Rail Director December 2023 by RBD Media

S O N P OT LIG LIG HT HT RA IL December 2023

EXCLUSIVELY FOR RAIL INDUSTRY LEADERS December 2023

Michael Richardson Tyne and Wear Metro’s biggest project for four decades Ellie Burrows Creating a platform for Network Rail’s Southern region Oliver Coppard New chapter for Supertram Stuart Heaton Leading the movement for rail safety in schools

ANDY STREET

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The journey ahead for West Midlands after HS2 phase 2 cancellation 001_COVER_RDDEC23.indd 3

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INTRODUCTION

The heart of the railways A

very warm welcome to the latest edition of Rail Director. It is that time of the year when my appreciation for the orange army (which is high throughout the year) increases tenfold as the vital work to keep the railways moving continues in freezing temperatures. Something I have found warming is the news that RMT members have voted to accept the Rail Delivery Group’s unconditional pay offer and that there will be no compulsory redundancies until the end of 2024. The long-running dispute has been challenging for both the workers and the industry so a resolution will be welcome all around. Although the dispute with ASLEF members is ongoing, the agreement with the RMT does fill me with optimism that a resolution might be within sight. For this month’s magazine we are shining the spotlight on the dynamic solution when it comes to urban transport: light rail. In the financial year ending March 2023 there were 212 million passenger journeys in England – a 23 per cent increase on the previous year. Vehicle mileage in England decreased slightly to 20.8 million miles with revenue increasing by 30 perc ent. There is a demand for light rail, and this is being backed by several transformational projects. No more is that so than in the West Midlands, which is why I am delighted that this month we feature Andy Street, Mayor of the West Midlands on the cover. He speaks openly about the cancellation of phase 2 of HS2 from Birmingham to Manchester, West Midlands Metro and Coventry Very Light Rail. Things are just as exciting on the light rail front in South Yorkshire, where next March the Supertram system will be coming under public control. South Yorkshire Mayor Oliver Coppard features this month speaking about the reasons behind the move, and the journey ahead. He describes it as an opportunity to “deliver an ambitious vision for what a publicly-controlled mass transit system could look like”. Another topic which has been fascinating to cover is Tyne and Wear Metro’s fleet replacement project, described by the organisation’s Head of Fleet and Depot Replacement Programme, Michael Richardson, as one of the most important in the network’s history. A total of around 90,000 individual tests are required from windscreen wipers through to brakes. Also in this edition it was a real pleasure to speak with the Founder and Managing Director of the Rail Safe Programme Stuart Heaton. Thanks to his efforts millions of young people have been made aware of the dangers of the railway. It is a fantastic initiative and one that the whole industry should get behind. In the words of a mother whose son tragically died when he climbed onto a stationary wagon to get his ball back, “safety around the railways needs to be seen as important as road, water and online safety”. As an industry we have a vital role to play in ensuring that that is the case. Thanks to everyone who has played their part in this edition. I wish you and your families a safe and happy Christmas and all the best for 2024.

The agreement with the RMT does ﬁll me with optimism that a resolution might be within sight

All the best,

Danny Longhorn Editor Rail Director magazine and Railbusinessdaily.com are assets owned by the Railway Industry Association. Railbusinessdaily.com delivers more than 70 stories a week to +73,000 rail industry professionals in our daily 7am newsletter. If you have not already subscribed, it’s free and it’s easy to do so at www.railbusinessdaily.com, please also encourage your colleagues to do the same. This is the very best way to keep abreast of what is happening on the UK’s railways. There is a digital copy of Rail Director on our website.

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December 2023

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CONTENTS

6 The journey ahead for West Midlands after HS2 phase 2 cancellation

The Mayor of the West Midlands Andy Street hasn’t sat on the fence on his opposition to the decision to scrap HS2 to Manchester. He explains the next steps for making the best out of the situation and the track ahead for transport in the region

10 UK News

12 The delicate line between observing industry standards and getting the job done

Network Rail’s Alex Dodds has been named Employee of the Year at the Global Light Rail Awards. He discusses the award and his work on the Metro Flow and Skyefall projects

16 Centre of Excellence removing barriers to light rail growth Colin Robey, UKTram Centre of Excellence Chair, explains about the progress made in simplifying planning and design processes

22 Creating a platform for Southern

Ellie Burrows was recently confirmed as Managing Director of Network Rail’s Southern Region. She talks diversity, devolution and CP7

28 Tyne & Wear Metro’s biggest project for four decades

Tyne & Wear Metro’s Head of Fleet and Depot Replacement Programme, Michael Richardson, discusses the most challenging phase of the fleet replacement project

32 New chapter for Supertram

South Yorkshire is just months away from the public control of its tram system. Mayor Oliver Coppard explains the journey ahead

NOTHING TO SNOOZE AT Subscribe today for all the best news in UK rail from 7am daily news.railbusinessdaily.com

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CONTENTS

42 A leading light in rail safety

Edinburgh Trams’ Colin Kerr has been recognised for his contributions to light rail safety and the delivery of major projects such as the launch of services to Newhaven

48 Award-winning clampdown on fare dodgers

Chris Wright, Keolis Nottingham’s Managing Director, explains the measures taken to bring fare evasion back under control

50 The journey to right-first-time Interlocking Data AtkinsRéalis has achieved an industry first with signalling software automation. Neil Warburton and Ian Morgan explain more

52 “Fulfilling my goal of being a train driver”

Sue Threadgold has become the first ever female train driver at Wensleydale Railway. She shares her journey and the emotions she felt when driving the Class 142 for the first time

56 Leading the movement of rail safety in schools

Millions of young people have been made aware of the dangers of the railway thanks to the Rail Safe Friendly programme. Founder and Managing Director Stuart Heaton explains more

62 International News 68 RBD Community

As 2023 draws to a close, we’re taking a look back, and ahead…

S O N P OT L IG L IG HT HT RA IL

EXCLUSIVELY FOR RAIL INDUSTRY LEADERS December 2023

ANDY STREET The journey ahead for West Midlands after HS2 phase 2 cancellation

Tel: 01924 665361 Sales: 020 7062 6599 Editor Danny Longhorn danny@railbusinessdaily.com Designer/Production Manager Chris Cassidy Writers Rosie Crampton Fiona Broomfield Nigel Wordsworth Advertising Team Christian Wiles chrisw@railbusinessdaily.com Amy Hudson amy@railbusinessdaily.com Published by RBDMedia (an asset of the Railway Industry Association) trading address 15 Mariner Court, Calder Park, Wakefield WF4 3FL Printed by The Manson Group © 2023 All rights reserved.

78 Movers and Shakers 82 Regulator’s report shows rail industry continues recovery from the pandemic

Passenger journeys have increased significantly according to the Office of Rail and Road’s (ORR) annual Rail Industry Finance (UK) statistical report, which shows income, expenditure and government funding for the financial year until March 31, 2023

The UK Rail Report Insider’s guide to unlocking new opportunities in rail just got even better

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 01924 665361 or email info@railbusinessdaily.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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December 2023

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PEOPLE

The journey ahead for West Midlands after HS2 phase 2 cancellation A

s someone who fought tooth and nail to keep the HS2 project on track, Andy Street is honest in his views that the Prime Minister’s decision to scrap phase 2 from Birmingham to Manchester is “a terrible decision”. Such was the Conservative Mayor of the West Midlands’ disappointment he even considered walking away from the party. However, staying true to his promise of “putting place before party” when he first became Mayor more than six years ago, he made the decision to stay as a Conservative to work with the Prime Minister and his government to continue the revival of the West Midlands, with transport a major piece of that jigsaw. “My view on the loss of HS2 to Manchester will never change,” he said. “What is critical though is that the Prime Minister has personally told me that he will welcome our thinking on improving the Birmingham to Manchester link, and I am busy devising the private sector consortium – which includes Andy Burnham and his team in the North – to set about this work. “In terms of what we are doing to our local system, which is designed to link into HS2, there is no difference in light of what has been happening. We still get Curzon Street and Interchange Stations, so all those local things are unchanged, and the government has been clear that it is full steam ahead for phase 1. “The big difference is we lose the hugely improved connectivity from the West Midlands to the North West. The Prime Minister said he would welcome proposals to enhance connectivity and we are picking up that invitation and we are also thinking through the practical matters of the West Coast Main Line, north of Birmingham and Wolverhampton which may not be alleviated as we thought. “In respects of our Midlands Rail Hub (project for faster, better, more frequent east-west connections across the Midlands) there is no change when it comes to capacity into central Birmingham and the Bordesley Chords, and the links down to the South West. The Birmingham to Nottingham connectivity is being reconsidered in light of the HS2 decision, but what I am absolutely clear on is that it doesn’t need to hold up the rest of the Midlands Rail Hub.”

West Midlands connectivity The impact of the HS2 decision is a difficult one to avoid. A full Metro tramway extension to Digbeth is to open later than planned because construction work on the track through Curzon Street Station cannot begin until HS2 has handed over the site – which is not expected to be until 2026 at the earliest. But there are plans for a temporary stop and terminus, to open in 2025/26, which will offer seamless links between the tram and train and bus services at Moor Street Station and the Bus Mall, as well as offer a convenient stop for Birmingham City University and Millennium Point. “Because we’ve got to pause the Curzon Street

work for HS2, we are now going to open what we call the Eastside extension as far as Moor Street Queensway,” Andy Street explained. “It is not a huge distance, but in terms of connectivity it is really important because it is actually the busiest bus interchange in Europe, even though there isn’t a bus station there. We will now connect the tram right to it, which is a good first advantage, and then we will come back and get the rest of Digbeth done. “In regards to connecting the tram to HS2’s Interchange Station, our plans haven’t changed. That feasibility is still being worked on using City Regions Sustainable Transport Settlement Development Money to examine that case.

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PEOPLE

I can’t think of anywhere better in the world in which you can go from the city centre to the airport in less than 10 minutes by non-stop train

“Even though Interchange is possibly not going to be as busy as it might have been, the airport is critical, and the economic success of North Solihull means it is still potentially justified. “We’ve also got a perfectly good railway from International Station to the city centre, the people carrier connecting Interchange to International, and we’ve now put Sprint down Coventry Road to the airport, so it is getting very well connected. I can’t think of anywhere better in the world in which you can go from the city centre to the airport in less than 10 minutes by non-stop train. So, this is really about the economic regeneration of the suburbs between the city centre and the airport.” The government followed the decision to cancel phase 2 of HS2 with news that there would be a £2.7 billion investment into the region’s transport infrastructure to fund a wide range of improvements including delivery of the transformative Midlands Rail Hub. Transport for West Midlands received an immediate £100 million investment for existing Metro extensions, including completion of the second phase of the Wednesbury to Brierley Hill Metro extension in full, and to press on with major development work at Arden Cross, next to the HS2 Interchange Station. The Midlands Rail Hub, for which £1.75 billion funding has been set aside, aims to vastly increase capacity for new services and improve journey times on lines linking Birmingham and a range of key locations including Bristol, Cardiff, Leicester and Nuneaton. One of the key features will be the construction of new links, known as the Bordesley

Chords, to open up more platforms at Moor Street Station, which will unlock further capacity on the Camp Hill Line and allow the opening of new stations on the Sutton Park Line. Discussing one of the many projects, the first line from Wolverhampton city centre down to Broad Street, Andy said: “It was initially only of course to Snow Hill and then it got extended to Stephenson Street and then since the creation of the Combined Authority it has been extended to Centenary Square and on to Edgbaston Village and then the other end is now extended to Wolverhampton Railway Station. Next year it will open the next extension to Dudley, and we have finally got all the cash for extending to Brierley Hill. “The first section predates me and there had been talks about expanding it for years, and we managed to get the funding for the next big extensions, so the idea of extending it particularly through the Black Country to Dudley and Brierley Hill has been in the offing for 30 years, and very early in my mayoralty we were able to begin to assemble funding and make a reality of it. “We are now doing business cases and investigations to see what the next parts are. We are currently exploring further down Hagley Road or East Birmingham out through the eastern suburbs to the airport.”

Very light rail Another exciting project is Coventry Very Light Rail (CVLR) which achieved a major milestone last month with the successful running of the vehicle on its test track at the Very Light Rail National Innovation Centre in Dudley.

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PEOPLE

By investing in – and supporting the development of – VLR in Coventry and Dudley, we’re placing our region right at the forefront of what is a tremendously innovative technology

T he bat ter y-powered vehicle and revolutionary track system will offer cities the chance to install rapid passenger tram systems faster and at a much lower cost than traditional light rail systems. The track is thinner than the track used in existing light rail or tram systems and as a result can be laid just 30cm deep into the road surface, reducing the need to divert all pipes and cables. “By investing in – and supporting the development of – VLR in Coventry and Dudley, we’re placing our region right at the forefront of what is a tremendously innovative technology,” he said. “As VLR picks up pace, we’ll be able to further reduce traffic congestion and improve our air quality – offering a convenient and sustainable transport option for local people to enjoy. “Next for this project, we’ve got the money to do the demonstrator track in Coventry city centre and we will be getting on with that very shortly. “It’s yet another wonderful example of the industry and ingenuity for which the West Midlands is deservedly known, and I look forward to seeing this technology progress from the workshop to real world application in the months and years ahead.”

Bringing the West Midlands together It’s already been some journey for Andy since being elected Mayor of the West Midlands in 2017 and Chair of the West Midlands Combined Authority. Prior to taking on the role he was Managing Director of John Lewis, where he started his career as a graduate trainee.

In 2015 he was awarded a CBE for services to the economy, and he’s also received the President’s Award from the Greater Birmingham Chambers of Commerce for his work in the region. As Mayor, he represents about 2.8 million people and is responsible for everything from economic growth in the region and tackling unemployment, through to improving homelessness and improving the transport network. Asked about how hard it is to bring the full area, which includes Birmingham, Coventry, Walsall and Wolverhampton, together, he said: “The reason we’ve succeeded is that everybody respects every one of the seven boroughs as an individual place, but they bought into the idea that when the combined authority was born they could be stronger together and that’s really been the guiding thought over the last six years. There is no incompatibility between a proud city and a successful region. “We have had to create a sense of teamwork and I think the starting of that was the local enterprise partnerships. “The West Midlands Combined Authority born in 2017 was the beginning of a collaboration for the region and yes, we’ve had to keep pushing that and transport has been an important part of enabling that. “Transport has been a really critical part of it because it is blindingly obvious that just as the economy doesn’t stop at the end of Solihull, neither does transport, it has to be linked both ways to Coventry and Birmingham and so it has been a natural uniting force. “So has the fact that there is one branding, one financial management for it, and of course, increasingly, there’s a network between the different boroughs that really works. The Metro is one of the emblems of that.”

Parts of a greater whole One thing Andy is keen to stress is the fact that all the different modes of public transport are seen as one overall strategy. “We are not going to build Metro lines everywhere, because we’ve got perfectly good commuter lines and in fact Birmingham is very dependent on its commuter rail lines so if you take Birmingham to Solihull and the Cross City rail line, there are very good rail services,” he said. “If you travel from Wolverhampton to Birmingham, you are likely to go on the train, so Metro does do quite a lot of short commutes. “But, overall, it is about serving the intermediate pieces not just city centres. There will be further expansions considered, but it has to be seen alongside our suburban rail service. On the Moseley Road corridor, we’re just opening the Camp Hill rail line, we’re not going to have a tram down the Moseley Road. For each route it will be decided which is the best solution. “We’ve just done the Sprint rapid bus route down Coventry Road. The critical thing is you can use our ticketing to go on any one of the modes, you can go on tram to train, to Sprint, to bus so that is the way to think of it, one overall system.”

December 2023

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NEWS

Coventry Very Light Rail vehicle tested on revolutionary track for ﬁrst time

he Coventry Very Light Rail (CVLR) project has achieved a major milestone with successful running of the vehicle on its test track at the Very Light Rail National Innovation Centre (VLRNIC) in Dudley. The battery-powered vehicle and revolutionary track system will offer cities the chance to install rapid passenger tram systems faster and at a much lower cost than traditional light rail systems. The innovative track is thinner than the track used in existing light rail or tram systems. As a result, it can be laid just 30cm deep into the road surface, reducing the need to divert all pipes and cables, which can add significant cost and time delays to light rail projects. The Coventry VLR project has been developed by a number of West Midlands organisations including Coventry City Council, Transport for West Midlands (TfWM), WMG at the University of Warwick and the Black Country Innovative Manufacturing Organisation (BCIMO), which runs the Dudley VLRNIC. The project is backed with funding from the £1.05 billion City Region Sustainable Transport Settlement (CRSTS) awarded to the West Midlands Combined Authority (WMCA) by the Department for Transport. The CVLR project has been allocated £40 million from that funding to progress the research and development to deliver an affordable integrated mass transit system that could be deployed in cities across the country.

Pop Pay As You Go generates two million Metro journeys

More than two million extra Metro journeys have been generated through Pop Pay As You Go (PAYG), which is available on smartcards and on Google Pay. The discounted single and day Metro fares offered through Pay As You Go is increasing in popularity – with over 100,000 customers signed up, generating 2.2 million Metro trips this year. The convenience of Pop Pay As You Go, alongside Metro’s Take The Kids For Free price promise and £1 flat fare for everyone up to the age of 22 has helped Metro recover from the pandemic faster than almost every other urban rail network. Nexus Customer Services Director, Huw Lewis, said: “Pop Pay As You Go continues to go from strength to strength, with over 100,000 customers generating an extra two million Metro journeys this year. “We have seen just over 14,000 new customers switch to Pop since March, all recognising how much easier and cheaper it makes travelling on Metro.”

The track slab was designed by Ingerop / Rendel in conjunction with WMG and was laid by Galliford Try in a matter of weeks – proving the simplicity of the design which in turn will lead to much lower construction costs and reduced construction time. This test track includes a tight curve and a 250m vertical hump, as both of these are significant challenges for traditional slab track constructions and are one of the reasons tram systems take a long time to build and why they are so expensive. This construction has included instrumentation so that vibration, sound and stresses produced by the vehicle can be monitored to demonstrate how the track form in conjunction with the novel features of the CVLR vehicle reduces vibration and sound compared to standard tram systems. The VLRNIC, which will also be partly funded through CRSTS, is pivotal in supporting CVLR reach

its potential. It provides a safe offline environment and engineering support for new technologies to be developed and tested robustly before they are taken to the streets for implementation. This development work is leading up to a realworld demonstration of VLR on the streets of Coventry city centre. Councillor Jim O’Boyle, Coventry City Council’s Cabinet Member for Jobs, Regeneration and Climate Change, said: “It was fantastic to see the vehicle running on its track for the very first time. This track is crucial to our vision and this successful test is a big milestone for the project. “The track is unique; it’s specifically designed to be installed more quickly and more easily than the tracks used by other light rail systems. “This test will also show that our vehicle is able to run on tight corners and up and down hills – it’s this that will enable it to run in smaller and medium sized cities. But there is no reason a traditional tram couldn’t run on it too – making delivery of trams more affordable. “Coventry Very Light Rail is pioneering, with the potential to create new jobs and tackle climate change by providing people with a zero-emission mode of travel. “This is Coventry doing what it does best. We led the industrial revolution here in Coventry and now, with fantastic projects like this, we are leading the green industrial revolution too.”

Sector set to tackle top threat to tramway safety A national campaign to tackle the number one threat to light rail safety is taking shape following pioneering research into the behaviour of pedestrians around tramways. Safety experts from across the sector gathered in Birmingham last month to discuss a study that’s providing invaluable insights into the risks of collisions between trams and members of the public. Commissioned by the Light Rail Safety and Standards Board (LRSSB), the research used discreet filming, surveys, and interviews with pedestrians to identify reasons why some were missing existing measures put in place by operators to avoid such incidents. During a meeting at the LRSSB’s headquarters in Birmingham, safety and communications professionals from networks across the UK joined representatives from the Office of Rail and Road and the LRSSB to discuss the findings with researchers from independent company Mind Field. Together, they also laid the foundations for a future campaign targeting pedestrian behaviour, while looking for practical ways to alert them to risks

at potential accident ‘hotspots’. Carl Williams, LRSSB Chief Executive, said: “These are important first steps towards further enhancing tramway safety. The event also highlighted the benefits of our recently upgraded Tram Accident and Incident Reporting system, and its ability to provide the vital data needed for models that can then identify where improvements can be made. “While initially focusing on pedestrians, the research will also feed into other future projects, potentially aimed at other road users, including cyclists, e-scooter users and motorists.”

December 2023

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12/12/2023 17:23

ADVERTORIAL

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Motor vehicle insurance premiums hit a record high

any industries in the UK are being challenged by everincreasing costs and motoring is certainly one of them, impacting every stage of a vehicle’s life. This includes manufacturing and day-to-day running costs, along with the expenses and outgoings associated with maintaining and repairing the vehicle. The average cost of a motor insurance claim is currently more than £4,450 due to claims inflation for vehicle repairs, personal injury claims, and theft and replacement vehicles. Advancements in vehicle technology are certainly positive for the environment, but are making repairs more complex and expensive, requiring

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LIGHT RAIL

Network Rail’s Alex Dodds has been named Employee of the Year at the Global Light Rail Awards. He discusses the award and his work on the Metro Flow and Skyefall projects

The delicate line between observing industry standards and getting the job done

“T

enacity, pragmatism and teamwork” are the words used in a recent award bid to summarise the approach Alex Dodds takes to creating a safe and workable operational environment. His contribution to a wide range of rail reopening and improvement schemes which involve the use of innovative operating procedures drawing on or integrating with light rail technology has resulted in significant benefits to schemes. It hasn’t gone unnoticed, with Network Rail’s Light Rail Knowledge Manager named Employee of the Year at the recent Global Light Rail Awards. “It’s satisfying but also reassuring to know that what I’ve done with the support of my colleagues has been recognised and what we have achieved has had a positive impact thanks to stakeholder collaboration, consultation and compromise,” said Alex. The award bid also added that Alex “trod a delicate line between observing industry standards and getting the job done in a timely manner,

The South Yorkshire Tram Train Pilot Project Maintaining standards Alex added: “Industry standards are there for a reason was the first of its and some people would say that the rule book is written kind in the UK on the basis of our mistakes, in the interests of not making even devising new operational methodologies where none existed”, going above and beyond expectations to provide high-quality simulations to demonstrate that operational innovation can be safely applied.

them again. However, infrastructure and geographical factors mean that not every situation is the same. “You might not be able to pick up rules and regulations related to heavy rail, main line 125mph railway junction and simply apply that over a 30mph tramway junction with a line of sight interface. “Then there is the challenge of working collaboratively with our counterparts in the Network Rail and industry standards teams, to make realistic proposals that are workable in practice, and seek alterations or deviations from existing standards where applicable.

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LIGHT RAIL

“If that works the reward could be very promising, because it means you could get a national standard, or a new module in the rule book that covers operating requirements in very specific localised situations.”

New projects The Global Light Rail Award particularly centres on two projects that Alex was involved in, Skyefall and Metro Flow. Starting with Skyefall, this was a collaboration between Network Rail and the Highlands and Islands Transport Partnership (HITRANS) in establishing a solution to a road infrastructure challenge impacting on the adjacent railway. In this project Alex worked on the development of a safe system of a shared road/ rail corridor, using digital simulation to create an animation of the proposed system in operation. “This was about using light rail operating concepts in order to solve a heavy rail problem on a rural railway in the Scottish Highlands,” he said. “Effectively you have a narrow corridor between a vertical rock face and a very deep loch on two sides. You have a railway and road running through one area, with the road subject to severe rockfalls and needing regular maintenance. “The theory was that moving the road onto a shared road rail alignment could help mitigate the rockfall risk. It sounds complex but there are extended intervals between train services, and while the road is a vital rural link, normal traffic volume is not

considered excessive. With the appropriate safety systems in place, it makes sense, especially when the alternatives are significantly more expensive. “The idea was inspired by a previous HITRANS project in which the road was diverted onto the railway for a period while rockfall work was carried out. We were asked to demonstrate that the temporary process could be applied safely and effectively on a permanent basis in a way stakeholders could visualise themselves, and that is what we delivered.”

Significant benefits For the Metro Flow project, Alex developed innovative operating procedures to enable freight and Metro trains to operate safely over both Nexus and Network Rail infrastructure across the network interface. It went live earlier this year and has already delivered significant benefits to Tyne & Wear Metro passengers on the South Shields route while maintaining freight services to the Jarrow Oil Terminal through shared operation. “Skyefall is currently a high-level theoretical project at the moment,” he said. “Metro Flow is a project which we have pushed through from concept to delivery. It is complete, the infrastructure is in the ground, the outputs are tangible, and we have staff working to the procedures I developed for system operation. I became involved when I approached Nexus representing Network Rail’s Light Rail Knowledge Development Team, and offered assistance on upcoming light rail interface projects.

Above: Alex Dodds Opposite: screenshot of Skyefall simulation video prepared for HITRANS Images: Alex Dodds

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LIGHT RAIL

“I was recommended to the project stakeholders because of my work on the South Yorkshire Tram Train Pilot Project, which was commissioned in 2018 and involved a heavy rail and a light rail interface. In the case of Metro Flow, what we were doing was reversing the situation and rather than getting trams onto a heavy rail line we were getting freight trains onto a Metro Network, and introducing a new track interface at Pelaw Junction. That required supporting publications, methodologies for acceptance, and instructions for the operation of trains over light and heavy rail networks, including extended consultation work with Network Rail and Nexus’ operations and maintenance teams.” Alex admits it was challenging at first, especially with the existing conventional wisdom within the wider rail industry and the mindset associated with heavy rail operations, that has existed for some time. “One key challenge was managing access for staff to undertake maintenance work safely,” he said. “Historically the industry applied a line in the sand approach for interfaces with third party light rail systems. Stakeholders were restricted to their own infrastructure and were not permitted to access beyond a defined point. What we were trying to do with Metro Flow was introduce some form of overlap to make things safer, simpler, easier and better for staff working on track. If we can improve safety and operational flexibility through revised regulations at system interfaces, why shouldn’t we take that opportunity? “Metro now has two uninterrupted main running lines all the way between the centre of Newcastle and South Shields, whereas previously they had a number of single track sections with passing loops. This project unlocks capacity across the Tyne & Wear Metro network, while also improving service reliability and flexibility. From a personal perspective, it has been great to build on the existing business relationship between Network Rail and Nexus, while increasing visibility of the light rail sector within the wider industry. We have also worked to unlock understanding between different parts of the business by encouraging learning visits between each organisation’s operational control and maintenance centres.”

“The South Yorkshire Tram Train Pilot Project was the first of its kind in the UK, funded by the Department for Transport as a trial to assess the practicality of introducing Tram-Train technology to the UK. “The concept has been extremely successful and popular so far. We have seen high reliability and customer satisfaction, despite the new and novel nature of the project, and some initial uncertainty as to how the operating principles would be received. A significant part of the project’s success has been the positive collaboration between the stakeholders involved, and we look forward to working with other industry partners on new interface schemes in the future.”

Above: Image of Scotrail service using railway in Skyefall project area Image: Alex Dodds Below: Metro Flow project model created by Nexus, currently housed in Metro Control and used for training Image: Alex Dodds

Graduate scheme entry Alex will soon be marking 15 years at Network Rail, having joined through the graduate scheme in 2009 with an interest in the technical and commercial side of the railways, following a transport specialism as part of his masters’ degree. Once on the scheme, he took advantage of a number of placements across the organisation including several with train and freight operators in addition to opportunities with route-based operations teams. He became a Mobile Operations Manager, Local Operations Manager, later deputising as Operations Manager, then moving into projects in 2016 as a Project Operations Interface Specialist before joining the Light Rail Knowledge Development Team in 2020. “There is a real satisfaction being involved not only in major network infrastructure projects but also smaller scale projects that are significant as national firsts,” he said.

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05/12/2023 14:02

TRAMS

Colin Robey, UKTram Centre of Excellence Chair, explains about the progress made in simplifying planning and design processes

Centre of Excellence removing barriers to light rail growth

team of experts, brought together by light rail’s representative body, is helping to drive the expansion of the sector by addressing the fundamental challenges faced by organisations planning future projects. Over the past year, members of the UKTram Centre of Excellence (CoE) have made huge strides towards the identification of ways to simplify planning and design processes, working closely with colleagues from across the sector and the Department for Transport (DfT). Made up of sector experts who give their time on a voluntary basis, the CoE also includes members of other UKTram working groups representing light rail engineers, operators, safety experts and owners. Its Chair, Colin Robey, explained: “When the group was founded around four years ago, there was concern throughout the sector about a lack of new tramway proposals coming forward, alongside a recognition that there are very complicated processes to go through, even before the planning and design phases. “In response to this, we therefore formed a small group to formulate a ‘route map’ in the form of a flow chart format with links to refer to all the different documents required, which makes the process much simpler. “It was soon realised, however, that a ‘pre-route map’ was also required for scheme promotors to help assess the viability of proposed schemes at the very earliest stages. “This has been developed in the form of a straightforward questionnaire, with nine questions with model answers. If the intended sponsor can answer most of the questions correctly, then it is worth giving further consideration to the scheme as a light rail project, and the CoE will then offer initial advice and guidance. “This process has been designed to prevent significant spending on design work for schemes that may ultimately fail to be given the go-ahead as a light rail project. “During the development of the Pre-Route Map, the DfT requested that we consider combining this questionnaire with its own Early Assessment and Sifting Tool document (EAST). However, after a number of iterations, it was agreed that this was not feasible, and instead the Pre-Route Map would make reference to the DfT document and emphasise the need to complete this vital assessment.”

During the development of both the Route Map and Pre-Route Map, CoE members also became aware of issues around the Transport and Works Act (TWA) Order ‘Model Clauses’ and their use. As part of the complex statutory processes

associated with developing new light rail projects, these Model Clauses used within the TWA Orders provide the legal authority required by the promoter for the scheme, giving them the ‘powers’ needed to build, operate and maintain a tramway.

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TRAMS

“We found the general adoption of all of the clauses was onerous and unnecessary and could, in fact, be detrimental to the success of proposed schemes,” Colin said. “As a result, we produced a ‘Top Ten TWA Order Clause Tips’ to assist potential promoters. “Although there have been calls for the TWA Order process to be reviewed or even replaced, it is quite clear that this would involve a significant change to current legislation and is unlikely to happen in the near future. “The CoE picked up this message, and we formed a sub-group to consider what actions could be taken. They found that it was not necessarily that the TWA was the issue, but the way that some of the requirements are being interpreted. “In response, the group then carried out a study to look at ways to streamline the process, and this workstream coincided with a Post Implementation Review undertaken by the DfT to assess the impact of the 2006 Rules. Colin added: “The Centre of Excellence responded on behalf of the tramway sector and combined the response with our suggestions to improve the process.”

Very light rail Another area where the CoE has been active is in the promotion of Very Light Rail (VLR) as a potential solution to future urban transport challenges. It has set up a separate working party that is meeting with operators and developers of VLR vehicles to look at ways the sector can support their projects.

“All of these Centre of Excellence initiatives have been carried while providing support and expertise, when requested, from sponsors of proposed systems in Stoke-on-Trent, Folkestone and of the suggested Kennex system. “For the past 18 months we have been working closely with the Department for Transport and Network Rail in reviewing bids with light rail potential within the Government’s Restoring Your Railway (RYR) scheme. “Work will now continue on scheme bids that are being taken forward, and also potential light rail schemes that are currently being considered as part of the RYR initiative. “At the same time, we are also involved in a series of research initiatives, including collaboration with the University of Huddersfield on the development of a rear bogie derailment detection system. “In addition, a small working group has also been set up to look at governance procedures, particularly for those systems where the operation of a light rail system is taken in house. “The diversity of the projects undertaken by the Centre of Excellence reflects the broad expertise and experience of all those involved, and it will continue to grow and evolve in line with the needs of the sector, while helping to remove the barriers to its future growth. “Having all these experts from the light rail sector collaborating on a voluntary basis for the benefit of the sector is extremely unusual and something of which we are proud,” Colin added.

The diversity of the projects undertaken by the Centre of Excellence reﬂects the broad expertise and experience of all those involved

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ADVERTORIAL

The Black Country Innovative Manufacturing Organisation (BCIMO) was delighted to host the Clean Futures Accelerator’s first cohort Insight Day in its brand new meeting and event spaces on Monday 13 November

Winners and industry stakeholders come together for successful Clean Futures Accelerator Insight Day at BCIMO’s VLRNIC

he event was held to introduce the first cohort of winners who will be developing clean tech solutions for the rail and automotive industries, at the Very Light Rail National Innovation Centre (VLRNIC) and Coventry University respectively, to relevant industry stakeholders (Challenge Setters) and investors. Winning SMEs were able to present their elevator pitches to challenge setters and potential investors in the venue’s 130-seater auditorium. For the challenge setters, the event provided the opportunity to view and feed back on the winning solutions and consider how they can work to directly address the industry challenges they identified back in June.

For investors, the event provided the opportunity to view and feed back on the winning solutions and identify potential high growth investable businesses within the West Midlands region.

4. ChangeMaker3D 5. PowerUp Off-Grid Services 6. Harry Needle Railroad Company and Advanced Hydrogen Technologies 7. Universal Signalling

Winning SMEs Attendees saw pitches from the following SMEs:

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Based at and receiving support from BCIMO

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3. BoxTube

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ADVERTORIAL

12. Nedra 13. Global Nano Network 14. Duck Tours (trading as Seahorse Amphibious Vehicles) 15. TaiSan Energy 16. Newreg (trading as car.co.uk) 17. White Motorcycle Concepts

Based at CU but getting commercial support from BCIMO 18. Coexlion 19. Composite Braiding Ltd 20. Hixal

driving sustainable advancements in future transport solutions. This initiative sets the stage for a dynamic and prosperous future in clean technology for both the West Midlands and the wider UK.” The Clean Futures Accelerator is being led by Connected Places Catapult in collaboration with the Black Country Innovative Manufacturing Organisation (BCIMO), Coventry University and CU Services Ltd. The programme forms part of the wider West Midlands Innovation Accelerator delivered in partnership with the West Midlands Combined Authority, Innovate UK, UK Research and Innovation, and the Department for Science, Innovation and Technology. For more information please visit our website: bcimo.co.uk

This initiative sets the stage for a dynamic and prosperous future in clean technology for both the West Midlands and the wider UK

After the pitches, SMEs gathered in the centre’s Exhibition Hall for feedback forums and networking before splitting into sector specific welcome breakout sessions.

Next steps Following the success of the Insight Day, the BCIMO and Coventry University delivery teams are now busily preparing for the arrival of the winning SMEs on site to help kickstart their journey from concept to successful realisation of green products and services. Each business will now receive a bespoke business needs assessment and action plan to help ensure the commercial viability of their innovative solution and bring their product to market. Winners involved in the rail sector will be granted access to BCIMO’s unique Rail Development and Test Site, offering an extensive range of facilities to support the development and testing of future rail technologies. At the end of the programme in April 2024, the Clean Futures Accelerator will host a ‘Demo Day’ where the winners will be able to showcase their solutions and results of their trials in front of a tailored audience of end-users and investors. There will be a focus on celebrating the success of the accelerator and building valuable connections for the cohort. A second cohort of SMEs will then be invited to apply for the next round of the Accelerator which will commence mid-2024.

Discussing the event, Naomi Arblaster, Head of SME Development, said: “It was fantastic to see such a great turnout for the Clean Futures Accelerator’s first cohort Insight Day. “The collaboration between industr y stakeholders, investors, and innovative SMEs showcased the transformative potential of clean tech solutions for the rail and automotive industries. It has been a pleasure to learn more about these ground-breaking innovations and the strategic partnerships that will be formed during this collaborative programme.” Naomi added: “The commitment of the winning SMEs and the support from the accelerator partners reinforce our collective dedication to

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ADVERTORIAL

Sarah Butcher, Commercial Manager at Welfare Hire, emphasises the signiﬁcance of incremental actions to improve sustainability within your organisation. By obtaining ofﬁcial accreditation, Welfare Hire cements itself as one of the top environmentally-conscious providers of mobile lighting and welfare unit hire in the rail industry

Welfare Hire: shining a light on our sustainable advantage I n early December, discussions at COP28, led by the International Union of Railways (UIC), aimed to provide positive feedback on the industry’s approach to addressing climate impacts. Welfare Hire recognises the crucial need for businesses to consider both environmental and commercial factors in the face of the growing urgency surrounding climate action and offers measurable advantages in both areas.

The cost of inaction While the ultimate goal is to protect the environment, businesses must also consider the potential commercial and reputational damage resulting from delayed action. There is an increasing risk of missing out on government and investment contracts, as firms that comply with net zero standards receive preferential treatment. Additionally, taxes on carbon-emitting aspects of the supply chain are on the rise, exemplified by the EU’s Carbon Border Adjustment Mechanism (CBAM), affecting businesses exporting to the EU. The question is no longer whether business leaders will respond to climate change; rather, it is about how quickly they can outpace their competitors.

Setting the standard ESG, encompassing Environmental, Social, and Governance factors, evaluates a business’s societal and environmental impact, transparency, and accountability. Improving your ESG score is a multifaceted endeavour, with even small adjustments yielding significant long-term results. Tier 3 suppliers play a crucial role in this hierarchy, supplying necessary components to tier 2 suppliers who, in turn, deliver the final product to tier 1 suppliers. Welfare Hire, for example, supplies ecotower lighting (tier 3) to contractors (tier 2) for the construction of rail infrastructure for Network Rail (tier 1). Accurate recording and measurement of tier 3 suppliers’ contributions are essential for enhanced environmental consciousness and progress toward net zero goals.

Welfare Hire’s sustainable advantage Sustainable Advantage, a recognised name in ESG due diligence within infrastructure, energy, and waste sectors, specialises in carbon handprint

reporting and data validation. The organisation’s expertise is crucial in verifying the carbon emissions claims of industry vendors. Michael Warwick, Head of Net Zero at Welfare Hire, said: “Sustainable Advantage is pleased to verify Welfare Hire’s carbon handprint. The calculations demonstrate to customers that by choosing Welfare Hire products, significant emissions are saved, resulting in a reduced environmental impact.” This accreditation adds credibility and value to Welfare Hire’s data, positioning it as a provider of the most robust and qualified volumetric data in the sector, acquired from real-world information recorded across countless project days. Sarah Butcher, Commercial Manager at Welfare Hire Nationwide, emphasises the positive impact of this accreditation: “We believe this accreditation will be a positive moment for the core infrastructure sectors we operate in. The ability to source strategic equipment like mobile welfare units and tower lights with full confidence that they will improve your ESG score should inspire more decisive action towards net zero – which is a core part of our offering.”

in CO2 reduction, fuel efficiency, and silent running time compared to counterparts. The X-Eco Hybrid Lithium mobile lighting tower, featuring the latest in Lithium hybrid technology, provides efficient illumination for half a football pitch silently for 12 hours with the use of six super bright LEDs and has a rapid recharge time of just three hours. Compared to a standard lighting tower with metal halide lamps, a week’s rental of the X-EcoHybrid Lithium lighting tower leads to fuel savings of 97.3 litres and CO2 savings of 161.98 kg* - a substantial reduction contributing significantly to enhanced ESG scores for businesses.

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info@seprail.co.uk 05/12/2023 14:01

PEOPLE

Ellie Burrows was recently confirmed as Managing Director of Network Rail’s Southern Region. She talks diversity, devolution and CP7

Creating a platform for Southern

lot has changed since Ellie Burrows last spoke with Rail Director nearly two years ago. At the time, she was Network Rail’s Route Director for Anglia and now she is approaching her first anniversary as the organisation’s Managing Director for Southern Region – having been appointed to the position permanently after serving as interim boss for eight months. “I’ve had such a warm welcome from day one and I’m really grateful to have been involved in some exciting industry achievements, including the King’s coronation, the celebration of 75 years of Windrush, the 175th anniversary since London Waterloo station first opened and lots more,” she said. “We’ve also had to overcome some significant challenges and now my focus is firmly on working with industry partners even more closely to make sure we’re investing our money wisely, so we can give our passengers a safe and high-performing railway that they can rely on. Overall, I am committed to making Southern region a safe, caring and inclusive place where our people are proud to work.” Ellie has been working in the UK rail industry for more than 20 years, over which time she has gained wide-ranging experience across different regions, operators, disciplines, and service types. More recently, she was Route Director for Anglia, leading the £2.2 billion transformation of the region’s railways, major work involving more than 2,600 workers and 1,700 miles of track. During this role she worked in partnership with train and freight operators in delivering significant improvements in performance and safety and supporting the Elizabeth line introduction. She is also no stranger to her current patch, having been both Train Service Director and Deputy Managing Director for Southeastern and Area Director in both the Kent and Sussex routes. “Ultimately it is all about delivering the best way possible for our passengers and our freight users and, already a year in, I am proud of what has been achieved,” she said. “I was really lucky when I came across that there had been a lot of work done around how we change culture within Network Rail and how we can lead further development for our frontline leaders. “We’ve done a huge amount of pushing our cultural principles and an important part of that is creating an environment where people feel confident to hold us to account for that. There are lots of challenges, but lots of things that I am really excited about.”

As Managing Director of the Southern Region, Ellie serves passengers and freight operators across the busiest rail lines in the country, transporting large number of commuters to London and other employment hubs from Devon in the West to Kent in the East and links Wessex, Sussex and Kent as well as Network Rail High Speed.

The region also serves channel routes to Europe, major ports and Gatwick and Southampton airports, transporting large numbers of leisure travellers to South Coast resorts and other tourist destinations. Overall, the region carries more than one million passengers a day as well as including the biggest, London Waterloo, and the busiest, Clapham Junction, stations not just in the country but Europe.

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PEOPLE

An immediate priority will be around the upcoming Control Period 7, with the government recently confirming £38.5 billion to Network Rail in England and Wales for operation, support, maintenance and renewal from April 2024 to 2029. £8 billion of this will be going to the Southern Region, some five per cent less compared to CP6 expenditure in 2023-24 prices when adjusted for inflation. However, Ellie is focused on maximising the opportunities that the certainty of the funding allocated gives the region. “I feel very lucky that, as an organisation, we know what the funding is going to look like for the next five years and to have that security and to get on and do the very best that we can with that,” she said. “We have made some really great strides over the last few months, and it feels like a very different environment to when I walked in.” As Control Period 6 comes to an end (April 2019 to March 2024), Ellie’s team is working with industry partners on a different delivery model, developing the way Network Rail works with its supply chain and introducing both incentives and mutual trust. “It will drive huge efficiencies and benefits for our passengers and customers,” Ellie enthused. “It will take time to really embed the new way of working and get the benefits from it, but we are on the journey and have started getting ready for the next control period.” Southern Region is ending CP6 in a good place. Efficiency targets have largely been met, as have delivery targets, although, as always, there are still a few details that need to be cleared up. “There are

some things we are going to need to reprioritise,” Ellie continued, “but nothing massive.” Many of the major CP6 projects have also been completed. Thanet Parkway, Kent’s first new station in eight years, has opened, and the Feltham re-signalling scheme has progressed with phase ¾ commissioned and control transferred to Basingstoke Route Operating Centre. Major work has also been completed on the Brighton main line and the rebuilt and modernised station at Gatwick Airport has opened. “We’ve got lots of other big schemes going into CP7 that we need to get right as well,” Ellie commented. “We’ve got some of the oldest infrastructure in the country in places. To run a highfrequency railway on that old infrastructure is a challenge and we really need to focus our efforts to make sure we sustain that.”

I feel very lucky that, as an organisation, we know what the funding is going to look like for the next five years

Devolution Ellie takes charge of Southern as Network Rail continues its journey of devolution. Southern is one of the five regions created in recent years in a bid to bring workers closer to passengers and the communities served, with a focus on operations to help the organisation to improve train performance. In her previous role as Route Director for Anglia, she was part of Eastern Region, based in York. Geographically, the region was huge. Anglia included a lot of commuter traffic, Stansted Airport and rural lines in Norfolk and Suffolk, making it almost a “mini region”.

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PEOPLE

When she first took up the position, relationships between Network Rail and the train operators weren’t great as the network had been unreliable. But in her time there, Ellie built up good relationships with operators Greater Anglia and C2C. “I’m not starting in the same position here,” said Ellie. Relationships with operators such as Southeastern, GTR, London Overground, South Western Railway and Southern are good, and the four routes that make up Southern (Kent, High Speed, Sussex, Wessex) all have their own directors, leaving Ellie to look at and manage the bigger picture. “It’s all about delivering the best service possible for our passengers and freight customers,” Ellie continued. “I can take a step back and look at how to do all the different things we are dealing with in terms of CP7 arrangements and everything that comes along with it. I listen to what my directors and managers are telling me about getting the best from CP7 and I am making sure that our organisation can deliver.”

Diversity Although the job of managing director is challenging in itself, Ellie will do the job while also continuing her other passion, which is to encourage women to aspire to a career in the railways, with people taking inspiration from her success as she also mentors individuals and supports programmes that are encouraging diversity in the industry. In an industry where just under 20 per cent (one in five) of the workforce is female, there are actually two female route managing directors out of a total of five – the other is Michelle Handforth at Wales & Western. One of Ellie’s four route directors is female – Lucy McAuliffe in Sussex – and Katie Frost took over from Ellie in Anglia. “When I joined the industry 20 years ago, there weren’t many senior role models, so I’m really proud of how much that has changed over this period, though there is still lots more to do,” said Ellie. “Diversity is really important. Having a diverse organisation (and diversity of thought within the team) gives us different perspectives and different solutions to the challenges that we face. It is also right to be truly inclusive and represent the communities that we serve and that is also something I am proud to reflect in my team. “The railway is a fantastic place to work and an industry where it is really possible to make a difference. We need to make sure people know about the opportunities available and ensure that we all play our part in creating an atmosphere and environment that is for everyone.” In August 2023, Ellie launched a targeted campaign to fill roles across the Southern Region where the proportion of female employees is currently disproportionately low. The campaign, which focused on embracing fairness and levelling the playing field, featured female staff from across the Southern Region who are currently working in those roles to inspire other women to join the historically male-dominated industry.

Two of them were Jordanna Mills who works as part of the maintenance team as a senior technical officer, and Alison Badrock, who plays an integral part in the running of the railway as a signaller. Alison commented: “Since I started at Network Rail 11 years ago, the railway is a completely different place and there are so many women now in senior positions. We now even have a regional managing director who is a woman (Ellie Burrows). I genuinely couldn’t have imagined that a decade ago.” Ellie added: “Network Rail aims to recruit from the widest possible pool of talent and tries to appoint the very best people for the job and we’re aware that in certain roles there is an imbalance in diversity. “It’s important for us to create an inclusive environment, increasing the diversity of our colleagues which in turn attracts more talent into the industry. We must cater for everyone, not only by embracing diversity but also embracing diverse views, which will make us better at what we do.” So, with CP7 looming (it starts on 1 April 2024) and the drive to increase diversity, improve efficiency and enhance network reliability, Ellie Burrows seems set for a busy next five years.

The railway is a fantastic place to work and an industry where it is really possible to make a difference

December 2023

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Guenter Kielmayer, Chief Financial Ofﬁcer at SPL Powerlines UK, explains how the business has gone from strength to strength, and how it has a passion to make a difference to the people and environment we live in

One team, one goal, one vision C

hallenging but rewarding are the words Guenter Kielmayer uses to describe life as Chief Financial Officer at SPL Powerlines UK. It was 13 years ago he arrived in Scotland to build the company’s UK presence as the go to overhead line equipment (OHLE) provider with both a Principal Contractor Licence and Plant Operator Licence. Among the high-profile projects delivered includes the initial phase of work in Scotland to boost the electricity power supply into the country’s rail network, and playing a part in the installation of 121 new overhead electrification structures as part of the wider project to upgrade and remodel Carstairs Junction. “If somebody had told me when I arrived in Scotland that come 2023 we would be a company with a turnover of £150 million with more than 300 people working for us, I’d have said it was a fairytale, especially when we started with a turnover of £3 million and 30 people, and in the first year we actually made a loss,” said Guenter Kielmayer, Chief Financial Officer of the company with its headquarters near Glasgow and offices in England. “It’s been an exciting journey and one in which the business has built a solid reputation thanks to our amazing team who win and lose together, has an excellent safety record, and has an ethos of one team, one goal, one vision. Network Rail’s ‘everyone home safe every day’ is something that rings true at SPL Powerlines UK; safety is paramount in everything we do.” Just over five years ago the Powerlines Group and its subsidiary SPL Powerlines UK acquired insolvent construction company Carillion’s 50 per cent stake in the joint venture Carillion Powerlines (CPL) meaning it had complete ownership of CPL. The acquisition was a key requirement for the continuation of Network Rail projects including Network Rail’s L2C (Midland Mainline) and H2M (Shotts), which had a combined value of more than £300 million. “We knew we could do it, with the capability, capacity and the right people involved, having taken on a lot of workers from Carillion,” he said. “Our reputation has continued to grow as self-deliverers, with our own design department. We are able to do the project management, engineering, and also the installation with our blue-collar workers and our own plant, investing millions of capital expenditure on the latter.

Guenter Kielmayer at SPL Powerlines senior managers’ event at Stirling Castle, Scotland, in November 2023

“Clearly our work in electrification contributes to the reduction of the carbon footprint, but we are going further and looking sustainably at everything we do. We are investing in solar towers, hybrid generators, HVO generators and other initiatives which reduce our carbon footprint even more.” SPL Powerlines UK has taken its commitment to communities and the environment to another level in recent months. The company’s vision is to safely deliver sustainable transportation and infrastructure solutions and its mission is to champion sustainable solutions through collaborations with its stakeholders, applying industry expertise and innovation for a cleaner, greener environment. As part of these commitments and, as well as the ongoing charity work, including donations to local food banks, and becoming a gold level partner of the Rail Safe Friendly programme, the organisation has also just announced a partnership with the Scottish Wildlife Trust. The company has vowed to plant a tree for every message sent through its ‘Note’ system, which is a channel for employees to report close calls, offer suggestions, and share positive observations related to the company’s various sites. “It is a personal matter for me to make a difference to the people and the environment we live and work in and I want to ensure that something is left behind that is sustainable and liveable.

Respect is very important to me, respect for our colleagues, communities and the world in which we live,” he said. “At SPL Powerlines UK it is important to contribute as a responsible employer, but also as responsible individuals. “It felt like a great idea to combine our reporting system, which centres on the safety of our staff, with a commitment to the environment and keeping the environment in the best shape. It makes us an environmentally conscious employer helping to make the world a better place. Actions speak louder than words – See It. Note It. Plant It. “Overall it will play an important part in our future, one in which we hope to build on the relationship we have with Network Rail and continue to deliver what we promise, efficiently, safely and sustainably. We won’t be complacent though and will continue to work hard and deliver as one team making a difference to the railway and the environment.” Guenter added: “We have significant backing from our parent group and, looking to 2024 and beyond, we will continue to drive the business forward, including expanding into other markets and innovations, including power and distribution, mergers and acquisitions, e-mobility and looking at opportunities in the Republic of Ireland and Northern Ireland. We never stand still.” For more information, please visit: www.powerlines-group.com/spl/spl_uk.nsf

December 2023

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11/12/2023 16:27

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20/04/2023 15:05

LIGHT RAIL

Tyne and Wear Metro’s Head of Fleet and Depot Replacement Programme, Michael Richardson, discusses the most challenging phase of the ﬂeet replacement project

Tyne and Wear Metro’s biggest project for four decades

o stone is being left unturned as the new Tyne and Wear Metro fleet is prepared for customer service, in what is described as one of the most important projects in the network’s history. Stadler, the Swiss train building company, is working with Metro operator, Nexus, on tens of thousands of detailed tests, with the first of 46 trains expected in customer service next year. The full fleet replacement will take more than two years. “A total of around 90,000 individual tests are required, with checks on everything, from seats and windscreen wipers, to more big-ticketed items like brakes, CCTV, doors, wheels, and power supply,” explained Michael Richardson, Tyne & Wear’s Head of Fleet and Depot Replacement Programme. “One part of the testing process is to allow Nexus to ensure that the required railway safety standards and clauses are complied with, and there are around

22,000 standards and clauses to comply with. All of the on-board customer information systems need to be checked and be working correctly, along with the emergency settings, fail-safe systems, power consumption, ride quality, and performance reliability all being scrutinised thoroughly.” The testing has been ongoing since the first three Stadler trains arrived at Gosforth Depot in Newcastle, which started with some basic functionality testing within the depot. The first trains started to be tested on the Nexus network in May 2023, involving the same level of detail that a big car manufacturer undertakes when bringing a new model to the market. Michael said: “The testing process is to ensure that the new trains interface safely and seamlessly with Metro’s 60 stations and 77km of track. The first phase of the testing process is happening at night in what we call Control of Line, but future phases of testing in early 2024 will see the new trains operate in operational hours.

Timescales August 2021 - Production started on the new trains February 2023 - The first train arrived in the North East for testing 2024 - The first train is scheduled to enter service for customers. The new Metro trains will arrive in stages. As each new train arrives an old one will be removed from service. 2026 - Full new fleet in service

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LIGHT RAIL

“The first five new trains will need to complete 10,000km of fault-free running before they are ready for handover, with the key functionality testing including everything from the driver cab, passenger alarm and wheels, through to radio systems, ride comfort and braking.” Recent testing has been focused on a series of special tests to ensure that the Tyne and Wear Metro’s new trains perform correctly at their full customer capacity. Known as crush laden testing, it checks that the trains work as they should do when the carriage is full.

Maximum weight testing This involved one of the Stadler trains being loaded with 39 tonnes of ballast to simulate a maximum customer loading, with containers of ballast used to replicate the weight of a full carriage before the train was put through its paces on a series of runs across the Metro network during the night. “The testing and commissioning phase is the most challenging phase of the fleet replacement programme and so far, it is all going well,” said Michael, who is leading the team in the delivery of the new trains and the construction of a new depot which costs a total of £362 million. “For me personally it’s an honour and a privilege to be involved in the introduction of the new Class 555 fleet, to replace the existing Metro trains. The trains and brand is iconic, its embedded in the Tyne and Wear, and part of my everyday life living in the North East.

Capture. Control. Comply.

“We are leaving no stone unturned in what is probably the biggest and most important project since the Metro system was first built. Everything on the train needs to be tested and checked thoroughly and this is something that we are doing

in conjunction with our colleagues at Stadler. There is great attention to detail with the trains being put through their paces to ensure that they are ready for daily service, therefore testing is extensive and rigorous.”

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LIGHT RAIL

The new fleet is the result of seven years of design evolution which aimed to understand and respond to the needs of customers, with Michael emphasising how customers have been at the heart of their design from day one. “The new trains have been designed and shaped by our customers,” he said. “More than 23,000 people joined our design process through virtual reality and digital engagement created by leading academics at Newcastle University’s Open Lab. This has been the most far-reaching consultation ever staged into a new train design, and our new fleet has already won a Global Light Rail Award for innovation, as a result of this. “In response to this vast consultation the new trains will include modern features such as linear seating, charging points, air conditioning and will deliver a step-change in accessibility. A comfortable new air conditioned, open plan layout, sleekly modelled interior and the latest drive and information technology will transform the customer journey experience. “The imprint of our customers and employees can be felt right through our new Metro train – in the characteristic ‘double’ grab poles, the unique branded seats including USB chargers, and the fine detail of fittings for wheelchair & cycle users, seating plans, new standback zones, handholds and security features including more than 40 CCTV cameras. “The spacious interior makes it easy for our 50,000 wheelchair-using customers to steer towards the comfort of the four wheelchair bays spaced throughout the train – provided in addition to two multi-use areas for buggies, cycles and heavy luggage. “The most impactful aspect of the new trains will be the step change in accessibility, and I am most excited about the automatic sliding step at each door, which will offer seamless boarding, making travel easier for Metro’s wheelchair passengers as well as people with children’s buggies, luggage or bicycles.” Staff have also been heavily involved in consultations about the new fleet which has assisted in progressing the replacement programme and achieving what has been achieved to date.

Explaining more about the training, Michael said: “We are in the early stages of training our staff. So far, we have commenced initial training for our Customer Service Advisors, and we have carried out some training with the emergency services, both aimed at making them more familiar with the new train design and features, and the feedback has been extremely positive so far. “We are currently in the process of preparing the learning and development material ready for the roll-out of the driver training programme, which will involve classroom learning, some time on our Train Simulator, and some practical handling training on the network. “The fleet replacement programme is a challenging but extremely rewarding project to be involved in, and I’m excited to see the step change in accessibility and customer service they will bring to the Tyne and Wear region in the future.”

Testing the new Tyne and Wear Metro trains at a glance: 37,000kms of test running 90,000 tests 22,000 standards to be met 19,000 hours of training 480 staff to be trained

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24/11/2022 11:49

PEOPLE

South Yorkshire is just months away from the public control of its tram system. Mayor Oliver Coppard explains the journey ahead

New chapter for Supertram

outh Yorkshire will have a publiclyowned tram network from March 22, when Stagecoach’s operating contract for Supertram ends. The change in ownership forms part of the region’s wider ambitions to upgrade Supertram, as part of a fully-integrated public transport network. “I am incredibly proud to be leading this new chapter for South Yorkshire Supertram,” said Oliver Coppard, Mayor of South Yorkshire. “I’ve been travelling on the Supertram since I was a kid, and now we get the keys. “That’s not just exciting for me, it should be exciting for everyone who lives here, because we’re taking the first steps towards a more ambitious, expansive plan for our mass transit network. That means a bigger network and a more integrated public transport system. “From day one, I’ve made fixing our public transport a priority. The tram coming back into public ownership and control is a down-payment on those ambitions.” Alongside those plans, South Yorkshire Mayoral Combined Authority is progressing with the bus franchising assessment process, moving to deliver on the ambitions for active travel, working with other northern mayors to address problems on the rail network. “People in South Yorkshire – indeed people across the North – are sick to death of public transport that isn’t fit for purpose,” he said. “Bringing the tram back in house will give us the opportunity and the platform to take a different path; to deliver an ambitious vision for what a publicly-controlled mass transit system could look like.” Opened in 1994, South Yorkshire’s Supertram system cost £240 million and now serves major residential and employment sites in Sheffield. A tramtrain project extended the network to Rotherham in 2018. More than 9.5 million people travel on Supertram every year. “The tram network is a huge opportunity for South Yorkshire, and we are absolutely ambitious for what we can do with it when it comes back in house,” said Oliver. “The first and most important plan is – of course – to make sure it runs safely and effectively, under new management. “But beyond that we have big plans for what the tram can offer the whole of South Yorkshire. It’s been part of our region’s fabric for nearly 30 years. In the next 30 years, it will play a critical role in helping us reach our net zero goal.

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11/12/2023 16:28

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11/10/2023 10:45

PEOPLE

Bringing the tram back in house will give us the opportunity and the platform to take a different path; to deliver an ambitious vision for what a publiclycontrolled mass transit system could look like

“I’m really pleased to be able to say that it will do so as a publicly-owned, publicly-operated venture, and one which I hope will eventually have an expanded footprint covering an expanded area, serving a much greater proportion of the public of South Yorkshire. That’s the ambition.”

A new start South Yorkshire leaders approved proposals to create an ‘arm’s length’ company to run the tram system in October 2022. The network will continue to be known by colleagues and the travelling public as South Yorkshire Supertram, albeit the new company operating it from 22 March onwards is South Yorkshire Future Trams Limited. Oliver said: “At its core, the establishment of South Yorkshire Future Trams Limited will enable us to align our strategy and operations with the broader transport needs across the region, whilst still running the company as an independent organisation. “It means that for the first time in thirty years, there will be democratic, public control over Supertram operations, in line with our ambitions for an integrated transport network, while allowing us the freedom to deliver operations in an effective, safe and reliable way. “Over time, the creation of this arm’s length company means we’ll be showing up for the people of South Yorkshire in a consistent way, and crucially, it will allow us to deliver investment and improvements.” The future looks bright, with South Yorkshire

Mayoral Combined Authority recently securing a £100 million government grant to modernise parts of the system, including track and infrastructure improvements and better facilities for passengers. “In the first instance, the ambition is actually for people not to notice the difference; we want that transition to be seamless,” added Oliver. “But quite quickly, we would like to be able to deliver steady improvements to passenger experience. There are some very basic things I would like us to explore, including people being able to take their bikes on the tram, and their dogs too. “Longer term, my vision is for a greener, smarter, integrated transport network that our communities can rely on. That means connecting up an extended tram network with a more reliable, improved bus network all supported by better, safer and more comprehensive active travel routes. That has to be supported by comprehensive, digital ticketing solutions. “A five-year-old living in Rotherham today should grow up breathing clean air. By 2030, when she enters secondary school, we want her to be able to walk or cycle safely to school with her friends; jump on a cheap, reliable tram to see her grandparents and have greater access to opportunities like apprenticeships and sports clubs. “Everyone in South Yorkshire deserves the opportunity to stay near and go far, that’s my abiding mission and the Supertram is set to play a big part in delivering on that vision.”

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11/12/2023 16:29

ADVERTORIAL

AQMesh is helping a UK rail operator for a baseline air pollution study. More details here

Improving air quality in stations

UK train operator is carrying out an air quality baselining project at various points around some of the stations it manages. Monitoring using diffusion tubes or passive sampling has been used around rail infrastructure but the aim here is to use near real-time hyperlocal monitoring to show how pollution levels vary minute-by-minute and across spaces accessible by rail passengers. The company has invested in AQMesh small sensor air quality monitoring pods, which are designed to be easily installed on a post or barrier. This follows a similar project with 10 pods which another UK train operator has been running since the beginning of 2020. The six AQMesh pods measure particulate matter

(PM1, PM2.5, PM4, PM10, total particle count) and six gases (NO, NO2, O3, CO, SO2, CO2) as well as temperature and humidity, and were installed in early 2023. Measurements are made every one to 15 minutes, depending on settings, and sent wirelessly to a secure cloud server, where they can be accessed by staff logging into an online application. The monitoring positions have been chosen according to known risk factors, including topography, which affects air circulation, and how air pollution can become trapped and concentrated or dispersed and diluted. Selection of locations for installation of monitoring equipment also considers the extent to which spaces are visited by dieselpowered locomotives, the degree to which the space is enclosed, and whether the platform is end-of-line, where idling could occur.

The various air pollutant levels vary across locations and by time of day, influenced by rail activity as well as other factors, such as wind speed and direction and other local air pollution sources, such as road traffic near stations. Techniques can be used to understand sources and indicate pollution levels from different sources, but recent rail strikes, which have reduced rail activity to zero at times, have provided further clarification. This project is not intended to provide comprehensive monitoring around all stations. The goal is to get a better understanding of how – and why - air quality varies across the spaces managed by the train operator, informing future strategy. For more information, please vist: www.aqmesh.com

December 2023

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11/12/2023 16:38

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06/10/2023 13:22

ADVERTORIAL

JFRail develops rail operations and customer strategies, as well as offering leadership solutions around research, development, and transformation. Rail Director spoke to its diverse and dedicated team

JFRail recently filming a technology demonstration in York (Left) and an ITSR showcase and engagement event in Romford earlier this year (Right)

The power of three: a collaborative approach to rail consulting J

FRail has always done things a little differently. The firm takes a thoughtful, measured approach to operations and customer information, providing advice and resource that make transformative rail projects a success. But it’s the small team delivering these services that really sets it apart. Managing Director Jon Fenn, Comms and Engagement Lead Hannah Cox, and Senior Operations Lead Saf Akram work together closely, supporting each project – not just as individual experts - but a knowledgeable and passionate collective. And, as the trio told Rail Director, they are stronger together, bringing different skill sets, ideas, and perspectives to the table. It was after leaving his role at owning group Abellio that Jon realised he had a unique skill set – and something different to offer the rail industry. He explained: “There aren’t many people in operations that have experience and become subject

matter experts, to a certain extent – then go into programme and project management. So I have a very balanced skill set around programme and project management, and knowledge and experience in operations. And I structure my approach to operations differently – I’m more of a thinker, a reflector. I can still walk at a fast pace, but it gives me those checks and balances. “That’s why I set the business up – because there’s a real need to support people in rail operations around doing things in a more structured, managed, and reflective way, which gets better outcomes.”

A small but powerful team Jon acquired this unique skill set over the course of a 20-year rail career, starting out as Station Business Manager at Newcastle station, and going from Station Manager to Programme Manager at Network Rail. While there, he oversaw the build, fit-out and

launch of York rail operating centre. Roles at Govia Thameslink Railway (GTR) and Abellio Group (where he was Operations Director) followed, before Jon launched his own consultancy, JFRail, in 2020. Today, he acts as technical lead for the business, shaping its approach to operations and change management, and heading up projects and assignments. But experienced Director Jon adds that, without Senior Operations Lead Saf and Comms and Engagement Lead Hannah, JFRail wouldn’t be where it is today. “We’re a small team of individuals working together as a collective, and that’s why we’re so successful,” he explained. Indeed, the JFRail team believes that strength lies in differences, not similarities. Unlike colleagues Jon and Saf, Hannah has a background in design, marketing, engagement and comms – areas she focused on as part of her role at a leading train operating company (TOC).

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ADVERTORIAL

“I can now bring those skill sets to JFRail, creating engagement and communications plans, and making sure that the end-to-end comms are well developed and sent out to plan and on time. I also liaise with project stakeholders and get buy-in, manage showcase events to enhance local engagement, and help with project planning,” she said. Jon admits that he feels as though he’s lost his “right arm” when Hannah is out of the business, adding: “She’s responsible for professionalising the high-quality outputs we produce, in terms of how reports look, feel, and are constructed.” Seasoned operations professional and subject matter expert Saf joined JFRail in 2022, completing this small, close-knit team. “After 30+ years working in railway control and operations, I retired in March 2022 as Head of Current Operations,” Saf explained. “I was then approached by Jon, who really wanted me to join JFRail as a Rail Consultant. “I joined as a Senior Operations Lead, assisting in delivering the ITSR Project. This involves attending various workshops, carrying out gap analysis, and looking into the processes and procedures that currently exist for NR/TOC Controls. I ensure that these are documented and therefore assist in producing documents which are relevant to each organisation.”

Areas of expertise Together, Jon, Saf and Hannah provide support in four key areas – reviews, research, strategy, and implementation. Jon explained: “We independently review how operations are working, before giving our recommendations and outcomes. And we’re very strong at research. We have a number of research programmes with the Rail Safety and Standards Board (RSSB), which we enjoy because they’re bringing fresh insights to the industry. “We have the right blended approach to develop strategies for leading rail organisations. And we’re really good at implementation as well. There’s quite a nice link between these four areas. You research something, you develop a strategy for how you might change things, and then you implement it, adding value to the industry.” Working closely with local teams, Saf, Jon and Hannah tackle these projects together – a collaborative approach that sets JFRail apart from its competitors. “We approach each element collectively, drawing on different skill sets,” Jon explained. “Saf is a relationship builder who can relate well to local experts and understand the bottom level of challenges, creating a solution. I put everything together that we need, technically speaking, to achieve change. Then Hannah can deliver the right collateral and comms.” Saf believes that this approach is key to JFRail’s success, adding: “We’re a small team, but have close to 70+ plus years of railway experience between us. One of the advantages is that our experience is from different backgrounds. Therefore, we’re confident that we can deliver a high and professional level of service.” This professional service hinges on communication and transparency. Saf added: “We always share the initial plan, so the customer has knowledge of the timeline, key target dates, the resources required from their side, the benefits and action plan/tracker

to monitor any outstanding actions and how to get back on target if we’re in ‘red’ status. Our various backgrounds ensure we know what is important to different functions in each organisation.”

Groundbreaking research And, with their complementary skill sets, Hannah, Saf, and Jon can oversee projects from research stage through to implementation and delivery. Hannah added: “I love being able to take it from research all the way through, and actually communicate the change and how it will benefit them to the people putting it in place.” It’s a sentiment echoed by Jon and Saf, who are passionate about the research they undertake – and keen to see it benefit the wider industry. JFRail is currently supporting Network Rail’s 21st Century Operations Team as part of the Integrated Train Service Recovery (ITSR) programme, which Jon considers “their biggest success story” to date. “There was a piece of research I developed with RSSB to try to get control centres, and individuals, to collaborate better together, using tools and best practices. It was about encouraging behavioural changes, and getting people to talk via things like Teams and share information more widely,” he explained. “We carried out research on that, and were then asked to pick up a national implementation programme in every control centre - Network Rail and train operator. “We’ve been working on that for two years and are coming towards the end, but we’re proud to see that every control centre involved has had some element of engagement or change. “It only worked because of the team - Hannah’s knowledge of comms, engagement, and the supporting collateral needed, then Saf’s really detailed subject matter expertise, connections in operations centres, and ability to build relationships quickly. And myself providing the oversight and delivery.” The team is now delivering its second research project, on the interfaces between traffic management and crew and stock systems. Once this research is complete, it will look to develop a first-in-class product, before progressing to implementation. Hannah is particularly proud of the positive, industry-wide impact their research is having. “In rail, you often end up working on projects that only affect your TOC or Network Rail route,” she said. “But to be delivering projects and doing research that will make a big difference up and down the country – that’s what makes us all tick.”

Success through diversity Jon is proud, not just of this track record, but of his diverse team. He explained: “If we didn’t have that diversity, we wouldn’t engage as well with the wide base of control staff out there, or understand their challenges and how to solve them.” Hannah added that, as the rail industry becomes more inclusive, JFRail is well-placed to support its changing operations teams – the “doers and local experts.” “If you look at the train driver contingency now, it’s no longer just male-dominated. There are a lot of women and younger people coming through,” she said. “Knowing how to talk to different people in different roles, and from different backgrounds, is a key skill we all have. And, because of Saf and Jon’s subject matter expertise, their communications can be really complicated. I’m able to make them more accessible.” Jon added: “Hannah will explain ‘You need to change that - give it a different dynamic so that it lands well with the diverse teams we’ve got out there’. We create bespoke communications that are relevant to the frontline staff delivering change.” With its unique dynamic, this small but mighty team has supported major programmes of change – and organisations like Network Rail, RSSB and the Department for Transport. But it’s not just about empowering each other professionally; Jon explained that, from the outset, he was determined they should be able to maintain a work-life balance. “We’re very flexible with each other,” Saf added.“We cover each other when colleagues are on annual leave, ensuring that we can spend time with our families. I have confidence that I can call Jon or Hannah to discuss any issue.” With growth on the horizon, Jon is now considering how best to bolster his talented team - all while maintaining JFRail’s agility and pragmatism. “We recognise there’s an opportunity for one of the two of the right people to join us,” he concluded. “It would enable us to do even greater things in research. It’s just about finding the right people – we want to have the right dynamic and maintain that balance.” The future looks bright for the JFRail team including working on some interesting research projects, completing the ITSR project in March when it meets its full National Deployment target and delivering more transformational rail initiatives in 2024. For more information, please contact us: https://www.jfrail.co.uk jon.fenn@jfrail.co.uk

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ADVERTORIAL

c2c has introduced several initiatives to help staff thrive. Its Human Resources Director Donna Thorpe explains more

A business transformation with people at its heart T

rain operator c2c’s Human Resources (HR) Director Donna Thorpe has set her aims and aspirations high, to have an upskilled, engaged and healthy workforce that is diverse and inclusive. “It sounds like a big wish list, but we have a three-year strategy for each of these areas so by the end of that timescale I want to sit here knowing we have delivered that,” she said. “I want to see our engagement survey scores going up, I want our sickness absence going down and I want our people to be happy and feel valued.” There is a genuineness in her comments, driven by a passion to see the people and the business do well, keeping colleagues engaged and motivated despite the challenges the industry continues to face. “It brings a lump to my throat when I hear of how we have helped colleagues, showing we care about them and their families and supporting people as much as we can,” she adds. “To achieve that we’ve got to make sure our people have got the skills and tools to do their job and that they can bring their whole self to work. I genuinely believe in it and am so passionate that it is achieved.”

A career in rail Donna has been involved in the railways for more than 30 years, with the last seven as HR Director at c2c. It’s an industry she says she loves as much now as she did on day one, and when speaking to Rail Director she proudly wears her c2c service badge – given to employees every five years and just one of several initiatives showing staff their efforts don’t go unnoticed. At the train operator, she has overall responsibility for the end-to-end employment life cycle, which includes everything from attracting candidates to when they retire, and everything in between with learning and development, diversity and inclusion, staff engagement, recruitment and employee relations. “It is a role that has certainly changed over the years, especially around expectations of new employees and as a business, we have changed with that,” she said. “An example is around hybrid working, with the pandemic proving that we can modernise with different ways of working. To attract new talent, it is key that we are flexible and modern in our approaches. “Something I am noticing more is that more and more job applications are from people who don’t have the requisites that we ask for. Some roles do need the qualifications, but for others, we are looking broader at applicants’ experiences and other skills which might contribute towards the role.

“Interestingly it is becoming about the candidates selecting us as much as us selecting them. Salaries are obviously important, but increasingly so is a company’s diversity and inclusion and its investment in its people. We can’t wave a magic wand and make the cost of living crisis go away, but we can help in other ways with everything from financial coaching to family fun days, and ensuring people are aware of the benefits of joining the railway.”

c2c runs services between Fenchurch Street and Shoeburyness, serving 26 stations in East London and South Essex. Boasting high levels of punctuality, Donna explains how the high standards and customers being at the heart of the business centres on the team in place and their own mental wellbeing. Efforts are continuously made to ensure staff morale is high with training, awards, a family fun day, and also the recent Santa train for staff and their families.

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ADVERTORIAL

From a training perspective, more than 200 frontline staff are currently learning first-hand about new ticketing initiatives launching soon, as well as the latest operational developments from c2c, which ensure colleagues have the practical knowledge and confidence to support and assist customers switching to smart ticketing types, as well as informing them of the latest updates from across the business. “It is vital that we bring staff on the c2c journey with us, and that people and their families are happy and that is something we have continued to build on from the pandemic when we worked with MIND, introduced Mental Health First Aiders, Employee Health Pods along the route, as well as health checks on blood pressure and BMI,” said Donna. “Among more recent initiatives includes vitamin D testing which has been life changing for one lady who was regularly feeling tired. Despite having been to the doctors several times, it wasn’t until the testing that it was found her vitamin D levels were low. Following this she feels like a different person. It is an example about the importance c2c places on seeing the whole person and not just for the work they do during work hours.”

Health and wellbeing roadshows Such has been the success that this is an area that is set to be expanded in future years, with health and wellbeing roadshows next year, alongside an aspiration for diabetes testing. “The more we look after our people the more engaged they will be and the more valued they will feel,” said Donna. “Recently we ran a menopause webinar which was open to everyone in the company. People who thought they were going through menopause were able to apply for home tests. We’ve also offered flu jabs to those who can’t get free NHS ones. “At the end of the day sickness and absence cost us, but more importantly than that we want a happy and healthy workforce who feel valued. If we can make them feel like they are valued than that will be passed onto our customers. A happier employee will make happier customers, which is why we continue to look at every level of the business at how we can do something to make their lives better.” An industry challenge which c2c is seeing success in is around diversity, with work being led by its Diversity and Inclusion Panel which is made up of employees from across the business. The company scored highly in this area in its latest survey and the efforts are being rewarded with three of its seven directorate team women, and in the last two years, it has seen a six per cent increase in female shunt drivers and the same increase when it comes to BAME representation in senior management. “It’s great when you see the efforts are leading to results and it is all part of the journey to ensure we have an environment in which people can bring their whole selves to work,” she said. “The success has also been driven by more targeted recruitment ensuring the messages we put out aren’t unconsciously biased. We are also being sold as a business by our own employees telling their stories, further proof of what a great place it is to work.”

Its efforts to build relationships with the communities it serves also haven’t gone unnoticed. This year c2c has worked with Primary Engineer to deliver its rail project to 10 schools in the Southend area. It involves both Key Stage 1 and 2 teachers and pupils with creative, practical projects using rail engineering as the vehicle. The partnership is set to continue in the Barking area next year. “We’re also kicking off a mentoring scheme called We Rise with Essex County Council in Canvey Island supporting 16-18 year olds,” she said. “We’re supplying a raft of c2c mentors to make sure we are on their radar but also to give something back to the community. This is on top of the ongoing work we already do in schools talking about the fantastic opportunities in the railways. “One particular success has been our collaboration with South Essex College in which we’ve been displaying their fantastic artwork at our stations.”

The more we look after our people the more engaged they will be and the more valued they will feel

Looking ahead With everything going on, it will probably come as no shock that Donna is optimistic and excited about what the future holds and is confident in achieving the aims of having an upskilled, engaged and healthy workforce that is diverse and inclusive. “Whatever is happening across the whole industry we need to do all we can to show our people that we care and that they are valued, as without them we couldn’t achieve the railway’s full potential,” she said. “But we can’t rest on our laurels and have to keep pushing out initiatives and keep evolving them. “We have such a committed, friendly, professional group of staff that want to do the right thing and that want to do the right by their customers. I am proud to be HR Director, supporting our customer-focused colleagues, and am dedicated to getting it right for them.”

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PEOPLE

Edinburgh Trams’ Colin Kerr has been recognised for his contributions to light rail safety and the delivery of major projects such as the launch of services to Newhaven. Read more here

A leading light in rail safety

here have been three seminal moments in Colin Kerr’s life when he says he knew he was getting old. One of them was being the oldest guy at a Madness music concert, the next was being sold a concessions ticket on a bus (this when he was 45), and the most recent was receiving international recognition for his contributions to light rail safety and the delivery of major projects. I think it is fair to say it is the latter that the Edinburgh Trams’ Head of Safety & Projects and the Interim Chair of the Light Rail Safety & Standards Board (LRSSB) is most proud of, having received the Judges’ Special Award at this year’s Global Light Rail Awards. “It’s quite humbling really because it means your peers have singled you out and it is an award for a lifetime of achievements,” he said. “It is nice to get

the recognition for the things that I’ve done, but more so in receiving praise for the help I have given other people. “I’ve always been of the mindset that there’s no point in making life hard so I always try to get the best out of a team, being as open and clear as I can and not critical of people; overall it is about finding the correct solution and not criticising people. That is how I have always tried to build relationships with a method of operation that at any time anyone has got a question I will do my best to get an answer. That includes other tramways, and they do the same with me.” It wasn’t the only award Colin picked up on the night. Edinburgh City Council was also named the winner of the Project of the Year over £50 million for the Trams to Newhaven Project, the £200 million

initiative requiring all parties to pull together to deliver the new 2.9-mile route and eight stops. The launch of the line is already proving a huge success, bringing greater connectivity and acclaimed levels of customer service to communities along the route. Colin engaged with the project team, leading on operations interface with the operational tramway, leaning on his four decades of cross-disciplinary engineering experience, including 20 years in the rail industry, to inspire the team to new heights. “The project went really well with it being delivered on time and on budget,” said Colin who is responsible for all aspects of safety, standards and environment management at Edinburgh Trams. As the lead operational interface for infrastructure projects, his role also involves managing assets, renewals, and other innovative initiatives.

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PEOPLE

“Important in achieving that was getting involved while the project was a blank piece of paper. I was sitting as the operator’s representative on all the design meetings ensuring that I was identifying any opportunities to ensure safe operational delivery as early as possible so these could be designed in.” Colin analysed every aspect of the Trams to Newhaven scheme, from the original design and potential hazards along the new section, to construction and the testing and commissioning phases. In the award submission to the Global Light Rail Awards, he is described as co-ordinating the operator’s input and calling on the team’s collective expertise to drive the project forward, deftly managing safety and project management resources to deliver the planned network expansion.

Challenges The project didn’t come without unforeseen challenges, not least COVID-19 lockdowns, unexpected utilities diversions and the discovery of a medieval graveyard during preliminary groundworks, which makes it all the more remarkable that the project was delivered on time and budget. “The key to the success for this project is having a good team to make sure everything was right in terms of the evidence and that any operational design changes that needed to happen were implemented and documented,” added Colin, who at the beginning of the design phase briefed the entire team through a series of hazard workshops.

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“It was a team effort and we all worked well together overcoming any hurdles that came our way. The award reflects the hard work of the entire Edinburgh Trams and Edinburgh Trams to Newhaven project teams and its efforts to deliver a world-class system that has already received widespread acclaim and a raft of prestigious awards.” Colin’s journey with Edinburgh Trams started nearly 12 years ago, initially as an Engineering Manager. In 2018, when a man was fatally struck on a tram crossing in the Saughton area of Edinburgh, Colin was asked to take on a safety role at the organisation.

The key to the success for this project is having a good team

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PEOPLE

“I had loads of experience in safety from my time as an EMC Consultant Engineer at Thales and latterly with Transport Initiatives Edinburgh,” he said. “My task with Edinburgh Trams was to get to the bottom of the shortcomings that it was having and I’d like to think I’ve done that now with the Office of Rail and Road using our processes as examples of best practice for other tramways. “One thing that was identified was that our risk assessments weren’t up to scratch and my main task was to look at those and make sure we put things in place to ensure things were safe, being monitored and maintained. At the time there were no formal standards in place and so we had to get a bit innovative about how we went about delivering safe solutions.”

Being inventive An example Colin gives is not being able to introduce chicanes at an off-street crossing as people arrive at it. “That isn’t good enough because if you have got two directional tracks running side by side the chicane is supposed to turn you to face the direction of the oncoming tram, so you’d have to have another chicane in the middle and there was no space,” he said. “So we had to be a bit inventive about how we manage to wake people up in that locked-out mode when they might have their headphones in, or be looking at their phones and not be focused on the oncoming crossing. We did some design around how we could strategically place bollards

at the threshold of the crossing, and it has been very successful. There are also several initiatives to make it more likely that should someone step in-front of the tram, the driver will be able to slow down enough so it is a non-fatal collision.”

Learning from geniuses The awards themselves come at an appropriate time for Colin, who this month takes semi-retirement from a career that has seen him become a leading figure in light rail and as well as roles at Edinburgh Trams has seen him work on several London Underground projects, with particular expertise in systems safety and electromagnetic compatibility. “I’ve been one of the luckiest people in the world because I’ve always liked my work and have been able to learn from some real geniuses. It has always been easy for me to get up in the morning and go to work because I’ve always loved my job,” he said. “As my career has progressed, I’ve gone into more and more challenging roles to keep the brain going and it has kept me ticking along. “For this next phase, I am going to be a consultant which will be a different challenge and it won’t be five days a week so it will involve stepping back a bit, spending some quality time with the granddaughter and the Mrs, and a bit of time on the golf course as well. But I’ll still also be doing some days at Edinburgh Trams and some at the Light Rail, Safety and Standards Board so that will keep my mind active. As long as I can be of use to the light rail sector, I will remain involved.”

As my career has progressed, I’ve gone into more and more challenging roles to keep the brain going and it has kept me ticking along

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ADs.indd 1

04/09/2023 13:33

ADVERTORIAL

The rail industry is continually seeking to address climate change, and nowhere is that better evidenced than in the materials speciﬁed for new or redeveloped elements of the network

On track: Exploring Ibstock’s rail offering

bstock is leading the way when it comes to the manufacture of very low embodied carbon pre-cast concrete products for the rail industry. Ibstock produces cable troughing, signal bases, platform copers, cable protection, cable theft deterrents and identification products amongst its portfolio tailored for the sector. In addition to a range of ‘off-the-shelf’ standard products, there is also a ‘bespoke’ manufacturing service which can deliver a simple or complex project – whatever shape and size of concrete is ordered. Ibstock’s manufacturing capability enables the production of large volumes of custom-made concrete solutions for the most demanding of projects whether it’s for rail, highways, utilities or power generation. Its technical team works in partnership with customers from the initial design stages of each project through to the supply of the finished product and out for delivery. The full scope of Ibstock’s offering includes the G-Tech dual coper range, the first composite coper with a compressive tactile fully approved by Network Rail; the trestle coper, which is cost-effective for purchase and installation and is particularly beneficial for retrofit applications; and low carbon tactile paving, which has a proven track record in keeping people safe. The concrete in both the dual and trestle copers has been manufactured with an 80 per cent reduction in eCO2, giving a total reduction of 70 per cent for the embodied carbon of both products. Ibstock has more than five years’ experience in supplying high-quality platform copers to the rail sector through its rail and infrastructure specialist brand Anderton Concrete. The coper itself is manufactured off-site and delivers maximum strength and reliability, thereby maximising its lifespan as well as minimising maintenance requirements. Shaun Forrester, Ibstock’s Commercial Director – Infrastructure Division, said: “The G-Tech coper was developed in conjunction with Network Rail to provide a high-performance product, whilst providing a major reduction in embodied carbon. A unique design blend mix was utilised within a bespoke manufacturing process to deliver this project. “Incorporated within the G-Tech coper is a warning tactile deterrent, which is designed to keep blind and partially sighted rail travellers safe and away from the edge of the platform.”

The G-Tech benefits include: Up to 80 per cent reduction of eCO2 (providing an overall reduction of 70 per cent in the coper) High strength and durability High slip resistance Reduces trip hazards Dimensional tolerance Efficiency due to minimised laying times Cost improvements compared to traditional methods Greater longevity Incorporated warning tactile deterrent (available in yellow or buff) The Ibstock Trestle Coper shares many of the same performance properties as the G-Tech coper. Shaun continued: “We are the first company in the UK to manufacture platform solutions with such a significant reduction in embodied carbon and the trestle range of copers is an excellent retrofit solution established for stations. “The development and manufacturing of a highly specialised product requires close collaboration and stringent production planning. Ibstock developed a plan which was closely aligned to our own ESG (Environmental Social Governance) strategy, which focuses on tackling climate change and using, wherever possible, manufacturing materials for life.” These include achieving a 40 per cent reduction in absolute carbon (Scope 1 & 2) by 2030 and for 20 per cent of sales turnover revenue to come from new products and solutions that deliver enhanced customer value and improved sustainability. Ibstock has also committed to becoming net carbon zero by 2040 for scopes 1 and 2.

Signal bases Ibstock’s range of concrete signal bases are manufactured using low-carbon concrete, delivering up to an 80 per cent reduction in embodied carbon and offer a more sustainable solution, without compromising quality or ease of use. Available in a variety of standard sizes, they are manufactured in the UK and are part of a portfolio of pre-cast solutions specifically engineered for use in the rail industry. Ibstock’s concrete signal bases are pre-cast units offering material and labour savings, consistency of product, and less time trackside for installation teams and are the more sustainable option thanks to reduced embodied carbon in the product, and reduced material wastage. The products include lifting eyes and bolt cradles to make trackside installation easier and quicker, as well as cable access ducting as standard. In addition to its standard range of signal bases, the company also offers a bespoke pre-cast capability for up to 10T in weight from single units through to multiple ones. Bespoke designs are manufactured off-site to the exact specifications required, thereby eliminating the potential resource cost and risk implications associated with casting concrete on site. Ibstock’s extensive concrete portfolio of troughing, signal bases and complementary rail products are designed to comply with Network Rail standards and, as a result, have full Network Rail Approval Status, Certificate No. PA05/00318 and PA05/05810, and RISQS accreditation (Railway Industry Supplier Qualification Scheme.) Shaun concluded: “We continue to develop products that encompass sustainability benefits and are proud to lead the market within the rail sector for platform solutions.” For more information, please contact us: www.ibstock.co.uk/anderton for more details

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LIGHT RAIL

Chris Wright, Keolis Nottingham’s Managing Director, explains the measures taken to bring fare evasion back under control

Award-winning clampdown on fare dodgers C

“

ustomers often tell us that they don’t think it’s fair when they see some people not paying for a ticket, and we are determined to do something about it.” That was the message from Chris Wright, Keolis Nottingham’s Managing Director, about a successful, ongoing campaign to reduce fare evasion on Nottingham’s tram network. The ‘Zero Tolerance’ campaign has seen the operator’s Customer Experience Team introduce new methods to catch people travelling without a valid ticket, alongside high-profile marketing to encourage everyone to pay their way or risk receiving a penalty fare notice. The efforts have seen the operators scooping Best Customer Initiative at the recent Global Light Rail Awards. Chris added: “The campaign includes strategically managed, high-visibility patrols out and about on the network alongside targeted operations at key locations. “These activities are supported by members of the team in plain clothes advising customers to have their tickets ready for inspection.” Initiatives included high visibility of staff and additional security, Customer Experience agents

checking passengers on board the tram as well as passengers leaving the tram, staff in plain clothes carrying out on board revenue checks, and staff boarding the first trams in service for the day. During the four-month trial, more than 442,500 passengers were checked, with over 22,000 fare evaders identified. As a result, the measures have been permanently adopted, with fare evasion across the network significantly reduced and consistently below around five per cent, down from nearly seven per cent. Chris said: “A ‘blitz’ approach, with all customers checked at some stops during certain times, has also helped us bring fare evasion back under control and been well received by the vast majority of customers.” Following the trial, these operations have continued to form part of the revenue activities, as well as staff in plain clothes with additional communications in place to advise passengers to have their tickets ready to be checked, staff working in the direction of peak travel during peak time, and teams working between two adjacent tram stops with one boarding the tram and checking on board until the next stop, while another team is on the platform to challenge any passengers leaving the tram.

Joanne Bentley, Head of Customer Experience at Keolis Nottingham, said: “I am so proud of the team’s flexible approach to trying new initiatives. Many changed their working hours to help us work through the four-month trial. We now use the data captured from the different types of operations to strategically plan our current and future operations.” It wasn’t the only success for Keolis Nottingham at the Global Light Rail Awards. There was also recognition for the company’s QHSE Manager, Connor Hardy, who was ‘Highly Commended’ in the Rising Star category. After joining the business in 2019 as a driver, he was promoted to his current role just two years later, and his three-strong team is responsible for all aspects of quality, safety and environmental processes. He also led an initiative that’s building closer links with local primary schools, helping youngsters learn about tram safety through depot visits and other activities involving local police officers. “Connor typifies the ‘can do’ attitude of our team, and we are delighted he’s been recognised as a Rising Star of light rail,” said Chris. “Once again, Nottingham’s tram network has been well represented at a prestigious awards event that celebrates excellence across the sector.”

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18/09/2023 09:53

SIGNALLING

AtkinsRéalis has achieved an industry first with signalling software automation. Neil Warburton and Ian Morgan explain more

The journey to right-firsttime Interlocking Data

arlier this year AtkinsRéalis became the first company to achieve full product approval for a templated end-to-end signalling delivery process, its Advanced Signalling Method (ASM), which has achieved a step change in efficiency, cost and reliability of signalling schemes and is helping to transform the industry. A key part of this journey to ASM was the need to dramatically improve software integrity and quality. Currently, the majority of signalling projects across the UK utilise Solid State Interlocking (SSI) or SSI derived Computer Based Interlockings (CBI), which are reliant on conventional, manual coding of application data. This is a labour-intensive method and has proved inefficient and error prone for the industry. What AtkinsRéalis set out to do, and has recently achieved, was to deliver a fully automated software delivery process, significantly improve efficiencies and reliability, and change the way the industry delivers schemes. In the article below, Neil Warburton, Signalling Technical Director at AtkinsRéalis, and his colleague, Practice Manager for Signalling Design Ian Morgan, look back on their journey, detailing how AtkinsRéalis has achieved the critical breakthrough on software automation and what it means for the industry.

A step change in delivery Where did this journey to software automation begin? In developing our Advanced Signalling Method, one of our first steps was to adopt a systems engineering, requirements-led approach to the delivery of signalling schemes that would provide a fully assured and templated solution while overcoming the integration challenges that can typically occur in bringing together different technology providers.

To achieve this, we introduced new technology – the ‘ASM software environment’ – that uses a fully automated process from design to delivery for the creation of Interlocking, object controller and level crossing controller application software – the key components of any signalling scheme. However, from the start, we realised that full software automation could only be achieved through a change in the approach to the detailed design process. The starting point was to develop design documentation that was machine readable, a fully assured delivery framework, which we describe as RAID (Requirements, Architectures, Interfaces, Defined), and the ‘ASM software environment’ to automatically generate the application coding. This was formalised in our four step RAID development process:

1. Capture and derivation of the signalling principles into a generic set of functional Requirements. 2. Assure a standard reference library of permitted Signalling Architectures. 3. Prescribe a detailed process to establish the application system and sub system Interfaces. 4. Define the detailed software and hardware component designs to satisfy the requirements.

What does this approach to software automation deliver? Our systematic RAID approach and the production of the functional requirements allow our projects to generate machine-readable design documents, which are then distilled into the baseline of signalling software requirements. ASM’s efficient automated software delivery process

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SIGNALLING

Above: Neil Warburton and Ian Morgan

The software requirements that result from this are used to automatically generate and select software components through our ‘ASM software environment’ which are configured to satisfy the required application design from the RAID process. A suite of fully assured, automated software production tools has been developed to achieve this. The approach means that not only do we have automatically generated application data, but that only simple post-production software verification is required to confirm that only the expected functionality is present in the produced application software, rather than the extended and time-consuming manual software checks that were previously needed. The outcome of this new process has meant we are able to achieve right-to-requirement application software, which is automatically generated without any manual intervention, and which delivers demonstrable benefits in quality and delivery timescales.

How has your ASM automated software environment been built? The development of the software production environment and the automatic software production tools were fundamental to our success. Below: Basingstoke Rail Operating Centre – part of the Feltham Area Re-Signalling Programme Phase 3&4 Scheme that used the automated ASM software process to deliver seven interlockings and seven level crossings with industry-leading levels of software quality and efficiency

The ASM software environment was established from a combination of commercial off-the-shelf software development and continuous integration tools, and a suite of 18 individual signalling software automation tools created in-house by our dedicated software development team. This toolset provides us with the platform to trace our system and functional requirements through to our software requirements and is compatible with the requirements management tool IBM® DOORS. Together, this forms a fully integrated software build and configuration management system which automates software production, testing and configuration control. This has undergone a comprehensive testing and validation exercise and formal Software Independent Safety Assessor (ISA) assessment and has been accepted by the Network Rail System Review Panel. We were pleased that our ASM software environment achieved full Product Approval from Network Rail in August 2023.

What beneﬁts are you seeing from ASM Software Automation? The benefits ASM has unlocked with its innovation of the software process are truly impressive! Software production and testing timescales have typically reduced by 50 per cent. Automation has accelerated initial software production, and the unparalleled level of quality has reduced rework cycles and all but eliminated the need for multiple testing passes. Demand on principle design production, verification and testing resources has consequently reduced. The production and re-use of generic software components across projects also continues to bring further efficiencies and de-risk schemes. As the ASM software library grows with each completed scheme, the “gap” between future project specific requirements and our already pre-assured software archive reduces. This is best demonstrated by the recently commissioned Feltham & Wokingham Phase 3

& 4 Re-Signalling scheme. This delivered seven interlockings and seven MCB CCTV level crossings, and ASM achieved an 80 per cent reduction in test logs over comparable non-ASM schemes. AtkinsRéalis delivered on the promise to provide high quality, low risk, efficient software. Plus, along the way we achieved a notable first – an interlocking application software production that generated zero test logs. This important milestone of ‘right-first time’ software repaid the faith shown in ASM by Network Rail and has proved the effectiveness of a ‘systems approach’ to signalling delivery.

What’s next for AtkinsRéalis and ASM Automated Software? We are delighted with the results of our automated software process so far. The reduced production timescales mean we are seeing final software available much earlier in the project lifecycle, which allows our delivery programmes to be focused on other critical areas. ASM has also unlocked the ability to deploy software for interlocking, level crossings, and object controllers at the factory, which enables testing of our software-based systems offsite at our facilities in Crewe and Egham. Reduced testing access on site and the associated site worker safety improvements are just two of the additional benefits ASM software automation provides. Looking ahead, AtkinsRéalis is committed to further refinements to complete the automation of the remaining manual elements of the process. We are constantly exploring how we can become more economical in generating application software, being efficient in tool processing, and furthering the technology to more complex layouts, as well as expanding into next generation digital signalling delivery. It is a very exciting time for the industry where the automation of right-first-time, safety-critical application software has become a reality, and we’re proud to be leading this. For more information, please contact us: www.atkinsrealis.com

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HERITAGE

Sue Threadgold has become the ﬁrst ever female train driver at Wensleydale Railway. She shares her journey and the emotions she felt when driving the Class 142 for the ﬁrst time

“Fulﬁlling my goal of being a train driver”

ue Threadgold has achieved her ambition and in doing so become the first ever female driver at Wensleydale Railway. “It was always my goal to become a train driver when I joined Wensleydale Railway,” she said. “It is incredibly satisfying to have been able to fulfil that ambition and I hope that my achievements demonstrate to other women that anything is possible and encourages more to get involved in the heritage railway sector.” Wensleydale Railway operates heritage diesel train services between Scruton and Leyburn. Sue, who initially joined as a trainee crossing keeper, first took control of the Class 142 in August 2022, having previously passed out on the Class 143. “It was a mixture of ‘yes, am I really about to start driving, versus what if I don’t do very well and make a complete hash of it’,” she said. “However, my mentor driver, who I knew anyway from being a train guard, put me at ease and showed me how to operate the train brake, put the power on and the operation of the Driver’s Safety Device (DSD). “Having had a driver experience back in 2019

on the heritage railway’s bubble car before COVID struck, the DSD on the bubble car is operated by the left hand so having the DSD operated by your foot, I found a lot better. “Over August and September, I did more training turns with a couple of other mentor drivers too before the 2022 running season came to an end and re-started again in April 2023 for the new running season.” Sue first joined the railway in 2015 having become friends with another volunteer who was part of the vegetation team. Having got her car and motorbike licence and had a helicopter driving experience, she was inspired to become a train driver. “I needed to start from the bottom of first becoming a crossing keeper, trainee guard, guard and then doing driver training,” she said. “I also joined the vegetation team during the COVID times when you were allowed to meet outdoors as this was the perfect opportunity to be working outdoors in the fresh air and to help out with keeping the line clear. I still help with the vegetation team during the non-running months of the railway and when I am not working.”

Sue, who was also the railway’s first female train guard in 2018 – there are now three female guards – hopes more women will consider getting involved in their local heritage railways. She said: “The heritage railway sector has something to offer everyone, regardless of their gender and their interests. In terms of my message to other females about joining their local heritage railway, I would say, ‘just do it’. Get in touch with them, go along for a visit and meet with other volunteers. “You will be amazed at the variety of roles available and the numerous benefits, such as emotional, physical and social, to be had from playing an active and vital role in preserving our community railways for future generations to enjoy. It is very rewarding, and you will wish you’d started volunteering sooner. “The Wensleydale Railway has been very open to my progression and development as a volunteer, for me to fulfil my goal, for which I thank everyone who has helped me along the way.” For more information, please visit: wensleydale-railway.co.uk/

December 2023

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Specialist construction and civils company with extensive experience within the railway environment Service Delivery • Concrete walkways, steps, bases, maintenance and repairs • Brick & Block work to include heritage services • All Fencing & Gates – Supply & Install (Palisade, Wire, Wooden,Security) • Platform Refurbishment, stone slab installation, coping stones and line painting • Route works to include earthworks, stairways, handrails and gates • Cable Management Systems (CMS) & Concrete Trough Route works • Enabling and Ground works • Network Rail Access Points

• LUL Step Free Access works • Vegetation Management (Clearance, waste management, metal recycling) • Road Rail Access Points (RRAP installation and maintenance) • All projects fully managed on and off site

• Safety Critical protection, Protection Plans & SSOW /SWP planning • High Street construction & civils • Welfare Facilities • Waste Management & Environmental support services

0800 389 4704 www.viking-group.co.uk 14 West Station Yard, Essex, CM9 6TW www.viking-group.co.uk info@viking-group.co.uk

MA_RAIL_FullPageADfinal.indd 1

Part of Viking Group 07/11/2023 15:25

ADVERTORIAL

It was more than six years ago that HÜBNER UK set up a UK base. One of its founders, John Blackham, explains more about how it has gone and what the future holds

Building relationships for the long haul

here’s a right way, a wrong way and a railway. That’s what John Blackham was told as a British Railways’ apprentice in the 1980s. “The UK railways is a wonderful, unique culture of a very wide-ranging set of organisations that deliver everything from the entertainment side of the business, right through to high tech, high risk, high cost engineering assets and that is a hell of a spread under one organisation,” he said. John is an important cog in that wheel as Managing Director of HÜBNER UK and Vice President Global After Sales & Service HÜBNER Group Mobility Rail. The organisation specialises in the supply, replacement, refurbishment, and repair of vehicle gangways systems for the service sector of the UK’s rolling stock. This includes project support for new vehicle sales in gangways, windows and rubber product system solutions. “HÜBNER is a leading global supplier of complete gangways and articulation systems for railway vehicles with a proven track record of longevity and good performance,” said John. “Our assets speak for themselves with really good longterm lifecycle performances. There’s not many

elastomer-based products that you can put through the environment our products are put through every day for 20 years and still remain intact. “The product is well engineered with proven performance and because of continuous reinvestment, we’ve gone on and engineered improvements, driven by the passion of an ongoing engineering improvement culture embedded within the organisation to give better and better life cycle cost. “Being based in the Midlands we are here to stay and here to support new construction as well, with a wide-ranging portfolio of products now in rail, ranging from touch screen human-machine interface in drivers’ cabs for auxiliary control systems, through to gangways and bogie products. There’s lots of different things in rail that we are doing and that is all part of us being committed to this as an industry and in not being a one solution type provider.” The UK base of the business is a newer element of the organisation, which globally has been around for nearly 80 years. It was the idea of John, who saw an opportunity to set up in the UK and not operate out of Germany, an idea which was implemented more than six years ago.

The government has got to seize the initiative and drive it. We need a proper strategy and a whole industry strategic plan

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ADVERTORIAL

There’s not many elastomerbased products that you can put through the environment our products are put through every day for 20 years and still remain intact

“It is the most deregulated railway in the Western Hemisphere and is commercially quite aggressive in the aftermarket so it was vital to have a base in the UK and we’ve gone from a little start-up with two guys and a spreadsheet to where we are now with a great profile, an order book for several years, good levels of support and we’re getting recognised for the work we are doing,” he said, adding how the business has never made a loss despite the challenges of Brexit and COVID. “The mission was to develop and provide local jobs, supporting, servicing and developing supply chains where we can in the UK, centred on a commitment in terms of revised overhaul gangway systems to offer improvements, something we’re doing for the likes of Siemens and Alstom, where we are putting technical improvements on the table and building long-term relationships.”

The first steps It hasn’t come without hard work. John and Matt Briggs (who he established the UK base with) set up their Derby-based facility, painting the floors and walls. They also built the first products, went through an ISO 9001 audit, and set up an Enterprise Resource Planning system. This was all achieved within four months. “We are probably ahead of the curve of where I thought we’d be initially because we’re doing some of the products I thought would probably go back to Germany because of their technical complexity, such as the Class380 frontend system,” he said. “It is a very technical product because it is a powered gangway with a lot of bespoke control systems for it, all engineered in Germany, and we’re doing all that here and the project is going well. “We were open through COVID and I’m also proud of what we’ve taken on projects-wise, including building products for the Class 185s and 350s, playing our part in keeping the trains going. In terms of our market intel, we’ve mapped every fleet, every product on every fleet which means I have this incredible piece of Excel spreadsheet, which is incredibly complicated, but means I can speak to a client and explain their assets in the field. “With the business having a good beat rate and a pipeline for the next three years, now we can make other investment and other commitments such as CSR and continuing to invest in training. Medium term I’d like our own purpose-built facility in the Midlands and the intent is to continue to contribute to UK rail for the long haul with a good, agile supply chain in the UK.” Such has been the success that John’s job title and role has recently changed. The Managing Director of HÜBNER UK is now also Vice President Global After Sales & Service HÜBNER Group Mobility Rail. “The head office in Germany has seen what we have done and where it can go so now, I’m doing it for the rest of our numerous companies around the globe, 33 sites around the world,” he said. “When we set up in the UK, Germany realised that if we ring fence an after-sales and service division and sell resources, facilities and production with our own engineering then it should thrive.

“That is what has happened, and that side of the business is growing so my job now is to globalise a service culture within HÜBNER. I’m already starting to do a lot in America, India, Mexico and Brazil in the short term. “It’s evidence that we’ve surpassed everybody’s expectations in Germany with the level of refinement and increasing our support of customers and getting it down to a much lower level of repairs and support technically and component wise. “Building trust and those relationships is key, hence the importance of emphasising the fact it is not about being here for the short-term profit. We are in a project-based, high-value, high-risk environment and that means relationships and trust are key.” But despite the success for John and the team in the UK, he said there are concerns for the industry on the whole, particularly around a long-term plan for the future of the UK industry. He points to the importance of getting the industry back onto passenger service contracts “as quickly as possible”. “Incentivising passenger growth is part of the incentives under passenger service contracts and if the railway operators can get those contracts on the table which are fair and rewarding, that will drive demand within the industry which will then flow into vehicles, maintenance, overhauls and it will drive growth,” he said. “Currently there is no joined-up thinking, which is vital if we want carbon net zero railway and modal shift. If you put connectivity down as a basic infrastructure people are going to use it.

An industry strategic plan John added: “The government has got to seize the initiative and drive it. We need a proper strategy and a whole industry strategic plan. I passionately believe in the railway. It is a fantastic industry with some fantastic people and what it delivers is city centre to city centre connectivity and there is nothing that can do that in the same way. I feel we are missing the big picture of the benefits of connectivity and the importance of putting money into the infrastructure to make it happen. “Reverting back to my opening point of the right way, the wrong way and the railway, and the latter is a unique body with its own standards and its own way of doing stuff. Look at its performance over the last 40 years and its safety record and what it actually delivers and it’s hard to argue against the fact it is a unique and wonderful network of organisations and skillsets, from the passengerfacing frontend services to the heavy-based, high tech, high engineered cultures, all of which happens here on this island. “As a one-stop shop, it is pretty unique, a wonderful culture and a fantastic set of people who just need a fair crack of the whip to make it work and at the minute the industry is not getting the opportunity to deliver an outstanding railway which we are very, very capable of in Britain with the right plan and investment to back it up.” For more information, please contact us: www.hubner-group.com/en for more details

December 2023

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SAFETY

Millions of young people have been made aware of the dangers of the railway thanks to the Rail Safe Friendly programme. Founder and Managing Director Stuart Heaton explains more

Leading the movement of rail safety in schools “I

t’s imperative that every single child has the knowledge to keep themselves safe. Safety around the railways needs to be seen as important as road, water and online safety.” Those are the words of Liz Ballantyne who found out in the worst way possible about the dangers of the railway. Her son Harrison was 11 years old when he strayed into a rail freight depot to retrieve a lost football. He climbed on to a stationary freight wagon to get his ball back and, although he didn’t touch the overhead power cables, he died when he received a fatal electric shock. “I always encouraged Harrison to go out and have adventures, I taught him about stranger danger and to be careful around water, but I just hadn’t realised that I needed to teach him about rail safety,” added Liz. “I learnt of its importance too late, but I don’t want others to suffer as I have.” Stuart Heaton is passionate about ensuring that that is the case. He is the Founder and Managing Director of Rail Safe Friendly, an education programme which, through schools, teaches young people about the dangers of trespassing on the UK’s railways in order to raise awareness which in turn is preventing injuries and ultimately saving lives. “What happened to Harrison is incredibly sad as he just hadn’t understood the dangers of the railway,” said Stuart. “The rail depot was less than a mile from where they lived yet neither Harrison or his mum were aware the place existed and the dangers there were. The only way we can solve this is by ensuring that every child gets some form of rail safety education wherever they are in the country. Since that tragic day, Liz has been an incredibly brave woman to go public about what happened, and she is driven by a passion to make sure no other family suffers like hers have. That spurs me on with this programme, which is also giving Liz some comfort that Harrison’s story is saving lives.”

A new collaboration Rail Safe Friendly is a new addition to the Learn Live Channel, which since 2019, has broadcast Network Rail and other safety content directly to more than 20 million young people in more than 11,500 schools across the UK. This work has been undertaken in collaboration with the Trespass Improvement Team at Network Rail. Launched in March 2023, Rail Safe Friendly has already delivered Network Rail’s video safety content directly to more than 2,500 schools in England and Scotland, with so far 50 industry partners, including ScotRail, Freightliner, Story Contracting, Keltbray and SPL Powerlines signed up to support the scheme.

The programme has also recently added the Office of Rail and Road and RSSB as gold partners, with the programme expected to launch in Wales shortly. “It’s hard to visualise the stats of how many people we have reached, but I was always confident in its ability,” Stuart said. “Important to me has been experiencing the impact it has been having. I’ve been in classrooms where young people have been watching and they are shocked into silence which means it is really hitting home. The 15-minute footage, which is ready made for teachers to press play, or join a live broadcast, is changing behaviours and saving lives. “It’s been a very inspiring six months since the launch. The 50 companies involved so far include a mix of train and freight operators, contractors, supply chain, manufacturers, and consultants and we’ve even got lawyers on board. It is really heartening to have such a diverse mix of companies wanting a stake in this and being involved in the journey, but there is always room for a lot more to play a part in rail safety. “Pretty much every company I’ve met has a story to tell about an incident that they have been involved in, or have someone in their team who has been a first responder to a tragic incident and that scars the soul for people who have seen that. To know there is an educational programme that hopefully will reduce that risk is something companies across the rail industry can attach themselves to and what has been great to see is the conversations that are taking place between the various organisations sharing best practice.”

The rail depot was less than a mile from where they lived yet neither Harrison or his mum were aware the place existed and the dangers there were

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ABA.indd 1

10/08/2023 11:36

SAFETY

Liz Ballantyne, whose son Harrison tragically died in 2017, addresses the audience. From left to right: Innis Keith (Health, Safety and Environment Director at Scotland’s Railways), Tracy Stevenson (Community Development Executive, ScotRail), Liz Ballantyne, Humza Yousaf (First Minister of Scotland), Pauline Swan (Head Teacher at Rosshall Academy) and Stuart Heaton (Managing Director of Learn Live and Rail Safe Friendly)

The Rail Safe Friendly broadcasts are delivered through live or on-demand content digitally into classrooms and assembly halls via the Learn Live channel. The channel also has a moderated, GDPR compliant live chat facility to promote interaction and involvement from the schools and colleges taking part in Rail Safe Friendly. There are three levels to the Rail Safe Friendly programme for schools to achieve: Bronze - A school will ensure that all pupils and teachers have watched the rail safety broadcast either live or on demand via the Learn Live channel. Schools will need to register to confirm their attendance and provide feedback after the broadcast has been viewed by the students. Schools will also need to sign up to the Switch On Rail Safety website to receive rail safety updates from Network Rail. Silver level - To achieve the Silver level, a school will need to have completed the Bronze level and communicated to parents and carers the details of the rail safety broadcast. This can be done via newsletters, parent assemblies, school websites, social media channels or other forms of communication used by a school. The school will also be asked to promote the Switched-On Rail Safety website on its social media channels. Gold level - To achieve the Gold level, a school will need to have completed the Bronze and Silver levels and create a rail safety video, podcast or poster with its students to promote in its school and on social media channels using a brief provided by Learn Live.

“I created Rail Safe Friendly as a chance for schools and the rail industry to join together and collaborate in gaining an understanding of the dangers of the railway, with schools able to accredit themselves with bronze, silver or gold, and the industry to get involved in four levels, which mainly depends on the number of schools they wish to reach through our channel,” said Stuart. “What has been created is a vehicle and collateral to share with local schools with the safety message not just getting to pupils, but also among colleagues in the rail industry. “Rail organisations are joining because they want to make a difference, they want to join the group with high-profile organisations that have already signed up, and there is also the social value to be gained by the safety talks. Thanks to them we are reaching more and more schools. In addition to that, having the ability to contact schools about safety gives the industry the opportunity to develop relationships with schools and talk about the brilliant, diverse career options within rail.”

Raising awareness The programme comes at an important time for the industry. In spite of a lot of hard work in raising awareness of the dangers of the railway, there are still thousands of trespass incidents across Network Rail’s Regions every year. In England, Wales and Scotland in the last financial year there were 18,517 reported incidents of which 20 per cent involved young people under the age of 18. However, in hotspot areas where the Rail Safe Friendly programme has been taking place, research has found that between June 2022 and June 2023 there was a 37 per cent decrease in incidents involving teenagers. “It shows it is working,” added Stuart. “But I do think trespass is bigger than the overall statistics show as there will be many cases that go unreported. I realise there is still a lot of work to do and when I created Rail Safe Friendly I always saw it as a five-year programme and one that needed to be sustainable within education, year on year, until the safety message is fully engrained in young people’s mindsets. “If people knew the dangers, they wouldn’t be taking the risks trackside or at depots. My target for the future is zero trespass with every school having some form of rail safety education, but that will only be achieved with the support of the rail industry. Signs and fences trackside might help to a point, but what is really needed is education, with all young people and their parents understanding the dangers. “As Harrison’s mum Liz has said ‘every child deserves rail safety education’. It is a life skill in the same way that road and water safety is, so every child deserves to know the dangers as well as every parent. When you tell someone that something is dangerous, they make a different decision, as do their friends. I firmly believe, as does Liz, that if Harrison had seen one of our broadcasts, he would have recognised the dangers posed at that depot and by the overhead lines and trains, told his friends they had to get out of there and that they could always buy a new football. Rail Safe Friendly is an opportunity for us all to come together to ensure what happened to Harrison doesn’t happen again.” Visit railsafefriendly.com for more details

December 2023

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ADs.indd 1

14/03/2023 11:36

ADVERTORIAL

GeoAccess is transforming the inspection and surveying of earthworks. Managing Director Mark Coleman explains more on the eve of the organisation’s 10th birthday

Leading the way in asset management

he statistics are fascinating. The latest earthwork season has recently gotten underway with GeoAccess planning to examine over 20,000 earthwork assets, as well as clearing upwards of 1.6 million m2 of vegetation across Network Rail’s Western, Wales and Southern regions. “They are pretty impressive figures, but it is a reflection on the important role we have to play in the rail industry,” said Managing Director Mark Coleman. “As we have grown, so have our processes, ensuring we’ve got the appropriate app technology, as well as the best ways of working to keep people safe and connected. “Overall though, the field we work in is phenomenal, getting to climb on ropes, flying drones and doing it all in some beautiful places in some of the best parts of the country. If that isn’t enough, the work we do helps ensure people and goods can safely travel along the rail network, ensuring that despite the

ageing infrastructure and climate change, the railway remains in peak condition.” GeoAccess celebrates its 10th birthday next year. Set up by engineers Mark Coleman and David Frost (Operations Director) to address the need for inspections on difficult access sites in the rail sector, the business utilises its highly experienced geotechnical and structural engineers coupled with unmanned aerial vehicles, remotely operated vehicles, rope access and confined space techniques. “It’s already been some journey and we’ve got lots more to come and as we’re maturing, we’re getting much more of a vision of where we want to go, building on what we initially set out to do, while at the same time being innovative as well,” said Mark. “Being open to suggestion and collaboration is an important part of our success. Doing that has created some strong relationships which have opened even more doors for us.

The work we do helps ensure people and goods can safely travel along the rail network

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ADVERTORIAL

“We’ll continue to broaden our horizons in the future, and we are looking at working outside of the UK, alongside the work we do here. On reflection though we’ve gone way beyond my initial expectations and it’s really exciting to look back on what we’ve done, alongside any opportunities in the future. Who knows what the future will hold in the next 10 years?” The season has already begun, with the clearance of vegetation for Network Rail’s Western, Wales and Southern regions. Mark spoke with Rail Director shortly after hosting a start-up meeting ahead of the season, which was attended by more than 100 people involved in the work. “We’re just over halfway through the current framework agreements with Network Rail which has been going well,” he said. “There will always be issues around budgets with Network Rail under increased pressure to work more efficiently and be as cost effective as possible. Of course, this continues down through the supply chain, so we are under pressure to find more efficiencies which is a challenge we welcome. “For the current work bank, we’ve started using a slightly different approach and it is potentially going to save them several hundreds of thousands of pounds, just by making a few tweaks and changes. This is being achieved by working closely with Network Rail and looking at things we can all do to ensure that efficiency. There is more collaboration than ever, and everyone is seeing the benefits from the close bonds.”

World class GeoAccess prides itself on tackling every job no matter how big or small with the same professional flexible approach believing that anything is possible. It is all part of the vision to be the class leader in the services that they offer. “A lot of the work we do is driven by Network Rail standards, so it is centred around visual inspections, moreover one aspect in which we do lead the way is with the apps that we use to collect the data, so that we can give it back to clients quickly,” said Mark. “We’re bringing in new apps for the rapid responses, to keep people safe, for close calling; so at the moment, it is all about how we can get that data that we collect to our clients as quickly as possible. Take drones for instance, and the different hardwares that are available, you can collect vast amounts of data, but it’s no good if you can’t give it to your client quickly and in a useable format. “There is quite a lot of excitement around AI. Although we’ve not branched into it too much, we are starting to look at how we can use it to enhance some of the analysis side of the inspection work we are doing. In the next couple of years, it’s going to be quite astounding what can be achieved and we want to be part of it.” One of the biggest areas of growth at GeoAccess is around ecology. In October the company employed Ben Bowen as an ecologist to support its vegetation management and environmental teams, in response to vegetation management becoming more of a challenge with the increasingly milder autumn and winter months.

“The vegetation is not dying back in the winter as much as it used to and the need to be sensitive to habitats in the offtrack environment continues to be high on our agenda,” said Mark. “Of our work bank of 20,000 sites, nearly half of them need some kind of vegetation management this year, which is crazy numbers compared to a few years ago. “Employing Ben as our own in-house ecologist is the first step towards growing our own ecology team over the next few years. Ben is building the team, and by carrying out desk studies and environmental searches, he is helping us to come up with mitigation measures that we can use on site to ensure we are causing as little impact as we can. “It will take time, but we’ve put quite a lot of effort and steps in place this year which we can build on in future years to make it better and better. As a result of desk study time this year alone, we will see the benefits as we progress through the season. “Part of Ben’s remit is to not only look at sites and mitigate ecology on the work we are doing, but to also assist us with thinking about how we can proactively enhance it as well. We want to get involved in some schemes in which we can increase biodiversity. We must clear this vegetation as part of our job, so if we can offset that by helping increase it in other areas it is only a good thing.” Looking to the future and with the work ahead and the recent opening of a new headquarters in the Midlands, it will come as no shock that Mark is excited for the years ahead. “In a nutshell I want us to keep doing what we are doing, living our values and building on our success, learning through our mistakes and working with our clients in getting better,” he said. “The overall aim is simple, we want to be the global leaders of what we do, and we will keep working hard and innovating to achieve that.” For more information, please contact us: https://geoaccess.co.uk/ for more details

We want to be the global leaders of what we do, and we will keep working hard and innovating to achieve that

December 2023

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INTERNATIONAL NEWS

Hitachi Rail’s €861m deal with Trenitalia for 30 high speed trains

itachi Rail has signed a contract worth €861 million with Trenitalia for the supply of 30 new ETR1000 high speed trains, with an option for a further ten trains for an additional €287 million. The new fleet will be manufactured at the company’s Italian factories in Naples and Pistoia, near Florence, with the first deliveries planned to start in spring 2026, at a rate of eight-10 trains per year. The trains, like the previous ETR1000s, will have the iconic red Frecciarossa 1000 livery and are planned to be used primarily for the Italian high speed network. However, the trains are also able to run across Europe, including on high speed lines in France, Germany, Spain, Austria, Switzerland, Belgium and the Netherlands. Thanks to the onboard technology, the fleet is capable of travelling on different types of national railway infrastructure – switching seamlessly between the different power supplies and signalling systems – in order to complete pan-Europe journeys. Luca D’Aquila, Hitachi Rail Group’s Chief Operating Officer and Chief Executive Officer at Hitachi Rail Italy, said: “This new contract confirms our commitment, as a partner of Trenitalia and

Alstom wins a €300 million euro contract to equip two RER lines in the Île-de-France region

Alstom has won a framework contract worth almost €300 million to develop and deploy the NExTEO signalling system on the RER B and RER D lines in the Île-de-France region. This contract for a new train automation, control and supervision system confirms the confidence placed in Alstom by Île-de-France Mobilités, SNCF Réseau, SNCF Voyageurs and RATP. The new NExTEO solution is a Communications-Based Train Control signalling solution that forms part of an overall strategy to modernise and optimise the infrastructure of these two Express Lines. Jean-Baptiste Eyméoud, President of Alstom France, said: “I am delighted with this new order, which demonstrates the confidence of our longstanding partners in the products developed by Alstom to improve the performance and throughput of RER lines B and D in response to the increase in passenger traffic. “With this new contract, Alstom will equip a total of 350 trains and 100 kilometres of these two RER lines, which are among the busiest in the Île-de-France region.”

Ferrovie dello Stato Italiane Group, in offering safe, innovative, comfortable and green mobility solutions, further improving connections across Italy and from Italy to Europe.

“The new trains will have cutting-edge features and a renewed and even more functional design that we are sure will be appreciated by passengers and our customers.”

Knorr-Bremse partners with Alstom to equip metro trains in India

Knorr-Bremse is to equip metro trains destined for major cities in India in partnership with Alstom. The equipment includes braking and climate control systems for 52 Alstom Movia trains with a total of 156 railcars ordered by Madhya Pradesh Metro Rail Corporation Limited (MPMRCL) for Bhopal and Indore. Knorr-Bremse will also provide comprehensive services for these technologies over a 15-year period. Dr Nicolas Lange, Member of the Executive Board of Knorr-Bremse AG and responsible for the

Rail Vehicle Systems division, said: “We’ve been working closely with local markets and customers in India for the last 30 years. The understanding and expertise we’ve acquired is paying off in the form of long-term customer relationships. For example, our high-quality systems solutions have already proved their worth in many other Indian metro fleets in cities like Delhi and Mumbai. And now we’re bringing our high standards of dependability and market-leading quality to this new Alstom project in the state of Madhya Pradesh.”

December 2023

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Innovate Design Deliver CASE STUDY – NEWS

High Current DC Testing Track Impedance Bond Due to our experience working in the DC Traction Sector, Rowe Hankins were approached to carry out a detailed high current testing of a Track Circuit Impedance Bond.

The bond was connected to our high current DC source controller for a defined period of time, lasting several days.

The programme of tests were completed by driving over 1500Amps DC continuous in set of scheduled controlled tests, whilst measuring that the electrical, temperature and insulation properties were maintained within functional operational limits.

At our facility, we offer a facility to measure up to 2000Amps DC continuously, for a range of applications and products, such as Contactors, Relays, Circuit Breakers, Bonds and Traction Current Carrying Conductors. A “world class” report of the process and testing data was provided to our client upon completion. Please contact us using the details below for more information on our Testing and Workshop Services.

ADs.indd 1

16/11/2023 08:40

ADVERTORIAL

The OPC and Skilful Conversation join forces to launch a new immersive safety performance improvement workshop

Accelerate your safety leadership

hen there’s an incident or a workplace accident that results in injury or, worstcase scenario, death, individuals can face serious legal consequences. Of course, the real tragedy is injury or the loss of life, but sometimes the consequences can be severe, impacting both employees and companies for a long time. Even in inquisitorial forums, the questioning can take its toll, and sometimes the outcomes can still mean serious penalties. The Health and Safety at Work Act 1974, compels employers to ensure the health, safety, and wellbeing of all employees and others who may be affected by their activities. Employees must take reasonable precautions for their own and others’ safety. Unfortunately, railway personnel may still be called to testify in court or during an inquest. It’s therefore crucial for leaders and staff to identify and mitigate risks, as well as account for safe working practices and safety-related decisions. To help, the OPC and Skilful Conversation have partnered to launch a new safety performance improvement workshop: Accelerate Your Safety Leadership. This new, immersive workshop has been designed to help evaluate, test, and, importantly, improve organisations’ safety practices and behaviours, emphasising the importance of a robust safety culture and effective safety leadership.

“A brilliant and unique way to learn about our safety obligations” (Delegate feedback) Accelerate Your Safety Leadership is for directors, managers, and front-line employees with safety-critical responsibilities. It aims to help view operational safety practices and behaviours through a legal lens to inspire change and identify actionable safety performance improvements. Delegates will have the opportunity to: critically evaluate current safety practices from a legal perspective. explore safety culture, leadership and safety behaviours. gain hands-on experience of what giving evidence in court or at an inquiry may feel like, and; reflect, re-focus, and improve their own safetycritical responsibilities and leadership. The workshop is jointly delivered by experienced OPC psychologists and Cath Brown, Barrister (nonpractising) from Skilful Conversation, who bring a wealth of experience in safety culture, leadership, legal representation in court, and training and development.

“It’s exciting to see ‘lightbulbs go on’ and people awakened to the legal implications of their safety-related decisions and actions.” [Cath Brown] The workshop’s immersive, interactive learning style using a real-world, business-specific case study is one of its distinguishing features. Prior to the roleplay, OPC psychologists share some key characteristics of a safe culture and what makes an effective safety leader. Delegates also learn about the legal system, the various courts and processes, and how they might be involved, interviewed, or held accountable during an investigation or prosecution from Cath Brown. During a deep dive into the mock courtroom trial, safety leaders’ policies, practices, and record-keeping may be investigated. Personal safety leadership and operational decisions might be quizzed, as well as challenges about the organisation’s safety culture, based on delegates’ understanding of them. “Having previously conducted similar mock crossexaminations on ‘near-miss’ case studies, I’ve heard admissions of insignificant data to demonstrate the effectiveness of safety practices, difficulty articulating risk-mitigation procedures, and little or no rationales regarding decisions that could have led to the loss of life,” said Cath Brown.

Examples of recent workshop outcomes have included: enhancements to personal safety leadership abilities; added decision-making rigor for key safety decisions; and improved documentation of safety-related decisions and actions.

“A thought-provoking day looking at safety from a completely different angle. A scary prospect, but delivered in an interactive and enjoyable way.” [Delegate feedback] Dr Steve Fletcher from the OPC said: “The workshop enables delegates to understand the components of safety in a different yet comprehensive manner. Safety leaders have left the workshop with a reinvigorated commitment to safety, tools to help address safety concerns, and fresh ideas for improving corporate safety performance. This greater emphasis has the potential to result in a positive shift in a company’s safety culture and a collaborative commitment to prioritise everyone’s wellbeing. We believe this workshop has the potential to help leaders, operational managers, and front-line employees deliver a ‘step-change’ in safety performance.” Contact the OPC team to book an Accelerate Your Safety Leadership workshop, or to find out more.

Takeaways from the workshop The unique courtroom roleplay helps critically evaluate existing safety protocols and leadership through a legal lens, identifying gaps. Facilitated discussions enable participants to reflect on personal safety-critical responsibilities, leadership abilities, and the opportunity to identify performance improvement.

The OPC: admin@theopc.co.uk 01923 234646 www.theopc.co.uk Skilfull Conversation: cathbrown@skilfulconversation.com

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ADVERTORIAL

Full steam ahead for green rails in UK and Europe. Saarstahl Rail explains more about how it is helping rail network operators reduce their carbon emissions

Green rails: Keeping the country moving… greener R

ail transport is already considered climate friendly. However, green rails produced from low-CO2 steel by Saarstahl Rail enable rail network operators to drastically reduce their carbon emissions even further. The French subsidiaries of the Saarstahl Group, Saarstahl Rail and Saarstahl Ascoval, are currently believed to be the only providers throughout Europe to have scrutinised conventional processes and production methods, and then developed decarbonized rails. Saarstahl Rail has been successfully implementing the green rail concept in practice since 2019, working to a circular economy model.

The adoption of low CO2 manufacturing methods for rail infrastructure has a large part to play in reducing global carbon emissions and meeting industry and national targets. The sustainable production method of Electric Arc Furnace (EAF) green steel and use of almost 100 per cent recycled steel scrap are the keys to success for the decarbonised rails. Guaranteeing the necessary supply reliability of environmentally friendly rails for rail network operators requires a sufficient stock of industrial scrap and – depending on the desired steel specifications – used steel can be recycled from the supply chain, with new rails manufactured from

up to 70 percent used rails, as well as other steel components from rail networks. Saarstahl Rail therefore purchases used rails and steel scrap from rail network operators in order to recycle these at Saarstahl Ascoval. In Saint-Saulve near Lille, Saarstahl Ascoval melts down the mix of raw materials in an Electric Arc Furnace (EAF) and casts the rail steel produced into blooms. These are then transported by train to the Saarstahl Rail production facility in Hayange to the north of Metz, where they are rolled to create green rails. The comprehensive final testing, using laser, ultrasound, and visual inspections, is also performed in Hayange.

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The checks performed here guarantee optimum tracking stability and passenger comfort for highspeed trains, which reach speeds in excess of 300 kph (185 mph). Compared with conventional rail steel, which is produced in a blast furnace with an oxygen converter using iron ore and coal as raw materials, the new production method reduces carbon emissions up to 70 per cent. Whereas 2.61 tonnes of CO2 are generally emitted per tonne of steel, this figure is reduced to just 0.77 tonnes per tonne of steel with the new process.

Sustainable procurement policy The manufacturer specialises in all types of rail networks worldwide. Its portfolio comprises over 100 different rail profiles in lengths of up to 108 metres and 25 steel grades with the associated metallurgical and mechanical properties in conformity with customers’ specifications – all offered from a single source, regardless of whether they are produced from green or conventional steel. Saarstahl Rail produced its first green rails in the summer of 2020. SNCF Réseau, the owner of the French rail network, tested the product that same year. Since 2020, all major rail renewal projects in the French rail network have been implemented with green rails. This helped the railroad network operator save around 200,000 tonnes of CO2 equivalents. Saarstahl Rail delivers the desired batches to an SNCF subsidiary in Saulon-laChapelle by train. The 108-metre-long rails are then welded together here to produce long-welded rails of up to 432 metres in length. On a project-by-project basis, used rails are cut into 1.5-metre-long segments directly on the construction site or at the SNCF facility in Saulonla-Chapelle, or transported once a month by train in segments measuring no more than 18 metres in length to the steel works in Saint-Saulve, where they are then cut and melted down in the EAF furnace. This process of returning and recycling 50,000 tonnes of used rails per year (status as of 2023) is contractually agreed with Saarstahl Rail and is of critical importance for SNCF in securing the specific chemical composition and mechanical properties of the rails.

Full steam ahead for green rails in UK and Europe For Saarstahl Rail, the ambition of supplying green rail to other major railway networks is clear, as underlined by various other tender processes that the company has successfully won recently. In the UK, Network Rail is pushing ahead with the assessment of green rails and a trial order for 108metre rails produced from EAF steel has been placed, with delivery scheduled during the next few months. These rails will be welded into 216 metre length rails at Network Rail’s long-welded rail plant in Eastleigh and then deployed into the network to supplement the ongoing rail renewal programme. Network Rail has recently launched its Environmental Sustainability Strategy to deliver a lowemission railway and achieve net zero carbon emissions by 2050 (2045 in Scotland) by, among other things, minimising the use of fossil fuels and transitioning to an industry powered by low-carbon energy.

Specific sustainability targets include: Reducing absolute scope one and two greenhouse gas emissions (those within our control) by 46 percent by 2029. Reducing absolute scope three (indirect) emissions by 28 percent by 2029. Ensuring 75 per cent of our suppliers by emissions, covering purchased goods and services and capital goods (those used in the production of other goods), have science-based targets by 2025. Saarstahl Rail has also already supplied all rails for the Grand Paris Express megaproject (four new metro lines), involving some 20,000 tonnes of green rails. Belgian railroad network operator Infrabel is also investing in the environmentally friendly rails. Some 2,800km of green rails have been ordered, with Saarstahl Rail having already supplied the first 900 tonnes in 2023. A total of 20,000 tonnes of these rails from Saarstahl Rail are now planned to be used for reconstruction of the destroyed rail network in Western Ukraine. Such collaboration encompasses joint research and development. “We engage in a very wide range of activities and hold regular meetings to discuss both technical and logistical questions”, commented Dominique Chiesura, Commercial Director at Saarstahl Rail. For the Saarstahl Group, which operates out of Völklingen, Germany, the rapidly growing development of the business with green rails is also seen as the spearhead for decarbonisation in the group. The group, which specialises in the manufacture of thermomechanically rolled spring steel and bar steel, as well as semi-finished and forged products for the automotive, construction, and aerospace industries, is helping drive the transition to more eco-friendly modes of transport with green steel.

Since 2020, all major rail renewal projects in the French rail network have been implemented with green rails

For more information, please contact us: alex.mccann@amtrackgroup.com

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68 As 2023 draws to a close, we’re taking a look back, and ahead…

Everything you need to do more business in rail in 2024

e’ve all just experienced what can only be described as a fascinating year in rail. And it’s also a year where we’ve really ramped up the RBD Community benefits that are available to support our members through everything that 2023 has brought. Helping members with everything they need to do more business in rail and navigate the challenges ahead.

Highlights include: Launching a raft of new profile-enhancement, intelligence and networking benefits for members. Relaunching your member portal One Place and providing the latest bids and tenders and funding opportunities every week. Launching The UK Rail Report – an insider’s guide to unlocking opportunities in rail. Reaching almost 5,000 followers on LinkedIn. Our acquisition by the Railway Industry Association (RIA) in the summer which is enabling us to offer even more networking opportunities for members. Seeing more of you in person as we started an RBD Community team on tour roadshow this winter – which continues into 2024. An unprecedented level of positive member feedback. In 2024, our mission remains as it always has been: to be a force for good in the rail industry and help our members to do more business in rail. But, as with all great membership organisations, we’ll continue to evolve for you. At the start of the year, you can expect more contacts and intelligence in The UK Rail Report, which is being updated in January and will be available for the first time as a printable PDF. More on this soon. As well as the weekly bid and tender opportunities available in One Place, we’ll also be providing you with work-winning opportunities overseas.

Our team tour will continue throughout the year as we attend various events to meet members to discuss what matters most to you and find new ways to help you achieve your goals. Plus, much more coming soon. If there’s something you want to discuss, as always you can reach out to your RBD Community team. Thank you to all of our members for your continued support of RBD Community. We value you, and genuinely enjoy working with you. Dean, Sarah, Jo, Fiona www.community.railbusinessdaily.com

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