RailStaff - Issue 292 | July - August 2024

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RAIL SAFETY CHALLENGES FOR THE NEW GOVERNMENT

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We have a new government, but the same safety challenges remain. Colin Wheeler brings us the latest developments.

WHAT MAKES A GOOD LISTENER?

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We can all learn to be better at listening, explains Lucina Neal from confidential safety hotline CIRAS.

RAILSTAFF AWARDS: GUARANTEED TO ENTERTAIN

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With the year past its halfway point, the clock is ticking down to the biggest night of the calendar.

NATIONALISATION: WHAT WILL IT MEAN? | 32

Labour has set in motion its plan to re-nationalise the railways. What does that mean for the industry?

has a groundbreaking approach to apprenticeships that promises to redefine vocational training.

Contact us:

Editor: Matt Atkins

Production and design: Adam O’Connor

Track safety: Colin Wheeler

Advertising: Asif Ahmed Craig Smith

NEW GOVERNMENT, NEW BEGINNING?

Contact email addresses

News: news@rail-media.com

Track safety: colin@rail-media.com

Pictures: pictures@rail-media.com

Adverts: adverts@rail-media.com

Subscriptions: manda@rail-media.com

Contact details

RailStaff Publications, Rail Media House, Samson Road, Coalville, Leicestershire, LE67 3FP.

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Email: hello@rail-media.com

It’s incredible what change can take place between print deadlines! With Labour now sitting pretty with a huge majority it has begun to reveal its vision for society, industry, and the economy. But what of Transport?

Although Rail wasn’t top of the agenda while campaigning, in the past month Keir Starmer has made some bold moves. And with Lord Peter Hendy now Rail Minister, it seems someone in the know is finally close to the head of the table. Let’s hope it leads to positive, tangible change.

With a keen eye on political developments, Colin Wheeler kicks off the latest issue with his regular update examining the incidents and accidents currently occupying the RAIB. But, he asks, what has the new government inherited when it comes to track safety, and can it deliver improvements?

Colin also gives us his view on Labour’s plan to nationalise rail, for which the Government introduced the Passenger Railway Services (Public Ownership) Bill on 18 July. He considers what it will mean for passenger and freight services, and discusses the good and not-so-good of the British Rail days.

The Government clearly has plans for the network but achieving this will rely on bringing the weight of its workforce to bear. New recruits will be required and current employees might be wise to sharpen up their skills. In this issue we feature a focus on training, qualifications, and careers, which should prove useful to anyone looking to get ahead in their current role or make a change within the industry.

We hear from a number of organisations who give us insights into their training programs and tips on how we can all develop our own skills. Elev8 Training introduces us to its groundbreaking approach to apprenticeships which, it says, will redefine vocational training. Confidential safety hotline CIRAS, teaches us the importance of listening and how to better develop that skill. Learning Partners Limited explains how good leadership can bring calm to even the most stressful of workplace environments and, finally, RSSB provides a case study on the impact of its own programme which empowers railway staff to make sound decisions under pressure.

To round off the focus we touch on the recurring issue of manpower. With recruitment being an ongoing headache for many firms, the industry has often looked outside its own boundaries for new blood. One reliable source of workers has always been the Armed Forces, and we take a look at how the skills and attributes which make for success on land, air, and sea, can be transferred over to life on the rails.

Bringing the issue to a close, Bonnie Price, CEO of Young Rail Professionals, fills us in on the organisation’s successes over the past few months and gives us a taste of the events it has in store in the final weeks of the summer.

And, talking of events, we’re inching ever closer to the celebration of the year – the RailStaff Awards. Make sure to finalise your nominations and bag your tickets today!

HS2 has invited Hitachi Rail GTS UK Limited, Indra Sistemas S.A., and Siemens Mobility Limited to tender for a major contract to provide and maintain the station control systems that will give trains approval to depart the platform at the highspeed rail project’s four new stations.

A network of cameras linked to central control rooms will monitor the 400-metrelong platforms – at London Euston, Old Oak Common, Interchange and Birmingham Curzon Street - to ensure that passengers have safely boarded the train before the signal is given to close the doors and leave the station.

This will help ensure trains, each carrying up to a thousand passengers, are able to depart as quickly as possible from the platform – achieving optimum dwell times and speeding up overall journeys.

By keeping these longer distance nonstopping trains separate from slower services, the project will also free up space on the most

HS2 suppliers invited to tender

congested southern end of the existing West Coast Main Line for more freight and local journeys.

Platform edge doors, procured under a separate contract, will be installed at Old Oak Common and Interchange. A small team of dispatchers in each station will monitor the cameras and use the functionality of the train dispatch system to give approval for the platform edge doors to close and the authorisation for the train to safely depart.

At terminus stations, such as Curzon Street, where platform edge doors won’t be provided, the approval will be sent directly to the train by the train dispatch system.

HS2 Ltd began the formal procurement process in October 2023 and intends to award two contracts to the same contractor – one for design, installation, testing and commissioning and another for up to 15 years of maintenance and technical support. Contracts will be awarded in 2025.

New Manchester - London service proposed

Proposals to run new train services between Manchester, the West Midlands and London Euston were unveiled by London Northwestern Railway on Monday 1 July.

The plans are designed to improve connectivity between the Midlands and the North West and provide more choice for passengers. Under the proposals, London Northwestern Railway’s existing services between London Euston and Crewe would be extended through to Manchester Victoria and the current services between Stafford and Crewe would be extended to Manchester Airport.

As well as bringing additional capacity to Manchester, the plans will create new direct links from Rugeley, Lichfield, Tamworth and Atherstone in the West Midlands to the city and Warrington, from summer 2026.

The services linking Manchester city centre to London would

use the operator’s brand-new Class 730 electric trains, which are manufactured in the Midlands by Alstom and will provide a significant increase in capacity, with each 10-car train able to carry more than 1,200 passengers. The proposal will see London Northwestern Railway working with local operators and Network Rail to determine the best overall solution, tying in with planned upgrades to Manchester Victoria station, the TransPennine route upgrade and other local improvements in the North West.

In addition to the economic and environmental benefits, the new services would also create new train crew and management jobs in the North West.

London Northwestern Railway will formally submit its plans to the Office for Rail and Road (ORR) later this year. If approved, the new services could commence from May 2026 once additional train crew have been recruited and trained.

Electrification milestone for Midland Main Line

A major milestone has been hit as Network Rail teams have successfully electrified the line between Kettering and Wigston, allowing for greener and quieter journeys along the Midland Main Line in the future.

On Sunday 28 July, 25,000 volts of electricity was switched on between Kettering and Wigston as work continues on the wider Midland Main Line Upgrade to provide passengers with more reliable, faster, and greener journeys.

The wires will power new bi-mode (diesel and electric) trains through the area in the future, resulting in quieter journeys for passengers and residents living near the railway.

Network Rail is electrifying the railway as part of the multi-million-pound Midland Main Line upgrade.

Now the lines are live, residents are being reminded of Network Rail’s ‘Always On!’ campaign and the consequences of trespassing on the railway.

Ahead of the electrification, Wigston fire service has received additional training on how to safely respond to emergencies on the railway.

These were held at East Langton substation, which is one of the three new substations that is providing power to the route.

The sessions were delivered by Network Rail and SPL Powerlines teams. Fire crews were able to examine the overhead lines and substation to understand the potential dangers of live power lines and how to best manage these in an emergency.

Electrifying the Midland Main Line will help reach Network Rail’s net zero carbon emissions target by 2050.

Chris Morgan-Jones, senior project engineer for Network Rail’s East Midlands route said: “Electrifying the line between Kettering and Wigston is a major milestone in the wider Midland Main Line project, allowing for more greener and quieter journeys for passengers travelling through the area.

“Safety is Network Rail’s top priority, and while this is a huge moment for the project, we want to remind residents of the potential risks of overhead power lines. These wires carry 25,000 volts of electricity and make trespassing on the railway even more dangerous.

“We would like to thank passengers and residents for their patience and understanding while we have been electrifying this part of the route.”

Samaritans and Network Rail extend partnership

Samaritans announced today that it will continue to be the primary delivery partner for Network Rail’s strategy to prevent suicide on the railway following a tender process.

Samaritans has been partnering with Network Rail since 2010, and this contract will be delivered between September 2024 and March 2027.

Olivia Cayley, head of rail programme at Samaritans, said, "We are looking forward to what our ongoing partnership with Network Rail will achieve. The programme ensures we can reach more people who may be struggling to cope and support rail staff and passengers who are affected by incidents that happen.”

"As part of this new contract, we will continue to deliver the successful Small Talk Saves Lives campaign each year to raise awareness of how people can start a conversation with people who are in distress. The continuation of the programme ensures we can train more rail staff and deliver local community events, supported by a range of partners and Samaritans volunteers. Working with Network Rail until March 2027 means our partnership will save thousands more lives."

Louise McNally, suicide prevention lead at Network Rail, said: “We’re really pleased that we’ll be continuing our partnership with Samaritans which will allow us to continue training more rail staff as part of our Rail Suicide Prevention Programme.

“In 2025, the partnership will have reached its 15-year-milestone, which is a massive achievement and one we’re extremely proud to share with Samaritans as the work they do continues to support thousands of vulnerable people across the rail network as well as save many more lives.”

Hero conductor helps save ill passenger

A train conductor working for Northern has been praised after he made sure a passenger got swift medical treatment which may have saved her life.

Naheed Asif, 47, was working on a train travelling from Crewe to Manchester Piccadilly in June when he realised a woman who had just boarded was not well and urgently needed help.

Naheed, who is trained in first aid, alerted the driver. He halted the train at Cheadle Hulme and the line was blocked while he contacted the emergency services.

Her condition deteriorated but Naheed followed instructions from the call handler and provided assistance until paramedics arrived on the scene.

After she was taken to hospital for treatment a relative got in touch with Northern to say his swift intervention may have saved her life.

“When she walked onto the train, I knew something was not right and I needed to check on her. It was a gut feeling,” he said.

“I said I didn’t need to check her ticket, I just wanted to see if she was okay.

“I knew she needed medical attention and we had to get the paramedics to her straight away because I had never seen this before, even after previously working in the airline industry for 20 years.

“It was a team effort as my driver assisted me while I spoke to control and 999.”

Naheed is one of three Northern conductors who were recognised for stepping up to help customers in June.

Network Rail completes High Level Bridge upgrade

A year-long project to strengthen the iconic High Level Bridge which provides a vital road and railway link over the River Tyne is now complete.

Network Rail has invested £5.2 million to overhaul the underside of the Victorian-built structure which connects Gateshead and Newcastle.

Designed by railway pioneer Robert Stephenson, when complete in 1849 it was the first double-decker road and railway bridge in the world.

High Level Bridge reopened as normal for pedestrians and road users on 25 July after essential repainting and strengthening work.

The 175-year-old bridge needs regular maintenance, and this latest overhaul by Network Rail and contractor AmcoGiffen has seen:

• Grit blasting and repainting of the structural beams holding up the road and pedestrian decks to stop them from being weakened from corrosion.

• Structural repairs to wrought ironwork across the bridge at road and pedestrian level.

• Waterproofing the road deck and improving the drainage channels on the road to protect the newly refurbished structural beams below.

• Resurfacing the carriageway for a smoother ride for cyclists and road traffic.

460 tonnes of scaffolding installed to make the temporary deck to paint the underside of the road deck. Much of the work happened at night to minimise disruption to road users.

Train journeys have been unaffected with all services running on the top bridge deck as normal throughout the project.

As a Grade I listed structure, a complex scaffolding system had to be hung from the bridge without it interfering with the original ironwork.

Chris Pennock, AmcoGiffen framework director, said: “We’re pleased to complete the extensive repairs and improvements safely and successfully at High Level Bridge on behalf of Network Rail. This significant investment has revitalised the 175-year-old landmark and will preserve its structural integrity and historical significance for years to come.”

Yorkshire authorities partner to attract investment

Business Doncaster and Invest Goole, both the economic development arms of their local councils, have partnered to work together in delivering an investment message for ‘Rail in Yorkshire’.

Doncaster and Goole are centrally located in the UK, with excellent access to supply leading European markets and beyond. Rail has been a major part of Doncaster’s economy for more than 150 years and, with a world class cluster of rail businesses,

Tributes paid to Sir Kenneth Grange

Tributes were paid to Sir Kenneth Grange, designer of the Intercity 125 train, after he passed away on 21 July.

Sir Kenneth was a household name for designing many items, including cameras for Kodak and food mixers for Kenwood, and founded the design consultancy Pentagram in the early 1970s. He is famed within the rail industry for designing the interior layout and nose cone exterior of Britain’s first high-speed train.

InterCity 125 trains ran for four decades along the East Coast Main Line. Some remain in service with Great Western Railway and ScotRail. In May 2019, LNER held an event to mark the retirement of the fleet from its route and Sir Kenneth Grange was a special guest.

David Horne, managing director at LNER, said “We are deeply saddened to hear of the death of Sir Kenneth Grange, designer of icons. Sir Kenneth created the InterCity 125 which transformed the fortunes of long-distance rail travel in Britain.

We were honoured to welcome Sir Kenneth to London King’s Cross Station in 2019 to say farewell to the iconic fleet, which is quite simply a design classic. His legacy will live on through his numerous everyday designs from Anglepoise lamps to the TX1 London taxi.”

Sir Kenneth received his knighthood in 2014, for services to design. He was honorary president of the 125 Group, which works to preserve the legacy of the InterCity 125s.

The group commented: “Sir Kenneth became a key designer for

including Hitachi Rail, Freightliner, Network Rail, Hird Rail, and GB Railfreight employing over 8,000 people, a strong supplier base, and proximity to other UK rail clusters, such as Goole, Doncaster remains a key location for rail investment.

This rich ecosystem has catalysed the formation of new infrastructure to support further growth in the rail sector, such as RaisE Business Centre (Rail Accelerator and Innovation Solutions hub for Enterprise) at Goole.

Siemens Mobility is developing a new 67-acre train manufacturing facility in Goole to supply the next generation of trains to the UK market, with Transport for London (TfL) orders for the new Piccadilly Line already in production.

Victoria Poppleton, sector growth and investment team leader for City of Doncaster Council, and Bekki Banks, inward investment project manager for East Riding of Yorkshire Council, recognised that working together collaboratively and developing a more strategic approach would help generate opportunities for private investors and create jobs for the growth of the local economy and the rail sector. South and East Yorkshire already has a strong rail presence and, by working together, it can provide an even better base for investors to grow and develop.

Both Business Doncaster and Invest Goole will retain their own identity and independence, and continue to operate in the normal way, but will of course work together, as partners, where there is mutual benefit and added value for the rail sector.

many iconic household items – but will be best remembered by us for the amazing transition he made to the front-end design styling and livery of the InterCity 125.

Following the Group's involvement with the restoration of the Prototype Power Car, Sir Kenneth became a good friend of the Group, an advocate of our aims and has been our Honorary President for the last 10 years – visiting us at events on numerous occasions.”

NEWS IN BRIEF

LEAF SEASON IS COMING

Northern says it is confident it will outfox its old adversary ‘leaves on the line’ this autumn. Among the technology in its arsenal this year are: Water-Trak technology that sprays water onto the track to help wheels from slipping; Wheel Slide Prevention technology that prevents wheels from ‘locking’ while the train is moving; and Double Variable Rate Sanders which deploy up to three times the quantity of sand at a higher speed than previous versions.

With these units deployed across the network, Northern is confident that disruption caused by leaf-fall will be kept to an absolute minimum.

CONTRACT EXTENDED

Alstom has signed a £10.4 million contract extension with passenger operator TransPennine Express to maintain their Class 397 fleet.

The contract will see Alstom continue to offer train maintenance, stabling, servicing and cleaning services for TransPennine Express’ 12 Class 397 fivecar electric multiple units.

The work for TransPennine Express will continue to be carried out at Alstom’s Traincare Centres in Manchester and Glasgow.

KEEP OFF THE TRACKS

Network Rail has urged people to stay off the tracks over the summer, as new safety figures reveal that there were more than 19,300 trespass incidents on the rail network in the 2023/24 financial year. Trespass was one of the biggest causes of delay in 2023/4, accounting for 108,168 minutes of delays to rail passenger and freight.

The figures also reveal that trespass is almost twice as likely to happen during the summer months, with more than 60% of all incidents recorded during British Summer Time.

WILD WEATHER AHEAD

A new paper from electrification engineers at Furrer+Frey - Climate Resilience in Rail Electrification - has identified five railway lines in need of immediate assessment and renewal to prevent further disruption and delays for passengers. These are: Manchester to Hadfield and Glossop; London Fenchurch Street to Tilbury; West Anglia Mainline lines; West Coast Mainline (Crewe to Glasgow); and Great Western (Paddington to Heathrow).

Furrer+Frey is calling for the climate resilience of these lines to be assessed and reviewed urgently.

Edgcott Road bridge lift complete

The replacement of a key local road bridge in Buckinghamshire has taken a major step forward after HS2 engineers lifted nine massive steel beams that will form the main structure of the new bridge.

Stretching for 112 metres, the bridge will carry Edgcott Road across the new highspeed railway and an existing freight line, which runs parallel for five miles between the Bucks Railway Centre near Quainton and the village of Calvert.

It is one of 24 HS2 bridges and other structures which are being built wide enough for both sets of tracks to run side by side. Replacing the old, smaller bridge will allow the currently disused railway to be brought back into use in the future.

The new bridge is being built by HS2 Ltd’s main works contractor, EKFB - a team made up of Eiffage, Kier, Ferrovial Construction and BAM Nuttall - working with Eiffage Metal, Osprey and Allerton Steel.

Birmingham, significantly reduce journey times and free up space on the existing mainline for more local and freight services.

Welcoming the milestone, HS2 Ltd Senior Project Manager Hugo Rebelo said: “It’s great to see the first beams in position for Edgcott Road bridge. This unusually long structure will cross both the HS2 line and the currently disused freight line – keeping open the opportunity for it to be upgraded for local passenger trains in the future.

They used a 650-tonne crawler crane to lift the steel beams into position, with the operation being completed over the last month.

Made of ‘weathering steel’, the beams are a naturally russet brown colour and were welded together on site to form the main span of the bridge which was lifted in six large sections.

Two 6.8-metre-high concrete piers and abutments on either side will support the steel beams which weigh a total of 610 tonnes. A reinforced concrete deck will then sit on top to support the road, which carries local traffic between Quainton and Calvert.

Once complete, HS2 will carry long distance trains between London and

“The site team have made good progress so far and I look forward to seeing it come together over the next year as we complete the deck and the diversion of the existing road.”

Edgcott Road is one of more than 500 bridging structures on the project, which range from simple footbridges, to special ‘green bridges’ planted with foliage to encourage wildlife, and major viaducts like Colne Valley, which at 2.1 miles, is set to become the longest railway bridge in the UK.

The freight line runs from Aylesbury Vale Parkway, running alongside HS2 from the Buckinghamshire Railway Centre at Quainton to the Calvert Waste Management Site. It was built in 1899 as part of the Great Central Railway, carrying passengers between London Marylebone, Nottingham and Sheffield - and closed to passengers in the 1960s.

Train services through the Severn Tunnel resumed on Friday 19 July after 16 days of essential round-the-clock work to renew the track.

The railway line through the tunnel was closed from Wednesday 3 July to Thursday 18 July to allow Network Rail teams to replace the entire 7km (4.3 miles) of track in the Wales-

Severn Tunnel track renewal complete

bound direction.

The £10 million project – the largest track renewal in living memory inside the 138-year-old tunnel – was completed on time and on budget.

Over the 16 days, engineers installed almost 11,000 sleepers, more than 22,000 tonnes of new ballast, and 66 216-metre-long rails. They also removed 21,000 tonnes of spoil.

Arriva Rail London trials sign language tech

Arriva Rail London (ARL), is trialling an innovative solution - Luna - to help British Sign Language (BSL) users access essential information whilst travelling on the London Overground network.

The trial is in collaboration with GoMedia, a subsidiary of Icomera, a provider of onboard public transport ‘infotainment’. GoMedia has developed Luna which translates digital

information listed online into BSL and transmits it directly to the user through their smart device via a personalised digital sign language avatar. This is being trialled across five London Overground stations until September 2024.

There are more than 150,000 people in the UK who rely on BSL, meaning that many passengers who are deaf or have hearing loss struggle to access essential information whilst travelling. This can be particularly difficult during service disruptions, as information is often shared through audio announcements and is not always available on visual displays or signs. This initiative will benefit other customers too, for example, people who wear noise cancelling headphones when travelling due to noise sensitivity, as text and audio options are available for non-BSL users.

Salt water and minerals inside the tunnel make for a corrosive environment, and track that would usually last 25 years elsewhere on the railway needs to be replaced around every 10 years.

In addition to the Severn Tunnel track renewal, 900 metres of track was replaced at Cattybrook, Almondsbury, and more than 230 metres of

track drainage was replaced at Patchway Gap – between the two Patchway tunnels near Bristol.

Nick Millington, Network Rail Wales and Borders route director, said: “This essential work means the entire track within the Severn Tunnel has now been renewed within the past two years.

“We are committed to providing lower-carbon and reliable rail transport between South Wales and England – and this major track renewal on such a busy route is a significant part of that.

“I would like to pay tribute to the dedication and skill of the Network Rail teams and our contractors, who worked 24/7 in challenging conditions to safely deliver the largest track replacement in the tunnel for many years.

“I would also thank our passengers and our train operator colleagues, notably those at Great Western Railway, for their patience over the past 16 days while we carried out this work.”

“I’ve never found a more perfect example of how older people should be

On Tuesday 23 July, the National Audit Office (NAO), which scrutinises public spending for Parliament, released its report on HS2 and value for money.

The report shows that billions of pounds and significant benefits of the project have been wasted by the cancellation of its Northern leg. It details how the cancellation of half the project has made its purposes unclear, wasted significant resources, and impacted plans for greater capacity on the nation’s railways.

The decision to scrap Phase 2 will cost £100 million and could take three years to shut down sites where work has begun. The report also states that the previous Conservative government had spent £592 million buying up land and property along now-cancelled parts of the route.

Commenting on the report, Railway Industry Association (RIA) Chief Executive Darren Caplan, said: “The Railway Industry Association has consistently argued in the past that to get the full benefits of HS2 investment you ultimately need to build the full scheme. With large parts of the planned HS2 scheme scrapped, the problems of a lack of current and future capacity on the UK’s north-south railway corridors remain.

“The West Coast Main Line (WCML) transport corridor is clearly a vital artery for

NAO details cost of Phase 2 cancellation

UK economic growth, carrying millions of rail passengers and tonnes of freight. Today’s NAO report is a stark reminder that the current position of no new significant capacity to ease congestion on this rail corridor is simply untenable. Ministers in the new Labour Government now need to ensure it has all the powers and approvals required to facilitate rail growth north of Birmingham - without which Birmingham risks becoming a terminal, rather than the national hub it should be.

“The Government needs to set out a plan for how more capacity can be provided north of Birmingham, given, as the report points out, WCML will be full by the mid-2030s. This work is particularly urgent to prevent bottlenecks

in the future with the UK population set to increase by 10% until the mid-2030s and, according to the recent RIA-commissioned Steer report, passenger numbers set to grow between 37% and 97% to 2050.

“The report also highlights the need for the Government to urgently provide a coherent plan for HS2 connectivity to Euston station. Delivering the route into central Londonwithout delay - is crucial to avoid changing HS2 from what is supposed to be a strategic piece of national infrastructure into an Acton to Aston line. So getting the right station design at Euston is the next urgent step if we are to get value from all the investment already made.”

GCRE and Network Rail announce partnership

GCRE Limited and Network Rail have signed a major new commercial arrangement aimed at accelerating innovation in UK rail.

The deal will see the Global Centre of Rail Excellence (GCRE) support Network Rail with testing, research and innovation, once the site is operational.

GCRE has been supported with funding from Welsh and UK Governments and will

be a purpose-built facility for world class research, testing and certification of rolling stock, infrastructure and cutting-edge new rail technologies.

The announcement is the latest in a series of major commercial partnerships to be agreed by GCRE, including Hitachi, CAF and Transport for Wales.

Simon Jones said: “GCRE is delighted to agree this significant commercial agreement with Network Rail, which aims to be a long-

term partnership. GCRE facilities will support Network Rail with its research, testing and certification activity, by providing access to R&D and innovation infrastructure found nowhere else in Europe.

“As a site for world class innovation, GCRE will be Europe’s first, purpose-built site for rolling stock testing, infrastructure innovation and the development of cutting edge new decarbonisation technologies. It’s fantastic that Network Rail will now be a key customer of the GCRE site once it is built.

“In their business plan published last year, Network Rail outlined some of the vitally important work they need to do across the UK network in the coming years, including supporting the industry’s path to net zero and helping develop new and more resilient rail infrastructure in the context of the climate crisis.

“At our GCRE facility we can support that activity with the development of the ideas, research and innovation that will help deliver the stronger, faster and greener railway we need for the future.

GCRE is a purpose-built rail innovation centre being constructed in South Wales which aims to become Europe’s leading facility for rail innovation.

Construction of HS2’s new super-hub station in west London, Old Oak Common, has moved into a new phase as workers on the project completed the excavation of the huge underground box structure where high speed trains will stop.

The excavation has taken three years, after permanent construction to form the walls of the box began in June 2021. The vast underground box has a 1.12-mile fibre-reinforced concrete diaphragm wall around it, and 1.3 million tonnes of London Clay has been removed from inside –enough to fill over 300 Olympic sized swimming pools.

HS2’s Station Construction Partner, Balfour Beatty VINCI SYSTRA joint venture (BBVS JV), working with its specialist structures contractor Expanded, completed the excavation with apprentice Miguel Jardim removing the last of the London clay from the box.

In a further breakthrough, more than 1,500 apprentices have now started work on HS2 – putting the project firmly on track to

Old Oak Common excavation complete

meet its target to generate 2,000 apprenticeships.

The excavation was completed section by section within the box starting from the west and the east of the structure and meeting in the middle.

The box is 20 metres in depth and a reinforced concrete base slab up to 2 metres in depth is being poured throughout.

32,000 tonnes of steel rebar, assembled by hand on site, has been used in the box alongside 160 reinforced concrete columns which have been installed inside the outer wall to help support the structure.

All steel used was 100% responsibly sourced and most of the concrete used is produced by the London Concrete batching plant on site, which reuses rainwater in its mixes. Now the box has been fully excavated, the team will be working to pour the final sections of base slab to complete the box.

Six 450-metre platforms will be constructed in the underground box for HS2 services. Above ground, eight further platforms are being built, and will be served by the Elizabeth Line, Great

Western Mainline services and the Heathrow Express. Old Oak Common station will become one of the country’s most vital transport hubs which will be directly connected on the UK’s railway network to more than 170 destinations.

The huge amount of London Clay removed in the excavation has been taken away from site by conveyor, reducing lorry movements on local roads. The conveyor, run by the Subcontractor Fairport, took the spoil to the nearby London

Logistics Hub, managed by Skanska Costain STRABAG (SCS JV), from where it has been transported by rail to beneficial reuse sites in Kent, Warwickshire and Cambridgeshire.

Coinciding with the excavation of the box, HS2 has decommissioned the Old Oak Common station conveyor which has removed over 75,000 lorries from the road since it’s operation in November 2022. Further spurs of the conveyor being used for HS2’s tunnelling operation in the area remain in use.

The east end of the underground box has been handed over to HS2’s London Tunnels contractor, SCS JV, which is preparing to construct HS2’s running tunnel to Euston. Two giant tunnel boring machines will be lowered into the underground box later this year, before the station team commence building the roof structure of the super-hub station. Timings and funding for the construction of the Euston Tunnel are being confirmed with government.

RAIL SAFETY CHALLENGES FOR THE NEW GOVERNMENT

The Rail Accident and Incident Board (RAIB) has issued its annual report for the calendar year 2023. The bald statistics, ongoing reports, and investigations workload is worrying and will doubtless be on the agenda for the new Government. Hopefully whatever is changed as our railways become nationalised again, will lead to a safer railway staffed by committed individuals that meets the needs for improved and increased freight and passenger services, and contributes to reducing global warming.

In 2023 the RAIB published 14 full investigation reports and six Safety Digests. Seven letters were sent to coroners, and one to the industry. Two ‘Urgent Safety Advice Notices’ were also issued and 49 safety recommendations were made.

Trolley

brakes became ineffective

RAIB is investigating an incident that took place at 05:00 on 26 May at North Rode, Cheshire, when a rail trolley ran away on a descending gradient towards a site of work and team of track workers. Fortunately,

the trolley collided with some equipment that was being used for moving rails within the worksite and was brought to rest. It had run away for some 1,100 metres before the collision stopped it. The workers saw it approaching and moved clear, so no one was injured.

The trolley was being used to move equipment when, “its brakes became ineffective.”

RAIB has begun its investigation which will consider the design and maintenance of the trolley, the actions of those involved and “the arrangements to manage and control the use of the trolley.”

Car and train collide on Redcar Level Crossing

At around 09:25, on 1 May, a passenger train travelling at just 23mph between Saltburn and Nunthorpe struck a car on Redcar Level Crossing. The car was “significantly damaged”, and its driver was injured. There were no injuries to passengers or staff on the train. Redcar Level Crossing has road traffic light signals and barriers on both sides of the railway. Fully extended, the barriers cross the whole width of the road.

The signaller had not closed the level crossing to road traffic. The train driver had been authorised by the signaller to pass a signal “showing a red aspect.” The signal provides protection to two level crossings including Redcar. RAIB’s investigation will identify the sequence of events, the actions of the signaller and train driver, the management of staff, engineering safeguards within both the signalling and level crossing control system, and any underlying management factors.

Colin Wheeler.

©

Rhomberg

Sersa Rail Group

The trolley and railmoving equipment following the collision.

Near miss with a track worker at 104mph

RAIB published a news story on 29 May saying it was investigating a near miss at 104mph between Harpenden and Luton involving an East Midlands train on the Down Fast line some 2.7 miles north of Harpenden. The worker involved was crossing an underbridge with insufficient clearance between its parapet and the nearest running rail. Seeing the worker on the bridge, the train driver sounded the train horn and made an emergency brake application. The worker reached the far side of the bridge just before the train passed.

The train stopped and its driver reported the near miss to the signaller, being unsure whether the trackworker had been struck. The worker was a group member who had earlier left the group and walked alone back to their van at the access point south of the bridge. RAIB’s investigation is underway.

MOD wagon runs away

On 16 May, RAIB published its report following an incident at Kineton in Warwickshire on 23 May 2023. At around 21:08 in the evening an empty wagon from sidings within the Munitions Depot ran away. The runaway wagon went through two sets of trailing hand points, both set in the opposing direction. It broke through the gates at the exit to the sidings and passed over two farm crossings and a public road level crossing. No one was injured. The investigation found that the wagon had been stabled on a gradient with insufficient brake force to

restrain it. It was owned by DB Cargo and leased to Kuehne Nagel who operated it for the MOD.

The report’s five recommendations cover management issues, and the need to review wagon maintenance procedures and “to ensure wagon brake components are scheduled for replacement at the end of their design life.”

SPAD at Stafford Trent Valley

RAIB issued this report on 17 June. The signal passed at danger is on the approach to Stafford Trent Valley Number 1. The incident occurred on 22 August last year. A Freightliner electric locomotive was on a test run following repairs when it passed a signal at danger (red). It ran for 740 metres beyond the red signal before running through points and coming to a stand at the junction.

When stopped, the position of the locomotive conflicted with the route which had been set for a southbound train. That train was fortunately not in the vicinity but a northbound train had passed over the junction just a few seconds before the locomotive reached the points. The locomotive did not foul the line on which the northbound train travelled. No one was injured and the locomotive did not derail, although running through the points caused damage.

The investigation found that the locomotive had been travelling too fast as it approached the red signal and so was unable to stop. The driver’s focus was diverted by the aspects of previous signals which warned that a red signal ahead should be expected. The driver was also dealing with a fault on the locomotive that caused the driver to come to a stand at a previous signal. The report states that: “it is possible that this previous signal was not clearly visible to the driver when restarting the train after resetting the fault.”

RAIB found that Freightliner had no formal process for managing risks associated with test runs and light locomotives. It also found that “its competence management system had

Redcar level crossing looking towards Redcar Central station.

MOD wagon.

not equipped the driver to deal with an unexpected and potentially distracting situation in an effective and safe manner.”

The consequences were exacerbated by the high level of acceleration applied after the driver cleared the fault. The locomotive was driven “at speeds above those permitted by operating rules”. Also, “no engineering safety system intervened to apply the locomotives brakes before they were applied by the driver.”

RAIB’s report makes two recommendations to Freightliner. First, it is to review risk assessments and processes for the operation of light locomotives to better manage operational risk. The second recommendation relates to how drivers are trained and assessed to manage out of course, abnormal, and potentially stressful events. RAIB’s additional learning points address compliance with locomotive speed rules, and the development and maintenance of route knowledge and settings for train protection systems.

At Euxton Junction there are four lines designated as Up and Down Fast and Up and Down Slow. The train involved was the 11:36 Glasgow Central to London. The Network Rail team was led by the COSS with a technician; a third team member was not at lineside.

The Safe System of Work (SSoW) had been sent out but the COSS received it after their shift began. It should have been received at least a shift earlier. Network Rail’s standard is specific - the person in charge is to receive the plan, review it and “verify it at least one shift in advance.” The pack sent out included three SSoW’s. It included a separated system of work at the incident location requiring the team to keep at least two metres between the site of work and the nearest running rail. A blockage of the Up Fast was planned along with a second one for the Down Fast to allow work to be done closer to the lines concerned.

Around noon, the COSS reported for duty at the depot near Preston Station. Their works order specified two maintenance items: testing

Trackworker near miss in Lancashire

RAIB published Safety Digest 05/2024 on 19 June, relating to this near miss at Euxton Junction on the West Coast Main Line. It occurred on 14 March and was reported by the train driver at around 14:14. The trackworker involved was also the Controller of Site Safety (COSS) who had been looking for a location cabinet where scheduled maintenance was to be carried out.

The COSS was alerted by a shouted warning from a member of the public on a nearby footbridge and the train driver’s horn. The COSS moved to a position of safety with just two seconds to spare. The COSS had misidentified which lines were blocked despite signage on one of the access points used by the team. The signage correctly showed the track layout. The COSS did not realise the error nor was it challenged by team members during the COSS’s briefing.

within a lineside location cabinet (LOC) and a track circuit inspection in the same area. Before leaving the depot, the COSS checked the LOC location identifying two LOC’s with the same identifying number. One was adjacent to the Up Fast and the other adjacent to the Down Fast. The COSS left the depot understanding that the work was to be done adjacent on the LOC next to the Down Fast.

Consequently, the COSS contacted the Preston signaller and asked for the Down Fast to be blocked. This was done at 13:54. When briefing the technician, the COSS stated that the “closest line was blocked”. The COSS started walking to the Old School Lane access point using the four-foot of the Up Fast line believing it to be the Down Fast line.

The approaching passenger train, travelling at 110mph, was seen by the technician who assumed it was on the other line. The COSS heard the trains warning horn but

acknowledged it without looking up. As it came closer, the COSS realised the error and moved to a place of safety with just two seconds to spare. The safe work plan gave location and access details, but the works order only gave the line reference number.

London

Underground trap and drag accidents

On 27 June, RAIB issued report 06/2024 following its investigations into accidents at Archway and Chalk Farm stations which occurred on 18 February and 20 April last year, respectively.

On 18 February at 15:50, a passenger was trapped by the door of a Northern Line train at Archway Station by their coat. Exiting through a single leaf door at the rear of the fifth car, the passenger was dragged for two metres before the coat became free. The passenger’s companion, who was holding on to them, also fell to the ground. The train travelled 20 metres before it was stopped by the operator. The passenger received serious injuries.

The operator was not aware that the pilot light indicating doors closed could still illuminate when something was trapped in the doors.

On 20 April at 23:03, a similar accident occurred on the Northern Line at Chalk Farm. Having attempted to board the passenger stepped back, but being close to the train their coat was trapped and they were dragged for 20 metres before the coat became free. Unaware of the accident, the train continued its journey. The passenger sustained minor physical injuries to their left elbow and both knees, and suffered psychological harm. The door control system did not detect the trapped coat.

Four recommendations are made by RAIB. They stress the importance of documenting action plans, recording safety briefings, and promptly reporting notifiable accidents to the RAIB. The third recommendation stresses the importance of trainers and managers ensuring that train operators fully understand the risks of relying on pilot lights when deciding it is safe to start the train away from a platform. RAIB’s listed learning points, include action plans and recorded safety briefings.

Class 90 locomotive during the test run.

(courtesy of John Neave)

View southbound from the west (tailwall) end of platform 2 at Chalk Farm.

WHAT MAKES A GOOD LISTENER?

Most of us believe we know how to listen. If someone wants to share something with us then we’re ready to step up and listen to them – a problem shared is a problem halved, after all. But what makes a good listener? Are we doing that? And why does it matter for safety?

At its most basic, listening is hearing what someone is saying. It’s more than that, though. You’re actively stopping what you’re doing and paying careful attention. This is better than ‘listening passively’, where you don’t fully understand the words being said

because you’re paying more attention to the thoughts in your head or your surroundings.

If someone is listening, you might expect them to show this with their facial expressions and verbal sounds, as well as by not talking over you.

But listening doesn’t always take place at the same time as something is raised or spoken about. Online channels and apps can help people to be heard and to receive a response later. In these cases, proof of listening comes through the type of response and actions that follow the listening.

WHY WE LISTEN

When we listen, we may have an intention, an idea of why we are listening. Maybe we’re finding out information to help us carry out a task, or we’re trying to understand someone’s perspective of a situation. But it’s better to listen with no agenda, no expectation of what someone’s about to say. Then we can hear more and learn more.

Where we’re listening to understand or help, our focus is what we can do for other people. Even so, it’s worth checking that our expectations of a discussion don’t stop us from truly focusing on what the other person is saying, so we don’t miss out on valuable insight and understanding what will really help them. The insight might not even come from the words. Listening includes paying attention to gestures, expressions, and even what’s left unsaid.

In our daily lives, we’re likely to listen closely to those we care about, such as family, friends, and close colleagues. If someone’s having a tough time, we want to be there for them. Often, the best way we can do this is to listen.

istockphoto.com/sturti

WAYS TO LISTEN

Listening models help us think practically when we want to offer our support to someone who’s struggling. These can help us be more present in any conversation.

For example, Samaritans uses SHUSH:

• Show you care.

• Have patience.

• Use open questions.

• Say it back.

• Have courage.

There’s more information on samaritans.org.

There’s also the RAILS model:

• Remain calm.

• Approach.

• Inquire.

• Listen.

• Support. Find out more on CIRAS’ website.

What else do we know about what good listening looks like? Research backs up the above suggestions.

LISTENER?

Asking questions not only shows understanding but also helps you discover more. It signals careful listening. Repeating back what you hear helps confirm your understanding and gives whoever you’re listening to an opportunity to clarify or correct it. It becomes a conversation.

Importantly, it’s about asking the right questions that follow on from listening, not from your own separate train of thought, and talking at the right time, not over the top of the person speaking. Take your cues from them. Cooperation is key.

When someone feels safe, as though they’ll be listened to, they’ll say more. By asking open-ended questions, where the answer isn’t just ‘yes’ or ‘no’, you can help develop the conversation and show you’re

safe and want to listen without judgement.

Not judging and not being defensive will help them open up. Defensiveness may be natural if you’re hearing criticism, or if you disagree, but showing this will close down the conversation, and neither listener nor speaker will feel that it’s been effective.

LISTENING TO STAY SAFE

As discussed, we can listen to gather information. Having the right information means we can remove hazards and prevent risks and harm. So, listening better can also help us be safer. This isn’t just about an individual listening out to warnings and instructions to carry out tasks safely. It also means organisations listening

to concerns without judgement or bias, so the focus stays on the information and what can be learned from the concern or issue raised.

If you feel you’re not being listened to, even if you’ve raised a concern before, there are ways to be heard that you might not have tried. Within your company, you can reach out to your line manager, your supervisor, a site manager, or a health and safety professional. Or you could use other internal reporting channels.

Unions can also provide a listening ear. Someone will listen and respond.

There is also CIRAS, the confidential safety hotline. You can raise a concern through CIRAS, and CIRAS will share it with the right person who can act on it, with your identity protected. You can use CIRAS to raise concerns for companies that aren’t your employer, too. When someone is really listening, people make the right call and report their concerns.

GUARANTEED TO ENTERTAIN

SAVE THE DATE, BOOK A HOTEL, AND PICK OUT YOUR OUTFIT – THE RAILSTAFF AWARDS WILL BE HERE SOONER THAN YOU THINK!

We’re more than halfway through 2024 and sliding down the hill towards the end of the year, and that means just one thing: the RailStaff Awards are on their way!

On Thursday 28 November, the movers and shakers of the rail industry will gather at Birmingham’s NEC to celebrate the achievements of its outstanding staff. And although the event is dedicated to these wonderful individuals, it would be rude of us not to mention a few more very important people.

Ladies and Gentlemen, we present your host and independent judges for the RailStaff Awards 2024…

A CLASS ACT

This year, Brian Conley, one of Britain’s best-known performers, will guide attendees through the night’s proceedings. Boasting a decades-long career as an actor, comedian, singer, and TV presenter, he is certain to entertain.

Brian has starred in multiple award-winning television shows, most recently completing a two-year stint on soap favourite, Eastenders. On the stage, he has played the lead role in multiple West End musicals including Me and My Girl, Chitty Chitty Bang Bang, Hairspray, and Oliver! But that’s not all. As a musician, he has released five albums, including Brian Conley Sings, Let the Good Times Roll, and Stage to Stage.

Unsurprisingly, Brian has won numerous awards including a National Television Award and a British Comedy Award, and he was nominated for an Olivier award for his role in the musical, Jolson.

“I’m very proud to be hosting the RailStaff Awards at the NEC on the 28 November”, said Brian. “It’s going to be an absolute extravaganza celebrating the wonderful work that the workers of the rail industry do.

“Put the date in your calendar and book it now, otherwise you’ll be sitting right at the back. I just can’t wait!”

JUDGING THE AWARDS

Roles across the entire industry are represented at the RailStaff Awards and individuals at any level can be nominated for an award in one of the event’s 20 categories. The task of deciding the winners is no easy feat, and responsibility is handed over to our panel of Independent and Category judges.

Hand-picked from throughout the industry, our Independent judges include:

Stephen Edwards - Chair, UKTram

A highly experienced transport executive, Stephen has a successful background in strategic development, business planning, and operations management - most recently as executive director and director general of South Yorkshire Passenger Transport Executive (SYPTE).

Bonnie Price - CEO, Young Rail Professionals

Bonnie has been on the YRP board since 2020 and has been elected to her second term at the helm. She is the first woman to hold this position through two elections and the second person in YRP's history to do so.

Richard Thorp – Director of Engineering & Technology, HS1

Richard is a chartered engineer, with over 25 years’ experience in delivering and developing

asset management capabilities for both UK mainline and high-speed railways.

Tonie Davey – Associate Director, IOSH

Tonie has provided health and safety, assurance and quality management consultancy advice across a variety of industries, including high-risk sectors such as rail and construction. Her assignments and roles over the last 30+ years have included safety change initiatives and large-scale safety improvement programmes.

Joana Amoh – Rail Person of the Year

Joana, from Carlisle Support Services, won the Rail Person of the Year prize in 2023. During her time working in rail she has faced many challenges, including saving three lives.

Natasha Grice – Director - Rail, Transport Focus

Natasha is part of the exec team at the independent watchdog Transport Focus as a director leading on Rail. She has been a part of the Rail Industry for over 22 years most of that time with Virgin Trains.

Anit Chandarana – Group Director, System Operator, Network Rail

Between February 2022 and April 2024, Anit served as lead director of GBRTT as well as interim director general of the Rail Infrastructure Group. He returned to Network Rail, where he had previously served for 19 years, earlier this year.

Matt Atkins – Editor, RailStaff

Matt has worked in journalism and publishing for over 15 years. In that time, he’s worked, edited, and written for numerous trade publications covering industries as diverse as finance, business, shipping, and now rail.

DON’T MISS OUT

Though the big event draws closer, you’ve still time to book your ticket or nominate a deserving colleague or friend. But why not do it today? We’d hate for you to miss out.

We’ll see you in November!

TELENT: CELEBRATING LONG-TERM SUCCESS

One of the most prestigious prizes at the RailStaff awards is that taken home by individuals who’ve provided the industry with a lifetime of stellar service.

The Lifetime Achievement Award recognises those people who’ve invested so much of their own time to delivering excellence for the benefit of customers and colleagues alike, those who’ve displayed a career’s worth of dedication, commitment, and a willingness to go that extra mile.

The rail industry is distinctive in that it’s not uncommon to find staff who’ve given 30, 40, or 50 years’ service. There are thousands of people who’ve served the rail industry faithfully throughout their entire careers.

DECADES OF EXPERIENCE

This year, leading technology company Telent is once again backing the award that celebrates a lifetime of commitment and service.

The company is a specialist in the design, build, support and management of the UK’s critical digital infrastructure, drawing on decades of experience in mission critical communications and technology. Telent enable organisations to create, improve and operate the networks that their businesses and customers depend on. Indeed, Telent traces its origins right back to the Wireless Telegraph & Signal Company, created by Guglielmo Marconi - the man who laid the basis for radio technology.

With a strong focus on key customer areas including transport, emergency services, network providers and the public sector, Telent is a trusted partner of many organisations in the UK rail industry, including Transport for

London and infrastructure You could the industry.

TRUE

In 2023, Garn, head dedicated running services.

“When granted, judged said Julie. Across passion business, A TREASURED New long term, the achievements However, share a experience them for Kevin incredible are shaping speak to the extraordinary passengers.

“This individuals railway year’s sponsors.”

London (TfL), Network Rail, Transport Scotland and leading train operators infrastructure companies. could say the company has itself provided a lifetime’s support to industry.

TRUE DEDICATION

2023, the Lifetime Achievement Award was presented to Julie head of intermodal at GB Railfreight. For over 20 years, Julie has dedicated herself to building the company’s intermodal offering and running a high performing team which operates 52 daily intermodal services.

“When you enjoy the work that you do it becomes easy to take it for granted, but being nominated for an award like this, and then being to be the best in the category, is an absolutely wonderful feeling,” Julie.

Across the industry, many look up to Julie for her relentless work ethic, passion for delivering for customers, her desire to see GBRf grow as a business, and as a leading female in a male-dominated sector.

TREASURED ASSET

recruits are essential to keep the UK’s Rail Network moving in the term, and the RailStaff Awards places great emphasis on recognising achievements of graduates, apprentices, and new starters. However, it’s critically important we don’t forget those who mentor and lifetime of knowledge and experience with them. The combined experience of these industry heroes is a treasured asset and recognising for their contribution is a real privilege.

Kevin Bonanno, Rail Director at Telent said of the Awards: “It is incredible to see the dedication and commitment of those who shaping the future of rail at the RailStaff Awards. When you to people about what they do, they genuinely do not realise extraordinary efforts they put in for the UK rail industry and its passengers.

year’s RailStaff Awards is a great opportunity to recognise those individuals and teams who have gone above and beyond to keep our running safely, which is why Telent is honoured to be one of this sponsors.”

READYPOWER GROUP: APPLAUDS APPRENTICES

With a nation-wide network in need of round-the-clock attention, and a steady stream of major projects underway, rail companies are always looking out for intelligent, enthusiastic, and forwardthinking employees. And where better to find them than among the ranks of apprentices serving the industry?

After sponsoring the Customer Service Award last year, Readypower Group returns in 2024 to reiterate its support for the RailStaff Awards. This year, the firm backs the Apprentice of the Year Award, which recognises individuals on the apprenticeship route who display exceptional skill, tenacity, and professional achievement.

Readypower is a specialist rail and infrastructure services provider with a market leading operated asset hire business, complemented by a specialist civil engineering division. It boasts extensive knowledge and understanding of the UK’s regulated infrastructure and operated asset

hire, and provides dynamic solutions underpinned by tradition of outstanding customer service and reliability.

Operating from several major hubs, supported by several satellite facilities throughout England, Scotland and Wales, Readpower has the flexibility to fully support its clients’ projects in all parts of the UK.

INSPIRATION TO ALL

In 2023, the Apprentice of the Year Award was rightly won by Alstom’s Smital Dhake who, despite only joining the industry in 2022, had already displayed these qualities in huge quantities.

In just 18 months, Smital made an enormous impact, quickly establishing collaborative relationships, achieving IRSE competence, and delivering safety-related works in record time.

She helped to develop team members and create a more inclusive working environment,

impressing colleagues with her positive attitude, firm grasp of the technical aspects of design, and her willingness to take on challenging tasks.

Smital was also an inspiration to all young women thinking of pursuing a career in engineering or STEM, using her own time to visit schools while promoting careers in engineering and sustainability.

“This award means so much to me,” she said on receiving the award. “It will inspire me to keep up the hard work, and I hope it also inspires others who are new to the industry.

“I’m so grateful for everyone who has helped me through my journey. I’ve had wonderful mentors, colleagues, and managers. I’m truly honoured.”

PEOPLE AT ITS CORE

Employing some of the UK’s most experienced rail construction and maintenance teams, Readypower Group is acutely aware of the importance of attracting the best talent out there.

From front line services to office support functions, its teams come together to deliver an excellent result for its customers.

Its people are the most important part of the service it delivers, and it is always looking to expand its team as the business grows.

Apprenticeships offer an amazing pathway for learners from all walks of life to gain the skills and knowledge needed to build great careers in the rail sector. Readypower is excited to support the Apprentice of the Year Award and wishes the best of luck to all those who are nominated.

Readypower is proud to sponsor the Apprentice of the year Award at this year's RailSta Awards

To Do List

1. Nominate someone deserving of a RailStaff Award using the QR code before 3rd October 2024

2. Their line manager will then to verify this nomination

3. Remember to vote for them between 12th20th October 2024 Finalists will be announced on 23rd October 2024!

2. Theirneed to verify this to set it live

LAND SHERIFFS: REWARDING CARE AND COMPASSION

The rail industry is unique in that it not only keeps the nation moving, but also plays a huge positive role in the communities it serves. This is exemplified by the sheer amount of work and resources that go into supporting charitable causes.

The RailStaff Award for Charity rewards individuals with a heart of gold – those who make a difference to their colleagues and wider society through acts of selfless generosity and compassion. It honours employees who go the extra mile to support good causes and are the first to volunteer their time or resources.

Mark Fielding-Smith, national & digital services director at AtkinsRéalis, was a worthy winner of the 2023 Award. During his time in the rail industry Mark has had a leading role in raising over £150,000 to help the charity Railway Children keep vulnerable children off the streets.

Mark is the visionary behind the Ride the Route charity bike ride – a three-day bike ride involving several organisations from the East Coast Digital Programme cycling over 350km along the East Coast Mainline route. He has also led the Ride the Route Gala Dinner – another very successful event which is now a yearly occurrence.

“I can’t tell you how happy I am,” said Mark when he received the award. “It means so much to me and the team that have made this happen. It’s been two emotional, incredible years creating something new that will run year-on-year for the Railway Children, doing so much good for vulnerable children.”

He is truly a force of nature when it comes to charitable work and raising money for causes close to his heart.

LONGSTANDING RELATIONSHIP

This year, the Award for Charity is sponsored by Land Sheriffs – the dedicated professional security task force which provides protection and safety for rail staff, customers, infrastructure, and assets.

Land Sheriffs has established itself as an industry-leading company with multiple accreditations and awards coupled with an enviable record. Its success in the industry has seen it grow into a medium SME and today it is a well-trusted company employing over 200 staff, some with more than 30 years working in security through to apprentices starting out on their journey within the industry.

The company has a long history with the RailStaff Awards, its employees being finalists many times in the much-respected ‘Life Saver Award’ category. Most recently, Land Sheriffs staff John Dawson and Rob Shannon took home the award in 2019. The pair were nominated for coming to the assistance of a woman who appeared to be struggling with her mental health and had threatened to end her own life. John and Rob’s intervention led to a safe and peaceful outcome for all.

“We’ve attended a number of RailStaff ceremonies throughout the years,” said Tyler LeMay, Managing Director at Land Sheriffs Ltd. “It’s vital that day-to-day workers are recognised and everyone in the industry is celebrated.

“The RailStaff Awards are crucially important, and we are proud to sponsor the Award for Charity category. We wish the best of luck to everyone who’s nominated.”

Land Sheriffs Ltd

CARLISLE SUPPORT SERVICES: SUSTAINABILITY AT HEART

Environmental change is at the forefront of everybody’s minds, especially now that we feel its effects. In recent years, the rail industry has seen the impact of extreme weather events on its network and is working harder than ever to build resilience and minimise carbon emissions.

The Sustainability & Corporate Responsibility Person or Team category of the RailStaff Awards celebrates those who have demonstrated an unwavering commitment to driving positive change in the realm of sustainability, climate action, and achieving net-zero impact. It rewards individuals and teams who have taken extraordinary steps to reshape practices, policies, and perspectives, forging a path toward a greener, brighter future.

This year, the award is sponsored by Carlisle Support Services, a leading supplier of integrated support services across the rail industry. The organisation offers security, cleaning, events, retail merchandising, and vegetation services across the UK, partnering with clients to deliver sustainable service innovations and operating efficiencies.

Carlisle Support Services is no stranger to the RailStaff Awards. In 2023, employee Joana Amoh who works on the Arriva Rail London (ARL) security contract, was honoured with the Rail Person of the Year Award. During her time with the company, Joana has faced many challenges, reunited countless passengers with misplaced items, and, more remarkably, saved the lives of three people. She couldn’t have been a more deserving winner.

“I feel so honoured to win this award, and I’m so grateful,” said Joana on the night. “I’d like to thank my managers at ARL, everyone behind the RailStaff Awards, and Carlisle Support Services.”

At the same event last year, the Sustainability & Corporate Responsibility Award was taken home by Green Travel Pledge, a Rail Delivery Group (RDG) initiative to provide detailed, accurate, and reliable carbon emissions data at the point of sale. RDG aims to empower businesses and business travellers to choose rail as a green option over more polluting methods, and its team has worked tirelessly to create an industry benchmark for carbon measurement of business journeys by rail.

Now, more than ever, it is critical that all industries do their part to tackle today’s environmental challenges, with rail playing a vital part in this by supporting sustainable economic growth while helping the Government to meet ambitious zerocarbon targets.

The Sustainability & Corporate Responsibility Award honours those who strive to ensure the network is green, resilient to environmental change, and provides excellent service well into the future. The RailStaff Awards thanks Carlisle Support Services for its support.

“We couldn't be prouder to sponsor this award,” said Carlisle’s director of rail strategy, Steve Cere. “Our commitment to sustainable practices aligns with recognising those driving environmental responsibility in the rail industry.

“This sponsorship honours not only the innovators but also the many frontline workers who contribute daily to a greener future. Their dedication and efforts set a benchmark for excellence in sustainable development, inspiring us and the entire industry to strive for a more sustainable tomorrow.”

COLIN WHEELER CONSIDERS THE IMPACT OF THE LABOUR GOVERNMENT'S

PLANS

TO RE-NATIONALISE THE RAILWAYS.

INATIONALISATION

n the run up to this year’s General Election, the Labour Party announced its intention to once again nationalise our railways, with Sir Keir Starmer making it clear that the aim is to reunite train operation with the provision of rail infrastructure.

Both the Office of Rail and Road (ORR) and Network Rail have been developing how this may best be achieved. The ORR has pointed out that, in 2023, 1 in 25 trains were cancelled compared to just 1 in 50 a decade earlier. Rising costs and fares are also an immediate concern. Annual fare rises were 5.9% in 2023 followed this year by another 4.9%.

The average age of the railway workforce also continues to rise. By 2030 it has been estimated that there will be around 50,000 retirements. The potential loss of skills is a major issue and concerns have been expressed by the National Skills Academy for Rail.

ROSCOS AND TRAIN OPERATION

SIR KEIR STARMER, PRIME MINISTER, AND RACHEL REEVES, CHANCELLOR OF THE EXCHEQUER.

The previous nationalisation had both good and less good features which were revealed over recent years. Train operation by commercial companies has had its problems resulting in the ORR having to intervene and become “the operator of last resort”. Conversely the creation of Rolling Stock Leasing Companies (ROSCO’s) has been instrumental in updating and improving the quality and comfort of our passenger rolling stock. Arguably this has generated good, if not excessive, profits for those who invested in ROSCO’s.

NEW TRANSPORT SECRETARY

The new Secretary of State for Transport Louise Haigh is the youngest ever to be appointed as a member of the Government Cabinet. One Sunday paper described her as “Passenger in Chief”. I certainly hope this is not the case.

When the new Derby-based Great British Railways (GBR) is set up, Prime Minister Sir Keir Starmer is committed to re-uniting train operation and rail infrastructure. The political agenda needs to include developing cooperative relationships with the relevant trade unions, presumably building on the use of the ‘operators of last resort’ format which has grown over recent times.

All images © keir.stamer.mp (Flickr)

NATIONALISATION : WHAT WILL IT MEAN?

In a complementary move, Lord Peter Hendy has stepped down as the chairman of Network Rail and is taking up a new role as Transport Minister within the new Labour Government. High on the political agenda must be the speedy resolution of existing industrial disputes. Hopefully, the election of the Labour Government will make this easier.

SAFETY AND FREIGHT

India’s railways do not enjoy the best of safety records, but I suggest some of their initiatives might be considered for our own. Maybe there will be relevant proposals in the Rail and Urban Transport Review’ which is due to be published soon. Indian Railways has been considering detailed proposals for new high speed passenger trains but has now taken the decision to build them itself using its own workshops. Even more interestingly, it has decided to build a network of freight-only electrified lines as part of its initiative to reduce carbon emissions.

LOOKING AHEAD

Our future railway’s new organisation will be well positioned to contribute to the achievement of global warming targets. The creation of dedicated freight only railway routes, updating the procurement, maintenance and

operation of electric freight trains, and radically improving both train and wagon load freight with simplified and cost cutting timetabling, are all obvious areas for improvement.

In addition, the use of artificial intelligence to drive and control traffic movements are worthy of detailed development now. Inspection and maintenance of freight wagons needs improvement now. Also reducing if not eliminating segmented long freight driver shifts is an obvious area for improvement to reduce the RAIB’s future workload.

SIR KEIR STARMER WITH TOM GRAY, LABOUR’S CANDIDATE FOR BRIGHTON PAVILION, DURING A VISIT TO THE STATION PUB IN PRESTON PARK, BRIGHTON.

SIR KEIR STARMER, PRIME MINISTER, RACHEL REEVES, CHANCELLOR OF THE EXCHEQUER, AND DAVID LAMMY, SECRETARY OF STATE FOR FOREIGN, COMMONWEALTH AND DEVELOPMENT AFFAIRS, ON THE EUROSTAR.

Operational Decision Making using the G-FORCE Model

RSSB provides a case study of the impact and implementation of its ‘Operational Decision Making using the G-FORCE Model’ training course in the GB Railway Industry.

INTRODUCTION

The GB railway industry has faced persistent challenges in decision-making processes, leading to the creation of RSSB’s Operational Decision Making using the G-FORCE Model training course. The training course aims to empower railway staff to make rational decisions under pressure, fostering a culture of confidence and accountability. Situations where G-FORCE may be useful include when:

• There isn’t a rule to cover the situation you are in.

• You are supposed to contact somebody for permission to act, but cannot get hold of them (remembering that delaying the decision will usually make the situation worse).

• More than one rule could be applied, but these conflict with each other; and

• There is a rule telling you what to do, but something unusual about the situation means that you cannot apply it, or if you did would lead to a bad outcome.

WHY WAS THE G-FORCE TRAINING COURSE CREATED?

The G-FORCE training course was developed in response to several critical issues within the GB railway industry:

• Need for Improved Decision-Making: There was a recognised need for the industry to enhance its decision-making capabilities.

• Professional Judgement: Staff often felt unable to exercise their professional judgement effectively.

• Judgement Based on Outcome: Decisions were frequently judged retrospectively based on their outcomes rather than the processes and information available at the time of decision-making.

• Impact on Decision-Making Confidence: When decisions are judged on outcomes, staff are less likely to make decisions, impacting overall operational efficiency. Management actions significantly influence how confident staff feel about making decisions.

OBJECTIVES FOR DELEGATES

The primary objective of the training course is to support railway personnel in making rational decisions, particularly under pressure or in unfamiliar situations. The course provides a rational decision-making framework, helping users reach logical conclusions. It is beneficial for anyone involved in decision-making or evaluating others' decisions, including:

• Control and On-Call staff.

• Driver Managers.

• Signallers and Signalling Managers.

• Other frontline and management roles involved in incident management.

The course aims to provide valuable tools for everyday decision-making, contributing to improved operational efficiency and safety in the railway industry. Through interactive and practical training, it empowers railway staff to make confident, rational decisions, ultimately enhancing overall operational effectiveness and safety.

MAXIMIZING BENEFIT FOR DELEGATES

The course includes interactive discussions, exercises, videos, and case studies, conducted individually, in pairs, and in groups. This allows delegates to gain the most benefit through a combination of open discussions and collaborative problem-solving sessions. Key elements include:

• “A very informative course that allows for free speech to tackle tough questions”. The course encourages delegates to share personal experiences and discuss barriers to decision-making within their teams or organisations.

• “Eye opening to the factors involved in decision making”. Delegates freely take part in discussions on fair culture and the difficulties of making decisions when concerned about being judged on outcomes.

• “Forward-thinking, dynamic and a useful tool”. The afternoon session involves group activities to solve operational scenarios using the G-FORCE model.

IMPLEMENTATION OF G-FORCE

As of December 2023, the Operational Decision-Making using the G-FORCE Model training course has been integrated into Network Rail's National Operating Procedure 3.06 on Operational Decision Making. This adoption signifies that G-FORCE is the supported method for decision-making, making it essential training for all Network Rail operational staff.

The Operational Decision-Making using the G-FORCE Model training course addresses critical challenges in the GB railway industry by providing a structured approach to decisionmaking. RSSB is seeing significant interest from various rail organisations to roll out the Operational Decision-Making using the G-FORCE Model training for their staff.

BESPOKE COURSES

We work directly with organisations to develop and deliver this training as a bespoke course. The course will be tailored to the delegate group and business requirements, incorporating relevant case studies and scenarios.

If you would like RSSB to deliver this as a bespoke training course, remotely or at a location of your choice, please email: training@ rssb.co.uk, and we will contact you to discuss your exact requirements and how we could tailor the course to your target audience.

The railway relies on high-calibre, competent professionals. We offer training courses to help with the professional development of rail employees and make a positive impact on your business.

Upcoming 2024 courses:

Carbon Literacy for Rail 05 September - Remote

RSSB Rail Carbon Tool Training 10 & 12 September -Remote

Accident Investigation Training 14-16 October - Remote

Human Factors Awareness 31 October & 01 November - London

Non-Technical Skills Awareness and Integration 05-07 November - London

Find out more at: www.rssb.co.uk/training

YOU YOUR RAILWAYS NEED

The new Labour government has announced bold plans for rail and, though much will change in the next few years, many things will stay the same. The network, for instance, will continue to expand and modernise, and a robust, skilled, and disciplined workforce will always be required.

But where to source new recruits? Exarmed forces personnel have long been a welcome and valued addition to the rail family, bringing essential skills and a proactive attitude that makes them attractive to employers.

The industry currently employs hundreds of ex-armed forces personnel as well as those who are currently serving as reserves and, while working in rail may not seem quite as exciting as defending land, air, and sea, the industry offers unique challenges and rewards. It also provides a stable path for those transitioning to civilian life.

WEALTH OF EXPERIENCE

As well as providing much-needed people power, ex-armed forces personnel and reservists bring a wealth of experience and attributes that align seamlessly with the needs of the sector. And, with a broad range of roles on offer across the industry, in a number of disciplines, they can use their skills in any number of ways. Whether that’s by helping to build and maintain the network’s infrastructure, keeping locomotives or railside machinery in service, or ensuring a busy station runs like clockwork and passengers are well informed, the opportunities appear endless.

Matt Dickenson spent 23 years in the armed forces as a vehicle mechanic in the Corps of Royal Electrical & Mechanical Engineers. During his career he deployed on operations to the Balkans, Iraq, and Afghanistan. He is now Hitachi Rail’s head of heavy maintenance delivery for UK West.

“The skillset obtained by people in the Army ranges from maintenance through to engineering and beyond,” he says. “Having

been tested and developed ‘in the field’, they have great potential for work in other sectors, including rail. In our depots and factories across the world, we actively hire veterans with those honed skills.”

“In order to prepare myself for leaving the Army, I studied for a master’s degree, became a chartered engineer and gained project management qualifications. Little did I know I left the army with a tremendous amount lot of highly valuable and transferable skills.”

THE RIGHT ATTITUDE

Individuals with experience of the armed forces provide a broad skillset that is highly sought-after in Rail’s safety-critical work environment. Teamwork, leadership, discipline, and good communication are all attributes drilled into military recruits at the early stages of their career.

Military personnel are also accustomed to working in a fast-paced environment where quick thinking, decisiveness, and the ability to remain calm under pressure are all crucial qualities. It also helps that they are accustomed to relocating at the drop of a hat, depending on their assignment.

“People with military experience are a great fit,” says Paul Capener, managing director of Xeiad, a provider of difficult-access civil infrastructure inspections, “because they’re focused, they understand what their objectives are, and they don’t have issues with travelling for site work or staying away from home.

“All of that ties in perfectly with what we’re trying to do. If we can attract individuals from engineering divisions within the military, then we’re employing people who already have the relevant competencies we require.”

Equally, East Midlands rail maintenance firm MTMS has a long history of recruiting veterans and reservists, thanks to the qualities they bring and their willingness to work unsociable hours.

“Those who work in the armed forces bring with them a wide range of qualities from their days in service which can be transferred to our industry,” says Malcolm Prentice, MTMS group chair.

“This industry does involve working independently and unsociable hours as well as being away from home – all something that they are used to.”

©iStockphoto.com/Gannet77

HOME FROM HOME

Along with other train operating companies, Northern employs dozens of people with military experience and, in 2021, signed the Armed Forces Covenant, a commitment to supporting the employment of veterans and recognising military skills and qualifications across its business.

The company’s finance director, Richard Hinds, is a former serviceman who served as a platoon commander of the King’s Own Royal Border Regiment for four years before he left the military in 2000. He says that by providing structure, a sense of purpose, and camaraderie, the railway offers veterans a familiar experience that they may struggle to find in other industries.

“Forces life is quite different to civilian life. It’s more than a job and you’re living alongside the people you work with so there is a real comradeship,” he says. “In the railway you get some elements of civilian life, but also some elements of military life. It feels like a family and there’s a certain culture and a togetherness.

“Both are underpinned by strong values – discipline, integrity, a strong work ethic, and taking pride in what you do. There are also lots of commonalities in the skills, knowledge and ways of working.”

Debra Park, a customer service assistant at Whitehaven station agrees. She was in the Army Reserve for 22 years before she left in 2002, and worked as a heavy goods driver, a medic, and in a training role.

“Even now I still miss it, and I made friends for life,” she says. “A lot of people who leave the military are looking for structure and the railway offers that. You need to run to time, be disciplined, and be able to take and execute orders.

“I would definitely recommend the railway to people who are leaving the forces and I think the railway benefits from having them. They understand that sometimes you need to stay late and go the extra mile to make sure we can get our customers where they need to go.”

RECRUITS REQUIRED

With major rail projects underway to improve connectivity and capacity across the network, the search for new recruits is as pressing as ever, and contractors attached to these schemes are eager to attract workers with the experience, knowledge, and drive that ex-service men and women bring to the table.

HS2 is just one project welcoming former service personnel and supporting their transition into new careers. Already, 83 former service men and women have moved into full-time roles on the project, with over 60 more taking up industry placements and hundreds benefiting from mentoring to support their adjustment to life outside of military service. And, with three new world-class stations to be built, there are hundreds more career and work placement opportunities to come.

By teaming up with community interest company BuildForce, HS2 has opened the doors to its 350 worksites and given exforces personnel an opportunity to apply their transitional skills in a completely different setting. HS2’s work placement programme has seen candidates progress into logistics, engineering, health and safety, and project management roles, with some candidates progressing into senior management positions.

Andrew Mackinnon served in the Royal Air Force as an IT security specialist but on leaving military service, struggled to find employment that matched his skillset. He approached BuildForce for support and they referred him directly to Balfour Beatty VINCI (BBV), HS2’s construction partner for the West Midlands.

Recognising his skills, the BBV team offered Andrew a paid work placement, which he began in November 2023. Now, Andrew is a valued member of the BBV Innovation team, where he focuses on implementing new work processes and driving efficiencies across the project.

“Joining Balfour Beatty VINCI marks the beginning of a new and exciting chapter in my career, after leaving the Royal Air Force last year,” said Andrew. I’m really enjoying working on this iconic infrastructure project, which I feel is the perfect platform to relaunch my career from. The transition has been made much easier thanks to the support I’ve received from Buildforce and BBV throughout this entire process.”

Speaking about its partnership with HS2, Caroline Logan, programme director at BuildForce said: “The depth of the skillsets within our military community is constantly responding to the changing needs of HS2 and we look forward to the future, supporting more ex-military candidates onto the project.”

CONTINUED SERVICE

The rail industry is crying out for new recruits and offers outstanding opportunities in a sector that shares many of the same values as the Armed Forces. It is an excellent career for those transitioning to civilian life or who continue to serve as a reservist. Your service to the country doesn’t have to end once your Armed Forces career comes to a close. Use the skills and positive attitude you’ve developed over the years to help build, maintain, and support the UK’s most important transport asset.

© HS2

Looking for a cost-effective way to attract, upskill and retain your staff?

Apprenticeships are a great option and open to everyone!

National delivery allows us to offer employers a standardised approach, regardless of location.

Apprenticeships available in: Engineering Railway Operations Business Administration and Customer Service Railway medicals, drug and alcohol testing services also available.

Since the company’s formation in 2003, Train’d Up has fast become a nationally recognised centre of excellence for innovative training and development solutions. The latest performance figures placed Train’d Up in the top five best performing large training companies in the UK.

Its current national delivery model includes a range of apprenticeship programmes, including Railway Operations, Engineering and Business & Customer Service. Whether you’re an employer seeking to recruit an apprentice, or a young person seeking an apprenticeship, Train’d Up is there to support you.

Train’d Up can also deliver qualifications and training bespoke to customer needs, at your premises, our training centres or remotely via our unique delivery model.

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Elev8:

In today’s rapidly evolving job market, the need for skilled professionals is greater than ever. Recognising this demand, Elev8 Training has pioneered a groundbreaking approach to apprenticeships that promises to redefine vocational training.

We believe in revolutionising the apprenticeship experience. Unlike traditional apprenticeships that offer day release, we offer block release that fits in with railway working and offers a more immersive and concentrated learning experience. This method not only ensures a deeper learning experience but also allows apprentices to immediately apply their newfound skills in real-world settings.

CONCENTRATED LEARNING

At the heart of Elev8’s program is the belief that concentrated learning leads to better outcomes. By dedicating an entire week each month to focused training, apprentices can fully immerse themselves in the curriculum without the distractions of daily work. This intensive format allows for a deeper dive into complex subjects, promoting a stronger grasp of the material and enhancing retention. Apprentices leave each training block with a comprehensive understanding of new concepts, ready to implement them in their day-to-day tasks.

Elev8’s model also provides unparalleled flexibility. The monthly training blocks are designed to minimise disruption to the apprentice’s regular work schedule, allowing for a harmonious balance between education and practical experience. Apprentices spend three weeks each month applying their newly acquired skills in the workplace, reinforcing their learning and gaining valuable hands-on experience. This synergy between training and work not only solidifies their knowledge but also boosts their confidence and competence in their roles.

The quality of training at Elev8 is second to none. Our programs are led by seasoned professionals and industry experts who bring a wealth of knowledge and real-world insights to the table. These instructors are passionate about mentoring the next generation of skilled workers, providing personalised guidance and support to ensure each apprentice’s success. The curriculum is continually updated to reflect the latest industry trends and technologies, ensuring that our apprentices are always ahead of the curve.

TRANSFORMING LIVES

Choosing Elev8 is more than just an educational decision; it’s an investment in your future. Our apprenticeships are

designed to open doors to new career opportunities and advancement. By equipping apprentices with the most indemand skills and knowledge, we help them stand out in a competitive job market. Graduates of Elev8’s programs are not only job-ready but also poised for long-term success and growth in their chosen fields.

Elev8 is not just about acquiring skills; it’s about transforming lives and building futures. Whether you’re embarking on your career journey or looking to elevate your current path, Elev8 offers the tools, training, and support to help you achieve your goals. Our unique approach to apprenticeships ensures that you learn fast, apply your knowledge effectively, and succeed in your career.

Join Elev8 today and experience a new way of learning that’s designed for the demands of the modern world. Dive deep into your training, thrive in your practical experience, and let your future take flight with Elev8 – where innovation meets excellence.

Elev8 Training www.elev8training.com

Email: elev8@pmtanda.co.uk

Tel: 01874 620 704

SUPER-CHARGED SIGNALLING TRAINING

Signalling training specialist BK3

Training has recently expanded its team, attracting well-known names to the organisation.

Managing director Sanj Bansal recently appointed Mick Walsh as director of operations and Victor Heath as director of signalling resource, along with Robert Hill as director of training - international projects, and Adele Magdij to ensure compliance. The team spoke to RailStaff about the company’s mission to super-charge training in association with industry leaders.

Founded in 2002, BK3 Training Limited provides training to the UK’s major rail companies. It specialises in establishing teams of well trained, mentored and proficient signalling staff, covering most grades, for installation, testing, maintenance and fault finding. The firm’s courses are RISQS-accredited and approved by both Network Rail and Transport for London.

Its plan is to build a team of signalling engineers to take the country’s railways safely into the next generation, and it aims to address a pressing problem.

"The rail industry doesn’t have enough trained people, especially in faulting and maintenance." says Victor. “This is partly due to the older generation leaving the industry but also because the primary focus for training in recent years has been installation.

“Contractors have previously filled this skills gap, but contracting is not the lucrative proposition it once was. Budgetary constraints mean that contractors can be let go at short notice and, in the past 18 months, many have had to look for work elsewhere. Covid also hasn’t helped. A lot of workers were spooked out of the industry which relies on close personal interaction and travelling to projects across the UK."

“However, we’re now in a position to rebuild that strength and help train the next generation of engineers.”

SUPER-CHARGED

emphasise. Its aim is to pass on knowledge and help people get into work in a safe and achievable way. It’s about moving people along their career path and offering the best support possible.

A BOLD PLAN

To do that, BK3 Training is working with clients to develop a new bootcamp and training course which will provide the network with the skills it needs to maintain and improve its services.

“We’re building a training program which, including mentorship from ourselves, will run over a five-year period,” says Mick.

“The training course will start with the basics and provide trainees with everything they need to know. Years 1-3 will cover the technical training and Years 4-5 will be focused on becoming Institute of Railway Signal Engineers (IRSE) licensed. The licensing and assessing side of the business is now being run by Gordon Bruce.”

“We’re aiming the bootcamp at as many people as possible, including those with no experience of rail, those already in the industry, and ex-military or services personnel. We’re also looking at recruiting from ex-offender programs.

Located in Wolverhampton, BK3 training is currently in discussions with clients to offer its training across the country at various facilities where available, which will save clients money in terms of travel and accommodation costs. Additionally, it helps BK3 to tailor its training for the specific regions in which work will take place.

“Depending on where you’re based in the country, the signalling equipment can be completely different,” says Victor. "Our clients are excited by the idea of the bootcamp and the fact we can tailor it to specific areas and equipment. That opens up many opportunities with regard to recruiting and retraining local staff.”

SHARED VALUES

One of BK3 Training’s key strengths is the cohesion of its team and the common values it holds. Colleagues have each other’s backs and all work to the same guiding principles.

“I know I can rely on my team”, says Victor. “Between us we have the experience, knowledge, and skills to train the best workforce out there and we’re all aligned on a personal level - we want to make a difference.”

That dedication is exemplified by the company’s approach to training. It cuts no corners, giving trainees the most in-depth technical grounding on offer, and ensures they fully understand the nature of working on the rails before they’re sent out on their first assignment.

“Theoretically, it is possible to train someone and have them out working within six to eight weeks, but we’re in agreement that it’s not the best way to do it,” Victor says.

“However, we prefer to ensure that trainees have experience out on track, because it gives them a much better idea of what the role actually involves. Working on the rails, where trains can go by at 100mph just four feet away, is a world apart from learning at a training centre.

Although recent years have seen an increased focus on safety, and working on open lines is typically avoided, that’s not always the case for faulting and maintenance teams.

“If there’s a fault on a major junction in the middle of the day, the likelihood is that you’ll be out working while trains are running,” says Victor.

And BK3 Training isn’t just in it for the money, both Mick and Victor are keen to

“We’re not going to place anyone on a course unless we are confident there will be employment and future career opportunities at the end of it,” says Mick. “We have strong relationships within the industry, and we’ll be using those to guide our trainees into work.”

THE FUTURE OF TRAINING

BK3 Training’s new initiative is already piquing interest within the industry, and suppliers are getting in touch to include their equipment as part of the course. That’s because the course has struck a chord. It’s solving a problem and meeting industry demand.

“We’re listening to what the industry needs and what it wants, says Mick. “It feels like we’re giving the industry a positive training standard.”

Filling in this particular skills gap won’t not happen overnight, but BK3 Training is offering a long-term, sustainable solution, and in a year’s time, the company aims to be the one everybody wants to join.

“When BK3 was established it was about building a legacy, giving back to the industry, and trying to ensure everyone enjoyed the courses we conducted,” says Managing Director Sanj Bansal.

“We understand that the future journey will be a challenge but that is what keeps us motivated and we stand by our core values. With our new team we are able to offer the best possible service.

“Our motto since day one has been 'Our obligation is to keep the public safe... Let's do it together!'

“This belief is stronger than ever.”

INVESTING IN

PEOPLE

MORE THAN JUST A 'NICE TO HAVE'

The working environment in a services and maintenance depot is fast-paced, taskoriented, and 24/7. There is relentless pressure to get trains into service in a short amount of time despite bad weather, delays, and cancellations. There are practical problems: safety issues, supply chain delays, and staffing/ skills shortages, which result in altered plans for workload allocation. For the depot staff it’s unpredictable: at times hectic, quiet, or chaotic, with tight deadlines and changing priorities.

This often leads to high levels of stress, as well as physical, mental, and emotional wear and tear. There are ‘people problems’ for leaders and managers dealing with workers under pressure: resolving conflicts and personality clashes, managing communication between shifts, and having decisions challenged. The net result is that people focus on getting the job done at the expense of their own, and others’, personal development, and wellbeing.

This was very much in evidence when Learning Partners was asked to deliver its leadership development programme for depot staff in a large operations, maintenance, and services rail business.

UNDERSTANDING THE ISSUE

To design the programme, we interviewed leaders from all levels to understand the issues and challenges facing staff, their root causes, and the outcomes that the depots needed to achieve. Some of these challenges couldn’t be changed, as they were inherent to the type of work, so we focused instead on what they could do.

As the manager of the West London depot explained: “I am very clear that the goal for our depot is to provide an excellent service to customers. My biggest challenge is that even if you’ve got good people, if you haven’t got them working as a team around you - sharing the goals and taking responsibility for delivering the service - you won’t succeed.”

In his mind, the hectic, task-focused, conflictheavy culture in the depot was not conducive to this vision and had to change.

“I want people to feel psychologically safe, which means you feel you can admit to

mistakes without them being held against you; you can speak up and ask for help if you have a problem; you can voice an opinion, even if it’s different to everyone else’s, and you feel that someone’s got your back.”

UNCOVERING KEY PROBLEMS

After some investigation a few key problems became apparent. First, many of the staff were unclear about their own or other people’s responsibilities. As a result, they weren’t taking ownership of decision making, nor was it easy for them to know when to use their skills to tackle problems or gain experience.

Second, a blame culture (often present in high stress environments) meant that when confusion about responsibilities created friction, or when things went wrong, staff were reluctant to admit mistakes, ask questions, or say they didn’t know what to do. This meant problems were not dealt with as soon as they could have been and were often escalated.

Third, unclear priorities, coupled with the requirement to make decisions under great pressure, meant there was a lack of consistency in decision making. All of this put more strain on the senior managers.

© Alstom

“My senior production manager and I micromanage people, which is unsustainable across all shifts. It means that we have very little time to focus on our own work or take a step back from the day-to-day to look at long term improvements.”

IMPLEMENTING CHANGE

It became apparent some clarity was needed. Learning Partners started by creating a competency framework, which outlined the non-technical skills and behaviours that people needed to be effective – from aspiring team leader all the way through to strategic leadership – and set the standard.

The framework covered taskrelated competencies, such as delivering results, and peoplerelated competencies, such as communication.

Leaders and managers then attended training, delivered by Learning Partners, where they practised task- and peoplerelated skills and techniques aimed at tackling depot issues: for example, how to be assertive, give motivating feedback, deescalate challenging behaviour, and create psychological safety using empathy. They learned to clarify their responsibilities and built role profiles that became the depot standards. They defined their rights and responsibilities as managers and employees, giving them confidence and understanding of what they and their team members were accountable for. After the training, managers used these techniques to clarify other roles in the depot. They also created a structured set of criteria to make effective well-judged decisions, came up with solutions to difficult depotrelated problems, and used the criteria to select the best solution. Applying this quick checklist later in the depot made it easier to make well-balanced decisions and explain the rationale to others in reviews and reports.

In order to embed the training and thereby help the depot longterm, Learning Partners provided an online learning platform with

videos, webinars, notes and advice targeted at specific skills and behaviours, which people could access at any time. This was used to refresh understanding of techniques and introduce new hires to them.

Leaders and managers completed a 360° questionnaire, which highlighted skills they were already good at – thereby building their confidence – and focused on specific skills and behaviours to develop. After one-to-one feedback from an experienced Learning Partners coach, each person received a development plan tailored to individual needs, which they used with their managers’ support to embed learning on the job and continue to grow and develop. The aim was to get the best out of people.

The depot leadership encouraged the development of their staff. “We worked with Learning Partners to build on the skills and techniques in the depot and apply the outputs they produced on the training. We created a maintenance development centre with materials

from the training and information on roles, competencies, processes, and tasks for people to focus on development and career progression.”

POSITIVE RESULTS

The results were impactful. The senior production manager reported: “We’ve noticed that team leaders and managers are taking ownership at their own level, resulting in fewer escalations. This gives us more time to do our own job and focus on longterm strategic improvements to the depot and client service. Managers are tackling problems with poor performance, rather than leaving them to fester or end up with time-consuming disciplinaries.

“Stress levels have reduced because people are better able to recognise triggers, control their own responses, and manage others who are under pressure. We’ve got a common language to give feedback and motivate people and we know how to avoid words that create issues!

“Managers are better able to address mental health problems,

they’re more consistent in their decisions, and the staff are gaining more experience learning from one another.” As one new team leader explained, “I am more confident handling start of shift and safety briefings, handling conflicts, and making suggestions for improvements to the way things work.”

The depot manager concluded: “People are working better as a team, understand the business goals and how their actions impact other people’s work. People are more proactive and motivated to improve their capability. Over 30% of our staff have signed up to further development. We have a solid basis to know who is ready for their next promotion and have produced succession plans, which give us greater stability and resilience in the depot.

“Thankfully we’ve removed the risk of the ‘accidental manager’ being put in a management role with no training and creating havoc. We have fewer noncompliance incidents and reports as we are working far more efficiently with effective tools for problem solving, decision making, and workload allocation. What’s good for our people is definitely proving good for our business.”

Contact details: T: 07900 698098

mandyg@learningpartners.co.uk

© Hitachi

YOUNG RAIL PROFESSIONALS A LONG, BUSY SUMMER

BONNIE PRICE, CEO OF YOUNG RAIL PROFESSIONALS (YRP), KEEPS US UP TO DATE WITH ALL OF THE ORGANISATION'S SUMMER ACTIVITIES.

We have had a busy first quarter since our elections in March and in the first month of this financial year our social media presence has grown by 5.4%. That builds on growth in other areas. Last year our membership grew by 34% and the number of events we put on increased by 28%. This year, we’re showing no signs of slowing down.

YRP STRATEGY DAY

We recently held a strategy away day for the executive team, where we looked at last year’s growth and how our current operations are progressing. We examined our current policies, what we needed to change, and how we implement that change going forward. Whilst I am biased, I feel this is a perfect example of how involvement in YRP can turbo-charge a young person’s career.

Most people at the beginning of their careers do not get the opportunity to consider policy impacts, writing and directing how those changes will impact their places of work. As YRP expands across the UK (and the continent) there are countless opportunities to steer how YRP governance will continue to impact the rail industry as well

as ensuring YRP is prepared for the national and international growth it is currently undertaking. By focusing on governance and forward-planning events, YRP is setting itself up for success in the long term.

ANNUAL DINNER LEAVES ENGLAND

Speaking of forward planning, the Annual Dinner and Awards will be held in Cardiff on 20 March 2025. We’ve already got the expression of interests out for attendance, and companies will have the opportunity to sponsor individual award categories at the event.

Sponsorship provides companies with valuable exposure to a targeted audience of young rail professionals. By supporting the evening,

companies can align themselves with one of the most prestigious events in the rail industry. If you would like to inquire about sponsorship for an award category, please email us at: awards@youngrailpro.com.

POLITICS IN RAIL

We’re also looking forward to our Politics in Rail event. Traditionally, this has been held in October and only in London. Last year, we moved it into RAILWEEK 24 in February, and I am happy to report that we are intending to run a series of Politics in Rail events across the UK for the first time ever!

Make sure to regularly check the YRP website for announcements and for information on when tickets go live. By expanding the series, YRP

is positioning itself as a leader in asking political questions within the rail sector. The Politics in Rail series promises to offer valuable insights and networking opportunities for industry professionals. Given the recent change in government, and the shifting landscape to the rail industry, I am really looking forward to these events. Our teams across the UK are putting in a tremendous amount of work and these events will be bigger and better than ever before. I can’t wait for the speaker announcements to go live on social media!

Bonnie Price.

© YRP

SUMMER EVENTS

Here at YRP we are still full steam ahead for our summer events. Below are just a few of the events that we’ve got coming up in August and September. Remember to sign up on the website (being an individual member is free) and you will be automatically notified when we have an event in your region.

West Midlands Region: Join us at our interactive pop-up stall hosted by the YRP West Midlands region on 17 August. We’re setting up shop at Birmingham New Street station, offering a unique opportunity for commuters, rail enthusiasts, and the general public. We’ll be sharing informative activity packs and distributing fun freebies. Come and learn more about the rail industry and take home some exciting goodies.

Western Region: We are pleased to announce that, with the support

of colleagues from GWR Engineering, on the 15 August we are able to provide an opportunity for members to visit St Philips Marsh Depot for a behind the scenes tour.

Wales Region: Head down to Barry Goodsheds on Friday 23 August for the Wales Region’s August Social! We will be meeting from 6pm in the ‘Container Village’ for a relaxed social where we can enjoy food and drink together - a fun way to begin the August bank holiday weekend!

London Region: HS2 has kindly agreed to facilitate site visits to the HS2 Chiltern Tunnel South Portal and Colne Valley Viaduct sites, where you can see the construction of Britain’s longest railway tunnel and longest continuous viaduct.

These visits will take place on 12 and 19 September between 2pm and 3:30pm. It will involve a presentation followed by a site tour via minibus to relative points of safety where viewing platforms have been established outside of the working area. No PPE is required as you will remain in the site office, minibus, or at points of safety where designated viewing areas have been established.

We're excited to announce our Summer Social which will take place at Circe's Rooftop in Waterloo on Wednesday 4 September! It will be an unmissable opportunity to network, catch up with old faces, make new friends, and celebrate summer in the region! The social will start at 6pm and run until 10pm, with our own exclusive area on the terrace for YRP members only, with amazing views of London. There will be delicious buffet-style food as well as live music, so we expect to see people on the dance floor!

And remember, if you can’t attend our events in person, we frequently hold webinars too! We have a library of 50 webinars on our website on a wide range of topics. To join us, just use this QR code:

© iStockphoto.com/CHUNYIP WONG

© YRP

Lord Peter Hendy made minister for transport QTS announces promotions to senior team

Lord Peter Hendy CBE, chairman of Network Rail, has been appointed as a Minister of State for Transport by 10 Downing Street.

He will join the Department for Transport (DfT) and is expected to be involved in the formation of Great British Railways.

Lord Hendy has been chairman of Network Rail since July 2015 and, before joining the organisation, was previously commissioner of transport for London from February 2006.

“In my opinion, Peter is the outstanding transport professional of his generation,” said Network Rail chief executive, Andrew Haines.

“I know he will be a relentless champion for passengers and freight users, for the railway, and for rail’s contribution to economic growth.”

Lord Hendy’s appointment comes after Prime Minister Keir Starmer made Louise Haigh Secretary of State for Transport. She served as Shadow Secretary of State for Transport from November 2021 until last week’s election and, in April, announced Labour’s plans to renationalise the British rail network.

National rail contractor, QTS Group has announced several key promotions within its board of directors and a 25% growth in recruitment.

As part of the QTS’s commitment to fostering talent and recognising exceptional leadership, the senior team changes will support its growth and operational excellence.

Gary Burnett has been promoted to regional director for England & Wales whilst Barry McLeish steps into the role of regional director for Scotland. Both bring a wealth of experience to further fortify QTS’s presence in its pivotal regions.

In addition, Stephen Nutley has become operations director for Civils & Geotechnical in Scotland, and Joe Urquhart took on the new position of operations director for Reactive & Small

Anne McMeel joins RSSB board

Anne McMeel has joined the Rail Safety and Standards Board (RSSB) as a non-executive director. She will also serve as the audit and risk committee chair. This took effect on 4 July 2024.

Anne is an experienced senior executive, holding a membership with the Chartered Institute of Public Finance and Accountancy. She also holds two other non-executive board roles. These are at Transport for London and the Houses of Parliament Restoration and Renewal Delivery Authority.

She has held a number of executive posts within local authorities in London. She became the first director of finance and performance at the then-new Greater London Authority in 2001. She then held the role of director of resources at the Metropolitan Police Service for five years.

Since 2013, she has used her skills in new environments in her non-executive roles. These include Keech Hospice Care Board, Ministry of Defence, and Arts Council England.

On taking up her appointment at RSSB, Anne said: ‘I passionately believe a safe, reliable, and sustainable rail network, which puts customers at its heart, is crucial to the future prosperity of the UK. I am absolutely delighted to be joining RSSB’s board as chair of the audit and risk committee, so that I can work with the board, our staff, and our partners in making this mission a reality.'

Schemes in England & Wales. Thomas Marshall expands to operations director for Fencing and Vegetation Management in England & Wales.

Porterbrook welcomes Ben Woods

Ben Woods has joined Porterbrook as engineering business development director, starting the role in July.

Having started his career in the railway industry as a graduate technical support engineer at Porterbrook in 2004, he returns bringing a wealth of experience from senior engineering roles at East Midlands Trains, Arriva Trains Wales, Network Rail, IPEX Consulting, and most recently at FirstGroup plc.

Ben Ackroyd, chief operating officer said: “We’re pleased that Ben is rejoining the team. With over 4000 vehicles in our diverse portfolio, his expertise will be a huge asset as we look to further capitalise on our recent strategic investments and shape new opportunities in the future.”

PEOPLE MOVES

Acting chair appointed at Network Rail

Following the appointment of Lord Peter Hendy as Minister of State at the DfT, Network Rail’s senior non-executive director, Mike Putnam, has been appointed as acting chair.

Mr Putnam joined the board of Network Rail in 2018 and has over 25 years’ executive experience across the development, construction and services sectors, and successfully delivered high profile projects. Mike was president and chief executive officer of Skanska UK plc until May 2017. He is a chartered engineer and a fellow of both the Institution of Civil Engineers and Royal Institute of Chartered Surveyors.

Commenting on his appointment, Andrew Haines, Network Rail’s chief executive, said: “Mike has been an invaluable member of our board for over six years and his immense experience will continue to be a huge asset to the board, to me and to the company.”

Mike said: “Peter’s are big shoes to fill as I help to push Network Rail forward to address its key priorities of running a safe and better performing railway, whilst helping Andrew to get the company, and the whole industry ready, for its journey into a new chapter with the establishment of Great British Railways.”

New CFO appointed at HS1 Mike Gray joins DB Cargo UK board

HS1 Ltd has announced the appointment of Virginie Merle as the company’s new CFO.

Virginie, who has been the UK, Middle East and India CFO for Keolis over the last few years, will take up her role at HS1 in September 2024, and replace Claire Howling, interim CFO at HS1. Claire will stay with the company in a new finance director role.

Virginie steps into the role with more than 20 years of finance experience. The majority of this time has been in the transport sector, including senior roles at French transport giants Keolis and Transdev, as well as UK rail industry experience with Board positions at Govia Thameslink Railway, Nottingham Trams, Keolis Amey Metrolink and Keolis Amey Docklands.

Robert Sinclair, CEO of HS1 Ltd, said: “Virginie brings a wealth of experience with years of leading finance teams in the transport sector and is well placed to help grow HS1 at a very exciting time for the business as more and more people look to travel by rail to Europe.

“We would also like to give our sincerest thanks to Claire Howling who has taken on the role as interim CFO. Claire will stay on in a new finance director role and continue her fantastic work at HS1.”

Virginie said: “I am delighted to have been appointed as the new CFO of HS1 and I look forward to being a part of the exciting journey of growth for high-speed rail over the coming years.

“I am excited to know that I will be working with a highly professional and motivated team at HS1 and I look forward to collaboration with my new colleagues and the company’s stakeholders to build on the business’s already significant success and unlock its full economic and environmental potential.”

DB Cargo UK has appointed a new chief transformation and digitalisation officer to spearhead an innovative overhaul of the company’s technological landscape.

Mike Gray, who over the past decade has been a technology leader in the UK rail industry, will take up his appointment to the UK Management Board with immediate effect.

Andrea Rossi, chief executive of DB Cargo UK, said Mike had been supporting the company on an interim basis and was delighted that he had agreed to make his appointment permanent.

“Mike has worked on projects for HS2, Network Rail, the Rail Delivery Group and Transport for Wales, as well as over 25 rail franchise bids. He has extensive knowledge and experience of UK and European rail relevant to leading the digitalisation of our business.”

“The greater use of digital and AI technologies is a key aspect of our ongoing transformation plan and will enable us to deliver even better customer service and product innovation, as well as improving our overall efficiency,” added Andrea.

“Among one of the first deliverables will be the delivery of a new end-to-end operating system, where we can track our products and the customer experience from initial enquiry right through to delivery and invoicing.”

Commenting on his appointment, Mike said: “This really is a dream role for me. I have worked in most aspects of the UK rail industry, but never the freight sector. So, to have the opportunity to support digital transformation and work for the premier UK freight operator is an incredible opportunity.

“I am grateful to DB Cargo UK for creating such an industry-leading role. I feel like all of the experience I have had in my career, has come together to make me a great fit for this task.”

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