RailStaff October 2019 by Rail Media

OCTOBER 2019 | ISSUE 261

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CONTENTS OCTOBER 2019 | ISSUE 261

SHAPPS: NEW STATS WILL SHOW WHETHER TRAINS ARE REALLY ON TIME | 06

A new industry standard for measuring punctuality has shown 64.7 per cent of stations were arrived at on time in the year to June 2019

COMPUTING CHANGE | 16

Susan Cooklin talks about life before Network Rail, rolling out smartphone technology and how Route Services is changing

CREATING A MEANINGFUL MENTAL HEALTH STRATEGY | 22

Nayia Solea, occupational health & wellbeing specialist at Siemens Mobility, explores master plans and misunderstandings

EDUCATING - EMPOWERING - CONNECTING | 28

Archway, Network Rail’s LGBT+ employee network, recently held the third conference in its six-year history. Nigel Wordsworth reports on the day

RAIL SAFETY SUMMIT REVIEW | 32

This year’s event was the tenth annual Safety Summit. Nonetheless, a number of themes featured in the first summit are evidently still with us, writes Colin Wheeler

32 44

T H G I L T O P

ND GRINS AF | 36 er Y P P A L and form H gineer n e e PRIDE, ITH A CAPITA y th a t u ilw ves abo ory judge med ra FUN W g s, estee at she lo Griffith , on wh ks for as a cate Carolyn of the IMechE o t n at she lo preside wards and wh A RailStaff

A JOB, A CAREER, A PURPOSE | 44

As GTR and the Prince’s Trust celebrate five years of its ‘Get into Railways’ programmes, Stewart Thorpe discovers their impact on lives and society

FOR FUTURE G E N E R AT I O N S TO S E E

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Adverts: adverts@rail-media.com Subscriptions: manda@rail-media.com Contact details RailStaff Publications, Rail Media House, Samson Road, Coalville, Leicestershire, LE67 3FP. Tel: 01530 816 444 Fax: 01530 810 344 Web: www.railstaff.co.uk Email: hello@rail-media.com Printed by PCP Ltd. RailStaff is published by RailStaff Publications Limited A Rail Media Publication

uilding Britain's railways in the 19th century was tough work. Railway companies initially recruited miners as they were accustomed to intense labour and also familiar with steam engines, which were used to pump out water. These men were referred to as ‘navvies’, taking their name from their predecessors who dug navigation canals. It was often dangerous work too. Navvies building the Woodhead Railway Tunnels in Derbyshire suffered higher casualty rates than the army did at the Battle of Waterloo, but the work was well paid. The navvies were a fascinating bunch and, together with engine drivers, signallers and clerks, are the focus of a newly launched educational short course exploring the lives of railway workers between 1840 and 1914. Co-created by the National Railway Museum and the University of Strathclyde and hosted on futurelearn.com, ‘Working Lives on the Railway’ paints a picture of what it was like building, operating and working on a railway in the 19th and 20th centuries. The social history course is split into four weeks. The first examines the role of the “heroic” engine drivers whose tales (fact and fiction) of sacrifice and danger lifted them high into public esteem. The second, and last to be released prior to this issue going to print, looks at the complex world of signallers. These men – and sometimes women – were mysterious to the public. They worked long and lonely hours which demanded high levels of human attention and human alertness and led to terrible human consequences when it went horribly wrong, as researchers succinctly put it in the course. Archive material, slick videos, quizzes and discussion opportunities welcome participants each step of the way. Although the course recommends three hours of study each week, you can complete the individual modules in around an hour if you’re short of time. Either way, this bite-sized programme has become

(Above) Oliver Betts, head of research at the National Railway Museum, on the footplate of the locomotive 'Coppernob'. a hive of activity with hundreds of amateur historians, railway enthusiasts and learners taking to the comments section to share their thoughts and questions. This treasure trove of rail worker history reveals that semaphore signalling is based on navy signalling and was first used on the London and Croydon Railway in 1841. It explains that engine drivers had no formal training and would instead draw their knowledge from experience on the footplate, working as firemen and by driving in goods yards. And it describes the orphanages and money-raising railway dogs that would help to support the families of workers who were injured or killed. There are three reasons why I would encourage readers to take part in the course. The first is self-explanatory – it has, so far, been great fun. Secondly, railway history, as the course organisers elude to themselves, has often focused on “the machines” rather than the people who built, operated and maintained them. As a magazine that puts people rather than trains, track and technology at its heart, you can see why we’d be a big supporter. Finally, looking back at the past helps us to learn from successes and mistakes. I know many will have reflected on the past and present on October 5, the 20th anniversary of the Ladbroke Grove rail crash, on what lessons must be retained and re-learnt. The online course threw up a number of similarities between the rail industry now and then, some positive (the idea of a railway family) but some not so (worker fatigue). It has been thoroughly enjoyable, and a great reminder that we should never stop learning, as individuals and as an industry. Best of all – it’s free to access, so what are you waiting for? stewart@rail-media.com FACEBOOK.COM/RAILSTAFF | @RAIL_STAFF | RAILSTAFF.CO.UK

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RAILSTAFF OCTOBER 2019

Upcycled blankets, scarves and even dog coats, all made from old staff uniforms, will be handed out to the homeless in time for winter.

Uniform gesture

Virgin Trains staff garments were transformed by prisoners at HMP Northumberland at their onsite textile factory and will be handed out at London Euston, Birmingham New Street, Manchester Piccadilly, Liverpool Lime Street and Glasgow Central stations, or passed on to local charities.

A TfL contractor who died working at Waterloo Underground station has been named as Christian Tuvi. BTP officers were called to the station in the early hours of September 18 following reports a worker had become injured on a travelator. London Ambulance Service and London Fire Brigade also attended but the 44-year-old, who was a member of the Territorial Army and from Cambridgeshire, was pronounced dead at the scene. Officers are continuing to work to establish the full circumstances behind the man’s death. Vernon Everitt, managing director of the London Underground, said: “Our deepest condolences go to the family and friends of our colleague Christian Tuvi, who tragically lost his life last week working for one of our contractors at Waterloo Underground station. “We are fully supporting the urgent investigations being carried out by the Office of Rail and Road and the British Transport Police. It is absolutely vital that we understand how this happened and ensure that it never happens again.”

Shapps: New stats will show whether trains are really on time A new industry standard for measuring train punctuality has shown that 64.7 per cent of stations were arrived at on time in the year to June 2019 - a 2.5 per cent increase on comparable data from the previous year. Rather than measuring performance based on whether a train arrives five or ten minutes of the planned destination known as the Public Performance Measure - the new ‘on-time’ statistics from the ORR measure it to the minute for each station stop. Transport secretary Grant Shapps, who has made punctuality his major priority, said the new statistics will “stop © iStockphoto.com

Worker dies at Waterloo

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asking whether trains are really on time”. He added: “I believe this is a step in the right direction, providing more accountability and transparency to help hold operators to account, but much more needs to be done to get performance to where it should be.” Detailed information on the causes of train delays is also being gathered and released for the first time, providing greater accountability into the problems on the railway. Figures also show that 2.8 per cent of trains were cancelled in the last year, a 0.1 per cent decrease on the previous year. Around 51 per cent of all cancellations were down

to train operating companies, for reasons such as a train fault, while 28 per cent of cancellations were down to Network Rail operations and infrastructure such as track and signalling faults. Severe weather and trespassers were to blame for 17 per cent of cancellations. Lyndsey Melbourne, ORR’s head of information and analysis, added: “We are publishing these new measures of punctuality and reliability to aid transparency of train performance and to help the industry focus on exactly where problems are arising and therefore direct their efforts on finding a solution – so passengers will benefit as solutions are found more quickly and more trains arrive on time.”

RAILSTAFF OCTOBER 2019

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Rail rallies around Thomas Cook holidaymakers and staff

Ticketing rules were relaxed for customers and staff of Thomas Cook after the travel group went into liquidation last month. RDG, the membership body for train and freight companies, said operators agreed to the move to allow people to return home “quickly and with as little stress as possible”. Customers either booked onto specific services as part of their Thomas Cook package or who had booked tickets separately to get to and from their holiday, were permitted to catch the first available service with the operator they were already due to travel with. All that was required was for the customer to demonstrate they were a Thomas Cook customer. The same applied to Thomas Cook staff. In a statement released on September 23, the same day Thomas Cook ceased trading, Billy Denyer, director of customer propositions at RDG, said: “The collapse of Thomas Cook is very sad news for the company’s customers and staff. Train companies understand that people returning from their holidays will just want to get home quickly and with as little stress as possible and are happy to help by relaxing normal ticket rules.” With the travel company entering into administration, rescue flights were arranged to bring back more than 150,000 British

passengers stranded abroad. Given the logistical issues of repatriating so many, passengers were warned they could be returned to a different airport to which they left from. West Midlands Railway and London Northwestern Railway went one step further than other operators by offering free travel for displaced holidaymakers to and from Birmingham or Liverpool airports. Andy Camp, commercial director for the two operators, said: "Following the collapse of Thomas Cook we know there will be a lot of stress for passengers as they try to make alternative arrangements to get home or replan their upcoming holidays. "With both Liverpool John Lennon and Birmingham International airports on our network we want to do our part to help those who have been affected or displaced by this sad situation." Elsewhere, companies such as Network Rail and Great Western Railway offered to help former employees find new jobs. East Midlands Railway even went as far as organising an open day for former Thomas Cook employees to find out about on-train and station roles. "These people have the skills and expertise we are looking for at EMR," said HR director Kirsty Derry. © iStockphoto.com

Isle of Wight gets new trains Vivarail is set to build five two-car third-rail EMUs for the Island Line, Isle of Wight - replacing Class 483 trains which have served passengers since 1938.

These refurbished former London Underground trains will provide more capacity, better accessibility and feature passenger information systems, wi-fi and walk-through carriages. The first new Class 484 train is expected to be delivered to South Western Railway for testing in early summer 2020. On a visit to the island’s Brading railway station, rail minister Chris Heaton-Harris also announced investment to improve the sustainability of the railway linking RydeShanklin. Plans will see a new passing loop at Brading, helping to deliver a half-hourly service to Ryde Railway Pier, where trains connect with ferries to Portsmouth. Heaton-Harris said: “This underlines our determination to provide passengers across the country with the modern rail network they expect.”

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RAILSTAFF OCTOBER 2019

“My mission is now complete” said retired train driver Mel Thorley, who has recovered a missing piece of railway history thanks to his cunning detective work. Mel, an eagle-eyed railway enthusiast, spotted a curious eBay listing for the Manchester & Birmingham Railway plaque - a high-quality replica of the 1839 original - which was erected at the new Manchester Piccadilly station in the mid-1960s. The plaque had been removed in 1998 when the station was upgraded but it never reappeared when the work ended four years later. At the time, Mel, then a train driver, noticed the sign was missing. He never gave up hope and in August, 17 years after his pursuit began, he spotted the item for sale online. The missing plaque was up for sale for £3,700, with a sales blurb suggesting a forklift would be needed to load it on to a truck on collection from a location in Nottinghamshire. Mel said: “When I spotted it on eBay I couldn’t believe my eyes. I checked with Dave, my ex-copper friend, who said ‘I know that plaque. It’s the missing one.’ “I hoped nobody else recognised the artefact’s significance because I didn’t want it to go missing for another 20 years, or for eBay to remove it.” Mel’s friend, retired BTP officer Dave Smith, contacted the National Railway Museum in York, which confirmed it had the original plaque. This made it clear to Dave and Mel, who both used to work at Manchester Piccadilly, they had discovered the missing

Driver turned detective recovers lost artefact

replica plaque. Mel sent emails to alert people in the know, including Railway Magazine, which had previously run a piece from Lord Faulkner of Worcester, co-chair of the Railway Heritage Designation Advisory Board, requesting readers keep their eyes peeled for interesting railway artefacts. Chris Milner, editor of Railway Magazine, contacted Lord Faulkner, also president of the Railway Heritage Association. He brought in Sir Peter Hendy, chairman of Network Rail, and together they asked BTP for help.

A few weeks later, on September 12, the plaque was retrieved by BTP, citing Network Rail as the item’s rightful owner. Plans are now afoot for the historic sign to be brought home to Manchester Piccadilly station. BTP Detective Sergeant Gemma Jones said: “This historic plaque went missing 20 years ago, so retrieving evidence and knowledge of the incident was no easy task. The team, alongside Network Rail, secured the plaque and we now look forward to seeing it displayed at Manchester Piccadilly.”

Angling victory

telent chief passes away

Gavin Millward, an electrical control operator for Network Rail, won the 30th RailSport National Angling contest with a total catch of 172lb 2oz.

Mark Plato, who was integral to the creation of communications equipment supplier telent, has died.

In second place was Jim Clewes with 146lb 6oz while Lee Kendal finished in third place with 137lb 4oz. Colleagues from Bombardier, BTP, Great Central Railway, Loram, telent and Vital took part in individual and team competitions. One competitor even travelled from the Netherlands to take part. The team event was narrowly won by the Wigan Four (Rob and Dave Dawber, Darren Smethurst and Kevin Melville) with 13 points, equal to Vital RAIC but with an overall heavier catch. Third place went to Sheffield Midland with 15 points. During the four-hour match at Makins Fisheries, Nuneaton, a total of 5,547lbs of fish was landed by the 156 anglers who had to contend with heavy rain for most of the morning. © iStockphoto.com

In an announcement on the company website, chairman David Naylor-Leyland said: “Mark was a hugely respected and much liked individual both within the company he ran for so long and also within the wider telecom and transport industries. His loss will be keenly felt by all who knew him. Not only have we lost a remarkable CEO but a friend. Mark died pursuing one of his great passions, motorbiking. “Our thoughts and prayers go out to his family at this very sad and difficult time.” Mark joined predecessor company Marconi in November

1995 and was integral to the creation of telent in January 2006. He had led the company as CEO since its formation. Director Heather Green has taken on Mark’s executive responsibilities on an interim basis.

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'It's like coming home' Frode Mo has rejoined Ramboll as its new global division director for rail systems. In 2011, Ramboll acquired the Norwegian firm Rail-X, where

Frode was managing director, and with the acquisition he became the rail division director for Norway. Later in his career he moved to Qatar where he was Ramboll’s project director on the Doha Green line project. He then changed country and employer and became country director for Innovation Norway in Moscow, Russia. “It’s like coming home,” said Frode, who will focus on expanding the global reach of the rail systems division. “The rail

systems division has grown since my first stint here at Ramboll and I’m looking forward to be joining such a strong player in the rail space. The work they have done with the implementation of the ERTMS in Denmark and unmanned train operations is at the forefront of innovation in the sector. I’m looking forward to helping the rail systems team transition to the next phase of growth.” Throughout his career Frode has held several leadership positions, among others with: airport operator Avinor, airport rail link Flytoget, the Oslo Metro and Ramboll.

Siemens' Maier to retire Carl Ennis (pictured), head of products and systems sales for Siemens Smart Infrastructure, has been appointed as the new chief executive of Siemens following the retirement of Juergen Maier CBE after 33 years with the company. The move is effective as of January 1. Carl has worked for Siemens in the UK and China for the last 20 years and has been the managing director of the power & gas business, power generation and energy management.

Siemens board member Cedrik Neike said: “Juergen has made a significant contribution to Siemens globally and in the UK. His engagement in the UK manufacturing, engineering and technology arena has supported both Siemens and industry in general. He is a role model as a leader in terms of engaging with our employees and driving the diversity and inclusion agenda, which is close to our hearts. We wish him well with his future endeavours. “We look forward to the appointment of Carl, a passionate engineer, who is

Australia expat returns After a decade working on the construction, launch, operation and expansion of the Gold Coast light rail system in Australia, Susie Homan has returned to Britain to take on the role of director of planning, engineering and operations at RDG. Susie, who worked for Network Rail, National Express, Thameslink and Northern prior

to joining KDR Gold Coast, had different opportunities available to her but said the role at RDG "really piqued [her] interest". She said: "My ten years in Australia was a time of continual change, which kept me very engaged and I stayed there probably longer than I usually would. Towards the end of my time there, after the extension, we successfully supported the Commonwealth Games, we were

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hitting our KPIs and the team were performing very well. It got to a point where I wondered whether I was required anymore." She added: "It’s a time of great change and challenge for Britain’s railway. Importantly, there’s a will for change across the industry too. I asked myself a lot why I was leaving the beautiful gold coast and returning to England and I realised it was the challenge. I’m not the kind of person who likes to be settled – I needed a new challenge." Most recently a customer

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The Rail Delivery Group (RDG) has announced its chief executive Paul Plummer, who was intending to retire this autumn, is set to stay. “Despite attracting a strong field of candidates for Paul’s successor it was not possible to secure the right alternative for the organisation at this time,” said the group in a statement. As a result, Paul was asked to remain in the position given the “current political climate”. RDG chairman Chris Burchell said: “With the Williams Rail Review expected to report in the near future and given the current political climate it is crucial to have the right leadership at the helm of the organisation that represents the rail industry. Given Paul’s unparalleled experience I am delighted that he has agreed to remain in post as chief executive.”

looking to continue to build on the strong foundations of Siemens in the UK & Ireland.”

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Plummer to stay

services director, in her new role Susie will lead RDG’s efforts to deliver and improve the railway, with a particular focus on performance.

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Bombardier MD resigns New HR director at Costain Phil Hufton, president and chair of Bombardier Transportation in the UK, has resigned from his post due to personal reasons. He will remain at Bombardier for a short period of time to ensure a smooth handover to his successor Matt Byrne, who takes over with immediate effect. Danny Di Perna, president of Bombardier Transportation, said: “Matt has been leading our global services business for almost three years through a phase of strong profitable growth and has a deep understanding of customer needs and the UK market. I want to thank Phil for his strong leadership and commitment during an important

time for the UK business, and for his many years of service to Bombardier and its predecessor companies.” Matt joined Bombardier in 2000 and has held various senior leadership positions. He holds a degree in finance and economics from the University of Manchester.

Change at Wabtec Faiveley Andy Derbyshire has been appointed as the new managing director of Wabtec Faiveley UK following Chris Weatherall’s decision to step down after more than 20 years with Wabtec. Andy was previously the chief operating officer and vice-president of Bombardier Transportation and chief operating officer of Network Rail amongst other senior roles in rail. Andy joins at an important time for Wabtec Faiveley UK following the merger of Wabtec and GE Transportation.

HS2 COO out Richard Robinson, the chief operating officer (COO) of HS2, is to leave his post for Atkins after a little over a year in the role. Richard joined HS2 from Aecom, where he was chief executive of civil infrastructure in Europe, Middle East, India and Africa, on September 24, 2018. As COO, Richard was responsible for leading HS2 Ltd’s enabling services, including: commercial development, IT services, land and property, and procurement and supply chain.

Mark Thurston, chief executive of HS2, said: “We can confirm that chief operating officer Richard Robinson has decided to leave HS2 Ltd to take up a new senior role in the private sector. We wish him every success in his new position.”

DON'T MISS OUT!

Catherine Warbrick has been appointed as the new group HR director at Costain. Catherine joined Costain in 2006 and was most recently director of learning, development and corporate responsibility. Prior to that she was the investor relations director. Highlights of her time at the construction group include: developing and implementing the first corporate responsibility (CR) strategy, achieving platinum status in Business in the Community’s CR Index and driving change which was recognised in the Times Top 50 Employers for Women 2018 and 2019. CEO Alex Vaughan said: “Catherine has made a real difference to the performance and reputation of Costain in the roles she has performed, particularly in raising

our responsible business standards, supporting the development and delivery of our inclusion strategy, driving programmes to ensure we unlock the great potential of our people and in developing our people’s capabilities to provide leading edge solutions for our clients.”

Boswell leaves Hitachi Karen Boswell OBE has left Hitachi after four and a half years with the company. Karen, who was the managing director of Hitachi Rail Europe and group chief administration officer (CAO) of Hitachi Rail Group, joined the company in June 2015. Over the years she has led the business through a period of accelerated growth, with the number of employees rising from 400 to more than 3,000 and UK revenues rising from £182 million to £1.3 billion between 2014-18. In March 2017, in addition to her role as European managing director, Karen was appointed group CAO of Hitachi Rail’s global business, with overall responsibility for group strategy,

SEE PAGE 51

IT, legal and communications, brand and marketing. Andrew Barr, Hitachi Rail Group chief executive, said Karen has made an “enormous and lasting contribution to Hitachi Rail at both UK and group levels”. She left the company on October 1. No successor has yet been announced.

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Manchester calling Metrolink operator KeolisAmey has appointed Guillaume Chanussot as the network’s new managing director. He takes over with immediate effect from Aline Frantzen, who had held the position since the start of the current 10-year franchise in 2017. Guillaume said: “I’m excited by the challenge of my new job and recognise the importance of my responsibilities. “I look forward to working with our partners at Transport for Greater Manchester to continue to build on the improvements and success achieved so far in the franchise. But, importantly, I am fortunate to have inherited a dedicated and committed team that I know will continue to be passionate about delivering an excellent service for the people of Greater Manchester.” Guillaume has been the finance director for Keolis UK

Directors revealed as routes go live

since June 2017 and an important figure in strengthening the business’ financial processes. Network Rail confirmed the line-up of its new-look senior In his current role he has had management teams on September 16, the same day its 14 new a close working relationship ‘Routes’ went live as part of phase one of its reorganisation. with Metrolink’s executive new routes, led by route directors, now take responsibility for operations, maintenance and minor renewals, including the day-to-day team so already 14 has a detailed These new routes have assumed the responsibility for operations, delivery of train performance and the relationship with their local train operating companies. Five regions will support one or more of these knowledge of thenew tram network. maintenance and minor renewals in their respective areas, as well routes under the leadership of region managing directors. This structure enables Network Rail to build the right capabilities in the He joined Keolis Groupright in places, 2013empowering as managing day-to-day delivery of train performance andfirst. its people to the improve train performance, and putting passengers and freight users and has worked for the company relationships with local train companies. in senior financial roles in the Route Managing directors – Middle East, the Netherlands directors Network Rail regions and France. Prior to joining Keolis he worked as a senior auditor for 8 Scotland PricewaterhouseCoopers and 1 East Coast Liam Sumpter Paul Rutter Cegelec in Paris.

GUIDE TO NETWORK RAIL’S ROUTES AND REGIONS

Eastern Rob McIntosh

North West Phil James

North West & Central Tim Shoveller

North & East Matthew Rice

Central Dave Penney (David Golding, interim)

Scotland’scharity Railwayno. 1120447 Registered

East Midlands Gary Walsh

West Coast Mainline South James Dean

Alex Hynes

Anglia Ellie Burrows (Mark Budden, interim)

Wales & Borders Bill Kelly

Southern John Halsall

10 Network Rail

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Xrail for Barbosa Rail engineering services firm Xrail Group has appointed Monica Barbosa as business development and communications director. Monica joins from RIA where she held the post of membership engagement manager. In a statement, a spokesperson for Xrail said: “Monica has also been heavily involved in increasing the voice of the rail supply community which is why we think Monica will be a valuable member of the Xrail team who will champion the next phase of the Xrail growth in the rail industry.”

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Centenarian returns to the driver's cab Former Great Western Railway (GWR) train driver Gordon Pritchard was treated to a ride in an Intercity Express Train ahead of his 100th birthday. Driver depot manager Ted Llewellyn, who operated the service between Swansea and Swindon, described Gordon as “a proper old railwayman with all that railway wit”. Born in Swansea in 1919, Gordon left school aged 14 and worked for two different local butchers. He then took a factory job in Birmingham before sitting his first GWR tests.

NRM's £16.5m competition The National Railway Museum is looking for an architect to design a new £16.5 million gallery building. The 4,500sqm Central Hall will showcase the future of rail engineering and be the centrepiece of the museum’s ‘Vision 2025’ masterplan, which it aims to complete in time for its 50th anniversary. The new space will provide additional capacity to welcome up to 1.2 million visitors annually. In 2018-19, 782,000 customers passed through its doors. NRM director Judith McNicol said: “It’s hard to overstate the importance of the Central Hall to our future."

Gordon worked in the freight yards at Swansea before signing up for militia training in 1939. Soon after his 20th birthday he was called up, joining 190 Railway Operating Company, Royal Engineers. The 93-mile journey with Ted, which Gordon regularly made as a driver, was a far cry from the War Department locomotives he drove during World War Two, transporting soldiers, goods and artillery across Asia and Europe. His first assignment was to Persia, shipping coal and troops from the gulf of Tehran. He remembers colleagues fainting from the heat of the coal-driven engines and being hosed down to cool off. He later served in Baghdad, Beirut and Lebanon, before developing ulcers on the cornea of his left eye and being sent to North Africa to convalesce. After rejoining his company in Sicily, Gordon spent time in Austria and Poland before he was sent to Venice for the end of the war. Gordon then returned to work with GWR and successfully applied for a vacancy at Southall yard. He later worked on the Port Tennant and

Danygraig lines and transported coal from the pits in the Merthyr Valley to Swansea Docks before retiring in 1983. Gordon said: “Looking back I had a wonderful time on the railways. I remember receiving a telegram from my Dad telling me I had to go down to Swindon to take my tests. “When I passed everyone was congratulating me and telling me I’d got myself a job for life. It was difficult to understand at the time but as it turned out they were right.”

Metrolink helps vandalised tramway Transport for Greater Manchester (TfGM) and KeolisAmey Metrolink (KAM) have come to the rescue of Heaton Park Tramway after it was targeted by thieves. Overnight between September 23-24, thieves stole 40m of overhead copper wiring, which is used to help power the trams. Run by Manchester Transport Museum Society, the tramway is the only remaining part of the Manchester Corporation Tramways, which ran between 1901-1949. It announced it would be forced to close indefinitely following the incident and launched an online fundraiser to replace the wiring. Upon hearing the news, TfGM approached KAM to

see what can be done to help repair and reinstate the damaged overhead line. They later completed repairs, meaning the tramway will soon be back in action. Graham Thornton, head of tram engineering projects for KAM, was instrumental in getting the repairs done. He said: "We've got strong links with Heaton Park Tramway - over the years, our staff have volunteered their expertise and time, so we simply had to help. "We've sourced the wires they need and organised for Pod-Track to carry out the repairs. These trams are a vital piece of Greater Manchester's heritage and for us, and we're proud to get the tramway operational again, for the volunteers and public to enjoy."moving again.”

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NEWS

RAILSTAFF OCTOBER 2019

NEWS IN BRIEF Contractor introduces school leave

AmcoGiffen has introduced paid leave for members of staff to be there for their child’s first day at school. The contractor, one of Network Rail’s biggest, said the policy has been introduced because it “recognises the importance of work-life balance” as well as the “need to be there for our families at significant events”.

Deaf awareness

Arriva Rail London (ARL) is rolling out deaf awareness training to 350 employees. Delivered by a deaf trainer, the programme will cover deaf culture and identity, degrees of deafness, communication barriers, lip reading, fingerspelling and techniques for assisting and communicating with customers who have a hearing loss. The London Overground operator aims to improve journeys by giving deaf people and those with a hearing loss the confidence and support they need to make safe journeys. ARL aims to complete the training, which has been funded by the RSSB, by the end of 2019.

Exhibition with a difference

An exhibition celebrating the art of rail staff was held at Bolton station’s Platform Gallery in September. Oil paintings, black and white photographs and banners depicting railway scenes and landscapes were on display. Coordinator Julie Levy, chair of the Bolton Station Community Development Partnership, said: “There has been no shortage of railway art, but usually by artists outside the railway industry. We see this as an opportunity for budding rail worker artists to gain some recognition as well as celebrate the work of earlier railway artists.”

HS2 felling halted

Transport secretary Grant Shapps has ordered HS2’s clearance of ancient woodlands to be halted during Douglas Oakervee’s independent review into whether and how to proceed with the project. Felling that is “absolutely necessary to avoid major cost and schedule impacts” should go ahead as planned, he added, before the review reports back in the autumn.

Name changes

Operator MTR Crossrail and engineering academy the National College for High Speed Rail (NCHSR) have both announced changes to their organisation’s name. The former has become MTR Elizabeth Line to better reflect its role as the operator of the future Elizabeth line, known as ‘Crossrail’ during construction. Following a consultation, NCHSR has rebranded to the National College for Advanced Transport & Infrastructure to better align with the broader transport and infrastructure remit of the college, which is widening its scope to meet demand across the sector.

Mersey milestone

The first of 52 new trains for Merseyrail has made its way to the Wildenrath test track, Germany, for dynamic testing after completing static testing. This stage will see the train reach speeds of up to 75mph, with aspects such as braking point and electromagnetic radiation tested. The first unit should arrive in the UK in December and be stabled at Kirkdale for further testing and driver training. The new fleet will enter service from 2020.

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Tackling leaves on the line A pioneering project to reduce train delays caused by leaves on the line is taking place this October. In the West Midlands, the Barnt Green-Redditch stretch of the Cross City line will be closed every Sunday to allow for test trains to trial new methods of braking. The experiments will see jets of sand sprayed directly in front of individual train wheels before they pass over rails which have been made artificially slippery - as if leaves had fallen on them. These trials aim to target specific wheels when they start to slip, applying sand as and when it’s needed, to see if it reduces the need to brake or decrease a train’s speed. Train performance can be affected during autumn as compressed leaves on the tracks cause train wheels

to slip and skid. This often forces trains to travel at a slower speed in certain areas to stop this happening, disrupting the timetable. Network Rail's partnership with the RSSB and West Midlands Trains will test this method on the main line rail network for the first time. Luisa Moisio, research and development programme director from the RSSB, said: “Poor rail adhesion affects millions of passengers each year, preventing the reliable service they rightly expect. This new sanding technique halves train stopping distances during times of low adhesion and provides the biggest improvement in 20 years.” If the new braking method is successful, trains could be able to drive at normal speeds regardless of whether there are leaves on the line.

A job weld done The Midland Metro Alliance has moved a step closer to completing phase one of the Westside extension after welding the final piece of track into place in Centenary Square, Birmingham. Officials said Metro services to the new terminus, which is situated in the square, are on track to commence in December. Phase one of the works will see the West Midlands Metro extended from Grand Central to Centenary Square. The second phase of the route, which is expected to open in 2021, will continue to Edgbaston. Construction of the new route commenced in June 2017 and, along with four other tram extensions in the West Midlands, is being planned, designed and delivered by the Midland Metro Alliance on behalf of

Transport for West Midlands. West Midlands mayor Andy Street said: “It is amazing to think that the track which is newly laid and welded in Centenary Square is now connected all the way to Wolverhampton, and within a few short years will further extend across even more of Birmingham and the Black Country.”

RAILSTAFF OCTOBER 2019

Highest number of SPADs recorded in 12 years RSSB has questioned whether enough is being done to reduce the risk of a train accident caused by signals passed at danger (SPADs) after receiving 41 reports of SPADs in July, the highest figure since October 2007. The safety board has also revealed that, in the last 12 months, 10 trains have passed red signals and reached the ‘conflict point’ the track position at which “a collision could theoretically take place”. This is higher than the five-year average of between four and five, according to RSSB. In a letter to the managing directors of train and freight operators, Network Rail’s regions and senior leaders such as ORR chief inspector Ian Prosser, RSSB chief executive Mark Phillips asked whether enough is being done to reduce the risk of SPADs. “In most cases the train passing the signal

goes a short distance past the signal,” explained Mark. “However, of the over 300 SPADs accruing each year during the past decade, about 60 per cent have the potential for there to be a train collision involving a passenger train, if the train was to continue to the first conflict point. Only a small proportion of these reach the conflict point due to systems like the Train Protection & Warning System (TPWS) where fitted, helping to prevent this.” The warning came before the 20th anniversary of the Ladbroke Grove rail crash, which was caused by a SPAD and led to the loss of 31 lives and the creation of the RSSB. Since the accident, the rail industry has reduced the risk from SPADs by more than 90 per cent, according to RSSB. It has been over 12 years since the last train accident involving fatalities, and Britain has one of the safest railway networks in Europe, it added.

Crime up 12% New BTP figures reveal that crime is up 12 per cent on the rail network. In total there were 68,313 notifiable crimes recorded by the force in 2018/19, up from 60,867 in 2017/18. Deputy Chief Constable Adrian Hanstock put the rise in crime down to the record numbers of passengers using the railway and because stations are becoming increasingly commercial environments. “Despite this increase, when put into context it is important to remember that the chance of becoming a victim of crime on the railway is very low,” he added.

Health, welfare and financial benefits for those working in the public transport industry... ...people like you!

NEWS

Disability influencer Dominic Lund-Conlon, head of accessibility and inclusion at the Rail Delivery Group (RDG), has been named among the 100 most influential people with disabilities in the UK. The annual publication is compiled by an independent judging panel and was this year chaired by Kate Nash OBE, ambassador to charity Disability Rights UK. Working with rail companies, local authorities and disabled customers, Dominic has helped to improve accessibility on the railway and influence associated government policy. He also founded reviewmywheelchair.co.uk, which allows users to provide unbiased reviews of wheelchairs and wheelchair accessories. Now a leading resource in the mobility sector, the website helps people to find the right chair for them as well as educating healthcare professionals and wheelchair manufacturers, who now actively seek feedback from the website. Dominic said: “I believe everyone should be able to travel with comfort and dignity. It’s a privilege to be named as part of this list for my work helping to make that happen. “The railway has exciting projects ahead including station improvements, new and refurbished accessible trains and an overhaul of the passenger assistance system. I look forward to working with train companies and the government to help open up opportunities for more people to travel by train.”

TBF membership costs just £1 a week and covers the member, their partner and dependent children.

Helping to make a difference

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INTERVIEWS

RAILSTAFF OCTOBER 2019

COMPUTING

CHANGE

SUSAN COOKLIN TALKS ABOUT LIFE BEFORE NETWORK RAIL, ROLLING OUT SMARTPHONE TECHNOLOGY AND HOW ROUTE SERVICES IS CHANGING

VR COSS training.

escribing what Route Services does is no easy task. Established in January 2016 to create a central provider of services to Network Rail’s geographical Routes, the specialist division has bases all over the country. It oversees tamping; the supply and associated logistics of materials such as ballast, rail and sleepers; lifts and escalators; recycling; air surveys; and road and rail fleets. This eclectic pick ’n’ mix includes back office functions such as contracts, procurement, IT and payroll and, following the completion of Network Rail’s ‘Putting Passengers First’ reorganisation, services such as asset information.

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In total, by the end of this year, Route Services will provide around 80 services to the Routes. That change could see its employee headcount grow to 4,600 - that’s around about 11 per cent of the organisation's entire workforce - and strengthen its position as Network Rail's backbone.

COMPUTER PRO In charge of the unit is Susan Cooklin, an accountancy student turned IT project manager who has led Route Services since its inception. “If you had told me at the age of 18 that this is the job I would be doing now, I would have said ‘Don’t be ridiculous’,” said Susan, who admits to having limited ambitions at university. The daughter of an accountant, Susan studied economics and accounting at Aberystwyth University with the intention of joining the family firm in Leicester. There was one issue with the plan, however - she hated accounting. So, two years into her training, Susan returned home to reconsider her career. “I just thought – ‘Why am I doing this? I’ve been sitting exams since I was seven, I’m doing more exams, and I’m really not enjoying it.’ “Bizarrely, in the accountancy exams, there were five papers, and the one I could do - which everyone else found difficult - was an audit and systems paper. So, I went back to Leicester to think about what I wanted to do and, whilst I was there, someone approached me who worked for British Shoe Corporation.”

RAILSTAFF OCTOBER 2019

As one of five girls who undertook a pilot computing science A-Level at her sixth form, Susan had developed an interest in computers and was taken on by the now-defunct retail group, which included footwear brands such as Dolcis, Olympus Sports and Saxone, as a business systems analyst. “That’s been the secret of my success, because they trained me very well there,” she added. “In the 1980s, a business systems analyst would look at a business requirement, define that requirement and pass it over to a systems analyst, who would code it and come up with different systems options.” A couple of years later Susan joined Leeds Permanent Building Society (it later merged with the Halifax), which marked the beginning of an 18-year spell in financial services. After moving from Leicester to Leeds and then to London, Susan tackled increasingly larger IT projects until, as a senior executive, she was faced with saving £200 million at Barclays

and decided to add herself to the list of cutbacks. A shifting culture from retail to investment banking was the motivating factor. “I thought I would go into another banking job but someone I’d worked for said: ‘Would you be interested in Network Rail?’”, said Susan, referring to Catherine Doran, former chief information officer at Network Rail. “I said: ‘I

don’t even know what they do’. That’s how much I knew about the rail industry 13 years ago. I went and had a look and thought it was really interesting because it had all of the things I like: it was difficult, big and complex.” Joining Network Rail as head of IT delivery in 2006 proved to be a good move as the financial crisis hit three years later.

INTERVIEWS

IT AT NETWORK RAIL

The IT infrastructure of the banks she had worked with was broadly similar to Network Rail’s. However, one major difference was the certainty around funding. The highly competitive commercial banking environment meant IT projects were often shelved if cuts had to be made, whereas control periods brought greater stability.

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INTERVIEWS

RAILSTAFF OCTOBER 2019

Susan Cooklin with fellow Network Rail colleagues Francis Paonessa (L) and Toufic Machnouk (R) during Christmas works of 2016. As the head of IT delivery, Susan oversaw what she described as a big portfolio of between 50-60 projects, worth a total of up to £70 million each year, but there was one area of her responsibilities that stood out from the rest. “When I was looking after IT, I used to say: ‘The most important thing is the information on the passenger information screens’. If that information was not on the screens at Euston station, that would be down to me.” Susan confessed this did go wrong once, in 2009, when an error with the mainframe system caused passenger information boards to freeze as the afternoon peak was about to begin. Although it did cause disruption, there wasn’t a big reaction to it in the media. Susan puts this down to the fact social media was in its infancy, although she doesn’t like to talk about the system blip “Let’s not tempt fate!” she said. Promoted to group chief information officer in 2009, Susan was then appointed to lead Route Services when it was founded in 2016. If overseeing that division wasn’t enough, Susan chairs Network Rail Consulting, is one of 13 members on Network Rail’s executive team, sponsors the company’s

internal diversity network Inspire and steers the company’s mental health and wellbeing group - a cause close to her heart``. “I’m clearly good at multitasking,” she added. "I thought I would stay here for three years and then go back to banking, but I guess I fell in love with the industry, which is why I’m still here 12 years later.”

TECHNOLOGICAL CHANGE Susan, who has twice been recognised by Computer Weekly magazine as one of the most influential women in UK IT, said that the best you get with IT is either no noise or a business transformation by introducing an innovative system. Although she admits IT systems haven't changed as much as she would have liked during her time at Network Rail, there have been some standout successes. This includes remote condition monitoring as part of the move to intelligent infrastructure and the rollout of i-devices technology between 2012-14. Initially only board members were issued with iPads but, thanks to the work of Susan and Patrick Bossert, who used to run asset information, they were distributed

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further. Susan said: “Once that infrastructure was out there, we had an uplift in the sharing of information, and it’s helped with cultural change stuff and safety.” The inclusion of a safety app, one of the first to be installed on

all iPads, for immediate close call reporting, is one such example. The application of Apple’s tablet computers in a business setting was so successful, and ahead of others, that it was showcased on Apple’s global website as a case study.

Long welded rail depot, Eastleigh, Hampshire.

RAILSTAFF OCTOBER 2019

INTERVIEWS

Susan Cooklin: 1986 - present 1984-86 | British Shoe Corporation, business systems analyst 1986-94 | Leeds Permanent Building Society, project manager 1994-00 | Royal Bank of Scotland (formerly NatWest), programme director 2000-06 | Barclays, senior executive 2006-09 | Network Rail, head of IT delivery 2009-15 | Network Rail, group chief information officer 2016-present | Network Rail, managing director of Route Services 2016-present | Network Rail, chair of Network Rail Consulting

Change in IT over the years has resulted in Network Rail collecting petabytes of data (1,024 terabytes). Susan said: “Our enterprise systems solutions – all the things that help the company run, like payroll, accounts payable, and accounts receivable, which is called our Oracle e-business suite – is the the largest installation in Europe.” Complicating matters further is that the data Network Rail manages at one point in the day becomes another company's responsibility at another. She explained: “If you take something like the timetable, at the start of the day the data is Network Rail’s, because we load the timetable. As you go through the day and there is perturbation, we’re updating something called the CIS system, which sits with RDG and the train operating companies - so you don’t own the systems for the end-to-end process. So it’s big and it’s complicated and it’s either millions of transactions across millions of types of assets or its millions of information around customers or customer information – it’s massive.”

WORK-LIFE BALANCE

After exceeding her (as she puts it) limited ambitions, Susan, a mother-of-one, also managed to tackle her belief she wouldn't be able to become a senior leader as well as a mother. “I kept thinking – how will I do the children bit and have a successful career? Because it’s a really hard thing. “When I was at NatWest, there was a female senior executive who was a director of strategy. She gave one of these talks I now do, and she looked immaculate and she was wearing this Armani suit, and said ‘I’ve got this nanny and I’ve got this and I’ve got that’. I thought – rubbish! But actually she made me think about it because she had two children and she had managed to be very successful. “That’s why female role models are so important, because you have to have examples of women that have done it.” Susan has continued full-time work and credits her husband’s flexible working arrangements for being able to support their family. "To say it has been easy would not be right. We’ve had various difficulties when my son was

ill, where I ended up having to take a career break to look after him. You can’t keep all of these things in balance, they get out of balance and, sometimes, the career takes over from the home and, sometimes, the home takes over from the career. I don’t think it’s easy.”

ROUTE CHANGE Returning to Route Services, as well as taking on hundreds of new members of staff, Susan has been tasked with making the unit more passenger-focused as part of Network Rail’s organisational changes. This shift builds on the work she’s already undertaken to make Route Services more customerfocused, for the regions, but the two aren’t quite the same. “We started off in a good space because I put in a strategy of being customer-

focused - doing what our internal customers want, which should make the external customers happy, which should then make passengers happy if everybody’s got that all aligned,” she explained. “What we’ve got to do now is really move to being very passenger-focused, which isn’t quite the same thing. What we’ve done is a review of the 60 services, plus the ones that are coming in, and we asked which ones would really make an impact on passengers. Things like lifts and escalators and information on the boards.” She added: “I’d like to get everyone settled in from November. The key priority for me for the next 12-18 months is to really get the Route Services function passenger-focused. It is a cultural change for us and that’s where I want us to get to.”

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GEAR+TECH

RAILSTAFF OCTOBER 2019

rotective eyewear manufacturer Bollé Safety has developed ‘Platinum’, an exclusive new permanent lens coating that provides wearers in the rail industry with improved levels of protection, comfort and clarity. Covering both sides of the lens, this innovative coating gives goggles and glasses a high resistance to scratching and aggressive chemicals and also delays the onset of fogging. Platinum is available in the following ranges of safety glasses and goggles: 180, Atom, B808, Backdraft, Baxter, Cobra, Contour, Coverall, IRI-s, Ness+, Pilot, Rush+, Silium+, Slam+, Super Blast, Tracker, Tryon and Ultim8. It is also available in different lens options, including comfort sensor perception (CSP), which provides maximum protection against harmful UVA and UVB rays, as well as potentially damaging exposure to blue light. CSP is therefore very suitable for workplaces with extreme temperatures and those that alternate between exposure to bright and low lighting conditions. Similarly, the company’s Twilight technology, which filters 76 per cent of blue light and is designed to be used in low light conditions by improving contrast - making it ideal for early morning and late evening work - can also be combined with the Platinum coating. Ian Walbeoff, general manager at Bollé Safety, said: “We have always had an anti-scratch and anti-fog coating on our lenses but we developed Platinum not to only comply with the EN166 K and N standard but to surpass it. “Users needed a product that didn’t fog up during use whatever they were doing and whatever time of year. “A lens can fog up on the inside and the outside and the Platinum coating prevents this from happening irrespective of the weather or the work that someone is doing.”

TRYON Bollé has also recently added a new product to its range of prescription safety glasses. Tryon offers prescription wearers a stylish wrap-around sports frame with the latest lens technology - including ‘Platinum’ - to optimise vision. To purchase employees’ prescription safety glasses, procurers are encouraged to buy one of Bollé’s ‘allinclusive prescription packs’ from their nearest Bollé Safety distributor, which contains all of the relevant information. The employee will then visit their optician with the pack, from which point Bollé takes care of the process. The Bollé Safety webshop allows opticians to see a computer-generated image of the finished product. This will show the various lens measurements plus lens thickness and weight, allowing the optician to provide more tailored advice and ensure the wearer picks up the most suitable product. It also gives employers a complete order history and up to the minute information.

BOLLÉ’S VISION All versions of the above ranges are approved to the highest European safety standards while also incorporating the unique Bollé Safety Platinum lens expertise, guaranteeing class 1 optical performance and quality. Ian added: “It is our shared commitment to provide the highest quality protection for all of our rail users which is why the Bollé brand is a strong brand. Ultra-innovative materials, lenses and accessories of all the Bollé Safety and Tactical ranges have a simple goal: to prevent eye injuries, provide maximum comfort to users with design and performance, and reduce cost in use.” RAILSTAFF.CO.UK | @RAIL_STAFF | FACEBOOK.COM/RAILSTAFF

SUP P

TED BY OR

IN FOCUS: LENS TECHNOLOGY

HEALTH+SAFETY

RAILSTAFF OCTOBER 2019

CREATING A MEANINGFUL MENTAL HEALTH STRATEGY

NAYIA SOLEA, OCCUPATIONAL HEALTH & WELLBEING SPECIALIST AT SIEMENS MOBILITY, TALKS ABOUT MASTER PLANS AND MISUNDERSTANDINGS

here is no doubt that mental health is a hugely important subject to address, but it is also one around which there is a good deal of ignorance and confusion. So, to ensure that any programmes that are introduced have a positive effect on a business and its people, it’s an area that must be addressed appropriately and responsibly. At the moment, there are many companies operating in the rail industry that have either introduced or are actively pursuing the introduction of mental health first aiders (MHFAs). However, most haven’t first identified what the real underlying issue is that they are attempting to address – or the problems they are trying to solve. Therefore, it might end up as a tick in a box, but it doesn’t necessarily help anyone. As with many things, an MHFA programme needs to start with data. By taking an evidencebased approach and properly understanding the areas that need to be addressed, it’s possible to develop a strategy that is tailored to each businesses’ individual needs and to develop appropriate and quantifiable performance measures. At its most effective, an MHFA programme will focus on prevention and early intervention as part of a broad strategy.

THREE-YEAR STRATEGY Within Siemens Mobility in the UK, a full mental health and wellbeing programme was developed in 2016 – with a three-year RAILSTAFF.CO.UK | @RAIL_STAFF | FACEBOOK.COM/RAILSTAFF

strategy designed to minimise and prevent the impact of ill health and improve the wellbeing of everyone within the company and its partners. The programme was carefully designed using behavioural principles, to enhance understanding of mental illness, as well as to promote and strengthen mental health. It is being delivered in three distinct phases which enable the business to effectively promote a sustainable culture change:

PHASE ONE – PROMOTION The first part of the process is designed to raise awareness and increase the understanding of mental health - essentially challenge people’s preconception that it is either related to stress or mental illness. A key part of the messaging around the programme is that mental health is definitely not the same as mental illness – and that stress in itself is not mental illness, but it manifests itself in behaviour that could alert the individual or those around them to take action. Siemens Mobility identified that communicating with and training office workers required a different approach to track-side teams. Even looking at that segmentation it was clear that millennials responded to different training approaches in a different way to older workers. As a result, a range of training approaches was introduced, with online and classroom options to suit different people’s style of learning. In certain areas the company even used mental health-trained comedians to help deliver its messages – challenging convention

to deliver important messages and raise overall awareness. Mental Health Awareness Week was also used as an appropriate vehicle for communications within the business, helping again to raise awareness and to show the difference between MHFAs and other forms of aid – as well as to recruit volunteers to join the programme. This awareness campaign is also used to promote some of the tools and support mechanisms that are already available. At Siemens Mobility this includes an unrestricted Employee Assistance Programme, as well as various guidance packs, programmes and materials.

RAILSTAFF OCTOBER 2019

HEALTH+SAFETY

PHASE TWO – PREVENTION

Years two and three of the mental health strategy are then designed to enable people to identify their own and others’ mental health issues, raising self-awareness in general and focusing on specific areas. The programme focuses on preventing mental illness and strengthening mental resilience by raising self-awareness. The programme makes available resilience training as well as other tools and techniques for people to use. In line with all Siemens Mobility’s mental health and wellbeing programmes, many of these tools and techniques are designed to help both work and non-work-related issues.

PHASE THREE – INTERVENTION This phase is about having in place the right programmes, processes and trained people to support and deliver the strategy, making mental health and wellbeing as intrinsic a part of the business as safety. Unfortunately, the majority of companies jump straight to this phase, rather than investing in the research, analysis and strategy development, which is absolutely vital in defining how to shape, scope and resource the intervention.

THE ROLE OF THE MENTAL HEALTH FIRST AIDER At the heart of the delivery of the strategy is a network of MHFAs, who become the first line of support for staff and the key contact point for anyone with a mental health query or issue. This ensures that mental health issues are identified at the earliest possible stage and that

appropriate referrals can be made. Contrast this with a business that has not invested in mental health awareness and support, where the mere mention of a mental health issue can leave people who are ill-equipped to talk about it uncomfortable. It’s important to note that MHFAs aren’t there to diagnose and counsel people; they aren’t experts in mental health. Their role is rather to be a visible and approachable point of contact, able to direct and refer people to receive the most appropriate treatment or advice from the most appropriate source. In its guidance, RSSB makes the point that the recruitment of MHFAs is one of the most critical elements of the whole programme. Quite simply, if the people aren’t right, the whole programme will fail. Many companies simply look for volunteers to take on the MHFA roles, however in line with the RSSB guidance, Siemens Mobility adopted FACEBOOK.COM/RAILSTAFF | @RAIL_STAFF | RAILSTAFF.CO.UK

HEALTH+SAFETY

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a more rigorous process. Even though the roles are filled by volunteers, selection is akin to the recruitment of any position within the company. To succeed as an MHFA, individuals need to be good communicators (with the ability to listen) and to be approachable and empathetic – some may even have experienced mental health issues either personally or perhaps with a family member, friend or colleague. Once an initial screening has taken place, then a behavioural reference is sought from a candidate’s line manager; essentially this is to check that they are trustworthy, discreet, approachable and have demonstrated the key skills required of them. If they pass this stage, then they embark on a tailored training programme, covering their role and their dayto-day responsibilities.

ONGOING MANAGEMENT As with any process, the mental health and wellbeing programme must be managed effectively and measured appropriately – something which many businesses simply don’t have the ability to do. As the Siemens Mobility team of MHFAs is drawn from every level, function and region of the business, it is difficult to bring everyone together on a regular basis. However, it is an extremely close-knit group and quarterly conference calls provide an opportunity to discuss trends and more complex cases, as well as providing an opportunity to debrief and for best practice to be shared. They can also be a forum for ‘guest speakers’ most recently a recovering alcoholic joined the meeting to talk about their own personal experiences. On an individual basis, the MHFA logs each case (anonymised), with a brief description of what has happened and what advice has

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been given. The programme manager then reviews the case to ensure the MHFA handled the case within the limits of their roles. Cases can be work related (for example workload, relationships or time issues), personal, or a combination of both. Alternatively, the MHFA can be providing support to a line manager who is dealing with an individual with mental health issues directly.

POSITIVE RESULTS Although it is widely accepted that programmes such as these do not generally demonstrate significant change until a significant time of operation has lapsed, the results so far are extremely encouraging.

After two years of operation, the team of MHFAs at Siemens Mobility had grown from 38 to over 60 members, with more than 80 individuals having received support. In the same period, the programme delivered a six per cent reduction in absenteeism (with no increase in presenteeism) and there had been a 961 per cent increase in the utilisation of the Employee Assistance Programme. Following its successful introduction, in 2018 the Siemens Mobility team embarked on a benchmarking pilot project with RSSB, covering mental health and wellbeing; this in time will feed the organisation’s guidance and best practice advice across a range of areas.

TRACK SAFETY

RAILSTAFF OCTOBER 2019

REPORT BY COLIN WHEELER

A TRAIN DRIVER NOT AWARE OF AN EMERGENCY SPEED RESTRICTION AND A HUGE ROAD VEHICLE INCIDENT ON A USER-WORKED LEVEL CROSSING!

he Rail Accident Investigation Branch’s (RAIB) report 10/2019 relates to an overspeed at Sandy South Junction that occurred on October 19 last year. A crack had been found in trailing points at the junction and had grown to 85mmlong. In accordance with Network Rail standards, an emergency speed restriction of 20mph had been imposed. In addition, beginning at 13:58 on October 18 the appointed watchman carried out hourly visual inspections using hourly line blockages. The passage of trains was also being observed. However, at about 14:32 on October 19 the 07:52 Aberdeen to King’s Cross LNER service passed over these trailing points at 121mph! Fortunately, there was no damage to either the train or track.

warning board which he thought had an arrow on it indicating it applied to a diverging route. Passing the end of Sandy station, he saw the commencement board and realised that the speed restriction applied to his train! He made a full brake application, but this only slowed his train to 121mph as he passed over the points.

20mph replaced 40/70mph

The automatic warning system and warning boards for the speed restriction were all in place. Network Rail had issued a notice to all train operators giving “the location, value and reason for the emergency speed restriction”. The LNER control room received this at 13:58 on October 18. Between the imposition of the speed restriction and the overspeed event approximately 150 trains passed through Sandy before the overspeed. The restriction was a reduction on an earlier 40/70mph restriction.

Driver glanced into his bag

The LNER train driver had driven from Newcastle making stops at Darlington and York. The train departed York at 13:12 when “he felt mild symptoms on a medical condition he had”. As he approached Sandy at 14:30, he decided to take medication he had in his bag so “he glanced into the bag”. At 14:31 the train passed the first AWS magnet (see diagram) and the driver acknowledged its warning by pressing the button in front of him. He also received an audible warning from the driver’s safety device and cancelled it with the foot pedal. When he passed the second AWS magnet, he acknowledged it and looked up seeing the

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Layout of emergency speed restriction equipment at Sandy South Junction.

Colin Wheeler.

RAILSTAFF OCTOBER 2019

TRACK SAFETY

All photos ©RAIB

“Without adequate consideration of the risk”

The watchman reported the incident to the signaller who informed Network Rail route control who then advised LNER. Arrangements were made for the driver to be met at Kings Cross. Prior to 2008, drivers were told of speed restrictions by the use of red painted “late notice boards” at their booking on points. However, following a change to the Rule Book in June 2008 “LNER did not provide drivers with notification of any emergency speed restrictions prior to them starting their journeys”. The report says that the decision to remove the Rule Book requirement for train operators to provide details of relevant emergency speed restrictions to their drivers was made “without adequate consideration of the risk” and led to “inconsistency in the information provided to drivers”. LNER now notifies its drivers by email!

Bagillt near miss with very large road vehicle on user-worked crossing

A near miss at user-worked crossing Bagillt Flintshire on August 17 is the subject of RAIB’s report 11/2019. Shortly after a passenger train

Bagillt user-worked crossing. had passed over this crossing, the person assisting the driver of the vehicle was alarmed to see the approaching train and ran off the crossing to get out of its way! How big does it need to be to be classified as “large”? The lorry driver’s assistant had telephoned the signaller for permission to cross and the details of their conversation are included in the report. Permission was granted but the

signaller had not stopped trains approaching as required by the Rule Book. The assistant had not told the signaller that the vehicle was a large one (pictured top). The report says that “Network Rail had not provided its staff with a consistent process for deciding when a vehicle should be treated as large”. The report’s recommendation is “for Network Rail to improve its management processes for user-worked crossings with telephones”. I still think of user-worked crossings as being predominantly on low-speed branch lines used by resident local people accessing the places where they work and or live. But in recent years tractors and other farm vehicles have grown hugely in size and weight; as have heavy lorries and many other road vehicles. Concerns have been expressed at the commercially driven variety of delivery drivers now using such crossings. Is the time now right for a review of user-worked crossings and, where necessary, a re-evaluation of their status? Judging merely by the photographs in RAIB report 11/2019 Bagillt may well be a prime example requiring a review I suggest. FACEBOOK.COM/RAILSTAFF | @RAIL_STAFF | RAILSTAFF.CO.UK

FEATURE

RAILSTAFF OCTOBER 2019

EDUCATING - EMPOWE ARCHWAY, NETWORK RAIL’S LGBT+ EMPLOYEE NETWORK, RECENTLY HELD THE THIRD CONFERENCE IN ITS SIX-YEAR HISTORY. NIGEL WORDSWORTH WENT ALONG TO FIND OUT HOW THE NETWORK HAS BEEN ENGAGING WITH BOTH NETWORK RAIL EMPLOYEES AND THE WIDER INDUSTRY

iscrimination in any form is abhorrent in today’s society. Legislation requires it to be tackled at every level and in any situation. The railway, as both a significant and caring employer, is no exception to this requirement and actively embraces its responsibilities. Not that discrimination is unknown on the railway, both in the past and today. The Irish ‘navvies’ that helped build the network in the mid-nineteenth century were probably the first group to be singled out. Often segregated from their English and Scottish colleagues, as much as for their hard-drinking and hard-fighting reputation as for their nationality, the railway we know today couldn’t have been built without them. After the Second World War, Eastern Europeans and West Indians began to be seen on the railway in increasing numbers. Although they were, in theory, welcomed, and British Railways didn’t operate any sort of colour bar, there were still stories of lack of opportunity, of promotions earned but withheld, and of bullying. The trade unions played a large part in bringing the workforce together, particularly when they stood united against the National Front and its hard-line policies in the 1970s. Gender discrimination is now well-recognised for what it is and what it has done. With some areas of railway employment only six per cent female, it deprives the workforce of diversity, skills and the different attitudes and outlook that a more representative mix brings. Women in Rail and other organisations have worked hard to improve gender diversity, both by removing the outdated thinking that has led to the current poor figures and by improving the appeal of a job on the railway to schoolgirls and female students alike.

LGBT+ Archway is Network Rail’s LGBT+ network – one of six employee networks that it endorses. Founded in 2013 to support the company’s LGBT (lesbian, gay, bisexual and transgender) employees, the network has grown until it now has 500 members and is LGBT+ (a shorter acronym than LGBTQQIP2SAA - lesbian, gay, bisexual, transgender, questioning, queer, intersex, pansexual, two-spirit (2S), androgynous and asexual – and one which includes allies, or those who support the concept of LGBT without being one themselves). More than just a Network Rail organisation, people from train operating companies, the supply chain and industry body the Rail Delivery Group can also join Archway. It held its first conference, Building LGBT Inclusive Workplaces, in 2017. Featuring seminars, workshops and presentations hosted by external leaders in LGBT inclusion as well as from Network Rail and the wider rail industry, it RAILSTAFF.CO.UK | @RAIL_STAFF | FACEBOOK.COM/RAILSTAFF

Network Rail’s employee networks: • Archway - helps individuals and the company on lesbian, gay, bisexual and transgender issues; • CanDo - provides support and guidance to those with disabilities, whether physical or mental, visible or non-visible; • Cultural Fusion - recognises the benefits that a diverse workforce can bring and wants this to be reflected at all levels within the organisation; • Inspire - supports women in all business areas of Network Rail to fulfil their potential by improving opportunities and working conditions; • The Multi-Faith Forum – recognises the variety of faith practices within the organisation and values everyone’s spiritual, religious and philosophical diversity; • Myriad - promotes an understanding culture that helps employees who have caring responsibilities.

RAILSTAFF OCTOBER 2019

FEATURE

ERING - CONNECTING

was part of an Archway campaign to drive LGBT inclusion in all railway workplaces, from depots to engineering yards and track-side to corporate offices.

THIRD ANNUAL CONFERENCE Over 120 delegates gathered at Birmingham’s National Exhibition Centre for the third Archway annual conference. The numbers were a sign of the organisation’s growth. The first conference, two years earlier, had been attended by around 50 people in “a social club in London”. The second, last year, was held at Jurys Inn in Milton Keynes. This year it was the NEC. Another indicator was the opening speaker. Andrew Haines, Network Rail’s chief executive, not only gave up half an hour of his time but actually attended for the entire morning, pleased to find the time in his busy schedule. “The reason I’m really a passionate supporter of Archway is because what you do is not just good for individuals in the organisation,” he told the audience, “but it’s good for the industry that we’re a critical part of and it’s good for the users of the railway as well. “This is my first summer as chief executive of Network Rail and I was genuinely taken aback

by the level of energy and enthusiasm there has been in the Pride events. Held across the country from Edinburgh to Newquay, they demonstrate in a very tangible way some of the passion and commitment of Archway members but also of the wider Network Rail community as well. “Carrying banners emblazoned with ‘Proud to be Working for You’ are a powerful representation of a network that can go beyond just creating a community and a forum but actually tackling issues, influencing policy and demonstrating potentially to around a million people who will have witnessed that this is a place that welcomes diversity in all its various forms and shapes and guises and might actually encourage people to think about a career that otherwise they might have presumed was never open to them.” Andrew’s keynote set the whole tone for the day. It was followed by a panel session, chaired by Robert Nisbet of the Rail Delivery Group, in which he was again involved. The other panellists were Lee Forster-Kirkham of the Department for Transport, Daniel Wood of the Rail Delivery Group, Nadine Rae from the TSSA union and Alex Hynes, managing director of Scotland’s Railway.

The panel answered questions from the floor on LGBT+ inclusion in rail. One was “What has been your greatest personal challenge when challenging equality and diversity and how did you overcome it?” Nadine Rea took that one on, replying that, for her, it had been taking a step up to open up her life to people. The union put out posters with her face on, saying “I’m a lesbian, I’m a mother and I’m a senior leader of a trade union” and she found that quite a challenge. Alex Hynes added that, in his position, he had a responsibility to be very open and to talk about his position as it encourages others to do the same. “This industry has a massive problem with diversity,” he continued. “One of the things that TfL do, which is good practice, is they measure the diversity of London and they measure their workforce against how London is represented, and I think we should do the same in Network Rail.” After several more, equally searching, questions, it was time for the first workshop sessions. Three workshops had been arranged and, during the day, delegates had the chance to participate in two of them. • Putting Passengers First examined the challenges faced by LGBT+ users of the FACEBOOK.COM/RAILSTAFF | @RAIL_STAFF | RAILSTAFF.CO.UK

FEATURE

RAILSTAFF OCTOBER 2019

the company”, but that Archway’s activities were promoting transparency and bringing this negativity “into the light”.

CHAIRMAN’S ADDRESS

network, and what steps could be taken to address them, run in the style of a thinktank. • Trans Inclusion, run by trans charity Mermaids, featured a young trans person and their parents, talking through their experiences as a family. • Inclusive Employers, the provider of Network Rail’s ground-breaking Archway Allies training programme, hosted a workshop focussing on what it means to be LGBT+, the human experience, sustainable networks and allies.

HISTORY LESSON The day’s second keynote speech – delayed because his train was late! – was given by Sir Stephen Wall, for 35 years a member of the Diplomatic Service. He recalled a time when being gay would not only cause him to lose his job but also perhaps be imprisoned. He finally came out ten years ago and now chairs the Kaleidoscope Trust, which supports campaigners for LGBT rights around the Commonwealth. “All of us in this room have been on a personal journey,” he commenced, before going on to talk about his own and those of people close to him. He also reviewed the history of anti-gay legislation right up until Section 28 of the Local Government Act 1988, which forbade local authorities to "promote the teaching in any maintained school of the acceptability of homosexuality as a pretended family relationship", was repealed in 2003. But it is still difficult for people to come out, and young persons are still being thrown out of their family

homes because of their gender identity. “One of the reasons I now speak on these issues,” Sir Stephen concluded, “is because the more of us who are out and open about it, the harder it is for us to be marginalised as a side issue.”

LEARNING FROM OTHERS Stonewall, the LGBT lobbying charity formed in 1989, is now the largest LGBT rights organisation in Europe. It sets out to empower individuals, transform institutions, change hearts and minds and amend and protect laws on LGBT rights. Ilona Smith and Molly Byrne from Stonewall spoke of past successes – the repeal of Section 28 in 2003 and of the armed forces regulation that engaging in a homosexual act was grounds for dismissal (repealed 2000). They also looked forward, urging organisations in the room to invest in LGBT inclusion, engage senior leaders, profile LGBT role models, raise awareness, collaborate with others and to go beyond the workplace. Two organisations from the wider rail industry updated the audience on their own activities. Train operator Southeastern has its own LGBT network, and its leader Paul Prentice spoke about how it was formed, with support from management and inspired by Archway. A Class 395 Javelin train had been decked out in ‘Trainbow’ colours for the 2018 Pride season and had since visited the location of every Pride event in Kent for the last two years.

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Jess Webb (pictured below) of the RMT spoke of the union’s efforts to raise engagement, adding that leader Mick Cash wore a ‘rainbow’ RMT badge by choice and kept coming to her for a new one as he is constantly giving it away to members around the country. A second panel session offered delegates the opportunity to question members of the Archway management team – chairman Babak Erfani MBE, deputy chair Shane Andrews, network officer Charlotte Wardrop and executive sponsor Tim Craddock. Responding to a question, Shane said that one of the highlights for him was Archway’s recognition as the UK’s LGBT Organisation of the Year in 2017. Tim Craddock, Network Rail’s HR director for organisational development and network operations, is Archway’s executive sponsor. He praised the Archway leadership team for driving forward a positive culture in the company. He commented that there will always be a hardcore five per cent that remain negative, hidden away in the “darkest recesses of

The day’s hosts, Matthew Powell and Emily Blackwell, then thanked the audience for attending and turned the stage over to Babak Erfani. Chairman of Archway since its founding in 2013, this was to be his final act before stepping down in favour of deputy Shane Andrews. He vowed to do better than last year, when one delegate emailed to say that the chairman’s address “had added no value to their day”. Judging by the laughter from delegates, that had been a minority opinion. His speech this year was certainly well received. Eschewing the use of the lectern to stroll up and down the stage in a casual manner, he ran through his history, from telling his best friend that he was gay at the age of 14, which meant the whole school knew within 24 hours, then telling his mother, who informed the rest of his family equally quickly, to going back in the closet when he started work. Being in at the start of Archway, and chairman for the six years of its existence, had been the privilege of his life. Heading up “a network that has the power to change Britain’s railways” was something he was honoured to have done. Shane Andrews surprised Babak by presenting him with a notebook full of messages of thanks and appreciation, a humorous video of his career as Archway chairman, and the grateful thanks of colleagues. The 2019 Archway conference was an unmitigated success. Next year can only be bigger and better.

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SUMMITS

RAILSTAFF OCTOBER 2019

REPORT BY COLIN WHEELER

RAIL SAFETY SUMMIT 2019

his year’s event was the tenth annual Safety Summit. Nonetheless a number of themes featured in the first Safety Summit are evidently still with us. This year’s host was Nicola Uijen who is the HSQE director for Network Rail’s North West and Central Region. She introduced the first of two keynote speakers, Martin Frobisher, who is Network Rail’s technical and engineering director. His working career has included time with pharmaceutical firm ICI but his team now sets policy and technical standards together with assurance that they are delivered.

A “Safety Task Force” and more technology

He emphasised the importance of reducing near misses, adding that whilst Britain is the safest large railway in Europe, it is still steadily improving. However, the Stoats Nest fatality and the double tragedy at Margam have shocked the industry. The frequency of close calls, the industry’s safety culture and the identification of risks are amongst his priorities. He added that the number of near misses has been increasing

since the middle of 2017. A “Safety Task Force” has been set up which has proposed the classifying of access points as red, amber or green and the compilation of a national compendium of line blockage availability on Network Rail’s infrastructure. This is being compiled and SSOW (safe system of work) packs are to be simplified. He added that “intelligent infrastructure technology” is to be used with track circuit operating devices activated by mobile phones, and new ways of taking possession. A safety improvement programme will be aimed at improving behaviours by bringing about a change in cultures.

A consulting engineer’s perspective The second keynote speaker was Joan Heery, who became president of the Permanent Way Institution (PWI) in March of this year. The PWI has both corporate and individual members, sections meetings (both nationwide and around the world) and is accredited by the Council of Engineering. She has worked in the rail industry for the last 20 years and joined Network Rail in 2002 after a decade of working for contractors. Within Network Rail she worked on track renewals and is now the

Martin Frobisher, group director for safety, technical and engineering, Network Rail, was the summit's first keynote speaker. engineering director for rail within Aecom, which has a worldwide portfolio. Aecom, she said, is committed to safeguarding staff and its “life preserving principles” are underwritten by mandated safety tours and safety awards for individuals. Aecom employs around 600 people holding rail safety competences and she was pleased that to date in 2019 only one single RIDDOR reportable incident to a member of staff has been reported. As an example of good practice, she described the provision of survey information for High Speed 2 at Old Oak Common planned to take eight weeks on the ground. A federated BIM model was required, and drone surveying was much quicker, provided the required detail, reduced risks and subsequently site queries.

Slips, trips and falls

Next to speak was Network Rail’s chief medical officer Dr Richard Peters, who reminded delegates that medical conditions can impact on safety. Quoting the slogan “a workforce fit for the future”, he said in the Southeast Region 46 per cent of accidents are slips, trips and falls. He went on to extoll the merits of ankle support boots with “boa laces” replacing traditional trailing ones. He claimed self-referral by staff with musco-skeletal problems had reduced absences by 28 per cent.

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RAILSTAFF OCTOBER 2019

SUMMITS

Colin Wheeler.

Fatigue

Stuart Webster-Spriggs from Volkerrail spoke about fatigue and referred to the Stoats Nest fatality. He suggested there are fatigue issues in 21 per cent of accident and incident reports; the need for earnings tends to disrupt the work/ life balance and it has been estimated that lack of sleep costs industry some £30 billion each year! He commended the RSSB web pages for more information.

Staff assaults

Tony Holland is head of security and emergency resilience for GTR. He said staff assaults, both physical and verbal, had been rising and asked, “Is society changing?” He added that the rise is significant for BTP and also paramedics. One solution he suggested was the use of body-worn cameras. Their provision to ticket barrier staff has resulted in a reduction of 47 per cent. A particular problem at Worthing Station was resolved by their introduction in November last year following which there have so far been no problems.

Trespass, vulnerability and suicides at level crossings

After a satisfying hot buffet lunch, Allan Spence, head of corporate and public safety Network Rail, explained the work being done to tackle suicides and trespass at level crossings. Although there are still around 6,000 level crossings on their network some 1,200 have been removed in recent years. He explained that it is now policy to use the names of those killed to make the incidents “more real” to those seeking to improve safety. Network Rail has begun a 2019-2029 project called “Enhancing Level Crossing Safety” which

focuses on isolated crossings and bridleways. The number of trespassers is increasing, although there has been some improvement to the involvement of youngsters with the “You vs Train” campaigns having a good effect. Allan noted that 70 per cent of trespass occurs near stations. Suicides, he said, leave gaps in families and referred to feedback that suggested the fear of sustaining life-changing injuries was a dissuading factor when it came to youngsters trespassing. He cited the use of centre platform fencing and the intervention of other travellers as well as the work of the Samaritans as praiseworthy.

Life and death project

Mike Esbester is a senior lecturer in history at the University of Portsmouth who suggested the history of workforce safety can help today’s situation. His project is “Railway Work, Life & Death”. He spoke of accidents from as long ago as 1913. FACEBOOK.COM/RAILSTAFF | @RAIL_STAFF | RAILSTAFF.CO.UK

SUMMITS

RAILSTAFF OCTOBER 2019

“You vs Train” - virtual reality from Motion Rail

Detrainment incidents when delays lead to danger

Emma Dymond, CEO of Motion Rail, was most ably assisted by a young school student named Adam in her presentation. He operated and was applauded for showing a virtual reality video of the use/misuse of a level crossing. The idea was to take the railway to the classroom and was targeted at five to 11-year olds. The organisation has also produced “training with a difference” with the assistance from the University of South Wales aimed at improving the positioning of lookouts. Other initiatives are aimed at changing both peoples’ perceptions and culture. They organised a stand at the Liverpool Big Bang Fair and caused a nuisance with children throwing their frisbees around.

This was the title of the presentation made by the chief inspector of the Rail Accident Investigation Branch, Simon French. His career as a railway operator began in 1982 when he worked directly with train crew and signallers. He suggested there were lessons to be learnt from investigations. He referred specifically to the detrainment on May 26, 2011, at Kentish Town and a similar event at Peckham Rye on November 7, 2017. At Kentish Town the train began to move whilst still occupied and with its doors open. At Peckham Rye the driver started detraining passengers using his driving cab door 80 passengers left the train passing over the still energised third rail electrified rail as they did so! He also described the incident at Lewisham in 2018 when an iced-up conductor rail stranded a train across a junction trapping it and eight others for between three and four hours. Other examples included the five Eurostar trains which failed in the Channel Tunnel in December 2009.

The changing face of safety

BTP Detective Chief Superintendent Paul Furnell reminded delegates that the force has only 3,000 officers nationwide. He commented that crime affecting the rail industry is not only changing but increasing too. Their primary focus is on protecting the vulnerable. He said youngsters involved in “county lines drug distribution” often travel by train as do paedophiles. A “look beyond the obvious” poster campaign is planned as part of the BTP response. He told us that despite 2,500 suicide interventions each year, there is on average one fatality each day. Also last year there were 2,433 detentions under the Mental Health Act.

Law, lessons learnt and risk assessments

Sabyta Kaushal is a partner at PM Law. She deals with personal injury claimants, and defendant insurance claims, as well as being an assistant coroner for Derby and Derbyshire. She stressed the importance of risk assessments in all of her work. If carried out by those too close to the work obvious risks may be missed. Risk assessments are of great importance in litigation. Learning lessons and the beauty of hindsight were also quoted. She ended her presentation by urging the earlier use of lawyers!

Tony Holland, Dr Richard Peters, Mike Esbester and Stuart Webster-Spriggs take questions from the audience.

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Improvements, training and passenger tolerance

Simon French pointed out that most train drivers never have to manage a failure remote from a station. Hence, they find such occurrences stressful as they are often solely responsible for the safety of their passengers and in addition need to communicate with signallers and train control. He recommended training in managing incidents, the use of controllers and signallers to support drivers in the early stages of an incident and training in managing incidents. He suggested that passengers should be the focus and that improved train and infrastructure resilience was needed. He recommended such incidents be classified as “safety incidents” rather than “operating failures”. The length of time for which passengers can be kept on trains for safety’s sake, he said, needs to be considered. Tolerability of the conditions on the train are time related and arguably expectations may be excessive. Selection, training and assessment for incident management also needs to be addressed.

Design for assurance: building a safe digital railway

George Bearfield is the director of health and safety for train leasing company Rock Rail. He commented that failures are rare but specific skills were needed when they occur. He compared modern trains with aircrafts such as the Boeing 737 and acknowledged that problems may result when human judgement is no longer involved. He reminded delegates of the Cambrian Coast situation when in October 2017 the ECTS failed to load the required temporary speed restriction details for the route. He added that cyber security is a growing risk and suggested a more integrated framework, developed with the Department of Transport, should be the next objective.

Safer possessions using remotely activated track circuit operating devices

Lex van der Poel, co-founder of Dual Inventive, then talked about his company’s ‘ZKL 3000’ self-monitoring track circuit operating device. This protects a section of track by creating and monitoring a short circuit simulating a train in the section. Signalling then shows the section being occupied. The use of this equipment was described in detail by two speakers at the 2017 Safety Summit and early in my article last month under the subheading “track possessions and warning systems” I advocated the use of such systems. A case study from Network Rail’s North Eastern & East Midlands works delivery team showed an increased working time of 26 per cent when the equipment is used.

Decision-making

Ali Chegini, system safety director, reminded delegates of RSSB’s work on prompting conversations around making safe decisions. He called for vigilance when it comes to change, whether that be related to political, structural or systems changes. He talked delegates through making safe decisions and touched on legal responsibility - particularly concerning who should be making decisions, how those decisions should be made and said that not making a decision is often as risky as making one. He ended his presentation by highlighting the fact that the reduction of risk in the industry has plateaued and questioned what it will take to improve safety further. Thank you to our hosts Addleshaw Goddard and sponsors Balfour Beatty, Kelvin Top-Set, Rail Safety Week, RailwayPeople.com RSSB, SmartBrief and VVB Engineering.

RAILSTAFF OCTOBER 2019

EVENTS

RAILSTAFF AWARDS 28 NOVEMBER, NEC, BIRMINGHAM

EVENTS

OCTOBER 2019

DECEMBER 2019

FEBRUARY 2020

ASPECT 2019

WORLD RAIL FESTIVAL

9TH INTERNATIONAL RAILWAY SUMMIT

www.irse.org/aspect/default.aspx

terrapinn.com/conference/rail-festival/

SmartTransit

AusRAIL Plus

www.smartrailworld.com/events/

www.informa.com.au/event/

25th-26th February Dubai, UAE

smart-transit

conference/ausrail/

www.terrapinn.com/exhibition/middle-

22nd-24th October Delft, Netherlands

28th-30th October Addleshaw Goddard, London

3rd-5th December Amsterdam, Netherlands

www.irits.org/

MIDDLE EAST RAILWAY

3rd-5th December Sydney, Australia

east-rail/index.stm

NOVEMBER 2019

JANUARY 2020

RAIL + METRO CHINA

TRANSPORT-LED DEVELOPMENT IN LONDON AND THE SOUTH EAST

12th November Shanghai, China

www.railmetrochina.com/en

ROLLING STOCK PROCUREMENT FORUM

21st November Addleshaw Goddard, London waterfrontconferencecompany.com

MASS-TRANS INNOVATION 27th-29th November Chiba, Japan www.mtij.jp/english

RAILSTAFF AWARDS 28th November NEC, Birmingham

19th-20th February Warszawa, Poland

15th January London

FIRE PROTECTION OF ROLLING STOCK 26th-27th February Berlin, Germany

arena-international.com/fprs

waterfrontconferencecompany.com

MARCH 2020

SECURING INVESTMENT IN THE RAIL SECTOR

IT-TRANS

28th January London

3rd-5th March Karlsruhe, Germany www.it-trans.org

waterfrontconferencecompany.com

TRANSPORT TICKETING GLOBAL 28th-29th January London

SAFERAIL CONGRESS 17th-19th March Boston, USA

www.smartrailworld.com/events/

www.transport-ticketing.com/

www.railstaffawards.com

A GUIDE TO UPCOMING EVENTS IN THE RAIL INDUSTRY THE NEXT FEW MONTHS, AT A GLANCE

RAIL LIVE

31st March - 2nd April Madrid, Spain terrapinn.com/conference/rail-live/

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RAILSTAFF OCTOBER 2019

PRIDE, HAPPY GRINS AND FUN WITH A CAPITAL F

.com

he cogs are turning on the RailStaff Awards as the grand celebration on November 28 creeps ever closer. Hundreds of nominations are now live at www.railstaffawards.com and colleagues are busy voting to ensure their fellow workers make it through to the category shortlists. The good news if you so far haven’t found the time to recognise a teammate, is that nominations have been extended. So, make sure you put forward those fundraising station managers and fast-learning apprentices - or indeed any colleague who encapsulates the spirit of the awards - before 10am on October 21.

MEET THE JUDGES

As we move from nominations to voting and judging, it seems a fitting opportunity to introduce the panel of industry figureheads who will decide on the railway’s crème de la crème. The full line-up is made of 15 people - nine representatives from category sponsors and six independent members - and includes: • Anna Delvecchio, commercial account director, Amey • Glynis Appelbe, HR director, Freightliner Group • David Shirres, editor, Rail Engineer • Lee Woolcott-Ellis, HR mental health coordinator, Southeastern, and ‘Rail Person of the Year 2018’ • Marc Johnson, bid writer, DB Engineering & Consulting, and former editor of RailStaff • Mark Lomas, head of equality, diversity and inclusion, HS2 • John Downer, rail sales director, Jacobs • John Sheehy, chief executive, TBF • Paul Bateman, chief executive, Total Rail Solutions • Phil Mounter, transportation sales manager, Westermo • Ruth Busby, HR director, Great Western Railway • Ruth Sutherland, chief executive, Samaritans • Stephen Pearce, retired programme director, telent • Tyler LeMay, managing director, Land Sheriffs. The final member of the panel is esteemed rail engineer Carolyn Griffiths, board member of the Engineering Council, Irish Rail and AES Engineering. “I love this kind of event,” said Carolyn, a former president of the IMechE and former chair of its Railway Division who also established and led the RAIB as its first chief inspector. “I find it very heart-rendering to be honest to see people who work tirelessly for the industry getting recognition for it. “The happiness and pride of the moment is palpable and infectious. I sat through the awards last year with a big happy grin.” Carolyn started her career as a depot technician, becoming a supervisor and manager before going on to work on such projects as the Mass Rapid Transit system in Singapore, the SuperTram in Sheffield and the Electrostar train in Sweden as part of a glittering CV.

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Do you work with an extraordinary train driver, station manager or engineer? Nominate them in one of 20 categories today:

THE CATEGORIES IN FULL: • • • • • • • • • • • • • • • • • • • •

Apprentice of the Year Award for Charity Customer Service Award Depot Staff Award Digital Railway Person or Team Award Graduate or Newcomer Award HR, Diversity & Inclusion Person or Team Award Learning & Development Award Lifetime Achievement Award Marketing & Communications Team Award Rail Civils / Infrastructure Team Award Rail Engineer of the Year Rail Manager of the Year Rail Person of the Year Rail Project Manager Award Rail Team of the Year Recruitment Person or Team Safety Person or Team Award Samaritans Lifesaver Award Station Staff Award

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RAILSTAFF AWARDS

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She added: “Having worked my way up from the shop floor I know how demanding operational jobs are. When you see these women and men on the stage receiving their awards you can see they’re bursting with pride. And in my view rightly so.”

THE JUDGING PROCESS Last year’s ‘enchanted’ ceremony was Carolyn’s first. She said she “had a ball” and described the night as “fun with a capital F”. She also detailed her meticulous judging process to ensure the most worthwhile nominees get the credit they deserve. “Because I’m an engineer, I have to do almost everything by Excel and systematically. So my judging uses a table where I list the key attributes expected on the candidates and weight their importance before scoring each nomination on that basis,” said Carolyn, who assesses the shortlisted entries over a couple of days to prevent getting information overload and to ensure every nomination receives “the proper attention it deserves”. “It’s very difficult going through in a sequential way saying ‘Oh, that one was good… That was probably better’. By the time

you’ve done your fourth or fifth, you’re not sure of the relativity. So, I always score them and add up the scores and go back again to do a brief re-read to convince myself the arithmetic score really does reflect the relative positions of the nominations. It helps to have worked in many different roles in different parts of the rail industry; this has given me a good, broad understanding of the demands of various rail jobs.” Building on her experience from judging the 2018 awards, Carolyn said she’s on the lookout for “fulsome” nominations that detail exactly why the nominee is worthy of winning the category. “We can only judge on what we read in the submissions, so the content of the nominations is crucial. I’ll be looking for nominations that clearly evidence how that person has gone beyond what is expected of them and delivered in an exceptional way,” she added.

PEOPLE RECOGNITION The industry is inundated with awards ceremonies, there’s no escaping that fact, but the RailStaff Awards stands out from the

pack because of its dedication to rewarding railway men and women, rather than companies. Asked why she believes it is important, Carolyn said: “To be recognised for what you do at work is immense. RailStaff Awards means that recognition is beyond your immediate team. Those at the awards dinner celebrate and applaud the stories of these exceptional rail personnel; they and the candidates know there’s been a systematic process whereby beyond those people who’ve made the nomination, the winners have been assessed relative to peers and the judges have concluded and said this person is special - how good can it get? It must be extremely motivating for the participants to know they are recognised and valued.” She added: “Long may it live. I hope no matter what the demands on the industry that it never gets distracted from celebrating those people who go the extra mile to deliver the amazing; because it's these people that make the rail industry great.” For more information or to nominate a member of staff, please visit: www.railstaffawards.com

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RAILSTAFF AWARDS

RAILSTAFF OCTOBER 2019

INVESTING

IN THE FUTURE

n multibillion-pound megaprojects across the globe, clients are relying on the technical expertise of professional services firm Jacobs to overcome their biggest challenges. Whether it’s this core capability or programme management, strategic consultancy, intelligent infrastructure advisory, organisational design, environment or sustainability services, Jacobs is helping to connect communities and allow cities to thrive by taking these schemes over the finish line. In the United Arab Emirates (UAE), Jacobs is a key partner in developing the country’s Etihad Rail project, which - with plans to construct 900km of new railways - will be the UAE’s largest and most significant freight and passenger network. In South-East Asia, Jacobs’ design services have been called upon for the construction of a 350km high-speed line between Kuala Lumpur in Malaysia and Singapore - the first of its kind in that part of the world. Jacobs is also assisting with a study into hydrogen-powered trains on Toronto’s GO rail network in Canada, the Victoria Rail Improvement programme in Australia and, at home, HS2 - Europe’s largest infrastructure project.

HS2 Ltd and companies contracted to build the high-speed line - an integral part of the UK’s future transport network and economic prosperity - have enlisted Jacobs’ help for a variety of roles since 2010, including for design work on the 15km twin-bore Chiltern Tunnel.

TALENT The successful acquisition of CH2M in 2017 integrated additional talent into Jacobs’ ranks. The move saw its rail, geotechnical, transport planning and environmental workforce double and its tunnelling expertise and rolling stock advisory and digital consulting know-how expanded. Nevertheless, such is the size of the professional service leader’s portfolio of domestic and international projects, and the subsequent demand for technical, leadership and scientific minds, that Jacobs provides career enriching development opportunities for all levels to attract and retain the best talent. Work on HS2 is enabling the company to enhance its apprenticeship offering, notably in its Birmingham office, with apprentices working on all of its HS2 commissions. Apprenticeships as well as graduate and intern programmes form a key part of this recruitment drive. John Downer, Jacobs’ director of sales for rail, said: “We believe that investing in the skills development of apprentices is an

investment in the future of our business and the future of the industry. We are training more than 140 UK apprentices at any one time, and have more than 850 graduates, technicians and apprentices currently training with us in the UK. “We are involved in a variety of training innovations and trailblazer programmes across rail, construction, transport planning and other disciplines. “We guide our apprentices through practical, ‘on-the-job’ development, fully supported by buddies or mentors from day one. Many of our apprentices progress to technician and onwards to higher education and professional registration.”

Jacobs in the UK Jacobs is working on dozens of rail projects in the UK. Aside from HS2, two of the biggest are: • The Western Rail Link to Heathrow: Jacobs, which has worked on the project since 2011, has overcome several tunnel ventilation shaft challenges by applying its experience on international metro projects and ventilation modelling capability developed in New York. • The introduction of Azumas on the East Coast main line: As part of the Rail Electrification Alliance, Jacobs has helped deliver power supply upgrades. RAILSTAFFAWARDS.COM | @RAILSTAFFAWARDS | FACEBOOK.COM/THERAILSTAFFAWARDS

RAILSTAFF OCTOBER 2019

He added: “These early years opportunities are crucial to helping us bring future talent into the wide-ranging careers we offer, shape our future leaders and support our strategy to grow diverse skills and capability and foster innovation.” In a sign of further support for apprenticeships, not just within the business but in the industry, Jacobs has sponsored the Apprentice of the Year category at the 2019 RailStaff Awards. “We have sponsored the apprentice category as it is so meaningful for the industry,” said John. “The skills shortage is the single most influential factor that will hold back the UK in bridging our productivity gap, so an industry and indeed an organisation that invests in future skills will be more resilient and more likely to grow sustainably.”

INCLUSION & DIVERSITY Concentrating on its workforce, another priority for Jacobs is inclusion and diversity (I&D). At a global level, the company is making measurable progress, with 45 per cent of Jacobs’ board of directors and 75 per cent of its executive leadership team represented by diverse directors and executives. Jacobs also has a European Inclusion & Diversity Council and recently appointed a new I&D lead to oversee I&D implementation in its European business. This year it hosted an inaugural Inclusion Week to increase employee awareness of the value of having an inclusive and diverse workforce and is currently introducing mandatory conscious inclusion training for all employees. John added: “We believe that our committed approach to inclusion and diversity supports an environment where employees will thrive. It enhances the richness of our client offerings, and it's critical to achieving our strategic and financial commitments.”

RAILSTAFF AWARDS

What if? What if we showed you how we’re solving the world’s greatest challenges by transforming intangible ideas into intelligent solutions for a more connected, sustainable world? At Jacobs, we think differently about the future.

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RAILSTAFF AWARDS

RAILSTAFF OCTOBER 2019

arlier this year, Transport Focus revealed Heathrow Express (HEx) was - for the third time in a row - the train operator passengers are most satisfied with. HEx prides itself on delivering a first-rate service between Heathrow Airport and London Paddington and is preparing to elevate its service to an even higher level in the face of two emerging challenges. The first is the opening of the Elizabeth line, which will provide another direct link between the airport and central London. This will provide direct competition to HEx for the first time in its 21-year history. The second is the loss of a platform at London Paddington. Currently one of HEx’s unique selling points is that passengers who arrive early for the service can board the train and sign into the complimentary wi-fi to work while they wait for the service to depart. The use of only Platform 7 for 12 months from December will mean passengers will have to wait on the platform for longer than they currently do.

RESPONSE Mike Morgan-Batney, the train company’s new commercial customer experience manager, explained that HEx will focus on customers and employees to drive service quality. “We’re really about elevating the product further, despite the challenges coming down the road,” said Mike, who stressed the importance of customer concierges and mobile ticket sales staff to delivering “world class service”. “I’m at the early stages of rewriting our strategy for the year now and it’s very much centred around our people development and customer engagement. “The aspiration here is to provide world class hospitality, so we need to start with our colleagues and make sure that we are attracting like-minded people, creating an environment for them to deliver their best service whilst giving them the right tools to deliver what our customers want.” Mike has almost 15 years’ experience in the aviation industry, largely spent at Heathrow, Gatwick and Stansted airports in people management roles. One of his standout achievements was overseeing the rollout of the passenger ambassador programme at Heathrow. Different functions are overseen by different companies at the airport but the passenger ambassadors, who are dotted throughout and wear purple uniforms, are trained and led by one organisation. They are also equipped with the knowledge and technology to help passengers, regardless of the query. Mike hopes this experience, combined with that as a workforce engagement consultant, will put him in good stead for the transformation at HEx.

RECRUITMENT, TRAINING AND RETAINMENT This changed approach begins before HEx welcomes new personnel onboard. At the recruitment stage, Mike explained that the focus will be widened to target those with backgrounds

in hospitality, particularly those with experience working with airlines or at hotels, to pick up the very best interpersonal and customer service skills. Once they join the company, the new starter will go through a new training process that moves away from a reliance on PowerPoint presentations and integrates virtual reality, to ensure they’re engaged while allowing them to experience different situations to better prepare them for work. Mike said this virtual reality technology will also allow staff to familiarise themselves with locations such as stations and depots, as well as changes to them, without the timely and costly need to visit them. The “most important” aspect of this virtual reality training and the scenarios it can simulate is the ability to allow able-bodied staff to put themselves in the shoes of those with reduced mobility or hidden disabilities, Mike added. E-learning modules - accessed through soonto-be-issued work mobile phones - will ensure this initial investment in training is “kept alive”. Service recovery training will empower colleagues to turn around a customer’s experience by spending allocated daily budgets on things such as upgraded seats. Mike said this is inspired by some of the world’s best hotels and will bring HEx “one step closer to offering world class hospitality”.

HEATHROW EXPRESS ACADEMY The final element to Mike’s new people strategy is retainment and development. Initially he’ll ensure training facilities are fit for purpose, that rest rooms stimulate staff and that uniforms are comfortable and reflect the service’s quality, but further down the line he has far more ambitious plans. Chief amongst these is the launch of the ‘Heathrow Express Academy’, an initiative that will acknowledge staff for years of service and experience by promoting them through grades without the need to enter a management post.

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A WORLD CLASS

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RAILSTAFF OCTOBER 2019

RAILSTAFF AWARDS

VICE Mike said: “By having a Heathrow Express Academy we’ll have a clear disparity between someone who’s just come in on induction who’ll be on level one for example, and someone who has maybe been in the business for two to three years and has been through the accredited training and is actually on level six, earns more money and is involved in coaching and mentoring, for example. Clear levels that people can progress through.” To further recognise good customer service, Mike is

introducing personalised rewards and he is looking to enable customers to hand out ‘golden tickets’ to staff that go above and beyond. “This is something I get up every morning for. Having the autonomy and the commitment from the business to be able to get this thing and run with it and get it off the ground is incredibly exciting,” added Mike.

RECOGNITION Recognising its importance, this year’s RailStaff Awards has a newly launched category dedicated to learning and development - one which Heathrow Express was quick to sponsor. Mike said: “Ultimately, we are about employee satisfaction and employee engagement so it’s an obvious choice for us. We absolutely believe in investing in our people and making sure that we reward and recognise good behaviours and good service." To nominate one of your colleagues or to find out more information, head to www.railstaffawards.com

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YOUNG RAIL PROFESSIONALS

RAILSTAFF OCTOBER 2019

S L A N IO S S E F O R P YOUNGARL ADIINL NER 2020 ANNU

t is with great excitement that Young Rail Professionals (YRP) has revealed the date and location of its 2020 Annual Black Tie Awards Dinner and Dance. Now in its tenth year, the event has become a staple in the rail industry’s calendar and will take place on the evening of Thursday April 23, 2020, at the Emirates Old Trafford Cricket Ground in Manchester. YRP hosts this black-tie dinner every year in order to showcase and celebrate the achievements of young professionals working throughout the industry, as well as to inspire them to become the future leaders. Some of the largest and most influential organisations and individuals from across the industry attend the dinner. This presents guests with the opportunity to network and socialise with like-minded professionals of all ages who also understand the importance of supporting and investing in the future of the industry’s workforce. Next year will see the YRP’s flagship event held in the North West for the first time. Manchester has a wealth of railway history and heritage - it was a key location on the first steam-powered, inter-urban railway, which

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opened in 1830 - and is an ideal location for the dinner. Equally, the rail sector in the North of England will see significant investment in the coming years as some of the biggest transport projects since the industrial revolution come to fruition. By hosting the Annual Dinner in Manchester, YRP will play its part in showcasing the wealth of upcoming opportunities within the region, where it hopes to attract a large number of skilled young people to help deliver major upgrades to the rail network. David Westcough, YRP national chair, said: “The Annual Dinner is YRP’s flagship event which attracts hundreds of people from across the rail industry to celebrate the achievements of young people working within it. 2020 will see the tenth edition of the dinner and the first time it is hosted in the North West, where I am immensely excited for what will be another incredible evening.” Steve Mole, managing partner of exclusive event sponsor CPC Project Services, added: “We are proud to sponsor YRP’s Annual Dinner for 2020. This key event is one of the largest of its kind in the UK, celebrating the achievements, commitment and passion of

the next generation of professionals that are building their careers in rail. “We’ve been part of the industry for nearly 30 years and this new decade has the potential to be one of the most exciting times for rail, particularly in the North of England, where the dinner in 2020 will take place”

RAILSTAFF OCTOBER 2019

YOUNG RAIL PROFESSIONALS

TICKETS

As preparations step-up for its 2020 Black Tie Awards Dinner and Dance, YRP is calling on the rail industry to join its members in celebrating the contributions of young people in the industry. Following on from previous years, the evening will include a three-course meal, an awards ceremony and a keynote speech from a senior leader. Previous years have seen John Smith, managing director of GB Railfreight, and Polly Payne, director general at the Department for Transport, take to the lectern. As always, the night will finish with live music. A range of tickets are available, including: 10-person tables, corporate individual tickets and self-funded individual tickets. Further details will be revealed in due course by organisers from YRPâ&#x20AC;&#x2122;s North West region. For further information or to buy tickets, please email dinnerenquiries@youngrailpro.com

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TRAINING

RAILSTAFF OCTOBER 2019

A JOB, A CAREER, A PURPOSE

GTR and The Prince's Trust have helped 182 youngsters from disadvantaged backgrounds gain work experience through their 'Get into Railway' programme. As the partnership celebrates its fifth anniversary, Stewart Thorpe discovers its impact on some of those lives and society

niversity student Najla Almutairi was building the foundations for a career in architecture when she crashed out to become a fulltime carer for her mum. Najla came to the UK with her mum - herself also studying to become a university lecturer - a few years earlier to start a new life. Although Najla eventually passed her degree, her mum’s crippling spine condition forced Najla to abandon her ambitions. On top of looking after her mum and younger siblings, Najla juggled part-time evening and weekend work to support her family. That was until The Prince’s Trust stepped in. Established by Prince Charles to help disadvantaged young people gain confidence and secure work, the charity offered Najla the opportunity to either start her own business, join a Marks & Spencer retail training scheme or a ‘Get into Railways’ programme with Govia

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Thameslink Railway (GTR). Although she was tempted by the retail work – “That would have been nice to get my mum discount” – Najla plucked for the latter, drawn by the opportunity and challenge of working on an operational railway. In February 2018 she enrolled on the programme and by May she was hired as a platform station assistant at London Victoria. Recalling her story at an event marking five years of this partnership between The Prince’s Trust and GTR, Najla was visibly emotional. From working flat out to earn money and care for her loved ones, to making those first steps on a career ladder that will enable her to better support them, she knows her journey has been a difficult one but is determined to seize what opportunities lay ahead. “I often thought about the future and what I wanted to become, and I must admit I had a fear of working for a large organisation,” said Najla, who knew nothing about GTR before joining. “I was also worried about who would look after my mother

How does ‘Get into Railways’ work? The four-week scheme, which targets passionate youngsters aged 18-25, consists of two weeks of classroom-based customer service training, covering areas such as conflict resolution and first aid, followed by two weeks’ work experience in stations, depots or offices, to put those skills to the test. The Prince’s Trust provides what it calls a “wrap-around” of wellbeing and financial support, advice and guidance. Great Western Railway, Greater Anglia and South Western Railway have all either previously or are currently supporting a similar ‘Get into Railways’ programme. At GTR, 77 per cent of the 164 people who have completed the programme have been hired by either Gatwick Express, Great Northern, Southern or Thameslink.

RAILSTAFF OCTOBER 2019

TRAINING

At London Bridge, 14 per cent of the staff, including Prayer Okpaka (centre), have come through the Get into Railways programme.

and I would often postpone my plans, telling myself ‘when things get better, I will start my career’. “Then, eventually, I came to terms with the situation and realised nothing will change unless I do.” Najla recently became an ambassador for The Prince’s Trust and wants to work her way into a managerial or leadership role. She is full of praise for

the Get into Railways mentors, who supported her through the transition, and now hopes to inspire and support other young people to overcome their challenges.

CELEBRATION At Charlotte St Hotel, central London, Najla was joined by staff from GTR, The Prince’s Trust and other stakeholders to

celebrate the youngsters who have progressed through the 14 programmes since 2014. Najla wasn’t the only one to share her story. Prayer Okpaka and Ben O’Day, who progressed through schemes in 2019 and 2013, respectively, also spoke about their journeys. Prayer, a father-of-two, was working as a cashier at bookmaker William Hill when

his mum sent him a WhatsApp message about the programme. He had always fancied working outside on the mainline railway or the London Overground but never took this interest further. The psychology graduate now dispatches trains at London Bridge and has ambitions of becoming a competency developer, to train and assess fellow dispatchers. "As soon as I came onto this... they were all very serious about helping us and, for me, that was all it took,” he said. Ben O’Day (above centre right) is just as vocal a supporter of the programme. Six years ago, he admits to being “the typical teenager”, with little motivation or vision of what career he wanted to pursue. After picking up stopgap jobs in pubs, hotels and call centres, Ben attended the final day of one of The Prince’s Trust’s outreach programmes at a community centre and applied. Six years after starting on the gateline at St Pancras, Ben is now an enforcement officer and aims to shortly start training to become a train driver.

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TRAINING

RAILSTAFF OCTOBER 2019

“I have done a lot in a short space of time,” he said. “None of it would have been possible if it hadn’t been for The Prince’s Trust and the people in our company who give so much of their time to support young people.”

THE BUSINESS CASE As well as helping youngsters to overcome barriers and find work, Get into Railways helps the rail industry reach out to and recruit from underrepresented groups, who can help alleviate its skills shortage. Discussing its success, Michelle Clark, head of employee experience at GTR, said the business case for maintaining the programme has been about creating a sustainable workforce and looking beyond the franchise to “new blood” coming into the railway. She also said Get into Railways was about bringing “new skills, new ideas, new thinking” into the business and embedding the train company into society by increasing the diversity of its workforce. Talking to RailStaff after the celebrations, Neil Robertson, chief executive officer of the National Skills Academy for Rail (NSAR), said rail has a history of providing jobs to people from disadvantaged communities.

However, higher entry-level skills requirements means rail needs to promote further ‘pre-employment’ or ‘preapprenticeship’ work experience opportunities, such as the one between The Prince’s Trust and GTR, to bridge the gap between the skillsets of applicants from these communities and those required. “Get into Railways looks and feels like some of the better pre-apprenticeships that we’ve seen,” explained Neil, who described GTR as pioneers in this space. “It helps people get ready for work, they can be more confident, they can interview, perhaps develop maths and English skills.”

SOCIAL IMPACT VALUATION GTR estimates its Get into Railways programme has generated £1.6 million of social benefit since 2014, based on fiscal savings and economic benefits. Neil said companies are getting better at measuring and talking about the social impact and value of employing people from disadvantaged backgrounds - taking into account money that could have been spent on employment services, prisons or healthcare, for example. This is important

Najla Almutairi. when measuring the economic value of funding applications to the Treasury, he added. NSAR, which uses a slightly different methodology to GTR’s, is currently contributing to Prayer Okpaka.

Douglas Oakervee’s review of HS2, particularly on the so far unrealised value of employing people from disadvantaged areas. “In the future we will be able to have stronger economic business cases for investment,” Neil concluded.

PRIDE GTR is committed to running further Get into Railway programmes before its franchise ends in 2021. By that time it aims to have completed another five programmes, providing work experience for at least 70 more youngsters, which will have boosted its social value further. Above all else it will have helped to transform the lives of more people such as Ben, Prayer and Najla. “The scheme has helped hundreds of young people boost their confidence and inspired them to build a future, for themselves and for their families,” said Patrick Verwer, chief executive of GTR. “It is hard not to feel an immense sense of pride in what we have achieved.” RAILSTAFF.CO.UK | @RAIL_STAFF | FACEBOOK.COM/RAILSTAFF

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RAILSTAFF OCTOBER 2019

GEARED UP FOR DELIVERY

ail Forum Midlands (RFM) has recently welcomed two new faces to its team: Nathalie Hollingworth and Cat Appleby. These appointments follow the departure of Jemma Smalls, who completed her undergraduate internship in the summer, and Sophia Searle, who went on maternity leave in September. Nathalie will focus on communications and events. She brings a wealth of PR and communications experience that spans several sectors and returns to full-time work following the completion of shorter-term projects. Cat joins from Yellow Rail, although some readers may know her from her previous role as the East Midlands-based rail export trade adviser at the Department for International Trade. She will focus on RFM’s membership, ensuring she is listening to and acting on their feedback, understanding the issues that RFM needs to raise with government on behalf of the supply chain, and developing the membership offer so that companies can get the most from their membership.

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DELIVERY GROUPS

Over the last year or so, RFM has also established four operational delivery groups (ODGs) - each is chaired by a board member. Each group has clear terms of reference, which are linked to RFM’s strategy of providing a mechanism for members to get directly involved with, influence and support RFM’s work. The Business Growth ODG, chaired by Nicola Phillips of Siemens, is currently charged with identifying the support members – SMEs in particular - need for growth. Current areas of focus include encouraging companies to successfully explore the export market and the long-term shifts in client and

customer requirements that require suppliers to think differently about their products and services. Whilst this is clearly a longer-term issue, the RFM Events and Communication Group has a more immediate aim to ensure the organisation provides a great mix of events which are relevant to members for 2020. Chaired by Donna Bickley of Inside Out Group, this ODG will also focus on how communications with members can be improved, including the future development of the website. The People Skills and Diversity ODG, chaired by Laura Cawdell of TUV Rheinland, has attracted the most interest from members and stakeholders - demonstrating the importance that companies attach to the skills deficiency timebomb. Early actions from the group include the development of a guide explaining the volunteering opportunities members can engage with to support school, college and university students. The final ODG provides advice and support to the RFM team on Political and Stakeholder Engagement. From supporting high level VIP visits to the region to helping with responses on key industry related consultations. Chaired by Porterbrook’s Rupert Brennan-Brown, the ODG includes key stakeholders from across the region. Elaine Clark, chief executive of RFM, said: “Our ODGs are helping the core RFM team to do more for our members - it’s really about members working together for the benefit of everyone. We are hugely grateful for the time they give to support us. The more involved our members are, the more they get from us and their membership. “Whilst the ODGs are relatively new, they are already having an impact on what we are doing and I’m sure they will go from strength to strength, going forward.”

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ERTMS Consultant Location: Based in Edinburgh with significant travel to London & Midlands required Salary: £50,000 to £70,000 DOE (permanent position) MB Rail Consultancy is a small consultancy based in Edinburgh & operating in the UK Rail Industry. With a friendly & open approach to business & client relationships, we value work life balance whilst providing an unparalleled service. Our core field is Engineering & Safety Management representing Railway Operator clients in Network Change projects to ensure their needs are met by Network Rail & its contractors. The Role This role is a consultant working on the National Freight ETCS project interacting with Network Rail, the ETCS Equipment Supplier, & all Freight Operators. The role is spread across Operations & Engineering disciplines with a focus on Safety, PIU & Engineering Change. Over time there may be other projects to be allocated to furthering the Company’s aims of a diverse client portfolio. Requirements The ideal candidate has prior experience of: ETCS on board equipment / Experience in Writing Safety & Technical Documentation / Freight Operators / Network Rail Projects AND EITHER… • Degree 2:1 or above in a STEM field, preferably Engineering AND • 7 Years’ Rail Industry experience in a relevant role OR… • 10 Years’ Rail Industry experience in a relevant role To Apply For more information or to apply please contact jobs@mbrail.co.uk

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TOUGH FINNISH FOOTWEAR – ALL DAY COMFORT

SAFETY Our top priority. Sievi footwear combines the latest technology, materials and protective properties to withstand a variety of working and weather conditions.  COMFORT

 QUALITY

Our flexible sole eliminates strain to the feet and spine ensuring additional wearer comfort and our XL last is wider than normal giving the foot and toes more space.  PERFORMANCE

 INNOVATION

Our unique Flexstep® sole offers excellent shock-absorbing properties, flexibility in all conditions and creates a biting friction on slippery surfaces for exceptional grip.

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First class upper materials give excellent resistance to abrasion, water and dirt and maintains its shape throughout its lifetime.

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Our in-house design team develop unique solutions such as SieviAir® breathable footwear, Sievi Spike anti-slip technology and the Sievi Alaska Thermo built-in heating system.