Rail Director April 2023 by RBD Media

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April 2023

EXCLUSIVELY FOR RAIL INDUSTRY LEADERS April 2023

Paul McMahon Making the pounds work harder Barry Boffy MBE Supporting disadvantaged, marginalised and vulnerable communities Osaro Okuonghae From office cleaner to HS2 site engineer Julian Worth CILT freight electrification proposal

LOUISE KAVANAGH

railbusinessdaily.com

Rising through the ranks

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INTRODUCTION

Springing forward W

elcome to the latest edition of Rail Director. I’m pleased to say I escaped April Fool’s Day without being the victim of any fake news. As any editor will probably have experienced, any news released on 1 April has to be taken with a pinch of salt. This year was no different with jokes ranging from Amtrak having a new loud car, to Parkrun saying someone had run 5km in under 10 minutes. I’d like to start this month’s editorial by congratulating Derby on being named the HQ of Great British Railways. I wouldn’t have liked to have been the person making the decision, with some very strong candidates shortlisted. The news will be a welcome boost to Derby and the surrounding area, and exciting generally for the rail industry as it feels like a step forward in the much-needed major transformation of the railways. This month it was a real delight to speak with Network Rail’s chief of staff Louise Kavanagh about her journey from finance graduate through to working closely with Andrew Haines and how their working relationship has gone from strength to strength. Sticking with Network Rail and it was also interesting to speak with Paul McMahon, the organisation’s director, planning and regulation, about CP7. It was Paul who was heavily involved in working with the Department for Transport and Treasury to give them a view of what it might cost to run the railway during CP7 and what they might get from it. It was particularly enlightening to hear that for the first time in Network Rail’s history, the organisation is set to not just hit the efficiency savings target set by the Office of Rail and Road, but save even more money than the target set. This has been down to collaboration, so well done to everyone involved. In this month’s Inside Track, editor Nigel Wordsworth takes a look at Scottish Government’s £116 million Levenmouth Rail Link project to reconnect Leven to the railway network, which has recently passed the halfway point with three miles of track already laid. He also examines rail, which is well and truly back on the agenda as two major reports highlight the steps that need to be taken to strengthen the rail freight industry and help the UK to meet its decarbonisation commitments over the next 20 years. Thanks as always to the team who bring Rail Director to life every month and everyone who has taken the time to share their story and chosen the magazine to showcase their products and services. Work is well underway on May’s edition so connect with Chris sooner rather than later if you’d like to feature. All the best

It feels like a step forward in the muchneeded major transformation of the railways

Danny Longhorn Editor

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 +70,000 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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CONTENTS

Helping the industry come back together

Network Rail’s chief of staff Louise Kavanagh talks about her first year in the role and rising through the ranks from a finance graduate

10 News 14 Making the pounds work harder

The UK and Scottish governments are providing Network Rail with £49 billion to spend over Control Period 7 and the company is due to shortly publish its strategic business plans on how it will use this money. Paul McMahon, director, planning and regulation, explains the priorities and talks efficiencies

20 The opportunity of electrification across the UK’s rail network The Chartered Institute of Logistics and Transport has released its electrification strategy research, which reveals the significant opportunity across the UK’s rail network. Chair of the organisation’s rail freight forum and lead author of the strategy, Julian Worth, explains more

26 Supporting disadvantaged, marginalised and vulnerable communities

Barry Boffy is an award-winning inclusion, equality and diversity thought leader who was recently awarded an MBE for his work at British Transport Police (BTP). He shares his story

34 Avanti West Coast contract extended until October and new MD announced

FirstGroup plc and the Department for Transport (DfT) have agreed to extend the current arrangements for the West Coast Partnership (WCP) rail contract, which includes Avanti West Coast

42 Making a positive difference off the pitch

Most know him as a decorated Rugby Union star. Now, British Lion and former commercial pilot Tony Underwood is seeking to make the world a fairer, more sustainable place with ESG and Carbon Management specialist Achilles Information

46 Creating a seamless, accessible service

A new report into the innovation gaps and opportunities for accessible and inclusive transport in the UK, as Daisy Chapman-Chamberlain explains

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April 2023

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CONTENTS

W IN

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EXCLUSIVELY FOR RAIL INDUSTRY LEADERS April 2023

The bene ﬁ of SPEEDts

April 2023

Sw ift , Pr ag ma tic an d Ef fic re moves ient En ha co mp lex ncement ity an d en De liver y courages 2 Smalle ra dic al th r station s are imp ink ing ort ant too 10 Hal fway to Lev en 18 Railtex 2023 20 Talking about fre ight 22 North ern Cit y line goes digital 26 SPEED and efﬁcie ncy

Inside Track – April 2023 An in-depth look at what is happening across the industry by those who make the decisions. This issue’s features include: A focus on the work carried out on smaller stations, a detailed look at the Levenmouth Rail link and detailed look at SPEED (Swift, Pragmatic and Efficient Enhancement Delivery)

52 Bringing ‘the future of railway safety’ to the UK

Robert Hanczor, founder and CEO at American-based Piper Networks, explains more about the innovative solutions the company has developed to improve railway operations, ahead of exhibiting at Railtex

54 Derby named the home of Great British Railways

Transport Secretary Mark Harper says it is full steam ahead for the reform of the railways and news of the GBR HQ location is a key milestone for the entire rail industry across the country

58 International News 60 “Whatever you are going through, you are not alone”

Rail Director meets Tony Miller, a former prison chaplain who is now Railway Chaplain for the London South and Southern Rail Network

66 RBD Community 68 “I could never have imagined working on a project of this magnitude” From office cleaner to HS2 site engineer in just a year. Aspiring engineer Osaro Okuonghae shares his journey

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LOUISE KAVANAGH Rising through the ranks

Tel: 0800 046 7320 Sales: 020 7062 6599 Editor Danny Longhorn danny@railbusinessdaily.com Designer/Production Manager Chris Cassidy Production Editor James Jackaman Director of Marketing Phil Loades Editor (Inside Track) Nigel Wordsworth nigel@railbusinessdaily.com Advertising Team Christian Wiles chris@rbdpublications.com Amy Hudson amy@rbdpublications.com Published by RBD Media 15 Mariner Court, Calder Park, Wakefield WF4 3FL Printed by The Manson Group © 2023 All rights reserved. Reproduction of the contents of this magazine in any manner whatsoever is prohibited without prior consent from the publisher. 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.

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April 2023

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PEOPLE

Network Rail’s chief of staff Louise Kavanagh talks about her first year in the role and rising through the ranks from a finance graduate

Helping the industry come back together

t has been a whirlwind start as Network Rail’s chief of staff for Louise Kavanagh, with everything from industrial action and political turbulence, to navigating extreme weather impacts on the railway. “I often look back and think to myself if I’d have known what I know now would I have applied for this job,” she joked. “A certain level of confidence is needed to apply for the job in the first place because it is a high-profile, high-pressured environment to work in, and that is before taking into account everything that has happened in the last year.” Going through industrial action isn’t something Louise had ever experienced, and little over six months into the job there was also the Queen’s funeral. Add into the mix storms and extreme heat testing the infrastructure, the ever-changing political situation, preparation for Control Period 7 (CP7) and rail reform, and it is no wonder the year has flown by for Louise. “No two days are the same and I’m really enjoying it,” she said. “One thing I’ve had to learn is how to read hundreds of emails a day and assimilate which ones were urgent, which ones were important, which ones to brief to Andrew (Haines, Network Rail’s chief executive), and the ones to deal with myself. “It has been important to build a relationship with Andrew so I can have those interactions quickly and a good instinct for what is important to him. He is deeply committed to devolution and the railway’s impact on customers and lineside neighbours. He’s an egalitarian at heart and believes everybody deserves an equal voice, which can make it tricky when knowing what to prioritise.” The core pillar as chief of staff is to support Network Rail’s chief executive in staying connected with his wider business and assurance over the organisation, as well as interfacing with the supply chain, customers and lineside neighbours.

April 2023

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PEOPLE

Louise says it has also involved lots of coaching conversations in preparing and supporting people for critical activities they are leading on, bringing Andrew’s voice to several key initiatives across the organisation, and pursuing her own interests of ensuring Network Rail is more inclusive, makes better use of technology and pushes back on bureaucracy where it doesn’t need to exist. “One thing I can say with certainty is that no day is as you will have planned it in your diary,” she said. “As chief of staff, you’ve got to be prepared enough, but agile enough, to deal with the situation as it occurs. In previous finance roles, I have felt a lot more in control of the agenda, the pace and the outcomes, whereas now I have become much more comfortable operating in a changing environment.” One of Louise’s aspirations is to further develop an executive team that is more inclusive and instil in the team a sense of authenticity and approachability. She says she is driven to be part of the solution for some of the industry’s big problems. “I will be doing everything I can to help the industry come back together better as we recover from the impact of the pandemic and move forward from industrial action,” she said. “In respect to the latter, I empathise with our employees and I can see that it has been a difficult situation for all involved. My priority is to ensure colleagues are successful going into the future and are not damaged as a result of everything that has gone on. “I’d like to see the rail industry be a bit braver because in some areas I think we are set in a culture

As chief of staff, you’ve got to be prepared enough, but agile enough, to deal A career in the railway adds up with the situation As seems to be a common theme in the rail industry, Louise didn’t initially aspire to a career in the railways as it occurs but was gripped after joining Network Rail’s finance

which can be quite risk averse, repetitive and formulaic. I’m also passionate for more people to realise that the rail industry has roles for everybody. It’s been described to me as the best-kept secret; people don’t realise how cool the rail industry is, and although I don’t think our brand is cool at the minute, I think it should be, especially considering the sector’s sense of positive purpose and the good it does for our country.”

graduate scheme more than 15 years ago. “It was my dad that suggested the railways to me, describing it as something purpose-driven that might suit me because I was struggling with the idea of applying for law schemes,” said Louise, who went to the University of Warwick to study a law degree prior to working in the railways. “Looking at the opportunities at Network Rail, the finance scheme stood out as the best proposition, as although I hadn’t done maths since my GCSEs, it was a chance to learn new skills and at the end of the scheme get a CIMA (Chartered Institute of Management Accountants) qualification. “I met the senior finance team through an assessment centre and interview process, and they were normal relatable people, and I thought the opportunity was amazing, so I chose them and thankfully they chose me.”

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PEOPLE

Louise has never looked back and has progressed through the organisation, accumulating finance director roles in asset management, group digital railway, and latterly, before taking on the chief of staff role, in route services leading the finance and support teams. “It has been a phenomenal journey and I must admit I’ve become one of those people who, when you meet up with your mates, talks about work to the extent my friends actually put me in the category of train geek,” she said. “Not so much in respect of having an interest in the inner workings of rail infrastructure or trains, but the passion with which I talk about my work.” “Network Rail, and the rail industry more broadly, is big, it’s varied, it’s geographically spread, and you get to go around the country visiting different cities, different people, and get lots of opportunity. I’ve never once felt stuck in the job, since starting at Network Rail I’ve had the career I’ve always wanted and I continue to learn so much. “It probably also helps that I’m someone who thrives on pressure; it is my motivator and the chance to get involved in fascinating opportunities has been very energising. There are always things to get my teeth into and the to-do list is never done.”

Track change at Network Rail Despite having enjoyed her time working in finance, after 15 years she wanted to broaden her perspective and business acumen and experience operating at a senior level in an organisation beyond her finance capability. Chief of staff ticked that box and in February 2022 she took on the role. Louise said: “Important to me is who I get to work for, and from the interactions I had had with Andrew, I had a good feeling about his values and felt we had a similar outlook on what good looked like, the importance of a customer-centric, devolved approach, and simplification of business language and processes. I thought I could amplify the mission. “The chief of staff role has given me challenges that you don’t get in many other jobs and an opportunity to see how an executive operates with the board of a 40,000-strong organisation, how they behave, what decisions they are expected to make and how they are supported by the business to make those decisions. It’s been fascinating.” Vital to the role has been building that trusted relationship with the chief executive. “When you actually work with someone as closely as a chief of staff does with the chief executive, it is very different from meeting someone once a quarter and having a nice conversation about your business area,” she said. “It has taken a lot of adjusting on my part, and probably a lot too on Andrew’s behalf.” “I think he was brave to pick me for chief of staff because I am a different generation to him and in some cases see the world quite differently, but to his credit, he has really embraced the opportunity to have a different voice and a different person around the table and he really respects this role and the challenge that anyone in this job brings to him. “It has been brilliant, and it’s definitely made me realise that it’s quite small things that have really improved our relationship. Andrew wouldn’t

have recruited me for this job if he didn’t think I was competent and that we could work well together. The key things I’ve learned have been the day-to-day stuff like, does he prefer a phone call or text, how often should I check in with him, what should I ask him about and what things should I just get on with? “I’ve now got to the point where I don’t think of him as the big CEO who must be so busy and not wanting to bother him, but more as a member of the team who is interested in some of the small things as well as the big things. At the start, I could certainly have been accused of being overprotective of his time on his behalf. He didn’t want that – he just wants me to be part of the solution.” After an exciting and whirlwind first year, things will get no easier with the transformation and challenges ahead for the rail industry. “It is a particularly exciting time to be involved with the railways with so much going on and the fact I get to see first-hand the way it is playing out and feeling that momentum,” she said. “It feels like some of those age-old problems that we’ve had for a long time and that we’ve sticky plastered over, we are now working together to fix to be fit for the future and relevant in a modern era. “We’re addressing some really complex issues which are culturally difficult, but we have a great vision of where we are going. It does feel hard, it feels uncertain, and for some people, it feels destabilising, but it’s for such a good outcome, it’s worth it for our customers, the economy, the environment and ultimately the country. “We’ve got Great British Railways on the horizon and we’ve managed to convince three secretaries of state that the approach for rail reform is the right one and that gives me huge optimism that despite the turbulent time that we’re in, we have a plan and one that I believe can transcend political parties. It is very exciting to be in the epicentre of the next important chapter for our railways.”

We’ve got Great British Railways on the horizon and we’ve managed to convince three secretaries of state that the approach for rail reform is the right one

April 2023

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NEWS

Launch of Transport for Wales brand new South Wales Metro trains

he first of the brand-new South Wales Metro trains has been launched at a ceremony in Caerphilly, signifying the start of a new transport era. The Class 231 Fast Light Intercity and Regional Trains (FLIRTs), built by Stadler, is part of the £800 million investment Transport for Wales (TfW) is making in brand-new trains for the Wales and Borders network. Providing increased capacity with more and improved seating, modern air conditioning, power sockets and passenger information screens with

up-to-the-minute travel information, the new trains will transform the customer experience. With the first one officially launched on the Rhymney Valley line earlier this month, TfW will continue to introduce 35 of these trains over the coming years throughout South Wales, along with 36 electric tram-trains. Each train will have space for up to six bikes and automatic level boarding to assist those with limited mobility. James Price, Transport for Wales chief executive officer, said: “This is another key milestone for TfW.

These brand-new Class 231 trains will transform the customer experience and signify the first deliverable of the South Wales Metro. People are now starting to see transformation across our network with the introduction of brand-new, modern trains that will attract people to use public transport. “We introduced our CAF Class 197 to the network at the start of the year and we’re proud today to launch yet another brand-new train in the Stadler Class 231 train. The South Wales Metro is a phased project and today signifies it is now starting to be delivered.”

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NETWORK RAIL

Making the pounds work harder

or the first time in Network Rail’s history, the organisation is set to not just hit the efficiency savings target set by the regulator, the Office of Rail and Road, of £3.5 billion set for the current control period, but reach £4 billion of savings. This is thanks to a swathe of initiatives such as creating a leaner and more efficient management

structure, implementation of technologies and securing more efficient access to the network to do work at lower cost, such as use of blockades, developed in collaboration with operators to minimise passenger and freight impact. “There is a huge amount of pressure on public finances and we all need to play our part in efficiency savings,” said Paul McMahon, Network Rail’s director,

planning and regulation. “It is pleasing to be on track to exceed the efficiency targets set during the current control period, but we will not be resting on our laurels. “We need to continue to play our part and set out robust and convincing efficiency improvement plans, with the regions and functions challenged to identify initiatives to help us develop an even more affordable plan.”

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NETWORK RAIL

That journey will continue into the next control period, which starts in April 2024, when Network Rail will be targeting around £3.8 billion of efficiencies in operations, maintenance and renewals over five years. The company has included this in its strategic business plans for CP7, which sets out how it is going to deliver what the governments in England and Wales and in Scotland want, for the funding they have made available. Network Rail’s efficiency plans are always a central focus in every periodic review.

The cost view Paul, alongside supporting the regions and functions and leading the day-to-day economic regulatory relationships with the Office of Rail and Road (ORR), has been heavily involved in working with the ORR Department for Transport and the Treasury in giving them a view on what it is going to cost to run the railway during CP7 and what they might get from it. “You might well think the control period process happens every five years but going through the process consumes pretty much most of the prior five years and there will be little time after completion before work starts on the next one,” said Paul. “Planning for CP7 has been particularly difficult because there is so much pressure on the public purse and on the railway. The pressure is on to recover the financial position of the railway after the pandemic, and what we can do at Network Rail to help this is become more

effective and run a better railway which is attractive to passengers and freight, as efficiently as we possibly can. “Pulling together the strategic business plans for CP7, there is a much stronger ownership of the plans locally within the regions and routes, looking to their teams to identify the priorities. Going back a decade, it would have been quite a centralised process, more of a top-down process, but now it is much more bottom-up, with stakeholder engagement an essential part of it.” It was announced in the statements of funds available (SoFAs) that Network Rail will be spending around £49 billion over CP7, with the government in its high-level output specifications (HLOSs) requiring Network Rail to address the challenges the sector faces through modernisation and a strong continued focus on delivering a safe, reliable and efficient operation amongst other objectives. The total spend is around a £3.5 billion increase on CP6. “The increase for CP7 is a vote of confidence in rail and recognising the importance of rail to the economy and communities,” said Paul, who with his team laid down the foundations that set the scene to bring in the settlement. “Every pound is going to have to work harder than it did five years ago, hence the efficiency proposals we’ve got in there. “It’s not going to be easy, with challenges such as the inflationary environment and managing the increasing pressures of weather resilience and climate change, but if the industry works together, we all roll our sleeves up and we deliver what we’re setting out to deliver we will suceed.

The increase for CP7 is a vote of confidence in rail and recognising the importance of rail to the economy and communities

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NETWORK RAIL

We’re planning to keep the railway in a good shape in CP7, while developing some of the technologies needed to improve the railways further still in CP8 and beyond.” Now that the HLOSs and SoFAs are published and the strategic business plans soon to be, attention will turn to the details. “CP7 planning has followed a structured approach and what we’ve had to do since the HLOS and SoFA were published is go through the process of making sure we are allocating the spend across the regions according to need,” said Paul. “There are also the national functions such as route services, technical authority and system operator, who spend quite a lot of money on supporting the regions and on major programmes; things like developing intelligent infrastructure, infrastructure monitoring trains, timetabling and research and development. “All of the national programmes are essential in developing the railway over the longer term, so it is important we get the right balance between the regions today, but also look to the future – because you can spend an extra pound on maintenance today, then that is a pound you can’t spend on research and development for the good of the longer term.”

“We might be spending a bit less on asset renewals overall, but we’re going to be spending a bit more on maintenance in order to compensate for the lower levels of renewals spend.” When the Transport Secretary Mark Harper announced his HLOS and SoFA in December, he said the government fully recognises the critical role rail services play in connecting communities and supporting economic growth. He also made it clear that the government will press ahead with rail reform, addressing the challenges facing the sector, such as fragmentation and outdated working practices. There will be a strong continued focus on operations, maintenance and renewal, which is important in supporting a safe, efficient and reliable railway for passenger and freight customers.

Achieving objectives

Overall looking at CP7 it is about recovery, first and Fundamental aim There are some fairly consistent themes from one foremost ensuring control period to the next with a fundamental aim to ensure a safe railway. During CP7 there’s going to and supporting be additional funding going in to support safety in a range of areas, for example on level crossings and that recovery, tactile platform edge paving at stations. Another key priority is providing a punctual and providing a good reliable railway, with a particular emphasis on train performance. service “There have been many factors impacting the punctuality of the network so we will be doing what we can over the next year before we head into CP7, working hard in maintaining and improving train performance,” said Paul. “Forecasting train performance is a real challenge, but most importantly the issues around the timetable crisis in May 2018 and everything we have seen since then have just reinforced that you can only deliver good train performance if you work as a system. “Network Rail in its swim lane doing its bit and train operators in their swim lane doing their bit isn’t going to work. We’ve got to come together as an industry to tackle train performance and it is going to hinge on meaningful collaboration.” Among the other priorities across the network include weather resilience, the challenges of climate change, and grasping the opportunities of rail freight, with the plan assuming that rail freight will grow over the network by about 7.5 per cent over CP7, with regional plans to support that growth. “The asset age will slightly worsen over the course of CP7, but that is manageable because with the advances in technology we have got a better understanding of the assets, and better data to help us understand where we can target interventions and allow asset life to extend a little bit where appropriate,” he said.

Paul is confident the CP7 objectives can be achieved and the strategic business plan explains how, with Network Rail now working with ORR to support the regulator’s review of the infrastructure manager’s plans, and also engaging with with customers and stakeholders and developing the detailed delivery plans. “It’s been a tough three years for the industry, but the underlying product is a good one with rail being a strong mode of transport and I can’t imagine how the country would function without the railways,” he said. “But the industry has got to keep innovating and improving, otherwise other forms of transport will come along and take customers and market share. “Overall looking at CP7 it is about recovery, first and foremost ensuring and supporting that recovery, providing a good service, improving the customer experience and getting people confidently back onto the railways and continuing to demonstrate a quality railway product. We’ve got to ensure we get the basics right, that will attract people back, and then we grow from there. “The supply chain is vital in this journey. They need to know what the priorities are and the pipeline. If they know that then they can gear their own internal planning and start thinking about what they can bring to the party, because they are critical partners in delivering the efficiencies and delivering the work.”

Stimulating work Paul, who had a background in the water industry before joining the railways and has held several different jobs at Network Rail (including director of freight, route managing director Wales, and managing director system operator) concluded: “I thoroughly enjoy my role at Network Rail; it is such an important company to work for, and we’ve got such a high profile. What we do really matters. I find it quite stimulating, the important role we play, whether it is trying to run a train on time or preparing a £44 billion plan for the next five years; they are such critical things for the economy, and I find it fascinating being involved.”

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ADVERTORIAL

By Siemens Mobility

Six ways to transform UK rail infrastructure affordably T

ransport Secretary Mark Harper clearly expressed the need for UK rail transformation at the annual Bradshaw Address in February when he said, “Britain is yearning for a modern railway that meets the needs of the moment. One reliable enough to be the seven-day-a-week engine for growth businesses expect. Nimble enough for post-pandemic travel, while allowing more flexibility for freight. And efficient enough when public spending is rightly scrutinised like never before.” Even before the current cost-of-living crisis, the UK was under pressure to deliver rail infrastructure upgrades within a constrained budget. But inflation, cost and availability of resources, as well as reduced

passenger fare revenue have made that budget even tighter. As a result, the UK rail industry needs to drive down costs and ensure greater value for money. Here are five proven ways in which the UK can become more efficient in rail transformation and deliver greater value for money.

Challenge conventional practices Challenging conventional practices in railway signalling and electrification is crucial to achieving cost savings and increased efficiency. Traditional railway signalling systems have been inflexible, expensive to modify, and have high maintenance costs. However, Siemens Mobility has

challenged convention with Trackguard Westrace Modular. This is a modular signalling system, which is configured, programmed and delivered in a highly efficient way, with the majority of testing carried out away from the railway. This allows for greater flexibility, reduced maintenance costs, and decreased downtime. The Westrace Modular system has been used in several projects such as the North Wales Coast line upgrade, where it reduced costs by 25 per cent compared to conventional alternatives. The system is also being used to upgrade signalling for railways in Devon and Cornwall and to upgrade a freight line in Northumberland to allow for passenger traffic, driving economic growth through social mobility.

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ADVERTORIAL

Challenging conventional practice in electrification is another area where cost savings can be achieved. By using air-insulated switchgear and innovative static frequency converters on the East Coast Main Line, considerable savings will be made over the course of the project which is being delivered collaboratively by the Rail Electrification Alliance, including Network Rail, Siemens Mobility, Volker Rail and J Murphy & Sons.

Digitalise process Digitalising processes across rail infrastructure upgrades and operations can unlock considerable cost savings. By implementing techniques such as video, scanning, and photography for the digital siting of equipment, it’s possible to make better-informed decisions more efficiently and safely. This not only reduces the time that teams are exposed to the hazards of trackside working, but also minimises the impact on railway services. Digitalising surveys can save up to 3,000 pages of printed reports per project. It can also reduce site survey time by up to 60 per cent and decrease the time needed to process results for handover to the client by up to 75 per cent.

Adopt output-based speciﬁcations Historically, railway suppliers have been tasked with meeting rigid requirements that make strong assumptions, including dictating the specific equipment to be used. However, by shifting the focus towards identifying actual needs, such as a required level of availability or capacity to support a timetable, project teams can collaborate and innovate towards more effective solutions. This output-based specification approach is a valuable process for the industry to adopt, although it requires the early involvement of all parties and sensible standards and governance to ensure its success.

Reduce hardware requirements Challenging the need for physical trackside hardware can lead to significant cost savings over the lifetime of the systems being delivered. The implementation of the European Train Control System (ETCS) through the East Coast Digital Programme is an excellent example of this. Digital technology and secure communication between trackside and trains is transforming traditional hardware requirements on the UK’s railways. On-board systems can provide drivers with all the necessary information as well as monitoring speed and location. They can also intervene if a train is at risk of moving too fast or too far. This means trackside signals will no longer be required, reducing installation and maintenance costs. Capacity is optimised, reliability is increased, and new traffic management systems can manage the railway more effectively. Another example of hardware reduction leading to cost savings is the upgrade of train control at Birmingham’s New Street station by Network Rail, Siemens Mobility and supply chain teams in December last year.

The project replaced life-expired systems with digital technologies, significantly improving journeys in the region. Technical advances, such as the use of longer tail cables, helped the team avoid building complex and expensive location suites (groups of trackside cases). This not only reduced project costs but also set a benchmark for new applications.

Enable operator efﬁciency

Digitalising surveys can save up to 3,000 pages of printed reports per project

New technology can also help people use equipment more efficiently and the Connected Driver Advisory System (C-DAS) is a great example of this. This system sends information from control centres directly to cab radios fitted on every train. It informs drivers of the optimal speed to travel at each location along the line to keep to timetable, which may mean driving more slowly to avoid being held up at a signal ahead, or cruising at a certain speed to avoid using unnecessary energy and arriving early. Not only can C-DAS deliver significant environmental benefits, with around 14 per cent energy savings achieved in trials, but it also reduces the time spent sitting at a red signal outside a station.

Collaboration and co-creation of value Ultimately these five approaches rely on strong collaboration across the rail industry. Projects like Birmingham New Street, the East Coast Digital Programme, and the Transpennine Route Upgrade are all benefitting from a shared vision of how to co-create value across the teams involved. So by adopting some of these approaches, the UK rail infrastructure upgrade can be delivered affordably, making our railway a more attractive mode of transport for passenger and freight customers.

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24/11/2022 11:49

ELECTRIFICATION

The Chartered Institute of Logistics and Transport has released its electriﬁcation strategy research, which reveals the signiﬁcant opportunity across the UK’s rail network. Chair of the organisation’s rail freight forum and lead author of the strategy, Julian Worth, explains more

The opportunity of electriﬁcation across the UK’s rail network T

ransport produces over a quarter of UK carbon emissions and moving freight over longer distances presents a particular challenge. Unlike the decarbonisation of other modes, electrified rail transport is a fully mature, proven green technology which has been in use for over 60 years. The UK lags behind the rest of Europe and, partly for historical reasons, only about 10 per cent of British freight trains are hauled by electric locomotives. With the decline of coal in favour of consumer goods and construction materials, rail freight now follows the electrified main lines much more closely and around two-thirds of the core c.2000-mile rail freight network is already electrified, or soon will be. Only about 800 miles of electrification is needed to allow c.95 per cent of rail freight to be electrically hauled.

Strategy The Chartered Institute of Logistics and Transport (CILT) has produced the accompanying map to illustrate an electrification strategy. Trunk haulage by electric rail allied to regional and local distribution by battery HGVs would offer a multimodal solution, allowing supply chains to be almost fully decarbonised. The strategy is market-led and based on detailed analysis of data on rail freight movements across the UK. A handful of short unelectrified sections – shown in red on the map – prevent freight trains from being electrically hauled over very long distances. Electrifying these ‘Infill’ sections, which total less than 60 miles, would allow around two million train miles a year to be decarbonised. This is equivalent to taking around 80 million diesel HGV miles off Britain’s roads each year. The Infills are targeted at early electrification of links between the major container ports of Felixstowe, London Gateway and Liverpool and key inland terminals in the Midlands, the North, Wales and Scotland. Electric locomotives are available to haul these intermodal trains, without new locos needing to be built. The 60 miles of Infill electrification is estimated to cost

c.£50 million p.a. over two years – less than the cost of one road scheme – and represent a ‘no regrets’ way of decarbonising key parts of the UK logistics system. These are ‘low hanging fruit’ which can be readily harvested to the benefit of the UK economy and environment. Following the infill schemes, progressive implementation of the electrification strategy is proposed, with a rolling programme to ensure efficient delivery at the lowest possible cost. The main priority is electrification of the key cross-country route from Felixstowe to the Midlands and North, avoiding London (the ‘F2MN’ route). This would be followed

by the link from Britain’s third largest container port at Southampton to inland markets, with electrification from Basingstoke to Reading and from Didcot, via East West Rail, to Bletchley. A second stage would see the route from Southampton to Basingstoke via Andover being wired, to create an overhead AC electrified route. The third phase involves routes from major quarries and cement works in the Peak District and the Mendips. This would allow electric haulage of millions of tonnes a year of heavy construction materials to Manchester, Leeds, Birmingham and the South East.

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ELECTRIFICATION

Finally, routes serving the steel industry – which is particularly keen to decarbonise its supply chains – would be electrified. This involves wiring the South Wales Main Line west of Cardiff and, in the North, the routes from Immingham to Doncaster and from Middlesborough to Northallerton/ Darlington. Around 80 per cent of the lines to be electrified are in – or form key routes to – the Midlands, the North, Wales or Scotland. Accordingly, the strategy makes a major contribution to levelling-up, regional equality and connectivity. Particularly important is the muchimproved connectivity to Freeports: good inland transport links are essential if maximum advantage is to be taken of Freeport status. The CILT electrification strategy also benefits passengers as well as freight customers. Almost all the routes involved carry passenger trains and the strategy would enable life-expired diesel trains to be replaced by modern electric units. Passenger services could be electrified on routes such as: Edinburgh/Manchester-Birmingham-Bristol Birmingham-Leicester-Cambridge-Stansted Airport Manchester-Sheffield-Doncaster-Scunthorpe Nottingham-Birmingham-Bristol-Cardiff Didcot-Oxford-Bicester-Milton Keynes (East West Rail) CILT is working with colleagues in engineering institutes to identify lower-cost methods of electrifying freight routes and it is already clear that this will cost considerably less than the electrification of high-speed intercity routes. Freight train speeds are much lower, meaning that a simpler form of wiring can be used, and there are credible grounds for expecting the cost of freight electrification to be less than half the cost of higherspeed passenger routes. Crucially, of the 800 miles to be electrified, around 70 per cent is already cleared for high cube containers. This means that most of the bridges, which would otherwise need to be rebuilt before overhead wires can be installed, have already been raised. This reduces the cost of electrifying a route significantly. An electrification programme of c.40 route miles per annum for 20 years would see the CILT electrification strategy delivered at an estimated cost of c.£ 100 million p.a. – the cost of one typical road scheme. This is a modest outlay in the context of the UK transport budget and would produce substantial decarbonisation benefits. The strategy would result in the core freight network being electrified by the mid-2040s, with virtually zero carbon emissions from c.95 per cent of rail freight operations, It would also encourage modal shift of long-distance trunk haulage from road to rail. This aligns with the life expiry of the existing diesel locomotive fleet, which will need replacement through the 2030s and 2040s. Faster delivery could be achieved given a higher spend rate and would accelerate decarbonisation, which might be desirable in the light of the IPCC’s ‘Code Red’ warning about limiting global warming to 1.5C.

The strategy would result in the core freight network being electriﬁed by the mid-2040s, with virtually zero carbon emissions from c.95 per cent of rail freight operations

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19/04/2023 12:57

ADVERTORIAL

Lee Quince started Millenium Site Services in 2000 after noticing a need for onsite painting and repair services. The business has gone from strength to strength with glazing and engineering solutions among its newer list of specialisms

The one-stop shop for manufacturing and repairs for the railways

irst impressions are everything, which is why Lee Quince and the team at Millenium Site Services (MSS) take an enormous pride in every job carried out on the railways. This attention to detail by the specialists in surface finishing, engineering and welding support has seen them work for the likes of CAF, Eurostar, Hitachi, Siemens, East Midlands Railway and CrossCountry. Recently the company passed its EN15085-2 and ISO3834-2 audits conducted by TÜV Germany, securing its place as one of the country’s leading specialists for manufacturing and repair within the rail industry. “To gain the accreditation via TÜV Germany is a great achievement and one that really reflects on the high standards and our great teamwork too, both

through manufacture and documentation recording,” said Lee Carlisle, the company’s project manager. “It is further evidence of the company’s ambition to work extremely hard in making huge steps to increase the services that we have to offer. We really are now one of the market leaders and with the addition of our glazing department and engineering solutions, can offer a complete range of services. “The facilities at our engineering services are purpose-built, we have the capacity to house nine vehicles, we have an inspection pit, and we’ve got both 44-tonne and 140-tonne lifting capacity as well as dedicated welding bays and NDT capabilities.” MSS has recently added glass and glazing to its ever-growing list of services and boasts designated, fully stocked vans and a 24/7 telephone line for emergency glass replacement.

To gain the accreditation via TÜV Germany is a great achievement

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ADVERTORIAL

Staff are trained and able to remove and replace windscreens, doors and side windows in both the road and rail industry, including recently for Blackpool Trams. Tony Marsden, tram engineering manager at Blackpool Transport Services Ltd, said: “Blackpool Transport Services recently hired Millenium Site Services to replace windscreens on our Flexity 2 LRT Trams. The team provided a first-class service at an economical price in these very challenging times.” The success of the business should come as no surprise. It was started by managing director Lee Quince in 2000, when after working in the painting industry for several years, he noticed there was a need for onsite painting and repair services. This vision, along with his family’s support and a tiny office in Kilburn, Derbyshire, formed the basis for one of the East Midlands’ biggest site services suppliers. “Fast forward to the present and MSS is operating from our bespoke Haydock Park facility in the heart of the Midlands, covering the UK with a full 24/7 service and boasting a production floor space capacity of 5,528m2,” he said. “Having outgrown our existing two sites and with an annual turnover of circa £12 million, supporting more than 180 staff, we invested more than £3.2 million into Haydock.”

Growing premises MSS first started with onsite painting needs before expanding to include in-house painting and shot blast. This led to a move to larger premises on Nightingale Business Park, before further demand led to another move to even bigger premises at Riverside Park, along with a second unit on Sandown Road. “We continued to grow over the next 10 years, and then decided to take the plunge and buy the premises at Haydock Park Road, which enabled us to put everything under one roof, where we complete a wide range of services including component and vehicle repairs, painting, spraying, coating and finishing,” Lee Quince added. “Through all the growth and change, we continue to focus on our customers’ needs, using the family values that carry over into our customer service which is underpinned by our ‘make it happen safely, on time and within budget’ attitude.” This has led to MSS working with some of the transport industry’s biggest names, including Alstom (formerly Bombardier), East Midlands Railway, RollsRoyce, Hitachi, Great Western Railway, Keolis Amey, Transport for London and Serco to name but a few. “We are specialists in a wide range of services from bead blasting to fibreglass repair, powder coating, spray painting, bodywork and everything in between,” added Lee Quince. “Fully certified teams are ready and waiting to get clients back on the road, water or track.”

Fast turnaround In the last 23 years, MSS has completed thousands of projects and has painted more than 200,000 items. Among its recent rail contracts includes painting of the East Midlands Railway’s Class 170 three-car units, able to complete a three-car unit from start to finish in as little as 10 days.

Lee Quince said: “We have painted numerous rail vehicle components at our headquarters in Derby right through to full train sets more than a quarter-ofa-mile long on site at the client’s location. Over the past 23 years, we have built up an envious portfolio and are proud to be well-known throughout the transport and rail industry for providing a very high-quality and efficient painting service. “The experience gained over the years and project success makes MSS a key supplier to the rail industry. “There have been many improvements in MSS processes and facilities over the years, which allows us to turn around complex items such as single cars, fully coupled units, cabs and crash damage vehicles in as little as 24 hours.” In an industry such as the railways, getting it right can be the difference between success and failure, which is why MSS understands the exacting standards of clients and strives for excellence in everything it does. To do this, it makes sure that not just its accreditations, but also its suppliers are the best of the best, a commitment that has helped it achieve the plaudits. The managing director concluded: “It has been a fantastic journey so far, but one that is only going to get more exciting as we play our part in rail reform and the rebuilding of the railways following the pandemic. “The new accreditations in the engineering department and glazing are areas we have ventured into over the past couple of years, with our reputation growing as the company to go to for a complete range of services for the railways.” Visit www.milleniumsiteservices.co.uk/ for more details

The experience gained over the years and project success makes MSS a key supplier to the rail industry

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ADVERTORIAL

Chris Lambe, co-founder of Detailed Strategic Engineering (DSE) discusses modernising assurance delivery in the rail industry

Changing the mindset when it comes to assurance delivery

espite the advances and new technologies coming to the rail and construction industry, processes regarding assurance delivery and hand back remain old-fashioned and heavily reliant on standard paperwork documentation. Working hard to change that is DSE, a provider of bespoke assurance strategies ensuring assurance compliance from design to hand back and supported by smart digital solutions that facilitate implementation, management, communication and reporting of assurance data. “The role of assurance is incredibly important in terms of delivering a quality product in accordance with the design. However, despite this, it can be challenging to get projects to plan in how this will be delivered and costed as part of the project planning or tendering phase,” said Chris Lambe, co-founder and implantation director. “Typically, this leads to focusing on assurance once infrastructure is close to completion or complete. The challenge here is a common one we have seen many times over the years, which results in project prolongation and additional costs due to key suppliers/people leaving without assurance completed in line with the construction deliverables. “From the outset of DSE, we have strived to change this and pull the focus onto assurance and the delivery of it forward to project inception. This allows all parties involved in the design/delivery and stakeholders to know what and when assurance is required. Projects can then understand the cost of resourcing this from the outset as opposed to the costs in delaying the closeout of the projects.”

15-year history The company was set up by Chris and delivery director Wilson Caro four years ago. The pair have worked together in rail infrastructure since 2008, entwined with asset hand back in all their roles across several sectors and on projects including London Underground drainage systems, substations, London Underground station upgrades and Network Rail (NR) station redevelopments. During his time at London Bridge station, Chris started as the Network Rail entry into service project manager and asset management plan manager.

With two years of construction remaining, the NR project director realised they were facing a big task to get the project handed over to Network Rail maintenance due to the scale of the project. He was challenged to deliver the plan to carry this out. “Wilson took on the entry into service (EIS) project manager role and I took on the asset management plan (AMP) hand back role,” said Chris. “I developed an assurance spatial breakdown link to Network Rail AMP certification to allow the project to deliver assurance to each of the heads of assets prior to project completion. This was achieved by breaking up the project by discipline and zones linked to the construction profile. We called these AMP packs, and they contained the related design, assurance files, operation and maintenance services and as-built drawings for the given zone. “Our team then sat independently from the principal contractor (PC) and NR with both wanting to understand what assurance was required to

achieve hand back and more importantly evidence it. We had a team helping to identify the assurance readiness deliverables for EIS and the hand back requirements and producing the AMP packs and Network Rail certification from AMP 001 to 018 certs. Together we saw the importance of a dedicated assurance team that could benefit both the PC and the client; helping to navigate the path of assurance requirement identification and means of tracking reporting of the asset assurance completion to hand back.”

Greater connections DSE provides project readiness dashboards linked to NR engineering standards for entry into service and asset management, working with project delivery teams to ensure documentation trackers are associated to its Power Business Intelligence (Bi) operational and hand back readiness dashboards.

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ADVERTORIAL

This provides the client with real-time information on what is required and when it is planned, enabling the visualisation of assurance deliverables against the target completion area by using project general layouts and Power Bi synoptics. The company also offers an assurance support service to small and medium enterprises (SMEs) to set up how to deliver the assurance in accordance with Network Rail engineering standards, which can be quite a challenge on top of the complex task of delivering the works at hand. Chris added: “We are here to take away the headache from the delivery team, by providing a ‘how do we do it guide’, setting out clear strategies, trackers and workflows. We can also provide templates from inspection test plan production, work package plans, RAMS (reliability, availability, maintainability and safety), assurance files, operation and maintenance, and red line to as-built drawings mark-up process, as well as onsite inspection engagement support to engage with Network Rail asset maintainers.” Already DSE has grown from supporting suppliers with previously little knowledge of railway assurance procedures and products to Tier One contractors such as Mace, Dragados, Costain and Currie and Brown. Roles have varied across the projects, and included setting out assurance strategies for Mace Dragados HS2 Euston detailing how to prepare and deliver into key rail stakeholders such as London Underground (LU), Network Rail and HS2. Its experts have also provided embedded, dedicated support for projects such as the Brent Cross accommodation block and Fuel Farm, as well as the Gatwick Station project to provide dedicated assurance support and asset management engagement across all disciplines. Here DSE led the assurance readiness for entering into operations and head of asset engagement for assurance & maintenance handback, implementing this successfully at Brent Cross accommodation block, Gatwick Station project staff accommodation block and Finsbury Park access for all lifts and shafts for improved vertical transportation from the street to the train. Chris said: “As well as the potential for project cost savings, the health and safety importance is paramount for the end user. Our strategies provide assurance of spatial breakdowns per discipline aligned to delivery stages. Our breakdown identifies the delivery scope per discipline and assurance ID that identifies the asset area, in order to transfer the related assurance to building information modeling (BIM), making it accessible from the model to the end user.”

The process allows for the development of the project H&S file de-risking projects to be completed without the return of the assurance and H&S file information to the correct records repository. The skills set within DSE has also enabled the company to work with clients to look back at legacy projects and determine how to retroactively identify and deliver the assurance.

Looking ahead Chris concluded: “The aims and aspirations for the future are to continue championing assurance and the importance of developing detailed strategies from project set up, working with both clients to ensure the requirements they need are identified in the process from the project outset. This will also benefit the supply chain who will then understand what is required and we can then provide the support to the project to help deliver the assurance. “We are passionate to streamline assurance processes to ensure it is efficient and easier for the supplier/engineer on site to capture the assurance there and then. The best way of getting the assurance is to make the site interface as straightforward as possible so we would like to work with the industry to ensure technology can be utilised to deliver this and move towards smarter digital systems. “We are also looking at how we can support decarbonisation and have been developing building logbooks which aim to help reach those government targets. The purpose of these is to pull together all the required documentation into one easy-to-use guide for the building owner/operator, because we have found that some buildings are operating inefficiently as they are not running as part of the designers’ intent. “The building logbook provides information on how the systems in the building should be operated along with recommended energy consumption targets. These can be logged periodically/quarterly by the building operator to ensure the energy consumption is within the energy consumption targets. Where there are issues, the same document will navigate the user to the operation and maintenance manual to rectify any issues. We hope the continuation of such documents will support the industry in meeting energy performance targets.” Visit www.dselimited.com for more details.

Above: Wilson Caro, delivery director, DSE Opposite: Chris Lambe, co-founder, DSE

As well as the potential for project cost savings, the health and safety importance is paramount for the end user

Progress reports The team has developed the assurance spatial breakdowns to be progressively delivered throughout the construction phases as per the discipline completion pack. These associate all related assurance from design and construction validation via assurance files and engineering certification approval to confirm the works have been built as per design as well as the related as-built drawings. Once all discipline completion packs are delivered for the area, these provide the majority of the health and safety (H&S) file deliverables.

April 2023

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19/04/2023 17:14

INCLUSION, EQUALITY AND DIVERSITY

Barry Boffy is an award-winning inclusion, equality and diversity thought leader who was recently awarded an MBE for his work at British Transport Police (BTP). He shares his story

Supporting disadvantaged, marginalised and vulnerable communities B

arry Boffy is not often left speechless, but that was certainly the case during his investiture at Windsor Castle, where he was presented with his MBE by The Princess Royal. It was in recognition of his outstanding commitment and actions in improving policing legitimacy, as well as striving for better representation and understanding of people from diverse backgrounds and varied communities within the service. “There just aren’t enough words to express exactly how honoured, grateful and lucky I am, and the fact that both of my parents and my partner were also able to accompany me and witness the investiture in person made the occasion even more magical,” he said. “I’m so proud of the small part that I played in supporting disadvantaged, marginalised and vulnerable communities when I worked in policing and it is an honour to be recognised for my inclusion and diversity work. “I don’t think I changed the world in any way shape or form, but I hope I have made it different; all I ever wanted to do was make a difference because I am passionate about creating an environment where people can feel safe, secure and supported.” Joining the police was never an aspiration, in fact the opposite, with Barry hesitant to commit to a career with British Transport Police (BTP) when he was offered a temporary three-month contract in an administrative role in 2007.

Moving to policing He had previously worked in the private sector as a global deployment team leader at PwC and then as international assignments administrator at Ernst & Young and took on the BTP job as a stepping-stone into something different. He admits that he also needed the work and was attracted by the money. “I was very nervous entering policing, even joining as a member of police staff, particularly as a gay man, thinking am I going to be welcomed and is this the right environment for me,” said Barry, who joined BTP as an area corporate services manager and later became head of inclusion and diversity. “As a gay man growing up in the 80s and 90s, homophobia and hate crime were really endemic, both in society but generally on the railway network and anywhere that you travelled.

“I experienced hate crime myself and it was something I lived with as I was growing up and coming of age. “There’s that lived experience element that means I know what it feels like to be a victim of crime as a direct result of my difference and who I am. Having grown up in the West Midlands, a very diverse environment, I always saw division and segregation, and that self-segregation of communities that was taking place in order for them to feel safe. “My personal lived experience definitely fuels a lot of my activity and it is why the work I have been doing is so important to me. That, and I just think it is simply the right thing to do, because everybody should feel safe irrespective of who they are, their differences and where they are from.”

As a gay man growing up in the 80s and 90s, homophobia and hate crime were really endemic

April 2023

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19/04/2023 17:15

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INCLUSION, EQUALITY AND DIVERSITY

A few of Barry’s achievements recognised include: Being an internationally recognised policing diversity advocate and expert Drawing upon his expertise to shape BTP’s nationwide operational strategy to tackle hate crime on the rail network Championing the creation of 12 network groups for BTP employees, connecting officers and staff from underrepresented groups and giving them an influential voice Advocating change and educating officers and staff on the treatment and support of transgender and non-binary members of the public, such as transforming police search guidance “I am particularly proud of the work I did with colleagues to design, develop and launch the We Stand Together anti-hate crime campaign back in 2015 and the impact that it has had, and continues to have,” he said. “It was specifically designed to ensure that the incredibly diverse communities across England, Scotland and Wales could recognise what hate crime is, and encouraged people to report it in all instances and to educate people about how impactful it can be. “Also, the work I did in educating police officers on what it means to be different, particularly those vulnerable, marginalised or seldom heard groups. This involved encouraging individuals outside of policing to report hate crime, but also to make sure that police officers understood how to interact and support them respectfully by understanding who they are and what their specific needs or concerns might be. That goes hand in hand. There was also work around tackling underrepresentation of those from ethnic minority backgrounds. I started that work in 2013 to specifically address the fact that we did have, as most police services did, a disproportionately low number of police officers from Black and Asian backgrounds, as well as females in operational policing roles. That has been a real challenge that continues even now.”

A valued colleague Barry speaks fondly of his 15 years at BTP, saying it was an atmosphere in which he felt welcomed, valued and included and one in which he developed and honed his skills, being given the opportunity to make a difference. It wasn’t all highs though; during his time there he worked shoulder to shoulder with many officers and staff in the most distressing and devastating circumstances, including being deployed to two terrorist incidents (Manchester Arena and London Bridge attacks) within weeks of each other. “My first permanent role was as corporate services manager in which I was responsible for the estate, facilities, weaponry and uniform in the Wales, West of England and West Midlands regions,” he said. “However, my background before I joined policing was always in inclusion and diversity in some form, so I was quite quickly able to use some of those skills to add value. Over and above my day job, I was asked to help create an independent advisory group, comprising a group of members of the public from diverse backgrounds to provide independent and objective advice and guidance as critical friends to the police. It was this work, as well as my previous experience working in inclusion and diversity, that led me to take on the head of inclusion and diversity role.

“As a member of police staff you don’t expect to be involved directly in policing operations but in the immediate few days following the Manchester Arena bombing, I was deployed to provide welfare support to officers as a listening shoulder, and also to work with them to make sure they felt safe and secure and that they had everything they possibly needed during what was a distressing time for everyone. Similarly, in London, we were sent to do the same thing. It was eye-opening but it was really valuable to be involved directly in operational policing activity. It meant that I could understand firsthand what was taking place on the ground, and was more equipped to understand what officers were having to deal with in order to help support them.” Barry left the service in March 2022 after 15 years, but continues to work as an inclusion and diversity expert, supporting a number of organisations across Europe, as well as being consulted on equality, diversity and inclusion and community cohesion matters. He has been at Vercida Consulting since July 2022, as a principal consultant, working with global organisations who are looking for inclusion support. “It is completely the opposite in some respects, but it is a role that builds on the skills and the knowledge that I brought with me out of policing,” said Barry, who was featured in the Top 100 Global Inspirational Diversity and Inclusion Leaders list in 2021. “My current role involves everything from helping organisations design and write inclusion strategies, to directly designing and delivering training solutions for a group of people or an entire workforce. It is a new challenge, but one I am thoroughly enjoying. “Overall, organisations are taking inclusion and diversity more seriously and they do want to create an environment where people are supported and welcomed and valued for the difference they bring to an organisation, not in spite of. Even 20 years ago that certainly wouldn’t have been the case. Most organisations now recognise the value of a diverse workforce, but more importantly, one where everyone feels like they belong and are valued for who they are. My job is about designing solutions for them by creating consciously inclusive workplaces, something I know that we all strive for.”

Most organisations now recognise the value of a diverse workforce, but more importantly, one where everyone feels like they belong and are valued for who they are

April 2023

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19/04/2023 12:59

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30/01/2023 16:59

ADVERTORIAL

Karl Willson explains how LuxLift is proving a shining example with its new swivel arm lift safe lighting maintenance innovation

Raising standards and safety on trackside lighting

or many rail organisations the issue of replacing and maintaining track lighting, installed in the vicinity of high-voltage power lines, is an expensive, dangerous and time-consuming challenge. However, changing this is LuxLift, a company that creates luminaire and advertising lifts that allow lighting fixtures or advertising systems to be lowered from the ceiling to a comfortable working height

and changed and cleaned within minutes. Its latest innovation, LuxLift TURN, is a swivel arm lift for safe lighting maintenance in exposed positions. The motor-driven rotary arm brings the lift out of the danger zone and then lowers the lighting. The lift suspension wires are made of a nonconductive material and are designed as a double rope system, which reduces pendulum movements even at higher wind speeds.

“It is a unique product, and I don’t believe there is anything else like this apart from a mechanical pully system which just wouldn’t work as well in the rail environment,” said Karl Willson, UK director. “What we offer means no ladders, scaffolding or lifting platforms are required, no working at height or power disconnected while lowering, and replacements can be changed within minutes.”

April 2023

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19/04/2023 17:16

ADVERTORIAL

LuxLift enables you to lower and raise a wide variety of objects in an uncomplicated way and has an additional lighting circuit as standard, as well as four auxiliary contacts for switching through further signals. This enables the electrical supply of attached objects, such as lamps or illuminated advertising objects, and allows connection to DALI, DMX or emergency power systems. It can also be used without connecting the lighting circuit, making it ideal for advertising banners or decorations. The rail concept was born in 2017, when Erwin Dietrich became aware of the problem of track lighting and the fact that replacing lamps was expensive, time-consuming and dangerous for the workers carrying out the task. In regards to the rail industry, the idea with LuxLift TURN was to develop a rotating arm lift for Austrian Federal Railways ÖBB and to set up a production facility for lighting and advertising lifts in Austria. With the Technical University Vienna as a development partner and the Stolz auf Wien initiative, the plans could be realised and resulted in the founding of LuxLift HandelsgmbH. “Replacing high-level trackside lamps brings with it a lot of issues,” added Karl. “Being able to maintain the lighting effectively, efficiently and safely, you have to turn off the tracks and overhead lines and also get a service wagon and maintenance onto those same lines. “There is a big cost implication with that, especially having to close a network down to fix and repair lights, so we designed a bit of kit with a boom arm and some integrated lifts into that arm to be able to rotate it away from the track (180 degrees) and into a safe zone where it can then be lowered to change and maintain.”

Strengthening relationship The success strengthens a long-standing relationship between ÖBB and LuxLift. The company’s Austrian branch has worked with ÖBB for many years on internal stations, including a lot of raise and low systems for general public lighting maintenance. In terms of the latest innovation LuxLift TURN, it was a case of finding if there was a crossover that would work outside. LuxLift conducted a few trials with ÖBB before going into full production, with the successful first rollout of 15 sets, and planning already underway to increase this into other areas. The swivel arm can be made up to 250cm long and the swivel angle can be set in 45-degree steps up to 180 degrees, optionally left or right turning. “We’ve been involved in the raise and fall systems industry for 15 years although in the past it was more designed towards warehousing, decorative lighting and then with some of our kit in main railway stations,” said Karl. “It was a slight crossover as to whether we could take it outside, taking the internal perspective and waterproofing the system and ensuring it was robust for all weather conditions. There are also the safety factors, with dealing with very high voltage, making sure the solution was insulated correctly as well. “From an engineering perspective, it was quite intense to ensure that we got the product to an acceptable stage so that it could be used in an outside rail environment.”

LuxLift can be conveniently controlled via an app or wired with control lines and lowered to the desired height. Lowering stops for working height and floor height can be stored both via the app and via control cables. It is easy to set up synchronous groups using the app and it can be used to store and read out additional information about the lifts, such as an operating hours counter and the date of the last maintenance. The main selection criterion for the LuxLift is the lifting force required and therefore the weight of the object you wish to suspend. Several mounting plates are available for attaching the lift to the ceiling or beams, allowing single-point or multi-point suspension. Suspended mounting is also possible with the company’s variable mounting bracket.

Lots of potential

We designed a bit of kit with a boom arm and some integrated lifts into that arm to be able to rotate it away from the track (180 degrees)

The object is attached to the LuxLift either directly or by means of a mounting plate, with the company also offering the individual production of mounting plates, adapted to your product. The recessed cover plate enables inconspicuous installation in false ceilings. Karl added: “There is lots of potential in the UK for LuxLift and specifically LuxLift TURN, particularly in areas where you have remote crossings that need to be lit and also when it comes to CCTV. There is a good crossover with our products, and particularly with CCTV where you could mount cameras to these units instead of relying on the tilt down tower which might not be as effective. “If there is already the infrastructure trackside, LuxLift TURN can be bolted onto the existing infrastructure without the need to concrete new columns in place. I think there are many areas and networks, in different countries, interested in the technology. With the size of the rail network, there are a lot of benefits LuxLift products can bring in the future.” Visit https://luxlift.com/en/ for more details.

April 2023

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19/04/2023 17:16

ADVERTORIAL

Terry O’Neill, director of infrastructure and development at Temple, discusses creating sustainable infrastructure in partnership with communities for the beneﬁt of all

A track record that speaks for itself

efore we start improving current infrastructure, or break ground and build new railways, it is essential that key stakeholders come together to devise ways to transform the rail network to become more sustainable. Leading the way in providing that platform is Temple, formed a quarter of a century ago after a group of 20 like-minded individuals discussed existing shortcomings in the marketplace and how these challenges could be met. The aim was to create an environmental, planning and sustainability consultancy service that was different. “Temple’s work has ensured that issues around environmental sustainability are very much at the centre of rail projects, with some clearly defined outcomes and benefits which are notable for the economy but also for communities,” said Terry O’Neill, director of infrastructure and development. “The challenge around the environmental issues that we face today are more stark and the issues around carbon and materials management and improved community outcomes are issues that perhaps weren’t as clear 25 years ago. While we are proud to be part of that movement, we are by no means resting on our laurels, with still quite a considerable challenge ahead.”

Knowledge and experience Temple has a wealth of experience in the rail sector, having worked on some of the UK’s largest and most complex rail projects such as HS2, Crossrail, Thameslink programme and the Channel Tunnel rail link. The company has been involved in all parts of scheme development from feasibility studies and route optioneering through to environmental appraisals, sustainable design development and Environmental Impact Assessment/Statements. It has also helped secure scheme approvals under a wide range of planning legislation and has experience in the sustainable delivery of schemes. “Temple as a business is very keen to make sure projects are being done with communities and governments, creating the best possible outcome with people affected as little as possible during the planning and construction, and the outcomes and benefits widespread once the construction is complete,“ said Terry, who joined back in 2014 as an account director.

“It’s always been a personal ambition of mine to make sure projects are achieved as environmentally responsibly as possible, which is never easy in a crowded island, so inevitably there are always going to be impacts. However, I believe Temple is doing a good job in minimising those impacts and ensuring the benefits are optimised.” While Temple’s specialists have a deep understanding of operational and construction impacts associated with rail and carry out relevant and proportionate detailed studies, their experience ensures they can bring tried and tested solutions and are well placed to identify novel and innovative solutions in some of the most challenging natural and urban environments. The successful delivery by Temple of several extremely complex projects is underpinned by its project management expertise as well as its experience of working in multidisciplinary teams in a collaborative and integrated way. This, together with its commitment to health and safety, and the desire to drive innovation and improvement both within the company and for its partners ensures that benefits are realised early, and the outcomes are as sustainable as possible.

Recently the company achieved B Corp accreditation, a designation that a business is meeting high standards of verified performance, accountability, and transparency on factors from employee benefits and charitable giving to supply chain practices. “Some of the B Corp requirements are quite demanding, but it is a movement that will create benefit in our sectors,” said Terry, who develops business propositions and partnering strategies to demonstrate added value in the infrastructure and development sectors. “The B Corp certification takes government and industry standards to the next level and is leading us as a business to rethink some of what we do. We are very much on a journey where the requirements for environmental and social responsibility must increase in the rail industry. “We need to demonstrate as an industry that we are delivering those economic, environmental and social benefits and find ways of demonstrating and setting benchmarks and then looking to beat those benchmarks. That is what we will continue to do at Temple.” Visit templegroup.co.uk for more details.

April 2023

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19/04/2023 17:17

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INFRASTRUCTURE

FirstGroup plc and the Department for Transport (DfT) have agreed to extend the current arrangements for the West Coast Partnership (WCP) rail contract, which includes Avanti West Coast

Avanti West Coast contract extended until October and new MD announced

“T

oday’s agreement allows our team to continue their focus on delivering their robust plans to continue enhancing services for our customers, including further progress on our train upgrade and refurbishment programme.” That is the message from FirstGroup’s chief executive officer Graham Sutherland, following the agreement to extend arrangements for the WCP rail contract. Due to expire at the end of March, the contract, which comprises the operation of Avanti West Coast and West Coast Partnership Development and acts as the shadow operator to the HS2 programme, will now run until 15 October, broadly under the same terms and conditions.

New MD FirstGroup also announced that Andy Mellors was taking over as managing director (MD) of Avanti West Coast with immediate effect, taking over from Steve Montgomery, who was acting MD since September 2022. Graham Sutherland added: “We are working closely with government and our partners across the industry to deliver a successful railway for our customers and communities. “Performance at Avanti is steadily improving and since the introduction of the new timetable in midDecember, the number of services operated has increased by more than 40 per cent compared to last summer, with more seats and better frequencies.” The decision to extend the contract came almost six months after the operator was initially put on a short-term contract by the government and ordered to develop a recovery plan aimed at addressing poor performance on West Coast Main Line routes, including between Manchester, Birmingham and London.

Since that time Avanti has introduced a recovery timetable which has significantly reduced reliance on overtime working and has seen services increase from 180 trains per day to 264 on weekdays – the highest level in over two years. Since the introduction of this timetable on 11 December, Avanti West Coast has seen very significant improvements across services including: Weekday services have risen to the highest level in over two years. Reducing cancellations from nearly 25 per cent of the service in August 2022, to 4.2 per cent in early March 2023 – the lowest in over 12 months. 90 per cent of trains now arriving within 15 minutes of the booked time. Over 100 additional drivers have been recruited, reducing reliance on union-controlled overtime working. Transport Secretary, Mark Harper said: “The routes Avanti West Coast runs are absolutely vital, and I fully understand the frustrations passengers felt at the completely unacceptable services seen last Autumn. Following our intervention, Rail Minister Huw Merriman and I have worked closely with local leaders to put a robust plan in place, which I’m glad to see is working. “However, there is still more work to be done to bring services up to the standards we expect, which is why over these next six months further improvements will need to be made by Avanti West Coast.” The DfT said that although Avanti West Coast has made significant progress in the past six months, further work needs to be done to restore reliability and punctuality to the standards that passengers rightly expect. This will include delivering more reliable weekend services, continued reductions in cancellations and improvements in passenger information during planned and unplanned disruption.

April 2023

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19/04/2023 17:18

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19/04/2023 13:01

ADVERTORIAL

Cass Hayward’s Richard Clough and Andy White discuss four decades of design ﬂair, construction knowledge and analysis expertise

Bridging the gap for 40 years

t was 40 years ago this year that chartered engineers Phil Cass and Alan Hayward set up Cass Hayward, a professional team of engineering designers with a widely acknowledged capability in bridges. Previously at international steel bridge builders Fairfield Mabey, the duo set out on their own to build on their personal reputations for the promotion of competitive bridge designs. Four decades later and more than 300 bridges, comprising over 800 spans, have been constructed to the company’s designs. Although the core interest and philosophy have not changed over the four decades, the team has continued to evolve to meet the challenges of a changing market, with workers’ skills continually developing to take advantage of the latest technology and techniques. “Cass Hayward’s expertise was initially attractive to constructors looking for a competitive edge in design and including more thorough consideration of on-site activities and constraints,” said partner Richard Clough, who has been at the business for more than 26 years. “The reputation has continued to grow from there.” From the outset, the bridges were economical and practical to build, with the potential to shorten construction programmes with reduced site risk.

Sadly, Phil Cass died prematurely in 1985 but Alan Hayward carried the practice on, with new partners joining after 1986. Although he retired in 1999, he remains active as a consultant today at the age of 83 and his astonishing enthusiasm for engineering is as strong now as when he started the firm. Partner Andy White, who has been at the business for more than 18 years, said: “Over 40 years the firm has had three generations of partners running the business all of whom have had direct roles with clients for all projects and those that are now consultants remain active in Cass Hayward’s activities. “We always recruit engineers enthused by design. We are always developing our staff within the ethos of the firm to ensure that the expertise is not diluted, bringing new learning to wellestablished old techniques. Consequently, Cass Hayward’s commissions are always delivered by the ‘A’ team.” The very first commission for Cass Hayward was the redesign of a bridge to carry the then-new M25 dual carriageway over the Great Western main railway line. Its alternative solution allowed construction over the tracks using 17 low-weight steel beams instead of 48 heavier concrete beams, such that smaller cranes were used for a shorter period with the railway closure significantly reduced.

Andy White

Our engineers and technicians have been chosen for their enthusiasm for bridge design and construction

April 2023

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19/04/2023 13:00

ADVERTORIAL

Cass Hayward’s construction experience meant it was, unusually among consultants, able to offer design of temporary as well as permanent works, which enabled it to work more closely with construction planning teams meaning proactive hands-on involvement in the development of construction methodology. Richard said: “This approach and its associated skills have been maintained throughout the 40 years and continue to this day. Many of the exemplar bridges feature designs driven by construction method and many design awards have been won for projects in which the judges have been impressed by innovative and technically demanding construction techniques devised by Cass Hayward. “Today modern procurement preferences are for design and construct forms of contract so that nearly all design houses are now most commonly engaged by contractors in a role that has been familiar and comfortable to Cass Hayward for 40 years. This long experience is recognised and valued by contractors throughout the UK. “Another prevailing trend is for design consultants to merge and become part of large multidisciplinary corporations, but Cass Hayward has remained independent, with a team of 25 that is sufficient resource for projects up to £100 million in value but compact enough to ensure a personal service to its clients.”

Design involvement The company’s involvement in the rail sector has predominantly involved design for under-line and over-line bridges on the national UK network and has also included bridges for London DLR, Gateshead Monorail and some private owners, typically heritage railways. The over-line bridges have been for roads, footways and cycleways. It has been engaged by Network Rail (and previously Railtrack) on a regular basis since 1997 to provide inspection, condition, strength assessment and design for the maintenance and refurbishment of all of the timber underline bridges carrying trains on the Cambrian lines in Mid-Wales. This includes the 113 spans of the Grade 2 listed Barmouth Viaduct. It was also commissioned by Network Rail to prepare its Underbridge Assessment Code of Practice NR/GN/CIV/025. Andy said: “Our railway under-line bridge designs have been for bridges carrying new railways, new or replacement bridges carrying existing railways and for widening, strengthening or refurbishment of existing bridges and similarly for over-line bridges. “Our commissions have been associated with enhancements, renewals and general asset maintenance projects on the main routes and at stations. Our bridges are constructed using steel, concrete and composite construction and include viaducts and river/estuarial crossings. “They are all designed to suit rapid installation as made necessary by the limited time available for working during track possessions and so often require offsite manufacture.” This decade has continued on a similar track. Alongside the Cambrian line work, the start of

the decade also saw some more prominent Cass Hayward-designed highway bridges being installed. These included the launch of a 50m composite bridge over the M1 using self-propelled modular trailers (SPMT) as part of the East Midlands Gateway project, and Whitley South. This included several bridges on a development in Coventry which included the design of a 90m cable stayed ladder bridge – which was also launched using SPMTs.

Pushing ourselves Richard added: “Cass Hayward also continued to design footbridges including the landmark 60m tied bowstring footbridge at Peddimore and the architectural footbridge at Newport station. “Other prominent projects Cass Hayward has been involved with this decade include the independent checking of SAS13 – a 90m truss carrying twin railway tracks over HS2 and River Dyfi – a 700m-long multi-span ladder bridge. The check for River Dyfi included the main structure in its permanent condition carrying traffic load as well as the temporary condition as it was being launched. This also included checking the temporary works equipment to facilitate the launch.” Andy concluded: “We are keen to continue to push ourselves and our engineers using technology to get better answers and come up with better designs and that is something that everyone in the organisation is passionate to achieve. “With this mindset, the future looks bright. As the decade continues, we have a varied workload in the rail and highway sectors working in Wales as well as in other areas of the UK. “Just like when Cass Hayward was first set up, we will continue that journey of being an independent team providing expert and experienced personal support to all our clients.” Visit www.casshayward.com for more details

Richard Clough

Most of our bridge designs are driven by construction method

April 2023

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ADVERTORIAL

Railston’s Jason Watkins and Chris Gibson discuss Collabaro, which is transforming field service operations

Evolving and optimising field service operations

“W

e identified rail operations as a field with mobile data collection challenges well suited to Collabaro’s feature set”. That is how Jason Watkins explained the decision to take Railston’s solution for digitally documenting inspection and repair processes in the renewables sector into the rail market. Collabaro was designed to meet the need for wind turbine blade repair contractors to produce post-work reports that detailed, with photographic support, each step of the repair process, demonstrating that the approved repair protocol was followed. “A big challenge in blade services is that the reporting requirements change frequently, depending

on the nature of the damage and the composition of the blade, with different customers (turbine owners or OEMs) placing the report emphasis on different stages of the repair,” said operations director Chris Gibson. “Collabaro evolved to allow users to rapidly design & deploy, to tablets and phones, sophisticated data capture tasks with supporting report templates ready to use the data.” Leading UK rolling stock supplier Porterbrook selected Collabaro as the replacement for a legacy field defect recording solution. Chris added: “Porterbrook need to undertake inspections of their assets to ensure that train operators are taking care of them. They chose

Collabaro because it could present hierarchical drilldown lists in tasks, needed on vehicles with thousands of components, and section-level vehicle diagrams, with logic needed to present the correct diagram based on class, vehicle type & section. The diagrams are used to indicate the precise location of a defect. And they need to be recreated in the report to the operator.” With Collabaro, Porterbrook is now able to deploy teams of inspectors on the same unit, each working on a different vehicle or section. “Often, the senior inspector will be working the interior, in the warmth, whilst the apprentice is crawling around the underframe,” quipped Jason.

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ADVERTORIAL

“The ability to work collaboratively has really helped Porterbrook, post COVID, as the changes in rail contracts have resulted in short notice fleet returns and the need to inspect a large number of units quickly.” Finding insight, when presented with thousands of defect records, requires specialist experience and tools and Railston has invested significantly in order to be able to offer customers Business Intelligence

Collabaro – working smarter together

and Artificial Intelligence (AI) capabilities to support operational decision-making. “We’re exploring with Porterbrook development of a ‘condition score’ KPI, based on machine learning models, that translates defects into estimated repair costs but then adjusts for age and periods between heavy maintenance. This KPI will allow the condition of fleets to be fairly compared across operators, supporting earlier interventions before

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condition falls below the threshold at which Porterbrook’s financial risk becomes unacceptable,” Chris said. When asked about the growing impact of AI, Jason commented that: “We’ve partnered with the University of Loughborough to develop technology for the automated detection and classification of defects from images. And we’re now close to deploying this as an out-of-the-box Collabaro feature.” When asked about the difficulty of entering a close-knit, technically sophisticated market like UK rail, Jason said: “It’s not easy, but we’re working hard to understand the unique challenges of the sector and are excited about achieving our goal of being recognised as the best in class provider of solutions for mobile inspection and repair work for train operating companies, rolling stock companies or original equipment manufacturers.” Visit www.collabaro.com for more details

April 2023

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INTERVIEW

Making a positive difference off the pitch

“W

e’re your forwards; we’ll do the hard yards for you, making it easier for you to focus on scoring the tries and gaining

the glory.” When discussing ESG (environmental, social and governance), Tony Underwood avoids reductive oneliners – but he’s partial to a rugby metaphor or two. Indeed, speaking to Rail Director, the British Lion and former airline pilot regularly draws parallels between his professional Rugby Union career and his new role as an Achilles global ambassador. This role will see Tony work to raise awareness around the issues of sustainability and ESG in global supply chains, promoting ‘performance through purpose.’ It’s all part of Achilles’ wider mission to help organisations to build a more sustainable, cleaner, safer, and fairer world using its global technology platform and highly qualified validators and auditors to ensure that global supply chains meet ESG, sustainability, human rights, and health and safety obligations.

The winger who earned his wings But how did Tony make the transition from commercial pilot to trusted advisor for ESG and carbon management specialist Achilles? The answer lies in his varied career, which has spanned over 30 years and several sectors. Reflecting on his professional journey, he explains: “I went from an amateur rugby player who was working as an investment banker in the city, to a professional rugby player. “Then I went from a professional rugby player to a commercial pilot, and from a commercial pilot to an ambassador for Achilles. But one of the things that has stood me in good stead is that I’ve never defined myself in terms of my job title, which has made the transitions smoother.” While Tony is modest about these professional achievements, he agrees that they have equipped him with the experience and insights he needs to succeed in his latest role. Sharing one such insight from his time as a young trainee broker, he recalls: “I’d been in the city for a few years, and moved around various departments, doing ‘grunt’ work.

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INTERVIEW

“There’s a lot of work that goes on to support what you see on television, with people going out and doing the selling and research. The guys in the back office are the ones that facilitate the transactions, make lines of credit available, make sure everything works like clockwork.” Tony compares brokers to the wingers of the rugby world; they score the ‘tries’ and are hailed as heroes, while their teammates work hard to make it all possible. He’s more qualified than most to comment on the subject, having enjoyed a career as a full-time Rugby Union player after the sport turned professional in 1995. Reflecting on his sporting career, he says: “I was fortunate enough to be involved in rugby as both an amateur and a professional. I’d been an England and a Lions player before it went professional, and continued to be an England player and went on a Lions tour afterwards.” Tony (who first showed promise as a rugby player at Barnard Castle School in County Durham) admits that the transition from amateur to full-time sportsperson proved challenging. Nevertheless, he enjoyed his time as a professional rugby player, quickly learning the importance of teamwork. “One of the strongest lessons to take from sport is that you can’t succeed in that kind of elite environment unless you collaborate, operate as a team, and understand the importance of every single cog in the system,” he says. It was a lesson Tony carried forward into the aviation industry. After retiring from international rugby in 1998, the former winger retrained as a pilot, and went on to fly for easyjet, Virgin Atlantic and Emirates. Like many people, he began to rethink his priorities during the COVID-19 pandemic. “I’d been a commercial pilot for 20 years, and had lived abroad for about 14 years – seven years in Dubai, and around eight in France. I think we’ve all gone through some challenges over the last few years, and it was a big upheaval for us,” he remembers.

Performance through purpose Now resettled in the UK, Tony is excited to be “carving out a new identity”. He adds that his role with Achilles has provided a new sense of purpose, enabling him to support others and make a positive difference. “There was a real frustration about being in the piloting world,” he explains. “There was this sense of ‘what purpose am I achieving?’ What I love is that Achilles has given me a platform; I’m fulfilling my fundamental need, which is helping others and leaving, in some small way, a legacy.” Tony will educate organisations on the importance of ESG, urging them to embrace the concept, not just because legislation demands it, but for the farreaching benefits it offers. As part of this, he will encourage leaders to rethink their own sense of purpose, shifting focus from profit to the ‘triple bottom line’ (which also encompasses people and the planet). “I guess what I’m trying to do with organisations is get them away from the narrative that the only

objective is to make a profit,” he explains. “They forget that they can take a more holistic approach. If the focus is only on making money, or winning on the rugby pitch, or getting from Dubai to Manchester as quickly as possible, then you’re missing out. “If you just embrace more of an ESG concept, thinking about all the stakeholders involved and how you do your best to satisfy their needs – and if you enshrine this higher purpose in your objective – then you’ll have a much better time. And by the way, all the evidence shows, you’ll make more profit at the end of it!” Tony is passionate about this holistic approach, which he dubs ‘performance through purpose’. Indeed, his time in the elite worlds of sport and aviation has taught him that, to succeed, a team must define its vision. “We need to acknowledge that for every group – be it a rugby team, a team on an aeroplane, a team in an organisation – you need to articulate a purpose, a vision,” he says. “What it is you are; what represents you, and what you’re doing this for.” His hope is that more organisations will embrace a “higher purpose”, seeking not just to turn a profit, but to make a positive difference to people and the planet.

The next level Tony recalls his second professional tour as a British Lion, adding that the sense of purpose he and his teammates shared was key to their success. “As part of that tour, at the very beginning, we agreed that we needed to create an identity,” he remembers. “Who was this group of people – not just the 35 players in the squad, but the management, the support staff, the doctors, the medics, the physios, the marketing professionals. Everyone spent an important couple of days off site, defining who the 97 Lions were.” He admits that he and his colleagues were already at an advantage as members of the esteemed British Lions team, likening this to organisations with a strong brand. “They might start with an advantage because they’ve got a good brand and some history behind them, but the vital thing is to build on that and reach an elite level,” he explains. “So if you’re not satisfied with good or average and you want to reach optimal levels, that’s where I can offer support – because to get there, you need to create a purpose.”

All aboard Tony adds that, if companies fail to secure the buy-in of stakeholders – particularly employees and suppliers – this sense of purpose might not translate to positive change. He warns: “You can’t just go ‘that’s saving the planet and looking after people’. You need buy-in from the really important stakeholders, which are organisations; they need to be sustainable as well. “If every stakeholder is abiding by your vision, you’ve got more chance of change occurring and success and high performance happening. “That’s where success as a team occurred in rugby; you’re not going to perform as a team unless you fully embrace that mindset.”

He challenges organisations to consider whether they have articulated their purpose, whether they have communicated it to stakeholders, and finally, who has developed the messaging around it. He adds: “Usually this last stage doesn’t involve everyone. And what is the point if the people on the frontline – those doing the grunt work, who make it possible for the flyboys to succeed – don’t buy into it? If it doesn’t speak to them, or acknowledge and validate them? “To get the most out of everyone, rather than everyone operating as individuals, you need a collective – and for a collective to work, you need everyone to buy in. That’s when the synergy happens.” Diversity is also key, and Tony explains that “every voice must be heard”; taking into account a range of perspectives enables teams to think “agilely and creatively”. He goes on to explain the difference between compliance and commitment, stressing that organisations “can’t just tell everyone what to believe.” “The reality is that most businesses are operating sub-optimally because their people are just complying,” he says. “If you articulate your purpose and it engages all the stakeholders – gains their commitment - then that’s the Holy Grail. “This will involve connecting and communicating with them, as well as a degree of emotional intelligence. “Because only when you understand their needs will you be able to influence them and gain their commitment.”

The ‘G’ in ESG As ESG edges further into contracts, organisations might be tempted to settle for compliance alone. Tony warns that ESG efforts can easily become a box-ticking exercise, and is keen to educate business leaders on the true benefits of the ‘triple bottom line’ approach. He explains: “People now need to do it because legislation says they must; if you want new finance, investors are putting limitations and requirements on you, and stipulating that you need to tick ESG boxes. You can even lower your rates by doing so. “I challenge people to look beyond that. There are consultancies that will make sure you’ve got the paperwork and processes in place, but the ‘secret sauce’ comes from really embracing the concept – recognising that this is good for you, because you’ll be gaining efficiencies and using your supply chain in a better way. And if you do it right, it’s going to hit your bottom line.” Tony adds that, in today’s recruitment market, jobseekers are taking notice of organisational values. “Your employees are embracing this stuff whether you are or not, and they’re going to make decisions,” he says. “Attracting and retaining talent nowadays is governed by how you run your organisation. “So if you’re not getting that side of things right, it could lead to brain drain.”

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INTERVIEW

“Even organisations with procurement managers or sustainability officers don’t want to trawl through a directory to find a good supplier. “We can find these suppliers for you, and even confirm what their ESG rating is. And, when the time comes to report on ESG, let us do it for you too – let the experts support you.” Achilles drills down into networks, helping clients to understand their Tier One, Two and even Three suppliers, before identifying the areas in which action is required. Tony states that, in today’s complex business environment, these insights are more important than ever. “In piloting, we talk about situational awareness,” he says. “You can’t make informed, mature, highperforming decisions unless you have a full appraisal of what you’re dealing with. One of the biggest things pilots are taught is that it’s not just about responding to immediate challenges; it’s about being aware of the whole situation – what’s gone before, what’s coming up ahead – so that you can make the best decision. “It’s apparent that a lot of the decision-making going on in organisations doesn’t have that maturity.” Achilles is keen to help its clients identify and mitigate risks, making what Tony calls more “elite decisions.”

Showing endeavour

With new ESG regulations on the horizon, Tony suggests that organisations should seek to get ahead. “You’ve got to embrace this because it might not be here now, but it will be coming,” he says. “In aviation as well as rugby, you’ve got to contingency plan. And it’s not just about avoiding pain; it’s about mitigating risk, lowering costs, and improving efficiencies – it’s good for you.”

To get the most out of everyone, rather than everyone operating as individuals, you need a collective – and for a collective to work

Doing the hard yards While he stresses the importance of forwardthinking, Tony also acknowledges that CEOs, CFOs, and even procurement teams may not have time to seek out and scrutinise reliable supply partners to the level of detail now required. That’s where Achilles comes in, using data-driven insights, expert data validation and, where required, in-person audits to identify and mitigate ESG risks in supply chains. Tony explains: “It gives you more chance of achieving early wins because it takes the grunt work out of ESG, allowing you to spend time doing what you do best as an organisation. “Why have the winger sitting in the scrum, trying to push? Let us free them up by taking on that specialised work.

While this elite approach will pay dividends, he adds that – as on the rugby pitch – it’s “not all about winning”. “Sometimes it’s about how you play and the endeavour you show,” he says. “A big thing for me is fan engagement and community outreach. Sport can connect across borders and communities. “What Brendon McCullum and Ben Stokes are doing in test cricket at the moment is, for me, the perfect example of this. “The team played an amazing game and ended up losing by a run. And ok, they were on the wrong end of the statistic – but the way they engaged with supporters worldwide has turned the game around and secured its future.” Tony sees this as a powerful metaphor, demonstrating that holistic thinking can lead to meaningful wins in the long term.

A proactive approach He feels privileged to be helping organisations secure these long terms wins, and invites any interested in ESG to reach out and start a conversation with him. “I’m privileged to have been given the title of ambassador, but what’s more important to me is the value I can bring, not just to Achilles, but to anyone who’s interested in this whole area,” he states. “It’s about building a cleaner, fairer, more sustainable world, and how people can do that through my lens of ‘performance through purpose’. “And back to the ‘triple bottom line’ concept – don’t just look at ESG as people and planet. It’s about prosperity as well, for every single stakeholder – including yourselves. “My role is to spread the message, so let’s be proactive going forward. Reach out to me and have a conversation – that’s where everything starts.”

April 2023

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A new report into the innovation gaps and opportunities for accessible and inclusive transport in the UK, as Daisy Chapman-Chamberlain explains

Creating a seamless, accessible service I

nnovate UK KTN, working with transport stakeholders and with research input from the Research Institute for Disabled Consumers (RiDC), has produced a new report into the innovation gaps and opportunities for accessible and inclusive transport in the UK One of the biggest challenges we face in rail is data; a lack of data, a lack of usable or understandable data, or siloed data that can’t be easily accessed. This lack of data, or lack of accessible data, is clearly apparent in issues of accessibility and inclusion. While many of the large, systemic access issues across UK rail are well-documented and understood, inclusion as relates to new innovations and a changing society is less well-known, especially in a ‘post-COVID-19’ world. We do know, however, that transport businesses lose £42 million per month ignoring the needs of disabled people (Scope). We also know that nearly a third of the adult UK population does not have personal car access and is reliant on public transport. This lack of car access is more common amongst young adults, those in ethnic minority groups, those with mobility impairments, unemployed people and those with low incomes. (Access to Transport and Life Opportunities).

Greater connections Crucially, across communities, we know that rating local public transport as ‘good’ rather than ‘poor’ makes it nearly three times more likely that someone can access services (healthcare, education, and more). According to Motability’s ‘The Transport Accessibility Gap’ report 2022, the annual socio-economic benefit of closing the transport accessibility gap stands at £72.4 billion annually to the UK economy (this is the potential benefit of making transport accessible for disabled people). Accessible transport has the potential to be transformative; it is not simply a buzzword topic to be talked about during months or days of recognition and then forgotten for the rest of the year. However, in order to address access challenges, we need to fully understand and continue to understand the key barriers. With this in mind, Innovate UK KTN, working with transport stakeholders and with research input from the Research Institute for Disabled Consumers (RiDC), has produced a new report into the innovation gaps and opportunities for accessible and

inclusive transport in the UK. This report identifies gaps in the provision of accessible transport that could be addressed through innovation. This means that it focuses on access related to innovation, rather than larger systemic barriers (e.g. physical lift access at railway stations) to focus on areas where the innovation supply chain can have most impact. Within rail specifically, and unsurprisingly, this report identified several key barriers, the most reported of which was boarding and alighting the train. This was followed by getting to and from the station, navigating station environments, and arranging passenger assistance. Across all these challenge areas, innovation can have a significant

impact. Level boarding is an obvious solution and the ideal outcome, but would be extremely costly and time-consuming if we considered implementation across the country. However, smaller, lighter, ‘smarter’ ramps could prove part of a temporary solution. In navigating station environments, multiple areas of innovation could be employed. These range from pre-journey VR and AR technologies to help with familiarisation (see the excellent work of Chrome Angel), to real-time information provision during a journey (like tech provided by You.Smart.Thing). The design of stations themselves could also be reviewed, with a focus on making them more intuitive spaces, considering wayfinding signage and much more.

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JUST THE TICKET

The ultimate goal of all transport providers should be to offer a seamless ‘turn-up-and-go’ service, so that all passengers feel confident in making their journey without the need for staff assistance. However, there must always be staff present and available to assist, not just supporting disabled passengers, but helping passengers with luggage or pushchairs, providing information, ensuring women and girls feel safe on late-night trains, and much more. This staff presence is one of the most important factors in ensuring rail is fully accessible, but it also highlights the need for staff awareness and training. Northern Railway staff, for example, have Enhance the UK, which delivers disability awareness training to all new frontline staff. The training is delivered by disabled trainers and takes place in a classroom setting as well as at the station to ensure staff are confident in and know how to appropriately assist disabled customers when required. Alongside the above, multiple steps towards full accessibility and inclusion can be addressed across different modes of transport: Awareness and enforcement of passenger rights – raising awareness of the obligations of transport operators and the processes for raising concerns or complaints. Data gathering, sharing, transparency and systems form a crucial part of full access for the future of transport. Improving information – ensuring that transport operators provide travel information in formats that all passengers can easily access and understand, before and during a journey. There is a wide space for potential in this area including across formats of information, methods of provision, virtual reality, before and wayfinding and more. Improving physical infrastructure – ensuring that vehicles, stations and public spaces are designed, built and operated so that they are easy to use for all. Ensuring that technological advances and new business models provide opportunities for all, and that disabled people are involved from the outset in their design. A system built without lived experience and consultation cannot serve all those it needs to serve or be inclusive, which is acknowledged by the government’s Inclusive Transport Strategy. Greater representation in transport and transport innovation employment is included within this, and the need to address the skills gap by engaging with the next generation. Many transport bodies, including airports and train operators, also have their own accessibility panels or forums; consultation with these is vital. Potential for innovation areas within transport includes (but is not limited to) information provision, augmented and virtual reality, staff training, wayfinding, lighting and design, ticketing and travel flexibility, physical accessibility and more. Alongside all this is the need for cross-modal support, innovation, and integration. Solutions cannot be siloed within only one operator or indeed only within rail but must be consistently accessible across modes of travel.

Passengers should not be expected to download a dozen different apps to be able to make a journey including different modes of transport, but should have a seamless, accessible service provided both digitally and in real-world environments. You can read the report by visiting https://iuk.ktn-uk.org/news/the-2023-accessibleand-inclusive-transport-report/ About the author: Daisy Chapman-Chamberlain was the Rail Knowledge Transfer Manager at Innovate UK KTN, and has recently joined East West Railway as Innovation Manager. Daisy can be contacted at daisy.chapman-chamberlain@eastwestrail.co.uk

Accessible transport has the potential to be transformative

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ADVERTORIAL

The Black Country Innovative Manufacturing Organisation (BCIMO) welcomed His Royal Highness the Duke of Gloucester to the Very Light National Rail Innovation Centre (VLRNIC) on 19 April

BCIMO Receives a Royal Seal of Approval

is visit cemented the centre’s status as an important new transport innovation hub, just four months after it opened for business on the site of the former Dudley railway station in the West Midlands. During his 45-minute visit, HRH toured the new purpose-built research and development centre and was introduced to organisations using its engineering and office facilities, including CAF UK who are currently upgrading the West Midlands Metro fleet of trams, and TAE Power Solutions, a power management spin off company from fusion energy leader TAE Technologies, who have based their new Battery Prototype and Test facility for TAE Power Solutions at the centre. Ben Russell, CCO, TAE Power Solutions, said: “We are very excited to be onsite at the VLRNIC, surrounded by like-minded entrepreneurial businesses in a world-class facility. This is a great opportunity for us and one that will be a key enabler for bringing our innovative technology for energy storage, electric mobility, fast charging and grid efficiency to market.” HRH also learned more about BCIMO’s work to support the development of future industries, such as the emerging Very Light Rail market. Nicola Small, Senior Programme Manager at Coventry City Council, introduced the ground-breaking Coventry Very Light Rail (CVLR) project and showed the Duke the CVLR vehicle which is currently undergoing testing on the centre’s 2.2km rail test track. Following installation of the novel CVLR track form later on this year, full system integration testing will be carried out. BCIMO’s Chief Executive Officer, Neil Fulton, then presented the centre’s new Auditorium and Exhibition Hall, which, thanks to capital funding from the Department for Transport’s City Region Sustainable Transport Fund (CRSTS), will be fully up and running from June this year. Here the Duke met members of the BCIMO Board of Directors and staff, as well as representatives from local SMEs that have been supported through funding received from the European Regional Development Fund (ERDF), which also helped fund construction of the centre together with the Black Country Local Enterprise Partnership (LEP) and other key partners. BCIMO is already playing a key role in some of the region’s most transformative transport projects – including CVLR and most recently the West Midlands Accelerator ‘Clean Futures’ programme, which will support the development of the region’s transport sector, helping manufacturing and its associated supply chains to transition from fossil-fuelled solutions to clean tech.

SMEs will receive funding to develop and demonstrate these clean tech transport solutions, working in partnership with Tier 1s, OEMs and the wider ecosystem. Also in attendance were Dignitaries at Dudley Council who followed HRH from a tree planting ceremony in the town centre.

Unveiling The visit concluded with the unveiling of a commemorative plaque to mark the visit, made using the latest CNC machining technology available at the Black Country & Marches Institute of Technology (IoT). The plaque was presented by Alex Bonell, an Apprentice Field Service Engineer for KUKA Robotics UK Limited in Wednesbury, and his Instructor David Morris. Neil Fulton reflected on the visit: “It was an honour to welcome HRH to our unique national research facility, here in Dudley. His historic visit coincides with a huge focus on levelling up across the UK, and the Black Country has the opportunity to use BCIMO as a platform for innovation. “We are at the outset of a journey to lead in areas of transport innovation, and it was fascinating to get HRH’s insights on the challenges and opportunities. He was very keen to understand more about how the benefits of collaboration and the involvement of national and local government, large corporates, SMEs and academia can help transform current and future industries for the benefit of UK PLC.” For more information about BCIMO visit https://bcimo.co.uk/

We are at the outset of a journey to lead in areas of transport innovation

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SAFETY

Robert Hanczor, founder and CEO at American-based Piper Networks, explains more about the innovative solutions the company has developed to improve railway operations, ahead of exhibiting at Railtex

Bringing ‘the future of railway safety’ to the UK

iper Networks is on a journey to deliver its safety and control systems for transit railroad across the globe. The innovative IT solutions provider and systems integrator, which has built a solid platform in America, is now bringing its solutions to the UK, and will be exhibiting at Railtex in Birmingham next month. “Our experience working shoulder to shoulder with public agencies and rail operators in America to deploy innovative solutions in the most challenging environments has given us a thorough understanding of some of the major pain points that transit agencies and freights are facing today,” said Robert Hanczor, founder and CEO of Piper Networks. “We’ve designed our technology and platform to improve operations by providing highly accurate data of where trains and assets are in real-time, improving track worker safety, creating interoperability/compatibility with legacy

equipment, and improving the speed of delivery for maintenance and signalling projects.” Piper has an existing suite of real-time location systems (RTLS) solutions that utilise various technologies, including Ultra Wideband (UWB), Bluetooth Low Energy (BLE), High Definition (HD) cameras and Light Detection and Ranging (LiDAR) – along with a suite of Artificial Intelligence (AI) methods for extracting analytical data trends. “Our single platform is not only designed to communicate seamlessly with existing systems, but they can also be interoperable with legacy equipment,” added Robert. “Our solutions improve efficiencies and safety, which in the UK could be particularly useful for Communications Based Train Control (CBTC) implementations, as well as mid-tier transportation agencies, the smaller metropolitan transit authorities which are looking for Automatic Train Protection (ATP) functionality that doesn’t really require CBTC.

“When we visit Railtex we want to talk about those features and about how we deliver on many Institute of Electrical and Electronics Engineers (IEEE) functional requirements for ATP, and also how the new generation technologies we’ve developed make it even easier for agencies to deploy technologies in a train-centric way, rather than going through the costs of expensive wayside build-outs.” Piper Networks was founded in 2011 and was involved with location-based technologies, particularly around BLE, with its first foray into transportation when the New York Subway System was looking for a way to deliver a public information display system. It now has Bluetooth radios on every train in the B-Division of the subway system. These advertise their location with other encrypted onboard information which is picked up by a network of receivers that Piper installed on the platforms and elsewhere on the system.

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SAFETY

Robert said: “The MTA relies on us for understanding train movement and the data we help generate has become a critical public information service for the riders. “Following the deployment of the Beacon Countdown Clock System, we were asked to test the viability of UWB for train localisation. The project with New York City Transit was the first of four iterations of a programme to qualify UWB as a safety-critical localisation system that could be integrated with CBTC. UWB is a radio frequency technology that surrounds the railway tracks with coverage and pinpoints the location of trains in real-time within a few centimetres. Using a time-of-flight measurement of radio transmissions, Piper determines the precise location of moving trains and calculates their speed.

Certified systems Last year, Piper Networks received CENELEC Safety Integrity Level 4 (SIL-4) certification for its UWB train control system from independent safety assessor TUV SUD. It is believed to be the first ever UWB-based position and speed technology to achieve vitality. “Now that it is SIL-4 certified, the Piper systems can be more seamlessly integrated with higher level train control systems to ensure that they are operating with the highest levels of confidence,” said Robert, a 30-year software engineering veteran and entrepreneurial innovator. “The system is now ready for integration with signalling and train control programmes being implemented by transportation agencies and their engineering contractors in the US and worldwide, offering a solution that can be deployed in a way which is much more efficient, at a much lower cost and much easier than other solutions. “The system doesn’t require any roadbed or track bed installation of transponders because our radios get installed on the train in a very small footprint and they communicate with UWB radios on the wayside, with the installation and maintenance of those wayside radios proceeding without disrupting service for riders.” It has been some journey for a team which initially consisted of a group of software engineers who recognised a need in the transportation space for developing mission critical safety systems. Having successfully developed proximity systems, it has also proved to be a reliable integrator and partner for installation, maintenance, and ongoing support. Another important aspect of Piper Networks’ offering is its backend systems, which provide remote over-the-air health status and system monitoring, ensuring all components are properly maintained and that there are remote eyes and ears on the equipment at all times to ensure safe operation. Robert said: “Our most recent technological advancements have been in the area of Maintenance Of Way (MOW) safety. We are currently working on a programme for Amtrak which is looking to expand its service delivery for passengers and a big part of that is in developing safety systems for the MOW vehicles that are required to ensure that its passenger rail can stay at optimal service delivery and that the rail and territory is safe.

“We have delivered a system that provides limits compliance and collision avoidance. Limits compliance in terms of ensuring that these Maintenance of Way vehicles are going to be operating exactly within the work limits that are prescribed by their dispatching control systems, and collision avoidance making sure that they are operating at a safe distance from other vehicles and roadway workers during their shifts.”

Accuracy and performance Piper has four primary product lines: Vital Train Positioning, MOW Protection, ATP-Overlay, and Passenger Information Display Systems (PIDS). Piper’s proprietary UWB, GPS-RTK, and LiDAR image positioning technology are designed to operate in some of the most challenging transportation environments while maintaining pinpoint accuracy that improves performance for train operators and train control suppliers. “We spend a lot of time looking at ways that we can improve upon our delivery process for new systems that will help the industry move forward,” said Robert. “LiDAR, for example, had typically been utilised in transportation for structural surveys. Recently, Piper has been granted a U.S. Patent for a system called TrackSight™ that uses LiDAR to navigate trains deterministically with onboard sensors that require no wayside equipment. We have already begun the process to certify the system equivalently with our UWB technologies, and we anticipate strong demand from the industry.” “It really is an exciting time to be at the forefront of development of new systems that improve transportation safety while helping to reduce cost and improve delivery time for our customers. This is a great time to expand our business and try to meet the demands of the market, particularly in the UK.”

The system is now ready for integration with signalling and train control programmes

Piper Networks will be exhibiting at Railtex, taking place from 9-11 May at the NEC Birmingham. Visit the team at stand C17. Visit https://www.pipernetworks. com/ for more details

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20/04/2023 17:38

GREAT BRITISH RAILWAYS

Transport Secretary Mark Harper says it is full steam ahead for the reform of the railways and news of the GBR HQ location is a key milestone for the entire rail industry across the country

Derby named the home of Great British Railways

erby has been named as the national headquarters of Great British Railways (GBR) HQ. Making the announcement, the government says as Europe’s largest rail hub, Derby will soon become the heart of Great Britain’s rail industry too, bringing track and train together and delivering high-skilled jobs to a city already brimming with the best talent in the industry. Derby came top of all six shortlisted locations (Birmingham, Crewe, Derby, Doncaster, Newcastle and York) in both the rigorous assessment process and the public vote. Transport Secretary, Mark Harper said: “It’s full steam ahead for the reform of our railways and today’s announcement is not only a huge win for the brilliant city of Derby, but a key milestone for the entire rail industry across the country. “Great British Railways will put the passenger first, promoting collaboration and innovation across a joined-up, efficient and modern network.”

A long history of rail engineering Among the businesses welcoming the news is Neway Training Solutions. The company’s managing director Lisa Stevenson said: “Derby has always been the heart of the UK rail network and has a long tradition of rail engineering. “Neway Training Solutions has delivered highquality railway engineering training for over 20 years. We are situated at the former Railway Technical Centre (RTC) in Derby, a thriving business park with some of the largest rail-related businesses in the UK, including Balfour Beatty, Colas Rail, Hitachi, and Loram to name but a few. “Being nominated as the home of GBR will bring hundreds of jobs and millions of pounds of investment to the city and the surrounding areas and will ensure Derby continues to be at the heart of the rail industry. “Neway Training Solutions is proud to support GBR and looks forward to continuing to train and develop future rail engineers.”

While GBR’s headquarters will be in Derby, other towns and cities across Britain, potentially including the five other shortlisted cities, will still benefit, becoming powered-up regional GBR hubs equipped with local decision-making, and investment powers aimed at benefiting their local communities and creating jobs in the locations they serve. GBR will also have roles spanning across Great Britain including the North, South East, South West and London, with the HQ driving collaboration and innovation across the sector. The government is working closely and collaboratively with the Great British Railways Transition Team (GBRTT) to co-design the future of the railways. Passengers and freight customers will be GBR’s key priority, and the new body will also take control of the industry’s finances to drive efficiency and work with the private sector to deliver for customers. Anit Chandarana, lead director of the GBRTT, said: “The announcement that Derby will be the home of the Great British Railways headquarters is another important milestone on our journey to create a simpler and better railway for everyone in Britain. “Although Derby will be the home of our

headquarters, Great British Railways will also introduce empowered regional centres, to bring decision making and leadership much closer to local customers and communities. “The transition team is continuing to work with government and the wider rail industry to deliver this much needed reform and we look forward to working with colleagues in Derby in the coming months, too.”

Exact location GBRTT’s team will now work with Derby to identify the site for the HQ within the city. Andy Bagnall, chief executive of Rail Partners said: “It’s great to see Great British Railways has found its future home in Derby, a city with a rich history of railway heritage and a track record of innovation. The strength of competition for the HQ from other great railway cities up and down the country speaks to the transformative power of rail as an engine for green growth. “Legislation in the next Parliamentary session is now the critical next step to establishing Great British Railways and maintaining momentum for reform of our railways in the interests of both customers and taxpayers.”

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20/04/2023 16:34

ADVERTORIAL

Part of the SEP Rail Group, SEP Rail Design offers a range of specialist design services. Managing Director James Morrow discusses its joined-up and transparent approach

Different by design

rust and transparency are guiding principles for James Morrow, Managing Director of SEP Rail Design. Launched in 2020, the business – which is part of growing independent rail group SEP Rail – specialises in track, civils and drainage design. James and his team work hand-in-hand with SEP’s surveying, engineering, Culant and Geotech arms, building client partnerships underpinned by trust and honesty. James attributes SEP Rail Design’s rapid growth to this collaborative approach, which has helped it to forge relationships with some of the biggest names in rail – including construction engineering specialist Colas. “We’ve gone through a growth phase, massively overachieved and invested in our design team,” explained James, who joined SEP Rail after brother Rikki Morrow – SEP Rail Services’ Managing Director – suggested that it add rail design to its service offering. It’s a far cry from James’ previous career in the oil and gas industry, which latterly saw him managing a 600-man crew in the jungles of Papua New Guinea. After studying electronic engineering in Sheffield and securing a job in the rail industry, ambitious James realised he was ready for a new challenge. He transitioned into oil and gas, working first as an electronic engineer, and later, a party chief. “It was quite an extreme environment, and I lived in a tent for half the year,” he explained. “I ended up on the client side of things, as a senior project coordinator for oil and gas companies.” Working in one of the world’s most remote countries, James learned about people and change management – skills that proved invaluable when he returned to the rail industry during the COVID-19 pandemic.

Bringing design in-house It was a conversation with brother Rikki that prompted this move.

“He explained that SEP Rail Services – which was already established as a surveying specialist – was getting lots of design enquiries, and suggested setting up a design company,” James remembered. With his background in track design, former semiprofessional rugby player James was well-equipped to head up the new business. The idea of bringing design and surveying together under one roof also appealed. He added: “A weakness of survey companies is often that they don’t understand the designer’s requirements. And similarly, a weakness of designers is that they often don’t understand how difficult it is to actually obtain survey information, or what it costs. “You get all the different elements – the survey company, the design company, and the engineering company that carries out the install. Having it all

under one roof makes more sense, particularly from a client point of view, because it de-risks their programme and their costs.” SEP Rail Design was established soon afterwards – and, today, James works closely with the group’s other companies, ensuring that projects run smoothly and efficiently. “We can pick up the phone to the survey team and rationalise a thought process before it’s socialised with the client, which is a really strong benefit,” he commented. “I also join delivery and planning calls for the services business. I’m not necessarily needed for their day-to-day operations, but I sit in on their meetings so I can flag issues from a design perspective. We really do work together, although we’re separate limited companies.”

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ADVERTORIAL

The fact that SEP Rail was already wellestablished meant James could hit the ground running. He initially focused on civils design, growing this business unit with the help of Civils Design Director Sam Walker. Three years on, Sam and his team deliver everything from small ancillary projects to large multidisciplinary bridge, tunnel and station schemes. Track design followed, with the SEP Rail team specialising in both plain line and S&C track renewals and enhancement schemes.

An approach based on trust Today, SEP Rail Design boasts a team of 11 – including several CAD engineers. And, while James admits that he misses design work, his role as Managing Director – with a focus on business development and resource integration – plays to his strengths. “People management and having a calm head in high-pressure environments are things I’m quite good at,” explained the former oil and gas professional, who draws parallels between the “changeable” rail industry, and the challenges he encountered in Papua New Guinea. James (who also heads up SEP Rail Design’s twoperson project management team) added that, when it comes to building client relationships, trust is key. “It’s all about being able to build the trust quite quickly with clients by delivering on programme and budget,” he commented. “This means they have confidence in us, and give us the autonomy to manage projects.” Transparency is also a priority, and James and his team communicate clearly and honestly with clients, managing their expectations from the outset. He added: “One of our biggest clients has recently awarded us a substantial bank of work. And, while many subcontractors would baulk at the prospect of revealing how utilised their staff are, we showed them. It meant we could explain how and why we would schedule their work, and they were over the moon with that approach.” It’s an approach that has helped SEP Rail Design to forge relationships with clients like Colas and the S&T framework, for which it delivered the Gloucester Resignalling Project. James and his team were also involved in the Berkshire and Hampshire Resignalling Project, helping to get it back on track after major delays. Communicating openly and honestly proved key to the programme’s success.

A bright future With its five separate but interrelated companies, SEP Rail is now able to provide a ‘one-stop-shop’ service, managing rail projects from their survey stage through to construction. Again, transparency is key, and clients communicate with one point of contact – usually James himself. He said: “I would argue that design pulls together the whole project from its early GRIP stages. Feasibility, the survey element, managing the design and assurance process, and handing over the approved-for-construction drawings – it’s often the design team that handles it all.”

And, when it comes to building this expert team, James is careful to prioritise employee wellbeing over growth. “It’s important people are happy, and that isn’t always about having them behind a desk for eight hours a day,” he added. “We allow flexible working, and also offer perks like free gym memberships. If I haven’t exercised for two weeks, I won’t perform my best at work – and I think a lot of people are the same.” And what next for James and his design team? After three years of growth, the priority now is to take stock and “stabilise”. But, with new projects in the pipeline, and plans to secure more track design work taking shape, the future certainly looks bright.

It’s important people are happy, and that isn’t always about having them behind a desk for eight hours a day

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20/04/2023 18:23

INTERNATIONAL NEWS

First new Barcelona Metro trains enter into commercial service

lstom’s new trains for the Barcelona Metro operator Transportes Metropolitanos de Barcelona (TMB) have entered commercial service on line 3. The 50 new metro trains will replace the Barcelona Metro lines 1 and 3 fleets. Following the commissioning of this first train on line 3, the plan is to gradually replace the current fleet over the coming months. All the trains are being manufactured at Alstom’s industrial site in Santa Perpètua, Barcelona. TMB president Laia Bonet said: “With these new

trains, we are improving the service by offering more comfort and accessibility, and we are also moving towards a more sustainable mobility thanks to their lower energy consumption. “They are also more accessible with wider doors and corridors, and we are very aware that this is a good solution for the mobility of everyone in our society, in our city.” These new, more sustainable, efficient and accessible trains are part of a contract awarded to Alstom in October 2019 to supply 50 new metro

trains, from the Metropolis family, for nearly €320 million. Leopoldo Maestu, president of Alstom Spain, said: “It is an honour that TMB has once again trusted in Alstom and our site in Catalonia to develop its latest generation of metro trains, that are at the forefront in terms of safety, sustainability, technology, accessibility and comfort. “We share with TMB its commitment to social responsibility, for a sustainable future in the economic, social and environmental fields.”

Hitachi Rail wins $200 million bid to deliver autonomous digital signalling for Chennai Metro Hitachi Rail has signed a contract to deliver digital signalling for Phase 2 of the Chennai Metro Rail Project. The INR 1,620 Cr (approximately $200million USD) contract will see Hitachi Rail install its communication-based train control (CBTC) system combined with Automatic Train Operation (ATO), enabling services to run without a driver. The CBTC system automatically controls the train’s traction and braking to continuously calculate optimum speed. The technology will allow trains to run at up to 90-second intervals, providing significant capacity as well as reliability on Phase 2 services. By installing ATO technology, Phase 2 trains will be able to depart, run at optimum speeds, and brake automatically, without the need for a driver. The technology will boost safety and drive significant maintenance savings. The system will also use ATO technology at the depot, for the operation of doors, and for passenger information and display systems. The digital signalling system will be installed on the fourth longest metro system in India, serving the

city of Chennai, Tamil Nadu. Phase 2 of the Chennai Metro Project will include 119km of line, with a significant proportion (42km) underground. The contract will be funded by the Japan International Cooperation Agency (JICA). The contract covers the design, manufacture, supply, installation, testing and commissioning of the signalling, train control and video management system. Noriharu Amiya, deputy chief executive officer,

Hitachi Rail said: “We are delighted to bring our world-class signalling system to the Chennai Metro Rail Project. “As a global leader in transport and technology, Hitachi Rail’s vision is to digitise and optimise every part of the public transport journey. By integrating our cutting-edge metro rail technology into Chennai Metro Phase 2 we can help boost capacity and support smoother, more reliable passenger journeys.”

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20/04/2023 17:40

ADs.indd 1

19/04/2023 08:53

MOVERS AND SHAKERS

Rail Director meets Tony Miller, a former prison chaplain who is now Railway Chaplain for the London South and Southern Rail Network. He has worked extensively within the communities of Lambeth, Southwark, Croydon and West London in reaching out to hard-to-reach people and has founded community initiatives in partnership with local government, including leading the prevention and intervention of gang gun and knife crime

“Whatever you are going through, you are not alone”

How did you get into chaplaincy?

For many years I thought about becoming a chaplain then in 2016 I had the opportunity to attend a chaplaincy training program, which was delivered in partnership with the United Nations. My original intention was to work abroad, supporting global crises around the world, and perhaps even work in prisons overseas. But in the end, I became a chaplain within the UK prison system. During the summer of 2022, my wife saw an advertisement for the role of a Chaplain on the railway with Railway Mission. Upon reading the job description, both my wife and I realised that the role described what I have been doing for the last 30 years – speaking to people from all different walks of life and supporting them through their difficult

challenges, trauma and crisis. What interested me about the role of working for Railway Mission, was that they were looking for someone who lived in the Croydon area and would be able to work flexible hours. More importantly, what genuinely attracted me to this role was the prospect of being able to work in an organisation with wonderful people who have a similar expression of faith to myself. Individuals who can work collaboratively with great intent and passion, supporting others who are going through trauma and difficulties in their lives. The Railway Mission team is dedicated to assisting staff on the railway network to navigate the challenges of life to become whole and functioning individuals both within their workplace and families.

Explain a bit more about the work you did in prisons? I have worked for over 20 years as a pastor in my local community in Brixton and Lambeth, with a focus on tackling and reducing gun and knife crime. I’ve worked alongside the local authorities, Metropolitan Police as well as Trident, to raise awareness of varying issues that affect our community – issues that affect our youth, and families. The aim was to encourage local communities and businesses to work together to create programs of intervention and prevention. My advocacy and prevention work has assisted many individuals, who have been marginalised by society, to turn their lives around.

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MOVERS AND SHAKERS

In conjunction with reaching out to disenfranchised youth and developing programmes for young people, I have also assisted parents to engage in counselling, education and training, supporting their development and ability to positively engage and parent their children. This is in addition to developing training programmes for men and fathers. My experience gained over the years in the community has been invaluable and has helped considerably with my work as a chaplain in Bullingdon Prison, where I was required to engage with men, some of whom had severe mental health issues, or were traumatised and suicidal. My role would require me to facilitate Sunday Services once a month, where I would be able to have collective dialogue and discussion with the men. This involved teaching them the coping mechanisms and tools that they would need when they were released from prison and how to utilise these skills to become better men, fathers and citizens and make a positive impact in our society. I would often work in collaboration with other chaplains of different faiths when supporting the inmates suffering from mental health, suicidal tendencies and self-harming.

Proudest career moment to date? I can honestly say that apart from being a senior pastor in my church community, I have found being a Chaplain and working for Railway Mission the proudest career moment for me at this present time. The reason I can say this is because I can travel and meet people from all walks of life, engage and talk

to them and support them through their difficult moments. I find it extremely rewarding when someone who has gone through a difficult time, finds a way through because of the support and care I have given to them. Seeing their lives turned around in such a positive way is wonderful and I am humbled to think that in some way I have been the catalyst for change. It is easy to look at prisoners and recognise that they need support, but so often society forgets that everyone, at some point, needs a shoulder to lean on. Becoming part of the Railway Family and being that support to so many is why being a railway chaplain is the proudest moment of my career.

What can you take from your previous roles into your current job in the railways? As I have previously worked with hard-to-reach individuals who have been disenfranchised and marginalised by society, I can take with me, into every situation, an understanding and compassion for those who are hurting, misunderstood or who just need someone to talk to, those who are vulnerable and maybe self-harming or have suicidal thoughts. I can empathise with people and I have never looked down on or condemned another person, regardless of where they are currently, mentally, emotionally or physically. For me, respect is key; I have always tried to treat everyone equally regardless of race, religion or sexual orientation. I am able to utilise the experiences and skills that I have gained over the

past 30 years to understand the challenges and complex needs of the individual, taking the time to listen, being patient and giving individuals a safe space to express themselves.

Aims and aspirations as a railway chaplain? As this is a new role for me, my aims and aspirations are simple – to be like the other Railway Mission chaplains and to gain in-depth knowledge and understanding of the railway industry. This is so that I can represent the organisation to the best of my ability and work with all necessary parties. I would especially like to develop new ideas and strategies that can be used throughout the railway industry, to help this fantastic service that Railway Mission is providing.

Message to railway workers? To my colleagues on the railway, I just want to encourage you, whatever you are going through, you are not alone. The Railway Mission chaplains are here for you. We are here to provide you with a warm and friendly conversation and we will make it our priority to support you to the best of our ability. Regardless of the issue or challenges that you might be going through, or even if you just want someone to talk to, we are here for you, providing you with an independent, confidential, impartial listening ear and shoulder to lean on. We are just one dial, text or email away. Visit www.railwaymission.org for more details

April 2023

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