Rail Express November 21 by Prime Creative Media

I S S U E 10 | N O V E M B E R 2021

W W W. R A I L E X P R E S S . C O M . A U

Sustainable Aspiration Siemens Mobility's Inspiro metro platform is making a global impact - PAGE 24

Dealing with surge capacity needs PAGE 30

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Sixty years in Australia for railway pioneer

Geo-data keeps asset management on track

PAGE 34

PAGE 44

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Contents Issue 10 - November 2021

From the Editor

Industry news

RISSB: the Standard bearers

RO L L I N G S TO C K A N D M A N U F ACT U R I N G 24

The inspiring metro platform from Siemens Mobility

No compromise on quality for Mackay

SIGNALLING SOLUTIONS

Digital train control with GHD

Systematiq moves rail projects forward

THE WORKFORCE

Integration and growth for Alstom ANZ

Loram: 60 years of service in Australia

Thales makes positive progress in pandemic

O P E R AT I O N S A N D M A I N T E N A N C E 38

The staying power of Speno

CHK on the right track

Acmena embraces human factors

Fugro geo-data innovation provides asset insights

S A F E TY A N D A S S U R A N C E 36

tm stagetec gets Smart

STRAILastic products easy on eye and ear

I N D U S T R Y A S S O C I AT I O N S 51

ALC: The path out of lockdown

ARA: Rail freight strategy path to reform

CO N T RACT S, E O I S, T E N D E R S 54

The latest in rail projects around Australia

44 I S S U E 10 | N O V E M B E R 2021

W W W. R A I L E X P R E S S . C O M . A U

Sustainable Aspiration Siemens Mobility's Inspiro metro platform is making a global impact - PAGE 24

COVER STORY The inspiring metro platform from Siemens Mobility built on sustainabilioty porinciples. See page 24

Dealing with surge capacity needs PAGE 30

60 years in Australia for railway pioneer

Geo-data keeps asset management on track

PAGE 34

PAGE 44

SUPPORTED BY:

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From the Editor Issue 10 - November 2021

Published by:

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Publisher Christine Clancy E: christine.clancy@primecreative.com.au Chief Operating Officer Zelda Tupicoff E: zelda.tupicoff@primecreative.com.au Group Managing Editor (Southern) Sarah Baker E: sarah.baker@primecreative.com.au Editor Ray Chan E: ray.chan@primecreative.com.au Business Development Manager Michael Usic T: 0423 177 977 E: michael.usic@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, Aisling McComiskey Subscriptions subscriptions@primecreative.com.au

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4 | ISSUE 10 - N OV E M B E R 2021 | RAIL EXPRESS

Ray Chan Editor - Rail Express

Welcome to our November edition of Rail Express

HERE has been unanimous support for Infrastructure Australia’s 2021 Australian Infrastructure Plan, which calls for concerted action to pursue productivity-enhancing reform across the country. The Plan provides us with a 15-year road map to drive economic growth, maintain and enhance standard of living and improve the resilience and sustainability of essential infrastructure. The release of the report was particularly timely, in the wake of lockdown-enforced activities such as walking and biking. We have an opportunity now to maximise the use of mass transit solutions such as rail, as part of sustainable transport planning. Indeed, a key theme of the Plan focused on the challenges posed by COVID, and the need to re-think Australia’s infrastructure to deal with the current environment of change, uncertainty and risk. It also highlighted the growing trends in digitalisation, and how vital it is to harness technology and innovation in infrastructure to drive new industries. The onus is on policymakers is to get the reforms rolling. While the flesh is willing, the spirit needs to be as resolute. Public and private sectors need to work together to implement measures to meet the recommendations, with eyes firmly on the target of improving the way we plan, deliver and regulate excellence in infrastructure. An important part of achieving these goals, of course, is the workforce in the rail sector. Even through the chaos inflicted by the pandemic, rail projects across the region are

booming and progress continues unabated. The need for skilled staff across related industries remains at a high. There’s no denying that freight workers are considered essential, a status endorsed by the Federal and State Governments. And it’s a privilege taken seriously. Since the outbreak of the coronavirus, strict preventative measures have been put in place to protect workers and the local communities in which they operate. Ultimately, these measures have kept goods moving across the nation to ensure shelves remain stocked for Australians. This edition looks at how various companies are managing the workforce and working with authorities to understand and mitigate the impacts of the coronavirus to guide their decision-making. It puts the spotlight on strategies designed to attract staff and also to retain them in a productive and safe place. It emphasises the importance of having a well-organised integrated structure in place to ensure workers are operating in efficient unison to deliver smooth running on the tracks. There’s plenty of other interesting articles as well, of course, including a feature on signalling technologies and the regular contributions from our rail industry partners. And we are sure you will find our cover story on Siemens Mobility’s progressive and sustainability-minded Inspiro metro trains an informative and enjoyable read.

ray.chan@primecreative.com.au

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National

Road map to infrastructure reform Infrastructure Australia’s landmark 2021 Australian Infrastructure Plan is calling for a new wave of infrastructure reform. Aiming to fully leverage the Australian Government’s historic $110 billion infrastructure spend and drive the national COVID recovery, the Plan provides Australia’s infrastructure sector with a 15-year roadmap to drive economic growth, maintain and enhance our standard of living and improve the resilience and sustainability of essential infrastructure. Infrastructure Australia Chief Executive Romilly Madew said the Plan was being delivered at a critical moment in history. “The pandemic, bushfires, drought, floods, and cyber-attacks have tested our collective resilience during recent years, while the most recent outbreaks have devastated our CBDs and put us at risk of a recession,” she said. “Building back better requires collective action from governments and industry, which combines both investment and reform. We have seen significant investment in the infrastructure sector since the start of the pandemic, but to drive the next phase of the national recovery, we need to pursue reforms that unlock the full benefits of stimulus spending. “Infrastructure investment is at record levels

The Plan urges a re-think of Australia’s infrastructure sector.

across Australia, demonstrated by the Australian Government’s historic $110 billion infrastructure commitment. The 2021 Plan highlights the importance of leveraging this investment through targeted reform to deliver better infrastructure services for our communities.” The reform roadmap reflects an industry consensus that was developed in collaboration with governments, industry and communities. As part of this, Infrastructure Australia completed a comprehensive engagement program that targeted more than 6500 community members and industry stakeholders across Australia’s cities and regions.

To support the adoption and implementation of reforms across government and industry, each reform identified in the Plan incorporates a recommendation, which is supported by interim outcomes and a series of enabling activities. It also identifies parties to sponsor, lead and support reform as well as the timeperiod for their adoption. Importantly, each recommendation prioritises community and user outcomes and balances them with implementation costs and risks for government. Key themes of the Plan include: • Change and uncertainty: Re-thinking Australia’s infrastructure to deal with the current environment of uncertainty and risk • Moment in digitalisation: Harnessing technology and innovation in infrastructure to drive new industries • Unlocking the potential of every place: Embracing the challenges and opportunities afforded by Australia’s diverse geography • Minimum service levels: Responding to the vastness of Australia while supporting quality of life for all Australians • Delivering public value: Ensuring infrastructure industry is delivering value for money • Using data to change the way infrastructure is delivered in Australia.

Supply chain blueprint sets rail reform agenda The Australasian Railway Association has outlined a three-year plan to drive reform to support the industry’s growth. Its Rail Supply Chain Blueprint follows the recent launch of the ARA’s Rail Freight Action Plan (see page 53). ARA Chief Executive Officer Caroline Wilkie said the blueprint built on the recommendations of the Australian Rail Supply Chain report released earlier this year and aimed to harness the opportunities available to the rail industry as it supports Australia’s post pandemic recovery. “With more than $155 billion in rail investment planned over the next 15 years, there has never been a better time to address the challenges facing the industry so we can make the most of this significant period of investment,” she said. “The blueprint confirms clear actions across eight key areas to lead reform and support improved outcomes for the industry and the wider community.” The document identifies a series of actions to drive improvements and greater consistency

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in rail procurement, standards, local content and type approvals. The recommendations will see the ARA further progress the recommendations of its Best Practice Procurement Principles, supporting national procurement approaches that improve consistency and efficiency across different states and territories. The ARA has also reviewed potential changes to industry standards that could improve procurement by saving time and money, improving reliability and safety, and reducing risk. Further work is underway to promote a national approach to local content policies and develop best practice for type approvals. The blueprint also includes further actions to drive innovation, technology and sustainability, support skills development and promote the industry’s export capability. “There is a real need for a national R&D body to lead a strong research and innovation agenda in Australian rail,” Wilkie said. “Supporting this innovation focus will remain

a key priority as part of this plan. “We also recognise the need to support and prioritise initiatives that drive sustainable outcomes within the industry and community and are committed to advancing this cause as part of the blueprint.” Actions to support reduced carbon emissions, increased recycling of decarbonised assets and redirecting waste are outlined as well. Wilkie said actions to address the ongoing skills shortage impacting the industry also formed part of the blueprint, with the ARA to continue its engagement with industry and government through the National Rail Action Plan and its work to develop national competencies as part of the Rail Industry Worker Program. “The blueprint sets an agenda to deliver real solutions in partnership with government and industry,” Wilkie said. Further actions are also planned to help suppliers access new opportunities in the global rail market.

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News

New South Wales

Alstom to deliver a digital future for Sydney Trains

The Digital Systems Program will provide a step-change in operations for Sydney Trains.

Alstom has been awarded two contracts by Transport for NSW and Sydney Trains to design, deliver and provide long-term service support for European Train Control System Level 2 (ETCS) trackside signalling technology as part of the State’s More Trains, More Services Digital Systems Program. With more than 18,000 kilometres of trackside technologies installed globally, Alstom’s AtlasTM and SmartlockTM trackside signalling technologies will be delivered between Bondi Junction and Erskineville on the Sydney Trains network under a 20-year framework agreement starting this year, enabling the seamless future implementation of the technology throughout the broader network. The Digital Systems Program will replace the existing signalling and train control technology on the Sydney Trains network

with state-of-the-art, internationally proven, intelligent rail systems. Initially created to enable standardised cross-border rail traffic, the use of ETCS Level 2 is set to safely increase speed, reliability, and capacity. The new digital technology will provide a complete system for optimal efficiency and safety while delivering several benefits. For example, the technology will enable Sydney Trains to meet future capacity demand and improve the passenger experience by delivering more reliable services, reduced journey times and enhanced real-time information. Managing Director for Alstom in Australia and New Zealand, Mark Coxon, said Alstom was delighted to continue to support TfNSW to deliver its vision of transforming the Sydney rail network.

“The Digital Systems Program will provide a step-change in operations for Sydney Trains, and Alstom is committed to partnering with TfNSW to deliver a sustainable, innovative and value for money solution for the State,” he said. The award of these contracts confirms Alstom’s leading positioning in the rail signalling market in Australia. Alstom is the only supplier to have delivered passenger CBTC (Communication Based Train Control) signalling technologies for metros in both Sydney and Melbourne. Its ETCS level 1 technology currently operates on the NSW and QLD suburban rail networks, its freight and mining signalling technologies have been deployed for FMG and BHP in WA, and its interlocking technologies have been successfully delivered in most Australian states. It is expected that the project will be fully operational in 2024.

Top sustainability rating for Sydney stations Sydney Metro City & Southwest’s seven new underground stations have been awarded a top sustainability rating, making the project a world leader in station design and construction. The seven new stations are currently under construction and set to open in 2024 when services start with a train every four minutes in the peak. The Green Star rating of World Leadership (6 Star Green Star Design Review rating), the highest possible in its category, recognises a commitment to the needs of both the customer and the environment in station design and construction, and is based on Sydney Metro’s extensive range of sustainable initiatives.

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These include operational energy and water efficiency, supplemented by 100 per cent electricity carbon offsets, climateresilient design as well as a commitment to sustainable procurement, environmentally responsible construction materials and waste management. Sydney Metro’s commitment to the needs of customers also contributed to the rating, recognising best practice wayfinding, public art and focus on customer comfort within the stations. Green Star is run by the Green Building Council of Australia and is Australia’s largest sustainability rating for buildings, fitouts and communities.

An artist’s impression of the new look for Barangaroo Station.

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News

Victoria

VLocity trains a step closer for Warrnambool The stabling facility at Warrnambool Station will be upgraded to house the longer VLocity trains, allowing them to start and finish their journey at Warrnambool.

Work will soon be underway to bring V/Line VLocity trains to Victoria’s south-west for the first time, as construction progresses on the overhaul of the Warrnambool line. Major construction on the second stage of the Warrnambool Line Upgrade will commence by the end of the year, with the project targeted for completion in late 2023. The project will upgrade more than 50 public level crossings on the Warrnambool line with improved train technology to detect when VLocity trains are approaching, and add boom gates to 17 of these crossings to boost safety for motorists and train passengers. Once complete, there will be no unprotected public level crossings on the line. Passengers and communities along the line have already benefited from the addition of

boom gates, bells and flashing lights at 12 level crossings as part of the first stage of the uprgade, and a further 22 level crossings thanks to the Victorian Government’s Safer Country Crossings program, making journeys safer for cars, trains and pedestrians. The stabling facility at Warrnambool Station will also be upgraded to house the longer VLocity trains, allowing them to start and finish their journey at Warrnambool. Work on the first stage of the project is continuing, with signalling upgrades between Waurn Ponds and Warncoort on track to be completed in coming months. More than 24 kilometres of signalling cable has already been installed, along with eight kilometres of access tracks along the line.

Due to delays in complex signalling design caused by coronavirus restrictions, including remote working arrangements and delays in the availability of specialist resources, work to commission the upgrades will take place midto-late next year. The new crossing loop at Boorcan and a fifth weekday return service between Warrnambool and Melbourne will come into operation following the completion of signalling and commissioning works along the line. The Warrnambool Line Upgrade is part of the Australian and Victorian governments’ investment of more than $4 billion in Victoria’s regional rail network, which is upgrading every passenger rail line in the state and creating 3000 jobs.

Bridging the gap at Hallam Station The first L-beams have been lifted into place over the new Hallam Station and rail bridge in Melbourne. Using a 650 tonne crane, each of the 60 beams installed measure at 27 metre and weigh 130 tonnes – the size of 2 E-Class trams. The beams will create 30 U-troughs over the coming months, which will eventually form the 394 metre long, 13,500 tonne rail bridge. Transported to site at night from the precast facility in Kilmore to minimise disruption to road users, the trucks needed to travel as slow as 10 km/h during some parts of the journey. The new platforms are also taking shape as 12 Super-Ts are being installed to form the foundations of the new station. The dual-entrance elevated station will

feature modern facilities for the 2200 passengers who use the station each day, and improved pedestrian and cycling connections around the station precinct. The level crossing on Hallam Road will be gone for good in 2022, improving congestion and traffic flow, and boosting safety for road users and the community. More than 20,000 cars and trucks use the Hallam Road level crossing each day, with boom gates down for nearly a third of the morning peak. The Victorian Government is getting rid of all 22 level crossings along the Pakenham line – including another five announced late last month – as part of a $15 billion investment that will improve safety, reduce congestion and allow more trains to run more often.

The beams being lifted into place over the new Hallam Station and rail bridge.

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News

Victoria

One step closer for Melbourne SRL Melbourne’s Suburban Rail Loop (SRL) is a step closer to reality with the release of the business and investment case outlining how it will deliver more jobs, better services and access to housing as Victoria continues to grow. The project aims to shape the future liveability, productivity and connectivity of the city, with the 90 kilometre rail line linking every major rail line from Frankston to Werribee via the airport, better connecting Victorians to jobs, retail, education, health services and each other. Three transport super hubs at Clayton, Broadmeadows and Sunshine will connect regional services, so passengers outside Melbourne won’t have to travel through the CBD to get to employment, hospitals and universities in the suburbs. ... According to a Victorian Department of Transport statement, running more and more trains into the CBD would clog up the City Loop with an outdated hub-and-spoke train network. “To maintain the way of life we’re renowned for, we need to reset how our state grows to give Victorians the opportunity to work near where they live and to keep our city moving,” it said. The full business and investment case shows that SRL will support 24,000 jobs across Victoria, and connect people to around 550,000

SRL East – between Cheltenham and Box Hill – will be completed in 2035.

jobs in the precincts around the stations, with first trains expected to run in 2035. It also reveals the project will take 600,000 car trips off roads every day, slash public transport travel times by an average of 40 minutes for a one-way trip, and stimulate $58.7 billion in economic, social and environmental benefits to our state. It finds SRL East - between Cheltenham and Box Hill - and SRL North - from Box Hill to Melbourne Airport - will deliver up to $58.7 billion in economic, social and environmental benefits to the state. SRL East will be complete in 2035 and combined with the completion of SRL North, will create a long pipeline of work during delivery and attracting more than 160,000 additional jobs to the broader station precincts.

The rail line between Cheltenham and Melbourne Airport will carry more than 430,000 passengers daily, including 30,000 passengers to the airport, taking more than 600,000 car trips off our roads every day. SRL East is expected to cost between $30 billion to $34.5 billion across 14 years, to be delivered by 2035. The Victorian Government intends to fund this project through a range of streams, including state and Commonwealth contributions and a mix of value capture opportunities. Community and stakeholder consultation has been underway since 2019, and people will continue to have opportunities for input, including as part of the formal planning and approvals processes.

Maidstone home for Next Generation trams A new tram maintenance and stabling facility will be built in Melbourne’s west to house 100 new Next Generation Trams, delivering

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hundreds of jobs in construction and boosting the local economy. The facility will be built on a vacant site in Maidstone near Highpoint Shopping Centre, creating around 280 jobs in construction, ongoing maintenance, and the supply chain. The project will also see a more reliable, accessible and modern tram fleet servicing communities in this part of Melbourne, reducing the need for new tracks and other infrastructure. Melbourne’s tram fleet continues to expand, with the $1.85 billion project in Maidstone set to become the home of the new trams as existing depots reach capacity. The project team will engage with the local community and businesses before detailed planning begins, and will consider

how the development can best celebrate the history of the local area. The new Next Generation Trams will set the standard for modern public transport and deliver a more comfortable, accessible, and energy-efficient journey for passengers. The project also includes a minimum local contract quota of 65 per cent, supporting skilled manufacturing jobs. The contract to design, build and maintain the trams will be awarded in early 2022 following a tender evaluation process. Alongside the order of 50 E-Class trams since 2015, the Next Generation Trams will gradually replace Melbourne’s longest serving high-floor trams, making the public transport network more accessible for all Victorians.

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News

Western Australia

$5.7 billion for METRONET projects The WA Government has allocated more than $5.7 billion in its State Budget to deliver its transformational METRONET program over the next four years. The first METRONET project was recently completed with the opening of the Bellevue Railcar Manufacturing and Assembly Facility in June. The construction and building program is underway with $206.9 million to be spent in 2021‑22. Funding in 2021-22 for METRONET projects nearing completion includes:

• $353.5 million for the Forrestfield-Airport Link, due for completion in the first half of 2022 • $15 million for the Denny Avenue level crossing removal, with the level crossing removed in April and associated water main and roadworks to be completed later this year • $14.5 million for the Mandurah Station multi-storey car park, also to be completed later this year. The Budget also includes funding for other

The Budget allocated $44 million for one new METRONET project and two planning studies.

major METRONET projects under construction, including the Morley-Ellenbrook Line; the Thornlie-Cockburn Link; the Yanchep Rail Extension; the new Bayswater Station project; the new Lakelands Station; and the Thomas Road Bridge, as part of the Byford Rail Extension. Funding for METRONET projects under procurement includes: • the Victoria Park-Canning level crossing removal • the Byford Rail Extension; • the High Capacity Signalling program. The Budget allocated $44 million across the forward estimates for one new METRONET project and two planning studies: • $38 million to deliver a 700 bay multi‑storey car park at Greenwood Station • $6 million to undertake a North East Rapid Transit feasibility study to look at future links between the East Wanneroo corridor and the Perth CBD; and complete an overarching land use and transport plan for Wanneroo Road between Beach Road and Green Street. An additional $15 million has also been allocated across the forward estimates towards upgrading key roads in Maylands to support the closure of the Caledonian Avenue level crossing in the first half of 2022.

New public transport control centre in the works A new state-of-the-art Public Transport Operations Control Centre (PTOCC) in East Perth is a step closer as final contract negotiations get underway with preferred proponent ADCO Constructions. As negotiations on the contract – which is worth about $50 million – near an end, the State Government has allocated funding to build the new control centre in the 2021-22 State Budget, along with METRONET’s High Capacity Signalling (HCS) project. The PTOCC is essential to support the HSC project – a decade-long transition to a network-wide digital signalling upgrade to enable more trains to run at a greater frequency on Perth’s rail network. HSC is jointly funded by the State and Commonwealth governments. The PTOCC will include a centralised signalling equipment room, network control floors and office space – directly north of the

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Public Transport Centre building in East Perth. It will house the infrastructure and personnel needed to manage the day-to-day operations of Perth’s public transport network, which will expand by more than 72 kilometres in coming years as various METRONET projects become operational. Construction is expected to start in early 2022. The WA Government has nine METRONET projects currently under construction, with one completed and another three in procurement. Transport Minister Rita Saffioti said the new control centre would be a key part of the puzzle to have more trains run more frequently and efficiently across the State’s rail network. “It will be a hub of activity and is a key part of our plan to upgrade our existing analogue system to the new High Capacity Signalling program,” she said. “This will be undertaken over the next

decade, and will help manage and move more trains as they come online. “The state-of-the-art PTOCC is a vital piece of infrastructure which will use real-time data to monitor train speeds and locations, while housing the staff who work behind the scenes to ensure our integrated public transport is reliable, on time and safe.”

The centre will include a centralised signalling equipment room.

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News

Queensland

Civil works for Inland Rail ‘missing link’ The Australian Rail Track Corporation (ARTC) has harnessed the skills of multi-national construction firm Laing O’Rourke for the delivery of civil works for Inland Rail sections in Northern NSW and Southern Queensland. The collaborative framework agreement between the ARTC and Freight Connect (a consortium led by Laing O’Rourke and including FKG Group) will focus on an approximately 85km section between North Star in NSW and Whetstone in Queensland as well as a separate 14km package south of Moree called Narrabri to North Star Phase 2. ARTC Inland Rail Interim Chief Executive Rebecca Pickering said the announcement was the culmination of months of work by ARTC and was a crucial part of the project as it delivered the ‘missing link’ between the two states where no previous rail line existed. “Inland Rail is a fast freight backbone that will transform how goods are moved around Australia – it’s also a catalyst for regional employment and economic opportunity,” Pickering said. “Both sides of the border will benefit significantly from Inland Rail with more than 11,800 direct and indirect jobs in Queensland and 7500 in NSW expected at the peak of construction in 2023-24. “We’ve already committed 641 contracts to businesses in Queensland and 657 in NSW worth more than $1.95 billion across the two states, and this agreement will create even more economic stimulus as the country recovers from the impacts of the pandemic.” Pickering said the appointment of a civil works proponent in parallel with

More than 11,800 direct and indirect jobs in Queensland will be created from the project.

environmental planning approvals will allow local businesses to hit the ground running when formal approval is given. “Major construction will not start until statutory approvals have been received from the NSW, Queensland and Australian governments, but the appointment of a preferred proponent now tells local businesses to get ‘Inland Rail ready’ and start talking with Freight Connect about what the future looks like,” she said. “This is a crucial program of civil works with approximately 100km of rail corridor within the southern end of Border to Gowrie, North Star to Border and Narrabri to North Star sections of Inland Rail, including the bridge that spans the Macintyre River which serves as the border between the two states. We will also need a large local workforce to support this part of the project with an estimated 500 workers needed at the peak of construction. “Freight Connect will initially be working with ARTC to review the reference design and develop construction plans and methodologies

ahead of the development of a fully costed proposal for the first of the works packages next year. “Freight Connect will soon be seeking partnerships with businesses and skilled operators that can support project delivery such as transport operators, fencing, quarries, earthworks and electrical companies. This appointment at this time also allows them to maximise local jobs and procurement.” ARTC Inland Rail Director of Pre-Contracts Rob Storey said ARTC wanted to be in a place to begin works straight away, once a green light was given to proceed with the project. “In September last year, we announced a change to our procurement process to make it more collaborative, projects smaller and less complex and provide a broader section of the industry with more opportunity to participate on Inland Rail,” Storey said. “We are working with Freight Connect to develop works packages as part of this approach, which will enable more suppliers and contractors to get Inland Rail ready.”

Business case for Inland Rail extension The Government will fund a business case for the extension of the Inland Rail line from Toowoomba to the Port of Gladstone. Up to $10 million will be provided to investigate the viability of the additional connection, which could create new and significant opportunities for the freight industry and the people and businesses of regional Queensland and beyond. Infrastructure, Transport and Regional Development Minister Barnaby Joyce said extending Inland Rail from Toowoomba could deliver better rail connectivity to the Port of Gladstone and expand access to import and export markets for Australian businesses and industry.

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“Inland Rail is transforming regional Australia, driving jobs growth and creating new economic opportunities for communities along the line and our exporting industries,” Joyce said. “Extending the line to Gladstone would ensure the benefits of this nation-building piece of infrastructure are felt farther and wider, creating more jobs during construction, supporting existing jobs in the region, and better connecting our resources industries and agricultural producers to another major export gateway.” Joyce said that the connection to Gladstone would be in addition to the Government’s

existing commitment to take Inland Rail to Brisbane. Federal Member for Flynn Ken O’Dowd said enhancing Australia’s freight network is vital to improving productivity and supporting economic growth well into the future. “Inland Rail is already creating jobs, transforming our regions and stimulating new revenue and growth opportunities for businesses in every state and territory across Australia,” he said. “Mr Joyce and I have consistently advocated for the extension of Inland Rail to Gladstone and this business case ensures that the idea is thoroughly tested.”

High voltage campaign can win Queensland Rail’s successful High Voltage Can Jump campaign has won the prestigious Gartner Communications Award in the Small Idea, Big Impact category, claiming the title over 91 other entries from around the world. Acting Group Executive Customer and Corporate Affairs Michelle Barrett said the campaign focused on the risk of trespassing on the rail network, and the potential consequences of coming too close to high voltage power lines. “We’re very proud to be recognised for the High Voltage Can Jump campaign, which shares such an important safety message,” Barrett said. “Since the launch of High Voltage Can Jump in August 2019, there has been no high voltage incidents on the South East Queensland rail network and trespassing has reduced by 43% compared to the previous year. This safety improvement is what this campaign was all about and to now be recognised internationally for its success is an added bonus.

“Through this approach, the campaign reached 6.2 million people online and helped to increase awareness of the dangers of overhead power, including that you don’t have to come into direct contact to suffer serious long-term injuries, or worse. “The campaign destroyed sought-after sneakers to demonstrate the power of 25,000 volts of electricity, and by destroying some of the most popular sneakers in the world, we made a serious impact with our target audience.” It’s the fifth win for this campaign, which also won two Australian Marketing Institute awards, an Australasian Rail Industry award and a Public Relations Institute of Australia Golden Target award. ORIGINS OF THE CAMPAIGN In 2018, four teenage males ignored warning signage and trespassed onto the Queensland Rail rail network.

Coming into close contact with overhead line equipment (OHLE), which carries 25,000 volts, they suffered severe, life-threatening injuries. Determined to raise awareness of the dangers of trespassing and to prevent future incidents, Queensland Rail launched the campaign, targeting males aged between 15-24 years. It capitalised on the ‘sneaker culture’ of this target demographic and communicated that an electric shock, or worse electrocution, could occur without direct contact with OHLE. The campaign stressed that when someone receives an electric shock, the electricity often travels through their body and exits via their feet, essentially exploding their sneakers. The key message was that 25,000 volts of electricity can arc out, not just destroying soles, but friendships, relationships, lives, and families. During the campaign period, there were no high voltage incidents recorded by Queensland Rail.

Miro Emergency Changeover Controller • Designed and manufactured in Australia, type approved by major NSW rail operator. • Versions for driving block and bar contactors available. • Versions for single phase and three phase systems available. • Fast switching times- typically 10ms. • Ideal for railway signalling systems, data centres and hospital back up supply systems. • Fast switchover times better facilitates equipment to stay within the CBEMA curve. • Switches on under and over voltage. • Automatic email notification when THD exceeds user set thresholds. • Prevents nuisance and repetitive switching, by progressively delaying switchback times. • Compact, 180mm X 180mm X 60mm. CBEMA Curve 450

400

Percentage of Nominal

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350

Prohibited Region

300

250

200

150

100

No Interruption Region

No Damage Region

0 0.0001

0.001

Dip Swell

0.01

0.1

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Duration (s)

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News

South Australia

A-City trains delivered at Adelaide

The A-City fleet currently numbers 22 three-car sets.

Alstom has delivered the first of 36 locally manufactured suburban railcars to the Department of Infrastructure and Transport in South Australia’s Seaford depot, following the award of the contract for 12 three-car sets in June 2019. The award-winning A-City three-car trains were engineered, designed and manufactured specifically to meet the needs of Adelaide’s

electrified suburban network. Manufactured at Alstom’s Dandenong rolling stock facility, the production supports Alstom’s skilled railway manufacturing workforce, including apprentices and trainees as well as the thriving ecosystem of suppliers in Victoria and throughout Australia. Following production at Alstom’s Dandenong facility, car one was delivered by truck from Victoria to South Australia and escorted across the border by police. The final fit-out of the railcars is then completed in South Australia, which includes work such as floor covering, installing seats, drivers cabs and hand-rails. The A-City trains are a wide-bodied vehicle fitted with two-by-two seating, allowing a more than 1m aisle, while the trains seat 240 passengers with standing room for a further 300. Designed for Disability Standards for Accessible Public Transport and stringent

internal and external noise requirements, the A-City fleet also features one of the largest single heating ventilation and cooling units in operation in Australia. Alstom’s Managing Director for Australia and New Zealand, Mark Coxon, said delivering the A-City railcar to DIT and the people of Adelaide was a moment of pride for the business. “It is also testament to the hard work from all of the teams who are manufacturing these railcars in Dandenong,” he said. “The delivery demonstrates the capability of our business to not only undertake this engineering and manufacturing locally, but also our capacity to deliver the products we build to other states and territories.” The A-City fleet currently numbers 22 threecar sets, which will grow to 34 after these new trains are delivered. All 66 of the existing rail cars were designed and engineered by Alstom in Queensland and manufactured in Dandenong between 2012-2015.

News

New Zealand

New rail operator for Auckland Auckland will have a new passenger rail operator from next year. The Auckland Transport international tender for the City’s rail services, worth around $130 million a year, was won by Auckland One Rail (AOR): a joint venture comprising ComfortDelGro Transit Pte Ltd (CDGT) and UGL Rail Pty Ltd (UGL Rail) in a 50:50 equity relationship. The contract has an eight-year initial term. CDGT’s parent, CDG, is one of the world’s largest multi-modal passenger transport providers, with a footprint in seven countries, more than 24,000 employees and annual turnover in 2020 of NZ$3.4 billion. CDG, through its subsidiary SBS Transit, is the operator and maintainer of two Singapore mass rapid transit lines and a light rail system. UGL Rail’s parent, UGL, is Australia’s largest supplier of outsourced rail asset management and rolling stock maintenance services, with a fleet of more than 2000 rail vehicles across its Australian rolling stock maintenance contracts. UGL is also consortium partner in Metro Trains Melbourne, Metro Trains Sydney, Canberra light rail and the operator of the Adelaide light rail system. The existing Auckland passenger rail contract has been in place since 2004 and, following several extensions, expires in March 2022. AT chair Adrienne Young -Cooper said the review of the current way of delivering rail services provided an opportunity to change

AOR will also have responsibility for station operations and maintenance, safety, and security.

the delivery model to better integrate all aspects of operations, with an eye on $7 billion of investment that is being made in rail with the construction of the City Rail Link opening in 2024, electrification of the rail line between Papakura and Pukekohe, and the purchase of additional electric trains over the next few years. As a result, the new contract will see AOR having responsibility for not only train operations but also electric train maintenance, station operations and maintenance, safety, and security. Young-Cooper said the transaction has been structured so that the incoming operator takes over the existing Transdev Auckland operating company and all of its staff, ensuring that the Transdev Auckland staff remain on their existing terms and conditions of employment. AOR will also establish an additional

rolling stock maintenance facility for train overhauls in South Auckland with targeted employment of Māori and Pasifika into trades and engineering apprenticeships. T The contract award is part of AT’s ongoing focus to continue the rapid growth in Aucklanders using the region’s rail services, which has grown from just over two million passenger boardings per annum in 2000 to over 22 million by 2020, a 10-fold increase. “This new rail franchise contract represents a significant investment for Auckland and Aucklanders,” Young-Cooper said. “The robust procurement process ensured AT was able to secure a competitive contract, despite the effects of the global pandemic on the international rail sector. “Auckland One Rail will have a critical role in driving the customer experience forward and bringing innovation to grow the number of people who use trains to move around.”

KiwiRail announces NZ Connect service A new weekday rail service between Auckland and Christchurch is being launched to help New Zealand businesses grappling with disrupted ports and shipping lines. KiwiRail’s NZ Connect service will boost capacity and connections for moving domestic freight between the North and South Islands in time for peak season. KiwiRail Group chief executive Greg Miller said the country’s busiest period for freight was from October through to March, a time when businesses look to restock ahead of Christmas and New Year when demand for products increases, and exports rise. “Many businesses are still feeling the ongoing impacts of COVID on the global

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supply chain and experiencing delays on imported goods. Shipping lines continue to struggle to offer certainty of capacity and delivery for the movement of freight between the islands,” he said. “KiwiRail has identified this gap in the market so is stepping up to relieve some of these pressures by offering a faster and more certain domestic service than currently is available from shipping lines alone. “From early October, NZ Connect will depart Auckland daily Monday to Friday and connect with our Interislander ferries before continuing to Christchurch. “Using 60-foot wagons, it will provide up to 300 TEU (20-foot equivalent container

units) of additional weekly capacity, alongside the weekly services we already offer. “No company is more Kiwi than KiwiRail and this new service is part of our commitment to keep New Zealand moving, as we are during Alert Level 4, running freight trains across the country to keep New Zealand businesses and families supplied. “Congestion in New Zealand’s supply route between Auckland and Christchurch will continue for the foreseeable future until global shipping capacity and reliability return. In the meantime our teams are working hard for our customers.”

www.alstom.com

LEADING THE WAY TO GREENER AND SMARTER MOBILITY IN AUSTRALIA

Industry Associations

The Standard bearers Rail Express speaks to RISSB’s new chief executive officer Deborah Spring about how she’s settled in and her aims for the organisation. and podcasts; and we also offer our very own industry engagement program for young technical professionals aged 35 and under, called Horizons.

RISSB Chief Executive Officer Deborah Spring.

A new era began in June for the Rail Industry Safety and Standards Board (RISSB) with the appointment of Deborah Spring as chief executive officer. Spring had been the board’s executive chair and acting CEO for two years, overseeing a 120% increase in membership, refocusing RISSB’s products and services on industry needs, and helping improve productivity and service delivery. REX: RISSB is the only accredited Standards Development Organisation for the rail industry in Australia and has a vast catalogue of more than 240 publications. However, it is so much more than just an accredited Standards development organisation. How so? Spring: The development of Standards and associated publications is our bread and butter, so to speak, and many people think that is all we do and for a time it was. RISSB has significantly grown over the last few years in many areas. We manage the Australian Rail Risk Model (ARRM), the Australian Level Crossing Assessment Model (ALCAM) and the Culture Hub Survey; we create opportunities for cross industry knowledge sharing through forums such as Sharing Investigations, the Track Worker Safety Forum and the Chief Medical Officers Council, all of which we co-ordinate on behalf of industry; we provide technical services; we offer short online training courses ,blended learning and our traditional classroom courses; we run conferences and events; we offer webinars

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REX: Before RISSB, rail organisations were forced to bear development costs and safety and operational risks that arose from bringing Standards development in-house. How did RISSB come about? Spring: During the 1990s, the government of the day initiated the first national rail network which ran through Queensland, NSW, Victoria, South Australia, WA and the Northern Territory. The National Rail Corporation was formed to manage the newly formed Defined Interstate Rail Network, otherwise known as the DIRN. At about the same time, third party access was granted to the Australian rail networks which ultimately led to private and public organisations sharing the DIRN. RISSB was formed in 2003 to facilitate the development of national rail standards, and at the time it was called the Code Management Company (CMC), reflecting its primary role as the publisher of the DIRN Codes of Practice, and then later as the producer of accredited Standards for the Australian rail industry. Four years later in 2007, the CMC became known as RISSB, and the rest as they say is history. In 2015 RISSB became what it is today – an independent member-based organisation that works hand in hand with the Australian and New Zealand rail industry to provide the essential tools rail organisations need to improve safety, drive harmonisation and interoperability, lower costs and enhance productivity. RISSB has been accredited by Standards Australia, the peak non-government standards body in Australia, as the only recognised organisation to develop Standards for the Australian and New Zealand rail industry. REX: Who funds RISSB? How does one become a member? Spring: RISSB is wholly owned by its members and is jointly funded by the rail industry through voluntary membership and by the State and Commonwealth Governments under a Memorandum of Understanding.

We follow a formal process whereby a prospective member completes an application form that is received by our Company Secretary for an initial assessment and class determination. Fees are based on Australian railway turnover. If anyone wishes to become a member, please go to the ‘RISSB Member Application Form’ page on our website www.rissb.com.au/membership/ application-form/ and complete the online form. Alternatively, you can contact RISSB and speak to our General Manager Strategy and Stakeholder Relations for a confidential discussion about which class is most suitable for you and your business. REX: How does the formulation of Standards work? Spring: RISSB follows a rigorous and consultative process to produce publications that represent good practice and deliver on stakeholders’ expectations. RISSB Standards are developed by industry subject matter experts, who form a publication Development Group. Typically, these groups comprise technical experts who work in the field and other interested parties who can contribute substantially to the topic. You can think of Standards development as an eight-step process: 1. Standard is proposed by a rail industry stakeholder 2. Proposal reviewed by RISSB to ensure that it delivers strong benefit to industry, considers local and international Standards and is within RISSB’s remit 3. Nominations are invited for Development Group membership 4. Development Group formed and draft document developed 5. Draft Standard issued for public comment 6. Development Group considers all comments received and revises the final Standard 7. The final Standard is signed off by the Development Group, endorsed by RISSB management and Standing Committee, and approved for publication by RISSB Board 8. Standard is published as an Australian Standard® brand Standard and becomes available to industry.

One of the benefits of an RISSB membership is access to our entire suite of over 240 Australian Standards, Codes of Practice, guidelines, and rules. REX: RISSB is often referred to as industry’s partner in Standards co-regulation. What does co-regulation mean? Spring: Industry develops and administers its own arrangements, but government provides legislative backing to enable the arrangements to be enforced. In the rail co-regulatory model: • Industry has the responsibility for ensuring its operations are safe, so far as is reasonably practicable (SFAIRP) • ONRSR monitors industry to ensure rail is safe, basing its activities around the Rail Safety National Law (RSNL) RISSB supports the co-regulatory regime by providing good practice Standards, guidance, and advice which helps industry prove that it’s meeting its SFAIRP obligations under the RSNL. REX: What are some notable RISSB products? Spring: Sustainability is rising to the fore and we have a number of publications that can help our members address their environmental concerns. Such publications include the Environmental Management in Rail Construction Code of Practice, the Management of Locomotive Exhaust Emissions Code of Practice, and AS 1085.22 Railway track materials: Alternative material sleepers. These publications were developed in previous years but continue to be valuable resources for members. One of the two main challenges for industry right now is ensuring that safety levels are maintained while technology changes, and minimising risks to track workers. To that end, we have recently released the following: • Code of Practice – Safety Critical Communications - provides principles and practices for the transmission of safety critical communications

One of the many RISSB publications.

by rail safety workers on the Australian railway network for both heavy and light rail. • Guideline – System Safety - aims to create a harmonised, uniform and consistent approach for managing the safety of existing and future Australian railway network assets and systems. • AS 7460 Railway networks – Remotely piloted aircraft systems (Drones) – Operational requirements which provide guidance to drone pilots who may be engaged by a rail transport operator (RTO) to conduct aerial inspections in the rail corridor. • Good Practice in Mitigating Safety Risks when Planning Works in the Rail Corridor – This Guideline identifies safety risks that are present for works within the rail corridor that can be mitigated through good planning practices. It also provides guidance on how planners can manage those risks. • RISSB, ONRSR and ACRI collaborated on a track worker safety study, resulting in the production of a report identifying overseas track worker safety technologies that could be applied in the Australian rail environment. In terms of products (as opposed to publications), we also have the following: • The Australian Rail Risk Model (ARRM) – Since 2017, ARRM has been updated five times and has analysed around a quarter of a million railway occurrences (in generating objective, quantitative risk information for users) modelling risk across more than 100 hazardous events. During the past year, ARRM users have grown by 21%. • The Culture Hub survey (formerly known as the Occupational Culture Work Health and Safety survey) – Launched at RISSB’s first all virtual Rail Safety Conference in October 2020, this robust tool was the product of a significant research project for the Cooperative Research Centre (CRC) for Rail Innovation, and has already helped several large rail organisations understand their organisational culture. About 10,000 surveys have been administered to date. We have made this valuable tool available to early adopters to trial in their organisation. REX: How has RISSB delivered value over the past year? Spring: This year has been a year of unprecedented growth for RISSB. Growth not only in our products and services, but growth in engagement with industry and governments, and growth as a driven and dynamic organisation. RISSB has supported its members and the broader rail community by continuing to focus on its core business (the production of Standards, Guidelines, Codes of Practice and Rules), and identifying opportunities for RISSB to deliver

projects that government will support and industry can implement. RISSB has maintained its accreditation as the only Standards Development Organisation for the Australian and New Zealand rail industry. In 2020/21 we published 16 new/reviewed publications that will help Australian railways be safer and more productive and delivered 11 major projects. Last year we established the Major Projects portfolio to deliver on seven strategic focus areas as recommended by industry, including track worker safety, nationally harmonised rules, train control interoperability, and noise. This year we also reached a significant milestone with the completion of the Victorian Network Rules project –putting RISSB in a strong position to be engaged for the next phase of work – and completed a fee for service contract to provide technical services. REX: What are the most important strategic priorities for the organisation right now? Spring: We have three clear priorities – grow our library of high quality, relevant and upto-date Standards (and related documents), provide leadership and engage with industry on safety and productivity, and work with industry to ensure RISSB is providing the additional products and services that industry needs to improve safety and productivity. Our work plan for 2021/22 is the most ambitious yet, with 54 projects on the go. We will deliver 20 Standards, Codes of Practice and Guidelines to add to our existing 240 plus publications. We will deliver six major projects to tackle industry’s toughest challenges, and a number of projects to support the National Rail Action Plan. The 20 publications will comprise reviews, resubmissions from the previous year’s priority planning process (PPP), AS 1085 series of documents, and projects put forward and endorsed by Standing Committees. The six new major projects will enable RISSB to address key safety vulnerabilities and focus on activities that support our members, while the National Rail Action Plan work is a continuation of collaborative reform projects that RISSB initiated in 2020, and new projects that will help local manufacturing and enable innovation. The creation of a national rolling stock register, a Code of Practice on the use of train horns, an interoperability checklist, and the next harmonised national network rule – Walking In the Danger Zone – are all important projects that we are working on. Managing risks, remote learning, and automation require new knowledge and competencies, which RISSB is uniquely positioned to deliver through its products and services now and in the future.

WWW.RAILEXPRESS.COM.AU | 23

Rolling Stock and Manufacturing

Siemens shines spotlight on sustainability Be inspired by Inspiro, Siemens Mobility’s cutting edge EMU train platform built on the principles of sustainability and passenger comfort. Global transport solutions leader Siemens Mobility has reaffirmed its goal of improving sustainability and livability to rail industry leaders and stakeholders from across the Asia Pacific region. The strong message was delivered at the Asia Pacific Rail 2021 conference in Singapore in September, where Siemens Mobility Asia Pacific CEO Michel Obadia made a keynote presentation. He told more than 2600 live attendees that one of the company’s central motivations was to act decisively and introduce sustainability standards. The Siemens Group strives to become industry’s benchmark in environmental and social governance, and was one of the first companies to set the goal of carbon neutral status by 2030. This year’s event brought together more than 80 expert speakers to discuss the future of rail in Asia, addressing key themes such as digital rail, signalling and communications, operations and maintenance, asset management, and project updates. Operators showcased how they were innovating and transforming journeys, operations and processes to keep on-track. Obadia spoke on Siemens Mobility’s vision of unlocking the potential of digitalisation and latest technologies, while helping customers make rail infrastructure intelligent, creating values through the entire asset life-cycle, guaranteeing higher availability and enhancing passenger experience. An anticipated eight per cent growth rate until 2025 in the railway sector in the Asia Pacific will provide huge opportunities along the chain, from operation maintenance down to the supplier. At the core of the process is the need for sustainable mobility solutions, he said. Driven by trends in urbanisation, digitisation, globalisation, and demographic change, Siemens predicts the demand for mobility will

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continue to increase rapidly, requiring the mobility sector to adapt to constantly changing market conditions. At the same time, there is an intensifying need to mitigate climate change, as well as the depletion of natural resources, to shape a sustainable and livable future. Obadia said the need to adapt was urgent because two-thirds of the world’s population would be living in urban areas by 2050, compared to only 30 per cent in 1950. “Most of our factories are using 100% green energy, and already we have reduced emissions by at least 50 per cent,” Obadia said. “The industry must act responsibly and we have to work together to optimise our railway system to ensure the entire value chain is benefitting from it.” GET INSPIRED Siemens Mobility has leaned heavily on sustainability principles in developing the latest version of its lauded cutting edge electric multiple unit (EMU) train, the Inspiro, which is designed specifically for metros (mass rapid transit systems) and is planned as part of a platform that caters to needs of customers from train width to sitting capacity and other comfort factors. Siemens Mobility Country CEO Australia and New Zealand, Raphaelle Guerineau, said not only are the trains designed to meet people’s needs for freedom of choice and to travel in a pleasant, stress-free environment, they have been manufactured to meet firm sustainability targets. “Mass transit providers in cities and metropolitan areas in the 21st century face tremendous challenges,” she said. “Passenger volume, post-COVID concerns as well as the need for sustainable transport solutions are growing. Our response has been to use cutting-

edge technologies that fully meet the needs of operators and passengers while also protecting the environment. We are leaders in this. “Public transportation must ensure that passengers are transported in a safe and comfortable environment while also meeting economic and environmental requirements. “Commuters today expect to travel in a friendly and connected environment. Inspiro has a comprehensive offering of information, entertainment and communication along the way.” Guerineau said Siemens had taken all of these factors into account in developing its vehicles for metro systems. “We have the highest level of customisation to meet all our customer requirements. When we design systems, we look at the length, the width, the number of doors and all the equipment’s insights,” she said. “We also offer various grades of automation for customers to suit, for example whether it’s with driver, one with attendant on board, or fully automated in driverless mode.” And while there are different driving methodologies, what really makes the Inspiro platform stand out is the inherent design that makes it “very sustainable”. “The Inspiro delivers on our sustainability commitment. Low operating costs combined with energy efficiency and eco-friendliness – from its production and daily operation to its almost total recyclability,” Guerineau said. • Energy efficiency The energy efficiency of the Inspiro is based on two factors – the weight-saving design and the use of energy-efficient technologies. The lightweight car body and a weight-optimised bogie reduce the overall weight of a single car by more than two tonnes compared with previous generations.

The Inspiro trains are designed to ensure commuter comfort and have been manufactured to meet firm sustainability targets.

• Reliability The Inspiro platform is a product of Siemens’ wide-ranging experience with metro systems used in large cities all over the world. The new Inspiro modular vehicle concept is based on tried and tested components. During development, special attention was given to ensuring easy replacement of worn parts and spare parts and to component reliability. Maintenance activities can be facilitated even more by the optional use of remote diagnosis, which increases the metro train’s availability for passenger transport. • Cost-efficiency and environmentally friendly The low operating and maintenance costs, reduced energy consumption, and the recyclable materials used, offer benefits for operators and the environment alike. LED lighting in the passenger compartment and a demandresponsive air-conditioning system reduce the Inspiro’s energy consumption even more. The Inspiro’s environmental impact has been reduced throughout the entire product life cycle. As a result, the train has a recyclability rate of up to 95 per cent at the end of its service life (UNIFE Recyclability Calculation Method for Rolling Stock). • Fully automated operation The trains can be equipped for fully automated, unattended train operation (GoA 4). A state-ofthe-art train automation system is integrated into the train, ensuring reliable and highly available operation. The option for driverless operation guarantees the highest level of energy efficiency by controlling braking and acceleration throughout the entire metro system. Regenerated brake energy can be used immediately by simultaneously accelerating trains or can even be fed back to the grid. In addition, the train can be equipped with an array of safety systems, including derailment detectors, obstruction sensors at the end bogies and a fire detection system. • Electronic traction system The traction power is supplied from the third

rail via current collectors or via an overhead catenary through pantograph. Each motor bogie is driven by two selfventilated traction motors from the proven 1TB 20 series. The motors are controlled without speed sensors for a high level of reliability. • Extraordinary design The Inspiro’s modern and distinctive vehicle design is immediately impressive. Large 1400-mm wide doors make it easier for passengers to board and exit the Inspiro. Inside, the cabs are all created for an enhanced customer experience, integrating an infotainment system. For passenger safety each door area is equipped with emergency intercoms, and a CCTV System can be installed. • COVID response Guerineau said that in the wake of the pandemic, Siemens Mobility had also developed air circulation modelling to simulate COVID propagation conditions. “This helped us come up with verified air distribution and ventilation systems in the trains proven to mitigate COVID spread, including some sensors to monitor occupants,” she said. HYDROGEN POWER Another example of Siemens Mobility’s straightforward sustainability commitment is its involvement with the MireoPlus H hydrogen trains, manufactured for an emissions-free operation. One of the reasons railways are the ‘greenest’ form of transport is that it is relatively easy to power trains by electricity. However, electrification isn’t always viable for regional or local routes, and Siemens has developed a new platform which allows operators to fully decarbonise operations efficiently and economically. As a climate-friendly transportation transition is essential for dealing with climate change, hydrogen could become a key lever for train operators to grow sustainably in the next 10 years. Siemens Mobility, in a joint project with Deutsche Bahn, is developing this next generation of MireoPlus trains based on the proven, high-performance Mireo commuter train, which is also used in battery-powered operation. Siemens has devised a completely new system architecture using next-generation fuel cells and high-performance batteries which offer lower energy consumption, high drive power and thus shorter journeys than diesel equivalents. DB Energie GmbH will ensure the supply of hydrogen for the project, from production by means of renewable-powered electrolysis all the way through to storage and provision.

LOOKING FORWARD The hydrogen trains, though, are still being refined for widespread use, and Siemens is also working on more efficient batteries to optimise the range of alternatives to conventional fuels. It’s the Inspiro platform, already used around the world from big European cities and the Middle East through to the Asia Pacific region, that will have the more immediate effect. Australia could be its next destination, with Siemens Mobility currently tendering for the Sydney Metro West project along with the Western Sydney Airport line. Guerineau said both were likely to be turnkey projects, which Siemens Mobility was well-equipped for. “If successful, we will take the full system integration: so it’s not just providing the rolling stock, but also the signalling and rail electrification, telecommunication systems, up to platform screen doors,” she said. “The full integration is really important because there’s a need to have a fully functional, performing and operation glitch-free service. “If there is no driver on the train, it means that the signalling system needs to be fully integrated with the computer system to manage all the service conditions. “In case of an emergency, the system will be able to evacuate passengers off the train automatically.” Most importantly, of course, is the sustainability aspect that the Inspiro platform will bring. It’s been 11 years in the making, with its first trains delivered in Munich in 2010, and many improvements have been incorporated since then. “This sort of sustainable system is really an area of growth for Australia as the metro lines are a new segment of the market that’s developing here,” Guerineau said. “Our trains for Australia will have a bespoke design to meet people’s high expectations and will deliver on our sustainability commitment.” INSPIRO-BASED SYSTEMS AROUND THE WORLD • 2010: Order for 21 six-car trains for Munich • 2011: Order for 35 six-car trains for Warsaw • 2012: Order for 58 four-car trains for Kuala Lumpur • 2013: Order for 67 two- and four-car trains for Riyadh • 2015: Order for 21 four-car trains for Nuremberg • 2015: Order for 20 three-car trains for Sofia • 2021: Order for 94 nine-car trains for London Underground (Piccadilly Line)

WWW.RAILEXPRESS.COM.AU | 25

Rolling Stock and Manufacturing

No compromise on quality for Mackay

Mackay has designed and developed many replacement primary suspension elements for Australian passenger fleets to improve ride and durability.

Rubber products specialist Mackay Australia has built its success on a simple philosophy: understanding customers’ needs and providing timely, cost-effective engineered solutions. Mackay Australia has established itself as the country’s largest and most trusted designer, manufacturer, and distributor of a diverse range of engineered rubber and rubber composite products. That’s certainly not bad going for a company which had humble beginnings in 1932, starting out as just a small, but efficient, supplier of OEM automotive parts. Rail Express spoke to Mackay Australia Sales and Marketing Manager Michael Morgan about the Victorian company’s origins and how it delivers standards, quality and reliability for the rail sector. Morgan said the company had grown from strength to strength at a rapid rate. “Since those early days, Mackay has become a major supplier of a diverse range of engineered rubber and bonded metal/ rubber composite products for the automotive, defence, transport, rail, marine, mining and manufacturing industrial markets,” he said. The products are made in the company’s 11,650 square metre manufacturing facility, which is located with the head office in Dandenong South. It boasts a rubber compound mixing plant, allowing for high production rates to meet the delivery demands of clients. “We are now a tier one supplier to OEMs in the transport, defence, automotive, rail, industrial and the packaging industries in Australia and internationally,” Morgan said. “Mackay is a trusted supplier to the Australian defence industry, providing products such as submarine components (internal and external), signature reduction materials for surface warships, tank track systems, road wheels and track pads, ballistic shields, and guided missile components. “Our technical expertise, customer responsive service and commitment to continuous improvement, backed with sustained investment, are critical factors that have built our reputation for reliable, high quality, innovative products.” A WEALTH OF RAIL EXPERIENCE Mackay is well established as a manufacturer of engineered rubber components for the Australian rail industry for more than 30 years. “We design and manufacture critical bogie

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primary and secondary suspension components as well as engine and transmission raft mounts, and various other resilient elements,” Morgan said. “We currently supply all the major companies within the Australian rail industry with a vast variety of world class Australian-made products across freight, passenger, and light rail. “In addition to the supply of rail products for rolling stock, we also now provide safety infrastructure products for passenger platform stations, our Platform Gap Fillers. “Along with these, we also offer a variety of consulting roles for product life extension research, product engineering redesign work, product and material testing and full product evaluation testing of the suitability of rubber/ metal bogie elements to be reinstalled at a major service interval.” Mackay offers Australia-wide service and back-up, enabling the company to guarantee customers the peace of mind that local support for all the products will be available for the life of each product and each project. THE MACKAY ADVANTAGE “Dealing with us has several advantages,” Morgan said. “Our local presence in Australia allows us to be far more responsive in the local market for both initial build and ongoing provision of replacement parts in the future. “Our understanding and experience in the Australian market allows us to manufacture small volume production runs with short lead times. We also offer a complete in-house design and testing service with materials development and production mixing carried out on the one site.” Mackay’s experienced engineering team uses Unigraphics CAD and Solid Edge drafting systems and ANSYS finite element analysis to model customer requirements, reducing lead times from concept to prototype and finished product, as well as service intervals, for large train manufacturers. The NATA-accredited physical testing laboratory conducts simulated service testing on prototypes, ensuring that products not only perform the tasks for which they are designed, but meet the durability requirements of customers’ applications.

ROLLING STOCK AND RAIL PRODUCTS Mackay’s products include passenger primary suspension elements, locomotive primary suspension elements, secondary suspension elements, engine/transmission/raft mounts and bogie components. Passenger, locomotive, and wagon bogies can contain several resilient elements such as bump-stops, bolster springs, spherical and plain bushes, elements for steerable bogies and shock-absorber mounts. Mackay has designed and manufactured resilient elements for several Australian projects, and provided significantly redesigned components for service life improvements.

Mackay’s Platform Gap Fillers (pictured above) are engineered to endure load, withstands sunlight, ozone, extreme climate, flame-retardant certified to fire safety test BS 6853:1999. “Our rubber is chemically bonded to a mounting plate for secure fixing; the design ensures that there is no damage to the rolling stock if accidental contact with the trains occur, and will easily support wheelchair access,” Morgan said. The fillers are designed and made in Australia to ensure the utmost in quality, made for specific applications and tailored to meet specific requirements. They meet and exceed all current requirements in Australia and overseas, and are available in varied colours and styles for various applications. A COMMITMENT TO QUALITY Above everything else, Morgan said quality is king at Mackay. “We are committed to attaining the highest standards possible from concept through to final product,” he said.

We inspect. We protect. We execute.

Clockwise from top left – RGS, HP Shoulder Ballast Cleaner, Slot Machine, Ground Penetrating Radar, Friction Management (center)

60 years of comprehensive rail maintenance solutions from Loram. For decades, Loram has delivered the most advanced, most productive and most innovative maintenance of way services to Australia’s railroads. And now, we’re leading the digital transformation of railway maintenance, leveraging our accumulated knowledge, data and maintenance algorithms with state-of-the-art inspection technologies to provide targeted application of maintenance activities. Loram delivers on the promise of unsurpassed efficiency, predictable maintenance and extended service life of your rail assets. From track inspection and geotechnical services to our industry-leading portfolio of maintenance equipment and optimisation solutions, Loram is equipped to maximise and protect your infrastructure investment. Learn more at Loram.com.au

Rail Grinding | Ballast Maintenance | Friction Management | Material Handling | Track Inspection Services

Signalling Solutions

An integrated approach for Digital Train Control projects With the use of Digital Train Control systems on the rise, there is a growing need for efficient Systems Integrators to manage the process. Railways across the world are striving to deliver more capacity and reduced journey times, aiming to improve safety and performance in terms of reliability and resilience, and increase environmental and financial sustainability. Satisfying these competing demands is beyond the capability of conventional signalling and control systems, and has led to the introduction of Digital Train Control (DTC) Systems based around European Train Control System (ETCS) Level 2 and Communications-Based Train Control (CBTC) technology. These new, more centralised DTC technologies significantly reduce the need for maintenanceintensive signalling equipment within the rail corridor, creating a safer, more operationally efficient rail network environment. DTC systems, however, are inherently more complicated than conventional signalling systems, using over-the-air data communications to provide in-cab signalling, whilst also monitoring and enforcing correct train movements and speeds. But the benefits are substantial. From an operational performance perspective, DTC systems can automatically manage extensive and complex networks, deliver high-capacity service outcomes, and perform network-wide regulation and optimisation in the event of delays and incidents. They are increasingly able to interface with other systems for broader planning and management, such as rolling stock fleet, train crews, incident management, customer information, etc. IMPLEMENTING DIGITAL TRAIN CONTROL PROJECTS According to GHD Global Technical Lead for Digital Train Control, Stephen Lemon, the challenges for projects introducing DTC systems are significant. “The DTC system is actually a system of systems, made up of highly complicated, softwarebased technologies – and implementing these requires a significant integration effort,” he said.

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“In addition to the technical integration, there are also many interdependencies between the technology and the ways of working associated with operations and maintenance.” The upshot, Lemon said, is that there is a parallel requirement for extensive ‘operational integration’ to ensure that the delivered DTC outcome – an integrated system of people, process and technology – is both operable and maintainable. “System integration can therefore be seen as the combination of technical integration and operational integration in a system of systems,” he said. “Once we take into account that we are not just integrating a system of people, process and technology, but – when we consider a brownfield environment – we are also integrating that into a much broader, established system of systems, ie. the existing operational rail network, then our challenge shifts from being a ‘complicated’ one to being a ‘complex’ one, and this distinction is important.” MANAGING UNCERTAINTY Lemon states that complicated problems involve a lot of elements and can be difficult to solve, but they involve ‘known unknowns’: things that are currently unknown, but are understood and ‘knowable’. “They have cause and effect relationships with root causes and can be solved through detailed analysis,” he said. “Complicated projects require more expertise in their management, but they can generally be managed successfully with a rulesbased approach. “Luckily, there are plenty of ‘complicated’ methodologies in the systems engineering toolbox that will help lead us to a successful project outcome in these cases.” However, complex problems (and projects) are essentially systems that involve many interdependent, sometimes unknown elements, and often change over time in unpredictable

ways. Actions or change in one aspect of a complex system can often have entirely unforeseen and disproportionate outcomes. “We can also see that a train is complicated, whilst operating a railway would definitely be complex – and delivering a DTC project into that railway even more so.,” Lemon said. The big challenge of complex systems and projects is that they do not have pre-existing cause and effect relationships, and they do not lend themselves to an absolute or definitive ‘correct’ solution. “In a ‘complex’ environment, you need to recognise that an inflexible ‘complicated’ approach will not be effective, and a more nuanced, strategic approach is required to achieve an effective outcome,” Lemon said. “You should aim for progress rather than perfection, and problems will need to be managed rather than solved.” INTEGRATING THE SYSTEM A dedicated ‘System Integrator’ organisation, supporting the client throughout the entire project lifecycle, and acting independently of any system and subsystem suppliers or delivery organisations, is one way to address this complexity and uncertainty challenge. But Lemon warns that for this to be effective, there needs to be a clear understanding of the difference between the formal systems engineering and assurance activities associated with ‘complicated’ system integration, and the management of uncertainty through more strategic, ‘complex’ system integration approaches. THE ROLE OF A SYSTEM INTEGRATOR The System Integrator’s role ensures that the ‘intent’ of project owner/sponsor strategies and objectives are interpreted correctly, fully understood and properly maintained throughout a project. “This strategic alignment is often less quantitative or formally traceable compared with

the detailed system and subsystem requirements,” Lemon said. “A key aspect of complex system integration is to ensure that decisions around the configuration of system parameters and design solutions are objectively and strategically optimised, balancing the demands of project delivery with the broader, longer-term, whole-of-life implications. “This process is critical for project success as it can significantly alter the overall project outcome in terms of its impact on network performance, reliability, resilience, environmental sustainability, safety, and the cost-effectiveness and ultimate financial sustainability of operations.” Lemon said engaging a dedicated System Integrator is not a panacea for all complex project ills, and nor is it some kind of ‘get out of jail free’ card for the client – it should be seen as an outsourcing of responsibility not accountability. A System Integrator needs to work handin-hand with the client, acting on their behalf, ensuring balanced, objective decision-making, and leading to an optimised outcome where benefits are fully realised. “The contractual set-up for the client, System Integrator and other key stakeholders must support this, and facilitate and engender collaborative working relationships between all parties to have any chance of success,” he said.

OPERATOR AND MAINTAINER (O&M) It is also essential that a System Integrator is able to work closely with the operations and maintenance organisation to ensure that the integrity of the O&M ‘intent’ is maintained throughout the project. “This is another area fraught with risks and pitfalls,” Lemon said. “System OEM suppliers have limited experience of integrating their systems into operational networks, and different countries, jurisdictions and networks have different rules, characteristics, ways of working, risk profiles, etc. “At the same time, O&M organisations have embedded ways of working that have evolved over many decades, and resistance to change is a natural and powerful force – and one that isn’t very helpful for complex DTC projects.” A key risk associated with this aspect of complex system integration – and therefore a key focus for the System Integrator – is to address the O&M needs, whilst trying to avoid any preferential and prescriptive requirements that might lead to customisation. Bespoke approaches in a complex system can escalate project risk significantly, and divergence from international standards and supplier technology roadmaps can create unnecessary challenges in achieving and maintaining interoperability, as well as dramatically increasing

the costs and risks for future upgrades and augmentation. The challenge of complex system integration in DTC projects is to ensure that a multitude of interdependent systems and subsystems work well together in a complex integrated ‘people, process and technology’ ecosystem. It is also important that network performance and benefits are not compromised, with the integrated ‘system of systems’ unwittingly becoming less than the sum of its parts. THE GHD SERVICE GHD is a global professional services company that leads through engineering, construction and architectural expertise. “GHD efficiently manages projects as a Systems Integrator, dealing with the complex challenge of integrating new systems and technologies,” Lemon said. “GHD works hand-in-hand with clients and their suppliers as an objective, trusted advisor to help them in the development and delivery of DTC projects. “We help to ensure that the solution is specified to deliver optimal benefits and is suitable for its intended operating environment. “Our approach also ensures that the delivery project manages the inherent uncertainty and challenges that come with DTC projects.”

Signalling Solutions

Moving your rail projects forward When rail operators need a specialist to handle surge capacity scenarios, the first organisation to be engaged is often project management leader Systematiq. As the country experiences extended periods of disruption and lockdowns, with COVID directly impacting on rail project resources and supply chains, it is important to look for flexible and agile solutions to keep moving forward. A recent Australasian Railway Authority survey showed that a total of 91 per cent of respondents were concerned about the impact of COVID on their business. Maintaining supply chains remained a critical issue for the survey respondents, with 68 per cent reporting international supply chain issues had impacted production, delivery or service offerings. In total, 86 per cent of respondents reported supply chain disruptions as a result of COVID. However, the industry is poised to experience a strong bounce back in the latter part of 2021 and early 2022. The survey also indicated that the rail industry was optimistic that the recovery would be fast once the full impact of the pandemic was over. Having access to surge capacity for resourcing, especially in high-skilled capabilities such as systems engineering and safety assurance, is vital as the industry experiences ongoing uncertainty and disruption to project delivery and workforces. The ability to mobilise teams remotely is also hugely important in today’s current working environment, where skills shortages are common in different locations but on similar projects. That’s where consulting firms such as Systematiq come in.

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EXPERTS IN SURGE CAPACITY Systematiq’s team consists of experts in rail consulting, safety assurance and project management. No matter what stage a project is in, be it initial planning or the various later stages of delivery, they are highly qualified to add value and keep the program moving forward. According to Systematiq director Richard De Nardi, the company’s experience in systems engineering and developing operating frameworks for the rail industry not only assists with identification of requirements, but also enables bespoke solutions to be developed to meet clients’ needs. “We respond to our clients’ requirements with a flexible and pragmatic approach, and offer engineering contractors from entry level through to experienced practitioners when required,” he said. The requirement for surge support essentially refers to an increase in tasks that is unexpected and often unplanned for, resulting in the capacity needed to tackle emergent demands. “Using surge capacity in rail engineering projects is vital, and particularly as we experience ongoing uncertainty and disruption to project delivery and workforces during the COVID crisis,” Richard said. “In order to de-risk project delivery and mitigate cost blow-outs, it is important to tap into services when needed, to fulfil vital documentation and engineering compliance

processes as they are required in order to keep projects moving forward.” Richard said it was often the important details that may be overlooked in project planning stages, and this is where Systematiq is employed to supplement the project team. “For example, I worked on a project with two engineers, a project manager, and strong project support, but they didn’t have anyone specifically for system safety assurance, which included the railway signaling aspect,” he said. “It simply exceeded their capacity, so we were brought in to assist. We quickly integrated with their team to develop the products necessary to progress through the change control board.” The value of work undertaken by Systematiq has been commended by several of its clients, including Metro Trains Melbourne project manager San Markas.

Systematiq is the specialist in surge capacity.

“It has been great working with the team at Systematiq, who’ve provided us with excellent resources and surge capacity for our ongoing projects,” he said. “Systematiq consultants are flexible, and provide an extremely high standard and we look forward to an ongoing partnership.” RAIL SAFETY ASSURANCE CAPABILITY Systematiq’s team can also assist with all facets of safety assurance including hazard capture and management, logistics support analysis, risk management, reliability and safety reporting. In addition, Systematiq provides advice on implementing Reliability Centred Maintenance (RCM) to ensure maintenance resources and support networks are focused on doing the necessary maintenance actions to keep assets operating effectively. “Our practitioners understand how to identify, analyse and execute risk control measures to ensure an organisation’s legislative, contractual and organisational requirements are met,” Richard said. “We can provide So Far As Is Reasonably Practicable (SFAIRP) risk management, ensuring the sufficient identification of possible risks and a suitable risk assessment process.”

RAIL SYSTEMS ENGINEERING Systematiq ensures capability is available when needed. The team of experts can assist with all facets of supportability engineering, including systems engineering, logistics support analysis, utilisation analysis, disposal and documentation. The company develops systems engineering plans that comply with the requirements of EIA 612 and ISO 15288, which will help operators to understand the process required to acquire and enter a new system into service. These include the identification of configurable items, baseline establishment and management, control, reporting and auditing. “We also develop program verification, testing that it meets the requirements, and validation, demonstrating that this is what is wanted, to ensure that the new capability is what is described and will meet the needs,” Richard said. “This may involve facilitating workshops and developing the operator’s technical staff’s knowledge of the FMEA/FMECA activity and how to implement the findings on their products. “Additionally, we can ensure that the inventory management, maintenance resources and supply chain are optimised to

increase asset availability and minimise cost of ownership.” BETTER EARLIER THAN LATE While Systematiq is often called upon at a later stage of a project, Richard reiterated that greater value is achieved the earlier that the company is engaged to deliver or support a project. “Systematiq aims to add more value by being engaged at the inception of a program, thereby providing a team of consultants that can flex with the demands of the task. “We can assist with solution mapping, and manage the program of work for you, making sure we meet your outcomes. We can help develop your business case as well, so that it is more likely to accurately capture the funding and resource requirements of your project. “We assist in bridging the gap between where operators are currently and where they need to be. “Our strong history and proven capability in defence and rail project delivery demonstrates our strong attention to detail, rigour and best practice when delivering projects for our clients.” For more information on how Systematiq can provide consulting services and surge capacity for your rail projects, visit its website or contact one of the company’s consultants.

The Workforce

‘Integration and growth’ – a workforce update on the new Alstom ANZ Alstom is meeting the challenges of managing and recruiting the workforce head-on, with the company’s diverse project portfolio. When global rail transport specialist Alstom acquired Bombardier Transportation at the start of the year, the company essentially took forward the most complete rail portfolio in the world. Almost overnight, Alstom extended its responsibilities into sectors it previously had little engagement with, such as people movers and monorails, while also expanding its digital and signalling product line: developments which called for a larger involvement in the digital, manufacturing and trades space. With the need for more employees, Alstom has not just rested on its laurels in recruiting the necessary skilled employees for its various projects, but also taken the lead in instilling a culture change to better manage a workforce that has already tripled in size in a matter of months. Indeed, globally, the business now comprises 75,000 people across 70 countries. Spearheading the push to attract new talent across Australia and New Zealand, while also creating a safe, diverse and productive workplace, is Alstom’s Human Resources Director for the region, Alanna Billington, an industry veteran who joined the company in 2016 and has seen it grow exponentially since then. “We have a great sense of pride in what we’re doing. We now have a range of capabilities to look after, from engineers to apprentices, and one of our challenges is getting the right talent to deliver on our objectives,” she said. “Historically Alstom ANZ had sometimes been viewed as being either a train builder or a signalling company, in any given State: after acquiring BT, we really now have a comprehensive and complete set of skills in all areas, right across the country. “We had a manufacturing facility in Ballarat for many years, but the BT move has meant we acquired a second manufacturing facility in Victoria. And we’re operating one in Perth at the moment. In the past, we had been supported a lot by our overseas units, but now we have engineering and design capability locally as well.

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Alstom’s inclusion principles help create a work environment and a culture where all differences are valued, respected and leveraged without any bias.

“With a presence in all States, we’re the only global OEM that’s really made the commitment to fully localise our operations and invest in the tradespeople and skilled professionals we need right across the portfolio. Our staff range from the youngest people entering the trades right through to PhD graduates working on very technical, digital solutions.” PROJECTS IN PROGRESS Alstom ANZ’s list of current Australian projects span the width of the country. For example, on the West coast, the company has recently commenced operations at the Bellevue manufacturing facility for the Public Transport Authority of WA (PTA) to manufacture and maintain the next generation of C-series trains for Perth’s growing METRONET rail network. “We are ready for the beginning of next year when we will be approaching full production to ramp up with a lot of tradebased roles: predominantly mechanical and electrical, fitters., and the support required forthe core project team including the project management and engineering capabilities we need deliver the project,” Alanna said.

Meanwhile, on the other side of the country, the Victorian Government is investing $986 million in 25 new X’Trapolis 2.0 trains and supporting infrastructure to modernise the Victorian train fleet. And in NSW, Alstom ANZ has multiple contracts on foot plus two new agreements with Transport for NSW and Sydney Trains to design, deliver and provide long-term service support for European Train Control System Level 2 (ETCS) trackside signalling technology as part of the State’s More Trains, More Services Digital Systems Program. “In NSW and Vicoria, we have large rolling stock and signalling technology projects that we’re going to need to ramp up for, with long term local employment opportunities,” Alanna said. FACING THE CHALLENGES Alanna is aware of difficulties that industries face to secure resources. “One is COVID, of course,” she said. “We previously could bring some specialist resources from overseas if we needed to, but with the border closures, it’s not as easy to even

move resources around the country anymore. “And the second thing is the major infrastructure projects in Australia. Industry is booming. As an industry, we’re all competing for the same resources. “One strategy we use is to create partnerships with relevant organisations who can support us in our resource strategies.” Alstom also focuses on a young talent pipeline, with emphasis on a graduate and intern program. “We partner with universities, for example, for interns, and also are involved with women in engineering programs so that we can also try to start to create that talent pipeline very early on, and then hopefully convert them into our graduate program,” Alanna said. “We have a number of different partnerships with universities, and also industry associations and network groups that are around, such as the Australasian Railway Association, where we’re on a number of committees, and have representatives on the young leaders advisory board.” Alstom ANZ actively participates in trade fairs and expos, extolling the benefits and virtues of the rail sector, and encouraging careers in the industry while promoting its sustainability. New technologies are driving the need for different skills as well. “For example, the increased engineering and design capabilities that we have includes software engineers who traditionally weren’t part of the rail industry when it was a fairly mechanical kind of industry in the signalling space,” Alanna said. “But now that everything’s gone digital, there’s a whole set of new skills that need to be brought into the industry. “And one of the challenges is trying to make the rail industry attractive, because in the past, it hasn’t been something traditionally that young tech heads would think of being part of. “There’s the challenges that we’ve had by growing, and then there’s also the need to address the new and evolving fields of the industry.” DIVERSITY, INCLUSION AND MANAGEMENT “In terms of workforce management, I think you need to have lots of different strategies to allow you to find those resources,” Alanna said. “One of the ways that we do that is through a strong diversity and inclusion strategy, which has a number of different pillars, one being, obviously, gender balance. “The rail industry has traditionally been very male-dominated, and it can be quite challenging for us at times, too. And we have to work quite hard to attract some of our female

resources and to encourage them into nontraditional trade roles.” Inclusion helps create a work environment and a culture where all differences are valued, respected and leveraged without any bias. Diverse teams provide wider perspectives and boost performance and innovation, Alanna said. Alstom has set measurable objectives for achieving diversity and inclusion in the company and has set up a robust structure at the group level to reach these objectives. And while it’s one thing to entice new recruits, it’s another to make sure they are happy to stay with their employer. As the business has grown and the number of staff bloomed, Alanna has led the charge in ensuring work culture at Alstom ANZ has improved throughout Australia . “We have more than 53 nationalities working for us in Australia,” she said. “We work quite hard to ensure we have the right frameworks, or underlying structure for the business to support what we want to do. “Our paid parental leave policy as an example, goes a little bit beyond the standard benchmark as part of an attraction strategy. It’s not genderspecific, we pay superannuation on the period of unpaid parental leave, and we also ensure equal support to families who experience stillbirth. “We provide some other benefits for people returning to work. And we’ve found that the number of our male colleagues who are actually taking up the paid parental leave is increasing year on year. “And I think, for me, that’s one of the highlights, and one of the things I think we’ve done well. When I look back, and think about what we have achieved at Alstom, this is up there, because five years ago, we didn’t have any of males taking paid parental leave. “We need to partner with the right people to get to make sure that we’re doing the right thing for our employees and creating a diverse environment for people, whether it’s people with disability, or women returning to the workforce, or the LGBTQI+ community, we need to visually show that we’re an inclusive business. “I think that when you look at how we support people that perhaps need workplace adjustments in our business, if we don’t have the right frameworks to support them, we’re not really going to get too far.” Furthermore, Alstom ANZ is accredited with the Top Employers Institute, which works with some of the most famous global brands. The Institute is an independent body specialising in best practice for employment, with 25 years’ experience and a global community comprising 1500 organisations representing six million employees.

Alstom ANZ’s Human Resources Director, Alanna Billington (right), at an Alstom project site.

Accredited members are highly regarded as being able to attract and retain an in-flow of skilled, diverse talent, ready to catalyse fresh ways of thinking when they need it most. “That’s been a great achievement that measures our attraction, retention and engagement of employees,” Alanna said. “I’m proud of the policies we have initiated and the changes that we have implemented. But I couldn’t have done it without the management team support. “That’s one of the key things that is great about Alstom, they’re very supportive.” CORPORATE SOCIAL RESPONSIBILITIES It is Alstom’s mission to support the transition towards global sustainable transport systems that are inclusive, environmentally friendly, safe and efficient while implementing a socially responsible business model. “We’ve got a very strong CSR culture where there’s a lot of support for disadvantaged groups, charities, and environmental causes,” Alanna added. “We’re quite strong in that space and we want to do more. But we’re really positioning ourselves to be the enabler and leader in sustainable mobility worldwide. “And that’s both through our products and our people. This is one of the things that we are wanting to promote for that attraction piece, because I think many of the new generation of job-seekers are looking for companies that are taking the lead in this space.” Indeed, whether with employees, shareholders, customers in the public and private sectors, suppliers, competitors or partners, all of Alstom’s relations with its stakeholders are guided by the company’s fundamental principles of integrity and transparency. “I’m very, very pleased to be working for a company that’s really put people at the core of its overall business strategy,” Alanna said.

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The Workforce

Loram: 60 years of service in Australia

RG419, the most productive rail grinder in the Southern Hemisphere.

In June 2021, Loram passed a significant six-decade milestone in its delivery of heavy haulage and passenger services to the Australian rail industry. Loram’s history reflects the company’s evolving strategy, and in those 60 years has shown commitment to delivering innovative solutions and unrivalled service to its customers. Mannix Contractors Pty Ltd was registered in Australia June 1961 and it opened an office in Melbourne. It was soon bidding on civil construction projects in Australia within its expertise from major projects in Canada and the United States including the building of dams, mines, pipelines, highways and airports. It also notably included the construction of railways, which is how the family business first got its start in Canada in 1898. Like its other related entities, the company changed its name to Loram Contractors Pty Ltd in the 1970s. The first major Australian construction project was undertaken in joint venture between Morrison-Knudsen (M-K), Mannix, and McDonald Constructions to build the 193-mile Hamersley Railway in the Pilbara of WA, from Mount Tom Price to the port of King Bay starting in 1964. The Hamersley enabled the transport of iron ore from mine to port with what were then the heaviest axle loads in Australia. Innovative equipment was introduced, including the ‘Autotrack’, Ballast Sleds, tracklaying machines permitting 1000 foot lengths of rail, and patented track alignment equipment. The rail was laid in record time by Mannix crews that included many Torres Strait Islanders recruited in North Queensland. The Hamersley was completed for service and on schedule on 1 July 1966, despite Cyclone Shirley in May of that year. M-K and Mannix thereafter provided maintenance to the completed railway line. In 1967, the M-K, Mannix, and Oman joint

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venture (MKMO) started construction of 265 miles of grade, bridges and track for the Mt Newman Railroad. Again, Mannix rail-laying crews were largely composed of Torres Strait Islanders who laid an average of one mile per day. New innovative equipment was also employed, including a semi-automatic sleeper laying machine, and rail loading equipment for quarter-mile strings. In May 1968, 4.35 miles of track was laid in a single day to the 64-mile peg south of Port Hedland, smashing the previous world record of 2.88 miles set in the United States. This incredible feat required 32 strings of welded rail, 13,050 sleepers, 28,200 anchors and the driving of 52,200 spikes. A plaque commemorating this feat is located at the Don Rhodes Mining Museum in Port Hedland. The Mt Newman Railroad was completed

in 1969 and is now part of BHP’s WA Iron Ore network. The MKMO joint venture went on to extend the Hamersley from Tom Price to Paraburdoo from 1970 to 1972, and construct the Robe River Railway from Robe River to Cape Lambert from 1971 to 1972. Today, the Hamersley and Robe River form the Rio Tinto Iron Ore rail network. Various railway construction and maintenance jobs were won in the intervening years for customers including NSW Government Railway, Commonwealth Government Railways, South Australian Railways, and Western Australian Government Railways, and included pioneering equipment such as the Autosled, Double Track Plow, Ballast Sled, Multipurpose Machine, and Winch Cart. Loram formed a joint venture in 1983 with Tamper called Australasian Rail Services (ARS).

One of two Loram specialty grinders undergoing final assembly in the Pilbara in 2021.

It assembled RG7, a Loram-designed 44-stone rail grinder with profile grinding carriages, in Brisbane for an initial three-year contract on the Mt Newman Railway. Final assembly was completed in the Pilbara in June 1983 and the Loram-trained crew delivered contract service. The joint venture was then awarded the supply contract for the first rail grinder on Queensland Rail (QR). MMY003, a Loram-designed 32-stone SPM machine, was also assembled in Brisbane and was commissioned with QR in 1987. Over its 22year life, this machine went on to be operated by many of Loram’s current employees initially in Queensland, and also in WA in the first third party rail grinding contracting performed by QR. By 1988, RG7 had been operating at a 99.8% service availability on Mt Newman. That year, Loram bought Tamper out of the JV and RG7 was modified to 32-stones and full flex electric motor carriages, permitting both plainline and turnout grinding. Loram also manufactured the gauge convertible SX10 for operations on Western Australian Government Railways and other customers, performing plainline and turnout grinding. RG7 completed its work in the Pilbara in 1999 and, after another upgrade to include 30hp motors and a rail vision system, was then contracted to ARTC. In 2000, a Shoulder Ballast Cleaner, SBC7, was modified and delivered to Melbourne also for a contract on ARTC. In mid-2000, Loram pivoted to servicing Australia as an OEM supplier and its contract service business, including RG7 and SBC7, was sold to John Holland. Loram delivered John Holland two 4-stone grind carts (JH’s RG8) which were convertible across three track gauges; Loram later sold this machine to a customer in South Africa. RGI3, a 48-stone rail grinder, was commissioned in 2004 and operated as JH’s RG9 on standard gauge railways in the NT, WA, SA, Victoria, NSW and Queensland. John Holland exited the rail grinding business in 2009, and today some of its rail grinding employees work at Loram. RG7 was finally retired after 28 years in 2011, and SBC7 was retired in 2019. Meanwhile, QR was continuing to grow its rail grinding service from its own track maintenance department to a full contract service offering to third party customers. After a global study of OEM suppliers, QR studied Loram’s RIV pre-inspection technique enabling single pass grinding operations in North America and went on to order several machines.

RG7, a 44-stone rail grinder on the Mt Newman Railroad, where it worked from 1983 until 1999 before service with ARTC until retirement in 2011.

Mannix crews lay 1000 foot lengths of rails on the Hamersley Railway.

A gauge convertible rail grinder entered service in 2008 for all track service on WestNet. Then, a production rail grinder and a specialty rail grinder were both commissioned to serve Queensland’s narrow-gauge networks. QR also won a third party contract service tender and a production rail grinder was delivered for it in 2009. The public float of QR National (now Aurizon) in 2010 included the rail grinding business. Loram delivered a specialty rail grinder to Aurizon in 2015 for work in NSW before it began a contract in the Pilbara. Then in 2019, Aurizon briefly took ownership of the most productive rail grinder in the Southern Hemisphere when it was commissioned in Adelaide. In this period, Loram also sold an HP Shoulder Ballast Cleaner to an Australian customer in 2013. Loram’s contract service operations in Australia recommenced in 2013 with a return to the Pilbara with both a production rail grinder and a specialty rail grinder making first sparks. In 2018, Loram re-established an Australian head office in Brisbane which also serves the Asia Pacific region. The transformational completion of the acquisition of Aurizon’s rail grinding business in November 2019 united the Australian fleet of Loram rail grinders and combined the strongest and most experienced rail grinding team in Australia. Loram has since been delivering contract service rail maintenance across all mainland Australian states to its roster of demanding

The Hamersley is extended to Paraburdoo. Here, the first rails are being laid.

MMY003, a Loram designed 32-stone SPM machine, was in service in Queensland and WA for 22 years.

customers, including heavy haul and freight railroads and commuter and passenger systems. Two additional specialty rail grinders joined the Australian fleet in mid-September 2021 for service in the Pilbara. Today, in addition to world leading production and specialty rail grinding services, Loram’s rail maintenance solutions include ballast maintenance, friction management, material handling, and track inspection and optimization technologies. Loram’s global expansion of contract service operations continues, and it now operates throughout Australia, North America, Brazil, the United Kingdom, and the Middle East, while also serving OEM Customers in many other parts of the world. Like the record setting track laying crews on the Hamersley and Mt Newman, its strong teams and innovative equipment again make Loram a leader at the dawn of its next 60 years serving the Australian railway industry.

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The Workforce

Positive progress in the pandemic Thales Director of Technical and Engineering, Michael Powell, speaks to Rail Express about how the company is ensuring its staff remains productive and positive while coping with the challenges posed by lockdowns. Not just a global leader in the aerospace, defence, transportation, communications, digital identity and security markets, giant multinational company Thales is also firmly showing the way forward in managing the workplace disruption caused by COVID. It has taken a proactive human resources stance in confronting the challenges of the “new normal”, placing emphasis on the welfare of its employees as they come to grips with adapting to the pandemic. “Our CEO once said this new situation is like a forced experiment,” Powell said. “Today, everyone has been forced to learn to work remotely, to move to a different mode of working. “And essentially, with this kind of disruption, what we’re doing is learning new skills. There are people in the workplace for which working remotely is entirely new for them and we need to recognise this new element of our workplace because it is here to stay in some form.” MANAGING THE WORKFORCE Powell said there was no escaping the fact that there is now just “a different way of working”. “It’s all the way along the chain, from when you’re remote from your colleagues, from your customers, from your suppliers or whomever you’re dealing with,” he said. “And this has been an adjustment for people. And I think it’s important that companies recognise that everyone is different in this kind of journey, if you like.” Powell said that from the outset of the virus outbreak, Thales ensured that all staff members could work remotely from home in Australia, or at least were fairly well-placed for this. “This resulted in a type of flexible, hybrid habit where some people worked from either home or office or both as the situation changed,” he said.

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Thales is helping staff adapt to working from home or remote locations.

The arrangement of course was not ideal for everyone, which Thales was quick to take into account. “Like every company, we have people at different stages of their lives and different personal requirements,” Powell said. “Some people have young children who may need to be homeschooled, or maybe they don’t have kids but might be living alone. “In a lockdown situation, they’re missing interaction with colleagues like they used to, and I think it’s important for organisations to understand those differences.” Thales has put in place several initiatives to lift the morale of its workforce. “For example, the company has introduced a program which provides some online activities for kids, which is funded by the company,” Powell said. “Kids can interact with a teacher and do some activities, giving the employees or parents a couple of hours break during the day.” Even more important is checking in on the mental health of staff. “We interact frequently with our teams,” Powell said. “We have regular check-ins with our staff members. These interactions have naturally changed during the pandemic from action lists, tasks, schedules, and so on to more of “how are you going”, “do you have everything you need” and importantly, “how can we help”. “We have an employee assistance program, which allows people to reach out to a professional in case they’re struggling. It’s an anonymous program, so the company doesn’t know who utilises it, but it’s free for everybody. “It really embraces the RUOK philosophy, to understand that people respond to this in a

different way. We’ve had a strong safety focus for a number of years, but after the events of the past 12 months, it’s really vital to include mental health into the safety culture. “Mental health is definitely a safety issue, and it should be addressed and managed and treated as such. “We have provided training to managers, because they’re not doctors, they’re not psychologists. So this actually raises the issue of mental health to a to a higher plane.” The safety measures also take a more physical form at the workplace sites. “Even with COVID lockdowns and quarantines, we have people attending to sites, for example tending to metro stations to do installation and other works,” Powell said. “Managing the safety hazards associated with this sort of environment has become very complex. Initial safety assessments did not include, for example, the wearing of face masks and glasses which can fog up. “We have people that need to come into the office for various reasons. For a period of time, we set up rapid antigen testing at our facility, to test people before they came onto site to mitigate the risk associated with this whole situation. “If staff are coming into work, we want to make sure that we’re not then impacting others on site and creating a safety issue for them. It’s created a complex situation for the company because, for example in Sydney, they’re starting to lock down particular local government authorities, so certain people might be able to travel to work one day, but not the next day. “There was a lot of discussions about for

example, how many people we put in meeting rooms, making sure we have the right amount of disinfectant and sanitiser, making sure people are wearing masks. “Thermal cameras were installed at the entry and exit points of our building to measure the temperatures of staff coming to the office. “It’s highlighted simple things in our HR system to understand where people live so we can notify the right people and understand where our people are coming from. “Simple things like making sure that people keep the phone numbers up to date, and other things that brings on a new importance, that we’ve not had to deal with previously.” Thales was also constantly looking to new ways to attract and retain key staff. “This ranges from clearly remuneration, but also the need for flexibility and also development opportunities,” Powell said. “A recent internal survey revealed that by far the most needed investment is in development opportunities, not just in training but also in diversity of role. “No longer are our people content to have the same position for a long time, they are looking for new challenges and diversity of opportunity. Many people don’t want to be rewarded for good performance by staying in the same role.

“If an organisation will not provide opportunities they will simply find it elsewhere. Sometimes this diversity of opportunity can be at the detriment of particular project, but losing people is by far the bigger loss. “So this flexibility and attention to the development of our people is critical for our future.” THE SUPPLY CHAIN Powell said that during COVID, the situation of customers was also changing, with some projects delayed and some accelerated depending on their project stage. “This means the need for a more flexible and adaptable workforce,” he said. “The demand for high performers is extremely high and these high performers are needing different skills than before.” As a contractor aligned with many small to medium enterprises, Thales has also taken on a corporate responsibility to keep the economy flowing. “There’s been a big push to involve more businesses in our work, to ensure that we’re giving them contracts to keep them engaged,” Powell said. “In fact, during the pandemic, Thales Australia reduced our payment terms to support small to medium enterprises, to help them stay in business. “I think it’s incumbent on companies which have the capacity to do so, like Thales, to be able

to do that. I am sure this was well received by our suppliers.” ON THE UPSIDE Thales even sees a silver lining in the COVID clouds as it makes the most of the situation. Powell said the circumstances could be viewed as an accelerator for digital transformation. “For example, in a pre-COVID time, it would have been hard for companies to progress into digital technologies and processes because different customers and different suppliers would be working in different stages,” he said. “But with the necessity to work remotely, the transition into the digital world would be speeded up. “Sorry, I was on mute” has become a very common remark in the workplace, and the importance of technologies from headsets to speakers to collaboration tools has taken on a new and different importance.” And that would be a big leap forward for efficiencies within the rail sector, as well as a benefit for Thales itself. “It can be autonomy, big data, artificial intelligence, cybersecurity – by championing digital technologies and combining them with our rail applications expertise, Thales is a natural partner to accompany its transport customers in their digital transformation,” Powell said.

MCHW20 Mobile Column Lift

IKON Equipment Pty Ltd Email: sales@ikonequipment.com.au

LIGHT RAIL LIFT

WIRELESS COMMUNICATION

Operate lift from any column using the exclusive, intuitive control panel found on each column. The MACH FLEX model powered with Red Fire, uses a remote allowing user to move around the bay to more closely observe the lift operation. • 3 Configurations: 4, 6 or 8 columns - lift up to 160,000 lbs. • Accepts a variety of adapters • AC or DC power options • Designs registered in Australia in compliance with Aust. Standards. Large, solid base lifting pad for maximum stability under load. Universal carriage for custom pick-up adapters for use in special conditions such as lifting of rolling stock or light rail.

WIRELESS BATTERY OPERATED LIGHT RAIL LIFT 20,000 lbs. COLUMN CAPACITY Since 2011 IKON LIFTING EQUIPMENT has become well known for its innovative approaches to wagon lifting and recently to locomotives with mobile battery powered wireless column lifts. Success in all states has been related to coal, grain or ore wagons and IKON is now focussing on passenger rail applications.

Operations and Maintenance

The staying power of Speno Speno Rail Maintenance Australia’s world-class award-winning machinery, state-of-the-art technology and operational and technical knowledge have ensured its longevity in the industry. When it comes to rail grinding in Australia, one company stands high and proud above all others: Speno Rail Maintenance Australia (SRMA). The Australian business began in 1969 when the first grinding train commenced operation in the Pilbara region of WA. SRMA is now well and truly ensconced as part of Australia’s manufacturing landscape, with Australiandesigned, manufactured and locally supported equipment and personnel. Today, with more than 50 years in the industry, SRMA continues to grow, expand, evolve, and improve, leading the way in rail maintenance diagnostics and rectification. Originally providing only rail grinding services, SRMA has advanced to also providing ultrasonic rail flaw testing and track measurement systems. SRMA works closely with customers to develop the best strategies to suit individual rail needs to prolong rail life and quality. The company has rail grinding and ultrasonic testing contracts with an impressive range of mining, resource, and rail infrastructure organisations, such as BHP, Rio Tinto, Roy Hill, PTA, Arc Infrastructure, METRONET, Sydney Trains, ARTC, GWA, KiwiRail and Aveng Rail, with a significant presence throughout Australia and New Zealand. Rail Express spoke to SRMA Managing Director Mark Green about the formula for SRMA’s success and longevity. And the secret, unsurprisingly, is the company’s unparalleled wealth of local experience and capabilities.

Speno’s latest multipurpose grinder, the HRR12-11A, fully compliant with all standards.

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“We’ve been in Australia for 50 years, working with major clients all around Australia and New Zealand,” Green said. “We have built strong partnerships with every one of our clients where we’ve extensively embedded ourselves into each one of their operations, providing that unique partnership experience. “We’ve been here for half a century and we’re here to stay. We’ve got strong growth prospects for the future, and are investing significantly in technology and innovation, our people and the partnerships with our clients. “We utilise extensive technical experience to continue to lead innovation and development in the industry. We have world-class, award-winning machinery, state-of-the-art technology and the operational and technical knowledge, skills, experience and leadership to take our industry to new heights.” Green believes it’s this very advancement in rail grinding processes in terms of quality, precision, measurement, and repeatability that has defined SRMA’s longevity in the industry. “We are a premium service provider that provides a bespoke and unique rail grinding service to our clients,” he said.

a close working relationship between ourselves and our clients, as mutual respect and trust is very important to us, because this ultimately, along with delivering the best solutions, strategies, and outcomes, is imperative to a successful relationship and consistency in delivering the absolute best as our clients’ needs evolve,” he said. “We embed ourselves in our clients’ operation. Specifically, no two operations are the same and therefore they need an individually customised service. Each client has a very different set of requirements and therefore requires a unique service solution. “It depends on the service: the majority of our clients opt for their own machine solely allocated to their contract and network, and that machine is then permanently operated with an experienced Speno team for the duration of the contract. We are grounded in consistency and reliability, and this extends to our highly skilled teams who operate our machines. “From delivery of a service to the highest quality and standards, everything is bespoke to the client’s needs and we tailor our products and service to what is required and what is suitable.”

THE POWER OF PARTNERSHIPS Green reiterated the forging of strong working partnerships with clients as a reason for SRMA’s endurance. “At Speno we strive to ensure that there is

RESEARCH AND DEVELOPMENT The rail grinding equipment that Speno supplies to Australia and New Zealand has been designed and manufactured in Australia, with the WA headquarters as the hub. “Speno is building and designing Australian equipment for Australian conditions and our work is leading the world,” Green said. HERE’S TO THE NEXT 50 Australia has one of the widest range of railways of any single country around the globe, from the heavy haul railways which carry some of the highest axle loadings in the world, to densely packed urban light rail lines. “Each network has its own distinct conditions which are reflected in the standards that are applied by network operators and managers,” Green said. “SRMA has been helping rail infrastructure managers in Australia and New Zealand meet their own unique rail profile standards for the past half a century, and plan to do so for the next 50 years and beyond.”

Operations and Maintenance

On the right track A NSW business has established itself as the country’s leading condition monitoring solutions provider for point machines. Imagine if railway companies could monitor the health of the pneumatic and electric points along the tracks. Imagine if they used a system that could help them keep an eye on point operations, identify maloperation and impending point failures, and alert railway network operators so that remedial actions can then be scheduled before a potentially catastrophic failure occurs. Well, imagine no more, for such a solution exists. An Australian company, CHK Power Quality (CHK PQ) has developed a Points Condition Monitoring (PCM) system. The company designs and manufactures power quality analysers, load loggers, transformer monitors and asset monitoring equipment. The PCM system comprises three main sections, namely (see Figure 1): 1. Data collection via the Miro Points PCM, from electric or pneumatic points 2. A proprietary database called AsMoSys which collects data remotely from commissioned PCMs, initiates alarms and automatically transmits notifications to key personnel 3. A user interface that enables end users to set up and commission PCMs, interrogate the database to view network status, reset alarms, and generate various performance reports. As CHK PQ Sales Director Johnson Mariswamy explains, engineers can view PCM operation graphs and save them to a catalogue, with users able to create reports by selecting measurements for a specified time period to be displayed.

Figure 1: System diagram.

SET-UP AND CONFIGURATION VIA CITRUS A critical part of the system is the proprietary software named Citrus, which can be used to communicate directly with the Miro PCM to download and view data, configure the PCMs, and upgrade firmware OTA (Over the Air). Using Citrus, the user can quickly set up the PCM at the office, before deploying the PCM. TRAINING Once installed and commissioned, every PCM is “trained” to monitor and characterise the normal operation of the point. The trained PCM then monitors every point operation and determines if the operation is within allowable limits or ‘normal’. If normal operation thresholds are exceeded, alarms are raised and notifications sent to relevant staff, e.g., signal engineers. Email notifications include a graphic representation of the ‘abnormal’ operation, so field staff can be deployed with necessary materials to quickly rectify the problem. ASMOSYS DATABASE SOLUTION FEATURES The AsMoSys database solution boasts multiple functions, including: • Creation of new assets (eg. new set of points) and assigning a specific PCM to that asset • Setting up and maintaining user logins and access levels • Setting up training limits for approval and commissioning new point condition monitors • Viewing the overall railway network, point locations and state of the points (Normal, Alarm, Alert). A ‘traffic light’ system allows easy identification of point status • Creating and maintaining event catalogues that users can refer to when trying to identify and understand point operation behaviour, faults, and peculiarities • Creating multilevel reports (e.g., individual point, group of points or network wide), including operation trends and maintenance intervals. PCM MODELS Two PCM models are currently available from CHK PQ:

A Point Condition Monitor (pneumatic).

• The PCM-Electric is used with electrically driven point machines, with voltage and current inputs • The PCM-Pneumatic is used with pneumatically driven point machines, with pressure and flow rate inputs “The PCM-Electric is normally installed in a rail location cabinet (LOC) and not necessarily located close to the electric point/s, while the control cabinet containing the PCM-Pneumatic is installed in an enclosure located close to the pneumatic point,” Mariswamy said. The PCMs are equipped with remote cellular or Ethernet, for remote communications. REDUCTION OF CAPITAL, MAINTENANCE AND OPERATIONAL COSTS “The PCM allows railway operators to monitor point operation trends and optimise maintenance intervals,” Mariswamy said. “The trends include changes in point operation duration, load current and flow rate.” He said the benefits of PCMs and the data it provides are manifold. “These include improved operational statistics, reduced train disruption, optimised maintenance intervals, and subsequently minimised operational and maintenance costs.” THE CHKPQ DIFFERENCE CHK PQ’s technical expertise was recognised when it was recently awarded a long-term contract by a major NSW railway network owner and operator to supply, install, test and commission PCMs. “Our mission is to enable customers to identify, monitor and resolve issues to optimise the performance and reliability of plant and equipment, thereby reducing operating costs,” Mariswamy said. He stressed the company’s commitment to excellence in before-and-after sales support, always treating customers with respect and responding to every query promptly and accurately. “Our engineers are always ready to address technical issues and provide prompt resolutions, and we always work with customers to develop and implement new features that will make the user experience a delightful one,” he said.

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Operations and Maintenance

Embracing error in systems design – integrating the Human Factor There’s more to systems designs than just making them work on paper. The human factor must be considered. ‘Human error’ is a term frequently used to explain why some of the most high-profile accidents in history occurred, but while a human factor might have been involved, in reality accidents are often a product of multiple contributing factors working across a complex sociotechnical system. In some cases what we’ve called ‘human error’ has really been the result of bad design. TO ERR IS HUMAN As the saying goes, ‘to err is human’. So, when it comes to designing systems to be used by humans, engineers must design them according to the context in which they will be used, and in such a way that will prevent, or at least minimise, the likelihood of human error. Specialising in developing human-centred systems for safety critical applications, Acmena has been providing systems engineering, safety assurance and human factors support for rail projects across Australia since 2012. Well-known for its uniquely integrated approach, Acmena has played a key role in numerous high-profile projects, including Sydney Metro, Cross River Rail (Brisbane), Metro Tunnel Melbourne and the Digital Systems Program in Sydney. As a company that specialises in human systems engineering, Acmena focuses on developing a deeper understanding of peoples’ needs, capabilities and behaviours. Only through integrating a systematic analysis of user needs into the design process is it possible to produce a truly human-centred design. And more importantly, one that can reduce the likelihood and impact of human error. Rail Express spoke to Acmena Human Factors consultants Daniel Simmons and Keryn Pauley about why the needs and experience of actual users must be considered in the design of safety systems. Both consultants have many years of experience in providing system design and evaluation, risk assessment and safety management support to the rail industry. “We focus on how people use things, how people use systems, and then support a design process where there could potentially be a problem – whether that’s an error or a safety concern – and then support the design process

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It is important to understand the connection between system and user requirements.

to make it as safe and as usable as possible,” Simmons said. He cited the late Dr Stephen Pheasant (a well published author in the field of Human Factors) who identified a set of “five fundamental fallacies” he had encountered when applying these principles into the design process: 1. If the design is OK for me, it will be OK for everybody 2. If the design is OK for the average person, it will be OK for everybody 3. People are adaptable so it doesn’t matter 4. Ergonomics is too expensive 5. Designers can rely on their intuition and don’t need ergonomic data or empirical studies “There’s no one size fits all answer,” Simmons said. “When you put a design in front of people, everyone’s got an opinion. And that’s great. They’re not right nor wrong. “But the role that Keryn and I play is often to summarise that and we have to consider whether we represent the product, the person who’s designing it, or the government organisation which has to say if it’s safe or not.” Pauley said that any time a new system was introduced to the end user, the human effect had to be factored in. “When designing a new system, we need to consider how people use the system,” she said. “Our role is making sure that during the design

process, the engineers have considered how the products or systems will be used in order to make it safe and efficient.” THE DOOR HANDLE Pauley said it was important to understand the connection between system and user requirements. “System requirements describe the functionality, performance, processes and interfaces of the system. User requirements describe what the users need the system to do,” she said. “For example, a system requirement might be for an alarm to indicate when the train enters a lower level of train protection. The user requirement will specify what the alarm sounds like. “System requirements are the things that genuinely describe things that function, the performance that processes the interfaces within the system. “And then understanding what it means for the actual users themselves. That requires quite a bit of understanding of how a user is going to interact with the system.” On a simpler level, Pauley used the example of designing a handle on a door. “So a system requirement is ‘the door shall have a handle’, which allows the door to be opened,” she said. “But then a user requirement will investigate

what a user needs in order to open up the door. So they don’t just need a door handle, they need one within their reach, not too high up, not too low. Unless of course there is a certain user need for the handle to be out of reach. “And if the handle can be reached, it also needs to be turned; and preferably with one hand in case the other hand is occupied.” The principle is to take into account the user requirements and build it into the design of the system. “So taking the door example, if we know that someone might be using it with one hand because they’re carrying a child in the other, for example, that will inform how you might design the actual shape of the handle, or the force required to pull the handle,” Pauley said. “Not following these instincts reflects on the fallacies mentioned by Pheasant that designs for the ‘average’ person will suit everyone.” BEWARE OF BIAS Pauley said that while it was also valuable to accept end user opinion and feedback, it should be done within the context of other human factors data/ studies. “We rely on feedback because we’re designing for the end users. We really want to make sure that the system works as intended, and actually meets their expectations,” Pauley said. “However, everyone has their own opinions. And sometimes opinions can be shaped by certain external factors. “For example, train drivers may request a feature that has the potential to introduce human error. If you ask them what they want in the train, they might come up with a massive list, which they as drivers believe will make them happier or safer. “But actually, we know that some of these things that people might like are actually not helpful, or might introduce errors. So we can’t just simply rely on end user feedback.” Simmons warned about the need to be aware of “error traps” that could arise from aspects of the design/environment. “There might be something else limiting the design of the system or the environment or the way in which a system has been used, which leads the operator to make a particular type of error,” he said. “When evaluating a system design, it is important to understand, identify, and document the potential errors/issues that may be introduced. “Errors are a normal part of human performance – the goal is not to eliminate errors entirely, it is to mitigate the impact of error, for example by designing systems without single points of failure, providing feedback to operators when they make errors, allowing operators to correct errors, and to minimise the consequences of errors. “A big part of what we do is identify the issues. We try to understand what could go wrong, so that we can put in mitigations in the design.” THE ACMENA ANSWER “What we have done is to integrate designs and the users into engineering tools, taking into account the human factor,” Simmons said. Working with IBM Engineering Requirements Management DOORS Next, Simmons and Pauley have utilised an integrated tool which ensures Human Factors issues, project hazards and systems requirements are managed cohesively. “We ensure a project applies context of use that links how designers think a system should work into a day in the life of scenario that shows how users actually work – this is often defined in Human Factors analysis as ‘work as imagined versus work as done’,” Simmons said. Simmons and Pauley are scheduled to speak at the fortcoimning AusRAIL Plus conference, where they will make a presentation on Requirements Management and Change Management to Manage Human Factor Issues, during which they will elaborate on the approach, tracing human factors requirements through to the design of new safety systems.

CONTACT Alexandra Walker Market Intelligence Limited Sales Representative for InnoTrans (Australia) alexandra@fruitnet.com T + 61 4 1642 8561

Operations and Maintenance

Geo-data innovation keeps asset management on track Fugro’s rail solutions have provided an advanced level of asset insight, collected with minimal impact on network services and reducing workplace risk: a massive benefit during COVID-enforced lockdowns. When the COVID pandemic hit at the start of 2020 and the world went into lockdown, the rail industry faced unprecedented challenges overnight, not least the need to sustain track and infrastructure surveys that inform cost and safety critical decisions in rail asset management. Among its many commitments to rail clients worldwide, the geo-data specialist Fugro was already scheduled to undertake measurement surveys for High Output Track Renewals using its RILA system on preselected train routes lines to ongoing program deadlines. Rail Express spoke to Fugro Business Development Manager (APAC) Bill Jones about the introduction of the RILA technology into the APAC region, bringing world class solutions into the evolving need for the digitalisation of rail networks. “The system brings safety improvement and operational cost reductions, along with more remote operations to deal with the challenging and changing work environments we are all operating in today,” he said. “The latest onboard survey systems like RILA can record and measure all necessary track and rail corridor data mounted on normal service trains, avoiding the need for special survey engines and line possession. “Combining video, surface, and subsurface scanning, supplemented by LiDAR aerial imaging, the technology is mainly remotely deployed, removing the need for personnel to work on the tracks and reducing the associated safety risks. “These self-supporting systems allowed surveying to continue largely unaffected by the pandemic and with a reduced burden of social distancing and protective measures for the small number of personnel involved.” Fugro’s RailData services, using innovative 3D surveying and testing technologies, can accurately create 3D models for the evaluation of entire rail networks quickly, safely, and comprehensively – this includes all gantries, signaling, tracks, buildings, and vegetation within the railway corridor. Clever software crunches essential information, from sub-millimeter rail wear

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measurements to track-bed construction and underlying geology. By bringing all this railway insight onto the desktop, asset managers and rail engineers can analyse and extract actionable information both quickly and efficiently. This type of slick data collection and 3D asset modelling has facilitated three other advances designed to make life easier for rail asset managers, whether working under pandemic constraints or not. SMART TAMP – A REVOLUTIONARY APPROACH TO TAMPING Adopting a ‘design first’ approach to tamping, Fugro’s Smart Tamp solution aims to radically improve outcomes from tamping, the essential intervention that maintains track alignment to prevent derailments, reduce wear and tear on rolling stock, and achieve a smooth ride. Smart Tamp maintains an up-to-date model of the current geodetic track position for all track sections being monitored, including the relationship of track position to surrounding assets. First and foremost, this provides insights for

maintaining track geometry so that dynamic forces are reduced, with the goal of keeping maintenance costs down for track and train operators. Where sections are identified for maintenance, the geodetic model can provide the basis for the new track design, removing the need to send surveyors to track while also allowing the track alignment to be optimised. The approved track adjustments generated via virtual engineering can then be loaded into the tamper control system to improve the quality and efficiency of the track maintenance process. “The product of a UK government innovations initiative, Smart Tamp has been tested and shown to improve track alignment, removing longer wavelength defects which are often created over time by conventional maintenance tamping,” Jones said. “At its heart, it facilitates better design tamping by enabling the alignment to be optimized through the whole corridor, rather than just the section in need of tamping. Positional information can be passed to the tamper at increments ≥ of 1 metre, allowing the track to be positioned exactly where the design requires with no interpolation needed by the tamper. Three solutions with Fugro: smart tamps, twin tracks and vegetation control.

A Fugro RILA survey unit mounted on a train.

“This ensures that the best alignment is applied to create smoother transitions and curves for reduced wear and a more comfortable ride for passengers.” TWIN TRACKS – HARNESSING THE POWER OF THE DIGITAL TWIN Fugro’s RILA monitoring system provides a digital twin of the entire rail corridor giving rail managers accurate, up to date information to support robust decision making and help optimise railway operations and cost. The frequently updated high-quality data allows engineers to monitor essential infrastructure assets, detect changes, and avoid unplanned incidents by being in control of track data The RILA measurement system incorporates a 360° lidar scanner and a panoramic camera system to simultaneously acquire lidar data and imagery of the track and surrounding environment. The system is mounted on a locomotive and can survey vast areas of rail network, even a whole network within a month. With a highly accurate, immersive view of the track corridor – a so-called ‘digital twin’ – the video footage is positionally merged with processed point cloud data from Lidar. The Lidar data is analysed and categorised into feature classes such as rails, sleepers, vegetation, ground, and so on. Clearance information is also extracted and imported into the client’s software. Expanding the asset manager’s tools for remote viewing and decision-making, Track Twin assimilates and models data on the track centerline, overhead catenary, ballast profiles, signaling systems, cable runs, structures, and other parameters such as track distance, height, and stagger. This additional dimension of visual asset data helps with the following: • Vegetation management along the tracks and catenary systems to ensure trains can pass safely and maintain the accepted safety distance to specific parts of the catenary systems • Track maintenance to assess the need for ballast supplements before maintenance; for example, tamping operations, and to identify the locations of break- and edge-points and the

slope of the embankment in the ballast profile of the track from ditch to ditch • Identification of the overhead contact systems, extracting information from the lidar data on the location of the catenary masts, contact and catenary wires, return conductor and line feeder. Even the height of the contact wire over the track centerline is reported. The RILA ‘digital twin’ improves network safety in targeted and systemic ways. The visual model can help a client to detect objects within the rail corridor that conflict with the passing clearance of a train, offering the facility to perform clearance gauge mapping as the basis to planning remedial work. “Representing an up-to-date and accurate digital twin of the entire railway, it provides a robust, data-rich virtual picture as the basis for optimising railway operations, proactive decision-making, and improved engineering work,” Jones said. “By reducing the need for boots on the ballast, a digital twin enhances safety and removes risk with fewer field visits needed to plan, scope, and inspect.” VEGETATION CONTROL – VIRTUAL MANAGEMENT OF TRACKSIDE VEGETATION With the unpredictable impacts of climate change on the lineside environment, Fugro’s latest rail solution is Vegetation Control, a powerful tool to measure, monitor and manage trackside vegetation asset from the desktop. Lineside vegetation management uses risk assessment to support the safe running of railway networks with inspection works, management and maintenance operations being used to mitigate and control risks. The Vegetation Control application captures and automatically classifies lidar and image data to flag areas where vegetation is encroaching on the track or overhead line equipment (OLE), or where there is an imminent risk of danger. With the addition of aerial imagery, monitoring risks include the identification of individual trees of falling distance, that is, trees posing a risk to the safe operation of trains if they were to fall, and zones of vegetation encroachments. Risk locations also include areas with signs of damage to railway infrastructure and/or thirdparty assets, and areas of invasive vegetation and/or weeds. This provides asset managers with a tool that can help them monitor, plan, and implement appropriate vegetation management at the right time, while increasing efficiency, mitigating risk, and reducing operational costs. Using a highly automated algorithm to process data, Fugro’s Vegetation Control helps to identify risk locations such as sites where vegetation impacts on overhead line equipment, signal sightings, railway access, and positions of safety.

Improving safety and cost control with Vegetation Control Historically, the mapping of vegetation in rail management has been fraught with difficulty and limitations, from the constantly changing state of an organic feature to the risks of deploying survey personnel trackside. “With the use of live, precision imaging that constantly tracks and locates changes, it is now possible to create an objective inventory of vegetation and measurement of maintenance efforts without the need for workers on the tracks,” Jones said. “Data collection is frequent and costeffective, enabling predictive maintenance, strategic vegetation management, and consequent cost reduction. Rail managers can actively and accurately reduce or eliminate vegetation risk in compliance with local regulations while proactive maintenance prevents incidents, penalties, and possible damage to reputation.” Complemented by a range of track-bed investigations, geotechnical engineering and track engineering services, the Fugro RailData track environment geo-model supports all stages of the network life cycle. Multiple, cyclical surveys can be performed to gather data on key rail maintenance parameters without affecting train service and or needing any personnel or dedicated measurement machines on the track. By making the most of remote survey methods and virtual asset models, Fugro’s rail solutions offer clients an advanced level of asset insight collected with minimal impact on network services and reducing workplace risk. “COVID has now shown that this approach also provides significant operational resilience and business adaptability in the face of unprecedented events,” Jones said. ABOUT FUGRO Fugro is the world’s leading geo-data specialist, collecting and analysing comprehensive information about the Earth and the structures built upon it. Adopting an integrated approach that incorporates acquisition and analysis of Geo-data and related advice, Fugro provides solutions. With expertise in site characterisation and asset integrity, clients are supported in safe, sustainable and efficient design, construction and operation of their assets throughout the full life cycle. Employing about 9000 people in 61 countries, Fugro serves clients around the globe, predominantly in the energy and infrastructure industries, both offshore and onshore. In 2020, revenue amounted to EUR 1.4 billion. Fugro is listed on Euronext Amsterdam. Website: www.fugro.com

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Safety and Assurance

Smart upgrade for public information systems Providing information to the public across public spaces and transport hubs must ensure messages and important notifications are clearly and concisely conveyed. As society moves further into the future, inclusivity has taken on so much more meaning than simply accommodating members of society that do not fit the stereotypical norms. With public transport and infrastructure services, society has become aware of what it means to allow people of all abilities, languages, cultures, and creeds the freedom to feel as though they can travel with ease and comfort. People have the right to feel as though they can not only navigate a public transport system where they live, they also should have the ability to be enabled to find out information on services, be informed of safety messages and delays and clearly and concisely be conveyed important information. Equipped with this knowledge, Sydneybased technology systems integration company, tm stagetec systems, is showcasing the latest inclusive design development for public information display: a high quality fully integrated audio and visual system created by Smart pi. GET SMART Smart pi is an equipment manufacturer providing high-quality hardware and software for public information systems. Its innovative Smart pi ECOsystem offers more than just products and applications that communicate information to the general public. It’s a fully integrated smart public information environment, working as one seamless system across public spaces and transportation hubs of all sizes. INCLUSIVE DESIGN The fully modular Smart pi ECOsystem allows for specific options to be chosen by transport service providers. According to tm stagetec systems general manager, Mark Lownds, inclusive design in terms of the ECOsystem means that systems can be designed to keep in mind all people in a population. “The focus of inclusive design in this realm is on dissemination of public information easily and clearly to people that may be hearing

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Smart pi is a high quality fully integrated audio and visual public information system.

impaired or visually impaired,” he said. “Inclusive design can also allow other people who may consume information differently to select the most convenient way to understand information. “This may be residents or tourists who speak and read different languages, people with sensory differences who choose to travel with headphones on and many other people in between.” The Smart pi ECOsystem aim of inclusive design is to deliver the same content in multiple ways, allowing people to self-select the way that is simplest and most effective for them to receive it. This selection process should be easy and make people as independent and self-sufficient as possible. “The signage and wayfinding within the Smart pi ECOsystem is built with the understanding that as technology improves in the future, it will be able to be further incorporated into the ECOsystem once it is available,” Lownds said. The ECOsystem includes the Smart pi EYE (Digital Information/Signage System), with features including: • Real time text and the ability to convert any

live audio into text with google AI • Using Google AI means it is always at the leading edge of Voice to Text conversion • Ability to customise templates to show real time information and overlay real time text announcements for a pre-configured amount of time Also included is the Smart pi DVA (Digital Voice Announcement), DSP and MIC, which allows Smart pi NAM field hearing loop amplifier with delay and looped announcements and multilingual support. “The Smart pi ECOsystem has been designed to look, feel, and work as one. For example, the Smart pi DVA range can integrate with the Smart pi EYE to display the metadata of announcements being made on the visual displays as they are playing,” Lownds said. “With technology moving forward and changing so rapidly, keeping inclusivity as a priority in design can only further improve the lives of so many people and that is certainty something we aim to achieve at tm stagetec systems.” tm stagetec systems is the exclusive Australian distributor of the Smart pi ECOsystem.

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Safety and Assurance

Easy on the eye, and easy on the ear With STRAILastic’s sound protection systems, railway noise no longer needs to be a source of annoyance. While every person evaluates sound sources differently, “railway noise” has a relatively low tolerance threshold and can be particularly irritating. STRAILastic sound protection systems have been developed to protect people from unwanted railway sounds. The goal is to combat noise where it is generated, i.e. close to the rail. As STRAILastic Australia Managing Director Rod Pomroy says: “We can close our eyes – not our ears.” “STRAILastic sound protection systems can be installed without planning approval procedure and can be individually adapted to sites,” he said. “In addition to achieving a high level of noise reduction, they also give residents and passengers back their free view of the landscape. “Fight the noise where it is generated, close to the track. For this reason, we place our products as close as possible to the rail and the railway clearance whilst allowing maintenance work to continue. “Our mini sound walls capture the wheel rail noise within the rail corridor whilst our high noise absorbing sound protection products that do not have a separating effect on the landscape.” Pomroy said with the STRAILastic products, high noise barrier structures that were commonly installed are now a thing of the past. “The products can be installed very easily without planning approvals and they can be installed with sleeper extensions attached to the top of retaining walls or viaduct parapets or if required a simple mini pile foundation,” he said. “These vulcanised rubber moulded wall panels and rail web dampers are made from long life fibre-reinforced rubber, and are coated to make them UV ozone-and fire resistant. “There’s no material fatigue due to vibrations,

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we can deliver them quickly, and they can be installed on either or both sides of a track.” RAIL DAMPERS (A INOX) STRAILastic also produces the A inox 2.0 rail damper, which reduces the vibrations from the rail and the resulting sound emission through their adjusted material properties. “The rail damper consists of vulcanised virgin rubber with steel insert and stainless steel clamps for fastening,” Pomroy said. “Fastened in the rail web, it is not necessary to remove the rail damper for track maintenance.” SOUND PROTECTION WALLS (MSW) The mSW is a mini sound protection wall installed just barely outside the clearance area. There are two types: the msW390 just outside the kinematic envelope, or the slighter higher msW730 clear of the ballasted shoulder. Both can be fastened to the sleepers, typically with sleeper extensions which are bolted to the galvanised metal substructure. Gates can be installed in both mini sound walls for vehicle access, which also allows a quick disassembly for maintenance work. Experience has shown that about 30-40 metres of STRAILastic mSW can be installed per hour. “For major freight corridors , STRAILastic mSW 730, being a slightly higher noise barrier, covers the surface area of freight wagon wheels including the wheel’s brake shoe,” Pomroy said. STRAILastic mSW 730 can be fastened directly with ground screws (mini piles) or attached by sleeper extensions to both rails with an insulated, decoupled substructure, and is the first mini sound wall offered with the new highly absorbent acoustic surface is used. INFILL PANELS (IP) STRAILastic IP, or infill panel, provides sound insulation to existing corridors by attaching direct to viaduct structures, tops of retaining walls or direct to the bridge hand rails.

“Since its release in 2015, the fibre-reinforced infill panel has been playing to its strengths, especially on bridges and retaining walls in exposed locations,” Pomroy said. “In addition, it is possible to attach individually printed panels on the outside.” SOUND WALLS (SW) The new STRAILastic SW is a system that can be “placed almost anywhere”. “This is possible thanks to our patented manufacturing process and where the metal fastening is integrated into the moulded noise wall,” Pomroy said. TUNNEL AND WALL PANELS (TP, WP) STRAILastic TP was specially developed for use in tunnels. and can be produced in a sheet form, moulded to fit the tunnel wall or as a flat panel. They can be produced with their own self supporting galvanised steel frame if required. “The panels are attached directly to the tunnel wall with mounting rails, so users can replace individual panels at any time whilst resisting the extreme pressure and suction forces that arise in a tunnel,” Pomroy said. THE NEXT GENERATION The latest sound protection systems from STRAILastic will be equipped with the new generation of its absorbent acoustic surface. The basic material remains the durable and stable rubber compound, which has been used by STRAILastic for more than 50 years. The damping effect of the weight of the elements and properties of rubber are now complemented by this new high absorbent mat panel incorporated into the panels. SRAILastic is happy to work closely with clients and their acoustic consultants to develop specific site solutions. In more ways than one, with STRAILastic sound protection systems, users can be assured that rail tracks are easily gentle on their mind … and ears.

Our Fugro RILA solution offers a safer, faster and more affordable way to gather accurate, up-to-date rail infrastructure data and analysis, with limited disruption to service. Survey once - use many times.

Industry Associations

Australia’s supply chain path out of lockdown National planning and alignment are needed now to allow supply chain businesses to plan, adjust, and optimise their operations to continue to meet community needs. The last 18 months has taught us that early planning measures and national consistency are critical to minimising the impact on the supply chain. Industry needs a pragmatic and clear path forward from health officials to ensure that essential goods and services can continue to be delivered to increasingly expectant consumers. The inconsistent application of the national freight protocol and the understandably cautious approach by state health officials has had a big impact on supply chain organisations and their employees. They have managed to keep the economy moving despite a myriad of permits, rules, testing and vaccination requirements. As the vaccination rates increase across the country and state premiers publicise their intentions of lifting lockdowns, we need health departments to engage the industry and finalise their planning.

The on-going pandemic has seen the unsung heroes of the supply chain resiliently adapting to the ever-changing requirements to meet compliance demands, resulting in operational challenges, confusion, and frustration. By prioritising consultation and collaboration with industry, coupled with 18 months of experience and a considered risk management plan, the National Cabinet can put in place a clear and practical path out of lockdown that includes the critical supply chain network across Australia. The path could include creating a risk management profile in consultation with governments and industry, assisting to increase compliance whilst reducing administrative burden. As community and government risk appetite for opening the economy grows, alongside increase in community vaccination rates, risk management approaches need to also adapt. A national industry safety management

“Australia’s supply chain cannot weather large cohorts of the workforce being stood down in isolation as a result of being a close or casual contact exposure.” Brad Williams, ALC CEO As we’ve seen from international examples, “living with the virus” means there will be inevitable outbreaks that spread through the community into supply chain networks. While it is only some states declaring plans to reopen currently, similar approaches will undoubtedly be adopted in all jurisdictions across Australia in the coming months. This means that industry needs leadership from the National Cabinet process to avoid inconsistency, confusion, and further disruptions as we begin the journey to Covid-normal.

system could include: • ensuring freight and supply chain workers have completed appropriate inductions and training to ensure workers understand and follow COVID safe practices • promotion of vaccination to the workforce • regular COVID safe communications • use of government funded Rapid Antigen Testing where appropriate as a proactive measure to limit workplace transmission • workforce ‘bubbles’ and regular deep cleaning of premises.

Brad Williams, chief executive, Australian Logistics Council.

The path also needs to include a national approach to the management of close and casual contacts for fully vaccinated employees. Australia’s supply chain cannot weather large cohorts of the workforce being stood down in isolation as a result of being a close or casual contact. ALC suggests the path for vaccinated employees exposed to COVID positive contacts should be to isolate until a negative PCR test result is returned. However, they should not have to isolate for 14 days as per the current requirement in most jurisdictions. Government funded Rapid Antigen Testing could be administered as a replacement for isolating at the start of each shift, as a proactive measure. Finally, as more of the economy opens up, the requirement for permits for interstate and intrastate freight movements will need to be reconsidered. If a business has an approved COVID safe plan and adequate staff safety measures in place, this should remove this administrative requirement. National planning and alignment are needed now to allow supply chain businesses to plan, adjust, and optimise their operations to continue to meet community needs. Our path out of lockdown hinges on achieving a national and harmonised approach. Getting the path right will be a little bumpy but ultimately manageable. However, getting it wrong could mean a rocky road to freedom.

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Industry Associations

Rail freight strategy to lead focus on reform The Australasian Railway Association has launched its Rail Freight Action Plan, confirming its advocacy agenda to support greater use of rail freight. The freight sector’s essential work has never been more apparent than over the last two years. The importance of strong and sustainable supply chains were emphasised from the very start of the pandemic and has been crucial to meeting Australia and New Zealand’s needs as lockdowns and restrictions impacted us at different times. As we look to the future, our national freight task is set to grow significantly, rising 35 per cent from 2018 to 2040. Rail freight will have an essential part to play in this, with the ARA’s Value of Rail Report released last year confirming rail will be responsible for facilitating three quarters of new demand in the current decade. However, the sector continues to face persistent challenges that must be addressed if we are to meet this growing demand safely, sustainably and efficiently. The ARA released its Rail Freight Action Plan in September to help address those challenges and set a clear agenda to support greater use of rail in the sector. The plan was developed following extensive consultation with industry stakeholders from within and beyond the ARA’s membership. This process was a highly productive one, providing an opportunity to understand the issues the industry is facing from people working across the rail freight supply chain. Their feedback highlighted the industry’s commitment to supporting the nation’s growth and to delivering value to freight customers and consumers. It also identified a number of key themes that must be considered as the industry seeks to meet this need. The resulting actions outlined in the Rail Freight Action Plan seek to improve the regulatory environment, promote investment in rail as an essential service

and increase rail freight’s modal share. It confirms clear actions to be delivered over the next year in support of these goals. Achieving competitive neutrality remains a focus for the industry to make sure all modes of transport can compete on a level playing field. The ARA has established a working group to identify areas where competitive inequality exists between different freight modes, and the steps that must be taken to address these issues, in response to this feedback. We have also established a working group on regulation and interoperability to identify the current challenges impacting rail freight efficiency and productivity and make the case for regulatory reform to support improved outcomes for the sector. This work will seek to find solutions to help address differences in the regulatory landscape across federal and state levels to ensure we can maximise the benefits of our national freight network. A key part of this work will be an analysis of the existing National Heavy Vehicle Regulator (NHVR) model governing road freight that is already underway. The analysis will compare the NHVR model to the regulatory environment for rail at both federal and state levels. Further research on rail freight productivity is also underway to inform the working group’s efforts. Achieving modal shift is also a critical issue that must be addressed and will be explored further through another new working group. Rail accounts for about 56 per cent of the national freight task, but will need to meet the majority of the growth in demand that is to come in future years. Making the best use of all modes of transport will ensure we can best meet our future freight needs, and will invariably require greater use of rail.

Caroline Wilkie, chief executive, Australasian Railway Association.

The working group will define the key measures that will support greater use of rail, including the consideration of mode shift incentive schemes. Beyond the establishment of these working groups, the Rail Freight Action Plan details a comprehensive agenda to support the growth of the rail freight sector. The development of a rail freight infrastructure priorities pipeline will be one of these actions, to provide greater visibility of the development of the network to promote connectivity and efficiency to meet growing demand. Further research on the sustainability benefits rail freight has to offer will also be pursued, as part of the industry’s commitment to ensuring sustainable transport networks for our future. It is well known that greater use of rail can deliver clear sustainability benefits. Rail freight generates 16 times less carbon pollution and 92 per cent less PM10 emissions than road. Greater use of rail also reduces road accident costs and supports significant benefits in the community. Championing the value of rail freight to the community, and the important contribution rail can make to our path towards net zero, will remain a focus as the Rail Freight Action Plan is implemented. With work already underway to deliver on the key actions identified as part of the Plan, it has been good to see the strong support from industry and our stakeholders to engage on these issues. We look forward to sharing our progress in the year ahead.

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Contracts, EOIs, Tenders NEW SOUTH WALES Mariyung fleet expansion

Managing Director Jason Spears said the business’ extensive regional experience would be used to ensure that opportunities for local suppliers are maximised and that jobs for local workers are created. The civil works involved include about 306 kilometres of new track formation comprising bulk earthworks, drainage, bridge/ viaduct structures, materials and logistics management.

CIMIC Group company UGL, as a member of the RailConnect NSW joint venture, has been awarded a contract extension by Transport for NSW to increase the size of the Mariyung Fleet, and install an additional transformer at the maintenance facility at Kangy Angy on the NSW Central Coast. The contract extension will generate revenue to UGL of more than $100 million. RailConnect, which was selected to deliver the Mariyung Fleet in 2016, will now build and maintain an additional 56 passenger cars, increasing the total New Intercity Fleet to 610 carriages. RailConnect has been delivering the fleet progressively since 2020. The joint venture commenced maintenance and asset management services to the fleet on delivery of the first train in December 2020 and will continue to provide maintenance and asset management services for a period of 15 years. The New Intercity Fleet project will replace trains carrying customers from Sydney to the Central Coast, Newcastle, the Blue Mountains and South Coast. The fleet of double deck trains will offer long distance customers a more enjoyable travelling experience, providing comfortable seating, improved accessibility, and enhanced commuter amenities, including Wi-Fi.

VICTORIA Port of Melbourne rail transformation The Port of Melbourne is a step closer to implementing a critical rail solution to meet the needs of a growing port, having awarded the construction contract to move ahead with the Port Rail Transformation Project (PRTP). The PRTP will enable more containers to be moved by rail more efficiently, by-passing roads in inner Melbourne. The project will increase rail terminal capacity and improve rail terminal operations. Chief Executive Officer Brendan Bourke said port volumes continue to grow. “We are responding to that growth by developing innovative and sustainable solutions to improve rail usage at the port, and also the added benefit of increased connectivity for a more efficient and effective port supply chain,” he said. “We have engaged Seymour White Constructions to be our key delivery partner on the rail project.” The PRTP involves the development and construction of a new rail terminal interfacing with the Swanson Dock East International Container Terminal. The rail terminal will include two new sidings that can handle 600 linear meter long trains and will interface with the Patrick international container terminal. Common user rail infrastructure will also be upgraded. A new road to facilitate an uninterrupted connection for movement of containers between the new rail terminal and the wider Swanson Dock precinct will also be constructed. The project forms part of the Port of Melbourne’s 2050 Port Development Strategy, defining critical infrastructure programs needed to support the economic growth of Victoria and aiming for a completion date in mid-2023.

Narrabri to Narromine contract The Australian Rail Track Corporation has selected the ACACPB Joint Venture — a 50-50 joint venture formed by CIMIC Group’s CPB Contractors and ACCIONA Construction Australia under a Collaborative Framework Agreement — for the planning and development of civil works between Narrabri and Narromine. CIMIC Group Executive Chairman and Chief Executive Officer Juan Santamaria said the company was proud to contribute to the significant project – “creating an asset for generations to come, cost-effectively, safely and collaboratively”. CPB Contractors

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QUEENSLAND Brisbane-based JV for Inland Rail The Australian Rail Track Corporation (ARTC) has taken another step towards construction of

Inland Rail in Queensland with the signing of an agreement with a Brisbane-based joint venture. The BHQ joint venture (BHQ JV), comprising Bielby Holdings, JF Hull Holdings, and QH&M Birt, has entered into a collaborative framework agreement with ARTC for the Northern Civil Works Program. ARTC Inland Rail Interim Chief Executive Rebecca Pickering said the announcement was the culmination of months of work by ARTC, and will support hundreds of jobs in Queensland. “Inland Rail is a fast freight backbone that will transform how goods are moved around Australia – it’s also a catalyst for regional employment and economic opportunity,” Pickering said. “Queensland stands to benefit significantly from Inland Rail, with about two-thirds of the total project expenditure allocated for Queensland, and more than 11,800 jobs expected at the peak in 2023-24. “We’ve already committed contracts to over 630 businesses in Queensland worth over $1.5 billion, and this agreement will bring even more stimulus to the state as it recovers from the economic impacts of the pandemic.” Pickering said the appointment of a civil works proponent in parallel with environmental planning approvals will allow local businesses to hit the ground running when formal approval is given. “Major construction will not start until statutory approvals have been received from the Queensland and Australian governments, but with the appointment of a preferred proponent now tells local businesses to get ‘Inland Rail ready’ and start talking with BHQ JV about what the future looks like,” she said. “This is an extensive program of civil works with more than 160km of rail corridor within the Border to Gowrie section of Inland Rail, including more than 30 bridges spanning over 11km, more than 900 concrete culvert cells and the use of over 200 pieces of machinery. “We will also need a large local workforce to support this part of the project with an estimated 950 workers needed at the peak of construction. BHQ will initially be working with ARTC to review reference design and develop construction plans and methodologies ahead of the development of a fully costed proposal for the first of the works packages next year. “BHQ JV will now be seeking partnerships with businesses and skilled operators that can support project delivery such as transport operators, fencing, quarries, earthworks and electrical companies.”

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Rail Express November 21

Articles inside

ALC: The path out of lockdown

The latest in rail projects around Australia

STRAILastic products easy on eye and ear

Fugro geo-data innovation provides asset insights

The staying power of Speno

Thales makes positive progress in pandemic

CHK on the right track

Loram: 60 years of service in Australia

From the Editor

Digital train control with GHD

Systematiq moves rail projects forward

No compromise on quality for Mackay