Rail Professional February 2022 by Rail Professional Magazine

FEBRUARY 2022 ISSUE 279 £7.95

www.railpro.co.uk

THE BUSINESS RESOURCE FOR RAIL

Coming in from the cold Tackling climate disruption on the rail network through technology

(potensial)

South Wales Metro (potential)

DEMU Tri Modd Tri Mode Cerbyd Metro DMU

Depots Depot safety should work seamlessly with operations

Sustainability

Merthyr Tudful Merthyr Tydful Aberdâr Aberdare

Gorsafoedd newydd New stations

Treherbert

St Pancras International: Showcasing sustainable facilities management

Tram and Light Rail

Ystrad Myn

South Wales Metro and Devolution Abercynon

Caerfilli Caerphilly

Pontypridd Coryton Y Mynydd Bychan Heath

Treforest Estate

Tŷ Du Roger

Radur Radyr

Maesteg

Cathays

Pen-y-bont Bridgend

Heol y Crwys Crwys Road

Cornel Pye Pye Corner

Pont-y-clun Pontyclun

Abertawe Swansea Caerfyddin Carmarthern Gorllewin Cymru West Wales

Caerdydd Canalog

Y Rhws Rhoose

Penarth

Ynys y Barri Barry Island

Casnewydd Newport

Sgwâr Loudoun Loudoun Square

Bae Caerdydd

WELCOME |

FEBRUARY 2022 ISSUE 279 £7.95

www.railpro.co.uk

THE BUSINESS RESOURCE FOR RAIL

Coming in from the cold Tackling climate disruption on the rail network through technology

Ni ddangosir pob gorsaf Not all stations are shown

(potensial)

South Wales Metro (potential)

DEMU Tri Modd Tri Mode Cerbyd Metro DMU

Depots Depot safety should work seamlessly with operations

Aberdâr Aberdare

Sustainability

Gorsafoedd newydd New stations

Treherbert

St Pancras International: Showcasing sustainable facilities management

Tref Glyn Ebwy Ebbw Vale Town

Tram and Light Rail

Ystrad Mynach

South Wales Metro and Devolution Abercynon

Caerfilli Caerphilly

Coryton

Pont-y-pŵl and New Inn Pontypool and New Inn

Y Mynydd Bychan Heath

Treforest Estate

Tŷ Du Rogerstone

Radur Radyr

Cwmbrân Cwmbran Cathays

Pen-y-bont Bridgend

Y Fenni Abergavenny

Trecelyn Newbridge

Pontypridd

Maesteg

editor’s note

Hereford Shrewsbury Gogledd Cymru North Wales

Rhymni Rhymney

Merthyr Tudful Merthyr Tydful

Heol y Crwys Crwys Road

Cornel Pye Pye Corner

Pont-y-clun Pontyclun Chepstow

Abertawe Swansea Caerfyddin Carmarthern Gorllewin Cymru West Wales

Caerdydd Canalog

Y Rhws Rhoose

Penarth

Casnewydd Newport

Cheltenham Gloucester

Sgwâr Loudoun Loudoun Square

Ynys y Barri Barry Island

Bae Caerdydd

PUBLISHER RAIL PROFESSIONAL LTD Hallmark House, Downham Road, Ramsden Heath, Essex CM11 1PU Telephone: +44 (0)1268 711811 EDITORIAL EDITOR SAM SHERWOOD-HALE editor@railpro.co.uk DISPLAY ADVERTISING DEAN SALISBURY ADAM OVERALL JAMIE TREGARTHEN sales@railpro.co.uk RECRUITMENT ADVERTISING recruitment@railpro.co.uk SUBSCRIPTIONS subscriptions@railpro.co.uk ADMINISTRATION CHERIE NUGENT info@railpro.co.uk LISA ETHERINGTON admin@railpro.co.uk DESIGN & PRODUCTION ALICIA BANNISTER LUKASZ SACZEK production@railpro.co.uk

Rail Professional welcomes contributions in the form of articles, photographs or letters, preferably by email. Original photographs may be submitted, but, while every care will be exercised, neither the editor nor the publisher take responsibility for loss of, or damage to, material sent. Submission of material to Rail

Welcome back after what feels like the longest break I’ve ever had, so much has happened both within and without the rail industry since the last I wrote this column. It was two months ago that the Government released its Integrated Rail Plan (IRP) and reaction at the time was mixed but with analysis continuing to come in we start the year still having to argue the case for HS2. This time last year I wrote how the benefit of hindsight would prove the naysayers wrong – I hope we will have the chance to experience that hindsight, given that so much of the northern part of the line is still apparently up in the air. Moving onto this issue, we are looking at tram and light rail, depots, and sustainability. Mathew Taylor, Director at Pre Metro and UKTram, highlights the benefits of Very Light Rail and its essential role in connecting our communities and Mark Barry, Professor of Practice in Connectivity at Cardiff University’s School of Geography & Planning explores the progress of devolution in Wales. Covering depots, Mechan explains how saving time and making environmental improvements are essential everyday demands in busy rail depots and Dr Stephen Fletcher, Director and psychologist at the Occupational Psychology Centre (OPC) shares some job analysis work that’s helped to identify key Non-Technical Skills (NTS) for safe always. Greg Dingle, London Regional Director at The Churchill Group provides an overview on how station facility managers can focus on sustainability while setting high standards in cleaning and hygiene to keep all users safe. We have two interviews this month, the first with Glenn Clark, Managing Director of RCU Solutions Limited who told me about founding a startup, getting accredited to the rail industry standard and what he expects for the future. I also spoke to Peter Cole, Principal Environmental and Sustainability Officer at Transport for the North about decarbonisation, the transport issues facing the North and how society can adapt to environmental challenges. We also have features from Bam Ritchies, RSSB, Railway Industry Association and many more! Finally, our Supply Chain Directory for 2022 is available now – you can order a copy here. This edition is potentially the last that will document the railways in their current state, with all the various train operating companies, holding companies and regulatory bodies. Next year we could finally be welcoming the brave new world of Great British Railways – who knows! For now, enjoy this issue and I will speak to you again next month. Sam Sherwood-Hale Editor

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CONTENTS / ISSUE 279 / FEBRUARY 2022 |

09 News

33 Q&A

Avanti West Coast launch new Train Driver recruitment campaign, Play as both the driver and company director, New analysis shows that modal shift matters to transport decarbonisation, Anti-erosion work underway beneath Greater Manchester railway viaduct, WMCA agrees priorities for £1.3 billion investment in region’s transport networks, The future of LOC platforms

First established as Holdsworth in 1822, Camira is a transport textile manufacturer with two centuries’ experience. Following a tumultuous period in the industry, we spoke with Transport Creative Manager Ciara Crossan about the trends the company has observed following the Coronavirus pandemic, and the influence these have on the textiles they create

15 Rail Professional Interview Sam Sherwood-Hale spoke to Glenn Clark, Managing Director of RCU Solutions Limited about founding a startup, getting accredited to the rail industry standard and what the future will hold

19 The Cheek of it The start of a new year inevitably triggers thoughts of what significant anniversaries will fall during the next twelve months – a tendency perhaps highlighted this year because of the Queen’s Platinum Jubilee and the nostalgia-fest that will no doubt provoke through the spring and summer

37 Viewpoint Andrew Cullis, risk analyst at Equib, explains why a robust risk management approach is key

39 Viewpoint The need to tackle the many problems facing the UK transport sector is becoming even more urgent, says Robin Woodbridge, Head of Capital Deployment at Prologis UK

23 Laying down the law The rail sector has been hard hit by the effects of Covid-19 but has continued to move both passengers and freight around the country despite a depleted workforce

27 Women in Rail Restrictions are beginning to ease across the country, marking a welcome development for early 2022 and Women in Rail is looking forward to the year ahead with much optimism says Shona Clive

29 Delivering the goods Mags Simpson, Head of Policy Engagement at Logistics UK, provide an overview of some of the key moments in 2021 and look ahead to what the industry needs to thrive in 2022

39 41 Viewpoint Hazel Dawson, Focus Travel Partnership’s Commercial Manager outlines some of the issues and frustrations third party sellers of rail have faced and how the new Great British Railways can have a positive impact

45 Viewpoint Samuel Taylor takes a look at the benefits of passenger information to help and support customers on route and some of the benefits and the positive impacts of Wi-Fi on public transport

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CONTENTS / ISSUE 279 / FEBRUARY 2022 |

49 Viewpoint Stuart Lemmon, CEO Northern Europe for EcoAct, an Atos company, and Victoria Biggs, Chief Communications Officer at Trainline discuss the different forms commitment and collaboration take in business strategy and implementing sustainable operations

51 Viewpoint Could Software-as-a-service (SaaS) analytics hold the answer? Alan Cunningham, subject matter expert at Ovarro, explains why Software-as-a-service (SaaS) analytics are necessary to help network operators see the wood from the trees

54 Rail Professional Interview In the Summer of 2021, Sam Sherwood-Hale spoke to Peter Cole, Principal Environmental and Sustainability Officer at Transport for the North about decarbonisation, the transport issues facing the North and how society can adapt to environmental challenges

59 Sustainability Greg Dingle, London Regional Director at The Churchill Group provides an overview on how station facility managers can focus on sustainability while setting high standards in cleaning and hygiene to keep all users safe

63 Training Going further and faster on environmental and social sustainability are key to unlocking the future potential of the rail industry

78 75 Depots Saving time and making environmental improvements are essential everyday demands in busy rail depots

77 Depots Rail depot safety and control should be a process that works seamlessly with operational activities

65 Tram and Light Rail

81 Business Profiles

Mark Barry, Professor of Practice in Connectivity at Cardiff University’s School of Geography & Planning explores the progress of devolution in Wales

BAM Ritches, 3Squared Ltd, Relec Electronics Ltd, Forbo Flooring System, Railway Industry Association

68 Depots Dr Stephen Fletcher, Director and psychologist at the Occupational Psychology Centre (OPC) shares some job analysis work that has helped to identify key Non-Technical Skills (NTS) for safe and effective depot driving

71 Tram and Light Rail Mathew Taylor, Director at Pre Metro and UKTram, highlights the benefits of Very Light Rail and its essential role in connecting our communities

96 Business News Freightliner trains new drivers, Medically approved open frame ac-dc converters expand LOF series, Level Crossing Barrier Machine and Protection Cage, Banbury-based company hosts virtual open evenings for latest engineering apprenticeships job openings, Get on track with customised rail solutions from HARTING, Mechan reduces rail depot’s impact on environment

98 People Lord Patrick McLoughlin, Anne Shaw, Richard Carr, Richard Bonner, Andrew Sloan, Barry Graham Marie Addison

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NEWS |

News in brief Official start of £100 million Metro Flow project in South Tyneside A £100 million track dualling scheme that will increase service frequency, reduce journey times, and improve reliability on the Tyne and Wear Metro has officially got underway. The Metro Flow project will see an existing freight line upgraded and electrified in South Tyneside, making it capable of carrying Metro services, boosting the capacity for an extra 24,000 customer journeys every day. Three sections of single track will be dualled between Pelaw and Bede Metro stations, with the most intensive period of track works taking place between September and December during a twelveweek major line closure.

CWE Ltd establishes Centre of Excellence for Rail CWE Ltd has announced it is launching a Centre of Excellence for Rail at its Crowle facility, providing customers in the sector with one of the most comprehensive rolling stock refurbishment services in the UK. The news follows the recent launch of its new hydraulic and mechanical buffer cell, and brings its coupler refurbishment facility, which is currently based in Worksop, into its Crowle site, ensuring all of its capabilities are under one roof. As a result, current and future customers in the rail sector will benefit from a more efficient service with easy access to the relevant parts and expertise at one site. The new Centre is a key part of CWE’s growth plans for the future, which will focus primarily on expanding its presence in the rail sector.

Avanti West Coast launch new Train Driver recruitment campaign Avanti West Coast has launched a campaign to help recruit 40 new Train Drivers at locations throughout the UK in 2022. The initiative aims to encourage more people, especially women, to consider the role as a realistic career to pursue. In January, applications opened for the first ten new posts. As a part of the that recruitment process an online Train Driver question and answer session was held featuring newly qualified driver Hayley Richardson who talked about her experience. Over 1,000 people signed up to hear the London based recruit, who spent ten years working for the Cambridgeshire Constabulary, qualifying as a Detective Constable, share details about her training and what it’s like to drive at train at 125mph. ‘I absolutely love being a Train Driver’ said Hayley. ‘I wanted to do something out of my comfort zone, and I would encourage anyone, especially women who are looking for a career change or have their hearts set on becoming a driver to put in an application.’ Further posts are expected to be advertised in June at depots in the Midlands and North West. Successful applicants will

Train Driver Alice Catchpowle

need to be over 20 years and six months of age when applying, live within an hour of their designated depot and meet the required medical standards. Avanti West Coast has also created a dedicated webpage offering helpful advice to those actively thinking about train driving as a career with the option to sign up for job alerts – https:// www.avantiwestcoast.co.uk/about-us/ careers/train-driver-recruitment. Richard Morrow, Head of Drivers at Avanti West Coast added: ‘Train driving is a wonderful career, one that carries a lot of responsibility and job satisfaction. Whilst the application process is competitive, if you think you have what it takes, then we’d love to hear from you.’

Play as both the driver and company director Take the controls of your train and travel across Europe with passengers and merchandise. In the Early Access version, drive through Germany, riding in the cab of several different locomotives. Each of these locomotives has its unique characteristics (power, braking, etc.) that you need to fully master to be as effective as possible. Take your passengers through astonishingly beautiful lands, including both town and country, forest and mountains. Not only do you have to drive the trains, you also have to grow your company by optimizing your passenger and freight activities. Choose a name, a logo, purchase locomotives, and hire drivers, giving them new contracts and exploring new tracks. You must also maintain your locomotives to prevent breakdowns and handle emergency repairs. You are free to accept or refuse contracts: make the right choices, earn money and develop your company. Train Life involves demanding gameplay based on real-world behaviour. You have to respect the rail signals and driving instructions, adapt for rail switches, and

manage speed. Make sure you keep an eye on braking distance when you pull into the station and open and close the doors for your passengers. There are also unforeseen situations to manage, such as fallen trees, stalled cars, and trains rolling on your track. The dynamic weather and day/night cycle mean you have to adapt the way you drive to avoid accidents and damage to the tracks. Train Life: A Railway Simulator is available on Steam and on the Epic Games Store. Rail Professional

| NEWS

News in brief New ‘Rapid Response’ Road-toRail (R2R) D-Max Aquarius Rail, working in collaboration with Network Rail Scotland, have designed, manufactured and delivered a bespoke Rapid Response R2R D-Max. For use by the Mobile Operations Managers on one of the UK’s most challenging routes; the West Highland Route in Scotland. Based on the Aquarius Rail R2R D-Max, a capable vehicle on both road and rail, the Rapid Response R2R D-Max has many additional features to enable it to respond quickly to incidents in remote locations.

Rail Forum to Host Supply Chain Engagement Events The Rail Forum have launched two new supply chain engagement events for February 2022. The first event will be an Introduction to the New Wabtec UK to be held on 23 February from 10.00am at Pride Park Stadium, Derby. The second event is a HitachiAlstom High Speed Supplier Engagement Conference, to be held on 28 February from 10.00am at Pride Park Stadium, Derby. The conference will include a series of presentations from both organisations on their current and future plans with specific reference to HS2. There will also be ample opportunity to speak with team members during a networking session.

Rail Professional

New analysis shows that modal shift matters to transport decarbonisation A new report published in late January makes clear that a national high speed rail network, with HS2 at its centre, has an essential role to play if the UK is to have any chance of achieving its net zero ambitions by 2050, facilitating the move from polluting car and air travel to rail. Published by the High Speed Rail Group (HSRG), Modal shift matters – and HS2 delivers it sets out how HS2 is uniquely positioned to provide a more attractive alternative to both motorways and domestic flights and provide the capacity needed to accommodate modal shift on a significant scale. Rail’s share of the London-Scotland travel market could leap from 29 per cent to 75 per cent if, alongside HS2, services are speeded up north of Crewe, just as Government’s recent ‘Union Connectivity Review’ called for. The report makes clear that the tipping point for the move from air to rail is journey times between 21/2-41/2 hours – which HS2 can play an important role in facilitating. This would apply to a lot of cross country journeys as well trips to/from the capital. There is international precedent for such a transformation. On Britain’s only existing high-speed infrastructure, HS1, Eurostar services have reduced air passenger volumes by 50-60 per cent on London- Paris/Brussels

routes. In France the TGV Atlantique route has achieved a 65 per cent shift from air to rail, where models had predicted only a 29 per cent increase. With road transport accounting for some 67 per cent of the transport sector’s greenhouse gas emissions and rail just 1.4 per cent, encouraging people to shift modes is important. Longer distance journeys account for fully 30 per cent of both vehicle miles and carbon emissions; and this is where battery-powered cars and lorries reach their limits. Large-scale transfer from car to rail is possible in this important longer journey category, and HS2 brings the increase in rail network capacity needed to accommodate it. HS2 modelling results to date suggest only a small modal shift from car to rail travel, but this looks to be due to data limitations. The evidence from completed projects elsewhere reveals people do switch from car to high-speed rail, with pressure being taken off parallel motorway networks. HS2 also has a role to play in decarbonising freight, taking pressure off the country’s busiest freight corridor, the West Coast Main Line, and so allowing more freight trains to be run. It is estimated that 40 per cent of today’s HGV road mileage could switch to a better rail alternative.

Anti-erosion work underway beneath Greater Manchester railway viaduct Urgent repair work is being carried out on Reddish Vale viaduct in the Tame Valley to keep passengers and railway freight safely on the move. This is after it was discovered by a routine Network Rail inspection that fast-flowing water from the River Tame has caused the riverbed to wash away. Approximately 2,500 tonnes of rock armour, which are large boulders, is being installed at the foundations of the structure. The immediate repairs will make sure the viaduct’s Reddish Vale viaduct aerial view credit Network Rail air operations foundations are not at risk of erosion and trains can safely travel on the Hope Valley line for years to come. Stockport, was built in 1875 and carries the Train services are still running over the railway over the Tame Valley. Train services structure at the usual 50mph line speed. using the viaduct connect Manchester to The viaduct, in the Reddish Vale area of Sheffield on the Hope Valley line.

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| NEWS

News in brief Rail industry launches commuter rewards platform To help commuters make the most of their journeys back to work, now the restrictions have lifted, the rail industry has launched a national commuter rewards website to help rail users make the most of their ‘me-time’ on the train and long awaited catch up with friends/colleagues after work. The rail industry is helping people travel and book with confidence by providing better journey information about busier trains and alternative routes, boosting cleaning, ensuring carriages are well ventilated and helping them change a booked journey fee free should their circumstances change. To take advantage of the free and discounted rewards rail commuters just need to sign up to nationalrail. co.uk/commuter and pick the rewards they want.

Northern completes refurbishment of one hundredth digital train Northern’s one hundredth refurbished Class 158 is now out on the network. The delivery of 243 refurbished trains is part of a multi-million-pound investment programme to enhance customer journeys with new trains and better stations. The first phase of refurbishment consisted of repainting and fitting new seating, carpet and lighting, while phase two – which is currently taking place – will deliver free Wi-Fi, CCTV, enhanced and real time customer information screens and a raft of on-board systems designed to improve train performance and maintenance.

Rail Professional

WMCA agrees priorities for £1.3 billion investment in region’s transport networks

More than 50 projects to improve road, rail, tram, bus, cycling and walking routes across the region have been agreed by the West Midlands Combined Authority (WMCA) Board. The list of preferred schemes will now be submitted to the DfT for final approval, after which the full list will be published. The wide-ranging plans include a new railway station at Aldridge and the UK’s first very light rail line in Coventry City Centre. Investment will also continue in the existing Metro system, with funding to be set aside to develop the business case and plan for the further extension of the Midland Metro along the Hagley Road, as

well as the expansion of the tram depot in Wednesbury. The schemes, to be developed over the next five years, will be funded from the £1.05 billion City Region Sustainable Transport Settlement, which was awarded to the region by the Department for Transport (DfT) last year, topped up with local funding. Schemes which promote the decarbonisation of transport, target investment into areas of poor connectivity and support inclusive growth have been prioritised – in line with policies outlined in the region’s draft Local Transport Plan which was also approved by the WMCA Board.

The future of LOC platforms Step on Safety have recently supplied their first GRP LOC platform incorporating a screw-in pile foundation. Working with Anchor Systems Ltd who provided the screw-in piles and CSM Ltd who organised the installation for their client Linbrooke Services Ltd, the revolutionary system uses hand driven plant, requiring no OLE isolations, no on track plant and used zero water or concrete. The base of the platform was fabricated in modules at the SoS headquarters in Suffolk using GRP profiles that could be manhandled into position then bolted together and to the piles. SafeRail™ GRP handrailing was then fixed to three sides of the frame before panels of QuartzGrip® Open Mesh Grating were added to create an anti-slip floor. Using traditional methods, the piles and staging installation would have taken a number of weeks to install, required on

track machinery, OLE isolations, and used considerable volumes of water and concrete. All the screw piles for seven locations were installed in just six nights thanks to Anchor Systems, with the seventh night seeing the first staging fixed into place. Two SoS installers were on hand for their first few installations, but subsequent ones will be handled by CSM. All the teams involved have worked diligently and professionally from design to delivery, creating a solution that leaves virtually zero environmental impact. What’s more the GRP structure, handrail and flooring is zero maintenance and will last decades. For more information on GRP solutions for the Rail Industry contact Matt Barber at Step on Safety 01206 396 446 or visit www.steponsafety.co.uk.

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RAIL PROFESSIONAL INTERVIEW |

Interview

Glenn Clark, Managing Director of RCU Solutions Limited Sam Sherwood-Hale spoke to Glenn Clark, Managing Director of RCU Solutions Limited about founding a startup, getting accredited to the rail industry standard and what the future will hold RCU Solutions Ltd offer a fresh approach to the rail, construction and utilities sectors, led by Nick Carroll (Operations Director) and Glenn Clark (Managing Director) RCU deliver projects on budget, on programme and without compromising on quality or safety. RCU work with a diverse supply chain to deliver multi-disciplinary projects across a variety of industries. Whatever the scale of any project, RCU will provide the right solutions using their expertise in the civils, E&P and telecoms disciplines. You founded RCU Solutions Limited in 2008, how do you feel the industry has changed in that time? The world is forever changing and with that so does our industry. Whether it be new technology, new incentives to help improve the planet, new ways of working with PACE and Project Speed roll outs gives us a lot to keep us on our toes and ensure that we are adapting with it all. When you look back on that first day that RCU started operations, how do you feel the company has changed? The business started with just Nick Carroll and myself having a few good ideas and taking on the challenge. We started off working from home and have since had to move twice due to outgrowing the office space. We now have a team of 78 staff (and counting) who help us delivery day in, day out for our clients. What was the inspiration behind starting RCU Solutions? Being better and offering what a client wants and needs. Nick and myself used to be client side so understood the struggles of using a poor supply chain and that’s where it all stemmed from. RCU are a multi disciplined company working across three different sectors; Rail, Construction, Utilities and having three core work streams; civils, electrical and telecoms. The name and

Glenn Clark

brand is becoming a recognised name in the industry and a chosen partner for its clients. Last year you received a major rail contract to carry out a lot of the civils work for Phase 3 of the Victoria re-signalling programme. Do you intend to bid for more of these larger projects and how did you get the company into a position where they could deliver this level of work? Yes of course, we now need to keep up the momentum. One of the struggles of a new start up is that you have no evidence or back up to what you are offering / selling to the clients. We have been building up the photos, case studies, testimonials to showcase our great works and to back up our offerings. What more can you tell us about the project? Work on this phase of the project is now underway and involves replacement of

all signalling equipment in the Clapham and Balham areas, and lines into London Victoria as well as relocation of signalling control for the area from Clapham to the state-of-the-art Three Bridges Rail Operating Centre (TBROC). Other work involves upgrade of track at key junctions surrounding Clapham and Balham with new, more reliable equipment. A new and improved track layout will be installed between Clapham and Victoria stations, improving line speeds and reliability. Our core work scope is delivering the lineside civils package of works for the project: • Gap analysis of existing available information. • 5x cable route work packages (packages 1-5). • 4x level ground loc bases (CJ105, CJ116, CJ121). • 5x minor retaining wall loc bases (CJ103, CJ108, CJ112, CJ118, CJ120). Rail Professional

Swydd ar gael! We’re Hiring! Rheolwr Strategaeth Amserlen

Timetable Strategy Manager

Yma yn Trafnidiaeth Cymru rydyn ni’n paratoi ar gyfer y dyfodol. Byddwn yn adeiladu gorsafoedd newydd, yn cyflwyno trenau newydd, ac yn trawsnewid y rhwydwaith rheilffyrdd ledled Cymru a’r Gororau. Daw hyn â chyfle – i economi Cymru, ac i chi.

Here at Transport for Wales we are preparing for the future. We will be building new stations, introducing new trains, and transforming the rail network across Wales and the Borders. This brings opportunity – for Wales’ economy, and for you.

Ein gweledigaeth yw creu rheilffordd o’r radd flaenaf a fydd yn galluogi Cymru i ffynnu am genedlaethau i ddod. Ond mae cyflawni hyn yn dibynnu ar ansawdd ein 2600+ o bobl a’r amgylchedd rydyn ni’n ei greu i’w galluogi nhw i lwyddo. Rôl y Rheolwr Strategaeth Amserlen fydd rheoli’r holl waith modelu amserlenni strategol, gwaith rhaglennu cerbydau a chriwiau trenau i gyflawni’r cynllun hirdymor, gan sicrhau bod cerbydau’n cael eu defnyddio’n effeithlon ac yn gost-effeithiol bob amser. Byddwch yn gyfrifol am sicrhau bod amserlenni’r dyfodol yn cael eu modelu a bod modd eu cyflawni’n gadarn gyda’r adnoddau sydd ar gael, gan roi arweiniad i’r timau cerbydau a chriwiau trenau ar lefelau’r adnoddau sydd eu hangen. Rydyn ni’n chwilio am rywun sydd â sgiliau dadansoddi a chynllunio rhagorol, sydd â hanes llwyddiannus o gyflawni amcanion a chanlyniadau. Bydd gennych wybodaeth gadarn am arferion gweithrediadau rheilffyrdd a sgiliau cyfathrebu rhagorol, gyda’r gallu i gyfathrebu a meithrin perthynas gadarnhaol â nifer o randdeiliaid ar draws y busnes.

Our vision is to create a world-class railway that will enable Wales to prosper for generations to come. But achieving this depends on the quality of our 2600+ people and the environment we create to enable them to succeed. The role of Timetable Strategy Manager will be to manage all strategic timetable modelling work, rolling stock and traincrew diagramming work to deliver the long-term plan, ensuring cost effective and efficient use of rolling stock at all times. You will be responsible for ensuring that future timetables are modelled and robustly deliverable with the resource available, provide guidance to the rolling stock and traincrew teams on resource levels required. We are looking for someone with excellent analytical and planning skills, who has proven track record of delivering objectives and results. You will have sound knowledge of railway operations practice and demonstrate excellent communication skills, with the ability to communicate and build positive relationships with multiple stakeholders across the business. To find out more information on the role, please visit our website www.comeaboard.co.uk

I gael rhagor o wybodaeth am y rôl, ewch i’n gwefan www.comeaboard.co.uk

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14/12/2021 15:10

RAIL PROFESSIONAL INTERVIEW |

• 5x loc suites on stagings (CJ107, CJ110, CJ111, CJ113, CJ115). • 1x Signalling REB base, 12.2m x 3.2m (CJ104). • 3x PSP bases, 14m x 3m (Queensroad, Wandsworth, Streatham). • 6x Under Track Crossings (UTX) o 4x 2 road (UTX 1, 2, 8) o 1x 5 road (UTX 3) o 1x 1 road (UTX 8). • 30x bases, posts, standing areas and walkways as specified to accommodate SPTs. We are also working on construction of Ground Position Lights (GPL) bases as per the scheme plans and construction of Signs bases and associated post and caps as per the scheme plans (Signage included) with the troughing supply and fit as specified. Our scope of work also includes: • Any temporary works design, management and lifting plans required to complete these services. • Production and management of all construction ITPs. • Production and supervision of entry into service documentation and processes. • Production of red line drawings/updates. Submitting to the designer and liaising; for production and completion of AsBuilt drawings. Whilst delivering our scope of works RCU are responsible to provide a cable watcher which holds an approved IRSE Licence and HV competent person when required. Do you credit these big contract wins to your decision to invest in several new pieces of plant and equipment? Was that investment in expectation of this increased scope of work? The investment in our new plant (32t Grab lorry, Bobcat T590, Garbin TZ450) was mainly due to the growth in our utilities side of the business and becoming a Tier 1 contract contractor but the plant we have invested in will be used across all projects and work streams due to its versatility. You have received certification for the NICEIC Approved Contractor Scheme and you also have accreditation by the Railway Industry Supplier Qualification Scheme (RISQS), how important is it to get these accreditations and how do you ensure you qualify? These are industry standard requirements to enable RCU to demonstrate our commitment to health and safety along with compliance to the latest standards and rules. RCU are always looking to better themselves, this is demonstrated by also holding an Integrated Management System consisting of ISO 9001, ISO 14001 and ISO 45001 for the last three years which has been audited by BSI. RCU are looking to continue investing and working towards gaining NERS for our Utilities division along with working within

Nick Carroll

the principles of ISO 44001 Collaborative working and gaining the certification in the near future.

with so we are hopeful that whatever the outcome we will be part of the supply chain for years to come.

What do you have planned for the year ahead?

What do you expect the biggest challenges that come from this transformation of the railway industry?

We are finally rolling out our digital solution; SimPro for the business, this has been a long time coming but with lots of effort and works being done in the background we are nearing the implementation of it. This will bring great change and benefit to the business which everyone is looking forward to. With the coming launch of Great British Railways, how do you anticipate your place within the supply chain changing?

Who knows what the future will bring but hopefully things like Covid won’t impact the budgets too much and we can continue in building a great railway for the UK. Resources is always a hot topic spoken about due to demands, Covid and the changes that Brexit brought with people being able to come and work in the UK. Luckily for us we have a good robust network of individuals and supply chain to ensure that we aren’t affected.

It is such a big unknown currently but luckily we have a diverse client list that ranges from the Asset Owner to TOCs, FOCs and some of the biggest spending Tier 1 contractors that Network Rail spend money

Glenn Clark is Managing Director of RCU Solutions Limited Rail Professional

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VIEWPOINT |

The Cheek of it Chris Cheek

Jubilee Year The start of a new year inevitably triggers thoughts of what significant anniversaries will fall during the next twelve months – a tendency perhaps highlighted this year because of the Queen’s Platinum Jubilee and the nostalgia-fest that will no doubt provoke through the spring and summer

n the transport world, this year sees a number of anniversaries, some less happy than others. In the autumn, for instance, it will be seventy years since the Harrow & Wealdstone rail crash. That event, which saw three trains collide in a busy station, on 6 October 1952, cost the lives of 112 passengers and still stands as Britain’s worst ever peacetime rail disaster. During the summer, it will be fifty years since the passage of the 1962 Transport Act, which abolished the British Transport Commission and created a number of separate organisations in its place – including the London Transport Board, the British Transport Docks Board, British

This time last year the our editor, Sam Sherwood-Hale, asked Chris this question: Do you believe we are going to return to a single, vertically integrated, publicly owned railway? I wouldn’t go that far, but a reform to the franchising process. They haven’t published the Williams Review, it has been imminent for two years now, if Williams recommends the recreation of the SRA and contracting out operations to the private sector still, then it is not going to be a single integrated railway as we had prior to 1993, it will be a series of operating contracts, with the government taking the financial risk. But that is a modified form of franchising where the risks lie with the government and not the operators. The

Waterways Board, the Transport Holding Company and, of course, the British Railways Board (BRB) which, when it took office on 1 January 1963 would be headed by a dynamic modern manager recruited from the private sector, Dr Richard Beeching. It is a measure of the speed of change in world of nationalised industries that, of those organisations established by the 1962 law, BRB was almost the longest survivor. The London Transport Board and the Transport Holding Company had disappeared again within ten years, whilst the docks privatised as Associated British Ports in 1983. The British Waterways Board remained in being until 2012, though

by then it had morphed from a trading organisation into a guardian of canal heritage. There was little surprise when it was turned into a charity, the Canal & River Trust (though the Scottish canals remained in state control). This year, it will also be 25 years since the rail privatisation process was completed, with the completion of the franchising process by 31 March 1997, just in time to ensure that the incoming Labour government did not have the chance to keep one or more train operating company in the public sector. In the event, six new private sector operators commenced operation four weeks ahead of the deadline and BRB’s role in train operations came

Treasury is not happy about that and frankly, I don’t blame them. This is the difficulty with any essential service, you can contract it out to a certain extent but ultimately there is an overriding necessity to keep providing the service so if the operator does fall into difficulty somebody has to step in and do it. This was recognised in The Railways Act in 1993, the detailed procedures for step-in in the event of insolvency were laid out in the legislation right from day one, and arguably have operated quite well. All of the transitions from private sector to public ownership have happened relatively smoothly. One of the highlights of my consultancy career was helping two light rail bids in Nottingham and Croydon, and my favourite memory in each case was the party to

greet the first tram. For a consultant to see the physical representation of what you’ve been working on for months is a big moment. The lesson from Croydon was that you can’t have the private sector taking the revenue risk if the public sector is setting the fares. In Croydon as soon as it opened London Transport (as it was then) decided to have a premium between bus and tram which blew the revenue forecasts out of the window and caused all sorts of financial problems for the operator, which ended with TfL buying the contract out. So there are all these complexities and incompatibilities, so if you want the private sector involved then you’ve got to recognise that somewhere along the line the private sector needs to cover its costs and that requires flexibility.

Rail Professional

| VIEWPOINT

to an end. You may remember that the Labour Party won its 1997 landslide on a promise to have a ‘publicly owned, publicly accountable railway’: the new policies implemented by John Prescott and Gavin Strang may have achieved many things, but that was not one of them – it looks as if it’s going to be a Tory government that does that particular deed. However, lest we think that nothing in the railways has changed since, we should remember that we’ve seen several organisations come and go, including the Office of Passenger Rail Franchising (OPRAF) and the Strategic Rail Authority, whilst the Department for Transport has since 2005 taken a steadily stronger and stronger grip on the railways – so that government probably has more control over day to day management than it ever did between 1948 and 1997 (witness the recent discussion on the number of on-train announcements, which apparently is in the direct gift of the Secretary of State). On the private sector side, names have come and gone too – early operators such as Prism Rail, M40 Trains, MTL Trust Holdings, GB Railways and Connex were all gone within five or six years whilst others such as Sea Containers and National Express lasted a little longer but then disappeared from the scene. Meanwhile brands which had become well-established and seemed set to become a permanent part of the British railway scene, such as Stagecoach and Virgin, have pulled out – increasingly disillusioned, one suspects, by DfT micro-management and inflexibility. Remarkably, only two big names have now got continuous records of involvement in train operation from 1997 to date – Govia, the partnership between GoAhead Group and French operator Keolis, and FirstGroup. Even Govia’s continued participation has been thrown into doubt by the debacle at Southeastern last autumn. Over the years, new entrants have replaced or acquired businesses, whilst other companies have come in as joint

venture partners. Arriva was an early recruit: having missed out on the first round of franchises, they acquired MTL from its management and employees in 2000. Dutch state railway subsidiary Abellio came next, initially in joint venture with Serco at Merseyrail (2003) and at Northern Rail (2004). Hong Kong’s MTR Corporation, Italy’s Trenitalia and Japan’s Mitsui Corporation have all become players in the last decade or so. Thus, any idea that the new ‘ShappsWilliams’ plan will mark a step change from a ‘failed’ privatisation model established under John Major in 1993 is a complete fiction – as is the idea that BR’s organisation was static under state ownership from 1948 onwards. The way we organise and manage our railways has been a continuous and evolving process going back to the start of the industry almost 200 years ago. As technology develops and society changes, that has been, and remains, inevitable. So, how will our successors look back on 2022 and what events will they be commemorating in 25 or 50 years time? It already seems certain that the year will see the opening of the new Elizabeth Line in London, as test running is now well under way and only one station remains to be handed over to TfL. Already, it is good to see that the press is returning to adulatory mode as opening nears, praising the spacious station design and architecture rather than harping on about cost overruns. There may, too, be some milestones to celebrate on the other major rail construction project currently in progress, High Speed 2, as well as various rolling stock deliveries to be completed. The year is likely to be remembered, too, for another piece of railway legislation, in the form of an Act to enable the establishment of the new ‘Great British Railways’ organisation, scheduled to commence operations early in 2023. However, the big thing that everybody will be watching for in 2022 is Covid

recovery. As I write, it is the week in which the government’s plan ‘B’ restrictions are being lifted. This has involved the lifting of the ‘work from home where possible’ advice reintroduced at the beginning of December last year. Prior to the spread of the Omicron variant, DfT statistics showed rail demand recovering to around 70 per cent of pre-Covid levels, having crept up from the mid-50s at the beginning of the autumn. Numbers fell back to as low as 40 per cent in the first week of the New Year, before recovering to the mid-fifties again in the second and third weeks of January. The Tube has remained about ten per cent below National Rail levels. Everybody will be watching keenly for what happens next. The big crunch for public transport operators will come in April, as the Treasury continues to signal that it is not happy to keep paying for running existing levels of bus and rail services when the demand is not there. We can expect some tense discussions between government and the transport operators and authorities between now and when the current deals expire. Not for the first time (nor for the last), the government is going to be facing a conflict between its short-term need to save cash and its longer term objective of achieving modal shift from car to public transport. Meanwhile, the rail unions are, as usual, breathing fire and threatening strikes over the prospect of job losses or pension reforms. Let’s hope, then, that another anniversary that falls this year is not repeated: in 1982, 40 years ago, a national strike by members of ASLEF decimated rail patronage, and British Rail carried just 630 million passengers during the year; it was a twelve per cent drop and the lowest number since 1881 (before Covid decimated the market in 2020). Here’s hoping that we have a happy and peaceful Jubilee year, that will be remembered as the year when rail patronage recovered. Just don’t hold your breath.

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VIEWPOINT |

Laying down the law

Martin Fleetwood

Supporting your business: hybrid working and right to work checks The rail sector has been hard hit by the effects of Covid-19 but has continued to move both passengers and freight around the country despite a depleted workforce

significant number of jobs within the industry require staff to be at their place of work to carry out their roles. However other jobs, notably back office and planning, can be undertaken remotely. During the second half of 2021 there was a move towards flexible or hybrid working and the Chartered Institute of Personnel and Development (CIPD) has recently published new guidance for employers on supporting hybrid working. Why have hybrid working? Hybrid working is a form of flexible working where staff spend some of their time working remotely e.g. from home and some of their time working in their employer’s workspace. Employees gain more flexibility to work where they want and work can be undertaken in conjunction with other forms of flexibility, including time flexibility. It does, however, require a type of workload which does not require constant presence at a specific place of work such as a railway station or freight depot. Covid-19 has greatly impacted working life and brought hybrid working into mainstream conversation in the UK. Although a small number of staff were already working remotely prior to March 2020, the extended period of enforced homeworking during the pandemic has led to a considerable interest in hybrid working. Employers have recognised the benefits of hybrid working, including a better work /

life balance, a greater ability to focus with fewer distractions, more time for family and friends, saved commuting time and costs and higher levels of motivation. An ACAS poll found that over half of employers in Great Britain expect an increase in staff working from home or remotely part of the week after the country comes out of the pandemic. Employers have a responsibility for the health and wellbeing of their employees and the opportunities from hybrid working may promote such wellbeing where it can be implemented in the workplace. With rising interest amongst employees for continued flexible working, it is being suggested that offering hybrid working could be key in attracting new talent, particularly for industries wishing to encourage and develop different types of employees. What does the CIPD Guidance say? The CIPD Guidance on hybrid working has been developed in collaboration with members of the Government’s Flexible Working Taskforce and supplements the ACAS advice previously given on hybrid working. The guidance suggests that organisations looking to implement hybrid working should: • Begin by defining what hybrid working would mean in their circumstances. • Take into account strategic goals and input from workers. • Consider how to recruit and manage

hybrid workers effectively. • Pay attention to ensuring that hybrid working policies are fair and inclusive to avoid any unintended potentially discriminatory consequences. • Provide training to managers, review HR processes, and undertake ongoing listening exercises with employees. The guidance reminds employers that hybrid working continues to evolve and they should be constantly reviewing and developing their approach towards flexible working. Effective implementation of hybrid working The guidance makes it clear that organisations need to consider how hybrid working can operate in various parts of an organisation. It may work for some parts but not for others. However, simply because some activities need workers to be physically present to perform their work, this should not stop other staff who could perform their tasks remotely from being offered hybrid working. In deciding whether to move forward with hybrid working arrangements, it is advisable for employers to: • Consult with staff on the practical considerations regarding introducing hybrid working. • Support and manage workers who are hybrid working and ensure all hybrid workers are treated fairly. • Think about the design of jobs and the

| VIEWPOINT

structure of weekly or daily tasks then reflect on what needs to change in terms of systems, processes or activities to support hybrid work. • Create a hybrid working policy. • Handle hybrid working requests from staff. Hybrid working is a largely new and untested concept so organisations should be prepared to adapt their approach. Continuing to ensure that staff have a right to work in the UK While the effects of Covid-19 have put pressure on company workforces, the obligations of employers to ensure that their employees have the right to work in the UK have remained. Failure to ensure that staff have the right to work can result in the employer being charged a penalty by the Home Office. These penalties can be significant and are applied for each illegal worker. Where the employer carries out the right to work checks in accordance with the Home Office’s Code of practice on preventing illegal working, an employer will have a statutory excuse against a civil penalty being applied against it. On 17 December 2021, the Home Office announced that, as of 6 April 2022,

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Biometric Residence Card (BRXC), Biometric Residence Permit (BRP) and Frontier Worker Permit (FWP) holders will no longer be able to present physical BRPs, BRCs or FWPs in order to evidence their right to work in the UK. Instead, these individuals must evidence their right to work via the Home Office’s online service.

for work – this must be checked in the presence of the individual, either via video or in person. 4. Finally, the employer must retain a copy of the ‘profile’ page which confirms the employee’s right to work. This retention must also comply with the employer’s data protection procedures.

Carrying out an on-line ‘right to work’ check The process of carrying out an online right to work check requires the input of both the employee and the employer. It should be completed as follows: 1. The employee must first view their own Home Office right to work record. The employee then shares this information with their employer by providing them with a ‘share code’. 2. The employer can then use the ‘share code’ along with the employee’s date of birth to access the employer section of the website. 3. The employer checks the details on the employee’s online profile to ensure that they have the right to work and that there are no restrictions on that right. The employer must also ensure that the photograph on the profile is of the individual presenting themselves

The Home Office intends to publish additional guidance relating to the changes above shortly, but has already confirmed that employers will not need to conduct retrospective checks on individuals who presented physical BRPs, BRCs or FWPs up to and including 5 April 2022. Martin Fleetwood is a Consultant at Addleshaw Goddard’s Transport practice. The Rail Team has over 30 lawyers who advise clients in both the private and public sectors across a wide range of legal areas. As well as contractual issues, the team advises on operational matters, franchises, concessions, finance, regulatory, property, employment, environmental and procurement issues. Disclaimer: This article is for informational purposes only and does not constitute legal advice. It is recommended that specific professional advice is sought before acting on any of the information given.

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VIEWPOINT FEATURE | |

Women in Rail

27 27

Shona Clive

Driving positive change

Shona Clive

Restrictions are beginning to ease across the country, marking a welcome development for early 2022 and Women in Rail is looking forward to the year ahead with much optimism says Shona Clive

hange is afoot after almost 24 months of the Covid pandemic in the UK. There have been significant changes announced in the rail sector with the Williams-Shapps Plan for Rail including the establishment of a new body, Great British Railways. Part of the Williams-Shapps Plan includes ‘a real opportunity to bring greater diversity into the sector to enable it to better represent the communities it serves’ and the development of ‘a sector-wide people strategy to attract diverse talent’. Women in Rail welcomes this approach and is committed to supporting the GBR Transition Team in this area of its work. Change has also been seen in the way we work, with many of us working from home during the pandemic. This has had benefits and challenges. It has allowed more of us to spend time at home with families and loved one with commuting times reduced and according to a report by the CIPD on ‘Flexible Working: lessons from the pandemic’, two thirds (71 per cent) of survey participants said that homeworking had no detrimental impact on productivity. 33 per cent of that figure said that productivity improved and 38 per cent say it was unchanged. Other benefits included 46 per cent of survey participants noting increased wellbeing working from home and 39 per cent citing enhanced wellbeing because of greater flexibility of hours. Of course, there are downsides too in some circumstances, with reduced mental health wellbeing, the unsuitability of certain jobs for working from home, insufficient IT, unsuitable home circumstances and a lack of staff engagement among others. A recent

McKinsey and Company podcast focused on the impact of home working on women causing burnout and fatigue. 42 per cent of women in the survey that formed the Women in the Workplace 2021 report said that they were burned out and or fatigued during the pandemic. The context behind this is that women do a disproportionate amount of additional work in an office setting and a disproportionate amount of work at home too with one in three women and 60 per cent of mothers spending five or more hours a day on housework and caregiving. This is an important area for businesses to be aware of as many people are reconsidering their careers and how they want to work in the future. Flexible working is here to stay and a number of companies may need to address how they adapt to this change. Throughout the last twelve months, Women in Rail has continued to support its members by running 67 virtual events touching on topical issues including mental health, returning to the office and hybrid working as well as several personal development workshops. If you haven’t seen it yet, we have recently published our End of Year Report (link here) which documents all the fantastic activities that Women in Rail has delivered over 2021. A huge thank you to all our volunteers and our members for supporting us. There has been a bit of change at Women in Rail too with our incredible founder and inspirational leader for almost a decade, Adeline Ginn stepping down in October last year and Christine Fernandes, Business Development at CAF and former regional leader of Women in Rail Wales being

appointed as the new Chair of Women in Rail. We have welcomed three new Regional Chairs; Gemma Southgate for Wales, Sarah Birtles for Yorkshire and Lorna Gibson for Scotland. We also are hopeful for a change in the way we run events for our members with face-to-face events beginning to make a return. In terms of a lookahead, this year is a rather special year for Women in Rail as we approach our 10 Year Anniversary in April. We will be announcing lots of activities over the year to celebrate the progress and success of Women in Rail over the past ten years. We also have the launch of our Mentoring Programme, an incredibly successful programme run by partner organisation Moving Ahead which has seen over 2000 people being supported across 26 organisations since the partnership was set up in 2014. The mentoring programme supports all participants to advance their professional development and personal growth, with the belief that the programme also serves to encourage lateral thinking, as well as cross-fertilisation of ideas and networks across the industry. We also have the Women in Rail Awards on the 19 May where we celebrate and recognise all our colleagues, teams and companies who help create a more gender balanced, diverse and inclusive work culture in our industry. Thich Nhat Hanh once said: ‘Thanks to impermanence, everything is possible’ change is sometimes uncomfortable, we embrace the new landscape with hope and positivity not forgetting our roots and core purpose of creating a more inclusive, diverse and equal rail industry in the years ahead.

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Delivering the goods Mags Simpson

2022: what is in store for rail freight? Mags Simpson, Head of Policy Engagement at Logistics UK, provides an overview of some of the key moments in 2021 and looks ahead to what the industry needs to thrive in 2022

021 was a positive year for the rail freight industry – from Tesco crediting the transport mode for keeping food on its shelves to further government investment into the electrification of the network – it has never been more appreciated for the role that it plays in supporting our supply chains. Throughout the past twelve months, the industry has proven once again that it is resilient and adaptable in the face of crisis, supporting the UK through various supply chain challenges, including the HGV driver shortage, which, in September 2021, saw 96 per cent of UK logistics businesses report problems recruiting these crucial workers. Great British Railways In spring 2021, the government realised its plans to transform the nation’s railways. Within the Great British Railways: Williams-Shapps plan for rail whitepaper, was the proposal to bring the network under single national leadership with the creation of a new public body: Great British Railways (GBR). This is the biggest change to the UK’s railways in 25 years, and one supported by Logistics UK, which has long since believed that rail freight has been disadvantaged by complex systems of decision making involving multiple rail bodies. It is expected that the new body, GBR – which will have a statutory duty to promote rail freight to secure economic, environmental, and social benefits for the nation – will ensure freight operators have fair access to the network and will ‘help embed freight firmly into strategic decision making, by incorporating freight into the new 30-year strategy.’ Throughout 2022 and beyond, Logistics UK is looking forward to working with the new GBR and the Department for Transport on the implementation of reform process and awaits with interest the Whole

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Industry Strategic Plan, set to be published in 2022. Commissioned by Grant Shapps MP, Secretary of State for Transport, it will set out the long-term strategic drivers that ministers will use to hold GBR to account. Covid-19 pandemic Rail played a key role in ensuring the timely delivery of essential goods and moving personal protective equipment around the country throughout the Covid-19 pandemic. Prior to the pandemic, the rail network was operating at full capacity however, during the pandemic, with the increase in working from home, the number of passengers reduced significantly; during Q4 of 20192020, the total journey numbers dropped by 51 million. This led to an opportunity to increase freight capacity and as the nation manages the spread of Covid-19 in the long term and rebuilds the economy, it is important that freight remains a key consideration. The Rail Delivery Group’s Value of Rail Freight report (April 2021) revealed that intermodal freight services on some underutilised off-peak passenger routes deliver greater economic value than passenger use; Logistics UK is urging the government to heed the report’s findings and allow freight operators access to these lines. All opportunities to maximise

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rail freight use on the network – when it makes economic and operational sense – should be explored. Decarbonisation Following the UN Climate Change Conference (COP26) in Glasgow in 2021, reducing greenhouse gasses globally has never been higher on the agenda for government, businesses, and citizens alike. The continued decarbonisation of the rail freight industry will be a key focus in 2022, as will the need to shift more freight from the road onto the tracks. Throughout 2022 we will see the government start further decarbonisation programmes, such as electrification of the Trans-Pennine main line and Midland Main Line, in addition to continued innovation from an array of private companies, including a partnership (announced in November 2021) between train manufacturer Alstom and rail operator Eversholt Rail to build the UK’s first hydrogen train fleet. 2022 has the potential to be another positive year for rail freight, both in terms of policy reform and decarbonisation. Continued investment into infrastructure to release capacity and drive efficiencies, is vital to grow its use and ensure longterm sustainability. Transport connectivity between the nations is crucial too: we are pleased to see the Union Connectivity Review,

published in November 2021, includes a recommendation to improve connectivity to sea ports across the UK by enhancing rail freight connections and maximising the potential of freeports by investing in improved connectivity to and from these economic hubs. Throughout 2022, Logistics UK will continue to act as the voice of the industry, working closely with its members, government and stakeholders to maximise the use and value of this crucial transport mode. Logistics UK is one of the UK’s leading business groups, representing logistics businesses which are vital to keeping the UK trading, and more than seven million people directly employed in the making, selling and moving of goods. With Covid-19, Brexit, new technology and other disruptive forces driving change in the way goods move across borders and through the supply chain, logistics has never been more important to UK plc. Logistics UK supports, shapes and stands up for safe and efficient logistics, and is the only business group which represents the whole industry, with members from the road, rail, sea and air industries, as well as the buyers of freight services such as retailers and manufacturers whose businesses depend on the efficient movement of goods. For more information about the organisation and its work, including its ground-breaking research into the impacts of Covid-19 on the whole supply chain, please visit logistics.org.uk.

FEATURE Q&A | |

Ciara Crossan, Transport Creative Manager at Camira First established as Holdsworth in 1822, Camira is a transport textile manufacturer with two centuries’ experience. Following a tumultuous period in the industry, we spoke with Transport Creative Manager Ciara Crossan about the trends the company has observed following the Coronavirus pandemic, and the influence these have on the textiles they create Have you noticed any changes in the way in which rail interiors are being designed following the Coronavirus pandemic? Could you tell us about these? I think that the isolation and crowd avoidance that was required during the various periods of lockdown has impacted upon the way in which many passengers feel when travelling. For example, people may feel increased levels of anxiety when travelling during busy times in compact carriages, and, as we slowly begin to return en masse to the office, operators are working to address the impact the past 24 months has had upon our daily lives and make the commute to work as appealing – and relaxing – as possible. One of the first to implement a solution, in October 2021 the Docklands Light Railway in London announced the launch of twelve carriages dedicated to mindfulness – equipped with meditation corners and designed with natural scenes, such as forests, across the interior walls – and we’re certainly beginning to see an increased desire for carriages to be calming, soothing spaces; places where passengers can take a moment to unwind, rather than feeling as though they must be permanently switched on and connected to their devices. As part of this shift in what passengers want, carriages are now being designed to embrace the natural world – there’s a reason why biophilia has remained such a popular form of design, it has been proven time and time again that an increased connection to our environment reduces our levels of stress and anxiety – and this is certainly feeding through into rail interiors more than ever before. Part of this is through the colours chosen for the space, tones of green and brown are becoming more popular, as seen in the DLR project, and also through other design elements, such as increasing the levels of natural light in carriages. Whilst artificial Rail Professional

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lighting will always be necessary, particularly for evening and winter travel, there is a movement towards optimising the amount of sunlight in carriages and embracing the impact this has upon our wellbeing. Has this change in thinking had an impact on the types of textiles you are creating? It has yes; all of these outside elements have an impact on the textiles we develop. So, we’re seeing a desire for softer, woollen fabrics in calming hues – such as deep taupes and pebble greys – which work beautifully in these more understated, relaxing environments. In terms of construction, wire woven fabrics in particular are a popular choice – the ability to create a variety of different surface textures means that these types of textiles can have an intricate, micro detail, alongside providing irresistible tactility, which really helps to create a welcoming, comforting environment which is stylish, without demanding attention – allowing customers to practice the mindfulness which has become ever more important. Plus, as

they are predominately woven from wool, the natural fibres perfectly complement the biophilic trend. You were involved in the recent launch of Deutsche Bahn’s IdeasTrain (Ideenzug) - a revolutionary look at what the future of rail travel may hold – could you tell us about that project? Of course. We were delighted to once again have the opportunity to work with Deutsche Bahn and Neomind on the IdeasTrain – two of the industry’s most forward-thinking companies, sustainability is one of their core concerns, and it’s an ethos we share here at Camira, so it was a natural fit for us to collaborate. Our overarching vision for the IdeasTrain was to develop a textile made from natural materials, and we therefore created a wool rich composition – a fibre which is not only renewable but is also beneficial for passenger wellbeing, health, and safety as a result of its ability to improve indoor air quality and inherent flame retardancy. We wanted this to be complemented by a contemporary

aesthetic, and the strikingly modern wire woven construction reflected the appearance of a flat cloth, whilst also creating a tactile finish through its contrasting textures. We were delighted with the final result, and the fabric was the perfect fit for the project. With this year marking Camira’s 200-year anniversary in transport textiles, do you have any exciting celebration plans you can share? We’re so proud of our rich transport heritage and are certainly planning to celebrate reaching this milestone with customers and colleagues over the next twelve months. Alongside some great events, we have some brilliant launches set to take place in 2022, which will encompass fabrics from our past and a technology for the future – so it’s set to be an exciting year at Camira! Ciara Crossan is Transport Creative Manager at Camira

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Levelling up rail infrastructure: Andrew Cullis, risk analyst at Equib, explains why a robust risk management approach is key

he Chancellor’s Autumn Budget announcement of a £46 billion fund for levelling up UK rail networks will help to level the playing field with the Capital, speeding up journey times between cities and supporting the economy, by creating much-needed jobs. However, in order to optimise outcomes for rail infrastructure projects and ensure that taxpayers’ money is put to best use, adopting a risk-focused approach will be vital. Delivering a pipeline of rail infrastructure will be an important part of the Government’s ‘levelling up’ agenda. As well as speeding up journey times and improving connectivity between cities, the £46 billion funding boost should make it easier for businesses to secure the skills they need, while strengthening the UK’s economic growth and productivity. Historically, major disparities have existed between the UK’s rail networks. While connectivity between the north and south has generally been good, routes to the east and west of the country have had far slower, less reliable rail networks. A focus on improving rail infrastructure in these regions and within coastal communities would also help to maintain the economic benefits linked to an uplift in domestic tourism experienced during the pandemic. COP26 has also provided a reminder of the need to encourage the public to reduce their carbon footprint through increased use of public transport. Encouraging more people to opt for rail over car travel has the added advantage of reducing pressure on the UK’s already overburdened road and highway networks. While the Chancellor’s spending pledge represents a step towards a more level playing field for UK rail infrastructure, a sustained commitment to investing in local communities and driving maximum value from the funding will be essential. Key to this will be keeping the passenger experience front of mind; put simply, this revolves around whether a train arrives promptly, whether the passenger got a seat and whether the train reached its end destination on time. It’s also worth bearing in mind that it’s often possible to drive significant value for local communities through relatively small investments in regional rail networks, such as lengthening platforms or adding shelter at stations. The Better Value Rail Toolkit, launched by the Department for Transport, Network

Rail and the Office of Rail and Road earlier this year, is designed to support informed decision-making at an early stage in rail infrastructure projects and reduce the risk of time and cost delays. By focusing on the specific outcome that schemes are aiming to achieve for passengers and the public, the Toolkit also helps users to work out what the best intervention is for a particular scenario, even if it’s not a rail scheme. A greater emphasis on risk management from the outset of major projects could also help to optimise outcomes for new rail infrastructure. This should involve ensuring that risk is integrated into every area of project activity, from preparing the project plan, right through to project delivery. Effective assumptions management is a key part of the process of quantifying risk and developing a robust risk process. Before launching in to populate risk registers, it’s important that project managers invest time in accurately capturing and assessing a range of different assumptions. To make the most of the Chancellor’s funding boost, the industry must focus on developing a strong business case for any potential projects. These should focus on how the initiative would deliver value for money in terms of social and economic benefits for passengers and local communities. Conducting regular risk assessments throughout the project’s lifecycle, to identify any threats and opportunities, and clearly determining accountability for risk management within the project team are also key to ensuring initiatives don’t exceed their

time and cost estimates. An increased use of quantitative risk analysis tools could help stakeholders understand the confidence of project completion to time and to budget. They do this by providing project teams with valuable insights into which mitigation activities to prioritise, and where to allocate resources. To realise the potential of these models, better education will be required at all levels of the industry about what they do, how they work, how they can benefit the management of the project and their limitations. Securing the right skills will also be vital to bridging the gap between London’s rail networks, and those in other parts of the UK. Rail is a particularly complex area of construction, and the industry is facing a major skills shortage in specialist areas. As such, a focus on promoting jobs in this sector as an attractive career choice and ongoing investment in training will be required to maintain momentum in the delivery of major projects. While the Chancellor’s Autumn Budget investment in levelling up UK rail infrastructure is positive news for the industry, a robust risk management approach will also be required to make the most of the funding available. This will help to ensure that any new projects deliver value for money, while bringing long-lasting benefits for local communities. Andrew Cullis is a risk analyst at risk management consultancy, Equib Rail Professional

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A long-term solution to the HGV driver shortage? The need to tackle the many problems facing the UK transport sector is becoming even more urgent, says Robin Woodbridge, Head of Capital Deployment at Prologis UK

ith HGV driver shortages creating a widescale fuel crisis last October, that some say could have been avoided with a more creative approach to logistics and transport, coupled with the UK’s aim to reach net zero carbon by 2050, a long-term solution to this problem is yet to be put forward by the Government. As the gravity of the crisis only seems to escalate, what can be done to reach an effective solution, and could rail offer an answer?

suggesting that the UK is short of 100,000 drivers, a boost of 5,000 is unlikely to make a significant difference. With this in mind, more must be done to encourage businesses to think creatively about their logistics operations, allowing them to move goods in a sustainable cost-effective way. Covid isn’t the only crisis Covid-19 isn’t the only ongoing global crisis

and climate change was a pressing issue long before the pandemic. In 2019, the Government set out targets to achieve net zero carbon emissions by 2050, requiring a major overhaul of all industries. Efficient use of energy, extensive electrification of both transport and heating, and the development of a hydrogen economy must all be focused on if these ambitious targets are to be achieved.

How did we get here? The Covid-19 pandemic is only one of the many factors contributing to pressures facing domestic and international supply chains. Whilst no one could have foreseen the lasting impact of the pandemic, many argue that problems around moving goods around the country were already rising. The combination of an ageing driver base, a lack of skilled workers entering the sector, low pay and in many cases, substandard driver conditions, had all taken their toll on the sector, long before the pandemic took effect. Suddenly, potential new drivers were not able to take HGV tests, and the demand on home delivery rose exponentially, putting an even more significant strain on the sector. With Brexit also meaning many European drivers decided to leave to leave the UK, the country now finds itself amid a supply chain crisis that is rapidly becoming more serious. Even as the Government invites 5,000 EU drivers back to the UK on temporary visas until March 2022, there is still an absence of a long-term solution to the problem. With the Road Haulage Association (RHA) Rail Professional

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The UK’s repeated lockdowns did have a positive impact on carbon emissions in 2020. The Climate Change Committee 2021 Progress Report showed that UK emissions decreased by a record amount in 2020, down 13 per cent from the previous year. However, as the world begins to stabilise again, new problems facing travel, supply chains, and ultimately the environment, continue to rear their heads, making the need for immediate, long-term action more necessary than ever before. A sustainable solution A major alternative to road logistics is rail freight. Benefiting the environment and tackling the driver shortage, this mode of transportation is one which could have a tremendous impact, not only on the logistics sector, but on the economy too. Moving goods across the country by train is not a new solution. Its importance was evidenced during the pandemic, when the Government called upon the rail sector to deliver vital PPE, food and supplies across the country. However, tapping into this mode of logistics requires logistics properties across the country which have connections to both major rail lines, and to road networks, allowing for a smooth interchange of freight.

Prologis RFI DIRFT, the UK’s largest multimodal logistics park, is an example of a location which serves both modes of freight. Situated in the logistics “golden triangle”, which spans from Northampton to East Midlands Airport in the North, and West towards Birmingham, the park is classed as nationally significant infrastructure. DIRFT is home to several national brands, including Tesco, Sainsburys, DHL and Royal Mail, which are already using rail to strengthen their logistics operations. Rail freight is also playing a crucial role as supply chains push to become cleaner and greener. In comparison to diesel road freight, diesel rail freight is a much more sustainable mode of transport. Each freight train removes approximately 76 HGVs off the roads, reducing carbon emissions in the logistics sector, whilst alleviating the pressure on HGV drivers. These sustainability credentials will only improve further as the UK’s electrification projects progress and the potential for non-diesel rolling stock increases. Two areas of rolling stock innovation are hydrogen and battery powered trains, both of which will have a positive environmental impact on passenger travel and freight. Allowing trains to travel faster, reducing CO2 emissions further and enabling

cost efficiencies are some of the benefits widespread electrification will create. However, one of the main criticisms of rail freight is the negative impact it has on passenger services. Whilst sacrificing commuter rail space does not aid sustainability efforts, considering the decline of commuters due to the pandemic and working from home, it may be a long time before commuter numbers ever reach their same level as pre-pandemic. In this time, advancements such as HS2 will improve rail availability for commuters, freeing up more mainline capacity for freight services. Moving forward Navigating out of this crisis is not going to be an easy task, but it is a necessary one. As 2050 edges closer, the Government must make long-term sustainable choices by making the most of the resources at hand. Across the board, rail freight continues to be an environmentally and economically effective alternative to road freight alleviating the pressures of the HGV driver shortage and helping the UK’s push to net zero. Robin Woodbridge is Head of Capital Deployment, Prologis UK

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Review highlights issues for retailers Hazel Dawson, Focus Travel Partnership’s Commercial Manager outlines some of the issues and frustrations third party sellers of rail have faced and how the new Great British Railways can have a positive impact

s the leading business travel consortium for the independent and SME sector with 50 travel management company (TMC) partners (or business travel agents), Focus Travel Partnership had the opportunity to present its Partners’ issues to both the first and second stages of the Rail Delivery Group’s Retail Review and was pleased to have their frustrations recognised. Pre-pandemic, Focus Travel Partnership had a collective buying power of £1billion, £125 million of which was rail revenue, and its size enables the Focus buying team to negotiate mutually beneficial partnership agreements with suppliers across multiple travel sectors including aviation, technology and rail. During the pandemic, Focus Travel Partners have worked tirelessly to ensure that their clients who still had to travel on essential business could do so in a responsible way. Focus Travel Partners increased their dedication to duty of care and high service levels. Before the end of November 2021, domestic travel recovered at a steady pace – giving rise to a greater demand for rail – which was elevated by the heightened interest in sustainable travel. As both domestic and international travel remain complicated, business travel clients have come to rely more on their travel management company to provide safe travel; agile technology and up-to-date, on-theground intelligence, as well as access to the best, most flexible fares. The Retail Review is part of the UK’s rail transformation process following the recommendations from the Williams-Shapps Plan to create a new public body ‘Great British Railways’, which dismantles the franchise system and aims to make railways easier and cheaper to use. During these stages of the Retail Review, Focus Travel Partnership attended one-toone meetings and drop-in sessions to ensure its sector was fully recognised and heard. For too long, our TMC Partners have been deeply frustrated by the overly complicated,

outdated and unprofitable nature of selling rail. This mode of transport holds the key to more sustainable business travel – but for agency retailers, the model needs to be updated to suit the changing needs of travellers. We firmly believe that TMCs can really help with the recovery of the rail industry and boost passenger numbers by selling high volumes of tickets as well as providing a higher yield of revenue to the train operators. Our travel management Partners can also encourage greater use of rail services and partner successfully with the rail industry to improve customer service and satisfaction. The Rail Delivery Group’s report on the initial stage of the Retail Review found

that rock bottom remuneration structures mean that third-party retailers often have to charge booking fees that train operators don’t. Third party retailers need equality and a ‘level playing field’ when it comes to terms and conditions, based on the same remuneration. Travel management companies pay additional fees for the use of the retailing infrastructure while receiving lower commissions, resulting in examples of lower value tickets costing more in fees than the industry remuneration received. Retailers should have an equal ability to retail to their customers. Within the licence conditions, there should be no restrictions on retailers to sell any products or services

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and all new products (including promotions) established by rail operators should be made available for retail via all appropriately licenced retailers. The costs associated with being a thirdparty retailer of rail are significant and the return on investment is very slow due to the need to establish a high volume of business. This discourages new entrants and potentially limits innovation. Retailers support quality control through licencing as a licence provides legitimacy and commitment to the industry, however,

Topic Areas

be updated to reflect greater use of digital services, with just one licence required with no attempt to duplicate accreditation terms. Clearer and easier accreditation should be made available, including automated accreditation services or self-accreditation as part of the licence. Retailers believe this would reduce the cost and time to implement new services and products and improve the responsiveness of the industry. Retailers also requested clarity and simplification of retailer roles to differentiate more clearly between those

Retail Control

Retailers Service Charges (Costs)

Commission Rates

Licence Fee Licence Terms & Conditions

we do believe that there needs to be greater support for market entrants. Third party retailers feel that there needs to be more transparency and a clearer relationship between themselves and the rail industry with better access to industry data to support retail innovation and increase revenue. Rail industry data is poor and inconsistent and needs to be improved so that revenue streams are better understood and can drive growth in the sector, particularly when Partners are trying to develop ‘door-to-door’ products. The income and charging structure of UK rail often disincentivises the retail of rail tickets or products when compared to other modes and tactical fares should provide an opportunity to drive revenue, recovery and growth. Retailers have greater API capabilities and should have greater access to rail product through these digital tools as they are low-cost to access and can drive innovation and market growth especially when it comes to developing products to meet current and future customer demand. The majority of agency retailers rely on third-party ticket issuing system providers, who are often retailers in their own right causing conflict in some cases. The retail structure is both overly complicated and no longer fit for purpose as it was designed for the franchise system and has been in existence for a very long time with limited changes. Simplification could reduce costs and encourage growth. One recommendation was that licenses need to Rail Professional

Ticket Issuing Systems. In addition, Focus Travel Partnership CEO Abby Penston and I also met with two of Department of Transport’s appointed external consultants who are overseeing the transformation project to again ensure the voice of the mid-market/SME travel management company is well understood. The Rail Delivery Group has acknowledged the input that the Focus Travel Partnership has provided in this assessment and feedback process, including the provision of a good base of evidence

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who provide accredited ticketing services rather than retail services. Every player has had a different opinion relevant to where they sit in the ecosystem – so for example Ticketing Issuing Systems such as Evolvi and Trainline will have a very different opinion to a business travel agency, but we are all classified as third-party retailers. Currently, there is a confusing ecosystem of organisations who can provide ticketing services to other retailers, B2C retail platforms, B2B retail platforms, or a combination of all of these under the same licences. Specifically, there needs to be an understanding of retailers’ broad roles in managing the end-to-end customer relationship. The pandemic in particular has meant that our Partners no longer just ‘sell and forget’ tickets, but feel they have a broader responsibility to support their customer throughout their journey and beyond. This dramatically increases the number of customer touch points and, of course, raises customer expectation. We believe the rail industry should recognise and support this broader role. The second stage of the consultation has also now been completed and Focus Travel Partnership organised for six of our TMC Partners to attend a dedicated bilateral session with the Rail Delivery Group to provide further feedback from a TMC’s business and operational perspective on changes needed on remuneration, licencing, access to product as well as the need for there to be a differentiation of third-party providers between us and the

to understand our views on the current retail and licencing arrangements and we have shared with them the opportunity and appetite for change to the commercial framework for the future. Going forward, the collaboration is set to continue beyond the completion of the formal consultation stage and this quarter we will find out how the RDG has assessed its findings. They will complete economic modelling and will collaborate with us and the Business Travel Association to continue to get our views on the recommendations for change and how those changes can be implemented effectively and efficiently. By March they are aiming to have more clarity of opportunities for change which we look forward to working with them on. I am optimistic that this review will be a turning point, the consultation is being handled well, but I am also a realist. The rail industry is a very slow beast in comparison to many other travel sectors. But rail is key to the future of sustainable travel, and third-party retailers, who have grown even closer to their clients during the pandemic, understand their appetite for cheaper, more efficient and easier access to rail travel. Third-party retailers can boost recovery and grow the market, the rail industry now needs to show that it has listened to their valuable partners with a new business model for Great British Railways. Hazel Dawson is Commercial Manager at Focus Travel Partnership

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How passenger information contributes to customer satisfaction Samuel Taylor takes a look at the benefits of passenger information to help and support customers on route and some of the benefits and the positive impacts of Wi-Fi on public transport

t the end of a long journey, reaching their coveted destination will always feel very special for passengers. Once they’ve arrived, passengers will delete their tickets and forget about their luggage for a while, taking some time to relax. The convenience of a journey, however, will impact a passenger’s mood long after they’ve finished travelling. There’s no denying that passengers can find events leading up to reaching their destination to be stressful. From hurriedly preparing trollies to waiting for transport to turn up on time, trips can easily become

Passenger information decreases people’s complaints. Being able to consult real-time departure and arrival details works wonders on customers’ satisfaction levels.

a nuisance for travellers. This is particularly true if a mishap occurs along the way. Indeed, even one unexpected misadventure can have a lasting negative impact. With the aid of passenger information, using public transport can become far less stressful. Indeed, there are a few ways that passenger information can improve passenger satisfaction. What makes a pleasant journey Oftentimes, travellers will undertake their entire journey smoothly. Once they’ve reached their destination, they would likely be unable to tell exactly what they enjoyed about the trip. In fact, according to research, 95 per cent of human thought is subconscious. Therefore, it is often difficult for customers to identify what aspects of the trip made them happy. However, it has been found that passengers go through nine phases in a trip. They start with trip preparation at home, while reaching their final destination is the final phase. Sitting in a moving bus or train is when travellers tend to experience the most positive sensations. Possibly, this is because they are slowly but surely on their way towards their desired location. But if transport is running late or all seats are already taken, passengers’ mood can soon dampen – especially if these setbacks are unannounced. On the whole, there are three core needs

that travellers require in order to have a satisfying trip. Firstly, they want to be in control. This means they like to have all the necessary information from the outset and be aware of any potential hurdles. Secondly, they want to be appreciated and looked after. Finally, they want to be free to access information whenever and wherever they wish. Arguably, passenger information ticks all the boxes. How does it contribute to customer satisfaction? Reduces complaints and saves time Importantly, passenger information decreases people’s complaints. Being able to consult real-time departure and arrival details works wonders on customers’ satisfaction levels. For instance, it allows passengers to see whether their train or bus Rail Professional

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is running behind schedule. With the information they need, travellers have more control to rearrange their plans and manage their time more effectively. They may want to let their work colleagues or friends know they’ll be late for an appointment or event. Or they may simply seek to organise alternative travel arrangements. Either way, it helps them ‘time’ their movements. Knowing about a delay to trains or buses before you reach the station is better than travellers having to stand impatiently at the stop, uninformed about what is going on. Ultimately, passenger information helps riders reduce both their perceived and actual time wait. Boosts passengers’ experience It is likely that customers will need an internet connection to access live updates about departures, arrivals, and onboard situations. The need for passenger information promotes the adoption of railway Wi-Fi connectivity, which truly enhances travellers’ experience. Alongside providing free online entertainment to engage customers, it can also help them monitor their movements, source possible transport connections, and see where they are at any given time. Considering the importance of internet access, passenger information can also efficiently provide travellers with Wi-Fi updates. Indeed, by highlighting when trains or buses will be passing through a Wi-Fi blackspot, travellers will be able to make sure that they are not doing anything important as they enter the forecasted tunnel. However, it should be noted that the operator can counteract Wi-Fi blackspots by implementing Trackside Radio Networks. Increases perception of safety As mentioned, being aware of how long it will take for an operator’s buses or trains

by accurately telling people when they can expect transportation to arrive, passenger information can instil a feeling of safety in customers.

to reach a stop gives a crucial advantage for customers trying to save time. In this respect, passenger information can also enhance people’s sense of personal security. This is especially true when waiting for transport at night. With fewer fellow travellers around, passengers may feel vulnerable. Standing in the dark, guessing what time the bus or train will arrive, can truly heighten passengers’ feelings of insecurity. Instead, by accurately telling people when they can expect transportation to arrive, passenger information can instil a feeling of safety in customers. This all helps to shape an enjoyable and stress-free journey for people at every hour of the day. Based on a passenger’s destination, travelling can be an exciting experience. But it is no secret that the journey itself can hide obstacles or setbacks that may lower their morale. Therefore, providing passenger information plays a substantial role in improving customer satisfaction. Onboard internet access can encourage public transport use It has become almost impossible to find a home that does not have an internet connection. Most pubs and restaurants have followed suit, with Wi-Fi codes in plain sight at the bar to invite guests to take advantage of the building’s free internet access. In this respect, public transport is adapting and upgrading too. In fact, internet access onboard can truly make a massive difference in encouraging passengers to use trains and buses. This is particularly pressing as we hear more and more worrying stories about the dreadful effects of climate change on our planet, not to mention the news about London being the most congested city in the world. Provides entertainment If your destination is hours away from your starting point, you may be in for a long ride, yawning and nodding off as you look at the views darting by. Some may read an enticing thriller or the daily newspaper to pass the time; however, some passengers suffer from kinetosis – otherwise known as ‘motion sickness’ – that prevents them from laying their eyes on a book for a certain length of time while travelling. By having internet access onboard, travellers can find endless ways to fill their journey. If staring at a screen for too long makes you feel dizzy, you can always search for a podcast or some music and listen to your choice as you watch the world go by. Ultimately, this helps decrease the perception of travel time, therefore lifting the mood of bored passengers. With the power to provide onboard entertainment for all tastes, internet access and railway Wi-Fi connectivity are essential tools to encourage commuters to hop on trains and buses more frequently. Favours productivity Another great advantage of onboard internet

access is that it allows passengers to be productive while on the road – or the rail. Indeed, with a laptop, tablet, or smartphone at hand, workers can start carrying out their job duties as they make their way to the office. Whether it is checking your emails, revising for an exam, or setting up meetings in your digital diary, onboard Wi-Fi can help you prepare for the day ahead on the go. Internet access on public transport can truly promote productivity. Giving employees the chance to look at assignments on trains and buses, onboard Wi-Fi can positively influence and favour workplace efficiency. Offers live updates When at the wheel of your own car, it is tricky to source information about road traffic and potential on-route delays. Instead, as you sit comfortably on a bus or a train, internet access can help passengers discover all the information they need about their trip. What time will you reach your final destination? Can you catch the next connecting service? Wi-Fi connection on public transport can actively provide customers with live updates. Being aware of arrival details and possible setbacks along the way gives passengers the chance to shape their plans accordingly. This works wonders on their mood and satisfaction levels too. Ultimately, offering commuters the opportunity to both rearrange their programs and manage their time will encourage more people to resort to public transport. Aids emergencies and increases safety Unfortunately, unexpected events can happen from one moment to the next. Therefore, they could also occur during your journey without prior notice. In these situations, having internet access can be a significant advantage. Indeed, it will allow you to contact authorities in many different (and subtle, if necessary) ways – from texts to messages on social media. It also offers you the chance to share your location with friends and family at the click of a button. Moreover, Wi-Fi connection can increase passengers’ perception of safety. By browsing live information about their trip and connecting services, especially at night, customers can travel with more confidence and peace of mind. Thanks to continuous advances in technology, we can enjoy information and entertainment all day long. Likewise, by using onboard Wi-Fi and internet-connected devices, passengers can truly make the most of their travel time. From live updates to productivity, it is safe to say that internet access has an array of important benefits to encourage travellers and commuters to use public transport on a regular basis. Samuel Taylor is Digital Marketing & Insights Executive at Nomad Digital Rail Professional

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VIEWPOINT FEATURE | |

Greener journeys: Trainline wants to get everyone on board Stuart Lemmon, CEO Northern Europe for EcoAct, an Atos company, and Victoria Biggs, Chief Communications Officer at Trainline discuss the different forms commitment and collaboration take in business strategy and implementing sustainable operations

n Europe, more than a fifth of carbon emissions come from transport, making greener travel choices both a social duty and a corporate goal for all companies operating in the transport sector. It is well known that transport is a big contributor to greenhouse gas emissions and the individual choices we make collectively can have a real impact on the environment. For example, taking a journey by train versus air can save, on average, about 80 per cent of carbon emissions. However, while sustainable travel remains an ‘easier said than done’ concept, there is real pressure on transport majors to facilitate this shift to greener journeys. With companies in the sector passionate to be leaders in the space, what are the steps required to reach these net-zero targets?

Knowledge is power The world of climate change, the regulatory environment and the government’s ambition are changing rapidly. To navigate these changes, Trainline believes education is a valuable resource for every level. Before considering any real action, companies need to understand government commitments and the regulatory environment in greater depth. Staying fluid and responsive to what’s happening globally is crucial to a successful net zero strategy. Understanding the nuances of corporate sustainability is not a tick-box process but rather an ongoing exercise. Working with EcoAct helped Trainline identify their direct and indirect carbon emissions to best determine a realistic net zero target. Trainline also works hand in hand with governments in the UK and across Europe, and with the rail industry. The sector’s journey to net-zero is one with many strands that all need to be considered in order to develop science-based targets. Take everyone on board Empowering people to make greener travel choices is a complex task that rests with multiple teams across the business. Trainline’s internal operations are a great example of sustainability moving beyond the sole remit of the sustainability team. From the facilities team making offices greener to the internal communications teams highlighting the importance of

environmental sustainability within the business, and the investor relations team negotiating climate strategy with investors – sustainability has become a part of everybody’s responsibility. Similarly, Trainline’s products team are focused on giving customers the tools and the services that facilitate sustainable travel, while the marketing teams amplify this effort by targeting new and existing customers and explaining the importance of choosing rail versus other travel modes. As a result of Trainline’s innovative app offering, its customers are twice as likely to increase their train travel, having switched most often from using a car, in comparison with users of other services. Understandably – people are reluctant to choose differently if they aren’t aware of the benefits it has to us and the environment. Making the choice of travelling by train even more of a no-brainer not only takes the level of ambition found within the sustainability team, but requires passion across the company as a whole, including all its stakeholders. More so as it translates to Scope 3 emissions. Working together with suppliers that are the most material in terms of carbon emissions, helps Trainline support their partners in achieving net zero targets too. Review net zero strategy regularly Having a net zero target not only communicates a company’s sustainability ambition, but also sets specific milestones by which progress is to be demonstrated. That said, a net zero business strategy is no different from any other business plan. Developing a plan that can be reviewed at regular intervals and adjusted accordingly enables Trainline to move swiftly to take effective action. Rail Professional

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VIEWPOINT FEATURE | |

Ageing IT systems prevent network operators from getting the most out of their data Could Software-as-a-service (SaaS) analytics hold the answer? Alan Cunningham, subject matter expert at Ovarro, explains why Software-as-a-service (SaaS) analytics are necessary to help network operators see the wood from the trees

lot of businesses talk about being data rich, information poor. They are collecting vast amounts of data out in the field from various network devices like remote terminal units, but don’t have the right tools to make the best use of this data. Network operators in several industrial sectors, such as oil and gas, broadcast, transportation, power and process, are all under pressure to make their operations more efficient. But, in many cases, ageing IT systems are halting their progress. Budget constraints mean that replacing these legacy systems isn’t an option for many businesses. These companies might also be reluctant to invest in new technologies that could improve their data acquisition if the solution requires capital expenditure (CapEx). If businesses could make better use of the data already being collected with better remote monitoring, they could manage their operations far more efficiently and avoid the expenditure of replacing legacy assets — but how Fortunately, an answer to this can be found in the cloud. Advancements in cloud-based analytics tools are providing cost-effective operational enhancements in areas like alarm system management. With these tools, businesses can take information that already exists and identify historical patterns, so it becomes more powerful. Savings through software Software-as-a-service (SaaS) is the way forward for businesses. That’s why technology provider Ovarro is working in partnership with several companies, across a range of sectors, to develop software tools that give clearer insights into what is happening in their processes and internal Rail Professional

| VIEWPOINT

networks. With these new tools, data that has already been captured can be streamlined and managed effectively. One example is AlarmVision, a cloudbased SaaS application. As its name suggests, AlarmVision analyses the stream of alarms coming into a company’s control room from its remote telemetry systems, and presents this information in the form of a real-time dashboard. Because this SaaS application is cloud-based it can be accessed through any device with an internet connection, as opposed to a software product that is entirely installed on a device or network. Looking ahead, Ovarro plans to also design its other next-generation analytics tools as SaaS. As seen with AlarmVision, these programmes could help reduce customer costs in configuration, maintenance, support and upgrades. Maintain or gain control The AlarmVision dashboards give human operators a measure of control over alarms. They can identify the root cause of the largest proportion of alarms being generated on their system. For instance, a faulty piece of equipment might cause 10 per cent of total alarms on a given day. Identifying the root causes gives insight

to action and prioritise resources — what’s more, AlarmVision can do this based on internationally-recognised key performance indicators. The ability to gain real-time, or backwards-looking, analysis of how the control technology is operating against the standards provides an insight into whether there is a risk of critical alarms being missed. Reducing noise There’s another issue, however. What if a control room is swamped by nuisance alarms? Missing one could be catastrophic for customers, the environment and the network operator itself. In the worst-case scenario, this could also lead to penalties or even prosecutions, which must be avoided. With insights from the AlarmVision platform, operators are likely to miss important alerts because they can reduce the noise, or nuisance alarms. With less noise, it is possible to see what’s real versions what is a nuisance. Further to this, Ovarro’s end goal is to completely remove alarms from the equation. Additional functionalities are currently being developed for AlarmVision to enable companies to be fully-predictive. Ovarro hopes its customers in the oil and gas, broadcast, transportation, power and process sectors can predict an alarm before

it becomes an alarm — and, in doing so, move from a reactive model to a proactive model. With these developments network operators could be not just data rich, but information rich too. About Ovarro Ovarro’s technology is used throughout the world to monitor, control and manage critical and national infrastructure. Our connected technology is always there, always on. Secure, proven, trusted; integrating seamlessly with our clients’ assets. Collecting and communicating data from some of the most remote locations and harshest environments on the planet. Enabling businesses to work smarter and more effectively. Ovarro works with customers across water, oil & gas, broadcast and transportation to help monitor, control and manage their assets.

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Rail Professional

| RAIL PROFESSIONAL INTERVIEW

Interview

Peter Cole, Principal Environmental and Sustainability Officer at Transport for the North In the Summer of 2021, Sam Sherwood-Hale spoke to Peter Cole, Principal Environmental and Sustainability Officer at Transport for the North about decarbonisation, the transport issues facing the North and how society can adapt to environmental challenges Transport for the North (TfN) became England’s first Sub-national Transport Body in April 2018. TfN brings the North’s Local Transport Authorities and business leaders together, enabling our region to speak with one voice on the transport infrastructure investment needed to drive transformational growth and rebalance the UK economy. TfN works with Network Rail, Highways England, and HS2 Ltd, and as a statutory partner to the Department for Transport, its recommendations are formally considered by Government when important transport decisions about the North are being taken. Have you had a chance to read the Government’s Transport Decarbonisation Plan, presumably they consulted with people at your level so you already know what will be in the Plan? They have spoken to us. We participated in a number of workshop sessions with local authorities and specifically with the sub national transport bodies. But that was a one-way process so we had some input but there wasn’t a lot of dialogue. I don’t think there’s any massive surprise in that it’s quite technology focused, the government are very pro-choice which is a positive as one of the main conclusions that came out of the UK citizen’s climate assembly was that choice should be maintained. From what I have seen, we’re really going hard on HGVs by bringing forward the date for LGVs to be introduced so decarbonising vans is a really big thing. Rail Professional

The Transport for the North podcast that you did last year discussed how the first and last mile challenges in the North are unique to the area. Would there be deference to local authorities to make decisions that are more relevant to the unique topography of some areas?

A Decarbonisation Strategy for the North of England sets out the ambitious target of nearzero carbon emissions from surface transport by 2045. Tell me a little about the strategy and how rail comes into the mix.

Over a third of road emissions come from three per cent of trips which are over 35 miles, which is a really signifcant amount of emissions to tackle so we’re looking to work with rural authorities to understand how we tackle those cross boundary trips.

We partnered with the region’s leaders and agreed the direction of travel, and the ambition, in terms of transport decarbonisation for the region as a whole. This is about collectively ensuring the entire

region can decarbonise its surface transport and acknowledging that transport and travel by its nature is cross boundary. So, having

Every single place in the UK is fairly unique actually, although I think the North does have some particularly unique issues. There are a large number of deprived areas and low-income communities, so the work patterns reflect that with many people working shift patterns. We also have a really hilly topography and a less than stellar climate, but we also have a lot of national parks in the North such as the Peak District and Yorkshire Dales, as well as areas of outstanding national beauty. Over a third of road emissions come from three per cent of trips which are over 35 miles, which is a really significant amount of emissions to tackle so we’re looking to work with rural authorities to understand how we tackle those cross boundary trips.

RAIL PROFESSIONAL INTERVIEW |

agreed a trajectory, we’ve developed as part of that strategy four baseline scenarios. We’ve identified the policy gaps in relation to all of them and carried out a policy analysis to understand how the effort needed to bridge those gaps actually translates into national and local actions. So, in terms of filling those policy gaps, the pathways we’ve identified suggest a need to reduce emissions from rail by 25 per cent by 2030 to 75 per cent by 2035 and 100 per cent by 2040. So, at first review that is slightly more ambitious than the current government target which is 100 per cent of diesel off the rails by 2040 but I believe that still allows for the use hybrids, so our ambitions do go beyond that. Obviously, rail has a really important part to play in modal shift so improving our rail services which includes the physical infrastructure and the locomotives, but also things like the flexibility of the fares we offer, so rail plays a really sort of intrinsic part. The final part to mention would be rail freight, as there are certain assumptions around how to shift a proportion of freight to rail. One of the things we have identified as an action for ourselves is to work with the government to sequence and prioritise the programme of electrification for the North. Freight has to be electrified, and I think that was acknowledged in the Transport Decarbonisation Plan but we also need to look for the gaps in electrification which are causing the real issues at the moment. We have a really good relationship with Network Rail, they sit on our board and Great British railways will too, and we envisage still partnering with the government to sequence that work in the best way possible, because we’ve got the local knowledge and the local inputs from partners and the TOCs that are currently operating. What effect will coming legislative changes have on the different programmes you’re developing? How do your goals match with what the government will require? I think the specifics around Northern Powerhouse Rail provide a massive opportunity to electrify as part of what we’re doing, it would of course be a lost opportunity if we didn’t, so that is an essential component of the overall decarbonisation picture that we are putting into play. However, decarbonisation isn’t the only game in town, we have to weigh up the social and economic benefits of what we do, assigning carbon a true value. But clearly all of those public transport interventions are supportive of decarbonisation and encouraging behavioural change generally as well. You can look at schemes in terms of ownership, you can look at the amount of cars that would be displaced onto the train, but actually the most important element is the potential for the future. You’ve got to make sure that you do development in the right way, which is mainly about putting infrastructure in place first and then being

able to build around it in a sustainable way. That’s where wider behavioural change and nudging people to make more sustainable choices comes in. You’ve been working on environmental issues as a consultant for 20 years now. How much of what you’ve done has focussed on modal shift in terms of changing people’s behaviours? My experience has been mostly around environmental appraisal and assessment schemes. So, as part of that, you strive to understand the carbon footprint of what you’re doing. Since I joined Transport for the North in 2020, my focus has been much more on decarbonisation. But I think having worked in that broader environmental field, being able to have that understanding of the wider social and environmental impacts, assessment, and the appraisal processes, allows you to connect the dots. I think a good practical example of that is

decarbonisation isn’t the only game in town, we have to weigh up the social and economic benefits of what we do, assigning carbon a true value on NPR where I’ve been working with NPR colleagues to embed the consideration of carbon and natural capital into our appraisal processes on that project. If you consider the legal obligations the population had to follow around social distancing during the height of Covid. This concept of just hoping people will behave in a certain way is becoming more fluid. So, rather than being required to by law, what are some things you’re looking at that would help people make that shift towards using more trains? There is a big difference. Obviously, there are parallels between what happened during the pandemic and what is going to be required in terms of climate change, in terms of the fundamental overhaul. In terms of the way we travel, and the ability of people to adapt to that when they need

Northern leaders call on DfT to release funding for TfN Political and business leaders across the North are calling on ministers to provide clarity on future funding for Transport for the North (TfN) to allow it to continue working on vital plans to improve connectivity across the region and help unlock economic potential. orthern leaders have expressed their “grave concern” that with only weeks of this financial year left TfN is still waiting for confirmation of its funding for the next three years. Cllr Louise Gittins, Leader of Cheshire West and Chester Council and Vice-Chair of Transport for the North, has written to the Secretary of State for Transport Grant Shapps calling for an urgent meeting to resolve the situation. Cllr Gittins said: ‘At its meeting held [on Tuesday 25 January] the TfN Board expressed its grave concern at the continued lack of certainty with regards to its core funding. ‘The Board was concerned to note the implications this is having on TfN’s ability to deliver its agreed programme of work, and the consequential implications the continued uncertainty has for the health and well-being of staff.’ Transport for the North employs around 120 staff and has offices in Manchester and Leeds. It works with local authorities, business leaders and the Government to identify how best to direct investment in the Northern transport network to boost the economy for the people in the region and the country as a whole.

to, there is that parallel there but there is a really big, big difference. The safety measures implemented over the last couple of years are predominantly about protecting others whilst decarbonising involves savings across the board. As an example, eventually adopting electric vehicles will be something that Rail Professional

| RAIL PROFESSIONAL INTERVIEW

people will do not just out of the goodness of their hearts, it will be something that makes financial sense for them too. Transport for the North launches new podcast series Transport for the North has launched a new podcast series to showcase the region’s business sector and highlight the importance of transport investment to enable growth and boost productivity. Through conversations with business and political leaders, the ‘Business Matters’ series aims to shine a light on the North of England’s successes and ambitions, and outline how improved transport and digital connectivity can support the region in realising its economic potential. The first episode is out now and features an interview with Peter Kennan, TfN Board Member for South Yorkshire Local Enterprise Partnership (LEP) and Private Sector Co-Chair of the Transport & Environment Board at South Yorkshire Mayoral Combined Authority. He highlights the key assets of South Yorkshire and the North of England in attracting businesses to set up shop or expand their operations, noting the impressive talent pool that organisations can tap into, and the attraction of lower cost of living, better quality of life, and strong sense of community for the people who live and work here. The episode also covers Peter’s thoughts on the national policies that will support economic growth in the region, offers his insight on the opportunities for doing business differently through the Covid-19 pandemic, and talks about the role of TfN in bringing the region together to speak with one voice. ‘Transport is a true facilitator of growth and productivity, and it’s so important that we continue to invest in it for our people and businesses’ Peter said. ‘In our Strategic Economic Plan for a fairer, greener South Yorkshire we want to unlock the potential of people, business and places and grow our economy. To make the most of the opportunities ahead of us we need a world-class transport network across all modes.’ The first ‘Business Matters’ podcast, and all previous episodes, are available at: www. transportforthenorth.com/news/ podcast/ and can also be found directly on Soundcloud and Spotify.

Rail Professional

As an individual you do have the power to make changes in your own life that can have a bigger impact than people realise. Consider the amount of space we give up to cars in cities, whilst it is hard to see what can replace the car in terms of active travel in the countryside. How does your remit split focus between urban issues and rural issues? Our first focus is to make sure that there isn’t a market failure or an area that gets forgotten about, I think we’re already aware that our rural areas and smaller towns have really distinct challenges. We know the West Yorkshire Combined Authority and Liverpool and Newcastle have all got action plans that are fairly well advanced, but we know that a lot of our rural areas are still somewhat behind that curve. Does this come from collaboration with other local transport authorities because I imagine there’s more to discuss when concerning urban areas as each city’s challenges may be more unique than the rural areas in the country? As we’re made up of 20 different authorities, we can often have direct one to one discussions, and a lot of these conversations have been through our combined authorities so we can focus on both urban and rural aspects. So, West Yorkshire, but also North Yorkshire, York, for example, and Cumbria as well. What does building back greener or building back better mean to you? As the wheels of our economy and our society start to turn again, I think it’s about doing some things differently to how we did before, particularly around how we travel, which I realise, seems like a tall order at the moment but it’s about understanding and optimising the real benefits that can come as a result of clean green travel. As you mentioned before, there’s some very real financial opportunities floating out of that clean growth agenda. We need to start pivoting the focus of our manufacturing equipment and adult workforce to really take advantage of that. Do you think a work from home culture will take hold? It is an interesting question, I don’t see working from home as an elixir. What we’re seeing is that a large proportion of people working from home are the same people who would have used public transport, mainly rail. There are also other demands on home energy and people working from home may actually make more trips by using their car during the middle of the day which they wouldn’t typically have been able to do

during the working week. We’re also starting to see people moving away from transport hubs as this can potentially improve their quality of life. Of course the irony there is that when they do make those trips they’ve increased their car dependency as well. The big game in town is still trying to get people back onto public transport because we need to regain our position on that and actually improve. We also need to get those people who were on public transport back travelling as well. And I think also there’s a need to slightly pivot our focus to leisure trips.

I don’t see working from home as an elixir. What we’re seeing is that a large proportion of people working from home are the same people who would have used public transport, mainly rail. Your experience outside of transport involved doing environmental impact assessments. How did those skills transfer into what you’re doing now? Most of my experience has been around transport infrastructure, I also previously worked in a local authority which helped my understanding of governance and some of the pressures and challenges that local authorities face around policy development. Having worked in environmental impact assessment I think my understanding of what to expect in terms of future strategy and your programmes is really fundamental in making decisions, documenting why you’re making those decisions and how, for instance, carbon is feeding into those decisions, is a really important part of the process, because you have to you have to show how you’ve considered alternatives. Peter Cole is Principal Environmental and Sustainability Officer at Transport for the North

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SUSTAINABILITY |

St Pancras International: Showcasing sustainable facilities management at rail stations Greg Dingle, London Regional Director at The Churchill Group provides an overview on how station facility managers can focus on sustainability while setting high standards in cleaning and hygiene to keep all users safe unveiled plans to make it mandatory for companies to publish net zero transition plans and have them evaluated by an independent taskforce. This means that rail operators, including facilities managers at stations, must prioritise both safety and sustainability in tandem if they want to succeed.

Image credit: Sam Lane Photography

ygiene continues to be front and centre of rail operators’ minds. As uncertainty surrounding the direction of travel in regard to the Covid-19 pandemic remains, train companies are having to remain on their guard to ensure their services are safe for customers, many of whom may still be uncertain about travelling on public transport. From deploying expanded cleaning schedules to implementing distancing measures and one-way systems at stations, the rail sector has stepped up as a critical service that has had no choice but to continue operating throughout these challenging times.

Without it, countless people (including essential workers) would not have been able to commute to and from work and keep the country moving. And as we start to see greater use of rail again, this attention to detail in terms of hygiene will no doubt remain. Safe and sustainable Events of this year have also seen environmental issues rise up the agenda. COP26 in particular has shone a bright spotlight on sustainability, with pledges and commitments made that will no doubt shape the strategies of public and private organisations in the short and long term. One of the most striking announcements came from Chancellor Rishi Sunak, who

Sustainable station management at St Pancras We work with several rail operators up and down the country, including Network Rail High Speed which manages one of the busiest terminals in London – St Pancras International. Here, during peak times, one million passengers pass in and out of the station on a monthly basis, from daily commuters and business travellers to visitors both from the UK and abroad. St Pancras is itself something of a destination station. Packed with duty-free style retail and dining outlets, it represents a unique blend of new and old architecture, with half of the station comprised of grade I listed ironwork combined with modern glasswork. We have worked with Network Rail High Speed since 2017, delivering cleaning, janitorial and pest control services to help ensure a safe and welcoming environment awaits arriving and departing passengers. Central to the contact since we took over has been the promotion of a strong ethos of responsible, eco-friendly cleaning. As a result, and in line with Network Rail Professional

| SUSTAINABILITY

We began by implementing an Internet of Things (IoT) powered system in the station’s restrooms. Here, utilisation sensors have been installed to understand flow, with additional sensors being placed in toilet roll holders to alert cleaning teams when stocks need replenishing. What this data-driven insight offers is the ability to run a responsive cleaning rota which allows cleaning operatives to be on the scene as and when required via alerts to their personal devices. It also helps to cut down on wastage, as cleaning products are used when needed and sanitary items replaced when they have run out. Over time, this programme will enable us to create a more predictive, data-driven offering. By doing this, we can increase cleaning presence in peak times and reduce it at times when footfall is lower. Based on such knowledge, we can identify inefficiencies in cleaning hours and redeploy those personnel to high touch point areas and sanitisation programmes.

Image credit: Sam Lane Photography

Rail’s eagerness to explore more eco-friendly options, we implemented chemical-free cleaning processes at the beginning of the tenure. Additionally, we also use our cleaning products in soluble sachets as opposed to plastic containers, a move which has allowed us to save more than 24 tonnes of plastic across all our contracts in 2019 and 2020 – the St Pancras team contributing to this achievement. These actions are helping to drive a circular economy approach. Facilities management (FM) service providers should collaborate with stakeholders in their supply chain to encourage product innovations, phase out unnecessary raw material usage and, ultimately, consider ways to do more with less. In response to the heightened need for excellent cleaning and hygiene standards, we implemented PRISM, our workplace hygiene programme. This combines people, science and technology to ensure that the station remains safe for all users. As a result, our cleaning strategy is informed by data and the client has an ongoing overview of what we are doing – and why. Waste is another area rail station FM teams can and should explore as a means of boosting sustainable practices. St Pancras is a more complex setup than most stations in the country. Thanks to an array of site users, retailers, and restaurants, a huge variety of waste products need to be processed and managed. Previously, this waste was collected in a central waste bin and sent to a landfill. While it represented the simplest option, we Rail Professional

have been working to provide an efficient and cost-effective way of sorting waste and diverting as much as possible away from landfill sites. Leveraging technology Here, technology has proven to be a gamechanger. At St Pancras, it was vital to get visibility over who was creating what type of waste. In response to this challenge, we issued every waste producer a unique ID code which is used to manage their waste – when it is brought for disposal, the operative in the service yard scans each different type of waste and where it’s coming from. Importantly, every stakeholder uses the same tools with no extra resource or expense required. At this point, the food, glass, and general landfill waste is weighed and recorded, information which is fed into a kilogrammeby-kilogramme account of who’s creating what, helping Network Rail High Speed to charge each vendor appropriately. Furthermore, by being charged correctly and in line with more sustainable standards, we have found that retailers and other station vendors are more careful with their waste practices. In this case, technology has helped to change the mindset of stationbased businesses for the better. Technology can also be leveraged to make cleaner regimes smarter and, in turn, more sustainable. In June 2020, we teamed up with tech specialist Infogrid to develop and implement a smart cleaning strategy at St Pancras, a process which is ongoing and subject to constant refinement as new ideas are explored.

A safe and sustainable future Moving forwards, it is our expectation and hope that more rail station FM teams adopt smarter waste management and cleaning solutions. Not only will this serve important safety and sustainability objectives, but there is also a compelling business case for making investments into these kinds of initiatives, not least because a key metric used to measure success at all rail stations is customer experience and satisfaction. At St Pancras, we have managed to achieve a 95 per cent pass rate for cleaning audits carried out, with the main drivers for passenger satisfaction including station upkeep and cleanliness. During our contract period to date, we have also witnessed a reduction in accidents due to an increase in health and safety awareness, alongside a decrease in customer complaints and an enhanced team culture. Our work has also been independently verified by Bureau Veritas (BV), a world leader in testing, inspection and certification. BV reviews take place every six months and St Pancras was reaccredited in December 2021. We have also received recognition from the facilities management industry specifically for our sustainable work. In November we won the ‘Partners in Sustainability’ category at the PFM awards, one of the leading industry awards. As we enter what we all hope is the postpandemic period, safety and sustainability will remain at the forefront of the public conscience. Those operators that demonstrate their commitment to creating hygienic and environmentally responsible rail stations will no doubt position themselves more favourably among the travelling masses. Greg Dingle is London Regional Director at The Churchill Group

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SUSTAINABILITY |

Helping the industry face the sustainability challenge Going further and faster on environmental and social sustainability are key to unlocking the future potential of the rail industry

t a time when climate change is high on everyone’s agenda, with world leaders having met at COP26, we would hope no-one would argue with this statement. However, there will always be different views about how sustainability improvements should be delivered. RSSB is prepared for this, with in-house expertise on sustainability topics, ready to serve members and help them with their own sustainability challenges. RSSB is leading the development of the first industry-wide approach to sustainability, by collaborating with the rail industry and Government. Directly supporting the delivery of the WilliamsShapps Plan for Rail. The Sustainable Rail Strategy, co-created by industry sustainability experts, led by RSSB, will set out options and choices to inform development of Great British Railways’ Whole Industry Strategic Plan (WISP). The Strategy will provide clear goals for the rail industry, converting what Government has set out in policy and what society expects a major industry like ours to be doing in this space. However, a strategy and goals are useless without driving action on the ground. It’s crucial that we identify what needs to be done, what we prioritise and how much funding is needed. Driving further improvements in areas such as decarbonisation, air quality, biodiversity and social sustainability, both efficiently and safely. The industry is already working towards this by introducing new technology, increasing resilience to climate change and considering the wider social benefits of connecting national and local communities, but more work is needed to ensure we are able to maintain our position ahead of other modes. As well as investment in the right assets, we need colleagues running the railway to be better informed so they can do the right thing. That’s way our work going forward to support our members will be less about the ‘what’ and more about the

‘how’. How should procurement teams make better decisions when it comes to goods and services to deliver a more sustainable railway? Similarly, colleagues in finance teams will need to understand how they can build investment business cases that account not just for the financial, but the environmental and social capitals using the Accounting for Sustainability approach. 2050 may seem a long way away But when you consider the work that needs to be done, it’s not. That’s why RSSB is taking rail sustainability so seriously. Focusing our expertise and resources to support the rail industry, as it moves at pace to better understand the barriers

to improving environmental and social sustainability, and to develop safe, efficient and innovative solutions. We know our members are just as committed. This autumn, RSSB launched a detailed air quality monitoring programme at railway sites across the network and will be shortly releasing a tool developed to help our members measure the social value of their operations. Our work on the Sustainable Rail Strategy continues, and if you would like to know more about RSSB’s work in this area, or are interested in the services we provide to members, please get in touch at: https://www.customer-portal. rssb.co.uk or visit https://www.rssb.co.uk/ sustainability Rail Professional

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TRAM AND LIGHT RAIL / METRO |

South Wales Metro and Devolution Mark Barry, Professor of Practice in Connectivity at Cardiff University’s School of Geography & Planning explores the progress of devolution in Wales

s many will know, I have been involved in the South Wales Metro project in various roles since my first report on the subject, ‘A Metro for Wales Capital Region – Connecting Cardiff, Newport and the Valleys’, was published by the Cardiff Business Partnership and Institute of Welsh Affairs in 2011. This was followed up in 2013 with the Metro Impact Study. From those heretical calls, in what was (and still is) a non-devolved area, we have made remarkable progress in Wales. Transport for Wales (TfW) was set up in 2015 and is now leading the design and delivery of the next major phase of the South Wales metro Figure 1. By 2024 the Core Valley Lines (CVL – which has been transferred from NR to WG) will see electrification, new tram-trains and trimodes, offering more capacity and faster services. For example, there will be 4tph (vs at best 2tph today) from the Heads of the Valleys (Merthyr, Treherbert and Aberdare) with services to Cardiff via Pontypridd using new tram-trains with ten per cent or more reductions in journey times. The programme has also introduced major innovations such as ‘smart electrification’, using non catenary and permanently earthed sections, and battery powered Stadler Tram-trains. Whilst not without risk, it has significantly reduced the amount of civils work typically required for 25Kv OLE to lower track and/or raise/ replace bridges. Seems to me there is now a major opportunity to extend the scope of the CVL OLE work to Network Rail’s Vale of Glamorgan Line and the South Wales Mainline (SWML) once the CVL work is complete. Similarly, in future I think the designation of new sections and some of the existing CVL network as ‘non-mainline’ could help enable better use of capital. For example, it would be possible to operate to tramway standards on the Treherbert branch (as is planned for the Bay line) to avoid expensive overbridges and PRM compliant lifts at stations and instead use traditional tramway crossings. I also expect a

few bumps in the road and anticipate supply chain impacts and inflation as a result of Brexit and Covid. Nonetheless, from heresy to reality in just over ten years is impressive given how long most UK transport projects take to gestate and deliver. For example, Crossrail was announced when I was living in London in 1987; the current incarnation initiated in 2009, with luck will be operating by 2023, five years later than originally planned and its costs have gone from £14 billion to over £20 billion; there were also major cost and time overruns on the Great Western Electrification Programme. In Wales we have also seen delays and costs balloon to over £1 billion for the improvements to the Heads of the Valleys road between Hirwaun to Abergavenny. So, even now the public are perhaps still cynical, and many don’t believe the current South Wales Metro programme will happen. Not surprising given how little rail enhancement funding Wales has received over the last 30 years. I have presented evidence to Westminster Committees on multiple occasions over the last ten years on this subject, and am adamant that rail powers and funding need to be devolved to WG if we want to see more investment in Wales’ rail network. The perversity of HS2 (let alone NR Enhancements) being defined by HM Treasury as an ‘England and Wales’ scheme really pains me. Some argue that it benefits Wales. I am clear (as is the data and evidence) that in totality it does not, except perhaps in the margins. So, perhaps 0.5 per cent (being generous) of the transport user benefits do benefit Wales; but five per cent of the costs are in effect allocated to Wales; that’s a 10:1 ratio of costs to benefits! And we know from the DfT’s own analysis, HS2 (even the now reduced scope version via the Integrated Rail Plan) will negatively impact Wales’ economy. Despite this devolution dysfunction, WG via TfW has set up Metro Development Teams to help bring forward further enhancements across not only South Wales – but in Swansea Bay and northern Wales. These programmes also incorporate the

work of Lord Burns and the South East Wales Transport Commission which set out the need for a programme of major rail enhancements on the SWML from Milford Haven to Bristol Temple Meads. This includes several new stations in SE Wales (Magor, Llanwern, Newport Rd etc) and further SWML services from Swansea to Bristol Temp Meads. Sir Peter Hendy via the Union Connectivity Review’s Interim Report has endorsed that work and noted the importance of the South Wales Main line and connectivity from Cardiff to Bristol in a UK context. In the Cardiff Capital Region (CCR) the nascent regional body has also set out its Passenger Rail Vision for the expansion of the Metro beyond the current contracted phase to 2023/4. These ambitions and those of the SEWTC have been reflected in recent WG statements. In October 2021, The Deputy Minister for Climate Change, Lee Waters, set out WG ambition for Metro through work being undertaken across Wales by TfW, as illustrated in a series of Metro maps published by TfW to support the Minister’s statement. In South East Wales, emerging proposals include further CVL stations and frequency enhancements on the City and Coryton Lines. It also includes the Cardiff Crossrail which will see the expansion of the current bay line to include a direct link to Cardiff Central and a route east across the Cardiff Docks through Splott and Tremorfa to a new interchange on the SWML (as recommend by Burns) at Newport Rd/Rover Way. This could support a major brown field regeneration and development programme along the route. Further measures to increase frequencies on the Ebbw Valley and Maesteg lines are also prioritised. The CVL can also be expanded north from Aberdare to Hirwaun to provide a ‘gateway to the Brecon Beacons’ as well as a P&R station and bus interchange on the A465. The NW Corridor from Cardiff to RCT and cross valley corridors are also being appraised. There is also a vitally important programme in progress to integrate bus networks, services and fares/ticketing right Rail Professional

| TRAM AND LIGHT RAIL / METRO

Ni ddangosir pob gorsaf Not all stations are shown

(potensial)

South Wales Metro (potential)

DEMU Tri Modd Tri Mode Cerbyd Metro DMU

Merthyr Tudful Merthyr Tydful Aberdâr Aberdare

Gorsafoedd newydd New stations

Hereford Shrewsbury Gogledd Cymru North Wales

Rhymni Rhymney

Tref Glyn Ebwy Ebbw Vale Town

Treherbert

Ystrad Mynach

Abercynon

Caerfilli Caerphilly

Trecelyn Newbridge

Pontypridd

Pont-y-pŵl and New Inn Pontypool and New Inn

Coryton Y Mynydd Bychan Heath

Treforest Estate

Cwmbrân Cwmbran Cathays

Pen-y-bont Bridgend

Heol y Crwys Crwys Road

Cornel Pye Pye Corner

Pont-y-clun Pontyclun Chepstow

Abertawe Swansea Caerfyddin Carmarthern Gorllewin Cymru West Wales

Caerdydd Canalog

Y Rhws Rhoose

Penarth

Ynys y Barri Barry Island

across Wales, so the passenger is presented with a single integrated PT network, instead of the fragmented and inefficient system we have today (a legacy of the deregulation of bus services in the 1980s!). Aside from the economic benefits right across the CCR, the opportunity to decarbonise our mobility choices cannot be understated. The recent publication of Net Zero Wales set out challenging mode shift targets with a reduced car mode share of just 60 per cent by 2030. In this space, I also think there is inevitably going to be a need to introduce demand management for carbased road use – including fiscal measures. Collectively across Wales there is pragmatic £4 billion programme in development out to the early 2030s. A further £4-5 billion (at least) will be needed for the full programme out from 2030 to 2040. This programme is more than just a transport project – it is also about decarbonisation and local economic development and regeneration. Welsh Government have now acknowledged that much of the damage to our high streets has been caused by the vast amount of car based low density sprawl, especially housing, offices and retail that over the last 50 years have sprung up at the edges of, or between our towns and cities. Local authorities need to take seriously and focus their energies on the need to encourage much more development in/around public transport hubs and corridors and away from car dependent green field sites. So, there is no shortage of further ideas, schemes and ambition for and in Wales; and to re-emphasise, the primary need to decarbonise our mobility system and reduce Rail Professional

Tŷ Du Rogerstone

Radur Radyr

Maesteg

Y Fenni Abergavenny

Casnewydd Newport

Cheltenham Gloucester

Sgwâr Loudoun Loudoun Square

Bae Caerdydd

car dependency is at the heart of these programmes. However, the glaring issue, given the devolution anomaly re: rail, is that this ambitious Welsh Government programme to 2030 needs co-funding from the UK Government, by contributing perhaps £2-3 billion for enhancement of the assets for which it responsible. I set out the case for such a joint WG/UK Gov programme in a blog earlier this year: Levelling Up, Working Together? A Transport Enhancement Programme for Wales – Mark Barry (swalesmetroprof.blog). Sir Peter Hendy’s recently published, Union Connectivity Review also endorses the emerging proposals for the SWML and NWML. We now look to the UK Government response given they are responsible for managing and funding the rail infrastructure (apart from the CVL) in Wales. If not (and better in my view) is to fully devolve rail powers and funding to WG and ensure that projects like HS2, NPR, IRP, Network Rail enhancements in England etc. are designated as England only projects by HM Treasury. Even the Welsh Affairs Select Committee came to the same conclusion re: the designation of HS2. I suspect the conservative MPs in north Wales on that committee have now realised that the best chance of securing funding for the emerging schemes in that part of Wales is if WG have more funding rather than expecting the UK gov to contribute. The revision to the Barnet attribution factor in these circumstances (for HS2 and the IRP), would provide Welsh Government enough resources (as is the case in Scotland) to begin to pursue this programme.

I would also add that rail powers and funding should also be fully devolved to Transport for the North. One of the problems for the UK it seems to me, is that major investment decisions are made by a small number of senior officials and politicians in and around Number 10, Whitehall (inc. Marsham St) and The Treasury. As I have stated elsewhere, the current ‘levelling up’ mantra can only be realised with a major constitutional overhaul; it will never work if based on a little more cash being dispensed though politically compromised Westminster largesse. A handout economy and a handout constitution based entirely around Westminster and Whitehall, has not and can never really work for everyone and every place on this island; especially in Wales. For a full list of references and for more information, check out my website: https:// swalesmetroprof.blog/2021/12/23/southwales-metro-devolution/ Mark Barry is Professor of Practice in Connectivity at Cardiff University’s School of Geography and Planning. Mark also has his own consulting business M&G Barry Consulting. He led South Wales Metro Development for Welsh Government from December 2013 to January 2016 following the publication of his Metro Impact Study in 2013. He also acts as a Strategic Advisor to Transport for Wales.

Tel: 07771 893292 Email: barrym9@cardiff.ac.uk, mark@mgbarryconsulting.com Social Media: @swalesmetroprof Visit: https://swalesmetroprof.blog/

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| DEPOTS

Staying safe driving in depots Dr Stephen Fletcher, Director and psychologist at the Occupational Psychology Centre (OPC) shares some job analysis work that has helped to identify key Non-Technical Skills (NTS) for safe and effective depot driving

e don’t need to tell you that train depots can be very busy places! Trains may be there for a variety of different reasons – they may be in for routine maintenance or an emergency repair; fault diagnosis or brake/ wheel checking, or they may simply be there for a wash! Activities in the depot, can be very varied. Each day may not be the same twice. During a shift, a depot driver may need to move a train across a number of different locations in the depot. They may need to move a number of engines to different areas of the depot in a scheduled and orderly fashion. Moves may simply be driving one locomotive to an area or it may be more complicated with the driver having to move more than one engine, like pieces in a puzzle, in order to get the required traction into the right place for the job needed. A day’s schedule may be very efficiently mapped out, which is great, but if an emergency maintenance job comes in then the whole schedule and system of moving various trains may need to be re-thought and re-scheduled. Due to the functional nature of a depot, there may also be a number of different teams working there – drivers, engineers, maintenance crews etc. Different safety critical employees can undertake numerous safety tasks. It can be dangerous and the consequences of errors can still be enormous. All in all, it can be a hive of activity and a very demanding place to work and drive in. So, if we need our depot drivers to be safe and effective, then what are the key NTS they need to demonstrate their day-to-day work? So, what do depot drivers need for safe and effective performance? OPC psychologists undertook job analysis for the depot driver role with two separate UK train operating companies. With the first train operator, job experts with indepth knowledge of the depot driver role Rail Professional

were asked to rate the importance of 26 NTS to the role. Working alongside a second train operator, in conjunction with an in-depth role profiling exercise, a critical incident technique was also used. This involved identifying occasions when drivers had performed both very well and other occasions when they may have performed poorly with safety incident consequences – this technique helped to identify behavioural indicators that are important to display (or not) to be safe and effective in the role. OPC psychologists analysed the outputs from the job experts at the first train operator and ranked the NTS in order of importance (see chart). Work alongside the second train operator confirmed and enriched these findings. The chart below shows the top five ranked NTS:

drivers. A depot driver needs to stay constantly focused whilst moving trains around the depot. They need to be watching for signals; aware of what is going on around them and people working nearby, as well as being able to deal with repetitive tasks without losing concentration. As with other key safety critical roles the NTS of ‘maintaining concentration’ is crucial to safe performance. The next three NTS were equally rated by job experts at 93 per cent importance. The NTS of ‘attention to detail’ is rated as key to depot driving. Depot drivers need to make sure they attend to the detail of their tasks incorporating information they have been given about where to move trains from and to. They need to adhere to depot speeds, pay absolute attention to their instructions, as well as work with signal and

These top NTS are based on the research published by the RSSB 2012 ‘Research Programme. Operations and Management. Non-technical skills for rail: A list of skills and behavioural markers for drivers, with guidance notes’.

Top five NTS for safe and effective depot driving The results from our job experts indicated that the NTS of ‘maintain concentration’ was rated as most important for depot

road numbers. Because of the busy nature of a depot and its daily variations, a safe and effective depot driver cannot be complacent, relying on what they ‘usually’ do. Neither can they depend on habit i.e., that train

DEPOTS |

OPC Assessment has a wide range of online assessment tools for safety critical roles, some of which are used by rail companies to help recruit safe and effective depot drivers. Considering the top five NTS on the previous page, some recommendations may be: The SCAAT (Safe Concentration and Attention Test) which helps to assess the NTS of concentration. The Railway Verbal Communication Exercise (rVce) can be used to assess the quality and accuracy of his/her verbal communication. The SAFEPQ (Safe Personality Questionnaire) helps to assess an applicant’s propensity to demonstrate safe behaviours – such as cautiousness, resilience and rules focus and the RTQ (Risk Anticipation and Rules Focus) helps to evaluate a candidate’s attitudes and behaviour styles towards anticipation of risk. Using specifically selected assessment tools that evaluate and assess for these NTS can help to identify and recruit depot drivers who are safe and effective in the role. Image credit: iStock

always goes into road number X. They must be meticulous in following instructions and getting the detail right. ‘Anticipation of risk’ is another important NTS identified by our job experts as being equally critical to depot drivers. There are many safety risks when working round a depot. Some of these are constant risks such as engineers working nearby or other risks may be more dynamic showing themselves at different times e.g. a depot driver may have a new recruit shadowing them who is inexperienced and unaware of the surrounding safety hazards. Depot drivers also need to remain vigilant to complacency or over-familiarity about the depot layout, their tasks or their routine – a failure to do so can lead to a state of ‘auto-pilot’ possibly resulting in a safety incident. They need to be constantly assessing and evaluating risks in a dynamic fashion, recognising any overreliance on routine or repetitive tasks and managing emerging risks effectively to help keep themselves and others safe. Within a depot environment effective safety critical communication is crucial. Therefore, ‘clarity of communication’ is another key NTS for a depot driver. Depot employees will communicate extensively with each other. This could include giving each other instructions and advice about what to do and how; feedback on what’s taken place; errors that may have occurred, or discussing the best course of action with the wider depot team when an emergency maintenance job comes in, for example. They may also need to listen to other people’s priorities and perspectives, remaining calm if things need to change, as well as report faults or potential safety hazards to superiors. So, we need depot drivers to be effective communicators and have clear

exchanges of information, cooperation and understanding with work colleagues. Failure to do so could leave a depot driver and other staff vulnerable to a safety incident. The fifth ranked NTS was ‘a positive attitude towards rules and regulations’. We work in a rule bound and heavily regulated environment with rules and procedures that have been built up over many years – often based on past safety incidents. Therefore, we need drivers to be rules focused and to enjoy working in a rule bound environment. They need to work effectively with both safety critical and non safety critical rules. When under pressure to break the rules, the best driver will ‘stick to their guns’, not succumb, and instead abide by the rules. Using NTS to help recruit safe and effective depot drivers Some train operators will use their mainline driver selection process to recruit their depot drivers, potentially reviewing the NTS performance to allocate candidates into the best fit role. Other rail companies have expressly tailored their depot driver selection process to assess for the most important NTS, taking into account the subtle differences required when driving in this environment for their own operations. However, with either talent acquisition process, the OPC would recommend some careful job analysis of the depot driver role itself to identify what key NTS are required for safe and effective performance. This needs to be undertaken by, and for each train operator as the depot driver role and therefore the key NTS may vary from operator to operator. Once this is complete then train operators can utilise a range of psychological tests and exercises that evaluate candidates for their specific NTS.

Developing and assessing the NTS with existing depot drivers If the five NTS outlined on the previous page are indeed key to a depot driver’s safe and effective performance then we need to take every opportunity to help our existing depot drivers to excel at these NTS whilst working. So, we can take these NTS and: 1. Share them with our depot drivers showing how important they are to their safety and the safety of the depot. This could be undertaken through workshops or through one-to-one line manager meetings or appraisals. 2. Having received depot drivers’ buy-in we can help them to develop these NTS. We can provide drivers with some practical tools on how to enhance these NTS. For example, techniques to help improve concentration, getting the detail right and how to pick up and manage subtle risks. 3. We can incorporate them into drivers’ initial training before they graduate into the depot driving role. 4. Share them with managers and assessors and incorporate the NTS into the ongoing assessment of depot drivers alongside the more technical requirements of the role. Dr Stephen Fletcher concluded by saying: ‘Our depot drivers need to have the right NTS profile to undertake their roles safely and effectively. We need to put these NTS to good use by using them in selection, training them in with new recruits and embedding and developing them in existing depot driver teams. Together these could help improve the safe performance of our depot drivers still further.’ Tel: +44 (0)1923 23 46 46 Email: admin@theopc.co.uk Visit www.theopc.co.uk Rail Professional

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TRAM AND LIGHT RAIL |

VLR: Establishing sustainable railway solutions for disconnected communities Mathew Taylor, Director at Pre Metro and UKTram, highlights the benefits of Very Light Rail and its essential role in connecting our communities

he Government’s most recent ‘levelling up’ agenda and ‘Integrated Rail Plan’ promise greater transport investment and infrastructure upgrades, but the emphasis on large-scale, ‘top-down’ schemes like High-Speed Rail and major road enhancements risk generating economic inefficiency and increased emissions whilst ignoring the value of community railway projects. Unless these schemes are integrated into a wider regional and national strategy, there would not be much ‘levelling up’ at a local level. So, what alternative is available for towns and cities that still aren’t connected to the railway network? With awakening national interest in Very Light Rail (VLR) and its ability to form part of our advance towards carbonzero, the utilisation of VLR on heavy rail infrastructure has helped to enable Stourbridge to increase its annual passenger journeys year after year, acting as a short feeder route from the town into the wider UK rail network at Stourbridge Junction. The Stourbridge Shuttle has demonstrated that affordable and environmentally friendly very light rail vehicles can play a key role in re-establishing patronage and reinvigorating the railway with reliable, frequent services. The value of low-cost rail services cannot be overstated, particularly when access to transport funding is becoming increasingly limited. Local strategies need to be designed around local needs and opportunities, particularly with disused railways and mothballed track so readily available – as made evident with the oversubscribed Restoring Your Railway scheme. Local transport projects, in particular, need to be embedded in ‘placemaking’ strategies where cohesive multimodal connectivity can establish access to education, tourism, greater job prospects, support urban

development, and provide an improved environment. Tram or Light Rapid Transit (LRT) systems have been the leading edge of wider urban regeneration and play a key role in continental European strategies. VLR is a way of pioneering such services more quickly and at a lower cost than traditional LRT and by demonstrating commitment, influencing locational choices, and building ridership, VLR has the potential to create the conditions for future high-quality and higher capacity heavy rail systems. Many strategic

railway corridors have been identified for future use, but why leave them mothballed for another decade when we need to double railway patronage to even achieve the Rail Delivery Group’s 2050 carbon-neutral target. Through the utilisation of this form of transport, it is very much scalable and eminently suitable for other geographical locations in either tramway or rail operating modes. With developers and franchises looking to establish cost-effective and green solutions that can restore Britain’s rail connectivity, taking the initiative Rail Professional

| TRAM AND LIGHT RAIL

and establishing small scale passenger services on restored tracks and servicing the community with next-generation VLR vehicles, you provide a vital link to other rail services further afield. There are several key proposals where this is already being considered, such as Oswestry to Gobowen, Cirencester to Kemble and Wisbech to March. At these locations, the establishment of VLR can be achieved in a very short timeframe and enables the eventual upscaling of passenger services through replacing and upgrading rolling stock when revenue and demand permits. Low-cost maintenance, high reliability, and 50 per cent of the standard heavy rail OPEX costs, VLR could create connectivity that enhances the lives of the local population and enables multimodal railway journeys through sustainable public transport. By taking this approach, you enable new passengers greater access to the region via the railway and encourage regional economic growth and sustainability in the long term, with the affordable development of these projects enabling Local Authorities and policymakers to demonstrate results within their relatively short political tenures. A VLR link between Stourbridge Junction

and Brierley Hill is a similar proposal that promotes the more efficient use of one of the low-frequency twin-track freight lines between Stourbridge and the Round Oak Steel Works. Not only would the introduction of services here bring Brierley Hill back on the Railway map, but it would enable a multimodal connection with the proposed West Midlands Metro Wednesbury to Brierley Hill expansion and access to the Merry Hill shopping complex. There are also expectations that this line can be further developed at a later date for current heavy rail service extensions from Worcester and beyond. This example demonstrates that establishing scalable solutions to cater to current patronage and environmental demands not only represents an affordable ‘quick-win’ solution, but it establishes a long-term foundation for sustainable and cohesive public transport that can accommodate future demands of regional development and accessibility. Rather than take a monolithic approach to public transport planning we need to identify, lobby, design and build projects at a local level, utilising readily available infrastructure, thus developing and enhancing interregional services.

From an ecological perspective, VLR will only enable greater carbon reductions; taking traffic off busy roads will ease congestion and support patronage growth on the wider network. With the expansion of VLR onto restored railways and branch lines, it will become an increasingly attractive prospect to local councils and policymakers, who are actively seeking solutions for cheaper, cleaner, and greener public transport projects. The Stourbridge Shuttle has already proved Very Light Rail is highly reliable and eco-friendly in the right circumstances, achieving an average 99.6 per cent reliability rating (PPM) every year across its highfrequency schedule. The Revolution VLR and Coventry VLR vehicles currently under development are an indication that further railway and light rail innovations are just around the corner, so it will be interesting to see how the industry and policymakers alike utilise these developments to pioneer community focused Very Light Rail, enabling disconnected towns and cities to finally flourish.

Mathew Taylor is Director at Pre Metro and UKTram

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Rail Professional

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mechan.co.uk info@mechan.co.uk +44 (0)114 257 0563

DEPOTS |

Mechan enhances depots with best of Europe Saving time and making environmental improvements are essential everyday demands in busy rail depots

roducts that enhance air quality and working conditions are growing in popularity, as maintenance providers look to reduce costs by streamlining processes and engendering better retention of staff. In response to this requirement for cleaner, more efficient rail facilities, Sheffield-based heavy lifting specialist, Mechan, is seeing rising interest in the European products it represents, which offer clear environmental and productivity benefits and complement the wide range of maintenance equipment it manufactures in-house. Designed with the same emphasis on build quality and safety that customers expect from the firm, these third-party innovations are available in the UK and Ireland, exclusively from Mechan. The future of shunting Electric shunters provide a clean, green method of moving vehicles around a maintenance facility and Mechan is proud to represent the award-winning Rotrac models from Zwiehoff. The road and rail shunters are emission free, relying solely on battery power to trail loads of up to 500 tonnes and boast a compact, simple design, making them extremely robust. Zero emissions are achieved through the recovery of energy during operation, which also keeps noise pollution to a minimum. It is this reduction in sound and carbon emissions that attracted Mechan’s latest convert to the shunters. Direct Rail Services’ (DRS) Motherwell facility in Scotland has recently taken delivery of a Rotrac E2, following a 14-month trial to prove it could replace a diesel-powered locomotive. The shunter is used to move flatbed wagons in and out of the depot. Its predecessor was louder, more polluting and could only be operated by a train driver, whereas the Rotrac can be controlled by maintenance personnel, offering greater flexibility. Steve Wilkinson, DRS’s head of

Motherwell depot Shunter

engineering, commented: ‘We’re always looking for innovative ways to reduce our carbon footprint and this new electric shunter demonstrates our ambitions to reduce CO2 emissions wherever possible. It has proved to be as useful as a traditional diesel shunter and has been a hit with our engineers.’ Cleaner air There are a number of ways to improve air quality in depots, not least through the reduction of hazardous diesel smoke and sand dust. Mechan has sourced exhaust extraction systems from Blaschke that cater for any type of railcar. These flexible suction hoods remove fumes and improve manoeuvrability, whilst reducing energy consumption and noise. Automated sandbox filling systems offer clear environmental benefits, making replenishing on-board sand less time consuming and labour intensive. They also reduce the health and safety issues connected with spillages. Working with partner, Klein, Mechan’s sanding systems have an ergonomically designed nozzle and flexible pneumatic hoses to dispense directly from silo to train. Expansion requires very little infrastructure, making them perfect for growing depots. Faster wheel maintenance Working with French sister company, Sogema Engineering (SEG), Mechan offers high-quality, high-performance wheel presses and lathes to suit all types of rolling stock. Wheel presses make mounting/dismounting wheels and other components possible

with just one operator. There is no need to reposition the wheelset between pressings and an ergonomic user station makes controlling operations simple. Mechan also supplies wheel lathes that recondition wheel profiles without removing them from the carriage, offering significant time savings. They can be adapted to suit any vehicle and are enhanced by compact foundations, making installation quick and cost effective. Laser measuring is a must for checking wheel, brake disc and rail wear and the handheld CALIPRI from NextSense is one of the most sophisticated tools on the market. It uses three simple lasers to record all relevant parameters and is proven to eliminate human error, producing tamperproof results. Each CALIPRI is ready to operate on delivery and complete measurement of any complex shaped object takes seconds, requiring just one operative, which significantly increases productivity. Lindsey Mills, Mechan’s Sales Manager, said: ‘We are pleased to have such excellent relationships with European manufacturers whose creations have significant benefits for UK depots. We pride ourselves on the superiority of our in-house products and wouldn’t put our name to anything that fell short of our standards.’ To find out more about the third-party innovations Mechan represents, or its own depot equipment, get in touch via the contact information below. Tel: 0114 257 0563 Visit: www.mechan.co.uk Twitter: @mechanuk Rail Professional

rail mancHe finance

RMF is a leading provider of railway reservation based international settlement and clearing services, providing sophisticated revenue and cost allocation, including business critical management information

6th Floor (part), Kings Place, 90 York Way London N1 9AG, UK Tel: +44 (0)20 7042 9961 david.hiscock@rmf.co.uk

www.rmf.co.uk

DEPOTS |

Rail depot safety specialists Rail depot safety and control should be a process that works seamlessly with operational activities Typical DCS Interfaces • SCADA with flexible operator design. • Depot protection interlocking. • Points interlocking. • Remote diagnostics. • Route Indicators. • NR Interlocking. • RFID Authorisation for points operation or any other safety critical operations. • 3P Signalling interface.

FirstClass Safety DPS - Exeter St David Depot

irstClass Safety & Control are committed to make railway depots safer, introducing groundbreaking safety control systems and procedures to protect the depot workforce at the workface. We offer two solutions for Rail Depot Safety – our Depot Control System (DCS) and our Depot Protection System (DPS). The Depot Control System (DCS) and Depot Protection System (DPS) are integrated safety systems suitable for any depot looking for a new system or to upgrade older systems. The systems draw upon proven off-the-shelf hardware and software both of which come highly recommended within the industry and offer extremely flexible, scalable, and reliable systems. A FirstClass Depot Control System The FirstClass Safety Depot Control System (DCS) is an innovative depot control solution which assists depot operators by reducing workload and increasing safety and efficiency within the depot or train facility. The operator can set multiple routes within the depot in just a few seconds, increasing efficiency of train movements. This is particularly important in areas where timescales are a key performance indicator. An efficient depot saves costs without any compromise to operational safety. Our DCS safety system is a cost-effective alternative to the more traditional Locally Operated Points System (LOPS) or depot

points control systems. Working with approved signalling contractors and using proven aspects, route indicators, points machines, train detection methods and SIL2 rated PLC hardware/software, we have developed a complete system to suit any depot where safety is key for train movements.

Our combined knowledge and experience have enabled us to develop a system that allows train movements in and around the train facility quicker and easier. This is already the case at many UK train facilities where our systems have been deployed, a single operator is able to control even the most complex depot or train facility, with the confidence that the system is failsafe and user friendly. FirstClass Safety & Control has developed a bespoke technical interface that enables the system to be integrated with all UKbased mainline interlockings. The FirstClass Safety Depot Control System has become the system of choice for many of the UK operators. Whatever the facility be it a train depot, maintenance workshop, siding, stabling, port or intermodal terminal,

Depot Control System undergoing site commissioning

Rail Professional

| DEPOTS

FirstClass Safety & Control has a control solution that provides maximum flexibility, dependability, and cost savings. Add further protection with a FirstClass Depot Protection System FirstClass Safety & Control’s Depot Protection System (DPS) provides the highest standards of safety for staff working in rail maintenance depots. Designed to provide the safest and most efficient method of controlling depot train movements, critical in today’s modern maintenance facilities. An established market leading product, our DPS is now installed in several UK train care depots and at depots worldwide. The system is certified to meet the hardware safety integrity requirements of SIL2 and is also compliant with all current railway standards. The FirstClass DPS is a proven “off-the-shelf” product providing excellent reliability and functionality, which can be configured to the client’s precise requirements.

• Aspect control for inbound / outbound movements. • Automatic De-Railers for protecting workforce. • Treadle Switches. • Diesel Exhaust Extract Monitoring systems. • WIGWAG signals. • Points Interlocking. • High level gantry access control and protective bladders. • Access control/CCTV security systems. • OLE isolators. • Automatic Bollards. • Electric shunters. • Remote Diagnostics. • Pictorial Screens to eliminate any multilanguage confusion. • SPAD alarms, turntable, cranes, jacks, wheel lathes, pit lighting interlocks. FirstClass Safety & Control also offer our combined Depot Protection System/Depot Control System which will further eliminate uncertainty by removing interfaces between

a joint venture company consisting of Vinci Construction France and Archirodon Construction (Overseas Company Ltd). The Al Faya facility will be the largest and most significant facility on the UAE’s National Rail Network. It will be responsible for warehousing, installations, operations, and the maintenance of locomotives and wagons. The facility will also include an administrative building to control the operations of the whole network. We have been commissioned to design, manufacture and install our flagship Depot Protection System (DPS) at the Operations and Maintenance facility in Al Faya, Abu Dhabi. FirstClass Safety & Control director, Mark Meyrick, said: ‘We are delighted to bring our extensive knowledge and experience in designing safety systems for rail depots to the Middle East market. Our technology gives depots complete confidence that people and equipment are always protected from danger, whilst improving efficiency. The DPS for Al Faya

Etihad Rail

DPS System features • Distributed I/O with a Fault Tolerant PLC Control System to a SIL2 Safety Standard. • Allen Bradley Control / Logix, CompactLogix and Flex I/O Remote Input Output: Reliable, high-quality hardware. • Software is 100 per cent configurable making integration and flexibility options endless. • Expandable systems which can be remotely managed. • 3rd party equipment can be easily integrated: RFID / GPS Vehicle Tracking, Site Access Control, Managing Key Equipment, etc. Typical DPS Interfaces • Interactive log on / off technology – RFID and/or pictorial. • Movement Beacon / sounder control. • OLE Status beacons. Rail Professional

personnel safety and train movements as our system now fully integrates both systems to provide one fully functional, fully integrated Rail Depot Safety System (RDSS) Our Global Pedigree Staff working for Etihad Rail will benefit from international best practice in health and safety, thanks to innovative depot protection technology from FirstClass Safety & Control. Etihad Rail is the national rail network of the United Arab Emirates (UAE). Stage One, a 264-kilometre line between Shah/ Habshan and Ruwais, entered service in January 2016. Stage Two, currently under construction, will extend the line in both directions by a further 605 kilometers, taking it from Ghuweifat, on the border with Saudi Arabia, to Fujairah on the east coast. As part of the Stage Two development, a new operations and maintenance facility is under construction at Al Faya by 2F1JV,

will be designed to meet the extreme climatic conditions experienced in Abu Dhabi without compromising the SIL2 level of safety that comes as standard with a FirstClass Safety & Control system.’ Continuing, Meyrick said ‘This contract award comes about following an intensive twelve-month period providing design support to GESTE Engineering, based in Switzerland, who undertook the high-level depot design work on behalf of 2F1JV. This level of commitment demonstrates our ethos of working in partnership with our clients and working flexibly to design a system that the client wants. A FirstClass Service All of the technical capabilities of FirstClass are backed up with unrivalled service support, available 24 hours a day with full on-site support, as well as back-office support for software and online diagnostics. Looking to the future FirstClass are

DEPOTS |

excited to be developing Rail Safety Systems that incorporate their knowledge of the Petro-Chemical and Marine sectors, for applications such as Hydrogen fuelled trains, where the TUV Functional Safety Engineer certification FirstClass hold is a pre-requisite for system design and verification. We are also supporting the National College for Advanced Transport and Infrastructure (NCATI) with the donation of a DPS demonstrator for the Birmingham campus and free lectures and support for the students. Director, Mark Meyrick said: ‘Through the use of modern control technology, these lectures and demonstration equipment are set to improve the trainee’s knowledge and experience of future depot design and operation, and we’re excited to be part of the journey.’ With a track record of installations over the past 20 years across the rail sector, from metro depots such as Blackpool Tram to mainline depots, including the Ilford Crossrail depot and the recently completed GWR Exeter Depot, FirstClass can support you with any depot safety control system requirements. Tel: +44 (0)1621 743743 Email: info@firstclass-safety-control.co.uk Visit: www.firstclass-safety-control.co.uk

NCATI Birmingham demonstrator

Rail Depot Safety Experts – Protect your Staff and Equipment • • • • •

Depot Protection Systems (DPS) Depot Control Systems (DCS) Combined DPS/DCS SIL 2 Rated Systems as Standard 20 years' experience installing systems globally

+44 (0) 1621 743 743 info@firstclass-safety-control.co.uk

www.FirstClass-Safety-Control.co.uk

Rail Professional

BUSINESS PROFILE |

Award winning HS2 support and delivery from BAM Ritchies BAM Ritchies deliver geotechnical engineering and investigation to your standards. The use of digital construction underpins the quality of our work today and in the future

e are your partner in helping you achieve project excellence using the best people in the industry. We deliver best value solutions through continuous improvement of all our operations to solve your problems. We are focused on the UK’s Net Zero journey and are delivering on our vision of Building a Sustainable tomorrow. We actively engage and deliver our services in the renewable energy sector and believe that delivery of HS2 is paramount to a Net Zero future. Supporting new sustainable infrastructure like HS2 will unlock opportunity and support growth and the economy.

Over 60 years, we’ve built a reputation as the go-to ground engineering team for complex problem solving and best-value, sustainable delivery – with no surprises. Whether we’re testing earthworks, investigating the ground or stabilising slopes, we use industry-leading digital construction methods to build it before we build it. So, you’ll know exactly what to expect from your project, and we’ll get it right first time. Collaboration on all projects is based upon trust, it’s through early dialogue with HS2 contractors that we build that relationship prior to the project commencing. Having that mutual trust is where successful projects start. We then build on that initial phase by engaging with and supporting the project team to help them achieve their goals by delivering predictably, safely and to budget. Our broader range of services are starting

to be utilised on HS2. After successfully delivering in excess of £25 million of Ground Investigation we continue to provide focused additional GI designed to suit the needs of the main work contractors. Growing our Instrumentation and Monitoring capability means we can marry our drilling expertise with our digital leadership to deliver cutting edge tools to monitor and measure the impact of the HS2 earthworks programme. Early engagement to assist in identifying the optimal slope stabilisation solution can ensure informed right first time decisions are made to meet the needs of HS2 and avoid the frequent problem of review and revision at the construction stage. Grouting works can provide essential ancillary solutions to poor ground conditions and water ingress, utilising plant, people, and expertise already deployed onto HS2. Ground anchors provide a robust and flexible solution to reducing the carbon footprint of retaining structures and provide prop free excavations to support offsite manufacture of underground components to be installed when ready. An array of piling

techniques is being used on HS2 and we have the in-house capability to supplement the challenges around resource availability and expertise. From mini piling to complex bored piling, we have the capacity to support the full range. All of these ground engineering disciplines need quality control and validation, this is where our UKAS Laboratory comes into play, it provides assurance, control, and challenge to the specifiers to make sure that the correct checks are done and no unnecessary controls are in place, wasting time and money. We

are already established on site for the EKFB main works JV. We pride ourselves on the way we do business and it’s all about partnering with HS2 and their contractors to deliver their outcomes that provides the best value for money, delivers the greatest opportunities, and ensures a Net Zero future for all. Everything we do is focused around giving our people the greatest opportunity to deliver exceptional projects for our customers which is based on the four following pillars:

Integrated solutions – one team, eight specialisms We harness talent from eight ground engineering disciplines to create a fully integrated team. A team equipped to manage all moving parts of the construction process to increase value, lower risk and reduce waste in ground engineering.

Digital – build it before you build it From pre-construction to delivery, we use forward-thinking digital tools that minimise risk and help us collaborate more successfully, with you, our supply chain, and the community. It helps us deliver safe, efficient projects every time. Rail Professional

| BUSINESS PROFILE

Your deadlines, our guarantee We don’t do surprises. That’s why we arm our team with digital techniques to keep well ahead of the construction process. So, we can stay in control of our performance and fix problems before they cause delays.

Sustainable and engineered for the future At BAM Ritchies, reducing our carbon footprint is a fundamental. Not only do we invest in energy efficient plant, fossil fuel alternatives, materials, and construction processes. We also upskill the companies we work with, to instil sustainability through the supply chain. Digital construction is ‘built in’ not ‘bolt on’. This means that digital solutions developed by our pre-construction teams can be shared with the operations team for risk mitigation in clash detection and digital rehearsals. Digital construction starts as the production of 3D model to allow projects to be clearly visualised and better understood early in the process by both our customers and our delivery teams. The models can be produced more quickly with a degree of automation and contain more information that can be altered or updated without requiring complete rebuilding. This means that changes can be accommodated more easily, the cost is reduced, and we can therefore produce models for projects that are relatively small or short duration. The models are used to plan and sequence operations, ensure that the correct plant is selected, produce priced and resourced programmes, and monitor and demonstrate the impact of change. We also continue to use the models as part of our risk reduction and activity planning to identify future hazards and mitigation measures to reduce the potential for safety or quality incidents. Sustainability is much more than just environmental. As for any business we have an obligation to our employees and shareholders to ensure that we remain commercially sustainable so that we can Rail Professional

grow and continue to invest in our people. Looking to the future we have an obligation to reduce our impact on the planet for future generations. By using lean working and investing in research and development we are reducing our reliance on fossil fuels and carbon intensive materials, while simultaneously minimising waste and use of virgin materials. We continue to develop equipment and techniques to support innovation and more efficient design solutions. With a willingness to invest in our people and equipment and embrace new technologies for better outcomes. In 2021 we have introduced 10 new drilling rigs and associated equipment to provide more reliable, efficient and carbon reducing delivery. We can deliver your work as a specialist sub-contractor or as a main contractor. We operate and deliver our work to the

same exacting and accredited standards as you. We excel in regulated and constrained environments and all our projects are delivered as if we are always in those environments, our standards never drop. There are no other Ground Engineering / Geotechnical contractors in the market place that can offer such a rounded and integrated service. No others that can match our standards and accreditations. We are the digital leader in Ground / Geotechnical Engineering. We are BAM Ritchies and we will support your delivery of exceptional geotechnical infrastructure on HS2.

Tel: 07740 771075 Email: matt.ewing@bam.com Visit: www.bamritchies.co.uk

Rail Professional

Switch to solar Silent, emission free, powerful lighting Make the switch to solar with Torrent Trackside. At the flick of a switch you will benefit from emission free, powerful, LED lighting which clearly illuminates up to 550m2 from the 7.5m hydraulic mast. The ProRXM solar towerlight is compact and specifically designed for rail, providing silent lighting even during the longest Winter nights. For more information visit our website or phone our 24hr helpline.

24hr helpline

0845 769 7168 www.torrent.co.uk mail@torrent.co.uk

On track for a greener future

torrenttrackside

@TorrentRail

BUSINESS PROFILE |

Tackling climate disruption on the rail network through technology James Fox, Commercial Director and Co-Founder, 3Squared explains how rail can help to build a more sustainable rail network Weather impacts are estimated to cost Network Rail £50 to £100 million per year due to delays and cancellations, and if the wider costs to the railway and the economy are included (for example missed targets, repairs, and socio-economic impacts) this rises to a staggering £200 to £300 million per year.

s we head into a new year, it is a natural time to take stock and reflect on what lessons we can learn from the previous year. What is apparent is the need for a more sustainable way of life, supported by a green, digital rail network. There is no denying that rail is the most sustainable way to travel and transport cross country goods. According to the Rail Delivery Group’s Levelling Up Britain report, each tonne of freight transport by rail produces 76 per cent less carbon emissions when compared to road, and rail freight cuts Britain’s carbon footprint by preventing seven million HGV journeys per year. In the We Mean Green report produced by the Rail Delivery Group, it was revealed that whilst rail accounted for ten per cent of passenger miles travelled in 2019, it accounted for just one per cent of transport-related emissions. In addition, one single train journey can remove up to 500 cars off the roads, a powerful statistic.

Measures such as electrification, investing in hydrogen and battery technology and decarbonisation will radically improve the railway for a more sustainable future. However, these tactics may take some time to implement due to time and resource constraints. To tackle both the legacy and emerging issues of today, embracing the innovative solutions that are available today is key. Climatic changes across the network Extreme weather events such as flooding and landslides to heatwaves and cold snaps, are far more commonplace now than they were a few years ago. These events wreak havoc across the network, day-in-day-out for both passengers and operators. According to Network Rail, over the course of the past twelve years adverse weather conditions have resulted in an average of two to three per cent reduction in PPM (Public Performance Measure) achievement across the railway network.

The age old ‘Leaves on the line’ problem We often hear the term ‘low rail adhesion’ or colloquially ‘leaves on the line’ cited across the industry but precisely what is it and why is it so problematic? Slippery rail, or low railhead adhesion, is a condition where contamination of the railhead causes trains to experience less grip or adhesion. Potentially leading to wheel slip or wheel slide issues, the most common cause of contamination is the fallen moist leaves that lie on and cling to the top surface of the rails of railway tracks, also known as the infamous ‘leaves on the line’. This results in a significant reduction in friction between train wheels and rails, causing significant operational impacts and potentially safety issues for operators. According to the Met Office, while other contaminants such as rust and grease can also reduce adhesion, it is leaf fall and low moisture that are mainly responsible. Passing trains trap and crush leaves onto the rail surface, forming a hard, black, slippery layer that is estimated by the Rail Safety and Standards Board (RSSB) to cost the industry £355 million annually. Making a meaningful change through the power of technology Here at 3Squared, we pride ourselves in our commitment to sustainability and playing our part in achieving a zero-carbon railway and creating solutions that tackle legacy issues head on. There are clear system-wide initiatives that will make a huge difference Rail Professional

| BUSINESS PROFILE

to the impact we have on the environment, such as electrification and the use of alternative fuels, but long-term projects and initiatives also exist. An example of this in action can be seen in our RailSmart Adhesion Digital Solution (ADS) product. Developed with the support of RSSB and the Met Office, the software aims to provide a digital approach to adhesion management and help operators to model, capture and disseminate accurate adhesion forecasts to enable train drivers to regulate trains accordingly. RailSmart ADS employs several features to tackle issues such as leaves on the line, including: • Actional insight: Detailed route-specific adhesion information delivered direct to drivers. • Relevant updates: Drivers can report rail head conditions directly within the ADS app, enabling near-live time reports to be disseminated across the network. • Better train regulation: Providing the right information at the right time to drivers, helping them to determine how best to regulate the train. • Damage prevention: Helps to reduce wheel flats, rail head damage and other adhesion-related defects. • Weather warnings: National severe weather warnings service provides details on the potential impact or likelihood of severe weather. The tool provides a wide range of benefits to users to radically improve operations particularly during the winter months. This includes route-specific forecasting of low adhesion and better train regulation, which reduces the likelihood of wheel flats and the impact of delays caused by low adhesion. Looking ahead Predicting the challenges climate change will have on the network in the future is a complicated one but what we do know for certain is that they exist. Whilst fresh solutions are under development, it is vital that the industry acknowledges the innovative technologies that currently exist to tackle the problems of today, for the benefit of the railway of the future. About 3Squared 3Squared is an award-winning Sheffieldbased rail technology and software development consultancy, founded in 2002. Specialising in the development of mobile and web apps for major clients across the construction, rail, and manufacturing sectors, 3Squared operates both in the UK and on an international level, delivering innovative and ground-breaking technological solutions that aim to propel the rail industry forward. Email: hello@3squared.com Visit: www.3squared.com Social: @3Squared Rail Professional

+44 (0)1332 343 585 enquiries@signet-solutions.com www.signet-solutions.com

GDS TECHNOLOGY

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WEDGE GROUP GALVANIZING Your Galvanizing Partner

RISQS approved, Wedge Group Galvanizing is the UK’s largest galvanizing organisation. With 14 plants across the UK we offer a national service, processing steel from a 1.5mm washer to 29m beam. Our plants are designed and equipped to set industry-leading standards for sustainability and low environmental impact. E: info@wggltd.co.uk T: 01902 601944 www.wedgegalv.co.uk ISO 9001

Quality Management

FM 00382

Head Office: Stafford Street, Willenhall, West Midlands, WV13 1RZ

BUSINESS PROFILE |

Make smart choices for display options Transport systems use multiple displays in a variety of settings. Specialist design support can ensure each one is ideally suited for its purpose, says Mathew Rehm of Relec Electronics

ccording to the Department for Transport, there were 1.8 billion journeys in Great Britain in 2018/19, more than any other European country, with the exception of Germany. Today, the worldwide pandemic has altered the nature of train travel for the foreseeable future but while the number of passengers may have reduced, they expect to access information services via displays that are readily updated, accessible and hygienic. In public transport systems, displays are accessed by passengers for fare purchases as well as in information kiosks to plan routes. These may be situated outside of the station and therefore subject to the elements as well as vulnerable to damage from malevolent users. Other displays, of varying sizes may be located inside the terminus or station, on platforms and inside train carriages for information. There are also sealed displays in drivers’ cabs providing information on the route, conditions and other data relevant to the journey, relayed from a central hub. The different locations necessitate different housings and screen types, to ensure a readable screen in all levels of light conditions. When located inside the train carriages, the displays have to provide information about passenger capacity, route information, accessibility and any other data for passengers. This could include safety announcements, information of hygiene and public service messages, for example reminding passengers of Covid guidelines. As well as changing displayed information – possibly a mix of graphics, characters and numbers – these displays are required to be always readable despite the rolling motion of the carriages in which they are installed. Display decisions Interactive displays are used in ticket machines. These require different menu options and ones located in international stations will have icons and a menu of language options to assist visitors. The challenge for the design of these displays is that they have to be rugged with short response times, even when used by travellers

wearing gloves on cold platforms. In the driver’s cab, displays have to be readable in all light conditions. When specifying displays for maintenance vehicles and trackside equipment, bear in mind that they might be subjected to extremes of temperatures and a variety of weather conditions, so must be protected from the ingress of water, dust and dirt. Just these examples, show that the same display cannot be specified for use in different applications – the widely varying design criteria mean each application has to be considered on its own design merits. Reading options One of the principal considerations when specifying a display is the readability levels required. System integrators need to consider whether daylight-only readability is required, or if they will be used by passengers and staff wearing polarised sunglasses. Sourcing displays from a specialist will help establish the specific needs of a project and the demands of the railway application. Relec Electronics offers a comprehensive range of TFT display sizes, with options that include the latest in-plane switching (IPS) technology which offers superior colour quality and a wide range of viewing angles. These displays can also be mounted in portrait or landscape orientation to meet the demands of space constraints in different locations and applications. The TFT displays also include an integrated backlight system for improved visibility, 16.7M colours, high contrast ratios and brightness levels from 600 cd/m² to 1500 cd/m². Resolution is from 128x160 to full high-definition (FHD) 1920x1080, and extended operating temperatures, up to -40°C to +85°C. In addition to standard products, Relec’s team of design engineers can work with a customer to find the best display solution. For example, the company can provide a fully integrated touch panel which can be projected capacitive (PCAP) or resistive technology. Other screen enhancements available include anti-glare, reduced

Design teams can help engineers develop compact, highly integrated, rugged TFT displays for information systems within carriages.

reflections (via optical bonding) and ruggedised panels with either thicker glass panels or optical bonding. Company Profile Specialist Relec Electronics has a proud 40 year history in the displays’ business. It is able to listen, advise and recommend the best products sourced from a wide range of display technologies. The company has supplied custom mono displays, standard mono displays and modules to many industries and types of customer. The company’s range of TFT panels and touch panels, is combined with its dedicated customer service. Working closely with specialist partners, Relec can provide the panel or monitor the customer needs and is happy to develop custom solutions for whatever the application, be it light industrial or heavily ruggedised for the harshest of environments. Relec’s standard TFT display products are available in a wide range of sizes, from small (1.77”) to 21.5”. They cover all industry standard resolutions, sizes and interfaces. Standard units are available with brightness levels exceeding 1500 cd/m². In addition to supplying standard panels, Relec has the ability to offer a range of enhancements to improve the optical, mechanical and environmental performance of a display. Since December 2020, Relec Electronics has been a UK subsidiary of Gresham Worldwide. Visit: www.relec.co.uk Rail Professional

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Bringing colour to life Discover the natural beauty within the updated Marmoleum FR2 & Striato FR floor covering collections

armoleum FR² is a linoleum floor covering for rail vehicles, made from natural materials. A floor covering associated with sustainability, durability, high quality and innovative design. The Marmoleum FR2 collection creates a bright, fresh and modern look, enhancing any passenger experience. It is also fully certified to meet rail industry standards (EN45545-2). In the recently updated Marmoleum FR2 collection you will now find the Piano FR2 design alongside the Real FR2, Fresco FR2, Vivace FR2, Walton FR2 and Concrete FR2 designs. A floor covering collection that offers the most amazing spectrum of colours to complement any rail interior design colour scheme. The different designs and colourways can be effortlessly mixed or used alone.

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Our Marmoleum Striato FR linear designed floor coverings have also been recently updated, enabling designers to create a contemporary environment with a warm and welcoming feel for rail passengers. With an intuitive reference to nature, the neutral, rich colours have the ability to adapt easily and come to life in combination with other materials as well as with each other. With Marmoleum Striato FR, the floor can act as a canvas offering endless possibilities. Forbo’s Marmoleum FR² Striato FR floor coverings have been independently confirmed as a CO₂ neutral floor covering in the cradle to gate phase of the product’s life cycle, without the need for offsetting. In simple terms, the CO₂ produced in the extraction, transportation and manufacturing process, is balanced by the removal of CO₂ through the growing of its natural ingredients such as flax, jute and rosin.

Marmoleum FR2 and Striato FR also have a unique suitability for a diverse range of environments where hygiene and the control of bacteria are important. The ability to inhibit the growth of bacteria stems from the natural raw materials that go into its production, namely linseed oil. The bacteriostatic qualities are an inherent property of the product and won’t diminish over time, providing peace of mind and constant protection from the moment it is installed. A floor covering solution that is easy to clean and maintain as well as durable, safe and comfortable for both wheeled and foot traffic. Awarded the prestigious Allergy UK Seal of Approval as, with the correct cleaning and maintenance regime, it won’t harbour dust mites, contributing to a better indoor environment for all. Because it lasts for so long and is so easy to clean, Marmoleum FR2 has a low cost of ownership.

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Other benefits include: • Homogeneous durable construction. • A truly sustainable flloor covering. • Low life cycle costs. • Naturally bacteriostatic. • Easy to clean. • Lightweight at 2.9kg/m2. • Wide range of designs and colourways. • Cut to size/shape option available. • Suitable for use with underfl oor hearing.

Marmoleum FR2/ Striato FR is the best flooring choice for every sustainable interior. By using sustainable and durable materials in your rail projects, you can also contribute to a better environment. To find out more about the full range of Forbo Flooring Systems’ floor and wall covering solutions available to the rail industry please contact us on: Tel: 01773 744121 Email: transport@forbo.com Visit: www.forbo-flooring.com/rail Rail Professional

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RIA Innovation Conference 2022 This 26 – 27 April, at DeVere East Midlands Conference Centre in Nottingham, the number one event for innovators in the UK rail industry is back with a 2-day in person programme!

IA’s innovation events have built an impressive track record over the last decade; they have become key diary dates for innovators in the UK railway industry, in both the supply chain and in client / government organisations, offering a mix of information, networking and interaction to make innovation happen. This year the RIA Innovation conference will explore the theme: Getting ready for Great British Railways and the programme will be developed around some of the key topics included in an Innovation Report that RIA will be launching before the Innovation Conference. These are: 1. Innovation Funding – Recent funding settlements have enabled the client side of the industry to implement the structure for a successful and capable pipeline of innovation. Continued investment will now bring greater benefits, sooner. The supply chain needs clarity and certainty in this funding to enable privately backed innovation to succeed. 2. Bringing Innovations to Market – Innovation funding does not deliver positive change and value to the taxpayer unless a clear route to market is provided. This requires resource, and long-term commitment to innovation throughout the rollout phase. Enabling routes to market with clear financial return will increase the appetite for innovation. 3. Overcoming the Barriers to Innovation – On that path to market, adoption is often prevented by policy, procurement, cultural or industry issues which are beyond the control of private sector innovators and investors. Enabling a stronger collaboration with a shared goal will give confidence to the private sector to invest in the skills, facilities, supply chain, and product/service development necessary for success. 4. Enabling Radical Innovation – The UK has a proud history of radical rail innovation, but the current industry and financial structure effectively blocks any such changes. Can the move to GBR enable

this, and if so, how? Radical innovation creates greater economic value, nurtures personnel development, and creates export opportunities, all to the benefit of a higher productivity and better skilled economy. We should be prepared to focus a percentage of any innovation portfolio on really radical and challenging innovations, and we should accept that many of them will fail but the few that succeed will amply reward us. 5. Whole System Innovation – Incremental changes to problem areas - for instance those identified in challenge statements created with the assistance of frontline staff - are great for adapting the railway to perform better for customers in the short term. However, we need to remember that the railway is a system, and a guiding mind needs to take a whole-system view to steer its future direction in an ever-changing customer and commercial landscape. 6. Skills and Culture of Continuous Learning – Rail suppliers recognise the value of diversity, equality and inclusion

and the benefits it brings in terms of innovation, diversity of thought and productivity. There is a need to encourage and support innovators on the individual level and promote the culture of continuous learning, bringing innovation into business as usual. The RIA Innovation Conference provides a unique opportunity for engagement between RIA Members and invited representatives from the wider rail industry, as well as from academia and innovation bodies. Regular participants include Network Rail, London Underground, HS2, Department for Transport, Department for Business, Energy & Industrial Strategy, Office of Rail and Road, Train Operating Companies, Rail Delivery Group, RSSB, UKTram, UK Rail Research & Innovation Network, Transport Systems Catapult, and InnovateUK. Key speakers from within and beyond the industry address important themes surrounding innovation to provoke and inspire. We are proud that our Innovation Rail Professional

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Conference has won the Trade Association Forum’s Best Conference Award 2018 and MEMCOM’s Best Membership Event of the Year 2020! Speaker’s programme The conference will have a mix of thought-provoking sessions, including panel discussions and keynote speeches. Confirmed speakers include: • Robert Ampomah, Chief Technology Officer, Network Rail. • Thomas Ableman, Director of Innovation, Transport for London. • Howard Mitchell, Head of Innovation, HS2. • Sarah Sharples, Chief Scientific Advisor, Department of Transport. • Keith Williams, Chair of the Williams Review. The conference programme will also include workshops to allow delegates to influence thinking on innovation strategies. Some topics being discussed include funding, Rail Technical Strategy, how to overcome barriers to innovation, and much more. ‘It felt like great value for money and its was good to see so many influential people talking about innovation. The agenda was on-point and consistent, not feeling ‘forced’ at all.’ – Ben Blackwall, Solution Architect, Capgemini (Conference Sponsor 2021). Exhibition Featuring the biggest exhibition area since the first Innovation Conference, 35+ industry innovators, including clients and supply chain companies, will be presenting their innovative solutions and also sharing their challenges to find ways of collaborating to overcome these through innovation. ‘Congratulations on a great conference – well organised, top speakers and excellent networking. An opportunity to meet innovative SMEs as well as key players in the OEMs and Tier 1 networks. We got 15 really good leads which I am now following up – looking forward to the next RIA event!’ – Sam Stephens, Director, TBAT Innovation (Conference exhibitor 2019). Network Rail R&D Showcase This year the event will be hosting a dedicated Network Rail Research and Development Showcase to promote the emerging outcomes from NR’s £245 million R&D Programme. It will include demonstrations of many of its projects and how they are to be deployed across Routes & Regions. For more information and registrations please visit www.riagb.org.uk/RIC2022 Rail Professional

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Freightliner trains new drivers Last year, Freightliner was awarded a contract with @EastMidRailway to provide drivers to run their new service from Cleethorpes to Barton-upon-Humber for a minimum period of twelve months. Following a period of route learning, Freightliner has successfully trained eleven drivers to run EMR’s British Rail Class 156 Super Sprinter units over this portion of the railway, ensuring that EMR continues to

operate a resilient and quality community rail service for local passengers. ‘Freightliner is delighted to have been given the opportunity to collaborate with EMR in providing a top-class service for the local community’ said Freightliner’s Head of Operations – North, Matthew Workman. ‘From first being approached about the opportunity to work with EMR, we have formed a close collaborative partnership

which has been key to the success of this project. I would like to extend a personal thank you to Paul Griffin (Head of Drivers), Duncan Cale (Barton-on-Humber Project Manager) and Jess Panayiotou (Programme Coordinator) at EMR for their open, transparent and supportive approach, and to my own team at Ferrybridge who have delivered the training, resource management and service delivery with military precision.’

Medically approved open frame ac-dc converters expand LOF series Two series, the LOF450 and LOF550, expand Mornsun’s renowned LOF series of medical and industry standard power supplies. They are available from Relec Electronics in industry standard packages and on short lead times. Mornsun’s LOF series of very high power density, open frame ac-dc converters now include the two latest series of medically approved models, the LOF450 and LOF550. The latest additions to the well-established LOF series continue its thermal design excellence for low cost, reliable ac-dc converters which meet the latest regulatory

standards and which are available on very short lead times. The new LOF450 series has a universal AC input (90 – 264Vac) and at the same time accept 127 – 373Vdc input, with output ranging from 12-48V. The 450W ac-dc converters operate at -40°C to +70°C and have dimensions of 127 x 76.2 x 38.5mm (5.0 x 3.0 x 1.5”) for use in confined spaces. Models in the 550W LOF550 series have the same universal input and output ranges and temperature range. Dimensions are 127 x 76.2 x 38.5mm (5.0 x 3.0 x 1.6”). Both the LOF450 and LOF550 series have double or

reinforced insulation and offer excellent EMC and safety performance. In addition to meeting IEC/EN/UL62368, GB4943, IEC/ EN60335, IEC/EN61558, IEC/EN/ES60601, they are EN60601 2xMOPP and UL/ EN62368-1-approved. Target applications are industrial, LED, street lighting control, electricity, security, telecommunications, ‘smart home’ and medical environments. The open frame models in both series are also available as perforated case (-C) or perforated case with integrated fan (-CF) models.

Level Crossing Barrier Machine and Protection Cage Newgate (Newark) Ltd was excited to see the continued deployment at Sunningdale Level Crossing of their newly developed Level Crossing Barrier Machine and associated Protection Cage technology, which have both been granted Product Approval by Network Rail for trial on several projects in the UK. With more than 35 years’ experience with Barriers and continuous investment in R&D, Newgate (Newark) Ltd have industry leading strength within the barrier and gate security market. Atkins – a member of SNC-Lavalin Group were awarded a multi-disciplinary contract for design & installation works to re-new the level crossing at Sunningdale, which falls within Phase 2 of the Feltham

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& Wokingham re-signalling Project. The overall Feltham & Wokingham re-signalling project covers the renewal of all signalling assets, with delivery broken down into six separate phases. Within the early works scope of Phase 2, Sunningdale MCB-CCTV Level Crossing was subject to a full level crossing renewal and was successfully completed on 1 November 2021. The scope encompassed life extension works with additional barrier repositioning and carriageway realignment works to deliver a compliant level crossing solution to Network Rail. Newgate have been working in partnership with Atkins for several years to develop and supply a new state of the art Level Crossing Barrier solution with improved reliability to reduce down

time and whole lifecycle cost as part of the Network Rail drive of ‘Design for Reliability’. Newgate (Newark) Ltd NGR18000 Rail Barrier has carried out more than three Million operations to date in our inhouse testing facilities and is designed to fit the current ‘legacy’ barrier machine footprint without the need for expensive ground works. To compliment this our Newgate (Newark) Ltd NGR18000 Rail Barrier Protection Cage has been designed to be easily retro fitted to existing BR843 machines, enabling you to eliminate the current hazards due to moving sidearms and balance weights within a very short time frame. For more information contact rail@newgate.uk.com.

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Banbury-based company hosts virtual open evenings for latest engineering apprenticeships job openings Banbury-based tools manufacturer Norbar Torque Tools Ltd is hosting a series of virtual careers evenings in February for young people potentially interested in two engineering apprenticeships on offer. Following the success of last year’s virtual events, the company intends to showcase the opportunities for apprentices through online sessions in order to maintain social distancing as the Covid-19 situation continues. The open evenings will be taking place

on the 17, 18, 19, and 20 January and attendees will be able to books slots between 6pm and 8pm to be able to discuss the job roles virtually with Norbar’s Head of HR, Wanda Stewart-Lee and Rob Alderman from the Engineering Trust. On top of this, video tours of the Norbar manufacturing facilities will be available to offer insight into a modern manufacturing facility and the opportunities available for apprenticeship applicants. While concerns over youth

unemployment persist, Norbar is demonstrating its commitment to developing young people’s skills in the Banbury area and to urge them to consider a career in manufacturing and engineering. For more information and to sign up to one of the slots, visit: https://www.norbar. com/home/information-evening-2022?utm_ medium=pressrelease&utm_source=pr&utm_ campaign=virtualopenevenings

Get on track with customised rail solutions from HARTING Due to modularisation, rail vehicles are often built at different production sites, an approach which offers time savings in the assembly and commissioning of rail vehicles. In order to meet these customer requirements, it’s vital to provide tailored solutions for vehicle technology. With specialisms including cable assemblies, box builds and inter-car jumpers, HARTING design and produce custom solutions for the rail market. All customised products are built and tested at their fully IRIS-certified manufacturing facility in Northampton and are based on marketleading connectors from the extensive HARTING range. Inter-car jumpers run connections between train carriages, including roof or

underfloor systems, ensuring a reliable supply of data, signals, and power along the train. The Han-Modular® range allows you to create a versatile solution by combining individual inserts for different transmission media into standard-sized industrial connector housings. The series offers over a hundred different inserts, enabling a wide range of customisable options. For example, to meet increased demand, rail vehicles need powerful network and data interfaces. The Han® Gigabit module enables Cat. 7A transmission in the intervehicle area and delivers higher frequency bandwidth for the flow of data. The interface is also shock and vibration resistant according to EN 61373.

For the connection of WLAN equipment, X-coded M12 PushPull connectors enclosed in a box build are the ideal solution. As space for fitting components becomes increasingly scarce in rail vehicles, the M12 PushPull offers handling and time benefits, thanks to its tool-free connection technique. No matter what the degree of complexity, HARTING have the capacity to produce project-specific assemblies to suit your needs, including installing components, routing cable harnesses and fabrication. Their design team can also create a 3D CAD visualisation of your build to ensure absolute accuracy before manufacturing begins.

Mechan reduces rail depot’s impact on environment Sheffield-based Mechan is helping to reduce carbon emissions at a Scottish rail depot after introducing an electric shunter. The rail depot equipment specialists are supplying a Rotrac E2 shunter to Direct Rail Services’ (DRS) Motherwell facility, following a 14-month trial to prove it can replace a diesel-powered locomotive. The battery powered shunter,

manufactured by Mechan’s German partner, Zwiehoff, is being used by DRS to move flatbed wagons in and out of the depot at all times of the day and night. It replaces a diesel shunter that was louder, more polluting and could only be operated by a train driver. The Rotrac, however, can be controlled by maintenance personnel, offering greater flexibility.

Mechan is the sole UK and Irish supplier of the award-winning, Zwiehoff shunters. They use innovative battery technology to provide the necessary drive to move up to 500 tonnes and have a compact, simple design making them easy to manoeuvre and extremely robust.

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Lord McLoughlin confirmed as Chair of Transport for the North The North’s political and business leaders have approved the appointment of Lord Patrick McLoughlin as the next Chair of the Transport for the North Partnership Board and Board.

RIA appoints North Business Engagement Manager Well-known rail industry consultant Richard Carr has been appointed the Railway Industry Association’s (RIA) Business Engagement Manager for the North of England, supporting the organisation in the roll out of its Nations & Regions network.

Transport for West Midlands appoints new Executive Director Anne Shaw has been appointed as executive director of Transport for West Midlands (TfWM) having led the organisation on an interim basis for the past six months.

Arcadis appoints new City Executive for the North Arcadis has further reinforced its commitment to Manchester, Liverpool, Leeds and the Northern Powerhouse with the appointment of Richard Bonner as the new City Executive for the region.

Magtec promotes ex-Silent Service senior engineer to key role in scaling up production Magtec, the designer, manufacturer and integrator of drive systems for electric and hybrid vehicles, has appointed Andrew Sloan as head of engineering.

National honours for two of Northern’s best Barry Graham and Marie Addison, who both work for Northern have been awarded MBEs by the Queen for their services to the rail industry and the local community. Rail Professional

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