Rail Director October 2022

CLAIRE

A time for reflection

Welcome to the latest edition of Rail Director and the first in which I have been let loose with the welcome note. It is a real honour to be tasked with the editorial having been part of the journey since the first Rail Director was published more than two years ago.

It has been a great chance to reflect on what has been achieved, something that we can all be proud of, and it has been a real privilege to be able to speak with several hundred rail industry leaders who have taken time out of their busy schedules to share their fascinating stories.

Thanks also to those organisations who have teamed up with the magazine to showcase their products and services. It is fantastic to hear the impact featuring in the magazine is having on businesses and it is also thanks to that support the magazine continues to go from strength to strength.

Reflecting on the past month, it has certainly been one few of us will forget. I am sure I was not alone in being stopped in my tracks at hearing the news of the Queen’s passing. Her Majesty was an inspiration and really did bring the nation together. In her passing, the nation was united in celebrating an incredible 70 years on the throne.

The Queen had a long tradition of supporting Britain’s railways and attended many celebrations, most recently visiting Paddington station to mark the completion of the new Elizabeth line before it opened to the public. The railway supported Her Majesty in return, helping to enhance the way the Royal Family fulfilled their public duties, with the Royal carriages reshaping how they interacted with the public across the nation.

The railway was also there in celebrating the Queen’s milestones, from her coronation in 1953 through to the recent Platinum Jubilee via our Station to Station – Queen’s Celebration project, which supported our communities in celebrating this momentous moment in history. It is therefore fitting that it was the railways that played a major role in transporting thousands of mourners to the capital to pay their last respects.

Turning the attention to our latest magazine, and I hope you will all agree that it is another cracker. I never tire of hearing the stories of those who work so hard in ensuring the railway is the success it is. Look no further than the cover feature of South Western Railway’s Claire Mann, who speaks so positively and optimistically about the industry –an inspirational person who started out as a train driver and is now a managing director.

It was also a delight to speak with Robin Coombes, the new general manager at the Kent & East Sussex Railway, who has described his new role as a dream come true. Heritage railways are facing a tough time, but with the support of so many volunteers and the passion of people like Robin, the industry will have a positive future. These are just two of the features that await you in the pages ahead. Thanks so much to everyone who has contributed in the October edition and do get in touch if you’d like to feature in future editions of the magazine.

All the best

Danny Longhorn Editor

When you have finished reading this issue of Rail Director, please pass it to colleagues to enjoy or put it in your reception area.

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

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It is fantastic to hear the impact featuring in the magazine is having on businesses

Meeting post-pandemic demands 5

Claire Mann, managing director of South Western Railway, discusses striking the right balance between reducing the cost to taxpayers and delivering the improvements customers want to see

Meet the buyer event marks 10 milestone in GCRE journey Supply chain partners and suppliers invited to find out more about opportunities worth around £250 million

Rail reform and why now is the 12 time for a freight revolution

Karl Watts, group president at Rail Operations (UK), discusses a paper he has co-written with transportation consultant Edward Johnson, which highlights a need for the rail freight industry to modernise

News 14

Next important milestone in 16 project the H2goesRail Rail Director was invited to Germany to witness Siemens and Deutsche Bahn test their hydrogen train and mobile fuelling station for the first time

New software reducing delays due 18 to train faults on Greater Anglia trains

Martin Beable, Greater Anglia’s engineering director, discusses the new tool in its arsenal to reduce delays

Avanti West Coast placed 22 on short-term contract

Graham Sutherland, FirstGroup chief executive, said the agreement allows the team to sustain focus on delivering the robust plan to restore services

Collaboration is a mindset 24

Jason Hurst and Marianne Kilpatrick, of Grant Thornton UK LLP’s Public Services Advisory team, consider the importance of collaboration in achieving rail reform

Driving Northern’s long-term 26 environmental sustainability Mike Roe, safety and environment director at Northern, on putting the environment at the top of the agenda

Spencer Group grows workforce 30 with 14 more apprentices Charlie Spencer OBE says it is essential to bring in and develop young talent

Walking in the footsteps of 32 one of the railway giants Robin Coombes has been appointed the new general manager at the Kent & East Sussex Railway. He describes it as a dream come true, but says challenges lay ahead

InnoTrans 2022 – a labyrinth in 38 more ways than one Daisy Chapman-Chamberlain, rail knowledge transfer manager at Innovate UK KTN, has recently returned from InnoTrans in Germany. She writes about the show which featured 2,834 exhibitors from 56 countries

Ensuring the Rail Supply 42 Group is relevant

James Bain has taken over from Philip Hoare as the new chair of the Rail Supply Group. He explains the challenges

Putting communities and customers 44 at the heart of plans

New Rail Minister Kevin Foster discusses the three main challenges that need addressing in the industry

Railtex 2023: A clear focus on 47 the rail industry of tomorrow

Martin Clarke, Railtex event manager, says next year’s event will be the place to source new products and usher in business opportunities

Joining forces for the betterment of all 50 With an ageing population and the development of roles through technology, the gap between skilled people required and skilled people available has significantly widened

Joining rail from the front line 54

Simon Higgens MBE, business development director at Story Contracting, discusses joining the rail industry after three decades as a Royal Engineer, and what can be done to attract more ex-service personnel to the sector

Bond Street Elizabeth line station set to open 60 London Mayor Sadiq Khan say its opening will help draw people back onto the world-class public transport network

London’s Transport Commissioner 62 bids farewell to Transport for London Andy Byford says it has been a huge privilege to have served as commissioner, back where he first started out as a station foreman

Taking RBD Community to Germany 68

RBD Community’s Eli Rees-King writes about a trip to InnoTrans and the exciting launch of OnePlace Movers and Shakers

Railway pioneer honoured with 74 statue at Marylebone station

Adrian Shooter CBE says he is honoured to be recognised by the industry and praised those he has worked with in the last five decades

International News

Meeting post-pandemic demands

Change, opportunities and challenges.

Those are the three words Claire Mann uses in describing the first 18 months as managing director (MD) of South Western Railway (SWR).

It has already been some journey having been faced with the COVID pandemic, the start of the transformation of the UK railway, and the new National Rail Contract (NRC), all alongside the daily challenges of keeping services running and staff and passengers happy.

In fact, the day before speaking with Rail Director, she led the train operator in ensuring thousands of people could travel to the capital to attend the Queen’s funeral.

“In the lead up to and on day of the Queen’s funeral the team really pulled together to rise to the challenge of peak activity on our route.

“We’re immensely proud of all our staff in frontline positions and those working behind the scenes for delivering a reliable service on a day of such national importance,” she said.

“The day demonstrated just how the industry can work together and support each other to deliver services in often challenging situations.”

New role

Despite a hugely successful career in transport spanning 25 years, it hasn’t come without its hurdles, with Claire admitting she was a little daunted on taking on her first director role – in customer service at the London Overground.

Claire Mann, managing director of South Western Railway, discusses striking the right balance between reducing the cost to taxpayers and delivering the improvements customers want to see

“There can be this fear of failure and I remember the feeling when I got my first director role and thinking that I wasn’t good enough,” she said.

“The guy that appointed me said ‘I think you can do it’ and I thought ok, and you go through it and just realise it’s just a different role, you’ve got different accountabilities, but you have to be brave.

“For me my focus in life is on people and leadership. I’ve got a really good team here who really care, but what they need is that direction, they need that clarity, they need the support and then with that comes the outcome, which is brilliant service for our customers.

“You don’t just set your targets and then hope everyone is just going to get it, you need to take them on a journey, so these next few years are going to be challenging.

“We can’t get knocked back by the things outside of our control, but we need to focus on what we can control, in keeping the railway running reliably, and being leaders in making that change happen.”

Eight key areas

Looking to the immediate future, and SWR recently published its business plan for 2022/23, setting out how the company will meet post-pandemic demands while still delivering improvements for customers.

It sets out what the company expects to achieve this year in eight key areas: customer and communities, accessibility, train service operation, environment and sustainability, leadership, management and resourcing, collaboration, people and workforce, and revenue.

“The COVID pandemic has fundamentally changed the way we work, play and travel, and the long-term future of the railway depends on it adapting to the new normal,” Claire said.

“Our new business plan does just this, striking the right balance between reducing the cost of taxpayers, who had subsidised the railway to the tune of £16 billion since the start of the pandemic, and delivering the improvements our customers want to see. For me the business plan is about how we improve things so we get the basics right. We are listening to our customers and investing in

things like Wi-Fi, working hard on accessibility and safeguarding. These will create positive impacts from which SWR customers will benefit.”

Notable commitments set out in SWR’s 2022/3 business plan include:

Rolling out live train occupancy information on the class 444, 450 and 15X fleets;

Boosting Wi-Fi provision across the fleet, introducing superfast connections in some locations;

Delivering a comprehensive package of station improvements, including toilets, waiting rooms, benches, and anti-trespass measures;

A package of station accessibility improvements including installing induction loops, accessible toilets and additional wide aisle gatelines;

Developing plans to achieve net zero; Signing up to the Armed Forces Covenant; Appointing a fraud investigation team to crack down on digital, electronic or systemic fraud.

One thing missing from the list was the Arterio trains, the new £1 billion train fleet set to transform travel across South West London, Surrey and Berkshire. The 90-strong fleet is replacing some of the network’s oldest trains, offering better reliability and performance.

Initially due to come into service towards the end of 2020, the trains include onboard Wi-Fi, at-seat charging points, air conditioning, walkthrough carriages, dedicated wheelchair spaces and fully accessible toilets across the entire suburban network for the first time.

The COVID pandemic has fundamentally changed the way we work, play and travel

Claire at the Victory Arch rededication at Waterloo station taken on 21 March 2022

Claire said: “The journey of the beautiful new trains paused through COVID and then you start the production line again, and then there was a change of manufacturer from Bombardier to Alstom, then we’ve had some challenges with software on trains.

“The next step is to get the training agreed and approved with our trade unions. Then we’ll roll out of the training, and you will start seeing them on the main line in full service.”

Post-pandemic

In recent months, SWR has seen its overall customer journeys stabilise at 70 per cent of pre-COVID levels. While off peak travel has returned strongly to 100 per cent of pre-COVID trips, commuters have been slower to return, making just 53 per cent of the peak journeys they did before the pandemic.

In light of these figures and the ongoing cost challenge facing the rail industry, SWR, Network Rail and the Department for Transport (DfT) have decided to defer the timetable changes set out in the December 2022 consultation.

Instead, SWR will continue with its current service levels in December, with a limited number of targeted interventions to optimise services where

demand has returned quickest. SWR and Network Rail will continue to monitor customer behaviour and act with agility to meet increased demand, subject to funding being agreed with the DfT.

Claire added: “While we know this will come

as a disappointment to some of our customers, we cannot justify spending taxpayers’ money on a further timetable uplift while the number of commuter journeys sit at around 50 per cent of pre-pandemic levels.

“In the rail industry we’ve got to work together to find the solution, and it’s all about the common ground. We’ve got to cut our cloth to suit the needs of our customers which are fewer than there were, and we’ve got to do that in a mature way.

“The challenge we’ve got is getting people to see it is not about job cuts and the race to the bottom, it is about right sizing now so we can grow again, and it is easy to flex back up again.”

Signing up

SWR was one of the first train operators to sign the NRC in May 2021, in place for two years, with the option for two further years. Under the contracts DfT keep the revenue and cost risk with a fixed management fee plus a performance fee based mainly on the delivery of customer-focused performance metrics.

Claire said: “The contract is based on customer needs but even away from the DfT contract it is eminently the sensible and right thing to do.

“We have got to find a way to be able to flexibly adapt to customers, but do it in a cost-effective way, and that is really challenging, because we spend so much on core infrastructure, fleet trains leasing, and staffing. You can’t flex it much to make efficiencies so how do we take ourselves from a world in which on a Monday and Friday it is quieter now, but then ramp it up when we need it?

“We have been supported by government throughout the pandemic and nobody lost their jobs, now we need to pay that back by making sure that everything we do, we are doing for the right reasons and it is as efficient as possible. We have got to do something to make sure we are fair to taxpayers but also that we give the customers a brilliant service when they travel.

Claire began her career at Heathrow Express starting out as a customer service assistant before moving on to be one of its first train drivers. Since then, she has held a range of senior leadership posts including general manager, customer service director, projects director and operations and safety director roles at several train operating companies.

Everyone working together

Claire added: “Whatever role you have in the industry it is just a role and we are a family and we’ve all got a part to play, you can’t do it without one piece of the jigsaw.”

“That’s how I run this business, it is not about hierarchy, it is about everyone’s role within it. You can’t just have that CV and experience in various roles and then sit in your ivory tower and expect that to be enough. You’ve got to get around and about on the patch and talk to people.

“It doesn’t have to be dramatic, it just needs to be working together and coming up with some really good innovative flexible solutions. We need to make the railway really diverse for people and I think things like flexible working, part-time hours, will be more attractive to people. This is a time when it can work in our benefit to do things slightly differently.”

“It’s that upside-down triangle, we are at the bottom holding up our team who are on the frontline delivering for the customers, and if we can’t be there for them, we shouldn’t be in our roles. You can have a varied background and CV, but if you’re not out there and don’t talk to people as humans then you’re just a name on a name badge, you’re nobody to them.”

We have got to find a way to be able to flexibly adapt to customers, but do it in a cost-effective way

events – by Antoinette Stevenson, Sales and Marketing Manager at Jobson James Rail

Commercial Support from RIN Events

The Jobson James Rail team provides networking opportunities and commercial support at our Rail Infrastructure Networking (RIN) events.

These were created to help infrastructure supply chain companies market themselves at a not-for-profit event to showcase their services to major buyers at affordable cost.

At our RIN Derby event in September 2022, we had 87 exhibitors, welcomed 440 rail professionals through the door representing 264 railway infrastructure companies, and we arranged 58 Meet the Buyer appointments.

Our RIN York event will take

place on Thursday 17 November 2022 and is likely to be a sell-out.

Antoinette Stevenson, Sales and Marketing manager at Jobson James Rail, the organiser and creator of RIN, explained: “RIN events are table-top networking events free for

registered visitors, but most companies get far more value from exhibiting. Exhibitors can apply for our Meet the Buyer where they can enjoy 15-minute face-to-face personal procurement interviews with major buyers.

“At York, we will have senior procurement managers from Alstom, AmcoGiffen, J Murphy & Sons, Story Contracting and more. Some of our exhibitors have been waiting years to access these major buyers and we can help by arranging these meetings at the show.”

For a small exhibitor fee of just £275 plus vat, exhibitors get a two-metre table, tablecloth, power

socket, free tea, coffee and hot breakfast rolls.

Antoinette added: “The success of RIN is clearly down to the hundreds of rail industry professionals who support it, coming together from far and wide to create genuine sales opportunities in a friendly, supportive, and collaborative culture.”

RIN events are very good value because organiser Jobson James Rail is the insurance broker to the rail industry, not a profitorientated national event organiser, hence the low exhibitor fees.

See full details at www.rinevents.co.uk

Antoinette Stevenson, Sales and Marketing Manager at Jobson James

Meet the buyer event marks milestone in GCRE journey

The next stage in the process of constructing the exciting Global Centre of Rail Excellence (GCRE) will take place on 2 November with a ‘meet the buyer’ event in Cardiff.

GCRE is inviting prospective supply chain partners and suppliers to the event to find out more about the contracts, which are expected to be worth in the region of £250 million.

Spanning the former Nant Helen opencast site and Onllwyn Washery in Neath Port Talbot and Powys, South Wales, GCRE will feature the UK’s first net zero railway and become the ‘one-stop shop’ for railway innovation, from research and development, through testing, verification and certification, to applied innovation on main line passenger and freight railways.

The facility will include two 25KV electrified test loops, one being a 4.5-mile (6.9km) highspeed rolling stock track with a maximum speed of around 110mph (180km/h) and the other a 2.8-mile (4km), 40mph (60km/h) test track.

A formal procurement process, or processes, for the GCRE project are expected to commence early next year. This may potentially include works associated with passive rail systems including, but not limited to, permanent way, overhead line electrification, civils works etc and active rail systems including, but not limited to, signalling, SCADA, power and telecoms, fencing, depot and buildings related requirements along with the bulk purchase of materials.

Opportunities

Kelly Warburton, GCRE chief commercial officer, said: “This is an invitation to those interested in being part of the wider team that will deliver this transformational project. We’re beginning early consultation with prospective suppliers about the opportunities, to discuss current thinking and set out our plans to deliver a modern and dynamic test facility for international rail innovation with leading-edge research and development facilities.

“GCRE has the potential to transform the railway industry in the UK and across Europe and we want the supply chain to be part of this

with a real focus on collaboration and a genuine sense of partnership. There will be plenty of opportunities to engage and be part of our journey. Beginning the discussions now will help suppliers to introduce themselves to our team and understand the opportunities available.”

will be moved from storage at MoD Bicester to Wales next year when the site’s commercial rolling stock storage facility becomes available to the wider market. The trains will be used as part of the GCRE research and innovation offer and will be available to the industry as test train ‘mules’ available to test European Train Control System (ETCS), novel train control, traction and suspension and many other railway innovations for the industry.

In the loop

The shorter loop at the site will be dedicated primarily to infrastructure testing, where heavy passenger and/or freight trains, including the Class 360s,will operate for 16 hours a day, five days a week to provide the 20 MGT/60,000 axle passes ‘load’ on the infrastructure loop.

A further development for GCRE is the purchase of three five-car Siemens Class 360/2s from Rail Operations Group.

The trains, which are less than 20 years old,

Welsh government economy minister Vaughan Gething said: “The acquisition of a fleet of electric trains is a significant milestone in establishing the Global Centre for Rail Excellence in the Dulais and Upper Swansea Valleys.

Supply chain partners and suppliers invited to find out more about opportunities worth around £250 million

GCRE has the potential to transform the railway industry in the UK and across Europe

“Once established, this facility will provide a raft of vital services, research, development and innovation to us in Wales and partners across these islands and the world.”

Announcing the purchase, Andy Doherty, GCRE chief technical said: “GCRE is strategically important for the whole UK rail industry.

“Our target is to enable high Technology Readiness Level testing within an extreme environment, becoming the ‘one stop shop’ for railway innovation with state-of-the-art rolling stock testing, infrastructure testing and storage and maintenance.

“Importantly, we will also enable the rail industry to lower carbon emissions, improve reliability and enhance the customer experience for all of the UK.”

Research and development

GCRE will provide state-of-the-art rolling stock testing, infrastructure testing and storage and maintenance for both the British and international rail industries.

Established in 2021, GCRE is a wholly owned subsidiary of the Welsh government with an initial commitment of £50 million.

The UK government is expected to confirm a

further £8 million for research and development along with capital funding of £20 million. An investment prospectus designed to attract private funding for the project is also in development ready to launch this year.

As well as the test tracks, other facilities at the site will include a dual-platform test environment, rolling stock storage and maintenance facilities, operations and control offices, staff accommodation, shunting staff

facilities and connections to the nearby main line. There will also be state-of-the art secure testing environments; equipment, systems and communications development facilities.

Education, training, visitor and conference facilities and an industrial development zone are all envisaged in the wider site.

Registration details for the 2 November event can be found at https://directory. railbusinessdaily.com/directory/gcre/

Take

wherever you go

Rail reform and why now is the time for a freight revolution

“T he current pace of change within UK rail is too slow and unsustainable. Much of this is driven by a misconception that change is too complex and expensive. This is simply wrong.”

That is the message from transportation consultant Edward Johnson from Fishbone Solutions, and Karl Watts, group president at Rail Operations (UK), who have co-written a paper entitled ‘Rail reform and why now is the time for a freight revolution’.

“The industry needs to empower itself with longer-term visions, strategies, funded plans and investments to change the industry structure permanently, allowing a more flexible and futureproof railway to be developed that works seamlessly for our customers,” said Karl.

“The industry is going through its biggest change since privatisation and we can either sit back and hang around and see what the industry comes up with, or we can be more progressive and think about what we want from the railway of the future.

“The paper we’ve produced shows that we have gone for the latter, playing our role in shaping the future.”

Karl and Edward have attempted to forecast the possible shape of the industry today, in five years and in 30 years, with their suggestions formed around the following principles:

1. Sustainability for all – environmental, sustainable, social responsibility built into business as usual.

2. Multi-mode access – allow the rail infrastructure to be utilised as a dual-function dynamic system, with the ability to be used by both rail and road vehicles, to complement rather than compete.

3. Carbon negative – become the only true carbon negative transportation mode.

4. Dimensional – develop the railway as part of a total transport solution where road, rail, air and maritime are seamlessly integrated for the customer.

5. Adaptive railway – change the railway systems and processes to become as easy to use as road, air and maritime.

6. Collective industry leadership – plan and lead. Through the use of more collaborative industry forums to create a 30-year industry owned and led strategic plan.

Changing industry

Karl said: “The industry has to change if we are serious about things like decarbonisation, driving modal shift, growing freight and getting people out of cars.

“To achieve that the industry needs to empower itself with longer-term visions, strategies, funded plans and investments to change the industry structure permanently, allowing a more flexible and future-proof railway to be developed that works seamlessly for our customers.

Karl Watts, group president at Rail Operations (UK), discusses a paper he has cowritten with transportation consultant Edward Johnson, which highlights a need for the rail freight industry to modernise

The industry needs to empower itself with longer-term visions, strategies, funded plans and investments

Edward Johnson (left) and Karl Watts (right)

Freight

“If rail is to continue to play a serious part in supporting the UK economy and drive down UK transport carbon emissions, the entire rail operating platform needs radical change.”

The paper highlights full collaboration as key with the removal of counterproductive and expensive processes, forums and regulatory bodies also required.

It says the supply chain can find itself stifled, frustrated and often prevented from innovating.

No better time than now Rail Operations (UK) was founded in 2013 and is the parent company of Rail Operations Group, Traxion and Orion High Speed Logistics.

Karl said: “I don’t think there’s been a better time for change. We’ve got all this high-profile narrative with everything from the WilliamsShapps Plan for Rail, the Department for Transport’s Decarbonising Transport paper and Network Rail’s Traction Decarbonisation Network Strategy.

“All these papers talk a good fight and we’re going to see targets embedded in legislation. The government is committed to support the industry, so there is a lot of rhetoric out there, it is what we do that is the critical thing.”

The purpose of the paper is to stimulate dynamic and creative thinking, developing a series of collaborative initiatives for innovation and investment and solving the longer-term challenges facing the rail industry.

service offerings to create a revolutionised rail freight sector that can deliver increased levels of economic, environmental and social benefit for our customers.

“We believe that without change, the threat from other transportation modes will supersede any railway initiatives due to the pace of this change.

“Customers are very demanding, they require flexibility, reliability, value and prioritisation as a minimum but are increasingly looking for partners to deliver their individual visions. Our feeling is the industry is not matching the pace of customer change.

Rail Operations (UK) and Fishbone, as industry stakeholders, have first-hand experience of the challenges and a track record in innovating to resolve them.

Karl said: “We have structured our thinking around these industry challenges by understanding the industry today, in five years and in 30 years.

“As independent small and medium enterprises we believe in this revolution so strongly we are investing our own business capital to develop our propositions and change the nature of our

“That being said, the industry is working very hard to change. Many current initiatives are exciting and will provide industry and customer benefits, these must be encouraged, supported and most importantly delivered. However, if they are not part of a wider strategy and vision, they will not benefit stakeholders and customers and will not change the industry future.”

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I don’t think there’s been a better time for change

News in brief

Green light for Dudley bus and Metro interchange

The £24 million development of a new Dudley Interchange station has achieved another major milestone after securing full planning permission. Partners in the scheme, Transport for West Midlands and Dudley Council, will now move onto the next stages including securing remaining parcels of land and finalising the detailed designs to appointing a construction contractor, before building work can begin. The project will see the existing 1986-built bus station, the oldest in the West Midlands, demolished to make way for a modern bus and Metro tram interchange allowing passengers to seamlessly move between services.

Stadler launches two new train fleets for Wales

Two new fleets destined for Transport for Wales (TfW) have been officially unveiled at InnoTrans, Berlin. One of the 36 Citylink vehicles ordered by TfW was displayed last month. The Class 398 is a tram-train that can operate on both train and main line networks. The TfW Class 398 is also equipped with a battery for the first time, enabling use on non-electrified lines, and therefore underscores Stadler’s strong environmental credentials and commitment to decarbonisation. They will operate on the South Wales Metro lines.

Northern reveals dangerous attacks

Trains operated by Northern were the target of almost 70 dangerous attacks in the past 12 months. Since August 2021, its services across the North of England were struck by 42 bricks, stones and rocks thrown from bridges and railway embankments. Its carriages also collided with 27 ‘substantial items’ including shopping trollies, pushchairs and bikes deliberately placed on the track.

Thousands of rail employees keep services running for mourners

The chief executive of Network Rail has praised the rail industry for its efforts in transporting thousands of passengers to London to pay their respects to the Queen.

Andrew Haines was among those attending Her Majesty’s funeral at Westminster Abbey, saying he was representing the thousands of people who work at Network Rail.

Posting on his LinkedIn account on the day of the funeral, he said: “Today we said goodbye and across the railway there are thousands of employees working diligently to keeping services running smoothly.

“I would like to once again thank them all for their efforts and for their care to the public during this period of sorrow.”

Andrew said the Queen was a fan of the railway, at countless points during her 70-year reign visiting the railway or using her Royal Train to travel to events. Just this year, she visited London Paddington station to officially open the Elizabeth line.

“Throughout her life, she has witnessed our railways transform and pioneer, from the age of steam to the electric and high-speed railways we build today,” his post continued.

“Right across Network Rail and our railway family, there will be colleagues who will look up and be inspired by her spirit and the legacy left by her devotion to duty – I count myself as one of those people.”

Ahead of the funeral, train operators were tested by the thousands of people visiting London for the Lying-in-State. On Friday 16 September, Transport for London saw 3.02 million Tube journeys across the capital – up nine per cent compared to the previous Friday and concentrated in central London, and around 72 per cent of prepandemic levels.

Train operators LNER and CrossCountry also created special overnight waiting areas for those attending the Lying-in-State in both London and Edinburgh and unable to get back home.

A Rail Delivery Group spokesperson said: “We are extremely proud of the efforts made by colleagues across the entire rail industry during the mourning period for Her Majesty the Queen.

“As the country came together to pay tribute to our late monarch, railway staff did an incredible job helping to deliver commemorations and events throughout Britain.”

Giant HS2 TBM cutterhead makes journey back to start second dig in Warwickshire

Anight-time operation in Warwickshire has been undertaken to take HS2 Ltd tunnel boring machine (TBM) Dorothy back to Long Itchington Wood Tunnel north portal.

The 160-tonne cutterhead was moved upright on a 12 metre-long, 48-wheel self-propelled trailer (SPT) on its 2.5-mile journey and once reassembled, Dorothy will start its second tunnel bore later this year. After HS2’s first tunnel breakthrough by Dorothy at the south portal site in July this year,

the front part of the TBM has been dismantled and transported back to the tunnel’s north portal in a 24/7 operation, managed by the plant and logistics team at HS2’s contractor Balfour Beatty VINCI (BBV).

The cutterhead, which features a 10-metre diameter, was moved during the night of 21 September. Standing upright on the SPT, it was transported from the south portal site, along the A425, through the village of Ufton and onto HS2’s north portal site.

The TBM’s 120-tonne tail skin,

also 10 metres in diameter, was also moved in the same operation. The journey took 180 minutes, with the loads arriving at their destination at 03:00 hours on 22 September.

Tom Comer, Balfour Beatty VINCI’s logistics manager, said: “We worked closely with the local authority, Warwickshire Police and British Transport Police, and would like to thank them for helping us ensure a safe operation, carried out at night to minimise disruption to the local community as much as possible.”

Image: Network Rail

Next important milestone in the H2goesRail project

“Hydrogen belongs to the future of mobility.” That was the message from Dr Richard Lutz, chief executive officer of Deutsche Bahn (DB) when he took a ride in the Mireo Plus H and tested the mobile fuelling station for the first time.

The event was held at the Siemens Test and Validation Center in Wegberg-Wildenrath, North Rhine-Westphalia.

The plan is that hydrogen technology will replace diesel-powered trainsets in regional transport in the future and make a significant contribution to phasing out diesel fuel.

Hydrogen trains are a particularly climatefriendly drive technology since they operate emission-free with green hydrogen and emit only water vapour.

Roland Busch, chief executive of Siemens AG, said: “We are taking a decisive step with our partners toward the future of climate-neutral transport.

Fast refuelling

“The new Mireo Plus H train emits nothing but water. It has a range of around 1,000km, can reach speeds of up to 160km per hour, and can be refuelled quickly. Over its service life of 30 years, a single train will save up to 45,000 tons of CO2 emissions compared to travel by car.”

The project is being funded with €13.74 million by the Federal Ministry for Digital and Transport as part of the National Innovation Program for Hydrogen and Fuel Cell Technology.

One key factor needed to make hydrogen technology competitive with diesel fuel in daily operation is a fast refuelling process. To provide this DB has developed a new method that, for the first time, enables a hydrogen train to be refuelled as fast as a diesel-powered train.

This is especially important considering the closely timed scheduling of DB’s regional passenger service. Hydrogen for the trains will be produced in Tübingen by DB Energy with green electricity taken directly from the overhead power line.

Dr Lutz said: “Our goal is clear: We plan for Deutsche Bahn to be climate-neutral by 2040. And one key lever here is bidding farewell to diesel fuel.

“With our development of a mobile hydrogen fuelling station and its associated maintenance infrastructure, we at Deutsche Bahn are once again showcasing outstanding and innovative drive technologies and demonstrating how climate-neutral mobility of tomorrow will work.”

200,000km). The Mireo Plus H will begin test runs in Baden-Württemberg in 2023.

As of 2024, it will be under way in regular passenger service for the H2goesRail project, operating between Tübingen, Horb and Pforzheim and replacing a diesel railcar currently in use on that route.

Innovative power

Hartmut Höppner, State Secretary in the Federal Ministry for Digital and Transport, said: “Hydrogen technology has the potential to make sectors of mobility CO2-neutral. This is a milestone for climate protection.

“The H2goesRail project demonstrates the innovative power that is being driven by the funding programs of the Federal Ministry for Digital and Transport in the field of alternative drives.

On the route between Tübingen and Pforzheim, for example, switching from diesel to the H2goesRail project train will save around 330 tons of CO2 emissions a year.

In general, and depending on the route, the Mireo Plus H can save 520 tons of emissions per year (calculated on a total mileage of

“We support the transfer from research and development to marketable products that is helping accelerate technological progress and creating the prerequisites for tomorrow’s climate-friendly mobility.

“Our goal is to develop and promote modern, quiet and climate-friendly mobility.”

Image: Siemens

Rail Director was invited to Germany to witness Siemens and Deutsche Bahn test their hydrogen train and mobile fuelling station for the first time

Hydrogen technology has the potential to make sectors of mobility CO2-neutral

You know we make troughing.

But our rail solutions don’t stop there.

When it comes to manufacturing concrete for the rail industry, Anderton go a lot further. Our cost effective, bespoke concrete offering means a client’s very own concept can be both designed and built in-house at the Anderton factory.

With a proven track record for bespoke solutions, our experienced team has successfully completed projects this year for Feltham Resignalling, Werrington Separation, Durham Coast and Birmingham New Street to name but a few. What’s more, our own on-site mould manufacturing facilities ensures quicker lead-times, better availability and saves you time on site.

So, if you’re thinking bespoke, speak to Anderton.

New software reducing delays due to train faults on Greater Anglia trains

Greater Anglia is nearing the end of its ambitious programme of replacing every single train in its fleet with 191 new trains – the largest wholescale fleet replacement in recent rail history.

Getting new trains is not just about the trains –there is everything around the edges to consider as well, from installing new signs along the track for drivers, to changing the locations of benches on stations, and training drivers, conductors and station staff.

Improved toolset

For Greater Anglia, another important facet of the new trains programme was developing its existing Decision Support Tool (DST) to capture all the possible faults and failure modes of its new trains so that any delays as a result of faults could be remedied as quickly as possible.

Greater Anglia is replacing its old trains with Stadler Class 745s electric trains and Class 755 bi-modes – powered by 25kV overhead wires and diesel – and Alstom Class 720 electric trains. All the Stadler trains are now in service, with the last Alstom trains due to be in service by next summer.

Martin Beable, the company’s engineering director, said: “With the introduction of the new trains, it became clear that nobody had the experience or knowledge related to remote fault finding. In addition, train performance risk is at its highest when the trains are new – especially the Stadler FLIRT fleet, which was the first of its type in the UK.

“With new trains, new failure modes are identified on a weekly, or sometimes even on a daily basis. While briefing documents were being created for train crew and shared with control staff, with new learnings each day, briefings would never be enough. It would have been planning to fail if we had expected crew and control room staff to hold multiple new briefs in their heads and then deploy

them seamlessly at some point in the future.

“Instead we have embraced our DST to be at the centre of our strategy for performance improvement.”

The DST is used by technicians in the company’s control centre in Romford if a driver rings in to say there is a fault on their train and describes the problem.

Martin Beable, Greater Anglia’s engineering director, discusses the new tool in its arsenal to reduce delays

Technicians use the intuitive software to click through to a set of questions relating to the symptoms of the problem that is being described to them. The software then identifies, in an easy step-by-step way, the actions to get the train on the move again. A countdown timer within the software automatically starts running, counting down from 10 minutes to zero, giving a clear indication of when further action needs to begin, such as isolating systems to get the train on the move again.

The software, developed by IQM Software, receives information from both Greater Anglia and the Stadler team about any new issues or faults which develop, to get services on the move even quicker in the future. The company is now expanding it to use for its Alstom fleet.

Martin added: “Alstom and Stadler are commercially incentivised to improve the base reliability of the fleet, whereas we are the professional operators. We can play a major role in ensuring that in-service lessons learned are captured quickly and put into an easy to navigate format to get us to the right answer quickly, should a fault reoccur.”

Increasing our knowledge

Most train operating companies carry out SPIRs (Significant Performance Incident Reviews), but Martin said: “We don’t accept that learnings only come from big incidents. Instead, we have introduced both OPIRs (Ordinary Performance Incident Reviews) and IPIRs (Initial Performance Incident Reviews), which means that for almost every incident we assess it, we work out if we could have improved our handling and update the DST accordingly.”

Greater Anglia has added in new failure modes, improved the diagnostics, improved the clarity of wording, identified training needs and even changed some of the crew tools as a result of this virtuous circle. It now has one of the lowest DPI (Delay Per technical Incident)

records in the country. The company is now working with IQM Software to evolve the DST further.

Version 2 of the DST will be deployed before the end of the year. This brings further improvements such as a ‘dynamic timeline’ to make sure the team are hitting their target fix time as well as the timely removal of the train if the fault cannot be rectifiable in service.

It will also allow Greater Anglia to report

the incident management data directly into Microsoft’s Power BI. This will enable a better understanding of how well each incident is dealt with – such that Greater Anglia can seek to assess and continually improve its response.

Shared knowledge

In addition, Greater Anglia’s work is also set to benefit other train companies. Alstom now uses the DST as its own repository for Class 720 faults and Greater Anglia has recently offered to share the database with other, future Aventra users.

Thibaut Decré, IQM Software’s head of strategy, said: “It has been great to work with Greater Anglia in its effort to double down on improving essential software to its operation, including our system: TEAM.

Working with a team with such a clear vision and quick decision-making allows us to quickly achieve great results, and we’re looking forward to remaining a strategic partner for Greater Anglia’s digital strategy.”

Image: Greater Anglia

At the forefront of key rail sectors

The business offers bespoke project managed solutions for the rail industry across five key sectors: railway projects, train presentation, support services, facilities management and security provision.

It is not by chance that EnPro is active in these areas as its offering evolved from the needs and requirements of various customers when delivering to third-party sites. Additional infrastructure is often required to undertake the work needed, and examples of local infrastructure work carried out includes electrical installations, drainage, fuel points, waste streaming and installation of welfare facilities. Furthermore, EnPro’s facilities management teams can conduct standalone projects as well as facilitate ongoing maintenance of depot infrastructure.

Quality service delivery

EnPro’s culture is built on the consistent delivery of a quality service, with its teams striving to meet customer requirements. These are delivered via innovative and sustainable solutions, with EnPro offering a ‘can-do’ attitude to most situations, enabling it to build relationships through trust and collaborative working. There is a constant process to identify, define and optimise benefits for all parties.

Projects undertaken by EnPro have included fleet modifications, fitting CCTV to locomotives and carrying out deep cleaning for entire train fleets. EnPro was contracted by GB Railfreight to keep cabs clean and safe on more than 100 locomotives during the height of the COVID-19 pandemic. This was undertaken across the country, from Inverness to Eastleigh across a 16-month contract with 20 sites including office premises and depot facilities sanitised on a rolling 28-day cycle. Road vehicles were also treated and EnPro was able to facilitate callouts around the country within 12 hours in response to customer requirements.

At a time when costs are important to the rail industry, EnPro recognises that outsourcing services can be extremely beneficial to a business and has delivered a ‘one-stop-shop’ solution for operators. A recent example involves train presentation, bodywork corrosion and paint repairs and system installation on ScotRail trains.

This relationship also saw EnPro responsible for managing and integrating complex projects with various stakeholders including ScotRail, Network Rail and Siemens.

Because the freight yard did not have the required machinery for the train, EnPro sourced and provided the necessary equipment to ensure the necessary waste transfer was completed.

Upgrade programme

Another major project in Scotland was the delivery of the GSM-R radio upgrade programme across all fleets. This involved the control of float, logistics and installation from Inverness to the Central Belt.

During the high-profile COP26 conference held in Glasgow at the start of November 2021, SNC-Lavalin contracted EnPro to supply Controlled Emission Toilet (CET) extraction and water tanking services at Mossend freight depot on behalf of rolling stock leasing company Porterbrook which was demonstrating its HydroFLEX train at the event.

Indeed, the majority of the EnPro workforce typically operates at third-party sites across Britain and setting up new operations has been key to the business from its very inception, with the primary consideration being health and safety when mobilising and delivering projects. This is underpinned by the company’s management support who can deliver to tight timescales and have experience of installing temporary facilities at various sites within a matter of days.

EnPro is at the forefront of five key rail sectors and has a proven track record of delivery. To find out how they can help your business, visit https://enprogroup.co.uk

Established in 2017 by career railway professionals Craig Speed and Daniel Cartwright, EnPro is going from strength to strength with the opening of a new office in Scotland and a planned recruitment drive

“EnPro’s culture is built on the consistent delivery of a quality service, with its teams striving to meet customer requirements”

Daniel Cartwright (left) and Craig Speed (right)

Avanti West Coast placed on short-term contract

The Department for Transport (DfT) has placed Avanti West Coast on a shortterm contract and challenged it to deliver the urgent increase in services required.

Over the past few months, Avanti has seen major operational issues primarily caused by a shortage of available drivers. Nearly 100 additional drivers will have entered formal service this year between April and December.

This has meant the company has begun to add more services as new drivers and those who need retraining become available to work. They have also added extra trains on its key LondonManchester and London-Birmingham routes, bringing service levels closer to normal running.

With Avanti’s previous contract coming to an end, the short-term extension will see it continue to run services on the route until 1 April 2023. This window is designed to provide Avanti with the opportunity to improve its services. The government will then consider Avanti’s performance while finalising a National Rail Contract that will have a renewed focus on resilience of train services and continuity for passengers.

Alongside rolling ahead with training new drivers, Avanti’s service improvement plans include:

The successful delivery of its timetable recovery plan and a significant, sustained and reliable increase from about 180 trains per day to 264 trains per day on weekdays as new and retrained drivers become available;

Continuing to deliver on its traincrew recruitment and plans to reduce reliance on rest day working to operate services; extending booking options for passengers, making the full range of tickets available as early as possible.

Transport Secretary Anne-Marie Trevelyan said: “We need train services which are reliable and resilient to modern day life. Services on Avanti have been unacceptable and while the company has taken positive steps to get more trains moving, it must do more to deliver certainty of service to its passengers.

“We have agreed a six-month extension to Avanti to assess whether it is capable of running this crucial route to a standard passengers deserve and expect.”

The DfT says problems facing Avanti over recent weeks stem from old working practices that mean shifts are often covered by existing drivers volunteering to work above their 35 contracted hours.

This antiquated practice shows just how urgent it is for us to modernise our railways, so passengers benefit from reliable services that don’t rely on the goodwill of drivers volunteering to work overtime.

Graham Sutherland, FirstGroup chief executive officer, said: “We are committed to working closely with government and our partners across the industry to deliver a successful railway that serves the needs of our customers and communities.

“Today’s agreement allows our team at Avanti West Coast to sustain their focus on delivering their robust plan to restore services to the levels that passengers rightly expect.”

Meanwhile, the Office of Rail and Road (ORR) has gained assurances from Avanti

West Coast that it will return to providing timetables at least six weeks in advance of travel.

This will provide some comfort for passengers who have faced uncertainty in the past few months due to very short-term confirmation of timetables – in some cases as little as 48 hours ahead of travel for weekends.

A credible plan

Stephanie Tobyn, director of strategy, policy and reform at ORR said: “We challenged Avanti under their licence condition with ORR, that requires the provision of appropriate, accurate and timely information to passengers to plan and make their journeys.

“We believe their resulting plan is credible and appropriately ambitious given the interactions with planned engineering work and with the biannual industry-wide major timetable change in December.

“We will continue to review Avanti’s progress on a weekly basis and work closely with Transport Focus who are monitoring the passenger experience of the reduced timetable.”

Graham Sutherland, FirstGroup chief executive, said the agreement allows the team to sustain focus on delivering the robust plan to restore services

Collaboration is a mindset

Collaboration is a much-used word and yet is one that is often interpreted incorrectly. Some see it as simply regular communication with others, some see it as having an effective relationship, but true collaboration is much more than this.

Collaboration is a mindset: being curious and open to learning, wanting to work closely with others, leveraging ideas, and challenging thoughts in a productive way to truly solve problems and drive value for all.

This can only be achieved through strong relationships. Relationships which have been given time to build trust, to understand each other’s differences and to identify where and how they can help each other do more.

There are some great examples of collaboration within the rail industry, and also some examples where improvements could be made.

Successful collaborations are often due to the relationships that exist between the parties involved, often in spite of the contracts that are in place.

Those that tend to be less successful are ones that are typically more reliant on contracts and incentives designed to act as a ‘carrot and stick’ rather than be mutually beneficial.

Delivering rail reform

The delivery of rail reform will not be easy, there are few in the industry that are not impacted by it, and differing views and objectives exist. There will be a need for true collaboration on many levels, as there are many challenges to solve.

An example of this is the partnerships between Great British Railways and the local authorities. These will be hugely important to the delivery of services to passengers through local decisionmaking and the provision of an integrated public transport system. Strong relationships will need to be built and a collaborative approach to working together embedded – a relationship of equals, in order to create an environment where ‘two plus two is greater than four’. This requires understanding each other’s perspectives and potentially moving to meet each other in ways not considered previously. It doesn’t necessarily mean equal power or joint decision-making but it does mean equal respect and trust.

There will need to be a willing and open approach adopted across the industry to achieve reform. This might mean being open to changing one’s view of a situation or party involved. Challenges should also not be tackled in silos – diverse views should be proactively sought from across the industry.

We have a once-in-a-generation chance to change the railway, but to do that the great minds within the industry need to work together so that the best solutions are found.

There are three key things that need to be true to support this:

Building strong relationships takes time and effort and that should not be underestimated – trusting relationships are what really make collaboration work;

Identifying and demonstrating behaviours which build trust and a willingness to listen;

Contracts and incentives must not actively put barriers in place to stop individuals building relationships and working together.

The industry will need a mindset shift to achieve the benefits of a more collaborative approach.

Grant Thornton’s Public Services Advisory team has significant experience in providing support across the transport sector, including supporting considering collaborative approaches, and enabling clients to adopt an approach that really does break down barriers and achieve results.

Visit grantthornton.co.uk/ for more details

Jason Hurst and Marianne Kilpatrick, of Grant Thornton UK LLP’s Public Services Advisory team, consider the importance of collaboration in achieving rail reform

We have a once-in-ageneration chance to change the railway

Jason Hurst (left) and Marianne Kilpatrick (right)

Enabling the rail the industry to flourish with digital cooperation

Maintenance costs, asset downtime, and functional failures are some of the costliest events facing the rail industry. Technology that enables the secure, selective sharing of information about assets and their operating environment across enterprise boundaries is vital in delivering the right insights to the right individuals at the right time.

That is the vision of IOTICS, enablers of digital cooperation, whose product generates flourishing ecosystems built on information that is accessible, interoperable and reusable. The product, IOTICSpace, creates an extensible network, or mesh, of Digital Twins that dynamically share, use and reuse data, in real-time, at scale.

Sophie Peachey, Head of Customer Success, said: “We have a platform that enables enterprises to securely, selectively, share information about assets, infrastructure, and operating environment, which is so critical across the rail industry.

“The sector is going through massive transformation. As part of that transformation there is a big focus within the whole industry strategic plan around the industry coming together as an ecosystem and working together better. In an information-rich, but fragmented industry, working together better has to include the ability to cooperate, sharing data about assets with multiple parties without comprising security or control.”

Sophie said: “Our partners and customers are learning in fleets at scale, looking at the challenges around sustainability, ESG reporting (in particular the monitoring and management of Scope 3 requirements) and the move towards a greener fleet, increased electrification and new fuel types.

Sharing information

Recently, Porterbrook used IOTICS to demonstrate how entirely new services could be delivered by Porterbrook, flexibly sharing contextualised data generated by its fleet of trains. IOTICS enabled Porterbrook to cooperate with OpenTrainTimes as a service developer, initially sharing with it just two of the data sources the trains had available – identifying number and their GPS location.

“To add context to information available via IOTICSpace, OpenTrainTimes used an algorithm to match the train’s position with its head code so that the train’s information was now augmented with details of the service it was running,” said Sophie.

“This can then be made available for others to use and augment further, increasing understanding of each train and its activity. IOTICS’ unique digital architecture enables web-like service development.”

In IOTICSpace each stakeholder has their own space, sharing information with whom they like how they like. Sophie said: “Our FAIR (Findable, Accessible, Interoperable, and Reusable) approach to data through its lifecycle, provides an easily scalable framework where users are enabled to create a new economy of flourishing digital services.”

Visit www.iotics.com for more details.

Sophie Peachey, Head of Customer Success at IOTICS, discusses the product that enables companies to digitally co-operate, sharing understanding of assets, securely and flexibly

Driving Northern’s long-term environmental sustainability

Mike Roe is committed to ensuring Northern is leading the way in decarbonising the rail economy and minimising its environmental impacts.

He is responsible for driving forward environmental initiatives and promoting the safety of customers and colleagues at the train operator.

“We are committed to being the train operating company making the most positive contribution to environmental sustainability,” said Mike, Northern’s safety and environment director.

“To help us achieve this, we operate an environmental and energy management system across the whole of Northern, which ensures we harness opportunities to enhance and protect the environments we influence and control.”

Spanning the North

It is no easy feat. Northern is the second largest train operator in the country, with nearly 2,000 services a day to more than 500 stations across the north of England.

But that doesn’t daunt Mike, who is leading the way in collaborating with employees, the relevant trade unions and its suppliers in finding innovative solutions that help employees and customers reduce their impact on the environment.

“We have a big environmental agenda and we can really affect the environmental performance and sustainability of the railway and its ultimate decarbonisation. Coming out of COVID and as passenger numbers are recovering, it is a real springboard opportunity to do even more.

Public awareness

“The public are more aware when it comes to the climate, how we treat the environment, and that rail is a green alternative, and it is up to us to show that we don’t just sit on our laurels, but do more and more to further make positive impacts moving forward.

“The team we’ve got at Northern is always on the lookout for new initiatives and technology and how they can be applied within the train operating company and within the railway environment in the areas we operate in.”

“It is important we lead on sustainability and environmental aspects, particularly taking into account our geographic size and the fact we have a large customer-facing role,” said Mike, who joined Northern in November 2020.

Among the measures includes ‘waste standardisation’, which involves the use of colour coded bins and skips in all of its traincare centres to ensure waste is consistently disposed of correctly.

Mike Roe, safety and environment director at Northern, on putting the environment at the top of the agenda

We are committed to being the train operating company making the most positive contribution to environmental sustainability

Transforming lost and found for public transport

Earlier on this year, customers were encouraged to recycle their waste at the end of their journey, particularly when it came to newspapers as part of the ‘When It’s Read, It’s Blue’ campaign.

Mike said: “We’ve got some real challenges when it comes to hitting the 70 per cent recycling rate target. We collect a lot of waste at our stations, trains and through our traincare centres, so it is vital we get those waste streams right.

“The big challenges around stations is making sure we’ve got clean waste that can be sent for recycling, because a lot of waste comes in which potentially can get contaminated with foods and liquids. One of our schemes is ‘When It’s Read, It’s Blue’, that is getting the waste segregated at source and encouraging our customers to do the same. Newspapers are a good example of this and other dry packaging to separate that out into the blue containers and put any contaminated waste into the general container.

We’ve got that running at 10 of our larger stations and we’ll be rolling that out further across other stations too.”

Rolling out efficiency

Mike added: “We also look to segregate waste when we collect it off trains as well, with our train presentation teams using different bags for different types of waste.”

In the North East, Northern has partnered with BIFFA to track waste levels so that collections are organised in the most efficient way, a pilot that will be getting rolled out across the rest of the network.

“These involve sensors inside the large wheel commercial bins which we have at our stations,” said Mike. “In the past these would be emptied on a time basis whether the bin was empty or full.

“These bin sensors provide feedback on the status of the bins. The sensors work through an algorithm so they learn the behaviours of how these bins get emptied and how they fill up and therefore the collection of them can be tied into that.

“It means bins are being collected when they are full so there is a real benefit in terms of carbon mileage as well which highlights how important the carbon footprint of our suppliers is to us.

“Mapping net zero for the business is not just about what we produce, it is also what our supply chain does as well so having an intelligent and a data-driven supply chain that understands this and is working with us is really important.”

The initiatives go beyond the waste in stations and trains. In the traincare centres, everything from lighting equipment to filters are segregated at source, ensuring waste is given to its contractors in a clean and recyclable condition.

Mike, an engineer by trade who, after 20 years with British Rail, worked in director positions at Wabtec, Unipart Rail and Merseyrail before joining Northern, said: “The environment is such a big agenda we can tackle here and that really is exciting.

“For us it is having a trajectory for our carbon emissions that takes us to net zero and recognises the approach to that has got to be an improvement year by year.

“That’s not just what we recycle, but what we consume in electricity, so what are the opportunities for things like micro generation at stations.

“We’ve got large traincare centres – very large depots with big roofs – so there are really good opportunities to look at electricity generation via that route, meaning our depots become more self-sufficient in their energy needs.”

Modernisation

Mike continued: “Our fleet also has a big part to play. The future fleet for Northern will take us on an improving trajectory as we go forward and replace less efficient trains with more modern trains, and of course there is the bigger picture around that to do with electrification, which will clearly be a government-led process.”

Northern’s environmental efforts haven’t gone unnoticed. Last month the train operator was shortlisted for the National Rail Award for Environmental Excellence.

“We are really pleased to have been shortlisted and it is testament to our dynamic team who are all very much committed to the environment agenda and the decarbonisation agenda,” Mike said.

“They are all bursting with ideas, so it is great to have got the recognition particularly in light of the great strides we have made as a business in recent months.”

We also look to segregate waste when we collect it off trains as well

Keeping stations clean and tidy

Image: Northern

Northern at Chapel-en-le-Frith

Image: Northern

Experts in delivering on and off-track ground engineering solutions to the rail sector

Full end-to-end capabilities, as a trackside POS and Principal Contractor; From ground investigation, design, and temporary works through to all types of ground engineering and geotechnical solutions

A track record of 450+ completed Network Rail projects; Including over 200 stations, major electrification schemes, re-signalling projects, track bed stabilisation, slope retention, sheet piling and ground investigation

Track Bed Stabilisation is a system unique to Van Elle and is used to stabilise the track bed without the need for removing the track or ballast

Van Elle has the in house ability to design and manufacture off site, for both steel and precast concrete in our in house factories and workshops

Off site manufacturing and other modern methods of construction (MMC) has the potential to transform the delivery of construction activity

ScrewFast Foundations, the UK’s leading helical piling and steel modular company, is now part of the Van Elle Group, offering additional design and construction solutions for the rail network.

STRATA Geotechnics, part of the Van Elle group, has the expertise and specialist equipment to perform on and off track ground investigation (GI) projects for the rail network.

Spencer Group grows workforce with 14 more apprentices

Leading engineering business Spencer Group has continued to grow its workforce by taking on 14 more talented apprentices from Ron Dearing University Technical College (UTC).

Spencer Group, which is one of Ron Dearing UTC’s Founding Partners, has employed 42 apprentices from Hull’s employer-led school in just three years. The relationship between the school and one of Hull’s leading businesses has created a productive pipeline of fresh talent for the engineering industry as well as opening up exciting and rewarding opportunities for dozens of young people.

Former Ron Dearing UTC students now make up a significant proportion of the company’s workforce of more than 300 directly employed staff. The latest entry level roles include nine engineering apprentices, one mechanical apprentice, one electrical apprentice, two marketing apprentices and one scheduling apprentice.

Charlie Spencer OBE, executive chairman and founder of Spencer Group, said: “I’m delighted we’ve been able to take on so many apprentices from Ron Dearing again this year. As a growing business, it’s essential we bring in and develop young talent and that’s exactly what we’re doing with these exceptional young apprentices.

“They’ve had an outstanding experience at Ron Dearing, which has prepared them for the world of work with its employer-led model of education, and now they’ll learn from excellent mentors at Spencer Group during the next stage of their development. It’s very exciting for them – and for us.”

UK-wide reach

Spencer Group, which has its headquarters at Humber Quays on Hull Marina, is a privately owned, multi-disciplinary engineering business delivering innovative engineering and construction solutions across the UK in the rail, bridges, transport, infrastructure, materials handling, energy and industrial sectors.

The business employed 14 apprentices from Ron Dearing UTC three years ago, followed by a further five two years ago and nine last year, with many more planned for future intakes.

Yvonne Moir, HR director at Spencer Group, said: “We’re very excited to welcome 14 new apprentices and we’re so impressed with them already.

“Our previous apprentices have proven to be of a really high standard and we have no doubt the latest intake will also become valuable additions to Spencer Group.

“We became involved with the UTC at the beginning because we wanted access to a pipeline of talented young people who would develop their careers with us. Those hopes have come to fruition and our original apprentices are now excelling in permanent roles. There’s no doubt that the education and employability skills instilled in students from the moment they join Ron Dearing UTC help them to hit the ground running with us as work-ready employees.”

on site to work on projects across the UK, while the mechanical and electrical apprentices have already started work on site.

Every apprentice who secures a permanent position with Spencer Group is offered the chance to further their studies to degree level and possibly complete a master’s degree.

Harrison Ryan is looking forward to developing his skills and knowledge after joining Spencer Group as an engineering apprentice. He said: “It’s amazing to be here. Spencer Group is a brilliant company to work for and I can’t wait to get going.”

A bright future

Ellen White, who has joined as a marketing apprentice, said: “I’m so excited to start. They look after you at Spencer Group and I’m really looking forward to getting stuck in.”

Luke Blackwood has also joined as an engineering apprentice. “I’m absolutely ecstatic,” he said. “Ron Dearing was a brilliant experience. All the teachers push you to be the best you can and they treat you like an adult, which really helps the transition to the world of work.”

Existing apprentices and former Ron Dearing UTC students who have completed their apprenticeships with Spencer Group help mentor the new intake each year.

This year’s engineering apprentices will rotate around various departments before heading out

Fellow engineering apprentice Declan Longley said: “I’m really excited to be starting and to learn more about the business and the industry.”

Sarah Pashley, principal of the Ofsted ’outstanding’-rated Ron Dearing UTC, said: “We’re incredibly grateful for the ongoing support of our Founding and Employer Partners who continue to offer these exciting career opportunities.”

Charlie Spencer OBE says it is essential to bring in and develop young talent

They look after you at Spencer Group and I’m really looking forward to getting stuck in

Image: Spencer Group

Walking in the footsteps of one of the railway giants

Robin Coombes is fulfilling a true childhood dream as general manager of the Kent & East Sussex Railway (K&ESR), having first found a passion for the railways watching tank engines from the platform of Cardiff General station.

“I am loving my job, the railway and the people here; this is the real railway, the original light railway,” said Robin, who took on the role at the 10-mile railway from Tenterden to Bodiam in August, replacing Shaun Dewey.

“I’ve worked in many different fields and tackled many challenges in my career, but nothing has given me as much pleasure as being handed the opportunity to walk in the footsteps of one of the railway giants – Colonel Stephens.”

Building an empire

Colonel Stephens was a British light railway civil engineer and manager who built and managed an empire of branch rail lines, including the K&ESR – the first light railway opened in Britain under the Light Railways Act of 1896. He was appointed general manager in 1899 and managing director in 1900.

“Following Colonel Stephens is both a privilege and a responsibility that I am taking very seriously,” said Robin. “As the original light railway, K&ESR holds a very special place in both railway and preservation history, and its contribution to tourism, education, and community cohesion should not be underestimated.

“It is about looking now at what we can offer a community. It may not be a public transport system, but I still think we can be at the heart of the community as a railway station always was, provide some magic, provide some entertainment, and provide a place where people can feel good.”

Robin has more than 30 years’ experience working in both the railways and in heritage tourism, latterly as the company secretary for the Vintage Trains Group. He has also worked in construction, marketing, and advised successive governments on regional development.

“It’s like being on a long 40-year apprenticeship because I started my career off as a railway architect, later as a railway manager, and then

went and did a lot of consultancy, ran a practice, did all sorts of weird and wonderful things and then left the construction industry and started to do the things I always wanted to do,” he said.

“The emotion and the passion all took me by surprise, and I realised there was nothing really written about heritage railway governance, management, sustainability, it had simply been missed off the agenda.”

A Doctorate in heritage

A full time PhD into governance and sustainability from 2016-2021 (the first doctorate in the study of heritage railways following research at the University of Birmingham’s Centre for Rail Research and Education) saw him assisting the rail regulator Office of Rail and Road (ORR) to develop the heritage section of new industry standards.

“I always said I would put some time back into railways and ended up as independent review chairman of the West Somerset Railway Association in 2014-15 and that really was an eye opener, but one that reconnected me with my passion for rail.

The ORR subsequently adopted his ‘12 Tablets for Good Governance’ and the Rail Safety and Standards Board (RSSB) is set to roll this out to the wider rail industry.

“I graduated last December and the reason I did the PhD was because it is the process and robustness of the research which you have to prove through a process of external examination,” he said.

Robin Coombes has been appointed the new general manager at the Kent & East Sussex Railway. He describes it as a dream come true, but says challenges lay ahead

As the original light railway, K&ESR holds a very special place in both railway and preservation history, and its contribution to tourism, education

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Robin continued: “During my time in Birmingham I volunteered for Vintage Trains, starting out helping to develop a community benefit society, raising lots of money in the share subscription and then becoming company secretary of a train operating company, so at that point I was really back as a true railwayman.

“Now the general manager at K&ESR is a perfect job for me and it really is about putting my money where my mouth is. Can I demonstrate the research I’ve done into the real-world environment of a heritage railway?”

No illusions

Robin is under no illusions as to the challenges that face K&ESR and all heritage railways, looking to bounce back from the COVID pandemic, the cost of living crisis, coal shortage and recruiting new volunteers.

“If we don’t have track it doesn’t matter how many beautifully restored locos we’ve got, we haven’t got a railway; the same if we haven’t got the crews rostered, our marketing or product right, or if our infrastructure isn’t in place,” he said.

“There is simply no single magic bullet, it is managing every one of those aspects to the same level and that is the real challenge. It is all underpinned by social capital, which is all the goodwill that is built up from volunteers, donations, members, because that is what sustains heritage railways.”

Robin predicts the sector needs to find more than 10,000 volunteers and 700 directors and 150 chairs over the next decade, as well as resourcing 300 steam locomotive, 1,000 carriage overhauls and relay 100 miles of track.

“We have a lot of people who are prepared to give an awful lot for heritage railways so we can’t

be a purely commercial business because people will desert us,” he said. “It is essential to bring the next generation on and there has to be reasons for them to join their local heritage railways.

“We’ve got to think smarter especially as we go into unchartered waters. Our energy bill is going up more than three-fold so one of my priorities is to maximise revenue to the end of the year to make what I can.

His next move took him to renowned international heritage tourism and sustainability consultancy Eres, where he led landmark transformational projects both in the UK and abroad, including the 50-year masterplan for the Welsh History Museum.

Robin’s most recent role has been as a research fellow working on two heritage rail projects: the first at Birmingham University, for the reopening of the Jamaica State Railway, and the second at Northumbria University to establish the Heritage Rail Knowledge Network, funded by a grant from the National Environment Research Council.

First hand experience

“We are still recovering from COVID and on top of that the driest, hottest summer has produced its own issues, plus the cost of living crisis, all means we have to maximise revenue and go on an energy-saving purge.

“We are going to have to be flexible for next year’s plans as things unfold and we’ve got to think very hard about not just our community on the railway, but our neighbouring community. The railway needs to be more embedded into the local community and the other way around.”

Robin started his career at British Rail (BR) as an architect and project manager in the 1980s, moving into marketing for several BR networks and then transferring his skills to the National Welsh Omnibus Company.

“Taking on a job like this is not for the faint hearted and although I had written all about it, when you experience it first hand, with the range and depth of knowledge from catering and menus, to branding, to permanent way to maintenance, planning permission, insurance, safety, you name it heritage railways all cover it,” he said.

“But I am optimistic for the future. Heritage railways have an amazing ability to be resilient.

“A lot of people love heritage railways and for me the legacy is very important. I’ve been able to take my son and share the experiences that are really special to me when it comes to the railways. I want his children’s children to have those same experiences.

“Having built up this legacy we would be letting down all those pioneers and all that blood, sweat and tears if we didn’t carry it on.

“It is about heritage, nostalgia, identity, about giving people a purpose. It is about people sharing their interest and passion and ensuring we leave this legacy to the next generation.”

There is simply no single magic bullet, it is managing every one of those aspects to the same level and that is the real challenge

Driving digital asset management

“You can’t neglect your data in this digital age.” That is the message from TXM Consult’s Fiona Neoh, who is urging rail organisations to take a digital approach to their asset management.

The experienced asset and change management professional has spent more than two decades working at the likes of Heathrow and Transport for London, leading teams to embed sustainable change with lasting value.

Three months ago, she was appointed digital asset management lead at TXM Consult, leaders in exceptional levels of service, insight, strategy, innovation and solutions to deliver value and impact.

“I’m thoroughly enjoying my time at TXM with a great team and culture, and a passion to make a real difference when it comes to digital asset management,” she said.

Data as an asset

Fiona said: “Nine in 10 business leaders consider data to be a critical enabler to success and yet only a third feel they manage their data in the right way in order to achieve that. We help client organisations to identify their critical datasets and value-driving information for effective, targeted decision-making.

“Through the alignment of asset information and asset management strategies, we enable the recognition of the sub-set of data which are assets in their own right. In much the same way as it does with our physical assets, the application of asset management principles to data assets focuses our resources and investment to the areas that matter most, whether that be toward digital-twin or remote monitoring capabilities.

“Understanding what data drives you toward achieving your business objectives unlocks crucial insight into where and how to leverage digital technology and capabilities to deliver optimal value from assets.

“Quintillion bytes of data are generated every day, but not all of it deserves our time and attention.

“It is often perceived that data quality issues prohibit its use, but it is about identifying what data is valuable and investing in data cleansing and quality improvement initiatives in the exact same way we do with our physical assets.

“When we deliver strategic asset management solutions, we do so in a way that applies uniquely to each client organisation, accounting for nuance across and within disciplines.

“Our digital asset management offering delivers an integrated digital AMS such that its artefacts remain current and interactive, embedded into business as usual with a clear line of sight to goals and objectives.

“Digital capabilities applied appropriately to an existing AMS help embed AM principles and provide the visibility and platform for advancement, while supporting incremental improvement in digital competency across the workforce.”

TXM Consult is built on transparency, honesty and integrity, partnering with clients and harnessing technology and systems thinking to deliver digital infrastructure and systems.

“TXM offers clients the full package via our specialist asset management team, the digital infrastructure and systems integration team, as well as the data and analytics capabilities, change management and human insights division.”

Fiona is part of a team of senior business leaders, engineers, projects managers and executive coaches with extensive UK and international experience providing independent advice, uncovering deep insights and developing innovative strategic solutions to affect business transformation in the transit and energy sectors.

TXM Consult, which was established in 2020, consists of a team of more than 130 specialists who have already worked with the likes of Transport for Wales, Keolis, Siemens, Hitachi Rail and CAF on some of the biggest rail projects in the world.

“The same applies in our approach to implementing digital asset management solutions so that they are fit for purpose and sustainable with a clear plan for incremental continuous improvement toward wider digital transformation goals.”

Digital line of sight Infrastructure organisations with complex asset ecosystems are highly motivated to operate best-practice asset management systems (AMS), in many cases compliant with ISO55001.

It is part of the TXM Group, a global organisation providing consultancy and resourcing solutions worldwide, specialising in the engineering, healthcare, and technology sectors.

It was founded in 2005 originally as an engineering recruitment firm and headquartered in the UK.

Since then, it has become a £220 millionturnover business with a global workforce of more than 300 employees across Europe, Middle East, Africa, Australasia and North America.

Visit www.txmconsult.com or www.txmgroup. com for more details.

Fiona Neoh, from TXM Consult, explains more about the importance of digital asset management

“Quintillion bytes of data are generated every day, but not all of it deserves our time and attention”

Providing solutions that drive excellence, inspired by innovation

As the MD of one of the UK’s leading rail depot maintenance firms, it’s fair to say that the past 12 months have been something of a whirlwind for Matt Forst.

Not only has his company – Derbyshire-based MTMS (Managed Transport Maintenance Solutions) – had to emerge from a pandemic only to enter a cost-of-living crisis, it has also worked hard to put in place ambitious growth plans and initiatives that are designed to make it more customer-focused.

MTMS currently services and maintains rolling stock and rail depot specialist equipment, and carries out routine infrastructure tasks at more than one third of rail depots across the UK, working for a host of leading firms including Hitachi Rail Europe, LNER, First MTR, South Western Railway, Govia Thameslink, Arriva and Siemens.

It is a stellar line-up and, you might imagine, enough evidence for MTMS to conclude that what it does is already customer-focused enough to serve the demands of today’s marketplace.

And Matt agrees, however he says that this is only the beginning, because the new Great British Railways era is on the horizon and with it, according to the government, a new era of customer service across the rail industry.

For many people, this customer service ethos will primarily concern the paying passengers, but Matt believes that it will spread far beyond the realms of ticketing and timetables, right down to trackside level via companies like MTMS, which operates engineering, chemical, consumable, paint and coatings programmes across the private, public and third-party sectors.

And this is what Matt and MTMS are preparing for, having spent the past year since he was appointed MD making his mark by investing heavily in new IT and telecommunications systems, tripling the company’s workforce to 30 and relocating to a new HQ in Swadlincote, in the heart of the National Forest.

Looking back

Matt added: “I’m incredibly proud and honoured to be managing director of MTMS ahead of what is set to be an important time for the company and the rail industry as a whole, but everything has gone so quickly and it’s only now that I sit back and reflect that I can really fully appreciate how much we have achieved already.

“We work with some of the biggest names in the industry and we take really seriously our responsibility to ensure that trains are smart, clean, reliable and give the customer everything they expect of a 21st-century product.

“Everything we do is customer-focused. The customer is the most important thing we have, without them we wouldn’t have the business, and the backbone of this business is ensuring that our experts are available to attend to them whenever that’s required. Being able to provide that is vital.”

Matt Forst, managing director of MTMS, talks about leading the business at an important time for the company and the rail industry as a whole

The ultimate aim is to become a one-stop shop, with MTMS capable of providing whatever is needed and able to solve customers’ problems without them having to seek help elsewhere.

It is a significant undertaking and much of the inspiration has come from Matt’s previous experience of working in other sectors and rising through the ranks from the days when he was a technician with tools in hand at the coal face of industry. This includes starting out as an electrical apprentice in Burton before becoming a site management technician working in organisations, including schools and distilleries, and on a variety of systems, from high voltage cables to pneumatics.

He joined MTMS as a maintenance technician in 2015, became operations director in 2019 and MD last December, taking over from Malcolm Prentice who has become the group chairman.

“I’ve started from the bottom and worked my way up to the position I am in now, which is something I never thought would have happened,” he said. “In fact, I only took the tools out of my car a couple of years ago.

“Thinking about it though, I’ve built up to this over the last seven years, consistently giving 110 per cent to every job I’ve done.”

Moving forward

This need to go the extra mile is what will now drive further change at MTMS, which is turning heads within the industry by making no secret of its ambitions to increase its market share and influence over the next few years, simply, as Matt would put it, by doing things the right way for an industry that millions of people rely on every day.

He said: “Everyone at the business is very customer-focused and we have worked extremely hard to put the building blocks in place at MTMS to ensure that we have everything we need to continue to provide a high level of service. We know how important what we do is. We specialise in maintenance and maintaining the equipment at depots and that’s the equivalent of keeping a whole train in service. It involves everything from fuelling systems, carriages washers and CET systems, down to lube oil and screen wash replenishment systems.

“Putting customers at the heart of what we do has helped us to grow our work and while we are branching out and looking to larger tender packages in order to position ourselves as market leader, we all understand that customer focus needs to be our number one priority.”

To help in this, MTMS has deliberately recruited more staff, many of whom have come from other industries and whose differing experiences are adding good value to what MTMS brings to its customers.

Matt said: “We have brought in quite a few staff who have never worked within rail which has added new perspectives, while at the same time having brought a high level of corporate experience and knowledge to their respective fields.

“It has brought a fresh pair of eyes to an industry, which in some aspects hasn’t changed dramatically for many years. From the health and safety side of things processes and procedures have trebled, ensuring we have actions in place to ensure the business is streamlined and we are all on the same page.

Everything has been running smoother, we don’t have the glitches and we don’t need the calls to IT companies as it is all managed in-house. It is a safer system, everything is backed up and it is far quicker to access and use.”

A bright future

All of this – and more – means that MTMS is now looking to add more depots and customers to its roster and preparing for the implementation of the Williams-Shapps Plan for Rail, which will see Network Rail replaced by Great British Railways and the replacement of franchises with passenger service contracts.

Matt said: “MTMS is permanently busy day in, day out, and there are certain train operators I’ve looked after over the past five years in which the work has grown from one depot to eight and one carriage washer and fuel spine to a whole set of works.

“I’m very optimistic for the future and I want to see us continue to grow, but that must not come at the cost of putting the work of our current customers in jeopardy.

“We have doubled the size of the business, we have built on existing accreditations such as ISO 9001 and 14001 alongside new accreditations, such as Constructionline Gold, Armed Forces Silver Award and Cyber Essentials Certification, and moved to a completely cloud-based IT system that has allowed for agile working, meaning we can be very reactive to customers’ requirements.

“This new system means everything is on servers that we can all operate and access.

“Customer focus is key to achieving this and we must continue to be more customer focused, while at the same time being mindful that the rail industry, although a long-running institution, is also rapidly evolving.

“We don’t just keep pace with it, we want to outpace it, and so much of that relies on doing everything we can to give customers the same high levels of service they have come to expect of us.”

Visit www.mtms.co.uk/ for more details

It’s only now that I sit back and reflect that I can really fully appreciate how much we have achieved

InnoTrans 2022 – a labyrinth in more ways than one

All those who went to InnoTrans this year, or indeed any other year, will begin recounting their experience with almost identical sentences, based around the phrase ‘it’s enormous! My feet are so sore!’ They’re entirely right, of course; the labyrinthine exhibition is spread across numerous halls and outside exhibitions, on different levels, where nearly 3,000 exhibitors from 56 countries ply everything from miniscule components made of futuristic compounds to entire locomotives, and everything in between. The impressive scale of the event really can’t be overstated.

The opening ceremony set the tone for the event. Adina Vălean, the European Commissioner for Transport, focused on a few (unsurprising) key themes, including the need for shift to net zero and the vital role rail and transport has to play within this, the vital help given to the Ukrainian defence effort by rail companies and supply alike, and a call to action to make use of the innovations on display across the exhibition.

An innovative beginning

The ceremony also included a very lively choreographed live dance and music routine, which was a surprise, but a welcome one! Perhaps we should adopt similarly dramatic and engaging opening techniques for our events in the UK?

Daisy Chapman-Chamberlain, rail knowledge transfer manager at Innovate UK KTN, has recently returned from InnoTrans in Germany. She writes about the show which featured 2,834 exhibitors from 56 countries

Within the Messe maze, Innovate UK KTN and Innovate UK hosted our own stall, within the ‘Britain is Great’ pavilion in hall 2.2, alongside our great friends and colleagues at Railway Industry Association and the Department for International Trade. Our focus, alongside promoting the work of Innovate UK and KTN in rail, was to boost the profile of our First of a Kind competition winners, and hopefully give them further commercialisation opportunities. We hosted GoMedia, UrbanThings, Chrome Angel Solutions, Incremental, Atmo and Esoterix; all outstanding innovators within (and beyond) the UK rail space.

Making connections

Mark Robinson, director at Chrome Angel Solutions, who produce incredible technology and ‘serious gaming’ solutions for rail staff and passengers alike, said: “We were absolutely delighted to be invited by Innovate UK to showcase our Simulation Serious Games at InnoTrans. We were able to demonstrate mobile and VR headset games that build confidence and competence for complex critical process to many people we would simply never have met.

“The depth of discussions with senior industry people was fantastic, they gave us quality time and really understood the technology. A really valuable opportunity with a constant stream of visitors over two days and many promising opportunities.”

Of course, our selected First of a Kind winners weren’t the only UK-based exhibitors. CrossTech (formerly Hack Partners) was exhibiting its cutting-edge AI software for safety and efficiency on the network, and Trough-Tec Systems made the trip from Doncaster with its world-class sustainable cable management products. The Global Centre of Rail Excellence (GCRE) also took a stand front-and-centre, promoting the future of transport development

in Wales, with exciting news to be released soon (watch this space!); accompanied by the super team at PAULEY, with a digital twin of the proposed space in virtual reality, which is both great fun to use and an incredible way to view the planned development.

I especially enjoyed exploring the Škoda 36T tram, bound for operation in Germany’s Mannheim in the cities of Heidelberg and Ludwigshafen, and even run as a tram-train on regional lines. It also features low-floor entry, double-wide doors and top-of-the-line information systems; promising a safe and smooth ride for all passengers.

Tram contract

Didier Pfleger, CEO of Škoda Group, said: “The delivery of trams for customer RNV is a large and important contract for us. I am pleased that we can see here together the result of the hard work of the large team of people involved in the tram’s production.

“This is the first time we are showing this new vehicle, which will be in service for decades to come on city and regional lines in the RhineNeckar region.”

Something that didn’t impress me was the gender balance, and perhaps even more vitally, the impact of gendered roles at the event

Given the cost of exhibiting, it’s not surprising that many of those companies with stalls are on the larger side, with OEMs and T1s galore, and some smaller companies interspersed between. I would hope that these larger organisations actively demonstrate the value of working with SMEs, not only by engaging with those ones who did attend, but perhaps in future by offering more shared exhibition space to give smaller companies who would struggle with the cost the chance to shine. The value of working with SMEs, as we know, is vast; from new perspectives and cutting-edge technology to agile ways of working and diversity of teams.

Gender imbalance

Something that didn’t impress me was the gender balance, and perhaps even more vitally, the impact of gendered roles at the event. Across multiple days, and through multiple halls, every stall that provided catering or drinks (usually the large multinationals), had serving staff to deliver their offerings.

Without exception (from my observation), the serving staff were women; usually young, usually classically pretty, and often in coordinated outfits (think skirts, red lipstick, floral headbands). I wonder if these large organisations, which undoubtedly have diversity and inclusion policies, thought about the visual impact of their stalls being staffed and led by men, but served by women. While in many cases the demographics of the servers may not have been the choice of the commissioning company, there is something to be said for ensuring you aren’t presenting an entirely gender-segregated front, and this unconscious bias shows just how far we still have to go across the industry (and society).

The city of Berlin itself serves as a superb example of successful public transport planning and delivery, from the ubiquitous cyclists to the regular (and cheap!) trams and trains.

An all-zones travelcard in Berlin for a month will cost you €107 (about £93), compared to the same open travelcard in London at £384 a month (the Tube covers 402km compared to 477km covered by Berlin’s U and S-Bahn systems, but London has vastly more buses). Following the success of the national €9 ticket scheme, it’s now looking likely a longer-term monthly national pass will be introduced, sitting at the astonishingly cheap rates of around €49 to €69, looking to support citizens across Germany with the cost of living and work towards net zero goals.

InnoTrans for me was complex puzzle in many ways – on the one hand a thrilling experience, and a complete immersion in transport that is incomparable to other exhibitions. I also suspect there were almost no rail professionals left in the UK, as we were all in Berlin, so the networking was superb! However, there was stronger supply focus than an innovation focus, and I would have loved to have seen more blue-sky thinking on display.

Final thoughts

The gender issue is something we need to focus on much more strongly as a sector, or we risk not only exclusion of future generations but being left behind technologically. I do recommend a visit for anyone thinking about making the trip in 2024 – it’s an experience not to be missed, and don’t forget the currywurst when you’re there!

To learn more about GoMedia, UrbanThings, Chrome Angel Solutions, Incremental, Atmo and Esoterix, or to find out more about Innovate UK KTN, visit ktn-uk.org or contact Daisy at daisy.chamberlain@ktn-uk.org

Ensuring the Rail Supply Group is relevant

With the bi-centennial anniversary of the historic locomotion service from Stockton to Darlington almost upon us, private sector innovation partnered with public sector delivery will ensure the railway will be fit for the next 200 years.

That is the message from James Bain, the new chair of the Rail Supply Group (RSG) – a partnership between industry and government to deliver shared objectives – who describes the challenges being faced by the industry now as not too dissimilar to that following the Second World War.

Decimated industry

“The industrial strategies have been quietly parked, COVID has brought decimation to the rail industry and we’re in a position not too dissimilar to the position the industry was in after the Second World War with regards to significantly reduced patronage by customers,” he said.

“With the reform under way now we have the opportunity to be broad and open around hearing, listening, and learning, and ensuring the reform we are going through isn’t just a sticking plaster like what was placed over the industry after the war.

“It took half a century to privatisation and through to the middle of the 2000s to get demand flowing in the way that the government back in the 1950s and 60s had forecast. We need to look at everything we have learnt since then because of the time it takes to change anything in rail and the time to see the net benefit. We need to lay the foundations to whatever comes next.”

James has worked in the rail industry for more than 23 years both industry-side with Virgin Trains and Arriva Cross Country and supply-side with Worldline. Through this time, he has worked closely with everyone from the Rail Delivery Group through to train operating companies. He has been a member of the RSG Council since 2018 and previously led its work in the area of data and mobility.

“I’m delighted and humbled to be taking on the role of chair, particularly because I believe in the railway; it is an industry that has given me and my family a good life,” said James, who replaces Philip Hoare, president of Atkins, as the new chair.

“It has been a privilege to work with Philip over the past four years through the delivery of commitments made in the Rail Sector Deal and I look forward to building on his work in ensuring the Rail Supply Group plays a central part in the future of the railways through the creation and implementation of Great British Railways.

“I’ve worked both in the industry and supply side of the railways and I believe I can add value and influence from the supply side. RSG does have an important role to play but we need to agree on what we are going to deliver and a timeframe.”

The RSG council includes government representatives from the Department for Business Energy and Industrial Strategy, the Department for Transport, Supplier Industry Champions, Rail Delivery Group, GBR Transition Team, Network Rail, HS2, Transport for London, Unite, Railway Industry Association, Rail Forum, Rail Freight Group and RBD Community.

Working together

James said: “The challenge is to ensure the RSG is relevant. The industry is full of boards, bodies, organisations that want to get groups of people together to work on support and driving the rail industry forward, whether that is from the supply side, industry side, or government side.

“RSG has been predominantly funded through industry and it will have to be selfsustaining going forward. RSG has to be delivering outcomes and actions that work in partnership with government and industry to improve the rail industry.

“It is not a lobbying group, it is a group of people who have a capability to provide a perspective opinion and support on short and medium-term actions in partnership with government and industry.

“We’ve got to work out how the supply chain can better support the financial viability of the industry at a profit and loss level, not just a cost or at a revenue.”

Planning ahead

In July 2020, the RSG was invited by government – the Departments for Business, Energy and Industrial Strategy (BEIS) and Transport (DfT) – to form a taskforce to put in place measures to help the industry recover from the COVID-19 pandemic.

Among more recent progress has been improved work pipeline visibility, simplifying data access and enhanced railway access.

James Bain has taken over from Philip Hoare as the new chair of the Rail Supply Group. He explains the challenges

It took half a century to privatisation and through to the middle of the 2000s to get demand flowing in the way that the government back in the 1950s and 60s had forecast

“Looking to the future, the priorities for me from an RSG perspective are cost, reform, and resilience, because I don’t believe any other external organisations outside of industry are looking at that to try to support industry in that way,” said James.

“The industry cost just through inflation calculations and implementation goes up in the region of £2 billion, and that combined with the current missing £2 billion on the revenue lines gives the profit and loss a problem of anywhere between £3.5 billion to £5 billion in the coming year alone.

“The supply chain represents about 51 to 52 per cent of the industry cost base, so the supply chain should be looking at short term and mediumterm initiatives in partnership with government and industry about what can be done to manage through this period.

Invention and innovation

James continued: “For me, the most important thing in relation to work pipeline visibility is for the small and medium enterprises that are doing great stuff and starting their journey on working with rail. This is where future invention and innovation will come from.

“It can be challenging for suppliers to get into the rail market. Procurement and commercialisation should not put the supply chain in a straitjacket as it constrains value generation.

“I understand why the industry has the processes it does, there is a fear about cost and scope creep. I do believe there are other mechanisms from a risk reward perspective that could be used that would really help with the resilience of the supply chain because it would

make it an attractive open market where private sector can take the chance, put their money down, and spin the wheel.”

The final focus for James is around reform. This is particularly important with the creation of Great British Railways, which is looking to deliver the most ambitious changes to the UK railways in a generation, working with the government and across the rail sector.

“In a lot of those industries they have been transformed, they have been privatised, they are under some form of regulation, policy, centralised control, but they have moved themselves forward. RSG can bring learnings both positive and negative of what has happened in broader markets that could help in the design of the operating model and the broader reform model in rail.”

Reform

The final part under reform for James is experience.

“In terms of reform we need to listen to the experience of the private sector in their broader market capability,” he said. “If you get the timetable right, the information provision right and you actually deliver the service on the time promise you have committed to, people will use it in droves.

James said: “The operating model design is really important, and I think the supply chain through RSG can play a role in that. This isn’t by telling industry and government how to design a rail operating model as we are not the experts in that, but more importantly by bringing experience from broader markets that we work in.

“The key part for me through RSG is that those of us around the table and in the broader supply chain don’t just work in rail and don’t just work in the UK, so we have global experience and multi-market experience whether that is retail, hospitality, fuel, energy, utilities or manufacturing.

“In addition to moving millions of people we must ensure that reform opens the market for freight customers. The ambition to move some freight volumes from road to rail will only become a reality with true focus at a network level in relation to capacity allocation between goods and people.

“We are at a point in time, a point in history, where the railway in Great Britain can make a generational contribution to the future of our country. I believe that now is the time to seize the moment and act as a whole industry – both public and private sectors – to deliver our dreams.”

I understand why the industry has the processes it does, there is a fear about cost and scope creep

For more details about RSG, email james.bain@worldline.com

Putting communities and customers at the heart of plans

The eight-year-old Kevin Foster would be very excited to hear the 43-year-old him is now Rail Minister, reigniting a passion that began back when his parents took him to the Clint Valley Railway in Devon.

However, the MP for Torbay admits his eightyear-old self would be disappointed that steam trains won’t be coming back to the main line.

“I’ve always believed there is something special and transformative about this industry,” he said. “When I was younger, my parents would take me to the Clint Valley Railway. It had been a relic of the Great Western branch, which was closed 16 years ago to the day before I was born.

“It was overgrown and falling into disrepair until a group of enthusiasts intervened, people with a passion for rail who cared about the community they lived in. They bought a track bed covered with weeds and a long lost station back to life, restoring the line and then filling my ears with the sound of steam engines.

“Their actions have gifted me a love of trains that stays with me to this day. Seeing the volunteers’ achievements indicates you can achieve a lot with passionate, hard work and clear objectives, and as Rail Minister those are the qualities I promise to bring to this job.”

The heart of our plans Kevin replaced Wendy Morton as the UK’s Minister of State for Transport with responsibility for rail in September, with responsibilities including HS2, Northern Powerhouse Rail, Transpennine Route Upgrade, Integrated Rail Plan for the North and Midlands and Restoring Your Railways.

“My two foundation principles as Rail Minister are customers and communities,” he said, speaking at the Rail Forum Annual Conference in Birmingham, earlier this month. “We all have a stake in this future. So as we reshape our railways and transform the industry, I want us to put customers and communities at the heart of our plans.

New Rail Minister Kevin Foster discusses the three main challenges that need addressing in the industry

“When we look at our sector we need to see a system which stands for reliability and sustainability, so it is clear that we have to change. Taxpayers have forked out more than £15 billion since March 2020 to keep our railways moving. That simply isn’t sustainable.

“Protecting industry during the pandemic was absolutely the right thing to do, ensuring essential journeys could be made and we would be ready to reopen as the economy restarted. But we can’t face the future dwelling on the past.”

Other roles

Kevin has been an MP for the Torbay constituency since May 2015 and has previously held the role of Parliamentary Private Secretary at the Department of Communities and Local Government (now the Department for Levelling Up, Housing and Communities) and, latterly, the Cabinet Office.

“We put our shoulders to the wheel and meet the challenges Keith Williams set out in the Plan for Rail, challenges we still face today,” he said.

“If we can do this and deliver the most ambitious changes to our railways in a generation then we deliver for the people who matter – our customers.

“This is not about change for the sake of change; reforming our railways means more reliable trains. Faster journey times in a modern future-facing UK rail industry, a sector with an unswerving focus on meeting the needs of its customers, creating a simpler, better railway for communities across Britain.”

Kevin says there are three main challenges that need addressing.

“First, is a focus on improving the operational response to disruptions to provide a long-term workforce respecting the new commercial model, creating the right incentives for industry to grip workforce issues,” he said.

During his speech, Kevin accepts the supply chain needs certainty about legislation for the future and project pipeline today and wants to make the pipeline picture clearer.

“This is what boosts growth and investment and certainty matters, and although we are investing record amounts in the railways, many projects are too often held up with red tape,” he said.

Integrated Rail Plan

“Second, improving the delivery of businessas-usual activities, this includes public services and major projects. It means broadening private sector involvement, tackling fragmentation, uniting customer service, station management and train operations, and improving the customer experience, and getting cities and regions greater influence over things like local ticketing. And alongside all this, delivering savings of £1.5 billion a year so our railways truly are more sustainable.

“Third, all of us in the industry need to focus on the long-term opportunities and the challenges ahead and on top of this is this government’s commitment to the industry. We have a major plan over the next 30 years to drive growth in rail and make good on our promises to decarbonise transport, building the confidence markets and supply chains need to invest in UK rail.”

Kevin added: “We simply must accelerate our infrastructure pipeline and the government’s growth plan will move us forward more quickly. Investing in rail and boosting our supply chains means investing in communities, it means jobs, opportunities and growth, that is why we committed £96 billion to delivering the Integrated Rail Plan, the single largest rail investment in the 200-year history of the network.

“An investment which brings communities in the North and Midlands closer together, securing the benefits of connectivity more quickly to more places, meaning more chances to find work, training, apprenticeships across our great towns and cities, restoring a sense of community and local pride and over the longer term, addressing regional disparities by making it easier for people to find highwage, high-skilled jobs without having to relocate.

“In short the government’s plans for rail means levelling up the country and growing our economy and for all of this, this demands a laser focus on the two ‘c’s – customer and communities.”

This is not about change for the sake of change; reforming our railways means more reliable trains

Railtex 2023: A clear focus on the rail industry of tomorrow

Taking place from 9-11 May 2023 at the NEC in Birmingham, one of the UK’s leading events for the entire railway industry will bring together the whole rail community.

Railtex 2023 offers a unique opportunity to experience state-of-the-art equipment and innovative systems and solutions. The show will include live demonstrations as well as an extensive seminar programme focusing on hot-button topics for the industry such as sustainability, digitalisation, maintenance and passenger experience, alongside the wellestablished On-Track Display area.

The UK’s railway sector has embarked on a transformational journey, in tandem with the UK Government’s aims to create a greener and more sustainable rail industry. Railtex is the ideal platform for the whole railway industry to meet under one roof and to experience products and equipment in action.

Attendees from around the world The exhibition serves as a forum for attendees to discuss all aspects of infrastructure, technological innovations, digitalisation, safety, and sustainability across the entire rail supply chain. Exhibitors and visitors attend Railtex from the UK, across Europe and the wider world.

Martin Clarke, Railtex event manager, on behalf of Mack-Brooks Exhibitions, said: “Railtex is the place to source new products and usher in business opportunities.

“The show allows you to discover the latest development in all the areas of the railway industry and an excellent cross-section of technologies and solutions to facilitate the safe, efficient, and sustainable operation of rail transport.”

The one-stop-shop event covers all aspects of railway technology and represents more than 180 categories of products and services including rolling stock technology, track and infrastructure, signalling and communications, passenger information systems, vehicle maintenance, fare collection systems, cable technology and many other rail-related sectors.

Martin said: “The next edition of Railtex in Birmingham, a city in the heart of the exciting rail developments, will shape up to be another successful show where the rail industry professionals can exchange knowledge and gain more insights about the latest developments within the industry.”

about the latest developments in the rail industry. With an extensive three-day agenda, the conference and seminar programme will bring together key players in the rail industry and will focus on the following topics:

Passenger experience; Sustainability; Net zero; Digitalisation; Infrastructure; Maintenance; Women in Rail.

Railtex provides an excellent opportunity to rekindle contacts and will bring prominent industry experts, stakeholders, and decision makers in attendance, along with the exhibitor presentations and an extensive conference programme. The programme will accentuate not only the opportunities but also the challenges that the industry has been going through, and it creates a chance to expand in-depth discussions

More information on the seminar programme will be published in due course on the official show website.

Companies interested in showcasing their products and services to a specialised audience at Railtex 2023 can request the new exhibitor brochure or reserve their stand space via the show website.

Regular updates can be found on railtex.co.uk

Martin Clarke, Railtex event manager, says next year’s event will be the place to source new products and usher in business opportunities

Railtex is the place to source new products and usher in business opportunities

Fitzgerald Plant Services – 15 years of specialist service to the railways

Fitzgerald Plant Services (FPS) started in 2007 quite literally from the back of a van owned by Chris Fitzgerald.

Chris started his apprenticeship aged 17 as a mechanical fitter for Mitsui Babcock in Tipton, West Midlands, working at various power stations and steel plants across the UK during the four-year tenure.

After finishing his apprenticeship, he took a job with Select Plant as on-site fitter for projects at the Bullring and GCHQ. When his plant manager from Select moved to Amey Fleet Services, Chris was asked to go with him – this was his first introduction to rail plant.

Following a few years of continually working away from home he took a job with Kobelco dealer Molson’s and moved back to South Wales. After buying his first van, he started building up a client base of local customers, servicing and repairing their plant equipment.

Focusing on customer service, the fledgling company quickly started to expand and Chris secured their first depot in Cwmbran, employing a team of four fitters.

Their principal customer was Geith – also located in the South Wales – carrying out installations and warranty work throughout the UK.

First major contract win in the rail industry

In 2009 the company won a contract to take over all repairs, maintenance and refurbishments for the Total Rail Solutions Road Rail Vehicles (RRV) fleet. It was a huge step forward for FPS and its first major contract in the rail industry.

The company also achieved Railway Industry Supplier Qualification Scheme approval to supply, maintain, repair and manufacture rail equipment.

Heavy haulage transport division established

In 2014, FPS identified a gap to transport the plant equipment to and from site and other locations as part of a one-stop shop solution for customers, so the company set up a heavy haulage transport division and invested in a fleet of low loaders and HIABS.

Eight-year Network Rail contract covering England and Wales

In 2018, FPS was awarded an eight-year contract with Network Rail for the maintenance and repair of its RMMM (Rail Mounted Maintenance Machine) and RRV (Road Rail Vehicles) in England and Wales. This contract win helped established FPS as the largest independent maintainer of road rail vehicles in the UK with more than 3,000 assets on its books.

Design and manufacture of Fitzgerald RRVs

Utilising their team’s own engineering skills and expertise and 10 years of experience in rail plant servicing and upgrading, FPS embarked on the design and manufacture of its own RRVs.

The first machine was the diesel Polaris Rail Ranger, which was built in compliance with the Network Rail standards and proved to very time consuming due to the testing and documentation required.

Known as ‘rail buggies’, utility vehicles were not new to the railway industry, but the Polaris Rail Ranger was innovative because it introduced the technology and equipment of much larger, more expensive plant equipment into these smaller, highly adaptable vehicles

that are ideal for transporting personnel, towing trailers with tools and equipment, weed spraying, leaf clearance, and track inspections.

The custom Ranger vehicles are fitted with spacers to give them a wider track width, specially mounted rail gear, an air braking system and hydraulic systems. There is also a 12-volt DC twin air compressor which powers the air brake system – a requirement for towing trailers on the UK rail infrastructure.

Internally, FPS added its own custom display, controllers, and software to control the various rail systems. FPS won its first major contract in June 2021 to supply Network Rail Scotland with 20 lightweight 4x4 road/rail vehicles and 20 road/rail trailers, and recently completed its first export order supplying the Polaris Rail Ranger to a company in Israel.

Additional rail plant vehicles launched Since the successful introduction of the Polaris Rail Ranger, FPS has continued its development programme and has now launched a range of five products in the market, with contracts in place worth up to £20 million to supply more equipment over the next three years.

The NavaRail lightweight 4x4 road/rail vehicle is based on the Nissan Navara pick-up truck.

From mechanical fitter to director of specialists in engineering and construction of machines and equipment. The story of Chris Fitzgerald and his business…

FPS converted the base vehicle for use on the rail network. The vehicle can still be used on public highways but has front and rear rail bogies that can be deployed by the operator via the company’s bespoke digital HMI (human/ machine interface). The towing capacity has been increased to 3,500kg (7,000kg gross train weight) on road, and it can tow an impressive 10,000kg on rail via a specially developed dual circuit air brake system.

There are some similar products currently on the market, but coming into manufacturing from the service and maintenance side has enabled FPS to develop products that are innovative and more customer focused. Not only does this mean making the vehicle easier to use and maintain, but also having the capability of designing and developing the firm’s own digital HMI. All machine controls include the HMI, whereas competitors fit many additional analogue switches to the OEM (Original Equipment Manufacturer) dashboard, which not only adds clutter to the cabin and confuses the operators but adds more potential points of failure.

Many of the competition develop their products by using sub-contractors for the more challenging and technical aspects. FPS has developed a full suite of in-house capabilities and takes a full cradle-to-grave approach to product development and manufacturing.

This includes software, electronic hardware, mechanical, electrical, pneumatic, and hydraulic design, 3D CAD and finite element analysis software, 3D scanning and printing capabilities (each vehicle FPS builds requires around 30 hours of 3D printing). The company processes and fabricates most components in-house, as well as processes and paints its components. Keeping all these processes in house enables FPS to produce vehicles at a lower price than competitors, even though the products are more technically advanced and customer friendly.

FPS moves to new premises and doubles turnover and staff numbers Due to its growth, FPS expanded its head office on Avondale Industrial Estate in Cwmbran, South Wales.

Turnover and staff number have both doubled since 2018. FPS now employs more than 130 personnel, and the company has invested heavily in the ongoing development of in-house engineering capabilities, including the latest CAD software and analysis tools, digital manufacturing and 3D printing capabilities, software development, testing and implementation.

New depots in strategic locations across

the country have also been opened including Dudley, Doncaster, Carlisle, Corwen (North Wales) and more recently a three-acre transport yard for its heavy haulage transport division in Pontypool to accommodate its growth and enable the team to serve their customers and support their products in the field.

Largest supplier of on-track plant maintenance services in the UK

By fleet size, FPS is the largest supplier of on-track plant maintenance services in the UK. By order book volume, it is one of the largest suppliers of on-track plant equipment in the UK.

In a relatively short time FPS has grown to be leaders in the industry, developing in-house capabilities in every engineering discipline required to design, develop, and manufacture its own range of products. Couple this with a customer-focused approach to service, support and maintenance of on-track plant, FPS has a winning combination that will help them, and their customers succeed.

engineering degree apprentice, is not only mentored during his day-to-day role in the design office by the graduate and senior engineers, but also attends the local college for additional training. Travis recently passed his Level 1 NVQ in welding and fabrication, as FPS considers it important for degree engineers to gain practical experience in the workshop.

FPS understands that it takes time and patience to develop apprentices into full engineers, but the eventual rewards to the business repay this investment many times over.

Authorised distributor for SANY in Wales

In 2021, FPS became the approved distributor for SANY excavators. Based in its Cwmbran location, the company employed a sales team and invested in extensive training programmes to enable its engineers to provide a complete after sales package. FPS enjoyed a very successful first year as the dealer principal in Wales for SANY. From its Cwmbran depot and service centre, the company surpassed targets and is developing a client base throughout the region, including north and mid Wales where demand has been particularly strong hence the decision to open a second SANY depot and service centre in Corwen, North Wales.

In September 2022, FPS was named as the best UK SANY dealership with Lee Perry being named as the best sales representative.

Wales and south west authorised distributors for Anaconda

Investing in apprenticeships

Having benefitted from an apprenticeship programme himself, Chris Fitzgerald recognised the importance of such schemes and has ensured FPS provides the same opportunities for the next generation of engineers. Working closely with local colleges, the company has developed its own graduate engineering and degree apprenticeship and workshop apprenticeship programmes.

Working closely with local colleges, the company has developed its own graduate engineering, degree apprenticeship and workshop apprenticeship programmes. Proving to be very effective and popular, the company currently has three workshop engineers, two degree apprentices and two graduate engineers.

Four current full-time engineers have successfully completed the apprenticeship scheme and are now key members of the team. Some members of the office team who started out with the business on training programmes now manage their own departments and are instrumental in the success of the business.

Travis Sullivan, FPS’s third year mechanical

As well as becoming approved distributors for SANY, FPS also was also awarded the dealership to represent Anaconda equipment in Wales and the south west and sell and provide after sale services for material handling plant including crushing, screening and conveying equipment.

Future plans for FPS

Certainly not ones to look back, Chris and the senior management team at FPS are constantly planning for the future. The company has outgrown its head office and is seeking larger premises to enable it to action its plans for future business development.

Once this has been secured, FPS will create up to 30 new roles across the board in the company, including engineering and office support positions. Now FPS has a network of depots across the country and its own extensive fleet of fully equipped support vehicles, the company aims to secure plant maintenance contracts with customers in the construction and transport sectors.

Visit fitzgeraldplant.co.uk for more details.

‘FPS has a network of depots across the country and its own extensive fleet of fully equipped support vehicles’

Joining forces for the betterment of all

R ail is no stranger to that challenge. Companies have vigorously recruited over the last few years to counteract the huge levels of attrition caused by retirement and movement to other sectors.

Rail is not alone though – it faces the same challenges that are seen in sectors such as aviation, transport, construction, manufacturing, facilities management and even healthcare.

To combat this, leading industry bodies have set up taskforces and initiatives in a bid to help businesses train and develop skilled labour.

But more needs to be done through working with different industries. Infrastructure support services provider SWGR has continued to innovate and invest in different ways to support not only the services it provides, but develop partnerships in other industries, such as construction and maintenance, to develop transferable skills that can be used to support many industries.

Investing in its team SWGR is one of the largest skilled workforce providers in UK rail and has been recognised for its development of a strong safety ecosystem which has been shared as best practice in supporting its workforce. It continues to invest and develop in its team in a relentless pursuit of higher standards.

Raymond Johnstone, head of business delivery at SWGR, is working with the organisation’s training company in order to combat this challenge.

He said: “There are a lot of opportunities to be had from a resourcing perspective if companies were to partner with each other. The level of transferable skills across many industries may be a viable solution in reducing the skills gap and ensuring work is completed on time and within budget.

“Businesses that require skilled labour are blatantly aware of the huge levels of investment they are required to make in order to train one person, who may then leave in a short space of time and leave companies with the same problems.

“What SWGR is saying is that this way of working needs to change. Industries are too often working in silos and not looking at best practice across other sectors.

transferable skills in which, through joint investment, organisations who join forces will be able to benefit from reduced expenditure in training and development, while benefitting from a skilled resource.”

Transferable skills

Raymond added: “Many of those who work in any other sector will have skills that they will be able to use in a rail environment.

The rail industry alone, according to research from the National Skills Academy for Rail and City & Guilds, requires more than 120,000 skilled colleagues to complete the projects outlined for the next 10 years.

“By doing this, they will be able to realise that there are huge levels of crossover in

“If we do not act now, we will further compound the challenges all our industries face in years to come. We need to support each other for the betterment of all in sectors where the skills gap is a huge issue.”

To contact SWGR, call 0844 692 0692

There is a common challenge facing most sectors in the UK. With an ageing population and the development of roles through technology, the gap between skilled people required and skilled people available has significantly widened

Many of those who work in any other sector will have skills that they will be able to use in a rail environment

Raymond Johnstone, head of business delivery at SWGR

Maintenance provider of choice

We’ve been keeping rail moving for the last 150 years. Our maintenance and asset management capabilities are second to none, taking care of every aspect of your maintenance requirements from service, parts management and overhaul through to innovative engineering solutions and life-cycle cost reduction.

Whether for passenger rolling stock or freight vehicles our skilled experienced operators combined with our envious range of nationwide services will ensure you stay on track.

Data-driven partnerships transforming the rail industry

Enabling the error-proofing and traceability of critical joints in the assembly, maintenance and repair of rolling stock is a major focus for Atlas Copco Tools and Industrial Assembly Solutions, which is leading the way with its latest generation of data-driven ‘smart tooling.’

“We are market leading in terms of the solutions we offer,” said Matt Jenner, business line manager – general industry, at Atlas Copco. “The rail industry is striving to reach zero-defect production and overhaul and maintaining a record of everything they are doing within that.

“We have the products that can achieve those goals for customers and added to that we have an incredibly strong local service network within the UK in order to support our products out in the field.”

The rail industry is on a journey to more sustainable operations, part of which involves a migration to electric tools. Legacy pneumatic-powered tools are being replaced by DC-powered tools, which cost significantly less to run, as well as being more reliable. Atlas Copco has innovated a range of battery low reaction tools, electric and cordless screwdrivers, nutrunners and wrenches, which cover the whole requirement for the rail sector.

The company is making a big push to achieve zero-defect manufacturing and maintenance with the benefits to customers of reduced rework, material wastage and energy costs, thanks to data insights and tool

operator guidance at the point of use. Added to that, its suite of smart electric tools available deliver superior power, reliability and operator protection.

“We provide a holistic approach to client partnerships that’s much more than the provision of hardware and this makes us stand out against competitors,” added Matt, who joined Atlas Copco four years ago.

“A key to success is developing strategic partnerships that provide our full value proposition of industry-leading tooling, backed by a rapid response network of technical support and account management with full training of staff in the use of the software.”

Superior level of traceability and datadriven insight

Among the recent additions to its portfolio of smart tooling solutions, in pursuit of zero-defect assembly and maintenance, was the launch of the SRB HA battery-powered nutrunner.

Matt Jenner, business line manager – general industry, at Atlas Copco, discusses supporting customers on their journey to more sustainable operations with the transition to data-driven electric tools

Featuring a dual trigger that prevents the risk of finger pinch injury, a first for the manufacturing industry, users are able to control and measure torque in real time with precise accuracy which not only improves safety but reduces the time spent on tasks.

“SRB HA is the world’s most advanced and productive battery nutrunner,” said Matt. “Powered by Lithium-Ion 36V technology with charging and battery health indicators, the SRB HA has a torque rating of up to 4000Nm and an internal torque transducer for maximum control and reliability.

“Clear user feedback comes from multifunctional LEDs, displaying OK/NOK status messages based on torque and angle readings. Its powerful tensor motor technology also ensures that operators are not exposed to the risk of HAVS (hand arm vibration syndrome).”

With three models available, the entry level SRB HA ‘digital’ version has a ‘set and go’ function, so it’s ready for use straight out of the box. The ‘smart’ and ‘connected’ models feature an internal Wi-Fi server, allowing the tools to be linked to any mobile device. This enables torque, angle and batch data collection without the need for additional software.

Matt continued: “Being able to control and measure torque in real time with precise accuracy provides a fully traceable, ‘no click’ approach to rolling stock assembly and maintenance, which avoids the issue of over-tightening from the use of manual click wrenches, that can also lead to bolt stretching, which can cause failures.

“This error-proofing functionality adds significant value to customers, as it not only improves safety but also saves time and money by ensuring ‘right first time’ tightening.”

On the subject of harnessing the value of data, Matt said: “For manufacturers, data is the new gold and we are best placed to help companies understand and exploit it to best advantage.”

For example, the company’s advanced ToolsNet 8 software is able to collect, monitor and analyse tightening data from any of Atlas Copco’s smart tools, which may be used on the production line. A modular dashboard enables managers to have a complete picture of the assembly process, in order to identify any potential bottlenecks, minimise rework and improve production quality and efficiency.”

Sustainability

Atlas Copco’s philosophy on sustainability does not exist in isolation. It has its own goal to reduce emissions by 50 per cent by 2030, but also a commitment to help its customers on its ambitions through collaborative partnerships.

Matt said: “Our longterm success depends on sustainability throughout the value chain.

“It’s about managing operations, natural resources and people in a responsible and ethical way. We think that’s simply good business sense.

“We know that the impact from our own operations is relatively low in comparison with the value chain as a whole, so we will continue to develop energy-efficient solutions and support our customers in boosting the implementation of renewable energy.”

At the heart of the success is a life-cycle approach to innovation. In 2020, Atlas Copco adopted a life-cycle design method for calculating a product’s carbon footprint during the design phase.

The product carbon foot printing tool includes the carbon impact of all aspects of the product’s life cycle, from choice of materials to product use, recycling and disposal.

“Everyone we’ve been speaking to in the rail sector has been really keen on the products, particularly when it comes to traceability, critical fastenings and utilising that data, and what I am most excited about in the future is building those partnerships,” said Matt, who joined Atlas Copco from Jaguar Land Rover.

“We want to lead the way in helping customers harness their data and being able to use it in a good way and that is an important theme we are seeing with the digitalisation of rail.

“We will be continuing to work with the large organisations we are established with, but I also want us to expand our reach across rail, even outside rolling stock and into trackside, where we are already working with customers who are building bridges for UK rail operators for instance, so it really does span a breadth of customers within the sector.”

Visit Atlas Copco for more details on how the business supports the rail sector visit: https:// www.atlascopco.com/en-uk/itba/products

Joining rail from the front line

For 30 years Simon Higgens MBE served on the frontline with the Royal Engineers. It took him on operations all over the world from Iraq and Northern Ireland, to Afghanistan, Angola and Congo.

At the latter, he led the extension of the runway of the airport in Bunia – vital in tripling the throughput of aid coming in via the United Nations – and completed the project during skirmishes with local militia; work which led to him being awarded an MBE.

Ten years ago, shortly after suffering a lower leg injury while on operations in Afghanistan, Simon considered a future away from the army, something that led to him joining the railway industry.

“I was home for three months while I recovered and although there was no lasting damage, I’ve always believed that if you’re a soldier you should be able to soldier with the youngest and oldest people among you,” said Simon.

“I commanded a unit in Glasgow and although I was able to command the unit and fulfil my function, I wasn’t able to run around as much and I wasn’t as physically strong as I needed to be.

“I thought perhaps then coming up to 46, having joined the army as a 16 year old from Luton with nothing, to have risen through the ranks to Lieutenant Colonel with a couple of degrees and an MBE after 30 years, I thought that wasn’t a bad stint and let’s see if I can start a second career.”

A new start, a new direction It wasn’t an easy transition for Simon, who joined the armed forces as an apprentice in the early 1980s. On the Friday he handed in his green skins, and the following Monday donned the orange high vis as a senior programme manager at Babcock International Group, having fallen into the industry after an old boss who worked for the company saw his CV.

“My biggest problem initially was me,” he said. “I joined the army at 16 and left at 46 so all I knew was school and the army and I think I had been institutionalised and was used to doing certain things the way the army had always done them, I knew what was expected of me, where I stood and how to do certain things.

“It took more than two years for me to get over the fact that it was myself that was the biggest hurdle and then I realised I needed to move on, change and let the past go. After that moment life was a lot better and I’ve been thoroughly enjoying my rail career.

hardworking, who I can trust with my life, now on ballast, rather than in Iraq and Afghanistan.”

More than just track renewals Simon has thrown himself into the rail industry. From Babcock he worked for ISS Labour, and Amey, before joining Story Contracting as business development director in June 2021. Alongside the full time jobs, he has also held roles at the Rail Supply Group, National Skills Academy for Rail, Birmingham Centre for Railway Research and Education and as current vice chair at the Rail Forum.

“Whenever I speak to someone on leaving the military, I urge them to look at it as leaving one career and starting a second career, drawing on the experiences and lessons learnt, but not letting them steer it. You’ve got to be selfish about preparing yourself for the next career and take up the opportunities of support such as training, help with your CV and placements.

“Initially I didn’t really know what I was joining, but I went into it to discover that actually I really enjoy the industry, the people are superb and were like the soldiers I was commanding when I wore the green uniform; they are loyal and

“I cut my teeth in Babcock thinking the railway was just track renewals, but then I’ve worked at Amey and experienced the consulting side and then being on the board at Rail Forum has developed my knowledge in rolling stock, consultancy, design, freight and train operating companies, which have really opened my eyes to the scale of opportunities in rail,” he said.

“I’ve thrown myself into the rail industry and enjoyed my 10 years so far, having met a myriad of great people, learned much, kept my eyes open and listened and taken everything in. From the early days of doing track renewals in the early hours of a Sunday morning, to now working for a company that does works across the UK on a wide variety of projects and is about to deliver structures on HS2.

Simon Higgens MBE, business development director at Story Contracting, discusses joining the rail industry after three decades as a Royal Engineer, and what can be done to attract more ex-service personnel to the sector

It has been a fantastic 10 years and let’s hope there’s another 10 years in me before I hang up the orange high vis

“It has been a fantastic 10 years and let’s hope there’s another 10 years in me before I hang up the orange high vis.”

A passion of Simon’s is to encourage more ex-servicemen and women to join the rail industry. With an estimated 14,000 people leaving the military every year and a well-publicised skills shortage in the rail industry, it seems a no brainer.

Armed Forces Covenant

He particularly praises current company Story for its role in attracting former military personnel to the sector and says other organisations can learn a lot from the work being done. The organisation has signed the Armed Forces Covenant, cementing its place as an armed forces-friendly organisation, supporting employment of veterans and spouses and partners.

“Servicemen and women across the three services match a lot of the skills, trade, quality and tickets that the rail industry needs; skills that can be lifted and dropped into the railways,” he said.

“Initially when I joined the rail industry, I would apologise to people saying I didn’t know much about the industry and then someone pointed out that I had worked in the same environment. The army is manpower, heavy machinery and operates in a highly complex environment environment as is the railways.”

However, to truly grasp the opportunity of those who worked in the services, Simon says there are two key challenges to overcome, firstly changing the perception of some people in the railways to those who are in the army.

“There is a perception among some that if you are in the army all you do all day is get shouted at and march up and down the square,” he said.

“That couldn’t be further from the truth. Servicemen and women have the skills and qualities to think for themselves, make judgement calls, take qualified risks, make decisions, lead, manage projects, deliver, be on time, think innovatively and work under pressure to solve problems.”

The second is the perception those in the services have of the rail industry.

“Some people think of the rail industry as just the dispatcher on the platform at Penrith station or the train driver,” he said. “Honourable, decent, fantastic people, but just a small part of the industry.

“We need to educate those in the services that the rail industry needs chefs, helicopter pilots, programme managers, engineers, fitters, all of which can lead to senior positions requiring management skills and communication, all transferable skills from the military.

“We need to market our industry better and collectively as a whole, and I’m hoping this is a role Great British Railways will take on. We need a rail marketing board, something that markets the opportunities and gets someone into the

industry and opens up the depth and breadth of the sector. The army does that brilliantly.”

Military is Good for Rail

Next month Simon has helped organise Rail Forum’s fourth introduction to the rail industry for armed forces leavers event at Derby Conference Centre in Derby. Taking place on Wednesday, October 19th, from 9.30am to 3pm, ‘Military is Good for Rail’ provides an opportunity for companies to have a stand enabling them to meet and network with a range of people who have recently left, or are planning their exit, from the UK’s armed forces and who are looking for new career opportunities.

“Military is Good for Rail was a match finding event that started two years before lockdown when we realised there was an opportunity to match service leavers and veterans with railway companies who were looking to recruit,” he said.

“It has been hugely successful and the last time we ran the event before lockdown we had more than 20 companies including many tier 1 contractors, who set up stalls explaining what qualities they were looking for. I personally know of at least 20 people who have secured employment and have now progressed their careers in a variety of roles across the sector such as train drivers, technicians, engineers and marketing officers. It is a fantastic opportunity and it has become one of the main events in the service leaver recruitment annual calendar.”

Visit www.railforum.uk/events/military-is-goodfor-rail-3/ for more details or to sign up.

The enclosures keeping the railways running

“Every sector has its own specific demands, and the rail sector is no different. Specifically for rail, Rittal offers robust enclosure solutions whose functionality meet every requirement for solutions related to train control and protection, telecommunications, signalling systems and tunnel safety,” he said.

“Railway operators tolerate no interruptions. Whether it rains or snows, and irrespective of whatever other conditions may arise. If everything is to run smoothly and continuously, all those components which shield essential functions from the influences of the weather must deliver ultimate performance.”

In the rail industry, Rittal predominantly specialises in outdoor and indoor enclosure solutions for telecoms and signalling –applications like Customer Information Systems (CIS), Station Information and Security Systems (SISS), Global System for Mobile Communications-Railway (GSM-R) and telecoms both in the UK and across the world.

Yannick said: “Particularly in Scotland, it is Rittal’s enclosures that house the equipment that ensure the PA systems at stations work. If they were to fail, the railway could suffer serious issues, so we are a big part in people knowing where they are going and what trains are arriving. We are part of that solution and there is a big sense of pride playing a part in that.”

Global leader

It is a responsibility Rittal takes very seriously and has done since being founded in 1961. As a global manufacturer that builds off the shelf and custom enclosures, the company continues to be a global leader in innovation for the products it manufactures including enclosures, cooling solutions, power distribution and IT infrastructure.

“Rittal as a company has always pushed on resilience, which is particularly important when it comes to trackside enclosures, where if there is overheating and systems fail, there will be a whole host of problems,” Yannick said. “It is a challenge I like helping to solve, particularly knowing the implications should systems fail.

There is the cost, trains might not be able to run, passengers won’t have the information that’s needed and then there is the safety concerns for the workers having to go trackside to rectify the problem.

“Net zero is also a big thing and by minimising all these problems you are ultimately reducing your carbon footprint as well and in doing so reducing costs.”

Minimising impact on the railways Yannick has been at Rittal for nearly four years, working previously for engineering companies of a small to medium size.

“Our cabinets are designed to be incredibly resilient. I recently worked on a test trackside enclosure, where a two walled enclosure reduced the overall temperature by an estimated 15 degrees, taking into account the sun was beating down on it. This is a considerable temperature drop when compared to a typical single walled enclosure.

“Added to that, we have the capabilities to be incredibly versatile with what we can do with enclosure solutions. Ours is a modular and flexible platform that is scalable in any way you might consider, thereby alleviating maintenance demands.

“It has been brilliant working for Rittal, a global organisation with a good degree of dynamism,” he said. “What we offer is a game changer for the rail industry and products that are fast to install, lightweight and ultimately make lives easier and minimise the railway being impacted.

“I’m particularly excited when it comes to our location cases, which we are currently designing. Specifications and standards have changed over the years, as has technology, and the reality is that the existing platform isn’t as fit for purpose as it needs to be.

“We have a solution for this marketplace, and we are in the process of testing to meet the approvals required in order to roll it out. That is a big one for us and something I am sure will ensure the business goes from strength to strength.”

Visit https://www.rittal.com/industries/rail/ for more details

Rittal’s Yannick Longbottom discusses leading the way in driving enclosure and cooling innovation for the rail industry

“What we offer is a game changer for the rail industry”

Bond Street Elizabeth line station set to open

Bond Street’s Elizabeth line station is due to open on Monday, October 24, further transforming travel across London and the South East by providing a new link to one of the busiest shopping districts in Europe.

The station was due to be transferred to London Underground this month, which will operate this station in the heart of the West End.

The Mayor of London Sadiq Khan said: “The latest stunning addition to this transformational line will give Londoners and tourists quick and direct access to the heart of London’s West End.

“Millions have already travelled on the Elizabeth line, and the opening of a station at Bond Street will help draw people back onto our world-class public transport network, encourage people to make the most of the capital and support businesses across the city. It will also provide a new link to one of the busiest shopping districts in Europe as retailers anticipate the ‘golden quarter’ ahead of the festive period.

“The opening of the Elizabeth line has been a landmark moment, not just for London but for the entire country. As London continues to recover from the pandemic, it’s vital that we encourage people back onto public transport and out into our city in order to help build a cleaner, greener and more prosperous London for everyone.”

Step-free access

The station includes two new spacious ticket halls leading passengers to the 255-metre long Elizabeth line platforms. The new station is step-free from street to train with two lifts, further enhancing accessibility on the Elizabeth line and across the Transport for London (TfL) network.

The station will accommodate nearly 140,000 Elizabeth line passengers daily, contributing to an overall station capacity of 225,000 across the Jubilee, Central and Elizabeth lines. Bond Street will start with a train service every five minutes. There will be no service on Sunday 30 October, but from Sunday 6 November, trains will be every three to four minutes, seven days a week.

Transport minister Katherine Fletcher said: “In just a few short months, the Elizabeth line has

already established itself as a staple of London’s transport network by delivering more than 45 million journeys and creating 55,000 jobs.

“The opening of Bond Street station is set to cement its status even further, enabling more than 140,000 people to access one of the UK’s biggest shopping areas and the heart of the legendary West End, adding an expected £42 billion to the UK economy over the coming decades.

with the central tunnels of the Elizabeth line, opening up new direct journeys across the capital and providing a huge boost to the West End as it continues to recover from the pandemic and gears up for the busy festive period. Customers from Heathrow, Reading and Shenfield will then be able to go directly to Bond Street without having to change trains at Paddington or Liverpool Street mainline stations.

Milestone

Dee Corsi, interim chief executive, New West End Company, said: “The announcement marks a major milestone for the West End’s road to recovery. Following much-improved journey times, flocks of domestic visitors will be able to step out of the entrances in Hanover Square and Davies Street straight onto some of the most illustrious shopping and dining streets in the world.

“London’s transport system is its lifeblood and the £9 billion of government investment which helped the Elizabeth line dream become a reality will transform the lives of millions for generations to come.”

From Sunday 6 November, the lines from Reading, Heathrow, and Shenfield will connect

“Connecting Reading, Heathrow, and Shenfield to the heart of the capital will give our businesses the momentum that they need as we head towards the busy peak shopping months at the end of the year. With Christmas on the horizon, we are confident that this new service will help the influx of international and domestic tourists alike to make the most of all that this wonderful city has to offer.”

London Mayor Sadiq Khan say its opening will help draw people back onto the world-class public transport network

The opening of the Elizabeth line has been a landmark moment

London’s Transport Commissioner bids farewell to Transport for London

AndyByford says with a longer-term financial settlement with government in place, he can leave Transport for London (TfL) knowing it is now moving positively into the future.

His comments follow the news that London’s Transport Commissioner will be leaving the organisation to resume life in the United States, closing out a 33-year public service career.

“When I came to TfL I set two clear priorities – to get the Elizabeth line open without further delay and to lead TfL out of the pandemic and into a financially sustainable future,” he said.

“The opening of the Elizabeth line was, without doubt, the highlight of my career – made truly poignant as it was one of the last major events attended by Her Majesty the Queen. It was an honour to meet her, and an honour to oversee the transport arrangements for the ceremonial events to mark her passing.

“With a longer-term financial settlement with government now in place I can now leave with TfL set fair to move positively into the future –supporting London’s recovery from the pandemic and truly becoming the green heartbeat of the city.”

Return to London

Prior to becoming commissioner of TfL in 2020, Andy was president and chief executive officer of New York City Transit Authority, where he was responsible for 50,000 staff and devised a $40 billion five-year investment plan to renew the city’s transport.

Despite the success in America, the opportunity to return to London – where he held a number of roles at London Underground between 1989 and 2003, from a graduate trainee through to a general manager of customer service at the Bakerloo, Central and Victoria Lines – proved too much of a draw.

“Having started my career at London Transport back in 1989, the opportunity to return as transport commissioner for the city I love so much was too good to miss,” he said.

“It has been a huge privilege to have served as commissioner, back where I first started as a station foreman.

“I have been blessed to have had such an amazing transport and public service journey and now is the right time to bow out and resume life in the US with my wife.

“I have hugely appreciated the support of the mayor and of two outstanding deputy mayors.

Together we have navigated some dark days through the toughest period in TfL’s history, always seeking to look after our colleagues and our customers as we steered TfL towards a brighter future.”

Long-term planning

As well as the opening of the Elizabeth line, Andy’s other major focus has been on ensuring a long-term funding agreement with government, which enables TfL to support London’s recovery and gives certainty to staff, suppliers and stakeholders both in London and in TfL’s supply chain that stretches across the country.

Andy Byford says it has been a huge privilege to have served as commissioner, back where he first started out as a station foreman

Any success we have had, I dedicate to the thousands of transport professionals who set out every day to provide excellent service, to keep London moving

Since the start of the pandemic TfL has secured around £6 billion in government funding against a what it calls a “very difficult economic backdrop”, with the combination of the latest agreement with government, and an additional facility from the Greater London Authority, meaning that TfL can balance its budget and move away from a period of threatened managed decline to look forward positively and deliver for London.

Andy has also overseen the creation of a new, more efficient organisational structure at TfL and the introduction of a new TfL vision and set of values, with the organisation now focused on winning back customers, supporting the city’s economic recovery and helping to build a greener city with sustainable transport at its centre.

“None of this would have been possible without the dedication and brilliance of the TfL leadership team, including Andy Lord who will now take up the mantle of interim commissioner,” said Andy.

“Any success we have had, I dedicate to the thousands of transport professionals who set out every day to provide excellent service, to keep London moving, and to build a better transport network and a better city for this generation and for all yet to come.”

The next steps

The next stage of the transformational Elizabeth line has now been confirmed, with trains running directly from Reading and Heathrow to Abbey Wood and from Shenfield to Paddington to begin on 6 November.

This will mark another leap forward for London’s transport network, and Bond Street Elizabeth line station – which will form the jewel in the crown of the West End’s transport provision – will open before that time.

Current chief operating officer Andy Lord is taking on the role of commissioner on an interim basis from 25 October. He joined TfL in November 2019 as managing director of London Underground, and became chief operating officer for all of TfL’s operations earlier this year.

As chief operating officer he is responsible for the safe, reliable and effective operation of TfL’s entire rail services, which include London Underground (LU) and the Elizabeth line, along with London’s strategic road network, bus services, cycle hire, river services, London Cable Car and trams. As MD of LU, Andy Lord led the transport network’s operational response to the COVID pandemic, ensuring LU and other TfL services kept running for key workers.

He has been responsible for the safe and reliable introduction of Elizabeth line services, the Northern line extension, the upgraded Bank station, the extension of London Overground to Barking Riverside, and the completion of the automation of the Circle line.

As TfL’s chief operating officer, Andy has led the operational transport response for key events across the city, most notably The Platinum Jubilee and the ceremonial events marking the passing of Her Majesty the Queen.

From planes to trains Before TfL, he spent nearly 30 years in the commercial aviation sector, including 26 years at British Airways that culminated as director of operations for just over seven years.

Andy is also a non-executive director for the UK MoD’s Defence Equipment and Support Agency. Arrangements for a new chief operating officer will be confirmed in due course.

He said: “The work of TfL staff has been key to London’s recovery from the pandemic so far. I am hugely honoured to take on this role and to have the opportunity to steer the organisation as it continues this work and focuses on making our city an even greener, safer and better place.”

CAF to supply 15 trams to Marseille

News in Brief Wabtec and Kazakhstan Temis Zholy sign $600 million MOU

CAF has been chosen by RTM (Régie des Transports Métropolitains), which operates the entire Marseille public transportation network, to supply 15 new trams. The contract is worth €57 million and includes an option to increase the number of trams depending on the delivery of planned network extensions. Besides the three tramway lines, RTM operates both underground lines as well as the bus and ferry services in the metropolitan area.

Go-Ahead to deploy doubledecker electric trains in Bavaria Passengers in Bavaria will benefit from a fleet of brand-new Siemens electric trains offering as many as 1,000 seats on board when Go-Ahead begins rail operations on a busy commuter network in December. Go-Ahead’s German rail company, Go-Ahead Bahn and Bus, will take on operation of six lines previously run by Deutsche Bahn in the Munich area on December 11th. The contract, which is Go-Ahead’s fifth in Germany, runs for 12 years. The new network serves 71 stations, and will involve running 7.6 million train kilometres annually. In readiness for mobilisation, Go-Ahead has taken delivery of a fleet of 56 Siemens trains with stateof-the art interiors, industry-leading accessibility and extra seats for commuters on busy routes.

Wabtec and Kazakhstan

Temir Zholy have signed a memorandum of understanding (MOU) for 150 FLXdriveTM battery-electric shunters and modernisation work to transform the mainline fleet into NextFuelTM liquid natural gas-powered (LNG) locomotives.

The investment marks the largest sustainable technology agreement by the CIS railroad, and will further revolutionise KTZ’s mainline and yard operations, while significantly reducing greenhouse gas emissions and operating costs.

Rafael Santana, president and CEO for Wabtec, said: “Since early 2000, KTZ has been the regional transportation leader in adopting state-of-the-art technologies and is honouring that legacy by pioneering the transition to a low-carbon rail network with Wabtec’s FLXdrive battery-electric technology.

“Battery power is an ideal solution to reduce the environmental impact and costs of yard operations. Using the FLXdrive in a rail yard can significantly improve local air quality and reduce noise for neighbouring communities. We are proud to partner with KTZ on this strategic investment.”

The FLXdrive shunters will be 100 per cent battery-powered with more

than 1.5 megawatt hours of energy. These new shunters are a zeroemission solution for KTZ, enabling the railroad to reduce the fuel cost of its yard operations by approximately $75,000 per shunter per year. The FLXdrives also will reduce scheduled maintenance by up to 97 per cent and avoid costly electrification investments. To support KTZ’s mainline fleet sustainability efforts, Wabtec will provide NextFuel kits to convert the traditional diesel locomotives to LNG. Wabtec’s NextFuel LNG mainline locomotives will increase the operational range of travel by more than twofold – from 1,300km to 3,000km, and decrease fuel costs by up to 26 per cent.

Wabtec and KTZ also will collaborate on digital solutions for the fleet. The first digital product

is Trip Optimizer, providing fuelefficient operation modes for freight trains to reduce fuel consumption by at least five per cent. Pilot testing is planned for the fourth quarter and with successful results it will be deployed on KTZ locomotives.

Nurlan Sauranbayev, KTZ’s chairman of the management board, said: “This MOU continues to grow our long history of success with Wabtec in modernizing Kazakhstan’s rail industry. Together, we will make our rail operations more environmentally friendly and cost effective. It also strengthens our position as a rail technology leader in the CIS region.”

Wabtec will build the FLXdrives and convert the locomotives to LNG at the LKZ facility in Nur Sultan, Kazakhstan. Production will begin in 2024.

LTD

Land and Engineering Surveyors

Image: Wabtec

Alstom to deliver New Zealand train control system for KiwiRail

Alstom has been awarded a contract by KiwiRail to deliver a new, fully integrated Traffic Management System (TMS) for New Zealand’s growing rail network.

The new Iconis system aims to dramatically improve the way KiwiRail operates its network. The replacement of the existing traffic control centre technology with this new, state-of-the-art, integrated control system will provide KiwiRail with greater network safety, security, and resilience, delivering greater control capacity and with the ability to meet the increasing demands of an expanding rail network.

The fully integrated Iconis system will be capable of being run from either Wellington or Auckland. The system will not only accommodate the forecasted increases in patronage in both cities, but also offer the increased capacity and reliability that is essential to meet the challenge of a booming export industry freight line application.

The proven Iconis TMS technology will be specifically designed to seamlessly integrate with KiwiRail’s unique rail network characteristics and existing infrastructure. As a highly flexible system, the technology has

already been successfully deployed across more than 160 complex freight and suburban networks in both greenfield and brownfield environments in more than 30 countries throughout the world.

Mark Coxon, managing director for Alstom in Australia and New Zealand, said: “Alstom is delighted to be partnering with Kiwi Rail to deliver a step change in the way Kiwi Rail will operate its network. Our innovative, yet proven technology will provide KiwiRail greater operational flexibility, efficiency and safety while simplifying and futureproofing its operations.

“Being the first major contract secured by Alstom in New

protection

turnouts

News in Brief

NGE and partners selected for Ontario line project

NGE and its partners have been selected as preferred proponent in the construction team for the RSSOM contract for the Ontario Line metro project in Toronto.

NGE as part of the Connect 6ix team, has been selected as a preferred proponent for the Ontario Line Rolling Stock, Systems, Operations and Maintenance (RSSOM) contract.

Image: Hitachi Image: Alstom

NGE will supply and install the railway systems and the depot in a joint venture with Hitachi Rail and Webuild Group. Connect 6ix is leading this PPP project, and is composed of Plenary Americas, Hitachi Rail, Webuild Group and Transdev Canada.

Zealand, we will use the KiwiRail opportunity as the catalyst to further expand our presence in New Zealand.”

Deployment of the new system will take place over a period of three years and divided into four distinct phases with the first deployment on a Pilot Line (Wairarapa Line); followed by the geographical extension of the deployment in the remaining three areas (Lower North Island, Upper North Island, South Island).

Following the successful delivery of the system, Alstom will provide long-term support and maintenance to KiwiRail, ensuring the system will be well supported for many years into the future.

Alstom to build VLocity regional trains in Australia

The Department of Transport (DoT) in Victoria has exercised an option under an existing contract to purchase an additional 12 VLocity Diesel Motor Unit (DMU) regional trains (36 cars) for the state’s regional rail network. The 12 new VLocity trains will be delivered following a $A 250 million investment from the Victorian Government. The 12 VLocity DMUs are part of the third option for trains to be ordered under the current rolling stock manufacture and supply agreement that was originally awarded by the state in 2018.

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Created by Rail Business People for Rail Business People, the RBD Community offers an unrivalled rail business resource designed to help your business grow. rachel@railbusinessdaily.com community.railbusinessdaily.com 07985 148 201

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Taking RBD Community to Germany

RBD Community’s Eli Rees-King writes about a trip to InnoTrans and the exciting launch of OnePlace

Heading to InnoTrans last month was a first for the RBD Community and with a tight schedule, it meant that with precious little time to get everything done, the time spent in Berlin was a whirlwind of meetings and what felt like thousands of steps to walk the halls of the Messe!

For those who haven’t experienced InnoTrans, it really is an immersive experience of all things rail and I can highly recommend both visiting and exhibiting. Where else in the world can you go where you can see the latest innovations and technology across the entire spectrum of rail infrastructure, freight, and transit?

The event organisers reported 140,000 visitors from more than 131 countries went to

see displays from 2,834 exhibitors and 56 countries. Meeting up with members is always a highlight (and I am only sorry we didn’t get to meet up with everyone!).

Looking ahead to the next few weeks we have some more exciting announcements to make which will further strengthen the RBD Community and its commitment to members.

Launch of OnePlace

We are delighted to have launched OnePlace and it’s been great to hear the feedback which has been extremely valuable. OnePlace will be a central feature of membership with tools and resources constantly being updated. Please keep an eye on the notice board for the latest

updates on events, special offers, important announcements and opportunities.

The next development phase for OnePlace will focus on MarketPlace – the one-stop shop for business support/specialist service discounts and offers exclusive to members. If you are a member of the community or an organisation with a discount or special offer you would like to offer members of the community, we would love to hear from you!

To contact the RBD Community team email: community@railbusinessdaily.com

For more information on how to join the RBD Community and the benefits of being part of this vibrant and agile membership, go to www.community.railbusinessdaily.com

creating a simpler, better community for everyone in rail

New senior data and technology specialist for Burges Salmon

Burges Salmon has appointed Martin Cuell as a consultant in its technology practice.

Prior to this, Martin led the technology practice at law firm Foot Anstey for more than 10 years, advising clients on a wide range of technology work including major technology transformation projects, the implementation and outsourcing of technology solutions, the supply of technology services and licensing and cloud services, as well as advising organisations on the supply and implementation of new technologies (such as drones, quantum computing and AI).

Martin has supported clients in a wide variety of sectors including finance, transport, utilities, emergency services, military, retail, energy and pure technology.

He previously worked at Burges Salmon, and so is re-joining a firm he knows well. Martin’s return to Burges Salmon is testament to the firm’s rapidly growing technology practice and positive and collaborative culture.

Martin Cook, a technology and fintech partner at Burges Salmon, said: “Technology is a significant focus for our firm, and an important growth area both for us and our clients, so we are excited to welcome a lawyer of Martin’s calibre back to Burges Salmon.

“Martin has spent many years working on a wide range of significant technology projects for a diverse client base, so he has a genuine understanding of the issues that clients and in-house teams face both on a daily basis and on major programmes of work.”

Anne-Marie Trevelyan named new Transport Secretary

Anne-Marie Trevelyan has been named the UK Government’s new Transport Secretary, replacing Grant Shapps.

She was previously the Secretary of State for International Trade and president of the Board of Trade from September 2021.

She Tweeted: “I’m thrilled to have been appointed Transport Sec. Transport is crucial to our lives –bringing people together, creating jobs & connecting the UK with the world. Looking forward to getting to work on the many challenges & opportunities transport brings.”

The move follows Liz Truss’s appointment as Prime Minister. Anne-Marie replaces Grant Shapps, who has held the role since July 2019.

Image: UK Government

He Tweeted: “It has been a privilege to serve as Transport Secretary; a job I loved. Now I look forward to being a strong voice on the backbenches, developing policies that will further the Conservative cause and the interests of my constituents in Welwyn Hatfield.”

Commenting on the appointment, Darren Caplan, chief executive of the Railway Industry Association (RIA), said: “We would like to congratulate Anne-Marie Trevelyan on being appointed as Secretary of State for Transport.

“It is clearly a challenging but exciting time for the railway, with the industry standing ready and willing to play its part as the government seeks to generate economic growth, level up and deliver net zero.

“We wish the Secretary of State well in her new role. We’d also like to pay tribute to the outgoing Secretary of State and the Rail Minister, and wish Grant Shapps and Wendy Morton respectively all the very best for the future.”

New CEO for Great Rail Journeys

Great Rail Journeys, the York-based escorted tour and river cruise provider, has announced Dave Riley, currently group chief financial officer, will take on the role of chief executive officer (CEO) for The Great Rail Journeys family of brands.

With nearly five decades of success under its belt, Great Rail Journeys, which also incorporates the Chicago-based company Vacations By Rail, offers a range of more than 200 escorted and independent rail and river cruise holidays in more than 50 countries worldwide.

Taking the reins and tasked with driving an ambitious global growth agenda, Dave’s appointment follows a rigorous selection process.

He joined the company in October 2018 and was initially responsible for the finance, IT and

HR functions across the UK and US businesses, adding operations to his responsibilities in 2021.

Dave is Yorkshire-born and bred, but his previous work experience spans the globe, having held leadership positions across the UK, Europe and the USA in a variety of businesses.

Dave said: “With Great Rail Journeys celebrating its 50th

year in 2023, I am excited to be taking the helm as we enter a new phase of growth, delivering great experiences to our customers.

“The Great Rail Journeys family is already close to my heart, having worked in the business for over four years and being a Yorkshireman, I am proud to become CEO of a company that has made this region its home.”

Image: Great Rail Journeys

Movers

Former TfL deputy commissioner named as new Stansted Airport MD

Gareth Powell has been appointed by MAG as the new managing director of London Stansted Airport.

Gareth joins having spent 19 years at Transport for London (TfL), most recently as deputy commissioner and chief customer and strategy officer, which saw him lead TfL’s recovery from the COVID-19 pandemic.

During his time at TfL, Gareth managed around £5 billion of revenue and a workforce of more than 3,000 people, as well as key stakeholder relationships including with the Mayor of London, the Greater London Authority and the Department for Transport.

MAG has also announced that Steve Griffiths has been appointed

the new managing director of East Midlands Airport.

He will take forward the next phase of the cargo strategy for the UK’s busiest pure freight airport.

In addition, he will have groupwide responsibility for delivering

MAG’s operational transformation programme, leveraging his knowledge of the group’s airports and significant experience in running large public transport operations.

During his time at the helm of London Stansted, Steve led the airport through the challenging pandemic, demonstrating incredible leadership and driving it to become the UK’s fastest recovering airport.

Gareth said: “This is an exciting time to be joining the country’s leading group of airports and taking the reins at London Stansted.

“The whole team at Stansted has done a superb job seeing it through the challenges of the pandemic and coming out the other side as one of the top performing airports in the UK.”

AssessTech announces expansion plans

Paul Sutherland, formerly of Network Rail Consulting, has joined AssessTech as nonexecutive director to work with the board to further develop the UK strategy and expand operations in Australia.

Paul brings a wealth of knowledge and expertise to the AssessTech board. AssessTech is the UK’s leading provider of competence management and training solutions to the railway industry and has regional offices in Brisbane and Abu Dhabi.

Paul said: “I am delighted to be joining the board of AssessTech. I have 37 years’ experience in the railway and I feel I have so much knowledge and experience to offer AssessTech.”

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Movers and Shakers

Balfour Beatty reveals UK health, safety and environment director

Former Metrolinx chief capital officer joins BTTCLee Hewitt will be the UK health, safety and environment director at Balfour Beatty.

Lee moves into his new role this month, following news Heather Bryant is retiring in November after eight years with the company.

An experienced leader in construction and infrastructure, Lee has taken on several strategic roles, most recently as programme director for site-wide delivery and logistics for Balfour Beatty VINCI’s HS2 Area North contract.

In addition, he has held roles at the SMB (Skanska MWH Balfour Beatty) joint venture, has worked as head of capital procurement for Gatwick Airport Limited, and director of procurement and contract management at the 2014 Glasgow Commonwealth Games.

He will be responsible for driving the company’s zero harm, health, safety and wellbeing strategy across the group, working closely with Balfour Beatty’s leadership teams and the board safety and sustainability committee.

Having joined Balfour Beatty to work on the HS2 project in 2020,

the company said Lee is further testament to the group’s ongoing commitment to developing broad leadership careers through a strong commitment to internal mobility.

Leo Quinn, Balfour Beatty Group chief executive, said: “Health and safety is our licence to operate and it is imperative that our teams are empowered and supported to deliver our zero harm vision.

“With his extensive deep domain knowledge and understanding of the industry from leadership and project-based roles, I know that Lee will continue to drive this agenda forward across Balfour Beatty, and I am pleased to welcome him to the group.

“I would like to thank Heather for her steadfast commitment to making the construction and infrastructure industry a safer and healthier environment for everyone.”

Tilbury Douglas appoints regional director for Yorkshire and the North East

Tilbury Douglas has appointed Paul Ellenor as regional director for Yorkshire and the North East.

Having started his career with the business 35 years ago as an apprentice, working his way up to leadership roles with the majority of that time spent in the North East, Paul has extensive experience of the team,

market, customers and supply chain.

As part of Paul’s wider role he will extend his regional leadership to encompass the North East in addition to his current responsibility for Yorkshire. To support Paul in his new wider role, Shaun Pearson has been appointed as operations director for Yorkshire and North East. Shaun brings with him a

wealth of knowledge of the region and key sectors.

John Gittins, managing director Building North at Tilbury Douglas, said: “Having recently announced our re-establishment as a standalone major contractor, we are committed to becoming the most customer-focused and productive contractor in the UK.”

Rob Taylor to join Porterbrook as chief financial officer

Porterbrook has appointed Rob Taylor as chief financial officer (CFO). The move comes as a result of the planned retirement of CFO Peter Coates.

Rob joins from Trenitalia UK where he is currently finance and corporate director. Previously he held senior finance roles at c2c and

National Express as well as at EY where he worked in the infrastructure advisory team.

Rob said: “I am pleased to join Porterbrook at this important time for the railway. With operators facing the considerable challenge of delivering better performance with less cost, Porterbrook’s

well-established reputation for supporting industry improvements and driving innovation is needed now more than ever. I look forward to joining the team and being a part of the mission to deliver a safe, efficient and sustainable railway.”

Rob will take up the post on 31 October.

Leading infrastructure project consultancy BTTC has appointed a new global head of program delivery, former Metrolinx chief capital officer, Matthew (Matt) Clark.

An accomplished civil engineer and infrastructure delivery executive, Matt joined BTTC as a director in September this year. Drawing on 26 years of industry experience, he will lead the project management business in the UK, while providing specialist advisory services to existing and new clients across North America.

His appointment comes at a time of growth and change for pioneering consultancy BTTC, which was recently acquired by senior team members in a successful management buyout. Its new board of directors is pursuing continued growth on an international stage, and Matt will help to drive the business forward, both in the UK and overseas.

XEIAD appoints new head of commercial XEIAD has appointed Sunny Virk as its head of commercial.

He has a wealth of experience in commercial and contract management having most recently worked at HS2 where he was heavily involved at a senior level in various aspects of the commercial and contract lifecycle and has worked on a number of major infrastructure projects dealing with contracts in excess of £1 billion.

XEIAD is a civil engineering consultancy specialising in difficult access.

Image: Balfour Beatty

Movers and

Railway pioneer honoured with statue at Marylebone station

One of the leading architects of the modern railway has been honoured with a nine-foot bronze statue and plinth at London Marylebone station.

Adrian Shooter CBE, who started his career with British Rail in 1970, was there for the unveiling, where he spoke of his pride, but would only accept the honour on one condition.

“I feel very honoured to be recognised by the industry in this way,” he said. “However, I accept this honour only on the condition that it recognises the amazing efforts of the hundreds of railway men and women who I have worked with.”

Adrian is a fellow of the Royal Academy of Engineering, the Institution of Mechanical Engineers and of the Chartered institute of Transport. He has worked at and led maintenance depots throughout the country, managed London St. Pancras station and held various senior positions within the industry.

Track record

The founder of Chiltern Railways and the chairman of DB Regio UK, more recently he has been chairman of Vivarail – which is leading the way with battery powered trained – and chair of SLC Rail which has built on the Chiltern track record of building privately funded rail infrastructure.

“All I ever did was create the vision, hire the very best people and then help them to do their best,” he said. “They, not me, were the people who delighted our passengers. They had to work in all weathers and run a safe railway wherever the problems. Some of them relieved me of the tedium of negotiating and implementing the many over complicated legal agreements we have been saddled with. It has been a very real pleasure to see so many people grow in confidence and help create a bigger and much better railway supported by private sector investment.”

The statue, which was crowdfunded by current industry leaders and close associates of Adrian was unveiled in front of 100 guests with a keynote speech by ex-Transport Secretary The Rt Hon Lord McLoughlin CH PC.

In addition to the statue unveiling, Chiltern Railways arranged for Adrian’s favourite train to be on site and named as ‘Adrian Shooter CBE’.

The diesel train number 168 001 was the first train purchased by Chiltern as a private sector operator, and also the first train ordered by any of the private sector railway operators after railway privatisation in the mid-1990s, Adrian’s family helped with the unveiling of the train named after him.

Adrian added: “Today, however, is about the future. A group of us are preparing a proposition which we will present to the new Prime Minister.

“It will note that the railway has a very large contribution to make in terms creating wealth for the nation and go on to say that the private sector has a very significant ability to make this happen. We will set out what needs to be done.

A vital component being having management locally delighting customers and managing costs and revenues.”

Private and personal contributions were raised from more than 40 organisations and individuals to fund the production of the statue, made by Industrial Heritage Stronghold.

In addition, thousands of pounds were raised for the Motor Neurone Disease Association a life shortening and currently uncurable condition

affecting the communication between the brain, nerves and muscles and affecting a person’s movement and mobility.

Leaving a legacy

Steve Murphy, the chief executive of MTR UK, and former managing director of Chiltern, who was mentored by Adrian, and helped lead the organisation of the tribute, said: “Adrian Shooter has selflessly dedicated his life to the railways. His personal and professional career, innovative thinking and determination have left a legacy, the benefits of which will be felt far into our industry’s future. Adrian has spoken passionately about his thoughts for our sector’s future and, as an industry, we would be unwise to ignore his expertise.

“As well as his extensive work in the industry, Adrian has given up his own time to support a multitude of railway-related causes; he has also been my mentor for many years, for which I will always be grateful. More recently, Adrian has fought motor neurone disease with courage and dignity, raising the profile of the condition and the MND Association, alongside his work within the rail sector.”

Adrian Shooter CBE says he is honoured to be recognised by the industry and praised those he has worked with in the last five decades

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