REMOTE MANAGEMENT: THE IMPACT ON RAIL SAFETY

REMOTE MANAGEMENT

Colin Wheeler.

THE IMPACT ON RAIL SAFETY

REMOTE WORKING PRACTICES ARE GRADUALLY BECOMING THE NORM. EVEN BEFORE COVID, WORKPLACE COMMUNICATIONS WERE MUCH MORE LIKELY TO TAKE PLACE OVER EMAIL THAN FACE-TOFACE. BUT IS IT PROBLEMATIC IN INDUSTRIES WHERE SAFETY IS KEY?

In a recent interview report, Network Rail’s Chief Executive Andrew Haines said: “the industry’s tendency of talking up its brilliant safety culture is often wide of the mark,” and added “there are still too many instances of people on track that are not supervised and where safety lapses and breaches do occur”.

I would add that in some places there are shortcomings due to remote management by email when it needs to be face-to-face and a failure to listen to the concerns of those doing the work.

I recall a time when I had my own safety responsibility statement which required me to carry out unannounced site audits of the work being carried out on track. The minimum number of such safety site visits was specified and those doing the work needed little encouragement in telling me what was wrong and how their work could be improved.

I recall clearly the first time my records were checked and I was formally interviewed following an accident by the then Inspectorate (now part of the Office of the Rail Regulator (ORR). I also remember the many times when my unexpected site visit made me aware of shortcomings and the positive response of the workforce to my visits.

UNABLE TO STOP

On 23 December2021 the Rail Accident Investigation Branch (RAIB) issued Safety Digest 08/2021 about the collision that occurred at 10:32 am on 21 September at Grosmont Station on the North Yorkshire Moors Railway (NYMR). A Class 20 diesel electric locomotive entered platform 2 and collided with the back of a passenger train. The Class 20 had been uncoupled from the train from Whitby on platform 3 and was to wait behind the platform 2 train which was due to depart to Whitby some time later.

There were 175 passengers on the waiting train when the Class 20 ran into it. Five suffered minor injuries that were treated by first aiders and although there was some damage to the passenger coaches there were none to the Class 20, track, or infrastructure. The locomotive was travelling too fast and was unable to stop when the coaches came into view. The locomotive only has a cab at one end hence the view forward is restricted when it is driven nose end leading.

DRIVER COMPETENCY

NYMR’s locomotives were undergoing maintenance. Consequently, when the scheduled steam locomotive failed its Automatic Warning System (AWS) test, a privately owned Class 20 was made available. The AWS is a requirement for operating on the Esk Valley line between Grosmont and Whitby. For about five years the driver had held competences covering steam locomotives as well as diesels Class 25 and 37, although he did not have the specific competency for Class 20. Consequently, he sought the assistance of a traction inspector to accompany him.

RAIB’s reconstruction of events showed that the Class 20 driver would only be able to see the rear coach when he was about 16 metres from it! The driver said he was aware of the train on platform 2 but thought there was more space than there was. NYMR was unable to provide documentary evidence that either the driver or traction inspector had Class 20 driving competence; although

the inspector had maintained and driven all the locomotives operated by NYMR. On 7 October the ORR issued an improvement notice requiring that NYMR become able to demonstrate driver competencies. TRAIN UNSECURED

The report adds that Old Banks Sidings staff were routinely leaving trains unsecured for short periods of time and DB Cargo “had no clear process in place defining the tasks required when trains arrived”. RAIB also found that Network Rail’s risk assessment “only considered mitigations that were not applicable to uncontrolled runaway vehicles.” The RAIB report includes two learning points which refer to reminding staff of the importance of securing vehicles prior to detaching them from locomotives and reminding all concerned that trap points on the exits from sidings exist to protect running lines from runaway vehicles.

The first of four recommendations requires that DB Cargo establish the extent to which vehicles are being left unsecured in its yards and sidings. Second, it is required to

WAGON RUN AWAY

On 20 December RAIB issued report 09/2021 about the runaway of 22 wagons (21 loaded) at Toton Sidings Nottinghamshire on 17 January last year. The run away began at 04:42 in Old Bank sidings. The wagons passing a red signal alerted a signaller and, after passing a second red light, the leading four wagons derailed leaving the leading two foul of the adjacent running line. The wagons had run away for around a kilometre.

The 22 wagons had not been secured with either handbrakes or scotches when they were stabled the previous evening. Initially they were restrained by the air trapped in their braking systems until it leaked away. They had not been secured in any way before they were uncoupled and there was “miscommunication between the ground staff on duty and about who would secure the train.”

review processes for trains arriving at their yards, identifying who is responsible and how completion is communicated. Third, it is to review supervision, monitoring and the auditing of safety in yards and sidings, leading to recommendation four which directs Network Rail to revise its risk assessment process for trap points to include the risk of an adjacent running line becoming foul when vehicles run away.

NEAR MISS AT FORESTRY NORFOLK UWC

On 13 December RAIB released its Safety Digest about a near miss that occurred on 18 September. At 06:05 the 05:27 Great Anglia train from Norwich to Stansted Airport came close to striking two cars at this User Worked Crossing (UWC) which is between Thetford and Brandon. One car had crossed the tracks when the train passed but had not been able to move away because its driver had not opened the gate on the far side of the crossing. The other car was inside the railway boundary waiting to cross the tracks as the train went by. The CCTV train cab camera shows how near the miss was!

The train was travelling at 76mph which, due to braking, was slowed by just 2mph as it passed over the crossing. The driver’s brake application slowed the train to just 19mph as it reached its scheduled stop at Brandon Station three quarters of a mile beyond Forestry Crossing. It has telephones for road users to speak with the signaller at Thetford Workstation so that permission may be granted for road vehicles to cross. One of the car drivers used the telephone saying he would need just two minutes. Permission was given with the signaller not realising that the train was already approaching the crossing.

JUDGEMENT OR GUESSWORK?

Thetford workstation has five screens providing a schematic layout display from Wymondham to Shippea Hill. When a train enters the section on screen the line changes from white to red and a label appears showing the reporting number of the train. The Safety Digest comments that the signaller booked on 18 minutes earlier than scheduled to familiarise himself with the activity on the workstation.

It also comments that “the long section between Thetford Station and Forestry UWC did not give the signaller enough information for him to make an informed decision about when it would reach the crossing”. It adds that “there are no formal criteria for making the decision to grant permission to cross, it is a matter of signallers’ judgement and expertise”. Sounds like guess work to me!

The Digest refers to “previous similar occurrences” including Hockham Road (April 2016) resulting in Network Rail being recommended to “review its measures for protecting user worked crossings”. Following the Forestry incident, Network Rail told RAIB that its new procedure is to be published in 2022.

TRAM PEDESTRIAN FATALITY

On 24 November last year at 18:10 a Blackpool Tram struck a pedestrian who sustained serious injuries and later died. It happened on a pedestrian crossing within the segregated tramway section beyond the Fleetwood Road/Queens Promenade Road junction in Cleveleys. The pedestrian crossing is not a controlled one.

On leaving Anchorsholme Lane stop the tram headed south towards Starr Gate. CCTV recordings show traffic had stopped to allow the tram to pass over the junction and enter the segregated tram section. RAIB’s investigation will identify the sequence of events, the actions of those involved, the design and configuration of the crossing, how it was risk assessed, legislation, industry guidance, and any underlying factors.

UWC MOBILITY SCOOTER COLLISION

On 22 December RAIB published its preliminary examination of this UWC collision at Burgess Drove, near Waterbeach in Cambridgeshire, which occurred on 9 August last year. Around 14:33 a Great Anglia train passed over the crossing and struck a mobility scooter in the crossing area adjacent to the downside gate. The scooter was damaged but its user was uninjured. RAIB says that the accident happened because the scooter user was not able to complete crossing of the railway line in the time available between the warnings (red light and audible alarm) and the passage of the train.

The user required 100 seconds between opening the first gate and closing the second one, but the approach warning started just 40 seconds before the train reached the crossing. RAIB has decided not to investigate further but its preliminary investigation refers to an accident at Alice Holt level crossing on 5 October 2016 (Reference 14/2017) that led to the recommendation that Network Rail improve guidance to level crossing managers so they can “better assess the risk to vulnerable users including mobile scooter users of level crossings that rely entirely on users looking and listening for trains”.

Burgess Drove has red lights and audible warnings so it is not covered by the recommendation but RAIB has written to Network Rail (copy to the ORR) asking for the recommendation to be extended to cover all UWCs in public use.

FORKLIFT TRUCK OVERTURNED

Network Rail’s Safety Central website posted an alert on 23 December following this accident at Holgate depot on 17 December. Three contractors were trying to move a 4.5 tonne steel frame into a building using two forklift trucks: one with a 3 tonne safe working load (SWL) the other with a 13 tonne SWL!

Positioned at the ends of the load and each using a single lifting strap over their forks, they began the lift. As the load started to turn the smaller truck was pushed out of position and overturned. Fortunately, there were no injuries, but an investigation is underway into this RIDDOR reportable accident.

The incidents and accidents listed provide clear evidence of the imperfections of current railway safety culture. The pandemic together with the convenience of electronic communication methods have made face-to-face discussions more difficult.

The way ahead to improve safety is for supervisors and management to ensure that they spend at least two days each and every week at work with their operational staff. It can have the added benefit of forcing deputies to make decisions and improve their own abilities.

PLEASED TO GREET YOU:

THE ENGINEERING CONSULTANCY ATKINS IS COMMITTED TO EQUALITY AND INCLUSIVITY, AND EXPLAINS TO RAIL STAFF THE IMPORTANCE OF USING PRONOUNS IN THE WORKPLACE

What’s in a pronoun? ‘He’, ‘she’, ‘they’: we use these words all the time, often without a second thought. But as we grow more aware about issues of personal identity, their use in the workplace has recently assumed much greater significance.

Pronouns are integral to our sense of self. They don’t just function as useful stand-ins for our names. They also indicate a person’s gender – which means they carry more weight than we might originally think.

RESPECTING IDENTITY

Employers have a duty to create an inclusive workplace for all staff, regardless of age, gender, ethnicity, physical ability or neurodiversity. Part of this inclusiveness depends on helping employees feel like they can be their real, genuine selves at work. Yet if your name leads you to being persistently mislabelled as male or female, or if you don’t identify with your birth gender, it’s much harder to feel accepted for who you are.

And with more individuals now openly identifying as trans or non-binary, an important question arises: how can we help them feel safe and welcome at work?

A growing number of people are choosing to clarify their pronouns in their email signatures, Linkedin profiles and when introducing themselves in meetings. It helps to normalise the idea that personal identity is respected and decided by each individual, not passively constructed for them by others. By normalising this process, we can help to create a more inclusive atmosphere for all.

As more people adopt this practice, trans and gendernonconforming employees will be more comfortable doing so too. It minimises the risk of misgendering (using the wrong pronouns when referring to someone), which can be an uncomfortable, even painful, experience.

VALUABLE PERSPECTIVE

Transport Planner, Richard Adams, brings a valuable perspective to the table. Joining Atkins coincided with a pivotal moment in his personal life: “I came to Atkins straight out of university. When I had my interview I was still closeted, but by the time I started work I’d come out as gay to my friends and family.”

So what was his experience when he started?

“At first, I was essentially still closeted at work. I didn’t feel comfortable bringing my whole identity to the office. I did eventually open up – I’m now very vocal about these issues – but it took some time.”

Richard is now an active member of several networks: he’s on Atkins’ Equilibrium committee, has organised events with CIHT on the topic of LGBTQI+ issues in the workplace, and is an advocate for increased LGBTQ+ visibility in the workplace.

He’s now far more comfortable being himself with his team. But was this thanks to support from Atkins, or did he have to take this journey alone? It was a bit of both.

“The support structures were there, but I came to them organically and often by chance,” says Richard. “Connecting with other LGBTQI+ colleagues and joining the Equilibrium and Pride networks were extremely helpful, but I had to find them. I think new starters should be made aware of what’s out there as from the onboarding process.”

SUPPORT FROM MANAGEMENT

Tom Meacock (he/him), Rail Consulting Practice Director, argues that this is why support from senior management is essential. “People in leadership and management positions need to use their influence and leadership shadow to a positive effect, as they can have a big impact on their teams,” he says.

Tom has been with Atkins for six years. He now leads a team of over 350 people in the Rail Consulting Practice. “As a manager you want to make a positive impact on your team, but the question is how.”

For Tom, it’s important that all his team members feel they can bring their whole selves to work. “We spend such a huge part of our lives in the workplace. People should feel free to be themselves there.”

Richard recalls his early days at Atkins. “I used to feel that I had to be on my guard. I didn’t know if I could open up to my colleagues,

and so was constantly ‘micro-monitoring’ my behaviours. It was quite tiring, and it took focus and energy away from my work. I can only imagine the impact of being misgendered on a regular basis would have on someone trying to navigate the workplace.”

A HARMONIOUS WORKPLACE

While individual wellbeing is the main priority, Richard and Tom acknowledge that a positive working environment also benefits the company. Employees who feel at ease with one another communicate and collaborate more effectively, ultimately delivering their best work.

But how does sharing pronouns help build a harmonious workplace?

“It’s a very easy way to help people feel they can be themselves,” says Tom. “Sharing your pronouns takes hardly any effort. At worst, the impact of doing so is completely neutral, so you have nothing to lose. However, at best, it can have a ripple effect, help normalise the sharing of pronouns and improve relationships. But even if it helps one person in your team feel more at ease, it’s already worth the effort.”

He also points out that it doesn’t only benefit gender fluid employees; it can also be useful when working with colleagues from other cultures, as it solves the problem of misgendering someone via email if you’re unfamiliar with their name.

Tom has added his pronouns to his email signature. He believes that it’s a small step that everyone can take. But as some adopt the practice while others don’t, what challenges are we now facing?

BREAKING DOWN BARRIERS

Tom suggests that even the word ‘pronoun’ itself could be a barrier for some. “Growing up, English grammar wasn’t taught at school like it is now, so while I used ‘he’, ‘she’, ‘they’ all the time, we never labelled them as pronouns,” he says. “I’m a little embarrassed to admit that its only since they have been discussed in this context that I’ve connected the dots and understood what pronouns are!”

Small barriers like this can be alienating, making people wary of engaging further. “People are afraid to say the wrong thing. They don’t want to offend, and there’s also a real fear of being ‘cancelled’,” he explains.

There’s also the concern that it isn’t enough. It could be dismissed as tokenistic, the gender equivalent of greenwashing.

Richard says it’s important not to underestimate the power of taking a stance. “Everyone is at a different stage in the journey, and everyone makes mistakes. And that’s OK – what’s important is doing so in the right spirit and be willing to learn. Even as a member of the LGBTQIA+ community, I am still learning. Everyone should be open to recognising the challenges faced by others and reflect on their own experiences/assumptions.”

So what steps should Atkins now be taking?

COMMUNICATE AND COLLABORATE

Tom and Richard agree that clear communication is key, both in terms of providing information and resources to new starters, and also by keeping employees in the loop via newsletters.

They both stress the importance of Atkins teams around the country collaborating with one another so as to coordinate their efforts. Learning from other companies can also be hugely beneficial: Richard recalls that Atkins previously joined heads with Rolls Royce to discuss inclusivity. Sharing resources and information about best practice from other industry leaders, as well as rights organisations such as Stonewall, helps us all to improve.

Richard adds that these efforts shouldn’t only be applied internally. “We need to think about these issues in terms of the work that Atkins does, too. How are we considering LGBTQIA+ transport users in the schemes we design? As we move towards a ‘passengerfirst’ approach, it’s a question we should be asking. We have power to make impactful changes in society as well as the workplace, so let’s apply our learning on our projects as well.”

Sharing pronouns may be a small step, but it’s part of a much bigger picture – one that Tom feels optimistic about. “We’re moving away from only talking about the negatives. The messaging used to be filled with ‘do nots’; we’re now focusing on how we can work towards a more positive future, one where everyone can feel included.”

YOUNG RAIL PROFESSIONALS FOUR HAPPY YEARS

Over the last year I’ve written a series of editorials in RailStaff which voice the views of my peers - young professionals in rail, and the future leaders of our industry. We’ve discussed topics ranging from changing work habits caused by the pandemic to the emerging ‘people and culture’ elements of the emerging Great British Railways (GBR).

In April I will step down as Chairman of Young Rail Professionals (YRP). After four happy years as a director of the company, I’ll be handing over the leadership to a new enthusiastic volunteer. I’ve been privileged to hold this office and learned an awful lot – it’s only fitting that my final editorial is a reflection of my first seven years in rail as I close the curtains on being a young rail professional. George Chilcott.

INTEGRATED DISCIPLINES

I read Integrated Mechanical and Electronic Engineering at Bath University and loved it. Back in 2009, only two UK universities ran such a course, and my hybrid allegiance left my peers and I somewhat caught between the historically opposed mechanical and electrical engineering departments. However, ubiquity prevailed - no modern mechanical system exists without some sort of electronic control - and this focus on integration of disciplines proved to be a very useful skillset when I joined the rail industry.

In fact, my whole rail career has the theme of integration at its core. I started as a systems engineer with WSP UK Ltd working in systems development and integration teams on a variety of major upgrades including the Great Western Route Modernisation (GWRM, GWEP, GWRU anyone?) and the Brighton Mainline Upgrade Programme. I quickly learned that if you want to get anything done on the railways you have to coordinate and cajole a huge variety of partners and stakeholders into building a sum of technical and operational change. Engineering is just the ‘stuff’ – how about the people, processes, and comms?

Layer on top a client with long-term policy objectives and a demanding Treasury and Accountant that regularly undervalue the rail industry and these programmes become incredibly challenging to deliver. Keeping everyone up to speed is challenging enough, let alone driving change through each organisation. My job was to connect the dots and keep these £multi-billion programmes on the rails.

It was during this period that I learned about YRP, an organisation which offers free development and networking events, potential for leadership, and promotes opportunities to introduce young(er) people to our brilliant industry. Hungry to learn more and to accelerate my career, I joined up without hesitation.

Brighton Mainline Upgrade, Clayton Tunnel.

© Network Rail

RAIL STRATEGY

With four years’ experience and having seen major rail enhancements of every flavour from almost every angle, it’s perhaps not surprising that in 2017 the Department for Transport recruited me into their Rail Strategy team. I led a policy team attempting to improve the value of rail investment by using private financing and supply

chain capability to reduce complexity and align incentivisation. Everyone who wants to make big changes in this industry should do a stint in government if the opportunity arises – not only is the learning critical, but the Civil Service is an excellent employer and you’ll work with some exceptionally brilliant people.

By this point I was fully bought in to the value of YRP and had progressed from attending events to running the YRP outreach programme for universities, then called Routes into Rail University Presentations Programme. In a stroke of marketing genius, I rebranded it ‘Into Rail’, thus saving everyone plenty of breath, and the programme has since evolved to also incorporate YRP’s school and infant outreach and education elements. I learned that every time I gave my time to volunteer with YRP I would make a new contact, learn something about the industry I’ve since found essential knowledge, and develop my professional portfolio – all of which I have relied on heavily to progress my career and salary potential. So, when the then YRP Chairman invited me to stand for National Treasurer, I leapt at the chance.

EXCITING PROJECT

As much as I enjoyed wrangling with the Westminster politico over industry policy, my heart yearned for project experience. What better project to take on than Europe’s largest construction project and Britain’s first new mainline in well over a century? Everything about High Speed Two is impressive, from its vast workforce and supply chain network to its portfolio of engineering feats and operational ambitions. To be a part of the next generation high speed network is a thrill.

I lead the sponsor team for Euston Station, the London terminus of the HS2 network. Ten subterranean platforms fed by London’s multiple transport networks dispatching trains to the midlands, north of England, and Scotland for the next 100+ years - the station will be an epic example of integrating passenger interchange design with local regeneration and development. The journey hasn’t been easy – guiding the client through difficult decisions and trade-offs in this stakeholder-crowded environment (both metaphorically and literally) – but to have sponsored this national asset will be one of the great honours of my career.

HS2’s Colne Valley Western Slopes project will provide 127 hectares of wood pasture, restored wetlands and native grassland.

NEXT GENERATION

For two of the three years I’ve been with HS2, I’ve chaired YRP. I would characterise my leadership of YRP by highlighting my focus on ‘business first’ from the national leadership, while promoting devolution of delivery and self-determination to our eight fantastic regions. I have worked with some brilliant young volunteers and leaders up and down the country and forged lasting corporate relationships that will see YRP is well supported for years to come. I am so grateful to everyone who I have had the pleasure to lead for their input, patience, and grace. I’ve learned as I’ve gone along – and really that summarises the best of YRP and GB rail – our shared commitment to developing the next generation of young rail professionals into the future leaders of our industry.

NIS SUPPORT'S RAIL'S RECRUITMENT PUSH

A WOLVERHAMPTON-BASED TRAINING PROVIDER IS RAMPING UP ACTIVITIES TO HELP THE RAIL SECTOR MEET AN ANTICIPATED 120,000 SHORTFALL IN STAFF.

Davie Carns. National Infrastructure Solutions (NIS), launched by former youth international footballer and Royal Marine Commando Davie Carns in 2018, is looking to help hundreds of local workers retrain and upskill to take advantage of a ‘once in a generation’ opportunity for the West Midlands.

The company, which is already working with huge industry employers such as Rhomberg Sersa and Amey Rail on industry-specific courses, is also the lead partner at the City of Wolverhampton College’s (CoWC) new rail training centre at its Wellington Road Campus in Bilston.

The facility is equipped with installation and maintenance equipment to support courses on conventional, high speed and light rail lines.

It is also the first in the UK to offer training on slab track systems that are used in the construction of high-speed rail lines, such as HS2, directly adjacent to a conventional rail track for training purposes.

This demonstrates NIS and CoWC’s commitment to creating both opportunity and choice for learners as they take their first steps into the rail industry.

“Our region has a major employment opportunity with billions of pounds going into rail infrastructure projects planned for or passing through our area,” explained Davie, who initially started work in the sector as a trackman, often working weekends and nights while undertaking resettlement from the military.

“Brexit is restricting the flow of European workers, meaning we are in a desperate rush to train people so they can enter employment in the sector and, equally importantly, upskill those already in the industry into more advanced roles to create sustainable careers for all.

“What we have been doing over the last two years is listening to employers to develop a series of on-site and virtual courses that will equip individuals with core practical rail skills and qualifications covering leadership and management,

health and safety and behavioural qualifications.

“Our partnership with the City of Wolverhampton College is also important and the facilities we have there are unrivalled in the UK. This gives us the opportunity to train people in a safe environment on the type of equipment and technology they’ll be working on once they are trackside.”

Demand for NIS’ services has increased by 300% over the last 12 months and the firm has responded by trebling its fulltime workforce, sourcing local talent that is representative of the city it calls home.

It has trained 300 individuals so far, with 70% of participants going on to find sustained employment.

Courses are available for both newcomers to the sector who want to gain the skills employers are looking for, and those already working in the rail industry who want to upskill and develop their knowledge further.

NIS will also run free rail training courses for people who are registered as unemployed through a sector-based work academy programme (SWAP). The six-week scheme will offer pre-employment training, on-site work experience and a guaranteed job interview with an industry employer looking to recruit new staff.

“With my background, it’s no surprise that one of our big passions is supporting former members of the Armed Forces to retrain for a career in rail and this is something we’re looking to develop with the launch of our ‘Back on Track’ programme shortly,” added Davie.

“Our senior management team has agreed to donate 2.5% of our profits to local charities and we want to continue working with fantastic organisations like Reach and Unite to ensure that everyone who wants a career in rail has the opportunity to gain the skills they need to be given a chance in the sector.”