I S S U E 02 | M A R C H 2021
W W W. R A I L E X P R E S S . C O M . A U
Joining the dots As Dean Dalla Valle steps down from Pacific National he leaves the business in a more comprehensive position than ever before - SEE PAGE 20
A signalling solution designed for intermodal facilities
How a legislative reset is ensuring rail’s future in New Zealand
Networks focusing on customer experience
PAGE 24
PAGE 30
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Contents Issue 02 - March 2021
4
From the Editor
6
News up front
LIGHT RAIL 20
Dean Dalla Valle reflects on his time at Pacific National
24 Why COTS signalling solutions are the perfect fit for intermodal 28 Could automation be the spark for a more efficient freight network?
30 34
39
M A J O R P ROJ E CT S 30
A solid future emerges for rail in NZ
32
Martinus lands tracklaying and overhead contract in NZ
34 How a connected data platform can improve project delivery O P E R AT I O N S 36 New technology deployed during Sydney Harbour Bridge shutdown
46
39
A customer-centric vision for rail services
S A F E TY & A S S U R A N C E 45
Safety documents from RISSB now available online
I N D U S T R Y A S S O C I AT I O N S
I S S U E 02 | M A R C H 2021
W W W. R A I L E X P R E S S . C O M . A U
COVER STORY Joining the dots As Dean Dalla Valle steps down from Pacific National he leaves the business in a more comprehensive position than ever before - SEE PAGE 20
A signalling solution designed for intermodal facilities
How a legislative reset is ensuring rail’s future in New Zealand
Networks focusing on customer experience
PAGE 24
PAGE 30
PAGE 39
SUPPORTED BY:
As he steps down from his role at Pacific National, Dean Dalla Valle gave an exclusive interview to Rail Express on how he has led the business and what’s next for freight.
46
Skills in focus for ARA in 2021
48
A new team at RTAA
49
ALC sets out the importance of data
CO N T RACT S 51
Sydney Metro, Level Crossing Removals and more
See page 20.
WWW.RAILEXPRESS.COM.AU | 3
From the Editor Issue 02 - March 2021 Published by:
11-15 Buckhurst St South Melbourne VIC 3205 T: 03 9690 8766 www.primecreativemedia.com.au Publisher Christine Clancy E: christine.clancy@primecreative.com.au Chief Operating Officer Zelda Tupicoff E: zelda.tupicoff@primecreative.com.au General Manager (Sydney) Terry Wogan E: terry.wogan@primecreative.com.au Group Managing Editor (Northern) Syed Shah E: syed.shah@primecreative.com.au Editor Connor Pearce E: connor.pearce@primecreative.com.au Editor David Sexton E: david.sexton@primecreative.com.au Business Development Manager Oliver Probert T: +61 435 946 869 E: oliver.probert@primecreative.com.au Client Success Manager Janine Clements E: janine.clements@primecreative.com.au Design Production Manager Michelle Weston E: michelle.weston@primecreative.com.au Art Director Blake Storey E: blake.storey@primecreative.com.au Design Kerry Pert, Madeline McCarty Subscriptions subscriptions@primecreative.com.au
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4 | ISSUE 2 - MARCH 2021 | RAIL EXPRESS
Connor Pearce Editor - Rail Express
The human side of the rail connection
F
OR 35 YEARS MY GRANDFATHER, Ronald Klein worked on the railways. As a porter and then working at the ticket office for what was then NSW Government Railways, Ron sold customers tickets day in day out, for passengers travelling locally as well as on country and interstate trains. At the end of the month, Ron would add up the number of tickets still in the racks to work out how many had been sold and how much that represented. All of this was done without the aid of a calculator and if the figures didn’t add up, five shillings could come out of Ron’s paycheck. Ron, or Pop as I knew him, passed away in 2015. Listening back to the discussion at AusRail Live & On Demand, where a common theme was the resilience of frontline station staff throughout 2020 and particularly during the height of the COVID pandemic, I wondered what Ron would have thought about all that. Certainly, he may have grumbled about some of the new rules and fussed with the technology, but the importance of having a human face to help those who continued to need to travel would not have been lost on him as he knew how important the railways were to fostering human connection and creating opportunity, even in the toughest of times. In the town of Barcaldine, near Longreach in Queensland, where Ron grew up, the trains that would pass through the town were a significant feature of life. When he was 11, in 1938, Ron and five other boys from the far west were chosen to go on a holiday to Emu Park, on the coast near Rockhampton. Taking the train from Barcaldine to Rockhampton, this was the first time that Ron ever saw the ocean. “That dam is too big for me to swim in,” Ron said when he went to the beach. He took back a bottle of seawater as a souvenir for his mother and father.
Years later, living in Sydney, Ron and the family would travel by train to get back to Barcaldine to catch up with the extended Klein family. Ron also took his wife Betty and their three daughters, on trips around Australia by train. To get to Perth, the family of five took a daylight to Melbourne, and then the Overland to Adelaide. A rail motor took them to Port Pirie before they boarded the sleeper to Kalgoorlie and then onto Perth. Later in life, Ron also had the opportunity to travel internationally. On one trip, Ron took the train in Zimbabwe, and started chatting with the stationmaster in Plumtree. While looking around the ticket office, a customer arrived at the window asking for a ticket to Botswana. “You can do it,” the station master said. As it was all in English, there wasn’t much difference between the tickets in Plumtree and the tickets Ron had issued to passengers at Hurstville or Redfern. Helping people get to where they need to go, whether to travel, to get to work, or visit family and friends, was what Ron was able to do throughout his life. Making these connections locally, interstate, or internationally, via rail, has been what the rail industry has endeavoured to do ever since the first services were run. Today, as the rail industry modernises and develops further with new technologies, it is the connections between people at the departure point, destination, and along the way that are essential to keep in mind. This will be my last Editor’s Note as Editor of Rail Express and I pass the magazine on to David Sexton. David has previously reported on the freight and logistics sector so comes to Rail Express with a good knowledge of the industry.
connor.pearce@primecreative.com.au
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News
National
Masks now the new normal on more rail systems Masks continue to be mandated on public transport, even as COVID numbers remain low.
Face masks and coverings are becoming an increasingly common feature on transportation networks across Australia. In January, both NSW and Queensland moved to make face masks mandatory for those travelling on public transport in greater Sydney and Brisbane, including when waiting for a service at a station or stop. These jurisdictions followed mask-wearing mandates instituted in Melbourne and New Zealand, which have continued during periods of low or non-existent community transmission. Announcing the change in January, in a joint statement, NSW Premier Gladys Berejiklian and Brad Hazzard said the change would enable life to continue without the threat of infection. “Given the general risk in Greater Sydney,
new measures are required to reduce the transmission potential of COVID-19 while maintaining economic activity.” Reported compliance with the mask wearing directive is around 90 per cent and Transport for NSW is using a number of measures to track adherence to the new rules, a spokesperson said. “Transport for NSW continues to monitor network patronage and customer behaviour using CCTV, COVID marshalling officers on the ground and anecdotal data from staff on the network.” Enforcement of the measure is the responsibility of NSW Police and as of January 12, 34 infringement notices had been issued, with many for people not wearing masks on trains. Those living in greater Brisbane are advised to carry a mask with them at all times and must wear one while on public transport or waiting at a stop. “Wearing a mask is currently mandatory on public transport services in Greater Brisbane and enforcement is the responsibility of the Queensland Police Service,” said Queensland Rail acting CEO Kat Stapleton. “Queensland Rail is continuing to remind customers to practice social distancing through
regular announcements at stations and on board and through our social media channels. We have also provided hand sanitiser at every station across South East Queensland.” While the lockdown affecting the city and surrounding region lifted on January 11, mask wearing continues to be required. In addition to face coverings, transport authorities are continuing to encourage social distancing through providing information on service capacity and reducing touch points such as cash payments. Extra cleaning has also continued to be a part of normal operations for transport providers, with Queensland Rail enlisting a fogging service to disinfect trains fortnightly. “Since March, we have tripled the number of staff focused on cleaning high traffic stations in morning and afternoon peak times, including South Bank, South Brisbane, Roma Street, Central, Fortitude Valley and Bowen Hills,” said Stapleton. In NSW, capacity restrictions that were reduced in December remained in place throughout the most recent series of cases. For commuters in South East Queensland, 105 extra train services per week have been introduced, to assist with social distancing and ensure essential workers can get to work.
Victorian manufacturer awarded contract for Inland Rail turnouts The Australian Rail Track Corporation (ARTC) has selected a Castlemaine-based manufacturer to supply turnouts for the Inland Rail project. The $80m contract will see turnouts made in the regional Victorian town of Castlemaine, highlighting the local benefits of the Inland Rail project, said Deputy Prime Minister and Minister for Infrastructure, Transport and Regional Development Michael McCormack. “The Australian government’s investment in Inland Rail is delivering a world-class freight backbone that will stimulate economic growth, build supply chain resilience and enhance market access,” he said. “But local industries and suppliers will benefit right now as shown by the signing of this major contract.” Finance Minister Simon Birmingham said that well before trains begin running the full length of the 1,700km line, businesses in Australia are already benefiting.
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The contract will see locally made turnouts be part of the interstate rail project.
“Inland Rail continues to drive economic activity throughout the construction phase and the local manufacture of this critical part of rail infrastructure reinforces the positive flow-on effects of this project right through our economy,” he said. “Inland Rail is backing businesses and jobs for Australians including across regional Victoria at a time when we need them most.” Senator for Victoria Sarah Henderson said the contract was a win for the region and the state. “This represents a very big boost for
regional Victoria.” Once operational, Inland Rail will continue to grow regional economies said Minister for Regional Health, Regional Communications and Local Government Mark Coulton. “Construction of Inland Rail is delivering significant benefits to businesses and people in regional Australia – but Inland Rail will deliver much more, it will deliver the long-term boost that regional Australia deserves.” The contract includes 200 turnouts and will enable manufacturer Vossloh Cogifer to hire an additional 32 staff. Other contracts have gone to local suppliers of rail, ballast, culverts, sleepers, and rail clips. “[This] is but one example of the opportunities for manufacturers in Australia to supply a number of products for Inland Rail, providing much needed employment that will grow and sustain business. And it is providing the confidence to hire more staff,” said McCormack.
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News
National
ATSB reviews derailments, finalises reports the corridor. The remaining 22 wagons and hauling locomotives remains on the tracks. The previous day had seen 84mm of rain fall in a 45 minute period. A culvert at the site had limited capacity to control the water overflow, causing the ballast to wash away. The driver had seen debris across the track, however was unable to stop the train. Acting CEO of Queensland Rail, Kat Stapleton, said that as of January 6, the line had returned to service. “Over the past six days, crews have worked to repair the rail infrastructure, including the replacement of culvert piping, track, ballast and sleepers which were stored locally, fast-tracking the recovery efforts,” said Stapleton. INVESTIGATIONS FINALISED The ATSB has finalised a number of reports into rail incidents going back to 2018. Following a derailment near Glenalta in 2018 caused by a structural crack in the underframe of a wagon, rollingstock manager Pacific National has revised its
maintenance and inspection procedures. After a coal train collided with a detached bogie near Muswellbrook in 2018, the Moolarben loading terminal has implemented a more detailed verification process and corrected a malfunctioning sensor. A number of other reviews at the terminal have also been conducted. Load restrain systems were a focus in an investigation into a V/Line train striking a steel coil that feel from a freight train in 2018. Having dislodged from its fastenings, the coil fell off the freight train and damaged the track. A subsequent passenger train struck the coil at 110km/h. Two crew members suffered minor injuries. When the lead bogie of a freight wagon derailed near Creighton, Victoria, in 2019, a site inspection found that a mud hole has resulted in a loss of ballast and misaligned section of track. High temperatures on the day also contributed to the track misalignment. After the derailment the ARTC reviewed its Track Stability Management Plan. CREDIT: QUEENSLAND RAIL
The Australian Transport Safety Bureau (ATSB) is currently investigating two derailments that occurred in late 2020. The first derailment occurred on December 15, when a grain train heading for Port Kembla derailed on the Moss Value to Unanderra Line near Dombarton. No injuries were reported when the 39 wagons derailed. Train crew indicated that they had lost brakes while descending. The investigation will be led by the NSW Office of Transport Safety Investigations (OTSI) on behalf of the ATSB. In a statement, the Australian Rail Track Corporation (ARTC), which manages the section of line, said that due to the location the recovery process would face access challenges. ARTC is working to identify other train routes to port. On December 30 a fully loaded fertiliser train derailed near Charters Towers, in Queensland. The train, heading to Townsville, hit a flooded section of track on the Mount Isa rail system, causing 13 wagons to derail and spill fertiliser along
Recovery works on the Mt Isa line.
8 | ISSUE 2 - MARCH 2021 | RAIL EXPRESS
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News
New South Wales
The first trains have run over a new concrete deck on the Sydney Harbour Bridge. Installed to replace the ageing 555-metre timber deck on the northern and southern approaches, the concrete composite deck will reduce maintenance by being more robust and using longer lasting materials. NSW Minister for Transport and Roads Andrew Constance acknowledged the work of teams who completed the work during a 10day shutdown. “I would like to thank the more than 420 people who worked through the heavy rain and around the clock to complete the biggest upgrade to rail over the bridge in its history. They have helped extend the life of the 88-year-old railway corridor by another 120 years,” he said. The complex engineering required for the project included removing the existing railway infrastructure, dismantling the timber deck and installing 266 locally made concrete panels. “This is a once in a generation opportunity and we have had some of the best engineers in the world design and deliver a concrete
CREDIT: SYDNEY TRAINS
New deck successfully installed on Sydney Harbour Bridge
Crews worked around the clock and through wet conditions to install the new deck.
deck that will allow trains to run more quietly, smoothly and more reliably, providing a better experience for our customers and also neighbouring residents,” said Sydney Trains acting chief executive Suzanne Holden. While the majority of the work has been completed, final touches will be added in scheduled weekend maintenance. As the bridge is at the core of the Sydney network, finding alternative transport options for the city’s busiest rail corridor was a major
effort in itself, said Transport for NSW acting deputy secretary Howard Collins. “Keeping customers moving during the temporary closure of the rail line across the bridge was a significant operation, involving hundreds of extra bus drivers, marshals, network managers and customer service teams out on the ground. Our staff have worked around the clock to ensure the network ran smoothly while Sydney Trains crews carried out this important work,” he said.
Tracks laid in heart of Parramatta completed recently to enable the project to move ahead. “Up to 500 people per day and 300 each night worked through the Christmas and New Year period to connect utilities and lay tracks for the new light rail network, which will connect Westmead to Carlingford via the Parramatta CBD and Camellia.” Elsewhere on the project, construction is continuing in Westmead with retaining wall works, track excavation, services, storm water, CREDIT: PARRAMATTA LIGHT RAIL
Construction of the Parramatta Light Rail is moving ahead, with the first tracks laid on Church Street, in the heart of the Parramatta CBD. Work on the section of Church Street between Lennox Bridge to George Street where numerous restaurants and cafés have garnered the strip’s name ‘Eat Street’ is scheduled for completion in mid-2021. NSW Minister for Transport and Roads Andrew Constance said significant work was
Tracklaying is underway in the Parramatta CBD
10 | ISSUE 2 - MARCH 2021 | RAIL EXPRESS
and street lighting being installed. Between Camellia and Carlingford, work such as steel arch assembly, upstand wall, deck slab, and concrete formwork is underway on the former heavy rail corridor. “Construction crews are working a combined 8,500 hours a day right across the whole 12-kilometre alignment to deliver this project as quickly as possible, so everyone can enjoy the benefits,” said Constance. Alleviating the impact on businesses along Eat Street has been a key consideration for the project, and local member Geoff Lee said that businesses could be excited about future stages. “We thank our local businesses for their patience and understanding during what has been a tough period for many. Seeing the first light rail tracks on ‘Eat Street’ is a positive sign of what’s to come,” Lee said. “A celebration is planned from August, with a Transport for NSW activation known as ‘Eat Street Uncovered’ to take place before the installation of light rail stops and the commencement of network testing and commissioning.”
News
New South Wales
Construction underway on Wagga Wagga intermodal terminal The first sod has been turned on the Riverina Intermodal Freight and Logistics (RIFL) hub and construction is now underway. The future intermodal terminal will be connected to the Inland Rail route and provide rail freight access for businesses at the adjacent Bomen Business Park and the wider region. The RIFL will be one of the only inland terminals to be able to service a 1,800m-long train configuration. NSW Deputy Premier John Barilaro got construction started with the official sod turn on January 19. “This precinct will make Wagga Wagga a major player in domestic and international freight export, making the town even more attractive to local and international businesses,” Barilaro said. “This intermodal facility will be a worldclass business hub servicing the region’s advanced manufacturing, recycling and renewables industries and help local businesses reap the benefits of the Inland Rail and Wagga Wagga Special Activation Precinct.” The NSW government is investing $43.7 million in the precinct with contributions from Wagga Wagga City Council and commercial partner Visy Logistics. Funds will go towards enabling infrastructure and a 4.9km master rail siding and container transfer terminal. Minister for Regional Transport and Roads Paul Toole said the RIFL would improve
The terminal will be connected to the future Inland Rail line.
business and safety outcomes. “When completed, this hub will give regional businesses ready and cost-effective access to markets across Australia and around the world, and there’s never been a more important time as we recover from drought, bushfires and the COVID-19 pandemic,” Toole said. “It’s also going to reduce the number of trucks moving through the Wagga Wagga central business district, giving local roads back to the local community.” Earlier works are underway and the
construction of utility connections will soon begin, followed by laying of rail tracks and turnouts. Contracts for the construction of the terminal were awarded last August Wagga Wagga City Council Mayor Greg Conkey said the facility would spark further development. “The RIFL hub terminal will be the core for future growth and expansion in the Bomen Special Activation Precinct, generating up to 6,000 jobs in this region, and has the potential to drive the economic future of the city for decades.”
Contract awarded to prepare Bankstown Line stations for Southwest Metro as better lighting, painting, tiling and paving. Once complete, the renovations will enable step-free access between the train and street. The contract also includes preparing the stations for the installation of platform screen doors. Similar to those used on the existing Metro Northwest line, this will be the first time that platform screen doors are added to an existing rail corridor in Australia. Three companies were shortlisted for the supply and installation of mechanical gap fillers and platform screen doors to the line in early 2020. Work will begin in the first half of 2021 on
Marrickville, Canterbury, and Lakemba stations. Metro services will begin running on the former Bankstown Line in 2024.
An artist’s impression of the future Canterbury Station.
WWW.RAILEXPRESS.COM.AU | 11
CREDIT: SYDNEY METRO
The contract to upgrade stations on the Bankstown Line to Metro rail standards has been awarded to a joint venture of Haslin Constructions and Stephen Edwards Constructions. The contract covers retrofitting stations along the existing 125-year-old line to be more accessible and safer. Work includes upgrading and re-levelling existing platforms for level access, two lifts at Canterbury Station, a family-accessible toilet at Canterbury Station, improving security fencing along the rail corridor, interchange improvements, and general improvements such
News
Victoria
Three contracts awarded for level crossing removal projects The Victorian government has awarded contracts to three separate alliances for the removal of seven level crossings around Melbourne. In Preston, in Melbourne’s north, John Holland Group, Kellogg Brown and Root, Metro Trains Melbourne, and the Level Crossing Removal Project will remove four level crossings on the Mernda line. The $564 million contract covers the replacement of crossings at Oakover and Murray roads, and Bell and Cramer streets with a raised rail line. Works will also comprise two new stations at Bell Street and Preston. “The boom gates on Bell Street have always been a nightmare. We’ve already gotten rid of one level crossing, and this project will see the second set in Preston banished forever – it’s progress we can all be proud of,” said Minister for Transport Infrastructure Jacinta Allan. The two-kilometre rail bridge will also create new open space and improve east-west
The plans for Preston Station include new green and open space.
12 | ISSUE 2 - MARCH 2021 | RAIL EXPRESS
connections in the community. Early works began in late 2020 as crews began to install rail power and communication systems underground near the rail line. A focus for this project will be limiting disruptions to services. The line will not close for more than 12 days at a time to enable trains to have access to the Epping train maintenance facility. In Melbourne’s west, an alliance of Fulton Hogan, Metro Trains Melbourne and the Level Crossing Removal Project has been awarded a $234m contract to remove the level crossings at Fitzgerald Road in Ardeer and Robinsons Road in Deer Park. A road underpass at Robinsons Road and a road overpass at Fitzgerald Road will be built by 2023. Early works will start this month and construction will pave the way for the Mount Derrimut Road crossing to be removed by 2025, the last level crossing between Deer Park and the city.
“As Melbourne’s outer suburbs continue to grow, we’re improve safety and make journeys more reliable for public transport passengers and motorists in our booming west,” said Allan. The alliance contract for the Ferguson Street crossing removal project in Williamstown has also been awarded. McConnell Dowell, Arup, Mott MacDonald, Metro Trains and the Level Crossing Removal Project will lower the rail line into a trench and built a new North Williamstown Station. The $192m contract will see the boom gates gone by 2022 with site set-up commencing from mid-January. In late 2020, the Victorian government also awarded the contract for the level crossing removal at Hallam Road. An alliance of Laing O’Rouke, Jacobs, Metro Trains Melbourne and the Level Crossing Removal Project will build a rail bridge to improve safety, traffic flow, and pedestrian connections. A new station at Hallam will also be built. The crossing will be gone by 2022.
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Victoria
CREDIT: BOMBARDIER TRANSPORTATION
VLocity fleet celebrates service milestone as fleet continues to expand
The locally made fleet clocked up 370 million service kilometres in December.
The locally designed and built VLocity fleet has marked a major milestone, clocking up 15 years of service and over 370 million kilometres travelled. First introduced to the Victorian regional network in 2005, the fleet, manufactured by Bombardier Transportation, has now grown to 88 vehicles, with more on order after the Victorian government purchased an additional 18 trains in 2020. “The VLocity train built proudly in Victoria for Victoria – from the ground-up – is a truly remarkable train that has well and truly stood the test of time,” said Wendy McMillan, president Australia and New Zealand at Bombardier Transportation. “The 15 years and 370 million in service kilometres – equivalent to an astonishing
14 | ISSUE 2 - MARCH 2021 | RAIL EXPRESS
9,282 trips around the world – is testament to the workmanship and quality of what Bombardier produces in Australia.” Local design and components are a significant part of the trains and the redesigned trains recently won two Good Design Awards. “We are proud of these vehicles but so too are our local suppliers, who provide 69 per cent of the content used to manufacture these trains,” said McMillan. Soon, more communities than before will be able to ride the VLocity trains, with V/ Line to deploy a standard gauge variant on the North East Line. Globally, Bombardier added to its order book in late 2020, with three significant contracts announced.
In Canada, Bombardier Transportation will supply 205 rail cars for Vancouver’s SkyTrain network. Designed and built in Canada, the 5-car automated trains will replace older rollingstock and prepare for the extension of Vancouver’s metro system. In France, national operator SNCF has ordered 33 OMNEO Region 2N trains from Bombardier, extending an existing order. The trains will operate on the Hauts-de-France region and include passenger amenity improvements built in. A consortium of Bombardier and Alstom was selected in late 2020 to supply 204 M7-type coaches to Belgian operator SNCB. The double-deck trains provide autonomous accessibility for those with reduced mobility.
News
Victoria
A combination of optical distance sensors, thermal imaging, and artificial intelligence technology is being used to detect trespassers in the rail corridor in Melbourne. The new intruder detection system has already captured people risking their lives and the safety of others. By sending an alert to Metro Trains Melbourne’s network control centre, security teams and police have been able to track the location of trespassers based on the sensing technology. General manager – security operations at Metro Adrian Rowland said that one trespasser can have a major impact. “Trespassing has a major impact on our ability to deliver the reliable services our passengers deserve,” he said. “One person on the tracks can impact
CREDIT: METRO TRAINS MELBOURNE
New technology rolled out to prevent trespassers on Melbourne network
Trespassers detected by thermal imaging.
50,000 people behind them – it’s almost a domino effect.” Trespassing is not only a major cause of delays on the network but can pose a
safety hazard. In the last financial year, an average of 328 trespasser incidents occurred each month across the Melbourne heavy rail network. “We get a lot of nuisance trespassers, and as soon as somebody goes to a place that’s unsafe, we have to stop the trains,” said Rowland. The new intruder detection system is in addition to existing methods of keeping people off the track and trains running. These include over 9,000 CCTV cameras, a dedicated Network Security and Surveillance team that routinely patrols hotspots and carries out joint operations with Victoria Police, and anti-trespasser ground panels at known trespassing hotspots. The final for illegally trespassing is up to $330.
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Western Australia
CREDIT: METRONET.
Contractors shortlisted for Metronet construction projects
An artist’s impression of the new Midland Station.
Proponents have moved to the next stage on three Metronet construction projects in Perth. For the Byford Rail Extension project, two alliances have been shortlisted and will move into the competitive bid phase for the 8km extension of the Armadale Line and new station at Byford. The two alliances are Byford Alliance – made up of Downer EDI Works, CPB Contractors, Aurecon Australasia, and CareyMC – and MetCONNX Alliance, which includes Laing O’Rouke Australia Construction, Pritchard Francis Consulting, and Kellogg Brown & Root. The scope of the project also includes providing priced options to expand the works to include an elevated rail component, to satisfy requests of the City of Armadale and the Shire of Serpentine Jarrahdale. On a separate project also on the Armadale Line, two alliances are in contention for the removal of up to six level crossings in through Victoria Park. The alliances are: Armadale Line Upgrade Alliance, comprising Acciona/ Coleman Rail, BMD Constructions, WSP Australia, and AECOM Australia; and Elevate Alliance, a joint venture between Downer EDI Works, CPB Contractors, GHD, Aurecon Australasia, and CareyMC. Level crossings at Mint and Oats streets and Welshpool Road will be replaced with an elevated
16 | ISSUE 2 - MARCH 2021 | RAIL EXPRESS
The station itself will comprise three platforms, a pedestrian overpass, universal access, passenger toilets, lifts and stairs, kiosk, and secure bicycle parking. railway in the project, which also includes a priced option for the Hamilton, Wharf and William streets package. For the design and construction of the new Midland train station, Transform Midland Alliance (Downer EDI Works and SMEC Australia) and Midland Junction Alliance (McConnell Dowell Constructors, Georgiou Group, Arcadia Australia, and BG&E) have been shortlisted ahead of the detailed proposal stage. In addition to the new station, a 12-stand bus interchange and multistorey carpark will be built. The station itself will comprise three platforms, a pedestrian overpass, universal access, passenger toilets, lifts and stairs, kiosk, and secure bicycle parking. All contracts, jointly funded by the federal and Western Australian governments, will be awarded later in 2021. WA Premier Mark McGowan said local businesses will be involved in the projects.
“We have nine METRONET projects in construction, and with another three major construction contracts to be awarded later this year, there are more opportunities for local jobs and businesses to get involved,” he said. Separate to the contract announcements, the WA government highlighted that Metronet contracts are leading to subcontracts flowing to locally-based businesses. Recent subcontracts to suppliers include an $11.8m contract for steel reinforcement work on the Thornlie Cockburn Link and Yanchep Rail Extension, and $71.3m in contracts to suppliers for local railcar manufacturing, including seats, cab structures, battery boxes, air-conditioning and brake components, floor panels, and pantographs. WA Transport Minister Rita Saffioti said preparation is well underway on the projects. “Early works on the Metronet Byford Rail Extension are already underway with the removal of the Thomas Road level crossing,” she said.
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News
Queensland
TBM Else moved into position to begin tunnelling on CRR
TBM Else will travel through 20 to 30 metres of rock a day.
The first of the tunnel boring machines (TBM) that will carve out Cross River Rail’s underground section is now underground. TBM Else, named after engineer Else Shepherd, the first women to graduate with an electrical engineering degree in Queensland, has been moved into position, ready to commence tunnelling later in January. Acting Queensland Minister for Transport and Main Roads Mark Ryan said the occasion marked the beginning of a big year for the project. “2021 is the year of tunnelling for the transformational Cross River Rail project, and this milestone really marks the start of it,” he said. TBM Else will be joined by TBM Merle, named after activist and academic Merle Thornton, and the two TBMS will spend most of the year underground, creating the twin, 5.9km tunnels from Woolloongabba to the northern portal at Normanby. The TBMs will travel through 20 to 30 metres of rock a day and will be managed by crews of up to 15 people. While tunnelling, the TBMs will line the walls of the tunnels with 25,000 precast concrete segments. “More than 100 local companies and 40 workers have played a role in bringing these TBMs to life, part of the 2,400 people so far who have worked on Cross River Rail,” said Ryan. Beginning at Woolloongabba, the first break through will be at Albert Street station in mid-2021, before continuing on to Roma Street. Both tunnels are expected to be completed by the end of 2021. The project team held a traditional indigenous ceremony to mark the beginning of tunnelling. “It is only fitting that we mark such an important occasion for the project, with the traditional owners’ ceremony intended to wish TBM Else and the tunnellers safe passage as they make their way underground,” said Ryan. The tunnels will be at their deepest point at 58 metres below the surface at Kangaroo Point, and will be 42 metre below the Brisbane River.
News
South Australia
South Australian Minister for Infrastructure and Transport Corey Wingard has confirmed that Keolis Downer has begun operating the Adelaide’s heavy rail network as of January 31. With the exception of the Gawler Line where electrification work is continuing, Keolis Downer begins operations at the end of January, a spokesperson for the operator reiterated. “Keolis Downer, in partnership with the Department for Infrastructure and Transport and the South Australian government, has a clearly defined plan to ensure key delivery milestones are met during the transition process, which remains on schedule for operational commencement on 31 January. This includes joint governance and weekly reviews with DIT, with milestones reported and reviewed at CEO and Steering Committee level.” Following confirmation that 83 drivers would transition over to Keolis Downer, Wingard confirmed that a further 88 staff employed by the government will be available to smoothen the transition, an additional 31 than was announced in January. “As it stands a total of 83 drivers have accepted an offer of employment with Keolis Downer and another 88 remaining on the Government payroll will be made available to Keolis Downer to ensure essential public transport services continue to be delivered to the community,” said Wingard. Keolis Downer has been looking for other train drivers to join the company’s Adelaide operations. “From next month Keolis Downer will also start delivering training programs for drivers to join the workforce,” said Wingard. “Experienced drivers from other networks will undertake a 22 week program and will be ready to join the workforce in August.” There will be further intakes in May, September and early 2022 for new drivers to operate trains in Adelaide. “More than 1,000 applications were received by Keolis Downer for train driver positions and it’s clear there’s plenty of people excited and eager to join the sector,” said Wingard. Rail, Tram and Bus Union (RTBU) SA/ NT secretary Darren Phillips said that his organisation was concerned that a delivery deadline was taking precedence over safety. “The dogmatic approach by the Minister his 31 January privatisation deadline is a safety concern for all South Australians,” he said.
CREDIT: RAILGALLERY.COM.AU
SA Transport Minister confirms January 31 handover date for train services
Keolis Downer is on track to operate Adelaide train services from January 31.
“We are seeing training programs slashed due to the Minister Wingard’s unrealistic timeframes.” The Keolis Downer spokesperson refuted the RTBU’s claims. “No training programs for drivers have been shortened. Passenger Service Assistant (PSA) training has been augmented to deliver the same knowledge in shorter blocks so that PSAs have experience on the network and are brought back into the classroom for additional training within the first eight weeks of commencement.” Australasian Railway Association (ARA) CEO Caroline Wilkie said that safety concerns were unfounded. “Keolis Downer has an outstanding reputation for delivering public transport services to the highest standards, with a strong focus on creating the best possible experience for their passengers,” she said. “The transition process for the privatisation of Adelaide’s train services is on track to be completed by the end of the month as planned, with safety a key consideration at every stage of the process.” Wilkie said the number of applications received by Keolis Downer was a good sign for the industry. “It is really encouraging to see so many current employees working on the network moving to Keolis Downer as part of the transition.”
SAFETY ACCREDITATION FINALISED The National Rail Safety Regular has accredited Keolis Downer as an operator of heavy rail services, ahead of the handover of Adelaide Metro train services to the private operator on January 31. The accreditation paves the way for operations to begin on schedule, said Sandra Wilson-Ryke, Keolis Downer’s HSQE director. “The accreditation process has proceeded according to an agreed schedule, in close consultation with ONRSR. We are very pleased about the way we have collaborated with the safety regulator throughout this process.” As the first heavy rail operating contract for the joint venture, Keolis Downer is required to be accredited by the Office of the National Rail Safety Regulator (ONRSR). Keolis operates heavy rail networks in Germany, the UK, the Netherlands and the United States. Wilson-Ryke, who was responsible for safety, quality and environment at Keolis Downer’s light rail operations on the Gold Coast, said that the company would be applying its knowledge and history to the Adelaide network. “We have safety accreditation in place in all our operations and a strong safety culture at all levels of the organisation. We look forward to continuing to collaborate with the safety regulator and operate the rail service in Adelaide at the highest standards.”
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Intermodal
The connected business As he announces his retirement, Pacific National CEO Dean Dalla Valle sits down for an exclusive interview with Rail Express. Looking over his time at the top of Australia’s rail freight industry, Dalla Valle points to where he sees the sector going next. After two days in the chair as CEO of Pacific National, Dean Dalla Valle signed off on the company’s purchase of the Acacia Ridge Terminal from Aurizon. Then, in 2017, Dalla Valle had little idea of the headaches that such a transaction would create over his four years as CEO. In early February, when he sits down to talk with Rail Express, it’s been just over two weeks since the purchase was formally finalised after an extensive legal battle with the Australian Competition and Consumer Commission (ACCC). In other ways, however, it’s fitting the transaction would bookend Dalla Valle’s time at Australia’s largest private rail freight operator. Arriving at Pacific National, Dalla Valle set out from the start a vision of having a series of interconnected intermodal terminals in Australia’s major capital cities and strategically positioned in regional centres. “It was apparent that having really good, efficient intermodal terminals, well located in the capital cities and then having the regional terminals to support them and then connect them to ports, is something we hadn’t really patched together. We took the opportunity of Inland Rail and built on that, so having a terminal right there in the middle of Inland Rail at Parkes and then obviously in Sydney, Melbourne, Adelaide, Perth, and Brisbane that’s basically covering the major capital cities.” This met the demand from Pacific National’s
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Dean Dalla Valle will retire from Pacific National at the end of June.
freight customers, who were increasingly switching to road due to the dwindling efficiency and unreliability of the freight sector in the early 2000s. Along with the Acacia Ridge Terminal and the Parkes Logistics Terminal, Dalla Valle now leaves Pacific National with a major intermodal freight hub under construction at St Marys in Western Sydney, to serve the growing industrial and commercial precincts in the city’s west, and the established facilities in Melbourne and Perth. “The last part is really hooking up our terminals to ports more efficiently. St Marys is the first part, running train shuttles to and from Port Botany and then I can see one in Melbourne, we’ll set one up in Perth and then eventually one in Brisbane that really then covers the whole gambit.” A CONTINUOUS FOCUS ON SAFETY AND BUSINESS IMPROVEMENT Dalla Valle joined Pacific National after a long career with BHP. Having started as an electrical apprentice at the company’s Illawarra coal
mines, Dalla Valle continued to have a 40-year career at the Big Australian, including stints in the Pilbara and at Olympic Dam. He rose to head the company’s coal business and was chief commercial officer at BHP before joining Pacific National. During this time, Dalla Valle was known for being able to steer the company through difficult situations, including rebuilding after the Samarco dam collapse in Brazil in 2015. The reason for joining Pacific National, he said, was that he could see a company with potential, but one that also faced challenges at the time. “I could see the opportunity with Pacific National and the sector. I could see where the shareholders wanted to take the company and by bringing good operational and commercial disciplines to a business like this, the benefits you could realise. I applied the skills that I had in a new sector, but the basics are the same, leading people, making sure that we have the right safety disciplines, understanding operational efficiencies, servicing customers,
understanding the commerciality of the operations and certainly where the value of the business lies. Deploying them into a business like this you sort of see it’s going to yield a lot of results and it has.” As proof of this, Dalla Valle cites the company’s record on safety during his tenure and improvements in service delivery. In Pacific National’s coal business, for example, service delivery has improved from about 80 per cent to highs of 98 per cent on the Hunter Valley network. However, the seasoned executive highlights that this is where the business should be, not an achievement on its own. “I would say to people, ‘80 per cent can sound good, can’t it? But to a customer, 80 per cent means that one day in five you don’t turn up, which is horrendous in business. So we’ve got to be pushing up to those really high nineties each day.” Safety is another critical area for the business. One significant occurrence are signals passed at danger (SPADs), a common albeit dangerous occurrence in the industry. “When you look at it, SPADs very much relies upon repetitive behavioural patterns. People need to know where signals are, understand what they mean, and then anticipate and be cautious, but we’ve seen as an industry, relying on people’s interpretation and behaviour still has too many incidents where people have basically gone through red lights.” With safety culture also an important aspect of mining operations, Dalla Valle saw the potential of an accountability style that borrowed from the hierarchical practices he experienced at BHP. “We provide people a safe place of work we expect staff to follow the rules and go home safely every day. It’s very simple and really just applying that accountability. You’ve provided people with safe equipment and right procedures and an environment where if they can’t get their job done they don’t do it, just stop. If you don’t think you can complete a task without putting yourself at risk you shouldn’t do it, because no one is going to thank you, you’re not going to thank yourself and the job is actually going to go slower when you take shortcuts and things go wrong.” DRIVING A POLICY SHIFT Looking back to his arrival at the business, Dalla Valle entered rail at a time when the industry was beginning to come together after a period of fragmentation. This was despite what Dalla Valle calls “being on the right side of the argument” when it comes to the fundamentals. “We’re safer, we’re more efficient, we have
16 times less carbon emissions per tonne kilometre and less accident costs. People don’t want to be on roads with trucks and yet we weren’t promoting it and policy was actually favouring road freight. The trucking lobby has done such a good job, I’m envious of the work they’ve done, and we just want to emulate them and catch up to them.” As chair of the Freight on Rail Group during his time at the helm of Pacific National, Dalla Valle has been an outspoken voice on the benefits of freight rail. The group, comprised of all of Australia’s major rail freight businesses, brought a singular voice to the policy conversation. In 2020, this saw dividends, as the federal government got behind a critical project for the sector. “What I like about FORG is we’re aligned on a core set of pursuits we’re going to go after and we’ve stuck to them. It’s been really powerful and that culminated last year in ATMS.” ATMS, or Advanced Train Management System, is the next generation of train signalling and control. Shepherded by the Australian Rail Track Corporation (ARTC) since 2008 and built by Lockheed Martin, Dalla Valle highlighted that this technology could be the game changer the sector has been crying out for. “The thing that struck me when joining Pacific National was how when we operate trains and the lack of technology compared to mining operations. In my first few months here, I saw ATMS and the roll out of that as a light bulb moment. I thought ‘My God! There’s the answer.’ It is just such a productivity driver and it immediately just prevents people from over speeding or over travelling.”
While the technology was a world first, the less than rapid deployment in the years since it was announced was something that Dalla Valle saw needed to be turned around and could be changed through a concerted effort by the private sector. “It needed to be sped up, and what struck me is the rail industry had a series of fatalities in 2019 and 2020, and you would have to say that ATMS would have likely changed the course of all those events.” Designed to cope with the vast distances that Australian freight trains traverse through GPS-based train positioning, ATMS enables signalling to move from fixed block to moving block. The technology is hoped to address inefficiencies in the network. In 2020, as the COVID pandemic gripped the nation and attention turned to securing supply chains, ATMS was the answer. “We had these events and then we had COVID, and then the government wanted to invest in infrastructure and stimulus, and this is where we grabbed the opportunity and said this is the time to invest and expedite ATMS because it’s going to do a whole number of things; it’s going to prevent more safety issues and it’s going to increase productivity,” said Dalla Valle. “It’s hard to see how that would have happened four years ago when we had a disparate group of people.” THE FUTURE OF FREIGHT With ATMS now being deployed to the second leg of the freight network, extending from Whyalla to Port Augusta and onto Kalgoorlie, and construction on Inland Rail heating up,
During Dalla Valle’s time at Pacific National intermodal freight has become a larger part of the business.
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Intermodal
Dalla Valle sees a final impediment to the rail freight industry, the lack of a level policy playing field with road freight when it comes to regulation. Partly, he suggests, this comes from rail’s legacy. “It’s probably one of the oldest heavy industries in the country. Because of that they needed obviously to have rules and regulation and development of all that and then these things became its chains in the future as the world moves on.” In addition, unlike the North American freight networks, most of Australia’s freight businesses were originally state government entities and lacked the commercial vigour which independent trucking companies had when they emerged in force in the late 20th century. While the nation’s above rail sector is now in private hands, this legacy remains in the below-rail sector, and may come to a head in the connections at either end of Inland Rail. “I think Inland Rail is a silver bullet but what would make it even a supersonic bullet will be where it terminates in Melbourne and Brisbane and how you connect to ports there. Getting that part resolved is the issue, and the trouble is it goes from a national issue to a state-based issue at that point. We need a level of cooperation and I think we’re seeing good progress in Victoria and around Melbourne.” While these connections will be critical for the future of intermodal, containerised freight in Australia, there are other goods and commodities that are hauled by rail. Coal, in particular, has been a lucrative commodity for the rail freight sector, yet with countries in Europe and North America moving towards
Left to right: Dalla Valle, Arthur Tzaneros, CEO of ACFS, and St Marys Freight Hub Project Director Leigh Cook.
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decarbonisation does this trouble the leader of one of Australia’s largest coal haulers? “I see long term demand for Australian coal,” said Dalla Valle. “With metallurgical coal for steelmaking there isn’t really a ready substitute for that yet. Now energy coal is another story and it really depends on the appetite for how fast countries want to decarbonise their power sources and no doubt everyone is going to go down the path of decarbonisation, Europe and America are leading the charge on that. “While last year was the first time we saw an net decrease in power station builds, there’s still 2,000 gigawatts running out there, every gigawatt needs three million tonnes, so that means it’s a six billion tonne market and Australia produces the cleanest, lowest sulphur and ash commodity, and 200 million tonnes out of a 1.2 billion tonne market. It’s going to be around for a while, even on a downward trajectory.” Within Pacific National internally, while coal revenues have remained stable, container freight has grown significantly, pointing to where the future may be headed. As levels of products change in the freight mix so too do the people operating the trains and running the businesses. In 2013, Dalla Valle oversaw the opening of the new Daunia coal mine in Queensland. At the time, resource industry observers were surprised the decision was made to staff the mine with a fly-in, fly-out workforce, but, as Dalla Valle related afterwards, what that meant was a chance to change the culture and significantly increase the participation of women in the workforce, up to around 25 per cent. In rail, these opportunities for a new start are rarer, however, Dalla Valle noted that opportunities to bring new people and broaden the demographic of the rail workforce is not something to be missed. One instance where company procedures and culture has changed is that in the aftermath of COVID, when it was shown that front-line staff had to remain remote from the back-office workforce, there was the opening to digitise a number of procedures. “We didn’t want all our drivers going into depots to sign on so every driver now has a smart phone and via an app they can see what service they’re going to be working on, who they’re going to be working with, what their phone numbers are, and that is connecting the front line of our business back into the centre,” said Dalla Valle. Not only did this streamline communication internally but enabled those front-line workers to better service Pacific National’s customers and improve the customer-supplier interface.
With his term ending on June 30, what’s next for Dalla Valle? For one, there’s the not insignificant matter of the 2022 UCI Road World Championships which are being held in his hometown of Wollongong. Dalla Valle, a keen cyclist, is leading the organising committee as chair of the event’s board. But beyond that, he’s off to take on many personal adventures he’d deferred for decades. “There’s always going to be another six months of things to finish, but I’m quite adventurous and so I want to get on and do a couple of things.”
Having been an outspoken advocate for rail, news of Dalla Valle’s retirement was acknowledged by leaders within the industry. Australasian Railway Association CEO Caroline Wilkie said that Dalla Valle’s efforts went beyond the rail industry. “Dean has been a strong advocate for the rail freight sector and its contribution to the wider economy throughout his time at Pacific National. He is tireless in his support for moving more freight on rail to realise the significant safety and sustainability benefits the sector can deliver.” ARTC CEO and managing director Mark Campbell also highlighted how Dalla Valle brought home the value of rail to those who may not have been aware of the role it plays. “Dean has been a tireless advocate for the rail industry and a champion of the rail freight sector, highlighting the value, efficiency and benefits that rail offers this country – best seen during the Covid-19 pandemic. He has led Pacific National through a period of significant change transforming the company into an essential part of the national supply chain. As the Chair of the Freight on Rail Group (FORG) Dean has driven a focus on innovation and an equal playing field for rail; helping focus government and industry attention on the right investments to make in the freight sector,” said Campbell. “We wish him all the best in the next phase of his life.”
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Intermodal
Fitting the signal to the system As the supply chain moves further towards integration and automation, there’s no reason why rail signalling systems should be left behind. RCS Australia tells Rail Express why.
RCS Australia has developed signalling solutions using COTS products.
There’s no doubt that the coming generation of intermodal terminals will take the next step forward in efficiency, backed by the latest in automation technology. Already, the Moorebank intermodal facility is touted as the world’s first fully automated intermodal terminal, comprising automated load and discharge of containers, and automated handling of containers to and from trucks. Having these automated processes will enable equipment to communicate with each other, increasing up-time and improving efficiency. In this case, why shouldn’t the systems that provide the critical link between the automated intermodal terminal and the wider rail network also interface with the intermodal’s machinery and equipment,
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while providing an automated and safe rail control system? This is the question that Richard Ogilvie, director at Rail Control Systems Australia (RCS Australia), is asking. “What traditionally has happened with intermodal facilities is that train control systems have been put in by the same people that have done the mainline signalling and you often end up with a system that’s perhaps not fit for purpose for the facility. It’s either inflexible or it’s overkill and it doesn’t really suit their needs and they have to interface more often with another organisation’s train control centre to make their moves,” Ogilvie tells Rail Express. Over the past few years, Ogilvie and the team at RCS Australia have been highlighting
the benefits of signalling systems constructed from commercial off-the-shelf (COTS) products. With components drawn from the process automation and control industry, RCS Australia provides the systems integration and rail knowledge to design and fit these systems to the size and scale required for intermodal facilities and other private sidings. “It’s very scalable and very flexible,” said RCS Australia engineering leader Bret Parker. “You can build it just to control the signalling and then as your other systems come online you can add parts to it from those manufacturers using the standardised interfaces to get to the level of automation that you want to achieve.” Using standard industrial safety
controllers, protocols and interfaces means that the technology is familiar to those working on it, even if they come from outside of the rail industry. “If there are systems for controlling the movement of cranes, reach stackers or gates, the signalling system is readily able to be interfaced with that and can be modified by the people who usually look after that equipment because they’ll be familiar with that style of technology,” said Parker. With a COTS system, describes Ogilvie, the flexibility that the array of hardware and software makes possible means that the system can be designed to be fit for purpose, and if that purpose changes, can be scaled to suit. “You can tailor it through levels of complexity and automation to suit what you need. You might have an operator of a busy facility who has multiple trains moving at once, who needs to ensure separation of those and wants to do that remotely under the control of a master operator. That’s one level. At the other extreme you might have a facility who, from a safety perspective, just finds it’s better not to have drivers getting out of cabs and having to operate sets of switches. You can put a small level of automation in there so that can be done either remotely from the cab or from the line side, or remotely from another site. You can really pick your sweet spot anywhere in-between.” Not only is the technology flexible, but by having a system that is fit for purpose, this is able to support network rules while providing controls that are designed for the needs of the facility. “By using a COTS type system, you have the ability to move away from rigid and sometimes inflexible signalling procedures that traditional signalling technologies would force upon you,” said Ogilvie. “If you use a COTS system that is more flexible and more powerful and able to deal with more situations and interface to other systems then you can end up with a better solution to your facility.” Having a system such as this in place means that rail signalling technology can be another automated link in the wider system. “COTS signalling technology has the ability to provide an interface to a larger integrated system, with digitisation and measurements of weights coming through from vehicles and other measurement systems that might be online at an intermodal facility. There could be a seamless integration and a single control centre for a whole range of different equipment types, not just the signalling
Bret Parker, engineering leader at RCS Australia.
system,” said Parker. Ogilvie, concurred, noting that the potential for integration is immense. “COTS systems by their very nature are more than capable of running things like RFID systems or interfacing directly to them, weigh bridges, acoustic bearing detectors, all those sorts of analogue signals can all plug directly into your COTS system and you have the ability to bring it all together.” Visualising this in the control room means that rather than an operator having one screen that ties together a number of processes and then a separate monitor for signalling, it can all be brought together. “There’s a real opportunity to bring those systems together and make them work, so you reduce hardware, interfaces, and complexity and you give a better picture overall to the operator and the user,” said Ogilvie. SWITCHING OFF FROM THE DAILY GRIND One beneficiary of this COTS technology has been Boral. The cement and construction materials manufacturer, which utilises rail for the transport of its products and materials, called on RCS Australia to install a signalling solution for two sets of points near Marulan, in NSW. A single branch line connected two separate quarries with the main line and one junction in particular was located on a steep grade. Having manually operated points not only reduced efficiencies but was causing significant rail wear through the starting and stopping of loaded freight trains. Cameron Atkinson, acting rail infrastructure manager at Boral Cement, described the advantages of the system. “It allows for the trains to come and go, controlled remotely by the main controller.
Richard Ogilvie, director at RCS Australia.
This essentially means the train driver doesn’t have to get out and switch the points manually, which in turn means better production times and cost efficiency for our train operations. The points are on a fairly steep incline, so having manually operated points there increases the capacity of rail wear which therefore is a bigger cost to our business. Having this lowers our costs, increases our time efficiency and cost effectiveness when we’re delivering the product.” Atkinson also noted that the new system improves workflows for train staff. “Train drivers don’t like getting out there and changing the points, especially when for one of the quarries there’s five trains in there a day, so there’s 10 movements past those points At the other quarry there’s eight movements, so it’s a high volume area. By being a single line coming into that, if that train doesn’t stop and move, the other train has to hold back just next to the mainline which is about 6 kilometres away, so there’s 20 minutes of travel time gained.” What made the COTS solution particularly beneficial was its familiarity to a business like Boral, whose engineers and staff were familiar with similarly designed process control solutions. “They have electricians and technicians who maintain their safety controllers across all their range of equipment, and because the COTS equipment looks and smells and behaves like what they’re used to then it’s not then considered a black box that no one’s ever seen before,” said Ogilvie. “They’re able to go out, interrogate it, look at it, treat it and even have a maintaining and holding requirement that’s much smaller because it’s the same equipment that’s used for other
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Intermodal
A COTS solution enables parts to be replaced easily, without having to overhaul an entire system.
functions across their site.” These benefits came into stark relief in late 2020 when the network controllers suddenly could no longer control the points after a storm damaged equipment inside the cabinet. “I went out there and the team assistant was showing error codes on all four different fields,” said Atkinson. “I ended up talking to Daniel Grivicic, senior systems and safety engineer at RCS Australia, and he couldn’t help me more. He was on the phone whenever I needed to be, and he worked with us for probably two to three days with our electricians and electrical engineers that we had on site.” With a bit of remote assistance, the on-site electrical engineers were able to find a fault with the controller, but unfortunately Boral did not hold any spares. A call was made back to Grivicic who was able to quickly ship a replacement part. Ogilvie then travelled to site to oversee installation. “We were able to recognise the part they had was no longer produced by the manufacturer, but because it’s a COTS system there was a straightforward and easy to implement upgrade solution,” he said. “We were able to work with them, show them how the upgrade path works, and do the work from an engineering perspective. “To be honest they would be perfectly capable of installing that component themselves, it just happened we were nearby, and we went and helped them out.”
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“COTS systems by their very nature are more than capable of running things like RFID systems or interfacing directly to them, weigh bridges, acoustic bearing detectors, all those sorts of analogue signals can all plug directly into your COTS system and you have the ability to bring it all together.” Bret Parker, RCS Australia engineering leader Rather than having to wait for a proprietary part to become available, RCS Australia were able to purchase the replacement component immediately. In this case, the existing PLC had been discontinued, however due to it being a COTS component, the next generation replacement was easy to install. “If you didn’t know what you were looking at you would think it’s exactly the same unit, it all plugged in like for like, same bracket, same size, same everything,” said Atkinson. While the Boral system is relatively simple, the COTS system installed there has been scaled to the size of the user need. Having been in place since 2013, Atkinson is exploring with RCS Australia what possibilities there are to have the technology deployed at other
locations in Boral’s network. “That’s readily expandable to more sets of points in that area or to control other bits and pieces,” said Parker. “It doesn’t need to stay like that and it’s very scalable from that point of view, you can start small and build up.” Not only is the system scalable but added to the initial cost savings are the benefits over the lifetime of the technology, as seen by Boral. “It’s really that whole of life cost for an operator, to understand that they have an obsolescence path, they have a system that they can maintain using not necessarily railway background staff. They will always have an assurance that they can go to a manufacturer and get the part that they need,” said Ogilvie.
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Intermodal
Automation key to improving efficiency and safety in intermodal facilities As major investments are planned in freight rail infrastructure, new ways of thinking are required to get freight off trucks and shift containerised freight onto rail. Back in 2010 the NSW government set a target for the state that 40 per cent of freight to and from Port Botany would be carried by rail. Although this has since been adjusted down to 28 per cent, rail freight’s mode share in 2020 is still below 20 per cent. NSW will need more than a year of unprecedented circumstances to meet its target. The NSW government is not alone in seeking to get more freight on to rail and setting mode shift targets. In Victoria, the state government has committed to achieving a 30 per cent rail mode share target and is giving itself until 2030 to meet this figure. In Queensland, at the Port of Brisbane, there are hopes to accomplish 30 per cent rail mode share by 2035, however achieving that depends upon the construction of a dedicated rail freight link. While Australia has embraced the efficiency of rail when it comes to moving iron ore in the Pilbara and coal in the Hunter, when it comes to containerised freight it’s a different story. However, the targets for rail mode share at the country’s primary container ports on the east coast show a broad commitment – in theory if not in practice – by governments to rail freight. According to Charlotte Stanfield, national client account manager – strategic advisory at Calibre, increasing awareness of some of the downside of road freight is leading to greater awareness and interest in getting a lot more freight onto rail and achieving these mode split targets. “You’ve got a situation now where you’re seeing increased road congestion, increased desire to see more goods moved by rail, yet in spite of 20 years of discussion, engagement with industry and government policy initiatives, we still do not have dedicated freight rail connections into the ports or the long promised interstate and regional intermodals.” With ports in Melbourne, Sydney, and Brisbane located near the historic city centre, surrounded by dense urban development and separated by suburbs from distribution centres
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at the peri-urban fringe, decision-makers are turning to rail to retain urban amenity. “If you can unload all your goods from port and seamlessly transport them to the outer suburbs by rail and then hub at intermodal from there with both trucks and with trains you start easing your space in the city,” said Stanfield. “That gives you quality, value and global competitiveness while also giving you environmental benefits.” Once the future Inland Rail line completes the missing link in Australia’s national freight rail networks, the points of interchange between the national rail network will become ever more key. “There is opportunity to accelerate the collection and diffusion of goods by rail and the key to that are the terminals at Parkes, one inland from the port in Brisbane, and another inland from the port in Melbourne.”
Automation could be the catalyst for increasing efficiency in the intermodal sector.
NEED FOR LEADERSHIP TO OVERCOME POLICY GAP Although this future may look bright, it’s clear that policies without pricing and funding incentives are not working, a different approach needs to be taken to meet these ambitious goals. As it stands, Stanfield reminds us, more and more freight is being carried by road. “You’ve got a situation where it can be seen as cheaper and more efficient to move goods by truck, because the trucks aren’t paying necessarily the full price of the movement of goods compared with the cost of transporting goods by rail, so the challenges are as much as anything about leadership by government. It’s about tying policy positions on the movement of freight by rail and these mode split targets, with a change in the existing pricing regimes and blended public and private sector investment.”
While private businesses have signalled their interest in investing in freight rail, the policy settings that hinder its profitability compared to road freight have limited the appetite to move freight by rail and construct and operate new intermodal facilities and send more freight via rail. “If you look at a body such as the Australian Logistics Council, the board comprises former Infrastructure Australia CEO Philip Davis as the chair, you’ve got Simon Ormsby representing ARTC, the ports of Melbourne, Brisbane, Sydney and Newcastle all there represented by their CEOs. You’ve got Toll, Linfox, Qube also present and a couple of independents, there are forums where you’ve got the private sector already talking and hungry to do more,” said Stanfield. With the federal government currently considering businesses cases for the location of intermodal terminals at either end of the Inland Rail line on the outskirts of Brisbane and Melbourne, state governments seeking to develop regional intermodals and industry lined up to deliver, a spark is all that’s needed to light up change. “Business as usual is not working: a catalyst for change that captures the imagination is automation,” said Stanfield. THE LESSONS OF THE WEST On the other side of Australia, automation is already present in a big way in the iron ore network of the Pilbara. David Dixon, one of Calibre’s rail systems specialists, has been working alongside Rio Tinto for the miner’s world first project AutoHaul. For the past
decade Calibre has been the Engineering Procurement and Construction Management consultant on the project. “It’s an interesting time because we’re getting a convergence of the technology and the will or need to have efficiency in the process. A lot of that is being driven by mining companies that want to improve their efficiency, which is very similar to container or intermodal freight.” While automation up until the last decade has been focused on individual tasks within a process, what AutoHaul demonstrated was the capacity to automate an entire process, from pit to port. As Dixon explains, the same principles can be applied to containerised freight, where significant parts of the supply chain are already automated, from gantry cranes at ports to handling at distribution centres. Unlike mining, however, the fragmented nature of the container freight supply chain means that implementing automation is more complex. Automating an intermodal terminal, for example, requires the consideration of multiple freight rail business all with different types of freight locomotives that could be operating simultaneously. “You get to a situation where you need to protect the train you’re on, but then you need to protect the train that’s adjacent and to do that requires a much larger scale,” said Dixon. “Because there’s a larger physical area that’s covered, you’ve got to focus a lot more on your area restriction; when you have containers moving around you obviously can’t have people walking around underneath or even in the locomotive.” While these challenges, and others like them, present obstacles, they are not insurmountable, and Calibre is already working alongside a major new intermodal facility on the east coast that will be one of the most automated Australia has seen. In this case, Dixon highlights, the combined benefits of automation compound. “When you start serialising or combining automated components in a process you get into situations where the benefits accumulate. For example, if you automate your entry of the train, it helps a bit, and if you automate the cranes, that provides a separate benefit but if both of those systems are automated and working in concert, along with load stacks off the side of the rail, into the warehouse, then resulting efficiencies are greater than the sum of the parts .” “Each time you add to your automation suite you get an improvement in efficiency, and a lot of companies are starting to see this and the technology is becoming available to make it not only possible, but effective,” said Dixon.
REALISING THE POTENTIAL OF A FULLY AUTOMATED SUPPLY CHAIN Not only is there a strategic case for automation, but the deployment of next generation signalling across the Australian freight network will enable connections between terminals as well. “In the communications-based signalling world, we’ve got a means for feedback, for providing data off the train which is critical to some of these external systems,” said Dixon. “They need to know precisely where the train is, it’s not good enough to know that you’re within that five, six, or seven kilometre block section, we now need to know specifically where your train is because the automation systems that apply, whether it be mining for loaders or dumpers, or intermodal for containers and the like, they all need to know specifically where you are.” Having had experience with these technologies in the Pilbara, Calibre is ready to apply the lessons learnt from that project and the broad expertise needed for the automation of intermodal facilities and the containerised freight chain in the rest of Australia. Calibre’s integration of automated systems and technology within intermodal sites is creating efficient, economical and safe workplace change across Australia. “Calibre is not just rail, we’ve got rail systems engineers, communications engineers, control system engineers, all of which contribute to a successful design and delivery. In addition to the multi-disciplinary nature of these groups, each has experience in their adjacent areas, allowing more effective integration,” said Dixon. At the strategic level, Stanfield brings not only an understanding of the rail sector but the property side of the equation as well. To make the investment in automation pay dividends, Stanfield notes, consideration needs to be given to how intermodal sites can create value through connections to co-located distribution centres. “It doesn’t fly straight as a rail hub on its own, to make the site pay you do need that retail component so we have a blended team in respect to rail and property that can get precinct and place outcomes, leveraging our knowledge of governance, of the value of property and integrated property development, to achieve the end task.” Taking these steps now is critical, with supply chains at a tipping point towards the post-COVID future. “Business as usual is not working,” said Stanfield. “We’ve tried it for the past 20 years and if we wait another 20 years there’ll be hardly any movement of freight by rail.”
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Major Projects
The road ahead for NZ rail After years of uncertainty and limited funding certainty, a new policy framework is building a solid future for rail in New Zealand. On January 11, the upgraded Northland Line re-opened to rail traffic. The line, which connects the northern port city of Whangārei with Auckland and the wider New Zealand rail network, had undergone a major upgrade throughout 2020. Having invested over NZ$200 million ($185m) already, for locals and businesses in the region the line opened not a moment too soon. In late 2020, congestion at the Ports of Auckland saw the 261m container ship Constantinos P rerouted from Auckland to Northport, leading to thousands of extra truck movements on local roads. With congestion forecast to continue in Auckland and at the country’s main container port at Tauranga, another route for imports and exports will be welcomed by industry and the community. The upgrades to the Northland Line not only repaired the line, but significantly increased its utility. A series of tunnels prevented hi-cube shipping containers from being carried by rail. With the tracks now lowered, traffic has already doubled to two trains a day. As chief executive of the NZ Ministry of Transport, Peter Mersi, explained to attendees at AusRAIL Live & On Demand, the re-opened Northland Line is a world away from the line’s former state. “That rail line was previously facing the prospect of closing, so the investment will see track improvements and a section reopened, there’ll be some bridges replaced and
With KiwiRail now able to access funding from the National Land Transport Fund, there is greater long-term certainty for the freight operator and network manager.
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importantly, tunnels will be lowered so that hi-cube shipping containers can be transported to and from Whangārei. This investment is all designed to allow rail to serve the containerised freight market in Northland that currently has to be carried by road.” CURRENT INVESTMENTS IN RAIL Northland is not the only region of New Zealand to see major investments in rail. In fact, there is barely a region that is not part of the country’s rail renaissance. The national network provider and freight operator, KiwiRail, is benefitting from government investment of over NZ$2 billion ($1.85bn). In addition, the urban passenger networks in Auckland and Wellington have received a combined NZ$1.5bn in investment. The country’s COVID-19 recovery funding also invested in rail to encourage regional economic development, with the Napier to Wairoa line reopened due to this funding. In Auckland, the City Rail Link will open up the rail network in the centre of the city and is being delivered alongside other major works on the network. “The City Rail Link will be a game changer, with rail patronage expected to reach 46m passengers in 2028,” said Mersi. “To enable this growth, KiwiRail is currently delivering a program of works, including almost $1 billion of investment in three separate projects, which have been brought together under what we call
our New Zealand Up program. These are a new third main line, which will remove bottlenecks in the busy metro network used by commuter and freight services in Auckland, electrification of the rail line from Papakura to Pukekohe, which will extend commuter services into new housing areas, and stations around Drury to support the development of new housing.” A similar level of transformation is occurring in Wellington. “Upgrades across the Wellington metro network are addressing renewals and maintenance and enabling commuter growth,” said Mersi. “The Wairarapa line is long overdue for an upgrade, this includes double tracking, between Trentham and Upper Hutt, and station upgrades. These are really important because again we have bottlenecks in the network where we’ve got metro commuter trains intersecting with our regional Wairarapa passenger train and freight trains. Improvements to the Wairarapa Line will also enable us to remove speed restrictions and allow for commuter and freight growth.” These investments in track and stations for the benefits of freight and passenger traffic are complemented by a new Regional Freight Hub in Palmerston North. The intermodal facility will handle the increased volume of freight expected to be generated in the North Island by having a centralised hub to get freight off roads and onto rail.
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“The review found that the rail network was in a state of what we called managed decline,” said Mersi, “which, in part, was caused by the short-term funding decisions around long-lived assets. There was a lack of clarity about what we were investing in and why, with investment decisions being made as part of an annual budget cycle and the decisions taken primarily using a commercial frame. The existing planning and funding frameworks frankly weren’t set up to enable rail to fulfil its purpose, or to deliver the broader public benefits that government was seeking.” The review identified significant remedial investment that would be required to get New Zealand to the point of having a resilient and reliable rail system. A SHIFT IN THE POLICY FRAMEWORK Following the review, the New Zealand government began to put in place the policy and legislative framework that would enable rail to fulfil the task set out for it. This included not only the commercial task, but the requirement to reduce transport emissions, support regional connectivity, and urban economic development. To do this, a major shakeup of the regulation governing transport in New Zealand was required. For rail to access the National Land Transport Fund, which includes revenue from the petrol excise tax and road user charges, changes to legislation was required. In addition, longer term planning was required, and the review recommended changes to the Land Transport Management Act to solve these issues. Mersi described that this would be “firstly around better investment decision making, across road and rail investments”. “We wanted to provide KiwiRail with longer term funding and greater certainty, but we also wanted to achieve greater transparency of government expenditure, both on rail projects and on any spending that was attributed through the National Land Transport Fund. By doing this, we aimed to restore the asset base to a state that would enable it to meet customer needs support mode shift and deliver the benefits the government was seeking.” These efforts led to the Draft New Zealand Rail Plan. A non-statutory, strategic document, it outlines the government’s 10-year vision for rail and priorities for investment. “A long-term plan is important to reduce the risk that we fall back into a state of managed decline, and to provide certainty for others in the transport sector to invest and plan,” said Mersi. These changes were solidified in the passing of the Land Transport (Rail) Legislation
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FROM “MANAGED DECLINE” TO A “RESILIENT AND RELIABLE RAIL SYSTEM” If you had told a New Zealand rail observer prior to 2017 that this level of investment around the country would occur in the next few years, it’s likely that you’d be laughed out of the room. Mersi, who took up the reins at the Ministry of Transport in 2016, knows what state the network was in. “It’s fair to say, for a number of years, KiwiRail has been operating in a very challenging environment, and what I mean by that is that they have a network which they have needed to invest in annually for its maintenance and they had to go through a process where they had to bid every year for money to enable them to make that investment.” According to Mersi, although there was investment in rail in the cities, in the regions, the network was running on the smell of an oily rag. “The freight network was running on assets that were approaching or past the end of their economic life.” This changed with the change of government in 2017, with the incoming Ardern government signalling that they were willing to alter the rules of the National Transport Fund to enable it to fund projects outside of the road sector. Following the election, the Transport Ministry was tasked with producing the Future of Rail Review, to consider a longer term and more sustainable funding and planning model for rail. The report, published in 2019, looked at whether New Zealand’s rail network was enabling the accessibility and mobility needed to transport people and goods to where they need to go, while meeting productivity, sustainability, and safety goals.
Major upgrades to the Auckland and Wellington passenger networks are underway.
Act, which came into force on 1 July 2020. With funding now secured through the National Land Transport Fund, KiwiRail will establish a Rail Network Investment Programme by July 1, 2021. “It supports us to take complimentary and integrated transport planning and funding decisions across road, rail, public transport and it’s even being extended to include coastal shipping. We’re implementing more deliberate and transparent funding decisions through clear funding principles for the network,” said Mersi. THE NEW REALITY As of mid 2021, with funding provided through the National Land Transport Fund, rail will also pay track user charges into the fund, to increase transparency around funding. Mersi noted that additional funding will be required over the next years to continue to rebuild the rail network and overcome the deficit that had existed from years of underinvestment. With the structure in place, the future is looking firm for rail in New Zealand. In what Mersi described as the most significant changes to the land transport system since the original transport management act was passed in 2003, the reforms set up the New Zealand transport system to be safer and more sustainable than ever. “What this shift has done is enabled KiwiRail to plan with more certainty. The 10-year plan gives direction, certainty, and it gives everyone a sense of what it is that we’re all trying to achieve and how we’re going to go about that,” said Mersi.
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Major Projects
Martinus has installed a complex slab track scissor crossover at Brimoart East.
City Rail Link a game changer for New Zealand With teams ready to mobilise for tracklaying and overhead wiring works, Martinus is continuing its commitment to New Zealand’s rail infrastructure boom. The City Rail Link (CRL) is a game-changer for Auckland. Not only will the project have a significant impact on improving transport links for the people of Auckland, it is also the largest transport infrastructure project ever to be undertaken in New Zealand. The underground 3.4km twin-tunnel rail link is up to 42-meters below the Auckland city centre and will transform the downtown Britomart Transport Centre into a two-way through-station that better connects the Auckland rail network and will allow the rail network to at least double in capacity. RECENT AWARD OF WORKS Martinus Rail was recently awarded the supply, installation, and commissioning of track and overhead wiring contract totalling $48 million for Link Alliance’s City Rail Link project. As part of the works, Martinus will supply and install all the rail, slab track, ballasted track, rigid overhead conductor bar and overhead line equipment works on this major rail project between Britomart and Mt Eden Stations. The project team is expected to mobilise in early 2021 and remain on site for two years to deliver the works. This is the biggest New Zealand contract Martinus has secured to date and marks a significant milestone in the company’s short working history in New Zealand. Martinus has been working closely with KiwiRail over
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“We’ve successfully established our plant department in Brisbane to service major rail projects across Australia and now we are looking to do the same in New Zealand and invest further into our plant and equipment for specialised rail construction.” Treaven Martinus, Martinus Rail CEO the past five years on the Turnout Renewal Program, supplying and operating flashbutt welding facilities across the country, and recently supplying and installing a complex slab track scissor crossover through an ECI agreement at Britomart East over the Christmas shutdown period. Martinus chief executive officer, Treaven Martinus, said the largescale rail contractor is looking to replicate its service offering to Australian rail projects within the New Zealand market. “Since gaining extensive experience delivering metro rail projects and large complex rail projects in Australia, our plan was to expand the business across to New Zealand. This has allowed us to grow our team in size and in experience including
civil, design, engineering, overhead wiring, signalling, high voltage power upgrades and of course track, which means now we are able to deliver line-wide packages and that’s what we are doing now,” said Martinus. “We’ve successfully established our plant department in Brisbane to service major rail projects across Australia and now we are looking to do the same in New Zealand and invest further into our plant and equipment for specialised rail construction.” GROWING THE TEAM AND SUPPORTING LOCAL JOBS Martinus chief operating officer Ryan Baden said the recent award of works for CRL will see the New Zealand team grow from 40 to 200 in the next 12 months.
Martinus has purchased six locomotives from KiwiRail.
The company has successfully expanded their in-house capabilities by providing pathways for training and apprenticeships and is working with universities to provide work experience for students. Martinus has hired people from adjacent industries including military, hospitality and tourism, then provides the right support and training to ensure the person succeeds. “We have recruited expertise locally but we have also brought in other expertise. The only way we’re going to have success in New Zealand is by building a self-sustaining business,” said Baden. “It’s the same in every market and our clients want to be dealing with locals to support local industries and contribute to job creation.” We have seen firsthand the benefits of working with local suppliers and manufacturers to service many of our projects and our approach remains the same here.” Baden said the project team are already engaged with local suppliers and
Martinus’s New Zealand team will swell from 40 to 200 people in the next 12 months.
subcontractors to assist with the provision of materials and services. “We are very proud of the culture we have at Martinus and we aim to maintain it as we expand to different markets – our culture is one of our biggest points of difference and we have attracted the right people who live the Martinus family values.” Martinus’ has always had a flexible working culture and the systems in place to support their staff. “When COVID-19 restrictions came into place our business was ready and our people easily adapted to working from home because we have always had that flexibility,” said Baden. “Even though our management team hasn’t been able to physically be in New Zealand, we have still maintained strong working relationships with our New Zealand team and our clients.” PARTNERSHIP Martinus has invested more than $40 million in expanding their extensive range of plant and equipment. This fleet is complimented with six locomotives that Martinus purchased from KiwiRail. “It was perfect timing for Martinus that KiwiRail were renewing their current locomotive fleet. The gauge and specifications of the locos were aligned to our requirements for the Carmichael Rail Network project” said Baden. “These locomotives will be used for construction only to haul our ballast and sleeper wagons.” While the fleet sets Martinus up for any number of projects around Australia and New Zealand, as the past year has shown, there are any number of unpredictable events that could occur in the meantime and require new thinking to ensure projects
get over the line. In New Zealand, Martinus has a contract to provide flashbutt welding services to KiwiRail’s Woburn depot and around the network. Of course, getting people there has not been possible so the company’s plant team has come up with a unique fix. “Our plant team have come up with a solution to train a local operator via video link under the supervision of our project team in New Zealand. One of our Australian based operator/fitters has been providing non-stop online training for carefully selected Martinus fitters and operators in New Zealand. This initiative has allowed us to continue on despite travel restrictions and resulted in minimal delays to KiwiRail’s re-railing projects.,” said Baden. “The awarding of this complex railway systems project is a big step in our New Zealand expansion strategy, we look forward to working collaboratively with Link Alliance , which is delivering CRL’s main tunnels, stations, and services contract, and KiwiRail to deliver important social infrastructure rail projects for the people of New Zealand.” Once the CRL project is completed, it will add the equivalent of 16 motorway lanes during peak hour traffic. It will also create a number of direct and indirect jobs in New Zealand, and where possible New Zealand manufacturers will be maximised. The project team is expected to mobilise in early 2021 and remain on site for two years to deliver the works.
A focus for Martinus will be engaging with local workers and suppliers.
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Major Projects & Engineering
Building on common ground The backbone to the next generation of rail infrastructure projects will be a common data platform such as InEight. The design technology behind many critical rail infrastructure links in Australia and New Zealand has come a long way since icons like the Sydney Harbour Bridge were constructed. It is almost hard to conceive that such major pieces of infrastructure were designed, constructed and managed with 2D drawings and manual drafting. With the rise of computers in the 1960s and onwards, early computeraided design (CAD) software allowed for some automation to take place, and with more sophisticated programs arriving in the next decades, virtual 3D modelling could occur. Today, construction design and management software is ready to take the next leap, with four or more dimensions added to spatialised visualisations of infrastructure at each point in the project delivery lifecycle. Behind these digital tools is a consistent project lifecycle management platform that ties together design, document control, and project execution, as Chris Johnson – project delivery consultant at InEight – describes. “A common data platform is the digitization of the whole supply chain. You’re not just managing either documentation or models but you’re actually managing everything from contracts, project controls, scheduling, document management and then also field execution and compliances,” said Johnson. This common data platform is a solution comprised of software that covers the project lifecycle. InEight is providing this tool to the Australasian rail construction sector. “It’s a spatial foundation where everything is linked to a place and has information tied
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in behind it,” said Johnson. “Say we have a signalling box, and everything that’s located inside that signalling box is stored in that central repository, and we have everything from design drawings to reports to commissioning data to inspection reports, even work orders that have been created as that asset is being maintained as well.” Where the common data platform goes beyond individual digital engineering tools or BIM software is the lifecycle approach. “This addresses the complexities of rail infrastructure, in particular,” said Johnson. “In infrastructure, we deal with projects in the hundreds of millions and even billions of dollars. That calls for a holistic, platform-wide adoption rather than a project-by-project approach.” THE BENEFITS OF A COMMON APPROACH Having a common data platform provides benefits across the project lifecycle, and in the most critical of phases, handover. When it comes to document control, for example, a project element rendered in 3D in a BIM tool is associated with historical documents as well as any changes that have occurred over the life of the project so far. This speeds up communication and allows for more effective collaboration. “You’re no longer searching local directories for drawings, reports or contracts, trying to find latest revisions of certain documents or where they’ve been sent. The common data platform is a foundation for that project from design through to construction,” said Johnson.
“The platform includes data from early preconcept to project handover, so anything that’s created from the start of a project is carried all the way through. We know that the information is validated and it’s reliable because it’s coming through each project control step and it’s been managed and carried on and added to.” A common data platform enables visibility not only backwards but also into the future. Built-in analytics tools allow for accurate forecasting with knowledge from previous stages of the project delivery timeline factored in. “You have visibility of what’s coming down the line in two to six months’ time and you’re not having a site coordination issue or supply issue surprise you in the future,” said Johnson. MAKING THE GREAT LEAP Having a shared basis to work off of takes a bit of rethinking about the way that construction has typically been approached in major infrastructure projects. Rather than seeing the project in terms of distinct stages where the ball is passed from one project partner to the next, the project is more like a papier-mâché ball, with each partner adding a layer of data and documentation until the project reaches its final form. Such a change in approach requires a new way of looking at some of the fundamentals of major project delivery, from business processes to the skills required to successfully pull off a project. “A rail line isn’t just two 2D lines on a drawing now; it is now 3D geometry made up
With data on hand through the construction process, insights and predictive analytics can improve delivery.
of an assembly of 3D components. For example, the rail form, the precast sleepers, the rail clips and the ballast all need to be represented as it would be constructed. When you’re actually documenting projects, there’s a second QA check point that isn’t just about checking the 2D documentation of a drawing – you actually have to check that the 3D element and its associated data is validated,” said Johnson. “That’s a huge business change.” This change may open up new roles or allow for consolidation. “Instead of having a drafting manager you have new titles like BIM managers or digital engineering managers. The job has changed from just drawings. They are designing and constructing these projects virtually and managing a comprehensive database that is the beginning of these rail projects’ digital twins,” said Johnson. “Do you need a new role or can you adapt two roles into one? You used to have a document control person and a CAD technician. Can those roles become one now, and then that person becomes your BIM manager for a particular project? It’s really about just finding those business processes that are going to change, and sometimes it’s even just a training process and bringing people up to speed so they can utilise the tools to achieve better project outcomes.” THE NEXT PHASE FOR PROJECT DESIGN AND MANAGEMENT With tools such as a common data environment in place, there is the potential
to use the data created to find significant efficiencies. Applying artificial intelligence (AI) to project data can identify the most appropriate tools and materials, while machine learning algorithms trained on multiple projects can be used to predict project timelines and costs with greater certainty. “AI and machine learning can help designers and owners learn from their mistakes, minimise waste and also increase the cost and schedule benefits from learning what went well,” said Johnson. Another innovation will be that once the project is completed, the asset owner can be handed a complete virtual model of their rail line with historical and project data built in to improve operations. “The owner can now use that to compare
live data that may be captured on a light detection and ranging mounted unit on a train to see if there’s any defects on the rail to their digital twin,” said Johnson. “It’s a task that would’ve taken a team months to complete over significant portions of rail but that can now be done in a matter of hours.” “Success comes from increased communication, coordination and collaboration on projects. The companies that utilise the common data platform have access to a single source of truth, which minimises the chance of design errors or clashes being carried all the way through to construction,” said Johnson. “That not only limits overruns and minimises waste but provides a clearer picture on project performance.”
Having a single data platform, such as InEight, can connect stages of the construction process.
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Operations
The screens displayed real-time information on buses, ferries, and train replacement buses.
Real-time data keeps customers moving during Sydney Harbour Bridge shutdown Using tm stagetec systems’ Smart pi EYE system, customers affected by the Sydney Harbour Bridge shutdown in January were able to make decisions on the next leg of their journey based on real-time data. For 10 days in January, rail services were suspended over Sydney Harbour Bridge. The shutdown was required to complete critical maintenance on the 88-year old rail corridor, particularly replacing the rail deck on the bridge’s approaches. Despite being one of the quietest times of the year for the network, and with fewer passengers due to COVID-19, the Sydney Harbour Bridge still forms a critical link in the rail network, and thousands of commuters travel on trains that traverse the bridge’s length. To meet the needs of these customers, Sydney Trains saw an opportunity to trial new technology that would make changing modes easier. “The 10-day Sydney Harbour Bridge deck upgrade was not just an engineering and planning project, but also an opportunity for Sydney Trains and Transport for NSW to trial innovative ways to display multimodal journey
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information for customers for the first time,” a Sydney Trains spokesperson said. To complete their trip across the harbour, passengers were diverted to other transport modes. These included regular ferries and buses as well as rail replacement buses. With major rail interchanges – Wynyard and North Sydney – located at both ends of the bridge, commuters had many options to choose from, leaving from a number of different departure points. To clearly convey information on travel alternatives, Sydney Trains deployed screens displaying real-time interchange to commuters arriving at Wynyard and North Sydney stations. “This included displaying alternative bus and ferry services in the North Sydney and Wynyard area to provide customers with more flexibility and choice to complete their journey,” said the Sydney Trains spokesperson. “This trial was developed and implemented
in a short time frame and built upon an existing product.” Having worked with Sydney Trains in the past, the rail agency engaged locally-based information technology systems integrator tm stagetec systems (TMS) for assistance. TMS proposed the new Smart pi EYE software and associated hardware as a method to present real-time departure information of multiple modes. TMS general manager Mark Lownds explained the set up. “It was a pretty simple system, it was a Smart pi EYE server, with four Smart Pi EYE clients, and they used two at each station, feeding to 80-inch screens in portrait mode.” Being template-based and customisable for the task’s particular requirements, Smart pi EYE could be up and running in a short time period. The screens included real-time arrival information for rail replacement buses, suburban buses, and ferries as well
as scheduled departure times for rail replacement buses. According to Lownds, the advantage of Smart pi EYE is its adaptability, which led to the displays being rolled out in less than three weeks. “We’re using General Transit Feed Specification (GTFS) standards-based feeds, which means that we can ingest all this data and Smart pi EYE is a template-based system, so we can build templates to the customer’s specifications and then have them run on the system.” Collaborating with open data teams from Transport for NSW, TMS was able to collate and ingest six different data feeds. TMS also ensured that the screens and servers were installed at the stations and conducted testing and commissioning alongside Sydney Trains. While this was one specific application of the Smart pi EYE technology, the system is easily adaptable to meet other needs. “The power of the Smart Pi EYE system is that it is easy and fast to do custom designs and screens,” said Lownds. The final outcome involved four 80-inch screens, two at North Sydney and two at Wynyard with lists of arriving services updated every five seconds. Real-time data is sourced from open data feeds, which are formatted in the virtualised environment of Smart pi EYE, reducing the need for hardware on site. While ingesting the numerous data feeds that include bus arrival information was a more significant task that displaying train arrival information, the scalability of the platform meant that these data sources could be collated. The system was calibrated with the passenger in mind by, for example, only showing ferry services leaving Barangaroo that were reachable within the 10-minute walking time from Wynyard. These rules and other requirements were specified by Sydney Trains with TMS adapting the in-built templates to match. “Sydney Trains and Transport for NSW provided the design and the guidelines around the business rules for what they wanted implemented, and because of the design of the Smart pi EYE being a templatebased solution, it was fairly easy and very fast for us to build four different screens and have them ready within the month,” said Lownds. This flexibility means that, for example, the system has the capability to show wayfinding information for future deployments, if required. “Within the Smart pi EYE system, we have a static signage and wayfinding engine as well
so it’s possible to put any graphics there and display them,” explained Lownds. With trusted, accurate and real time data such as this on display, customers can make more choices about how their journey will continue, said Lownds. “For passengers, this information really helps them through their journey. If you’re at an interchange site, why can’t you see what buses are running late? Do you have time to run over to the post office, or get a drink or a coffee, or do you have to walk fast and get there straight away?” As one element within the broader Smart pi ECOsystem, the Smart pi EYE technology enables real time, accurate information to be part of the new norm for customers who use multiple modes to complete their journey. With the screens operating, staff from TMS returned to the site and heard passengers commenting that the screens should be a permanent fixture. “It’s becoming more of an expectation for passengers to have that information available to them,” said Lownds. “Most importantly they need to be able to trust it as accurate
and secondly it helps vastly to have that information filtered for them. By simply displaying a printed map showing modes of transport, routes and timetables, I don’t believe passengers have the time to piece all of these separate information sources together anymore. “I think we can expect that information to be filtered for us. It could be filtered to say, ‘Do not attempt to get this service, as you’ll miss it because you are too far away. But, this one is running a bit late so you can walk a bit slower and still make it.’” Having trialled the technology during the Sydney Harbour Bridge shutdown period Sydney Trains and Transport for NSW are evaluating the outcome of the trial to see whether the technology can be used in other situations to provide real-time, multimodal departure information. “We are always looking to improve the journey experience of our customers and information available to them and will review the feedback from customers and staff to identify any future role for multimodal information screens at selected stations and transport hubs.”
The Smart pi EYE system combined multiple feeds in one display.
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Operations
Transforming the customer experience In the first months of COVID-19, essential workers and those that had to continue moving around cities and between regions by rail experienced a level of customer service unheard of before the pandemic. Trains were being cleaned not only at the end of each service, but in-between and during journeys, while low passenger numbers and fewer intrusions into the corridor meant that trains were running on schedule. While this concerted focus on exceeding previous customer service standards was partly possible due to the conditions of the pandemic, as Suzanne Holden, acting chief executive of Sydney Trains, told attendees at AusRAIL Live & On Demand, improvements to customer service were also about reducing the chance of the virus spreading. “We’ve been extremely focused in the last nine months — although very few customers have appreciated it — on operational performance and making sure that people are not standing on platforms waiting for delayed trains, so our operational performance is better than it’s ever been.” The appearance of cleaners on trains during the peak period, something unthinkable before the pandemic due to capacity limits, has also subtly ushered in a new style of customer service, one that is present, engaged, and reassuring. In customer surveys in the months following, the effects of this change have been felt. “People are caring about different things but we’re hitting the mark on those different things,” said Holden. “Cleaning standards are really important, smiley, happy, content, and comfortable staff, are also really important. It’s a big challenge and we’ve got to get people used to mixing with the general public again and that’s not something that we’ve been doing for months.” For those who haven’t been on the network, communicating this shift in customer service will be key to encouraging
CREDIT: RAILGALLERY.COM.AU
With the experience of operating through the pandemic, a people-centric rail network is emerging.
As commuters return to CBD offices, rail operators will be competing with private cars.
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Operations
customers back to public transport, said Natalie Roach, group executive customer and corporate affairs at Queensland Rail. “Customer satisfaction has been through the roof and I think we need to keep telling that story or keep communicating with our customers – be it either face-to-face through stations or through our social media channels – and reminding people that public transport is safe and we are doing everything we can to put the safety and wellbeing of our customers and our people at the forefront.” Also continuing the new standard of service will be increased services, something most major cities across Australia and New Zealand have instituted, to allow for safe travel as road traffic returns to pre-pandemic levels. “As more and more people come back to the workplace, what we’ll see is the roads getting busier and busier and I think that will in itself hopefully drive some people — pardon the pun — to get back on the train or the bus,” said Roach.
Suzanne Holden, acting chief executive of Sydney Trains
sector offices are able to be filled to 50 per cent, while the public service is back in the office at 25 per cent capacity. As travel habits were disrupted by nine months of pandemic, a new alternative is emerging to rail, undercutting operators desperate to see a return in passenger numbers on CBD services. “The car is our competition,” said Holden. “We are competing with that beautiful little bubble where you can take yourself safely and hygienically from home to the office and so at some point we’ve got to really start thinking about how we ramp up and how we reassure
people that public transport is safe.” Other, third parties, are also making driving more attractive, said Roach, particularly when workers may only be required to be in the office one or two days a week. “Trains previously weren’t competing. They are now and we have the carpark providers who are doing all these great deals because they too want to attract people to their business, so we’re in a very different operating environment.” For Tilly Loughborough, general manager – passenger experience at Metro Trains
CREDIT: RAILGALLERY.COM.AU
MOBILITY IN 2021 With clusters in NSW now controlled, and Brisbane’s three-day lockdown in the past, early 2021 is seeing a rise in workers returning to the office. In Victoria, private-
“Cleaning standards are really important, smiley, happy, content, and comfortable staff, are also really important. It’s a big challenge and we’ve got to get people used to mixing with the general public again and that’s not something that we’ve been doing for months.”
Long-distance services have the potential to deliver an airline-like experience.
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IS PERSONALISATION THE TICKET TO IMPROVED CUSTOMER EXPERIENCE? Today, operators are able to know more and more about their customers through smart ticketing and travel apps, but these can only go so far. While regular trips can provide clues into a passenger’s travel patterns or choices, little is known about a customer before they tap on, and fundamental information such as destination is not known for sure until the end of a journey. Holden, who previously worked in the aviation sector, noted that there is a vast gulf between what airlines know about their customers before they enter the airport and what rail operators know about passengers prior to arriving at a station. Despite this, the two industries share common fundamentals. “The core in aviation is safety and then operational performance and punctuality, and then you get deep into customer service and then deep into data. We’re on that journey. [But] I don’t think we’re going to take 20-odd years to get there; we can fast-track and learn a lot from the airline industry as there are so many parallels.” Where data is available, as Loughborough describes, personalised information can be given to the customer in the form of individualised journey predictions that helps customers make informed choices across modes. Holden added that not all customers will want a personalised journey. “At some of our stations, customer service staff will almost know by name the customers coming through, that’s a very different experience to getting on at Central, personalisation there is about choice and it is about data. Most of our regulars won’t touch the sides, they’ll just go through. We’ll have to decide when do we want to be a memorable journey and when do we want to be an invisible journey, and I think that’s the personalisation for the railway industry.” In the case of Queensland Rail, which operates long-distance services, there is
CREDIT: RAILGALLERY.COM.AU
Melbourne, these new travel patterns provide an opportunity for rail operators to rethink how they approach their customer base. “We can’t just assume that our customers of today are our customers of tomorrow. It’s been quite a long-held assumption that if we provide services people will turn up and they’ll travel with us. We need to look at who do we want to attract at what time of the day, and how do we want to attract those various segments, and how do we set ourselves up to be a much better form of transport so that people do want to move with us.”
Personalised trip data is one method by which operators can deliver a more individualised service.
greater similarities in the ticketing experience to airlines, creating opportunities for personalisation. However, as Roach –who also previously worked in aviation – highlighted, transport operators can also think beyond the journey itself. “The aviation industry has really done better than any other industry that I know in that it’s made itself part of everyone’s everyday life. If you look at Qantas, if you look at Virgin, 90 per cent of people in this session today probably have a link to one or both of those frequent flyer programs. They have wine initiatives, they have golf clubs, you name it, they’ve absolutely integrated themselves into what we do on a day-to-day basis so they do have the advantage of much more data.” In the absence of having this individual level data, Loughborough highlights that there is the possibility to look at customers in a macro sense.
“It’s about taking a different view. We have data on our segments, we know what journeys people are making, what times of the day they’re travelling and sometimes a little bit more than that. While we don’t know the individual well, we know the segments of people travelling and so therefore that personalisation is really about creating choices and making sure that people can self-serve whatever it is they need, whether it be the fares, the information, the facilities they access before, during, and after their journey. It’s allowing people to be able to pick and mix, and look at what they want from the service.” MAKING CONNECTIONS, BEFORE, DURING AND AFTER THE JOURNEY While passengers may not yet be signing up for wine clubs with Sydney Trains, redeeming QR frequent rider points, or checking into
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Operations
“There’s a lot of things we can aspire to do differently in the future but at the moment it’s really for a rail industry that’s been so focused on the operation, to focusing on those basic needs of the customer and making sure that we’re getting that right.”
we’re definitely giving our customers an insight into who’s behind the scenes and the complexity of running a railway.”
Suzanne Holden, acting chief executive of Sydney Trains
Having visible customer service staff on stations and platforms has been a reassurance for customers during COVID-19.
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“In times of disruption we will use social media to communicate any delays, and help our customers understand what’s going on across the network,” said Roach. “But similarly, that platform also allows for customers to give us feedback in the moment and realtime information. That can be hugely helpful for us in terms of either preventing major incidents on the network, or actually just getting a quick view of what’s going on out there in terms of any maintenance activities or facilities work or issues that we just need to nip in the bud.” At Sydney Trains, social media is also a way to educate the public about the operator. “We get some of our biggest hits when we’ll put a video on one of our channels to educate customers about the people in the organisation,” said Holden. “[While] we’re not necessarily setting them up to be educational,
CREDIT: RAILGALLERY.COM.AU
the V/Line club lounge before a trip, more and more current and potential customers are connecting with rail transport operators through social media. Rather than a singular tool, social media is being deployed in a number of ways by rail operators to improve the customer experience. “We’ve done a lot of work with our customers around what is it that they want to hear from us, so they want to hear timely, accurate, relevant and consistent information, so that’s very much been the focus for us in terms of that information how are we getting out there is hitting those four key requirements first,” said Roach. With these requirements for outbound information, social media also enables a two-way flow of information between the public and operators.
THE FUTURE OF A CUSTOMER-ORIENTED RAILWAY Managing a rail network during a global pandemic is a task enough in itself, however operators are looking to ensure that the innovations and improvements in customer service that have been instated over the past year can remain permanent. With added services and cleaning continuing after clusters have been brought under control, other measures are also looking at sticking around. One example is the deployment of artificial intelligence to track mask-wearing. “When we first started we had somebody there with a clip board getting a sense for how many people were moving and wearing masks,” said Holden. “We can now do that with artificial intelligence. If you can do that for mask counting, then once we’re through COVID we’ll be able to use that technology and innovation more broadly as well.” The potential to rapidly get more data into the hands of customers can also be extended, with capacity information augmented with personalised alerts through Transport for NSW’s Opal app to direct customers to a quieter service or an emptier carriage. This technology could also be used to enable those with mobility needs to alert station staff before they arrive, with detail down to the lift they will be using to make their passage through the station as smooth as possible. Journey data can also be used to notify where the passenger would be getting off to ensure lines of communication are not broken and support and help is on hand when needed. “It is amazing what you can get done in a crisis,” said Holden. For Roach, there is real potential from new technologies, however the fundamentals of customer service must continue. “There’s a lot of things we can aspire to do differently in the future but at the moment it’s really for a rail industry that’s been so focused on the operation, to focusing on those basic needs of the customer and making sure that we’re getting that right.” The value of people in getting this right is also something that’s not lost on Holden, who is operating in a city where customer satisfaction is compared across ferries on Sydney Harbour, an automated metro, and new light rail lines. “The difference that we talk about at Sydney Trains is our people. On the other modes. the people are not as visible so the real differentiator for us is not necessarily the train and our tracks, but the people.”
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I S S U E 02 | M A R C H 2021
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RAIL EXPRESS is compulsory reading and a vital tool for all people working in and around the rail sector. Rail Express is Australia’s authoritative business to business rail publication.
Joining the dots As Dean Dalla Valle steps down from Pacific National he leaves the business in a more comprehensive position than ever before - SEE PAGE 20
A signalling solution designed for intermodal facilities
How a legislative reset is ensuring rail’s future in New Zealand
Networks focusing on customer experience
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Safety & Assurance
RISSB’s Safety List RISSB has released a list of publications that provide practical guidance on managing risks in rail. The Rail Industry Safety & Standards Board (RISSB) is driving harmonisation of the Australian rail industry, and enhancing safety, productivity and efficiency. Under Australia’s co-regulatory model, RISSB supports the rail industry by coordinating the development of performance-based national rail standards and providing guidance and advice to help industry achieve safer outcomes. RISSB is well known for helping its members mitigate their risks by providing safety tools in the form of Australian Standards, Guidelines, Codes of Practice and Rules. These publications help organisations and individuals who have a duty to ensure the health of their workforce and safety of their operations, ‘manage risks’ by eliminating or controlling them so far as is reasonably practicable (SFAIRP). At its annual Rail Safety Conference in October last year, RISSB released a list of publications that provide practical guidance on how to manage risks in eight key areas. While the list was developed for the sole purpose of helping conference attendees understand how the conference streams and sessions aligned to RISSB publications, it is now available as a ready reckoner. One document that features on the safety list is the System Safety Assurance Guideline. This critical publication aims to create a harmonised, uniform and consistent approach for managing the safety of existing and future Australian railway network assets and systems. It provides the necessary governance, processes and objective evidence by which all interested parties satisfy themselves that a given product, service, system or organisational change can be safely integrated, operated and maintained into the transport network SFAIRP. Another document that highlights the need for greater vigilance and control mechanisms in the rail corridor is AS 7644 Rail Corridor Access. As the name suggests, the aim of this Standard is to outline requirements that encourage rail organisations to adopt a whole-oflife approach to the management of rail corridor access. This approach includes the
TRACK WORKER SAFETY Guideline
Protection Officers
Guideline
Operating Road Rail Vehicles
AS 7644
Rail Corridor Access
LEVEL CROSSINGS AS 7658
Level Crossings – Rail Industry Requirements
AS 7705
Level Crossing Monitoring Systems
Guideline
Consolidation of Public Level Crossings
SAFETY ASSURANCE Guideline
System Safety Assurance
AS 7473
Complex System Integration in Railways
AS 7472
Railway Operations - Management of Change
Guideline
Measuring Safety Performance
INVESTIGATIONS Code of Practice
Rail Safety Investigations
Guideline
Derailment Investigation and Analysis
AS 7527
Rolling Stock Event Recorders
DATA AND INFORMATION Guideline
Safety Data
CONTRACTOR MANAGEMENT Guideline
Contracting in the Rail Industry
Guideline
Configuration Management for Railway Contractors
Code of Practice
Digital Engineering
SFAIRP Guideline
Safe Decisions
AS 7472
Management of Change
Guideline
Rail Cyber Security
AS 7770
Rail Cyber Security
Code of Practice
Rail Cyber Security for Rolling Stock & Train Control Systems
SPADS AS 7457
Management of SPADs and Proceed Authority Events
Guideline
SPAD Risk Management
AS 7511
Onboard Train Protection Systems
AS 7717
Signal Testing and Commissioning
requirements in relation to rail corridor access in terms of design, supply, construction, and maintenance of access controls for a range of operational railways in Australia. For the benefit of those who could not attend the conference, the list of downloadable resources (as they relate to conference streams) is shown in the above table. To access these publications and others in RISSB’s suite of Australian Standards,
Codes of Practice, Guidelines and Rules, visit www.rissb.com.au. The documents on this list are a small representative sample of RISSB’s library of more than 210 publications that cover all aspects of rail operations. If you would like to receive a copy of our catalogue, please send an email with the subject line REQUEST TO RECEIVE CATALOGUE to info@rissb.com.au.
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Industry Associations
Being part of the infrastructure of the future could attract more people to rail careers.
Getting smart on skills In the past five years, 20,000 jobs have been created in the rail industry. With tens of thousands more jobs to come, new approaches to attracting and training staff will be essential for the rail sector, writes Caroline Wilkie, CEO of the ARA. With more projects coming online in 2021, the rail industry is entering genuine boom times. The projected activity in rail construction over the next five years is set to be more than double what we saw at the height of the mining boom. That kind of scale presents a once in a lifetime opportunity to harness the skills, knowledge, and insight needed to position Australian rail professionals as global experts for years to come. The challenge will be making the most of this opportunity at a time when skills shortages are already biting the industry. The Australasian Railway Association’s (ARA) 2018 skills capability study found significant shortages were looming across key specialist roles such as project management, engineering, and technical specialists. At the time, the ARA called for urgent action to address the issue. That need has only been exacerbated by
46 | ISSUE 2 - MARCH 2021 | RAIL EXPRESS
the impact of COVID-19, with restrictions making it harder to move from project to project to deliver specialist services. Some progress has been made, with skills development being made a key focus of the National Rail Action Plan in recent years. As part of my role on the skills development working group, I have seen the real commitment and drive within the industry to ensure we have a strong pipeline of the very best talent to support our future. The rise of new projects has seen 20,000 new jobs created in the industry over a five year period, showing that some traction has been made with rising demand in the industry. But for that growth to really turn the dial and have an impact over the long term, the need to invest in and mentor emerging talent is still particularly acute. The solution must be both short term and long term. In the short term, simple changes to remove state based local content
requirements could support the better use of talent that exists within the market already. By unlocking manufacturing and rail supply businesses from the rigidity that comes with these arbitrary requirements, more could be invested in cultivating talent, kickstarting new careers, and fostering the rail leaders of tomorrow. A greater national focus in these areas will have the added benefit of driving costs down and freeing up more opportunities for innovation and technological advancement as new projects are delivered. That will not only be a win for the industry and project outcomes but will make working in rail that much more appealing for those looking to make a mark in their own careers. There is also an immediate need to focus on bringing more school leavers and graduates into the industry while demand in the industry is high. The people that start their careers supporting the growth we are to see over
the coming years will be the people that lead the industry for decades to come. The ARA is working with industry and educators to ensure rail operators, contractors and suppliers can attract and retain the very best talent emerging from our schools and universities to make sure we make the most of the significant demand that exists within rail at the moment. Giving students a clear view of the pathway to a career in rail – from school, to further education and beyond – is critical. Looking further ahead, we will need to make sure emerging rail professionals are seeing the benefits of a long term career in the industry, as well as the appeal of pursuing the specialist areas we will need most in the future. Highlighting the obvious benefits of working in rail will be key to achieving this – and there are many benefits that will appeal to those new to the industry. As borders open back up again in the coming years, those who have grounded their early career in the major projects Australia and New Zealand have underway
“The rise of new projects has seen 20,000 new jobs created in the industry over a five year period, showing that some traction has been made with rising demand in the industry.” Caroline Wilkie, CEO of the Australasian Railway Association will have the knowledge and insight to take them to work on exciting projects all over the world. It is the ideal training ground for those looking to lay the foundations for a career that can take them anywhere they choose over the course of a rich and varied working life. The ARA’s Young Leaders Advisory Board has also confirmed the broad appeal of working in rail among young people as a result of the contribution it makes to
communities and economies. Rail will have an increasing role to play in the sustainable development of our cities and towns as we strive to create connected, environmentally responsible communities that support our continued prosperity while respecting the need to respond to the climate challenges of our time. Being part of that at this critical juncture enables people working in rail to make a genuine difference to the urban spaces the next generation will inherit.
With major construction projects continuing to ramp up, more jobs are being created.
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Industry Associations
Driving the best engineering outcomes: 1973 to 2021 Newly appointed president of the RTAA, Jonathan Barnes sets out where the association is headed in 2021. Firstly, I would like to welcome everyone back from what I hope was a good break. By now the fog of the holidays has almost passed and we are well on our way into the new year. 2020 was a year of unexpected challenges and change, and I think it is only now, in hindsight, that we are starting to feel the true extent of these impacts on our industry and on society. The RTAA was not exempt to these challenges and changes. We have struggled to maintain industry engagement as we, like so many others, have embraced the digital shift. On the change front we have also welcomed a significantly changed executive to lead the association into 2021. The first change was our previous president, Thomas Kerr, stepping back into a supporting role of vice president. David Bainbridge has returned to the executive taking over from Allan Logan as treasurer after a break from the executive. To round out our team Orla O’Sullivan has continued as our co-vice president and Abbie Thomas continues to support in her role as secretary. My thanks to the executive and to the wider management committee for their support and dedication. Taking over as president in these uncertain times is a daunting prospect, particularly as the RTAA takes the time to look inwards once again to reassess our place and look to how we can best support our members and the rail industry into the future. It has already been rewarding working with the ARA for the digitally shifted AusRail event in December. I believe this and other similar events and sessions have helped show the value of remote collaboration, and the value we can derive particularly where it allows us to overcome our geographical isolation and engage more fully with the global rail industry. As we move into the new year planning continues at full steam for our major event, the Field Day, which we hold in partnership with Sydney Trains. We unfortunately had to postpone the 2021 event due to uncertainty around the COVID-19 pandemic, but we have been working hard behind the scenes and 48 | ISSUE 2 - MARCH 2021 | RAIL EXPRESS
RTAA Executive (clockwise from top left): Jonathan Barnes (president), Orla O’Sullivan (vice president), Thomas Kerr (vice president), Abbie Thomas (secretary) and David Bainbridge (treasurer).
planning is well underway for Field Day 2022, which will be held in the Chullora precinct. This new venue will give us access to a significantly expanded space and hopefully allow us to work with our partners to showcase some extraordinary works and capabilities. I look forward to sharing more details with you in the lead up to the event. Shifting focus to the broader industry, we see numerous projects around the country in flight and starting, showing the continued value of rail. What is interesting is the continued spread of these projects from more traditional multi modal heavy rail to more focused products such as inland rail or the Metro and light rail projects
planned for almost every major city. The most exciting prospect in these projects though is the opportunity and it could be said need to revisit standards and practices that we all hold to and the assumptions and knowledge that underpin them to ensure that we are achieving the best and safest railways possible. This is where I see RTAA stepping up to support these discussions between suppliers, constructors, regulators, and operators to enable these discussions and help drive the best engineering outcomes, as we have done over the years since our birth in 1973. I will sign off for now wishing everyone a great and safe 2021 and I look forward to engaging with you.
Industry Associations
ALC presents a new freight data standard for Australia With data the “new oil” of the freight and logistics industry, a common standard is needed. CEO of ALC Kirk Coningham explains. In November 2020, Australian governments published their first annual report for the National Freight and Supply Chain Strategy. The report highlighted the need for sharing data in a consistent manner to improve industry efficiency and productivity. A survey conducted for the Strategy’s Industry Reference Panel found that one of the issues constantly raised is the need to share data in a consistent manner and this cry is echoed across the industry at ALC events including annual ALC Forums, Technology Summits and Inland Rail conferences. This led ALC to develop a policy to encourage the development of a common set of open data standards, and in December 2020 released its Single Freight Data Standard policy. The Data Standard is designed to provide the framework for the interoperable sharing of information about the movement of freight and vehicles as they travel the supply chain. In developing this policy, ALC liaised with industry and government partners including GS1 and Transport Certification Australia (TCA) to develop a Data Standard capturing information in a uniform way that is also fit for purpose for the industry. GS1 global data standards offers the EPCIS standard and associated Core Business Vocabulary, which provides the framework for the interoperable sharing of information about the physical movement and the status of objects including products, materials and shipments as they travel the supply chain, linking the “what”, the “where”, the “when” and the “why” dimensions so important in ensuring freight visibility. The National Telematics Framework is administered by Transport Certification Australia. It is aligned with ISO 15638, which establishes the Framework for Collaborative Telematics Applications for Regulated Commercial Freight Vehicles and is designed to capture data that can be used for safety,
compliance and planning purposes. These data standards would be used to collect information in a standardised fashion so the information can be used throughout the supply chain for a variety of purposes including: 1. Assisting in the collection of statistics for government purposes; 2. P roviding a uniform data format that can be used for those wishing to enhance the visibility of freight in which they have an interest; 3. P resenting information to road managers in a way that would facilitate decisions relating to access to routes by heavy vehicles; 4. Assisting compliance with legislation; and 5. F acilitating planning by both industry and governments The document is designed to be used in a modular fashion, with data elements separated into data layers which may be used independently or collectively, depending upon the needs of the user. For example, a freight forwarder may be primarily interested in data relating to the goods being transported, while another might seek to combine this with data relating to the vehicle carrying the freight. However, all the relevant layers are contained in a single framework allowing safe and efficient data sharing between commercial entities, government entities, data aggregators and technology providers. Possible users would include: • Freight customers, who may use this document as a reference or requirement for contractors and telematics service providers to comply with when providing services. • Logistics managers, who may elect to use this document as a reference to ensure interoperability with other systems relevant to the movement of freight. • Transport operators, who may be asked to ensure their own commercial systems,
or the data services they procure from third parties, comply with the standards underpinning this document. • Data aggregators, and • Telematics service providers, who may be asked to comply with the standards referenced in this document when constructing data schemas, exchange systems and analytics for clients. • Road managers or government agencies, who will be able to access, compare, aggregate, and analyse data efficiently for regulatory, planning, policy or transport operational purposes. • Governments may elect to reference this document as a standard to be used for entities in the freight supply chain wishing to share data with government for public purposes. The Standard answers a need recognised by both industry and government. At a meeting held on 7 December, Deputy Prime Minister and Minister for Infrastructure, Transport and Regional Development Michael McCormack said, “The Australian government acknowledges the need for a single data standard to enable governments and industry to make data driven decisions.” Coningham said, “Data is the ‘new oil’ for the supply chain industry. As the Productivity Commission said in its recent report on national transport regulatory reform ‘governments should prioritise uses of data with the greatest potential to improve productivity in the transport sector in ways that can inform the provision and management of infrastructure, inform decisions around planning and technology, and assist in the development and implementation of other future legislation, with the information forming part of the proposed federal Freight Data Hub." ALC encourages industry and government to consider adopting the Standard to exchange freight and supply chain information.
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Contracts in brief
Keep up to date with the latest contracts, EOIs, and tenders announced this month NATIONAL Contract awarded for Inland Rail turnouts The Australian Rail Track Corporation (ARTC) has selected Vossloh Cogifier to supply 200 turnouts for the Inland Rail project. The $80 million contract will see turnouts made in the Victorian town of Castlemaine. VIC EOI released for Stage 2 of South Geelong to Waurn Ponds upgrade Contractors are invited to submit expressions of interest for stage two of the South Geelong to Waurn Ponds upgrade. The project involves duplicating eight kilometres of track and upgrading signalling to improve frequency and reliability. Two level crossings will be removed at Surf Coast Highway and Fryans Street. Funding also includes a business case for stage three of the project, upgrading the 400m rail tunnel between Geelong and South Geelong. WA Contractors shortlisted for Metronet construction projects Proponents have moved to the next stage on three Metronet construction projects in Perth. For the Byford Rail Extension project, two alliances have been shortlisted and will move into the competitive bid phase for the 8km extension of the Armadale Line and new station at Byford. The two alliances are Byford Alliance – made up of Downer EDI Works, CPB Contractors, Aurecon Australasia, and CareyMC – and MetCONNX Alliance, which includes Laing O’Rouke Australia Construction, Pritchard Francis Consulting, and Kellogg Brown & Root. The scope of the project also includes providing priced options to expand the works to include an elevated rail component, to satisfy requests of the City of Armadale and the Shire of Serpentine Jarrahdale. On a separate project also on the Armadale Line, two alliances are in contention for the removal of up to six level crossings in through Victoria Park. The alliances are: Armadale Line Upgrade
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Alliance, comprising Acciona/Coleman Rail, BMD Constructions, WSP Australia, and AECOM Australia; and Elevate Alliance, a joint venture between Downer EDI Works, CPB Contractors, GHD, Aurecon Australasia, and CareyMC. Level crossings at Mint and Oats streets and Welshpool Road will be replaced with an elevated railway in the project, which also includes a priced option for the Hamilton, Wharf and William streets package. For the design and construction of the new Midland train station, Transform Midland Alliance (Downer EDI Works and SMEC Australia) and Midland Junction Alliance (McConnell Dowell Constructors, Georgiou Group, Arcadia Australia, and BG&E) have been shortlisted ahead of the detailed proposal stage. In addition to the new station, a 12-stand bus interchange and multistorey carpark will be built. The station itself will comprise three platforms, a pedestrian overpass, universal access, passenger toilets, lifts and stairs, kiosk, and secure bicycle parking. All contracts will be awarded later in 2021.
new dual gauge track and upgrading 71km of track from the NSW/Queensland border to Gowrie Junction. VIC Trains running on new rail bridge over Werribee Street Freight trains are now running on the new rail bridge over Werribee Street, with the level crossing removed. The new one kilometre rail bridge will also be used by future fast rail services to Geelong, meaning the line is future-proof for increased traffic without increasing road congestion near Werribee. At Cherry Street, the level crossing will be gone by Easter. The works have been fast tracked from their original 2022 completion date. A road bridge will enable cars to cross the rail corridor between Tarneit Road and Princess Highway. Crews are about to begin work on Old Geelong Road at Hoppers Crossing, also on the Werribee line, with works starting next week. Retaining wall panels will be lifted into place to lay the foundation for a new road bridge.
CONSTRUCTION UPDATES NATIONAL EIS for Border to Gowrie open to public comment, Cecil Plains route ruled out The Queensland government has released the Environmental Impact Statement (EIS) for the Border to Gowrie section of Inland Rail for public exhibition. The EIS follows the confirmation that the project will progress along the original route and that an alternative route, known as the forestry route and would take the project via Cecil Plains, is no longer under consideration. The independent review of the proposed forestry route was released in November 2020. It found that a 25km longer, alternative route suggested by local groups would add 17 minutes to the travel time and increase costs by $472m. Communities along the 216km route are invited to give their feedback over the extended 12-week period. The confirmed section includes 145km of
SA Design options released for Hove Level Crossing Removal Project The South Australian government has released four options for the design of the Hove Level Crossing Removal Project. The design options are: • Road over – Raise Brighton Road over the rail corridor with a 500m long bridge. • Road under – Lower Brighton Road for 450m at 6.6m deep. • Rail over – Raise the rail line over Brighton Road with a 1,400m rail bridge at 8.4m high. • Rail under – Lower the rail line in a 1,800m trench at 9.3m under Brighton Road. Removing the crossing adjacent to Hove Station is hoped to ease congestion on Brighton Road, a key arterial in Adelaide’s south-west, increase safety, and improve connectivity. Community spaces, active transport links, and landscaped areas will also be part of the project.
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