39 minute read
TOTAL RAIL SOLUTIONS - FIVE TO FOCUS
TOTAL RAIL SOLUTIONS
FIVE TO FOCUS
It’s fair to say that the last few years have been challenging for the Rail industry, but Total Rail Solutions (TRS) is emerging with a renewed sense of purpose and priorities for its people. RailStaff spoke to CEO, Paul Bateman, to discuss the company’s vision for the future and its new initiative, Five to Focus.
Thanks for joining us Paul. Before we begin, could you give us an overview of TRS and the service it provides to the rail industry?
TRS is a leading national road rail plant provider for the UK rail market. Predominately, we operate road rail vehicles (RRV), offering for hire and via Plant Operations Schemes (POS). We undertake a variety of work with both main contractors and sub-contractors, the business is multi-disciplined with an expertise in enhancement and maintenance work.
Operationally, TRS delivers its services from three strategically placed hubs; South Wales, Yorkshire and Newbury in Berkshire, where we also have our head office. What key trends and challenges are you seeing at present, and how are you addressing these? What trends do you expect to see in the next 6-12 months?
The challenges the industry faces right now are caused by the aftermath of the transition to CP6 and the impact on the market as a result of COVID. The outcome of which is the understandable, reorganisation, and prioritisation of the type of projects undertaken by Network Rail.
Renewal programmes were and indeed remain an area of focus from both an operational requirement and investment perspective.
Clearly there remains a challenge in recruiting and retaining staff, with a continuing skills gap for the key roles of HGV drivers and plant operators, an issue that persists across many other sectors other than rail.
Rising fuel, labour and supply costs represent a significant challenge for the industry. I am pleased to say we recognised our dedicated and loyal workforce and have been able to attract new talent to the business during this time. In addition we took the decision in the summer of 2021 to stop filling our machines with diesel and switch to Hydrotreated Vegetable Oil (HVO), a decision that has medium to long term savings and is much kinder to the environment.
As the market recovers and confidence grows, we remain competitive. We have a good plan, a great team, and continue to invest heavily in our fleet.
With that in mind could you tell us about TRS’s Five to Focus initiative? What is the purpose of the programme and what prompted its development?
Setting a vision for the business is a fundamental objective of any leadership team. I wanted to find a mechanism to share with the TRS team what our vision is, what we stand for, our purpose, our mission and, critically, where the business needs to focus to grow and prosper.
Settling on five key areas, Five to Focus was conceived. The five areas are: Health, Safety & Environment - safety first, everyone goes home safely every night; Team - we’re accountable for our actions and belong to a team of which we’re proud; Finance - commercially minded, we always act with fairness and integrity; Engagement - collaborating to succeed, we are empowered to act and respectful to all; and Innovation - passionate to be the best, customers recognise and respond to what we do.
Dedicated members of my senior leadership team have been given, based on their skill set and accountability, responsibility for one of the Five to Focus.
Returning from the pandemic and into new headquarters, with a new branch movement, we felt the time to launch our focus and define our vision, purpose, and values was now.
We want Five to Focus to become a way of life in our business. By definition, it will provide a focus that drives behavioural change. Our reviews and communication will all be Five to Focus driven, leading to strengthened team cohesion.
What do you believe the new vision and values will do for the business?
purpose which we believe will give our staff more clarity around what we stand for, what the future looks like, and how we will get there.
How has the initiative been received by the TRS team?
It was really important that we consulted with the business during the thinking and development stage of the initiative. We worked the plan through rigorous scrutiny with our leadership team then, critically, we asked two separate groups of 20 team members, to review the plan and give honest feedback.
These two focus groups met, two weeks apart, with an independent facilitator. Anonymity was assured as the groups rated the initiatives both quantitively and qualitatively. The feedback was evaluated and reviewed, with numerous genuine amendments made to create a final approved version.
How have you presented Five to Focus to the business?
As part of the programme, we’ve developed a graphic which we’re calling ‘The Wheel’. The wheel displays in segments, the statement of intent, ambition, and direction for each business area we’re focussing on.
Five to Focus will also enable a new way to communicate our monthly results - not just our financial performance but lead indicators such as shift counts, physical utilisation, and incident reporting.
All of this information will be communicated to the entire business, engaging the team to further drive performance and profitability. It’s a clear message to the company that yes, we’ve been through some challenging times but we’re back. How will Five to Focus be communicated to senior leaders, management, and the wider workforce?
Sustaining the initiative is more important than the work we have done to launch. Our Head of People, Mel Budworth, will liaise with senior colleagues to ensure continued and sustained buy in, via monthly cascades of performance.
We have created a launch plan that will commence with a team brief to the business. We employ over 120 people, a proportion of whom are site-based, so we will conduct a series of roadshows around the business. Additional media, such as videos, presentations, and branch graphics will reinforce the initiative. This content will be uploaded to our internal SharePoint to allow the team constant access.
Finally, how will you measure the success of the initiative?
We're going to review and measure each of the five core values on a monthly basis, and we’ll be sending out regular company-wide updates. Monthly updates will also provide the business with a visual aid of how the company is performing, creating a culture of continuing improvement.
The Five to Focus team owners will provide the measures of performance from their area of responsibility. The company will provide the financials, all on a one easy to read one page infographic.
We’ll really know we have achieved our Five to Focus objectives when the TRS team has a mindset that enables a two-way flow of information, communication, and initiatives that deliver tangible improvements and results. All for the good of the business and the good of the TRS team.
In April I stepped in as Chair of Young Rail Professionals (YRP). Over the course of the next year, I’ll write a series of editorials in RailStaff which will voice the views of my peers - young professionals in rail, and the future leaders of our industry. I will also report on YRP activities, shining a light on the fantastic volunteering work undertaken by inspiring young professionals and celebrating their successes so that they may gain exposure to the wider industry.
WHERE IT ALL BEGAN
I fell into both the rail industry and my profession as an engineer. Growing up, I was always strong at maths and physics at school, and I decided to study a master’s in mechanical engineering at the University of Sheffield thinking that if I didn’t enjoy it, I could always go into finance or accountancy!
The complex problem solving involved in the degree suited me, however, for fear of not ‘fitting in’, a prevailing sense of doubt lingered in my mind as to whether the profession was for me. Determined not to let this stop me, between my third and fourth years, I undertook a summer placement at SNC-Lavalin (formerly Interfleet). Here where I had a female mentor, Jill Sellers, and a role model who helped me understand that I was well suited to engineering and that it was a profession that could offer many career opportunities.
Fiona Westcough.
I returned to university in my fourth year with a greater confidence in my abilities and achieved a First-Class degree and an award from IMechE for my Thesis project entitled “An Oblique Impact Test Method for Bicycle Helmets”. My thesis investigated an alternative test method to reflect the relationship between the acceleration and implied kinematics of the brain and skull during cycling impacts. As you can tell, this had very little to do with rail, but tapped into my interest in sports and human anatomy (outside of my day job, I’m a keen sports woman). I considered a career in sports or medical engineering, but eventually decided to return to Atkins (member of the SNC-Lavalin Group) and the rail industry, purely based on the wide variety of roles and geographical locations that it could offer.
THE PATH TO YRP
One of my strengths lies in my ability to ‘join the dots’. So, you could say that it was a perfect fit that I started my Graduate Scheme in Rail Consulting’s Systems Engineering team under the line management and mentorship of Tom Flannery. Undertaking an 18-month secondment with Bombardier (now Alstom) threw me into the deep end, supporting the delivery of the Class 701 European Train Control System (ETCS).
It was during this period that I considered joining a YRP committee, delivering free development and networking events, potential for leadership opportunities, and introduce other people to our brilliant industry. An incredible experience with Young Rail Tours (YRT) to Japan in March 2020 cemented my desire to be involved with YRP, as it allowed me to build relationships with professionals 5-10 years further into their career than I. Without hesitation, and perhaps too much time on my hands due to the pandemic hitting, I took on the roles of East Midlands Regional Vice Chair and National Marketing & Branding Manager. The following year laid the foundations for me.
OPPORTUNITY TO LEARN
From June 2021, I undertook a sevenmonth placement with TfL as a Rolling Stock Engineer on the S8 Programme Lift. This opportunity highlighted the complexities of rail programmes and suited my mechanical skill set. I tapped into my ability to coordinate with a variety of stakeholders to get things done. On reflection, the project taught me the power in asking important and impactful questions. This may seem like an incredibly simple concept, but I believe the quality of your questions determine the quality of your answers, and your answers are important because they guide your actions.
The changing landscape of UK and Global markets fascinates me, and my recent appointment within Atkins’ Strategic Rail team is providing me with a great opportunity to explore how these changes have ripple effects across our clients’ needs.
My employer and clients have always been incredibly supportive of my involvement in YRP, for which I will always be grateful. My colleagues see it as part of my continual development, taking on a higher level of responsibility relatively early in my career in an environment that allows me to make mistakes so I may learn and be a better leader for the future. My wish is that other employers develop this encouraging attitude to allow the same opportunity for young professionals following in my footsteps.
A CLEAR VISION
With the formation of Great British Railways (GBR) the industry is stood at a crossroads. We can either choose to do as we have done before or shine a fresh perspective on how we go about operating. YRP welcomes the Whole Industry Strategic Plan (WISP); a sectorwide, long-term strategy for rail. However, the young professionals currently entering the industry will arguably be the ones to deliver this 30-year plan, so shouldn’t they have a say in what they’re being committed to deliver on?
My vision for the year ahead as Chair is to raise awareness of the vital role young people play in ensuring the industry has the skills and people it needs to succeed. This involves collaborating with key industry organisations, such as the GBR Transition Team and RIA, to ensure a focus on attracting and developing talent, refreshing our brand towards the Net Zero agenda, and promoting positive change associated with the Industry Equality, Diversity & Inclusion Charter.
Many young professionals have not known a working world before the pandemic, so have not necessarily experienced the true benefit of in-person interaction. Every time I have represented YRP at an event, I would make a new contact, learn something new about the industry, or develop my professional portfolio. Therefore, I also make it my aim to re-connect our community, and create a YRP alumni network, to forge futures through mentoring opportunities from current industry leaders.
I am excited for the year ahead and grateful to lead such a fantastic organisation. If you would like to get involved or support our commitment to developing the next generation of young rail professionals, then I encourage you to get in touch.
ARM:
APPRENTICES IN RAIL
If you want to find out more about apprenticeships and ARM, come say hello.
With the ongoing talent shortage and increasingly ineffective talent acquisition methods, how can we reinvigorate rail recruitment? The answer is apprentices. We caught up with Zach Howgill and Erin Holland, two apprentices in rail recruitment at Advanced Resource Managers (ARM).
Why did you choose an apprenticeship with ARM?
Zach: Faced with the choice of waiting two more years to get into the world of work, or getting stuck in immediately, an apprenticeship seemed like the obvious choice. Now I get to learn on the job, gaining invaluable experience and developing so many skills that you just can’t get through an A Level syllabus.
Erin: Having worked in recruitment previously (in fire and security) I found a distinct lack of support– no one would show me the ropes, and there was no structure to my training of any form. I was struggling to get my foot in the door for a job and so decided it was time for a change of scenery. With the shift over to ARM and their apprenticeship structure, I’ve had the opportunity to properly learn, to understand the industry in depth, and all while getting paid.
What attracted you to the recruitment industry, and why rail recruitment in particular?
Zach: I’m naturally very chatty. I genuinely enjoy talking to people, especially when I’m able to help them out as a result, so recruitment just felt like the right path to take.
In terms of the rail sector, I honestly had little prior knowledge on the subject when I started, just a general interest and a level of understanding of its scale. After some research into the rail market, seeing just how exciting and dynamic it was, I wanted to learn more. I’ve been working in rail recruitment for just over a month and a half now, and it’s just confirmed I was right. There’s so much happening all the time in this industry, which keeps life interesting.
Erin: My background in recruitment helped with the decision, but I chose to join ARM and especially the rail team, due to the sheer potential for growth in this company and sector. Operating in such a massive industry means there are endless jobs, candidates, and clients to construct my own network and build my own professional development.
What has been the greatest challenge in recruiting for the rail sector?
Zach: The most challenging aspect of this role and sector, resulting from the ongoing skills shortage, is how difficult it is to retain candidate attention. You have to move so fast. The number of calls and emails sent out each day which don’t get a response, can be quite disheartening. But I have a great team to support me, and I know that I’m still learning.
Erin: We experienced the talent shortage first hand within rail recruitment. When I initially started at ARM it was just myself and Wayne on the team, and the learning curve was so steep. But now we’ve added five new members to the team, and everything is so much more manageable – I feel on top of everything again. I think the most challenging element can be client expectations. Most of the time I feel able and equipped to fit their requirements, but you do get the odd client looking for some sort of unicorn, and when they don’t receive this, they close the role. It’s so frustrating.
What have you gained through this apprenticeship?
Zach: This apprenticeship has boosted my confidence - not only in my ability to thrive in a full time work environment, but also in my communication skills. I now make so many phone calls to complete strangers at all hours of the day. My time management has also been completely overhauled -not that I had much of a choice in this job!
Erin: In my interview at ARM I was a nervous wreck – this is a massive office, full of new faces, and I was previously not Zach Howgill.
Erin Holland.
the biggest fan of change. But through this experience I have well and truly moved out of my comfort zone, with the help of my colleagues, to the point where this feels like my second home. Where else could you develop confidence like that? I’ve also developed numerous skills, which via other routes may have been neglected, namely my adaptability – in recruitment two days are never the same.
Any advice for those considering an apprenticeship?
Zach: I would recommend a recruitment apprenticeship to anyone willing to work hard, willing to learn and looking to earn good money straight out of school. It is such a rewarding role, even though it can be difficult at times, but it is just about showing perseverance to keep going and push through.
Erin: I’m not going to sugarcoat it – this apprenticeship has not been easy, and I have had a few moments over the last nine months where I’ve genuinely considered giving up. But with the right support in place, there are a lot of fun elements to the job, and expanding my knowledge, pushing myself, and gaining fresh perspectives has been invaluable. Looking back now, as I reach the end of the apprenticeship, I’m so proud of how much I have achieved and so happy with the team I’ve been lucky enough to join.
The flip side
To find out what we stand to gain working with apprentices and how best to support them, we spoke with Erin and Zach’s manager Wayne Smith.
What are your top tips for effectively supporting apprentices?
Wayne: The key is, perhaps predictably, to listen. By listening to your apprentices, learning about their strengths, worries, you ensure that you’re giving them the time, space, and tailored support they need to succeed.
Apprenticeships take time – at least one day a week of work – but what they’re gaining through the combination of this structured learning and direct employment is invaluable. Allow them to prioritize their own development – this will result in the best outcome for everyone.
Another tip would be to facilitate a culture of questions, where knowledge-sharing is just par for the course. The nature of the office environment allows for people from all sorts of professions, expertise, and interests to interact on a day-to-day basis, and to learn from one another.
Finally, treat everyone like an adult. It seems obvious, but I think it’s fair to say there is a tendency to underestimate young people, despite their vast offering. Don’t hold them back. Get your apprentices involved at the deep end (with support of course).
Why should we be investing in apprentices? What can we learn from them?
Wayne: Apprentices have so much to offer any business: fresh perspectives, different insights, an injection of vibrancy to the office space! My team of apprentices is able to engage with a huge spectrum of individuals, capable of relating to different age groups and much more effective therefore at engaging them. They also bring such a range of skills, the nature of the apprenticeship path allowing for a much wider talent pool.
I’ve learnt so much from the apprentices at ARM. As well as a newfound knowledge of Netflix and online shopping retailers, I’ve been fortunate enough to learn about different learning styles and how to adopt these in my daily life, and about new approaches to recruitment practice. I’m extremely proud of my team, and I definitely laugh more now than before they all began their apprenticeship journeys here at ARM.
Wayne and another of our rail team, just as she's made her first placement.
Ellie Burrows takes helm of RSSB safety leadership group
Network Rail’s Anglia Director, Ellie Burrows, has been appointed chair of RSSB’s System Safety Risk Group (SSRG). She takes over the chair from Steve Murphy, CEO of MTR UK.
SSRG promotes collaboration through the industry’s shared strategy: ‘Leading Health and Safety on Britain’s Railway’ (LHSBR). This sets out the opportunities to improve across 12 key risk areas as well as industry’s own capabilities, helping to keep Britain’s railways among the safest in the world.
In addition to her role at Network Rail, Ellie has been Train Services Director at Southeastern, as well as being a Fellow and Deputy Chair of the Chartered Institution of Railway Operators.
On her appointment, Ellie said: “I’m delighted to be taking the helm of the System Safety Risk Group at what is a critical juncture for our industry. The railways are embarking on reform, and with change comes risk.
“I want to ensure the industry retains its collaborative spirit and shared commitment just as I also want us all to take full advantage of RSSB’s data and brainpower to drive us forward.”
RSSB’s Director of System Safety and Health, Ali Chegini, said: ““With Ellie on board, SSRG can ensure the industry collectively stays on its toes, remains alert to the risks and focusses attention on the right action as the right time.”
New managing director for West Midlands Trains
Ian McConnell is to join West Midlands Trains (WMT) as managing director. Currently chief operating officer at ScotRail, he will join WMT during April, once ScotRail has been successfully handed over to Scottish Rail Holdings.
Ian has considerable experience and expertise within the rail sector, having previously been Franchise & Programmes director at Greater Anglia and prior to that undertaking several project and leadership roles at ScotRail and London Overground.
Ian said: “I’m delighted to be joining the West Midlands Trains team at such an exciting time, with the introduction of a new train fleet and the Commonwealth Games taking place in the region later this year.”
Dominic Booth, managing director at Abellio UK said: “I am really excited to welcome Ian to West Midlands Trains. He brings a wealth of leadership experience to this role and has the skills, determination, and experience needed to lead West Midlands Trains as it seeks to recover from the pandemic.”
New head of UK Rail at Zipabout
Transport communications company Zipabout has announced that Charlotte Pearce will be joining the company as head of UK Rail.
Charlotte will take responsibility for Zipabout’s commercial partnerships within rail in the UK. She will lead on the ongoing roll-out of personalised information services for all UK rail operators using Zipabout technology as well as spearheading new business development within the sector.
Charlotte said: “I am so excited to work with the Zipabout team, strengthening and growing already established relationships across the Rail Industry. As the UK passenger network continues to bounce back, I am proud to be at the centre of this success.”
Charlotte brings more than 25 years’ experience working within the transport sector across stakeholder engagement, new business, and marketing. Over the last five years, she has specialised in business development within the rail industry, working as business consultant for Knorr-Bremse Rail Systems (UK) Ltd, industry engagement director for Rail Alliance, and supported LNER with the media launch of the Hitachi Azuma fleet. Previously, Charlotte also led on communications and new business as director of External Relations at the Community Transport Association.
Alex Froom, CEO at Zipabout, said: “This is an exciting time of growth for Zipabout as we look to expand both within and beyond the UK, so I’m delighted that our commercial rail partnerships will be taken forward by someone with such breadth of industry experience as Charlotte.”
Zipabout powers the ‘Alert Me’ service provided through National Rail Enquiries as well as similar services for rail operators across the UK.
Trenitalia c2c welcomes new managing director
Train operator Trenitalia c2c has announced the appointment of Rob Mullen as managing director, following the departure of Ben Ackroyd who leaves the role this Spring.
Rob joins c2c from Thameslink and Great Northern, part of GTR, where he was train services director and oversaw a real improvement in overall safety and operational delivery, with a focus on implementing Automatic Train Operation and the European Train Control System through London’s core, in addition to navigating the pandemic.
Rob started his railway career working in consultancy, predominantly in performance modelling and timetable compilation before moving into the world of train operations. He joined c2c Rail as route performance manager, moving onto various roles including operations director at Great Western Railway.
Rob Mullen said: “I am delighted to be returning to c2c as managing director at such an interesting time for the rail industry. I look forward to the challenges ahead and working with colleagues to attract customers back onboard our fantastic railway.”
Ernesto Sicilia, chairman and managing director of Trenitalia UK Ltd said “I am pleased Rob will be coming back to c2c as managing director. Rob brings with him a wealth of experience in the rail industry and I have no doubt he will help us to maintain our high standards and focus on customer service. I know that with his experience and dedication he will be a great leader for everyone at Trenitalia c2c Ltd.
“I would like to pay thanks to Ben, who leaves us for a new role in the rail industry and has done a great job over what has been an incredibly challenging 18 months.”
New head of engineering at Northern
Northern has appointed Tony Plumbley as its new head of Engineering. He joins the operator from Merseyrail, where he was head of fleet and engineering.
In his new role, Tony will manage major fleet projects and performance enhancement schemes aimed at improving the maintenance and performance of Northern’s rolling stock, and help deliver new asset information systems.
Commenting on his appointment, Jack Commandeur, engineering director at Northern, said: “Tony has a wealth of experience of engineering in the rail industry.
“His experience of managing a legacy fleet whilst simultaneously overseeing the introduction of all-new, state of the art rolling stock makes him a great addition to the Northern team.”
Tony added: “Northern has an ambitious programme of fleet upgrades in the pipeline and I look forward to working with their teams across the North of England to deliver those for the business and ultimately for our customers to enjoy.”
Network Rail appoints new Group Property director
Robin Dobson has joined Network Rail Group Property director, replacing Stuart Kirkwood who has left the organisation after 11 years’ service.
Robin joins Network Rail from the property development and investment company Hammerson Plc and brings extensive experience in all property asset classes across UK and Europe.
Commenting on his appointment, Robin said: “I am excited to be joining Network Rail at this time. The focus will be on infrastructure growth and delivering developments across Great Britain with both the private sector and public partnerships, particularly in support of the Government’s levelling-up agenda around housing and investment.”
Jeremy Westlake, Network Rail’s chief financial officer, added: “We are delighted Robin is joining us. He has a proven track record of delivering growth through multiple UK wide regeneration projects. His expertise will be of real value as the industry plays its role in supporting Britain’s recovery from the Covid-19 pandemic.
“I would also like to take this opportunity to thank Stuart for his sterling work in unlocking land for housing and commercial developments, and maximising profits from Network Rail’s property portfolio all of which have enabled investment in upgrading the railway. We wish him a very happy and welldeserved retirement.”
Claire Ansley expands role at LNER
London North Eastern Railway (LNER) is pleased to announce that Claire Ansley has been appointed to the new role of People and Customer Experience Director.
Claire, who has been Customer Experience director for four years, will additionally oversee the People Team at LNER and continue to ensure customers receive the worldclass, high-quality service synonymous with LNER.
Speaking about her new role, Claire Ansley said: “I’m delighted to be taking up this new role as People and Customer Experience Director. We put our customers and our people are at the heart of everything we do. I am truly committed and passionate about continually enhancing our customer experience at LNER and our amazing people, who put their all into delivering the very best.
“I’m incredibly proud of the recognition we’ve received so far and working with my teams, we will build on that to create an even greater experience for our customers and colleagues as we welcome more people back to rail.”
David Horne, managing director at LNER, said: “Claire continues to be an inspiring leader dedicated to ensuring teams deliver our legendary LNER customer service. She brings huge experience, passion and energy to her role and I am delighted she will be leading our People and Customer Experience teams.”
Joel Sainsbury joins Serco as director
Serco has appointed Joel Sainsbury as its new director, Rail Technical Services, based in Derby. Richard Hobson, who has led Rail Technical Services since 2011 will be retiring at the end of April after a long and successful career.
Joel joined Serco’s Rail Technical Services business nine months ago, since when he has been leading the Engineering Team. He started his career in AEA Technology Rail and then progressed in Rolls-Royce Submarines in various roles with an international assignment in North America before latterly being commissioning manager of a chemical manufacturing facility in the UK.
Commenting on his appointment Joel said: “I am both proud and excited to have the opportunity to lead Serco’s Rail Technical Services business. The business has a great team of people with industry leading skills and together we have a great opportunity to develop and grow the business in the coming years.”
John Whitehurst, Managing Director of Serco’s Transport business, said: “We are pleased to have recruited someone of Joel’s calibre. Having spent a few months in the business he has proven that he is the right man to lead the business in the coming years.
“I also want to thank Richard for his commitment, skill and leadership over the past years and wish him well in his retirement.”
Northern appoints new TrainCare Centre manager
Northern has appointed Andy Marden as its new TrainCare Centre manager at Neville Hill depot.
He has been promoted from his previous role leading the rail operator’s Engineering Transformation Programme, which included the introduction of 101 new trains and the refurbishment of 240 trains.
In his new role, Andy will work towards increasing Northern’s fleet reliability and availability and lead the Neville Hill team to meet their quality and performance targets.
Commenting on his appointment, Jack Commandeur, engineering director at Northern, said: “With his experience and being Yorkshire born and bred, Andy is well placed to lead our Yorkshire TrainCare Centre, which will see a huge programme of modernisation.”
Andy, who lives in Doncaster, has previously worked for Unipart Bombardier and East Coast.
He said: “Northern has an ambitious programme of modernisation in the pipeline at Neville Hill, which I look forward to working on with our teams across the North of England, to create an industry-leading facility for the business”.
East West Railway company names new CEO
Beth West has been appointed as chief executive officer (CEO) of East West Railway Company (EWR), succeeding Simon Blanchflower who retired on 31 March 2022.
Beth takes notable strengths to EWR including a successful track record in innovative construction in transport and infrastructure; experience of working together with communities and strategic partners; and a passionate commitment to using infrastructure to deliver real improvements for local people and businesses.
Beth joins EWR after a period of consulting, having previously been the Regional South Managing Director at Balfour Beatty where she had responsibility for a wide array of civil engineering and building projects. Beth has a rich knowledge of the transport sector, strong commercial acumen, and a long track record in driving construction innovation. Her previous positions include being Commercial Director for HS2; Head of Development for Landsec; and spending nine years in several roles at Transport for London.
Beth is a fellow of the Institution of Civil Engineers; the Chartered Institute of Procurement and Supply; and is an Honorary Fellow of the Royal Institute of Chartered Surveyors.
She said: “I am honoured to have the opportunity to lead EWR Co. The organisation has ambitious plans to make a significant and positive difference to the lives of communities and businesses along the route. Delivering a new, sustainable connection between Oxford and Cambridge will be good for businesses, create more jobs for local people, help attract investment to the area and increase prosperity.
“I intend to see EWR at the forefront of innovation, exploring new and better ways to plan, build and run rail in the UK. I am really looking forward to working with local communities, as well as the EWR Co team and our partners, and a wealth of other stakeholders to deliver East West Rail.”
Long-distance operator, CrossCountry, has announced the appointment of Mark Goodall as Service Delivery Director.
Mark joins from Chiltern Railways where he was Operations Director. Prior to that he held numerous senior operational roles including Head of Alliancing at West Midlands Trains, where he led on building strong relationships with key stakeholders such as Network Rail, West Midlands Rail Executive and Birmingham University.
He has significant experience of building reliable and consistent services which put the customer first as well as having worked closely with the trade unions for many years. Mark also has a Master’s in Industrial Relations and Employment Law from Keele University.
On his appointment, Mark said: “CrossCountry is unique in that it spans the length and breadth of Great Britain, connecting dozens of towns and cities on the way. I am looking forward to working with Tom and the wider CrossCountry team to positively change the way our train service is delivered across Great Britain so that we support the country’s economic recovery and exceed customers’ expectations.”
Tom Joyner, Managing Director at CrossCountry added: “Mark brings significant operational experience and leadership to CrossCountry, which will be vital as we attract customers back to rail. Our industry and our business are changing and appointments like Mark place us in a strong position to be at the forefront of that positive change.”
Mark will join the business in the early summer.
Rail operator Govia Thameslink Railway (GTR) has appointed previous interim Head of Safety and Health, Samantha Facey, as Health, Safety and Security Director.
Samantha started in the new role in late February, reporting to Patrick Verwer, GTR’s chief executive officer. She took on the position after serving as Head of Zero Harm Strategy since 2019.
During her tenure, the rail operator has recorded year-on-year improvement in operational safety performance, resulting in a 9% reduction in 2019/20 and a further 18% in 2020/21. GTR has also seen a 40% reduction in fatalities year-onyear and the number of life-saving interventions more than double, with 40% of the organisation so far undertaking training on how to make a safe intervention.
Samantha said: “I’m delighted to take up this position at a time where our passengers are returning to our railway and expect a safe and reliable railway. I’m really proud of our Zero Harm strategy and the shift it’s facilitated in our safety culture. Having witnessed first-hand the everyday actions colleagues take to look after each other and support our passengers during what has been a complex time for us all, I’m confident we’re ready for the next challenge.
With more than 20 years’ experience in the transport industry, Samantha has held numerous roles across operational delivery, project management, business planning, training and health and safety, and originally joined GTR in 2013.
Patrick Verwer said, “I am delighted that Samantha has been appointed Head, Safety and Security Director. With extensive industry experience, she brings a can-do attitude and firm focus on making things better for customers and colleagues alike; I’m sure we will continue to see great work toward our Zero Harm ambitions with Samantha in her new role.”
DB Cargo UK welcomes Jon Harman
DB Cargo UK has appointed a new Head of Asset Management and Maintenance to oversee the company’s in-house and thirdparty engineering operations.
Jon Harman, who was previously Head of Fleet for First Bus, has more than three decades of experience in engineering, having worked in senior management roles for a variety of companies including Thomsonfly, Lex Multipart, and Arriva London.
Jon started his career as an Aircraft Engineering Apprentice in the RAF back in 1987 and has since embarked on a rigorous programme of personal and professional development which has seen him earn qualifications in a range of additional disciplines including Engineering, Business, and HR management.
He has an outstanding record in challenging legacy thinking, defining strategy, developing operational infrastructure, and harnessing the power of robust systems to deliver business-critical objectives.
DB Cargo UK’s Chief Operating Officer Neil Ethell said: “We are delighted to welcome Jon who brings with him a wealth of experience in managing large fleets and aligning engineering excellence with the delivery of companies’ overall business plans.”
Commenting on his new role, Jon said: “DB Cargo UK has a fleet of 228 diesel and electric locomotives and over 5000 wagons that transport in the region of 37 million tonnes of freight each year across the UK and Europe. It’s a massive undertaking and I’m looking forward to tackling the numerous challenges that come with such a responsibility”.
CELEBRATING THE ACHIEVEMENTS WOMEN IN RAIL
International Women’s Day, held on 8 March, celebrated the achievements of women and marked a call to action to accelerate women’s equality. International Women’s Day has been marked for over a century, with the first gathering in 1911 supported by over a million people.
This year’s theme, #BreakTheBias, advocates a world free of bias, stereotypes, and discrimination. A world that is diverse, equal, and inclusive.
Specialist recruiter Advance TRS sat down with two of its successfully placed female candidates. Both have found placements within the rail sector as Specialist Consultants and Safety Assurance Engineers. They talked about their experiences and achievements in their chosen fields. When did you first consider pursuing this career?
Nicky: Well I didn’t really plan on doing this career. A friend sent through a short-term opportunity which was so interesting. I found I met most of the criteria they were looking for, apart from sector knowledge/experience. Using an agency like Advance TRS helped me see that I had transferrable skills that I could use across sectors. Their knowledge gave me the confidence in my capabilities when I couldn’t see them myself, which was really encouraging.
Ria: I’ve actually been in the rail sector for over 12 years now. Originally, I was working in the aviation and maritime industry, but was then offered a new opportunity when my company moved offices. I felt this was quite a good move to make, I had skills that could be transferred across, I just had to learn more about the rail industry and technical aspects.
What was your experience of entering the industry?
Nicky: It was good. I found the industry and people very welcoming and didn’t feel like there were any barriers holding me back.
Ria: Generally very smooth sailing. Early on in my career as a junior it could get a bit intimidating being the only woman and having your voice heard, but on the whole, there were never any hindrances.
What made you want to pursue/continue with this career choice?
Nicky: I enjoyed the prospect of being challenged by something new, it was a good opportunity. The scale of projects is interesting; you’re involved in something that is there for years to come. I feel rewarded knowing that I’m making a difference to people’s lives, or making their journeys easier. I also get to work with world class engineers, highly specialised in their roles and incredibly knowledgeable, it’s very fulfilling work.
How important is diversity and inclusivity when you are searching for a job?
and generally is, very understanding of that. It’s so important to feel part of a diverse workplace, where you can be heard, no matter what your experiences, or where you are with your life or career.
Ria: At the start of my career it wasn’t something I really thought about, however I was aware that I was one of very few women, and the only woman of colour. In recent job searches I am more aware of it and have noticed a lot of progress, lots more inclusion/ diversity. However, I have still seen instances where, for example, a job description is written in the male pronoun, using “he”.
What would you say is your greatest professional achievement so far?
Nicky: I’ve been very fortunate to work on several ground-breaking campaigns, introducing new technologies, working with amazing teams and clients. Even though I might have played a small part in the project, it’s so rewarding to see the result and know you’ve been a part of that. Balancing work and family life is also something I feel proud of.
Ria: Completing my master’s degree in Railway Systems Engineering & Integration. I completed this whilst working full time, studying part-time and expecting my first child. It was a lot to take on but brought a lot of value and additional knowledge that I didn’t have before.
How would you describe your experience of being a woman in your industry?
sometimes aware that you are working in an environment where you are the minority. However, I’ve never had any negative experiences or felt like being a woman is an issue. I’ve seen a big improvement in equality and more women are coming into the industry. There are many opportunities for women to enter and it’s good to see a greater variety of roles beyond engineering. This includes senior roles, management roles and apprenticeships.
Ria: It’s never felt like a barrier. You have to find your voice and fight for what you believe in, not be afraid to say how you feel. I do feel like my degree has helped empower me and prove to people that I do know what I’m talking about.
Have you been given any advice that has helped shape your career?
Nicky: As early as possible, find your niche. If you can find something you enjoy doing, get really good at doing it. It took me a while to understand what that means/what that is but try anything! Don’t be afraid to try different things to narrow down what it is that you’re looking for. Also, take opportunities when they present themselves, until you try – you don’t know.
Ria: I don’t think there has been any specific advice, but I did have a mentor that really supported me. She helped me navigate and overcome challenges that I was having and encouraged me in recognising my achievements. Sometimes it’s hard to recognise these in yourself but she really saw the best in me. It’s hard to explain the value and impact this had on my career. Do you have any female role models that have encouraged you in your career?
Nicky: Yes, I have a strong network of men and women and I’ve received some great advice from them throughout my life and career. I always listen carefully and learn from them – to take on board their suggestions and advice and carry it forward in what I do. It’s important to welcome and consider any feedback you receive – from everyone.
Ria: I’ve got a good friend who’s a chartered engineer in a senior role. She’s also a mum of two so it’s really inspiring to see someone else managing both career and motherhood. It helps me recognise what I can achieve myself. I also think having a female support network around you is so important. Having people looking out for you and wanting the best for you is really encouraging.
Based on your experience, what advice would you give to women considering a career in your sector?
Nicky: You must find your voice, find confidence in what you do and how you do it. In this sector you’ve got to be quite versatile and be able to think on your feet. Do what you can to get as much experience behind you as possible, so you’ll feel more confident and able to succeed. Create a support network. Build your own personal brand! There are many opportunities, go for it!
Ria: It’s a globally growing industry, with many projects starting up. This sector needs female intelligence, the way we think and being able to provide a different perspective. Believe in yourself and challenge yourself, don’t be afraid to go for it – take a chance! ADVANCE TRS
Advance TRS is a niche recruitment consultancy specialising in the provision of highly skilled technical professionals for the built environment. It provides permanent, contract and temporary recruitment solutions to both candidates and clients across several key technical sectors including rail, construction, and water & environment services.
Advance TRS believes everyone deserves the same opportunities, regardless of age, race, gender, religion or sexual orientation. It is committed to supporting contractors and staff to work in an environment that is free from discrimination and promotes equal opportunities for all.
