange but will this inefficient monopoly
provide the low risk dividends that investors will expect without falling
foul of state aid or competition law?
Does all this matter? Is it important for Europe to have a thriving
rail network capable of delivering faster, more reliable and cheaper
services to customers?
The Commission thought it did; that is why it developed the
4th Railway Package to try to break the monopolies of the incumbents
as well as introducing common standards and interoperability.
Germany and France are killing it, by requiring the dilution of legislation
on fair competition, so that their monopolies can be preserved in
perpetuity. No sensible investor will risk putting money into services
in competition with these and other incumbents who obstruct,
obfuscate, deny fair access to the network, and try to hide the unfair
and secret subsidies that they arrange with their paymasters or
owners.
Why don’t other member states object? One might expect the UK
to lead this, but the UK Government’s uncertain approach to Europe
does not add to its credibility. How many other member states are
free from German pressure on their budgets, or French pressure on
social issue?
So I fear that the Latvian Presidency will be browbeaten into
accepting whatever Germany and France dictate, and the next
Presidency, Luxembourg, sandwiched geographically between
Germany and France, is rather unlikely to lead the campaign for
liberalisation.
Will the European Parliament save the 4th RP? It is new, and there
are some strong supporters of liberalisation there. However, it can
be much easier to accept the story that all is fine with the railway –
and one can always go by road or air. MEPs should remember that
monopolies are self-perpetuating, provide bad service and high costs
to their governments, and lose more and more money, but have
unlimited resources for fighting off or buying up any competition whilst
at the same time having their begging bowl out for more and more
state subsidy.
Nobody gains from this, neither the passenger or freight customer,
not in the end the featherbedded workers who, in the end, will
lose their jobs, as the more efficient road or air transport takes the
business. It does not have to be like this but, at the present rate of
progress, it will be, to the serious detriment of Europe’s’ business and
quality of life.
If you don’t want such monopolies, then you need fair and open
competition, separation of infrastructure from train operation, strong
and comprehensive regulation, and the will to make it all work fairly;
that is the only way to encourage investment that Europe’s railway so
desperately needs.
With an increasing number of press articles predicting the slow
death of many railways, is the 4th Railway Package the last train to
a competitive market, now departing almost empty of passengers,
freight – and hope for the future!
Roll on the 5th Railway Package, supported by a strong political
will to bring the single market, competition and investment to this rail
sector which, with few exceptions, instead of looking forward, clings
to a starry-eyed version of history!
Is obstruction by Germany and France forcing a 5th Railway Package on Europe to bring its railways rather belatedly into the 21st Century?
Hong Kong’s new metro extension goes into operation l The extension to the MTR Island Line in Hong Kong was officially opened on 28 December 2014. Running for 3.3km westwards, the West Island
Line connects Sheung Wan station to the three newly-built stations of Sai Ying Pun, Hong Kong University (HKU) and Kennedy Town. It now takes only
about seven minutes to travel the length of the extension compared with the 30 minutes it used to take by bus. This will help ease road
congestion in the western district.
Mott MacDonald, which has been involved in the project since 2009, provided detailed design work for the Gammon-Nishimatsu joint venture
including the construction sequences for the caverns and the associated running tunnels, as well as the overrun tunnels at Kennedy Town Station
along with associated slope works for MTR.
6 www.railwaystrategies.co.uk
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T he UK rail industry has a proud history of innovation.
Although this has been through a period of stagnation, that
trend is being reversed. An essential element in this is the
FutureRailway initiative, a collaboration between Network
Rail and RSSB working with the rail industry and the supply chain to
accelerate research and development.
While it has been many years since bogie design and development
has flourished in the UK, a new knowledge-base of engineers and
facilities is being drawn together to test and develop a radical new
concept in bogie design – currently known as the radial freight bogie.
In the beginning.... Like so many radical new concepts, the radial bogie began life as an
idea that was batted around among engineers – people whose lives
revolve around problem solving. In many such situations, the enormous
costs and risks of developing an untried idea means it has very little
chance of progressing into a concept stage let alone through the
INTERVIEW I Marcus Mayers
A radical step?Marcus Mayers talks to
Gay sutton about progress in developing an innovative
new radial freight bogie, and the prospects for
building a strong bogie innovation hub in the uK
demonstration stage to a fully fledged marketable product. And this is
where FutureRailway plays a significant part in bridging this gap.
In February 2013, FutureRailway launched a new initiative called
the Radical Train Competition. “The idea behind this competition,”
explained Marcus Mayers, programme & portfolio manager,
FutureRailway, “was to ask suppliers to bring us any ideas that could
improve the quality of rolling stock or enhance the UK’s capability in
rolling stock.”
The radial freight bogie, a new idea in track friendly bogies, was just
one of 57 concepts to be proposed.
Moving forward
To progress these ideas to the point where winners could be chosen for
funding, FutureRailway organised a collaboration day, bringing together
those who would like to enter the competition with a wide range of
universities, entrepreneurs, SMEs and large companies who could
potentially partner with them to support and part finance that aim.
www.railwaystrategies.co.uk 7
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Innovations are being sought to improve ticketing and gatelines
It was at the Leicester Space Centre that the freight bogie’s designers
linked up with Huddersfield University which has expertise in vehicle
dynamics and the wheel rail interface, and a forward thinking export,
sales and marketing organisation, Holdtrade UK.
“And this is where the radial freight bogie is distinct. Holdtrade UK
had a number of customers including South Africa’s Transnet who had
expressed a pain,” he continued. They were all experiencing similar
capacity and track damage issues, but there were no solutions for it in
the marketplace. “Holdtrade UK’s thinking was that if they could support
the development of a new solution to deliver more profitable freight
movement then they could sell it into the market.”
The radial freight bogie had the potential to fulfil that need, by reducing
damage to the track when carrying freight, and increasing the capacity
that could be carried per wagon. Not only could this work very well on the
lower quality heavy haul freight track in South Africa, it could have other
applications such as super heavy haul in Australia.
As a result of that event, the original design team formed a partnership
with Holdtrade UK and Transnet, along with Huddersfield University and
the project went on to became one of six to win funding and support
from FutureRailway. By the end of 2013, following a technical review that
indicated that the proposal could work, the complex contracts between
the partners had been thrashed out and signed.
Building the knowledge base
The first three months of 2014 were spent recruiting a full complement
of skills to build a strong design team based in Wales, a team that could
form the foundation for a bogie design hub for future innovation in the UK.
That time seems to have been well spent. The bogie design is currently at
Huddersfield University being iteratively modelled, tested and refined.
“A key lesson we’ve learned from this,” Marcus said, “is that innovation
projects can take longer to set up than traditional projects, due to the
risks and level of understanding.” The next step is to manufacture the
bogies here in the UK and begin non-destructive testing on them. Once
all parties are happy with the results, the bogies will be sent to South
Africa where they’ll be fitted to wagons built specifically for the project
by Transnet, and then tested on a 1067mm narrow gauge manganese
freight line, to an extent we simply could not achieve here in the UK.
“South Africa has the largest narrow gauge freight railway in the
world, stretching some 27,000 km,” Marcus said. “They have huge
manufacturing capability, and an approvals process that is simpler than
anything in Europe. The question they will be asking is: does the radial
freight bogie move more freight more efficiently than current bogies and
will it be financially worth buying?”
If the testing is successful, there will be a significant market for the
product in South Africa with Transnet, but there have already been some
tentative approaches from other African countries.
A radical idea?
So is the new freight bogie really a radical idea? For obvious reason,
Marcus could not describe the bogie in any great detail. It is still going
through the patent protection process. However he was able to say:
“We believe it’s a really excellent idea, one that is likely make a significant
difference in the world of freight. And if it’s successful in South Africa, then
the second or third iteration will be for standard gauge, and could make a
significant impact here in the UK. It’s a concept that could also be applied
to passenger vehicles in due course, but of course that market is very
different to the freight bogie market.”
Marcus Mayers, programme & portfolio
manager, FutureRailway
8 www.railwaystrategies.co.uk
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Why promoting innovation is important
“This entire project will cost upwards of £1 million,” Marcus explained.
“If the original design team had had to finance this, the project would
never have got off the ground. Demonstrators are expensive, and there
are always significant risks involved.” However by sharing the costs
and risks, and ultimately sharing the benefits and rewards, there is a
much higher likelihood that innovation can be followed through
to market.
In this instance, FutureRailway is contributing 45 per cent towards
the total cost. Transnet will fund around 25 per cent of the cost, the
majority of which will go into constructing the wagon that will be fitted
with the new bogie and then testing it extensively on South Africa’s
heavy railways. The remaining contributions to the project will be made
by the design team and Holdtrade UK. Meanwhile, in line with EU
regulations, Huddersfield University will be able to recoup some
80 per cent of their expenses from partnership and fund the remaining
20 per cent of their costs themselves.
Benefits to each partner
Each of the project partners has signed up to an agreement that
defines the terms and conditions, deliverables and benefits. One of the
conditions is that the innovation must be delivered to the market. “So
we’re tying them to the yoke of commerciality,” Marcus said. Holdtrade
is currently building its business model for marketing the end product.
And as a company with no manufacturing base, it has two options
for marketing the product: selling the third party manufactured
bogies around the world, or selling interested companies the unique
constituent components and the licence to manufacture the bogies.
INTERVIEW I Marcus Mayers
“That’s where the money will be,” Marcus said. “And then the profits will
feed back into what will become a new bogie R&D business based
here in the UK.”
From FutureRailway’s perspective, the aim is to bring innovative
products to market. “We take IP very seriously, but we don’t want
to own it.” The ownership of the IP is defined in the initial contract,
and FutureRailway merely asks for a percentage royalty which is then
reinvested into further projects. The aim ultimately is to build a strong
R&D base here in the UK which can continue to innovate, delivering new
and exciting products to the rail network, and bringing financial rewards
to the economy. The bogie design team is just one element of that. “We
want to see innovators succeed as individuals and organisations, and go
on to spread their wings and do great things.”
Revelations...the innovation DNA
As an enabler to innovation, Marcus had some interesting observations
to make, and a plea for everyone to start questioning. “Innovation in the
rail market is only as good as the ideas people come to us with, and
ideas that people are willing to buy,” he commented. “We exist by the
good grace of the supply chain and the people who operate railways.
Without their engagement and involvement there is no place for a
FutureRailway in the railway industry.”
Looking at this project individually, it’s all too easy to think of innovation
as a one off idea. It’s not. “Innovation is about DNA. It’s about waking
up in the morning and thinking about what you do, asking is this really
the right way to do it, or is there a better way? Very often it’s identifying a
pain people don’t realise they have. That’s where this radial freight bogie
is a very good example. It’s a different type of thinking which I would
encourage people in the railway industry to adopt.” zz
A Transnet freight train in South Africa
zzzzzzzzzzzzzzzzzz NEWS I Infrastructure
10 www.railwaystrategies.co.uk
l A stunning photograph of rail tracks, taken from The Shard, has won The Royal Institution
of Chartered Surveyors’ inaugural RICS Infrastructure Photography Competition. Launched to
champion the importance of major infrastructure projects to British society, the competition was won
by Rita Tesa with her photograph, Double Travel. The photo beat nearly 300 other submissions.
Of the winning image, associate director at WSP and chair of the judging panel, Roma Agrawal
FRICS, commented: “This photo is what infrastructure is all about - providing transport on top of a
busy city. We just loved the dynamic nature of this image, captured at the perfect time as the trains
pass each other.” See page 27 for comment on the competition.
The winning photograph, Double Travel
Rail image chosen to improve public perception of infrastructure
The timing of engineering work to be reviewedl The rail industry is to undertake a review to establish the best time for carrying out
major improvement works on the network. The move comes following the significant
service disruptions into and out of London on 27 and 28 December 2014, primarily
caused by overrunning engineering works.
It will be independently led by a team of senior industry figures, and overseen by the
Rail Delivery Group (RDG).
The review will look at:
l Lessons learned from the Christmas disruption and other major work programmes
l Factors affecting the impact of improvement work on services at different times of year
l How major work can best be managed, to limit the impact on passenger and
freight services
l The industry’s existing performance incentive structure
l Best practice and experience in other countries including Japan, Germany, Italy
and Sweden
In the aftermath of the disruption, Network Rail chief executive Mark Carne said: “The
events over the Christmas period highlighted the unacceptable impact on the travelling
public when plans go wrong. I therefore propose ... a broader, industry-wide review, into
the timing of our major works programmes and the passenger contingency arrangements
for such works. Our railway now carries more passengers than ever before in history.
Passengers rely on the railway. We have an obligation to manage the essential safety
maintenance and renewal activity that is required and we need to do this in a manner that
minimises the overall impact on society at large.”
l Product Innovation Ltd has developed a
product that measures the movement of a
rail or sleeper in real time.
Network Rail were looking for a Void
Meter to fit in with their new Intelligent
Infrastructure system and approached
Product Innovation having seen an old
design on the company’s website. Once
alerted to this interest Product Innovation
reviewed the design and decided to
produce a completely new one using the
latest technology.
The new Void Meter was developed and
a prototype built before the first meeting
with Network Rail. They were impressed by
the design and ordered prototype samples,
the first of which was installed at Witham
in July 2014. Since then six more samples
have been supplied.
Peter Frank, the CEO of Product
Innovation says: “The new concept is
beautifully simple and uses modern
electronics in a way that was not possible
in the past. The sensing of position uses a
Hall Effect microchip that allows us to totally
encapsulate the electronics. We believe this
is a significant technological development
and have applied for patents.”
Smart sensor
Phase completel At 07:16 on Monday 15 December, Siemens
Rail Automation successfully completed Phase
Two of the Great Northern Great Eastern (GNGE)
programme, with the Auckley and Beech level
crossings being signed into use. This work
represented the final delivery stage of the GNGE
project for Siemens and the conclusion of the two
year programme.
Bringing a significant upgrade to this double-
tracked line, the GNGE programme is an integral
part of the East Coast Main Line (ECML) Capacity
Relief Project. The programme enables freight
trains to achieve the equivalent average journey
times using GNGE rather than the ECML, such
that it will become the primary daytime route for
freight traffic. By diverting traffic from the ECML
to GNGE, a significant number of paths can be
released for additional passenger services.
Rob Cairns, Siemens’ Delivery Director for the
Central East region, noted: “With 37 new level
crossings, the demolition of 25 signal boxes and
the renewal of seven interlockings, this has been
a technically complex and logistically challenging
programme.”
www.railwaystrategies.co.uk 11
Netw
ork
Rail
zzzzzzzzzzzzzzzz zzNEWS I Infrastructure
l The Rail Delivery Group (RDG) has published
a 10 point plan setting out how the industry
will be making track and trains more resilient
to adverse weather conditions this winter, and
ensuring passengers are better informed
during disruption.
Operators and Network Rail have learned a
considerable amount from the extreme weather
of last few years, and have developed a set of
measures to improve the network’s resilience
to snow, ice and flooding, and to improve
customer care.
Trains:
l Fitting some trains with snow ploughs,
hot-air blowers, steam jets, brushes, scrapers
and jets for heated anti-freeze and compressed
air to de-ice tracks. Heated skirts for trains
running in colder parts of the country
l Thorough checks of standard train features,
including coupler heaters, door seal grease, fuel
tank heaters and horn heaters
Tracks:
l Empty trains will run through the night in
key areas as temperatures fall, to help keep
tracks clear. Freight proving trains will run in
the mornings following adverse conditions to
ensure routes are clear
l Network Rail has expanded its winter fleet
to include 14 snow ploughs, 10 snow and ice
treatment trains, two snow blowers,
25 locomotives fitted with mini snow ploughs
(10 more than last year) and 24 multi-purpose
vehicles (14 more than last year) with
de-icing capability
Winter weather on the railway
How the industry plans to increase resilience to bad weather this winter
l Anti-icing fluid and heating strips are used
on live conductor rails to stop ice building up.
Heating strips in key locations have reduced
ice-related incidents by up to 80 per cent
l Flood defence systems are on standby,
including inflatable barriers to protect tracks
and vital equipment from flood water
l Heaters and NASA grade insulation have
been attached to critical points to prevent ice
l Protective covers have been added to
4,000 points and 2,500 points motors, to
keep snow out and prevent damage by ice
falling from trains
l Remote temperature monitoring is in place,
and a helicopter fitted with thermal imaging
cameras is on standby to identify points
heaters that are not working effectively
Stations and depots:
l Ensuring depots and stations have enough
salt, shovels and de-icer supplies
l Preparing specialist equipment such as hot
air blowers and steam jets at depots
Staff:
l In times of severe disruption, staff will be
based at strategic places to provide rail users
with information and advice, and ensure full
depot staffing, even where some staff are
unable to get to work
l Thousands of staff will patrol the network
round the clock in times of extreme weather,
clearing snow and ice from junctions
and tunnels
l When flood warnings are received from the
Environment Agency, staff and equipment will
be sent to at risk areas so preventative and
mitigation measures can be put in place
Information at stations:
l A multimillion pound project is underway to
display consistent information at stations, on
websites and on apps. Around a third of the
country’s stations are now connected to the
same single real time information feed
Early information about changes:
l Revised timetable information can now be
fed into customer information systems more
quickly. New timetables can be in place the
evening before enabling passengers to plan
their journeys for the following day
Utilising social media:
l Operators, Network Rail and NRE are
increasingly using social media to keep
passengers informed, including answering
real-time queries, publicising updated travel
plans and travel information, sharing images
of what has caused a delay, and showing
progress in efforts to get people moving again
Explaining delays:
l The industry has developed explanations
of common causes of delays, which are now
publicised at stations, on websites and social
media, especially during times of disruption
Information on compensation:
l Train companies are doing more to
remind delayed passengers how to
claim compensation including: more train
announcements; posters at stations with
smartphone barcodes; information on
platform screens; handing out claim forms
on delayed trains; tweeting links to claim
forms; making information more prominent on
websites during disruption; and sending email
reminders to passengers.
Michael Roberts, director general of the RDG, said: “The industry has learnt valuable lessons from recent winters about where we need to concentrate our efforts to improve how we respond to extreme conditions. When severe weather hits, we will focus on ensuring that the railway can continue to run as many services as is safely possible, and that passengers get up-to-date and consistent information.”
According to the Association of Train Operating
Companies (ATOC), there are a million more
trains and half a billion more passengers each
year compared to a decade ago. The ATOC’s
most recent data report from its LENNON database
showed over 140,000 more journeys were made in
the six months to September this year than during the
same period in 2013. The company forecasts that
by 2020, an additional 400 million journeys will be
made by rail.
And it’s not just the growth of passenger numbers
that has seen the railway industry experience such
consistent and significant growth – the freight industry
contributes £870 million to the UK economy alone and
supports an output of £5.9 billion.
Responding to growing demand is an exciting
challenge for the rail industry, but innovation is key.
Punctuality, performance, efficiency and safety – all
crucial deliverables – have to be reviewed alongside
capacity levels. A process that worked a year ago may
no longer be the most effective way to maintain quality
of service.
Making those vital improvements
Improving infrastructure is an important step – for
example Network Rail is spending an average of
£27 million a day on improving services to create
increased capacity to carry extra passengers. It hopes
that by 2018, 2,000 more carriages will be available,
generating almost a third more peak time places
into major cities and 20 per cent more commutes in
and out of London by the end of the decade. These
changes will allow passengers more flexibility with
travel times and reduce crowding in carriages, allowing
Network Rail to improve service levels.
Providing a good experience is crucial alongside
comfortable and convenient travel, but there are also
other elements to consider when reviewing ways to
engage and retain customers.
Whether it’s providing offers, live service information
or online surveys, drawing in passengers through
digital platforms can help to engage customers
and generate increased revenue. For instance, the
convenience of being able to book advanced train
tickets through online booking apps and websites
is an attractive prospect for passengers who may
be time poor. KPMG found discounted fares now
account for almost half of consumer sales, an
increase of 36 per cent since 2004.
Driving customers to websites is beneficial for
rail companies who use customer relationship
management (CRM) systems. This tool allows
companies to glean data from customers at every
stage of connection – from areas of the website they
have visited, to previous telephone conversations
with business representatives. For rail businesses,
this includes promoting offers – such as discounted
tickets – to regular customers to encourage further
travel and loyalty.
Where information gathering already works well The use of CRM systems can also improve safety
and efficiency for both staff and customers in the rail
industry. For example, there are some 6,500 level
crossings across Britain – many in rural areas on
private land where users must operate the
crossings themselves.
As a key safety measure, users must register
with Network Rail and contact them before using
crossings for the first time. The company has a vital
database of authorised users and must regularly
communicate with them by SMS, phone and email
in order to keep registered users informed of safety
issues, maintenance work and much more.
To manage this, developers at Experience Assist
have configured a sophisticated new CRM system
for Network Rail, allowing the company to keep
track of all of its outbound communications.
Similarly, Cross Country Trains has improved
business performance through the use of CRM.
Introducing new platforms such as the use of
tailored screens and automation for telephone
inbound enquiries has reduced staff overheads
by 25 per cent and helped to deliver a more
personalised service whilst increasing
capacity levels.
As the industry continues to develop and grow, it
is vital rail companies sustain customer engagement
and continue to improve health and safety efficiency
levels through the use of the most efficient and
collaborative tools available. zz
The art of communicating
12 www.railwaystrategies.co.uk
Richard Parsons is commercial director at
Experience Assist
RICHARD PARSONS discusses how the efficiency and quality of rail services can be improved, and customer demand further increased, by communicating through multiple channels
Customer Relationship Management zzzzzzzzzzz
www.railwaystrategies.co.uk 13
Since Mark Carne took over as Network Rail’s
CEO in February 2014, he’s not pulled any
punches where safety is concerned. Describing
the level of health and safety incidents among
staff and contractors over the last five years as
‘unacceptable’, he has sent a very clear message to
everyone within the rail sector.
The Government’s commitment to funding £38 billion
in rail over the next five years will bring inevitable health
and safety risks. While this is one of the most exciting
periods of growth in the UK’s rail infrastructure, the
industry needs a properly educated and disciplined
workforce to cope with the unprecedented demands
and pressures to deliver projects on time and
within budget.
Putting safety firstThe statistics do not make good reading: rail workforce
fatalities have risen consistently since 2010/11. Mark
Carne must be supported for his radical plans to ban
staff who aren’t directly employed by Network Rail from
holding safety managerial roles. It’s a strategy more
of the industry needs to follow and one we are driving
within our business.
Building strong relationships with our supply chain
and avoiding transient subcontractors, minimises
delivery and safety risk. Within our business model we
seek to ensure teams work closely together and build
a level of trust with one another. We have a very high
proportion of directly employed staff who in my view are
more engaged within the company culture and values.
That’s not to say there isn’t a significant challenge with
a policy like this: the industry is increasingly people
challenged, and typically has long gestation periods
between orders when it may be carrying a heavier
fixed employment cost.
Fundamental changes to the way the controller
of site safety (COSS) role will operate, supported by
massive training commitments from Network Rail must
be actively supported by everyone. 30,000 days of
delegate training completed this autumn by Network
Rail and briefings for 200 contractors, are a major step
in the right direction.
Network Rail has set a clear direction for safety on
the railways. The challenge facing contractors is how to
respond and act accordingly. Alongside Network Rail’s
initiatives, I believe there are three other areas where
rail contractors can focus efforts to actively support our
industry to achieve world-class levels of safety.
Challenging traditional thinking
The important trioFirstly, we need to recognise the impact that mental
health can have on people’s performance. Secondly,
we need to build more collaboration amongst
contractors to ensure that best safety practice is always
shared. Lastly, we need to embrace technology even
more to keep our people safe, especially lone workers.
In June 2014 the ORR published a paper on stress
in the rail industry, and this recognised that one in four
people in the UK are now affected by mental health
problems. The risks associated with unwell individuals
working in a high safety risk environment are significant.
The ORR’s proposed management approach is to be
applauded. The very fact that the problem has been
openly recognised marks a watershed in the industry.
Mental health issues in the workplace are real. As
all industries seek more businesses, we need to work
smarter and introduce the environment, systems
and methodologies that actively support individuals.
Culture within organisations usually cascades from the
boardroom, and contractors of every size must ensure
that occupational safety, including mental health safety,
is part of their DNA.
Sharing best practice is another big challenge for an
industry that has tended to operate in silos. That mind-
set simply has to change. Sectors such as the airlines
and defence have shown that collaboration delivers
significant benefit, including driving improved safety.
Network Rail are leading on collaboration, but the rest
of us must now adopt more open dialogue, sharing
health and safety best practice.
Finally, technology has a huge role to play in
making trackside working safer, dramatically cutting
down on paperwork and manual errors that can
lead to incidents.
IPS has adopted the use of iPads when working
on London Underground projects, streamlining safety
procedures and making arduous paper exercises far
more efficient. The use of this popular technology
means worker adoption has been high, which is
especially useful for lone workers operating
out of hours.
The ORR has taken a firm stance on recent health
and safety failures among contractors. And this robust
approach will quite rightly remain in place for some time
to come. We all have an important job to do to bring
the UK Rail industry to best in class, but putting
safety anywhere else but the top of the agenda just
won’t work. zz
JASON PEARCE, managing director of rail telecoms specialist Alan Dick Communications, believes contractors need to challenge their thinking
as part of the key role they have in improving rail safety
Jason Pearce
Health & Safetyzzzzzzzzzzzzzzzzzzzz zz
14 www.railwaystrategies.co.uk
Britain’s railways are among the safest in the world.
Indeed, last month it was reported that a British
team will help China to develop a health and
safety culture after a series of fatal accidents.
However, a series of impending challenges look likely to
test our ability to maintain that enviable reputation.
The rise in passengers is putting huge pressure on
the network. Overall numbers rose by 5.7 per cent to
more than 1.5 billion passenger journeys in 2013-14.
Meanwhile, the Office of Rail Regulation’s (ORR) latest
safety report highlighted the challenges of managing
record passenger levels and called for better
infrastructure management. While Britain’s railways
continue to have one of the best safety records in Europe,
the report showed that workforce safety remains a
significant challenge.
The report outlined the growing trend in track workers
being injured. It reached its highest level in seven years,
with 79 workers suffering serious injuries and 1,641
reporting minor injuries. There were also three rail workers
deaths in the past year. An increase in the number of
signals passed at danger (SPADs) is another worry
for the industry.
A recent report by the Rail Standards and Safety Board
(RSSB) found that the number of SPADs rose by
17 per cent during 2013-14, with 293 reported incidents,
compared with 250 in 2012-13. At the end of the 2013-14
the estimated level of risk from SPADs was 73 per cent of
the September 2006 baseline, compared with 60 per cent
at the end of 2012-13.
The Office of Rail Regulation has approved more than
£250 million in funding to improve protection and warning
systems for track workers. But what can rail companies do
to improve health and safety?
Improving standards as rail travel risesLook into the future and Britain’s railways will become
busier and busier, with unprecedented growth expected in
both passenger numbers and freight. Network Rail plans to
spend £37.5 billion on running and expanding the railways
over the five years to 2019. If approved, this investment in
new infrastructure will make a real difference by boosting
capacity at pinch points on the network and providing
170,000 extra commuter seats at peak times by 2019.
Statistically, the risk of having more accidents is likely to
increase. Rail companies need to do more now to ensure
they can maintain and improve their health and safety
record to cope with this growth. One accident is one too
many, and one signal passed at danger is another disaster
waiting to happen. And incidents like this have the potential
MARY CLARKE examines how research, training and best practice can help rail companies keep their employees and customers safe in the face of growing
pressures on the network
Mary Clarke, CEO, Cognisco
Giving safety the green light
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz Health & Safety
www.railwaystrategies.co.uk 15
to cause crashes and derailments that could lead to
serious injuries and deaths. Human error is most
often the cause.
Helping change behaviour One of the things rail companies can do is spend more
on research into why human error occurs and adopt a
safety culture that minimises these risks. They should also
improve employee competency and ensure staff comply
with regulations at all times. It’s not as simple as just
holding a record of employee certificates and licences.
Managers need to be confident that their staff fully
understand their role and the latest safety procedures and
work within the expected safety guidelines.
Passing a red light is likely to be down to human error.
Rail companies need to understand why a driver made
the wrong decision – what made the driver make this
decision. It could be an error of judgement, a lack of
knowledge or a lapse in concentration. There is also the
chance that it was intentional – as can happen on the
roads when a driver takes a risk when the traffic lights are
changing. Maintaining a consistently competent workforce
is crucial to reducing exposure to risk.
All rail companies must have formal competency
management systems in place to maintain and assess
their workers’ skills. Such systems identify currently
qualified staff regardless of location and can rapidly build
and deploy new teams with the right skills and experience.
These systems also flag up forthcoming assessments
or licensing requirements. That is essential to ensure the
organisation is compliant with industry regulations.
Developing a health and safety cultureRail companies can also develop a health and
safety culture that all employees follow and respect.
Organisational culture not only drives how people behave,
but also their attitude towards taking risks. A driver
who thinks they have just enough time to get through
a red signal may reconsider if they understand the
consequences.
Companies must first identify why drivers may be taking
dangerous risks and then provide tailored training and
targeted intervention to educate drivers, and discourage
risky behaviour. Leaving things like this unchecked and
not clearly understanding the human behaviour behind the
statistics is unlikely to help reverse the trend of passing
signals at danger.
A critical part of creating the right culture at work lies in
being able to identify and document how people behave
in their roles, and their engagement and understanding of
the embedded processes. Managers need to understand
employees’ likely behaviour, current knowledge and
competence, understanding and confidence.
Every employee must be clear about what the company
expects from them – how they should behave at work,
how they should treat customers and the kind of actions
that are acceptable. Companies need to measure this
regularly to understand what employees are thinking and
how they are acting at work. By measuring people’s level of
understanding of their jobs, their likely behaviour in different
work scenarios and how confident they are in making
decisions, it will soon be clear if there are any gaps.
Using this knowledge, companies can offer more
targeted interventions to close the skills gaps and
help people to change for the better. It’s about offering
encouragement, setting out the right way to do things at
work and taking steps to ensure it happens.
New processes alone aren’t enough to improve safety,
however. Rail companies also need to know how well
employees understand the processes and if they will follow
them. Companies must have tools that will measure and
assess employee behaviour and risk. Without these tools,
it’s difficult to make lasting health and safety improvements.
The only way rail companies can improve their safety
record is to adopt a best practice approach to employee
assessment, invest in tools which provide transparency
and visibility around what individuals know and understand,
therefore ensuring staff are competent and unlikely to take
unnecessary health and safety risks. Taking these steps
will help Britain to meet the safety challenges posed by
the increasing popularity of its railways and pre-empt any
arising safety issues. zz
Safe practice in action
Historic light on go. Some of these lights are still operational on the network
Track workers 2013/14 l 3 rail fatalities l 79 major injuries – a seven year highl 1,641 minor injuriesl 17 per cent increase in SPADsl Risk of SPADs 73 per cent
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
16 www.railwaystrategies.co.uk
In October 2014, staff of airline Flybe were questioned
by police for leafleting at Exeter St David’s train station
in the South West. The airline had recently launched
a route to London City airport from Exeter and staff
were promoting this at the railway station. This small
scale spat exemplifies a wider issue. Where once air and
train travel were seen as complementary, they are now
also competitive. And shortly, with the development of
Crossrail, HS2 and the announcement of HS3, alongside
the growth in regional airports across the UK, this trend is
likely to continue.
The Airlines’ strength: monetising passengersAirlines have traditionally been very strong at monetising
the space in an aircraft. While the majority of the space is
allocated to economy travellers, airlines have been very
successful at upselling passengers, using the benefit of
extra space and enhanced facilities to significantly increase
the revenue that they can command from a customer.
Airlines have traditionally offered at least three classes of
travel – effectively branding the same product (travel from
A to B) with different values to attract different groups of
people. More recently many airlines have also bridged the
gap between economy class and business with Premium
or upgraded economy, offering additional choice to
customers and upselling the proposition.
This is something that the rail industry is poor at. Despite
the fact that airlines and railways are competing head
to head on an increasing number of journeys, railway
Learning from the airlines
operators have simply not embraced the concept of
offering incremental benefits for additional services on the
same journey.
First class: limited interestIn the rail industry the choice for passengers is first class or
standard class. Unsurprisingly, most passengers choose
the standard option. In a survey conducted by The Daily
Telegraph in 2013, only East Coast railways were prepared
to disclose the proportion of first class seats sold: an
average of 40 per cent.
This suggests that not only is the railway industry going
about the way in which it offers different seats ineffectively,
but that resources are being wasted at exactly the same
time as overcrowding is blighting standard class carriages.
To resolve this, railway operators need to rethink the
experiences that they are offering passengers.
A pathway to upgradeOne thing that the airline industry has done effectively
is to offer passengers simple ways to spend more. Very
broadly a premium economy flight costs around double an
economy flight. This, combined with loyalty points that can
be used for upgrades, enables airlines to make upgrading
to the next class affordable and a treat. Whilst train travel
takes a similar approach to the differential in cost, the
difference in experience is nothing like as marked as within
an airline.
If the railway industry is serious about improving its ability
to offer different experiences within the same journey it
The railways have a way to go if they are truly to compete with the air travel. NIGEL LAWSON reveals how the airlines have perfected the art of tempting the
passenger with offerings in comfort and service they can’t refuse
Nigel Lawson, director, Acumen Design Associate
Service zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
The Etihad Business Studio – with paired reclining seats and flexible privacy screens
www.railwaystrategies.co.uk 17
would do well to consider how the airline industry
has achieved this.
First, by providing multiple classes, the airline industry
is able to encourage almost any passenger to look at the
next most expensive experience. Additionally, the airlines
make these experiences desirable. The airlines have taken
on board new developments in air travel experience. For
example, Acumen worked with BA in the mid-1990s on
the development of fully flat beds. Since then these have
been rolled out to more and more classes over time.
Thus an experience that used to be exclusive to first class
passengers is now commonly incorporated into business
class, driving achievable aspiration for passengers.
The challenge for rail operators is to achieve a similar
environment: one where there is a genuine reason to
upgrade and one that encourages people to take the
next step.
The next development for rail operators is to provide
modular carriage layouts for different classes of travel.
For example, there may be a first class layout for high net
worth individuals, a business class layout for those that
wish to get work done. Because, particularly in school
holidays, so many families travel, it makes sense to develop
family friendly carriages.
The key to this approach is flexibility. Airlines can add
additional business class rows in certain aircraft and the rail
industry needs to think along the same lines – having the
flexibility to change the configuration of a train quickly and
easily to suit different times of day and different audiences.
Smart use of spaceAirlines are incredibly savvy at using space in the most
efficient and effective way. They recognise that providing
people with more personal space and privacy on a journey
has value that can be monetised. Rail operators need to
become much more focused on this area. Simple changes,
such as clustering two reclining chairs together enable
passengers travelling together to enjoy a more private and
personal journey.
Flexible privacy screens enable passengers to control
their intimacy with others when the suites are shared by
strangers. By using techniques common in the airline
industry it is possible to generate more paying spaces on a
train yet also provide more personal space to
each passenger.
Creating an experienceAirlines recognise that, while their job is to safely transport
their passengers from one place to another, a large
number of small but important non essentials make up the
customer experience – from the quality of the coffee to
the ease of booking. Airlines work incredibly hard on these
experiences to build brand loyalty.
Despite an increasing number of long journeys taken
on railways, facilities are still generally quite limited in
advance of the journey and on-board. Staples of the airline
experience (such as reclining seating, at seat refreshments,
dedicated lounges, luggage storage and dining options) are
all limited, and more recent developments in air travel such
as dedicated check in and complimentary travel to and
from departure are non-existent. Rail operators are missing
opportunities to engage with their customers and deliver an
experience rather than a mundane journey.
Even supermarkets are embracing complimentary hot
drinks for loyalty programme customers – recognising that
anything that makes the experience of shopping more
pleasant will drive loyalty and engagement. Rail operators
need to be thinking in the same way – is there less value in
selling someone a £1.95 cup of coffee rather than giving it
away as part of the experience.
ConclusionRail operators could monetise their space far more
effectively by learning the lessons from the airline industry’s
cut throat competitive space. Rail operators need to give
passengers more choice – from family friendly carriages
to luxurious first class suites, through business lounges
and beyond. Designing carriages so that they can quickly
transform from one need to another is critical here. Details
matter: from the complimentary newspaper or coffee to fully
reclining seats, the airline industry knows the importance
of the experiential journey. Finally never forget the critical
non essentials: whilst an airline knows that success
constitutes everyone arriving in one piece, it never forgets
the importance of the experience in the sky. zz
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
Below: Delta’s Cirrus on the 747 – illustrating how angled layout can provide both inherent privacy for outboard passengers and a social-yet-flexible arrangement across centre seats
18 www.railwaystrategies.co.uk
T he London Overground links 21 of London’s
33 boroughs and provides an orbital service
around the capital, carrying over 455,000
passengers on a typical week day. However it is
the reach and variety of these community stakeholders that
makes engagement with them not only rewarding but also
particularly challenging.
LOROL’s response to this challenge has been to create a
community focused strategy that links up staff-led initiatives
and existing methods of engagement with our wider
corporate social responsibility agenda. This means that as an
organisation we have been able to make significant progress
in establishing long-term links with the communities that are
linked to and interested in the Overground.
Within LOROL, the overall responsibility for external
stakeholder engagement sits with the concession director.
But within this directorate, the specific role of stakeholder
& community manager enables the business to lead on
promoting and developing engagement with our community,
Working with local communities
something that includes LOROL’s direct neighbours, the
communities that use or live alongside railway operations,
and key groups in the communities we serve such as
schools and local societies.
A strategic view of community engagement As an organisation, we are moving towards creating a
strategic view of our impact on society and attempting
to define the benefit that we bring to our community
stakeholders.
Under our Concession Agreement with Transport for
London, we are contractually obligated to engage with our
community via a Passenger Group – with which we meet
every three or four months. Our Passenger Group brings
together individuals and rail user groups from across the
network to discuss the latest news about LOROL, with a
particular emphasis on forthcoming project work and
an acknowledgement and discussion about
performance issues.
Sam RuSSell, stakeholder & community manager at london Overground Rail Operations talks about the challenges, rewards and importance of
working closely with the railway’s local communities
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz Stations
Acton Central, Overground in Bloom
The station garden at Norwood Junction
www.railwaystrategies.co.uk 19
has certainly added value to the community. Whenever
we are working either on the platform planters or in the
forecourt, people stop to compliment us and say what a
difference it makes to their experience of the train station
and their journey, being greeted by such a cheery scene
as they pass through.”
And at Acton Central, the station team has partnered
with passengers and members of the community to
develop a lending library, a book swap system where
passengers can borrow books. This scheme has really
helped to strengthen links with passengers and is
complemented by other initiatives, such as the station
Christmas tree which local passengers have helped to
decorate, and this includes using their own decorations.
Our staff reaching out to communitiesAnother way that LOROL has been able to actively
develop its support for its community is through the
creation of the LOROL Charitable Donations Fund. This
initiative enables LOROL’s 1100 plus employees to apply
for a share of a fund that has recently been extended to
£10,000 to support their chosen cause or charity.
To receive a LOROL award from this fund, it is vital that
charities and good causes are nominated by employees
to demonstrate their personal connection or involvement.
Many of the awards over the last year have gone to local
groups and organisations, including hospices, theatre
groups, sports teams and children’s clubs with whom
staff have developed personal links. A key measure of
success for LOROL is the added value that our staff
bring to their community.
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzHowever, as a business we have always striven to
do more. LOROL’s company vision is ‘Developing our
railway together, proudly connecting communities around
London’, and we are constantly seeking to identify, map
and engage with community and rail user groups, as well
establishing a pathway to other groups and individuals
who also have an interest in the work that we do.
We often identify these other groups through our
existing stakeholders, or through events at which LOROL
is represented. Once these links are established, we
provide these new groups with the opportunity to speak
to us about their needs, both informally and through
attendance at formal meetings.
A particularly successful approach is to then ask
these groups ‘who next?’. Asking this question helps to
achieve our ambition of widening our service by using
the expertise of these groups to engage at the next level
– that includes potential service users who would not
otherwise have considered travelling on our services and
who will not have heard from us before.
By increasing our body of stakeholders in this way, we
are able to gather even more enhanced and accurate
information via annual surveying, as well as valuable
informal feedback as we speak to people on a day to
day basis.
Establishing community linksThere are a number of specific initiatives across the
Overground network where LOROL has established
strong community links.
At Forest Hill, the Forest Hill Society has been
established by local residents to work in partnership with
the station on its garden and to organise a monthly food
market. Once every month the station car park is closed
and it becomes a produce market.
Here, a key driver has been to position the station
firmly at the heart of the community and, according to
Quetta Kaye, chair of the Forest Hill Society’s environment
committee, it’s certainly achieving this objective: “The
gardening project at Forest Hill
A cheque for the Railway Children charity
Another Forest Hill initiative has been a music festival
The womens project at City Gateway
Furthermore, as part of our developing strategy, we are
looking to support local community schemes and events by
organising opportunities for staff, particularly those based at
Head Office, to spend some time assisting in
the community.
LOROL is also very supportive of staff who volunteer
outside of work, and policies are currently under
development to allow for some time to be set aside to allow
this volunteering to take place.
Creating a positive station environmentOf course, a key way that LOROL has been able to make a
positive impact on the communities it serves is by creating
a positive, safe, secure and welcoming station environment.
There is a rolling programme of works across the network to
improve and enhance stations. And according to the results
from Transport for London’s latest Customer Satisfaction
Survey – where LOROL scored 84 per cent – passengers
seem to agree.
A key initiative that ensures LOROL creates and maintains
a positive station environment is the annual Overground
in Bloom competition which encourages station teams to
develop floral displays and gardens, and helps to enhance
and showcase station environments.
At Norwood Junction, the station team, in partnership
with passengers and local residents, has created a garden
at the station. Funding for the project has been secured from
a number of sources including LOROL, Network Rail, the
British Transport Police and the local council and schools,
and groups take part in weekly gardening and planting
activities. In fact, the project has grown to become an
extremely positive link between a broad range of
community groups.
Norwood Junction resident, Alan Oakley, who designs
and manages the gardens at this station in partnership
with British Transport Police officers, said: “The garden
has clearly improved links between the BTP and the
local community. Primary school children have met the
police and learned about their role. It’s also been a great
opportunity to educate them about railway safety while
at the same time giving them the chance to sow seeds,
cultivate plants and study the various wildlife habitats
found in the garden, as well as paint murals for display on
the garden wall.”
Assessing the impact of our workAs our community work becomes more established,
it is important that we are able to demonstrate a clear
methodology behind the work that we do, and show a
measurable impact.
To achieve this, the LOROL Executive has developed a
very clear view on how society is defined within the context
of the service we provide. All community engagement
within LOROL is now expected to contribute to the
improvement of society through five key outcomes:
l Empowering our staff to benefit the wider community
l Encouraging economic growth
l Behaving and procuring in an ethical and
environmentally sound way
l Being a good neighbour to our local residents
l And working with industry colleagues to deliver a
popular, reliable and accessible train service
Each of these outcomes has a range of measures
attached, and individual directors within LOROL are
responsible for their success. This approach will enable
us to demonstrate our commitments and priorities now,
while also allowing us to review our progress against clear
criteria in the future.
The future for community engagement at LOROLLOROL has undergone a huge journey in the past seven
years. As passenger numbers and the Overground
network continue to grow, it is important we continue
to establish and formalise our community links. With a
framework in which to do this and a dedicated internal
resource to ensure that stakeholders and the wider
community can be reached, this is sure to continue and
drive levels of partnership and engagement. zz
Illustrating Ground Model prior to over water Ground Investigation
20 www.railwaystrategies.co.uk
London Overground Rail Operations Limitedl In November 2007 LOROL was awarded a seven year concession to operate the London Overground networkl Today over 455,000 people travel on the Overground daily - a five-fold increase from November 2007l The concession has since been extended for another two-years to 2016l More recently LOROL was selected to operate the West Anglia inner suburban network operating out of Liverpool Street station from May 2015
Stations zzzzzzzzzzzzzzzzzzzzzzzzzz
The station garden at Norwood Junction
www.railwaystrategies.co.uk 21
Exciting new art is commissioned for the Tottenham Court Road station extension l Turner Prize-winning artists Douglas Gordon and Richard Wright have been
commissioned to create large-scale artworks in the new Tottenham Court
Road Crossrail station.
Douglas Gordon’s commission will be installed in the station’s western ticket
hall in Dean Street, Soho. A series of three video screens will display images
of people to evoke the history, culture and character of Soho. These images
collectively form human compositions in a concept known as
Exquisite Corpse.
Richard Wright’s commission will see gold-leaf hand-gilded on the vast
ceiling above the eastern ticket hall, next to the existing Tottenham Court Road
London Underground station. It draws on the lightness and colour of the ticket
hall architecture and the rapidly improving public areas around the station. The
pattern, which echoes the tile patterns of historic underground stations, will
appear to change, fading in and out, depending on the light and viewpoint.
The commissions are lead-funded by Almacantar and the City of London
Corporation and co-funded by Derwent London. Both artists are from
Glasgow and their proposals were selected by the Crossrail Art Advisory
Board in consultation with Gagosian Gallery, station architects Hawkins/Brown
and the funders.
Liverpool Lime Street’s £2.4m platform improvement scheme is completed l Liverpool Lime Street station is fully operational
again follow a programme of platform improvements
undertaken by Murphy & Sons. The £2.4 million
project involved resurfacing platforms 1 to 5 with new
paving flags, and installing tactile warning flags and
platform edge copers to improve passenger safety and
modernise the overall platform environment.
The concourse linking the ends of platforms 1 to 6
was also reconstructed.
Solar powered power pods have been installed to
reduce the site’s carbon footprint and environmental
impact, while a new system of pre-sealing paving stones
was used to save time over the traditional drying and
grouting methods.
zzzzzzzzzzzzzzzzzz zzNEWS I Stations
l Opened in 1863, Farringdon Station was
originally the eastern terminus of the world’s
first underground railway which ran to
Paddington Station four miles away. At one
time it was even dubbed Farringdon
30 Buckets because of the number of leaks
in the roof when it rained.
Today, the site is undergoing extensive
construction and refurbishment as it
prepares for the 2018 opening of the
£15 billion east-west Crossrail line. When
the line is running, Farringdon will be one
of the busiest underground stations in the
world, and London’s largest interchange
– linking, Crossrail, London Underground
services and Thameslink.
One of the challenges of the project
has been to preserve the original look of
the Grade II listed heritage station while
rainwater to the below ground drainage
systems if they were relined.
Commissioned to reline the roof supports
using a technique called cure in place pipe
(CIPP) Lanes identified the columns that
would form part of the new drainage system.
Working from a scaffold crash deck installed
high above the station, they installed a
specially designed hopper over the top of
each column being relined. A 12m-long liner,
impregnated with resin and 4mm thick to give
extra strength, was then be attached to the
hopper and inverted into the pillar.
The liner was inflated with water, pushing it
against the column while the resin was left
to cure, or harden. Each of the 12 pillars
now houses a tough, smooth, waterproof
inner wall which will extend the life of the roof
drainage system by 120 years.
updating and future proofing it.
The original station roof, still showing signs
of pollution damage caused by smoke and
steam from the original steam locomotives,
has been extensively refurbished. Engineers
were keen to continue using the Victorian
cast iron roof supports as rainwater
downpipes, to avoid having to install a
different system that might conflict with
heritage preservation requirements.
Putting theory into practiceInspection of the columns by a CCTV drain
camera team from Lanes showed the pipes
had no inner liner and had been corroded by
the millions of gallons of rainwater that had
flowed down them over 150 years. However,
they were still structurally sound, and could
continue do their job as downpipes carrying
Drain problem is solved at Farringdon’s heritage station
Downpipe columns before and after reliningThe heritage roof at Farringdon station showing the downpipe columns
22 www.railwaystrategies.co.uk
Ensuring optimum safety for passengers at train
stations is extremely important. With over 11 million
people in Great Britain classed as disabled and
around a fifth of them reporting difficulties accessing
transport (ONS Opinions Survey 2011), the industry is
taking steps to improve accessibility at train stations. This
is supported by the Equality Act 2010 which states that
measures should be put in place to ‘not discriminate against
disabled people’, and the Building Regulations which
recommend an outside diameter tube size for handrail
installations of between 40mm and 45mm.
Recent years have seen the launch of several initiatives
aimed at improving access for disabled people. In 2006, the
Railways for All strategy was launched and the Access For
All funding is being utilised at 150 previously inaccessible
stations. £35 million per year of government funding has
been allocated through until 2015 to improve access at
main line stations with a further £100 million added to the
budget enabling the programme to extend to 2019 and
work be carried out on even more stations than
originally planned.
Safety is, of course, the foremost concern and a
correctly installed handrail provides optimum safety for all
passengers. There are a number of possible handrailing
solutions on the market which satisfy the requirements
outlined in the Equality Act 2010, Building Regulations Part
M and British Standard BS 8300.
The two main options available are fabricated systems and
Improving station accessibility
tubular structures, which are assembled using standard
tube and fittings. Notably, ease and speed of installation,
versatility and abiding to the Equality Act 2010 should
all figure and be assessed as part of the strategy and
specification process.
Fabricated structuresA big difference between the two options is that fabrication
involves a lot of preparation. Detailed site surveys are
required to enable construction drawings to be prepared.
VERNON BARRY takes a look at the handrail options for improving disabled access at train stations
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Vernon Barry is product manager at Kee Safety
The installations at Staines station, Middlesex
Stations
www.railwaystrategies.co.uk 23
l Add-on components allow non-compliant systems
to be upgraded
l Fitted with KEE KOAT corrosion protected grub screws and
THREDKOAT recess protection
l Cost effective to install – no welding, threading or bolting
required
l A flexible system that can accommodate on site variations
Products in practice Kee Access® handrails have been installed in various
locations throughout the UK, including London Bridge,
Keighley in Yorkshire and Hayle station in Cornwall, to provide
access to either the station entrance or the platforms.
Staines railway station in Middlesex also benefitted from
the Kee Access range during installation of a new handrail
system. Helping to meet the necessary requirements, the new
system has been fitted alongside a new access ramp at the
entrance to ensure safe and easy access for all passengers
using the station.
Installation of the handrail system was part of a renovation
programme at the station, which also included an upgrade of
the ticket hall with wide automatic doors and step-free access
to both platforms. Working together with railway engineering
contractor GRAMM Interlink Rail, project architects BPR
and Southwest Trains, Kee Safety supplied over 100 metres
of safety handrailing alongside the newly installed ramp to
ensure improved station access for travellers of all ages
and abilities.
Safety remains the driver behind the specification of
handrailing and guardrailing. Given the requirements of The
Equality Act, all railway stations should aim to have a handrail
system installed from which children, the elderly, the disabled
and even able-bodied adults can benefit. The challenge is
how to meet these needs in a cost-effective way. zz
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzOnce this is completed, sections of the structure are
fabricated off-site, before being transported to location
and assembled by a skilled installer where further
welding is required.
On-site welding is also problematic. Cutting holes
breaches the metal’s anti-corrosion properties, which
are then further compromised by welding. Corrosion
properties can be restored by applying zinc rich paint,
however it is likely that this will merely protect the external
welded area, while the tube will remain unprotected
internally and will corrode over time. This is a major issue,
as the corrosion will not be evident until it is too late.
Any repair to a fabricated barrier installation involves
cutting out damaged sections and welding in a new one.
The new section will need to be prefabricated off-site,
again taking up a lot of unnecessary time.
Tubular StructuresIn comparison, installing barriers using fittings is much
more flexible. At the planning stage, all that is required
is a simple layout drawing showing where to place the
uprights. With fittings, there are more design options, as
they can easily accommodate changes in level or direction,
and meet virtually any design requirement.
When it comes to ease and speed of installation,
then handrails constructed using standard tubes and
fittings are proven to be less expensive than fabricated
structures. These structures are installed with a hex
tool and tube cutters, and are therefore easily assembled
without specialised workers or equipment, saving both
time and money. This eliminates the need for any special
work permits. No cutting, welding, threading or bolting is
required, speeding up the installation process drastically
and ensuring the integrity of all coatings is left intact.
These fittings are incredibly versatile and are an ideal
retrofit solution. With the range including an add-on offset
fitting, a new handrail can to be added onto an existing
structure of an appropriate size. With a tubular structure,
the challenges of retrofitting a project are kept to a
minimum, as once again, no special tools are needed. All
that is required is a hex tool and tube cutter, to amend the
end of the handrail and then install the add-on fitting to
extend the system.
These add-on components also allow a non-compliant
system to be upgraded and be in line with the regulations.
To satisfy the ‘not cold to the touch’ and visibility
requirements set out in BS 8200: 2005, these galvanised
fittings are available with the additional option of powder
coating in all RAL colours.
Features and benefits of tube and fitting structures:
l Conforms to the regulatory requirements of Building
Regulations Part M
l Made of galvanised cast iron to BS EN ISO 1461
l Combining 42.4mm handrail with 48.3mm uprights
ensures a rigid, sturdy installation
l Meets specified loadings up to 1500 N/m
l Colour coating ensures a ‘not cold to touch’ finish
Handrails installed at Hayle station in Cornwall
24 www.railwaystrategies.co.uk
Over 140,000 passengers use Birmingham New
Street station every day, more than double the
number it was designed to accommodate when it
was built in the 1960s.
The £750 million Gateway Project will see the
redevelopment of Birmingham New Street station,
transforming the experience for passengers and improving
links to and through the city centre. It will create a
concourse with three and a half times more space for
passengers, more accessibility, with brighter and clearer
platforms, and a new station exterior.
Before the project started the station was dark,
unwelcoming and overcrowded with poor access for
passengers. The first section of the new station concourse
opened in April 2013 and now work on the old station is
nearing completion.
The challenges of smoke clearanceAs part of the project, engineers at NG Bailey were
commissioned to design and install the first jet thrust fan
Entering the jet age
system in a UK railway station for Network Rail. The
automatic, bespoke 98-jet thrust fan system is designed to
aid public escape in the case of a fire, acting as a smoke
clearance system, whilst improving air quality and assisting
firefighters. This application has never before been used in
a UK railway station, but is more commonly employed in
underground car parks to reduce CO2 fumes.
The automatic system reduces smoke density and
delivers greater control during the event of a fire than any
other type of ventilation used in a railway station.
It also performs as a manual smoke clearance once the
fire has been extinguished and provides greater control
of the airflow across the 12 platforms, which are largely
underground, with little ventilation.
The fans have been designed to operate in line with
wind direction and are fully integrated and automatic, in
line with the fire alarm via the Vesda aspiration system and
station call points.
The station staff can use the master control panel
located within the station control room to monitor and
The first station installation of a new jet thrust fan system is nearing completion at Birmingham New Street. Railway Strategies reveals the
challenges and aims of the project
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
An artist’s impression of Birmingham New Street station redevelopment
Stations
www.railwaystrategies.co.uk 25
process. This mock-up allowed NG Bailey to deliver safer and
more efficient working, to confirm programme constraints and
ensure it met Network Rail’s design criteria. Every night the
mechanical plant and fan assemblies were transported on an
engineering train, which consisted of open carriages.
The installation is part of a three-year project for NG Bailey
that is due to be completed in February 2015, when the final
three fans will be installed.
It has consisted of two key phases. Phase 1 focused
on pollution control and was completed August 2012. The
works started in March and had to be completed tested and
commission by June, to enable the existing system to be
stripped out and construction works to progress on the new
concourse, we also had the added challenge that the Olympic
embargo limited our installation opportunity.
For phase 2, NG Bailey continued the installation of the
remaining fans and also added fourteen VESDA (aspirated)
detection units wired directly to their respective platform fire
alarm panels. This section of work is due to be completed in
February 2015, with the opening for New Street station
and Grand Central Shopping centre planned for
September 2015. zz
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
control the output of the impulse fans.
The system was developed through NG Bailey’s own
research and in-depth CFD modelling work. A detailed
CFD model was created, supported by velocity studies
modelling potential fire/heat and the smoke generated,
and presented to various statutory authorities for approval.
One of the main challenges was identifying the best way
to suspend the heavy fans from the 1950s concrete block
high above the tracks. Due to their age and construction,
it was paramount the team did not drill into the beams, so
instead they designed a bespoke clamp system.
InstallationGiven the limited amount of time the engineers have had
to install the fans, and the need to minimise the installation
costs on the project, the team carried out the majority
of its work (including assembly) offsite, at nearby
Bordesley sidings.
A life-size mock-up enabled the team to not only test its
approach beforehand, but to rehearse and fine-tune the The NG Bailey Impulse Fan
Advanced Building Composites Ltd Specialist supplier of structural access
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Tel: 01952 670 087 Email: [email protected]: www.abc-uk.com
AT Source QX Ltd t/a Protect Hear Supplier of personally moulded earplugs
either vented with a 29SNR or solid with
a 31SNR. Approved by Network Rail
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Tel: 01507 604 322 Email: [email protected]: www.protecthear.co.uk
CSX Transportation
Class 1 North American Rail Road
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Tel: (001) 877 835 5279Web: www.csx.com
Fairways Business Services Ltd Consultancy with over 27 years’ expert
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Tel: 07891 101 928 Email: [email protected]: www.fairwaysservicesltd.wix.com/electricalconsultant
Holemasters Demtech LtdReplacement of broken housings in
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Hyde Group Engineering Ltd Hyde Group is a leading engineering
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J P Forrest & Son Ltd J P Forrest & Son Ltd is a precision
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manufacture of medium to heavy welded
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to customer specific requirements of
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Tel: 01909 472 031Email: [email protected]: www.jpforrest.com
LAE Vehicle Rental Ltd The largest independent UK owned
supplier of mobile welfare vans and units.
Tel: 01695 722 833Email: [email protected]: www.welfare2go.co.uk
Power Testing Ltd SME electrical engineering company with
over 40 years’ experience in installation,
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electrical infrastructure operating nationally.
Tel: 01245 266 800Email: info@ powertesting.co.ukWeb: www.powertesting.co.uk
Recent new members of the Rail Alliance
www.railalliance.co.uk
zzzzzzzzzzzzzzzzzzzzzzz Rail Alliance
26 www.railwaystrategies.co.uk
SCG Solutions Ltd
Part of the Tinsley Bridge Group of
Companies, SCG is a tier one systems
integration company specialising in safety
critical rail component manufacture and
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Tel: 01142 211 111Email: [email protected]: www.scgsolutions.co.uk
SIC Ltd Leading manufacturer of cable assemblies,
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University of Sheffield Department of Mechanical Engineering
provides railway research, wheel/rail
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Tel: 01142 229 735Email: [email protected]: www.sheffield.ac.uk
Whitmore Rail Provider of rail lubricants. Full friction
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For further information, please contact: The Rail Alliance Tel: 01789 720 026 Email: [email protected] Web: www.railalliance.co.uk
Infrastructure is vital to the global competitiveness
of any nation and forms a key component of
sustainable economic growth. Structures such as
bridges, tunnels, ports and airports play a huge
role in ensuring that British society functions well,
connecting people, businesses and locations.
These trends are particularly pertinent to the
country’s railway network. Since the concept of rail
travel was initiated here in the 19th century, there has
been a virtually non-stop programme to expand and
upgrade our railway system, which has revolutionised
transport potential for people in all corners of
mainland Britain.
Investment in the railways continues to be a big
priority. Two years ago, the Department for Transport
(DfT) announced a £9.4 billion package to introduce
electrification schemes in the Welsh valleys, a new link
to Heathrow airport, and a huge expansion project at
London Waterloo. Then, in March this year, a further
£38 billion was committed to – among other projects –
revamp four major city stations, introduce 850 miles
of electric track and to transform rail travel across
the north of England.
These measures will improve connectivity for people
from all walks of life. Yet how aware is the general
public on the significant role that rail travel, and wider
infrastructure, plays in their everyday lives?
Beginning with the basics
The term ‘infrastructure’ itself is perhaps quite an
intangible one; recent research from RICS shows that
over a third (36 per cent) of the people we spoke to
could not explain what the word means, and a further
70 per cent were unable to name any ‘infrastructure
projects’ in the towns or cities that they live in.
However, around half of those questioned recognised
the importance of infrastructure to society.
Frustratingly, announcements regarding investment
in infrastructure – and for railway projects in particular
– can be met with resistance, often when it comes to
compulsory purchase orders being issued to the public
for vital land, or the disruption that major works cause.
Recent examples include the outcry over plans for
High Speed 2, and even for plans for High Speed 3.
However, issues of this nature go back as far as
the great railway pioneer Brunel, who was met with
criticism from landowners, track owners and even a
parliamentary committee in his quest to build the
Great Western Railway.
Today, we celebrate Brunel and his iconic
construction projects – and rightly so. His
achievements are incredible and demonstrate that
when assessing the impact of new infrastructure, it is
important to look at the future benefits, weighed up
with the impacts on individuals and the environment,
in order to ensure the end results are sustainable and
advantageous to society.
So what can be done to address the issue? One
way we can help is by changing perceptions of
infrastructure among the general public to help them
access a more balanced view of it.
Achieving a balanced view
In order to do this, RICS recently launched
a nationwide photography competition. The
competition invites members of the public to submit
a photograph of a man-made physical structure
which benefits society in some way, including roads,
bridges, water supply systems, telecommunications
and energy generating facilities, such as power
stations or renewable sources of energy generation.
Already, we’ve had some fantastic entries which
creatively capture the iconic nature of infrastructure –
the Forth Rail Bridge in Scotland has been a particular
favourite. It’s great to see the imaginative way that
people observe the world around them.
While the competition has now closed, it’s
important that we use the photos that have been
submitted to continue to challenge and improve
perceptions of infrastructure. Our plan, once the
entries have been judged and finalists shortlisted, is
to open a public exhibition so many more people can
see the showcase.
This will then provide a platform to stimulate
conversation about why infrastructure should be held
in higher regard.
The railway sector has some outstanding structures
of which it should be very proud, but our mission is to
ensure that the rest of the country is proud of
them too.
The photographer who submits the winning image
in the RICS infrastructure photography competition
will be awarded £3,000 in vouchers towards camera
equipment, and image will feature in an exhibition in
London open to the public. zz
For more information visit:
www.rics.org/infrastructurephoto.
Public opinion is crucial
www.railwaystrategies.co.uk 27
Amanda Clack
Bhavisha Mistry
If we, as a nation, are to embrace infrastructure improvement to achieve growth and prosperity, we have to improve the public perception of infrastructure, argues AMANDA CLACK, senior vice president at the Royal Institution of Chartered Surveyors (RICS)
Infrastructurezzzzzzzzzzzzzzzzzzzzz zz
28 www.railwaystrategies.co.uk
T oday’s passengers are no different from people
who rode on the earliest trains – they simply
want to travel from A to B, safely, reliably and
comfortably. The railway itself, however, has
changed dramatically, with multiple systems now working
automatically to set routes, regulate train movements and
make decisions about everything from passenger flow to
air conditioning.
On London Underground’s Victoria Line, for example,
the Siemens Train Supervision System predicts train
positions with a 20-minute look-ahead, several times a
second. This drives automatic train regulation algorithms
that modify train departure times and driving profiles,
which are then used by the onboard system to drive the
train automatically from station to station. It also generates
accurate information displays, giving passengers the
opportunity to alter their journeys if necessary.
With modern mass transit networks increasingly
functioning as a system of systems, Siemens explains
some of the complexities that go into their
design, integration and optimisation
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz Infrastructure
Configuring the future
www.railwaystrategies.co.uk 29
The challengesAs passenger numbers continue to rise, accurately
predicting and managing surges in demand is essential.
For example, at current annual growth rates of six to eight
per cent, the West Coast Mainline will be at full capacity
by the early 2020s. In recent years, technologies such as
Communication Based Train Control (CBTC) for metro
systems and European Rail Traffic Management System
(ERTMS) for mainline networks have allowed more trains
to operate at higher frequencies than was previously
possible, significantly boosting line capacity.
Both systems use radio to communicate with trackside
equipment, so trains are updated almost instantaneously
with information about how far they can safely go and at
what speed. London’s Victoria Line now timetables
34 trains per hour (TPH) at peak times, and new
suburban railways such as Thameslink and Crossrail
will have 24TPH timetables.
As well as increasing capacity on the railway, there is
also an urgent need to address the rising cost and the
environmental impact of using fossil fuel for powering rolling
stock. To future-proof its network, the UK rail industry is
investing £4 billion in a national electrification programme
over the next five years as James Goulding, a business
development manager at Siemens, explained: “Siemens
is a key member of the Rail Electrification Delivery Group
(REDG), and as such we are working closely with Network
Rail to overcome the challenges of electrification, such as
innovating unique designs in switchgear and overhead line
engineering that improve productivity.”
Managing expectationsLike access to running water, 24/7 power or any other
national infrastructure asset, the general public only really
notices the railway when something goes wrong. Of course,
even a service that combines a state of the art signalling
system and high-performance trains is vulnerable to delay if
someone gets their umbrella stuck in the train doors!
But, to a generation used to playing games and videos,
taking photos and sending emails, all wirelessly and reliably
on their mobile phone, the concept of a train not running
because of leaves on the line or a signalling failure is
difficult to comprehend.
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz Infrastructure
Configuring the future
“Dozens of systems need to interact to ensure a smooth
journey for the passenger, but at the moment many aren’t
connected and don’t share information with each other,”
explained William Wilson, Siemens’ director sales and
commercial. “We are committed to making this happen
more efficiently in the future, so that we optimise the cost of
railway operation, reduce carbon impact, increase capacity
and make the passenger experience more comfortable.”
With the growing demand for a 24/7 railway, it is no
longer acceptable to close railways to upgrade signalling,
train control, telecommunications and line management
systems. Recent work on London Underground’s Victoria
Line proved that migration work to new systems can be
efficiently phased over time to ensure the railway keeps
running, with the help of detailed systems engineering,
flexible equipment and highly skilled staff.
“Our programme of upgrading brown field sites
requires manufacturing, designing, installing, testing and
commissioning (often at anti-social times such as bank
holidays, Christmas or Easter) – in such a way that the
transition is seamless for passengers travelling under the
control of the old system one week and under the new
system the next,” Mr Wilson said.
Towards an integrated systemAs if the complexity of moving millions of people daily
around the rail network was not challenging enough, the
underlying business model needs to be sustainable – in
every sense. The railway needs to make enough money to
cover costs of operation and investment over an extended
period of time, while at the same time optimising energy
usage and human and infrastructure resources, and
reducing environmental impact.
At MTR’s Kowloon Canton Railway in Hong Kong
and the Richmond Airport Line in Vancouver, Invensys
Rail integrated CCTV, lifts, escalators, ventilation,
power distribution and traction control systems in a
small number of multi-headed workstations, reducing
operational costs through more efficient use
of employees.
Train and station designs are also important factors.
The latest trains maximise space and passenger
movement along the length of the train. “Many trains
now integrate complex ethernet-based networks of
CCTV, passenger alarm, traction and braking systems,
air conditioning and ventilation control,” said Maurice
Carter, Siemens’ head of engineering operations. “There
are clearly benefits in moving towards full integration of
systems such as traction, automatic train protection and
automatic train operation in trains too.”
Good-quality communication with passengers will
become even more safety critical as more trains are
implemented to Grade of Automation 4 (that is, with
no employees on board, such as Line 1 of Paris Metro
and Singapore’s Downtown Line) and so require close
integration with CCTV systems.
In conclusion, William Wilson added: “We are
continuing to explore ways to design signalling and train
control systems, trains, traction and environmental control
systems that work effectively together as a whole. In
doing so, we are helping deliver reliable, safe, sustainable
and integrated systems that encourage people to travel
by train. This means passengers can relax and enjoy their
journey, not only in normal, everyday operation, but also
during the major upgrade projects needed to create a
railway for the twenty first century.” zz
30 www.railwaystrategies.co.uk
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www.railwaystrategies.co.uk 31
Anna Bradley to chair RSSB l Anna Bradley has
been appointed non-
industry, non-executive
director and chair-
designate for RSSB,
taking over from Paul
Thomas who retires from
the post in March 2015.
After a career in
regulation, policy and consumer advocacy
across sectors as diverse as legal services and
organic food Anna has extensive experience
as a non-executive director and chair in public,
private and not for profit organisations.
She is chair of Healthwatch England and a
member of the Care Quality Commission. Other
roles and experience include chairing Southern
Water Customer Challenge Group as well as
the Council of Licensed Conveyancers.
Anna said: “I am delighted to have been
asked to chair RSSB. I think RSSB has a
critical role to support the industry in delivering
more with less through the harnessing of
good practice and innovation, so ensuring that
consumers and citizens reap the benefits that a
vibrant rail sector can bring.”
zzzzzzzzzzzzzzz zzNEWS I Appointments
New CEO for Thales Group
l Patrice Caine has
been elected chairman
and chief executive
officer of Thales.
He will oversee the
separation of these
two key roles, handing
over the position of
chairman to Henri
Proglio, and taking up the mantle of
CEO himself.
A graduate of the École Polytechnique
and the École des Mines de Paris, Patrice
began his career in 1992 with pharmaceutical
group Fournier before becoming adviser on
mergers, acquisitions and corporate strategy at
Charterhouse Bank in London.
From 1995 to 2002 he held a range of
positions including special adviser to the Prefect
of the Franche- Comté region of France, head of
the industrial development and energy division
at the French agency DRIRE, and technical
advisor to Laurent Fabius, then French Minister
for the economy, finance and industry,
He joined Thales Group in 2002 and occupied
various leadership positions before being
appointed senior executive vice-president, chief
operating officer and chief performance officer.
c2c reshapes commercial team
l National Express train operator c2c has
made two new appointments as it expands
for the new 15-year franchise.
Danielle Agius has joined c2c as head
of marketing, and will be focusing on
developing and implementing a new ‘digital
first’ approach to marketing, and growing
the off-peak market. She was previously the
customer experience manager at Stagecoach
Group, and worked within the Virgin Trains
marketing team before that.
Aaron White has been promoted to a new
position in the company as c2c’s first B2B
manager, and will be responsible for leading
the corporate sales and business partnerships
across South Essex and East London. Most
recently Aaron was responsible for managing
c2c’s in-house customer service team and
has worked for National Express for 10 years.
c2c interim commercial director Ruth
Harrison-Wood said: “We are completely
reshaping c2c’s commercial team to ensure
we are entirely focused on our customer and
business needs.”
RBF appoints interim CEO l Abi Smith, currently
executive director at
the 156-year old railway
charity RBF, has been
appointed to the post of
interim chief executive
officer (CEO) as the
organisation starts work on a programme
of modernisation of its structure and service
offering. She will be responsible for managing
the development of the change programme,
and then driving through the implementation
of those changes.
The modernisation programme will
incorporate the results of a review of services
and support, looking beyond financial aid in
the form of grants.
RBF incoming chairman Tim Shoveller
believes the changes are essential if the
charity is to be relevant to current and former
railway employees, and that Abi is the right
person to lead the charity to the next stage of
its development.
MD for new East Coast franchise
l David Horne
has been appointed
managing director
of Virgin Trains East
Coast which will
be responsible for
running rail services
on the East Coast
Mainline from
March this year. He
takes up the post in January, and will play a
leading role in the mobilisation and transition
arrangements for the new InterCity East Coast
franchise, a joint venture between Stagecoach
and Virgin that will run until 31 March 2023.
David, currently managing director of
Stagecoach-owned East Midlands Trains,
has more than 25 years’ experience in the rail
industry, having started his career in 1988 as
a ticket office clerk in Cornwall. He has held
senior positions within South West Trains
and Virgin Trains, and led the successful
Stagecoach bid for the East Midlands Trains
franchise in 2007, transforming it into the UK’s
most punctual long distance service over a
five year period.
Crossrail reappoints Terry Morgan
l Terry Morgan CBE
has been re-appointed
non-executive chairman
of Crossrail for a further
three years from 1 June
2015, and will be seeing
the project through to its
opening in 2018.
Before joining Crossrail
as chairman of the board in June 2009 Terry
enjoyed a distinguished career in industry. He
came to Crossrail from Tube Lines where he
was chief executive. Prior to that, was group
managing director, operations, of BAE Systems,
having previously occupied the roles of managing
director, royal ordnance division, and group HR
resources director. Before joining BAE, he was
managing director Land Rover.
Terry has an MSc in engineering production
& management, and is a fellow of the Royal
Academy of Engineering and the Institute
of Electrical Engineers. He is non-executive
chairman of the Manufacturing Technology
Centre and the National Skills Academy for
Railway Engineering.
32 www.railwaystrategies.co.uk
W hen thinking of a train station or a railway
terminal, what is the first idea that pops into
your head? Chances are it’s an image rather
than a sound. It’s unsurprising really. While
many train stations are visually distinctive, most seem to
boast exactly the same soundscape – an unappealing,
noisy environment. Of course, the roar of a train’s
engines hardly helps matters, bringing with it a seemingly
uncontrollable din. I’d argue, however, that this merely
means more consideration is required in keeping control of
noise levels.
To some extent, this blindness (or deafness) to the
impact that sound has on us has become even more
serious in the modern day. Sound plays a significant,
though perhaps unconscious, role when we come to form
our perceptions of a place. It can induce stress, evoke
feelings of excitement, and even encourage us to relax
– and it seems odd that it is often nothing more than an
afterthought in too many building designs.
To give a little context, research from the World Health
Organisation has found that regular exposure to noise
levels of just 50dB is enough to increase blood pressure;
and at just 55dB leads to a higher risk of heart attacks.
The average noise level in a busy office can exceed 65dB
so it’s a safe bet that most train stations, which can serve
thousands of passengers on a daily basis, will be hitting
those noise levels.
Sound infrastructure has three key functions within a
railway station: primarily and most importantly, in ensuring
the safety of passengers. Secondly, systems are there
Sound: an infrastructure blind spot?to help inform and guide rail-users. Finally, well-being and
comfort; sound plays a crucial role in keeping travellers
calm and providing a sense of safety in what can be a
fairly stressful environment.
Staying safe in emergency situationsThe evacuation of any building brings its own set of
complications and difficulties, but in the case of a railway
terminal these issues can be magnified several fold. The
process is made more problematic by factors such as
the complexity of the site layout, the location of the site
(potentially being underground), and the sheer volume
of human traffic. Add to this a limited number of exits,
which are often kept small for security reasons, issues of
crowding, confusion due to unfamiliar settings, and it’s
understandable why terminal evacuations are considered
difficult at best and dangerous at worst.
The traditional ringing bell solution is completely unsuited
The quality of ambient and
public address sound at our
rail stations can significantly alter
the behaviour and experience
of passengers and staff. GRAEME
HARRISON explains
Passengers calmly boarding the Cardiff Central train at Paddington station
A busy day at Liverpool Street station
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www.railwaystrategies.co.uk 33
Sound: an infrastructure blind spot?
to the setting and more likely to incite anxiety and panic
than facilitate a safe or efficient exit. Understanding the
role of sound and how it’s used for communication, we’d
recommend a voice evacuation system (VES) that allows
the station manager to communicate the hazards or
concerns clearly, and unambiguously, providing succinct
directions on how occupants need to react.
VES can offer step-by-step instructions – which avoid
potential panic – ensuring that people have clear
directions on how to exit the building or facility via safe
and secure routes.
Previously, we commissioned research to explore the
public’s attitude to emergency evacuations and the findings
were significant. A substantial portion of respondents –
35 per cent – agreed that instructions delivered by an
audio voiceover system (instead of alarms or bells) would
make them feel calmer. The goal of anyone responsible for
evacuations is being able to both calm people down and
direct them away from danger.
Perhaps the main benefit of a more sophisticated audio
system is that it can provide real-time information to a
building’s occupants, guiding them along the safest exit
routes. For example, in the case of a railway evacuation,
passengers on one platform may need to use the west
exits, whilst passengers on alternative platforms may need
to be directed towards the east exits. In this instance it is
vital to have a system that provides zone management
capabilities. Such a system allows location-specific
information to be accurately communicated to people in
varying areas or zones throughout the train station.
Staying informedA full station evacuation is, thankfully, a rarity. A more
commonplace requirement of a railway terminal’s sound
infrastructure is to simply inform passengers of the latest
travel information – whether that is platform changes, train
delays, or even lost children.
However, this regular function can become a challenge
for station operators as many fail to invest in a sound
system that can communicate intelligibly with passengers.
Attempting to decipher the latest announcement is a
phenomenon I think we’ve all experienced.
Admittedly it is not an issue confined to railway stations.
Other public facilities – from bus and airport terminals to
supermarkets and shopping centres – seem to have their
public address announcements accompanied by squeaks,
buzzing, and a generous helping of static.
The only real solution comes from carefully measured
investment in sound infrastructure – not simply in buying
the lowest-priced equipment or turning the amps up
to their maximum levels – and by ensuring the chosen
technology works within your environment.
Keep calm and shopFinally, the innovative use of sound in transport facilities has
been shown not only to improve passenger behaviour but
has also been linked to an upsurge in retail sales.
A scheme trialled by Glasgow Airport, in which a generative
sound installation piped natural sounds into the departures
lounge to enable passengers to relax ahead of their flights,
recorded some additional, unexpected results.
As was expected, researchers found that travellers
who had consciously heard the generative soundscape
admitted to feeling more relaxed. Interestingly, passengers
who hadn’t noticed the soundscape also claimed to have
felt calmer in the airport environment. Most surprisingly,
retailers noticed a rise in sales during the trial, with some
periods seeing an increase in passenger spending
of 10 per cent.
The Glasgow case study is far from the only example
of how sound can have a powerful effect on the local
populace. On the other side of the world, in the town of
Lancaster, California, the local mayor installed a birdsong-
based soundscape along a portion of the downtown
area. Reported crime in this area dropped by 15 per cent.
Other organisations including the London Underground
have followed this lead and experienced similar gains
with several tube stations, including Brixton and Clapham
North, noting decreased levels of violence following the
introduction of classical music.
Everyday soundsSo how far does the potential stretch? It’s clear that taking
control of the sound infrastructure at train stations can have
a positive effect, avoiding the aggravation of uncontrolled
noise and offering tangible benefits such as avoiding panic,
calming passengers, and even bumping up retail sales.
What is exciting is that even minor improvements to the
sound design within a terminal building can bring about
real value for railway operators. With this in mind we must
begin to design soundscapes with the same care and
attention that is afforded to the visual aesthetics. zz
Graeme Harrison is executive vice president of marketing at Biamp Systems
The new concourse at King’s Cross station
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34 www.railwaystrategies.co.uk
Rail network executives are already implementing
plans to minimise weather-related disruption to
train services. The usual emergency response
teams are on standby to remove fallen trees and
debris, aided by a fleet of ‘leaf-busting’ trains and pumps
to drain flooded areas of track.
With millions of passengers travelling by train in the UK
each day, rail infrastructure bosses must frequently review
and refine their contingency plans. One strategy that they
have recently implemented is the rapid development of
bespoke, mission critical mobile applications to support
field workers during severe weather periods.
Flood warning appA good example of this was an Incident Flood Warning
app that was developed and deployed by a rail
infrastructure company in a matter of days to help
trackside engineers identify and respond to damage
caused by severe flooding that affected large areas of the
UK earlier this year.
While the existing emergency response teams are
adept at dealing with localised flooding, the storms
that battered the UK at the start of 2014 affected large
sections of track around the country.
With thousands of miles of track to maintain, it was
difficult for rail infrastructure management teams to
pinpoint each and every section of track that was affected
by flooding, subsidence, or debris blocking the route.
Field workers needed a way to quickly and accurately
report incidents so that repairs could be prioritised and
Mobility = greater resilience
maintenance teams dispatched in an efficient
and timely manner.
The decision was made to develop an app to enable
information on the status of the network to be gathered from
the field. The app had to be able to run on iPhones, iPads,
and iPad Minis, and support business processes through
integration with existing backend systems.
Using input from trackside engineers, two mobile apps
were built, tested, and pushed out to all field workers
within two days.
Fast track development In my work with several transportation organisations to
provide a cloud-based mobile application development
platform that integrates with existing backend systems,
‘lightweight’ mobile apps are the priority. Cloud-based mobile
application development platforms enable rapid development
of these nimble mobile apps that filter information so that only
relevant data is accessed by the app.
In the VDC Research report Travel, Transportation,
and Logistics Gear Up for Mobile App Enablement,
commissioned by FeedHenry, analyst Eric Klein reports that:
“An enterprise-grade mobile backend service enables devices
in the field to connect seamlessly with corporate systems and
employ the mobile-specific capabilities that enable new ways
of working. For example, using mobile apps to inspect and
verify transport equipment and infrastructure, information can
be fed back to a central database, transforming maintenance
processes and driving productivity improvements. Cloud
technologies can dramatically simplify security, storage, and
As winter brings the risk of disruption on the railways, CATHAL MCGLOIN, discusses the development of mobile apps to improve infrastructure resilience
Cathal McGloin is CEO of FeedHenry
Flooding in the Somerset Levels earlier this year
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www.railwaystrategies.co.uk 35
data syncing and support the use of built-in features such
as the camera and augmented reality.”
Using a cloud-based mobile application development
platform can speed development, and better enables a
two-way flow of information between field workers and
back office teams, without compromising the security of
corporate data stored in the backend systems. Because
only a small data set is accessed by the app, this reduces
the load on employees’ mobile devices which enables
batteries to last longer.
Using the Incident Flood Warning app developed on a
cloud-based mobile application development platform,
trackside engineers supplied live information on the status
of the network enabling the management team to allocate
engineering resources where they were needed most. The
app also enabled accurate network updates to be passed
on to the government, the media, and travelling public
affected by floods.
Supporting health and safetyIn addition to the Incident Flood Warning app, a Close
Call Health and Safety app was developed, which enables
trackside engineers to report on incidents and potential
risks by providing GPS coordinates, capturing images and
text descriptions, and then relaying these to central office.
Cloud-based mobile application platforms should enable
information to be stored when users are working offline, or
in areas of intermittent cellular coverage, such as tunnels.
Consulting the expertsThese apps are only two examples of how a cloud-based
mobile application development platform supports rapid
development of apps in response to changing travel
conditions. Field workers and operational staff were
originally consulted to get their ideas on how mobile
apps could transform their working day by redefining
data capture and on-the-job tasks. This is an important
stage in helping to develop a mobile strategy: consult and
engage your users at every step of the way. The railway
infrastructure organisation has 34,000 experts to call on
and more than 600 app ideas were submitted
by employees.
Once apps are rolled out, analysing and sharing user
feedback is a priority.
Not every app has been a success. However, the rapid
development process has enabled the organisation to take
an iterative approach by piloting apps in the field with small
groups of workers and actively tracking app usage and
employee feedback. The right mobile application platform
enables the organisation to gather detailed analytics
information, which is critical for revising app design or
withdrawing unsuccessful apps completely.
Future developmentsFollowing the successful deployment of the mobile
application platform, rail network bosses are continuing
to expand and enhance the use of mobile apps to other
mobile workers within the organisation. Augmented reality
applications are being assessed to enable employees to
gather more information about assets while they are out in
the field. This can help workers to access data on when
assets were last repaired, as well as specifications
and schematics.
Along with leaf busting trains and emergency response
crews, the use of mobile apps has improved the
management team’s visibility of the entire rail network
status, enabled them to respond quickly to weather events
and rapidly pilot employee ideas that improve safety and
productivity. Embracing the many aspects of mobile helps
to minimise disruption to the network, keeps trains running
and improves safety for passengers and employees.
In the VDC Research report, analyst, Eric Klein, stated
that the three most important metrics used by the
transportation sector to measure mobile app benefits
include: reduced operational costs; improved productivity,
and more accurate real time tracking. Klein concluded that
by adopting a mobile-first strategy, underpinned by an
open cloud platform, transport organisations can reduce
the time and effort required to develop nimble mobile apps
that run on a variety of devices and meet the immediate
and evolving needs of their employees and customers.
Adopting a mobile application platform that can support
the development of requested mobile apps within forty
eight hours has enabled this rail infrastructure organisation
to, quite literally, change with the weather. zz
www.feedhenry.com
The new concourse at King’s Cross station
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Track welding
Trackside engineer working in the snow
36 www.railwaystrategies.co.uk
As the UK’s railways enter their most extensive
phase of upgrades since the Victorian era,
it’s imperative that the new technology being
employed in these projects can withstand the
added pressures it will face in the future, and meet
demanding ever-changing safety guidelines.
One of the upgrades currently in progress is on the
London Underground, which operates around 3.5 million
journeys a day, serving a total of 270 stations.
A £2 million contract was available to R&B Switchgear
to design and manufacture of a series of LV and MV
switchboard panels for the SSR3B project on the District
Line.The MV switchboards are the first IEC61850 to be
installed into London Underground.
The project commenced in autumn 2013, and is being
constructed at a dedicated facility in Greater Manchester.
MARK BESWICK, examines some of the latest developments in switchgear
technology, such as those currently being implemented on the London
Underground, and how they can benefit the UK rail industry
Westminster, on the District Line
Gearing up for improvement
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ansp
ort f
or L
ondo
n
www.railwaystrategies.co.uk 37
rail freight is 75 per cent greener than road freight.
This is having an impact on the way switchgear
manufacturers are building to save space. With electrical
switchrooms taking up valuable space, there is always a
premium to be had by operators specifying main electrical
distribution switchboards that can reduce the size of
these areas.
Where size mattersNew compact modular, standardised LV boards are designed
to accommodate more features with less volume and weight,
with specially adapted characteristics such as space-saving
drawers which directly connected to the vertical busbar are
ideal for rail applications.
This is something that is increasingly important for
contractors and suppliers who will need to work with legacy
structures and existing infrastructure to upgrade systems
and must be taken into consideration when implementing
new technology.
It is vital for modern rail services to have electrical
switchboards that deliver superior safety, trusted reliability
and optimum performance.
Switchboards must also comply with a whole set of
requirements linked to increasingly sophisticated and
challenging applications and changing international
standards, while also offering increased productivity and rapid
return on investment.
By ensuring electrical equipment is built to these exacting
standards, operators have equipment which significantly
reduces the risk of supply loss and decreases maintenance
requirements while increasing reliability.
It should also deliver the highest possible level of safety
for people and installation, even in the most demanding
conditions and have built-in peak reliability both short and
long term, guaranteeing availability as well as delivering a
constantly superior level of performance with ease and speed
of use and maintenance.
As the UK’s entire rail network undergoes the biggest
investment since its inception, the upgrades will prove to
be a unique test for engineers, contractors and providers.
The upgrades on London Underground will need to
accommodate the rapid growth of passenger numbers
and deliver the same longevity and performance as the
previous systems. zz
Mark Beswick is managing director at R&B Switchgear Group
By incorporating low voltage, intelligent switchboards
which deliver superior safety, reliability and performance,
operators will be able to ensure safe operation, trusted
reliability and optimum performance.
The IEC61850 is a new communication protocol, which
was designed to provide a single protocol for a complete
substation and implement a common format to describe
the substation and facilitate object modelling of data
required in the substation.
The new standards will also define the basic services
required to transfer data using different communication
protocols and allow for interoperability between products
from different vendors.
The element of intelligenceIntelligent switchboards communicate their status in
real-time and automatically alert operational crew of an
overload or situation where power failure could occur if
not dealt with. Also, if a power failure does occur,
serious consideration should be given to incorporating a
facility to ‘hot swap’ out the circuit protection, allowing
rapid replacement without the need to switch off the
whole switchboard.
Being informed in real-time of the status of the
electrical network, means that any downtime required
for maintenance can be accurately scheduled to fit rail
timetables, something that is paramount for providers
and engineers.
An intelligent switchboard can also greatly reduce
energy costs by providing visibility for optimising loadings,
motor operation, trace problems, precise control, identify
trends and troubleshoot problems before they result in
a costly power loss. In addition to helping boost power
system reliability and productivity, intelligent electrical
switchgear can reduce peak energy consumption by
up to 50 per cent.
This is something which is high on the agenda of
Network Rail which has committed to reducing the carbon
intensity of its electricity supply by 14 per cent as well as
reducing total carbon emissions and investing in energy
efficient assets.
It’s not just rail passengers that will benefit from this
commitment, the electrification of lines to make train travel
cleaner is helping to remove lorries from the UK’s roads as
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‘‘ In addition to helping boost power system reliability and productivity, intelligent electrical switchgear can reduce peak energy consumption by up to 50 per cent
38 www.railwaystrategies.co.uk
employs approximately 450 employees in two foundries
located in Switzerland. With a superlative track record and
many years of experience it has grown into the position
of a market leader. It is by far, the biggest iron-casting
group in the country, and is equally well established in
main European markets, directly exporting 65 per cent
of its production. With a customer base, that includes
global players such as Stadler Rail, Alstom Transport,
Bombardier, Siemens and Voith, its components play a
vital role in most corners of the railway industry.
vonRoll casting has built up its competence in public
transport systems and specifically railways based on
a strategic decision. Danilo Fiato: “Railway transport is
of increasing importance in Europe and worldwide. It
replaces aviation in city trips of up to 600 kilometers and,
well managed, is the perfect land born transport system
in our container time. The new train technologies however
need new cast materials and new cast solutions. Our
zz zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzvonRoLL CASTInG
Excelling in the sector of complex, thin-walled
castings with many cores, the business is noted for
the superior quality and high precision in realising
its customer’s demands. The product range, which
includes machined and pre-assembled components, is all
from one source. “We offer solutions in modern cast iron
alloys, such as austempered ductile iron (ADI) and solid
solution strengthened ferritic ductile iron with an excellent
strength-toughness relation, similar to steel casting, which
is essential for permanent quality during the entire lifetime of
railway components,” says Danilo Fiato, CEO.
Its goals are reflected in the quality of the products that
come out of its foundries, the precision of the ancillary
services provided and the care it takes of its customers’
needs. The services on offer range from consultation, via
the manufacture and full processing of cast components,
to meeting logistical deadlines. The business has an
industrial history of more than 200 years, and today
vonRoll casting is one of the most modern and innovative foundry groups in Europe, providing custom-made castings for its clients
Keep rolling…
www.railwaystrategies.co.uk 39
Engineering Centre has built up specific know how in
high safety parts and their production, especially in co-
operation with energy supply and transport industries.
According to our experiences and as a result of the
discussions with our clients, we see that material
properties like high fracture toughness and fatigue
strength are of decisive importance for the quality,
reliability, safety and economic operation of new train and
railway systems.”
One of the great strengths of vonRoll casting is
its symbiotic approach to a project, encouraging
participation from customers’ designers. Jointly it
progresses the development of highly complex cast
components, which has proved successful in resolving
even the most exceptional requirements. In the last five
years, vonRoll casting has invested more than 35 million
euros in its production and engineering capacities.
Danilo Fiato: “It is our strategy to further develop our
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzztechnological skills, including 3D-printing, engineering
and production. We see interesting new applications and
opportunities for both our customers and ourselves and
we are convinced that these massively above-average
investments, which have been paid out the cash flow
of our group, are the base for innovation and technical
leadership.”
The expertise within the Engineering Centre is available
to customers for all their metallic material casting
requirements. Engineers and designers use modern 3D
CAD and finite element programs to help find the ideal
design solution for all operational demands. Involving the
customer in this important developmental and creative
solution-finding phase has enabled the business to produce
already the prototypes at the highest standards and to start
the production in the shortest delays possible. “Our clients
appreciate the time winning effect of their co-operation
with vonRoll casting,” points out Danilo Fiato. And he
continues: “Our success is due to this specific approach
of engineered casting and material technology combined
with our experience.” Combining the inter-disciplinary skills
of its engineers in the Engineering Centre, as well as in the
production department, and a focus on the business and
development processes of its customers is an approach
it refers to as ‘Simultaneous Engineering’. “Besides the
knowhow, our Engineering Centre plays a very important
role as a development and innovation engine. We simulate
mould filling and solidification, and become more and more
a development partner for our customers. By applying the
finite element method we can find the best solution for our
customers’ cast components,” he explains.
Additionally, the business has played an important role in
the industry, investing in new materials and their application.
The materials range from cast iron with nodular graphite,
and cast iron with lamellar graphite, to special alloys such
as SiMo, Ni-Resist and austempered ductile iron.
vonRoll casting: “One of our strengths is the development
of customised iron casting materials. As an example, we
are able to develop the iron material to fulfill and guarantee
the properties needed in the customers’ applications –
beyond existing iron material standards. This highlights the
vonRoll’s values - technological leadership, reliability and
success orientation.”
As the business looks ahead to its strategic position
over the coming years, Danilo Fiato concludes with a
brief insight into its own growth potential: “Our focus is
on complex solutions in cast iron and 3D technologies. In
this area we will strengthen our position in the European
market, but also develop new markets such as Canada, the
US and Russia. We are optimistic that the expected internal
growth rate of five per cent per annum will be achieved.
Furthermore, we are also open for acquisitions, however
it is important to note that growth is not a value per se.
We want to remain independent from bank financing and
it is crucial to also build up enough qualified management
capacities.” zz
www.vonroll-casting.ch
40 www.railwaystrategies.co.uk
the company believes working closely with clients is key
to designing and developing components and solutions
for issues such as obsolescence which has become
increasingly more problematic in the industry. Indeed,
although the lifetimes associated with components
used in the rail industry can reach up to three decades,
the expected level of performance over this time
period can only be achieved if products are supported
by maintenance programmes and the availability of
replacement parts. Furthermore, the rail industry faces the
specific challenge of having both old and ultra modern
rolling stock and infrastructure in operation. Because
these can’t be dealt with in the same way companies
must identify all parts potentially affected by obsolescence
and evaluate the various means of replacement.
“Throughout 2014 we have been increasingly
overhauling and upgrading equipment,” confirms Jon.
“We regularly work with Unipart Rail who supply the whole
zz zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzCraig & DerriCott
W ith a history of operating in the UK rail industry
dating back over 60 years, Craig & Derricott
has developed a strong reputation as a
manufacturer and supplier of switch gear.
Predominantly involved within the rolling stock sector, the
company has worked with blue chip organisations such
as Bombardier, Hitachi and Alstom on new build and
refurbishment projects as well as the design of
new components.
Previously featured in Railway Strategies in March
2014, business development manager Jon Beaumont
discussed the company’s activities. “We offer a wide range
of very bespoke equipment from the overhaul and new
construction of drum switch un-couplers to master controls,
power break controllers, cab isolation switches and driver
key switches. We provide switchgear equipment rated from
milliamps right up to 4000 amps.”
Focused on providing high quality bespoke products,
Component supplier to both rolling stock and infrastructure sectors within the rail industry Craig & Derricott continues with its drive to introduce its
innovative LED tubes into the refurbishment market
Switched onRail approved LED tubes
www.railwaystrategies.co.uk 41
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
LED Downlighters
Complementing these strengths is the company’s full
understanding of market requirements gained through
open communication with manufacturers of trains and
refurbishment organisations such as Rail Services,
Bombardier and Alstom. Additionally, the innovative firm has
developed close relationships with ROSCOs and operators
as a way to further generate business.
rail industry. We are undertaking a significant programme
with them to support the management of obsolete
products and equipment upgrading. Furthermore,
we provide overhaul services on equipment we
have previously manufactured such as drum switch
un-couplers, master controllers and power break
controllers. We bid on contracts too but really
anything that comes up in a C6 and a C4 is of interest
to us. We are also in the process of overhauling door
opening pushbuttons - another project to overcome
obsolescence and to meet PRM TSI.”
Having engaged in a programme of investment and
growth over recent years, Craig & Derricott has further
enhanced its services and boosted its reputation for
engineering expertise, customer service and proven
product quality. As part of its on-going growth program
Craig & Derricott has signed a contract in July 2014
with Milan based Studio Professionale di Ingegneria
Industriale (SPII), a leading component supplier and
system integrator for the railway industry and increased
its focus on significantly upgrading its product base.
To make this aim a reality, the company has continued
to build its R&D department complete with engineers
using CAD and 3D modelling specifically for rail projects.
42 www.railwaystrategies.co.uk
A prime example of Craig & Derricott’s ability to
respond to market demand is its solution for the
refurbishment sector following the government’s decision
to make T12 fluorescent lighting obsolete. With T8 tubes
due to follow suit the company came up with LED tubes
- a new product that can replace existing fluorescent
tubes using existing fittings with minimal wiring changes.
The product is not only on the market having successfuliy
completed extensive complex trials and met all
specifications but is also in the process of being fitted for
the first time in a major contract with Bombardier.
zz zzzzzzzzzzzzzzCraig & DerriCott
Uncouplers
Hitachi back wall panel
Train door actuator
Since it was awarded the £30 million two-
year contract to undertake the enhancement and
maintenance of Eversholt Rail’s fleet of Class 365 trains
in November 2013, Eversholt Rail Group has chosen
Craig & Derricott to replace the fluorescent lighting on
the entire fleet with its state-of-the-art LED tube lights.
“The first vehicle should be completed this week and
we will also be supplying the door pushbuttons on this
project,” says Jon. On top of this game changing project,
the company is also working with Bombardier on the £1
billion Crossrail contract and Hitachi with their on-going
IEP project which involves Hitachi Rail Europe
providing new electric and bi-mode trains on
both the Great Western Main Line and the East
Coast Main Line.
Moving forward the future looks positive
for Craig & Derricott as it continues
providing high quality solutions to some of
the major railway projects in the UK and
as Jon concludes: “Although we do a lot
of refurbishment there is a lot of new build
activity at the moment; you have Bombardier
working on Crossrail and Hitachi working on
IEP with whom we are doing a great deal of
work currently. The test vehicle is nearly ready
on the East Coast Main Line and more vehicles
will be following in 2015 and we are working on
designs for the Great Western Main Line. We also
see potential for growth into Europe following Hitachi’s
recent expansion into this area.” zz
www.craigandderricott.co.uk
zzzzzzzzzzzzzzzzzzzzzzz semmco
www.railwaystrategies.co.uk 43
customer requirements. Although we produce a standard
range of equipment, each bespoke solution complements
the differing profiles of trains, and also the restrictions
within a depot,” says Stuart McOnie, managing director.
The rail sector continues to promote an exciting
environment for business, with investment from all
channels. Through hard work, Semmco has grown its
position, educating its audience to the benefits of its
offering, as Stuart points out: “It has taken a long time
for people to accept our product, which as a customised
option comes at a premium, but the quality, reliability and
The train at platform one…Semmco is the UK manufacturer of access platforms, building innovative
concepts that tackle head on the challenges of reaching new heights in the construction and maintenance of a modern sector
The company began operations in 1993, based
in Woking, itself a hub attracting engineering
expertise. Employing a workforce of 25, across
sales, design and production, the business
specialises in the manufacture of access and ground
support equipment for the railway and aviation sectors.
Semmco’s position in the access market, utilising a
lightweight aluminium construction, was affirmed with the
introduction of working at height regulations, which opened
up numerous opportunities within the railway sector. “Most
of our products have and continue to be evolved through
Side access platform
44 www.railwaystrategies.co.uk
Above: Portable roof access platform
Above left: Side access/ Driver access platform
Left: Fixed steel gantry
Below: Front access Platform
Facing page: Pit Board
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
companies and large businesses such as Bombardier and
Arriva Trains, the range of its clients reflects the bespoke
nature of its service capabilities. “R&D is a big driver within
our company and we spend well into a six figure sum each
year on developing that aspect. We are well respected
within the industry for delivering innovative and smart
solutions, driven to design products with consideration to
multi-function and manoeuvrability, whilst remaining safe,
strong, reliable and importantly aesthetically smart,”
says Stuart.
Class 378 train at Norwood Junction on the East London Line, South stations
safe access it provides for working on and around trains is
becoming more recognised. Across the sector in the last
18 months we have experienced growth of nearly 40 per
cent.” This is a statistic reiterated by business development
manager Andrew Walling: “Our offering and the benefits
compared to competitors products are well understood,
and we have brought in new customers as well as grown
with our existing customer base.”
From operators such as First Group, East Midlands
Trains, C2C and Hitachi, through to depot construction
Royal Berks Hospital - General Fire stopping
www.railwaystrategies.co.uk 45
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz SEMMCO zz
Product choice ranges from standard side access
platforms, through to bespoke nose docking replacement
duct, front access platforms and bespoke roof access
platforms. The aluminium profile of each design, unique to
Semmco, is a bolted and plated slotted system that allows
for high strength mechanical joints without the requirement
of welding. “This eliminates the problems that customers
have been experiencing with weld fractures and high
maintenance required on competitors equipment. “Our
R&D capability allows us to stress and load test throughout
the design stage. Each of our platforms has its own CE
certificate, and the completely aluminium product boasts
long life qualities. Whilst our platforms may have side
access capability, they may also be used for front access
on a vehicle,” highlights Andrew as the business introduces
more solutions to the market such as variable height
platforms, which reduce the number of platforms required
by the customer. “Although the initial outlay for
the client may be greater, the long term advantages are
clear,” he adds.
Not only has Semmco brought to the market the variable
height, front access platform, which allows for doing all
the front end access work on the vehicle, but has also
introduced the portable roof access model, providing
increased safety for the operator. A third product, offered
in the UK is the Peco, a manual access platform, which is
both height adjustable and manoeuvrable. The one-man
operation, removes the requirement for special training as
a result of it not being a powered unit. First ScotRail Ltd, a
long-standing customer has benefitted from simple access
platforms to large boxing ring roof access platforms. “We
have also been working on construction projects with
VolkerFitzpatrick, where we have been highlighted as one
of the potential suppliers of access platforms for the new
Hitachi depots. We are winning quite a bit of work with
our portable access platforms, roof access and bespoke
design capabilities,” says Andrew. As new rolling stock is
brought in over the coming years in line with new franchise
agreements, it opens up opportunities for Semmco to
supply new equipment to existing and potentially
new customers.
To keep up with the growing demand, the workforce
also must inevitably grow and the company is actively
addressing this in manufacturing and design, as well as
expansion of aftersales, service and total care packages,
as Stuart expands: “Internal training ingrains the basic
principles of engineering, assembly and welding, opening
a deeper understanding of the theoretical knowledge as
well as developing the practical experience.” Looking
forward, Stuart provides an insight into the strategy
that has proved its success and will continue to do so:
“We run a one, three and a five-year plan, and we have
achieved most of the objectives that we set ourselves
for this year. We are now in the process of reviewing
our objectives for next year, targeting close working
relationships with the operators and depot designers.
Through offering an expertise in access solutions in
and around the depot we have the capabilities to save
everybody money, designing and delivering solutions
that are right first time.” zz
www.semmco.com
46 www.railwaystrategies.co.uk
zz zzzzzzzzzzzzzzzzzzTouax Rail lTD
As one of Europe’s largest lessors of intermodal railcars, Touax Rail’s growing reputation is second to none
A logistics showcase
Founded in 1855, Touax has a rich history that can
be traced back to when the company began life
as Compagnie de Touage de la Basse Seine et
de l’Oise, operating as a river transport service on
the Seine and Oise rivers. Today the company has grown
into a truly global enterprise with a diversified portfolio
trading in four areas comprised of shipping containers
(600,000 TEUs), modular buildings (three assembly
plants), river barges and rail cars. The business ordered
its first hopper cars in France during 1954 and over the
years Touax Rail has grown its fleet to over 9000 owned
and managed rail freight vehicles, serving 70 main clients
across five continents. Within Europe Touax Rail works
in co-operation with workshops and mobile teams and
represents clients in the US through its partnership with
Chicago Freight Car Leasing. Furthermore the company
is keen to expand its fleet to as many as 10,000 rail cars
and to maintain its momentum through a programme of
continued diversification of its wagon types.
The company manages its wagons under Vereinigung
der Privatgüterwagen-Interessenten (VPI), the German
association of parties interested in private freight wagons,
which allows it to deliver maintenance such as reprofiling
and revisions closer to its clients’ operational areas. This
greatly reduces transportation costs and downtime.
Furthermore Touax Rail gained ISO 9001 accreditation in
2010 and became one of the first companies to achieve
Entity in Charge of Maintenance (ECM) certification
during December 2011. As such the company’s technical
know-how in the field of technical management and
maintenance of railcars has seen it contracted to manage
the ECM services of a large intermodal fleet of over 1100
wagons over the course of three years. Additionally it has
undertaken further projects to supply a large number of
coal wagons for traffic between the Benelux and Germany,
and gained new clients in existing and new countries,
including Poland and Turkey. It has also recently opened
a central warehouse to deliver the main spare parts to
its clients, in addition to secondary stocks spread over
Europe, based on main clients’ routes.
Since it was last featured in Railway Strategies during
July 2013, Touax Rail has continued to grow its fleet and
won contracts that have enabled it to pursue its ambition
of an expanded service portfolio. In October 2013 the
company announced that it had won a prestigious
contract from Volkswagen Logistics to deliver a fleet
Louis Pastré business development and
marketing director, Touax Rail
48 www.railwaystrategies.co.uk
from the top management, sales and R&D departments.
The first prototype was received in March 2014 with a
second following shortly thereafter. During InnoTrans 2014
Greenbrier symbolically presented a prototype Wagon to
Touax Rail, where the company triumphantly showcased
the prototypes.
Following successful trials of the prototypes, EBA
certification and others, Touax has begun the process of
delivering the new fleet to Volkswagen, with the first new
cars set to arrive in November 2014. “The partnership
with Volkswagen coincides with our marketing strategy
to lease more wagons to industrial clients, who are
interested in profitable and long term agreements,” said
Louis Pastré, business development & marketing director.
“Touax is proud to be a partner for inbound logistics,
as for many years we have been actively involved in
the outbound logistics, transporting new cars on laaers
wagons.” Touax Rail was already renting four axle Ha
wagons on the market, but was looking for additional
optimised sliding wall wagons. The company plans to
continue to invest in his segment, offering new wagons for
light or heavy cargo.
During July 2013 Louis commented that rail would
continue to grow as a vital link in Europe’s supply chain:
“Rail market share versus road will increase regularly in
Europe. In addition, the European fleet is getting older and
needs a strong replacement programme over the coming
years. Whilst the market needs 10,000 to 20,000 new
wagons per year, the last five has seen only 5000 to 7000
produced. Compared to a European fleet that numbers
around 700,000 wagons this represents around only one
per cent. This is a structural under-investment trend that
should end soon. So far the market remains under full
production capacity but is improving, helped by regular
replacement of tank wagons as well.”
Indeed the continued success of the company in
winning tenders for such significant contracts such as its
recent success with Volkswagen would seem to suggest
that the future could present a significant opportunity for
Touax Rail. Certainly the conditions are right for freight
lessors to supply significant added value to clients,
zz zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzTouax Rail lTD
of 300 high-capacity sliding-wall wagons. The twin-axle
wagons were required to have minimum internal height of
3000 mm to enable the transport of mesh box pallets (CKD)
and were constructed by Greenbrier Europe at its Świdnica
plant in Poland. The manufacturer was able to prove its
experience in sliding wall wagons and ensured a close and
successful co-operation thanks to a strong commitment
ELH As a very experienced manufacturer, ELH has
the capabilities and technology needed for the development and
production of special and track friendly bogies for
freight and passenger wagons.
The company creates a wide range of products in a variety of options, such as the RC25NT
family, which includes the RC25NT-D (with brake discs), the RC25NT-C
(with compact brake) and the RC25NT-K (composite
brake blocks).
www.railwaystrategies.co.uk 49
as Louis elaborates: “These combined parameters
will position leasing companies as key partners to
accompany this development. Leasing ensures flexibility
and low capital expenditure for our clients who need
to optimise their organisation, traffic management, and
costs. This enables them to focus on their core business
of customer service and transportation. In addition,
industrial companies are also leasing wagons in order to
stay independent from the RUs (railway undertaking) – in
the case of lower quality service they keep control of the
wagons and simply have to find another solution for
the traction.”
Presently Touax Rail is enjoying regular growth
throughout Europe despite a challenging market, the
US, and is starting in India. “We believe in a continuous
recovery of rail business,” said Louis. The group’s
wagons are leased on long-term contracts to railways,
logistics and industrial clients in intermodal transport and
the transport of palletised general cargo. Additionally
Touax is the owner of a fleet of wagons transporting
mining coal, steel coils and finished vehicles.
Over the next 12 months, Touax intends to offer
pocket wagons for the transport of mega trailers and
other additional open or covered wagons. Louis added:
“Touax Rail offers other solutions like sale & leaseback
where clients can prioritise cash allocation while they
continue to use the wagons, protecting their market
shares/positions.”
Looking further ahead, Louis concluded with Touax’s
longer term strategic vision: “Touax Rail expects to
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
increase its development further in Europe and develop
on other continents with internal or external growth, and
continue to improve its service level. As such it maintains a
wide service base that will support the company for many
years to come.” zz www.touax.com www.touaxrail.com
50 www.railwaystrategies.co.uk
zz zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzV.S. Rail
With an extensive track record of delivering £10m infrastructure projects behind them, the duo who bought V.S. Rail a year ago brought a main contractor’s
perspective to running a sub-contracting company
T hey knew the best sub-contractors they had
worked with delivered on time and on budget and
were not harbouring ambitions to become main
contractors themselves. Their ambition was to
run V.S. Rail as a sub-contracting business that would
be a valued partner rather than a potential rival for main
contractors. Twelve months down the line, Daniel Jane
and Operations Director Jonathan Pounsett, believe
this philosophy has been a key driver of the company’s
success. Client numbers have increased significantly and
turnover has doubled in the 12 months since they bought
the business. Daniel Jane is the company’s managing
director. “To date, we have undertaken close to 100
platform extensions and rebuilds, along with drainage,
fencing, vegetation clearance and the provision of safety
critical resources,” he began. “We have established
a first class, experienced management team to meet
our customer’s requirements and continuously strive to
achieve the delivery of an unrivalled service.”
V.S. Rail’s management team’s aim is to ensure main
contractors see a job well done, without surprises, by
staff who understand the bigger picture when working
on infrastructure projects. The company’s strategic
vision is to become a construction and support service
sub-contractor of choice, a firm that can be relied upon
to meet any challenges that arise during the lifecycle of
a project, while always looking for ways to exceed the
expectations of their customers.
Founded in 2000, V.S. Rail has developed an
impressive blue chip client list. Daniel highlights the
reasons: “Our clients include Balfour Beatty Rail,
Osborne, B&M McHugh, BAM Nuttall and Raymond
Brown. We believe that these contractors value our
capabilities and quality of work. We will not compromise
on delivery by cutting our prices, which ensures that
clients receive projects safely, delivered on time, to budget
and to specification.”
V.S. Rail is also keen to back initiatives taken by the
Platform for growth
Benfleet station
www.railwaystrategies.co.uk 51
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companies it works for, helping them to achieve their
aims and objectives, while also embedding best practice
in the company’s own training regime. An example of
this is Osborne’s STOPTHink! Program, which is a safety
initiative to encourage everyone on site to think about
their personal safety and the welfare of their colleagues
by working to curb bad habits or complacency. Two
of V.S. Rail’s senior management team have enrolled
on a two-day STOPTHink! training course to ensure
this message is reinforced at V.S. Rail. Company
management and workers have also undertaken several
courses on service detection and avoidance techniques.
V.S. Rail is Link-Up approved and the board recently
signed up to the Utility Strike Avoidance Group.
The company’s new management has been keen
to reinvest for the future. It has bought welfare vans
for its staff and a new fleet of vehicles. V.S. Rail is also
investing in human capital. “We are currently actively
recruiting operatives, engineers and site managers to
Platform for growth
Ashtead
52 www.railwaystrategies.co.uk
zz zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzV.S. Rail
help us deliver our increasing workload,” Daniel explained.
“We believe that we need a good core of highly trained
individuals to help us develop the next generation.”
The skills that V.S. Rail has accumulated since it was
founded have been implemented in a range of projects,
as Daniel noted. “V.S. Rail continues to support BAM
Nuttall on a variety of projects across the Western
Region, and is currently working on several bridge deck
replacements around Didcot,” he said.
“We have recently finished the installation of 17 access
points for Cleshar on the Network Rail Wessex Region,
and supported Raymond Brown on quite an intense
programme of upgrading and resurfacing Ashtead
Station, undertaking coper renewals in possessions using
gantry systems.”
V.S. Rail has also been working with B&M McHugh on
several projects and Balfour Beatty Rail on the Crossrail
Western Outer Track Infrastructure project. It has also
secured a place on the Osborne Supply Chain for the
Wessex Region. “This is due to our local knowledge and
specialist capability of platform works and minor civils. We
are also currently working on station improvement works
at Upwey and Moreton,” noted Daniel.
From Paddington to Penzance, from Waterloo to
Weymouth and from Southampton to Swindon, V.S. Rail
has all points of the compass covered in southern and
central England. Daniel explained that it is the company’s
policy to continue to target its efforts in this area: “The
Board believes that there will be a significant level of
work in southern England over the coming decade
and is looking to further establish V.S. Rail in this area.
We have just moved to a new Head Office just outside
Southampton, which will provide a significantly improved
operating base on the south coast. This office will be
supported by facilities in Exeter and Gloucester to enable
us to deliver works in the Network Rail Wessex and
Western areas.”
These activities are also supported by V.S. Rail’s
recent membership of the Civil Engineering Contractors
Association: “This ensures that we help support the civil
engineering community and understand what our clients’
employers are looking for,” explained Daniel. “Having
these processes and system, audited by Achilles, enables
us to work in the rail environment and gives our clients a
certain level of confidence in our ability.”
As it enters 2015, V.S. Rail has more development
plans in place to continue to evolve its offering to the
market. “Over the next five years, V.S. Rail is looking to
grow its turnover while remaining operational in a similar
Liphook station
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www.railwaystrategies.co.uk 53
area, delivering services to our chosen clients,”
Daniel confirmed.
“We also plan to further expand our service while
remaining as a sub contractor of choice to our clients. So
we are looking to work with a local highways contractor
to review challenges of working on remote sites during
short outages of the network. We believe that there
are lessons to be learnt in both the skill profile of the
individuals, but also the methods and techniques of
working.”
He concluded with some more predictions for the
future: “Network Rail has talked about this Control Period
being more about collaboration and maintenance. We
have seen the award of various frameworks recently
and V.S. Rail has positioned itself to be able to deliver
a multitude of maintenance tasks in the civils sector.
We hope that we will be able to continue to develop
relationships with our clients and bring about further
improvements and efficiencies.
“With increasing passenger numbers using the
network, we believe there are further improvements
required to stations and platforms in the near future.
We have seen some of these in recent years but there
are many more projects left to deliver. Introduction
of composite materials and modular sections further
improves efficiencies and reduces costs, enabling more
sites to be improved for the same money.
“Projects such as Crossrail 2 and Southern Overhead
Electrification bring a further level of security for the market
sector in which we operate. This enables us to confidently
invest and recruit staff for the future.” zz
www.vsrail.co.uk
Hudsons VS Rail initially sought advice from Hudsons for the hire of cable location equipment, this was quickly converted to purchasing their own equipment. VS Rail chose Cable Detections equipment primarily for their ease of use and the high quality of the data management. Hudsons continue to support VS Rail with a high level of after sales service and training on the effective use of cable locators as well as other services such as construction lasers. Hudsons are proud to support VS Rail.
54 www.railwaystrategies.co.uk
Protection System (DPPS), offers fundamental advantages
to conventional control systems, in particular, reliability,
flexibility, expandability and resilience to single point of
failure. The DPPS is an off the shelf, proven product, that
is based on distributed intelligence control architecture, as
aposed to conventional, bespoke programmable control
logic (PLC) based control systems.
“Zonegreen provides maintenance depot operators
with the tools that they need to protect their most valuable
asset; their people,” Christian explains. “The combination
of products that Zonegreen offer, mitigate the risks
that employees face whilst at work. With recent RSSB
statistics demonstrating that maintenance depot workers
reported a RIDDOR injury rate of 20 per 1000 workers
per annum compared to ten per 1000 track workers per
annum, the risks that are present in maintenance depots
are very real and often overlooked.”
Indeed the DPPS is currently in operation within the
UK and around the world. As a safety critical system that
demands the highest level of operational integrity, DPPS
has proven its reliability and capability with clients in
Europe, Dubai, Australia and New Zealand. Furthermore
the DPPS was awarded system integrity level (SIL)
one prior to its installation at the prestigious Eurostar
Temple Mills Engineering Depot in East London in 2007.
This impressive installation once again highlighted the
system’s capability and was the first to demonstrate that
it is fully complaint with SIL as defined by IEC61508 and
EN50128/50129.
While the DPPS is used to protect depot personnel
from the unauthorised movement of trains, Zonegreen’s
latest technology, the Points Converter, further
safeguards operators through the automated and remote
zz zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzZONEGREEN
Z onegreen delivers intelligent technologies that
offer protection from the dangerous environments
in rail depots and workshops, in a safe and
efficient manner. The company operates from its
headquarters located in Sheffield, from where it has served
some of the rail industry’s most recognised brands within
the UK and abroad, including Siemens; Alstom; CAF, New
Zealand; Eurostar; Dubai Metro; Kiwi Rail, New Zealand;
First Group and Hitachi. “Our customers choose to use
Zonegreen systems for many reasons,” says Zonegreen’s
technical director, Christian Fletcher. “We are commonly
thought of as the industry leaders and as a result are
often specified by consultants during the design phase
of most modern depots. Our reputation of quality, safety
and reliability, combined with our team of expert engineers
and transparent pricing maintains our position as market
leaders. By developing long-term working relationships with
our clients, we ensure our products consistently meet the
demands of a rapidly changing industry.”
Zonegreen specialises in the provision of rail depot
personnel protection. The company’s Depot Personnel
With over 15 years of experience, Zonegreen has developed a market-leading reputation in the field
of rail depot protection
Promoting a safer environment
Train in depotPoints Converter
www.railwaystrategies.co.uk 55
manipulation of manual hand points, switches and
railroad crossings. Powered manual points offer a
number of significant advantages including enhanced
safety through the mitigation of manual handling
injuries and the reduced potential for slips, trips and
falls; increased depot efficiency and speeding up of
operations by eliminating many stops and starts. The
Zonegreen Points Converter is a low cost, expandable
system in which routes can be pre-set, re-configured
and upgraded at any time, meaning that multiple hand
points can be set at the push of a button. In addition the
Converter system provides traceability through an event
logging system that allows the depot manager to keep
a record of the points operation.
“Shunters are very much ‘on the ground’ and
working in the thick of the action, the RSSB’s report
showed that the rates of shunter fatalities and RIDDOR-
reportable injuries are at a significantly higher level
than other workforce groups,” Christian explains. “This
demonstrated to us that there was a clear need for
safety technology to be put in place to protect these
employees and improve their working conditions.
According to figures compiled by the Rail Safety and
Standards Board, injuries to drivers and shunters
account for almost one third of all accidents in rail yards
and depots, with 68 per cent of these resulting in
major injuries.”
Zonegreen’s Point Converter attaches directly to the
hand point mechanism and moves the switch blade
with a hydraulic actuator. Multiple units can be linked
and operated from a distance, using a remote handset
that enables predefined routes to be programmed
in advance. Switch position can then be moved
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzautomatically, allowing a train to reach its desired location
without physical intervention and exertion. Furthermore,
the radio controller is flexible enough to be hand portable,
cab mounted or mounted within the depot, all of which
can be managed through a centralised control system
via windows PC interface. This offers advanced route
planning and on-screen visualisation, which can be used in
route select mode to operate several points and crossing
simultaneously.
Christian concludes: “With the growing pressures faced
by the government to reduce pollution and increase the
ease at which people can travel between the power hubs
within the UK, rail travel will continue become an ever more
popular mode of transport. This will result in an escalation
of traffic through rail maintenance depots, intensifying the
pressure on the personnel who work there and adding to
the risks that they face.
“We believe that the increase in demand will be met
with an increase in automation advances in condition
based maintenance equipment and further technological
advances. In order to keep abreast of the changing risks
it is important that we continue to evolve the protection
solutions that we offer.”
Improving safety rightly continues to be of paramount
importance to the rail industry. Zonegreen’s innovative
safety solutions play their role by providing 21st century
technology to railways both in the UK and abroad. zz
For more information about Point Converter and
Zonegreen’s wide range of rail depot safety solutions,
please telephone +44 (0)114 230 0822
or visit: www.zonegreen.co.uk.
Operating REP at depot door
Rail Depot
Derailers
Road end control pannels
56 www.railwaystrategies.co.uk
solutions its range is the largest available to the rail sector.
The quality and reliability of FP McCann products
and services are the foundation of its success, and
by constantly developing and improving its solutions it
continuously builds on that position. “Over the last 12
months we have made a number of strategic acquisitions
that have enabled us to increase our market share
substantially, as well as growing our manufacturing
capacity,” begins Stuart Carson, national sales manager
for tunnelling, rail and power. In a series of four
acquisitions ranging from manufacturing plants of modular
platforms to leaders of pre-cast concrete products, the
business has successfully increased sales and stock
profile, as well as bringing new products to the market.
“These developments have led to us receiving some of
our biggest orders to date, such as the refurbishment of
London Bridge Station with Costain,” he highlights.
Through a geographical presence that incorporates
nine manufacturing sites across the UK, the entire
rail industry is able to benefit from the innovative and
intelligent approach of the business and its products.
“We maintain a continuous dialogue with the market and
zz zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzFP Mccann
FP McCann has a long history of meeting its clients’
needs, having secured and completed a portfolio of
award winning projects in the UK and Ireland. Unlike
a standard manufacturer, the business manages
projects from conception to completion and handover by
providing facilities and general management throughout the
build programme. Recognised as the UK’s market leader in
the manufacture, supply and delivery of precast concrete
The combined commitment of developing through
acquisitions and organic growth has firmly positioned
FP McCann as a key solutions provider, capable of serving the
rail industry at home and abroad
evidenceConcrete
FP McCann precast concrete shafts
www.railwaystrategies.co.uk 57
landmark scheme to be involved with, and delivering this
on time and to programme whilst co-ordinating the design
team, contractors and engineers is a huge feat. Taking
the leading role through using new technology, the weight
of such a demanding project has been significantly lifted.
Through the use of building information modelling (BIM),
in-situ concrete foundations and platform finishes can be
designed on a series of standard unit types, which can be
adapted across the entire station, minimising the number
of different moulds required. “This is the first time we have
been involved in BIM in terms of the design,” says Andy.
Incorporating the latest technology is an ever-growing
aspect of the business and has helped in eliminating the
complications once seen in projects where a spectrum of
services seek to use similar passages. Shedding some
light on the finer aspects Andy says: “BIM has helped no
end in detecting clashes within other services that are
tying in with the pre-cast, and the model will very much
be something that we will move forward with. This gives
the client the potential to incorporate all elements of the
project into one model highlighting any issues that could
arise, and also ensures we can pinpoint exactly where to
manufacture holes and service ducts. We are embracing
this keeps us tuned in to the industry’s needs. From
this we are able to develop products that really make a
difference, such as the dual platform coper,” points out
Stuart. The one piece unit, which consists of a standard
coper unit combined with contrasting colour tactile
section, saves installation time and avoids the problems
associated with joining coping and tactile units; such as
trip hazards and freeze/thaw exposure, and ultimately
reduced life costs. “Our range extends far beyond the
mainstream too, developing products such as the ‘lid
lock’, enhancing the cable protection range to eliminate
cable theft,” adds Andy Cooper, general manager.
Whilst the majority of FP McCann’s work is within the
envelope of the UK, its ambition to provide the finest
products to the market has been recognised further
afield, securing contracts to supply platform components
and copings in a prestigious supply deal to the Middle
East on a light railway system in Qatar. The business
is supplying Network Rail approved platform copers to
two sub-contract construction companies working on
different sections of the rail system.
The London Bridge refurbishment project was another
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
FP McCann pre-cast concrete easi-base 1200
FP McCann precast concrete solutions railway oversail block
www.railwaystrategies.co.uk 59
zzzzzzzzzzzzzzzzzzzzzz FP Mccann
new technology, and the shift towards this improved
method of working as a solutions provider.”
The business has adopted a system that is so well
engineered at the early stages, that on site installation
has been simplified. Not only does this save time and
cost on installation, but more importantly, facilitates
the opportunity for clients and contractors to see the
product in ‘working’ condition at an early stage, as
Andy discusses: “The client can actually come and
look at the product even before it leaves the factory,
which is a huge advantage, particularly in prestigious
works such as London Bridge. From the contractors
point of view it promotes a quick and safe
installation, checking that it fits together even before
it arrives on site.”
A surge in project demand has inevitably led to
the development, not just in technology, but of its
workforce too, as Stuarts highlights: “We regularly take
on apprentices and provide training for new employees.
We see the importance in developing and supporting
the local community and talk with the colleges and
universities, offering internships in some regions,
and this is something we are looking to draught out
nationwide.” Functioning as a self-contained business,
the design, manufacture and final product are all
key aspects of its overall vision, but so too is supply.
Taking note from the joint venture agreements in place
between clients and contractors alike, FP McCann
has explored the potential of its own joint venture
agreement with a distributor, which will promote the
capabilities of both companies coming together to
serve the rail industry. “We expect to make a formal
announcement before the end of 2014,”
indicates Andy.
Through a combination of contractual arrangements
and the organic development of its interests, the
expectations of a 25 per cent expansion rate appear
well calculated. “We are only just scratching the
surface in terms promoting the method of working as
a solutions provider. We have achieved record sales
FP McCann precast concrete rail troughs platform coping - London Bridge
Dual Platform coping
Platform coping
this year, and predict the same as more contractors
switch over to this process, driven by health and safety,
speed of installation and quality of product. Pre-cast
concrete interests make up the majority of the turnover
and though acquisition, organic growth and investment
we will continue to cement our position in the rail
sector,” concludes Andy. zz
www.fpmccann.co.uk
60 www.railwaystrategies.co.uk
zz zzzzzzzzzzzzzzzzzzzzFP Mccann
www.railwaystrategies.co.uk 61
62 www.railwaystrategies.co.uk
zz zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzStadler rail
High speed train for Swiss Federal Railway SBB
Tram in Geneva
Freedom of movement Stadler Rail Group is a system supplier of
customer-specific solutions for rail vehicle construction
T he company has locations in Switzerland,
Germany, Poland, Hungary, the Czech Republic,
Italy, Austria, Belarus, Algeria, the Netherlands
and in the US, and across these sites it employs
around 6000 people, of which 3000 are based in
Switzerland.
Since being established by Ernst Stadler in 1942,
Stadler Rail has created an enviable reputation in the rail
sector. In order to maintain its leading position, the Group
has formulated a strategy that focuses on the regional,
suburban and intercity service market segments, the
light regional express railway service, and streetcars, and
it intends to remain the global number one in the rack
railway vehicle market. In order to further cement a solid
foundation Stadler Rail has positioned itself as a supplier
that complements global rail vehicle builders such as
Alstom, Bombardier, and Siemens, and its status as an
independent company is an important basic strategic
value that clients appreciate.
This business approach will also assist Stadler to
operate in a railway vehicle industry that is in a dynamic,
highly complex restructuring phase. Companies active in
this industry are being acquired, merged or strategically
repositioned, or even disappearing from the marketplace.
In such an economic environment, it is crucial for a
medium-sized group of companies to ensure that its
strategy matches its human and financial resources.
Over the past few years, Stadler has met this goal, even
achieving exceptional development despite the negative
trend prevailing in the industry.
By focusing on market needs, Stadler was able to
foresee what investments in facilities would enable it to
offer an expanded range of services. Over the past few
years, the company has closed the last existing production
gaps by selectively
expanding into the areas of electrical
engineering and bogie (truck) construction.
This means the business is now able to offer complete
vehicle concepts, and it can offer customised solutions
to railway companies on the basis of modular concepts,
which are tailored to their specific needs.
The best-known vehicle series from Stadler Rail Group
are the articulated multiple-unit train GTW, the Regio-
Shuttle RS1, the FLIRT and the double-decker multiple-
unit train KISS in the railway segment, and the Variobahn
and the Tango in the tram segment. The Metro is another
addition for the commuter rail market. Furthermore,
Stadler Rail manufactures metre-gauge trains, passenger
carriages and locomotives and is the world’s leading
manufacturer of rack-and-pinion rail vehicles.
One of the company’s most recent contracts was for
the KISS train variant – in November 2014, it successfully
shipped to Moscow the first unit of the 25 double-
decker KISS trains ordered by Russian railway operator
Aeroexpress. The contract includes the supply of 25
double-decker KISS trains consisting of 118 coaches, out
of which 16 units will be four-car and nine will be six-car
vehicles. The Stadler factory in Altenrhein, Switzerland, is
producing the first four units, while the remaining 21 are
being manufactured in a new Stadler factory, which has
been recently constructed on the outskirts of
Minsk in Belarus.
The trains are designed to cope with the specific
Russian climate, which can range from -50 degrees
Celsius to +40 degrees Celsius. The trains have a speed
of 160 km/h and have comfortable, bright interiors in two
www.railwaystrategies.co.uk 63
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first broad-gauge vehicles manufactured by Stadler. All
Stadler trains now intended for Moscow and Norway are
essentially based on the innovations that were included on
that first Helsinki FLIRT train.
Such was the success of the 2006 contract with
Junakalusto Oy – the first 32 trains have been operating
successfully for many years now – that in October 2014
classes (business and economy). The carriages are made
from lightweight aluminium, which makes the vehicles
much lighter than the traditional steel carriages. The
reduced weight means that the train operator can make
significant energy savings on everyday services.
Just a month before the KISS train was delivered to
Moscow, Stadler had handed over another first – this
time the first unit of a FLIRT intercity train, for Hong-Kong
based private operator MTR Express for operation in
Sweden. This contract was a particular highlight for the
business as it managed to produce the train in record
time, within only one year, which is exceptionally fast in
the railway industry. The first FLIRT of the five-carriage
fleet is expected to start commercial operation in March
2015 on the Gothenburg-Stockholm route. The top
speed of these trains is 200 km/h, and they have been
specifically designed to fulfil the strict requirements of
extreme climatic conditions.
In fact, one particular FLIRT model does offer a range
of benefits to operators that provide services in severe
winter conditions. The pedigree of these trains can be
traced back to a contract in 2006, with Finnish company
Junakalusto Oy, when the model was developed to fulfil
the requirements of severe winters. These were also the
Freedom of movement
One of the FLIRT trains in Helsinki
64 www.railwaystrategies.co.uk
zz zzzzzzzzzzzzzzzzzzStadler rail
the company ordered another 34 FLIRT trains in a
contract worth EUR 200 million, exercising the second
option of the contract. Delivery of the first option of nine
further FLIRT trains was achieved in November 2014.
The new trains will include insulation that is increased
by 50 per cent and windows that are triple-glazed. A
heat recovery system has been added to the tried and
tested air-conditioning system used in many FLIRTs. The
warm air extracted from the passenger compartment
is used to preheat the cold, fresh air that is sucked in.
This results in a substantial energy saving. At the same
time, heaters have been fitted in the door areas in order
to keep the temperature inside as constant as possible
when passengers embark and disembark. The train
can achieve speeds of 160 kilometres per hour and
will initially be operated using the Finnish EBICAB train
control system, although an upgrade to the European
Train Control System (ETCS) at a later date is possible.
Peter Spuhler, CEO and owner of Stadler Rail Group,
was very proud of this specific vehicle order: “It gives me
immense pleasure that the 1000th FLIRT train will travel
in Helsinki, because from now on this customer will be
operating 75 Stadler trains. The fact that this option has
been exercised is evidence that the customer is very
happy with the trains that have been in everyday use for
five years now. We are proud of our broad-gauge FLIRT
with its excellent resistance to severe winters.
This vehicle is a perfect example of how innovative
Stadler can be.” zz
www.stadlerrail.com
Glas Trösch AG Rail Glas Trösch AG Rail is proud to be supplier in cabin glazing for Stadler Rail AG. Besides outstanding quality and reliability, product innovation plays a significant role for our company. Thanks to our company-owned developmental team, motivated staff and state-of-the-art manufacturing facilities, Glas Trösch AG Rail counts as one of the most competent suppliers worldwide in the field of high-end windscreens and cabin glazing for the most important train manufacturers.
The first KISS for Aeroexpress
Tram in Basel
Intercity train for Austrian Westbahn Vienna- Salzburg
www.railwaystrategies.co.uk 65
zzzzzzzzzzzzzzzzzzzzzzzzz IDOM
global
Founded in 1957, IDOM operates as a leading
multidisciplinary group that provides engineering,
architecture and consulting services. Today the
company boasts more than 2500 professionals at
work across 34 offices spread over 16 countries across
five continents. Furthermore the business is employee
owned and as such values and strongly encourages
the personal development of its employees. Indeed
IDOM nurtures strong relationships with its team, which
it considers to be its principle asset in the service of its
clients. It is the philosophy of IDOM that its customers
are its absolute priority and “raison d’être” and it is for
this reason the continued technological development,
introduction of new quality systems and diversification of
activities are the tools that the company relies on to deliver
the best solution to it clients’ needs.
In over 50 years of operation, IDOM has grown to serve
a broad base of clients and industries. Its infrastructure
division has developed a particular focus on urban
transportation systems and is today present in over
120 countries. Within the UK, IDOM currently manages
six offices that provide a local base of operations and
intermediary between national and international projects,
Javier Quintana as Director of IDOM’s Architectural
discipline
A
With offices all over the globe, IDOM
represents a significant multidisciplinary
provider of engineering,
architecture and consulting services
66 www.railwaystrategies.co.uk
design until test and commissioning. At this point IDOM
is involved in the design and construction of railway lines
in Chile, Mexico, Spain, Colombia, among others. During
2013 the company also began work on a new metro
network for Riyadh, Saudi Arabia in collaboration with its
client the ArRiyadh Development Authority (ADA). The
metro system will comprise six lines covering 180 km with
75 stations and is projected to take five years to complete.
IDOM is in the consortium led by Salini-Impregilo as
designers, which were awarded with the Line 3.
“We cover all the different disciplines such as civil
works, track and railway systems and architecture. Our
figures are over 1000 km of high speed lines designed,
37 km of high speed tunnels, 25 km of high speed
viaducts, seven high speed intermodal stations and on
site supervision contracts of over 300 km,” says electrical
engineer IDOM railway and electrification systems, Carlos
Azuaga. “In regards to electrification systems our expertise
extends from DC systems for metro, tramways and
conventional rail to AC systems in 25kV AC with or without
ATF for high speed railway lines.”
Within the UK, IDOM is also part of a £3 million
partnership funded by the government to research a
more effective design and application of overhead power
lines. “This is a competition that is being funded as part
of a Future Railway competition managed by RSSB, and
in partnership with Network Rail and the Department
for Transport,” Carlos explains. “The scope of it is to
develop innovative solutions regarding the OLE or Civils
to accommodate the new OLE equipment necessary
for the National Electrification Programme and avoid the
bridge reconstruction on dozens of them. The current
issue facing the network is that the British railway lines
were the first ones in the world to be built, and due to
this the majority of the structures and bridges on the line
are historical and listed bridges that were not conceived
zz zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzIDOM
Division in the UK: “IDOM first opened an office in the UK in
2001, with the primary focus on expanding our Architectural
Division. Having established ourselves in the UK, we were
focused on providing a link to our network of Spanish
clients who were expanding themselves also into the UK
market. These included clients such as the Embassy of
Spain, Spanish Tourist Board, Celsa and Silken Hotels. We
also worked in collaborations with some of the prominent
UK architects who were developing projects in Spain. Years
later IDOM had the chance to build lager and more complex
projects such as the T2A and T3IB in Heathrow Airport and
other British clients. From the UK IDOM is also operating
with Anglo-Saxon markets.
“IDOM has been involved in the railway sector since the
90’s and the railway division in the UK works with a UK-
based team scattered throughout the different offices in
the country, with professionals with specific expertise and
knowledge of the UK rail industry and with the continued
support of railway staff from the different offices that IDOM
has worldwide.”
IDOM has a wide expertise in the Railway Sector
worldwide, delivering multi-disciplinary projects covering
the whole lifecycle of them, from feasibility and detailed
www.railwaystrategies.co.uk 67
to accommodate the new electrical equipment. This
is even more the case with the 25kV AC electrification
system, which requires big electrical clearances. IDOM is
one of the nine companies awarded in this competition,
and we are designing and developing an OLE innovative
solution which will gain clearance avoiding the bridge
reconstruction and keeping intact the historical and listed
bridges along the British railway line.”
Furthermore IDOM was a finalist and highly
commended in the RIBA international design ideas
competition for Aesthetic Overhead Line Structures
related to HS2. “IDOM led a consortium with British
heritage consultant Alan Baxter Associates and Spanish
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
SUGREMIN SUGREMIN is a state-of-the-art railway catenary structures manufacturer. SUGREMIN has supplied its products to development projects across the globe. SUGREMIN goes beyond high quality and competitive pricing; SUGREMIN has a special focus on research and design enhancement to maximise client satisfaction and ensure projects are delivered on time and on quality. Over the years, IDOM and SUGREMIN have partnered to provide the best and most competitive designs.
manufacturer SEMI,” Carlos reveals. “IDOM’s proposal
called the ‘Needle System’ is designed to minimise
visual intrusion in environmentally sensitive areas and
to complement contemporary cutting-edge design of
new HS2 stations. Needle System combines an elegant,
slender asymmetric profile with practical, economical
and robust detailing. Conceived as a ‘kit of parts’ it uses
a generic mast design in 20mm & 30mm steel gauge
variants that can be configured respectively for twin-
track configurations as a simple cantilever but also for
use with multi-track gantry configurations.” zz
www.idom.com
68 www.railwaystrategies.co.uk
A DComms began its life as part of the AlanDick
Group, with the Communications division
being formed following Core Communication
Services’ purchase of the AlanDick Rail
Business in December 2011. The company continued
to operate from its purpose-built integration and logistics
centre in Scunthorpe, and brought together a new
management team with over 50 years of RF and fixed
telecommunications experience. All staff and systems
were transferred as part of the purchase.
Over the course of its history, ADComms
has developed a strong presence within the rail
communications market, refining its expertise across a
series of high profile projects spearheaded by managing
director Jason Pearce. This has included the design of a
zz zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzADCOMMS
Incorporating vast experience in mobile
communication technology, ADComms
is a privately owned company, specialising
in end-to-end telecoms-based services
Real-time developments
Mike Hewitt
Jason Pearce
www.railwaystrategies.co.uk 69
digital workforce with improved information availability via
ORBIS for the engineering workforce.”
ADComms is taking a leading role in transitioning the
UK’s legacy network infrastructure. Indeed, Mike was
appointed as its head of next generation networks to
bring in over 30 years of experience within the telecoms
sector. “My remit is to build a strong optical and IP (internet
protocol) deployment capability while continuing to forecast
industry transitions and identifying what those challenges
are going to be to ensure we stay ahead of the curve.”
Mike is already hard at work within ADComms across
the company’s Telefonica project on the implementation of
FTNx. This allows a huge assortment of equipment to be
inter-connected using IP, and as Mike explained, within the
new leaky feeder infrastructure to support the installation
of GSM-R on Network Rail’s Merseyrail Sub-Surface
railway upgrade, which played a key role in supporting
Network Rail’s nationwide GSM-R roll-out programme.
Today, the company is heavily focused on the
digitisation of the rail network within the UK and
throughout Europe. Network Rail’s CEO Mark Carne is
spearheading a significant drive on digitisation, which will
see ADComms working in collaboration to bring Network
Rail’s FTNx into operation throughout 2015.
“Network Rail’s new FTNx network is the world-class
optical and internet protocol (IP) backbone that it has
recently spent around £50 million on building as part of its
overall strategy of rail digitisation,” explained Mike Hewitt,
head of next generation networks at ADComms. “This
is part of a ten to 15 year programme for the digitisation
of the UK rail network, which will include the upgrade
of the signalling infrastructure to European Train Control
System (ETCS) to increase capacity of the network to
meet increasing demand for journeys, while also improving
reliability.
“In addition, the FTNx core network will support the
digital passenger (e-ticketing, improved information
availability and broadband connectivity on trains) and the
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
SpliceGroup Europe Actively involved in the Rail Sector for over 20 years, SpliceGroup Europe Ltd has manufactured and supplied fibre termination products. Our focus
during the last 10 years has been on the fixed telecom Network (FTN) and the provision of GSMR. Our range of robust, tried and tested products are used
extensively throughout the National network and as part of our on-going product development programme, SpliceGroup continue to work closely with Network
Rail and their strategic partners in providing, product accepted fibre connectivity solutions within a fast changing environment
70 www.railwaystrategies.co.uk
rail environment, it has been realised that a world-class
optical backbone has been built and can now be
more fully utilised.
“ADComms is supporting Telefonica with deploying
Cisco and Infinera equipment across the rail network,”
said Mike. “In our capacity, we have enabled the
OEM installation teams to operate safely in the rail
environment and access the node locations. We’re now
working through that final handover process to ensure
the quality of the field deployments meets Network
Rail’s expectations, guaranteeing that the network is
fully functional and meets specification through fault
clearance and service validation.
“We are going to be connecting a significant amount
of devices across the network as Network Rail goes
down the digitisation path of making information more
available,” he added. “This ranges from areas such as
Wi-Fi on trains to the wider asset management system.”
Digitisation will bring with it a number of benefits,
which will both enhance the travel experience for
commuters as well as improving rail operators’ ability to
manage an efficient service. “As passengers, we expect
our mobile devices everywhere. We want them to work
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
on trains and the solution to this will likely centre around
Wi-Fi,” Mike noted.
“Demand for information to devices will be more than
we can currently get on traditional mobile networks.
Passengers also now use a number of devices that don’t
have 4G connectivity, such as laptops, tablets and media
players, and which are dependent on Wi-Fi connections.
We will also aim to get real-time information on the trains
so that more journey information can be relayed to the
customer.
“From a rail management perspective, when we look
at the network and the ability to get more real-time
information to staff in the field, they will be using internet-
enabled devices - this will mean they can get more of
the right information where they need it. So there are
direct benefits for workers being able to work smarter
and safer.
Central Crane Hire Hull Central Crane Hire Hull Ltd is a leading crane hire and logistic company that supply the construction industry. The company has recently started to supply Hiab vehicles to the rail network industry.The company specialise in short notice out of hours delivery’s to all over the United Kingdom supplying materials to assist our client with the installation of new communication equipment
www.railwaystrategies.co.uk 71
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz ADCOMMS
“As we move forward into an operational comms
network, there will be a modern network carrying all
the safety critical services, and supporting that we
start getting into the ‘internet of things’ which means
there will be devices across the network gathering
what everyone is talking about - ‘Big Data’. That data
is going to be used to analyse conditions and predict
events and ideally be able to get more information
remotely, which saves having engineers out trackside in
a dangerous environment.”
Given the company’s focus on next generation
technology and the way it has positioned itself to
ensure can offer the IP and optical skills that are going
to be needed in the rail environment, it is no surprise
that ADComms is spending a proportion of time
making sure its engineers are ready: “We foresee there
is going to be significant growth in the network with
the digital transition and the need to add new devices
to the network, so we are bringing our engineers up to
speed,” Mike confirmed.
“A lot of IP and optical engineers come from an
enterprise and carrier environment and need to learn
what it is like to work within the rail environment, with
which they are unfamiliar. So for us the big priority and
emphasis is on training and skills to supply the rail
industry with the expertise it needs.”
ADComms is also preparing to meet additional
challenges. “With the discussions circulating around
High Speed 2, there is a big skills shortage forecast.
We are looking towards meeting this additionally.
We have to pay attention to the ‘whole business as
usual’ network while ensuring our migration to new
technologies is simulataneously supported.
“This is underpinned by a series of ongoing projects
and the migration of legacy services onto new
networks. It’s clear there is a significant challenge for
the industry to have the right skills available and that is
where a lot of our focus is going to be.”
With a demonstrated capability within the rail
communications market and a growing knowledge
base, ADComms’ role is clearly an expanding one
within the industry.
Mike concluded: “Our aim is to continue to develop
a very strong skills based organisation to support the
UK communications industry both across rail, carrier
and enterprise space. ADComms is on track to remain
a vital link in the implementation of digitisation across
the UK.” zz
ADComms www.alandickcomms.com
Haze Batteries Haze Batteries UK Ltd, have a long, well established relationship with Alan Dick Ltd and wish them every success now and in the future.
72 www.railwaystrategies.co.uk
moving forward: “We were acquired by Arriva in 2008,
so this is by no means a new acquisition, however the
rebrand reinforces the position of the company within
the wider Arriva family. It also means we can take greater
advantage of synergies and be more demonstrable about
Founded in 1993, the company has grown into a well-
reputed quality overhaul and maintenance services
provider, and has continually expanding its range of
skills and services offered to ensure its capabilities in
meeting the demands of the rail industry.
In 2008, the company was acquired by its current
owner Arriva plc, within which the company operates
as an independent stand-alone business. In 2014 the
integration process was completed with a strategic rebrand
to Arriva TrainCare (ATC). Although Arriva TrainCare was
enjoying success under its previous name, the company
felt a rebrand would prove beneficial for both existing and
potential customers to understand its purpose and vision
Keen to further integrate itself within the wider Arriva group, leading independent train maintenance company London & North Western Railway Co. Ltd (LNWR) undertook a strategic rebrand in 2014
On a roll
zz zzzzzzzzzzzzzzzArrivA TrAinCAre
WG Specialist Coatings WG Specialist Coatings offer paint solutions to the rail industry with both works and on-site capability including site/project set up, working closely to meet customer standards and requirements. Our commitment ensures full supplier support, approval and warranty from all coating suppliers in respect to preparation, painting and livery requirements, ensuring a successful and ongoing working partnership with Arriva Traincare.
74 www.railwaystrategies.co.uk
what being part of the Arriva DB Group can bring to us
as a business,” explains business enablement manager,
Russell Fletcher.
Today the business operates from five strategically
placed depots nationwide, located at Crewe, Bristol,
Eastleigh, Cambridge, and Tyne Yard, near Newcastle,
with over 200 dedicated and highly experienced
employees and possessing combined workshop facilities
with space for more than 70 vehicles.
The main services offered by ATC are comprised of
quality overhaul, maintenance and servicing options for
passenger rolling stock, locomotives, freight wagons and
on-track plant.
“Servicing and light maintenance activities are carried
out round the clock at our five locations, all of which
boast extensive servicing, train presentation and fuelling
facilities. Approximately 180 vehicles per night are
serviced for key passenger service customers such
as Bombardier, Siemens, Arriva Trains Wales and East
Midlands Trains. Additionally, a tandem ground wheel
lathe at Crewe depot provides our capability to undertake
wheel re-profiling, whilst freight vehicle maintenance
is also undertaken at several of our depots,” explains
Russell.
“We also undertake heavy maintenance and
refurbishment work on a wide range of passenger
vehicles, and this market segment has been identified as
one of the areas for strategic growth within the business.
zz zzzzzzzzzzzzzzzArrivA TrAinCAre
Your partner of choice for rail refurbishment and re-livery
AkzoNobel Autocoat BT offers a complete lead
and chromate free coatings system together with
the guarantee of excellent properties and brilliant
appearance. VOC compliant and fully approved to UK
fire regulations for surface rail, the Autocoat BT system is
ideally suited to rail refurbishment and re-livery.
Sustainable coatings solutions from the rail refurbishment industry’s partner of choice: AkzoNobel.
Sustainable rail refurbishment coatings from AkzoNobel Autocoat BT
Cameron Forecourt Cameron Forecourt are the UK’s largest “Commercial Fuelling Solutions” specialist and are pleased to supply Arriva Train Care with the following: l WEB Based Fuel Management Systemsl Commercial fuel pumps l PPG2 compliant fuel tanks lTank Gauging & Environmental Monitoring Systems l Project management & complete installation services l Nationwide field support WEB based Fuel Management and Veeder-Root Tank Gauge systems are designed to provide Professional Fuel Control and when linked together provide ultimate security via email message alerts for fuel misuse or theft.
These activities are presently undertaken at our Crewe
and Bristol depots and are likely to be expanded to other
locations in the future. The strategic spread of depots across
the UK means that ATC can offer our customers greater and
more readily available options in terms of fleet locations, while
providing the company with an excellent base of potential
future growth and diversification opportunities.”
No stranger to working with leading train operating
companies (TOCs), rolling stock leasing companies
(ROSCOs) and train manufacturers on these ambitious
projects, the company has recently commenced work on
two new major contracts at its Bristol and Crewe depots;
the former of which involves a C4 exam and the installation
of new Auxiliary Power Units on 24 Mark 3 coaching stock
vehicles.
“This project is being undertaken on behalf of Chiltern
Railways and is progressing well, having completed
around 25 per cent of the fleet to date,” confirms Russell.
“Meanwhile, in Crewe, we commenced a contract working
with Porterbrook, undertaking a C6 overhaul, full external
repaint and interior modifications to a fleet of 74 Class 170
‘Turbostar’ vehicles.
“Additionally, during 2014 we also completed a
comprehensive internal and external refurbishment project
zz zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzArrivA TrAinCAre
76 www.railwaystrategies.co.uk
at Crewe that returned four Mark 3 coaches back into
passenger service for Arriva Train Wales that had previously
been in storage for a number of years, and completing a
busy year for our Heavy Maintenance operations, our team at
Bristol completed a classified repair program for Angel Trains
on Class 142 vehicles that saw every unit completed on time
over the duration of the 12 month programme.”
With the upcoming Persons of Reduced Mobility Technical
Specification for Interoperability (PRM TSI) regulations across
all transport modes, including heavy and light rail, coming
into force in 2020, Russell anticipates further growth for Arriva
TrainCare over the upcoming five years: “With regard to the
PRM TSI Legislation, there are a lot of rail vehicles operating
on the railway today that were built prior to this legislation
being introduced and therefore a significant amount of vehicle
modification work needs to be done between now and 2020,
across the industry in general, in ensuring these vehicles
are fit for continued service after the introduction of this
legislation.
“In addition to this, we see the market as also very
buoyant, with significant activity taking place in both heavy
maintenance and interior refresh projects. As such, we are
well placed to add to our order book during 2015, and we
continue to seek new opportunities and customers. We
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
www.railwaystrategies.co.uk 77
expect the next five years to be a very busy time and for
customers to be looking for value added solutions from their
key suppliers. We are very focused on making sure that
we play a major part in helping our customers deliver and
we believe that the company’s collaborative, solutions led
approach will allow us to provide this,” he concludes. zz
www.arrivatc.com
78 www.railwaystrategies.co.uk
anticipated in the future. For example, working on HS2 will
require Level 2 Building Information Modelling (BIM) and
this will be a Government requirement by 2016. BIM is a
tool for generating and managing both visual and physical
building data, and Kier is already further advanced than
the requirements, standing at BIM Level 3: “This will
deliver Mark Carne, the CEO of Network Rail’s vision of
a ‘digital railway,” said Richard. “BIM allows for modular
off-site construction, reduced delivery time, right first time,
as possibly most important, increased safety.”
Indeed, health and safety is a core concern for Kier and
the business constantly works to improve workplaces
for employees, clients, partners and the public. Part of
this is its Safety, Innovation and ‘National Level Crossings
Risk Reduction Framework’. “This is now fully on stream,
reducing risk every week on our railways, and delivering
innovative delivery methods to further reduce cost, and
delivery,” highlighted Richard.
Presently Kier is busying itself laying a strong
foundation for Network Rail’s Control Period Five (CP5).
The company has won several tenders for high profile and
challenging projects that underline Kier’s reputation as a
highly trusted construction and services supplier. These
include the £8.5 million station improvement scheme
at Port Talbot, Wales. Kier was able to win the contract
in the face of stiff competition and although its bid was
zz zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzKier Group
Today Kier is a multi-billion pound business that
continues its track record of delivering prestigious
projects for high-profile clients across a spectrum
of industries and markets. The company was last
featured in Railway Strategies magazine during March
2014 when business development director, Richard
Turner discussed Kier’s takeover of May Gurney, which
was completed during July 2013 as well as several other
aspects of the business. Within the past 12 months May
Gurney has been fully integrated into the Kier Group and the
addition of May Gurney has grown the Kier Group turnover
to around £3 billion, which is a comparable size to Balfour
Beatty in the UK.
Richard comments: “From a market perspective, where
previously May Gurney would bid on jobs valued between
£5 million to £10 million, Kier now look at jobs from
£5 million to £500 million. Furthermore, with the advent of
HS2 we will see packages valued a £1 billion and that is the
kind of opportunity we are now targeting as a business.”
Kier is already preparing itself for these significant projects
and taking steps to be ready to adhere to the requirements
With roots reaching back as far as 1928, Kier Group has established a reputation as a leading property,
residential, construction, and services group
A successful connection
Selby Swing Bridge
www.railwaystrategies.co.uk 79
not the lowest cost submission, it was considered to
be the best technical and most innovative solution by
a significant margin. In the wake of this success Kier
has gone on to win several other contracts for CP5 that
embody the company’s ability to tackle even the most
technically challenging projects. “We will be delivering
a number of jobs in the West of Wales within the Great
Western Route Modernisation Programme,” Richard
explains. “There are a lot of structures in this area
requiring gauge adjustment, some of which will need to
be demolished or heightened, and in most cases have
parapets added to allow for electrification and Splott
Road Bridge in Cardiff will be one of them. Potentially it
will be a challenging project – Network Rail has described
it as one of the more difficult, but we are ready for it.”
One of Kier’s strengths in this area is its ability to
utilise its previous experience on difficult projects – for
example, it recently completed the £13m Selby Swing
Bridge Strengthening, Painting and Track Replacement
development for Network Rail.
The bridge itself is 130 years old and comprises five
spans, one of which spans the River Ouse in Selby,
North Yorkshire. The project included the reconstruction
of three of the spans, steelwork repairs to the other
two spans, replacement of the hydraulic system which
drives the swing span, replacement of the permanent
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz
A successful connection
Selby Swing Bridge
80 www.railwaystrategies.co.uk
way running across the bridge and complete painting of
the bridge using an innovative protective coating called
termarust. There were many challenges throughout
the entirety of the project most notably, working over
water, boat movements, timescale, age of the structure,
management of numerous trades and close proximately
to residents.
This last point included managing noise, which was
particularly challenging. Kier mitigated this as much as
possible by using acoustic barriers all around the site.
In the end the refurbishment has meant a reduction in
noise every time a train passes over the bridge. The new
track has created a smoother ride for the trains meaning
a quieter time for not only residents, but passengers on
board. It has also provided a more reliable service on
the route.
Furthermore as part of its aim to get involved with
the community, Kier also worked closely with a local
Primary school. Along with Network Rail it ran a poster
design competition and asked the pupils to find the most
creative way of getting site safety messages across to
residents and visitors in Selby. The lucky pupil at a Barlby
Bridge Community Primary School had their
artwork publicly displayed on the hoardings
around the site. It also held environmental
days with pupils and built a new outdoor
learning area. This was a complex project,
but thanks to Kier’s innovative approach, the
bridge was successfully handed back on time
after a tight six-week blockade, and within
budget.
With the likes of HS2, Crossrail and CP5 on
the agenda, the rail industry could be described
as in a major period of transition, with massive
investment and technical innovation targeted
zz zzzzzzzzzzzzzzzzzzzKier Group
at the industry over the coming years. Although the
industry’s leading contractors are used to dealing with
technically demanding projects, the sheer scale of
projects like HS2 and CP5 will place greater demand
on resources and likely drive a spirit of co-operation
within the rail industry, as Richard elaborates: “This is
something that we are increasingly beginning to see
around the country. There is beginning to be more
demand than supply of certain scarce resources and
this requires contractors to work in collaboration. We are
already starting to see this in Wales where framework
holders are already collaborating to indentify resources
in design and making sure that we don’t overcook some
of the design houses as well as sharing knowledge on
best practice.”
Part of the Kier strategy is to work in partnership
with leading specialist companies like Keltbray. Both
businesses are now in a strong position to play a vital
role in the UK’s rail network for years to come. zz
www.kier.co.uk
Great Barton footbridge - October 2014Chesterfield Canal bridge being lifted into position - Part of the GNGE bridges contract
Kier Apprentice Jane Burgess
meeting the Duke of York on day
release at college 2014
www.railwaystrategies.co.uk 81
zzzzzzzzzzzzzzzzzzzzzzzz
Nexus is the trading name of the Tyne and Wear
Passenger Transport Executive (PTE), a public
body that plans and provides local public
transport in and around the cities of Newcastle
and Sunderland, along with the districts of Gateshead,
North Tyneside and South Tyneside. Unusually among the
six PTEs in England, Nexus directly owns and manages the
local light rail network, the Tyne and Wear Metro. Opened
in stages from 1980, Metro is the busiest light rail system in
the UK outside London, with 38 million passenger journeys
a year. The network of 78km has 60 stations and is served
by more than 450 train services a day.
Metro passengers make up just under a quarter of all
public transport journeys in Tyne and Wear. Nexus sets the
service specification and fares on behalf of the seven local
councils which make up the new North East Combined
Authority (formed in 2014). Trains services and station
management is provided on behalf of Nexus by operating
concessionaire DB Regio Tyne and Wear Ltd, who
secured a seven to nine year contract to operate Metro
in April 2010.
The last Director General (DG) of Nexus, Bernard
Garner, retired in December 2014 and Tobyn Hughes took
the position of Managing Director Transport Operations
for the North East Combined Authority, which also
incorporates the role of DG. He explained that as well as
leading Nexus, the MD has a wider remit to forge greater
integration in the delivery of transport services across
the Combined Authority area. “This is an exciting time to
take on such a role because, away from Metro, we are
embarked on the creation of a Quality Contracts Scheme
to transform the way bus services are provided,” he noted.
“The North East would be the first area to do this, bringing
the benefits of integrated transport similar to that seen in
London and many cities in other countries. We are also
delivering the North East Smart Ticketing Initiative to roll-
out smart travel across a huge geographic area.”
The Smart Ticketing Initiative Tobyn referred to is
part of phase one of the £389m ‘Metro: all change’
modernisation programme. Phase two, which
complements and overlaps with phase one, is now
underway and as Tobyn explained, the majority of the
Cinderella story
Nexus’ £389 million
regeneration programme
is designed to radically
improve public transportation in
the North East
NEXUS
Tobyn Hughes
82 www.railwaystrategies.co.uk
Wear Ltd through Wabtec in Doncaster, which
will be complete in the summer of 2015. The
£30m refurbishment brings the fleet up to modern RVAR
standards – in fact the early Metrocars were the first rail
vehicles in the country to attain this – and deals with
serious corrosion. It extends the life of the original fleet
into the 2020s, by which time they will be more than
40 years old, while Nexus plans for the procurement
of a new fleet.
“Our big priority for the next few years is creating a
business case for the new train fleet,” Tobyn added. “It’s
clear from the work we’ve done that the heritage and
future of Metro is as a sub-regional light rail system, most
closely related to the continental ‘S-Bahn’ model, rather
than as a tramway as seen in other British cities. This has
important implications as we model the size and capacity
of a future fleet but also its power source – could we,
for example, introduce a fleet at the present 1,500v DC
voltage but with the potential to run on 25,000v AC and
so extend into new parts of the region’s Network Rail
infrastructure? On a network as busy as Metro which is
already offering a very high frequency we need to be very
confident about the dimensions of the fleet we set out to
zz zzzzzzzzzzzzzzzzzzzzzzzNEXUS
investment in this phase is in infrastructure including
track and track beds, overhead line, structures, cabling,
communications and train management systems.
“While Metro itself opened only 35 years ago, it uses
infrastructure dating back to the birth of the railways
– in fact our oldest alignment was surveyed by Robert
Stephenson himself!” he highlighted. “Much of the track
we are replacing is around 50 years old and the beds
and drainage beneath it up to three times that age. The
investment we’re making now will serve North East England
for many decades to come.
“We have delivered 25km of new track and trackbeds
and the same distance of renewed cable and ducting
routes, and overhauled and strengthened more than
20 bridges and tunnels and several thousand metres of
embankment. There is also scope to bring older stations
up to modern standards of accessibility, including the
installation of tactile surfaces, double-height handrails,
bench seating and improved wayfinding and passenger
information. In addition we will by Spring have replaced
19 escalators most of which were life-expired and almost
impossible to source parts for, and six passenger lifts.”
This programme also includes a refurbishment of the train
fleet, delivered on behalf of Nexus by DB Regio Tyne and
Balfour Beatty Rail As part of the ‘Metro: all change’ regeneration programme, Balfour Beatty Rail has recently been awarded a contract to undertake switches and crossings (S&C) renewals at two sites on the network at St James and Regent Centre. Core renewals will take place during 52 hour weekend block closures to limit disruption to passengers. At Regents Centre works include the delivery of an entire renewal to include replacement of geotextile, sleepers and track, together with two crossovers and two sets of points and associated drainage. While the works at St James include an S&C renewal together with associated signalling and telecoms works.
zzzzzzzzzzzzzzzzzzzzzzz
84 www.railwaystrategies.co.uk
procure for the four decades ahead, and there is detailed
analysis and modelling going into that work now.”
All of these improvements are designed to not only
create a better service for passengers but also have a
wider effect on the community, as Tobyn highlighted:
“Metro is fundamental to the local economy and social
life of the region,” he said. “Metro keeps about 15 million
car journeys a year off the region’s roads and contributes
some 10,000 daily visits to Newcastle city centre which
would otherwise not happen, whether that be for work,
education or leisure. Our modernisation programme is
worth £2.5bn to the region’s economy compared to the
consequences of letting Metro decline and fail, when
calculated as a benefit-cost ratio. This is fundamental
to our business case for on-going investment in the
network.
“We can quantify the benefits of modernisation in more
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzdirect ways, as the many projects that make up the whole
programme have secured and created hundreds of jobs
in rail engineering and construction. These are jobs with
contractors and extend right through the supply chain
but also within Nexus itself. We have set up an internal
‘capital delivery’ team of 60 staff which competes to
deliver projects within the programme, and we have had
the confidence to take on 30 apprentices over three years
knowing they have good prospects of a career with us.
“It’s also important to demonstrate the benefits in terms
of reliability – the last five years have seen us replace 25km
of track and vastly increase the proportion of the network
where rails are fully stressed and laid on modern concrete
sleepers and good ballast; we have seen payback through
a decrease in rail misalignments and cracks as a result.
“The ticketing and gating programme, substantially
completed in 2013, has led to a decline in fraud and
consequent increase in revenue, alongside overall
passenger growth of around seven per cent in the last
year. Metro has always been something of a Cinderella
network surviving on a very low cost base among
UK railways, but it is now in a healthy position to look
to the future.”
The entire Metro: all change programme has of course
Story Contracting Story Contracting are proud to be supporting Nexus as they deliver their exciting investment plans for the modernisation of the Metro. From our base in the North East we are working closely with Nexus providing on-track plant solutions across their network and delivering track renewals schemes that will greatly enhance the passenger experience. Our comprehensive design and build capability brings innovative solutions, underpinned by collaborative working relationships that add real value for all of our clients.
www.railwaystrategies.co.uk 85
zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzz NEXUS
featured innovation and new technology, not all of
which will be obvious to passengers but will be quietly
working behind the scenes to improve information flow
and recovery from disruptions. For example, Kapsch is
delivering a new digital radio communication system,
which is moving to delivery through 2015. “This is a
really important project for which Kapsch was chosen
following an international procurement process,” noted
Tobyn. “Because Metro is such a busy system we need
the highest quality communications between trains
and the Metro Control Centre or the IECC York centre,
which covers movements on Network Rail infrastructure
through Sunderland.”
Nexus has a local transport remit stretching much
wider than rail, but with the Metro, Tobyn highlighted
the key priorities for the coming year as the continued
successful and efficient delivery of modernisation
projects, and the development of a business case for
the essential new Metro fleet. Nexus will also be leading
on national rail issues for the new North East Combined
Authority, which is among the partners in Rail North
exploring the potential for devolution of the Northern
Rail franchise with the Department for Transport. “We
see significant benefits from devolution, an idea which
has inspired and brought together local authorities
from Northumberland through Tyne and Wear and
the Tees Valley to North Yorkshire in forming a single
rail strategy for this huge region,” said Tobyn. “The
current structure of local passenger services invites
the concept of a North East Business Unit at arms’
length from the wider franchise, which better serves
the unique needs of this region, where people are
making often much longer journeys by local trains
on older and sometimes sub-standard trains, when
compared to conurbations along the M62 corridor.”
He concluded: “The programmes Nexus is now
embarked upon will shape local transport in North
East England for many years to come – securing and
improving bus routes by making better use of the
profits they make to provide a genuine public service,
completing the introduction of smart ticketing and
moving forward into contactless payments, and
modernising Metro. But of course Metro works best
at the heart of an integrated transport environment
and what we are seeking to do is integrate the way
people buy travel as well as the modes they use.” zz
www.nexus.org.uk
Kapsch CarruerCom Kapsch CarrierCom offers Nexus state-of-the art technology components, a cost-effective pricing model, and the ability to deliver the radio network as an end-to-end, turnkey solution. The new communications system will provide full coverage of the network in the entire area of Metro operation. TETRA signals are more secure and harder to intercept, which will help Nexus prevent eavesdropping. The system will maximize service availability and the quality of voice communications will improve exceptionally,” says Leindecker (VP Public Transport Kapsch CarrierCom).
86 www.railwaystrategies.co.uk
L ast featured in Railway Strategies in July 2014,
TW has spent the subsequent eight months
working on several high profile rail projects, and
recently won a £33m contract with Network Rail
as Fred Garner, Sector Director – rail, explained: “This
project is called ‘Filton Four Tracks’ and it involves an
increase in rail capacity from two tracks to four between
Dr Day’s Junction to Filton Abbey Wood Station in Bristol.
This three-year contract includes the replacement or
enhancement of 17 structures along the 15km route,
including four bridge reconstructions for electrification
clearance and the refurbishment of two stations.”
Already on site for investigations and surveying, the
project will benefit from TW’s experience in six different
Crossrail schemes, as Fred highlighted: “We have already
completed a project at Liverpool Street where in October
2014 we handed over a new substation that powers
Liverpool Street’s London Underground (LU) station.
Then in mid-January we handed over the Connaught
Tunnel Project, and we finished that four months ahead of
schedule, which was a significant milestone.”
In 2015 TW expects to complete the Victoria Dock
zz zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzTAYLOR WOODROW
Having joined the VINCI group in 2008, Taylor Woodrow
(TW) has not only developed a stellar reputation within the
civil engineering field, but is now taking the lead on an increasing number of projects throughout
the rail industry
Sharing success
Nottingham Station south concourse façade Nottingham Station south concourse interior
Nottingham Station – Carrington Street façadeLiverpool Street station – new substation north elevation
www.railwaystrategies.co.uk 87
other VINCI group companies, particularly with their
experience of building the Tours to Bordeaux High Speed
Line in France.’’
Whitechapel project Fred mentioned was also
runner up in the Most Considerate Site category at the
Considerate Constructors’ Scheme National Awards
2014, and this ties into TW’s dedication to not just the
local community, but also the wider environment and
sustainability as a whole. “We are now planning our annual
Sustainability Days, which we hold in April every year,”
said Fred. “These are used to reflect on how we have
done in the previous year and formulate the plan for the
current year. By sustainability we mean safety, respect for
environment and economic sustainability, and this event
gives us a chance to bring the three aspects together in
Portal project, and it is working on the Crossrail Old Oak
Common Depot for Bombardier. “We are also upgrading
the stations between Paddington and Maidenhead, on
the Crossrail West Project, for Network Rail,” added Fred.
“Finally, we are involved in one of the most complex jobs
we have at the moment, which is Whitechapel station
for Crossrail. We are building a station 30 metres below
ground around an existing London Overground and LU
station, in a very densely populated area, which makes it
a real challenge.”
This last project is being undertaken as part of a
joint venture with Balfour Beatty and Morgan Sindall.
“We do deliver a fair amount of work through joint
ventures,” agreed Fred, “and we look for partners with
complimentary skills so that we can deliver good value
and the right solution for the client.
“On our two major LU jobs, Tottenham Court Road
and Victoria, we are joint venturing with BAM Nuttall and
that has worked very well. In fact, we have just had a
major achievement at Tottenham Court Road, where we
have opened the new Northern Line ticket hall, after four
years of work.
“We are looking to build on those joint venture
relationships going forward, and using expertise from
zz zzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzzTAYLOR WOODROW
Bachy Soletanche Bachy Soletanche are one of the U.K.’s leading geotechnical specialists with a reputation for delivering high quality, cost effective, sustainable, and innovative designed geotechnical foundations solutions to budget, on programme, in a safe and efficient manner. As a multi-disciplined Geotechnical contractor, we offer a wide range of grouting techniques, restricted access mini-piling, ground anchors, environmental barriers, vibro ground improvement, CFA piling, large diameter rotary piling, and diaphragm walls.
88 www.railwaystrategies.co.uk
one place.”
Reviewing lean projects will be included in this
event, and one issue is the design of the Crossrail
West projects. “Design is one issue that is at the top of
the agenda for us, as we really want to see the scope
absolutely nailed down before we go into a design
process,” said Fred. “On more than one project we have
seen wasted effort when aspects have to be redesigned
that probably weren’t captured properly in the first place.
I think that stakeholder management sounds obvious but
still has a major part to play in that.”
Another aspect of sustainability is what Fred refers
to as TW’s work on ‘the nation’s heritage’: “We have to
make sure that what we are working on is preserved,
protected and built into new schemes for the future if
that’s suitable,” he said. “We won a National Rail Heritage
Award for our work on King’s Cross, and we followed
that up with another one this year, for the Nottingham
Hub project. Interestingly this isn’t all about Victorian
engineering, for example, at Tottenham Court Road we
are restoring some of the Eduardo Paolozzi tiling, which
is from the 1970s and 1980s.”
The final area that is also covered by TW’s
sustainability umbrella is safety. “The company
recognises the priority that Mark Carne at Network Rail
is placing on safety and his message ‘that good safety is
good business’. We want to make sure we are aligned
with that, as it is a vision that we share,” noted Fred.
As TW moves forward into 2015, it already has a
number of significant projects underway as well as some
on its radar. But in order to be able to deliver all this, the
company is keen to recruit and retain the best talent.
“One way we are addressing this is through an initiative
that recognises the value that women have in the
business,” noted Fred. “We have established an internal
support organisation called Women in Taylor Woodrow,
and 12 of our most senior female members of staff
have just participated in a Women In Leadership training
course. We are also organising a lecture at the Institution
of Civil Engineers in May, on the theme of inspiring
women to get into construction. In engineering and
construction the workforce is made up of only about six
per cent of women, and we see bringing more women
into the business as a significant opportunity to help us
prepare for the future.” zz
www.taylorwoodrow.com
zz zzzzzzzzzzzzzzzzzTAYLOR WOODROW
Whitechapel Durward St shaft – temp works
TCR Central Line – Paolozzi tiling to be retained and refurbished
TCR new station entrance
Whitechapel East Stair shaft abutment demolition
www.railwaystrategies.co.uk 89
Forthcoming Conferences and Exhibitions This listing represents a selection of the events about which we have been notified. It is strongly recommended that direct contact should be made with the individual
organiser responsible for each event before booking places or making travel and accommodation reservations. Cancellations and other last-minute alterations are liable to occur. The editor and publishers of RAILWAY STRATEGIES are not responsible for any loss or inconvenience suffered by readers in connection with this guide to events.
24 MarchIntroduction to rolling stockProvides a basic understanding of the role of traction and rolling stock within the context of railway systems as a whole
25 MarchTraction and brakingPrinciples of traction and braking for railway engineers
26 March Train communication and auxiliary systemsNew and existing systems in use on today’s rolling stock fleet
14 AprilFleet maintenance - IntroductionImprove your processes and fleet maintenance processes
A listing of courses currently available from the IMechE (Unless stated otherwise, all courses are in London)
Institute of Mechanical Engineers Training Courses Technical training for the railway industry
zzzzzzzzzzz zzNEWS I Conferences & Exhibitions
9 FebruaryUK Air-Rail Update 2015DLA Piper, LondonOrganiser: Waterfront Conference CompanyTel: 0207 067 1597Email: [email protected]: www.waterfrontconferencecompany.com
9-11 MarchMetrorail Europe 2015Olympia, LondonOrganiser: TerrapinnTel: 0207 092 1125Email: [email protected]: www.terrapinn.com/conference/metrorail
17-18 MarchMiddle East RailDubai International Convention and Exhibition CentreOrganiser: TerrapinnTel: +971 4440 2500Email: [email protected]: www.terrapinn.com/exhibition/ middle-east-rail
17-19 March Rail-Tech 2015UtrechtOrganiser: Europoint Conferences & ExhibitionsTel: +31 (0)30 698 1800Email: [email protected]: www.rail-tech.com
18 March The Future of Rail Signalling: Transition to ERTMSStephenson Harwood, LondonOrganiser: Waterfront Conference CompanyTel: 0207 067 1597Email: [email protected]: www.waterfrontconferencecompany.com/conferences/rail/events/rail-signalling-ertms
24-26 MarchIntermodal Asia 2015Shanghai World Expo CentreOrganiser: Informa ExhibitionsTel: 02075 519 309Web: www.intermodal-asia.com/ 25 MarchReleasing Capacity on the UK Rail NetworkDentons, LondonOrganiser: Waterfront Conference CompanyTel: 0207 067 1597Email: [email protected]: www.waterfrontconferencecompany.com
31 March to 1 AprilAsiaPacificRail 2015Hong Kong Convention & Exhibition CentreOrganiser: TerrapinnTel: (65) 6322 2720Email: [email protected]: www.terrapinn.com/exhibition/ asia-pacific-rail
14-16 AprilWorld Travel Catering & Onboard Services EXPOHamburg Messe, GermanyOrganiser: Reed ExhibitionsTel: 0208 910 7132Email: [email protected]: www.worldtravelcateringexpo.co
12-14 MayRailtex 2015NEC, BirminghamOrganiser: Mack Brooks ExhibitionsTel: 01727 814 400Email: [email protected] Web: www.railtex.co.uk
3 June23rd Annual Rail Freight Group ConferenceStephenson Harwood, LondonOrganiser: Waterfront Conference CompanyTel: 0207 067 1597Email: [email protected]: www.waterfrontconferencecompany.com
15-17 JulyRailNewcastle ConferenceNewcastle upon TyneOrganiser: NewRailTel: 01912 083 976Email: www.newrail.org/educationWeb: conferences.ncl.ac.uk/railnewcastleconference
For more information, please contact Lucy O’Sullivan, learning and development co-ordinator: Tel: +44 (0)20 7304 6907 Email: [email protected]: www.imeche.org/learning/courses/railway
15 AprilFleet maintenance - AdvancedUnderstand the issues affecting rail vehicle performance and cost of maintenance
16 AprilTrain structural integrityStructural integrity, fire and crashworthiness systems found on today’s rail fleets
12 MayTrain control and safety systemsLearn of the systems used on UK fleets that provide safety and train operational control
13 MayVehicle acceptance and approvalsIntroduction to acceptance procedures which apply across the rail network
Date: 14 MayVehicle dynamics and vehicle track interactionUnderstand the dynamics of railway vehicles to improve safety, comfort and asset life
Date: 18-22 MayIntroduction to railway signalling technologiesAn overview of railway control systems, subsystems and technologies used on UK main line and metro railways
Downloadable brochure is available at: www.imeche.org/learning-and-development/courses/railway
EditorGay Sutton
Sales ManagerJoe Woolsgrove
www.railwaystrategies.co.uk
RAILWAYS T R A T E G I E Szzzzzzzzzzzzzzzzzzzz
FOR SENIOR RAIL MANAGEMENT
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