Rail Director December 2021 by RBD Media

December 2021

EXCLUSIVELY FOR RAIL INDUSTRY LEADERS December 2021

Derek Butcher Management of Victorian earthworks Helen Wylde Persuading passengers to make switch to rail from air Jane Cole Setting the bar for convenient, sustainable transport Chris Leech and Louise McNally Giving young people a platform to be safe

TIM ROBINSON

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Embracing digitisation – survival is at stake

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Introduction

Keeping the network moving W

elcome to the latest edition of Rail Director. Winter has certainly arrived. The de-icer is out for the car windscreen and the winter coat is in daily use. But I realise that I have it comparatively easy, and these freezing temperatures make me think of those on the frontline in the rail industry, working in all weathers to keep the network moving. I have absolute admiration for the work they are doing all year, but particularly now when the hours of darkness grow ever longer and it is often wet, and constantly cold. A lot has happened since my last editorial in November’s edition. As the saying goes, you wait ages for a bus and then two come along at once. It has very much been like that when it comes to government announcements about the railways with both the Integrated Rail Plan (IRP) and Union Connectivity Review released just over a week apart. Looking particularly at the IRP, and on the face of it the £96 billion of investment in the rail network is much needed, with the government saying the plan also means improvements will be made earlier. But, as with all things, the devil is in the detail, and in this case the detail includes no eastern leg of HS2 beyond East Midlands Parkway and the scaling back of Northern Powerhouse Rail. You can read more detail and the industry reaction on the IRP, as well as the recommendations from Sir Peter Hendy’s Union Connectivity Review, in this month’s Rail Director. This month’s magazine also includes special articles on the recent COP26 and a feature with Derek Butcher, Route Asset Manager at Network Rail, who discusses the issues the railway faces when it comes to earthworks. As always, I’d really like to thank everyone who

has contributed to the latest edition, from those who have put their trust in us to showcase their services and products through to those who have taken the time to speak to our editorial team. Alongside Derek, we have some very interesting features with the likes of the new Managing Director at Hull Trains David Gibson, Blackpool Transport’s Managing Director Jane Cole, Founder of Doddle Tim Robinson, and Helen Wylde the Managing Director of the new Lumo travel service owned by FirstGroup. Away from the magazine and there’s a lot of exciting developments happening at the Business Daily Group. I am particularly delighted about the progress being made with the RBD Community. As I write this, we are about to hold the group’s first networking event. Taking place in early December, a whole host of high-profile speakers will discuss accessibility and stations. You will be able to read about it in the January edition of the magazine. I hope this edition of Rail Director brings some seasonal cheer and that you, your colleagues and your families have a merry Christmas and a very happy, successful and prosperous New Year. As always, I welcome any feedback and hope that I and the rest of the railbusinessdaily team can help you to tell your story and prosper in the future. Best wishes,

Da vid David McLoughlin Chief Executive Business Daily Group (incorporating: RBD Publications and railbusinessdaily.com)

I am particularly delighted about the progress being made with the RBD Community When you have finished reading this issue of Rail Director, please pass it to colleagues to enjoy or put it in your reception area.

Rail Director magazine is part of the Business Daily Group of companies, which includes the hugely popular railbusinessdaily.com. We deliver more than 70 stories a week to +50,000 rail industry professionals who now subscribe to our 7am daily newsletter. Please subscribe and encourage your colleagues and team members to do the same. It’s free and it’s easy: www.railbusinessdaily.com. This is the very best way to keep abreast of what is happening on Britain’s railways. There is a digital copy of Rail Director on our website.

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December 2021 | 3

Contents

Embracing digitisation – survival is at stake

Tim Robinson, Founder of Doddle and former Managing Director at Network Rail, discusses the future of rail and what lessons can be learned from e-commerce

Increasing the pace of change

Atkins’ Assistant Civil Engineer Thevani Ravindran on her personal journey as a member of the EDI Charter Working Group

Transforming Euston for HS2

News 8

Paul Bigland visits Euston station for a tour and update on the largest real-estate development in the capital

Blackpool Tramway recognised on a global scale for its efforts

Management of Victorian earthworks

Blackpool Transport Managing Director Jane Cole on setting the bar for convenient, sustainable transport in the UK

Electric experience kinder to passengers 14 and the planet Environmentally sound Lumo attempts to persuade passengers to make the switch to rail from air for travel between London and Edinburgh

Operational cyber security – the future is digital

Emma Taylor, Head of Digital Safety at RazorSecure, writes about the importance of cyber security

Delivering the basics brilliantly

Arriva Rail London’s new Customer Experience Director Charlotte Whitfield on going the extra mile to increase passenger confidence

Giving young people a platform to be safe around the railway

RSSB’s Chris Leech MBE and Network Rail’s Louise McNally discuss a collaboration with the movement keeping young people safer

£96 billion investment to improve the rail network – but HS2 falls short

Editor Nigel Wordsworth nigel@rbdpublications.com

Specialist trains help deliver improvements for Network Rail

Writers Danny Longhorn Dave Windass

Rail Director visits Wadhurst to meet the team trying to put a stop to an endless roundabout of slips and fixes

Network Rail has delivered improvements to the ‘Heart of Wessex’ line, between Dorset and Wiltshire

A return journey to excellence

Print Manager Dan Clark

COP26: Making the case for rail

Distribution Manager Rachael Dean

Leading the charge

Trial operations underway ahead of Elizabeth line opening next year

Arriva Group signs six-year contract for Chiltern Railways services

Paul Bigland was in Glasgow for the global climate summit, joined by much of the UK rail industry

After wowing delegates at COP26, Vivarail’s battery powered train provides a tangible alternative power option for UK rail

Advertising Team Christian Wiles – chris@rbdpublications.com Freddie Neal – freddie@rbdpublications.com Elliot Gates – elliot@rbdpublications.com Amy Hudson – amy@rbdpublications.com Published by RBD Publications Ltd., Suite 37, Philpot House, Station Road, Rayleigh, Essex, SS6 7HH.

MD Richard Allan is determined to modernise Chiltern to ensure it is fit to meet the challenges of the future

HS2 starts up first Midlands tunnelling machine

The first tunnel boring machine on the Midlands section of HS2 has now begun its one-mile journey

New trains for Transport for Wales

Providing a platform to export

International News

Movers and Shakers

Exporting overseas has been made easier with Transport for London, Network Rail and HS2 reference scheme

Designer/Production Editor Chris Cassidy

Hull Trains’ MD David Gibson on the challenges faced by the open access operator powered up by its new Paragon fleet

The review looked at transport projects that could improve connectivity, as well as assesses their feasibility and identify their potential impact on economic growth

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Slipping into a more comfortable solution 48

More than 150 scenarios will be carried out over the coming months in the final phase of the programme

The Integrated Rail Plan has been revealed – Rail Director looks at the investments being made and the reaction from the industry

Union Connectivity Review: What it means to the railways

Derek Butcher, Route Asset Manager at Network Rail, discusses the issues the railway faces with earthworks

TfW is investing £800 million in new trains for the Wales and Borders network

The Railtex/Infrarail 2021 Show Review is now available to read online!

Printed by Stephens & George © 2021 All rights reserved. Reproduction of the contents of this magazine in any manner whatsoever is prohibited without prior consent from the publisher. For subscription enquiries and to make sure you get your copy of RailDirector please ring 0800 046 7320 or email subscriptions@rbdpublications.com The views expressed in the articles reflect the author’s opinions and do not necessarily reflect the views of the publisher and editor. The published material, adverts, editorials and all other content is published in good faith.

Rail Director’s first ever supplement looks at the highlights from this three-day event and takes a look at some of its exhibitors. Read the supplement online at: tinyurl.com/2p96da92

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Embracing digitisation – survival is at stake

Tim Robinson, Founder of Doddle and former Managing Director at Network Rail, discusses the future of rail and what lessons can be learned from e-commerce

he common perception of the digital railway is that it will bring about major transformations in terms of operational efficiency, sustainability and customer satisfaction. While, generally speaking, that’’s not a perception to argue with, in these exciting times for the industry the focus is on the big players of UK rail leading the charge and on infrastructure as being the main playground. Yet, as digital technologies are adopted by UK rail, it is clear that every rail business, whatever its size, needs to embrace digitisation. Without a doubt, businesses rooted in analogue practices don’t have a choice – survival is at stake and they will have to adapt if they are to be able to operate in a digitally enabled industry. “If you look at the global e-commerce market, it continues to grow at a staggering pace, and is taking noticeable market share in the most complex of geographies and societies,” said Tim Robinson, Founder of e-commerce logistics technology specialist Doddle. A certain point of view Since 2014, Tim has grown Doddle into a multinational player in the digitally centred world of e-commerce logistics with customers ranging from Amazon to Australia Post. This experience has given Tim a sharp perspective on what rail could learn from an adjacent logistics vertical.

“I am convinced that this is possible due to one key principle that plays out in the sector day to day – digital systems integration. “The Amazon.com ecosystem is a classic example – the Amazon site is in itself a transparent marketplace where data is shared between consumer, advertiser, retailer, product

owner, parcel carrier, and payment provider. We all see those critical packets of data that refer specifically to our role in the supply chain as each transaction is happening. Amazon doesn’t hoard that data, it makes it available quickly and reliably but in turn it expects us all to deliver for its customers.

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December 2021 | 5

FTe e ac h t unroel o g y

“If you think about that big shift in retail to e-commerce, systems integration right through the supply chain has been critical in allowing a very wide and complex industry and eco-system to fulfil its potential and give consumers what they want.” In contrast, when looking for existing examples of good practice within rail, Tim, who has more than 25 years’ experience in the UK transport and logistics sector, struggled to find much. “I would be exaggerating if I said that there weren’t any examples of supply chain systems integration in the rail sector and there are some really good businesses building and licensing digital applications that could be used more broadly throughout the industry, but these instances are few and far between, particularly when you drop below the £1 billion top tier businesses, and more importantly the vast majority of critical interactions between parties in the supply chain are still planned, communicated and supported by manual processes,” said the former regional Managing Director at Network Rail and former board member of GB Railfreight. Finding the right partner Throughout 2019 Tim had been working with a rail business that while growing impressively had found itself with both a capacity and efficiency challenge and, when looking to find a partner that could come in and automate some of the businesses’s repeat processes, integrate systems to ensure planning accuracy and reliability, and ultimately add capacity to time-starved teams, quickly realised that few tech companies operated in that space. Large software companies that served rail were not in short supply, but these big players were not interested in bringing about relatively small scale and low-cost improvements, despite the ambitions of the business involved. So Tim took this challenge to Chris Wilkins, the founder and CEO of Dynamic Technologies – an experienced builder of global technology businesses which was looking to take DT’s technology expertise and market leading products to new industries – the two realised what needed to be done, and DigiRail was born. Tim, now the Chair of DigiRail, said: “The conclusion both myself and Chris drew was that there was clearly a big opportunity for a business to enter the market that specialised in rail, a business that had rail people at the front of it, that understood the various rail operating models and was clear on what is possible when it comes to transforming tasks, workflows and relationships.” 6 | December 2021

DigiRail is a subsidiary of South Africaheadquartered DVT (itself a subsidiary of Chris Wilkins’ Dynamic Technologies Group). “We look to support rail companies that are keen to improve their performance in areas such as customer engagement; planning and resourcing; enabling colleagues and asset management. In each of these areas our industry continues to rely heavily on manual processes and fragmented packets of data,” he said.

There was clearly a big opportunity for a business to enter the market that specialised in rail Articulating the benefits of digitisation can be a key first challenge to overcome – not least because the word, and its variants, means different things to different people. “There are layers of digitisation and it is difficult to find the right phraseology,” he added, “but as a business we talk about digitising the details. What we are looking for is really definable projects where we can deploy the right teams and the right people and start that journey for these businesses or accelerate an existing digital journey.” “If I were to describe digitisation, for an organisation like Network Rail that would be heavily anchored around signalling and asset monitoring,” Tim said.

“Whereas for a regional maintenance provider, for example, a business looking after overhead lines, digitisation can be as transformational to its business from a capacity perspective, but what it probably means in practice is automating some planning and adopting digital tools to enable its workforce to become more efficient and productive. A new mindset He added: “Effective deployment of these beneficial technologies requires an internal champion within a business or organisation, someone who has a digital remit or in a leadership role that can understand the potential for digitisation and automation within their own environment. “It’s rare that we go in and there’s a clear road map of what a business wants, although TOCS and FOCs and larger engineering businesses will have directors of digital and will already be thinking about that road map of transformation. “The first phase of engagement involves us sitting with a core client team to identify business needs and opportunities. Tom Clare, our managing director and a rail enthusiast, along with his team of business analysts embed themselves in the client environment, working with client teams to select priorities. “Ultimately, they have to own this change. We want clients to make their own decisions as part of the process. The key to this agile execution is to have the client engaged at all times. One of the benefits of this approach is that we get lots of opportunities to test what we’re building for the client, to make sure it delivers what is expected.” railbusinessdaily.com

Te c h n o l o g y

successful moves to digitisation, automation and important cultural changes. “So much of this is about cultural shift,” said Tim. “Coming to the market when all of our clients had to quickly get used to working remotely was a positive. There’s no getting away from the fact that we are trying to win hearts and minds around digitisation and giving clients the confidence to commit to change.

“At a high level DigiRail deals in data, systems integration and automation. If you get that right, if your operation can deal in those three areas at the right level and at the right time, you will ultimately build capacity and efficiency,” added Tim. “Importantly, all of this allows you to deliver tasks right the first time, which is critical in business. Once you build a culture of automation – such as automating day-to-day tasks – you’ll find other tasks to automate, you’ll look to eradicate inefficient ways of working.

The business has got off to a great start and there’s a good pipeline of work

Digital backbone “As a rail organisation or business, if you have a strong digital backbone and systems architecture, your own internal systems talk to each other and you can share information, you’re going to be easy to work with going forward and really easy to innovate with in and around your business. “The more your supply chain becomes digitally savvy, the more your customers will turn to you because they’ll see you as “the easy guys to work with”. The businesses that are connected from a systems perspective will be the most popular and will be the businesses that thrive.”

Working with DVT means that DigiRail has access to more than 1,000 engineers with different specialisms, and a host of project and product managers to support clients. DigiRail has ring-fenced, dedicated DVT resources at its disposal. Clients receive ongoing support and, via various technology tools, data monitoring to ensure that data flows accurately. Coming to market in 2019, just ahead of a global pandemic, has brought its own challenges, although the shift to remote working hasn’t hampered DigiRail’s efforts to play its part in helping businesses make

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A bright future “The business has got off to a great start and there’s a good pipeline of work. There will be more opportunities to spend time with clients in their own environments now, which is an exciting prospect. We’re focused on executing what we do well, delivering and being transparent about what we bring to a business.” He concluded: “While the future is not all about digitisation, it will play very big part in giving this transforming industry its new shape and make a major contribution to its success. The sensible deployment of digital technology, and enabling businesses to change, will realise the potential of digitisation to transform the industry.”

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December 2021 | 7

News

£8.3 million upgrade doubles freight capacity to Port of Liverpool

he final works on the £8.3 million Bootle branch rail line upgrade have been completed, doubling the freight train capacity to and from the Port of Liverpool. Funded by the Department for Transport, the upgrade allows up to two freight trains an hour in each direction, meaning more trains will be able to deliver vital goods to and from the port for import and export, meeting predicted demand for rail freight for the coming decades. Work on the track along the Bootle line has been a longterm project, and it reopened to freight traffic in September 2021. The upgrade is now alleviating pressure on the pinch point between the West Coast main line and the Port of Liverpool by doubling the previous 400-metre section of single track. David Huck, Managing Director, Peel Ports, said: “This is truly transformational news for the Port of Liverpool and for the future of sustainable supply chains. The new rail line upgrade enables even more choice and connectivity for customers by providing four departures per day from the container terminal. This is in addition to our long-standing bulk rail services. “We can now reach the central belt of Scotland as well as East and West Midland destinations with ease. Combined with our significant investments in infrastructure, our people, processes and technology, the news further strengthens the proposition for Liverpool as a strong, viable alternative location to southern ports.” 8 | December 2021

Alstom and Eversholt Rail unite for new hydrogen train fleet A

new co-operation agreement has been signed between Alstom and Eversholt Rail to provide an initial fleet of 10 new hydrogen trains for the UK. The two companies have agreed to work together, sharing technical and commercial information necessary for Alstom to design, build, commission and support a fleet of 10 three-car hydrogen multiple units (HMUs). These will be built by Alstom in Britain and will be based on the latest evolution of the Alstom Aventra platform, with the intention that final contracts for the fleet will be signed in early 2022. Nick Crossfield, Alstom’s Managing Director, UK and Ireland, said: “Rail is already the

lowest emission transport mode, but we can do even more, and I am delighted that we have concluded this agreement with our friends at Eversholt Rail which will lead to Britain’s first ever fleet of new hydrogen trains.” Mary Kenny, Eversholt Rail’s Chief Executive Officer, said: “It

is important that we start sooner rather than later to decarbonise UK rail if we are to meet the 2050 net zero target. Hydrogen propulsion will play an important role, and this project with Alstom will demonstrate how the private sector can work together to make a difference.”

Thousands of people take part in Rail Wellbeing Live M

ore than 16,000 people from across rail took part in Rail Wellbeing Live – the industry’s biggest health and wellbeing event. The event, organised by the Rail Wellbeing Alliance, aims to bring the rail industry together and connect with industry and highprofile speakers to gain insight into tackling a wide range of health and wellbeing issues. The speakers included television presenter Fearne Cotton, SAS: Who Dares Wins star Jason Fox, Olympic swimmer Rebecca Adlington, and former footballer and pundit Paul Merson. John Halsall, Chair of the Rail Wellbeing Alliance and Managing Director for Network Rail’s Southern region, said: “I’m

really proud of how Rail Wellbeing Live has evolved into such a large industry event that encourages everyone to share and talk about issues relating to health and

wellbeing. I’d like to thank everyone who supported the event and for being part of our mission to make the rail industry a healthier and happier place.” railbusinessdaily.com

I n sFue raat nu cr e

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What is the latest on the Professional Indemnity insurance market? S

ince mid-2018, the Professional Indemnity (PI) insurance market has seen narrowing coverage and increasing costs for placements and renewals. As a result, some businesses are struggling to obtain economically viable insurance terms. The recent problems of rising prices and reductions in cover have largely stemmed from previously ‘soft’ market conditions when capacity outweighed demand. A lack of underwriting discipline as insurers jostled for market share, coupled with inadequate claim forecasting, saw the market lose money – £435 million between 2011 and 2016. In 2017, Lloyd’s of London paid over £272 million in non-US architects’ and engineers’ PI claims while taking in just £170 million of premiums. That same year, the Grenfell Tower tragedy added a further (estimated) £1 billion of new cladding-related claims to the PI market. A Lloyd’s underwriting review, which highlighted financial services, architects, engineering and general construction as areas of specific concern,

led to big changes in insurers’ underwriting strategies – some stopped writing business altogether while others increased rates and cut their capacity by half, from £5 million to £2.5 million, forcing policyholders to engage multiple insurers when in need of higher limits, all at additional cost. After two to three years of rising PI prices, the worst seems to be over with current rate increases typically ‘only’ 10-20 per cent in the mainstream PI market, but it is still difficult to get cover at reasonable terms, particularly for those involved in structural engineering, embankment reinforcement, bridge design and soil pinning. Mainstream PI insurers remain very cautious about rail and look to limit their exposure by restricting policy coverage to rectification costs only, stripping out cover for consequential losses and other critical exposures. It is therefore essential for railway companies to get good advice about the quality of the cover they are buying and how it would react to the contractual liability they face from their customers. To combat these problems, Jobson James

Tim Smith, Cert CII, NEBOSH Client Director - Rail Rail developed a new risk management-led approach which has given clients comparatively stable pricing with no rate increases in 2018, 2019 and none expected in 2022, for cases that have had no claims. So, while the main PI market is still experiencing difficulties, we have been able to protect our clients from the worst of these problems. Tel: 0121 452 8741 Mobile: 07493 868305 Email: tim.smith@jjrail.co.uk

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Infrastructure

Blackpool Tramway recognised on a global scale for its efforts Blackpool Transport Managing Director Jane Cole on setting the bar for convenient, sustainable transport in the UK

ecently, there were celebrations in the Blackpool Transport offices. Conductors walked the seaside trams with an extra spring in their step and drivers smiled even more broadly at embarking customers. The reason? Blackpool Tramways had clinched an international accolade following one of the most difficult times for the rail industry, winning the Most Improved System category at the Global Light Rail Awards. “It was amazing,” said Blackpool Transport Managing Director Jane Cole. “It felt as though everything we’ve done and had created value in for our customers had finally been recognised. Ultimately, I think this reward is for the staff – it’s recognition of the hard work that they put in. “I’m really proud,” she added. “And I’m sure the team is proud too. I’ve got the best job in the world, and I’m really excited about the future.” However, making the strides necessary to achieve this level of excellence and improvement had not been easy. If ever there was a difficult time to earn an award, 2020 was it. 136-year service Established in 1885, the service had endured many difficult times, including the financial hit of package holidays pulling people overseas, but COVID-19 lockdowns posed a unique challenge to businesses everywhere as most people remained behind closed doors. And yet the Blackpool Tramway rose to the challenge, playing its part in the community during the worst, and then helping it rise during recovery. “During the height of the COVID-19 pandemic it was touch and go whether or not we’d keep the tramway going, as we have a bus service that runs along the promenade,” Jane said. “But the tramway really came into its own. It was used by locals as an essential commuter belt, and provided a lifeline when everything was under lockdown as people migrated to places where they could walk and get fresh air. “During this time, we brought back our refurbished heritage ‘balloon’ trams to drive up capacity, in addition to our 18 Bombardier light rail vehicles. 10 | December 2021

“The reason we’ve been able to keep social distancing, and we’ve been able to carry so many people, is that we went that extra mile – making sure we put more resources out there.

The tramway really came into its own. It was used by locals as an essential commuter belt, and provided a lifeline when everything was under lockdown “When restrictions were lifted, it excelled itself – lots of visitors have been coming here for day trips and staycation holidays. It’s the most convenient way to get along the prom, along the 11 miles where it runs, and it’s scenic. It’s just great to travel on, fully accessible and no hassle.

“But, at the heart of everything, I believe our staff are what made the award happen – by being there and giving a great service. “For example, tramways generally don’t have conductors. Here in Blackpool, you see them providing a fantastic level of customer service, carrying out fare collection or offering contactless payment, which was introduced in October this year. It’s been exceptionally busy – at one point 126 per cent of 2019 figures – and yet our people more than rose to that challenge.” Train and tram leader Jane, who led the teams during the pandemic, is the only woman in the UK to head a service comprising both buses and trams. She arrived in 2014, the most recent stage in a career which has included leadership roles at Virgin Trains and earlier British Rail. On taking the position, she said the trams were serving about 3.5 million customers, and since then have enjoyed a resurgence, with numbers rising to the current 5.4 million. railbusinessdaily.com

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The service has regularly got the appreciation of customers in surveys, with an average approval rating exceeding 90 per cent. But, even after gaining an international accolade, there is more Jane and Blackpool Transport want to do. Transformation Next year sees one of the biggest changes to the network since it was built; a new extension will run down Talbot Road, which lies close to the centre of the main tram route, and will extend, crucially, to one of the resort’s main train hubs, Blackpool North Station. “We’ll have a 20-minute service running from the train station every day that can take people either north or south of the resort, and it’ll connect into train services arriving at the station,” Jane said. “This will provide travellers with an opportunity for people to use public transport throughout their visit, from start to finish. “It will play a big contribution towards net zero. Our message is you don’t need to bring your car to Blackpool anymore. This will result in more people walking through the town’s shops and businesses, as well as contributing to efforts to halt climate change. “It’ll be a fully integrated model. You will be able to get buses from the train station as well to take you straight to destinations that aren’t covered by the trams on the promenade. That means you can go and visit Stanley Park and the other places that aren’t on the promenade but are great to see when you come here.” This game-changing expansion is due next summer. Jane’s vision is not just to recapture the resort’s heyday but to surpass it, serving a generation that will be public transport-savvy and keen to take a staycation over cheap travel abroad.

12 | December 2021

Our message is you don’t need to bring your car to Blackpool anymore “From Starr Gate in the south, and Fleetwood in the North, you could continue those lines to create a loop that links with Preston, either by tram or tram-train travel,” Jane said. “This would create a seamless interchange opportunity for the whole region, and allow travellers to easily visit beautiful areas such as Lytham St Annes.” She said strategies to account for the forthcoming net zero world include a convenient and well-placed park-and-ride system.

“Electric cars are going to be fine, but we need to make sure that we’re looking at places where people can park in large numbers and they don’t congest the town to the point we can’t get public transport around.” All these plans and aspirations are drawn up with the customer in mind – something Jane hopes will help set a positive example for an industry gearing up for Great British Railways and its customer-focused aims. “People are only going to give up their cars if you provide a seamless and timely alternative,” she said. “Something that compares favourably with having to get in your car, drive down a busy motorway, and then be faced with the hassle of finding somewhere to park. Public transport needs to drop you near your destination. So, to me, if we start looking now at what’s achievable here in Blackpool, and we replicate that in different parts of the country, the journey to net zero is going to be a lot quicker.”

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Innovation

Electric experience kinder to passengers and the planet Environmentally sound Lumo attempts to persuade passengers to make the switch to rail from air for travel between London and Edinburgh

umo, the new travel service owned by FirstGroup, commenced its wholly electric rail service on the East Coast main line between London and Edinburgh at the end of October 2021. On the first weekend of launch, additional trains had to be added due to demand. Service frequency is planned to increase to 10 services per day by early 2022. Lumo has seen an investment of £15 million on digital and IT infrastructure and £100 million on the manufacture and maintenance of five brand new state-of-the-art Hitachi AT300 intercity electric trains. The service has been launched in a bid to encourage greener and more affordable travel between the capitals, while also calling at Stevenage, Newcastle and Morpeth, and to provide an alternative to polluting domestic flights by improving regional connectivity and offering alternatives to Newcastle and Luton airports. Lumo will provide low-carbon, affordable long-distance travel for over one million passengers a year and aims to be ‘greenest in class’. More than 74,500 passengers currently fly between Edinburgh and London each month. In addition, Lumo intends to revolutionise travel by train for passengers, by providing an on-board experience that is comfortable and also addresses the anxiety that many passengers feel, taking innovative approaches to their wellbeing, on-board catering and offering affordable fares. Some 60 per cent of all single fares will be available at a cost of £30 or less. Industry game-changer While it is early days, Lumo’s Managing Director Helen Wylde feels that the new service will shake up the industry. “Lumo is focused on providing an alternative to flying and driving,” said Helen. “56 per cent of all domestic flights in the UK, pre-COVID, were between London and Edinburgh. So we looked at that market and asked why people weren’t using the train, which offers six times fewer carbon emissions than travelling by plane, and put together a proposition that deals with the barriers that exist for people to make that change, providing them with an alternative. 14 | December 2021

Helen Wylde, MD, Lumo

Lumo is focused on providing an alternative to flying and driving “A big barrier is clearly that train travel is considered to be too expensive. When we did our research, we found that when individuals look to make a switch to more sustainable ways of living they actually have to pay a premium to make that change. This is clearly wrong, in my book. So we have no first class. Instead, Lumo offers an inclusive service, a single class of quality service for all passengers, where everyone can afford to travel and nobody is paying a premium. It is affordable and also a very good quality service, offering value for money.”

Timing is everything when a new service for UK rail is launched. It was no coincidence that Lumo was launched as COP26 got under way, with personal choices on sustainability high on everyone’s minds. A greener way to travel However, this also coincided with Chancellor Rishi Sunak announcing that domestic air passenger duty will be subject to a lower rate from April 2023. By 2023, however, Helen is hoping that the Lumo alternative will have very much cemented itself as the personal choice for those wanting to adopt greener methods of travel. “It was a disappointing announcement,” said Helen. “When we come to work a lot of us are trying to do the right thing and that’s what Lumo offers. I’m glad I don’t run the Treasury because there are difficult choices to make but we’re a commercial service and people now have the option to travel with us, so we’re confident that we’ve created the right alternative for them at the right time. railbusinessdaily.com

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Innovation

“We all have to start somewhere. If we just leave things as they are, the problems we face will get harder to solve. So this is us starting out on an important way forward, engaging with others to help us, and working with our supply chain in different ways. “We expect others in rail to look at what we’re doing and adopt similar approaches. We are all facing a period of uncertainty and not just environmentally, but those post-COVID economic issues, passenger numbers falling and attempting to create solutions that allow society to work in a more functional way. Others will develop similar services and that competition will improve everything for passengers and the environment at the same time.” A matter of comfort Interestingly, the comfort, convenience and service that passengers have become used to when travelling by plane, and research highlighting that another reason for people not choosing train travel is a perceived lack of comfort and wellbeing considerations, has informed the design of train interiors and on-board services. Livingston-based Transcal Engineering has designed bespoke ergonomically profiled seating with enhanced comfort, airflow features, and ‘privacy wings’, while decent legroom is the norm. Carriage lighting changes to suit the time of day, personal lighting above the adjustable tray tables provides different illumination settings, and passengers will receive enhanced driver announcements. A new at-seat ‘Deliveroo-style’ catering service from high street brands called LumoEats, free Wi-Fi, and a new entertainment system 16 | December 2021

all point to Lumo’s aims to reset standards for travel, while the green credentials of the service are furthered by over 50 per cent of the on-board catering menu being plant-based, staff uniforms that are responsibly sourced and entirely recyclable, and paper waste dramatically reduced by being a digital-first business.

A lot of money is being invested into training our Ambassadors to be focused on passenger wellbeing Helen said: “All the little touches on board are focused on wellbeing. When you are traveling and it takes just over four hours to do it, you need comfort. In terms of catering, passengers are right to expect a lot more. I think we need to accept that times have changed and we’ve not been good at catering on trains. So why not order what you’d really want and have it delivered to your seat? “We did some consultancy with Insight House and our findings were quite a shock. Up to 30 per cent of people travelling by train are suffering from anxiety, which is a terrible indictment of rail travel. Making people feel comfortable and considering their wellbeing is increasingly important. The driver telling you where you are and how long you’ve got before you get to your station, just like an airline pilot, is really important to people on a journey.

“We also know that cabin staff on trains are vital to making people feel relaxed.” To that end, Lumo has invested £2 million in a Training Academy to develop a freshthinking generation of rail crew, focused on passenger wellbeing and on-board customer service, harnessing new technology and caring for vulnerable passengers. Last month, 15 customer driver apprentices graduated from the Academy, while 60 of Lumo’s 90-strong train crew will have completed some form of apprenticeship before heading on-board. Training Helen added: “For me, one of best things about being an MD is job creation and then training our people. We’re able to offer modular training that really looks at individual training needs. “Our staff come from a very wide range of backgrounds and many are new to the industry. We’re confident that the next generation of leaders and MDs will come from this pool of talent. “A lot of money is being invested into training our Ambassadors to be focused on passenger wellbeing and making sure that passengers are reassured and comfortable on their journeys. “Lumo is a new rail travel experience that is kinder to the planet and better value for passengers, while never compromising on service. We are committed to finding greener, smarter and more comfortable ways to get people from A to B and, in doing that, we’re confident that we’ll attract new people to rail travel. That’s what we need to do.” railbusinessdaily.com

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Cyber security

Operational cyber security – the future is digital Emma Taylor, Head of Digital Safety at RazorSecure, writes about the importance of cyber security

he Williams-Shapps Plan for Rail has put into motion a new approach for the rail industry, fundamentally shaking up its structure, accountabilities, and delivery mechanism. It is the biggest recalibration of our industry since privatisation, which we must view as a watershed moment, setting us on track for a new era. Central to making this new era a success will be an understanding of how the world has changed around us. Digital systems are embedded on all our trains and have helped improve efficiency and the passenger experience. But as we embrace digital opportunities, we must also consider how we can safeguard our digital systems – maximising their potential and minimising any risks. The benefits of cyber security This is where operational cyber security enters the story. The UK has an exemplary safety record and excellent processes in place when it comes to the physical railway. We have systems in place to prevent faults with equipment, derailments and collision. But in the digital space, our emphasis on safety and security is far less established, in part because our shared knowledge and understanding is less developed. Digital moves more rapidly and is less predictable, meaning the past can’t be used to predict the future.

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Cyber security

As we move towards greater efficiency, more deployment of digital systems, and greater streamlining and integration across the industry, it’s essential our understanding of how things connect improves if we are to ensure the safe running of the railway. There are pockets of excellence using cutting-edge technology, but most train operating companies are currently running without a holistic approach to cyber security in place. But software, like hardware, can fail. It can also be a target for hostile or unintended acts which increase risk. As our systems become more digitised, they also become more complicated, interconnected and vital to services running smoothly. It is here where cyber security provides rail operators with continuous monitoring and asset management, so that problems with digital systems are identified to keep them working in an optimal way. Moving to a prevention rather than cure approach would stop delays and cancellations, thereby enhancing passenger experience. At present, the diagnostic process often takes far longer than actually resolving a fault, because most fleets lack the diagnostic capability to properly investigate a cyber security incident. Finding fault Afterall, when something goes wrong physically, it is easier to spot. If the doors are not closing or a signal has stopped working, that is obvious. But in the increasingly complex web of interconnected digital systems, a fault is often very hard to identify unless you have appropriate monitoring and analysis in place. This is crucial not just for passenger safety, but also for maintaining and building passenger trust.

Moving to a prevention rather than cure approach would stop delays and cancellations, thereby enhancing passenger experience Punctuality and reliability are the basics we must get right if we are to create the modern, responsive, reliable and comfortable experience as set out in the Williams-Shapps Plan for Rail. Developing a deep knowledge and understanding of how our systems work so we can anticipate faults and fix them before they impact our customers, is not just a ‘could do’ but a ‘must do’ if we are to make this ambition a reality.

As well as our systems being more digitally integrated, our rail industry is set to be more closely integrated than it has been in decades. We have the opportunity to take a whole system approach to the sector. Our regulatory framework is provided by the Office of Rail and Road (ORR) and Department for Transport, supported by the National Cyber Security Centre as Technical Authority. The guidance is already in place – ORR’s RM3, Networks and Information Systems Cyber Assessment Framework and TS50701 – to help shape our approach to the digital parts of the railway. The way ahead With much still in flux about the future of the industry, one thing we can predict is that cyber threats will continue to grow. The rail industry must move quickly to enhance and protect our digital systems, ensuring that the new era of rail is robustly future proofed and ready to embrace the challenges of operating in a digital world.

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December 2021 | 19

People

Delivering the basics brilliantly

Arriva Rail London’s new Customer Experience Director Charlotte Whitfield on going the extra mile to increase passenger confidence

ever in the history of the rail industry has customer experience been so important. Commuter and leisure passenger numbers are well down on prepandemic levels but continuing to increase, so it is vital that first experiences for those returning to rail is first class. Hoping to achieve that at Arriva Rail London – which operates London Overground on behalf of Transport for London (TfL) – is its new Customer Experience Director Charlotte Whitfield. “I am so pleased to be stepping into the Customer Experience Director role and look forward to using my existing knowledge of the London Overground operation to deliver the very best for our customers,” she said. “My immediate priorities are to focus on our people and ensure that we are delivering the basics brilliantly to provide the highest levels of service to our customers. “Getting this right is so important as we emerge from the pandemic to secure confidence in customers travelling on our network, and we will achieve this through our great team of frontline employees.” Charlotte joined Arriva Rail London in 2017 as a General Manager and took on the Customer Experience Director role on an interim basis in September, this year, before it was made permanent a month later. Night train During her tenure as General Manager, Charlotte led the delivery of several customer experience initiatives including the launch

of Night Overground services, campaigns to help the homeless with the Whitechapel Mission, and working to improve customer satisfaction which was reflected in survey results. “I loved my role as General Manager, with no two days ever the same and the autonomy to look at running my line of route (the East London line) in the way that I wanted,” she said.

“As part of this, connecting with the local communities that use our service regularly was very important to me, so tackling the homelessness issues that affect areas around East London in particular was a real priority. “The opportunity to deliver the Night Overground was incredible; nightlife in London is so exciting and enabling people to travel to socialise and work throughout the night was a huge achievement.”

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Charlotte brings a wealth of leadership experience to the role, having held management positions at FirstGroup, G4S Global and Arriva Bus before joining Arriva Rail London. She said: “I’ve worked in customer-facing roles throughout my career and am passionate about delivering the highest levels of customer service. “I love building and leading high-performing teams that are enthusiastic and really care about what they do. Arriva is a people-focused organisation, and through our great people we will ensure we give our customers great service. “I’ve also lived in London for 12 years and have been a customer of London Overground throughout, so I really understand what matters to our customers.” Meeting challenges Her appointment comes at a challenging time for the rail industry, particularly in London. Research by WPI Economics for the Rail Delivery Group (RDG) released in October showed commuters into London are slower to get back to the office, with only 41 per cent of pre-pandemic train commuters returning, compared with 54 per cent outside the capital. “I believe the rail industry has a great future with exciting roles and possibilities and although the pandemic is forcing us to adapt and change more quickly, that is something I absolutely relish,” she said. “Short term, I want to look at my department to ensure we’re structured and set up for success. I want to drive an increased focus on detailed analysis of our customer metrics to identify actions to take where we’re not succeeding. “In the longer term I’m well aware that the volume of tickets retailed through our ticket offices has significantly reduced, and that the way customers travel has changed dramatically.

Photo: Lachlan1 / Shutterstock.com

People

“We need to adapt our offering to customers to ensure we have our station team delivering the service that our customers now need, to make them feel safe travelling and encourage new travellers onto our network.”

I’ve worked in customer-facing roles throughout my career and am passionate about delivering the highest levels of customer service As part of that Arriva Rail London – operating under a Concession Agreement with TfL in a seven-and-a-half year concession since November 2016 – has started a programme of training with its frontline teams. “We have a great team that I’m really proud of and day-to-day they deliver a good service,” Charlotte added’. “As we emerge from the pandemic, we know that customers are more nervous about travel and that their habits around travel have changed.

“That’s why we must go the extra mile to deliver the highest levels of customer service. The programme of training that is under way looks at marginal gains, encouraging staff to look at what small changes they can make to the service they provide to make it memorable for the right reasons.” Supporting journeys Work has also started on a new marketing campaign focused on the leisure travel market, looking at the reasons why people travel across London and what can be done to highlight the rail services that are available to support their journeys. Charlotte said: “London Overground has a huge part to play in the recovery of London’s economy. We operate around the whole of London and provide vital links for people travelling for work and leisure purposes. “We very quickly returned to operating 100 per cent of our pre-pandemic timetable because we understood how critical our routes were to people needing to travel, and now as people want to travel more we have a safe service that people can feel confident using. We are already looking ahead to future service enhancements and are preparing for the return of the Night Overground from 17 December.”

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December 2021 | 21

People

Giving young people a platform to be safe around the railway As any honourable Scout will tell you, it pays to be prepared. RSSB’s Chris Leech MBE and Network Rail’s Louise McNally discuss a collaboration with the movement keeping young people safer

evels of trespass incidents on the railway have reached a record high, with 16,431 reports in the UK between April 2020 and March 2021 (National Disruption Fusion Unit). A quarter of these incidents involve children and young people who are often unaware of the hidden dangers, from the faster, quieter trains, to the presence of a powerful electrical current that is never switched off. In a bid to make the railway a safer place to be for the public, Network Rail – alongside the wider rail industry – is working with the Scouts to not just raise awareness of the issues, but for the young people themselves to take the lead to raise awareness among friends and family. “We all have an important role to play in raising awareness of safety around the railways and it is definitely worth the effort as it won’t just prevent delays, it will stop injuries and even fatalities,” said Network Rail’s Suicide and Trespass Prevention Lead Louise McNally. “What we’ve found in many cases is that people trespassing don’t really think of the consequences of doing so. Trespass can be as simple as retrieving a football from the network or picking up a phone that has been dropped from the platform. The same dangers are still there. “We’ve found that education has been really effective in bringing down trespass levels in the specific areas that have been targeted, and now it is about getting that message out as widely as possible.” Earning the badge Since 2020, the rail industry has reached over half a million Scouts with its awareness activities. The partnership with the Scouts – which includes educational materials and the adoption of the Personal Safety and Safety Activity Badges – has involved ensuring young people know how to stay safe when travelling on or around the railway, which in turn is leading them to spread the safety messages. 22 | December 2021

Chris Leech MBE and Louise McNally

“Awareness campaigns targeting specific hotspot areas have worked really well, and the partnership with the Scouts is really getting the message to more people, embedding its importance to children and then reinforcing it when they get older and their attitude to risk can change,” said Louise.

I’m immensely proud of what has been achieved and particularly so because it has all been done through collaboration “It’s important to highlight the impact trespass can have on not just the individual, but the people around them such as their family and friends, as well as the emergency services, train drivers and witnesses.

“It is a ripple effect which can affect many people. “We need the industry to come on board and help deliver talks and spread the message among their local Scout groups. In time it would be great for Scouts themselves to lead the awareness, producing videos and campaigns to highlight the dangers to their peers.” The work with the Scouts builds on the platform created by Chris Leech MBE, who produced educational packs while at Northern, and Cub Scouts Personal Safety Badges while working at CrossCountry. A degree of success Looking to the latter and nearly 50,000 Personal Safety Badges were sold throughout the partnership in three years from March 2017, with the scheme recognised for nine awards. Now, it has been expanded in collaboration with the rail industry as a whole, with Chris and Louise hoping even more people will play their part in making the UK railways an even safer place. railbusinessdaily.com

People

“My community role started after an accident involving the tragic death of a five-year-old who was trespassing on the line many years ago while I was working at Northern,” said Chris, who is currently Business Development Manager at the Rail Safety and Standards Board (RSSB) and Chair of the UK Scouts Association Fundraising and Development Committee. “We saw a steady increase in anti-social behaviour, trespassing, and fatalities of young people, and it just dawned on me that we needed to be a bit more comprehensive in how we engage with the communities that we serve and how we educate young people in the consequences of railway crime.” It was a passion that led to Chris being appointed in a then newly created role of Youth and Community Railway Liaison Manager at Northern Rail, which included setting up a suite of industry-backed diversion and engagement programmes. This resulted in a 52 per cent reduction of youth route crime across the hotspot areas targeted, according to British Transport Police (BTP) figures from 2006-2008. Reconnecting During his time as Business Community Manager at CrossCountry, Chris recalibrated a partnership with the Scout Association which he had previously created while leading on community engagement for Serco. The partnership’s primary role was to promote rail safety among young people, developing educational materials for the Cub Scouts and the Personal Safety Badge. “I think every train operating company has a moral obligation as well as a commercial obligation to engage with young people particularly around safety around the railways,” said Chris, who received an MBE in recognition of his efforts in promoting rail safety in 2007. “With the support of BTP, Network Rail and educationalists, I developed my own rail safety packs and started visiting schools within hotspot areas of our network. The demand for my services became so large that my boss at the time (Dyan Crowther) decided to create a permanent role and I became the industry’s first Youth and Community Liaison Manager.” This later evolved into the role of a Stakeholder, and the educational resources became the foundation for the industry’s hugely successful Track-Off Campaign that ran for several years up to 2010. “I’m immensely proud of what has been achieved and particularly so because it has all been done through collaboration,” Chris said. “Now it has been adopted by Network Rail and the wider rail industry, I am hoping the message of rail safety will reach an even larger number of people. 24 | December 2021

“I’m particularly looking for rail colleagues who volunteer with their local Scouts group to support and promote our rail safety initiatives.” The rail industry’s work with the Scouts adds to its range of awareness programmes and campaigns, working with national and local organisations, to make the railway a safer place.

Playing your part in local Scouts isn’t just a responsible thing to do, it’s actually a sustainable thing “A key part of our work in the community is education, especially for young people,” said Louise. “We regularly attend local schools and community events to promote railway safety, and we also have great educational resources for anyone to access, which have been developed in collaboration with teachers and pupils. “We partner with other organisations to help communicate safe behaviour around the railway in the most relevant and engaging ways possible. “From a suicide prevention perspective the role can be at times quite difficult and quite challenging, but at the same time I see the work of some incredible people, who like Chris are so enthusiastic, and that is quite inspiring,” she added. “But to make the biggest difference we need volunteers to speak at local Scout groups and build a really strong relationship. There are so many Scout leaders already working in the railways that there is a great opportunity to make a massive difference.” Both Chris and Louise envisage the collaboration with the Scouts going far beyond just safety education. It is hoped Scouts can play a role in reducing suicides at stations through station adoption.

This began with the recent Brighter Journeys campaign. Alongside the whole of the industry and charity Chasing the Stigma, the campaign aims to make stations feel brighter and happier, while also helping people who are struggling to access support. “We did some research recently on how to dissuade people from coming to the railway to end their lives and that research told us that we needed to do two things,” Louise said. “We needed to engage with people who were struggling earlier, and we needed to change the perception of stations from places that you might consider as quite transactional and anonymous, to places that are full of connection and community – which they actually are in many cases. “It would be great to join up with Scouts as a sort of legacy from this campaign to encourage station adoption. The Scouts can link up to local stations and go in and do their gardening badges or put up artwork to brighten up the stations. “There is so much potential with the collaboration with the Scouts and I’m excited for what the future holds.” Community engagement Chris concluded: “Regardless of size or service, this is an amazing opportunity for every organisation engaged in the rail industry to go out there, demonstrate responsible leadership and engage with the communities they serve. “When the time comes the success of Great Britain’s railway and the communities we serve are intrinsically linked, and one will not succeed without the other. “By reaching out to young people, it will not only create a safer and more reliable service, but your actions will ultimately help humanise our sector to the next generation of responsible passengers and play a part in their and our brighter future. “Playing your part in local Scouts isn’t just a responsible thing to do, it’s actually a sustainable thing, as the people we are speaking to will be the passengers of the future and working together will keep our communities safer.” You can find out more about the partnership and access session activity packs at www.scouts. org.uk/supporters/the-rail-industry If you are interested in station adoption or want to support the development of safety videos as activities for your group, contact Gemma Howe at gemma.howe@networkrail.co.uk railbusinessdaily.com

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Integrated Rail Plan

£96 billion investment to improve the rail network – but HS2 falls short

The Integrated Rail Plan has been revealed – Rail Director looks at the investments being made and the reaction from the industry aster train journeys will be delivered up to 10 years sooner under the government’s new Integrated Rail Plan (IRP). That was the message from Prime Minister Boris Johnson and Transport Secretary Grant Shapps in what they have described as the biggest ever government investment in Britain’s rail network. They announced a £96 billion package of rail construction and upgrades for the Midlands and the North, which the Transport Secretary said will “transform both east-west and north-south links, building three new high-speed lines, improving rail services to and between the East and West Midlands, Yorkshire and the North West”. Prime Minister Boris Johnson said: “My mission is to level up opportunity across our country, which is why we’re making train journeys faster and more reliable through the biggest ever public investment in our rail network. “This is because better rail connections are essential for growing local economies and businesses, and our Integrated Rail Plan will deliver better services to more people, more quickly. Levelling up has to be for everyone, not just the biggest cities. That’s why we will transform transport links between our biggest cities and smaller towns, ensuring we improve both longdistance and vital local services and enabling people to move more freely across the country wherever they are.” High-speed routes It was a much-anticipated announcement, with speculation mounting that HS2’s leg to Leeds would be cancelled – as indeed it has been, replaced by upgrades to the conventional railway and three ‘new’ lines. Those three new high-speed routes are not exactly new, however. They are: HS2 from Crewe to Manchester, with new stations at Manchester Airport and Manchester Piccadilly – this is HS2 phase 2b West, which had already been confirmed. A new high-speed line between Birmingham and East Midlands Parkway, after which trains will continue to central Nottingham, Derby and Sheffield on an upgraded and electrified Midland main line. 26 | December 2021

East Midlands Parkway railway station in the shadow of Ratcliffe Power Station

This Integrated Rail Plan will create a modern, expanded railway fit for today and future generations This is a shortening of plans for HS2 phase 2b East, which would have continued to Leeds with a station at Toton in the East Midlands. Now the line will instead terminate at East Midlands Parkway, some five miles south of Toton, where it will connect with the existing Midland main line to run to Derby, Nottingham and Leicester and northwards to Chesterfield, Sheffield and Leeds.

Photo: Peter R Foster IDMA

Northern Powerhouse Rail – “a new high-speed line between Warrington, Manchester and Marsden in Yorkshire” – an option originally put forward by Transport for the North in 2019. However, this is not a high-speed line in the HS2 context (speeds of 200mph+) but is more likely to be around 125mph. As well as the new high-speed lines, the IRP proposes the full electrification and upgrade of two ‘diesel’ main lines – the Midlands main line (currently electrified to Kettering with work taking place to extend this to Market Harborough) and the Transpennine main line, which is already the subject of a major upgrade programme. In addition, the Secretary of State announced that the East Coast main line, which is fully electrified from London King’s Cross to Scotland, will also be upgraded with power improvements and digital signalling to slash journey times. railbusinessdaily.com

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Integrated Rail Plan

This is not new – both programmes are already under way. Benefit lost The government said journey times will come down and these reductions will be delivered more quickly than was planned under HS2. However, the long-term benefit of a true high-speed line has been lost. The government predicts: Northern Powerhouse Rail will connect Leeds and Manchester in 33 minutes, down from 55 minutes now. HS2 East will run direct from central Nottingham to Birmingham in 26 minutes, down from 1 hour 14 minutes now, and from central Nottingham to London in 57 minutes. HS2 will also run from London to Sheffield in 1 hour 27 minutes. HS2 West will run from London to Manchester in 1 hour 11 minutes and from Birmingham to Manchester in 41-51 minutes, compared to 86 minutes today. At Leeds, which will no longer have a direct HS2 connection with London, the government is committing £200 million to start work on a new West Yorkshire Mass Transit system and has said that it will look at the most effective way to run HS2 trains to Leeds, including capacity at Leeds Station. Making his announcement in the House of Commons in November, the Secretary of State also stressed that, under earlier plans, smaller towns on existing main lines such as Doncaster, Grantham, Huddersfield, Wakefield and Leicester would have seen little improvement, and in some cases even their services cut back. He stressed that the IRP will protect and improve these crucial links and will deliver improvements with far less disruption to local communities, and, on both local train lines and inter-city links, rail passengers will benefit from tangible changes, seeing more seats, shorter journeys, and more frequent and more reliable services. Delivering improvements The government’s plan is therefore to deliver improvements to journey times more quickly than would have happened if HS2 had been completed in full, with HS2 running to the East Midlands but no further north in the East. The Transport Secretary said: “Our plan is ambitious, deliverable and backed by the largest single government investment ever made in our rail network. It will deliver punctual, frequent and reliable journeys for everyone, wherever they live. 28 | December 2021

Industry reaction Darren Caplan, Chief Executive of the Railway Industry Association (RIA), said: “The railway industry will welcome the end of the uncertainty surrounding the Integrated Rail Plan, now it’s been published. Many of them have been preparing over the past few years to deliver the projects contained within it, and whether individual schemes have been scrapped, amended or given the green light, at least we all now know the government’s thinking. “It is positive to see confirmation of some local and regional rail projects within the Plan – throughout the North and Midlands – and the speed at which the government aims to deliver them. Many rail businesses will look forward to working on these. However, it is difficult to see this IRP as anything other than a piecemeal approach to national strategic railway infrastructure development, given the abandonment of the HS2 Eastern Leg and the scaling back of Northern Powerhouse Rail.” Councillor Louise Gittins, Interim Chair of Transport for the North, said: “The announcement is woefully inadequate. After decades of underfunding, the rail network in the North is not fit for purpose. It is largely twin-track Victorian infrastructure trying to cope with the demands of a 21st century economy. Leaders from across the North and from across the party political divide came together to ask for a network that would upgrade the North for this century and in line with the rest of the country. Our statutory advice asked for investment of more than £40 billion but the government has decided to provide even less than half of that. “If we truly want to level up the country, we don’t need words and promises. We need commitment. We need investment. We need government to make good its pledge to the North and to deliver funding so we can deliver value back into UK PLC. “We will be studying the Integrated Rail Plan closely and will consult with our TfN Board before giving our considered response.” Sir John Peace, Chair of Midlands Connect, said: “The announcement gives businesses and local leaders the reassurance they’ve been waiting for – that HS2 is coming to the East Midlands. “Although these plans are different in some respects to what we’d expected, there are a lot of positives in here and lots of things to be excited about – a new high-speed connection between Birmingham and East Midlands Parkway, direct links onto HS2 for Derby, Nottingham, and Chesterfield, and a commitment to the Midlands Rail Hub. “Now that we have certainty, we must focus our efforts on delivery. Our challenge to government is simple – it should move as quickly as possible to get spades in the ground and bring benefits to local people sooner.” Suneeta Johal, CEO of the Construction Equipment Association, said: “The demise of Phase 2b, East Midlands-Leeds HS2 high-speed line, clouds the original vision of HS2 as a dynamic North/South link in line with the levelling up agenda. The concern is whether the government will row back on other infrastructure ‘commitments’. A solid project pipeline is the lifeblood of our sector.”

This Integrated Rail Plan will create a modern, expanded railway fit for today and future generations “Just as the Victorians gave this country our railways nearly 200 years ago, this

Integrated Rail Plan will create a modern, expanded railway fit for today and future generations. “Significant improvements will be delivered rapidly, bringing communities closer together, creating jobs and making places more attractive to business, and in doing so, rebalancing opportunity across the country. “Our plans go above and beyond the initial ambitions of HS2 and Northern Powerhouse Rail by delivering benefits for communities no matter their size, right across the North and Midlands, up to 10 to 15 years earlier.” railbusinessdaily.com

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Infrastructure

Union Connectivity Review: What it means to the railways

The review looked at transport projects that could improve connectivity, as well as assesses their feasibility and identify their potential impact on economic growth

he Department for Transport has published the final report of its Union Connectivity Review, led by Network Rail Chairman Sir Peter Hendy. It makes a series of recommendations that it claims will improve transport connectivity across the UK. The review’s primary recommendation is for the establishment of a multi-modal strategic transport network for the whole United Kingdom, known as UKNET. This would be based on a series of principal transport corridors and would support long-term economic growth, jobs, housing and social cohesion, the UK Government’s levelling up agenda and net zero ambitions. To support the network, the review identified a series of transport infrastructure enhancements needed to improve capacity, reliability, journey times and sustainability on key strategic links across the UK.

Network Rail Chairman Sir Peter Hendy

These, Sir Peter suggests, will support better connectivity and should be considered by the government for future investment.

In their report, Sir Peter Hendy and his team (Professor David Begg, Neale Coleman, Michèle Dix and Elaine Seagriff) also considered current transport policies affecting the ability of people and goods to travel between the nations of the UK. They found that, ultimately, the movement of goods and people occurs with no regard for internal administrative borders. Individuals and businesses using all modes in the UK are concerned with journey times, cost, reliability, frequency and the environmental impact of their travel. The review therefore encouraged the UK Government and devolved administrations to collaborate constructively to address the issues it identified and to support the movement of goods and people between the nations of the UK, which will improve economic growth, jobs, housing and social cohesion for all.

Recommendations South East Scotland, including improvements The UK Government should: on the East Coast main line and the A1. 1. Design and implement UKNET – a strategic transport network for the whole of the United Kingdom, and commit funding to improve the To support improved connectivity to, from network, in particular, the parts that are not and via Wales, the UK Government should: 6. Work with the Welsh Government to performing well; undertake a multimodal review of the North 2. Plan improvements to the network using Wales transport corridor, and develop a multimodal corridors, which should be reviewed package of improvements focused on the regularly and appraised on a wider economic North Wales main line (including better basis in order to support government objectives connectivity with HS2, and electrification), such as levelling up and net zero; the A55, the M53, M56, and onward travel to 3. Gather data on a UK-wide basis to support and from Ireland; decision-making relating to the network. 7. Recognise the urgent need to reduce congestion on the M4 and adopt a multiTo support improved connectivity to, from and modal approach to the South Wales via Scotland, the UK Government should: corridor by upgrading and building new 4. Reduce rail journey times and increase rail stations on the existing South Wales main capacity between Scotland and London, line, supporting the Welsh Government’s the Midlands and North West England by package of public transport improvements upgrading the West Coast main line north of and removing bottlenecks through targeted Crewe and reviewing options for alternative improvements at the junction of the M4/M5 northerly connections between HS2 and the to relieve congestion; West Coast main line;

beyond, which could include better rolling stock, timetable changes and enhanced infrastructure. To support improved connectivity to and from Northern Ireland, the UK Government should: 9. Support the Northern Ireland Executive to develop, fund and implement a longterm pipeline of improvements to transport infrastructure; 10. Agree with the Northern Ireland Executive a plan and funding to upgrade the railway on the Northern Ireland corridor, including better connectivity to the three airports and seaports, and to and from Belfast and Derry/ Londonderry, and examine the potential to reopen closed lines;

11. Provide funding and major project expertise to the Northern Ireland Executive to support its work with the Republic of Ireland relating to the All Island Strategic Rail Review and its implementation, including connectivity between Belfast and Dublin, between Derry/Londonderry 5. Work with the Scottish Government to develop 8. Develop a package of railway improvements and North West Ireland, and to and from the to increase connectivity and reduce journey an assessment of the East Coast road and rail three airports and the seaports. times between Cardiff, Birmingham and transport corridor from North East England to 30 | December 2021

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Rail Supply Group Exports

Providing a platform to export

Photo: Clare Louise Jackson / Shutterstock.com

Exporting overseas has been made easier with Transport for London, Network Rail and HS2 reference scheme

he Rail Supply Group (RSG), working in partnership with government, has recently announced that Transport for London (TfL) is the latest significant project sponsor to provide a simplified project reference scheme for suppliers seeking to export their services or products overseas. Application Solutions (Safety and Security) Limited (ASL), which supplies public address systems, voice alarm systems and control systems from its HQ in Lewes, East Sussex, already has a healthy overseas order book, India being one of its biggest markets. “It’s not an easy market, but the size of the projects coming out of it are larger than those coming out of other places,” said Kevin Morrison, ASL’s international account manager. ASL has an established track record in India, but it is also looking to newer markets, with projects and prospects in Australia, Malaysia and Europe, and has ambitions to tackle other regions. And for these markets, it often needs references to support its tenders, or even just to open doors. “Most of the rail projects we tender for ask for a reference, but getting one can be very challenging because we are further down the supply chain and often under NDA (nondisclosure agreement),” he continued. “This means we sometimes have to use references 32 | December 2021

that are 10 years old, which is not as useful as having something that’s current, as tenders often ask for a reference from the past three years.”

We have the three most significant rail clients signed up This is a situation which the RSG hopes to rectify with its Export reference scheme, part of the Rail Sector Deal, which involves gaining commitments from major rail clients in the UK to supply references for companies tendering for projects overseas. Network Rail was the first client to commit to the scheme in May 2020, with HS2 having had a reference scheme in place already and Transport for London (TfL) signing up this year. “Now we have the three most significant rail clients signed up, that creates a great platform for us to go out to other rail clients such as the train operators,” said Jake Rudham, who heads up RSG’s Export Pillar, and is Marketing Director at Unipart Rail.

The UK Government has big ambitions for rail exports. Back in 2018, it set RSG – as the organisation responsible for delivering the Rail Sector Deal – the goal of doubling the value of rail exports between then and 2025. Though the pandemic may have slowed initial export growth, the post-pandemic bounceback is expected to be significant, as governments around the world look to boost their economies by investing in infrastructure projects. The UNIFE’s World Rail Market Study Forecast 2020-2025 predicts an annual market growth of 2.3 per cent per annum for the global rail market, reaching around EUR 204 billion per year in 2025, with growth coming from both upgrades of mature rail networks and construction of new ones in emerging markets. Overseas benefits More overseas contracts for companies in the UK rail sector makes good sense for the rail industry and for the UK economy. As well as boosting GDP, a more secure pipeline of work provides a firmer foundation for suppliers to employ and develop their staff and to invest in research and innovation. “The UK has world-leading expertise in the rail sector, and we want more businesses to capitalise on its success,” said Minister for Exports Mike Freer. “That’s why the Department for International Trade is working to promote the very best of British expertise overseas. railbusinessdaily.com

Rail Supply Group Exports

“We’re making it even easier for businesses to boost their bids for international work, with the rail industry benefitting from the UK’s new trade agreements, such as our UK-Australia deal, which is set to remove five per cent export tariffs on rail products to help UK companies compete for lucrative government contracts.” That should be good news to many UK exporters. A survey of 140 rail sector suppliers conducted by RSG last October revealed that Australia was the top priority export market, followed by the US, Germany, France and the United Arab Emirates. The survey revealed 55 per cent of the

Contact: RSC&PProcurementOperations @networkrail.co.uk

Network Rail: see the one-page guide on Network Rail’s website outlining the process for the provision of supplier references for suppliers bidding for projects overseas.

HS2 Ltd: Contact your HS2 Ltd Contract/ Commercial Manager to formally request a Contract Confirmation Letter, which will confirm their work including scope, value and duration. HS2 Ltd is not able to provide materials that endorse, advocate or discuss supplier performance.

companies that took part already exported or had ambitions to export. Of those that did not want to export, one-third had UK-specific

products or services, but the others cited the cost and difficulty of exporting among the reasons for not exporting.

One of the challenges that suppliers further down the supply chain face is that they often have little time to prepare tenders. “The tender period could be three months, but by the time the integrator comes to us, there could be two to three weeks or even less for us to turn it around,” said Luke. The ideal situation would be to have references ready and waiting so that they can be submitted with tenders at short notice. Luke attests to this, adding: “We have found UK clients happy to provide certifications, but each one requires considerable time to prepare and agree while projects are often tendered with very short response times, rarely more than two weeks, often less.”

One of the challenges faced by firms such as ASL is that their contracts are with a system integrator, rather than with the main client or end user – which is the organisation that overseas clients want to see as the referee. “We are under an NDA with the systems integrator and potentially they are under an NDA with the end client,” said Kevin. “That has been a challenge for quite some time.” This is something that the rail clients and RSG are aware of and working to overcome. “One of the challenges we currently face is validating references for suppliers who acted as sub-contractors to our main Tier 1 contractor,” said Philip. “In this instance we are currently working with the Tier 1 contractor to validate this information and are working with the Rail Supply Group Exports Pillar members to discuss how we can tackle this collectively to make this a simplified process.” Breaking into new overseas markets is never easy, warns Neil: “It takes time and resources.” However, a UK pedigree can make a difference. “A reference helps the client to understand that you have experience in the sector,” he added. “Clearly, tenders are won based on price and specification, but part of the UK offer is the quality you bring and the whole life of the product.”

Supplied information Transport for London (TfL) said that it aims to provide a reference in 10 to 14 days, provided that the company applying has provided the relevant information. “Suppliers will be asked to provide some initial information which includes their TfL contract title, contract reference, commencement and completion dates as applicable. TfL will then validate this information using internal records,” explained Philip Hewson, Head of Procurement, Strategy and Performance at TFL.

Photo: Clare Louise Jackson / Shutterstock.com

What’s in a reference? The goal of the RSG Export reference scheme is not only to make it easier for suppliers to attain references. It also aims to ensure that those references are as valuable as possible, said Neil Walker, Exports Director at the Railway Industry Association (RIA), who sits on the RSG Export Pillar. “For a reference to be worthwhile, it has to be validated and recognised,” he said. “If you don’t have a process in terms of how you produce the reference, it undervalues it.” Details on how to get further information about obtaining references from each of the three clients can be found in the box above. References will be factual, stating what product has been installed where and for how long. For consultant Steer, which has a long-standing presence in Latin American markets, including Mexico, Colombia and Chile, certifications from clients are vital for winning work, said Director Luke Miller: “We are very excited by the revival of interest in the rail sector across Latin America, and good practice from the UK and elsewhere is valuable in ensuring that this revival is sustained and successful. A key challenge in bidding for work in Hispanic countries in particular is often the level of detailed certification that is required to ensure that relevant experience is scored in bid evaluation.”

How to get a reference TfL: for more information on the process for obtaining TfL references for overseas projects, please contact: supplierstrategy@tfl.gov.uk

34 | December 2021

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People

Increasing the pace of change Atkins’ Assistant Civil Engineer Thevani Ravindran on her personal journey as a member of the EDI Charter Working Group

hevani Ravindran, Assistant Civil Engineer at Atkins, is a member of the 11-strong EDI Charter Working Group. Her participation highlights that the group, which drives the positive equality, diversity and inclusion (EDI) agenda within UK rail in line with the objectives of the EDI Charter, is itself comprised of individuals with different perspectives. Thevani, who is passionate about equality, diversity and inclusion, is in the early stages of her civil engineering career, with three years at Atkins and an MEng in civil engineering from Cardiff University. In 2021, she was named a Yahoo Finance Empower Top 100 Future Leader. A different approach As a Sri Lankan woman entering the industry on a student placement with Atkins, Thevani almost immediately realised that, in her words, rail is a “spectacularly white” workplace, and felt that she had to adjust her behaviour to suit. She said: “Initially I felt I had to suppress my brownness, simply fit in and not be my complete self. It took me a while to realise that being different is actually good in every aspect because, as everyone knows, it is bringing together different people with different perspectives that leads to innovation and creativity. “As a person of colour I feel it is my duty to improve the workplace so that other people of colour and women of colour can enter the industry and feel like they belong.”

The EDI Charter Working Group was established by the Railway Industry Association (RIA) and Women in Rail. Atkins is one of more than 170 signatories to the EDI Charter, covering organisations of all sizes and disciplines across rail, including government bodies, major clients, operators, suppliers and SMEs from around the sector.

“When I saw the EDI Charter and the signatures associated with it, I was really reassured that all of these companies and organisations had bought into the same vision and had plans to strive for change,” Thevani said. “Everyone involved has come to an agreement that they want to be more inclusive.

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“There is buy-in from the industry, and that’s why I wanted to back it and play a role in moving the EDI Charter forward.” Thevani’s first meeting with the group was an extremely positive experience. She said: “It was immediately clear that the Charter Working Group provides a safe space where everything is confidential and can be discussed openly. As soon as I met the other group members it was a ‘wow’ moment. I realised I was in a group of like-minded individuals where everyone can say what they want and that will be received and heard. “It is profound to be part of a group of such diverse people working towards change, rather than simply attending an event with diverse people in the room. “The group is made up of some amazing people, with amazing ideas, everyone is very passionate about EDI, and all want to create environments where people can bring their true selves to work.” Moving forward Thevani thinks that one of the problems with moving the conversation forward is that, to date, discussions and events around EDI are often signposted as difficult conversations. It is, she believes, time to move this narrative on. She said: “The phrase ‘uncomfortable conversations’ might have been useful once as a way of engaging people but we need to change the focus now. Conversations about EDI understandably ramped up with the Black Lives Matter movement and, yes, it can be uncomfortable because we’re talking about people’s lives and identities, but we should have moved on by now. “The first step to breaking down barriers is making the conversation a normal one. There should be more focus on why people may feel uncomfortable and addressing that, and being open and honest.”

By being a member of the Working Group, Thevani wants to explore social mobility, connect with similar EDI groups across the industry to share best practice, challenges and opportunities and collaborate in roundtable discussions with Muslims in Rail, Women in Rail and others. With Atkins, Thevani has also established a relationship with Hertfordshire County Council and National Highways to take a collaborative approach to EDI, which has included a recent Black History Month event for people in construction, the first of its kind. Thevani added: “We need to create a workplace culture where it is ok to ask questions. Not everyone knows everything about equality, diversity and inclusion, and it’s really important to recognise that because it allows for open conversations.

In a TED Talk, diversity and inclusion expert Verna Myers said “diversity is being invited to the party; inclusion is being asked to dance” – sage information that Thevani is keen for the industry to consider. Thevani said: “We can be as diverse as we like but there’s no point to that if we’re not going to be inclusive. I think it is really important for the industry to look at its board members and senior leadership teams. “There’s no point in having a diverse junior staff, and then the same type of people in senior leadership roles because, if that’s the case, nothing will filter down, nothing will change. I know that many do but every business in rail should publish its diversity in leadership statistics and if those numbers suggest there are areas for improvement then a tangible plan should be developed for change.”

It is profound to be part of a group of such diverse people working towards change

Looking to the next generation Thevani added: “If you’re an employer, hire from local schools and universities with a higher BAME population and make use of your local resources. Go into schools and explain all the different roles in this industry to attract different types of people. Make more opportunities for people in under-represented groups, whether that’s mentorship programmes or other tailored training programmes. “The industry has done an amazing job to push the equality, diversity and inclusion of women and that same pace of change needs to be taken now for all the other minority groups. We should also be implementing EDI training in the same way we do with health and safety. We’re in no doubt as to how important the latter is but both are equally important to the rail industry and its people.”

“And we should also realise that everyone needs to do their own research in this area because it’s not the role of a minority to do that for others. “It is very important to be aware of the barriers that people of colour and minority groups face to being successful, and to listen to and amplify the voices of minority groups if you’re in a position to do so, as well as to actively call people out when you witness discrimination, even when it’s really uncomfortable to do so.”

To find out more about the EDI Charter, email info@edicharter.co.uk TRANSFORMING

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HS2

Transforming Euston for HS2 Paul Bigland visits Euston station for a tour and update on the largest real-estate development in the capital

n the day that HS2 Minister Andrew Stephenson announced that Euston station was to have only 10 HS2 platforms but the whole station would be redeveloped in one phase, I was on a site visit looking at progress on this massive project. The visit began with a briefing from Tom Venner, Managing Director of the Euston Partnership. The partnership (established in July 2020) brings together all the stakeholders and delivery partners to enable Euston to be developed together as a single scheme, under a board chaired by Network Rail’s Sir Peter Hendy.

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Tom updated us all on the Partnership’s strategic aims while outlining the complexities of redeveloping the fifth busiest station on the national network, integrating it with HS2 and meeting the aims and aspirations of the local communities that have many different (and sometimes competing) priorities. The task is vast in scale and fraught with challenges. Sixty acres of the Euston area is under government ownership and incorporated in the scheme. It’s the largest real-estate development in the capital that will take many years to complete – hence the desire to minimise disruption to local

residents and users of the station by completing the scheme in one phase rather than two, even if these competing ambitions mean the HS2 station’s platform numbers are a sub-optimal solution. Cost application It’s a difficult balancing act. While the £2.6 billion redevelopment will now be constructed in one long project, it’s still being broken up into elements. Phase one is the concourse, phase two is the trainshed and phase three is opening up the Eversholt Street side of the station with commercial development.

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HS2

The Somers Town side of Euston has always seemed to have had its back turned to this deprived area of London and the Euston masterplan is determined to address this deficiency and give the whole station more permeability. Because of all these changes, a revised concept design for the new Euston won’t be available before the end of the year, so none of us yet know what the new Euston may look like in the future. Good vibrations Our briefing in the HS2 office in the podium was held against competing background noise and vibration from heavy machinery breaking up the foundations of the old Grant Thornton tower block outside. This site will become part of the expanded London Underground station that will take the HS2 strain off the existing cramped concourse Across from Melton Street is the HQ of the Royal College of General Practitioners, where all the GPs in the country sit their exams. As a considerate neighbour, HS2 has agreed to halt noisy work like this when these crucial events take place. It’s a good example of the balance that needs to be struck. Our inspection tour began on the site of the HS2 platforms on the western side of the current station that’s been cleared of residential and commercial properties, plus the 50,000 bodies exhumed from the former St James’ burial ground which will be interred. It’s now one vast open area that exposes the footprint of the new station. Here, the first permanent structures are appearing in the shape of some of the 161 piles for the foundations of the station’s western boundary wall. There’s much work to do yet. Another 820,000m3 of earth has to be dug out to reach basement level, and negotiations are continuing on the best way of removing the earth from site in a manner that will have the least impact on the roads and neighbourhoods around Camden.

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The HS2 platforms will be built eight metres below ground level in a concrete box 90 metres wide and 500 metres long. To prevent blocking nearby roads there will be a basement below, which will have road access for service vehicles and staff parking as well as containing equipment rooms.

While the £2.6 billion redevelopment will now be constructed in one long project, it’s still being broken up into elements Meanwhile, the London Underground Traction Sub-Station (TSS) in the former station building on Melton Street is being relocated, with work expected to be complete in 2024 when it will be replaced by ‘the sugar cube’. Work is currently taking place under a temporary building to lessen the noise impact on neighbours. During site clearance, a Victorian cobbled road was found near the site of the former Maria Fedelis school.

This was identified as Little George Street, which featured in the very first Sherlock Holmes novel (A Study in Scarlet) written by Sir Arthur Conan Doyle in 1887. Forming the boundary at the north end of the station site is the Hampstead Road bridge, which will be reconstructed and extended to allow HS2 to pass under the busy A400. Like the TSS, this work is expected to be completed in 2026, removing the last constraint to completing the new tracks into Euston. This is another complex operation due to the need to provide sufficient clearance for HS2 tracks. Bird’s-eye view Our next stop was the new multi-storey site offices located in Stanhope Street opposite the former Euston Downside carriage shed. There’s an excellent viewing platform atop the site giving grandstand views south across Euston and central London and north to where the HS2 tunnel portals are to be built. The bird’s-eye view lets you appreciate the sheer size of the site and the amount of activity taking place as well as the proximity to the existing Euston station throat, which presents its own challenges.

December 2021 | 39

HS2

Opposite, we could see the truncated Granby Street bridge, another crossing which will be extended to allow HS2 to pass beneath. Alongside Park Village East the original brick retaining wall is being reinforced to prevent movement by the insertion of ground anchors. Fixed in double or single rows, these are between 12 and 20 metres in depth. This work will continue until March 2022. The site is squeezed in the middle by the Western abutment of Mornington Street Bridge, a delicate site as one of the HS2 tunnels will exit at this point. To make an exit from the cramped northern part of the site easier, a wagon turntable for road vehicles is to be installed. Homebuilding Currently, piling is taking place to build the walls that will support the roof over this part of the site, as plans for the future include building homes above the tracks – some of the 1,700 that the scheme will provide at Euston. The site will also include the three-storey Euston Cavern Headhouse, which will provide emergency access to the HS2 tunnels with access from Park Village East. When built, the roof will also shield local residents from noise while the tunnel entrances are constructed. These piles have been constructed using the innovative ‘zero trim pile technique’ which involves sucking out excess concrete while still wet using a new vacuum excavator. Traditional piling sees concrete overpoured before workers have to break out the excess. The old method can cause many health problems, including hand-arm vibration syndrome, hearing loss and silicosis, not to mention the noise, dust and disturbance caused to those living nearby. One of our guides for the tour was Lee Piper of the Skanska Costain STRABAG joint venture (SCS JV), who worked with colleague Deon Louw from Cementation Skanska to develop the pioneering approach.

40 | December 2021

SCS will be installing around 2,000 piles over the next three years in the Euston area with all but 15 using the new technique.

The station isn’t currently scheduled to open until sometime between 2031-36 The new method will bring benefits in terms of reduced carbon, noise reduction and safer ways of working. Chatting to Lee it was clear to see his pride in the new technique, which he told me had cut 38 weeks from the piling programme – a major saving. He also told me that the zero trim pile technique was to be trialled on the Old Oak Common box where it had the potential to make huge savings in time, money and carbon on the construction of the 1.8km-long diaphragm walls.

The piles finished using the method stand out because they look pristine. The rebar remains upright and undamaged while the base of the pile is a neat circle. Anyone who’s seen the mangled remains of piles that have been broken in the traditional method out can’t fail to notice the difference! Accompanying the concrete piles are a row of sheet piles driven into the ground to give support. These will be removed once the concrete piling is complete. A long journey ahead Seeing the work at Euston move on from utility diversion and demolition to the start of construction makes one appreciate the length of the task ahead. The station isn’t currently scheduled to open until sometime between 2031-36, which gives an idea why the Partnership is anxious to prove itself to be a good neighbour that leaves a positive legacy. Rebuilding Euston is going to a long process, but – if it’s done right – the long overdue redevelopment has a real opportunity to be a showcase for city redevelopment and transport integration. Time will tell…

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Infrastructure

Management of Victorian earthworks Derek Butcher, Route Asset Manager at Network Rail, discusses the issues the railway faces with earthworks

Completing work at Bearsted

ith COP26 fresh in our memories, looking at new strategies to improve the efficiencies of everything we do is becoming second nature to most of us. David Attenborough referenced the Industrial Revolution as the birth of the coal-driven era, and the part it played in kickstarting the environmental disaster we find ourselves managing today. Coal was at the heart of the debate as the biggest contributor to climate change, and by the end of the conference, more than 40 countries had pledged to phase out coal power by 2040, including five of the world’s top 20 coal power users. Looking back through the history books, coal usage on the railways has historically represented a pretty hefty environmental impact. Replacing green-as-you-like canals during the Industrial Revolution as a way of moving people and goods quickly across the country, Stephenson’s incredible development was a leap forward for economics, transport and industrial development, but a step backwards for the environment. 42 | December 2021

David Attenborough referenced the birth of the coal-driven era, and the part it played in the environmental disaster we find ourselves managing today But as an industry, nobody could accuse us of standing still – and we’ve always excelled in pushing forwards and developing cleaner, greener ways to deliver the best service possible! There is no debating that the industry is well on track to going green, with electrification winding its way across the country, hydrogen-powered trains already flying up and down the network, and ground-breaking work being done in the plant and machinery sector to ensure that even the machines working on our infrastructure are as carbon neutral as possible.

It’s fair to say that the network we are all so proud of today is a far cry from that pioneered by Stephenson back in 1825, between Stockton and Darlington. But, having said that… is it really so different? Certainly, the rolling stock is unrecognisable, but 200 years of constant innovation and technological leaps will do that. However, much of the environments that these cutting-edge machines power through are much the same as that in which the very first trains chugged along back in the Victorian era. Clearly, from a vehicular point of view, the modern equivalents are happy to tread the path of their historical counterparts. But 200 years, and a world’s worth of changes later, do the legacies left cause any issues day-to-day? Why are we facing issues? Victorian railway infrastructure certainly wasn’t built in the way the new infrastructure projects, like Crossrail and HS2 are designed today. railbusinessdaily.com

Infrastructure

and embankment slopes continue to fail, the reasons are recognised by the organisation. These reasons are noted as: uttings being overly steep, with many C having failed previously; E mbankments were uncompacted during their construction, with unprepared foundations; eakening by weather, and the general W change in weather patterns; Inadequate drainage; Poor management of vegetation. Polmont landslip in September 2020

What do the problems look like?

It’s likely that our forefathers would have had little comprehension that two centuries later, their decisions would be causing headaches for modern engineers.

devastating loss of three lives, Network Rail launched a taskforce led by Professor Lord Robert Mair CBE FREng FICE FRS, to review its earthworks management. The opening document acknowledges that Recognitions the organisation has inherited and manages Following the tragic derailment at more than 190,000 earthwork assets, with the Stonehaven when a train hit a landslip majority being over 100 years old (many are Half-pg-ad-dec21-antib-mesh.pdf 1 06/12/2021 11:12:56 AM and left the tracks in 2020, causing the more than 150 years old), and that while cuttings

Sloping sides Early railways were developed on a shoestring, with profit at the forefront of developers’ minds. Builders minimised land purchases, which led to steep inclines on embankments and cuttings. Modern railway developments such as HS1 have cuttings with gradients of 18 per cent, whereas some of the Victorian slopes can be as steep as 90 per cent.

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December 2021 | 43

Soil mechanics Modern railways are an engineering marvel, with huge amounts of work and expertise ploughed into ensuring that geotechnical engineering projects, such as the excavation of embankments, is carried out with a thorough understanding of the mechanics of the material that is being removed, and how it will behave once exposed. However, not quite so much time was put into these considerations by the Victorian planners, and embankments were often created from whatever materials were removed from cuttings. Historical soil mechanics are a big concern and have been causing problems across the UK, particularly in the South of England where a mix of chalk and clay soils make up many of the Victorian embankments. Both Network Rail and many long-suffering commuters have been frustrated at periods of heavy rain, which permeates the chalk layer of the embankment before hitting the clay layer. This is then not able to absorb the rain as quickly, allowing it to settle in a slippery barrier between the two materials. Eventually, the top chalk layer slides off the clay, causing a landslip. A recent trio of landslips on the East Grinstead to London Victoria line saw a stretch of track closed for two months from February 2020, as Network Rail and BAM Nuttell worked around the clock during the COVID pandemic to repair a slipped embankment, and two slips within a cutting. The embankment, of Victorian construction, was built of Wealden Clay, and had been previously repaired with steam engine ash – not renowned for its rigidity! A miserable run of wet weather experienced in the area had put the patch-up job under strain and it crumbled, along with five further slips along the same line. A lengthy and complex repair was undertaken, with teams building a wall of 13-metre sheet piles, backfilled with ballast. The cuttings, which were too steep to withstand significant rainfall, were regraded to a more gentle slope. Tree-lined routes A leafy route is a beautiful sight to behold as a passenger, but from a geotechnical standpoint it can signal disaster. There is a longstanding myth that established trees play a great role in holding crumbling embankments together, and depending on their location, they can have a role to play. If located at the toe of the embankment (the base) they act as an anchor, and can stop material slipping, but anywhere else they have the potential to be more of a curse than a blessing. In wet winters, large 44 | December 2021

Lowca landslips works March 2019

root balls can become unstable, risking the tree falling onto the tracks or loosening the embankment material and causing slippages. In dry summers, large trees can pull moisture from the ground, causing earthworks to dry out and crack, compromising their integrity. Structural compromise As well as climate concerns, there have also historically been hiccups with the construction standards of some of the Victorian construction. On one of the busiest commuter lines in the South East and one of the area’s oldest lines (built between 1845 and 1852), the London Charing Cross to Hastings stretch has been plagued with structural difficulties since 1855. This wasn’t down to slipping materials though, rather slipping standards of construction.

A miserable run of wet weather experienced in the area had put the patch-up job under strain and it crumbled Tunnel linings should have been constructed to be four to five bricks wide, however the contractor saved some time and money by only using a skin of two bricks. Grove Hill tunnel, located on entry to Tunbridge Wells station, was found to be only one brick wide, with no filling above the crown of the brickwork. It is little surprise that a tunnel collapsed, and a

Photo: Murphys

Infrastructure

number had to be retrofitted with more bricks. This stabilised the structures but reduced their width by 18 inches. Special narrow trains known as Slim Jims were bought into use and remained a feature on the line until 1986, when the costly and unreliable rolling stock was phased out in favour of singling the track through the tunnels on the line. So, is there a plan? There is, it’s happening 24/7 and is constantly under review. Once a structure has been compromised, it has been intrinsically weakened. Round-the-clock maintenance is required to ensure that these vital structures continue to be safe and secure so that our infrastructure stays on track for another couple of centuries. Luckily, as a founding member of the UK Geotechnical Asset Owners’ Forum, along with London Underground, National Highways and British Waterways, Network Rail is not on its own when it comes to uncovering solutions to these issues. The organisation’s Earthworks Technical Strategy classifies work plans under three key headings: Planned Renewal – strengthening the asset to bring its slope Factor of Safety (FoS) up to modern day standards, providing increased resilience and improving reliability; Actively Failing Asset – accelerated intervention (renewal) to prevent catastrophic failure from taking place following an adverse inspection report and/ or detection through installed monitoring equipment; Catastrophic Failure – asset recovery after a failure has occurred. railbusinessdaily.com

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Infrastructure

It would be ideal to ensure that all works are carried out under a planned renewal schedule, and there are plenty of ways that Network Rail is making plans to pre-empt troublesome failures. Vegetation management “Vegetation management is an issue for us to look at post fix, as well as something we deal with during a fix,” explained Derek Butcher, Route Asset Manager at Network Rail. Butcher has recently overseen the latest significant works on the troubled London to Hastings line and is familiar with the complexities of tackling legacy challenges. “If we put netting on slopes, but haven’t killed the vegetation below, everything just grows through the netting. As the plants, and their roots grow and expand, they could burst the netting. Some sites are sensitive, particularly near residents, and they have been clear that they don’t want poisons being used on vegetation near their properties.” Drainage Water, be it a lack or of excess of, is a big problem for Victorian earthworks. The Earthworks Review notes that ‘soil pore water pressure is a key parameter in determining the past and future stability of Network Rail’s earthwork assets… Hence surface and subsurface water management is probably the single most important factor in determining if, when and where an earthwork failure will occur.’ ‘The effective control of water and proper understanding and maintenance of drainage assets is of fundamental underpinning importance to the safe operation of the railway network.’ As climate change drives temperatures up, the Met Office has predicted that we can expect more extreme weather, hotter, drier summers, and far, far wetter winters. The review notes that in order to tackle this issue, ‘more resource is needed for this vital activity’.

Harbury embankment

46 | December 2021

Dent landslip

It suggests that some thought should be given to ‘having dedicated drainage maintenance teams across all routes, rather than drainage being only one of the activities for which OffTrack Section Managers are responsible. Offtrack drainage maintenance should have its own budgets. There is a case for having OffTrack Maintenance Engineers with similar role and grading to the existing Track Maintenance Engineer posts.’ Monitoring systems Currently, Network Rail has a variety of monitoring systems in place to alert them to the potential for landslips. A connection to the Environment Agency and Flood Forecasting centre keeps them abreast of any flood warnings across the country, allowing teams to react quickly and get people to the relevant at-risk areas. Areas prone to landslips are fitted with motion sensor remote condition monitoring systems, which detect the slightest movement within soil or rock. At the slight tilt to the system, sensors send alarms to signallers, who can stop trains

and alert engineers to attend the area for further investigation. Monitoring isn’t all ground level – drones and helicopters, complete with laser imaging and detection equipment, also patrol high-risk areas if there is concern following heavy rainfall or worrying weather. The Earthworks Review praises both the Tiltometer systems and active monitoring using surveillance, but hopes to see more use of the pore water pressure measuring systems alongside the slippage monitors. It also recommends the consideration of InSAR (Interferometric Synthetic Aperture Radar), a system that identifies surface movements over time through images collected by remote sensing satellites, which provide a perfect snapshot of the Earth’s terrain. “RCM is already more advanced in rail than across the other sectors within the Geotechnical Asset Owners’ Forum,” explained Derek. “Motorways for example. They’ve all been built in the 60s and 70s, to fairly recent codes of practice. The railways were built with the mindset that ‘we’ll excavate it, see if it holds and if it doesn’t we’ll slacken it off a bit!’ I think the original builders will have learned from their mistakes very quickly.” Retaining and reprofiling Holding slippages at bay, whether through the barrier method of piled walls or stabilisation via drilled soil nails, have both proved successful methods employed by Network Rail for stabilising soil slopes. Combined with an active drainage plan and good monitoring, these stabilising solutions can hold a sloping structure steady. However, in extreme cases, a reprofiling of the slope can be necessary to reduce a significant angle, making the site less vulnerable to further landslips. So, is everything in hand? The Earthworks Review has admitted that it is currently ‘not reasonably practicable to detect nor prevent all earthwork failures’. As the world continues to change, with changing weather patterns a considerable concern, it’s clear that the legacies left by days gone by are still a significant consideration to us every day, and a challenge to be managed. As well as ensuring that the passenger experience is prioritised, huge consideration is being put into ensuring that the changes we make to fix the issues of yesterday do not in turn lay traps for our future infrastructure custodians. It seems like an impossible balancing act but, if the mix of politicians, activists, celebrities, and royals who came together in Glasgow managed to thrash out a viable conclusion, surely an industry as diverse and innovative as ours can find an answer to this slippery issue. railbusinessdaily.com

I n d u s t r y S pFoetal ti g uh r et

High tensile stainless steel for embankments in corrosive environments

Safety expert Geobrugg explains more about its engineered slope protection and stabilisation system

he TECCO® System is an engineered slope protection and stabilisation system which is used to stabilise steep slopes of unconsolidated soils and/or rocky material. It also prevents stones and blocks in disintegrated, loose or weathered rock faces from breaking out. Together with soil nails or rock bolts, the mesh is fastened to the slope and pretensioned. It consists of high-tensile steel wire mesh and associated, suitably adapted spike plates, mesh joining clips, boundary wire ropes and wire rope clips. Project-specific requirements In general, the corrosion protection of the TECCO® System must be in accordance with the project-specific requirements. Geobrugg high-tensile wires come in Zinc-Aluminium (Supercoating) galvanising as standard, providing three times better corrosion protection than zinc galvanised wires. Dependent on wire diameter the improved SUPERCOATING A on all 3mm wires is better again. However, with large quantities of the UK rail network near to the coast in C4 or C5 environments, Geobrugg has undertaken research and development into the use of stainless steel in the TECCO System. With success, the Swiss company produces the only high-tensile stainless-steel stabilisation system: TECCO STAINLESS. TECCO G65/3 STAINLESS constructed from 1.4462 (AISI 318) marine grade stainless steel has a tensile strength ≥ 140 kN/m. It weighs only 1.65 kg/m² and is available in rolls of 105 m².

It is a fully compliant system complete with stainless steel spike plates, connection clips, boundary ropes and wire rope clips all of 1.4401 (AISI 316). To comply with NR/L3/CIV/071 geotechnical design and specifically section 10.1 ‘Design working life’ – where it is outlined that a minimum design working life of 120 years is required for all new structures – marine grade stainless steel is the only suitable meshing solution. When looking at the whole-life costing approach of a geotechnical meshing project, it can be shown that the increased material costs of TECCO® G65/3 STAINLESS are only a small percentage of the total package costs compared with that of a standard galvanised or plastic-coated mesh product. For this reason, we are seeing many rail projects being designed and specified with TECCO® G65/3

STAINLESS as the essential elements of the geotechnical works. A long-term solution It was the perfect material choice for the Cambrian rock-cutting campaign undertaken by Alun Griffiths Contractors and Network Rail design delivery. This multi-location project in mid Wales saw some 15,800m² of the product and 2,893 rock bolts installed over six projects and three years. The increased lifetime of the TECCO® G65/3 STAINLESS satisfied the design delivery teams needs for a robust long-term solution. With the use of the TECCO® System isolation bushing it is possible to take an existing galvanised soil nailed or rock bolted slope and install TECCO® G65/3 STAINLESS. The Polyamide PA6 bushings separate the TECCO® G65/3 STAINLESS and stainless spike plate from the galvanised soil nail or rock bolt eliminating the possibility of bi-metallic corrosion and increasing the lifetime of the existing geotechnical works. The Isolation bushings have excellent mechanical properties including high-tensile strength, high flexibility, good resilience, low creep and high impact strength (toughness). They exhibit an excellent resistance to wear due to a low coefficient of friction (self-lubricating). Visit www.geobrugg.com for more details.

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December 2021 | 47

Wa d h u r s t Tu n n e l

Slipping into a more comfortable solution Rail Director visits Wadhurst to meet the team trying to put a stop to an endless roundabout of slips and fixes traddling the border of Kent and Sussex, Wadhurst is a picturesque village just outside Tunbridge Wells. Quiet and sedate, Wadhurst is located in the High Weald, an Area of Outstanding Natural Beauty, with the Bewl Water reservoir just a skimmed stone’s throw away. Despite once being called home by to the late Tetra-Pak billionaire Hans Rausing, and chirpy TV personality Davina McCall, Wadhurst has remained relatively sleepy with only Wadhurst United FC winning the East Sussex Football league in 2009 sending a ripple of excitement through the town. However, a knee slide celebration on the pitch isn’t the only muddy behaviour that residents have had to contend with. A Victorian steepsided cutting at the entrance to Wadhurst tunnel has persistently caused havoc for commuters on the busy Hastings to London line, with landslips causing cancellations and line closures in 2014, 2016, 2019 and 2020. With annual stress continuing up and down the line, a major engineering project was planned taking in both ends of the line, including work sites at both ends of Wadhurst Tunnel, Strawberry Hill, Churchsettle, Nevill Golf Club and Crowhurst. Fiona Taylor, Network Rail Kent Route Director, said: “We know passengers on the Hastings line have endured disruption over the years as a result of the way the railway was constructed many years ago, with changing weather patterns adding to the problems. For that reason, we’ve developed a programme of work to improve the most vulnerable sites on the route. We’re starting on one end of Wadhurst tunnel now and will move on to other locations later this year.” Short term pain, long term gain Plans for the Wadhurst Tunnel project were ambitious, with a view to put a stop to an endless roundabout of slips and fixes. The Hastings line is renowned for its susceptibility to landslips due to its soil make-up, and more than £35 million is being spent over the next five years to try to put a stop to this issue. 48 | December 2021

Wadhurst London aerial half completion

This is part of a wider £117 million programme of earthwork improvements designed to protect the railway from the impacts of ongoing climate change.

This cutting was originally dug more than 170 years ago and is now in need of renewal The scheme was designed to put a 60-year stop on any further issues, with embankments and cuttings shored up using a combination of sheet piling and soil nails, and an organic vegetation management scheme implemented to help the natural environment work with the existing infrastructure. BAM Ritchies supported Network Rail in securing better, more reliable journeys on the key route between London and Hastings, with its

Photo: Network Rail

teams designing and delivering new strength and resilience to the 170-year-old cutting, making it fit for the future. Tried and tested Derek Butcher, Route Asset Manager at Network Rail, said: “This cutting was originally dug more than 170 years ago and is now in need of renewal to ensure that it is resilient for the future. The work uses soil nailing, which is tried and tested as it allows for the slope to be strengthened and also for some vegetation to grow while keeping the railway safe from landslips. “Some of this slope is at a 90 per cent gradient, and Wadhurst clay just doesn’t stand at those steep angles at all. It’s not safe to just leave it alone.” Heavy plant Abigail Pearson, the Scheme Project Manager overseeing the project, reassured us that the teams were as sympathetic as possible to local ecology, ensuring that despite clearing 15,000 square meters of vegetation, the project remains sustainable for not only the needs of the railway and its passengers, but also the tiniest residents of the Wadhurst area. railbusinessdaily.com

Wa d h u r s t Tu n n e l

Netting a solution With vegetation cleared, and confident that there were no snoozing dormice to disturb, the team set about stabilising the slopes with a complex technique involving active and passive components. The geology of the site didn’t lend itself to traditional methods of soil pinning, so instead the team turned to a clever combination

Wadhurst tunnel completion

50 | December 2021

of engineering techniques to tackle the challenge. “The top half is active, and stops the spoil from moving, the bottom half is passive,” explained Mike Boucher, the Project Manager overseeing the works. “We have a soil nail securing material at both the top and bottom and netting in between. Ultimately, this process allows the top nail to fail, and the material to fall, but the netting catches it and stops the material fouling the line. Teams can go in at a later date and clear that fallen material, without it impacting passengers.

We could only clear vegetation at certain periods of the year so as not to disturb the dormice “Unfortunately, we can’t have the entire process active, it’s a very cost intensive process – time, cost and access to be able to physically do that work is a real challenge. We have to deliver the most costeffective option, and this system offers that.” A pincer approach to soil nailing isn’t the only option explored on the line. Other solutions have worked well at other slip sites along the Hastings line, and have brought with them unexpected benefits. “At other sites on this project, we’ve got sheet pile walls going in at the bottom of the slope. It’s not appropriate here due to the size of the slope and the failure, but where possible, it’s very effective and it can be quite ecologically friendly as well. We don’t have to do a lot of vegetation clearance behind the piles, whereas when we’re putting a net down, we need a nice clean slope,” said Abigail. “On one recent project, we finished the sheet pile wall and were going to do some nailing and netting, and found that meant we wouldn’t have to disturb the ecological environment behind the wall.”

Photo: Network Rail

“The site is a dormouse habitat, so we could only clear vegetation at certain periods of the year so as not to disturb the dormice,” she explained. “We need licences from Natural England to do that, and it can only be done in April and October. In April you can clear down to 300mm and in October you can clear everything before they hibernate.” And it was important that everything was clear. The netting technique employed was reliant on the removal of every part of the plant, with full root balls and any residual material needing to be removed to allow for a smooth netting lay. The team stripped the earthworks back to how they would have existed when first created by their Victorian builders. However, they’re not leaving everything bare and barren. Abigail explained: “As part of our Natural England licence, whenever we are doing devegetation, we have to do make sure we do certain mitigation techniques alongside it. We’ve put a dead hedge all around the top of the site, creating a perfect corridor for dormice, and were adding in a lot of planting – if you take habitat away, of course you have to replace it. Our replanting programme includes various shrubs on the cutting – although no big trees for obvious reasons! “On embankments large trees might help stabilise, but in cuttings they cause dangerous voids. In the summer when the trees are heavy with leaves there is also the danger that they will fall on to the line.” And of course while the residents may have been pleased to see landslip work under way, a claim of leaves on the line may not be overly popular!

With so much work done to get the line back in peak condition, it is important that a close eye is kept on it to make sure nothing slips out of place. Remote condition monitoring plays a huge part in the fight against earthwork emergencies. After a hefty landslip in 2014, post-mounted tilt sensor nodes with a 0.1° sensitivity at 5-metres were installed on the site to keep a watchful eye on a 200-metre section of the site. Movement activated cameras also monitored the site, alerting Network Rail to any issues when they arose. Even during the works, the monitoring didn’t slow up. The tilt sensors are still keeping track of the site – if there’s the slighted detection of movement, they raise the alarm and teams are dispatched to site. Derek noted that despite the ongoing battle with the weather, the team aren’t alone in perfecting the solutions to these slippery issues. He said: “Network Rail is a party member of the Geotechnical Asset Owners Forum which we founded with British Waterways, National Highways, Network Rail and London Underground. As a group we share good practice and innovation. We’ve learned a lot from London Underground’s vegetation management policies for example, and I know they’re learning a lot from our RCM policies – innovation really is shared across the community.” On the buses The Hastings to London line is a busy commuter route, and there is no doubt that a collective groan was let out on the first working day back at the sight of rail replacement buses. However, the significant closure of the section allowed for a huge amount of work to be carried out around the immediate works. As well as the landslip works, Network Rail took the opportunity to relay a section of new track, install platform tactiles for the visually impaired at Etchingham, and give the stations a thorough overhaul, including the repainting of markings, deep cleaning and clearing vegetation. Major refurbs of footbridges continue, and should be ready by mid-December in time for the Christmas rush. Fiona said: “I’m really grateful to passengers for their patience while we’ve had the line closed for engineering works. “The line is one of the oldest in the country and we have been working hard to make it truly fit for the 21st century and resilient against the impacts of climate change.” railbusinessdaily.com

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IFnedaut us tr rey S p o t l i g h t

The future for rail: Innovation, investment and collaboration

Van Elle’s Rail Director David Buckley reflects on 2021 and the plans for his team in the coming year

n the past decade Van Elle, the UK’s largest ground engineering contractor, has successfully delivered a broad range of rail projects. Since January 2021, under the leadership of Rail Director David Buckley, the rail division has further diversified and expanded to meet the changing needs of the rail industry. He outlines what has been happening and the future plans. Van Elle’s road rail vehicles to the rescue In Newington, Kent, at the start of this year, the team – made up of ground investigation and rail specialists – successfully completed an emergency project after a landslip covered the railway lines of a busy route in the South East following heavy rain. Their in-house ground investigation team Strata Geotechnics were first on the scene and conducted a thorough site investigation. Meanwhile, the rail team helped remove some 3,000 tonnes of spoil before piling and installing a 62-metre sheet piled retaining wall and rebuilding the embankment with more than 2,000 tonnes of engineered aggregate. The project was so successful that not only were Balfour Beatty able to install additional drainage works during the two-week blockade, but it was shortlisted for a CN Specialists Award for project of the year. In the summer, for Network Rail’s Project SPEED, Van Elle’s new Rail Civils team began working on the Dartmoor rail line, bringing it back into use after some 49 years.

Adopting modern methods of construction with offsite manufacture allowed for simultaneous mast installation.

‘Van Elle is investing heavily in both its people and extensive fleet’ Since July, Van Elle’s specialist rail rigs have been deployed to the line between Oakhampton and Exeter, delivering the foundations and civils to support communications systems on the line. To support the use of in-cab radios along the line, 25-metre tall telecoms masts weighing three tonnes each have been installed – supported on helical piles incorporating a mixture of steel grillages and 60 precast 1.5 tonne concrete blocks.

Outline for the next 12 months In Wales, Van Elle will continue the installation of foundations on the Core Valley Lines, supporting the transformation of the South West Metro. In Scotland, Van Elle has been working for the past eight months on the overhead line equipment (OLE) piling at Carstairs. This is part of a huge decarbonisation programme planned over the next decade. Van Elle will also be heavily involved in delivering the Integrated Rail Plan (IRP), with projects such as Midland Mainline and Transpennine Route Upgrade (TRU). We are looking forward to a busy 2022, where specialist plant and equipment will also likely be called upon to support major highways and station improvement and upgrade projects as well as rail. Investment and innovation To support the team’s plans and commitments for the upcoming year, Van Elle is investing heavily in both its people and extensive fleet. As a member of the five per cent club a significant number of apprentices and engineering students have already been welcomed. A Knowledge Transfer Partnership (KTP) with Nottingham Trent University has sponsored a PhD student who is presenting to Innovate UK early next year. The project, which aims to develop new technology will be used to optimise Van Elle’s Track Bed Stabilisation system to improve safety, make journey times more dependable and reduce maintenance costs. The team is also investing in the next generation of piling spec road rail vehicles, innovating with their partners to reduce carbon output through the use of HVO fuel and the use of Hydrogen RRVs is planned for the future. For more information, visit: van-elle.co.uk/rail

52 | December 2021

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IFnedaut us tr rey S p o t l i g h t

Using Senceive intelligent monitoring to reduce slope risk

The latest technology to detect and respond to ground movement

ailways built on embankments or adjacent to steep slopes are increasingly vulnerable to the effects of extreme weather events, which can cause disruptive and dangerous settlement and landslips. Remote condition monitoring specialist Senceive has pioneered the use of Internet of Things (IoT) technology over the past decade to provide a robust and proven wireless intelligent monitoring solution (IMS) to detect and respond to ground movement and provide automated early warning to remote stakeholders. The core element of the system is a network of long-life movement sensors connected to each other and the internet via a wireless radio platform. The Senceive IMS is cost effective, small, easy to install and needs little or no maintenance over an ultra-long (10 to 15-year) life. It does not need mains power and has selfhealing properties in the event of damage to individual sensors.

Over the last decade, this technology has moved from the laboratory to become widely adopted by users such as Network Rail and HS2, which together installed more than 10,000 of Senceive’s smart sensors in the past year. Triaxial tilt meter sensors detect rotational movement and report to a solar-powered cellular communication gateway that relays data to the cloud and to Network Rail. Stakeholders can see what is happening via highresolution 4G digital cameras that work day and night providing images on a pre-set schedule, or when triggered by an alert. Network intelligence The IMS is smart enough to respond to events, for example by increasing sampling frequency to near real-time and sending imagery in the event of movement outside pre-set thresholds.

This is invaluable in preventing false alarms, such as those caused by a tree branch falling on a sensor. The frequency band used by the FlatMesh™ communication platform is higher than that used by most other wireless monitoring systems; this allows more sensors to be concentrated in a dense network and provides assimilation and transmission of data with minimal lagtime. The reliability, accuracy, and speed are all critical considerations when the possible consequences of delayed reporting are considered. The impacts are far-reaching: in the routes covered so far, when the ground moves the trains can be stopped almost immediately. This means improved network resilience in the face of a warming climate; improved safety through fewer site visits and reduced risk of derailments; reduced carbon emissions, and another step on the journey towards intelligent infrastructure and predictive maintenance. Visit www.senceive.com for more details

Intelligent Monitoring Solutions for safer, more efficient management of railway earthworks risk Contact us www.senceive.com info@senceive.com

54 | December 2021

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Infrastructure

Specialist trains help deliver improvements for Network Rail Network Rail has delivered improvements to the ‘Heart of Wessex’ line, between Dorset and Wiltshire, using two unique trains

uring a 16-day closure teams installed new track and carried out maintenance. Between Chetnole and Yetminster, they brought in a New Track Construction train, which is designed to lay new rails and sleepers as it travels. Overall, there were more than four miles of new sleepers, rail and ballast put in place from Maiden Newton to Yetminster. Some of the track in the area dated back to 1958. At Upwey station, engineers used the country’s only Railvac to remove ballast supporting the track. The Railvac uses a high-powered vacuum to suck up large volumes of ballast, which through Upwey had become contaminated due to rainwater that had mixed with clay beneath. Full speed ahead With this operation complete, the track was then lowered slightly to improve its level and ensure that trains can continue travelling at full speed through the area. Network Rail Wessex route director Mark Killick said: “We’re so grateful to customers and people who living close to the railway for their patience over the last few weeks. Sixteen days is a long time to close the railway but we’ve delivered much better track, improved two stations and performed vital maintenance that will keep trains running on time. The alternative to this closure would have been many months of weekend disruption which would have affected many more journeys.

“The new track we’ve laid will last us many decades into the future and I’m confident that people will notice a difference as they enjoy travelling by train again.” Great Western Railway’s station manager for Westbury, Wiltshire and Dorset, James Wilcox, said: “We are grateful to our customers for their patience while this important work has been completed. “We are thankful so much has been achieved by Network Rail during the 16-day period, allowing us to continue to operate services on this key route between Somerset and Dorset for years to come.” Christian Neill, SWR’s customer experience director, said: “The work Network Rail completed will mean big improvements for our customers.

Not just a more reliable and resilient service, but visible changes which usher in further upgrades to the passenger experience at Weymouth, with the new forecourt scheme planned for completion in May 2022. The new tactile paving will also improve journeys for our visually impaired customers at Weymouth and Upwey. Patience and understanding Christian added: “I know that closing the railway for such a long time was disruptive to our customers and I’m grateful to Network Rail for the huge amount of work they packed into this closure. I’d especially like to thank our customers for their patience and understanding whilst these essential works were carried out.”

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56 | December 2021

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People

A return journey to excellence Hull Trains’ MD David Gibson on the challenges faced by the open access operator powered up by its new Paragon fleet

pen access train operator Hull Trains, owned by FirstGroup, is well on its way to achieving its post-pandemic recovery targets and is set to move back into profitability. The business, established in 2000, took delivery of its fifth and final five-car bi-mode class 802 Hitachi unit in June 2020, completing its new Paragon fleet, a £60 million investment made to replace its old Class 180 fleet. In late 2020, Hull Trains’ track access agreement was extended by a further three years, until 2032, enabling the business to continue the security of the investments it made ahead of the financial impact of COVID-19. David Gibson took the helm of Hull Trains as Managing Director in October 2021 and sees plenty of reasons for optimism in the months and years ahead. David is also looking forward to Hull Trains participating in industry-shaping conversations as the recommendations of the Williams-Shapps Plan for Rail are implemented. “There are so many reasons for Hull Trains to be optimistic,” David said. “Not least, FirstGroup has stood by the company and shown remarkable support throughout the pandemic. In terms of the Plan for Rail and the transition to Great British Railways, it is clear that we will be able to participate in the new conversations taking place about how the industry works together. I recently had my first meeting with Network Rail and there is a great willingness on their part, and across the industry, to work in new ways, which is very encouraging. Keeping customers happy He added: “Open access operators run a small percentage of miles on the network each year but our commercial focus ensures that our business plans have to stack up. We are constantly looking at ways of keeping customers happy, driving efficiencies and proving the effectiveness of our service. We can contribute greatly to that wider conversation because open access operators have a great deal to offer the network in general. “The Plan for Rail is one of the things that prompted my return to rail because there is a genuine drive from government to ensure that we have a customer-focused railway that moves us into a more modern way of delivering transport solutions.” 58 | December 2021

We are constantly looking at ways of keeping customers happy, driving efficiencies and proving the effectiveness of our service There are some immediate challenges for the new MD, whose transport experience includes roles as Managing Director for DB Regio Tyne & Wear (the Metro contract run on behalf of Arriva) and Service Delivery Director for Caledonian MacBrayne Ferries. In addition to these leadership roles and others in the private and public sector, including time at Hull City Council as Assistant Chief Executive, David can also draw on more than 22 years with the Royal Air Force, providing him with a high level of training in strategic management and leadership.

“The RAF gave me the foundations for my career, exposed me to being part of highperforming teams, mission critical operations and the knowledge that ultimately everything is delivered by people. There is so much that relates to rail, not least being focused on delivering to the highest professional standards and, for example, as the Base Support Commander at RAF Lossiemouth, getting involved in the impact of your operations between the base, its people and the local community.” Lockdown Hull Trains had to withdraw its services from the market on three occasions during lockdown, which didn’t just impact on passengers but also, in David’s words, “hit our colleagues hard.” It operated 33 services from 12 April, increasing to 68 per week from 17 May from Hull and the Humber region to London, rising to 81 weekly services from June, and in December will rise to 94 direct services a week – the most the company has ever offered. railbusinessdaily.com

People

The Hull Trains commercial team carries out granular analysis of every service to ensure the company has a full understanding of what it means to operate within post-pandemic restraints and to keep apace of changes in the market. David said: “FirstGroup set a target for recovery that we are well on the way to reaching and a return to profitability is close. The challenge is to grow Hull Trains back bigger and better, which is where we are now focusing. “We are confident in the market recovery and customers are coming back to us in significant numbers, but the market is different, more composed of leisure travellers than previously, and they want to travel at different times. “Business travel is still there, and I think it will recover but probably not to the same extent given changes to the way people are working. “We are looking at how the market has moved, what we can learn from that and what we can learn from the way that customers are travelling. Are they buying advanced seats or walk-up tickets? That market is definitely changing so we need to make sure we price our trains accordingly. As a purely commercial operator we survive on seat revenue and we need to make sure we get that right, so that the demand profile is correct, seats are always available in line with demand, and we can maximise revenue and yield. “The statistics are telling us we have the most reliable fleet of Class 802 trains in the UK and we have the highest market share between East Yorkshire and London. “The numbers are really good, our safety performance is good. Everything is pointing in the right direction, so we now have to line everyone up in the company on the journey to excellence. That’s my big challenge to the business, to accept that we can and will be excellent and define together how we are going to do that.” Raising their profile Hull Trains’ Business Travel Service is playing its part in reaching out to business customers, while moves are afoot to raise the visibility of its services far and wide. “We want to make sure we can connect people with the capital and vice versa,” said David. “We have a strong local brand but what we do isn’t just about getting people from East Yorkshire to London but getting people from London to get excited about making the journey here and to the other places and communities we serve. We can do that by connecting with each other, with businesses, leisure opportunities and connecting communities. railbusinessdaily.com

Production Director Louise Mendham, Glenn Longthorn, Head of Finance, Head of HR Deborah Birch, First Group MD Andy Mellors and David Gibson MD of Hull Trains.

“One of the things we have looked at is raising our visibility in London and surrounding communities. “For example, we have recently taken out an exciting sponsorship partnership with Championship rugby league team, London Broncos. They will be carrying our logo on their strips, and their televised games will take our brand to a bigger audience.

Our fleet of trains is one of the youngest in the UK, and the new trains have reduced our carbon emissions by 60 per cent “This is only one aspect of our activity, but we’re excited to see what difference that makes to attracting new customers, in both directions. “Hull Trains also needs to be one of the businesses that contributes to the economic recovery of this region. More than 10 years ago when I was at Hull City Council we were focused on healthcare, renewables, logistics and the ports, and there’s a lot of evidence of progress in those areas and strong evidence that Hull will be a key player in renewable energy for the UK, so there’s a big market there.” The new Paragon fleet and an office relocation are also making a positive difference to Hull Trains’ carbon emissions.

“Our fleet of trains is one of the youngest in the UK, and the new trains have reduced our carbon emissions by 60 per cent,” said David. “We’ve relocated our office and that’s also showing a 40 per cent reduction in energy consumption. We’re very mindful of our obligation to be environmentally friendly. “If we didn’t have to run on diesel between Hull and Temple Hirst Junction, near Doncaster, we would be even more sustainable, so we would welcome electrified lines on that section of rail or Hitachi developing the necessary battery technology to reduce our impact on the environment further. The next challenge of course is to get that CO2 emissions number even lower, and I will be working with the fleet and the operational teams to make this happen. Everyone at Hull Trains is working towards the same goal of reducing the impact on our environment and making a real difference to future generations and I am certain you will be hearing a lot more positive news from us in this area moving forward.” An exceptional team David added: “We want to be back at those high levels of customer service that have won Hull Trains accolades and awards. Our people are exceptional and everybody in the business will be part of the conversation on our journey to excellence. Together we will define, decide and agree on what excellence looks like, to make sure our vision and mission is right and the values that we have embraced as a business remain relevant. Then we will drive forward and reach those targets together, as we adapt to a post-pandemic world that is very different to what we thought it would be back in 2019. We have a very bright future ahead of us.” December 2021 | 59

IFnedaut us tr rey S p o t l i g h t

Smart Stations, the future of rail There is still a perception that ‘smart stations’ are a future technology with limited practical benefit. Toby Hawkins, Sales Director of ‘Software as a Service’ provider mpro5, considers the substantial returns that the Internet of Things (IoT) can provide today when used in stations

ith UK rail reforms coming into play soon, it will be vital that train operating companies have new systems to help them measure and improve on all the factors that influence the customer experience. Smart technology and real-time monitoring enable intelligent decision-making, whether it is a busy transport hub in a city or a rural, unstaffed station. “There is a perception that it is future technology that is yet to come to fruition, but one of the best kept secrets in the IoT industry is that this tech is readily available now and can provide a positive ROI,” said Toby Hawkins, Sales Director of mpro5. “The future is now, it is here and you can afford it. I often talk to people in the industry about IoT, and what I always say to them is that if they are looking to increase their efficiency, delivering a better customer experience while intelligently deploying their resources, then making your stations smart is a great start.” Crowd control One of the strongest use cases for this kind of monitoring applies to remarkably busy stations. Overcrowding is a significant safety concern, especially in bottleneck areas when people are rushing to catch trains or exit the station in case of emergency. Since the pandemic and the easing of lockdown, it’s more important than ever to be able to easily disperse crowds reactively to allow for social distancing and passenger comfort. “When you think about the big mainline stations, during pre-COVID times it was the judgement call of station staff who had a decent vantage point to see the crowds and anticipate problems,” said Toby. “The experience and instincts of staff will go a long way here, but even with this, you are going to have blind spots. If you can supplement that experience and knowledge with data, then those interventions will be even more effective. 60 | December 2021

“Of course, instinct is important and should override data sometimes, but having this information lets you act with greater precision. It may well show you that the crowding is clearing more quickly than you anticipated, or that overcrowding is about to happen due to an unforeseen factor.”

“The future is now, it is here and you can afford it” Video analytics running on connected cameras can detect crowding in real-time and alert train station staff to move passengers along or open additional gates and exits, depending on the level of footfall. Advertorial

Monitoring passenger counts at bottlenecks can also be used as part of a ‘stop and go’ system, which can trigger digital displays as well as manual intervention by station staff to ‘throttle’ the flow of passengers. In the long term, patterns can be identified from the data collected to improve station layouts accordingly and pre-emptively control expected crowds. This is essential for safety and assurance in a post-COVID world where passengers remain nervous of travel. By managing and pre-empting crowding issues, you create a pleasant and safe transport hub that people won’t hesitate to make part of their journey. Unstaffed, unplanned Toby added: “In staffed stations, IoT is all about giving information to the staff so that they can manually intervene effectively, but there are more than 1,000 unstaffed stations in the UK that can benefit even more from smart data. railbusinessdaily.com

I n d u s t r y S pFoetal ti g uh r et

“The ability to immediately detect these problems and send a maintenance team out to fix it is invaluable.”

“The example I always take is Whitby,” he said. “In the summer, it’s packed with people holidaying, going to the seaside for fish and chips. In the winter, the station is empty. The cleaning schedule does not change with the season, meaning that the station gets cleaned as often in the summer when it is crammed with people, as it does in the winter when you are pressed to find someone waiting for a train. “This surely cannot be the best use of resources – you may well want a cleaner in the station twice a day in summer, and just once a week in winter. With IoT data on actual footfall over the year, you can make an informed decision about when the station needs to be cleaned. “But the key point here is the flexibility that live data gives you. If Whitby station is remarkably busy on a winter’s day, even though you have reduced the number of regular cleans to once a week, you can still react to the situation despite there being no staff on hand.”

“Creating a smart station isn’t only about using the sensors to gather data, it’s what you do with the data” “The power could even go out entirely and many passengers would not know where, or how, to contact the help desk in such an incident. “Even if their journey passes without incident, a dark station can completely colour a passenger’s experience, making them feel unsafe and anxious.

Making the best use of data To get the best value out of making a station smart, it is critical that the data gathered is all going to a central database or analytics platform. Toby said: “Creating a smart station isn’t only about using the sensors to gather data, it’s what you do with the data and how you handle it that is just as important. “Regardless of whether you are collecting data on bathroom usage, lux levels or crowding, this data can’t be siloed or separated off: it needs to all come together on the same platform, along with your other data, to provide real value. “To improve your operations, you need a holistic view and to be able to compare data sets with each other.” He added: “The long-term trends you pull out will be key to this. After the dust has settled from a busy day, you can view your crowd flows, or check your bathroom usage against this, and tomorrow you can try a novel approach and see how that impacts on the data. “Continuous monitoring of even unstaffed stations would not be possible without IoT, and the returns on investment are not to be ignored. “There is a more than compelling case for rail operators looking to improve the passenger experience to seriously consider this technology.” Visit https://www.mpro5.com/ for more details

Let there be light Lighting plays a vital role in passenger safety. The correct lighting levels allow customers to confidently travel through a station with minimised risk of an incident. Light sensors, also known as lux sensors, are used to measure the illuminance of light, for safety reasons, but also for general ambience of the station environment. “If one light bulb goes out it might not be a problem,” Toby said, “but if two go out it can create a shady spot which is unsafe for a number of reasons. Someone may trip if they cannot see where they are going, or at the very least feel vulnerable. railbusinessdaily.com

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December 2021 | 61

COP26

COP26: Making the case for rail

Photo: Paul Bigland

Paul Bigland was in Glasgow for the global climate summit, joined by much of the UK rail industry

hile delegates and concerned citizens alike descended on Scotland from all over the world in November to take part in the COP26 climate change talks, much of the UK rail industry followed them to Glasgow for a series of events that showcased how railways can (and are) providing greener transport options in answer to the problems we face. Many of the events centred on Glasgow Central station where battery and hydrogen trains were based, but there was also an exhibition of hydrogen power equipment at Bo’ness and a three-day conference at Mossend yard. It was a busy time for many of us as so much was going on at one time. One of the British companies keen to show off solutions was Vivarail, which sent a battery train to Scotland as part of the Network Rail Green Trains@COP26 event. A three-car Class 230 was based at Polmadie depot and ran successfully throughout the event. Battery limits After stabling in Inverkeithing overnight, on the opening day of the conference the train made a high-profile publicity run back to Glasgow across the iconic Forth Bridge. This was the longest trip a battery train had ever made in the UK and it attracted a lot of publicity as the first electric train to cross the bridge. From the Monday, the Class 230 made daily trips from Glasgow Central out and back to Barrhead. 62 | December 2021

On 1 November the 230001 was named ‘Viva Venturer’ in a ceremony at Central, and a special presentation was made to Adrian Shooter, Chairman of Vivarail, by Bill Reeve, Director of Rail for Transport Scotland.

Interest was worldwide with delegates from Germany, Guatemala, Japan and Mexico taking a trip The Barrhead runs attracted a lot of interest from delegates, rail leaders – and royalty, with Prince Charles popping in to learn more about battery technology. In the first week the train carried hundreds of people from government, industry, academia, media and advocacy groups. Interest was worldwide with delegates from Germany, Guatemala, Japan and Mexico taking a trip. The elected Mayor of the West Midlands, Andy Street, also visited to praise the potential of the trains. As well as being based in the West Midlands Vivarail has supplied trains to West Midlands Railway, which is operating on the Marson Vale line between Bedford and Bletchley.

New orders were placed too. RDC of Pittsburgh USA’s Chairman, Henry Posner III, who was visiting for a week, announced he’d ordered a second two-car battery train that will be shipped to the States early in 2022. Posner is keen to develop the concept in the States as a ‘pop-up metro’ initiative. Hydrogen train Battery technology wasn’t the only game in town. Porterbrook also dispatched 799201, its completed bi-mode ‘Hydroflex’ hydrogen train to Glasgow. Seeing the two former London commuter stalwarts sharing a platform north of the border was quite a surreal sight! Due to time and technical limitations, the Hydroflex was only running on 25kv but this allowed guests to be given technical tours of the hydrogen equipment on board and learn about how it works. The Hydroflex ran several trips per day on the circular route to and from Central via the Cathcart Circle. Like the battery train, Hydroflex attracted a lot of attention. Apart from the one vehicle of the former Class 319 that is used for storage of 277kg of hydrogen, fuel cells and control equipment, the rest of the four-car trains were fitted out for passenger use, with one car having two boardroom-style long tables. These came in useful for different groups of invited guests, including the University of Birmingham which arranged an event on board the train. railbusinessdaily.com

COP26

Leading the way Alex Hynes, MD of Scotland’s Railway, spoke about how Scotland is leading the way in decarbonising the railway. North of the border 75 per cent of passenger journeys and 45 per cent of freight is electrically powered, with much more to come. As Alex pointed out, with Network Rail buying its electricity from nuclear sources “people are already making carbon neutral journeys on Scotland’s railways”. But there’s more to come. In Glasgow, the lines to East Kilbride and Barrhead are being electrified now, while plans to string the wires up along the Borders railway should be announced in the New Year. railbusinessdaily.com

As Alex wryly observed: “We know how to electrify in Scotland as most of the electrification done in Britain in the past few decades has been done in Scotland.” In his second presentation, Alex highlighted that Scotland has set in law a target to reach zero emissions by 2045. Choosing rail There were other excellent presentations giving examples of how companies are switching to rail for sustainable transport. Morwen Mands from Highland Spring along with Kenneth Russell from JG Russel and Chris Reid of WSP showed how the new Blackford railfreight depot will remove 8,000 HGVs a year off local roads, cut 3,200tCO2 pa and move 40 per cent of Ochil water production by rail. The conference presentations would justify an article in their own right, but I only have space to precis and highlight some important points. Kenneth Russell from JG Russell pointed out that due to Brexit and the HGV driver shortages, railfreight was more competitive as the cost base was stable and “as good as they’ve ever been” (unless you’re using electric traction at the moment, obviously!). Chris Swann, Head of Rail at Tarmac, highlighted that running ‘jumbo’ trains can cut fuel usage by 50 per cent and stressed the importance of being able to run longer, standardised lengths of trains to maximise payloads and minimise costs. Bill Reeve, Director of Rail for Transport Scotland, chaired a panel discussion where it was pointed out that it wasn’t all good news. Consumer behaviours have to change too, as was explained by one panellist.

While logistics companies can offer green transport, consumers need to think about how their goods arrive. An example given was how one (now out of business) company that offered next day delivery if you ordered by midnight switched transport from cross-border rail to fleets of white vans to deliver on that commitment. Sustainable? Clearly not – in more ways than one. The event wasn’t all about facts and figures. On each day of the event a locomotive was named at lunchtime. On day one a GBRF Class 92 was named ‘Billy Stirling’, after the founder of PD Stirling, by members of the Stirling family. Day two saw a DB Class 90 in a striking new livery rededicated as ‘The Charted Institute of Logistics and Transport’, while day three saw a DRS Class 68 (converted to run on HVO fuel) named ‘Pride of the North’. UK rail in the spotlight While the jury will still be out on what the international COP26 event may (or may not) have achieved, the two weeks were certainly a successful showcase for the UK rail industry and Scotland’s railway in particular. Despite uncertainties about the future structure of the industry the overwhelming sentiment was positive. Clearly, rail transport has a hugely important part to play in decarbonising UK transport, all that is needed is the political will – and the money to carry it through, which may be the hardest part. As one rail insider has said to me, “the industry knows what it needs to do, now we just need to be allowed to get on with it and do it”.

Photo: Paul Bigland

Guests (who included Chancellor of the University of Birmingham and CBI President Lord Bilimoria, and William Wilson, CEO of Siemens Mobility) took part in discussions on the future of low carbon rail, while in another car Dr Jeff Allan gave model demonstrations of how hydrogen trains work to a group of young people hosted by Community Rail Network. Perhaps as a response to criticism to him taking internal flights to COP26, on 10 November Prime Minister Boris Johnson caught the train from London to Glasgow Central, where he spent a short time visiting both the Vivarail and Porterbrook trains. He was accompanied by Network Rail’s Chief Executive Andrew Haines. With Glasgow being such a focal point, I was unable to fit in a visit to the Bo’ness & Kinneil Railway where a former Scotrail Class 314 EMU is being converted to hydrogen power. This work is part of a Scottish Enterprise project in partnership with the University of St Andrews and Transport Scotland working with hydrogen fuel cell specialist Arcola Energy to deliver full system design and integration based on the company’s A-Drive technology, which is already being used in a fleet of hydrogen-powered refuse lorries for Glasgow City Council. As well as the hardware on display there was an important conference to attend at Mossend International Railfreight Park. The three-day event, hosted by freight logistics company PD Stirling, had a different theme each day. The COP26 schedule being what it was I could only attend for half the event, which was a great shame as it’s one of the most informative conferences I’ve been to for a while. Day one, which was officially opened by Graeme Dey MSP, Transport Minister for the Scottish Government, was all about railfreight, decarbonising the railway, the journey to net zero and the challenges in getting there.

December 2021 | 63

COP26

Leading the charge After wowing delegates at COP26, Vivarail’s 100 per cent battery powered train provides a tangible alternative power option for UK rail

ivarail provided demonstration trips for invited guests and VIPs on the UK’s first emission-free, fully battery powered mainline passenger train at the United Nations Climate Change Conference (COP26) in Glasgow. Midlands-based SLC Operations (SLCO), celebrating its new status as a licensed passenger train operator, supported Vivarail and Network Rail by running the train on the 11.8km Glasgow Central - Barrhead line. The opening Saturday of the conference saw a historic run across the Firth of Forth, as the first electric train across the iconic bridge. The unique three car train is a converted former London Underground class 230 D-Train, which has three batteries fitted to each driving car. For Neil Bates, Vivarail’s design director, COP26 was an ideal opportunity to showcase the company’s technology and capability in transforming existing fleets to EMUs and BMUs. Evolution The COP26 train builds on Vivarail’s development of three diesel trains subsequently sold to West Midlands Trains, an order for a fleet of battery diesel hybrids for Transport for Wales, and a 3rd rail solution for South Western Railway, using the bodyshell and bogies from D78s that previously served London Underground’s District Line, to provide five trains for the Isle of Wight’s Island Line.

Neil said: “It’s fairly evident from what the Great British Railways Transition Team is saying, the current low patronage of the railways, and the capacity challenge having gone away in the short term, that money is going to be tight on the railways for the foreseeable future. COP26 was a perfect and timely opportunity to get this technology out there, show what we have, and to get the debate going.

“The battery system is capable of charging at a much faster rate and the battery packs in use will ultimately take old, retired traction batteries from the trains, which we’ll use for seven years on a train and then ten more years in a battery bank, and that means that we will get 17 years life out of them, which commercially and environmentally makes sense. At end of life they will be recycled”

We haven’t found a potential conversion yet that we can’t do

Economically viable Financially, the use of 100 per cent battery trains also makes sense. A report by the European Union Agency for Railways (ERA) on the use and cost of fuel cells and hydrogen provided the impetus to calculate the total cost of operation for battery electrified trains. With train maintenance, infrastructure and fuel costs taken into account, mainline overhead 25kV costs £5.27 per mile, hydrogen fuel cell £4.17 and diesel £4.01. Battery trains come in at £2.20, almost 50 per cent cheaper than diesel and hydrogen to operate per mile. The speed of Vivarail’s battery train is limited to 60mph, mainly due to the car body, bogies, its structure and crash resistance.

“For COP26, as part of the official Network Rail Green Trains@COP26 event, we developed a 100 per cent battery train and coupled that with our patented Fast Charge system, which can fully recharge the train in 10 minutes. With a full charge, the train has a range of over 60 miles.

ARE WE

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COP26

However, Vivarail has identified 50 routes where its class 230 EMUs could run and, on partially electrified routes, pantographs could also be installed on trains. Converting the train for COP26 also allowed Vivarail to explore ways in which it could deliver on its use of recycled materials and minimising cost without compromising safety and the passenger experience. Ahead of the conversion, a comprehensive assessment took place to consider the use of materials, transport, waste and operations. Reducing CO2 On-board COVID stations were made from recycled material and have since been transferred to Vivarail’s factory. Producing the COP26 train created 180 tonnes of CO2, which is 55 per cent less than manufacturing a brand new equivalent battery train, which would create 400 tonnes of CO2. Neil said: “Everything we do takes into consideration end of life, the ultimate cost of manufacture, the cost of disposal, and the potential second life of materials, fittings and fixtures. “Everybody that boarded the train had the same response – they couldn’t believe this was anything other than a new train. “That’s down to the skill of our engineering colleagues at Vivarail. We’re good designers, we know what we’re doing and also know how to deliver new train value and better customer experience without breaking the bank.

“We already have desk designs for other versions using this technology and are being courted by operators with diesel fleets. We’re also looking to engage with others to work in partnerships to convert diesel and electric multiple trains to battery trains.

It’s better to do something which is not quite right, but less wrong than waiting until everything is completely ready “If a train has sufficient life in it to be good value for money to upgrade at midlife, to be turned from diesel or existing 25kV train into a battery EMU, that makes commercial sense and presents us with an opportunity. “We haven’t found a potential conversion yet that we can’t do, so it’s down to the ROSCOs to consider making this change.” Those considering converting their fleets should be mindful of the fact that running their diesel fleets until they are life expired will produce significant CO2 emissions.

According to an RB report, a typical diesel multiple unit produces 180 tonnes in four months (based on 33,000 miles of operation assuming a typical annual mileage of 100,000 miles). Over five years, a 100 per cent Vivarail battery train will emit 1800 tonnes of C02, while a Class 156 will emit 3,000 tonnes. Neil was full of praise for SLCO’s running of the train at COP26. He said: “SLCO were a delight to work with and made our job very easy. They took the daily traffic duties away from us and left us in no doubt that we were in safe hands.” Inspiration At the recent UK-Japan Rail Working Group conference, Neil was inspired by Network Rail’s Lisa Constable, who said: “It’s better to do something which is not quite right, but less wrong than waiting until everything is completely ready.” Neil said: “Alternatively powered trains have a role to play in reducing emissions and can deliver clean air ambitions to towns and cities, alongside mainline electrification. Battery trains are a different means to decarbonise the network. “What Lisa said is, I think, gold dust and the right way to think. 100 per cent battery powered trains provide a way forward in terms of the use of alternative power solutions for the railways. We can’t keep waiting for a silver bullet to turn up. We can do this right

ENGINEERING • CONSULTANCY • DESIGN Kilborn Consulting Limited is an independent railway engineering consultancy and design business. We specialise in the design of railway signalling, control systems, level crossings and telecommunication systems for the UK and Ireland railway infrastructure. Our core services cover technical advice, consultancy services, feasibility studies and concept, outline (AiP) and detailed design (AfC) of both signalling and telecommunication systems. We can provide all Signal Sighting activities and signalling risk assessments, including SORA and Suitable and Sufficient Risk Assessments for Level Crossings. We also provide EMC and E&B studies to complement our core services. We very much look forward to working with you.

Tel: +44 (0)1933 279909 Email: pmcsharry@kilbornconsulting.co.uk Visit: www.kilbornconsulting.co.uk

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December 2021 | 65

Infrastructure

Trial operations underway ahead of Elizabeth line opening next year More than 150 scenarios will be carried out over the coming months in the final phase of the programme

taff are getting to grips with all aspects of the complex transformational Elizabeth line railway ahead of the introduction of passenger services commencing in the first half of 2022. More than 150 scenarios will be carried out over the coming months as part of the Trial Operations before the line opens for passenger services between Paddington and Abbey Wood. This includes exercises to make sure that all systems and procedures work effectively, and staff can respond to any incidents, including customers being unwell or signal failures. Moving on The Mayor of London, Sadiq Khan, said: “Reaching the start of Trial Operations is a significant milestone in the delivery of the Elizabeth line, and it’s really exciting to be moving into this phase. “The next few months are crucial to making sure the railway can open safely next year, and everyone is working incredibly hard to reach that goal. The Elizabeth line will help transform travel in London and the South East, dramatically improving transport links, supporting regeneration and boosting our economic recovery.” In the new year, a series of more complex exercises will include evacuations of trains and stations using thousands of staff and volunteers.

The final step will see a period of ‘shadow running’, operating timetabled services ahead of the Elizabeth line opening. Andy Byford, Transport for London’s Commissioner, said: “Everyone is working hard to make sure we can open the Elizabeth line safely and reliably. The project continues to have my full personal attention, and with huge progress made to date, it is great to now enter this final stretch. “The Trial Operations phase will see staff really get to grips with all aspects of this complex and transformational railway to ensure we are ready to welcome customers next year.”

The Elizabeth line is an immensely complex railway and Trial Operations will continue until it is clear that it can operate at the highest levels of safety and reliability before the start of passenger services. Only then will a specific opening date for the railway be announced. Trial Operations will also see a number of organisations, including London Underground and Transport for London, MTR Elizabeth line, Network Rail and the emergency services all working together to respond to the trial scenarios. Final tweaks Further software adjustments to the train and signalling and tunnel ventilation system will take place in December and over the Christmas period. Mark Wild, Crossrail Chief Executive, said: “We are delighted to have reached the next key stage in delivery of the Elizabeth line with the start of Trial Operations. It will take several months to complete this final phase. “This is an immensely complex railway and we must be able to demonstrate the highest levels of reliability. Everyone is working hard to deliver the Elizabeth line as soon as practically possible and we remain on track to begin passenger services in the first half of 2022.”

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I n d u s t r y S pFoetal ti g uh r et

Bridging the gap

Michel Cociuban, Founder and Owner of Rofraus, writes about his Ascending Mechanised Access Ramp, allowing safe and compliant access to trains, tramways, buses and ferries

he new system allows less mobile people to become routine commuters, eliminating the strain of having to make pre-bookings or to require any type of additional assistance. The A-MAR system has been patented in Australia and is subject to an international patent application under the PCT Treaty, published as WO 2021/056081 A1 . Substantial efforts are being made all over the world to improve the access to public transport for people with mobility limitations. At railway stations, an increasing number of amenities such as lifts and travelators are being installed to provide easy and efficient access to station platforms. However, fewer developments have been made when it comes to assistance with boarding trains from a station platform. “Different countries have different standards in relation to horizontal and vertical gaps between the platform edge and the train floor,” said Michel Cociuban, Founder and Owner of Rofraus Engineering Solutions. “Furthermore, within a country or region, different train stations have different gap dimensions. As a result, the typical solution remains to use a manually deployable ramp with the help of a station attendant. Needless to say, access to trains for less mobile people remains a significant challenge today.” The A-MAR system To combat this, Michel’s Australian company – Rofraus Pty Ltd – has designed and developed its Ascending Mechanised Access Ramp or A-MAR for short. The A-MAR system provides fully automatic, independent, safe and compliant access to trains, tramways, buses and ferries.

Testing the A-MAR prototype

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Where possible, wired communication exists between the central control system, user interfaces (activation buttons) and sensors. Where wired communication is not possible, the vehicle-based system controller communicates directly with the platform-based central control unit using encrypted RF signals.

Michel said: “In order to board a train using the A-MAR system, the user must simply complete one action: to press an activation button situated on one of the bollards surrounding the Boarding Assistance Zone on the station platform. “Similarly, to disembark a train, the only action is to press an activation button situated in the train near the exit door. Flashing lights, installed on top of the bollards on the station platform, are instantly activated to attract the train driver’s attention to stop the train as close as practically possible to the car stop mark, allowing the A-MAR to be aligned to the train door. To account for alignment discrepancies between the ramp and train door, the A-MAR system includes sliding actuators to be able to automatically move the ramp along the platform to adjust the precise positioning of the ramp in front of the train door.” Once the train doors are fully open, the operating system of the A-MAR is automatically activated to deploy the ramp without any assistance. A sliding ramp commences deployment from an enclosure on the platform and operates until it reaches a fully deployed position covering both a horizontal and vertical gap between the station platform and train floor. The position of the ramp is monitored by a central control unit, with feedback of sensors located on both the train and platform. The full deployment of the sliding ramp takes between five to seven seconds. When fully deployed, the A-MAR system includes kerbs to prevent feet and wheels from missing the ramp and handrails for assisting passengers when using the ramp. Advertorial

Innovative engineering solutions When the user has completed boarding or alighting the train, the ramp can be returned to the stand-by position within the platform enclosure by the user, any person on the platform or train, a train guard, or even the train driver. Michel, who created Rofraus Pty in 2009 to deliver innovative engineering solutions for the transportation industry, said: “The A-MAR system can be installed rapidly and easily on a station platform, and the system can be simply relocated, replaced or removed with minimal disruption or remediation work. The A-MAR system can also be applied to other structures such as bus stations and ferry wharves to assist boarding on other modes of transport.

“The A-MAR system is built using standard materials and equipment, as well as approved composite and electrical non-conductive components in accordance with safety standards, stakeholder and rail industry requirements. The surface of the ramp is covered with a non-slippery coating to ensure commuter safety. All mechanical parts are standard off-the-shelf components, that can be easily procured to keep production costs low. Additional customised components may be used as alternatives to standard commercially available components.” Visit www.rofraus.com for more details.

December 2021 | 67

IFnedaut us tr rey S p o t l i g h t

Cleaning up the railways Colin Marshall, Bidvest Noonan Transport Sector Managing Director, writes about the company’s important role as rail passenger numbers increase

he rail sector has a critical role to play in the future of the UK. As one of the most efficient modes of transport, it enables millions of people to get to school, college and work and visit friends and family every day. Rail also reduces our emissions and the congestion in our cities and towns. According to the Rail Delivery Group, rail delivers environmental benefits, for example CO2 emissions generated per kilometre by passenger operators have decreased by 25 per cent in the past 15 years, helping to build a more sustainable future. Demand for rail services has also more than doubled over the last 20 years, increasing faster than for any other transport mode, with Britain having some of the most intensively used railway lines in Europe. Furthermore, the sector contributes considerable enduring benefits to the UK economy, up to £31 billion a year, and the rail industry and its supply chain contribute up to £10.4 billion in gross value per year (according to the Rail Delivery Group). Working closely with clients At Bidvest Noonan, we are committed to supporting this critical sector. We work closely with clients in the sector to drive continuous improvement, overcome challenges and deliver cost-effective solutions to meet client and passenger expectations. For example, during the height of the pandemic, our teams helped to keep the network running and protected users by showing up every day to fog, spray and sanitise surfaces and

As a market-leading service provider to the sector, we believe that providing excellent service means: aking a ‘people first’ approach – Our people’s T safety is our first priority. We hire outstanding people and train them to work safely and efficiently. We ensure our people understand how to identify and mitigate risks while completing work to the highest standards for our clients and their passengers. We recognise their work, ensuring our teams are highly engaged and motivated.

‘Demand for rail services has also more than doubled over the last 20 years, increasing faster than for any other transport mode’ high-frequency touchpoints. Now, as we emerge from a difficult couple of years, our people – who are well-trained, well-equipped, and highly motivated to do great work – are continuing to provide outstanding support.

hallenging conventions – For more C than 44 years we have been committed to challenging conventions. We design bespoke solutions for every client, taking a fresh perspective to deliver exceptional value and service for our clients. We employ the latest technologies to enable our teams’ increased productivity, safety and sustainability. As a data-led business, we employ digital technologies to audit, analyse and report on our performance. B eing adaptive and agile – In the rail sector, our clients’ needs can change quickly. We have the resourcing to cope with any sudden or anticipated events. We can quickly ramp up our service to deal with seasonal fluctuations, special events or emergency situations. This ability was called upon throughout the COVID-19 pandemic. At Bidvest Noonan, we have invested heavily in the transport sector in order to continue our leadership in the market and accelerate our growth. This year we announced our new sector-dedicated business unit. This new business unit has the expertise, resources, and infrastructure to provide the best service and support to clients in the market. I am extremely excited to be leading this business unit as Managing Director, and I am confident that we will make considerable advances to help the rail industry play a prominent role in the UK’s post-pandemic recovery. For more details visit bidvestnoonan.co.uk/transport-sector

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Advertorial

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Keeping Our Railways Cleaner and Safer Bidvest Noonan Transport supply over 55,000 hours each month to the rail & tram sector and work with many of the largest transport operators in the UK. By applying award winning solutions we ensure that our client’s unique and often demanding requirements are met day after day. We are committed to providing the best possible passenger experience and delighting our customers. Our Cleaning Services Include

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Infrastructure

Arriva Group signs six-year contract for Chiltern Railways services MD Richard Allan is determined to modernise Chiltern to ensure it is fit to meet the challenges of the future

hiltern Railways, part of the Arriva Group, has been awarded a new sixyear contract that includes commitments to continue working towards decarbonising and modernising its fleet and customer experience. The new contract starts on Friday 31 December, and runs until the end of 2027. Six-year deal Richard Allan, Managing Director of Chiltern Railways, said: “I’m delighted and proud that Chiltern Railways has agreed a new National Rail Contract with the Department for Transport for the next six years. “This gives certainty to customers and stakeholders and is a vote of confidence in our future and in the hard work of the Chiltern team, which has made us one of the best performing train operators over many years. “We are determined to modernise Chiltern Railways again and ensure we are fit to meet the challenges of the future. We look forward to continuing to serve our customers and attracting more customers to use the railway.” Chiltern has committed to delivering the following: 70 | December 2021

I’m optimistic about the ongoing and strategic contribution Arriva Group can make to rail reform and the delivery of a new era for passengers o continue and expand the trials of T HybridFlex technology, which converts existing trains to diesel-battery hybrid with zero emissions while at stations. o work on a business case for converting all T diesel trains to hybrid technology. o introduce Delay Repay 15, which means T customers can make compensation claims when a train is late reaching its destination by 15 minutes or more n improved onboard customer environment A with new LED lighting and CCTV on the vast majority of trains and a plan for a light refresh of train interiors with the owners of the trains

E xtended opening hours for the customer contact centre to ensure Chiltern offers an enhanced customer experience seven days a week David Brown, Managing Director of Arriva UK Trains, said: “The agreement reflects the partnership which has been established with government and I’m optimistic about the ongoing and strategic contribution Arriva Group can make to rail reform and the delivery of a new era for passengers.” In addition to Chiltern, Arriva Group also owns CrossCountry, Arriva Rail London and Grand Central Trains as well as Arriva Train Care and Arriva Road Transport Services. David added: “Rail plays a vital role in the rebuilding of the economy and the decarbonisation agenda. We have a strong track record of growth and efficient operation, and we will continue to provide cost-effective solutions to some of the big challenges the country faces as it builds out of the pandemic. “Foremost among these is working in partnership to drive cost efficiencies and attract more passengers to rail, helping to fuel economic growth and tackle climate change.” railbusinessdaily.com

HS2

HS2 starts up first Midlands tunnelling machine The first tunnel boring machine (TBM) on the Midlands section of HS2 has now begun its one-mile journey

he 2,000 tonne, 125-metre long machine, which is called ‘Dorothy’ and is working its way under Long Itchington Wood in Warwickshire, was built and assembled by about 170 engineers. A tunnelling team will now work around the clock in shifts to operate the machine for about five months as it excavates the first bore of the one-mile tunnel. The journey continues HS2 Minister Andrew Stephenson said: “This is yet another vital landmark in our journey towards a better connected Britain and with the launching of Dorothy in Warwickshire, it shows real progress in helping transform journeys across our country. “It also underlines how our £96 billion Integrated Rail Plan – the largest ever investment in our rail network – is instrumental in creating jobs and economic opportunities, and ensuring more people reap the benefits of better rail journeys.” This will be the first HS2 tunnel to be completed on the project, with the machine set to break through its first bore at the south portal in spring 2022. It will then be disassembled and taken back to the north portal to dig the second bore, which is due to be completed in early 2023.

The tunnel, built to preserve the ancient woodland above, forms an important element in how HS2 is managing environmental impacts through the design of the railway, preserving Britain’s precious wildlife habitats. These woods are classified as a Site of Special Scientific Interest (SSSI) and have complex ecosystems that have taken hundreds of years to establish. HS2 CEO Mark Thurston pushed the button to start the machine. He said: “This is another major milestone for HS2. You can see the real progress the project is making as we launch this TBM on one of HS2’s largest

Facts and figures about Dorothy It weighs 2,000 tonnes and is 125-metres long. The tunnel boring machine will bore into the headwall which is 19 metres high. After entering the headwall, it will dig a one-mile-long tunnel which will be 9.6 metres wide. When it comes out the other side, the tunnel boring machine will be brought back to dig a second tunnel, just to the left of the first one. Each tunnel will take around five months to dig. The machine will remove a total of 250,000 cubic metres of mudstone and soil, which will be transported to the slurry treatment plant where the material is separated out before being reused on landscaping along the route.

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sites in the Midlands, contributing to massive job creation in the region. More than 20,000 jobs and over 650 apprenticeships are already being supported by HS2, which is set to transform transport links between Britain’s major cities, free up space on the rail network for more freight and local services, and support the UK’s transition to net zero carbon emissions.” The machine will remove a total of 250,000 cubic metres of mudstone and soil, which will be transported to the on-site slurry treatment plant where the material is separated out before being reused on embankments and landscaping along the route. A Nobel choice After a national vote, the TBM was named ‘Dorothy’ – after Dorothy Hodgkin, who in 1964 became the first British woman to win the Nobel Prize in Chemistry. Her discoveries included confirming the structure of penicillin, and her work with insulin paved the way for it to be used on a large scale for treatment of diabetes. She died in 1994 in Shipston-on-Stour in Warwickshire. The name was suggested by a student from Warwickshire College Group. In total there will be 10 HS2 TBMs on Phase One of the HS2 project, working to create 64 miles of tunnel between London and the West Midlands. railbusinessdaily.com

Infrastructure

New trains for Transport for Wales TfW is investing £800 million in new trains for the Wales and Borders network

Increasing capacity James Price, Transport for Wales Chief Executive Officer, said: “We’re investing £800 million into new trains that will provide more capacity on our network. They will have more and improved seating, provide air conditioning, power sockets and passenger information screens with up-to-the-minute travel information.

Photo: Transport for Wales

he first of Transport for Wales Class 231 FLIRT trains have arrived in Wales from Switzerland. Over the next 24 months, 35 will be delivered from Stadler. Transport for Wales (TfW) is investing £800 million in new trains with the first two being tested at its depot in Canton, in Cardiff. The FLIRTs will be a key part of the South Wales Metro – the three-quarters of a billionpound transformational project to provide more capacity and more frequent and greener services.

“The customer is at the heart of our planning at TfW and these trains will have more space for bikes, people with limited mobility and pushchairs. People will now start to see some of our new trains being tested on our network and we’re looking forward to seeing the first new units enter service for customers next year.”

Sandro Muster, Project Manager for Stadler, said: “We will now embark on an extensive programme of testing to ensure that they are ready for commercial service. Every aspect of the trains, from their on-board features to energy consumption trials, noise levels and signalling, will be scrutinised rigorously.”

Is your project EMC compliant? Work with the EMC experts & stay on track.

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IFnetaetrunraet i o n a l N e w s

errovienord and Hitachi Rail STS SpA have signed the third supply contract for 50 high-capacity ‘Caravaggio’ regional trains at a cost of €451,850,000. Forty trains are in long configuration – five cars – and 10 in short configuration – four cars. Another 55 high capacity trains have been ordered in previous contracts: 30 in short configuration – 21 already delivered and in revenue service – and 20 in long configuration – in addition to five ‘Rock’ trains. The signing of the third supply

contract is part of the Lombardy Region Plan for fleet renewal that sees a total of 222 new trains in an overall investment of €1.958 billion. The trains from the third supply contract are scheduled for delivery from October 2022 to October 2024 and will be built at Hitachi Rail’s factories in Reggio Calabria and Naples. Andrea Pepi, Head of Sales and Projects Italy Rolling Stock of Hitachi Rail, said: “The introduction of our modern train fleets in Lombardy is a source of great pride for our business, and we’re delighted with this new order.

Photo: Hitachi Rail

Ferrovienord and Hitachi Rail sign contract for 50 high-capacity trains

“With our trains we aim to increase sustainable mobility by providing attractive products that encourage

people to switch from private car to public transport in line with our decarbonisation strategy.”

rain manufacturer Alstom has signed a partnership agreement with Hynamics – part of EDF – to develop faster hydrogen train refuelling methods. Work is already under way, with their teams carrying out joint modelling, calculations, and simulations. This work, which mobilises the skills and resources of EDF Lab, will then be tested from 2022 on the electrolyser test platform at the EDF Lab Les Renardières, one of three R&D centres of Électricité de France located in Écuelles (Seine-et-Marne).

Stéphane Kaba (Alstom), Frédéric Dejean (Hynamics) and Yves Schlumberger (EDF) sign the partnership agreement on hydrogen trains.

A hydrogen production station, a compressor up to 450 bar and several storage racks will be mobilised to recreate the filling

Photo: EDF/N.Revelli-Beaumont/Sipa

Alstom and Hynamics sign green refuelling partnership agreement

circuits at full size and to assess the behaviour of the equipment under operating conditions. The two businesses hope to

set out an international refuelling standard that will make it possible to limit the immobilisation of hydrogen-powered trains during refuelling, which they say is a major issue. In a statement the two companies said: “This partnership will enable us to optimise the hydrogen distribution infrastructure and the rolling stock made available to operators. This is a project that presents many opportunities for the decarbonisation of transportation and the development of sustainable mobility.”

CAF to supply LRV units to the Canadian city of Calgary

he City of Calgary has selected CAF to supply 28 Light Rail Vehicles (LRV) units which will serve the future Green Line, that will run along a 46km north-south route across the city. The project, which comprises the first 20km stage of the line, is already under way and will connect Shepard Station – where

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the depot will be located – with the 16 Avenue North station in the north of the city. The contract consists of the design, manufacture and commission of 28 LRVs, including the delivery of depot parts, special tools and testing equipment, as well as the TSMSSA service (Technical Suppor t and Maintenance Spares Supply

Agreement). This agreement also includes the option of extending it by up to a further 24 LRVs and extending the term of the TSMSSA service. Accordingly, the value of the contract, including the base contract and all additional options, could come to almost €300 million. The construction and

commissioning of the Green Line marks the city’s largest ever infrastructure investment. With a budget of approximately €3.4 billion, it is financially backed by the Federal Government of Canada, the Province of Alberta and the Municipality of Calgary, and will play a fundamental role as part of the Canadian city’s transport system. railbusinessdaily.com

I n t e r n a t i o nFael aNt u ew r es

Czech railway test track to see €20 million clean energy investment

he Czech-based Railway Research Institute (Výzkumný Ústav Železni č ní – VUZ) plans to install its own sources of clean energy and the environmentally friendly production of hydrogen, as well as upgrading its tracks to allow for the testing of autonomous trains. The Railway Research Institute plans massive investments into its facilities outside Prague over the next five years. These will be entirely new projects that will reduce the centre’s carbon footprint. VUZ Chief Executive Officer Martin Bělčík said: “We invest about €2.5 million into maintaining

Photo: VUZ

and renewing our infrastructure each year. However, over the next five years we are preparing fundamental investments that should reach a total of €24 million. “Much of this will go into services offered on the smaller test

track, as well as into technologies that will help us further reduce our emissions.” The m os t s i g n i f i ca nt investments in the coming years will include equipping the shorter track with the ETCS systems

(which is currently in place on the large test track). VUZ is also preparing a study for the testing of autonomous rail vehicles, especially for urban and suburban transport systems. Martin added: “Reducing our carbon footprint is absolutely fundamental for us. It’s part of the philosophy for the future development of our test centre. We already guarantee our customers that the electricity they use at our facility comes solely from renewable resources. “We are currently preparing a project for our own non-fossil fuel sources of energy to cover not only our own consumption, but also the output of green hydrogen.”

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Movers and Shakers

aymond Johnstone has joined SWGR as its new Head of its training business, PPE business (SIS) and welding business, ScotWeld. Over the past 30 years, Raymond has undertaken numerous senior leadership roles including being a member of ScotRail’s Executive Team, General Manager (Scotland West) for Network Rail and Nexus’ Executive Director in charge of its infrastructure and railway operations. In the past two years, he has led and delivered a University Education Programme specifically targeted for railway managers in South Africa. This last appointment has seen more than 500 students graduate up to Honours level and in doing so help to improve the railways as they develop in South Africa. Raymond will draw down on his experiences when spearheading SWGR Group’s training, PPE and welding businesses. He said: “The training element of my role is an incredibly important one – we are determined to provide highquality people to work in the rail industry. That isn’t just about their ability, but our immense focus on mental wellbeing and behavioural training will help these individuals to become well-rounded colleagues armed with the skills to develop a fantastic career for themselves. “ScotWeld is a business that is highly regarded in the welding sector working all over the world on some significant structures. There is a shortage of skilled welders, and we have an obligation to meet those demands. I am looking forward to using my experience and playing my part in what has been a fantastic story already for SWGR.” 76 | December 2021

Neil Ethell named as new COO for DB Cargo UK

he new Chief Operating Officer at DB Cargo UK says he is relishing the challenge of joining as we emerge from the pandemic and post-Brexit transition period. Neil Ethell – who was formerly the company’s Head of Operations and Service Delivery – took over the new role last month. “The world of rail freight is changing, and we need to change with it to ensure we can continue to deliver safe, reliable and sustainable services that not just meet but

Photo: DB Cargo

Former Nexus Director joins SWGR

exceed our customers’ expectations in the future,” said Neil, who joined the company in 2002.

His appointment is the latest in a series of UK Board changes made by the company’s new Chief Executive Officer Andrea Rossi. Andrea said: “To coincide with Neil’s appointment, we are also taking the opportunity to make a number of internal, organisational changes to strengthen links between our sales and service design functions.” As a result of these changes, Head of Sales Roger Neary will now become Chief Sales Officer.

Rail Forum appoints Harry Burr as young persons’ ambassador T

he Chief Executive Officer (CEO) of Sustainable Transport Midlands has been appointed as the Rail Forum Midlands’ (RFM) Young Persons’ Ambassador. Harry Burr says he’s proud to take on the role, which will provide an input to RFM’s Future Talent Advisory Group, which focuses on schools and education engagement with the objective of attracting a more diverse group of young people into the industry. He will also attend meetings and events to update RFM

and its members on his wider campaigning activities and to

discuss sustainability in public transport. Elaine Clark, CEO of RFM, said: “Following Harry’s recent interview at our Annual Conference it was obvious that he is a force of nature. “We had lots of positive feedback from members and we were keen to explore how we could build on a relationship which all started with an exchange of emails a year ago. I am delighted that Harry will be our Young Persons’ Ambassador providing a valuable insight from, and for, the next generation.”

Bidvest Noonan appoints Compliance and Risk Director

ark Elton has been chosen to be Bidvest Noonan’s Compliance and Risk Director for operations in Great Britain. Mark previously held the role of Quality, Risk and Compliance Director at Cordant Services, which became part of the Bidvest Noonan group in May of this year. Bidvest Noonan employs

27,000 staff to provide peopledriven solutions across the UK and Ireland. Its core offering for rail includes cleaning and security services. Simon Giles, CFO, said: “Mark has deep expertise in his field. As part of our senior management team, Mark will help us to continue improving our performance and

strengthen our leadership position in Great Britain.” Mark, who has 25 years of industry experience, said: “I’m delighted to take on this new and exciting role and to support our wider group. I’m looking forward to working with my new colleagues to take this outstanding business from strength to strength.” railbusinessdaily.com

Movers and Shakers

Louise Haigh MP appointed new Shadow Transport Secretary L

ouise Haigh is the new Shadow Secretary of State for Transport, replacing Jim McMahon, who is now Shadow Secretary of State for Environment, Food and Rural Affairs. She Tweeted: “I’m looking forward to getting stuck into the Tories on behalf of communities who have been sold out by their transport betrayal and developing Labour’s vision to deliver for the whole of the country.” Darren Caplan, Chief Executive of the Railway Industry Association, said: “The rail supply industry will continue to need certainty of rail investment, including in both infrastructure and rolling stock, to ensure we can continue to deliver successfully.

“This means understanding what upgrades are contained in the Rail Network Enhancements Pipeline, having a rolling programme of electrification and fleet orders of hydrogen and battery trains in order to meet net zero targets and

getting digital signalling rolled out before current equipment becomes life expired. We look forward to working with Ms Haigh on all these opportunities and challenges, to ultimately support a bigger and better rail sector.”

Mike Gardner to lead Arcadis’ station propositions

rcadis has appointed Mike Gardner as its UK Design Director. In his new role, Mike will lead Arcadis’ station propositions across the UK, working with many of the company’s existing clients such as Network Rail, regional transport authorities, combined and local authorities, developers and investors. He joins Arcadis from Atkins and brings more than 25 years’ experience in designing and delivering multimodal transport hubs. He said: “We want to be a driving force in this transformation, generating a holistic people-centred approach to designing and delivering great stations founded on our core design principle of improving quality of life.”

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