Peter Williams
More than a railway station
Paul Henry
Full steam ahead for the Northumberland Line
Anthony Smith
Putting train ticketing on the right track
Robert Cook
Stations: engines of communities
September 2024
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elcome to the latest Rail Director. I write this just as news has broken that ASLEF train driver members have voted to end their two-year pay dispute, and shortly after the Public Ownership Bill successfully passed through the House of Commons and Shadow Great British Railways formally stood up.
It feels like great strides are being made forward for the future of the UK railway, and just three months before the start of a year-long celebration of 200 years of the modern railway, with plans being finalised to mark this historic milestone and explore rail’s past, present and future role in national life. There will be a huge programme of works throughout the year so I hope the industry gets involved and that it is also an opportunity for the railways to receive some much deserved recognition for the work they do.
This month’s magazine is themed around railway stations, integral parts to not just the rail network, but the communities in which they are situated. Hamish Kiernan, Commercial Director at Network Rail Property, is the cover feature, describing the opportunities at stations as “all to play for”. The organisation has seen growth in retail sales with Hamish discussing the journey of growing the credibility and breadth of the commercial offer at stations. You can read the full interview from page 6.
There is no doubting that space is constrained at stations, but that isn’t stopping rooms being utilised as retail outlets and community spaces. Peter Williams, South Western Railway’s Customer and Commercial Director, explains more about how its stations are providing vital space for everything from local hospital radio and cafes, to food bank storage and training. He explains more on page 10.
One area I think we’ll all agree needs simplifying is around rail ticketing. Anthony Smith, Chair of the Independent Rail Retailers, accepts that some parts of the rail industry might see third party rail ticketing organisations as “distractors” but states that is a misconception and they do in fact generate growth and can play an even greater role in driving growth through competition and innovation, all fuelled by tech, data and private money. His comments can be read on page 34.
Another article which really epitomises the fantastic people we have working in the rail industry is on page 35. Joe Healy, Station Manager at Luton Airport Parkway and Harpenden, is helping people overcome fears of stations and trains. His efforts have been recognised with a British Empire Medal and being shortlisted at the National Rail Awards. He shares his story and passion.
This is just a snippet of what can be read in this month’s magazine. Rail Director feels particularly significant this month having recently seen research by Network Rail which reveals railway professionals are underrated in public importance compared to other key workers in Britain. We will continue to shine a spotlight on workers and it is a pleasure to do so.
Thanks as always to everyone who has been involved in this month’s magazine. Next month will be themed around rail freight with some fantastic interviews already lined up and space almost full for those wanting to showcase their products and services. In the meantime, enjoy the latest edition.
We will continue to shine a spotlight on workers and it is a pleasure to do so
All the best,
Danny Longhorn Editor
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Hamish Kiernan, Commercial Director at Network Rail Property, explains more about making the most of station spaces
Peter Williams, South Western Railway’s Customer and Commercial Director, explains more about recent station improvements and utilising unused spaces across the network 14 Full steam ahead for the Northumberland Line
Passenger trains will return between Ashington and Newcastle for the first time in 60 years later this year. Paul Henry, Northern’s Programme Manager for the Northumberland Line, discusses the project
Network Rail has revealed a fully-functioning prototype of a stainlesssteel AVA bridge
22
Station Innovation Zone: new ideas flourish at Temple Meads
New technology being trialled at Bristol Temple Meads promises to improve the station experience for passengers and propel smaller companies to commercial success, explains Dr Alan Peters
Transport for London sets out journey ahead in increasing the number of step-free stations on the network
Anthony Smith, Chair of the Independent Rail Retailers, discusses the trade association and the vital role it has to play in the future of rail ticketing 36
Adam Blower, Rail Delivery Group’s Head of Customer Information, writes about the work being done to support customers, as well as future developments
The Railway Industry Association (RIA) is laying the foundations for a rolling programme of station investment. Policy Director Robert Cook explains more
The Railway Ball supports Railway Children in protecting the lives of vulnerable street children found on the transport network. Find out how you can get involved
48 Lineup for Rail Wellbeing Live
Registration has opened to the biggest free wellbeing event for the rail industry, Rail Wellbeing Live. Chair of the Steering Board, Ruth Busby, explains more
56 Leading the delivery of ETCS
Network Rail’s Vanessa Wragg and Govia Thameslink Railway’s Matthew Teller discuss working together on the integration of ETCS and reflect on their careers and passion for the railway
60 RIA Scotland Rail Summit: Opportunities for rail in the face of challenges
Scotland’s Cabinet Secretary for Transport Fiona Hyslop has highlighted the Scottish Government’s ongoing commitment to rail
64 Making change stick
Gill Hughes and Emma Roberts from business change consultancy Afiniti explain more about successful change
80 Breaking down barriers at railway stations
Joe Healy, Station Manager at Luton Airport Parkway and Harpenden, is helping people overcome fears of stations and trains, with his efforts recognised with British Empire Medal
82 Creating business stories that stick
RBD Community’s Fiona Broomfield discusses why stories are a vital component of business communication, and how to use them to win over your target audiences
90 “We’re here to listen and support you, no strings attached”
Railway Mission has announced Bernadette Cendrowska-Salt as the new North Scotland railway network chaplain
94 And Finally
Martin Ward defended both his sprint and long-distance orienteering titles at a competition in Celerina, Switzerland
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Reproduction of the contents of this magazine in any manner whatsoever is prohibited without prior consent from the publisher. For subscription enquiries and to make sure you get your copy of Rail Director please ring 01132 082620 or email info@railbusinessdaily.com. The views expressed in the articles reflect the author’s opinions and do not necessarily reflect the views of the publisher and editor. The published material, adverts, editorials and all other content is published in good faith.
Hamish Kiernan, Commercial Director at Network Rail Property, explains more about making the most of station spaces to create places where passengers and customers can shop, eat and drink
“It’s all to play for”, is a phrase used regularly by Hamish Kiernan to his Network Rail colleagues and one that epitomises his drive for change when it comes to the use of space in railway stations.
As Network Rail’s Property Commercial Director, Hamish and his team manage the retail space in 19 of the biggest railway stations in Great Britain. With over 700 million people passing through each year, they are great spaces to sell, but ones restricted by the amount of retail units they can fit in.
“What gets me up in the morning is the amazing team, the work we are doing and the opportunities we have to go for,” he said. “Network Rail is predominantly known as an infrastructure and a railway business that is moving passengers and freight around, but one thing that is changing is around the commercial offer in stations. What we’re doing is taking the business on the journey of growing the credibility and breadth of that offer.
“The people that come and spend with us don’t have to because they can buy it from the high street, they can bring it from home, so we have to be on our A game. It is about explaining to and bringing the whole industry along on that journey and working together so people do buy items from stations because it is convenient and we have brands they want.”
Stations have become destinations where travellers, non-travellers and the local community can come together to shop, eat and drink. Customers and the industry are reaping the benefits, with income generated a key factor in Network Rail’s wider reinvestment into the transformation of Britain’s railways.
The latest quarterly figures (covering January to March 2024) released by Network Rail Property have revealed a like-for-like growth in retail sales, including retail, food and beverage and grocery brand sales, an increase of 12.6 per cent across Network Rail’s 19 managed stations. During the same quarter, the British Retail Consortium tracked two per cent growth in like-for-like sales.
Across all of Network Rail’s 19 managed stations, total retail sales in Q4 of £199.6 million delivered an increase of 10 per cent compared to Q4 2019/20, which represented an £18.2 million growth compared to pre-pandemic levels. Network Rail’s annual retail
sales for 2023/2024 surpassed £842 million and were two per cent ahead of 2019/20.
“The figures don’t come as a shock because preCOVID we were driving a very, very strong business, but even so I am really pleased with the figures,” said Hamish, who added that 16 new stores also opened up during Q4. “If I said to a high street retailer that we could put you somewhere with a footfall of over a 100 million they would snap my arm off, so there is a heck of a lot of business to go for there, the market is there to be tapped into.
“But I would stress that we aren’t there to compete with the high street. The railway station isn’t somewhere someone is going to use to do their weekly or monthly shop.”
A turning point for Network Rail stations was the transformation of King’s Cross Station 12 years ago, which included the opening of the brand-new western concourse, providing three-and-a-half times more space than the 1970s concourse that it replaced.
The station now contains more than 30,000 square feet of retail floor space and has become a shopping, dining and cultural destination in North London, with high-quality retail tenants inside and outside the station, and King’s Cross Square home to an independent food market, pop-up events and public art.
“The development of King’s Cross was super exciting,” explained Hamish, who joined the Network Rail team a month after the redevelopment was opened. “My predecessor started to shape and change the view of Network Rail Property and the culture about how we work with the partners, the
retail industry, and with the station teams to drive that offer.
“That has been the mandate from the day I walked in because I live and breathe exactly what they had started doing before I joined. What we’ve done is just enhance and drive that philosophy through the teams and how we do business. Overall, it is about looking at the people we have coming through our stations, and ensuring we are delighting the passengers and with that will come the results.”
Following the success of King’s Cross, Birmingham New Street station underwent a £750 million redevelopment in 2015, which included brighter, de-cluttered platforms, improved entrances and a five times larger concourse turning the station into a retail destination in its own right.
One thing Hamish is particularly proud about is the £1 billion redevelopment of London Bridge station, part of the Thameslink Programme, which included 92,000 square feet of new retail space and more than 70 retail units – the most ever in a Network Rail station.
“I worked in airport retail in the 90s and what it is now compared to the 90s is like chalk and cheese, and the railway in my eyes from a commercial perspective is on that journey,” said Hamish, who has worked in retail his whole career, including roles with World Duty Free, Orange (in the UK) and global roles for France Telecom and Cable & Wireless. “Just look at King’s Cross, Birmingham New Street and London Bridge and what we have been able to do with that extra space.
“We are constantly looking for space but we’re
We think creatively. We’ve made space for a balcony at Waterloo by removing offices and we created a mezzanine at London Euston to increase our offer and help manage passenger flow
not like a shopping mall or retail park where we can build something extra, it is about looking at the space we have. King’s Cross was the first real look at what we could do for the passenger to enhance the experience. London Bridge gave us the opportunity to really expand the portfolio, but we are always looking for new ideas.
“It is about the art of the possible. In the past, we have taken office blocks out of London Waterloo and created a balcony for brands and created a mezzanine level at London Euston to increase our offer and deliver more space to help alleviate overcrowding issues.
“Something else we’ve started doing is creating retail units paid side. We did this at Birmingham New Street first and it has worked well and the ones at London Bridge have been doing phenomenally well, despite a bit of nervousness initially. If we develop London Liverpool Street, I wouldn’t be worried about asking for retail space paid side so we can deliver that offer as it is about making the retail space convenient – ensuring it is on the way and not in the way.”
Over the last year, Network Rail has taken proactive steps to diversify the station experience,
introducing 30 new brands to its 145-plus portfolio and curating a balanced offering across its city centre locations. Passenger insights, gathered annually, tap into the passions and preferences of customers, with the in-house experts combining this with their knowledge of trends and station spaces to create the right retail mix.
The retail leases are based on a minimum guarantee rent with turnover top-up, ensuring both ourselves and our brands are incentivised to make our destinations work hard for us both.
“This means that from the outset it is in our interest to work together to ensure the business is as successful and profitable as it can be,” explained Hamish. “It is about the end-to-end experience for me and something I am passionate about, looking at the whole picture, and not just ‘here’s your lease, thank you very much, we’ll see you in five years’.
Environmental, Social and Corporate Governance (ESG) standards at the top of the agenda. Collaborating with partners to address environmental issues across the stations, 94 per cent of waste from landfill has already been diverted. During 2023, Network Rail also installed smart meters in all retail units.
There are also targets to remove all single-use plastic cutlery and cups from retail outlets, roll out coffee ground recycling to all managed stations, create and implement a coffee cup recycling scheme, and roll out the pay-per-bag system that incentivises recycling.
“We continue to offer customers a greener choice across our wider estate too, with the introduction of over 200 EV charging points at station car parks this year, bringing our total to more than 700,” he said.
What gets me up is the team, what we are doing here and the potential for the future
“That doesn’t work, we work with the retailer, and we also have dedicated retail business partners who work on the ground and who are our eyes and ears with what the retailers are doing, how they work with station staff, and making sure it is as smooth as possible in terms of the operation. They are the people who are driving the business, finding out things such as if promotional events are working and queues are being managed. Overall, we view it as a partnership, and we’re all working together and driving that business.
“But it is a journey that we are still on and one that continues to evolve. It is working with those suppliers. We didn’t have a Greggs at a station for years because they didn’t really understand the offering. Now they’re here and we are among their top outlets, they can’t believe how successful they have been.”
Sustainability is also a priority and a responsibility Hamish said they take very seriously, with its
”Among the other initiatives includes looking at food waste and how it can go to a better home at the end of the day, but we are just at the start of that journey. We’ve got trials running with a couple of the suppliers and an agency at Waterloo station, but we need to be careful to make sure we get it to the right customers at the right time.
“It is early days but from what we’re seeing at the moment, it is really encouraging and if we can roll that out nationwide, it will be great. We’re also looking at the doors on fridges and LED lighting and lowering the carbon footprint – working very closely with retailers about shop fits. But that is constantly evolving, ensuring it is to the benefit of everyone involved. Overall though it is incredibly exciting being involved with stations. What gets me up is the team, what we are doing here and the potential for the future. It’s the longest I’ve been in a role for and even an industry, because I can see the opportunity and passion. It’s all to play for.”
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You’ve got to see it to
Peter Williams, South Western Railway’s Customer and Commercial Director, explains more about recent station improvements and utilising unused spaces across the network
From local hospital radio and cafes to food bank storage and spaces for young adults to learn important life skills, South Western Railway (SWR) is transforming previously unused spaces at owned stations into community hubs.
“Over the years, we have seen inspiring groups, individuals, charities, and businesses give our vacant spaces a new lease of life and add real value to local communities,” said Peter Williams, SWR’s Customer and Commercial Director. “One of the most successful examples is the Hub at Petersfield station, situated in the former parcels office, which was turned into a multi-use community space incorporating a free shop facility, which collects out-of-date but edible food from local supermarkets and distributes
it to anyone who can make good use of it. It also serves as a tourism information hub, a rehearsal space and a community meeting room.”
A more recent example is in Camberley where one of the units is being set up as a ‘home from home’ environment and another space on the station concourse will be set up as a local shop selling items produced by the Autism Trust’s members.
“Charities and local groups often need to be based in easily accessible, central locations, and our stations are the perfect choice, as they serve as the heartbeat of the community” explained Peter.
He praises the work of the railway operator’s 12 Community Rail Partnerships (CRP) who play an important role in filling the disused station buildings and rooms.
“Many of our CRPs are experts in finding funding for large projects from organisations such as the Railway Heritage Trust,” he added. “In turn, SWR supports the partnerships and community groups by making the spaces available on a peppercorn rent for the duration of their lease.
Spaces such as Bitterne and Shawford have benefitted from this. Bitterne received funding to enable the preservation of 1920s and 30s features uncovered during the conversion of the old ticket office into a community space for the use of the station adoption group, and Shawford now has a very popular community cafe – Platform One –serving coffee, cakes and real Italian gelato.
“By bringing these station buildings back to life and providing spaces for community groups, we
Building strong foundations
With a keen eye on the future, Kieran recognised there was a gap in SEP Geotech’s offering:
“What SEP Geotech does ties together perfectly with piling. The purpose of our investigation forms the basis of the pile design, and our sister company, SEP Rail Design, designs the piles; now we will install them.”
are also ensuring that they are ones that our customers will enjoy. Our station teams work hard to make these spaces welcoming, and we’re always grateful to the volunteers who help transform them. We have station adopters at 105 of our stations who tend flower beds and encourage local tourism by hosting local events and promotions on social media. Many of the ‘leased spaces’ tenants also produce works of art which can be seen on display in our waiting rooms.”
Piling, in engineering terms, involves the installation of foundations driven or bored into the ground to transfer loads to deeper, more stable soil. These structural elements are essential when the natural bearing capacity of the soil is insufficient for supporting heavy construction loads.
While the demand is always there for new staff, Kieran knows the value of hiring the right people:
nights, early mornings. Long periods of time away from your family. My office is my mobile phone and my van; we’re always on the road, on-site, and getting our hands dirty.
enduring success of our business and is constantly seeking ways to enhance their skills and improve our services.
It is one of several initiatives being carried out by SWR to improve the more than 200 stations it serves. Earlier this year the operator announced that it had completed a £6.5 million investment in over 100 improvements at 78 stations across its network, which includes London, Surrey, Hampshire and Dorset.
Kieran’s extensive engineering experience, developed since his teenage years, has been centred around piling. He explained:
“This is a critical moment for the piling and foundations industry. Exciting innovations within pile design and installations are allowing for improved project turnaround times and more technically demanding programmes.
The investment delivered modern facilities and upgrades including refurbished toilets, new accessible toilets, new benches and waiting shelters, and fresh painting of stations as well as improved accessibility and sustainability improvements. Some stations have also seen a RoomMate installed, which is an automated audible guide to the toilet layout which can assist customers with sight loss.
“By leveraging our team’s experience, alongside utilising the wider SEP Rail Group’s capabilities, SEP Geotech is in a perfect position to deliver projects from feasibility to design through to completion.”
Prioritising growth and expertise
geotechnical companies that offer specialised drilling NVQs to our team, ensuring that our workforce remains at the forefront of industry expertise and quality.”
rail industry landscape also demands industryleading equipment. To address this, Kieran provides a candid glimpse into a forthcoming investment at SEP Geotech:
designed for safe work on embankments, slopes, and even over water. This innovation eliminates the need for traditional rope access, streamlining our processes even further.”
Peter said: “We have a station database and asset register where the condition of spaces that we have responsibility for is assessed and prioritised. Some changes may seem small, but they make a real difference. We also make sure we provide improved facilities across both our large and smaller stations.
Investing in the professional development of the current team is also not just a priority; it’s a key part of SEP Geotech’s vision for the future.
“Following the pandemic, we’ve seen an increase in leisure customers, with a much more even split between commuter and leisure travellers due to changing commuting patterns. We have kept all types of customers in mind when updating our spaces. From standing workstations and charging points to more relaxing waiting rooms, we hope all customers will benefit”.
As SEP Geotech continues to evolve and expand its offerings, one thing is clear: Kieran Moran’s experience, dedication, and vision will remain at the forefront, driving the company to even greater heights in the geotechnical engineering industry.
Some changes may seem small, but they make a real difference
Over the years, we have seen inspiring groups, individuals, charities, and businesses give our vacant spaces a new lease of life and add real value to local communities
Currently, funding comes from the Department for Transport to enable SWR to undertake the schemes, based on needs and forward vision on what the operator believes it can do and where and for how much - based on data from the last three years or so on what it might cost to refurbish a space and to what level.
He said: “Post-pandemic, we have developed the designs of spaces and the items within them, such as toilets, waiting rooms and benches. We have tried to focus on areas such as inclusivity, comfort, good asset durability, reliability and availability. We aim for these to be long-lasting and low maintenance so that we don’t disrupt the customer experience and we can maintain our station Service Quality Excellence (SQE) scores.”
Some examples of this are where SWR introduced anti-etching and graffiti films to glazing and toilet cubicles to help combat the growing epidemic of acid-etched and scratched graffiti. The initiative helps protect surfaces and avoid costly glass replacements, all of which support SQE scores and are more environmentally sustainable.
The new toilets have all-in-one hand washing units to reduce the risk of vandalism and misuse and to have fixed items, wherever possible, to reduce time and cost of replacing damaged ones. The benches on platforms are more durable and have been done in such a way that the slatting is in smaller sections, so it doesn’t take as much time, effort and cost to replace if it gets damaged.
The benches will also receive a more resilient paint
coating to armrests, as these are a constant cause of SQE failure at stations. The internal benches also have a faux leather covering which is easier to clean and more durable than the fabric ones that they have replaced.
Peter said: “We have been exploring costeffective ways to elevate our waiting rooms. From vinyl graphics to create feature walls which also serve as advertising for destinations we serve, to slatted timber acoustic panelling and wood effect floors, we’ve been able to create a more natural looking area. We’ve also introduced Calming Spaces in some of our waiting rooms to cater for customers who may be neurodiverse or anxious when travelling or for those who may have non-visible disabilities.
“We have introduced the Changing Places toilet at Woking which was the result of £100,000 of investment and is a larger and better equipped accessible toilet for customers with limited mobility, as well as those who have a carer or personal assistant.
The Changing Place and the Calming Space, along with other accessibility features at Woking, now make it one of our most accessible and inclusive stations. We have plans to extend this to other stations, with Southampton Central set for the next investment round.”
Peter concluded: “Since COVID, customers have more options over how they travel, and we’ve seen a shift to working from home. As an industry, we must respond and adapt to those trends and reduce the barriers for people travelling to the office or for leisure. We’re focused on performance and are investing in all other aspects of travelling by train. From sustainability and community engagement to service quality, accessibility, and customer satisfaction, we are committed to making our stations more welcoming and comfortable, ensuring we contribute to an exceptional travel experience.”
Passenger trains will return between Ashington and Newcastle for the first time in 60 years later this year. Paul Henry, Northern’s Programme Manager for the Northumberland Line, discusses the project
It was with a sense of relief and excitement that Paul Henry watched from the new Ashington station as a Class 158 arrived having completed the first test run along the full length of the new Northumberland Line.
“It marks an important milestone in a major construction project, as it has taken years of hard work to transform this old freight line into a railway that will soon be used by thousands of passengers every week,” said Northern’s Programme Manager for the Northumberland Line.
For the last three years, Paul has been overseeing Northern’s activities both internally and externally in the £298.5 million project, which involves the Department for Transport, Network Rail and Northumberland County Council and many other organisations.
“There’s a lot of organisations involved and it has been a massive effort over a number of years to get to where we are now, but having a one-team approach consistent throughout has worked really well, with a tight-knit project team across all the organisations involved,” added Paul.
Northern’s first test run along the full length of the 18-mile line took place in August, with the train driven by Martin Rodger, with support from Mark
Laverick. Drivers and conductors are now completing a series of test runs to ensure they have an in-depth knowledge of the route and can safely run passenger services from December 2024.
“The first test run really brought the project to life from our point of view with one of our key elements making sure we have got the necessary train crew ready for when we start running the passenger services,” he said.
“Now we are going through quite an extensive training period to make sure drivers and conductors are fully up to speed with the line as it is brand new infrastructure, with new signalling systems installed. The focus is making sure all of our driver and conductor cohorts based out of Newcastle and Ashington at the new depot there, learn the route and systems, making sure that when the time comes, we can operate the service in a safe and reliable manner.”
Once open to passengers later this year, services will call at stations in Ashington, Newsham, Seaton Delaval, Manors and Newcastle. Northern will run two daytime services an hour from Monday to Saturday and one train per hour in the evenings and on Sundays. A journey along the entire route will take around 35 minutes and a single fare will cost no more than £3.
Stations in Bedlington, Blyth Bebside and
Northumberland Park are under construction and are due to open for customers next year.
Paul said: “When the opportunity came around for myself, I jumped at the chance to get involved in the scheme.
“It is a transformational project for people in South East Northumberland. It is going to really change day-to-day lives, open up opportunities for work and leisure and even for university education, so to be involved in that quite early on in the project and to see where we are getting now, being so close to having passengers travel, it is really good and I’m quite proud to be involved in that and leading Northern’s activities.”
The test run of the first train along the line was one of several milestones last month. Prior to this was the opening of the new Newsham Road Bridge on the A1061 in Blyth on August 1 which meant the new state-of-the-art signalling system could be completed and all the new track installed along the route could be used.
There was also the installation of the cycle bridge over the A189 connecting northern Blyth to Blyth Bebside station, another huge and key piece of infrastructure. The Palmersville underpass also opened for public use, which connects the public right of way on either side of the future Northumberland
Line, removing the requirement for pedestrians to cross the railway, providing safe and convenient access for walkers and cyclists.
The project hasn’t come without a few hurdles.
Seaton Delaval, Ashington and Newsham stations were originally due to open in summer, but it was revealed last month by Northumberland County Council that the opening had been pushed back due to “weather-related impact to construction”.
Paul said: “With any major construction project you are going to get challenges and there have been a few unknowns, but it is about reacting to those and making sure we adapt our programmes and the way we work to overcome those hurdles.
“We’ve certainly done that collectively in the main quite successfully otherwise we wouldn’t be sitting here talking about the milestones that we’re achieving and with the first test train having completed the route successfully, it does feel like full steam ahead now.”
Latest analysis has shown the Northumberland Line remains a value-for-money investment, despite the increase from the initial estimated cost of £166 million, which is why the full scope of the scheme, including all six stations, has continued to be delivered.
The research suggests that for every £1 invested in the line, more than £1.50 is expected to be generated in wider benefits.
Programme Director Neil Blagburn said: “We’re delivering six new accessible stations, a half hourly service and 35-minute end-to-end journey time –
benefiting not just those who live along or near the line – but bringing a huge regional boost in terms of travel and access to jobs, housing and education.
“This has been a real team effort and as with any large and complex project, challenges often arise.
“But we’ve hit these critical milestones, and everyone is now focused on passenger services running again in the very near future.”
Northern has introduced a simplified single-leg pricing structure to make sure customers using the Northumberland Line can always find the cheapest option for their journey. It means they can buy a single ticket for half the price of a return.
The maximum peak-time single fare, for the full line from Ashington to Newcastle, is £3 and a return trip costs £6. An off-peak single for the same journey is £2.60 and a return is £5.20.
Northern has also worked with Nexus, the public body which runs Tyne and Wear Metro and Northumberland County Council, to provide integrated fares for multi-modal journeys.
Customers will be able to seamlessly switch between Metro and Northern services by using the North East’s successful Pop pay as you go payment system to purchase smart fares.
Paul added: “There has been a real excitement among the teams, and staff at Northern have really bought into the impact that this line is going to have for people living in that area and beyond. We are just very keen to get on the line and start providing for passengers.”
Network Rail has revealed a fully-functioning prototype of a stainless-steel AVA bridge constructed to show the future of accessible stations
e want to give passengers better journeys and provide a railway that’s better value for money, and to do that we need fresh designs like this.” That’s the message from Anthony Dewar, Network Rail’s Head of Buildings and Architecture, on the new design of an accessible bridge, which has been constructed to its full size, with fully-operational lifts to give constructors and clients the chance to “try before they buy” and see for themselves how quickly the modular design can be built.
The bridge has been on display in Kent for several weeks, giving hundreds of railway colleagues the chance to use it and properly see its scale. Called AVA, the accessible bridge is designed to be more attractive for passengers, more reliable and easier to maintain than traditional designs. Built of stainless steel, it’s designed to be long-lasting and doesn’t need to be painted.
Anthony added: “You can look at models and drawings but there’s nothing like using the lifts, walking the stairs and feeling the scale of the fullsize bridge to make you realise how good this design really is.
“We want a bridge that is open and light so passengers feel secure, a bridge that looks modern, that makes people feel they’re travelling on a modern railway, we want lifts to be more reliable, and our colleagues want a bridge that’s easy to maintain, that can be installed more quickly and less disruptively… and also doesn’t need painting every 25 years! That’s why we have AVA.”
The first of the design to be built on the railway will
be in Stowmarket, thanks to Greater Anglia, with the prototype giving a great idea of the scale and ease of use and installation. The modular design and plugand-play lifts are designed to cut the time needed on site by over half, which is much better for passengers and neighbours.
Marek Dowejko, Greater Anglia’s Asset Programme Manager, said: “The station received funding in 2019 for accessibility improvements under the Government’s Access for All scheme as the only step-free way to cross the platforms currently is via the level crossing.
“Thanks to this revolutionary new style of bridge the scheme was affordable, and we have been able to use the Access for All funding efficiently and to the best outcome for passengers. We want everyone to be able to have a good journey with us and the plans for Stowmarket are going to make a big difference to people using the station.”
AVA is part of the TIES Living Lab programme and was created by a consortium of Network Rail, Expedition Engineering, Hawkins\Brown, McNealy Brown, ARX and Walker Construction, with funding from Network Rail Research and Development and Innovate UK. The prototype was constructed by McNealy Brown at their Sittingbourne site.
Chris Wise, Senior Director at Expedition, the lead designer and structural engineer for the AVA Footbridge, said: “Of all the good things about AVA, to us at Expedition, the most exciting is how AVA signals the future of infrastructure manufacture. AVA demonstrates through its lean design and low carbon form how the industry can evolve -
and not just in bridges and lifts. AVA changes the landscape: from customised one-off construction to automated, efficient and industrialised manufacture. Saving the taxpayer money, saving lifetime carbon, manufacturing infrastructure products that are superfast to build, beautiful to use, optimising the process and the product every single time one is made.”
Designed by ARX, the company behind the movable roofs at Wimbledon, the lifts are easier to install than traditional designs and provide built-in resilience and redundancy, to avoid going out of service.
Darren Falkingham from ARX said: “A footbridge with lifts is vital for persons of reduced mobility, but only any good while the lifts are working. When a lift goes out of service, that’s more than an inconvenience – it’s enough to stop people from travelling altogether.
“We applied our knowledge of safe and reliable moving structures to engineer a lift with a strong, curved stainless steel door and two drive motors per lift. And for rapid installation, the plug-and-play design is fully tested and certified at our factory, with a complete lift module delivered to the station platform. In fact, when the prototype was built, the lift was operational in just five hours of arriving at site, start to finish.”
The AVA bridge will join other new designs, such as the Beacon and the Flow bridge in the Network Rail design standards catalogue for constructors. The first Beacon bridge was recently opened in Garforth, not far from Leeds, with lifts set to join it shortly.
The Stowmarket AVA is set to be opened next year (2025).
Smith,
Throughout 2024, we have continued to witness the cybersecurity landscape evolve at an unprecedented pace, with an increase in both the sophistication of attacks and the number of railway companies suffering at the hands of cybercriminals.
Business Email Compromise (BEC), where cybercriminals impersonate management or directors to trick employees into transferring funds or revealing confidential information, and Vendor Email Compromise (VEC), a specific type of BEC attack targeting vendor and supply chain communication, have emerged as some of the most significant threats in 2024. This highlights the effectiveness of these social engineering techniques, which exploit human behaviour rather than technical vulnerabilities. Particularly vulnerable are small to
medium-sized enterprises (SMEs), which are often coveted targets due to their typically less robust cybersecurity systems and protocols than large enterprises.
Cyber insurance offers both proactive and reactive solutions to combat these risks. Some insurers now conduct IT vulnerability assessments to help their policyholders prevent security breaches.
When a security breach is identified, rapid-response cybersecurity specialists are deployed by the insurer, including teams of digital forensics engineers to get your systems back online and identify the full extent of the breach, alongside legal and public relations support to ensure you comply with the laws and regulations set out for dealing with these matters.
Attacks often attempt to seize control of, and withhold access to, the
target’s operational or personal data until a fee is paid. The cyber policy will typically provide for a reimbursement of the ransom amount demanded by the attacker, as well as any consultant’s fees to oversee the negotiation and transfer of funds to solve the ransom request. Business Interruption losses suffered due to the inability to trade form another part of the policy coverage.
Many businesses have invested in Multi-Factor Authentication (MFA), a powerful tool to help prevent unauthorised access to your network. However, it’s important to remember that MFA isn’t foolproof. It can be bypassed, and it often is.
Jobson James Rail recommends cyber insurance to all our rail clients due to the ever-evolving nature of these risks. For new clients to us, the premium savings we typically deliver remain so significant, that cyber insurance can
To discuss your requirements, contact
GRAHAM is a highly respected and well-established player in the building, civil engineering, interior fit-out, facilities management and investments sectors
The company has been at the forefront of several high-profile rail projects over the years, including Europe’s largest infrastructure project – Crossrail – where it was appointed to construct and upgrade three railway stations as part of the new high frequency, highcapacity railway for London and the southeast. Other projects have included the Beaulieu Parkway Bridge and a brand-new bridge at Marsh Barton Railway.
We caught up with Andrew Henry, Contracts Director at GRAHAM, to find out more about these projects, GRAHAM’s capabilities within the rail sector and what lies ahead for the company.
Andrew has been with GRAHAM for the last 10 years but has been in the industry for two decades, having started with GRAHAM in 2004 as a student. He’s seen a lot of changes over the years, namely expansion and growth. “When I first started, GRAHAM was a £40-50 million business; now it’s well in excess of £1billion!” Andrew stated.
But what is this attributed to? “There’s been a considerable appetite for steady growth within the business and we’re always looking to new markets,”
Andrew explained. “The biggest thing has been keeping ahead of the game. We are coming up with new ideas and seeking fresh opportunities all the time. But at the same time, we are mindful not to grow too rapidly. We try to keep growth sustainable and organic, growing and developing from within, rather than fast, mass expansion.”
Talking about some of the big projects the company has been working on over the last few years, Andrew explained: “We’d been doing smaller scale work for Network Rail for around eight to 10 years, but in 2019 we successfully tendered for three stations in West London as part of the Crossrail schemes – Acton Main Line, Ealing Broadway, and West Ealing. Works involved two new station builds (Acton Main Line and West Ealing) and one major revamp (Ealing Broadway).”
Andrew continued: “It was a £50+million package. Prior to this, the biggest rail project GRAHAM had delivered was around £10 million. It introduced us to some of the larger scale projects for Network Rail rather than just bridge replacements and
embankment works. It was a great opportunity that then got us onto the CP6 framework with Network Rail in Wales and Western and presented greater opportunity in 3rd party schemes.”
Beaulieu Parkway Bridge is another success story. Andrew explained: “There is a large-scale development just outside Chelmsford – Beaulieu Park. Part of the planning requirements was to create a new access route into the development. The scheme comprised of the construction of a new bridge over the A12 slip and the Greater Eastern Main Line which is the line from Liverpool Street to Stanstead. We undertook the early-stage development through to design and delivery of Beaulieu Bridge which was a 180 metre multi-span bridge structure over road and rail.”
The Beaulieu Bridge project involved impressive installation methodology which demonstrated the innovative approaches to bridge installations GRAHAM offers clients. This particular installation is the longest bridge installed using SPMTs with the deck cantilevered in the UK.
We provide comprehensive and integrated civil engineering services to the rail sector, backed up by our own specialist in house design and survey team.
Our highly trained and experienced technicians install, inspect, maintain, and dismantle safety netting in compliance with FASET guidance and HSE regulations.
GRAHAM is also working on a number of civils and building frameworks with Translink, turning over circa £15 million to £20 million a year with them. Works are nearing completion on a new £15 million station – York Street – on the outskirts of Belfast. “We were involved in an early stage ECI with the client on it a few years back, when they were going through feasibility. We then went through competitive tender, were awarded the project and have spent the last 18 months in construction” explained Andrew.
“The first stage is delivered now. The new station is built, and the existing station has been demolished. We’re just finishing things off, building retaining walls and extending the canopies together with further finishes and landscaping works.”
It’s certainly a busy time for GRAHAM. On top of the above projects, it is also carrying out a number of other works including bridge refurbishments, culvert replacements, several ECI projects including support on feasibility studies on line speed enhancement and electrification from Belfast to the border with the Republic of Ireland.
Andrew explained: “There are a lot of future plans for electrification between Northern Ireland and Republic of Ireland which could provide us with huge opportunities for future work and projects. It’s in line with a growing demand for better and more frequent public transport across Ireland.”
He added: “There are two separate schemes we’re looking at, one is the electrification itself in terms of fitting the overhead line equipment, the feasibility of it, clearances and examining the condition of the network to facilitate it. The second is the line speed enhancements. We’re looking at the existing curvatures of the line and identifying opportunities to effectively straighten the line to increase the line speed and decrease the journey time from Belfast to Dublin.”
GRAHAM clearly has huge capabilities and expertise in the rail sector, but what really sets it apart?
“We are driven towards a model where we use our own people as much as possible,” Andrew explained. “We very seldomly bring in any agency staff, and 95+ per cent are directly employed by GRAHAM.
“We believe that when you have your own people on a project, you have a lot more of a buy in and a lot more invested interest.
“And because of that, it helps your chances of repeat business and helps you build relationships with clients and the supply-chain. They know our people; they know who’s going to be involved with future projects. I think that’s a big thing to grow and develop within the business.”
No industry is without its challenges, and the rail sector is no different. Andrew explained that the main challenge he is noticing now is a reduction of spend for enhancements. He explained how there have recently been jobs that have gone to tender but then haven’t progressed because of funding constraints. “It’s become more and more apparent over the last 12-18 months. I think we need to ride out the storm for the next 12 months or so and then there will come a point after that where things will start taking off again,” Andrew explained.
“We’re in a positive position in that we are in a number of frameworks with Translink that will provide some opportunities for us, as well as the electrification programme. There are also a couple of new stations for which we’re involved in the ECI stages and there are several opportunities in the southern market, the Republic of Ireland, including large plans for the DART+ and Dublin Metro. In the UK there are various other opportunities that we are pursuing both through frameworks and other routes to market.”
And finally, does Andrew enjoy his job? “Yes, every day is interesting and different. There’s always something new happening, it’s not boring. My job is enjoyable, exciting and challenging all at the same time.”
www.graham.co.uk
The biggest thing has been keeping ahead of the game. We are coming up with new ideas and seeking fresh opportunities all the time
New technology being trialled at Bristol Temple Meads promises to improve the station experience for passengers and propel smaller companies to commercial success, explains Dr Alan Peters
Innovators have come forward with new technology that promises to make stations safer, more accessible and sustainable, in what will be year three of the Station Innovation Zone.
The novel programme, which gives small companies access to test their technology in the Network Rail-managed Bristol Temple Meads, is a partnership between Connected Places Catapult and Network Rail, supported by Great Western Railway, and funded by Innovate UK.
Applications to take part in the contest closed on 24 September.
In addition, a start-up company called Optimise AI is working on the Station Innovation Zone to build a digital twin of Bristol Temple Meads to minimise operational energy and carbon emissions, via a 3D digital twin platform on which other small to mediumsized enterprises (SMEs) may be able to test their technologies.
Excitingly this year, the focus of the programme will now extend beyond the platforms, concourse
and passenger tunnel beneath the tracks, to the local environs too, exploring ways to improve last mile connectivity in the wider Bristol region.
Focusing in on year two of the programme
This summer saw three SMEs in the second year cohort try out their technology at Bristol Temple Meads. They are Co-You, which has developed a carbon dioxide absorbing panel system to capture CO2 from diesel train engines; CrossTech, which aims to keep passengers safe on stairs by predicting
potential trip hazards for those carrying luggage and directing them to a lift; and Chrome Angel Solutions which has built a station in virtual reality to provide an immersive training environment for staff to spot potential security concerns earlier.
Each innovator brings fresh insight to how stations of the future could function, and the greater use of technology offers the potential to get more people to use the railways, make them feel safer and better connected, and link the station environment more seamlessly to other forms of onward transport.
Members of the public will get a chance to tell of their experiences of some of the technology on show in the station via feedback points provided by Hello Lamp Post, another SME supported by Connected Places Catapult.
Refl
ecting on the first-year cohort
Participation in the competition from this year’s cohort follows a successful start to the Station Innovation Zone programme in 2023, when three more companies were selected to trial their ideas at Bristol Temple Meads: namely Createc, Jnction and WorkFromHub.
Createc offers an anonymised LIDAR (lasers) based system called Situate which uses artificial intelligence to alert operators to persons running or standing too close to a platform edge. Jnction has developed a passenger assistance app called Aubin to help neurodiverse passengers with journey information, accessible station detail and direct communication with carers.
WorkFromHub installed a remote workspace pod at Bristol Temple Meads, bookable via a dedicated app, to enable people to join virtual meetings or get work done while at the station.
All three companies have proved that their technologies work well in a station environment and have used the experience to further refine their product offers.
Demonstrator exceeds expectations
To date, the Station Innovation Zone concept has exceeded our expectations. We were under no illusions at the start of year one that it would be a
complex task to get trials up and running in a live station environment, especially given the need to obtain necessary permissions and approvals to try out new technology.
With each of the six technologies demonstrated so far, rail partners on the programme and the SMEs concerned have learned something new, and there is every sign that most of them will go on to win commercial contracts for their products or services, or embark on further trials.
But the programme is not just about helping the selected companies to achieve a successful trial, secure investment and advance on the Technology Readiness Levels index. We are focused too on the wider impact this accelerated coordinated testbed approach can have for railway stations and for rail innovation more widely.
It has also been great to see members of the public engaging positively towards the programme, with many of those approaching us and our partners understanding what it is we are trying to achieve, and offering their support.
One of the broader aims of the Station Innovation Zone has been to educate rail buyers about how to get better at procuring innovation services, and manage risk associated with doing so. Later this year, we will be inviting current and previous cohort members to a showcase event to meet with professionals who have routes to market and buying power.
In the medium term, our work around increasing the scope for innovation has the potential to inform the plans around creating Great British Railways, and in particular helping to simplify station governance.
After several years, we aim to have created a respected cohort of SMEs who have enjoyed commercial success as a result of participating in the programme. We also aim for there to be multiple Station Innovation Zones at a selection of other high-profile sites elsewhere on the national rail network, and may look to expand to freight hubs and maintenance depots in future iterations of the initiative.
Dr Alan Peters is Connected Places Catapult’s EcosystemDirectorforRail&Stations. Visit https://cp.catapult.org.uk/
After several years, we aim to have created a respected cohort of SMEs who have enjoyed commercial success as a result of participating in the programme
Transport for London (TfL) sets out the journey ahead in increasing the number of step-free stations on the network
More than a third of London Underground stations across the capital are step-free, with TfL saying it is working hard to increase this number to help create a fairer, more accessible and inclusive transport network, opening up more of London to everyone.
TfL is starting design work imminently on making a further three Tube stations step-free, which means there are now five Underground stations with funding in place for the current phase. A further seven Tube stations will undergo assessment for step-free access feasibility.
“I’m really pleased that we’re now able to confirm the next tranche of Tube stations that will be prioritised for step-free access planning, building on feasibility work that started last year and influenced by feedback from accessibility campaigners and TfL’s consultation on step-free access,” said Alex Williams, TfL’s Chief Customer and Strategy Officer.
Work is starting on the designs that would make three Piccadilly line stations step-free (Alperton, Arnos Grove and Eastcote, which is also served by the Metropolitan line), building on feasibility work that started last year.
This follows TfL confirming earlier this year that work was to start at Northolt Tube station on the Central line to make it step-free, and that design work will start at North Acton (Central line) and West Hampstead (Jubilee line).
A further seven Tube stations will also undergo assessment for step-free access feasibility; they are Croxley (Metropolitan line), East Finchley (Northern line), Neasden (Jubilee line), Northwood (Metropolitan line) and Turnham Green (District / Piccadilly lines), as well as Colliers Wood and Tooting Broadway on the Northern line.
The feasibility studies at Colliers Wood and Tooting Broadway come after an initial assessment of stations on the southern end of the Northern line. TfL will examine benefits, costs, funding opportunities and impact on customers. The southern end of the Northern line is the longest stretch of the Tube network that does not have any step-free stations, with just the terminus station of Morden being stepfree from street to train.
Step-free schemes at both Colindale and Leyton Tube stations are in progress, with Colindale station now closed until December 2024 while major upgrade work to give the station a larger ticket hall and make it step-free for the first time continues. Detailed design
London is for everyone, and the Mayor and I are committed to making London’s transport network as accessible as possible, to enable everyone to enjoy all that London has to offer
work is taking place at Leyton station, ahead of the construction contract being let later this year. Work continues with third parties to deliver step-free access at Knightsbridge and Paddington (Bakerloo line entrance) Tube stations.
The Deputy Mayor for Transport, Seb Dance, said:
“London is for everyone, and the Mayor and I are committed to making London’s transport network as accessible as possible, to enable everyone to enjoy all that London has to offer. I’m pleased that work will begin soon to give three more stations step-free access, and I will continue to work with TfL to keep increasing this number, and build a better, fairer and more accessible London for everyone.”
Today, more than a third of Underground stations across the city provide step-free access, with the Mayor of London’s goal set at making 50 per cent of Tube stations step-free by 2030.
As part of TfL’s Equity in Motion commitments to create a more accessible and inclusive transport network, TfL is introducing mini ramps at all step-free London Underground stations where there is a small gap between the platform and trains. Mini ramps are now in place at 58 step-free Tube stations.
John McGeachy, Campaigns Manager for Age UK, said: “Step-free stations have the potential to transform the daily lives of older and disabled Londoners, as well as many others. We really welcome the start of design work towards making three more stations step-free, as well as news that more stations are to be assessed for their potential to be made stepfree.
“Increasing the number of step-free stations on the Underground network will make life easier for people that have faced too many barriers for too long.”
Nigel Ash, Global Managing Director of Network Rail Consulting, discusses the impact the organisation is having on major railway projects all over the world
Next year will be 200 years since the Stockton & Darlington Railway opened, connecting places, people, communities and ideas, ultimately transforming the world.
Although there have been many changes to the railways since the first passenger trains, the UK’s reputation for building great railways remains strong, with countries all over the world turning to experts here for support on major projects.
This is something that has only grown stronger in the last 12 years since Network Rail launched Network Rail Consulting, which is funded through its commercial operations and is classified as a public corporation.
“We understand the institutional, regulatory, technical, policy and strategic issues of running a railway in the 21st century,” explained Global Managing Director Nigel Ash. “We know how to operate a network, manage its assets, and deliver
renewal and enhancement programmes whilst minimising the disruption to passenger and freight services.”
Nigel was the ideal person to set up the business 12 years ago, bringing with him 35 years’ international business experience in the consultancy sector, and 20 years as a statutory director. Joining GIBB (now Jacobs UK) immediately after university, he worked his way up to board director at GIBB Ltd before leading SYSTRA’s UK operation.
“When we launched Network Rail Consulting in 2012, I knew there would be challenges to overcome such as whether other railways would be interested in listening to Britain’s railway story, could we be competitive and deploy Network Rail’s expertise internationally and if we’d be able to deliver on time and budget,” he said. “Thankfully we have successfully navigated all of these concerns and built a brand to be proud of.”
Year after year, Network Rail Consulting’s expertise
has been highly sought after by clients from the likes of Australia and North America, demonstrated by major contract awards in competitive markets and outstanding client feedback. Over that time the business has successfully delivered more than 200 consultancy contracts for government, public and privately owned organisations, and for passenger and freight owners and operators. NRC has won over £350 million of consultancy fees and helped partners (NR’s supply chain) win a further £750 million.
Nigel added: “Our experience of enhancing maintenance processes, improving operating performance, and building significant new railinfrastructure capacity to cope with increasing demand has impressed clients facing similar challenges.
“What makes us different from other consultants is that our people have genuine hands-on experience in solving the challenges our clients face in the real world of rail operations. Our approach is to
provide the right blend of international best practice expertise coupled with local rail experts who are familiar with the local operating, regulatory and political context, so that we provide advice that is appropriate and implementable for local circumstances.”
One of the company’s first significant international contracts was in Sydney, Australia, where it undertook an independent review of the state of readiness for a significant increase in rail services and made recommendations with respect to the impact on fleet, infrastructure maintenance, station operations and driver resourcing. The findings were used to give assurance to the Deputy Secretary of Transport for New South Wales.
“Since our first win in 2013, our business in Australia has grown, particularly in Sydney, Melbourne and Brisbane, and it has been a privilege to have worked on some of Australia’s largest new railways, including the Sydney Metro, as well as support the modernisation of infrastructure to increase capacity on the city’s rail network,” said Nigel.
“Meanwhile, in the Middle East, we have been a close partner of Saudi Arabia Railways for nearly a decade, providing expertise on the North-South line and, more recently, on the East-West line to deliver technical assistance interim management and training. It has been uplifting to see our clients’ capabilities develop with Network Rail Consulting’s guidance, and I’m particularly proud of the support our Knowledge Transfer Programme has provided the team, allowing us to step back from the day-to-day management into the role of trusted advisors.”
In North America, Network Rail Consulting’s focus has turned to the West and East Coasts, particularly in providing systems advice on the California HighSpeed Rail Authority project for the last nine years. Its experts have also been working on the Link21 Program and delivering signalling renewal guidance for San Francisco’s Bay Area Rapid Transit network.
Over on the East Coast, experts have been involved with all the major metro authorities – from Toronto in Canada and Boston, New York to Washington, D.C. in the US – with clients particularly interested in Network Rail’s experience of improving maintenance and operational practices to improve performance and reduce costs.
“The progress of Network Rail Consulting over the past 12 years is testament to the value that clients place on the expertise of Network Rail’s professionals, Britain’s own rail industry journey, and the dedication Network Rail Consulting’s staff show in
utilising real-world knowledge to help meet everyday challenges,” said Nigel. “Our advice covers the full range of the project life cycle, from concept, project development and delivery through to operations and maintenance.”
Currently, the business employs around 165 people, the majority based close to their clients, and is expected to turn over circa £45 million this year.
“Initially we were mostly made up of Network Rail secondees, but now there are about 30, with some previous secondees now working for us permanently,” explained Nigel. “For around a third of those who went back to Network Rail, they ended up being promoted or have gone on to a job in a higher band than when they left, which shows the benefits of them having worked in different environments, cultures and getting them to be a bit more commercially aware.
“Originally, we focused on Network Rail for the bulk of operations, but following feedback from our clients, most of our work is now delivered by local nationals, with the Network Rail staff providing overall direction and guidance. We have evolved the operating model to focus on Network Rail secondees who have a skill set that we can’t afford to hold ourselves, but where we need to bring in a particular bit of expertise for a couple of years or a six-month secondment to address a client’s problem. Following this they then go back to Network Rail.”
Looking to the future, Network Rail Consulting will continue to develop and evolve to bring the very best of British rail expertise to international clients, with the experience of its own staff, utilising its unique relationship with Network Rail experts in the UK, but by also combining that knowledge with local specialists who can offer regional context and strong local networks. There is also a commitment to invest in its graduate programme, championing new talent, and supporting the railway professionals of the future.
“I’m very optimistic for what the future holds for Network Rail Consulting,” said Nigel. “We are currently drafting the 2030 business plan, but there remains significant potential in the regions where we are already active. Therefore, our focus will be on driving organic growth in these geographies.
“As the UK rail industry evolves, we will probably expand our rail offering if the appetite is there from the parent company. Overall, it is about continuing to build on the fantastic reputation we have built and playing our part in major railway programmes all over the world.”
www.networkrailconsulting.com
We know how to operate a network, manage its assets, and deliver renewal and enhancement programmes whilst minimising the disruption to passenger and freight services
Anup Chalisey, Professional Head of Infrastructure at the Rail Safety and Standards Board (RSSB), outlines the work being done to make sure stations meet the needs of today’s passengers
Because rail has a long and proud history of moving people between places safely and reliably, it is too easy to assume that we ‘know about passengers’ and that we’re the experts on what passengers need.
Such a belief is both complacent and flawed. There are already many other travel options for passengers to choose from, so we need to make sure that rail is the compelling choice.
There have also been some huge changes in both society and technology over the last few years. These make relying on assumptions not only physically dangerous, but commercially dangerous too. In fact, they could be commercially fatal for some.
Think of the massive impact that digital technologies have made on daily life, for instance. They have hugely reduced the time customers
now accept between making a purchase and receiving the goods, for both real-world things such as parcel deliveries and digital ones like buying tickets online. Customers will no longer accept any delay in response to their digital actions. Almost instantaneous response times are now expected as the norm, even if customers are not themselves aware of making that assumption. Where delays do occur—such as through missed parcel deliveries – they may be grudgingly accepted, sometimes even with resentment. Today’s customer service teams need the skills to deal with more demanding passengers.
The impact of digital technologies doesn’t stop at speed – they have also enabled transformations in the customisation of products and services. The strong focus on customisation and ‘meeting my
needs quickly’ can make people oblivious to the wider impacts of their behaviour. The flipside of customisation can be isolated and damaging silos.
This author had the experience recently of being in a train carriage with a young adult who had retrieved their mobile phone from the train track before getting on the train. It was clear from their interactions with onboard staff, and the many friends they phoned afterwards, that they had no idea their actions could have got them killed or caused life-altering injuries to themselves or others. “But my mobile phone was so expensive, what did they expect me to do?” was their attitude. Sadly, it was also clear the onboard staff were struggling to find an effective way to engage with this specific instance of harmful customer behaviour.
Societal values have changed too. Meeting the needs of people with disabilities was once a ‘nice to have’, but we don’t accept that now. Rightly, we now expect that people using wheelchairs, or with visual impairment, can participate fully in our society. That means making our services accessible to everyone, including at stations. We need to be inclusive in our language, our signage, and the physical way people can use stations to access our train services.
Add post-pandemic changes in work patterns into the mix and rail is facing the biggest passenger changes in its history. Commuters, previously wedded to the Monday to Friday daily return journey into the office, are now few and far between. Reductions in commuting numbers may not be as great as at the peak of the pandemic, but they are still sustained. Analysis by the Financial Times shows that even in 2022, commuting to London was still down by around 35 per cent. While details vary between different cities across the world, the overall strong downwards trend is global. Adjusting for inflation, revenue from fares from 1 April to 28 June in 2024 is now just 78 per cent of that in 2019.
Whether we like it or not, our old model of passengers’ needs is no longer sufficient. We need to include many more needs in our services, and the ways we deliver them. So, what can we do instead?
There are several things happening that are at least a start. The basic framework under which all our passenger services operate is the Department for Transport’s accessibility policy. This is currently being rewritten.
Our understanding of how, where, and when interactions with passengers can be problematic needs to change. We already use the concept of the ‘passenger train interface’ (PTI) as a shorthand for a range of ways in which passengers’ embarking or disembarking from our trains can cause difficulties. This includes the issue of ‘level boarding’ for those using wheelchairs, or other issues that can arise in the geographical space around the platform and train, such as late passengers running towards departing trains.
The infamous gap between the train and the platform edge is also a problem. As trains now have wider doors, more centrally located in the carriage, the gap may become wider than when there were only small doors located more-or-less over the bogies.
Today’s customer service teams need the skills to deal with more demanding passengers
Tackling irresponsible behaviour
But restricting our understanding to a functional definition of level boarding, or a geographically defined space, misses vital issues that have emerged. Passengers retrieving items from the track has been mentioned above. Perhaps more frequent, but no less alarming, is the issue of passengers ‘sitting on the platform edge’ (SOPE). This has increased in frequency since the pandemic, with many members of the public not seeming to appreciate the potential risks that result.
It is clear to us as an industry that irresponsible actions such as these can cause risks both to safety and to the reliability and affordability of the service we provide. We (the RSSB) have already produced the PTI risk assessment tool and have progressed through one round of improvements so that it’s easier to use and the questions are more detailed.
Further improvements will continue as we work with our members on this issue. We are improving this tool in tandem with a comprehensive review of PTI and aligning that work to the Rail Health and Safety Strategy is welcomed. It will incorporate findings from the 2021 report by the Rail Accident Investigation Branch (RAIB) into a person being struck by a train at Eden Park.
Improved standards and guidance
Managing and helping how passengers interact with the platform area and trains is only one part of the station improvements needed to make rail the compelling choice. Accessibility, especially for people with visual impairments, needs to be made better, as do station facilities. Clear sightlines and good use of wayfinding and tactile navigation will also improve station safety and security. A clear understanding of the requirements is needed
for a station design that is inclusive.
There already are some standards and guidance for station designers on the subject of station infrastructure and lighting. However, some of these were last updated seven years ago, so they are due for an update.
In 2023, we also issued a knowledge search about wayfinding and tactile navigation of stations, and that’s been useful. This topic is now the focus of a new standard that’s being developed, along with a new standard on station facilities.
The new standards, which will cover both better compliance with legal requirements and improved design and maintenance of station infrastructure, will bring financial benefits too, estimated to be around £7 million.
Network Rail is also currently updating its stations standards. This makes it an excellent time to coordinate reviews, so that duplication and confusing cross-referencing are removed from all station standards, making the work of station designers clearer. But housing all station design standards and guidance in one place will help too, so we are developing that alongside our other stations work as well. This will include a webpage with all relevant information needed to design stations.
This all shows that the industry is making substantial efforts to improve the way we understand, interact with, and provide for, the type of passengers we have now. By embracing digital advancements, improving accessibility and continuously updating standards and practices, we can ensure that rail remains a compelling choice. Ultimately, our success depends on our ability to understand and meet the diverse needs of our passengers, ensuring a safe, reliable, and enjoyable travel experience for all.
Mark Fielding-Smith, National Services Director at AtkinsRéalis, considers why a diverse, innovative culture has become key to trailblazing collaborative delivery performance
Rail is a highly fragmented industry that is increasingly becoming more collaborative. Organisations across the sector are aligning values, processes, and behaviours to help overcome siloes and bring our industry together. Our railways comprise a huge number of often-competing train and freight operating companies, systems providers and infrastructure operators, and communication between organisations is hard to build and even harder to maintain. Incentives and priorities differ up and down the supply chain. Contract models are stubbornly linear, often passing up the chance to unite partners around a shared vision and outcome.
Across the industry, difficult challenges demand different approaches. Chief among these is transforming how groups of organisations collaborate to deliver significant outcomes. The larger the programme, the more complex this becomes, yet the need for collaborative working is essential if the programmes are to be delivered on time and to
budget, with the efficiency improvements that are now being demanded by Government.
Take as an example the East Coast Digital Programme (ECDP), deploying in-cab digital signalling and train control technology to the East Coast main line and innovating the first industry relations management plan. AtkinsRéalis is the Rail Systems Integration Partner (RSIP) on the ECDP, helping to integrate over 40 organisations to create a better railway system in a highly complex, regulated and safety-critical operational environment. Successful deployment of the technology can only be enabled by holistic change including operational readiness, requiring new ways of working and profound integration across infrastructure operators, train operators and industry supply chains.
Toufic Machnouk, Director of Industry Partnership for Network Rail’s Digital Railway, recognises the importance of having every member of the supply chain work collaboratively. “The future of the railway industry has pioneering collaboration at the heart of it,” he said recently. “This is the only way for the
industry to solve complex system-wide challenges together. The experience of creating ECDP with its mission and partnership model has shown what this will look like, and our partner AtkinsRéalis has helped us pioneer this approach for success.”
Diversity in its true sense
We recognise that, to integrate efficiently, we all have to change - inside and out. This requires a diverse workforce of domain specialists, sectorspecific expertise, and diverse knowledge. If we can combine viewpoint diversity with collaborative ways of working, we can enrich projects with the necessary breadth to reflect the full range of needs, concerns, and outcomes that our industry is expected to confront.
Ground-breaking, transformative industry change programmes knit people together from disparate backgrounds, skill sets and companies into teams focused relentlessly on outcomes, powering progress and deploying innovation to achieve real-world results. And as the skills shortage intensifies, the brightest people are becoming harder to attract. That’s why diversity of thought and an inclusive culture aren’t ‘nice to haves’ - they’re business critical. Bringing together track and train means uniting a diverse range of people, domains, experience, viewpoints and skills. However, as a whole, the sector has struggled to attract fresh talent. The average age in rail is on the up - the proportion of 16 to 25-yearolds has halved since 2016. Progress for women (now around 16 per cent of the total industry workforce) and other-than-white workers (around 12.5 per cent against 18.5 per cent in the wider population) has plateaued.
If the rail industry continues to look dissimilar to the people using it - and isn’t filled with fresh, new ideas - our attempts to attract, build, and sustain the highperforming teams needed to create a thriving, nextgeneration railway will inevitably suffer.
We recognise how hard maintaining progress really is - because we’ve undergone such changes ourselves. That’s why recognition means so much to us. AtkinsRéalis has been named Best Employer of the Year in 2024 by both Women in Rail and RIA RISE (Railway Industry Association’s Railway Industry Supplier Excellence Awards). It reflects a variety of interweaving internal initiatives, from coaching and mentoring programmes through to implementing a Menopause at Work network, and is testament to a huge amount of collaboration, modernisation, and ambition.
As well as supporting women with sponsorship and development with numerous programmes and tools, we’ve demonstrated a step change in commitment by incorporating senior-level gender diversity into executive performance bonus targets.
We’re also working with rail’s first Governors for Schools (GfS) programme. Though we originally committed to placing 44 STEM governors in underrepresented schools to deliver sustained educational outreach and equal access to job opportunities in schools and communities, AtkinsRéalis has now placed 55 governors, reaching 18,000 students - raising awareness of career paths, breaking down barriers and changing mindsets.
Walking the talk Akin to so many of our industry’s challenges, we can only solve the skills shortage if we work together under a shared vision. Bringing organisations together through a people-centric, user-focused approach is how we enable a whole system, whole lifecycle integration. Integrating a fragmented industry takes more than technical excellence - it demands trust, transparency, and cooperation. If we get that right, we’ll be able to unlock huge, and desperately needed, efficiencies in this Control Period (CP7) as the railway industry structure transforms.
At AtkinsRéalis, integration is critical to our business. From operating our own train lines in Canada to developing, testing, and implementing operational and information technology, our work touches upon almost every aspect of rail. Moreover, our cross-disciplinary team brings expertise from all the other sectors we work within, including aviation, roads, defence and energy. For our clients, this breadth and depth of experience is what allows us to offer innovation with fully integrated solutions that are capable of driving outcomes, not just outputs.
Integration also helps to prevent siloes from obstructing the rapid rollout of innovations such as the European Train Control System (ETCS). We understand that, because we’re working across the full lifecycle to eliminate those siloes, remove blockers and align stakeholders to a unified programme.
We run the National ETCS Test Lab to ensure interoperable, consistent and compliant ETCS solutions are deployed across the UK, and we’ve developed a unified, singular Defect Reporting and Corrective Action System (DRACAS) for Network Rail as part of the ECDP, to integrate industry data across the system and its many partners, to open up a clear line of sight to identify and investigate emerging systemic, and system level, issues. These and many more new capabilities will be crucial to keep industry innovation integrated, and on track.
the heart of it
c2c has recently celebrated the fi rst anniversary of its Class 720 trains entering service.
Laura McEwen, Operations and Engineering Director, explains the impact they are having and the journey ahead
Trenitalia-owned train operator c2c is one of the UK’s most punctual and popular train operators with nearly 34 million journeys made on its services every year.
“I’m so proud of the work that my team do as it is a difficult role,” said Laura McEwen, Operations and Engineering Director. “We can’t rely on yesterday’s performance, we have got to continually look at making sure we are able to run at a high performance, with safety at the heart of everything we do.”
The operator is continuing to make progress, particularly with the introduction of the Class 720 trains, which first arrived on the network a year ago this month. More energy efficient, they have also increased capacity and improved the experience for customers travelling between London and South East Essex.
“There is a lot of work that goes on behind the scenes day in day out to ensure the continuing success,” added Laura. “This isn’t just the work done as an internal team, but in the case of the 720s, the work done collaboratively with Alstom, Porterbrook and other stakeholders.”
In the case of the new trains, the hard work doesn’t
stop when the trains are built, it takes an enormous amount of planning and work in introducing them onto the network while continuing to run services between Fenchurch Street and Shoeburyness, serving 26 stations.
“It’s a brand-new train so all of our drivers, shunters and driver training team have to be trained,” she said. “This has taken years of preparation and something we’ve been building on making sure that we’ve got strong foundations. We’re not finished yet.
“It is about ensuring we have got the right people with the right skills in the right place, and about using technology to improve what we do. A new role being brought into engineering is looking specifically into continuous improvement and technological development. That is a space that is moving fast so it is important to work with other organisations to see what can be done to improve the industry.”
An example Laura gives of this, and something she is particularly excited about, is a trial in the UK rail industry to bring in a device which helps to monitor fatigue in a train cab.
“This hasn’t been done anywhere in the UK main
line rail industry and is industry-leading,” added Laura, who is on the steering group. “There is a longdistance train operator and freight operator involved and it’s being supported by the ASLEF union and RSSB.
“These things take time, and we have to make sure we get it right, but I’m hopeful that next year we could see it being launched at c2c, which will enhance safety and be a supportive tool for our drivers.”
Another recent exciting development, and one set to enhance safety, was the launch of the operator’s brand-new Driver Simulator Academy in Southend which includes Class 720 and 357 simulators, with the 720 simulator featuring a full-cabin replica of its 720 trains.
“This is a fantastic facility and one that will help us to embed that deeper safety culture, providing an opportunity to learn in a safe environment,” said Laura. “There is a lot of potential with the facility which could be used for focused recruitment, giving people the opportunity to try the simulator to see if train driving is something they might like to pursue.”
It was also announced recently that c2c’s Class 357s will be undergoing paint and repair from Alstom over the next two years. The scope of work on the 74 four-car units includes the repair of huck bolt covers, body end corrosion, side vent corrosion, sole bar corrosion, roof corrosion and the repainting of all the units.
“All of our existing 357s will be taken back to bare metal and will be checked for corrosion before we apply preventative treatments. They will then be repainted to align to the look and feel of our new trains,” she explained. “It will make such a difference to the look and feel of the trains. In addition to that we have completed a bogie overhaul and we’re working through a doors and coupler maintenance programme. These are projects that customers won’t necessarily see, but they will see the benefit as those trains will continue to be reliable.
“Further down the line it would be fantastic to have more 720s on the route, but that is something we will discuss as we go forward, but we will continue to work with what we have got in the meantime, making sure we maintain our high standards of punctuality and safety.”
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Anthony Smith, Chair of the Independent Rail Retailers (IRR), discusses the trade association and the vital role it has to play in the future of rail ticketing
Anthony Smith is under no illusions that some parts of the rail industry might see third party rail ticketing organisations as “distractors”. But as Chair of the IRR, he is quick to hit back and has the facts to prove that isn’t the case.
“All the facts show that what third party retailers do is generate growth, even though there is a misconception by some who want to sell their own product that they are distractive,” he said.
IRR is a membership and advocacy organisation representing Assertis, Atomise, Evolvi, Fast Rail Ticketing, Raileasy, Trainline, Trip.com Group, Virgin Trains Ticketing, My Train Ticket and OnTrack. Collectively they contribute and facilitate £5 billion annually to industry revenue and are also the driving force behind a number of customer-focused innovations, including e-tickets and split ticketing.
“Members are selling tickets direct to consumers and they also provide white label services for all of the rail industry apart from LNER,” he explained. “This includes train operator websites and a lot of travel
management stuff for companies such as charities, and football clubs, helping them manage their rail travel and record their carbon footprint.
“They are very data and tech-led, with members working all around the world. They are very much about growth and very incentivised to grow the market because more happy passengers means more revenue. Of every pound they generate, around 95p goes back to the Government so the cost of sale is pretty efficient at around 5p in the pound. At the moment, the Government wants to engender growth and to use private sector money, and here we can do both of those things.”
Anthony became the new Chair of IRR in January, after stepping down as Chief Executive at Transport Focus, the voice of Britain’s transport users, a position he held there and at its predecessor bodies for almost 25 years.
“Somebody said to me that they were surprised when I went for the IRR job given the fact that I spent 24 years in consumer representation, but after leaving Transport Focus I wanted to do something else in
which I thought I could be useful,” he said.
“I thought the one sector where there could be some movement was around how you sell a product and everything I’ve seen and learnt in the last 24 years has convinced me you need the private sector involved in the railways. I thought this sector is interesting, they are really incentivised to get more passengers so in a way, they are kind of saving the planet at the same time, so I was keen to get involved.”
IRR members are passionate about making it simpler for customers to choose to travel by rail, and helping the industry fill empty seats. They are working to encourage travel by addressing customer needs, investing in technology and the workforce, and making data-driven decisions.
“Through agile and continuous improvement, we strive for greater efficiency and effective cost management,” added Anthony. “In the short term, my job is to help members to improve the climate of opinion about third party retailers – despite the fact consumers are using them en masse, and the value they bring in regards to
data and just generally pushing rail.
“The second part of the job is to make sure that when it comes to the post-Great British Railways (GBR) retail landscape, our members can compete on equal terms with GBR if or when it does its own retail, so there are slightly better commercial arrangements which allow our members to compete more equally, which will contribute to the market growing.”
When it comes to fares, ticketing and retail, the Great British Railways Transition Team has vowed to create a simpler, better customer experience in rail. Its fares, ticketing and retail team (FTR) say it will revolutionise the customer retail experience with digital ticketing across the rail network, contactless experience in major urban centres, and simplified, best available value for money options on journeys outside urban areas.
“Retail reform is going to be quite difficult, and I can’t see major reform happening in the near future, however, what we can do is improve the way we sell the existing products,” said Anthony. “Our members present the options consumers have got much clearer, although in the industry generally the way information requests are done is really archaic. You have to pick the time and day, and you get five answers. Hotels and other booking engines push stuff at you.
“If we are going to grow rail we’ve got to cater for people and really push on the unsold seats as those are the ones to fill. A crucial success measure for GBR is going to be boosting that revenue and filling those seats and our members can really help with that in partnership.”
To reach the full potential in the future, Anthony has said it is vital that GBR works with the IRR and its members and instead of decisions being handed down from above, everyone needs to be involved in creating this.
“If we get it right you can unlock a lot of private sector money to invest in things like the reservation systems,” he said. “Our members have got money, and they want to spend it on the railways to increase sales, but at the moment, it is very difficult. They did fund the roll out of barcode ticketing and that was all paid for by third party retailers – all the kit and everything. Without that investment, we’d still be hanging around with paper tickets, or basic versions of e-ticketing.
“But reform needs some careful thought about what to do and our members have got a lot of knowledge in that respect and they can do it very well. You also need to think very carefully about how you integrate the growing number of pay-as-you-go islands in the country with the longer distance routes. When I travel from Brighton to New Brighton I want just one ticket.
“The ability for our members to sell all the products is important as well because at the moment train companies keep some products back to themselves, sometimes for quite good reasons, and other times for more commercial reasons. Things like pay-asyou-go our members can’t retail at the moment. You should want your product in the biggest supermarket possible so it reaches the most people. We want rail to be in the big supermarket third party retailers where it can reach more people.”
If we are going to grow rail we’ve got to cater for people and really push on the unsold seats as those are the ones to fill
Overall though and when it comes to the future, whatever happens with reform, Anthony has said the aims and aspirations for the IRR and its members are straightforward.
“I think it is simple, what we really want to do is to be able to see a completely revised and rebuilt ticketing and information system so you can sell more easily and upsell more easily,” he said. “Allowing third party retailers access to all products is a good idea, building a giant supermarket for rail, and ensuring retailers can compete on equal terms.
“Third party retailers are ready to help drive growth through competition and innovation, all fuelled by tech, data and private money.”
Adam Blower, Rail Delivery Group’s Head of Customer Information, writes about the work the organisation is doing to support customers, as well as developments that are coming in the next few years
To deliver the best possible experience, you must put the customer at the very heart of your business, and the customer’s expectation in this digital age is to have the latest information available when they need it.
Information is an integral part of the journey experience providing customers with details about their journey and train - such as whether it is on time, the facilities available or what to do when there is disruption – empowering them to make better and more informed travel choices.
As inconvenient as delays to our journeys can be when there’s disruption on the network, it becomes a little easier to understand if we know what the issue is and have an idea of how quickly it can be resolved. Accurate and up-to-date real-time information is a key part of improving the customer experience when things don’t go to plan.
At Rail Delivery Group, we manage much of the digital infrastructure which underpins many of the information systems used on the railway. We consider the end-to-end journey, from the moment a customer searches for and books a train, to the moment they leave the service at their destination station.
Our aim is for every part of the experience to be as seamless and consistent as possible regardless of which train operator the customer is travelling with. Customer information pledges - a set of commitments which outline what good looks like, and what customers can expect before, during and after their journey by train - which all operators follow ensure a commitment is made to make the customers’ journey as positive as possible.
Customer information comes in various forms, and I’d like to highlight some of the things we’re doing to support customers, as well as developments that are coming in the next few years. The expectation for customers is that all information services, including those in the cloud, on apps and on trains, work seamlessly.
Providing the right information at the right time
The industry’s customer information programme is the Smarter Information, Smarter Journeys (SISJ)
programme and is jointly led by Rail Delivery Group and Network Rail. Its goal is to deliver simpler, better customer information, particularly during disruption as that is often when timely and accurate information is most needed.
One recent project delivered by SISJ which is benefitting customers now is personalised journey notifications. All rail retailers can send automatic notifications to customers who buy tickets digitally whenever there’s a change to their train, along with practical advice on what action to take.
So far, over four million notifications have been sent, and these updates help keep customers better informed about their upcoming journey. It’s an awardwinning system, that recently won at the Railway Industry Association’s Rise Awards for Application of Digital Technology.
Through the SISJ Programme, we’re also looking at new and innovative ways for customers to receive information. Research shows that short videos are becoming increasingly popular as an information source, as people retain information better when
hearing directly from another person as opposed to reading it on a page. As a result, we will shortly be providing disruption updates in short video format to let customers know the impact of planned disruption and what their travel options are.
These videos will be shared on social media, websites, and screens at stations. They will be accessible with subtitles and British Sign Language, and the videos will be produced by the National Rail Communications Centre (NRCC).
The NRCC team operate 24/7, 364 days a year providing four main functions: operating the National Rail and some TOC social media accounts, publishing real-time information across National Rail Enquiries (NRE) channels, quality checking information on industry websites, and providing information about future engineering work.
Over the year, the team will publish some 64,000 real-time disruption messages, analyse around 36,000 train timetables, provide details of over 7,000 engineering work projects and post around 90,000 messages on social media.
National Rail Enquires also provides a contact centre, based in India which supports customers with their journey enquiries and customer relations. The service handles over one million contacts per year, and it also supports a number of train operating companies with their station help points to deal with customer enquiries.
the invisible force of customer information for
Without timely and accurate data, customers would not be able to access the latest information. The industry uses a system called Darwin - which recently celebrated its 20th birthday - powering all the realtime information which customers use to check the status of their train journey, such as customer information screens, online journey planners and third party retailer sites.
When you look up the status of your train on Citymapper, Google Maps, or the new National Rail Enquiries app, which was launched in August, you are accessing information provided by Darwin. Darwin processes over nine billion requests for real-time train information from customers annually.
National Rail enquiries is in the final stages of modernisation to update the underlying infrastructure, technology and design of both the website and the app, which will finish later this year.
This is an important activity to improve this digital channel that serves 25 million user visits a month, providing information on stations and live rail services nationally. It also allows customers to plan their journey in advance, view ticket prices and purchase a ticket on all national rail services.
for
Disabled customers and those who require assistance can choose to pre-book their assistance via the Passenger Assistance app, telephone or in person at stations up to two hours before travelling, or turn up and go without pre-booking. Making a booking is simple through the app or websites, and customers can create a profile with their accessibility needs to
help make booking future journeys much easier.
Once the request has been sent, the train company will send the customer the confirmation, so they know assistance will be there for them. The latest figures show an average of 7,650 journeys are booked every day, and the growth in volumes of assistance provided helps to drive wider improvements to make sure access to rail is as inclusive as possible.
A positive travel experience every time
There isn’t a one size fits all approach, each customer’s journey is individual and unique to them –we want the customer to be able to ‘travel their way’.
As digital developments continue at pace, we need to move with this but ensure that we retain a focus on human interaction as not everyone is able to access digital services.
We are continuously striving to improve the information customers receive and have robust feedback tools to monitor this and gain invaluable feedback directly from our customers. Over the last five years, customer satisfaction with customer information has increased by 10 percentage points, so we know that information is getting better. However, there is more to do to tackle the issues that customers highlight, and improve our current offer further.
We know that one of the key factors influencing whether a customer has a good journey experience or not is the quality of information they receive. With more detailed, accurate and timely information, we enhance overall customer satisfaction and confidence for customers using the railway, which can encourage people to use rail more.
Increasing the number of people travelling by rail can support economic growth and environmental goals This not only benefits the customer, but the country too, so that is a journey we all want to take.
There isn’t a one size fits all approach, each customer’s journey is individual and unique to them – we want the customer to be able to ‘travel their way’
The Railway Industry Association (RIA) is laying the foundations for a rolling programme of station investment. Policy Director Robert Cook explains more
Astation at the heart of a community makes for a fairer, greener, more prosperous community. However, their success is potentially being held back by a large and fragmented station estate with no clear Government strategy for the upgrades needed.
RIA is looking to change this, starting a vital piece of work looking at a viable investment model at a time when there is very limited Government funding available, with new infrastructure increasingly dependent on private investment.
“Stations and connected transport are vital arteries that breathe life into our cities and towns to propel economic growth, create jobs, accelerate new homes and regenerate communities,” said Robert Cook, Policy Director at RIA.
“There is a growing interest in new models of private investment for infrastructure, an opportunity, with a number of organisations developing thinking here. Stations bring ancillary investment opportunities (such as car parks, housing and retail) that could attract some funding.
“Land Value Capture also has particular potential to leverage funding with opportunities to transform areas around stations.”
The RIA work centres around stations as engines of communities, working with industry leaders to come up with a long-term strategy that national and local Governments can take forward in partnership with the private sector.
Explaining the objectives, Robert said: “We want to highlight how rail connections support the future we want for our cities and communities, reframing the value of rail in the minds of newly elected politicians and making the case for a portfolio and place-based approach to upgrading stations, so that a rolling programme of station investment can be delivered over a sustained period of time.
“This is also about working together to establish an industry consensus on the way forward and offer practical solutions, on leveraging private investment, a commercially viable approach, identifying investment targets; and overall providing the basis for a strategy that national and local Government can take forward.”
Project approach and deliverables
Robert splits the project approach into three parts –strategic case, investment case and delivery model.
Starting with the strategic case, this involves assembling and building upon the existing evidence
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There is a growing interest in new models of private investment for infrastructure, an opportunity, with a number of organisations developing thinking here
on the outcomes that stations can generate and framing the arguments around place-making benefits and regional outcomes. It also involves showing the risks/lost opportunity if we do nothing.
“We will set out our concept of a long-term portfolio and rolling programme to be tested and situate this in a recognition of the problems with the station estate and challenges that need to be overcome in today’s structure,” said Robert.
“The strategic case would apply across all stations, but the proposed delivery model would especially focus on stations that are capable of being addressed as a portfolio – 80 per cent of the station estate is small and medium-sized stations which is where we think a portfolio approach could be especially useful.”
Secondly, the investment case will involve carrying out research into a group of stations to test the portfolio concept against a 15-20-year timeframe for a long-term market opportunity.
“This will set out the different investment needs, test the potential revenue and funding streams, identify if there is a bridging role for private finance and identify and test stakeholder roles, such as the important role combined authorities can play,” explained Robert. “We envisage this testing phase would be led by consultants, with oversight by RIA and a project steering group.”
Lastly comes the delivery model, setting out an updated and more detailed proposition based on learning from the case studies, including proposals for tangible investment opportunities.
Robert said: “This will propose likely targets for investment, and set out the need for a longer-term strategy and pipeline which is key for attracting blended public and private investment.
“The delivery model also involves embedding and handing over the strategy, working with Great British Railways and further political engagement, communicating with MPs in terms they can relate to and that resonate with their constituencies.”
Be a part of the journey
Passenger growth will soon reach 100 per cent of pre-pandemic levels and, according to the recently RIA-commissioned Steer report, passenger numbers could double by 2050 – so a bright future for railway growth is achievable with the right political ambition and commitment.
Railway professionals are also determined to provide the best possible service to customers, both passenger and freight, and are dedicated to ensuring the industry works better than ever before, emphasised by RIA’s long-term strategy proposals on station investment.
“Fundamentally, this is an opportunity to help shape and make a future market for the next 15-20 years that will transform and enable connectivity and integrated transport,” added Robert. “The project sponsors will be able to help identify and structure a long-term pipeline, and work with RIA to build public support around this.”
To reach its full potential RIA is looking for financial support to fund the consultancy work, with sponsors and partners part of a vital project which could transform railway station investment and the communities they serve.
“This is an opportunity to be part of a long-term strategy that national and local Governments can take forward in partnership with the private sector,” said Robert, who joined RIA in Autumn 2022 from the Office of Rail and Road, where he was Head of Strategic and Policy Projects.
“Stations are a tangible way to show politicians the value of rail to their communities but at the minute there is a large and fragmented station estate with no clear Government strategy for the upgrades needed. A new approach is needed and that is what we will be able to achieve with this piece of work.”
For more details email robert.cook@riagb.org.uk or call 0207 201 0777
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Coolair Logan specialises in HVAC and welfare systems for rail vehicles. Nathan Garratt, Director of Operations, tells Rail Director how the company’s retrofit solutions are helping to transform these vehicles - and improve conditions for operatives
With its highly skilled team and two complementary divisions, Coolair Logan is bringing something different to the rail industry.
The Lincoln-headquartered firm specialises in engineering and metal fabrication solutions – which, in turn, enables it to develop bespoke heating, ventilation, and air conditioning (HVAC) systems for rail vehicles.
Nathan is proud of its unique capabilities – and
the difference it is making to both clients and frontline workers.
“Effectively, we’re improving the working conditions on board rail vehicles,” he explained.
Retrofit HVAC and welfare solutions
These HVAC solutions are developed in-house, often for vehicles that were never intended to support them.
“We oversee everything from start to finish, beginning with an initial machine survey – we go
out, meet clients, and come up with an engineering solution,” Nathan added. “Often, it is for a vehicle that was not intended to have HVAC fitted, and we can install it retrospectively. The aim is to provide operatives with the level of comfort they need in today’s working environment.”
In the last 16 years, Coolair Logan has designed and manufactured retrofit HVAC systems for a range of major rail clients. Amongst them is a rail freight and logistics company, which tasked the firm
with developing an integrated system for its EMD Class 66 locomotives. Due to space constraints and its voltage specification, it needed an entirely bespoke solution – and Coolair Logan rose to the challenge. The resultant system heats cabs in winter and cools them in summer, ensuring that drivers remain comfortable as temperatures fluctuate.
More recently, Coolair Logan has taken its commitment to improving operator wellbeing one step further, developing innovative welfare cabins for on-track machines.
“We designed bespoke welfare cabins for four variants of rail tamper vehicle,” Nathan explained. “It was a flatpack module assembled inside the vehicle. This project also involved some modifications to the machine itself, and our fabrication resource was able to assist.
“The result was a complete cubicle, and we offer ongoing support alongside a third party, who provide fresh water and remove waste from site.”
The project was driven by the need to improve working conditions on railway vehicles. In total, 34 welfare cabins were rolled out across the UK.
“It was a collaborative effort from the start,” Nathan recalled. “We spelled out exactly what features were required and adapted the mechanical integration to suit the application.”
And the company isn’t just helping to support people; it also specialises in on board electrical equipment cooling.
“A lot of modern machines have suites of programmable logic controllers (PLCs) and electrical lockers in place, and all this equipment needs to run within a nominal temperature range” Nathan explained. “We manage climate inside the space, as well as providing positive pressurisation to prevent dust ingress.”
A recent project saw the firm develop a brand-new rail grinding HVAC system that provides a suitable working environment and protects both operators and electrical kit from metallic dust. On this occasion, it worked directly with the OEM (original equipment manufacturer), designing, and delivering several units.
A ‘one stop shop’
Coolair Logan is becoming known for these innovative engineering solutions – thanks, in no small part, to its multi-skilled team, who work across three facilities.
“I hate to use the term ‘one-stop shop’, but we have all the elements in-house,” Nathan (who joined the firm over 10 years ago) said. “We have designers, who present concepts to our customers and create engineering drawings for our manufacturing team. A project engineering team who develop the control and refrigeration elements. We then have assembly, installation and service for the life of the product”.
These in-house capabilities mean that Coolair Logan can prototype rapidly and manage each part of the process. They also enable the firm to develop truly bespoke solutions – which, Nathan explained, often extend the lifespan of existing machinery.
“There’s not always an option to spend millions of pounds on new rolling stock,” he said. “We are usually advised that the life of a rail vehicle is around
25 years. In most instances there is a business case for the customer to upgrade.”
And, with intelligent new control systems, these solutions can help customers to address another pressing issue.
“As we know, one of the biggest priorities at present is the environment – the efficiency of systems, and being as green as possible,” Nathan said. “We can prevent unnecessary consumption with our new HVAC designs due to more intelligent control, using variable duty components. Therefore, reducing overall load on the vehicle supply, fuel usage and emissions.”
These intelligent control systems also enable Coolair Logan to monitor on-board parameters such as battery voltage and consumption. Nathan and his team can feed this data back to customers if necessary.
“We have remote condition monitoring as part of our standard package now,” he added.
And, when not developing new solutions, Coolair Logan helps to repair and maintain existing HVAC systems – including those manufactured by other companies.
“We do a lot in the way of locomotive HVAC overhauls, working with customers to create a baseline service programme,” Nathan explained. “We will tailor them based on the age of equipment, expected life and any trending faults. We perform a condition assessment to review components and provide customer feedback. We will look at obsolescence, what we might need to retrofit, and ultimately bring it back up to working condition, fault finding and repairing if necessary. And, in the long term, if they want us to take ownership of the asset, we can do that for the rest of the locomotive’s life.”
With its dedicated fabrication facility, the firm can even reverse-engineer components – as well as fabricating parts for rail applications.
“Over the years we’ve had involvement with a number of fabricated parts for the rail industry” said Nathan, who began his career as an engineering apprentice. “Things such as guards, sand hoppers, tanks, and elements of wagons. This includes repairs, modifications, and new parts too.”
Giving rolling stock a new lease of life Looking ahead, Coolair Logan is keen to cement its reputation as a trusted supplier to the rail industry.
“There are many systems out there that need to be upgraded, or vehicles that don’t have HVAC fitted,” Nathan concluded. “We’d also like to do more for passenger comfort – whether that’s new systems for OEMs, or coach overhauls.”
“There’s a lot of work happening with the rejuvenation of old rolling stock, giving it a new lease of life and bringing it up to today’s standards –we can certainly play a part in that.”
https://www.coolairlogan.co.uk/
The Railway Ball supports Railway Children in protecting the lives of vulnerable street children found on the transport network. Find out how you can get involved and the difference you could make
In the fast-paced world of the railways, where efficiency and profit margins often dominate the agenda, a quiet revolution is underway. Leading UK rail companies are stepping up to support a cause that goes beyond the tracks, making a profound impact on the lives of vulnerable children around the world.
The Railway Ball, one of the most anticipated events in the rail industry calendar, is more than just a glamorous evening—it’s an essential initiative driving real change through the work of Railway Children, the charity dedicated to protecting children at risk on the streets and transport across the UK, India, and Tanzania.
“Every day, thousands of children arrive frightened and alone at rail and bus terminals, seeking refuge from circumstances that no child should have to endure,” explained Rob Capener, Group Chief Executive Officer at Railway Children. “In countries like India and Tanzania, as well as the UK, these children are often fleeing from abuse, neglect, poverty, or the clutches of criminal gangs.
“But rather than finding safety, they often encounter further danger, exploitation, and harm. Railway Children is there to intervene, providing the crucial support and protection these children desperately need.”
Thanks to the generous support of the UK rail industry, Railway Children has been able to make significant strides over the past year. A remarkable 11,614 British Transport Police officers and rail staff in the UK have been trained to identify vulnerable children and intervene before it’s too late. In India, 3,727 children have been reached and protected at railway stations and bus terminals, while in Tanzania, 1,789 young people have been supported to leave the streets behind and build a brighter future.
A call to action for UK rail
However, the work is far from done. With thousands more children still in need, Railway Children is urging businesses within the rail sector to get involved. The Railway Ball offers a unique opportunity for companies not only to enjoy a spectacular evening but also to contribute to a life-saving cause. This year, over 70 companies have already pledged their support, with 1,200 guests attending, but there is still room for more.
The event is being championed by some of the industry’s most influential businesses, and these corporate partners are calling on their peers to join them in making a difference.
James Bain, Chief Technology and Operations Officer (CTOO) of Worldline, a long-time supporter of The Railway Ball, emphasises the importance of industry-wide participation. He said: “Improving social mobility is a duty all of us in the rail industry must fulfil. Supporting The Railway Ball is our way of appreciating the industry that sustains our business while helping to protect and give a voice to vulnerable children. We urge other companies to join us in this vital cause, and give back to the communities we serve.”
Similarly, Jean-Pierre Bertrand, CEO of Colas Rail UK, highlights the tangible impact that businesses can make through their involvement: “The Railway
Ball is more than just an industry event; it’s a platform for change. By supporting this event, we’re directly contributing to the safety and well-being of children who need it most.”
Jane Fisher, Rail Contract Bid Director of Transport UK, adds: “The Railway Ball is an opportunity to give back in a meaningful way. The work Railway Children does is critical, and it’s an honour to be part of an industry committed to supporting such a worthy cause.”
A sentiment backed up by new partner, BT Business, whose Transport Director, Darren Buttrick explained: “As a new partner of The Railway Ball, BT Business is proud to support Railway Children’s mission. This event offers a powerful way to contribute to the safety and future of children in need. We encourage others in the industry to join us, not just because it aligns with our values, but because it’s an opportunity for all of us to collaborate on making a real, positive impact.”
Why your support matters
The Railway Ball’s business model is distinct from other industry events. It’s not just about networking or securing a return on investment; it’s about giving back. The funds raised through the ball directly support Railway Children’s work on the ground, helping to ensure that no child has to live in fear, alone on the streets.
Speaking on behalf of The Railway Ball Patrons and Committee, Chair and GWR MD, Mark Hopwood CBE, underscored the event’s broader significance: “We don’t ask our supporters to justify their involvement with a clear business case. The Railway Ball is about much more than that—it’s about recognising the role we all play in supporting the communities we serve. With a strong pipeline in UK rail, your company is already benefiting from the industry; this is your chance to give back. The Railway Ball is a celebration of our collective commitment to making the world a safer place for children, and I urge every company that has not yet supported us to join the over 70 organisations that have already done so. Together, we can create lasting change.”
How you can get involved
The Railway Ball 2024 is taking place in London on Friday 29 November 2024 and promises to be an unforgettable evening, combining entertainment with
By supporting this event, we’re directly contributing to the safety and well-being of children who need it most
philanthropy in a way that only the rail industry can. There are several ways for businesses to get involved:
Take a table Secure your place at the event and join industry leaders in supporting Railway Children’s mission.
Become a corporate partner Align your brand with a cause that resonates across the industry and beyond.
Donate auction prizes Such as days out, sports events, gourmet dining, spa days, short breaks, and gifts like artwork, handcrafted jewellery, designer handbags and cutting-edge gadgets. Rail experiences and memorabilia are also popular.
Industry leaders’ endorsement
In a show of unity about the event’s importance, Railway Ball patrons, including Darren Caplan (Railway Industry Association), Lisa Coleman (Worldline), Andrew Haines (Network Rail), Alex Hynes (Department for Transport), Andy Lord (Transport for London), and Dyan Perry OBE – have written an open letter of support.
The letter reads: “The Railway Ball is not just a night of celebration; it’s an evening of profound change. We urge you to accept this invitation and join us in making a lasting difference in the lives of children who need it most.”
www.railwayball.co.uk/ enquiries@railwayball.co.uk 020 8432 4320
www.linkedin.com/company/the-railway-ball/
Dario Feliciangeli, GHD’s Transport Market Leader, discusses GHD Digital Twin Online (i.e. DTO), which is reducing the cost, risk and disruption of site inspection while accelerating and enhancing effective decision-making
It is the question surrounding all areas of the rail industry – how do we do more with less money without impacting the safety and efficiency of the sector and the service it provides? From an infrastructure perspective, Dario Feliciangeli, GHD’s Transport Market Leader, said that the answer has to be based around what we can leverage that is different from the past.
“It all centres around taking the heritage into the future and leveraging technology with the digital tools developed and the understanding of the data available to manage and value rail assets,” he explained. “We need to have a better understanding of the huge amount of data that we didn’t have before and to leverage as much as we can to improve efficiency.”
GHD is a global, multidisciplinary professional services company providing clients with integrated solutions operating in the markets of water, energy and resources, environment, property and buildings, and transportation. Its future-focused, innovative approaches connect and support communities around the world, building resiliency and sustainability for generations to come.
The organisation prides itself on being relevant to the client and ensuring it aligns with their strategic objectives. That is certainly the case with its Digital Twinning Online (DTO), a low-cost, high-speed collaboration platform that provides infrastructure asset managers with multiple information data sets in a single place.
“Our DTO allows organisations to spend less time finding their asset data and more time managing their assets,” Dario explained. “Thanks to this system we’re enabling Network Rail to inspect their assets, manage their assets and to create reports like never done before.”
It comes at a time when the UK rail industry needs it most. Over the next five years, Network Rail has highlighted tackling climate change, improving train performance and improving management of ageing infrastructure as priorities. GHD’s DTO plays a vital role when it comes to the increasing issue of landslips, something which when it happens, damages infrastructure and can lead to major safety risks and to costly delays for both passengers and freight.
Dario said: “In simple terms, it is a digital replica of the physical asset with an overlay of different data sets, including the traditional on-site surveys, ground engineering and climate data, as well as BIM and LiDAR (Light Detection and Ranging), that Network Rail can access to inform their decisions.
“DTO reduces disruption, decreases the need for possessions and boots on ballast with the use of drones to collect the data, and longer term helps to
have a better understanding of assets over time and to inform decisions to mitigate and potentially prevent the knock-on effect landslips have on services and the infrastructure itself.”
GHD’s DTO mimics a real-world system of the asset by integrating smart technologies and replicating it in a virtual environment that can be viewed in a secure cloud-based platform. It allows an organisation to collaborate efficiently to inspect, manage, and report on assets from anywhere in the world.
Dario said: “Infrastructure asset owners and operators are often frustrated by the effort it takes to locate asset data due to multiple incompatible formats being stored across a range of locations.
“Technology agnostic and easy to use, our platform allows you to access both up-to-date and historical information on assets quickly and without unnecessary complexity.”
The system has already been put to good use in the UK rail industry on the Watford tunnel approach cutting – a major earthwork management strategy for Network Rail, having a transformative impact on the efficacy of site access and asset management.
Such has been its success that it won the Award for Technical Excellence at this year’s Ground Engineering Awards for demonstrating multiple quantifiable benefits to its major earthworks management strategy, representing a step-change in its operations, and setting a precedent for technical excellence in asset management.
“Network Rail has the ability to use sensors on trains to capture what is in front of the train, the problem with earthworks is that they are affected by the surroundings of the asset which can impact its performance,” explained Dario. “What we do is quite powerful because it has given Network Rail a much wider way to assess the assets and a deeper and better understanding of what is surrounding the asset and what impact it is having.
“The idea is to fly drones regularly to create a history of what is happening around the asset
We need to have a better understanding of the huge amount of data that we didn’t have before and to leverage as much as we can to improve efficiency
which is crucial for earthwork asset management. The surroundings are always evolving. The quality of the data enables a better understanding, reducing the need for workers to be trackside, and the opportunity to be more proactive than reactive when it comes to earthworks.
“In the case of Network Rail, we have worked with them to provide a single place for them to inform their decisions in this case in relation to earthworks which are becoming more and more critical in relation to customer experience and the operation of the train. In simple terms, it is an enhanced digital copy of the reality with an overlay of different data sets that Network Rail can access to inform their decisions. This is a tool which enables cost efficiency and at the same time expedites and improves the asset management of these earthworks.”
DTO is one example of the invaluable role GHD plays in the sector. Through its connected global network of rail professionals, GHD is well equipped to improve the efficiency and effectiveness of rail
businesses, supporting rail operators, asset owners, railway managers, maintainers, financiers, suppliers, contractors and Government regulators to deliver optimal solutions for railway projects
Integrating rail engineering experience, data analysis and modern technologies to produce innovative infrastructure solutions tailored to client and project needs, GHD delivers cost-effective outcomes for the likes of Network Rail and The Department for Transport. Dario is optimistic for the future and the impact the organisation will have on the UK rail industry.
“The rail industry is going through the biggest change in 30 years with Great British Railways and it is an opportunity where I believe the public and private sector will need to come together, and coming together is about what value you can bring,” he said. “To be able to seize that opportunity, the narrative and discussion should be about the value you can create, ultimately to improve the customer experience, the rail operations and the rail sector as a whole.
“We need to be brave in a sense that the private sector will need to strive for more innovation and more value propositions for clients, and at the same time clients will need to be aware of what they are asking for and open up a part of the market to innovation and alternative proposals, something we at GHD offer.
“It all comes back to that initial question we need to answer of whether we can do more with less investment on ageing infrastructure. I believe GHD has a set-up which is aligned with the future demands.
“As clients seek greater efficiency and improved management, you need to offer a significant differentiation from the past. By deeply understanding and analysing diverse data sets, implementing practical solutions backed by expertise, and leveraging cutting-edge technologies and digital tools, you can deliver a transformative experience that drives efficiency and sets you apart from the competition.”
www.ghd.com/en
Registration has opened to the biggest free wellbeing event for the rail industry, Rail Wellbeing Live (RWL).
Chair of the Steering Board, Ruth Busby, explains more
RWL returns for its fifth year on November 5-7 with one of the world’s greatest living explorers Sir Ranulph Fiennes, Olympian Dame Kelly Holmes, ex-England footballer Stuart Pearce MBE and author, presenter and campaigner Katie Piper OBE, among the speakers.
The three-day, online event offers everyone in the rail industry the opportunity to come together and connect with colleagues and high-profile speakers for inspiration, tips and guidance on how to tackle a wide range of health and wellbeing issues.
New for this year will be a series of peer-to-peer sessions on offer. These sessions will focus on how colleagues can learn important skills to help each other. Sessions include how to support a colleague through grief, how to spot poor mental health in a colleague, and how to be an empathetic listener.
“All too often, we don’t prioritise our health and wellbeing and can suffer as a consequence,” explained Ruth Busby, Chair of the RWL Steering Board and People and Transformation Director at Great Western Railway and Network Rail Wales and Western. “Taking part in one or more of these fantastic sessions will give you the tools to make a positive change – whether that be mentally, physically, emotionally or financially.”
RWL 24 will address all aspects of health and wellbeing in an engaging, fun way. Pick ‘n’ mix
sessions allow attendees to create their own agenda and attend sessions that interest them most.
Among the highlights of the programme include MasterChef’s Amar Latif OBE (Being limitless), Robert Hobson (Ultra processed food), Dr Supriya McKenna (The narcissist next door), Dr Sophie Mort (A manual for being human), Joshua Fletcher (Untangle your anxiety), Dr Hannah Critchlow (The power of collective thinking), Professor Sam Wass (How the modern world is changing children), Dr Gemma Newman (Get well, stay well) and Alex Holmes (Time to talk: How men think about mental health).
Ruth added: “Rail Wellbeing Live is such a fantastic event and I’m proud to be a part of it. Events like this give us all the opportunity to take stock and really invest in ourselves.
“I’d especially like to ask line managers to encourage their team to join an RWL session. Even if you can’t join live, sessions are available afterwards so please register and watch at a time that is convenient.
“It doesn’t matter where you are in the rail industry, we all have similar challenges. I very much look forward to everyone coming together to improve wellbeing as one, big railway family.”
There will be sessions in the evening on Wednesday, November 6, with railway-specific content including footcare for the rail industry and the mental health toll of being on the road, hosted by
Events like this give us all the opportunity to take stock and really invest in ourselves
former Boo Radleys frontman, Dr Simon Rowbottom. Appearing during the opening session ‘Welcome to Rail Wellbeing Live 2024’, will be Network Rail Chief Executive, Andrew Haines, along with a panel, with the focus of the discussion being around mental wellbeing in challenging times.
Returning for another year is your chance to nominate a colleague for the Wellbeing Hero Award. The winner of the awards will be announced live on Tuesday, November 5 during the Welcome to Rail Wellbeing Live session.
Register by visiting www.RWL24.co.uk. Anyone who registers and attends the event will go into the prize draw to win a £200 Decathlon voucher.
Jones Nuttall Ltd, a precision engineering company based in Warrington, Cheshire, takes pride in its state-of-the-art CNC machining facilities. For over 50 years, we have delivered precision and efficiency in every project we undertake.
Our specialised Rail division boasts contracts with industry leaders such as Alstom, Unipart Rail, Metrolink, London Underground, and Network Rail. Our experienced engineers handle a diverse range of projects, including new builds, repairs, refurbishments, and modifications, including reverse engineering.
We manufacture components using a variety of materials, including ferrous and non-ferrous metals, exotic materials, advanced plastics, laminates, and composites. Our continually evolving manufacturing processes ensure that your products meet the highest standards, making us a trusted partner in demanding sectors such as oil, gas, energy, nuclear, and rail.
For precision finishing, we offer quality surface treatments, coatings, and other finishing services. These optional treatments enhance material strength, improve durability, and provide a long-lasting, high-quality finish.
With a comprehensive suite of services, our extensive experience has shaped our capabilities to meet our clients’ needs. Managing all aspects in-house provides valuable transparency, ensuring seamless project management from start to final delivery.
DEDICATED R AIL DIVISION
SURF REATMENTS TING MILLING & TURNING FABRICATING
WELDING S CRITICAL COMP TS ANODISING EMANAGEM
Kevin Bonanno, Telent’s Rail Director, argues that to achieve the efficiency that the railway needs, and that the Government demands, innovation is needed in the procurement process as well as in engineering
Announcing his support for the Railway Industry Association’s Unlocking Innovation programme, Kevin Bonanno, Rail Director of technology and telecommunications company Telent Technology Services, said earlier this year: “UK rail is facing many challenges – ageing infrastructure, obsolete systems, climate change – which all lead to operational uncertainty and although well-funded, UK rail is not funded sufficiently to address these issues without doing things differently. Innovative technology solutions are key to addressing these challenges.”
The cost of running the railway in Great Britain is enormous. Over the five years of Control Period Seven (CP7 – April 2024 to March 2029), Network Rail alone will receive Government grants of £27.5 billion in England and Wales and a further £2.3 billion in Scotland – £29.8 billion of taxpayers’ money. Add in track-access charges, commercial income and electricity for traction and Network Rail will have a total income of £45.4 billion over five years. That’s £25 million a day!
On top of that, major Network Rail projects and enhancements are funded separately, Transport for London benefits from around £2 billion every year in retained business rates (£10 billion over five years), other transport authorities receive public funding and then there is the construction of HS2. So, it’s not surprising some people talk about £80 billion over the five-year period.
Despite these eye-watering amounts, the funding is not limitless and, in real terms, is being squeezed. Network Rail is being asked to make efficiency savings of 15 per cent on capital expenditure and 10 per cent on operation expenditure, and other organisations are having to do the work they need to do on reduced funding.
And that is driving innovation – not just in technology, but in the way things are done and projects are delivered. Kevin is convinced that change
You have to be bold and brave, to innovate and do things differently
is needed. “Innovation is becoming more necessary to deliver Network Rail’s vision for CP7 of Simpler, Better, Greener,” he told Rail Director. “You can’t do it without innovation. The necessity to deliver innovation, to do things differently, whether that’s differently in the ways that we approach work or in the choices that we make commercially, is absolutely a requirement.”
Without innovation, work will cost the same as it always has and the only two ways to save money are to deliver less or cut corners. Instead, the sector is being asked to deliver more for less money while maintaining the same safety and product quality standards that it always has. So doing things in new ways – innovation – is the only option.
“I still think there’s a resistance to change, as there always is. But the desire from the top is there to do things differently,” Kevin continued.
Innovation is a necessity
Telent is not just innovating in the delivery of its own projects, such as installing Smart CCTV at stations and using Artificial Intelligence to monitor the results, it is heavily invested in bringing innovation to the whole railway. It partners the Railway Industry Association’s Unlocking Innovation programme and is in regular dialogue with Network Rail and other major railway infrastructure organisations nationwide.
Ramping up the drive to innovate, and for the
railway to benefit from the efficiencies that brings, is no easy task. “Probably the most restrictive part of it right now is the procurement process – developing a procurement process that invites innovation is effectively moving towards an outcome-based system,” Kevin explained.
“That shift to outcome-based procurement is a leap of faith for many. They need the confidence to trust the supply chain, and I think that’s probably the biggest barrier to innovation. If you stay within a constrained procurement environment, where you’re measuring the success of any tender or bid in a traditional way, you stifle the introduction of innovation. You stifle the ability for the supply chain to take risks.
“Let us pick the right products,” he exhorts procurement teams. “Let us pick the right ways of working, all within the confines of the rules of working safely within rail. If you tell us what you want, we will never innovate. We will never change. Let us tell you what we can do for you.”
Early contractor involvement in a procurement project is essential, Kevin insists. Working with a small number of potential suppliers before the work is put out to tender can help the client understand what outcomes are needed. The question then becomes one of how close the bidder gets to the defined outcome, and how quickly, and at what cost, rather than how they deliver every stage of the process. The process is down to them – the defined outcome is what is important.
Such a process allows the bidder to include methods and techniques from other sectors as well as technology previously unused in the rail industry. Delivering the specified outcome at minimum cost and as quickly as possible is key, rather than following a rigid process that hasn’t changed in years. That’s where the efficiency, and the cost saving, will come from.
“It’s very, very rare that anyone will do something in rail that’s never been done anywhere else,” Kevin stressed. “It’s just never been done in rail. Innovation isn’t just about inventing something, it is about doing things differently. It might be making it simpler, it might be making it better, or it might be making it greener.”
Moving to outcome-driven procurement has its challenges. It is all very well for senior management to see the light and say things have to change, its another for them to convince risk-averse middle managers to change the way they have been working for years.
“If you have one part of the process that’s still constrained in a traditional way of working, then you stifle innovation,” Kevin stated. “If there’s a vision to do something different, you have to enable that at all levels. If that vision doesn’t get through, then I think the failure won’t be in middle management, though that’s where the process will fall down. The failure will be in senior management, which will have to empower its teams to try new things.
“As much as we celebrate success, actually we also need to celebrate failure, in the sense of we were trying to do it differently, trying to implement that
The shift to outcome-based procurement is a leap of faith for many
vision, and trying often means failing. If it doesn’t work, that doesn’t mean we’ve tried that, let’s never do it again. Let’s understand why, learn from what went wrong, and maybe have another go at it.
“So, you have to have confidence, you have to be bold and brave, to innovate and do things differently. That’s the point about celebrating failure, you’ve got to celebrate that we tried to do things differently, and that should be applauded just as much as success, because otherwise you don’t create an innovative culture.”
Driving the innovation message through all levels of a large organisation is essential, to Kevin’s thinking. That’s why he is so keen on the Unlocking Innovation programme, as Network Rail is heavily involved with
it, as is UKRRIN (the UK Rail Research and Innovation Network). It involves people at all levels and in all disciplines – engineering, procurement and delivery. They have to be empowered to make decisions for themselves, to be brave and to do things differently.
Rail isn’t the only industry sector with these challenges. Other major recipients of public funding – National Highways, the National Grid – have to deliver efficiencies too. That’s why Kevin is in favour of employing people from other sectors, who may have different solutions to the same problem.
“We are unique as a business, rail is unique as a sector, Network Rail is unique as an organisation, but I don’t think our challenges are unique,” Kevin explained. “If we look around the sector, we will see people who start their career in rail and end their career in rail – people don’t move around that much. They become comfortable.
“But if we’re going to do things differently, we have to feel uncomfortable at times. We need to embrace the uncomfortable, embrace different, and that includes moving around and doing things that we’ve never done before in sectors or with customers or with technologies that we’ve never done before, and I think one of the key things that would really help the railway is to bring people in with wider experiences.”
Paul
Hunter, Technical Director
at Power Service Solutions Ltd, explains more about providing high voltage and low voltage jointing
“Feel safe - be safe” is the ethos of the team at Power Service Solutions Ltd, which for the last 20 years has worked within the electrical contracting industry, specialising in high voltage (HV) and low voltage (LV) jointing and terminating of cables up to 132KV, along with testing and fault finding.
Its reputation as one of the UK’s premier HV cable jointing specialists comes from a track record of delivering on time and within budget, and exceeding customer expectations; bringing best practice from working in a range of different sectors, from the railways and construction, through to pharmaceutical and oil and gas.
“My personal maxim is to always strive for excellence,” said Paul Hunter, Technical Director. “We have vast experience working in a number of safety critical sectors, so we ensure that what we do is right and it is done first time, that we are trustworthy and whatever we do is fully traceable.”
Power Service Solutions Ltd’s work is underpinned by working to the highest of standards, accredited to ISO 9001 (2015) (Quality Management system), ISO 14001 (Environmental system) & ISO 45001 (Occupational Health and Safety Management system) and regularly verified through internal audits.
It is also accredited to the industry bodies The Railway Industry Supplier Qualification Scheme (RISQS), Electrical Contractors’ Association (ECA), and Achilles.
Among its experience in the rail industry includes work for the likes of Network Rail, Amey, and SPL, on the jointing, terminating and testing of cabling. All of its projects have been completed within the specified project milestones.
“We are already one of the leading HV joint companies for the rail sector, but we want to be the number one in the industry and other sectors,” added Paul. “This will be driven by the fact we can take the best practice from other sectors and vice versa.
“The rail industry is very good when it comes to things like fatigue management, and drugs and alcohol policy, which we take into other industry sectors we work in, but there are also things we do elsewhere which can improve the work in the railways.”
Power Service Solutions Ltd can carry out all types of testing – including insulation resistance, hipot pressure testing for both AC and DC (very low frequency testing), and time domain reflection testing.
Experts offer different fault finding methods, time
domain reflection testing if site records are available, and thumper and cable fault locator testers. They can also provide project management services to manage turnkey projects, overseeing the project within its whole life cycle.
“What we do is very specialist and there is a lot of trust involved,” said Paul. “I want to get to the stage as a company in which even if a company hasn’t worked with us before, our reputation precedes us and they will trust us and know they will get a first-class job, completed to the highest of standards, safely, on time and within budget. With every job we do, that is what we are achieving.”
www.powerservicesolutions.co.uk/
We are already one of the leading HV joint companies for the rail sector, but we want to be the number one in the industry and other sectors
Operations wide, results focused, digital management; improving performance and increasing capacity.
Operations wide, results focused, digital management; improving performance and increasing capacity.
Digital platform with automated movement authorities. Integrates with all interlockings and any TMS; reducing the cost of operations and infrastructure renewals.
Digital platform with automated movement authorities. Integrates with all interlockings and any TMS; reducing the cost of operations and infrastructure renewals.
Real time, disruption management. Plan optimum stock and crew utilisation; improving service resilience and customer satisfaction.
Real time, disruption management. Plan optimum stock and crew utilisation; improving service resilience and customer satisfaction.
Customer communication, data gathering and analytics; delivering personalised engagement and informed journeys.
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Fiona Hyslop, Cabinet Secretary for Transport, has described the project as a great example of integrating new public transport provision with a new housing development
Afunding award of £18.3m from the Glasgow City Region City Deal will see the new Balgray station built on the Neilston line near Balgray Reservoir in East Renfrewshire.
It’s the latest milestone in the project that will connect the existing community and new housing development to the rail network, and act as a catalyst for further development.
Cabinet Secretary for Transport, Fiona Hyslop said: “I welcome East Renfrewshire Council’s proposal to use City Deal funding to open a new station at Balgray. This is a great example of integrating new public transport provision with a new housing development. Transport Scotland will be funding the operating and maintenance costs of the station.
“The new station will provide sustainable transport options, better connecting people to employment, education, leisure and business opportunities. We welcome this innovative plan for the delivery of a new station and would encourage other promoters to consider this approach.”
Over the past few months, Network Rail and East Renfrewshire Council have been working with Transport Scotland, ScotRail and Story Contracting, to plan and design the new station.
The station will have two platforms connected by a footbridge with lifts, as well as waiting shelters,
cycle storage and ticket machines.
There will be an 80-space car park for passengers, with 10 charging points for electric vehicles.
Gerry McQuade, Capital Delivery Director, Network Rail, said: “A new railway station in this area of Barrhead will be transformative for people who don’t currently use the train, and will also provide a cleaner, greener way to visit the green space and countryside in East Renfrewshire.
“We will work hard with our partners to deliver this new station for our customers and the wider community.”
Footpaths and cycle paths will lead into the station and will be easily accessible for residents in nearby homes by walking, wheeling or cycling.
As part of the build, a direct path from the station to Dams and Darnley Country Park will be created, allowing easier access for visitors arriving for, and departing after, a day out.
Craig Lafferty, Operations Director, Story Contracting (Scotland), said: “Story are really proud to be constructing this new station, which will bring significant benefits to the local community.
“Working in partnership with Network Rail and East Renfrewshire Council, this project will not only enhance the rail network but also provide step-free access between platforms, making Balgray station accessible to people of all mobility levels.”
The new station will provide sustainable transport options, better connecting people to employment, education, leisure and business opportunities
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Network Rail’s Vanessa Wragg and Govia Thameslink Railway’s Matthew Teller discuss working together on the integration of ETCS and reflect on their careers and passion for the railway
It has been both daunting and exciting in equal measure for Vanessa Wragg to set up Network Rail’s first European Train Control System (ETCS) technical support team, ensuring delivery of operations on the Northern City Line (NCL) and as a resource to support other ETCS projects nationally.
“I was basically given a blank piece of paper and said this is coming, you’ve got some technical support engineers who don’t yet know too much about ETCS, but together your role is to solve some problems, but we don’t know what they are going to be yet,” she said.
“Having no best practice to follow we have literally been designing that best practice and that blueprint, and that has been exciting. It’s also quite nice that because nobody has ever done it before I can’t be worse than anybody!”
It has been a similar story for Matthew Teller, European Railway Traffic Management System (ERTMS) Integration Manager at train operator Govia Thameslink Railway (GTR). His team has been working closely with Vanessa’s in the delivery of ETCS operations on the Northern City Line, sending signalling information directly to a computer screen in a driver’s cab.
“We’re collaborating at a level that hasn’t really been done before,” said Matthew. “Together we are looking into every ETCS incident without prejudice and coming up with solutions together within hours, where in the past it could have been weeks.
“There is a real ‘one team’ feel and a determination to resolve any issues. We are all invested in this and want to see it work. Personally, it has very much become a highlight of my career to be working at all levels within a programme that is making such a difference.”
It is part of the Digital Railway strategy to deploy digital signalling and train control systems to address specific capacity and performance pinch points on the network. The technology is already proven, backed by government policy and built on open standards that operate across Europe but, involving so many organisations in the UK, it has very much been a step into the unknown for the industry.
“Working with so many operators implementing ETCS in the UK is unlike any other country,” said Vanessa. “But it is certainly proving worth it because what we’re creating is turning out to be best practice, evidenced by the fact that we are being asked for advice by other deployments about how we have done things.
“It has been amazing to be leading the way and a key to that has been the fact that although my team have got Network Rail on their email addresses, we’re there in the best interests of the industry with our role helping trains move and solve any problems.”
And the key, Vanessa said, has been the open and honest conversations and regular meetings with different operators to help them build their ETCS knowledge and to understand the operational point of ETCS.
“When we meet it is about building those relationships and explaining that this is the information that we’re able to get from the infrastructure and systems, this is what you’ll be able to get, this is how we can add them together and come to the diagnoses,” she added. “It can’t just work for one group of people, it has to work for everybody or it works for nobody.”
The collaboration is working with great success particularly with GTR on the NCL, constantly building on the running of the first digitally signalled passenger train between Finsbury Park and Moorgate
Having no best practice to follow we have literally been designing that best practice and that blueprint, and that has been exciting
last November. It is something Matthew and Vanessa take a lot of pride in, knowing not just the impact on the NCL, but the wider £1.4 billion East Coast Digital Programme (ECDP). This programme won’t just improve journeys along the East Coast Mainline, but will also provide the foundations for the expansion of digital signalling across the UK network.
“It has been a real team effort,” said Vanessa. “The relationships and processes that we’ve got between my team and Matthew’s are being used as the foundations for the rest of the ECDP deployment, so as we start to engage with more and more operators, we’re showing them this is how it works with GTR, this is the relationship, and this is what we consider best practice.”
Matthew added: “A lot of the challenges we’ve
expected, such as identifying issues where there’s been a conversation between the driver, signaller, and driver technical support from fleet, which doesn’t get to the result we need it to, but we’ve been working together to overcome those.
“We’re getting the feedback back to the frontline staff within days by giving feedback to the competence development managers of those drivers which is giving us better performance very quickly.”
As well as the work on the NCL to get to a no signals railway, the next phase of the ECDP will run between Welwyn and Hitchin, with the first ETCScontrolled trains expected on this section by the end of next year.
Giving an update on the progress, following the renewal of infrastructure that enabled the Welwyn to Hitchin ETCS overlay to be tested and proven, Vanessa said: “‘It’s going well, we’re progressing through dynamic proving and have now done some full linespeed testing.
“Most people involved in this have done it before on the NCL and that is proving a really good place to
start. We are building from the experience we got on the NCL of running these test trains and we can build up the amount of people who now have to do this and then we can pass it over to other operators, which is what we are doing.”
Their work on the ETCS is one just example of how both Vanessa and Matthew are having a hugely positive impact on the rail industry, and why the future of the rail industry is in such safe hands.
Vanessa’s efforts have been recognised by being shortlisted for the Young Rail Personality of the Year Award at this year’s YRP Award and being named as one of the Chartered Institute of Logistics and Transport in the UK (CILT) 35 under 35.
“It has been amazing to be recognised,” she said. “Like so many people in the rail industry, I put so much hard work into what I do and then to be recognised in this way makes everything feel worth it and that I am doing a good job, something that matters and that people do care.”
Vanessa is also Co-Chair of Inspire which is Network Rail’s gender equality network. It is made up of a group of volunteers and focuses on creating a fair and supportive environment for women and people of all genders.
is when there have been those occasions, other men have called it out, which is vital if we are to make the change.”
Alongside his full-time role at GTR, Matthew is YRP’s Heritage Railway Engagement Manager and on the National Railway Museum’s Advisory Board.
“I really see the value in understanding our railway heritage, and while a lot of what we’re trying with digital signalling hasn’t been tried in this way before, there are lessons to bring forward from railway history,” he said. “As part of my role at YRP, we have been running a programme at the Ffestiniog and Welsh Highland Railway where I have taken groups of people to the railway, and we’ve volunteered with the infrastructure department. It has been really effective networking which hasn’t just had a positive impact on the railway, but proved valuable for learning about the infrastructure.”
Matthew grew up volunteering at Mizens Railway after a friend suggested he got involved.
We’re collaborating at a level that hasn’t really been done before
“Gender equality is such an important topic,” she said. “When I came into the industry, the first thing I noticed was that there were such a lot of men and back in my early 20s it was a little daunting at first. After a few years, I built up my confidence and I wanted to stand up for those who might not be willing to stand up for themselves.
“I’ve thoroughly enjoyed working in the railways, and it generally has been a good experience. There have been a few occasions I’ve experienced sexism, but this is happening less and less, and everybody on the whole is welcoming and happy to support, push and promote you. What is particularly pleasing
“I learnt about the railway on a miniature railway from the age of 13 where I got involved with maintaining the track, learning to drive trains, guarding them and in the signal box,” he said. “It was a multi-role thing which has carried forward into the rest of my career. We operated for three hours on a Sunday and for one of those I’d be a guard, the other I’d be a signaller, and the other I’d be a driver.
“This has carried onto what I do with ETCS because I am wearing multiple hats thinking about how ETCS affects different roles. I also went on to volunteer as a signaller when I was 18 at Spa Valley Railway. Heritage railways can be a real asset to young people in the industry to offer those opportunities to do what they are not doing in their core role, and it really expands peoples’ knowledge, something that is becoming more and more vital to the industry on the whole.”
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The Railway Industry Association (RIA) Scotland has held its latest Rail Summit with discussions and presentations
Scotland’s Cabinet Secretary for Transport Fiona Hyslop has highlighted the Scottish Government’s ongoing commitment to rail.
Her appearance at the third RIA Scotland Rail Summit at Dynamic Earth in Edinburgh came as the Scottish Government announced that procurement will begin to replace its Intercity trains.
She said: “This planned investment will ensure the reliability of our Intercity routes for the long-term, will reduce emissions from Intercity services and will support our efforts to decarbonise Scotland’s railways.”
The summit also took place on the same day as Scotland’s Finance Secretary Shona Robison announced up to £500 million of funding cuts as the Government seeks to make savings in the current financial year. This includes the ending of the ScotRail Peak Fares pilot.
The event was open to all rail suppliers and stakeholders active in Scotland and featured panel discussions on topics such as weather resilience, presentations, an exhibition and question-andanswer sessions.
During her keynote speech, the Cabinet Secretary for Transport praised the summit for becoming a “flagship fixture on the Scottish political and railway calendar”, and also alluded to RIA’s upcoming 150th anniversary next year as recognition of its “enduring relevance and importance to the rail sector”.
Also speaking in front of more than 100 industry leaders and senior players was Scottish Rail Holdings Limited Chair Richard Cairns who praised the supply chain and acknowledged the challenge of delivering the best value for Scottish taxpayers, highlighting that the public subsidy was up 30 per cent over five years. On a positive note, he explained how station retail revenue was up 26 per cent year-on-year.
Despite the challenging environment, Professor Iain Docherty pointed to the opportunities for growing rail demand, not least, as the Scottish
We will always be better working together as one, with a strong supply chain, something that is at the heart of the work we do at RIA
Government strives to meet its 20 per cent traffic reduction target.
“Achieving half of this target could double rail patronage,” he said. “Rail freight can alleviate parcel vans and HGVs on roads. But we need to think differently about how we look at the railway and broaden the base of rail users.”
Valerie Davidson from Strathclyde Passenger Transport set out the organisation’s ambition to grow patronage by a quarter through major investment in the Glasgow Subway network while Hannah Ross from Edinburgh Trams underscored how infrastructure improvements had been delivered by collaborative working.
RIA Scotland supports rail suppliers across the nation, providing a voice for the sector. It works closely with the Scottish Government, Transport Scotland, Scotland’s Railway (ScotRail & Network Rail) and Members of the Scottish Parliament to represent the views of rail suppliers.
Campbell Braid, Chair of Scotland’s leadership group, said: “It has been an excellent and informative day so many thanks to all of the speakers and attendees. We need to ensure the industry is on the same page and travelling in the same direction and especially from a renewals perspective ensure the money goes further.
“We will always be better working together as one, with a strong supply chain, something that is at the heart of the work we do at RIA.”
French manufacturer Petzl is renowned the world over for its technical equipment and today it offers a complete package from helmets and headlamps to work at height harnesses for professionals
There’s no question Petzl is a company with a fascinating story behind it.
Developing out of one man’s passion for caving, the safety equipment manufacturer has grown to become one of the world’s biggest names in climbing gear and personal protective equipment for those who work and play in darkness or at height.
The Petzl company was established by Fernand and his son Paul in 1975, and today it continues to be owned and operated by the same family. Petzl headlamps have brought light to the world’s darkest of places for over four decades.
What does Petzl do?
Petzl produces an extensive range of products designed for a variety of disciplines involved with industry and height and vertical environments including the ‘pro’ markets of rail, wind energy,
arborism, rope access and rescue operators through to the ‘sport’ markets of climbing, trail running and mountaineering. All of our products are invented and developed at our headquarters in the heart of the French Alps.
So what is it that sets Petzl apart from its competitors?
One of the long-standing missions of Petzl has been to improve ergonomics and efficiencies, whether that’s offering integrated helmets and headlamps for rail, working on a wind turbine or pushing the limits of difficulties on an Alpine climb.
It’s about looking at the touchpoints of the products, how they’re handled and how they feel, so they are as simple and as seamless to use as we can possibly make them, but also so they make the job as efficient and stress-free as possible.
Petzl’s philosophy for design and production is
We have a deep responsibility to the people who trust us with their lives, and we develop, test, and qualify all of our products above required standards
also based on accelerating change, transforming, and innovating in order to provide professionals and sports enthusiasts with the quality products they demand. Testing tower, experimentation centre, individual inspections, LEAN manufacturing process - Petzl was a pioneer in all of these innovations.
Helmet and headlamp integrated solutions
Our headlamps can be installed on any helmet by using the headband, adhesive plates, or integrated mounts at the front or rear of Petzl helmets. With a power source that comes either from disposable batteries and/or rechargeable batteries, you can be sure that you’ll have the light you need, when you need it.
Designed for maintenance, industrial, inspection, and technical rescue professionals, the XENA® headlamp offers an excellent weight-to-power ratio (185 grams / 1400 lumens). The battery pack is in the rear, making it balanced and comfortable to wear.
Durable, it is fall and impact-resistant and also waterproof and dustproof, making it suitable for various work conditions. It features a rotating knob that is easy to use, even when wearing gloves and the removable battery is USB C rechargeable.
The ARIA® range of compact headlamps is specifically designed to be used by professionals. It is fall and impact-resistant, waterproof and dustproof, making it suitable for various work conditions.
Easy to use, the headlamps feature a single button for controlling all lamp functions and can be
worn on the head, around the neck and mounted on helmets. ARIA® is also compatible with the CORE rechargeable battery, with its HYBRID CONCEPT design.
Petzl work at height solutions
When safety is a priority, so is industrial excellence. We have a deep responsibility to the people who trust us with their lives, and we develop, test, and qualify all of our products above required standards.
Our objective is to allow zero defective products to leave our facilities, to give you high-quality products and peace of mind at work. The VERTEX® helmet is very comfortable, with a six-point textile suspension as well as CENTERFIT and FLIP&FIT systems, which provide a secure fit on the head.
The adjustable-strength chinstrap makes it ideal for both work at height and on the ground. The unventilated outer shell protects against electrical hazards and flames. With the ability to integrate a Petzl headlamp, face shield, hearing protection, and multiple accessories, it is an entirely modular helmet, meeting the additional needs of professionals.
The high-visibility version features a fluorescent outer shell with phosphorescent clips and reflective bands for optimal visibility of the worker, day or night. Petzl Work at Height Solutions offer a full range of helmets, harnesses, lanyards, fall arrest, headlamps and equipment to make your work easier.
info@petzl.co.uk
+44 (0) 15396 26400 www.petzl.com/GB/en www.linkedin.com/showcase/petzlprofessional/
Developing out of one man’s passion for caving, the safety equipment manufacturer has grown to become one of the world’s biggest names in climbing gear and personal protective equipment
With so much transformation taking place across the rail industry, leaders can’t afford to let their change programmes fail. So, what’s the secret to successful change? It’s putting your people at the heart of it, as Gill Hughes and Emma Roberts from the award-winning business change consultancy Afi niti explain
If your organisation is planning a change or transformation, then you need to ensure colleagues are on board. It might sound simple, but systems, technologies and processes are often the focus and, unfortunately, people are left behind.
“If you don’t take your people on the journey with you, you’re destined for failure - it’s people who make the change stick,” said Gill Hughes, a Partner from Afiniti, which delivers change with people front and centre.
It’s something the team have had huge success in for the last 24 years, particularly in the rail industry, where Afiniti’s experts have supported a range of transformation programmes, centred on its ethos of ‘making change stick’. Over that time Afiniti has completed more than 125 engagements across delivery units and service functions, through to working with train and freight operating companies.
“Change is all we do, and it’s something we’re extremely passionate about,” said fellow Partner Emma Roberts. “We’ve worked with Network Rail, and prior to that Railtrack, supporting digital
transformation, organisational design, cultural change and mindset shifts”.
Afiniti’s three core values of ‘people at the heart, put the client first and act with integrity’ reflect its passion and commitment to shaping and delivering sustainable change with clients. It has specialists across all disciplines of change as well as a fabulous in-house creative team, who together deliver engaging, successful projects and programmes.
“To make change stick, you need to bring it to life in a creative way, with a focus on articulating what’s changing and why,” explained Gill. “Helping people connect with the change using compelling stories and a strong narrative that resonates and engages people will support buy-in to the change at both an intellectual and emotional level.”
Afiniti’s deep, award-winning experience in rail means they truly understand the industry, its businesses and its people. Co-creating with their clients and working collaboratively to augment and compliment internal teams, they uniquely focus on intentionally building their clients’ internal change capability. This is critical in enabling organisations to continue to sustain the change once Afiniti’s involvement has finished; without this, people might not fully adopt the change and progress could be
sustain
(LPI). The organisation was also recently listed, for the seventh consecutive year, within the Financial Times special report, The UK’s Leading Management Consultants 2024, where it was voted within the top 40 consultancies in the UK for ‘IT – Implementation’.
“So much is changing in the industry, every person and every situation is different, which is reflected in how we operate,” said Gill. “No two days are the same, which means every outcome needs to be bespoke to get it right for each engagement. We don’t use a cookie-cutter approach.”
Crafting bespoke change solutions isn’t easy, which is why Afiniti works with its clients to understand the magnitude and impact of the change. This is a vital part of the change journey, and when it isn’t done properly, leaders might spend their efforts on the wrong focus and change interventions.
“You need to get under the skin of exactly what’s changing and why, ensuring each element of the journey is designed to maximise the desired benefits,” said Emma. “We often see organisations who don’t have this deep focus retain old processes or ways of working in the new state, so they miss the opportunity to truly transform and gain the full potential of their investment.”
reversed.
The six levers of successful change
Emma said: “We understand how to deliver change across the industry, and the best way to achieve that is always in partnership. Working seamlessly within the safety-first culture to deliver change without disrupting business as usual is so important.”
Emma said: “We understand how to deliver change across the industry, and the best so important.”
Communications
Afiniti’s work has been recognised by the Institute of Internal Communications (IOIC) and the Learning & Performance Institute
Afiniti does its best work when brought onto a project or programme at the earliest opportunity, helping to prepare and embed a strategy for designing and managing change whilst creating a shared purpose so the benefits are identified and realised by all parties.
“We understand that no two businesses are the same, so we work with organisations to establish an approach aligned to their specific needs, often underpinned by our 6Lever TM Change Readiness Assessment,” said Gill.
Afiniti has created and developed the 6LeverTM Change Readiness Assessment, which, based on
experience, research and collaboration with clients, enables an organisation’s readiness for change to be mapped, providing direct insight into its ability to deliver and embed transformation. The six levers of successful change are: Leadership, Drivers, Culture, Engagement, Methodology and Capability.
“We use the diagnostic tool to uncover where a business is now, measured against our dynamic change index which sets the benchmark for each lever. This helps to establish the rationale for change, what needs to be done to accelerate it, minimise risks and most importantly make it sustainable,” explained Emma.
“We have an online version of the 6LeverTM Change Readiness Assessment, which is a snapshot version of the bigger piece that we do with clients,” said Gill. “It’s an easy five-minute self-assessment, and we recommend anyone planning or going through change completes it to identify their strengths and gaps in change readiness. Quite often, it uncovers challenges you might not be aware of, so you can address them before you embark on your change journey, and not discover them as blockers when you’re already underway. It’s also an opportunity to celebrate things that you’re already doing well.”
You can complete the 6LeverTM Change Readiness Assessment by scanning the QR code to reveal the strengths and gaps in your organisation’s readiness for change, plus personalised insights and success stories to support these, in just five minutes.
Emma added: “We’re always ready to have a conversation about the results someone gets from the online 6LeverTM snapshot; the true value comes from the discussion around the outputs, because that’s where you can see exactly how you can put people at the heart of your change and ensure it sticks.” www.afiniti.co.uk/
Scan
the QR code to complete the 6Lever TM Change Readiness Assessment
If you don’t take your people on the journey with you, you’re destined for failureit’s people who make the change stick
S Senate Majority Leader Chuck Schumer, Brightline West and Siemens Mobility have announced that Horseheads, New York will become home to North America’s first high-speed rail production facility.
The first-of-its-kind facility in the US will produce America’s first high-speed train, the American Pioneer 220, which will operate on Brightline West’s Las Vegas to Southern California line. Selected for its skilled workforce, industrial history and ability to best meet the needs of Brightline West, Horseheads is located in the southern tier of New York state. Production at the facility is expected to begin in 2026.
Michael Peter, Chief Executive Officer (CEO) at Siemens Mobility, said: “This is an exciting time not only for us at Siemens Mobility, but for the rail industry as a whole.
“This new facility marks the beginning of a
Alstom has closed the sale of its North American conventional signalling business to Knorr-Bremse AG. This divestiture was part of the comprehensive company action plan that Alstom announced on November 15, 2023, aiming at reinforcing its balance sheet. Alstom has delivered all three components of that plan, and it has resulted in the stabilisation of its Investment Grade rating.
Alstom will continue to serve the North American signalling market in different segments, notably with Communications Based Train Control (CBTC) and European Train Control System (ETCS) solutions.
brand-new industry in the USA – bringing both highspeed rail production and some of the world’s most modern trains to the continent for the first time.
“Designed with the latest digital twin technology and leveraging world-class digital rail solutions, the New York-built American Pioneer 220s feature cutting-edge advancements, including a revolutionary gearless propulsion system that reduces energy consumption by 30 per cent and allows it to climb effortlessly at steep grades.”
When fully operational, the new manufacturing facility will span nearly 300,000 square feet and create around 300 jobs – including electromechanical assemblers, quality management, quality control, industrial production and test engineers, project management, supply chain management and logistics employees.
Brightline selected Siemens Mobility to build train
sets for the Brightline West High Speed Rail Project that will connect Las Vegas and Southern California in under two hours. The American Pioneer 220 will be the first true high-speed trainsets to be built in America.
Michael Reininger, CEO of Brightline, said: “We’ve said from the start that Brightline West will plant the flag for high-speed rail in America and will lay the foundation for a new industry with unimaginable economic benefits.
“The announcement that jobs are being created thousands of kilometres away from the rail line is just the starting point. For the first time ever in the US, we will be manufacturing trains that will compete with the best in the world. Reaching speeds of over 300 km/h, these trains will be marked by the latest innovations designed for the modern traveller and establish a new benchmark in transportation.”
NGE, through its subsidiary TSO, in collaboration with Infranord AB, has won phase 1 of the railway package for the West Link (Västlänken) project, serving downtown Gothenburg.
The project was awarded by Trafikverket, the Swedish Transport Administration. TSO and Infranord AB will work on this major project for Gothenburg in an integrated joint venture to address the growing need for sustainable mobility and increased urban transport capacity.
The West Link line is one of the projects in the national plan 2014 – 2025 decided by the Swedish Government for the development of its transport system. Once fully operational, the line will connect the intercity railway network (freight and passenger)
to the city centre and will include three new stations in Gothenburg (Göteborg Central, Haga, and Korsvägen).
This new infrastructure is a prerequisite for the development of train traffic in Western Sweden, as more journeys can take place by rail across the country.
Phase 1, carried out by TSO and Infranord AB, includes the construction of all railway systems including track, overhead line equipment, power supply, high low voltage systems, telecommunications, and signalling over 7 km, as well as remodelling works at the connection points between the future line and the existing railway network.
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Following the resounding success of the first cohort, 10 new SMEs have presented their rail innovations at BCIMO in Dudley as part of an Insight Day for the second cohort of the Clean Futures Accelerator Programme
The event, which was held on Tuesday 27 August, brought together SMEs and teams from consortium partners Connected Places Catapult, Coventry University and BCIMO, with the winners preparing to embark on a six-month programme of technical and commercial support for their clean technology transport innovations.
Addressing new industry challenges
This year’s 20 successful SMEs have proposed solutions to three industry challenges: clean and efficient vehicle manufacturing and assembly, design or production of cost-effective solutions for clean transportation infrastructure, and future fuels, alongside an open challenge.
Those with innovations for the automotive industry will be supported by Coventry University and for the rail industry at BCIMO, via a combination of workshops and bespoke support, addressing both technical and commercial need as required.
The programme will culminate in an exclusive ‘Demonstration Day’ in February 2025, during which innovations will be presented to industry and investment stakeholders.
A warm welcome at BCIMO
This year’s Insight Day began with a networking breakfast in BCIMO’s Exhibition Hall, followed by a formal welcome from Programme Manager, Hannah Fortune, of lead partner on the project, Connected Places Catapult in the Auditorium, and introductions from the CPC support team.
Commercial Lead, Sofiya Ben, detailed the business modelling and market appraisal support, including a series of workshops, whilst Impact Lead, Ryan Emmett, outlined the impact assessment process. Service Design Lead, Nick Talbot, introduced the aspect of human connected design support, with Academic Engagement Manager, Julia Brady, discussing the role of research and partnerships with academic institutions.
Dr. Constantina Katsari from Coventry University then talked to the SMEs about the range of support they offer, including tailored input on investment readiness and finance, markets and commercialisation, and business model development.
BCIMO’s Head of SME Development, Naomi Arblaster, introduced the support package for rail innovators, encompassing both the technical and commercial elements and the specific role of the Commercial Investment Hub in connecting innovators with industry and investors.
She offered new SMEs insight into the success of this year’s Demonstration Day, and its key role within the commercialisation process, before introducing the rest of the Clean Futures team at BCIMO.
Hannah finally presented the range of additional support on offer from external providers Bamboo Orchard, outlined by founder Adib Bamieh, and Imelda Fossu of Fossu Ltd.
After lunch, the Coventry SMEs had an opportunity to network with the support provision teams, whilst the BCIMO SMEs had a tour of the VLRNIC facilities, including the Engineering Hall, part of the Rail Development & Test Site. Project Manager Martin Franklin specifically noted the role of Tram 16 as a platform for innovation utilised by the first cohort, and the range of facilities and support from the technical team. The BCIMO SMEs then had the opportunity to network further before the event closed.
An impact analysis case study carried out by the Connected Places Catapult confirmed the success of the first cohort of the Clean Futures Accelerator, with research showing the programme has led to millions of pounds worth of new investment and created commercial opportunities for most of the companies involved.
According to the analysis, 18 out of the 20 companies participating in year one of the Clean Futures Accelerator have entered into serious discussions with new customers about their innovations, with contracts under consideration.
£2.6 million has so far been secured for SMEs through contracts or research and development funding; with a further £43 million in the commercial pipeline. So far, £1.3 million has been raised in private investment, with a further £27 million expected. In addition, 38 new jobs have been created for SMEs on the programme, and over 2000 networking introductions have been seen because of regional events.
The companies chosen to join this year’s new cohort will each receive up to £50,000 to trial their solutions over the next six months. Their solutions respond to challenges associated with the rail and automotive manufacturing sectors. These include clean and efficient vehicle manufacturing and assembly design; the production of cost-effective solutions for clean transportation infrastructure; and the production, transport, and storage of alternative fuels such as hydrogen or biofuels.
One SME involved in the programme’s first year – which culminated in two demonstration showcases in the West Midlands this spring – is BoxTube, which had developed a rapid means of transferring freight in ‘tote boxes’ onto lorries and trains. It has entered into discussions with fellow participants on the cohort about moving goods in a more sustainable way as part of a ‘last mile delivery project’.
BoxTube’s founder Alan Holford described the Clean Futures programme as “absolutely transformative” for his business. “It provided a structure to help guide me towards a new goal,” he said.
“I was initially thinking there was no way I would be able to get on in rail without having already built up the road logistics elements of the business. But I have found much more traction within the rail sector thanks to the accelerator.”
Alan added that partners on the programme, including Connected Places Catapult, have made it “abundantly clear that they will be supporting us on our whole journey until we have a level of success, rather than just helping us during the programme and wishing us good luck.”
Clean Futures has been a landmark project for us in delivering real-world solutions to the challenges and opportunities of the rail industry
The following SMEs will be working with BCIMO throughout their six-month programmes:
Aeroforge UK specialises in aerodynamic systems, utilising AI-driven software to design bespoke systems for each individual application. Its work on the Clean Futures Accelerator will focus on developing more aerodynamically efficient rolling stock, thus minimising wind disturbance and so reducing fuel consumption for rail freight vehicles.
Alucast is an established foundry making aluminium parts for the transport industry but has developed a new high-strength material designed to be more lightweight and thus reduce carbon emissions. Within the project, it will produce parts for a rapid loading system allowing freight to be carried on rail passenger vehicles.
Composite Braiding manfactures lightweight, high volume, lower cost structural components which, on Clean Futures, will encompass a demonstration of the use of sustainable composites to construct an overhead line equipment structure for mainline rail, in direct comparison to the equivalent production and installation of traditional steel structures.
GBR Rail has developed an innovative system called ‘Cleartrak’, designed to recycle the wastewater from on-train toilets and convert solid waste into dry biosolids, which negates the current system of removing raw sewage and re-filling with water regularly, making the facility more reliable and leaving the vehicle in service for longer.
Geospatial Ventures has developed a modular automated survey localisation and navigation system (ASLAN), which incorporates satellite connectivity and communication alongside positioning, navigation and timing technologies to enhance vehicle speed management, and so enhancing fuel efficiency, safety and overall system performance.
Grinsty Rail is joining Clean Futures to trial and demonstrate its passenger comfort module, which combines a range of sensors to monitor the in-carriage environment, including aspects such as CO2, light, vibration, humidity and temperature, which can then be addressed or adjusted to improve both experience and efficiency.
Integrated Systems Engineering brings together electronics, mechanics, software and telecoms, creating a 5G network to provide continuous high-speed connectivity in tunnel environments, thus supporting real-time monitoring, autonomous systems and predictive maintenance crucial for the efficiency and safety of daily rail operations.
Moonbility is utilising its flagship Impact Visualisation platform, powered by artificial intelligence, to provide real-time status updates on the availability of wheelchair bays throughout the duration of intermodal journeys from tram to bus, to enhance the experience and confidence in public transport of passengers with reduced mobility.
Treeva provides renewable energy from wind using airflow from the movement of trains to drive turbines situated alongside railway tracks, which can be utilised to power elements of infrastructure such as signals and station facilities, so reducing the reliance on grid electricity and decreasing carbon emissions associated with traditional energy sources.
Vanguard Sustainable Transport Solutions is delivering a project called ‘Hydroshunter’, which is the UK’s first hydrogen-powered freight locomotive, incorporating a modular and scalable hydrogen/battery hybrid drivetrain which can be fitted to newly built or retrofitted applications to provide an effective decarbonisation solution for freight operators.
Innovation is at the heart of everything we do at BCIMO
With Insight Day completed, the winning Cohort Two SMEs will undertake the next step of the programme, developing their solutions and working with BCIMO and Coventry University via a combination of workshops and bespoke support, addressing both technical and commercial needs as required. Once testing and demonstrations have been completed, all SMEs will take part in a live Demonstration Day, where they will showcase their innovations to an invited audience of stakeholders from across the industry.
The Demonstration Days will take place on February 18 at Coventry University and 25 at BCIMO respectively. Reflecting on the role of Clean Futures, the success of the first year and potential for the second, Naomi Arblaster, Head of SME Development at BCIMO, said:
“Innovation is at the heart of everything we do at BCIMO, and so Clean Futures has been a landmark project for us in delivering real-world solutions to the challenges and opportunities of the rail industry. Building upon the resounding success of our first cohort – the ground-breaking innovations that have come to fruition with the essential support of our industry and investment partners – we are delighted today to welcome our second cohort and embark on their respective journeys as they in turn become part of the green evolution of rail.”
Welcoming the new cohort of SMEs during Insight Day, Matt Wood, Clean Futures Programme Manager at BCIMO, said: “Following the success of Cohort One, at BCIMO we have officially started working with the new batch of Cohort Two SMEs.
“There was excitement on both sides at Insight Day when they got to meet the BCIMO team and realise the potential of the opportunity they had won.
“We are looking forward to working with the SMEs on their innovations and preparing them for the full ‘Demo Day Two’ experience which was such a success for Demo Day One.”
Clean Futures is led by Connected Places Catapult, alongside BCIMO, Coventry University and CU Services.
It is part of the wider West Midlands Innovation Accelerator, which is designed to bolster the region’s innovation and R&D capability and capacity to spark commercial growth and investment.
The West Midlands Innovation Accelerator is delivered in partnership with the Department for Science, Innovation and Technology, Innovate UK and the West Midlands Combined Authority.
bcimo.co.uk/programmes/clean-futures
We are looking forward to working with the SMEs on their innovations
Steve Ashley, Director at Akona, discusses working with Mosdorfer Rail and Morris Line Engineering (MLE) to create two new courses to ensure their equipment is installed correctly
Training specialist Akona has launched training courses with Mosdorfer Rail and MLE, working with the suppliers to ensure their equipment is fitted correctly on the railway.
“You will only be as good as the tools you’ve got and the training you’ve had in using the equipment,” said Founder and Director Steve Ashley. “We’ve been working with Mosdorfer Rail and MLE, taking their manuals and writing two courses, both of which are accredited through awarding organisations.”
Mosdorfer Rail Tensorex C+
The overhead contact lines of railways and tramways are exposed to variations in temperature, which makes it necessary to constantly and reliably compensate for the resulting expansion and contraction of the contact wire. This can be achieved with Mosdorfer Rail’s Tensorex C+, a spring automatic tensioning device.
The Akona course addresses the key fundamental technical and functional aspects, including the installation process, and the setting up and maintenance of the system. It is a one-day theory and practical course culminating in a Level 2 Award, issued by ETA, in the installation and maintenance of the Tensorax C+ system.
Praising the training, Lee Brun, Engineering Director of Mosdorfer Rail, said: “Mosdorfer Rail endorse Akona as a certified trainer for our Tensorex Products. Mosdorfer Rail also offer a tailored endto-end assurance\warranty model, which can result in increased product warrantees based on competent and trained installation activities.”
Designed to comply with BS EN 50152-2, MLE’s Vacuum Interrupter has been developed to cater for the requirement for cost-effective and reliable load breaking and short-circuit making of energised overhead lines. Used in conjunction with the MLE range of fully-approved disconnectors, it allows for safe on-load operation of an outdoor structuremounted rotating track switch.
The course by Akona includes the installation process, and the setting up and maintenance of the MLE components parts of the unit. Those completing the three-day course will receive an ETA Level 3 Award in the installation and maintenance of the MLE Switch System.
MLE said: “MLE proudly endorses Akona as a certified trainer for the installation, maintenance, and commissioning of our 25kV track switches. This specialised training ensures that the track switches are installed correctly, maximising their efficiency and reliability when they are needed most.”
Akona will next year be marking 20 years of delivering first class vocational training packages both in the UK and abroad. Its approach is based around a good understanding of the clients’ and learners’ needs, delivering content through flexible distance and e-learning modules.
When it comes to the railways, Akona specialises in overhead line systems and safety-critical training and railway construction and maintenance programmes. Among its clients have included Principal Contractors including ATC Crossrail, Transport for London (RFLI), Balfour Beatty, Amey, Volker Rail and SPL.
“Our work outside the UK has included the Caltrain Project in California in which we provided bespoke solutions in the design and development of OCS maintenance, including the reconstruction following a de-wirement incident course,” added Steve. “We also delivered a training and mentorship programme in support of Balfour Beatty US.”
You will only be as good as the tools you’ve got and the training you’ve had in using the equipment
www.akona.co.uk
info@akona.co.uk
Welding, fabrication and construction specialist COWAP has developed a security solution to protect palisade fencing. Managing Director Neil Cowap and Operations Director Kevin Cowap tell Rail Director more about the deceptively simple product
t was while installing and repairing palisade fencing at rail sites across the country that COWAP’s team (led by brothers Neil and Kevin Cowap) identified a significant gap in the marketplace – quite literally.
The family-run business, which was established in 2000, has a multi-skilled workforce operating nationally.
Time and again, its engineers saw standard palisade fencing breached by trespassers, who would remove fixings and slide the pales to create a gap –and gain access to the site in question.
“We said, ‘If only there was a smarter way to protect the fencing’,” recalled Neil, “And that’s when we came up with our product, Palguard. We sat down
with our own engineers and developed prototypes –that’s how it was born.”
Today, Palguard – a robust bracket, developed to protect critical fixings – is in use on a stretch of railway in Manchester. Neil and Kevin have high hopes that it will soon be enhancing palisade fencing across the rail network.
A platform for innovation
Indeed, COWAP’s Operations Director, Kevin, is passionate about innovation – particularly, when it benefits the industry.
“We’re always on the lookout for things we can do to improve existing products,” he added. “And palisade fencing is a huge business. There are miles
and miles of fencing running along the railway tracks, and the industry has a lot of issues with trespassing. This, in turn, leads to health and safety issues, and delays for customers.
“We thought ‘What can we do to improve it?’ and with such a strong skillset in the team – it breeds innovation.
“We are very proud of our team, which includes highly skilled engineers, project managers, plant operatives, procurement specialists and administrative staff. They are key to COWAP’s ‘onestop shop’ approach, enabling us to deliver our customers end-to-end solutions from fabrication to site installation.”
He added: “Our business ethos is all about getting
it right the first time. Before we start the fabrication works on complex projects, we perform site visits which help to identify any shortfalls between the technical designs and the actual site conditions. We often find that there are discrepancies between the design and installation plans, therefore extra due diligence is required to ensure everything runs smoothly.”
Kevin refers to the COWAP team as the “all round package”, adding that many of its skilled welders and fabricators also hold CPCS plant certificates.
“This allows us to be flexible in terms of the services that we provide,” he said. “And if people are willing to learn and develop themselves, we’re more than happy to invest in them. Customers are blown away by the skillset we bring, because it’s quite a rare thing – welding, fabrication and installation.”
platform and gantry installations in many locations. Its next area of focus is improving rail safety, and Kevin believes that the Palguard product will contribute significantly.
He added that the patented system can be fitted quickly and easily to existing fencing, removing the need for plant or possessions. This makes it both cost-effective and environmentally friendly. It’s also remarkably simple – a heavy-duty, easy-to-assemble bracket that shields fencing fixings, preventing vandals from removing them and accessing secure sites.
An innovative security solution With its expert team and end-to-end service, Manchester-based COWAP is already a trusted partner to organisations like BAM, Kier, Skanska and VolkerLaser. The firm has supported clients with fabrication solutions and various screw piling,
“I’d love to see it being installed on various palisade fencing solutions around the country,” he admitted. “I’m very passionate about safety; I’ve got a young family, and I always educate them on the dangers of being near the railway.”
An opportunity to trial the product arose after a principal contractor mentioned that it was looking to secure palisade fencing on a 500-metre stretch of railway in Manchester.
“We said, ‘We’ve got a cost-effective solution’, and they said, ‘Absolutely fantastic, we love that’”, Kevin recalled. “It was a high-risk area, and we installed the product on a stretch of fencing. The feedback from everyone involved was fantastic.”
We’re always on the lookout for things we can do to improve existing products
Full steam ahead
Indeed, the future looks bright for COWAP. Last year, the company opened a new facility in Dewsbury, Huddersfield – which, Kevin added, has provided a strong platform for growth.
“Looking ahead, innovation and research will continue to be a big part of what we do,” he concluded. “Our plan is to carry on growing the business by investing in CNC machining and tubular piling fabrication, whilst continuing the focus on delivering high-quality services to our customers.”
www.palguard.co.uk
A Public Ownership Bill has successfully passed through the House of Commons and Shadow Great British Railways has been formally stood up. Transport Secretary Louise Haigh explains more
“O
ur railways will serve the British public – be they passengers or the taxpayer – and as we bring services into public ownership, we will drive up performance.” That was the message from the Transport Secretary Louise Haigh as she launched Shadow Great British Railways (Shadow GBR), which will set in motion a huge overhaul of the running of the rail network.
Shadow GBR will pave the way for Great British Railways (GBR) – a new unified arm’s length body responsible for bringing track and train back together and overseeing both services and infrastructure.
The Transport Secretary spoke as the Government’s Passenger Railway Services (Public Ownership) Bill continues its passage through the House of Commons, marking further progress in the mission to put rail services back into the hands of the public.
She said: “I am firing the starting gun on the biggest reforms to our railways in a generation. I am determined to end the chaos, delay and disruption faced by people on train journeys every day.
“Establishing Shadow Great British Railways marks a significant step towards delivering a unified railway with passengers at its heart by bringing together track and train, and by progressing the Passenger Railways Services Bill we’re one step closer to public ownership which will help put our railways back on track.
“This Government will direct every penny into creating a stronger, more reliable rail network that works for everyone. This is about making the railways work for the people that use them – putting passengers first and driving up performance.”
As part of the plans for reform, the Government has recognised the need to speed up training for drivers and is collaborating with the sector to build resilience and improve productivity. Following a consultation this summer on lowering the minimum age for drivers from 20 to 18, the Government is reviewing the feedback and will lay out the next steps in due course.
Further measures set out by the Secretary of State include the announcement of a new Rail Sale early next year, to tie in with celebrations to mark the 200th anniversary of Britain’s passenger railways. Returning by popular demand, the sale will aim to encourage more people onto the railways by offering up to 50 per cent off train tickets for a specific time period.
On top of this, tap-in tap-out technology will be rolled out at a further 45 stations next year thanks to nearly £27 million of Government funding, meaning simpler and more flexible train travel.
Among these stations will be London Stansted,
We’re under no illusion, this bill isn’t a silver bullet. It’s the first stop on our journey to a modern railway for a modern Britain
allowing smoother journeys for international passengers from train to plane. This follows 47 stations previously announced across the Southeast that are set to benefit from the technology in September.
Louise said: “We’re under no illusion, this bill isn’t a silver bullet. It’s the first stop on our journey to a modern railway for a modern Britain.
“We will introduce separate legislation later in the session to consider wider reforms that are required. Because fixing the industry’s crumbling foundations is the only way to deliver lasting improvements that passengers expect and deserve.
“By providing national leadership and a single point of accountability, GBR will bring track and train together.”
The Transport Secretary added that the reforms announced this month would not be possible to deliver while industrial disputes are ongoing, which is why she is prioritising ending the longest national strike in the history of the railways, clearing the way for vital progress on the network.
She said: “Earlier on this month, LNER and ASLEF resolved their long-standing, local dispute at no cost to the taxpayer, preventing 22 days of industrial action whilst ensuring an improved service for passengers.
“Last month we ended the longest strike in our railway’s history. A strike that cost the taxpayer, hundreds of millions of pounds in lost revenue, and cost the economy more than one billion pounds.
“Now a passenger-centred railway needs workforce reform, I do not shy away from that fact. As we move towards GBR we will waste no time driving those reforms forward.”
Network Rail’s Conor Mclaughlin has said passengers will benefi t from a new and improved ticket offi ce and fi rst-class lounge, and a new step-free station reception
Network Rail and Avanti West Coast are underway on a project to create a new ticket office and first-class lounge within Glasgow Central station.
It’s part of a £5 million upgrade of the station, which will involve the current Avanti West Coast ticket office, on Gordon Street, being converted into two retail units.
Conor Mclaughlin, Scheme Project Manager, Network Rail, said: “We are excited to be working in collaboration with Avanti West Coast to deliver an improved passenger experience as part of our wider property upgrade at Glasgow Central station.
“Not only will passengers benefit from Avanti West Coast relocating to a new and improved ticket office and first-class lounge, a new step-free station reception will also open.
“We would like to thank passengers for their patience as we carry out work to allow these exciting upgrades to happen.”
The train operator will relocate to the new facility, which will be at Caledonian Chambers, next to platforms 1 and 2 later in the year. The new ticket office will include two welcome desks, more ticket machines and user-friendly information screens.
Work will also see the creation of a new step-free station reception which will significantly improve the experience for passengers using the facility. Staff will be equipped with handheld devices to assist customer queries and will provide a more visible presence.
Some retail units on the concourse have been closed since the end of 2023 to allow for the remodelling work to take place.
Mark Green, Avanti West Coast Station Manager at Glasgow Central, said: “The relocation of both the ticket office and first-class lounge means we’ll be closer to our customers on platforms 1 and 2. The new facilities will also provide a better experience by improving accessibility, making it easier to buy tickets and find journey information.
“Our current ticket office and first-class lounge will continue to operate as normal, and will only transfer when the new premises are ready - ensuring continuity of service for our customers.”
The £5 million investment will see the layout of several existing retail units on the station concourse changing.
As part of the programme, existing tenants will relocate, new retail units will be created, and office accommodation will be refurbished.
Railway Competence Group (RCG) are a premier provider of comprehensive train driver assessment and training services. Our suite of offerings, including Train Driver End Point Assessment, Psychometric Testing, and Train Driver Incident Prevention Courses, are designed to elevate the standards of railway operations and safety.
Joe Healy, Station Manager at Luton Airport Parkway and Harpenden, is helping people overcome fears of stations and trains. His efforts have been recognised with a British Empire Medal (BEM) and being shortlisted at the National Rail Awards
Navigating through a railway station and catching a train might come as second nature to many people, but for others it could take a lot of planning, or even be a journey too far due to low confidence or learning disabilities.
“Everybody has a right to travel on the railways,” said Joe Healy, Station Manager at Luton Airport and Harpenden. “Why should we have somebody sitting at home thinking they can’t get out, they can’t travel because they’re too anxious or afraid to even to come to a railway station? We need to break that down and if there’s anything I can do then I’m definitely going to do it.”
Joe is on a mission to give people with special educational needs and disabilities greater confidence, encouraging them to use the railway and gain independence. It is passion that started when
he was asked to be an Accessibility Ambassador for operator Thameslink, and gathered even more momentum in the last decade through the ‘Try a Train’ initiative.
It is proving an ideal opportunity for those who lack confidence travelling by train to visit Thameslink stations and to experience a train journey, aimed particularly at those with disabilities, and those who may encounter other barriers to travelling, such as anxiety, being senior citizens, or not speaking English. “It is a passion for me and if there’s something I can do to help people overcome any fears about using trains then I am more than happy to do so especially when you see the impact it can have on their lives when they overcome that apprehension,” he said.
“The first ‘Try a Train’ event was with Bedford College with a small group who had learning
difficulties and anxiety about travelling. We did a meet and greet at the station and got them talking to the staff, they went to the ticket counter and ticket machines and we familiarised them with the screens with train times.”
Among the groups hosted are Autism Bedfordshire, Bedford College, NOAH Enterprise (Luton), and Dunstable College.
Feedback is gathered after each event to gauge the extent to which the objective of increasing travel confidence has been met, with one passenger commenting: “I can’t remember when I last caught a train, I think it was 1999. As part of the ‘Try a Train’ day, Joe helped me to buy a ticket. I am now much more confident about using trains. Next time I will come back and bring the kids! The day has been really fun, and I’ve had a good time and met new people.”
Joe added: “The amount of groups we are working
with is growing through word of mouth, with two more in the pipeline and the recent addition of the Thomas Pocklington Trust, which supports blind and partially sighted people. I took them to Blackfriars Station where we spoke about the challenges. One was knowing whether they were facing forwards or backwards on a train, some feedback I’ve briefed into the team.”
Joe’s work goes beyond ‘Try a Train’ and the full-time Station Manager job. He also works with NOAH Enterprise in Luton, helping disadvantaged individuals back into the world of work. He goes into workshops and sits down and chats with people to find out about their situations, and talks about his role at the operator. He sometimes helps them apply for jobs on the railway, doing mock interviews to help them prepare.
“I remember there was a lady who always used to hide her face and not really talk, but then one day she came running up to me because she wanted to tell me she’d got a job as a carer,” he said. “Another highlight was when we did a bake sale at Bedford Station for NOAH Enterprise. The whole team and people from outside got involved and we had hundreds of cakes, which we sold to passengers, raising over £1,000. The money went towards beds in a hostel for the homeless over Christmas.
“It’s moments like those that are truly rewarding, along with seeing people’s confidence grow in using trains, it makes it all worthwhile.”
Joe’s efforts and his impact on the railways
haven’t gone unrecognised. Earlier on this year he was awarded a BEM in the King’s Birthday Honours for his service to the railway, and has been shortlisted in the Outstanding Personal Contribution (Management) category at this year’s National Rail Awards.
“It was a shock, and I was very surprised when I got a letter about the BEM, but it was a real honour as it has been being shortlisted for a National Rail Award,” he said. “I got the letter about the BEM about a year ago but wasn’t allowed to tell anyone until it was officially announced in June.
“To me, honestly, doing what I do on the railways is like a dream and then to be awarded this is like the icing on the cake.”
It could have been a different story for Joe, who next year will mark 25 years of working in stations. The first time he applied to work in the rail industry he was unsuccessful.
“Second time around I made sure I prepared more, and I was successful and have loved it since day one because I work with such great teams and it is so different every day,” he said.
“I started off working on the platforms, went to the ticket office, became a team leader and then I was seconded to manager. I never expected to be working there 25 years later, but I love it - particularly the role we play in connecting with communities, and using the power of the railways to help people to make sure everyone has the confidence to travel on the railway.”
Why should we have somebody sitting at home thinking they can’t get out, they can’t travel because they’re too anxious or afraid to even to come to a railway station?
RBD Community’s Member Relations & Content Manager Fiona Broomfi eld discusses why stories are a vital component of business communication, and how to use them to win over your target audiences…
It’s well known and documented that our brains have been wired for stories since we were children. In fact, we consume and share stories daily throughout the rest of our lives. The most memorable are typically those stories that make us feel something or change the way we think and act.
connect with because they’ve managed to increase trust and engagement on a personal and valuesbased level. Sure, on a basic level people buy something they want or need, but WHO they buy it from is based on many nuances from price and perceived value to trust, credibility, likeability, and companies and people that align with values.
In adulthood, we base many decisions on how we feel, which is precisely why ‘feelings’ shouldn’t be ignored in business communications, but rather embraced as a way to connect with audiences and foster trust and loyalty. This doesn’t mean we ignore logic, it’s there, but it’s important to acknowledge it’s not the only decision-making driver.
Evidence also shows us that customers and employees are more loyal to brands they emotionally
Storytelling 101
Storytelling is using a narrative to communicate a message. The aim of storytelling varies, but generally speaking it’s valuable for informing, educating, entertaining or building an affinity with audiences. The key ingredients are your characters (you and your audiences), the setting or context, challenges and resolutions. For example, in the story
of RBD Community (RBDC), the organisation and its members are linked by a common purpose – RBD Community’s to be a force for good in rail and help companies do more business in it, and members from the rail supply chain who want to grow and prosper in the industry – bringing the two together enables both to achieve these goals and help overcome barriers to progress such as brand visibility, gaps in knowledge, market intelligence and limited audience reach.
Making your stories memorable
But to truly make your stories memorable you need to go further:
Structure your story so you set the scene (lead with an issue, challenge, conundrum, or observation).
Make it relatable – the best stories tap into common experiences and emotions.
Keep audiences interested in what is coming next.
Make the story emotive – facts alone wont make people feel something – inspire and surprise people.
And most importantly remember to have something to say that people want or need to know.
Applying it all
Tell stories about the values and history of your business and the people that make it what it is.
Communicate the value you bring to your audiences.
Explain what makes you stand out from the competition.
Share change and the rationale behind it.
Explain a story from your customer’s point of view – presenting a challenge and position your brand as the solution.
Choose a format – written through news stories, blogposts or guest writer style thought leadership, visual through video or animation, and audio such as speaking at an event or through a webinar or podcast.
to all.
Publish it and promote it by sharing your stories on your website, social media channels, in marketing collateral and at events.
Helping you tell and share stories
Rail Business Daily (RBD) is the perfect place to share your stories, via channels that are read by thousands of rail professionals, including a hugely popular news website, daily 7am email newsletter, a monthly Rail Director magazine and highly engaged LinkedIn channel. Members of RBDC or the Railway Industry Association (RIA), receive a package of benefits, including 2 x news articles a year published on the website, then in the 7am newsletter (which has 73,000 subscribers alone) and then again in RBDs LinkedIn channel. These are perfect for news articles about senior hires, new product and service launches, acquisitions, rebrands, community initiatives, achievements, innovations and more.
RBD also offers a range of paid media opportunities, you can enquire about having Guest Writer articles in Rail Business Daily’s news site which are also shared in the 7am RBD newsletter. These are great for thought leadership stories on everything from strategic thinking and problem solving to in-depth case study material. RBDC and RIA members get 20 per cent off the cost of Guest Writer articles. Speak to RBD Business Development Manager Sarah Hopton on 07743 943 738 or at sarah@railbusinesdaily.com to find out more.
Sure, on a basic level people buy something they want or need, but WHO they buy it from is based on many nuances from price and perceived value to trust, credibility, likeability, and companies and people that align with values
To find out more contact Member Relations & Content Manager Fiona Broomfield on 07949 409 829, or email fiona@railbusinessdaily.com
Consultancy Ltd (GCL) are working across the Rail Industry to hardwire access and inclusion project management and delivery.
Consultancy Ltd (GCL) are working across the Rail Industry to hardwire access and inclusion project management and delivery. services include:
Goss Consultancy Ltd (GCL) are working across the Rail Industry to hardwire access and inclusion into project management and delivery.
services include:
a world of opportunity accessible to all.
Goss Consultancy Ltd (GCL) are working across the Rail Industry to hardwire access and inclusion into project management and delivery.
Consultancy Ltd (GCL) are working across the Rail Industry to hardwire access and inclusion project management and delivery.
Our services include:
Access and Inclusive Design Appraisals
Access and Inclusive Design Appraisals
Goss Consultancy Ltd (GCL) are working across the Rail Industry to hardwire access and inclusion into project management and delivery.
Access and Inclusive Design Training
Access and Inclusive Design Training
Access and Inclusive Design Appraisals
Our services include:
Access and Inclusion Project Management Support
Access and Inclusion Project Management Support
Access and Inclusive Design Training
services include:
Goss Consultancy Ltd (GCL) are working across the Rail Industry to hardwire access and inclusion into project management and delivery.
Access and Inclusion Strategy Reviews
Access and Inclusion Strategy Reviews
Access and Inclusion Project Management Support
Our services include:
Access and Inclusive Design Appraisals
Access Audits/Reviews
Access Audits/Reviews
Access and Inclusive Design Appraisals
Access and Inclusion Strategy Reviews
Our services include:
Access and Inclusive Design Training
Access and Inclusive Design Appraisals
Access and Inclusive Design Training
Access Audits/Reviews
Digital Accessibility Reviews
Access and Inclusion Project Management Support
Access and Inclusion Project Management Support
Accessibility Reviews
Access and Inclusive Design Training
• Access and Inclusive Design Appraisals
Digital Accessibility Reviews
• Access and Inclusive Design Training
Access and Inclusion Project Management Support
Access and Inclusion Strategy Reviews
Access and Inclusion Strategy Reviews
Access Audits/Reviews
Access Audits/Reviews
Diversity/Equality Impact Assessment Training and Development
Equality, Diversity and Inclusion Audits/Reviews
Diversity/Equality Impact Assessment Training and Development Equality, Diversity and Inclusion Audits/Reviews Inclusive Customer Service Training
Diversity/Equality Impact Assessment Training and Development
• Access and Inclusion Project Management Support
Access and Inclusion Strategy Reviews
Digital Accessibility Reviews
Access Audits/Reviews
Equality, Diversity and Inclusion Audits/Reviews
Digital Accessibility Reviews
• Access and Inclusion Strategy Reviews
Inclusive Customer Service Training
Digital Accessibility Reviews
Diversity/Equality Impact Assessment Training and Development
Diversity/Equality Impact Assessment Training and Development
Inclusive Customer Service Training
• Access Audits/Reviews
Policy/Practice Development
Diversity/Equality Impact Assessment Training and Development
Equality, Diversity and Inclusion Audits/Reviews
Equality, Diversity and Inclusion Audits/Reviews
Policy/Practice Development
• Digital Accessibility Reviews
Equality, Diversity and Inclusion Audits/Reviews
Inclusive Customer Service Training
Stakeholder Engagement
Policy/Practice Development Stakeholder Engagement
Inclusive Customer Service Training
Stakeholder Engagement
Policy/Practice Development
Inclusive Customer Service Training
• Diversity/Equality Impact Assessment Training and Development
Policy/Practice Development
Policy/Practice Development
• Equality, Diversity and Inclusion Audits/Reviews
Stakeholder Engagement
supporting the transport sector to future-proof the Rail
Stakeholder Engagement
supporting the transport sector to future-proof the Rail
for all.
• Inclusive Customer Service Training
Stakeholder Engagement
We are supporting the transport sector to future-proof the Rail Industry, for all.
• Policy/Practice Development
are supporting the transport sector to future-proof the Rail Industry, for all.
• Stakeholder Engagement
We are supporting the transport sector to future-proof the Rail Industry, for all.
We are supporting the transport sector to future-proof the Rail Industry, for all.
Our clients
We are supporting the transport sector to future-proof the Rail Industry, for all.
Our clients
Our clients
Clients include:
ABG is a market leader in the design, development, manufacture and technical support of high-performance geosynthetic systems, used in civil engineering, environmental and sustainable building. enquiries@abgltd.com www.abg-geosynthetics.com 01484 852096
Capel C.S Ltd is dedicated to delivering 1st class costeffective, efficient, high-end construction solutions to clients within the railway, commercial and public sectors. info@capelcsltd.com www.capelcsltd.com 020 8518 5354
Croftstone Management Limited is an award-winning multi-disciplinary management consultancy, and chartered quantity surveying practice, providing end-to-end support for the UK’s largest infrastructure programmes. contact@croftstone.uk www.croftstone.uk 01564 791 918
Depot Rail Limited began as a rail-based consultancy company, and quickly became involved in the specification and sourcing of equipment for rail maintenance depots. admin@drail.co.uk www.depotrail.co.uk 01427 619512
Flamgard Engineering Limited is a Welsh manufacturing firm with products used in major UK and international projects. sales@flamgard.co.uk www.flamgard.halton.com 01495 757347
British Steel is a leading European steel manufacturer with facilities across the UK and Europe, supplying premium long products around the world. rail@britishsteel.co.uk www.britishsteel.co.uk 01724 404040
The Consortia Group are infrastructure and maintenance specialists with a transport division focused on delivering multi-disciplinary projects across the UK. transport@theconsortiagroup.com www.theconsortiagroup.com 0151 294 3114
CrossTech is an innovative UK-based technology company with deep expertise in cloud software, AI, machine learning, and image processing. hello@crosstech.co.uk www.crosstech.co.uk 07796 600 458
Egis Group is a top global consulting, construction, operating, and engineering company, specialising in infrastructure, transport, and the built environment. illy.toiber@egis.fr www.egis-group.com 01252 451651
Technology innovator Fujikura Europe Ltd develops state-of-the-art solutions for a range of markets –including telecommunications and power, electronics, automotive, and industrial. service@fujikura.co.uk www.fujikura.co.uk 020 8240 2000
Gramm Barrier Systems are the UK’s leading specialist contractors in the supply and installation of noise barriers and security fencing. info@grammbarriers.com www.grammbarriers.com 01323 872243
i-Glo Ltd develops state-of-the-art, innovative products designed for safety and wayfinding on rail platforms, highways and for buildings and construction work. info@i-glo.co.uk www.i-glo.co.uk 01670 813812
Jobson James Rail is a national specialist railway insurance broker, the market leader in the UK by a huge margin with over 800+ rail clients across the UK, Middle East and Australasia. kevin.parker@jjrail.co.uk jjrail.co.uk 07816 283949
Koncept Rail Solutions teams Subject Matter Experts from across all logistics sectors with our Team of Programme and Change Management Professionals. enquiries@konceptrail.com www.konceptrail.co.uk/ 07494 098566
Mobius has achieved a raft of industry firsts – including becoming the UK’s first integrated data airtime provider. Today, we aim to demonstrate that not all SIMS and networks are created equal. Enquire@mobiusnetworks.co.uk www.mobiusnetworks.co.uk 01530 511 109
Octavius Infrastructure is a leading transport solutions provider. We collaborate with customers, integrate suppliers, and develop people to deliver assured, sustainable, and efficient transport infrastructure solutions. SHEA@octavius.co.uk www.octavius.co.uk 01737 944 830
Howells Railway Products are expert in the manufacture and design of specialist railway equipment. info@howells-railway.co.uk www.howells-railway.co.uk 0161 945 5567
Intuitive Talent Solutions helps transport organisations recruit for business-critical roles, sourcing the best talent. The business is driven by its values – integrity, fairness, and transparency. say-hello@intuitiverecruitment.com www.intuitiverecruitment.com 07801 995094
An independent engineering consultancy and design business, Kilborn Consulting Ltd specialises in the design of new and altered rail signalling systems. pmcsharry@kilbornconsulting.co.uk www.kilbornconsulting.co.uk 01933 279909
Kontron Transportation is a leading global supplier of end-to-end communications solutions for mission-critical and carrier networks. KTR-GB-Sales@kontron.com www.kontron.com/ktrdn 020 3871 2600
MPEC Technology Ltd specialises in condition monitoring and remote event solutions, providing products that are reliable, robust, safe, efficient, and cost-effective. andrew.whawell@mpec.co.uk www.mpec.co.uk 01332 363979
Popular website OpenTrainTimes Ltd enables users to look ‘behind the scenes’ of the rail network, accessing information about how Great Britain’s trains are running. peter.hicks@opentraintimes.com www.opentraintimes.com 07970 476447
AC MOTOR SERVICES
■ Standard Overhaul /Maintenance
■ Full Stator Rewind
■ New Rotor Manufacture
■ New Shaft Manufacture
For more information or to arrange a visit, call us on +353 1 4520033
Associated Rewinds are the leading European company for the Maintenance, Repair and Rewinding of AC & DC Traction Motors for all types of Trains, Trams, and Metro systems.
Market-leading design practice Pascall + Watson Ltd provides a range of innovative services, covering masterplanning, architecture, design management, interior design, BIM, and visualisation services. info@pascalls.co.uk www.pascalls.co.uk
020 3837 2500
RailETC Limited is an engineering consultancy, led by Director and Principal Consultant David Shipman. ds@railetc.uk www.railetc.uk
07921 717154
STAUFF are proud to manufacture and develop fluid power components, manipulated tube products, and finished kits. Tested, sealed and ready to install on production lines. uk.sales@stauff.com www.stauff.co.uk 0114 251 85 18
Waterman Aspen welcomes engineers and technical specialists to make their mark on some of the biggest infrastructure projects across the UK. darryl.white@watermanaspen.co.uk www.watermanaspen.co.uk 01245 203333
UK Power Networks Services solve your energy challenges through innovative solutions, delivering resilience, cost efficiency and sustainability to deliver a bright energy future. www.ukpowernetworksservices.co.uk 020 7397 7845
QTS Group specialises in infrastructure, rail engineering, electrification, design, and training. A Rail Plant Operator and Principal Contractor for Network Rail, it’s certified to work on all UK infrastructure. info@qtsgroup.com www.qtsgroup.com 01357 440 222
Robustrack supply hydraulic attachments for the rail sector, including flails and mulchers for vegetation management and railway maintenance, log grabs, tree shears, stump grinders, and more. info@robustrack.co.uk www.robustrack.co.uk 01524 242414
Veredus offers specialised search and interim management recruitment solutions at managerial and executive levels, focusing on rail and transport infrastructure. andrew.fisher@veredus.co.uk www.veredus.co.uk 0780 302 3884
Wills Bros Civil Engineering Ltd are an established UK & Ireland Civil Engineering Contractor with over 50 years’ experience delivering civil engineering works for clients. uktenders@willsbros.com www.willsbros.com 01698 479230
XEIAD carries out civil inspections across the UK. Part of the BES Group, it supports civil assets owners and managers, to ensure infrastructure remains safe. enquiries@xeiad.com www.xeiad.com 0333 772 2355
To be featured in the Rail Supplier Directory contact Fiona Broomfield on 07949 409 829 or email fiona@railbusinessdaily.com
Railway Mission has announced the appointment of Bernadette Cendrowska-Salt as the new chaplain for the North Scotland railway network. She brings a wealth of experience in compassionate communication and support, drawing from her extensive background as a professional hairdresser
“We’re here to listen and support you, no strings attached”
What attracted you to the position?
I first learned about the Railway Chaplaincy through my pastor at the time, Dereck Grant, who also served as a Railway Chaplain. At that time, I was working closely with him as his assistant pastor. What initially drew me to this role was the opportunity to engage with people in a wide range of situations—offering comfort, lending a listening ear, and providing support in everyday working environments. The chance to bring a spiritual dimension to those navigating grief, sudden loss, or trauma resonated deeply with me.
The Railway Mission Chaplaincy plays a crucial role in the lives of individuals within the railway community, addressing their unique challenges with compassion and care. Many positions in the railway industry, such as train drivers, signal operators, and track workers, can be quite isolating and demanding, carrying significant responsibility. Having a chaplain present to offer hope, friendship, and spiritual guidance is invaluable.
As I settle into this role, I’ve been overwhelmed by the kindness and support I’ve received from everyone. This position has exceeded my
expectations, and I couldn’t be happier to be a part of such a meaningful mission.
What are your aims and aspirations?
Being there for even one person in their darkest moments—when hope feels lost or despair takes hold—is incredibly powerful. Whether it’s bringing a bit of cheer to a desperate situation or simply offering support through life’s everyday struggles, the impact of a smile and comforting reassurance cannot be overstated. We provide a safe, independent, and nonjudgmental space where people can open up about their worries and fears. And for those who seek it, we also offer the
Our focus is on your mental health and overall wellbeing
spiritual support of prayer and guidance, helping to illuminate their path forward.
How will your time as a professional hairdresser help in this role?
My background has given me the confidence to introduce myself to new people without hesitation. It has also taught me the importance of truly listening, withholding judgment, and focusing on the needs of others. My goal is always to achieve the best possible outcome for the person I’m supporting, striving to make a meaningful difference in their life. I approach each interaction with a caring, non-threatening demeanour, ready to rise to challenges and adapt to situations that require change. This perspective has shaped my ability to navigate complex situations with compassion and a genuine desire to help others.
What will be the key to giving people the confidence to open up?
It’s often said that we form impressions of others within the first few moments of meeting them, whether we realise it or not. For me, those initial minutes are vital in shaping how we connect with others.
The way you interact can significantly influence the person you’re engaging with. Your behaviour matters too—does it align with your words? Are you consistent and trustworthy? Trust is something we all instinctively test in others; it’s part of human nature. My goal is to excel in these areas, so that others see me as a trusted and professional individual—someone they feel comfortable confiding in and relying on.
It is well publicised that the rail industry is a tough one to work in, with daily pressures and generally high staff sickness. With that being the case, how important is the work of the Railway Mission?
The unique, independent care we provide is more essential now than ever before. In today’s high-pressure world, people need a trusted professional to turn to—someone who can genuinely walk alongside them through various challenges, sometimes over an extended period, with the assurance that their confidentiality will always be respected. We offer a spiritual haven in times of need, which not only supports individuals but also benefits the entire industry by strengthening
Carlisle Support Services has appointed Allan Gregory as the new Director of Transport Security and Policing.
After recently retiring from his role as the Assistant Chief Constable for British Transport Police (BTP), Allan joins Carlisle to provide subject matter expertise to further support its client base within the rail and transport sector. With 32 years of experience within BTP, Allan brings a wealth of expertise within the industry, having been responsible for operational performance across England, Scotland, and Wales.
He also oversaw volume crime investigation, community and stakeholder engagement, use of force, stop search, custody operations, the Special Constabulary, and neighbourhood policing.
Allan said: “I am delighted to be joining the Carlisle Support Services family. I am eager to learn, and it will be really interesting to see the UK’s railway network from a different perspective. I want to draw on my experience in policing in order to support Carlisle’s focus on the sector. I look forward to meeting the operational teams, our customers, and other key partners.”
employees in their work environment.
The stresses of everyday life often seep into the workplace, disrupting the balance between work and personal life, leading to burnout or even physical illness. The Railway Mission is dedicated to caring for the whole person, addressing both work and home life. We also excel at connecting individuals with other professional services, such as referring them to a doctor when necessary. Our holistic approach ensures that people receive the comprehensive support they need to thrive both at work and at home.
What is your message to rail workers who might be struggling, particularly those who might not be religious but benefit from support?
My message is simple: we’re here to listen and support you, no strings attached. Our focus is on your mental health and overall wellbeing. We’re a caring, independent presence, dedicated to helping you navigate whatever challenges you’re facing. You’re at the centre of everything we do, and we genuinely want to be there for you. Reaching out to us could be the first step toward finding peace and happiness, and we’re ready to walk that path with you.
Turner
My goal is to excel in these areas, so that others see me as a trusted and professional individual— someone they feel comfortable confiding in and relying on
Kate Turner, DB Cargo UK’s Head of Operations and Service Delivery (North), has been appointed by the Freight Safe Programme (FSP) to head up its work in providing an industry-wide standard for freight train preparation.
She will oversee analysis into how different freight operating companies conduct train preparation, yard management and operations, as part of the FSP’s Wagon Condition Programme which seeks to collaboratively build on existing maintenance and train preparation practices on a programme of continuous improvement in wagon safety.
Kate said: “The Wagon Condition Programme aims to drive industry best practices for train preparation and planning. It is crucial in harnessing an industry-driven focus on learning and collaboration by leveraging the vast knowledge and experience that is held across the sector.
“Rail freight’s collective safety record is something we can take pride in, and the Wagon Condition Programme takes us even further by ensuring we continually strive for excellence.”
UKRL has appointed a new Chairman, Steve McBride, who joined the board as a Non-Executive Director of UKRL in 2023.
Steve brings a wealth of experience from a long career in the railways. He was previously Managing Director of Vivarail and Customer Service Director of Angel Trains and has held several board level positions including with the Rail Industry Supplier Approval Scheme (RISAS), Vivarail and a local authority.
He said: “With a 50-year career in the rail industry covering rolling stock maintenance, train leasing, vehicle manufacturing and consultancy sectors, I am excited about the prospect of working closely with this talented team and wider stakeholder group to drive UKRL’s growth and development in the future.”
Managing Director Gareth Roberts added: “We knew that when Steve joined our board of directors last year his deep understanding of rail meant we would be able to strengthen our oversight and strategic planning capabilities. Now having him as Chair will mean UKRL will continue to have the benefit of his wealth of experience to draw on.”
Martin Ward defended both his sprint and long-distance orienteering titles at a competition in Celerina, Switzerland
West Coast Partnership Development’s Head of Fleet has achieved the double win in orienteering at the International Railway Sports Association (USIC) championships at this year’s event in Celerina, Switzerland.
Martin Ward successfully defended his titles in the sprint and long-distance categories, with the two wins taking his total in orienteering at USIC competitions to six gold medals over 21 years which has made him the most decorated ever participant in the event.
He said: “Winning both the individual race categories, and retaining my USIC orienteering titles is an incredible feeling - especially as I was up against some tough opposition.”
The USIC championships, like the Olympics in Paris, take place every four years, however this year’s event was delayed by 12 months due to COVID. It first started in 1995, and Martin has competed in all eight competitions, picking up his first orienteering gold in 2003.
Orienteering is a sport where competitors must race from start and finish via a series of checkpoints, across terrain unfamiliar to them, using a compass and map.
Martin started orienteering in 1983 with Mole Valley Orienteering Club (MVOC), and was part of the Sheffield University Orienteering Club (ShUOC) whilst there for studies. He then joined South Yorkshire Orienteers, and he is also the Chair of Senior Selectors for the English Orienteering Council.
He added: “I really enjoy the USIC sports competitions as they are a fantastic opportunity for UK rail industry teams to meet and compete with railway colleagues from all over Europe. I am looking forward to defending my titles again in four years’ time.”
I am looking forward to defending my titles again in four years’ time
Proven: 30,000 tilt sensors integrated with cameras and wireless communications in use on >50 km of Network Rail’s most vulnerable earthworks.
Photo validation: Cameras send images in all light conditions on scheduled basis, or within moments of being triggered by ground movement. Avoid false alerts, get eyes on the site before you can get boots on the ballast.
The Senceive InfraGuardTM responsive monitoring solution is built to mitigate landslide and rockfall risk on railways
Responsive: Unique smart sensors respond to shallow ground movement, automatically switching from long-life scheduled reporting to near real-time reporting. Multiple alert levels allow trains to be warned or stopped.
Flexible: Detect all types of slope failure, including deep movement using borehole instruments, shallow mass movement using tilt meters, plus rockfall using a combination of sensors.
