Rail Professional June 2022

JUNE 2022 ISSUE 283 £7.95

THE BUSINESS RESOURCE FOR RAIL

www.railpro.co.uk

Railway infrastructure is changing to decarbonise The PWI is here to help electrification engineers meet the challenge

High-Speed Rail Starting a green transport revolution

Signalling Alstom wins two major signalling contracts

Track and Trackside Northern's new leaf-busting technology

WELCOME |

3

JUNE 2022 ISSUE 283 £7.95

www.railpro.co.uk

THE BUSINESS RESOURCE FOR RAIL

Railway infrastructure is changing to decarbonise The PWI is here to help electrification engineers meet the challenge

High-Speed Rail Starting a green transport revolution

Signalling Alstom wins two major signalling contracts

editor’s note

Track and Trackside Northern's new leaf-busting technology

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

There’s a jubilant feeling in the air, and not just because of the actual Jubilee and the associated long weekend we’re all being treated to this month. I’m speaking of course of the Elizabeth Line – decades in the waiting and now finally opened. Just before I wrote this Her Majesty The Queen and His Royal Highness The Earl of Wessex, visited Paddington Elizabeth line station to mark the completion of the transformational new railway ahead of its opening to passengers on Tuesday 24 May. The new route now appears on the iconic Tube map as a double purple line rather than a solid line to differentiate the Elizabeth line as a new railway as opposed to a London Underground line.

Beyond this, and the hopeful continuation of the good weather throughout this first month of Summer, we’re also looking forward to the return of Rail Live at the end of June. Rail Live is the only rail event in the UK with real rolling stock on display in a real railway environment and you’ll get the get valuable face to face interaction with the whole rail community at a time of monumental change. Read more about the event and who will be exhibiting and attending in the second half of this issue!

My interview this month is with Andrea Dodds, Managing Director at SHEQworx about data protection, working environments and the ‘Golden Thread’ of Health and Safety. We’re focussing heavily on high-speed rail this issue, with Michelle Craven-Faulkner, partner and rail lead at Shoosmiths looking at how the industry could change between now and the opening of HS2, Dyan Crowther, HS1 Ltd Chief Executive looking at the dual goals of decarbonising transport and achieving modal shift and Deb Carson, Head of Operations at the High Speed Rail Group introduces the now eleven-year old group and how they represent the industry.

We also have a bumper set of opinion pieces from Charlotte Pearce, Head of UK Rail at Zipabout, Alex Pond, Managing Director at Intertrain, Michael Hird, a Director at Hird Rail Development, Karsten Oberle, Head of Rail Business at Nokia and Alex Minett, Head of Products and Markets at CHAS. Enjoy the Bank Holiday weekend and to those of you attending Rail Live, let’s pray for good weather!

Sam Sherwood-Hale Editor

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CONTENTS / ISSUE 283 / JUNE 2022 |

5

09 News

35 Viewpoint

London Blackfriars station celebrates ten years since dramatic rebuild, CIRO announces dates for highly anticipated conference, Robel speeds up automation in track maintenance, Rail industry leaders come together to help shape the future of station development with sustainability taking centre stage, First testing of retrofitted ETCS train at RIDC, Railtex / Infrarail showcased the full potential of the railway industry, Manchester to get 21st Century signalling overhaul over Queen’s Jubilee weekend

Charlotte Pearce, Head of UK Rail at Zipabout looks at the Whole Industry Strategic Plan (WISP) which is due to be published this year

17 Rail Professional Interview

39 Viewpoint

Sam Sherwood-Hale spoke to Andrea Dodds TechIOSH MIIRSM MILM Managing Director at Sheqworx about data protection, working environments and the ‘Golden Thread’ of Health and Safety

Alex Pond, Managing Director at Intertrain, a City & Guilds business explains how diversifying the rail industry can tackle skills shortages

25 The Cheek of it As Her Majesty the Queen officially opened a major new piece of railway infrastructure in the lead up to her Platinum Jubilee, Chris Cheek ponders the state of the industry at her previous jubilees and wonders what it will look like at the time of the next major royal occasion

37 Viewpoint New Intoware survey reveals that 68 per cent of rail companies are being held back by disconnected data

43 High-Speed Rail Michelle Craven-Faulkner is a partner and rail lead at Shoosmiths looks at how the industry could change between now and the opening of HS2

47 High-Speed Rail

29 Laying down the law

Dyan Crowther, HS1 Ltd Chief Executive looks at the dual goals of decarbonising transport and achieving modal shift

A number of recent news reports have observed that there has been a steady improvement in the jobs market since the start of the year

51 High-Speed Rail

31 Women in Rail

Deb Carson, Head of Operations at the High Speed Rail Group introduces the now eleven-year old group and how they represent the industry

Women in Rail has appointed five new trustees to its governing board

52 Viewpoint

33 Delivering the goods

Michael Hird, a Director at Hird Rail Development brings us up to date on the South Yorkshire rail cluster

Mags Simpson, Head of Policy Engagement at Logistics UK explains why now may be the right time for such initiatives to be introduced, and provides an overview of some of the work being carried out already in this space, and details some of the obstacles to overcome before these express freight trains can become commonplace on the network

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Register today! www.riagb.org.uk/AD22

CONTENTS / ISSUE 283 / JUNE 2022 |

7

55 Signalling

86 Rail Live

Network Rail has awarded a major design and delivery contract to Alstom as part of a £194 million investment for the renewal of the signalling systems in the Cambridge area alongside a £69 million signalling contract to deliver Phase 5 of the hugely important Victoria Area Resignalling Programme

As a standard-setting rail technology company, Pandrol is constantly driving industry innovations – leading the way for everything from environmental responsibility to technical best practice across the board

59 Viewpoint If transportation is the lifeblood of modern cities, roads are all too often the clogged arteries, says Karsten Oberle, Head of Rail Business at Nokia

65 Electrification Railway infrastructure is changing to decarbonise and the PWI is here to help electrification engineers share and gain knowledge on to meet the challenge

69 Track and trackside The disruption from autumn leaf-fall for Britain’s railways could be a thing of the past – thanks to trials led by Northern and rail industry partners

73 Skills Loneliness is the focus of this year’s Mental Health Awareness Week, which took place last month, Alex Minett, Head of Products and Markets at CHAS looks at how employers can tackle this issue as part of the wider mental health agenda

77 Surveying Undertaking 5,500 summer surveys during a global pandemic was challenging but, with the use of digital approaches and health and safety protocols, it was feasible, as Caroline Jewell MCIEEM explains

80 Electrification

90 Rail Live Acutest is a test instrument specialist with over 32 years’ experience and has strong and lasting partnerships across many different industries

93 Rail Live Neil Wallace, MD of Aquaspira Limited on shaping the future of drainage systems for the Rail Industry – lower carbon, smarter products and fully integrated, digital designs

99 Business Profile For more than 40 years, GDS Group has been at the forefront of developing and manufacturing leading edge technologies for digital display markets

100 Business Profile Anchor Systems (International) Ltd is fast becoming the preferred supplier for anchoring systems within the rail sector

103 Operations Do you want to inspire and shape the next generation of rail?

As a member of the Chartered Institution of Railway Operators, you’re part of the only Professional Institution with focus and specialism across the rail industry

105 The Digital Railway

All aboard on the journey to rail electrification

OnTrac’s Safe Work Pack (SWP) solution is leading the way in first-class rail safety. It streamlines processes that make life safer and more productive, creating a compliant and collaborative working environment

82 Rail Live

109 Business Profiles

Chris Billinge, Business Development Director of supply chain specialist TFC, explains the capabilities of digital inventory management technology in the rail industry

Cirrus Research, Transport Ticketing Global 2022, Elite Precast

85 Rail Live

118 People Nigel Stevens, Xavier Guilhen, Meirion Thomas, Campbell Braid

The UK's largest outdoor rail exhibition for railway professionals will take place again this year from 22 to 23 June

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NEWS |

9

London Blackfriars station celebrates ten years since dramatic rebuild Thameslink’s London Blackfriars station is celebrating ten years since its dramatic reconstruction in time for the London 2012 Olympic Games. Completed by Network Rail as part of the Government-funded Thameslink Programme, the re-construction created space for the station to accommodate longer Thameslink trains. Running at a high frequency on an expanded network, Thameslink services have now linked cities across central London with destinations as far apart as Cambridge and Brighton.

The rebuild also created the world’s largest solar-powered bridge. Boasting an impressive 4,400 solar panels, spanning the entire roof (about 23 tennis courts in size), it generates around half the station’s electricity. At almost 900,000 kWh a year, this is enough to make 30 million cups of teamper annum and reduces CO2 emissions by around 513 tonnes.

To mark the tenth anniversary, Thameslink has put together ten top facts championing the station’s rich history and exciting future (included below). A passenger photo competition to celebrate what many say is the best station view in London has also created stunning artwork now on permanent display in the south entrance.

Thameslink and Great Northern Managing Director Tom Moran said: Blackfriars, sitting above the Thames, is quite literally the ‘link’ in Thameslink and the jewel in the crown of our expanded network. Its platforms give spectacular views up the river to Tower Bridge and its green credentials are second-to-none. I’m delighted to be celebrating its tenth anniversary.’

Photo entries were judged by Tate Modern Director Frances Morris, Rail Minister Wendy Morton MP, Transport Focus CEO Antony Smith, Thameslink & Great Northern Managing Director Tom Moran, Network Rail Sussex Route Director Katie Frost and Blackfriars station assistant Donna Redding.

Frances Morris, Director of Tate Modern said: ‘Over the past ten years, Blackfriars has brought hundreds of thousands of Thameslink passengers to our home on the south bank of the Thames, and the station’s platform over the river has provided some incredible new views of Tate Modern. It was a real honour to be a judge for the tenth anniversary photo competition.’

Network Rail route director for Sussex Katie Frost said: ‘The rebuilding of Blackfriars didn’t just create a beautiful and more sustainable station but also built a crucial part of what was effectively a new railway. It was a massive undertaking and a shining example of how engineering ingenuity and creativity can create something both stunning and functional.’

Rail Minister Wendy Morton said: ‘For the last decade Blackfriars has been a stunning addition to central London. Idyllically situated astride the Thames it is a prime example of the success of rail in London, giving passengers easy, green and comfortable journeys every day, something this Government is delivering to passengers all across the UK.’

Image credit: Barbara Hough – Winner

Image credit: Tim Dunn – Second Place

Image credit: Will Russell – Third Place

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NEWS |

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CIRO announces dates for highly anticipated conference Chartered Institution of Railway Operators has released dates for its highly anticipated learning conference. The two-day event, offering over 30 hours of learning and development content, will be held on 14 and 15 June. CIRO is able to offer this incredible free resource thanks to the continued support of its corporate members.

The Rail Ops 2022 event is being held virtually and members will be able to develop their knowledge in the 13 areas of CIRO’s professional operator’s development tool, POD. It is also open to non-members and is a great opportunity for industry players to learn about the benefits of a CIRO membership.

There will be various specialist rooms created online where guests will find a wealth of useful resources and be able to speak to various industry experts.

Topics to be covered include: Incident & Emergency Management, Performance Management, Delivering Passenger & Freight Services, Managing Safety, Delivering Customer Services, Operational Planning & Timetabling, Train Movement Control Systems, Rolling Stock & Fleet Management, Railway Engineering Maintenance & Renewals Management, People & Change, Railway Organisations Business Context, and Finance & Investment Planning.

CIRO CEO Fiona Tordoff said: ‘Professional development is at the forefront of the Chartered Institute of Railway Operators’ priorities.

We’ve been working on creating tools and assets to help the industry progress for over two decades. Hosting a free learning event for the industry to help everyone understand all aspects of the railway

system is important to us as we seek to improve access and remove barriers to learning for all, regardless of position or experience.

Those working on their development already and those who are new or considering joining CIRO are equally welcome.’

To register for the Rail Ops Conference 2022, visit https:// register.railops2022.com/institution-of-railway-operators-2022 Confirmed speakers are: • Howard Smith – Chief Operating Officer for Crossrail / Elizabeth Line.

• Duane Scott – Head of Operational Strategy and Performance for Northern Railway.

• Kim Bucknell – Head of Customer Service East & Revenue Protection Abellio Greater Anglia.

• Matthew Lee – Commercial & Customer Experience Director Lumo.

• Piers Connor – International Railway Systems Consultant.

• Ellie Burrows – Route Director Network Rail.

• Andrew Pennington – Head of Planning South Western Railway Alliance.

• Tim Craddock – Regional HR Director Network Rail.

• Toufic Machnouk – Director, Industry Partnership for Digital Railway, Network Rail.

• David Horne – Managing Director London North Eastern Railway.

• Jason Wade – Head of Retail Operations Northern.

• Chris Gibb – Chief Executive Officer Scottish Rail Holdings.

• Denise Wetton - Central Route Director Network Rail.

Robel speeds up automation in track maintenance Nexus has appointed engineering specialists Taziker to carry out a major bridge replacement project on the Tyne and Wear Metro this summer. The Tanners Bank bridge, which is located on the Metro line between Tynemouth and North Shields, in North Tyneside, is to be removed to allow an entirely new bridge to be fitted.

Taziker, a Lancashire based firm which specialises in big infrastructure schemes, will carry out the work on behalf of Metro’s operator, Nexus, in July. Nexus needs to replace Tanners Bank bridge due to its age. The current structure dates all the way back to the Victorian era. Taziker will remove the old bridge and use a specialist lifting rig to install the new bridge during a major line closure on Metro.

The work will help to secure a key piece of Tyne and Wear Metro’s infrastructure for many years to come. North Tyneside Council and Nexus are working in partnership to improve this key road into the Fish Quay as part of the council’s wider North Shields regeneration plan, as well as making sure the Metro can run smoothly for decades to come.

The project, funded through a £2.7 million grant from the Department for Transport’s Highways Challenge Fund, £300,000 from the Metro Asset Renewal Programme and £103,000 from North Tyneside Council, will see clearance beneath the bridge raised to allow large HGVs and double decker buses to get to and from the fish quay.

Major Projects Director at Nexus, Cathy Massarella, said: ‘We are delighted to be working with Taziker on this major bridge renewal project in North Tyneside.

‘Taziker have a fantastic track record in delivering big engineering schemes like this, and planning is already well underway ahead of the works taking place in July.

‘The replacement of the bridge is a big engineering challenge, and when the work takes place it will only be the second time that we have completely removed a Metro bridge and replaced it in this way.

The new bridge deck will be lifted into place using specialist heavy

duty lifting equipment during a major line closure.

‘This is a vital part of Metro’s infrastructure which needs to be replaced as it’s life expired. The current bridge was built in 1863 and has served Metro for the last 41 years – but this summer is the right time to replace it.

‘The new structure will ensure that we can run trains in this area for many more generations to come, and the new one will allow greater clearance above the road that more buses are able to get down to North Shields Fish Quay.’

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NEWS |

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Rail industry leaders come together to help shape the future of station development with sustainability taking centre stage An array of rail and property experts will gather in London on 28 June 2022 to debate how the rail stations can be developed using the latest innovations and sustainable approaches, and how the industry might maximise the wider area regeneration opportunities. The Rail Station Development and Regeneration Conference returns for its eighth year as a hybrid event, where industry leaders will be able to meet in person following a virtual only edition during the pandemic.

Among the keynote speakers at this year’s conference will be Malcom Pitt, Stations lead for Great British Railways Transition Team who will examine how reforms to the rail industry, including the creation of the Great British Railways state-owned body, might impact future station development.

Robin Dobson, Group Property Director at Network Rail, will examine the changing needs of station development, and how these projects contribute to economic growth. He’ll also explore the best ways to engage with local communities on station use.

What does the UK Government’s “levelling up” agenda mean for stations? David Worsley, Head of Rail Specification & Delivery at Transport for the North, will shed light on the issue and how stations can deliver infrastructure fit for the future.

The day event which will be available to attend online, will be chaired by Jonathan Chatfield, Head of Policy (Freight & Stations) at the Rail Delivery Group. He has nearly 30 years’ experience in the

UK rail industry, having previously worked for a train operator and Network Rail.

Mr Chatfield said: ‘This conference brings together some of the best thinkers in the industry to help us explore the biggest challenges facing the development of rail station infrastructure and the wider regeneration opportunities.

‘It’s a key time for the sector as we look to develop innovations and grow confidently out of the Covid-19 pandemic. In doing so, create the sustainable rail infrastructure of the future for passengers.

‘They’ll be an opportunity to network in-person with senior representatives from rail and property, including those leading on station development projects.’

The eighth Annual Rail Station Development and Regeneration Conference will take the form of an in-person event at the international law firm, Addleshaw Goddard in London, but the content will also be delivered virtually for registered delegates.

The event is organised by Waterfront Conference Company, which delivers physical and virtual policy conferences for the planning, energy, rail, and ports sectors. For more information and to register for the Rail Station Development and Regeneration Conference 2022, visit the event website at https://waterfront.eventscase.com/ EN/stations22 or for other Waterfront events, visit https://www. waterfrontconferencecompany.com/.

Rail Professional

14

| NEWS

News in brief Relec Electronics extends ac-dc modular brick power supply range with Cincon PDF700 A new series of ac-dc power converters from leading power supply manufacturer, Cincon, have been added to Relec Electronics’ range of ac-dc power supplies. The PDF700S series of ac-dc converters is made up of five full brick sized models. Each offers 700W of output power and output voltages of 12, 24, 28, 48, 56Vdc derived from a universal, power factor corrected input range of 90 ~264Vac. All models in the series are full-brick ac-dc converters, supplied in a ½” tall baseplate-cooled package.

The ac-dc converters have a high operating efficiency up to 91.5 per cent, when combined with a baseplate temperature range of -40°C to +100°C, provides exceptional power density.

Standard control functions include remote on/off & ±5 per cent adjustable output voltages.

Protection features including input UVLO (under voltage lock out), output over-current, output overvoltage, over-temperature and continuous short circuit conditions.

The Class I PDF700S series is certified to IEC/EN/UL 62368-1 for international use, with operation at altitudes up to 5,000 metres.

Northern receives special recognition at Women in Rail awards Northern was picked out of 300 nominations and shortlisted entries in the awards ceremony dedicated to celebrating the contribution of women to the UK rail industry.

Northern launched a new Equality, Diversity and Inclusion (EDI) strategy in 2020 with the aim of creating a culture where everyone who works for us or travels with us feels included and valued.

Rail Professional

Railtex / Infrarail showcased the full potential of the railway industry Railtex / Infrarail showcased the full potential of the railway industry From 10 – 12 May 2022, Railtex / Infrarail took place at Olympia London. The UK’s number one event for the rail industry brought together a total of 3,707 industry professionals, mainly from the UK. With topics from decarbonisation, investments to create a more sustainable rail industry to the digitalisation of rail transport, the exhibition once again showcased the full potential of the railway industry and provided a central meeting place.

‘More than 3,700 attendees from management, engineering, planning and technical design backgrounds came to the iconic buildings at Olympia London to create meaningful collaborations and form the future of railway. We are proud to be a part of this again and to support the rail industry’s progress in the modern, postpandemic world’ says Olaf Freier, Railtex / Infrarail Portfolio Director, on behalf of Mack-Brooks Exhibitions.

A total of 130 exhibiting companies from 14 countries with strong involvement from the UK and from countries including Turkey, Italy, Germany, the Netherlands and Switzerland showcased a wide variety of new products and innovative technologies.

The focus for this year was clear: Greener and sustainable product solutions, decarbonisation and digitalisation.

Both exhibitors and visitors were highly satisfied with their newly established business relations. Richard Lenthall, the Vice President of voestalpine Railway Systems mentioned, ‘Railtex / Infrarail 2022 provided not only the opportunity to reconnect with our customers in person, but we also had a chance to meet new ones. During the three show days, we were able to update our customers on new products where they could see them in person, and without a doubt, this process would not be the same over teleconference. Also, the exhibition provided the perfect stage for business conversations to happen and to engage with quality customers in person.’

Extensive supporting programme Across the three days, visitors and exhibitors of this year’s show had the opportunity to attend a rich supporting programme, including keynote speakers from leading industry names, technical seminars, project updates and Q&A sessions covering current topics for the railway industry.

The programme included two conference streams: The Future Focus Conference and Unlocking Innovation, two recurring features organised by the exhibition’s main show partner RIA – the Railway Industry Association.

During Tuesday’s Opening Ceremony,

‘More than 3,700 attendees from management, engineering, planning and technical design backgrounds came to the iconic buildings at Olympia London to create meaningful collaborations and form the future of railway. We are proud to be a part of this again and to support the rail industry’s progress in the modern, post-pandemic world’ says Olaf Freier, Railtex / Infrarail Portfolio Director, on behalf of Mack-Brooks Exhibitions.

Nicola Hamann, Managing Director of Mack-Brooks Exhibitions, welcomed all attendees and expressed her gratitude for joining Railtex / Infrarail 2022 and making this edition a huge success. The opening ceremony carried on with a message from Darren Caplan, Chief Executive at Railway Industry Association (RIA), expressing their views on the future of the industry.

Bill Esterson MP, Shadow Minister for Business and Industry, Simon Blanchflower CBE, Non-Executive Director and Strategic Advisor at FICE and Helen McAllister, Programme Director at GBRTT, were also present to share insights about the latest developments within the railway industry.

In addition to the conference programme, RIA’s Meet the Buyer programme once again offered networking opportunities to participants. Furthermore, the product demonstrations and the on-track display were popular features of this edition.

Date of the next show As the one-stop-shop for the entire railway sector and central platform for companies to showcase their latest products, Railtex will continue to play a key role in the light of the current industry developments. Many exhibitors at this year’s show have already announced that they will exhibit again at the show in 2023. The next edition of Railtex will take place from 9 – 11 May 2023 at the NEC, in Birmingham.

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Manchester to get 21st Century signalling overhaul over Queen’s Jubilee weekend Over the Queen’s Platinum Jubilee Bank Holiday, Network Rail will complete a major signalling overhaul in Manchester to modernise journeys into the city. A 132-year-old signal box near Philips Park will be removed, with control of the signalling equipment moving to Manchester’s state-of-the-art rail operating centre. Signals are like traffic lights for trains and bringing them into the 21st Century will help more trains to run on time between Manchester and Stalybridge.

More than 450 engineers will work around the clock from Thursday 2 June, ready for the railway to reopen for passengers on Monday 6 June. People needing to travel between Manchester Victoria and Stalybridge during this time should plan ahead and check their journey with National Rail Enquiries to keep their plans on track.

This is part of the multi-billion-pound Transpennine Route Upgrade which will bring faster, more reliable services for passengers travelling between York, Leeds and Manchester.​​ Neil Holm, Transpennine Route Upgrade Director for Network Rail, said: “This major investment will unlock more reliable journeys for rail passengers in Manchester, as well as the potential for faster trains in the future.

‘I know that people will be travelling across the country to celebrate the Queen’s Platinum Jubilee, so I’m sorry if our work impacts their plans. We’ve worked with our train operating partners to plan alternative routes and bus replacements to keep disruption

to a minimum.’

Chris Nutton, Major Projects Director for TransPennine Express, said: ‘This is another key step for the rail industry towards delivering a railway fit for the 21st Century and the work over the Jubilee Bank Holiday will help deliver better reliability for our customers.

‘Due to the major engineering work taking place, there will be a number of service alterations for TransPennine Express services.

Our customers are advised to allow for additional time for journeys and to check carefully for the latest advice before they travel.

Ongoing strike action by the RMT union will also affect services on Saturday 4 and Sunday 5 June, and we are urging people to avoid travelling on our services on those dates and to travel either side of the weekend instead.’

Chris Jackson, Regional Director at Northern, said: ‘This is another big milestone for the improvement of the railway in the north. Alongside this there are other projects taking place over the extended weekend and with large events and potentially nice weather taking place, we urge customers to check before they travel so they can plan their route.’

It comes as progress continues on a major scheme to raise the height of two bridges – Granville Street and Southampton Street – so that electric wires can eventually pass beneath them.

Clearing the way for a fully electrified railway between Manchester and Stalybridge will ultimately give passengers a cleaner, greener way to travel.

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| RAIL PROFESSIONAL INTERVIEW

Interview

Andrea Dodds Managing Director at SHEQworx Sam Sherwood-Hale spoke to Andrea Dodds TechIOSH MIIRSM MILM Managing Director at SHEQworx about data protection, working environments and the ‘Golden Thread’ of Health and Safety How did Data Protection and GDPR change the way you approach your work?

The first thing I did in 2016 when I learned about GDPR was to go straight to the actual GDP Regulations (avoiding all the guidance documents) print a copy off, break it down and translate it into an actionable checklist.

The following day, as a team, we conducted a data specific risk assessment in each department, and then collectively as a business. We critically reviewed each of our work practices, systems, procedures, and forms.

We evaluated what type of data we were collecting, how, and when. We looked at how it was stored, when and who was responsible for accessing and processing it, and from where. We carefully considered if we needed each piece of information we were asking for, and even removed or amended elements in our documents and software.

Data Protection is an Agenda item, it has been for a number of years, and it forms part of our continual improvement process.

Because we handle a range of sensitive and personal data (especially when developing and processing our Independent Health and Wellbeing Surveys, Training, and other supporting services), it’s imperative we have the right people in the right roles to respect the privacy and confidentiality that our clients and their staff expect. Thankfully we have a great team at SHEQworx!

Every single call and document received is treated considerately and kept confidential at all times. Our clients don’t even get to see the individual responses!

Rail Professional

What is a typical reaction from a client when you say ‘health and safety’, ‘compliance’, ‘audit’, or ‘admin’?

How does the SHEQ Action Plan combine Occupational Health & Safety with Environmental and Quality elements?

Laughs.

If it’s a rail client or someone from a high-risk environment, the reaction is more tempered along the lines of ‘I know we have to do it, so let’s get on with it.’

However, if it’s someone from an SME and they’re not from a high-risk industry, and I’m meeting them in person for the first time, as soon as I mention ‘health and safety’ it’s not uncommon to get an exaggerated eye roll, often accompanied with a heavy sigh, followed by ‘I’d rather stick pins in my eyes’.

If I go with ‘compliance’ or ‘audit’, a client can be standoffish at first, maybe even a bit defensive and guarded, until they realise I’m not your typical Health and Safety professional.

I genuinely want to help, and wherever I can, I will use my legal knowledge and experience to help them protect their people and their business. I insist on all of my clients being open, honest, and transparent with me from the outset. I can’t protect them against threats or risks I am unaware of. I’ve even been described as: ‘the health and safety professional the lads actually want to work with, not run and hide from!’

Drawing on over 25 years’ experience in the UK rail industry, SHEQworx proactively and collaboratively works with leaders and managers to help them avoid accidents, injuries, and ill-health whilst improving their bottom line, and reputation across the industry.

Our SHEQ Action Plan combines the management arrangements of each of the SHEQ elements (including wellbeing), and this forms our framework, dovetailing them to reduce and eliminate duplication.

As each Action Plan is tailored to the individual client and the business we are working with, the Actions and timeframes can differ greatly between clients. Some businesses are just starting out on their journey towards tacking compliance, whilst others have started and stalled because it got too overwhelming, whilst others discovered it was a ‘confusing minefield’ and making things and generating sales is where their time and energy was best placed.

Let’s consider the receipt and dissemination of information for example. In our industry, as we all know, communication can be safety critical.

So, to ensure important safety critical information is not missed or deleted by accident, it’s important to identify the various sources and types of all information in the first instance.

The process we use with our clients in this instance looks like this: 1. We identify what information is being received into the business, from where/ whom and in what form?

2. We identify who receives it, who processes it, and has it been competently reviewed and processed?

3. Who else needs to see it, what does it

RAIL PROFESSIONAL INTERVIEW |

mean for the business, what do we need to do with it?

4. The final step is to determine, how and where we shall store it in case we need to refer to it again.

With hybrid working, reduced hours in the office etc, there’s never been a better time to review your processes and systems and look for those cracks where information could be misplaced, lost, or just not communicated, etc.

You see Health and Safety as the ‘Golden Thread’ that runs through every aspect of business, how can companies fully embrace this mentality?

If you look at the definition of ‘the golden thread’ it points towards alignment within an organisation, and for me that’s Health and Safety management in a nutshell.

Some of the larger corporations in the industry have a Head of Health and Safety (or other title covering the role), sitting on the top table and actively involved in the core values and direction of the business.

Unfortunately, that’s not always the case with the smaller companies in the industry.

Some businesses are still not embracing the benefits of having your health and safety professional involved in the strategic decisions, and as a result, you can expect ‘firefighting’, reactivity, and having to tackle the same problems, day in, day out.

A recurring theme for me and other Site Managers is regularly having to ask labour-only contractors, ‘where is your PPE’ and ‘why are you not wearing it’, often closely followed by ‘go get it’, and/or ‘use

it properly!’ You’ve probably experienced something similar?

The problems we were experiencing on site were significantly reduced when I enlightened the Procurement Department of a large contractor to our daily struggles, and offered a solution! (Struggles they were not even aware of because they didn’t visit site.)

It was frustrating me that valuable time and energy was being wasted on a recurring nuisance of a problem, and one way of solving the problem was to share that frustration with the suppliers – in a way they would understand.

Within a few weeks we were able to walk around site and not be distracted by PPE issues.

What are some of the main reasons companies come to you for Health and Safety Training?

As a licensed Adult Mental Health First Aid Trainer for MHFA England, many companies are sending delegates to us because they genuinely want to improve the health and wellbeing of their workers, as part of their Health & Wellbeing Strategy, and/or to improve the organisation’s awareness of mental health generally.

Unfortunately, we get some delegates attending the course because they’ve been sent as a box ticking exercise by their managers. Luckily for them they enjoyed the course!

Companies come to us for health and safety training because we are knowledgeable in the theory and teaching practices of the course materials, but we also have the personality and real-life experience

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to share our own experiences and lessons learned - especially in the areas of risk management and legal compliance.

Since the start of Covid, we’ve noticed an uptake in the number of requests to deliver Health and Wellbeing Workshops, not only along the lines of raising awareness and developing workplace strategies, but also to include or concentrate on self-care, building resilience, and/or preventing the development of ill health – physically and mentally.

How do you develop your Action Plans?

We use a three Stage, six-step process, which is done in collaboration with each of our clients and individual workers – once they’ve been identified to us. This helps to build the framework I mentioned earlier.

Stage 1: Evaluation & Planning 1.1. A collaborative review of the current position and any benchmarks, 1.2 The production of a gap analysis report, and the development of a step-by-step plan Stage 2: Implementation Stage 2.1 The client allocates and releases the required resources – time, money, people 2.2 Tasks and actions are assigned to individuals, along with timescales Stage 3: Review & Improve 3.1 Outcomes are measured 3.2 Performance is reviewed, including any lessons learned or improvements suggested.

Rail Professional

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that meeting. Their individual and collective input is essential throughout the process.

This is where we counter as many objections as possible, and listen to any concerns.

We then introduce each stage, explain what it looks like and what everyone can expect. We check in regularly with each manager and/or individual assigned a task to make sure they understand what is required, and support them if they are experiencing any difficulties.

At the end of each stage, we review progress, feed back to the group, and then move onto the next stage.

Once we’ve completed all three Stages, we review and measure the progress against the Action Plan we created, and conduct another gap analysis, which we present to the client and the group.

For continual improvement going forwards after we leave, the client and the team now have the tools and confidence they need to restart the process, whenever and as often as they choose.

What are some of the major challenges you’ve faced when helping companies to develop these Plans?

At the very beginning, before we launch each Stage, and throughout the entire process, we explain what it’s all about, what can be expected, how it will work, and ensure the appropriate people are involved from the outset.

We routinely check-in with the individuals, teams, and the senior management, and provide whatever support, encouragement, and guidance as necessary.

How collaborative is your six-step process?

Our six-step process is extremely collaborative, and that’s something we insist on. There’s nothing worse than being in an organisation with change happening around Rail Professional

you with no idea what’s going on, why, or how it will affect you and your role!

We’ve had enough uncertainty in the workplace since Covid, so let’s not create unnecessary stress and anxiety when we don’t need to.

For us, collaboration, transparency, and effective communication is key across everything we do.

From the moment we are engaged to develop an Action Plan for a company, and once we have got a measure of what the client is asking for, we ask for a meeting with both the senior and line managers.

In this meeting we identify ourselves and the reason(s) why we are here. We explain what will be happening, when, and how, and we try to get the buy-in from each person in

Occasionally we experience ‘pushback’ by some of the middle-managers or workers, and we understand that. Change can be unnerving and unsettling.

In these instances, we find that the business owner or senior management haven’t communicated their intentions with the workforce, and this naturally causes some anxiety and stress. Many believe we are there to conduct an exercise that will ultimately lead to redundancies when in fact, the opposite is true. Quite a few businesses that request an Action Plan are looking to scale-up, take on more work, and/ or bid for larger contracts.

Another challenge we face sometimes is the client not providing the necessary resources for us all to proceed with the Action Plan, or people taking annual leave at the same time, or even shut-down periods.

That said, each of our Action Plans are produced to incorporate buffers to allow for any planned shutdowns, peaks and troughs of production cycles, and/or holiday periods.

When it comes to your Safety Climate Surveys, do you notice trends that cut across different sectors?

One of the biggest recurring themes across our Safety Climate Surveys concerns middle to mid-senior managers and the lack of training, competence, and/or supervision given to some of them. Often there appears to be a character change, sometimes the character is not a good fit for a management role, or the reasons behind their appointment or promotion might not be considered fair or ethical.

For example, comments about the organisation’s management received included: ‘[x person] was promoted too

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| RAIL PROFESSIONAL INTERVIEW

soon’, ‘[x person] has not had enough training or supervision’, ‘[x person] was great on the job, but he’s a [expletive] manager’, ‘personality has changed, used to like them before, but now he’s a [expletive]’, ‘can’t manage people’, ‘has poor management skills’, ‘they’re on the graduate fast track, and being groomed for bigger things so I can’t say anything or I’ll be out, but he’s a bully’ and, ‘it’s the boss’s son’ etc.

The concerning thing for me is that in some instances the individual holding a management position was creating or contributing to a hostile working environment, bullying workers, and even adversely affecting the safety culture to the point that workers would actively choose to stay silent – especially after feeling

Rail Professional

vilified for raising what they believed to be a genuine safety concern at the time.

In smaller companies, this can make for a toxic working environment if ignored or not handled well, directly impacting on absence stats amongst other things.

Have you seen any trends forming over the last two years, during the pandemic?

There were three notable trends from what I could see.

The first, was a rise in the number of people working from home, and the advent of ‘hybrid’ working.

The second was a rise in the number of people struggling with their mental health, partly from being isolated at home during

lockdown (especially those who had to shield on the grounds of health / medical reasons).

Anxiety and loneliness were prevalent, along with stress and depression for those whose jobs and livelihoods were threatened, especially those SME’s who relied on work from the larger contractors.

The third related to the accident stats reducing, especially during the best part of the two years from March 2020 to March 2022. It’s safe to say, they’ll probably be increasing again now there’s an overwhelming feeling that things are pretty much back to normal.

Andrea Dodds TechIOSH MIIRSM MILM is Managing Director at SHEQworx

VIEWPOINT |

25

The Cheek of it Chris Cheek

Staging posts in history As Her Majesty the Queen officially opened a major new piece of railway infrastructure in the lead up to her Platinum Jubilee, Chris Cheek ponders the state of the industry at her previous jubilees and wonders what it will look like at the time of the next major royal occasion

T

he Platinum Jubilee celebrations mark a unique point in history: never before has a monarch reigned for so long, and never before has a country enjoyed four Jubilee celebrations in one reign. Victoria managed two – golden and diamond – in 1887 and 1897 respectively. There was no celebration of her first 25 years as this fell shortly after Prince Albert’s death and any case the concept had not actually been thought of.

Before the present reign, there was only one other Jubilee celebration, marking King George V’s 25 years on the throne in 1935.

That tends to be the one that has most resonance for railway historians, as it gave rise to a special high-speed named train with dedicated rolling stock on LNER which ran between King’s Cross and Newcastle every day from the September of 1935 until the outbreak of war four years later.

Two years later, another royal event – the Coronation of King George VI – gave rise to another special train, the LMS service The Coronation Scot, one individual loco and later a whole class of high-speed express engines which remained in service until the early sixties (not to mention a very successful piece of music).

Especially for somebody like me who has lived through both the Coronation (though I was too young to remember it) and the four Jubilees, this seems like a good moment to reflect on the changes we’ve seen in the rail industry over those years.

Back in 1952 at the Queen’s accession,

the industry was still recovering from the depredations of the Second World War. The railways had been in government hands for four years – but a combination of post war austerity, shortages of materials and the sheer scale of the investment needed meant that the network was shabby, rolling stock was old and journey times had not yet returned to pre-war levels.

The network was still very much a steam railway. Diesel was at the experimental stage and electrification outside the South East was a rarity. Nevertheless, the network carried 1,017 million passengers that year.

Petrol rationing and production shortages were still preventing the expected post-war growth in car ownership and use, though this would get under way in the years that followed.

By the time of the Silver Jubilee in 1977, the industry had changed radically.

Steam had been banished from the system nine years earlier. The network had shrunk radically thanks to the implementation of the Beeching Report by the Wilson Government, but the West Coast mainline had been electrified throughout and other innovations such as the Advanced Passenger Train and the High-Speed Train were at an advanced stage of development. Patronage levels had fallen sharply, standing at just 702 million that year.

By the time another 25 years had passed and we approached the Golden Jubilee celebrations of 2002, another revolution had taken place – the single unified railway of British Rail had been broken up and

privatised in a complex process over four years between 1993 and 1997. Such was the accelerating pace of change, though, that changes were already under way to a structure that was only a few years old.

Ownership of the network infrastructure was already on the way back into public ownership, which happened in the autumn of that year.

In other changes, devolved administrations had been created in Scotland, Wales and London – creating new bodies that would come to have an increasing role in railway ownership and decision-making in the years to come.

Patronage, meanwhile, had recovered and stood at 981 million in fiscal year 2002/03 – well up on that 1977 figure.

The other really big change had been the opening of the Channel Tunnel in 1994, providing a physical link with the European rail network for the first time.

Eurostar services were running a frequent service to Paris and Brussels from Waterloo International and a fast link between the capital and the tunnel, now known as HS1, had been approved and was under construction.

The pave of change during the decade between the Golden and Diamond celebrations remain relentless. Following the demise of Railtrack and the creation of Network Rail, the regulatory system introduced under the 2000 Transport Act was reformed again in 2005, with the abolition of the Strategic Rail Authority and the assumption of direct control in Rail Professional

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England by the Department for Transport (DfT). The last of the ‘slam door’ stock inherited from BR was at last withdrawn aside from a small number of heritage units whilst the controversial and much delayed refurbishment of the West Coast Main Line was at long last completed, enabling Virgin to implement its full high-speed timetable.

In other changes, the much respected GNER franchise came to an end as parent company Sea Containers got into financial difficulty, and revenue was hit by a downturn following the 7/7 terrorist atrocities in London. There were major franchise changes during the decade too.

The decade also saw the emergence of new, mainly foreign-owned, operators including Dutch operator Abellio, Hong Kong based MTR Corporation, German state railway company Deutsche Bahn and UK-based contractor Serco.

The last of the smaller entrepreneurial operators disappeared (GNER) or were swallowed by combines – GB Railways to FirstGroup, Chiltern to DB Regio and thence to Arriva. The market share of other groups fluctuated wildly – National Express suffered a significant decline, but there were gains for Arriva, GoVia, FirstGroup and Stagecoach – the latter in its own right and in joint venture with Virgin.

Completion of HS1 in 2007 brought faster trains to the continent and a new London terminus at St Pancras. The Diamond Jubilee itself – closely followed by the London Olympics and Paralympics – turned that summer of 2012 into a gigantic party and it was good to see so many revellers travelling by an immaculately planned and executed public transport service. Buoyed by the summer’s events, patronage reached 1.5 billion passenger journeys in 2012/13.

The decade since has had a distinctly less celebratory note: the years seemed to simmer with discontent – whether it was about deteriorating performance, costs, franchising, investment or industrial relations. All figured in a series of

Following the demise of Railtrack and the creation of Network Rail, the regulatory system introduced under the 2000 Transport Act was reformed again in 2005, with the abolition of the Strategic Rail Authority and the assumption of direct control in England by the Department for Transport (DfT). The last of the ‘slam door’ stock inherited from BR was at last withdrawn aside from a small number of heritage units whilst the controversial and much delayed refurbishment of the West Coast Main Line was at long last completed, enabling Virgin to implement its full high-speed timetable. government-commissioned reviews, some ill-tempered exchanges between operators and government, and the departure from the market place of three of the post-privatisation stalwarts – National Express, Stagecoach and Virgin. New faces including more foreign-owned businesses, including Mitsui and Hitachi from Japan, Trenitalia from Italy. Others, like Arriva, Abellio and MTR Corporation, consolidated

their position.

Major infrastructure projects were completed – though often rather later than planned, including the Thameslink project, remodelling at Reading, electrification projects in Scotland, the North West and the South West and of course Crossrail, now known as the Elizabeth Line. Others were got under way, including Midland Main Line electrification, East-West Rail and – most controversially – HS2.

Above all, though, the run-up to the Jubilee will be remembered for Covid and its lockdowns – which wrecked the public transport market, caused a whole raft of social and economic upheavals, many of which are still working through. Perhaps worst of all, we have seen the return of two scourges of western civilisation – war and inflation. We remember with a shudder that passenger numbers collapsed to just 388 million in the lockdown year of 2020/21. The collapse brought an end to the franchising process begun in 1996 as it became clear that private operators would not be able to bear revenue risk on the network for the foreseeable future.

As we face the future and move into the eighth decade of the Queen’s reign, the railway industry once more faces a future full of change and upheaval, full of unanswered questions. Not the least of these is whether patronage will ever return to pre-pandemic levels, and – if it doesn’t – how we square the circle of limited revenue, government pressure on subsidy levels, and the workforce’s aspirations for remuneration and working conditions.

The long term future, though, looks bright – with the government’s Net Zero policy seeking a major shift of transport demand from car to public transport and active modes. It’s providing the capacity to enable that shift that should drive our continued investment in the rail network.

By the time of the next big royal occasion, the next phase of the railway industry’s permanent revolution will be well under way.

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Laying down the law

29 29

Martin Fleetwood

Protecting a Business's Confidential Information A number of recent news reports have observed that there has been a steady improvement in the jobs market since the start of the year

W

ith this positive employment background and the current trend of rising inflation, there are an increasing number of employees now looking to either negotiate a significant pay increase or move jobs in an effort to get a higher salary. Given its constituent parts, this is not a phenomenon that the rail industry is immune from.

When an employee, who as part of their job has had access to confidential information, moves on, are the company's controls strong enough to prevent some of that confidential information leaving with them? If the employee does leave with some confidential information, how easy is it for the company to demand its return – including all copies which may have been made?

Heading Some helpful guidance can be found in the relatively recent case of Nissan Motor (GB) Limited, Nissan Motor Co Ltd (collectively referred to as Nissan) v Ravinder Passi. Mr Passi was employed by Nissan as Global General Counsel between 2012-2020. On his departure from Nissan, Mr Passi was asked to return any Nissan confidential information in his possession. Mr Passi's employment contract also contained certain obligations which survived the termination of his employment that related to returning confidential information.

Shortly after leaving Nissan, Mr Passi started Employment Tribunal proceedings

against the company claiming that he was a whistle blower whose employment had been unlawfully terminated. During the course of those proceedings, Mr Passi relied upon numerous documents containing Nissan's confidential information. This was information that Mr Passi had failed to deliver up on his departure, despite being asked to do so.

Nissan made an application to the High Court for interim injunctive relief against Mr Passi to recover all of its confidential information. Nissan contended that Mr Passi did not have the right to hold that confidential information and that he was obliged to deliver up the documents and destroy any copies that he retained upon the termination of his employment, owing to the express terms of his employment contract.

In response, Mr Passi admitted that he removed documents, gave them to his solicitors and retained them for his own use.

He said he did this for the purpose of taking legal advice in his Employment Tribunal claim and whilst he would be content to deliver the original documents up, he wanted to retain copies of them. Nissan argued this attempted justification was inadequate in both fact and law.

High Court's decision In considering Nissan's application, the High Court applied the well-established three limb test for granting an interim injunction set out in the 1975 case of American Cyanamid Co v Ethicon Ltd. The court found that:

1. There was a serious issue to be tried: There was a clear argument that the documents retained by Mr Passi were the property of Nissan and contained confidential information, some of which was legally privileged.

2. Damages would not be an adequate remedy: Any later cash payment would not provide sufficient compensation for the effects of disclosing the confidential information on Nissan's business.

3. The balance of convenience lay with Nissan: Nissan had a strong position regarding ownership and entitlement to the document. This was strengthened because Mr Passi had retained documents without Nissan's knowledge contrary to the express provisions in his employment contract.

The Court concluded that all the documents should be returned to Nissan and any copies that Mr Passi or his lawyers had retained should be destroyed. This would not prevent any application for disclosure of documents through the normal disclosure process for legal cases but a key issue was to discourage employees simply taking confidential documents that they considered may be helpful in any employment tribunal claim.

Alongside its decision on the application for the injunction, the High Court also provided some useful additional guidance on confidentiality.

• The confidentiality of documents was not lost if they were read or referred to in open court.

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• A clear definition of ‘confidential information’ is essential – particularly if using court processes to protect that information. Open-ended definitions cause practical difficulties and uncertainty as to what should be included.

Implications for businesses In order to secure its confidential information from being retained by a departing employee, a business needs to: • Use well-drafted, clearly expressed contractual clauses which accurately define what is classed as confidential information in the context of the business in question.

• Ensure there are clear obligations on the respective parties relating to the confidential information, both during the relationship and more importantly, after it ends e.g. Obligations to return company property and to permanently delete company documents.

• Communicate clearly with employees to ensure that confidential information is returned or destroyed when the employee leaves and monitor such compliance.

• Take action to secure its confidential TBM Ad information if an employee fails to comply with their obligations to return

the ability to defi ne information as being ‘confi dential’ will not always be suffi cient to protect it from disclosure.

Certain exemptions apply under legislation to protect whistle blowers all confidential information, including, where necessary, via an application to the courts for interim relief.

• Be able to show in any interim injunction application clear evidence of the effects

on its business were the confidential information to be disclosed in open court or more widely.

It should be noted, however, that the ability to define information as being ‘confidential’ will not always be sufficient to protect it from disclosure. Certain exemptions apply under legislation to protect whistle blowers – an argument that Mr Passi tried to use in his case against Nissan.

Ultimately it may need the court to decide whether confidential information should be protected, but a business can go a long way to reducing the risk of disclosure, particularly if the employee's intention is mainly to help them at their new employer.

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 | |

31

Women in Rail

Women in Rail appoints five new trustees Women in Rail has appointed five new trustees to its governing board

Sarah Reid, Gary Smithson, Ruth Busby, Mat Baine and Philippa Hinton all hold key positions in the sector. They are ardent supporters of WR which was founded in 2012 to improve diversity in the UK rail industry by providing networking opportunities and support, encouraging diversity as a business strategy and developing initiatives to promote rail as an attractive career choice.

Welcoming the new trustees, WR Chair Christine Fernandes says: ‘I am delighted to announce these new trustee appointments in the charity's 10th anniversary year.

‘Sarah, Gary, Ruth, Matt and Philippa are exceptional people in senior roles and bring with them considerable influence and experience which will greatly benefit WR. ‘Having them as trustees will definitely strengthen our team as the charity continues its efforts to achieve a more gender-balanced and diverse UK rail industry.’

Sarah Reid is Route Director East Coast at Network Rail and, in her role as WR Regional Chair in the East Midlands, launched ‘Never Mind the Gap’ – a cross industry work placement scheme to encourage more women into rail. Sarah has more than 14 years’ experience in the sector having worked in companies including Bombardier Transportation, Invensys Rail and Westinghouse Rail.

Gary Smithson is Rail Director at Morson Talent. Morson have been a long-standing advocate for WR. They have supported WR flagship events and during the pandemic, supported lockdown events to support children and parents home schooling. Gary, who has more than 20 years’ experience in recruitment, is also a judge for this year's WR Awards.

Ruth Busby is WR Regional Co-Chair in the South and has been HR Director for Great Western Railway since 2018.

Ruth is passionate about inclusion and diversity, a key driver throughout her career. Before joining GWR she worked in several sectors including defence, higher education, and the civil service.

Ruth is a qualified leadership coach, Chartered Member of the Chartered Institute of Personnel and Development and trained mediator.

Mat Baine has spent ten years as Managing Director at Egis Transport Solutions (formally CPMS),’ Again, another solid supporter of WR through sponsorship of WR Awards, Big Rail Diversity Challenge and homeschooling lockdown events - Mat is also a judge for the Awards.

Philippa Hinton is a Senior Associate at leading global law firm, Ashurst. She specialises in transport and infrastructure projects and has significant experience of commercial contracts in the rail sector.

Philippa's extensive experience spans projects for West Coast Trains Ltd, Keolis Amey, Transport for London and Cory Riverside Energy among others. She is also company secretary of The Railway Children charity.

Now in its tenth year with more than 7,500 members worldwide, WR brings together men and women from the UK railway sector.

The charity holds regular networking events and development workshops across the UK through its regional groups and runs a successful cross-industry mentoring programme open to both female and male For more information about WR visit https://womeninrail.org/.

Rail Professional

VIEWPOINT FEATURE | |

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Delivering the goods Mags Simpson

Post-pandemic rail: parcels as passengers?

Mags Simpson, Head of Policy Engagement at Logistics UK explains why now may be the right time for such initiatives to be introduced, and provides an overview of some of the work being carried out already in this space, and details some of the obstacles to overcome before these express freight trains can become commonplace on the network

I

n February 2022 Logistics UK hosted a webinar: Rail Freight and High-Speed Logistics, which explored the role rail can play in meeting rising demand for express grade freight services in the UK. The virtual event featured expert speakers including Ed Butcher, Head of Business Development at High Speed One (HS1), Dan Fredriksson, Express Freight Development Lead at Network Rail and Sam Gillert, Account Manager at Eversholt Rail.

The speakers all recognised that there is a huge opportunity to transport parcel, post and other express freight via rail on a large scale, delivering goods into city and town centres directly, but there are many challenges to overcome first.

Why now?

With commuter services core to Network Rail – in 2019, more than half of all rail journeys in England were for commuting – the business understands that the popularity of hybrid working, and resulting fall in these passengers, could unlock opportunities to grow rail freight movements as capacity is released across the network. Furthermore, with volumes of parcels rising, but access to town and city centres via road becoming increasingly challenging, whether its congestion on key routes, or city-imposed restrictions on HGV movement/access (such as the Ultra Low Emission Zone in London), use of rail city-centre terminals offers a potential solution to some of the challenges faced by urban logistics. There are also the benefits to the environment of transporting

these goods via rail over road.

HS1 is exploring the concept of high-speed freight on its network.

Teaming up with its sister organisation in France – SNCF – it commissioned a study from independent consultant Transport Intelligence, seeking to outline both the competitive advantage of high-speed freight and the size of the prize. The study found that the most likely target market is express parcels and the e-commerce market.

More specifically, it identified bulk capacity between major cities, suggesting that a hub in Paris could use existing high-speed lines as spokes to major cities. According to its research, high speed freight would capture 25 per cent share of the existing line haul market between cities within its network, and foresees the market will be worth €2 billion Rail Professional

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(£1.7 billion) a year within ten years (in 2019 values).

How will it work?

miles of track from East Anglia to Scotland.

The company is optimistic about the scale of the opportunity for express freight, viewing it as a key enabler of rail freight expansion.

Network Rail sees express freight as a spectrum. At one end is simply using existing space on passenger trains, either by having parcels as passengers or by locking out entire coaches for express freight. The next step up the scale is having dedicated converted passenger trains, where the seats and tables have been removed to make way for racking and stacking. One step on from this is the intermodal and container traffic where the freight volumes can scale up significantly.

Eversholt Rail started working in the freight market a couple of years ago and following extensive market analysis, it decided to convert one first-in-class unit – known as a Class 321 Swift Express Freight Train – in July 2021 to perform a dedicated freight service. The rolling stock company converted passenger units by removing all the seats and components. The 321s are electric trains operating up to 100mph, which also retain the flexibility to be hauled by diesel locomotive. With a payload of up to nine tonnes per vehicle, 321s offer a wide network coverage, having operated across

What are the challenges?

While there is real determination in the rail sector to grow express freight services, there are many challenges that must be overcome; how it will work effectively on a large-scale is yet to be determined. One key challenge is timetable capacity – even with reduced passenger numbers, securing timetable slots for freight is difficult – as well as operational considerations at passenger stations. For example, loading and unloading vehicles at stations for onward travel, crime and security concerns for parcel protection, and storage space to suit the scale of operations.

Other challenges noted during the webinar include public and business perception of rail as a poor performing, unreliable transport mode, leading to concerns that express parcels may be stuck on delayed trains. However, according to Eversholt Rail, rail freight operators achieve 97 per cent reliability and, in general, rail freight can match or better road freight reliability.

With its potential to grant logistics operators with access to city centres, dampen road traffic, and move a high

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volume of goods at quick speeds – all while reducing environmental impact – high speed freight services present a potentially huge opportunity for the logistics sector, with particular emphasis on the parcel and e-commerce markets. While there are many challenges to overcome before we see these express freight trains become commonplace on the network, Logistics UK looks forward to seeing the industry come together to solve these issues and usher in new opportunities for rail freight.

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.

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What is stopping us being seamless?

Charlotte Pearce, Head of UK Rail at Zipabout looks at the Whole Industry Strategic Plan (WISP) which is due to be published this year

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have been privileged to work for over 25 years across the transport sector, and I am a strong advocate for rail. Yet, I am also bemused by our continued silo working and slow pace to embrace change and bring forward innovation.

I’ve sat in hundreds of conferences where different excuses are given to explain barriers in creating seamless end-to-end journeys. The most cited include: complex regulations; the fact we are and have always been a safety critical environment; the expensive cost of change and the need for government funding to achieve it.

I often wonder what improvements we could make if we truly consider the human behind the passenger. If we thought about the UK traveller as Beryl from Tamworth, rather than an anxious traveller (this is an actual segment group) who wants to travel from her home to see her daughter in Aberdeen, we would understand that to nudge her out of her car and onto public transport, we need to build her confidence in all the different modes of transport that make up her door-to-door journey. We could also re-assure her, if things go wrong, that someone is there to help.

In every other aspect of our lives, we seek ease of use. From ordering a film or a pizza, to booking a holiday, we crave a simple online transaction that can be done in a matter of minutes or even seconds. There is plenty rail can – and should – learn from these sectors to solve some of the innovation challenges we face.

Numerous government strategies and policies have been brought forward to overcome innovation barriers over the years, but rail has struggled to maintain the same modernisation momentum as other sectors.

The most recent government strategy, and one which has the potential to turn the dial up on rail innovation, is the Whole Industry Strategic Plan (WISP). Due to be published in Spring this year, the government has developed five strategic objectives for WISP over the next 30 years: meeting customer needs; delivering financial sustainability; contributing to

long-term economic growth; levelling up and connectivity; and delivering environmental sustainability.

Even before its release, the WISP has had its share of industry critics, however the intention with the strategy is clear: to fully realise the potential our railway has to offer.

The plan is designed to define our vision for what excellence looks like for a UK traveller (hoping this means Beryl) – whether that’s improving services or simplifying the way we book and pay for tickets for routes that require multiple modes of transport. The timing of WISP couldn’t be more pertinent either, as the industry grapples with changing passenger habits following a global pandemic.

Embracing a new world There isn’t an industry untouched by Covid and rail is no exception. Two years on, car usage remains high while rail travel is struggling to get close to 60 per cent of its pre-pandemic levels, according to the Department for Transport’s latest All Change? Travel Tracker figures. To nudge passengers onto public transport, we must become more fluid and customer centric.

Personalisation is the key. Rail can no longer work in isolation – we need a multi-modal strategy for transport that is seamless and sustainable. Tailoring the customer experience, seamlessly integrating micro-mobility with the wider networks and incentivising passengers to encourage sustainable choices will go a considerable way in not only returning to pre-pandemic passenger levels, but to improving the customer journey altogether.

On top of the WISP, a multi-modal approach has already begun to be embraced by the Department for Transport, following its announcement of a £7 billion package in April 2022 to level up transport outside of London. Local bus services will be improved and extended, more people will be encouraged to make walking and cycling a first choice for shorter journeys and transport networks need to be seamless and joined up. Rail, however, must be the leader in this approach and the lynch pin to create personalised options for passengers.

The role of technology In March, I joined Zipabout as Head of UK Rail. I was inspired to work with the team due to their desire to transform the journey experience, empowering passengers on any transport mode to travel with confidence thanks to the pioneering use of personalised information services.

Zipabout technology creates a unique direct relationship between transport provider, passenger, and retailer, enabling the delivery of real-time information tailored to individual passenger needs, as well as incentives and rewards to encourage sustainable behavioural change. All generated and delivered with no location tracking through messaging channels they trust. The business is working towards shaping a transport sector where every decision is based on accurate and timely insight and has a genuinely positive impact on the passenger.

Across the transport network, there is crucial customer data already available that could be of benefit to all. We can identify crowded routes and suggest quieter alternatives to anxious passengers, provide real-time journey information delivered straight to travellers’ mobiles, and improve first and last mile support, among many other things. To encourage the recovery of passenger numbers, there needs to be incentives, we need to look at other sectors – such as retail - for inspiration and collaboration.

Finally, Covid has presented rail with a clean slate to review our ways of working and identifying areas for improvement.

Rail is now at a critical point where it must adapt and change to succeed, and while strategies such as WISP could go some way towards supporting modernisation, we must remember that 80 per cent of digital transformation success will come from people who work within it, embracing change and playing their part in creating a future for our industry, so let’s think seamless.

Charlotte Pearce is Head of UK Rail at Zipabout Rail Professional

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Disconnected data New Intoware survey reveals that 68 per cent of rail companies are being held back by disconnected data

D

ecision making is an important activity at the centre of every rail company, whether it’s timing critical track renewals or deciding on how many engineers to deploy in the field to help minimise disruptions and keep the network safe – it all helps to power efficiencies, compliance and cost competitiveness.

The rail industry has seen dramatic change during the pandemic, with passenger levels falling to a historic low of just five to ten per cent, although the industry is now recovering, it faces the challenge of how to ensure safety, reliability and greater efficiencies as commuters slowly return.

In the face of these challenges, being able

that delivers actionable insights is the key to mitigating these challenges.

Industry 4.0 and IoT technology, facilitates the access to data in ‘real-time’, without the need to take the assets being monitored out of service. This allows access to critical data that supports the day-today life of operators, asset managers and passengers by helping to minimise travel disruptions.

To better understand how data informed businesses are post-pandemic, digital workflow specialists Intoware commissioned a survey of 1,030 decision industrial businesses on the 28th February to the 3rd March 2022. It included rail transport, utilities, oil and gas, manufacturing, civil

engineering and transport and logistics sectors. Everyone from senior decisions makers, managers, supervisors to frontline workers were asked key questions to discover how they use data?

These included, do you see data as an asset, what the current challenges are to accessing data, how confident you are using digital ‘tools’ and whether your work culture is driven by data or intuition and finally, plans to invest in data-skills? With the aim of helping businesses to become datainformed, so they can make the most of their data insights. to respond quickly and accurately is critical not only to competitiveness, but survival.

Having an effective digital strategy in place

Survey findings Intoware found that 68 per cent of rail companies post-pandemic, are relying on legacy systems and spreadsheets to get tasks

done, believing this inflexible, often outof-date, disconnected data is sufficient to support corporate decision making.

The survey showed that most rail companies, 92 per cent claimed to be datainformed and 68 per cent trusted data

enough to complete tasks, this is despite most of them relying still on disparate legacy systems.

Intoware’s CEO, Keith Tilley, comments: ‘The research revealed that most of those surveyed believe they are data-driven, when in reality they could be relying on old, outof-date data. This disconnected data acts like a ball and chain, tying down your staff as they spend a huge amount of time trying to unlock data trapped in spreadsheets and legacy systems to meet the demands of businesses, customers and regulators.’

With 68 per cent of decision makers having access to data and over three quarters, 76 per cent, believe that data is an asset, which is very good news. However, just under half of those surveyed, 47 per cent use data only occasionally to help get Rail Professional

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the job done – as the reality is that their data is siloed.

While over half of those surveyed, 64 per cent are interested in using digital software ‘tools’ to support their role, it seems that a significant minority simply don’t have the skills to use the new data these systems provide, with 21 per cent feeling overwhelmed and another 24 per cent feel only slightly confident when using data to back decision making, that is almost half, 45 per cent of those surveyed.

Despite this, when it comes to passing on critical skills and expertise from ageing workers to help plug the skills ‘gap’ for the next generation, 64 per cent see digital ‘tools’ as playing a valuable part in sharing knowledge. So, it’s no surprise that just over half of companies, 56 per cent intend to invest in data skills, training and development in 2022 to help meet this challenge.

A culture of uninformed decision-making While it seems that a culture of un-informed decision making still persists for many, with 28 per cent having made decisions based on ‘gut-feel’ during their careers and over a third, 36 per cent doing this on a monthly basis and a worrying eight per cent each week.

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This culture goes right to the very top of businesses, with just under a third, 28 per cent of senior decision makers and 27 per cent of managers relying on ‘gut-feel’. This can have serious implications, such as when managers need to introduce engineering changes without assessing the impact on current works for example, which is detrimental to business performance.

So why isn’t it yet working, with most businesses relying on siloed data that risks flawed decision making and low productivity?

A simple answer to this challenge lies with smart digital workflow technology, Intoware developed its digital workinstruction platform WorkfloPlus using mobile and augmented reality (AR) wearable devices from RealWear.

WorkfloPlus converts out-of-date paper-based and legacy processes into easy to follow, step-by-step digital workinstructions. It gives field engineers access to the data resources, information and support they need to complete critical procedures. But most importantly, it provides the data analytics needed to help streamline asset maintenance, compliance and health and safety audits, as was shown in a recent technology trial.

Data-driven track inspections By working smarter, not harder and ensuring track inspection workers get it right first time was the remit of a digitisation project for Network Rail and the Central Railway Systems Alliance (CRSA).

They successfully trialled WorkfloPlus integrated with RealWear’s voice-controlled headsets to capture track renewal data, paving the way for the future of frontline teams.

Previous paper-based systems were replaced with a single collaborative hands-free solution that allowed data to be consistently captured and shared with colleagues to satisfy regulatory compliance.

Its application has been proven to deliver efficiencies of up to 70 per cent, reducing costs and improving worker safety on site.

Intoware now has a number of digitalisation projects underway with Network Rail following the success of this trial.

To download the full survey report, please visit: https://www.intoware.com/news/ disconnected-data

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Full steam ahead Alex Pond, Managing Director at Intertrain, a City & Guilds business explains how diversifying the rail industry can tackle skills shortages

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s businesses across the UK grapple with major skills shortages, in part thanks to the impact of Covid-19 on the jobs market, many industries are struggling to run efficiently and at full power. Of course, skills shortages and recruitment issues are not new to the rail industry. Back in 2020, our Back on Track research which we wrote in collaboration with the National Skills Academy for Rail (NSAR) found that the rail industry would need between 7,000 and 12,000 additional workers each year for the next five to ten years to be able to close skills gaps in the industry.

As identified in the report, one of the most significant – and existing – factors at play is the rail industry’s ageing workforce.

With 28 per cent of the rail workforce aged over 50, and some 15,000 workers due to retire by 2025, the sector is vulnerable to a huge exodus of experienced talent in the very near future.

This means that the industry desperately needs new talent – but it’s struggling to recruit, especially younger people and those from already under-represented groups.

Indeed, our research found that only 16 per cent of the current rail workforce are female, and just 24 per cent of women would consider a career in rail (compared to 41 per cent of men). In addition, 26 per cent of 18 to 24-year olds say they would consider a career in rail, compared to 39 per cent of 35 to 44-year olds and 27 per cent of those from ethnic minority groups would consider working in rail, compared to 32 per cent of white people.

It’s clear that opening up the talent pool to include a more diverse range of candidates – including women, younger generations and people from ethnic minority groups – could be a key solution to help fuel the UK’s rail talent pipeline. But there’s a lot of work to do here to improve the way the industry is perceived among these groups, to create an inclusive working environment, and raise awareness of all the great opportunities on offer.

So, what steps can employers in the industry take to widen their prospective talent pool and bring more diverse people and skills into their business for the coming months and years ahead?

Promoting flexible, inclusive roles A perceived lack of flexibility in careers in rail is undoubtedly excluding certain groups from entering the industry – women being the prime example. For example, our Back on Track research found that more women than men cited the need to travel away from home (20 per cent vs 13 per cent) as reasons why they would not consider a career in the rail industry.

With women more likely to have caring responsibilities outside of work, it's natural that they’d require more flexibility and sociable hours. And whilst some jobs in the industry may of course entail unsociable working hours and necessitate a journey from home - it's most definitely not the case for all. If employers want to recruit from a wider, more diverse talent pool, they should consider how they can demonstrate which roles are more accessible and flexible, and therefore more appealing to

women and other groups currently left out of the industry.

Our Back on Track research found that people from ethnic minority groups were more likely than their white counterparts to say that they didn’t know enough about careers in the rail sector (53 per cent vs 41 per cent), so clearly careers advice and guidance targeted at people from these groups could help to attract more people to the industry.

Recognising that some people entering the industry might need training or upskilling, employers should consider widening the eligibility criteria for their training schemes, by offering training opportunities for applicants who might not have exactly the right experience or credentials. And when it comes to training and upskilling, flexibility matters here too, as some employees might struggle to fit this around their responsibilities. To help people Rail Professional

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from all backgrounds get the skills they need to succeed, employers should look at how they can make their training provision more flexible and accessible, for example by introducing remote or bite-sized learning.

Casting a wider net For those already considering a career in the rail industry, a few questions would come to mind. Where can I find opportunities near me? What types of roles are there? How can I progress in the industry? But for many potential candidates, they may not be aware of rail as a career opportunity at all.

To allow themselves to recruit from a wider talent pool, employers have a role to cast a wider net and find ways to reach new audiences – including women, young people and people from ethnic minority groups.

This means placing ads across a variety of platforms, including different social media platforms and websites, or even local radio, in addition to the usual jobs boards, to increase visibility.

And as well as this, it's important for employers to proactively demonstrate their ambition to be an inclusive employer, celebrating employees from diverse backgrounds on their website and social channels, and ensuring recruitment pages

Rail Professional

and advertisements portray this inclusivity as well. Boosting their image and employer brand in this way could help businesses make huge strides in boosting their appeal to a wider talent pool.

And last, but not least, employers should ensure the wording of their job ads is as inclusive as possible. Employers should highlight key benefits, such as flexibility, that could widen their appeal – after all, the more inclusive your job ad is, the more likely you are to attract candidates from all backgrounds and tap into their invaluable talent.

Raise the profile of the industry The rail industry – and the transport industry more broadly, has historically struggled to demonstrate itself as an attractive employer. With perceptions of low pay and unsociable hours, our latest Great Jobs research found that only 46 per cent of working age adults would be proud to work in the transport and logistics sector.

Compared to 71 per cent of workers stating that they’d feel proud to work in healthcare, and 62 per cent in education, it's clear that the transport and logistics sector are facing an uphill battle when it comes to improving their reputation and making the sector an

attractive place to work.

For rail employers, there’s an urgent need to demonstrate why working in the rail industry is something people should be proud of. After all, our rail system is crucial to the connectivity and functionality of the UK economy, and the importance of our rail workers in keeping the country on its feet shouldn’t be lost. For this, we need support from the government in funding and facilitating nation-wide campaigns to raise the profile of the sector and the rewarding careers available. Meanwhile, employers can take an important role in celebrating their employees, and restoring the pride associated with working in rail, in order to capture the hearts of minds of potential talent across the country.

The bottom line is that there are actions that need to be taken to tackle the skills shortages currently facing the rail sector. But the most important answer is diversification. We need to work together to take steps to create inclusive and thriving careers in rail, and the time to take them is now.

Alex Pond is Managing Director at Intertrain, a City & Guilds business

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Keeping UK high-speed rail on track Michelle Craven-Faulkner is a partner and rail lead at Shoosmiths looks at how the industry could change between now and the opening of HS2

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ver 110 miles of new highspeed rail is set to be built following the publication of the government’s Integrated Rail Plan (IRP). However, while the IRP confirms the vision for the UK highspeed rail network (HS2), after eleven years in the offing, the current landscape for the rail sector couldn’t be more uncertain.

Rail operators, rolling stock companies and the supply chain are facing significant shocks, both financially, but also in terms of disruption to their everyday operations.

In my 23-years operating in the rail industry, I have never seen an outlook like this. The war in Ukraine, ongoing impact of Covid-19 and resulting inflation are leading to major availability issues and price increases.

This situation isn’t exclusive to the UK, or even the rail industry. However, it is important to remember that parts of the sector are yet to recover from the reduced, at times non-existent, rail use seen throughout the pandemic.

The advent of Great British Railways (GBR) and its control over how trains are run means that this part of the industry will be in effect government-backed. While operators will benefit from being paid a fixed fee for running services, the UK rail supply chain – and beating heart of the industry – is battling most of the current headwinds alone.

As a result, large and smaller businesses supplying into the rail industry are finding themselves in situations where contracts that at the time of tendering were viable, are now becoming commercially unsustainable due to increasing costs and material shortages.

This leaves businesses in the supply chain with limited options: risking their stability and continuing to deliver contracts, backing out of agreements with the risk of legal action or in certain circumstances, exiting the market entirely.

We cannot afford for the UK rail supply chain to collapse. This would have disastrous economic implications, while also bringing the delivery of UK high-speed rail into

question. So, with the financial landscape only likely to worsen and inflation projected to hit double-digits, how can the rail supply chain remain intact and ready to not only keep the industry operating, but also able to support the delivery of a huge infrastructure project like HS2?

Contracts The first consideration for businesses within the rail supply chain must be their contracts.

This includes existing agreements and also any upcoming tendering opportunities.

For existing contracts, it is critical that suppliers and customers are having commercial discussions that are focused on the changing operating and economic environment and how this is impacting the delivery of products or services.

Suppliers shouldn’t be scared of being transparent when it comes to these discussions, as either party can only help to find a solution when they know there is an issue.

There will be situations where suppliers into the rail industry are on fixed-price contracts. This can make negotiating factors such as costs difficult. However, customers should remember that finding a new supplier is not always easy, or cheaper, therefore forcing an existing partner to either exit a contract or fail trying to deliver it may be unwise.

Communication is as equally important in the tender stage. Genuine and lawful pre-bid discussions can help the customer understand what challenges suppliers are currently facing, ahead of then shaping the tender requirements accordingly.

Alongside wider due-diligence, suppliers can use this to build up a picture of whether anything can be done to revisit terms, either before or after, a formal contract is entered. The aim of these discussions, either pre-contract or during the delivery of works, is also to foster collaboration between suppliers and customers. It is by working together that both parties can look to find a solution to current challenges – for example, agreeing on a seven per cent rise in costs, compared to a twelve per cent increase should a customer have to look for a new supplier.

While no silver bullet for some of the challenges the rail sector is facing, making sure existing contracts remain viable, and avoiding taking on work that is, or could become commercially unsustainable is a good first step to stabilising the rail supply chain.

Pipeline Some 950 days have now passed since the government last published its rail network enhancements pipeline (RNEP). Without the RNEP, the industry remains in the dark Rail Professional

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about the timings of the rolling programme of investment, including for the new projects laid out in the IRP. This is resulting in some businesses holding back on investment or planning ahead for the future.

By publishing an updated RNEP, the government can provide clarity for the rail sector and those supplying into it.

New jobs can be created, and investment made in talent, technology and machinery – boosting the innovation already seen across the industry.

Part of HS2’s vision was to tap into a rail supply chain for ‘their innovation, experience and ideas’ in order to ‘make this a world-class project’. If this is to be possible, the RNEP has to be published and businesses provided with the time and certainty to prepare.

Potential of Great British Railways The government has reportedly provided the rail industry with £16bn in support since the start of the pandemic. It is therefore understandable why it may be hesitant to provide further funding to the sector and its supply chain despite the current circumstances.

However, even if direct funding is off the table, the government must realise the predicament that businesses are finding

themselves in and consider other ways it can support the rail industry. Publishing the RNEP is one method, but more has to be done. Great British Railways can be a key tool in this regard.

As covered in the Williams-Shapps. Plan for Rail, one aim of the GBR is ‘unleashing the private sector’s potential’. The plan references potential changes to overhauling contracts, while also creating new forms of competition, via ‘innovative systems with shared data’.

Any changes that support the rail industry and supply chain must come to fruition through GBR. The GBR could be utilised for example – subject to Competition and Markets Authority approval – for industry-wide purchasing and accelerating the procurement process.

The GBR also has the potential to shoulder a level of risk that most small and medium-sized businesses in the rail industry are unable to. While this risk will need to be managed correctly, if wielded strategically alongside its greater purchasing power, the GBR could substantially build on the £2.5 billion worth of contracts smaller private sector businesses are already delivering for UK railways.

It is this type of large-scale work that is critical to securing the rail supply chain.

In its role of overseer, there is a question around how GBR will use the funds collected from fare revenue. By reinvesting some of this back into the industry, including into the supply chain, the GBR has an opportunity to create a landmark rail network for customers, but also an operating environment that promotes business innovation and success.

Acting now Though it may be over ten years until we see the first HS2 trains running on Phase One of the network, the journey to UK high speed rail has already begun. That is why it is critical that action is taken now to safeguard and support the supply chain and wider industry as it deals with current challenges, and those likely to emerge.

The launch of GBR in 2023 is a clear moment to bring about the reforms needed to support this aim. Until then, the government and those in the sector must continue to collaborate and proactively seek out ways to stabilise the supply chain – ensuring the rail industry can continue to operate, while keeping the UK’s plans for high-speed rail on track.

Michelle Craven-Faulkner is a partner and rail lead at Shoosmiths

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HS1 Ltd: starting a green transport revolution Dyan Crowther, HS1 Ltd Chief Executive looks at the dual goals of decarbonising transport and achieving modal shift

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ike other leaders in transport, I am acutely aware of the responsibility that the sector has in reducing its impact on the environment. In 2019, transport alone produced 27 per cent of the UK’s total CO2 emissions (CO2e) – a staggering proportion.

And while exploring ways to decrease these emissions has been on the global agenda for some time now, the sector needs to accept that progress has been slow and disjointed.

What makes this disjointed approach even more frustrating is the fact that many of the solutions to decarbonising transport exist already – one of those being highspeed rail. Strikingly, in 2019, rail emitted just 1.4 per cent of the transport network's emissions. That’s a remarkably small proportion.

And yet, high-speed rail’s environmental credentials and their economic benefits are under-recognised and under-utilised.

That’s why I made it my goal as HS1 Ltd’s Chief Executive to spark a shift to high-speed rail, while also putting a strategy in place that will see HS1 become a truly sustainable piece of transport infrastructure by 2030.

The 109-kilometre HS1 line is the only high-speed line in the UK, connecting London to Kent and the international high-speed routes to Paris, Brussels and Amsterdam. It is a significant part of the UK’s transport infrastructure and has an important role to play in delivering a green transport revolution.

The beginnings When we embarked on our journey to become a more sustainable company in 2019, we quickly realised we needed to understand what environmental benefits we were already contributing. This would help us work out what we needed to do better in, and in turn where we needed to get to in terms of sustainability. All of that would help us put a plan in place to deliver on our sustainability ambitions.

The independent report that we commissioned was revealing. It showed

was simple – to help consumers reduce their carbon footprint while still enjoying safe, fast and reliable travel at home and abroad. We set audacious goals across priority areas, including climate change, energy use, resource use & waste impacts, social value, biodiversity and transparency.

As part of this, we have committed to being net zero-carbon impact by 2030, recycling 90 per cent of operations and project waste this year, and delivering a ‘Biodiversity Net Gain’ by 2030.

Whilst we know that train travel already generates 80 to 90 per cent less carbon than other forms of travel such as flying, we want to keep pushing further.

that HS1 delivered in three clear areas – for our economy, for our society, and for our environment. For the economy, the HS1 route produces a staggering £427 million of economic benefits every year. Cumulatively since opening, that amounts to £4.5 billion.

For wider society and the communities we serve, HS1 has brought affordable housing within the reach of tens of thousands of young couples and families.

Indeed, it has made the aspiration of owning a home a reality for many.

And for our environment, the shorter journey times permitted by HS1 have made international rail journeys even more attractive. This has driven a switch from one of the most environmentally harmful forms of transport – aeroplanes – to one of the most environmentally friendly. A passenger travelling by Eurostar to Paris, for example, generates carbon emissions that are up to 93 per cent lower than if they had flown to the same destination. We have reduced CO2e by the equivalent of 60,000 short-haul flights every year, equivalent to 750,000 tonnes of CO2e per year. We also remove 6,000 cars and lorries from UK roads each year.

These insights helped form our first Sustainability Strategy in 2020. Our mission

Making modal shift a reality For all these commitments though, we know that to really tackle climate change and decarbonise transport, we need to get more people off planes, out of cars, and onto the railways.

A core part of our strategy therefore focuses on encouraging a modal shift to high-speed rail. And we have the capability to deliver this right now. The infrastructure is all there, but we are currently only operating at 50 per cent capacity. In passenger terms, if the HS1 line was at full capacity, an additional 4.9 million people could travel by high-speed rail each year to existing international destinations.

Such a change would represent a huge reduction in carbon emissions for shorthaul European journeys and shows how passengers moving to cleaner forms of transport can have a real impact. If we can get an additional 4.9 million people to use the line every year, 450,000 more tonnes of CO2e can be prevented from entering the atmosphere. It also presents the opportunity to significantly contribute to the goals of making travel across the UK and into Europe net carbon zero before the Government’s 2050 deadline.

A collaborative approach From conversations with our customers, it quickly became clear that achieving greater modal shift would require a collaborative Rail Professional

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| HIGH-SPEED RAIL

approach. Encouraging more people and businesses to choose high-speed rail ultimately means we need to build a more enticing offer on top of an already excellent passenger experience. This is particularly true when you look at how you get to and from railway stations. We are aware that travelling by train with lots of suitcases and young children can be more demanding than the convenience of a car, for instance.

We knew that success, therefore, would come from sparking conversations with a different audience beyond the rail industry to seek solutions to this challenge. As a result, we turned our focus to the global stage at COP26. There, we convened a muchneeded workshop for businesses, investors, policymakers and activists at the World Climate Summit’s ‘The Investment COP’.

Just as we’d hoped, the discussions were spirited and entrepreneurial. Ideas ranging from luggage concierge services to green travel-based loyalty schemes and introducing government subsidies when a business chooses a greener way to transport goods were all raised.

It felt like the start of some substantial and creative solutions to modal shift – and I was determined that this momentum would not go to waste.

That’s why last month we also hosted the inaugural Kent Rail ‘COP’ to address this same challenge at a regional level.

Politicians, business leaders and green groups from the Kent region joined us in Ashford to identify how we can remove an additional two million car trips from the region’s roads. This would not only result in better air quality, but also reduce greenhouse gas emissions equivalent to at least 18,500 tonnes of C02e from 2025 to 2035.

The event, which raised ideas such as partnering with local universities to offer students flexi-tickets, truly cemented my belief that the rail industry, wider business and communities along the HS1 line are all pulling in the same direction. With greater investment and collaboration, the future of high-speed is on the right track.

What’s next The Intergovernmental Panel on Climate Change’s (IPCC) 2021 report – which warned of a ‘code red for humanity’ – means there has never been a greater need to focus on the actions transport operators are taking and can take to help the UK reach its net zero goal by 2050 or before.

There is much still to do, but I’m immensely proud of the sustainability journey that HS1 is on and the bold thinking we’re already fostering. From collaboration opportunities to delivering modal shift to the hard work being put into our six priority areas, this is an exciting moment.

We are galvanised to deliver a truly sustainable piece of infrastructure and offer people throughout the UK and Europe a way to travel that is both green and convenient.

Dyan Crowther is Chief Executive of HS1 Ltd Rail Professional

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Supporting high-speed rail Deb Carson, Head of Operations at the High Speed Rail Group introduces the now elevenyear old group and how they represent the industry

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he High Speed Rail Group exists to support, promote and champion the successful delivery of a world-class high speed rail network in Britain. We are a membership-based organisation, open to companies, organisations and academic institutions with experience in high speed rail and related infrastructure activities.

Our members have helped deliver major infrastructure projects in the UK and around the world, ranging from creating entirely new high speed networks through to maintaining and improving the UK’s existing rail network. HSRG’s aim is to bring this extensive range of expertise together into one coherent and unique body, to promote the transformational benefits that a high speed railway will bring to Britain.

HSRG’s broad membership, which spans industry leaders from across the rail supply chain to academia, provides us with a distinctive insight into both the shortcomings in the current network and the transformative capacity, connectivity and carbon benefits that high speed rail can bring. Since HSRG was established in 2011 we have consistently made the case for high speed rail – and HS2 – by harnessing this unique pool of expertise, offering a cleareyed view of the benefits that the extension of the high speed rail network would bring to the country. Now that delivery of the first leg of HS2 is underway, we believe that the Government and the supply chain must work together to ensure that the project meets its potential and leaves a lasting legacy for the UK. As a group we engage with our membership regularly to ensure that HSRG’s objectives have a set of priorities which remain at the core of all we do. One of these is a focus on sustainability. The rail industry is a key driver in the UK’s efforts to meet its net zero targets, and as we enter the delivery phase of HS2, HSRG is aiming to build on the notable work we have already done in this area. Some aims are ongoing - such as the passenger proposition onboard HS2 trains, increasingly relevant now that the rolling stock contract has being awarded.

Other targets are longer-term: HSRG’s ultimate vision is of a truly national network that spans the UK, reaching the southwest as well as north to Scotland.

Jobs and skills are a particular focal point of HSRG’s work, and the group

unapologetically places great emphasis on the importance of the work force and apprentices. The reason is simple: the associated boost to employment and productivity is one of the strongest arguments in favour of HS2, and high speed rail more broadly, and HS2’s potential to boost the economy can be backed up with empirical evidence.

As we emerge from Covid-19, this economic argument will continue to be one of the strongest, and as a group HSRG has pledged to continue to support the development of apprentices through our High Speed Rail Group Apprentice Network.

We are extremely proud of this ever growing network of apprentices, and our members continue to support it as an importance element of inspiring the next generation of rail professionals to ensure that the future of the UK rail network is supported by talented, well-trained rail professionals. As well as holding events and running a oneto-one meeting programme for apprentices with their local MPs, HSRG have launched a regular podcast series, which aims to give apprentices a platform to talk about their roles, the experiences which first brought them into the rail industry, and the elements of their role which inspires them most.

The HSRG website also features regular interviews with apprentices, so that people both within the industry and from outside can learn more about the day-to-day working lives of rail apprentices and gain some perspective of how the industry looks through the eyes of a relative newcomer.

HSRG’s apprentice network has produced some fantastic results, not only in improving the experiences of those who are just starting out in the industry, but also in encouraging those who are choosing their path to consider a career in rail.

We regularly hold events where members come to gether to collectively consider and debate high level transport system views across a range of focus areas. Throughout the pandemic, while opportunities to gather in person were restricted, HSRG organised several virtual events to ensure that communication within the high speed rail community was not put on hold and we now have a full calendar of activity in the diary for the remainder of 2022.

As well as through large set-piece events, HSRG benefits the wider rail community through a regular drumbeat of thought

leadership, including our series of High Speed Rail Voices reports. Each of these reports sets its sights on a specific theme, and explores the positive effect that high speed rail will have in this area through a series of informative, insightful articles from a diverse selection of experts, encompassing politics, business, local government, the supply chain, think tanks, and associated charities and campaigners. The most recent of these reports, High Speed Rail: Net Zero Voices, included contributions from Mark Thurston, CEO of HS2 Ltd, Jacques Damas, CEO of Eurostar International Ltd, and sustainability leads from both the Align and Skanska Costain STRABAG Joint Ventures. Additionally, in January this year, HSRG published Modal Shift Matters - and HS2 Delivers It, which set out how HS2 is uniquely positioned to provide a more attractive alternative to both car travel and domestic flights.

HSRG’s extensive range of activity is all geared toward ensuring that high speed rail, and the associated benefits it can, and is already bringing to the UK’s transport sector, is properly represented in public life. High speed rail is about far more than reducing journey times: it is also about providing economic and social benefits along the line of route, and the encouragement of skills in our young workforce to stimulate future innovation. It’s about making Britain a better, more attractive place to live and do business by bringing cities and towns closer than ever before, and passing a high-quality, modern, enduring transport network to future generations, so that the UK can continue to compete in the global race for jobs and growth.

Thanks to our already formidable body of work in pursuit of these aims, HSRG is now a respected voice on high speed rail in the transport sector and beyond. With HS2 now under construction, this mission doesn’t stop, and as an organisation we are committed to championing the truly national high speed network the nation needs and deserves.

If you would like to find out more about membership please do get in touch!

Deb Carson is Head of Operations at the High Speed Rail Group Rail Professional

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Rail Cluster – theory and practice Michael Hird, Director at Hird Rail Development brings us up to date on the South Yorkshire rail cluster

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n recent weeks colleagues from across the rail sector in South Yorkshire have been meeting on a regular basis to discuss the region’s ‘rail cluster’.

Many of us thought we were going to business development events, Chamber of Commerce meetings, Rail Industry Association get togethers etc. Even more so after two years of lockdowns, we were simply getting to reconnect with old friends, colleagues and explore new opportunities with clients and our supply chain. In fact, or so I am told, we have been taking the South Yorkshire rail cluster to a new level of maturity!

With support from Business Doncaster’s rail lead Andrew Webb and Dan Fell and the team at the Doncaster Chamber of Commerce, along with other chambers across South Yorkshire, we have been working in a more collaborative fashion for many years. I have had the opportunity to discuss the cluster ideas with Professor Paul Hammond from University of West of England, Bristol and a Director with Steer.

We set out the challenges for the sector as I saw them locally and compared these against the academic theory and practices of a cluster.

Industry clusters are spatial concentrations of related industries.

Clusters consist of companies, suppliers and service providers, as well as government agencies and other institutions that provide education, information, research and technical support to a regional economy.

According to my Professor friend, ‘Clusters are a network of economic relationships that create a competitive advantage for the related firms in a particular region. This advantage then becomes an enticement for similar industries and suppliers to those industries to develop or relocate to a region.’

A cluster-based approach starts with regional stakeholders pursuing initiatives to address challenges and make the industries and assets that are already present in the region better. These can include overall business environment conditions, common Rail Professional

to all sectors, but in rail particularly our ageing, and male dominated, workforce means we are facing future skills constraints.

Access to finance, government rules and regulations and uncertainty post-Covid were already on my list of challenges. Add to these the issues caused by huge increases in our cost base and uncertainty in the market around global and national decision-making and the basis of a cluster is already in play – it helps to talk to customers, staff and the supply chain. It also helps that we cover all aspects of the railway – rail operations, power supply and distribution, traction, rolling stock and advanced manufacturing and Infrastructure. Central to the clusterbased approach is that, in response, we support each other, we learn from each other, we challenge each other.

In South Yorkshire that is what we have been doing for many years – spurred on by great relationships with our UK and global clients including Network Rail. As we move into a new age with the establishment of Great British Railways in a rail sector that is focussed on its customers, safety, decarbonisation and delivering value in passenger and freight this will only increase in importance.

Our cluster-based strategy has not been easy or quick to implement, but we are now beyond the development stage and piecemeal approaches. We are doing good business and generating jobs. Two examples standout in this regard.

Firstly, as Professor Hammond says, a successful cluster welcomes Foreign Direct Investment as competition and an opportunity to learn and trade. Facilitated by the local authority and Doncaster Chamber of Commerce, and with support from the Department for International Trade (DIT), we have sent delegations to InnoTrans Berlin. The latter point is important – the DIT recognised that we had something special and that we are already ‘clustering.’

Secondly, the labour market has begun to change, and we are seeing a light at the

end of the tunnel regarding the skills crisis that the sector has been aware of for many years. Future rail careers are being shaped at Doncaster’s award-winning University Technical College (UTC) and at the National College for Advanced Transport and Infrastructure (NCATI), which specialises in skills for rolling stock, track systems and power. Sheffield Hallam University (SHU) is steeped in rail and offers, inter alia, a degree apprenticeship in railway engineering.

South Yorkshire is soon to have an Institute of Technology (IoT), making a substantial contribution to the region’s productivity and ability to attract and retain higherlevel technical skilled roles in the region.

These skills then form a virtuous circle and support the development of wider industry skills hubs. There is the Clean Power and the Energy Institute at the University of Sheffield, and the UK Rail Research and Innovation Network (UKRRIN) is of international significance, we are testing steel for our future railway at the Advanced Manufacturing Park (AMP) in Rotherham and we host UKRRIN’s Digital Hub at Unipart Rail in Doncaster.

The development of a future rail workforce is gaining momentum locally and many of the 200+ firms in the regional rail cluster are active with these educational bodies as Board members, advisors, and Governors. By offering these links and work experience we are a cluster in practice, not theory. Challenges remain however, and in a recent visit to meet students from the UTC we heard from one individual about the likely need to leave South Yorkshire to get a well-paid job. He could get the education locally but couldn’t see the opportunities in our cluster.

More work to do.

Michael Hird is a Director at Hird Rail Development

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SIGNALLING |

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Alstom wins two major signalling contracts Network Rail has awarded a major design and delivery contract to Alstom as part of a £194 million investment for the renewal of the signalling systems in the Cambridge area alongside a £69 million signalling contract to deliver Phase 5 of the hugely important Victoria Area Resignalling Programme

T

he Cambridge re-signalling project aims to replace the existing systems with a modern, state-of-the-art signalling technology which means better reliability for passengers and reduced maintenance. It will also provide a platform ready for digital technologies such as the European Train Control System (ETCS).

The £130 million contract awarded to Alstom is the largest single contract to be awarded by Network Rail under the Major

Signalling Framework Agreement (MSFA) during the current five-year investment cycle. As part of the project, Alstom will deliver the complete renewal of the signalling system for the Cambridge area to replace the existing equipment which was installed in the early 1980s. The contract includes the replacement of almost 700 items of life expired signalling equipment with a modern signalling system and: • Upgrade of the signalling control equipment at Cambridge power signal

box with Alstom’s control systems and workstation.

• Upgrade of the signalling safety interlocking equipment in the Cambridge area with a modern signalling technology using the Alstom Smart Lock 400GP computer-based Interlocking (CBI) system.

• Upgrade of seven level crossings from half barrier to full barrier to improve safety for all crossing users.

• Renewal of the telecommunications Rail Professional

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Victoria Area - Resignalling Phase 5

Overview

Victoria

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New Signals

Three Bridges ROC

Waterloo

will be installed along the route

Blackfriars

Train Detetction

Elephant & Castle

Vauxhall

82

Battersea Park

New TPWS

TBROC

Train warning protection systems will be installed along the route

42

Recontrol to the Rail Operating Centre 3 New workstations, FTNx, Telephones and concentrator

Loughborough Junction

New AWS

Automatic warning protection systems will be installed along the route

Denmark Hill

Peckham Rye

Nunhead Lewisham

Brixton Crofton Park

494

New Axle Counters

Route Works & Cabling

will be installed along the route

11

East Dulwich Herne Hill

160km

North Dulwich

New Cabling installed

New REBs

Relocatable Equipment Buildings (REB) will be installed along the route to house the signalling control equipment

86.5km Signal cables

17.0km Power cables

48.0km Fibre cables

8.70km ETE cables

Tulse Hill

Project Extents

Power

46 Under track crossings (UTX) will be installed to allow cabling to cross the railway

This signalling renewal project covers 125 miles of track, stretching from Meldreth and Elsenham to the south, through central Cambridge, up to Ely and Thurston to the east. The project also enables the delivery of wider re-signalling works within the Anglia region, including future integration with the proposed new Cambridge South station, as well as the potential future integration with East West Rail.

Design work has commenced, with the work on the ground expected to be delivered during four key commissioning stages to minimise disruption of the operational railway. The final commissioning of the new signalling system is scheduled for winter 2024.

Second major South London signalling contract Alstom has been awarded a £69 million signalling contract by Network Rail to deliver Phase 5 of the hugely important Victoria Area Re-signalling Programme.

The announcement for the delivery stages (GRIP 5-8) of Victoria Phase 5 follows the success of the £37 million Phase 4 awarded

Bellingham

Ravensbourne

Sydenham Hill

New UTX’s

and power supplies to support the new systems.

• Relocating control of signalling to the Cambridge power signal box and decommissioning of three mechanical signal boxes.

Catford

Beckenham Hill

West Dulwich

Civils Works

4

Rail Professional

Clapham High street

Wandsworth Road

Location cases (LOC) will connect to the signalling equipment in some areas

New LOCs

17

New FSPs Function supply points (FSP) will supply power to trackside equipment

in March 2021 which is already setting a high standard with most of the civils work already commenced. Phase 5 will see Alstom providing vital signalling upgrades in the London Victoria area over three years with this phase going live in December 2024. New technology will deliver a more reliable, lower cost and easier to maintain system, bringing greater efficiencies and improvements to help keep passengers and freight services moving. The works will particularly benefit passengers and freight services travelling between Battersea, Brixton, Herne Hill and the Catford loop by improving service reliability on the network.

Network Rail’s Three Bridges Rail Operating Centre (ROC) will control 302 new signal equivalent units (SEUs), 494 new axle counters, and 82 new Train Protection Warning System (TPWS) units linked by 86,500m of signalling cable. The project forms part of the Major Signalling Framework Agreement (MSFA) for the Southern Region which Alstom won in 2020.

Jason Baldock, Alstom’s Managing Director, Digital & Integrated Solutions said: ‘Passengers can look forward to a more reliable railway across the South London area. The improvements Alstom bring through Victoria 5, when combined with our existing Victoria 4 project, means that we can continue to realise our commitments in the Major Signalling Framework Agreement (MSFA). Our ‘one team’, collaborative and

2

New PSPs

Principal Supply Points (PSP) will be installed to power the new signalling system

trusted relationship with Network Rail, allows us to openly share lessons learned and returns on experiences from one project to the other; enabling an efficient and costeffective programme for Network Rail, while deploying the latest in digital technologies.’

Jamie Foster, Senior Programme Manager at Network Rail said: ‘The award of this GRIP 5-8 contract for Victoria Phase 5, the next major phase of the wider Victoria Area Re-signalling Programme, marks both end and beginning chapters of an enormous effort by the joint Network Rail and Alstom teams. Since the teams formed for the delivery of the GRIP 4 contract, they have been on a collective journey of discovery.

This has focussed on safe-by-design, safe delivery principles whose goal has remained to delight the passenger and end user, and this has been delivered throughout within a culture established to promote a collaborative working environment. I look forward to continuing to be a part of these shared successes and to further witness the teams continual growth and development, with the ultimate goal of celebrating the benefits the passengers will see upon completion of the scheme early in 2025.’

Visit: www.alstom.com

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VIEWPOINT FEATURE | |

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Achieving rail efficiencies in an evolving world If transportation is the lifeblood of modern cities, roads are all too often the clogged arteries, says Karsten Oberle, Head of Rail Business at Nokia Our reliance on road-based transport has many social, economic and climate costs, including negative outcomes for physical and mental health. Most municipal and regional governments have, for these reasons, long prioritised investing in their urban rail and transit systems in the hope of shifting transportation from road to rail.

The pandemic, unfortunately, has been a step backwards for transit, with many commuters choosing either to stay at home or travel by car. As the pandemic eases, ridership is recovering, but with many companies embracing hybrid work, questions around commuting patterns have yet to be answered fully.

With pandemic ridership down, transit authorities have been forced to find ways to keep their systems running despite the dramatic loss of fares. This has put a lens on operational efficiency as well as better ways to help passengers feel safe. At the same time, the longer-term issues of climate sustainability and the need to grow transit coverage and capacity have not gone away.

The answers, however, may not be the same.

Open air transportation modes that gained popularity during the pandemic, such as bicycle and scooter sharing, have the potential to address our transportation needs in different ways. What does the rapid electrification of cars and trucks mean for city plans to combat climate change, and what about charging infrastructure for electric vehicles of all sizes? Are autonomous technologies and robo-taxis really within reach, and what role will they play as part of the multi-modal mobility-as-a-service (MaaS) future?

Transportation 4.0 With the slowdown in fare revenues, operational efficiencies are critical. Digital and Industry 4.0 technologies such as IoT, cloud, 5G, digital twins, AI and machine learning (ML) offer a host of potential solutions to rail and transit operational use cases. They include improved asset utilisation and maintenance, autonomous and remote operations, enhanced worker and passenger safety, mission-critical video and voice communications, as well as the ability to make rail and transit systems more

agile, responsive and better able to integrate into multi-modal transportation systems.

In terms of operational efficiency, maintenance management is one of the key use cases for IoT and ML-based analytics.

Today’s scheduled maintenance approach is low on actual performance or conditions information because it relies on the manufacturer’s best estimation of what is a safe maintenance schedule. A manufacturing fault or a mistake in assembly or repair can be missed, leading to the early failure of a component outside the scheduled maintenance window.

Conditions-based maintenance is the next step in maintenance management that uses IoT sensor-based data for assets such as tracks or rolling stock. The goal is to gather data on the actual condition of the equipment using IoT sensors and compare current data to historical data to make repair decisions. In this way, machine learning analytics can correlate the observed condition to known equipment failures in the past, even going so far as to implementing predictive maintenance.

This helps operators to better manage resources and avoid prolonged downtime as equipment waits to be maintained.

Rail and transit operators can actually do less maintenance and achieve better, safer results.

Automation A consistent theme for most rail and transit operators around the world is the shortage of drivers and yard workers. This is one area where automation and remote operations can help in different ways. There are high profile examples today of driverless trains such as the Paris Metro Line 14. Shunting yard operations are also being upgraded with trackside remote terminals. A yard worker can drive the shunter remotely while performing mechanical tasks such as pulling pins and other interventions needed during shunting and marshalling.

Further adding to the safety and efficiency of these operations, IoT sensors and video analytics can help to maintain adequate distance from obstacles, regulate speed over points, and ensure safe coupling with sophisticated retarders. Remote back

office and yard workers will in the future oversee multiple operations simultaneously, with the ability to take control at any time or during specific points in the operation.

Safety analytics The wide adoption of IoT sensors in railway and transit operations will be slow as older equipment and fleets are replaced with the new IoT-equipped technology. Much easier to leverage are the video cameras already used for CCTV systems, even when they are several decades old. Using AI/ML-based analytics, they can become sophisticated sensors. The Tokyo metro, for instance, is using video analytics to identify the number of people in metro cars to better manage train congestion.

Video analytics can also be used for increased safety. Cameras pointed at a metro platform, for instance, generate a very consistent image of an empty track when the train is not in the station. The video analytics “learn” what normal looks like. If, however, a person falls onto the track, this will generate a different image or ‘anomaly’.

The ML-based analytics may recognise that a person is on the track, or the anomaly will trigger the software to alert transit personnel, who can instantly view the footage and take immediate action.

Video analytics can also be used for level Rail Professional

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| VIEWPOINT

crossings, perimeter and asset surveillance, crowd monitoring in larger stations, as well as being mounted on trains for identifying obstacles on the track. These analytics and machine learning technologies can be used, as well, with infrared cameras and LIDAR. 5G and LTE communications A common thread in all these Industry 4.0 technologies is the ability to gather, monitor and analyse data. Data can come from sensors, video cameras and operational systems, but it must be transmitted by low latency, high bandwidth communications.

One of the key technologies making these advanced applications possible are private wireless technologies based on LTE and 5G. 5G is a foundational technology for Future Railway Communication System (FRMCS). With the move to broadband wireless technologies, rail operators will gain access to extremely reliable and ubiquitous wireless communications to support a wide range of Industry 4.0 use cases including those discussed here.

LTE and 5G will also support the migration to the cloud, including edge cloud computing to support machine automation.

They will provide rail and transit workers with advanced mission-critical voice, data and video communications. 5G’s network slicing ability will enable passenger

A consistent theme for most rail and transit operators around the world is the shortage of drivers and yard workers.

This is one area where automation and remote operations can help in different ways.

broadband services to be carried on the same network infrastructure as IoT sensor data, video surveillance and train signaling – all with complete security and with every application receiving the network performance it needs.

Multi-modal integration As we have seen, there are a proliferation of transportation modalities already serving as alternatives to the private car in the post-pandemic world of urban transit.

Urban transit and regional rail operations should not be in competition with these modalities but view themselves as part of an integrated system. Passengers armed with smartphones and mobility-as-a-service apps, will expect to be able to plan their transit across the metropolitan area based on upto-date information. This means access to information on everything from operational slowdowns and passenger congestion to route planning and ticketing, ride share reservations and the weather.

To integrate their operations into this information-rich multi-modal system will require transit and rail operators to digitalise their operations from end to end. Only in this way will they win riders back, convince drivers to leave their cars in the garage and boost adoption of more sustainable forms of transportation.

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ELECTRIFICATION |

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The PWI and electrification Railway infrastructure is changing to decarbonise and the PWI is here to help electrification engineers share and gain knowledge to meet the challenge

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he U.K. government has committed to reaching netzero carbon emissions by 2050.

Transport must decarbonise for the betterment of society and our planet. Rail is already one of the cleanest forms of transport, but the only practical way for large parts of the network to fully meet the decarbonisation challenge and operational demand is overhead line electrification.

In recent years, the PWI’s membership has grown and welcomed a wider range of rail infrastructure engineers. That has allowed the Institution to enhance the scope of knowledge and information sharing that it can offer all PWI members. Supporting and making the case for electrification has been a key aim of the PWI. As members of the PWI, electrification engineers join a community of rail infrastructure engineers, gain access to continuing professional development (CPD) resources, formal training, and can pursue professional registration.

Knowledge sharing The PWI is a community of rail infrastructure engineers committed to sharing knowledge to develop and maintain their skills of its members and supporting them to progress in their careers. To do so, the PWI provides CPD opportunities and resources to its members including the PWI Journal, lunch and learn webinars, technical seminars, Section meetings, and technical training. Electrification has become a prominent feature in the PWI’s library of resources which increases the PWI community’s knowledge and understanding.

Every quarter the PWI Journal explores the most relevant industry topics from electrification to high-speed rail to sustainability to safety, through a range of technical articles written by industry experts, academics, and engineers. Recent articles around electrification have included ‘Data driven overhead line equipment (OLE) construction assurance for electrification

Lawrence McEwan MPWI Principal Construction Manager – Network Rail

projects’, ‘Earthing and bonding on ac electrified railways’, and ‘Larkfield to East Kilbride electrification project – alignment through design.’

Another way for electrification engineers to not only stay on top of the latest industry developments but also connect with other rail professionals is to attend their local PWI Section meetings. Held in-person or online PWI Section meetings include a presentation from speakers and a Q&A session. The PWI also hosts Lunch & Learn webinars every two weeks on a Tuesday.

In October 2021, the PWI’s ‘Cost Effective Minimum Clearances’ online conference explored the methods available to the rail industry to reduce the cost burden of electrification for civil engineering interventions, if applied effectively.

Following the conference, the PWI held its ‘Electrification: Delivering the business case’ seminar in April 2022, which delved into other topics around electrification.

At the seminar rail industry experts and leaders including Bill Reeve (Director of Rail, Transport Scotland), Warren Bain (Technical Director (OLE), PBH Rail), and Anne Watters (Engineering Manager, Amey) spoke about the importance of cross-sector collaboration, successful electrification projects, rail’s green credentials, and cost effectiveness.

As well as hearing from speakers, PWI seminars and Section meetings provide electrification engineers with the opportunity to network, connect, and share knowledge with other rail infrastructure engineers. The PWI intends to hold an annual electrification technical seminar going forward. All the presentations recorded at PWI Section meetings, Lunch & Learns and articles in the Jouurnal are accessible through the PWI website.

Training The PWI has a proud history of delivering high-quality technical training courses led Rail Professional

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| ELECTRIFICATION

by experienced engineers who have spent their careers designing, constructing, operating and maintaining systems around the world. The PWI Track Engineering Diploma and S&C Refurbishment Course are accredited and acknowledged as providing delegates with the theoretical and practical knowledge they require as professional rail infrastructure engineers.

For electrification engineers, the PWI launched its Electrification Engineering (Overhead Line) Diploma in 2021. The Diploma is designed for both newly qualified and experienced engineers and gives delegates an understanding of the theoretical principles of electrification engineering in the UK, and the practical skills they need to carry out their work. It comprises the following three modules: • Module 1: Systems and maintenance - introduces delegates to the various aspects of the UK rail system and imparts a knowledge of OLE system types and the interfaces with the pantograph.

Delegates will gain an understanding of the essential interfaces with other rail infrastructure including earthworks, structures and clearances. The module also explores inspection, maintenance, servicing and repair processes.

• Module 2: Design - focuses upon electrification design for projects and enhancements. Delegates will gain an understanding of design categories and processes by investigating case studies, and develop their skills in designing electrical, mechanical and civil engineering aspects including construction design and bonding design.

• Moule 3: Advanced asset engineering, construction and renewals – focuses on strategy and delivery, exploring advanced asset management techniques and applications. Delegates will gain a deep understanding of UK OLE construction and renewal processes including commissioning, OLE system testing and hand back to service. While also considering the ethical and sustainability aspects of OLE work and future proofing for climate change.

In total the PWI Electrification Engineering Diploma (Overhead Line) involves 100 hours of taught study, and each module is mapped to HE Level 6. Upon successful completion of all three modules, candidates will be awarded the PWI Diploma in Electrification Engineering (Overhead Line). Further modules exploring third/fourth rail, side contact systems, and power and distribution are under development.

The PWI Electrification Engineering Diploma (Overhead Line) runs at various points throughout the year.

Professional Registration Through the PWI, electrification engineers can pursue professional registration from EngTech to IEng through to CEng. Gaining a professional title is an Rail Professional

important step in an engineer’s career and an ideal way to communicate the breadth and depth of your knowledge and skillset.

Below are the essential requirements to gain each title: • EngTech – Engineering Technicians apply proven techniques and procedures to solve practical engineering problems.

They hold Level engineering/technology qualifications and two to three years industry experience, or three to five years industry experience.

Lawrence McEwan MPWI Principal Construction Manager – Network Rail

• IEng – Incorporated Engineers maintain and manage applications of current and developing technology, and may undertake engineering design, development, manufacture, construction and operation. They hold Level 6 (Bachelors) engineering/technology qualifications and three to five years industry experience, OR five to ten years industry experience.

• CEng – Chartered Engineers develop solutions to complex engineering problems using new or existing technologies, and through innovation, creativity and technical analysis. They hold Level 7 (Masters) engineering/ technology qualifications and three to six years industry experience, or 10-15 years industry experience.

The Engineering Council recognise many engineering qualifications as meeting the academic requirements for Incorporated or Chartered engineer status. The PWI Registration Team and Academic Panel can help potential registrants determine if the

qualifications they have are accredited, or if they are the equivalent of an accredited qualification. If an engineer doesn’t have recognised qualifications, then the PWI Registration Team can help them gain the right professional title for them via several individual assessment pathways including: • Further learning – applicants may choose to return to formal study to fill an academic gap. Many employers are supporting degree apprenticeships. Any courses chosen must lead to a recognised qualification.

• Experiential learning – this route enables engineers to bridge the gap between the qualifications they have and the academic requirements for CEng, by demonstrating that they have acquired the underpinning knowledge and understanding needed, through work projects and career experience.

• Technical report – this route is available to everyone, whether they hold some qualifications or none. Applicants write a report to explain their technical knowledge and understanding of the theory, mathematics and science that underpin and support their technical decision making and analysis of solutions. The process is challenging as it seeks to demonstrate that applicants hold the academic competence equivalent to bachelor’s or master’s degree level.

As the U.K. rail network embraces electrification to meet the decarbonisation challenge, it will change and adapt. This includes making changes to existing infrastructure, such as adapting bridges for OLE, extending platforms, and ensuring maintenance facilities are equipped for electric trains.

By engaging with the PWI, electrification engineers can stay ahead of the challenge by ensuring their knowledge is up to date, connecting with fellow infrastructure engineers, and hearing from and questioning key influencers, and improve their competency as engineers. They can also gain a greater understanding of the developments of other rail infrastructure, and every aspect of the railway system, on its journey to decarbonise.

The PWI Founded in 1884, the PWI – the Institution for Rail Infrastructure Engineering – is the cornerstone of knowledge leadership for the rail industry. The Institution offers comprehensive professional development opportunities including training, seminars, webinars, and Section meetings to facilitate learning about all aspects of railway infrastructure engineering and management, in addition to networking with other rail professionals.

Tel: 03003 736 000 Email: secretary@thepwi.org Visit: www.thepwi.org

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TRACK AND TRACKSIDE |

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Northern demonstrates new leaf-busting technologies The disruption from autumn leaf-fall for Britain’s railways could be a thing of the past – thanks to trials led by Northern and rail industry partners

L

ast Autumn, Northern demonstrated two new leafbusting technologies at the rail operator's Allerton depot. The fallen leaves can cause significant disruption to the network. Leaves stick to damp rails and passing trains compress them into a smooth, slippery layer, reducing trains’ grip. This can cause delays to services, which lead to disruption for passengers.

At the moment, railway lines are cleaned using railhead treatment trains, also known as RHTTs, but there are only a limited number of these trains available, so they can’t treat the whole of the network.

RHTTs are also expensive to run, so they are mainly used to clean high-traffic, intercity lines, which means some lines are left untreated.

But Northern has partnered with top engineers and experts to trial two new rail head treatment technologies that are attached to passenger trains and could save the rail industry millions of pounds every year.

The trials with Northern were run thanks

to funding from Network Rail’s Performance Innovation Fund. Regarded as the railway’s equivalent of black ice on the roads, leaves on the line can create issues when they stick to damp rails and are compressed by moving trains into a thin, black layer which can affect train braking and acceleration.

After railway lines have been cleared with high pressure water jets the machines then apply rails with a sand-like gel to help passenger and freight train wheels grip the tracks. The build-up of leaf mulch can also make it harder for signallers to detect a train’s location, causing delays. In 2020, Network Rail spent £4.5 million on the North West route during its autumn efforts to keep passengers moving.

Last year, 170 traction gel applicators have been positioned across the routes rail network. They spray a special sand-like gel onto the rails to help provide extra grip for train wheels.

Rob Cummings, Seasonal Improvement Manager at Northern, said: ‘We’re very excited to test these new technologies during the autumn period. One of the

biggest risks to our performance during October and November is leaves on the line, but by helping to develop new technology we aim to deliver the very best service for our passengers.’

Talisa Fletcher, Network Rail Service Delivery Manager, said: ‘Leaves on the line are a big problem for the railway, disrupting train services and inconveniences people’s journeys. This year in addition to running our specialist fleet of leaf-busting trains across the North West, we’re working with Northern and have invested in a trial of new leaf-busting technologies that can be fitted directly to passenger trains.

‘This is a brilliant example of the rail industry working together to come up with innovative solutions to the challenges autumn presents and make journeys more reliable for passengers as they return to the railway as a safe and green way to travel.’

Water-Trak The Water-Trak team discovered that leaf coated rails only become slippery if damp, noting that trains still stop safely in heavy Rail Professional

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rain. Water-Trak simply creates rainy-day conditions on the rail surface by spraying a small amount of water from the train onto the track when a slippery rail is detected.

Two Northern trains fitted with WaterTrak have been successfully operating in passenger service since late October. The trials with Northern are being run thanks to funding from Network Rail’s Performance Innovation Fund.

John Cooke, Co-founder at WaterTrak, said: ‘We are really pleased to have the opportunity to test our solution in passenger service on the Northern network.

Slippery rails are a massive problem for the rail industry and we hope to play a big part in resolving this issue.’

University of Sheffield – Cryogenic Rail Head Treatment A new rail cleaning technique, developed by a team of researchers led by Professor Roger Lewis from the University of Sheffield, uses dry ice pellets in a stream of high-pressure air which freeze the leaves and then as the pellets turn back to gas they are blasted away from the rails. Professor Roger Lewis, Professor of Mechanical Engineering at the University of Sheffield, said: ‘Working with Northern has given us an exciting and unique opportunity to take our new cryogenic rail head cleaning technology from the lab to now be trialed on passenger trains on a live network. Frequent cleaning in this way offers benefits for the whole industry and will hopefully mean that low adhesion issues presented by ‘wet-rail’ and leaf layer will eventually be a thing of the past.’

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VIEWPOINT FEATURE | |

Tackling loneliness at work Loneliness is the focus of this year’s Mental Health Awareness Week, which took place last month, Alex Minett, Head of Products and Markets at CHAS looks at how employers can tackle this issue as part of the wider mental health agenda

I

n short, anyone can be affected by loneliness. Loneliness triggers might involve; bereavement or relationship breakdowns, moving to a new area or country, and social, community or workplace isolation. Those who are more pre-disposed to loneliness can include individuals with no friends or family as well as minority groups and those who experience discrimination because of disability, race, gender or sexual orientation.

What is workplace loneliness?

For most, work occupies a considerable proportion of our daily lives. While those who work are less likely to feel lonely due to the structure, identity, and social connections work provides, Employers and loneliness, a government report on loneliness at work published in 2021, puts forward three key ways that loneliness can develop: • Existing feelings of loneliness unrelated to work may be carried into the workplace.

• Features of work may trigger or exacerbate loneliness.

• The impact of work (stress, long hours) can spill over into our lives and isolate us from others.

Aside from the negative experience for the individual, the report estimates that loneliness costs UK employers around £2.5 billion every year. This is calculated by increased staff turnover, loss of productivity or sickness absence.

Mental health in the workplace While feeling lonely is not a mental health issue on its own, pre-existing mental health problems can exacerbate loneliness. According to the HSE, stress, depression and anxiety accounted for 50 per cent of long-standing ill health across all industry in 2021 and had been showing

signs of an increase even prior to the coronavirus pandemic.

There has certainly been a notable shift in the focus of workplace health and safety in recent times, with risks of the job to an employee’s physical health starting to share a stage with the risks to their mental health too. Contributing factors to poor mental health that respondents cited to the annual Labour Force Survey include workload pressures, too much responsibility and lack of managerial support.

For individuals, managing loneliness is not a one size fits all approach. For some, loneliness manifests in social anxiety where taking small, unpressured steps in making new connections is key. Mental Health charity, Mind, offers several suggestions on how everyone can tackle loneliness.

These include talking therapies which can be useful in opening up and helping to understand feelings. Mind also emphasises the importance of paying attention to overall physical wellbeing by making changes to negative sleep and diet patterns and

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News in brief HS2 contractor goes the extra mile to support employees with their mental health Essex-based SME Kelly Formwork, which has secured a five-year contract with HS2’s Greater London construction partner Skanska Costain STRABAG, is going the extra mile to ensure that its 150-strong workforce feel empowered to speak out about their mental health.

Managing Director Daryll Kelly, who set up the family-based business 17 years ago, is putting his passion for employee welfare first by teaming up with Ross Austen, a former Royal Marine, in a bid to encourage his workforce to recognise the importance of mental wellbeing.

Ross served with the Royal Engineers for twelve years and suffered life changing injuries following an improvised explosive device (IED) attack whilst on tour in Afghanistan. His injuries were so severe, that despite months of treatment and operations, he made the difficult decision to have his left leg amputated above the knee.

Coming to terms with losing his left leg and half his right foot had a detrimental impact on his mental health, but Ross’ drive and determination to succeed led him to retrain and twice represent Great Britain in the Para Powerlifting Squad.

Ross credits Kelly Formwork for supporting him financially to achieve his goal and he now combines his passion for adaptive Cross Fit with a new career as Kelly Formwork’s Mental Health Ambassador. Ross supports employees to recognise the signs of mental ill health and talks openly about the difficulties he experienced and the positive change that can be achieved by speaking out and taking action.

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addressing dependencies on alcohol. All of which can make a positive difference.

How can employers tackle loneliness?

According to the Employers and loneliness, organisations can start by looking at their wider wellbeing and mental health agenda especially when it comes to reducing stigmas and ensuring loneliness awareness is embedded in policies from the get-go.

Recognising the triggers for loneliness, such as significant life events, health issues, workplace transitions, and the end of working life for those nearing retirement, will enable employers to look at what support and advice they can offer and work together with employees to find a solution.

The increase in home working and lone workers also puts the onus on employers to reduce the risk of an employee experiencing loneliness and isolation regardless of where they are based. Specific lone worker policies should seek to include recommendations on the amount of direct contact the employee needs to be having with their manager alongside guarantees to ensure inclusion in social events and work-related activities as well as training updates.

Mental health/loneliness champions or first aiders are good contact points for employees who may not feel able to

approach line managers first. Specifically trained through nationally recognised courses, the mental health first aider (MHFA) can provide confidential advice or point employees in the direction of where to find it. Employers can also ensure that information on employee assistance programmes or helplines are widely publicised and displayed should workers prefer to seek more anonymous ways of accessing help.

Toolbox talks are another way of delivering information to workforces, in this case by educating them on different types of mental health issues and simultaneously promoting open dialogue. In addition, awareness and training days for managers are helpful for them to gain a more in-depth understanding and recognise the signs in an employee who may be struggling.

At the end of 2021, the HSE launched their Working Minds campaign to bring together a range of support tools and resources to help businesses encourage good mental health. As part of the campaign, HSE is reminding businesses that: ‘no matter where people work, employers have a legal duty to assess the risks in the workplace, not just in terms of potential hazards and physical safety. They should also promote good working practices.’

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Conclusion In order to avoid a new health and safety crisis, there are increasing calls for risks to mental health to be treated with the same significance as risks to physical harm and injury. Committing to making a difference is the first important step for employers.

Fostering an open, positive culture and ensuring that workplace policies and practices put employee wellbeing at their core will all reduce the risk of an employee suffering from loneliness.

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SURVEYING |

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Technology for large-scale ecological surveys during the Covid-19 pandemic Undertaking 5,500 summer surveys during a global pandemic was challenging but, with the use of digital approaches and health and safety protocols, it was feasible, as Caroline Jewell MCIEEM explains

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n summer 2020, on behalf of Laing O’Rourke and J. Murphy & Sons joint venture (LM), Binnies, an RSK company, undertook 5,500 ecological surveys across Phase 1 North of the HS2 route as part of LM’s enabling-works contract. The surveys undertaken were a bat roost assessment and bat emergence, water vole, otter, great crested newt, white-clawed crayfish, barn owl and reptile surveys. This article sets out the methods that Binnies used to manage this wide-ranging suite of survey types over the year in which the Covid-19 pandemic reached the UK. The work included the use of a common data environment (CDE) for assigning surveys and collecting quality data.

Planning Following lessons learnt from the HS2 ecological survey work carried out in 2019, the Binnies data products and services (DPS) and environmental services teams worked together to create a bespoke survey data platform called Onsite. Using this innovative approach helped Binnies increase the number of ecological surveys undertaken from fewer than 1,000 in 2019 to 5,500 in 2020, despite the impact of the Covid-19 pandemic. The new system enabled us to receive, process and assure 200–300 surveys a week. Previously, this process took more than a month.

Onsite uses Environmental Systems Research Institute (ESRI) products to facilitate users viewing and editing collected spatial data to produce a geographical information system (GIS) deliverable based on a template, the LM HS2 Schema, provided by LM. The system removed the need for Excel worksheets that can introduce errors into the final deliverable.

It was designed by our ecological technical

authority and the DPS team to ensure that the resulting product was fit for use by ecologists. All data generated and collected by the survey work were to be stored in a CDE. Species leads were assigned to each survey type. Surveyor briefing notes were set out by each species lead based on survey guidance provided by LM. The species lead then specified the fields required to create forms for each unique survey type. Our GIS team then used an ArcGIS Survey 123 (an ESRI product) form to create survey forms for each survey type. These were designed to satisfy the LM schema exactly; drop-down fields were used where only a limited number of answers to a question were permitted and field lengths were restricted where required.

This was tested by the species leads and the forms were then linked to Onsite. Figure 1 shows a screenshot of a bat emergence survey form used for the 2020 surveys.

Binnies used a dedicated scheduling team to schedule the surveys. We were also responsible for managing the land access requests and we set up a dedicated land access team.

Surveyors received a bespoke induction to the project from Binnies before completing any surveys. The induction involved the background to the survey, specific known hazards, procedures to follow and how to collect and submit the survey data to the CDE. Assigning surveys Assignments for all the surveyors, with target locations, were sent out using the ESRI product Workforce, which was linked to the Binnies CDE. Our GIS team loaded Workforce using a spreadsheet created by our scheduling team. The schedule was based on what surveys could be completed,

factoring in the resources available, optimal timings of the surveys and any spacing of replicate surveys according to standard survey guidance (see, for example, Collins (2016) and English Nature (2001)).

Workers were supplied with tablet computers that they used to log into Workforce each week to access their assignments. Workforce provided them with a geographical pin of the feature to be surveyed and specific details of that feature, such as historical data, hazards associated with the survey, controls in place for their safety and parking suggestions.

Workers could then open their survey form for that unique assignment via Workforce.

Health and safety To manage the volume of surveys LM required to be undertaken in 2020, a team of sub-consultants and in-house and freelance ecologists was established.

The lead surveyor completed a separate site-specific risk assessment (SSRA) for each survey so that identified hazards were passed to future survey teams and it was clear that they had implemented measures to control the hazards identified on-site. When complete, the SSRA form Rail Professional

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was submitted to the CDE. Despite being a separate form, the SSRA was embedded in the webpage view in Onsite. This meant that it was directly linked to the unique survey, so health and safety hazards and the controls required were flagged immediately following submission. These could then be passed to the next survey team on that site to keep the surveyors safe. If a survey was deemed unsafe to continue, the surveyors also had the option of not continuing with the survey and instead completing an aborted survey form that would be submitted to the CDE. Managing the Covid-19 pandemic Planning for the surveys commenced in winter 2019/2020, with the on-site start planned to coincide with the great crested newt season. However, Covid-19 restrictions were placed on the country in March 2020, resulting in all Binnies office support staff being required to work from home if possible. This was followed by a period of IT set-up in people’s homes while trying to start the surveys. The HS2 project was classed as a critical infrastructure project by the UK government, so the surveys could continue.

We risk assessed the best way of delivering survey logistics during the pandemic. This resulted in negotiating the exclusive use of two hotels close to the main survey area for our site support team and surveyors, and developing an extensive set of Covid-19 mitigation measures within the hotels. For example, the hotels initially provided breakfast and dinner for the surveyors in their rooms (or meals were collected from reception) to reduce contact.

A dedicated site support team was also set up to deal with the additional Covid-19 logistics. Its role included: • Procurement of Covid-19 personal protective equipment: sanitiser, masks, gloves, etc.

• Cleaning of survey kit between teams as well as all the standard survey logistics.

• Being a constant source of support, both technical and pastoral, to surveyors working away from home at this difficult time.

The site support team was on-site, living and working out of the two hotels, for almost seven months, and some members even voluntarily stayed there at weekends to avoid the risk of transmitting Covid-19 between home and site.

Twenty different types of ecology survey were risk assessed to ensure they could be undertaken safely during the Covid-19 pandemic. When this was complete, we developed Covid-19 method statements and risk-mitigation measures for each survey type. A Covid-19 survey protocol was produced and circulated to all site staff and surveyors. Measures in the protocol included travelling separately to each survey, maintaining social distancing during the survey and implementing infection Rail Professional

control measures. Our health and safety team carried out twice-weekly survey audits to ensure that Covid-19 protocols were followed.

We also provided separate mobile toilet blocks in a fixed location with Covid-19safe protocols for our surveyors, as the availability of safe public welfare was vastly reduced during the lockdowns. Each surveyor was issued with an essential travel letter that they carried at all times in case they were challenged when working.

There were no reports of challenges to our surveyors during the survey period.

We moved inductions and training for all surveyors and staff online. About 150 staff and surveyors from more than 10 different subcontractors were inducted through this Covid-19-safe method.

By placing the health, safety and welfare of our and subcontractors’ staff front and centre, in-line with LM and our work culture and practices, we ensured the ecological surveys could be completed safely despite the pandemic so that the enabling works programme could continue as planned.

To our knowledge, no one on the project contracted Covid-19 from undertaking the surveys.

Survey data When a survey was complete and the surveyor was happy with the data recorded on their survey form, it was submitted and was then directly viewable and editable in Onsite. A two-stage quality assurance process was followed before the data were ready to convert into the LM GIS Schema.

Onsite provides a clear platform for auditing survey data from the surveyors; these include weather details, limitations, the survey results and comments from the surveyors to the species leads on the surveys’ validity. Auditors could directly see photos (see Figure 3), sketch maps and bat sound files, which were all stored against the unique survey in the CDE but available in one editable view in Onsite. This enabled rapid quality assurance as the need for Excel documents and shared drives was eliminated and with it the potential for error. Any survey that was considered invalid – mainly due to sub-optimal weather or because the full extent of a potential roosting feature could not be surveyed according to the survey guidance, so alternative methods were required – was picked up quickly and rescheduled so we could aim to fulfil LM’s survey scope. Of the 5500 surveys undertaken, fewer than 5% were found to be invalid.

Conclusions Although 2020 was a challenging year for the implementation of ecological surveys, Binnies undertook 5,500 surveys during the pandemic. In the previous year, fewer than 1,000 surveys were undertaken on this project. The increased scale of the survey effort was made possible through using our CDE for assignments and the

collection of data.

The Onsite platform was set up to view various data stored in the CDE in one accessible view. This meant that, when a submission was received, our quality assurance team could confirm that they were surveying the correct feature and undertaking the survey according to the survey guidance. Quality data and summary reports could therefore be issued to the client rapidly so they knew where protected species were located and could quickly develop mitigation schemes and obtain any licences required to maximise the work that could be completed during the appropriate season.

Glossary Schema: A schema is a model for describing the structure of information, which, in the case of this project, was made up of a series of tables linked with unique identification numbers.

Common data environment: This is the single source of information for a project, which holds the survey assignment and submitted survey data for each survey linked by a unique identification number.

Alongside the assignment and survey data, information concerning progress through the quality assurance process is also held.

Caroline is a principal environmental scientist at Binnies with a background in ecology and 15 years of experience in ecological surveys and assessments.

Caroline was the data delivery manager for the LM 2020 survey work, so was responsible for quality assurance of the ecological data delivered to LM.

References Collins, J. (ed.) (2016). Bat Surveys for Professional Ecologists: Good Practice Guidelines (3rd edn). The Bat Conservation Trust, London. Available at: https://www.bats. org.uk/resources/guidance-for-professionals/ bat-surveys-for-professional-ecologists-goodpractice-guidelines-3rd-edition, accessed 25/11/2021.

English Nature (2001). Great Crested Newt Mitigation Guidelines. English Nature, Peterborough. Available at: https://cieem. net/resource/great-crested-newt-mitigationguidelines/, accessed 25/11/2021.

Maxar Microsoft (2021) Available at: https:// www.maxar.com/products/satellite-imagery World Street Map, ©OpenStreetMap contributors and the GIS User Community, 2021

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All aboard on the journey to rail electrification Rail travel is one of the most sustainable transport methods in the UK

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nalysis by the Department for Business, Energy and Industrial Strategy shows that per kilometre travelled, domestic rail emits 41g of CO2 emissions per passenger. This is compared to 171g for a passenger in an average diesel car, or 133g for a domestic flight.

The environmental benefits of rail travel are one of its main strengths. For some passengers, however, this may be hard to believe, especially when confronted by a diesel train idling on the platform, its engine giving off a loud rumble, the smell of exhaust fumes in the air.

Rail electrification is not only an opportunity to shift this perception, but also further the rail industry, and wider UK’s journey to net-zero.

Power of electric rail Studies have shown that electric trains can be up to three times more energy-efficient than their diesel counterparts.

Network Rail has confirmed that electric train journeys generate 20-30% less carbon per mile than a diesel train. While providing passengers with an even more sustainable method of rail travel, the benefits of electrification are significant if seen in the context of an entire fleet, which if replaced with electric trains, could potentially deliver operators in excess of 75 per cent in emissions savings.

These environmental benefits are not exclusive to rolling stock for passenger use, but also businesses operating freight services. This is an important point to make, as many freight trains – some estimates show up to 90 per cent of total stock – are still powered by diesel.

The benefits of electric rail are not just environmental, though.

Diesel trains also require more energy to move the weight of their power plant and fuel, and can lose energy through the combustion progress – leading to slower speeds.

The increased speeds possible using electric naturally leads to improved journey times, which in turn help move more traffic to rail and away from roads. Even in financial terms, there are clear economic Rail Professional

advantages in electric rail, with studies suggesting that there could be savings of between of between £2-£3 million per passenger vehicle over that vehicle’s lifetime.

So, considering its financial, environmental and operational benefits, why is only 38 per cent of the UK rail network powered by electricity?

Barriers to progress One of the main challenges to electric rail has traditionally been its costs. An analysis of historic electrification projects shows that the process can cost from £750,000 to £1 million per single track kilometre. Indeed, some UK projects have been completed at even higher rates of £1.5-£2 million per single track kilometre.

The rail sector has discussed at length how electrification can be made cheaper to support its wider roll out. Indeed, some have called for the rail supply chain to prioritise developing an ‘off-the-shelf’ type solution.

However, what these calls fail to take into consideration is the complexity of the UK rail network, some of which dates back to the Victorian era.

There is no universal solution to rail electrification. We have to realise that every stretch of track has its own challenges and differences, and adapt accordingly.

Certainty Any efforts to accelerate the roll out of electric rail across the UK must involve the government providing clarity over its plans.

The publication of the Integrated Rail Plan (IRP) was the first step on this journey. The IRP confirmed the electrification of the Midland Main Line and the electrification and upgrade of the Transpennine Main Line.

Though welcome news – electrifying over 180 miles of route – the rail industry needs further information on how and when this will be delivered.

The publication of the rail network enhancements pipeline (RNEP) is critical to this. Now awaiting an update for over 950 days, the pipeline must be published now – providing crucial information on the timings of the government’s rolling programme of investment, including for the new projects laid out in the IRP.

Rail operators, rolling stock companies and the supply chain are reliant on this information in order to properly plan and innovate for the future, which will include much needed investment in electrification.

Accelerating innovation By publishing an updated RNEP, the onus can begin to be put back onto the rail supply chain and wider industry to support rail electrification. The rail supply chain, in particular, could use the certainty to invest in new technology and skills. The impact of this is far reaching - creating jobs and boosting the economy, while also driving forward rail electrification in a more costeffective and faster way. Of course, the supply chain cannot do this alone.

The government, including the forthcoming Great British Railways (GBR), has an ongoing role to play in terms of encouraging and supporting the supply chain to be more innovative.

For example, organisations like Innovate UK could be utilised to further incentivise and provide funding for the development of electric rail technology. This is already happening to an extent, with the Department for Transport launching a £7.6 million ‘First of a Kind’ competition with the aim of promoting ‘cutting-edge technology that will help transform rail travel’. It is critical that this continues and is also scaledup with a focus on electric rail.

Equally, GBR could reinvest some of the funds raised from fares back into the supply chain with the aim of supporting rail electrification – confident in the knowledge that parts of the rail network are already electrified and delivering environmental and operational benefits.

The projects outlined in the IRP could see 75 per cent of Britain’s main rail lines be electrified. It’s critical that we do not stop there, however, and instead push for a fully electric railway network that delivers a highquality experience for passengers, boosts the economy and most importantly, supports the journey to net-zero.

Michelle Craven-Faulkner is a partner and rail lead at Shoosmiths

2019 International Trade

Winner Board of Trade 2018

Winner Technical Innovation

Innovation Award ICE Wales Cymru Awards 2017

Come Visit Us At Rail Live On Stand E13

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Digitalising the rail supply chain Chris Billinge, Business Development Director of supply chain specialist TFC, explains the capabilities of digital inventory management technology in the rail industry level of service while spending less, despite high passenger numbers and bottlenecks with infrastructure. These has been a great deal of expenditure on the UK’s rail network, with high-profile projects like CrossRail and HS2 taking shape. To keep costs down, businesses at all stages of the rail supply chain need to find ways to improve efficiency, productivity and profitability to allow operators to hit their contractual targets.

The pressure of high demand coupled with barriers to the global supply chain have pushed inventory management to the forefront of rail industry professionals’ minds – without adequate inventory, the supply chain cannot run efficiently, or even at all. Stock control is a critical component of supply chain management and when inventory is managed well, the flow of products throughout the supply chain is smooth. But it's not as simple as it sounds.

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he term ‘Automation’ was coined in 1946, when Ford engineer Del Harder named the department that was tasked with research and experimentation.

The department later went on to replace assembly-line workers with machines. He took the noun ‘Automation’ meaning selfoperating mechanism, and turned it into a verb ‘to automate’. Today, there is a growing awareness that automation can greatly improve productivity and increase supply chain transparency across all industries, including rail. However, the technology selected for inventory management determines the level of visibility you have across a facility.

The aftereffects of Covid-19 created an imbalance between the supply and demand of goods, adding pressure to supply chains.

Events like the conflict in Ukraine and shipping containers stuck in traffic at ports have exacerbated the issue, impacting the supply of critical materials and components across a variety of industries.

This comes at a time when the UK’s rail operators are expected to deliver a better Rail Professional

The journey to digital Since the late 20th century, inventory management has been partly digital.

Early examples of inventory management involved sending telegraphs to factories and mines when stock began to run low.

The 1990s saw a significant acceleration in technology production as part of a logistics boom driven by the introduction of the now-ubiquitous Enterprise Resource Planning (ERP) system. Fast-forward and manufacturers everywhere are turning to cloud-based warehouse management systems to keep their inventories stacked.

All areas of the rail supply chain are ripe for digitalisation – from production line to railway line.

Monitor and control However, many organisations still have limited visibility of indirect material usage, often due to untracked storage locations or areas of the business with limited control over use. Without an audit trail, products can be lost, forgotten and wasted. Systems that rely on manual inputs are at high risk of human error and cannot feasibly be updated in real-time. This makes it harder to track

each individual item and can result in false stock readings.

Limited visibility increases the likelihood of leakage, excessive spend and user error going unnoticed, causing delays in replenishment. For example, a personal protective equipment (PPE) supply runs out early after an employee that is required to use one pair of gloves per day regularly takes two. Without an up-to-date record, it is difficult to understand why more stock is needed or identify where to train the workforce to improve health and safety understanding across the business.

Removing the noise A popular way of reducing the headaches associated with supply chain management is vendor managed inventory (VMI). In this situation, a third-party provider takes responsibility for sourcing the components, as well as managing the supply and flow of parts. The VMI partner ensures that parts, fixings, consumables, material and other products are delivered to the right place at the right time, providing timely stock replenishment in-line with a predefined delivery schedule. As a result, the customer never finds themselves in a position where their manufacturing comes to a halt because a particular C-Class product is not available.

This is particularly attractive in the current climate, where sourcing stock can be challenging and businesses are facing long lead times.

VMI helps manufacturers reduce operational costs by ensuring parts are only purchased when needed, which reduces delivery costs, frees up warehouse space and improves internal efficiency. In addition, the customer doesn't have the overheads associated with warehousing stock and, because they aren’t being invoiced for that stock until they are ready to use it, VMI frees up working capital.

VMI solves many traditional inventory management bottlenecks, offering a customisable service that resolves unique challenges for businesses. However, it is primarily a manual service provided by the VMI partner’s employees, who will attend

RAIL LIVE |

site regularly to check the stock available in bins, manually fill bins and create new orders for the following site visit.

With the launch of VMI Smart Solutions, businesses can supercharge their VMI with a whole host of smart technology that helps improve compliance, reduce waste, keep inventory available, charge power tools ready for use and more and achieve a first visit fix. Relevant digital inventory technologies include industrial vending, mobile automated replenishment systems, asset management solutions and app-based inventory management. Crucially, these are connected to cloud-based software for realtime access to reports and information. The adoption of digital inventory management technology brings a typically manual process into the Industry 4.0 era.

Digital inventory management technologies Locker-based solutions are growing in popularity as a way to improve the ability to monitor and control material use. These allow managers to carefully control access to items and ensure employees have the right materials when needed. They can access data on each employee's stock use, including the time and location stock was accessed. With a locker-based system, manufacturers can

track the use of high-value items, such as power tools.

Ensuring the right tools for the job are available and charged when required is a key benefit for manufacturers with high-value inventory, like maintenance and repair operations (MRO). Smart VMI can reduce MRO costs by consolidating suppliers and avoiding unnecessary consumption. Lockerbased solutions are also helpful for health and safety management, for example by restricting access to hazardous products only to authorised personnel, or for ensuring the correct PPE is supplied to every employee.

Ensuring employee safety is absolutely paramount and can be a huge pull for technology adoption.

Scale-based inventory management technology is another useful tool for rail businesses, who can use it for automated replenishment. This involves storing stock in bins that calculate stock levels based on the weight of an individual component. The data stored can be shared with distributors, to better manage replenishment cycles and automatically trigger an order when the weight drops below the set minimum level. The ability to analyse exactly what was used for each individual service gives manufacturers better control of stock use.

The added visibility improves supply chain

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efficiency and reduces costs by driving down consumption.

There is also technology available that allows rail businesses to use their smartphones to manage stock. For example, app-accessed cabinets that act as a secure unmanned stores solution, or enterprise-level storeroom management solutions that can be accessed by scanning a tag on a smartphone or other handheld device. Inventor-e's app-based technology SmartStores, for example, enables users to manage and control all material usage in a facility, as well as providing a live overview.

Building an inventory management solution is a complex feat. With the right support, integrating automated technology can make product availability easy in even the most unpredictable manufacturing environments. For help implementing the right mix of digital technology into your business, contact a supply chain specialist.

TFC brings smart VMI solutions to Rail Live From June 22 to 23, leading fastener and vendor managed inventory (VMI) provider TFC will be exhibiting at Rail Live in Long Marston Rail Innovation Centre, Warwickshire. On stand B14, TFC will explain the benefits of product solutions from Smalley and ARaymond, as well as

COME VISIT US AT RAIL LIVE STAND B14

Rail Professional

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its newly launched VMI Smart Solutions.

TFC’s experienced team will be on the stand to help solve design and supply chain challenges in the rail industry.

Visitors to the TFC stand can learn about TFC’s latest launch – VMI Smart Solutions.

This customisable portfolio of solutions leverages partner company Inventor-e’s Rail Professional

market-leading real-time technology to complement TFC’s decades of experience delivering VMI solutions, ultimately giving manufacturers better visibility and control over their supply chains. This is particularly useful for the rail industry, where it is vital to ensure works are delivered on time and with minimum delay.

VMI Smart Solutions are crucial to Maintenance and Repair Operations (MRO), where products are expensive and need to be kept secure. It’s smart technology like iVendSecure that allows manufacturers to manage and control high-value assets by keeping them safe in restricted lockers equipped with a live data feed to monitor asset use. If integrated with the supplier’s enterprise resource planning (ERP), it can also trigger automated replenishment — making an automatic reorder when stock is low.

Rail Live is a great environment where engineers and other industry professionals can gain direct access to the latest products and services. The current supply chain issues and rise in material costs make managing inventory more important than ever.

Our new VMI Smart Solutions can help manufacturers in the rail industry innovate, disrupt and create value.

Visitors to the stand can also find out more about TFC’s supply of components, like Smalley wave springs and retaining rings, and Araymond’s quick connectors.

For example, ARaymond’s VDA low-push Quick Connectors offers an improved design to reduce insertion force required by 45 per cent resulting in lower operative fatigue.

Visitors can also enquire about ordering custom designs.

‘We are excited about attending more shows this year, meeting people face-toface and sharing new innovations. TFC’s experienced team will be able to answer visitor’s supply chain questions and demonstrate how the technical products showcased can help solve an increasingly wide range of rail industry challenges’ said Simon Ward, Technical Manager at TFC. TFC is a leading supplier of Smalley and ARaymond products, as well as an expert at providing inventory management solutions that deliver increased productivity and profitability. To find out more about TFC, visit the website https://tfc.eu.com/.

TFC is one of the leading suppliers of engineering products in Europe, with an unrivalled reputation over 50 years for providing exceptional design development, the best components and bespoke production line inventory solutions, all from one organisation. Our customers experience exemplary customer service and added value technical solutions to help them achieve breakthroughs in product advancement, innovation and significantly raised standards of manufacturing efficiency.

Interested in digitalising your inventory management? Visit the TFC website: https://tfc.eu.com/services/vmi-smartsolutions/ or contact Chris Billinge, Business Development Director.

Tel: 01435 866011 Visit: www: https://www.tfc.eu.com/ Email: AScrafton@tfc.eu.com Twitter: @TFCLtd LinkedIn: @TFC-Ltd

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Image Credit: Rail Alliance

Rail Live 2022 The UK's largest outdoor rail exhibition for railway professionals will take place again this year from 22 to 23 June

Attending Rail Live 2022 is your chance to reunite with the entire rail industry • • • • • •

Experience the largest plant exhibition in the UK to ensure you're up to date on the latest releases and innovations.

Evaluate products and services from leading suppliers in a real railway environment via live plant demonstrations.

Meet more potential partners in two days than you could visit in six months.

Keep abreast of industry innovations and gain competitive advantage.

Hear from key industry leaders and innovators as they share their insight on recent GBR developments.

Connect with key decision makers within the rail industry and discuss the changing landscape with GBR on the horizon.

Continue on page 89 Rail Professional

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Pandrol advances the game for welding As a standard-setting rail technology company, Pandrol is constantly driving industry innovations – leading the way for everything from environmental responsibility to technical best practice across the board

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ow, as part of its enduring commitment to sustainability, Pandrol is taking steps towards improving its worldleading welding process.

Having realised that the process itself had undergone minimal change since initial implementation, Pandrol spent time analysing its efficiency in terms of time, safety, accuracy and environmental impact.

Armed with these insights, the organisation was equipped to create Pandrol Advanced, a brand-new process for better, more effective welding.

Pandrol Advanced harnesses innovation at every step of the welding process to save time and improve safety, ergonomics and weld quality. Aluminothermic welding traditionally involves luting – sealing moulds to rail ends with paste or sand to avoid metal leaks. But with Pandrol Advanced, the luting process is replaced by AutoSeal, the world’s first self-sealing mould. AutoSeal comes with a built-in insulation joint that expands during pre-heating to create a tight seal when fitted onto the rail.

AutoSeal offers a number of key benefits that serve to make the entire welding process more efficient. Firstly, it reduces the time spent on each weld by a minimum of five minutes, thanks to its ability to automatically seal the mould and eliminate the need for luting. This moulding system also makes sealing more reliable, lowers the defect rate by evacuating moisture during preheat, and puts welders’ health first by reducing the time they need to spend kneeling.

AutoSeal also means less plastic waste, lower energy requirements and a reduction in overall environmental impact – making it a highly efficient alternative to traditional methods of welding.

The Pandrol Advanced process selects the smaller, CJ1 one-shot crucible rather than the larger CJ2 version, making it suitable for all standard gap and head wash repair welds, which accounted for 98.5 per cent of all welds cast by Pandrol in the UK in 2019.

Rail Professional

Pandrol AutoSeal creating a heat proof seal without the need for luting paste

Thanks to pre-installation conducted by a Startwel electronic ignition system, the CJ1 design makes igniting the portion within the crucible safer and easier. Using it as part of the Pandrol Advanced process also reduces waste, cost and requirements for packaging and transportation due to its lighter weight and non-explosive classification.

Fully optimised for use with Pandrol’s High Flow Preheater (HFP) – the universal preheating system brought in to replace all currently equipment – the Advanced process raises the parent steel’s temperature prior to welding. As opposed to the mix of oxygen and propane used by most existing preheating systems, the HFP uses pure propane, eliminating the cost of oxygen and improving the welders’ onsite experience thanks to the equipment’s lower weight and smaller canister. And with the ignition, timing and stop all fully automated, there’s

no need for lengthy manual interference or flame adjustment.

As Frédéric Delcroix, Pandrol’s Welding Technical Director, explains: “Our High Flow Preheater’s built-in timer increases accuracy – improving quality and reducing the defect rate of welds due to preheating, which can be a real problem for rail operators. By providing a uniform preheat between the head and bottom of the rail, the High Flow Preheater reduces stress in the weld.

‘We’ve also made it easier to operate; there’s no need to adjust the torch height, which saves time, and as the system is fully automated, less training is required. It is straightforward for new welders to learn to operate, and offers the added reassurance that comes from knowing the preheat has been even.’

With the Pandrol Connect welding app giving welders the ability to manage the

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entire Advanced process digitally from their device, the method is more effective and environmentally efficient than ever.

This technology means that instead of recording data manually, welders can input information straight into the app before, during and after welding, with reviewing carried out by welding controllers and monitored from the office.

The Pandrol Advanced process is paving the way for innovations across the board in contrition and maintenance. With more fit-for-purpose practices such as AutoSeal mould, the HFP and CJ1 crucible used throughout, the process has redefined what’s possible when it comes to environmental responsibility and efficiency in the welding process.

High Flow Preheater makes its début in Mongolia Project case study • Tavantolgoi–Gashuun Sukhait railway, Mongolia • Customer – Bodi Group/INCON • Sector – Heavy Haul • Track length – 240 kilometres The Tavantolgoi–Gashuunsukhait railway – approximately 240 kilometres long, with two stations and five passing loops – is set to be enormously significant for Mongolia’s economy. This new railway will allow Mongolia to increase its export capacity by 30-million tons of coking and thermal coal annually. As a result, the country’s mining companies will be able to compete in the global market for cheaper exports, supporting both coal exports and China’s ports.

Customer challenge To complete the Tavantolgoi– Gashuunsukhait railway project, Bodi Group (one of the largest business groups in Mongolia) and its subcontractor InCon were looking for a great value welding solution that was versatile and reliable.

They turned to Pandrol for the solution and awarded the contract in early 2020, just before the onset of the pandemic. Pandrol’s aluminothermic welding product was used for hard-to-reach places such as switches and crossings, stressing points and any remedial works.

Under normal circumstances, a member of Pandrol’s specialist welding team would have travelled to Mongolia to carry out inperson training. However, border closures and travel restrictions made this impossible.

Pandrol solution From July until September 2020, Pandrol supplied the aluminothermic welding kits and conducted the online training. With the High Flow Preheater (HFP) not ready for use at this time, Pandrol employed a traditional oxy propane preheating method, training the

The Pandrol battery-powered High Flow Preheater (HFP ) in use

teams in Mongolia to use it correctly. This was a challenging phase of the project due to the equipment’s sensitive nature and the team’s lack of experience in this area.

Fish plates are usually used to secure tracks in Mongolia and the team onsite hadn’t seen pre-heating or used welding techniques before. With Covid-19 preventing in-person training, Pandrol delivered bespoke, virtual training to seven railway workers in Mongolia. Supported by a translator, the trainees spent three weeks learning how to weld and how to use the equipment, both in a training environment and in situ on track. Teaching how to use the oxy propane preheating equipment virtually proved particularly difficult – its large flame can be disconcerting for new welders, and its high temperature can induce nerves at first.

Following training, each employee shipped a test weld to Pandrol’s headquarters in France for quality checks and certification. All welds passed the European inspection criteria however, some of the welds were showing signs of overheating due to the use and set up of the oxy propane equipment. Pandrol presented the results to the team in Mongolia, identifying that the preheating process in place needed improvement, and discussed the best solution.

By now, Pandrol was launching the Electric 230V HFP (High Flow Preheater) – a universal preheating system that raises the temperature of the parent steel before welding. Fully automated for easier, more reliable operation, the ignition, timing and stop are automatic and require no manual interference or flame adjustment.

Using propane rather than oxygen and

propane mixed reduces costs and makes the equipment light and portable.

The team in Mongolia were impressed with the product, recognising that it would put welders’ instantly at ease and remove safety risks. Almost a year after the contract signed, in March 2021, the HFPs were manufactured, shipped and delivered. The Pandrol team conducted HFP training, which resulted in an instant improvement in the welding quality. This was a fast, easy solution that empowered the Mongolian team to do the best possible job.

Adding value ‘We use new HFP equipment all the time and it greatly simplifies our work.

Thank you for providing this new technology.’ Chinzorig Tumendemberel – Bodi Group The results Welding has continued successfully and rapid progress is being made on the Tavantolgoi–Gashuunsukhait railway.

In 2021, more than 1,300 pieces of joint were welded on the main track. This year, the team is planning to weld 700 joints on the turnouts.

As Chris McKeown, Head of Operations for Aluminothermic Welding & Equipment for Pandrol UK notes, this has been a successful project on multiple levels. ‘It just goes to show that when we’re faced with challenges, we can be agile – bringing innovative ways of working to the table to the benefit of client outcomes.’

Rail Professional

Make the connection

Pandrol will be back at Rail Live this year! Throughout the event, our welding team will be demonstrating their new Pandrol Advanced Welding methods, which combine our 36-volt High Flow Preheater, AutoSeal® Moulds, and Compact-Shear, all of which greatly speed up the process.

Experts from Pandrol will also be on hand to answer questions and provide guidance.

Find out more at pandrol.com

Visit us at

Rail Live! stand E35

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Schedule Day One 10:30 – 11:15

Delivering reform and reopening the railway

12:00 –12:45

Digital – we’re changing, are you?

13:30 –14:15

Rail’s role in building back better and levelling-up Britain

14:30 –15:15

Reducing the risk of track workers being struck by trains

Day Two

Image Credit: Rail Alliance

10:30 – 11:15

Rail supply chain opportunities

11:30 – 12:15

Sustainability Plan | Decarbonising the rail network

12:30 – 13:00

Rail SPEED

13:15 – 14:00

The regulator | Rail Health and Safety | Sustainability at HS2

14:15 – 15:00

All you need to know about drones

Continue on page 95

Image Credit: Rail Alliance

Image Credit: Rail Alliance

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Test Instrument Specialists Acutest is a test instrument specialist with over 32 years’ experience and has strong and lasting partnerships across many different industries

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he company can streamline the way you buy, hire and service your test instruments and you can benefit from its deep industry knowledge and goldstandard support and aftercare. They also offer bespoke, on-site training services if you require.

Acutest pride themselves on understanding a customer’s daily challenges and application requirements before formulating a considered solution. This is an invaluable service supported by a team of external account managers who have the experience and expertise required for effective on-site product demonstrations.

One of Acutest’s Services Includes Bespoke, On-site Training at Your Premises!

Do you like the sound of an approved instrument portal or calibration portal?

Acutest can very quickly set up an ‘Approved Instrument Portal’ for your business.

This handy on-line resource will list your approved instruments but it’s much more than that – your staff can log into your own company-branded portal and easily view your approved equipment via a user-friendly dashboard. Intuitive categories, contract prices and product information are only a click away, meaning the correct products can be available to your staff to ensure compliance with your purchasing policy.

You’ll also benefit from product videos and technical data sheets to aid in correct usage.

Consolidated invoicing can be activated for a more streamlined, accurate and efficient procurement process!

Keep track of your assets and keep them in good working order: • In addition to the portal discussed above, Acutest also offer an asset management portal for calibration and servicing which many customers could not imagine operating without.

• This portal will save you time, effort Rail Professional

and frustration by tracking your assets’ service history and helping you to keep your test instruments in good health.

You can easily view and manage your instruments’ calibration status via the user-friendly dashboard, with electronic certification at your fingertips – available 24/7! It can also be customised to include your company logo.

• The latest development of the portal has seen mobile functionality improve with a QR scanner which allows users to scan all calibrated devices whilst out in the field, perfect for compliance spot checks! All of the above features will help you formulate your calibration policies, so get in touch with Acutest today to arrange a demonstration, either via video conferencing, or at your premises.

Acutest’s Calibration Capabilities Acutest can calibrate the following test equipment: electrical, high voltage, pressure, torque, acoustic, chemical, dimensional, force, gas, humidity, moisture, temperature plus lifting accessories.

Traceable Calibration – ISO 9001:2015/ ISO 10012:2003. This is the standard calibration offered by Acutest. Traceable calibration is generally selected by companies within the contracting industry and is widely regarded as the accepted standard by the UK registration bodies.

UKAS Calibration – ISO 17025:2017 is the highest level of calibration Acutest offer. Accreditation by UKAS means Acutest have been assessed against internationally recognised standards and have demonstrated competence, impartiality and performance capability.

UK coverage A fleet of vans provide secure collection and delivery services and their four strategically located service centres ensure full UK coverage.

Acutest is proud to employ a growing team of over twenty highly-skilled engineers who deliver calibration and repair services at their state-of-the-art laboratory or onsite at their customer’s premises. If you book an instrument calibration or repair with Acutest, you can be confident your instruments are left in good hands!

Onsite calibration Service Acutest recognise the importance of keeping

their customers engineering force working.

Year after year they continue to see a rise in the popularity of their on-site calibration services. Their experienced engineers are well-versed in working within a customer’s premises, both safely and efficiently. In doing so, they are able to reduce downtime whilst being on-hand to offer helpful advice on the effective use of many assets. In addition to a faster service, if a customer enjoys the benefits of a Calibration Portal, all the on-site calibrations carried out will be visible; access to certificates and status updates will be available 24/7!

Acutest are HV Calibration Specialists

New instrumentation With testing and measurement being a key part of many engineering roles, a customer’s requirement for new instrumentation is usually planned but can sometimes be of an urgent nature. With stock holdings in excess of £1.6 million across many brands and disciplines, Acutest are able to support planned procurement and last-minute or emergency purchases.

Who do Acutest supply?

Acutest are a trusted partner to over 4,000 customers operating across many sectors including the utilities, street works and rail sectors, facilities maintenance teams, manufacturing, processing and industrial plants as well as individual contractors and electricians.

New Glasgow Service Centre With many customers working across the length and breadth of the UK, Acutest have identified the need to have a greater local representation in Scotland. With a new lease agreement signed at the beginning of this year, their goal is to be fully operational by the second half of 2022.

Test Instrument Hire Acutest understands the benefits of hiring

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during the pandemic, including numerous articles of interest to the rail industry: https://www.acutestdirect.co.uk/blog/rail Meet the Acutest team Acutest is exhibiting at various rail-related events and you can meet the team at the following upcoming shows: • RAILLIVE, Stand: S21 (22 to 23 June at Long Marston Rail Innovation Centre).

Two days of live product demonstrations from over 175+ exhibitors, showcasing the latest innovations in the rail industry.

• RNS Rolling Stock Networking, Stand: G4 (7 of July at Derby Arena). Focused specifically on rolling stock, depot equipment, ancillary services & rail supply chain.

New Glasgow Test Equipment Service Centre

So what are Acutest’s ambitions for the future?

Continued expansion of the calibration laboratory with new capabilities in personal gas monitoring devices, on-site high-voltage and airflow test equipment calibration.

Central Test Equipment Service Centre in Newcastle-under-Lyme

test equipment and have recently increased the awareness of its hire services with a dedicated section on their website. This showcases proven solutions so you can be confident in the usability and reliability of every piece of kit.

https://www.acutestdirect.co.uk/hire-testequipment Keeping that useful information flowing Last year Acutest launched their new blog to help keep high-quality information flowing

Tel: 01782 563030 Email: sales@acutest-ukti.co.uk Visit: www.acutestdirect.co.uk ISO standards: ISO 9001, ISO 14001, ISO 45001, ISO 17025

Calibrations performed per year

65,000+

Component repairs per year

11,000+

On-site calibration days per year

01782 563030 Full UK Coverage 4 SERVICE CENTRES SECURE VAN FLEET

Dedicated calibration engineers

See us @ RAILLIVE: S21 RSN: G4

22

4,000

Dedicated account managers Scheduled calibration recall reminders In-house high voltage calibration capabilities

A choice of turnaround times:

(*on-site calibration service) sales@acutest-ukti.co.uk www.acutest-ukti.co.uk

450+

1*/ 3 / 5 days

Manage your calibration status Via our user-friendly, on-line portal Help formulate calibration policy 24 / 7 certificate access

Rail Professional

www.aquaspira.com

Next Generation Drainage Through intelligent use of low-carbon pipe and digital technology

Visit us at Rail Live 2022 - Stand M4

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Next generation drainage Neil Wallace, MD of Aquaspira Limited on shaping the future of drainage systems for the Rail Industry – lower carbon, smarter products and fully integrated, digital designs

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sk anyone in the Rail Industry what represents digital innovation and next-generation technology, the last thing they will say is drainage.

Nevertheless, as the 2021 Office for Road and Rail’s Annual Assessment of Network Rail pointed out, drainage systems are a critical part of the rail infrastructure. They are as important as track or earthworks when it comes to network resilience – so why not strive for more intelligent drainage systems? As the report highlights, improved monitoring of assets is desperately needed and the rail industry should: ‘manage drainage as a critical asset and make the most of new technology’.

The challenge is to do this without impacting on the performance of the network it supports. Network Rail has reduced human trackside work by 45 per cent and plan to phase it out completely.

Clearly, better data and more autonomous monitoring will be required to make this happen. Drainage requirements are also evolving with severe, frequent weather events inevitably impacting on system performance and network safety.

Upstream capture of storm water is vital for alleviating flash flooding and greater in-system holding capacity is needed to provide buffering at peak run-off periods.

This requires integrated engineering and joined-up thinking at the design stage of drainage projects.

Network Rail recognises the challenges and in its ‘Improving Drainage Asset Management’ and ‘Understanding Drainage System Capability’ challenge statements, R&D actions are expected to develop new datasets, tools, models and decision-making systems in order to: • Manage, view and map drainage.

• Calculate the past, present and future demand on the system.

• Account for factors such as degradation, capability analysis and flood risks.

• Support the decision-making process and allow for timely interventions.

Additionally, meeting Net Zero carbon by 2050 will be a challenge to the rail sector which traditionally relies on concrete as its material of choice. Not easy, so what can the drainage industry do to support Network Rail? Put simply, how can it innovate and provide the rail industry with the next

generation of drainage systems to meet the challenges?

Promoting pipeline innovation As a manufacturer of large-diameter, composite steel/plastic drainage pipes, Aquaspira understand how difficult meeting these challenges will be. Over the past few years, we have embarked on a programme of pipeline innovation (the ‘SmartSense’ concept) that pulled in UK universities, key partners from the material supply chain and sensing experts to develop the next generation of pipeline systems. Core to SmartSense has been three themes of innovation – carbon reduction, digitally-enabled design and embedded sensing/monitoring; all pivotal for future drainage systems.

The carbon issue It is a stark reality that UK construction accounts for seven per cent of GDP but also ~25 per cent of greenhouse gas emissions.

The pipeline industry is an integral part of the construction sector and needs to play a major role in the Net Zero journey.

Developing low-carbon products is a must and, like many in the industry, Aquaspira have taken steps to reduce the embedded carbon of its pipes. Good carbon control starts in manufacturing and we have invested heavily in our material supply chain with new, low-carbon products using up to 80 per cent recycled material without loss of product performance. Current research is focused on integrating mixed source materials and improving designs to optimise the use of recycled plastics.

The whole drainage system installation also has a carbon cost, which includes trench excavation and backfilling. Under current pipeline installation standards, fresh aggregate materials (usually sand and/or gravel) are required for the fill materials to guarantee pipeline integrity. As such, there is a significant added carbon footprint in the off-site removal of excavated soils and the import of virgin aggregates. It is estimated that the average transport distance from quarry to construction site is 40 kilometres – a significant source of carbon emissions.

Next generation drainage systems will have to utilise recycled ‘as-dug’ backfill materials to mitigate this carbon cost. This will reduce transport-related carbon footprints and facilitate the use of modern electric-based

plant (diggers, etc.) rather than emissionheavy diesel vehicles.

Regulations are also a barrier with current standards for pipeline installation (e.g., BS Rail Professional

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9295:2020 Guide to the Structural Design of Buried Pipes) not readily accommodating recycled materials in their scope. However, this standard is under review with carbon reduction an important element. The rail industry can take the lead here by being early adopters of the recycling approach and rethinking how as-dug materials can be used in drainage system design.

Reaching net zero carbon by 2050 will require more integrated engineering where the whole drainage system is assimilated into the construction design process. This is where the second ‘SmartSense’ concept applies with sophisticated numerical models being used to create digital simulants (Digital Twins) of pipeline installations that can link with BIM (building information modelling) software. Digital twin models allow for pipeline and installation properties to be included in a single model that can be digitally ‘tested’ under extreme performance conditions (e.g., heavy rainfall). The lack of models to inform new drainage system design has already been identified as a ‘priority problem’ by Network Rail and digital twins, BIM-compatible product data and digitally-enabled designs will all play a part in the solution. At Aquaspira, we are developing digital twin models of our products that are tailored to rail network applications. These models will allow asset owners to evaluate and engineer drainage systems with greater confidence and embed future scenarios (e.g., climate change, system degradation, etc) into the modelling process. This is a very powerful tool for network operators and an approach that should be considered for all future rail infrastructure projects.

The data issue Rail network owners lack reliable data to operate and maintain their infrastructure, be it trackside, at stations or in and around the network. Drainage systems are no exception and, arguably, represent some of the least monitored parts of the rail network. Collecting the right data, in the right place and at the right time is important for the next generation of drainage infrastructure. Having targeted, adaptable sensing capability is imperative and new pipeline products will have to monitor a range of conditions both in and

Digital twin models of pipeline components

around the pipes. This will become even more important as network maintenance regimes move away from ‘walking the track’ and towards autonomous monitoring.

Embedded sensing/monitoring is the third theme of the SmartSense concept where user-configurable sensing capability is integrated into the pipeline at the manufacturing stage. Sensing options can include strain, soil moisture and compaction, vibration and water flow/depth/ temperature. More importantly, sensing configurations can be uniquely designed and tested through the Digital twin model so that monitoring-system performance can be evaluated at the pre-manufacture stage.

Digital twins also provide the data-based requirements for compatibility with future maintenance and performance monitoring

Carbon reduction through the next generation of drainage systems Rail Professional

systems (i.e., virtual/augmented reality) plus accurate BIM-compatible data for construction sustainability and life-cycle assessments.

Ultimately, the sector is at the early stage of developing fully integrated drainage monitoring systems but as pipeline manufacturers, it is important that sensing capabilities match the needs of the rail industry. Demonstration trials recently conducted on the SmartSense product show that stress/strain sensing can not only monitor the performance of the pipe but also pick up changes in the surrounding soils due to ground movement and deformation.

This has obvious potential benefits for the monitoring of earthworks but also critical, difficult to access structures such as bridges, tunnels and track components.

Making this smart pipeline concept work in real-world settings is the next step in SmartSense’s development and discussions with rail asset owners are already underway.

It is up to pipeline manufacturers to innovate in digital design, sensing capability and carbon reduction to meet the needs of the rail industry. The positive news is that the process has already started - it is an exciting time to be part of a rapidly evolving sector that could make a real difference to the future of the rail network.

Tel: 01282 608510 Email: nw@aquaspira.com Visit: www.aquaspira.com

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Image Credit: Rail Alliance

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Image Credit: Rail Alliance

Speakers Clive Berrington – Group Commercial & Procurement Director at Network Rail Sergeant Chris Broadrick – Specialist Capabilities at the British Transport Police Sergeant Rebecca Brown – Harm Reduction Team at the British Transport Police Martin Frobisher – Group Safety and Engineering Director at Network Rail Sir Peter Hendy CBE – Chairman at Network Rail Rob McIntosh – Managing Director – Eastern at Network Rail Ian Prosser CBE – HM Chief Inspector of Railways at the Office of Rail and Road Neil Robertson – Chief Executive of NSAR Helen Simpson – Innovation and Projects Director at Porterbrook Continue on page 97

Image Credit: Rail Alliance

d Dura Platform 2

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Dura Platform panels can also accommodate fully integrated tactile recesses and illumination of the tactile to reduce the future maintenance burden of the platforms.

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Visit us on stand F20!

RAIL LIVE |

Network Rail Village Based in Zone K, this area includes exhibits from across Network Rail, focused on the key priorities of safety, sustainability and efficiency. For the first time, this year’s exhibitors will include Supplier management and procurement teams from across Network Rail, who will be available to talk to current and potential future suppliers.

Other exhibitors will include colleagues from Network Rail’s Business and Technical Services team, including Network Rail Training, who are planning to demonstrate their virtual reality training room, Technical Services and the Asset Information Services team who provide Network Rail’s infrastructure monitoring services.

The Safety Task Force team will be present with demonstrations of cutting edge technology which is designed to support safe working and there will also be examples of the latest road fleet vehicles on display.

Live track engineering demonstration Alongside the Network Rail Village, a team led by Wales and Western region will be running a live track engineering demonstration throughout the two days of the show. Two 100 metre sections of track

will be lifted, ballast removed and replaced, and the track then replaced and tamped. The new ballast is being provided by Whitemoor Rail Recycling Centre, providing an excellent example of meeting commitments to environmental sustainability.

Passenger train information confirmed Direct passenger services from Birmingham New Street are set to be operated into Rail Live 2022’s dedicated private platform by Vintage Trains. Subject to wider connections and timings, this dedicated passenger service will enable easy travel by train directly into Rail Live via the West Coast Main Line – from Manchester, Preston and further afield in the north, and from Milton Keynes, Watford Junction and London Euston in the south.

In a bold initiative between RAIL, Tyseley’s Vintage Trains and Network Rail, the bespoke charter even includes three Pullman cars. Supplementary fares will be £20 return from New Street and £10 return from Worcester, with fares bookable in advance online or on-the-day by credit/debit card.

Due to pick up at Worcester, the daily trains will run (via the Lickey Incline) into

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the new private Rail Live platform on both days. They are provisionally planned to arrive at Long Marston at around 1145, with return departures from the show for New Street each day at around 1645, arriving back in Birmingham at 1815. All times will be confirmed soon, subject to final main line pathing/New Street platform arrangements with Network Rail.

The locomotive-hauled trains will be topand-tailed to simplify operations throughout and to eliminate ‘run-rounds’. A Vintage Trains Class 20 will lead the train from New Street/Worcester and into Long Marston via the two-mile branch, which diverges from the Oxford-Worcester main line at Honeybourne.

To provide greater power for climbing the 1-in-37 Lickey Incline (Britain’s steepest main line gradient) over the two miles from Bromsgrove to Blackwell on the return journey, the train will be hauled back to Tyseley via Worcester/New Street by Class 47, 47773 The Queen Mother. The ninecoach train will comprise three Pullman Cars, four Second Class open carriages (TSOs), one Brake Second Open (BSO), and one Brake First compartment (BFK).

Image Credit: Rail Alliance

GRP Access Solutions for Platform, Depot & Trackside for the RAIL INDUSTRY

LONG-LASTING, LOW-MAINTENANCE

GRP Walkways GRP Hand Railing GRP Catch Pit Covers GRP Embankment Stairs GRP Access Equipment GRP Maintenance Platforms GRP Roof, Track & Cess Walkways GRP Vehicular & Pedestrian Trench Covers GRP Platform Gates, Steps, Ramps & Fencing

www.steponsafety.co.uk

01206 396 446

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Innovative display solutions for transportation For more than 40 years, GDS Group has been at the forefront of developing and manufacturing leading edge technologies for digital display markets

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DS Group is passionately committed to pioneering new display technologies while delivering total customer satisfaction in the design, manufacturing, installation, and lifetime support of its display solutions. Its goal is to provide reliable eye-catching display performance at lowest total cost of ownership.

GDS Group is a Global company which has a local presence in more than 20 countries world-wide, with large production facilities in Romania (EU), Asia and Tunisia. GDS Group employs more than 1000 skilled employees worldwide, and an annual turnover of over $120,000,000 (£96,300,000). All GDS sites are ISO 9001 accredited and GDS Group holds IRIS accreditation, with the UK also holding RISQS and SafeContractor accreditations. GDS puts innovation at the heart of what it does.

GDS is proud to have pioneered solutions and technologies such as sunlight readable displays, piezo inverters, large screen optical bonding and thermal management systems for outdoor applications. GDS’ uniqueness is in its relentless innovation of technology and products, as well as in its organisation and how GDS meets its customers’ needs. It is not just innovation, but innovation shaped

around the needs of customers.

GDS has designed displays which are suitable for every part of the customer journey, from the station entrance, through the platform and onboard trains and buses. GDS also design and manufacture specialist screens for other markets including Digital Out Of Home (DOOH), retail, industrial, Smart Cities and Quick Service Restaurants (QSR).

GDS has installed over 700,000 outdoor displays world-wide in a range of demanding and harsh environments. GDS displays can be seen across Europe, USA and the Middle East and the company is proud to work with major transportation companies such as Deutsche Bahn, Swiss Federal Railways, Norwegian Railways, SNCF, RATP, and many others.

Four key differentiators Total Cost of Ownership (TCO) means more than just the upfront costs – the costs to maintain and run displays along with their longevity are all factors which determine the overall TCO. GDS’ digital displays have the best TCO in the market resulting from years of experience, rigorous testing and commitment to quality.

GDS’ displays all feature optical bonding, a process whereby the traditional air-gap between the frontal glass and TFT is replaced with a thin silicon layer.

The result is improved readability and viewing angles, better contrast and reduced internal reflections. Optical bonding also allows better thermal management and prevents the ingress of dust, moisture and condensation inside the display.

The Enerlight™ backlight technology ensures optimum display brightness and colour reproduction. GDS has developed its own backlight system using LED and optical filters for optimum performance, display and efficiency on PIDS. Advanced diagnostics within every unit allows comprehensive monitoring of assets both on the device and remotely in the cloud. GDS’ diagnostic PCB board, coupled with over 20 sensors, ensure every important parameter can be monitored and

alarms raised when an issue is detected.

The solution keeps the temperature of the unit regulated using minimal power, and adjusts the screen brightness to suit the ambient light levels.

GDS offers turnkey solutions including: • Custom design.

• Software development.

• Network setup.

• Installation and commissioning.

• Service and maintenance.

• Remote monitoring of assets.

Email: sales.gdstechnology@gds.com Visit: www.gdstechnology.co.uk Rail Professional

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Innovative ground anchoring foundation systems for level crossings and trackside Anchor Systems (International) Ltd are fast becoming the preferred supplier for anchoring systems within the rail sector

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stablished in 1995 and based in the UK, Anchor Systems are a global leader in the supply of earth anchoring products and solutions. They provide a vast range of anchoring systems for all sectors, including rail, highways, civil engineering, construction, utilities, marine, horticulture, agriculture, geotextiles and domestic.

With considerable expertise in rail infrastructure, Anchor Systems (International) Ltd offer a comprehensive technical support service including advice, design specification, site testing services, full installation training and approved specialist installers if required. They have designed several new and innovative systems for use on Level Crossings and trackside, which can be found throughout Network Rail and London Underground lines. Anchor Systems have an ever-growing number of anchoring solutions developed using the Anchor Screw foundation system, all approved by Network Rail and London Underground.

Their products have been commissioned for projects including the erection of Westbourne Park segregation barrier, Hither Green Signalling Renewal, West Hampstead Life Extension programme, Phase 3 of the Victoria Resignalling Programme and the South Harrow Cable Route Management System as part of the TfL Piccadilly Line Upgrade Programme (PLU).

The Anchor Screw foundation system has a patented domed head and interface plates which can be easily incorporated into any design, providing huge cost savings on your project. This system eradicates the need for traditional installation methods, such as concrete, is rapidly deployable and installed Rail Professional

with portable handheld equipment only. This system is preferable over concrete and other methods in the rail sector due to time and cost savings, as well as offering an average carbon reduction of 70 per cent.

Amongst Anchor Systems’ list of products are the Anchor Screw level crossing signage solution, level crossing grillage and foundation for automatic barriers and Road Traffic Light (RTL) and Box on Post (BOP).

The level crossing signage solution has been designed using modified Anchor Screw foundations, for the rapid installation of a level crossing sign or asset. Anchor Screw Piles at a length of 1.68 meters are used with adaptor plates which connect directly to the signposts. The Interface plate allows for 7° lateral adjustment in any direction, giving a total tolerance of 14° and ensuring that the sign is always level. Being fully removable, the system can be repositioned easily and reused if required. Network Rail specify that two rounded posts are required to account for wind loads and prevent any rotation or movement of the sign, therefore two Anchor Screws are necessary. The Anchor Screw foundation system is a one-of-a kind design and has UK and European Patents.

It eradicates the need for hand excavation, muck away and most importantly, there is no concrete required. The systems installation techniques and its generic NR design means that ground investigations are not necessary in advance of the installation, which is a huge expense saved to the network. The system is manufactured entirely within the UK from 100 per cent recycled or scrap steel.

The level crossing grillage with Anchor Screw foundation features Anchor Screw piles with interface plates. The interface plates attach directly to a steel grillage base, making this a quick and efficient installation method with minimal disruption to the surrounding area. The design was created for

use as part of the Southern Level Crossing Renewal project, commissioned by Network Rail to reduce the risk to the public in urban and heavily trafficked areas. A helical screw pile foundation design with steel grillage was required to support a lifting barrier machine and RTL above a buried High Voltage (HV) route and various other obstructions, in West Sussex. The renewal comprises the removal of the existing Automatic Half Barrier (AHB) level crossing which is considered a substantial risk, and replacement with a new Manually Controlled Barrier (MCB) CCTV Level Crossing type.

This includes the installation of one lighting column, one CCTV camera and four new barriers, housed on the grillage with Anchor Screw foundation.

The BOP and Anchor Screw foundation design, incorporates the same principle as the level crossing signage solution, but is for a single asset only. The BOP, or Signal Post Telephone (SPT) in this instance, will house telephones located near signal points.

These are used for the train driver to directly communicate with the signaller or for other railway staff to contact the signal box directly. The system has been designed to easily penetrate poor ground conditions, and as the NR standards specify average ground conditions, no local ground investigations are required. A single Anchor Screw with domed head and interface plate are supplied pre-assembled with the fixings in place, as the hole in the top of the interface plate allows for both to be installed as one. Once installed into the ground, a signal post is easily attached for the telephone to be connected to. The design includes rubber grommets around the entry holes to protect the flexiduct as it is fed through the side of the interface plate and up through the top face into the pole.

As with all Anchor Screw products, the benefits of the handheld installation far

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this the ideal solution for night shift work and use in noise sensitive areas. Full GPR scanning can be carried out to identify potential services prior to installation.

Environmental benefits of the Anchor Screw include: • All materials being recyclable, easily removable, and reusable.

• Made in the UK from one hundred per cent recycled steel.

• Anchor Screw has a 100 year design life • No wet trades used, curing times or excavation.

• No requirement for RRVs. • Materials can all be transported by hand and with track trollies.

• Portable and lightweight installation equipment.

• Zero HAVS (Hand Arm Vibration Syndrome).

• Installation head offers low noise pollution output offering lower disturbance to residents.

• On average the Anchor Screw foundation offers a carbon reduction of over 70 per cent.

outweigh other methods, eliminating the need for OLE isolation, on track plant or RRVs and no concrete or wet trades are used. This installation method is portable, lightweight and produces no hand-arm vibration syndrome (HAVS) during use.

Installation is quick, with the average time to install a 1.5 metre Anchor Screw, in medium density ground conditions, being only three to four minutes. The torque head has a zero dB reading and the power pack has a reading of 88dB at two metres, making

For more information on the Anchor Screw systems and other available products, get in touch via the contact information below.

Tel: 01342 719 362 Email: info@anchorsystems.co.uk Visit: www.anchorsystems.co.uk Rail Professional

See you at Stand F11

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What’s holding you back from upgrading your CIRO membership?

Do you want to inspire and shape the next generation of rail? As a member of the Chartered Institution of Railway Operators, you’re part of the only Professional Institution with focus and specialism across the rail industry

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embership showcases your credibility and expertise while providing access to a wealth of resources and networking opportunities you need to stay relevant and to excel in the industry.

To upgrade your professional recognition, CIRO’s online portal allows straightforward submission of your Professional Operations Development sections. Supporting evidence of knowledge and experience gained from your career can also be put forward, you don’t need formal qualifications.

The four membership levels, Affiliate, Associate, Member and Fellow are designed as career milestones and distinguish you as a rail leader. Professional recognition can also lead to more career prospects and opportunities.

It’s possible to apply for any level as there’s a membership to suit you at any stage of your career.

We’re pleased to hear from our members about their experience in upgrading, to help you decide the right route to membership for you.

Rachel Heath FCIRO, Fellow ‘I upgraded my membership to gain recognition in my area of work, I want other people to realise rail is a good career choice. The upgrade process was simple to navigate. I made sure my submission was detailed and relevant to each Professional Operators Development (POD) section.

I’m often approached by colleagues to advise them on CIRO courses which I'm happy to do! It’s helped to promote Operations as a professional choice within the rail industry. I'd recommend submitting your membership upgrade application, you’ve nothing to lose but a lot to gain.

Membership through CIRO is a fantastic way of proving your professional worth and expertise.’

Andrew Cunningham, Member ‘Upgrading your membership gives you the opportunity to enhance your career opportunities and salary prospects while strengthening your credentials. It demonstrates a commitment to self-improvement, discipline and work ethic, as well as the ability to undertake additional work in your own time.’

Claire Volding, Member ‘Not being a CIRO member meant that I missed an interview opportunity. I'd been an affiliate for a long time, and this was the indication that I was selling myself short by not upgrading my membership. I found the process to be quite enjoyable as it gave me the chance to consider my accomplishments in the rail industry and the knowledge I’ve developed. It’s something we rarely take the time to reflect on, and it made me feel tremendously proud.’

Jose Del-Prado MCIRO, Member ‘The feeling of having your accomplishments recognised and your application approved is priceless! I look forward to progressing my membership to Fellow.’

Andy Coston FCIRO, Fellow ‘Upgrading my membership has been indispensable for staying in touch with the industry I love since retirement. I really should’ve made the effort years ago to support my career and reputation.

Upgrading was straightforward, and it helped to speak to a colleague who’d already reached the membership level I was striving for. Their insight was invaluable in preparing my submission and helped me to achieve the upgrade. Now, I’m looking forward to devoting my time to guiding and coaching others that are beginning their careers, giving back to the profession.’

Membership gives you access to invaluable industry insights, first look at a wide variety of events and allows you to learn from top industry professionals with our mentoring scheme. To apply for the industry’s top professional recognition, visit www.ciro.org/upgrade-yourmembership/ and start your journey!

Rail Professional

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The power of tech in rail safety OnTrac’s Safe Work Pack (SWP) solution is leading the way in first-class rail safety. It streamlines processes that make life safer and more productive, creating a compliant and collaborative working environment solution allows key information to flow instantly between workers on-site and in the office. The transition to electronic planning processes allows your workforce to be briefed clearly. It ensures compliance to standards whilst relaying real-time data to colleagues across sites.

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he rail industry keeps our country moving with a network of colleagues who dedicate their lives to the railway. Ensuring the safety of our staff who work on the track has never been more important.

OnTrac knows that work must be planned and completed safely, productively and to specification. This is where high-quality safe work packs help protect our most vital asset – our people.

Sites of work are fast-changing environments and rapid communication cannot be achieved with the traditional safe work planning processes. The introduction of mobile devices on sites of work has been a real game-changer. Couple this with innovative software like OnTrac’s SWP solution and we are seeing just how the power of tech is transforming safety within the industry.

Compliance ready Meeting the complex demands of today’s railway compliance is at the top of everyone’s agenda. Digitalising safe work planning processes makes data easily accessible and instantly ready for audit checks, ensuring compliance with industry standards.

September sees the introduction of updates to Network Rail’s latest 019 standard and having robust, compliant and easily accessible workflows are essential.

OnTrac has supported the rail industry for over a decade, with their Safe Work Pack (SWP) solution being used by over 600 organisations and 15,500 users across the supply chain. The newly upgraded software guarantees you the peace of mind that you will be compliant with September’s new standard.

An industry-first safety solution OnTrac has developed an industry-first use of tech that has the power to improve safety, compliance, productivity and reporting.

It is being deployed by thousands of users across the UK including Network Rail, Siemens, Atkins plc and J Murphy & Sons Ltd. September sees the launch of the most powerful software upgrade yet, SWP v.4. It takes safe work planning to another level, giving you significant return on investment from increased efficiencies.

Communication and collaboration Those efficiencies are gained by safer, simpler and more collaborative planning. It is clear that working patterns have changed and SWP v.4 has been designed for easy use across desktops, laptops, tablets and mobile phones. Real-time communication has never been more important. This

Increased productivity The transition to digital technology has been dramatically accelerated by the pandemic.

It has been essential to keep businesses, livelihoods, and our economy afloat.

SWP v.4 comes with both Android and iOS applications. On-site processes can be completed without the need for risky and inefficient pieces of paper being passed between staff. By collecting an electronic record of work, insights can be gained through the dynamic reporting functionality.

Mobile-based apps allow colleagues involved in the safe work planning process to collaborate throughout the planning and sign-off phases, accessible at any time. Not only is paper and printing saved, but your own time and that of your colleagues.

Siemens now carry out work on an entirely paperless basis. They have seen Rail Professional

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The OnTrac system has proved incredibly popular, as colleagues can work together in real-time, with more than 1,200 users connected.

The implementation of SWP has resulted in a £1.5 million saving per annum in labour and printing costs, with an environmental benefit from the reduction in paper used.

We have a culture of continuous development to ensure we meet the demands of the rail industry as it changes, both culturally and technically, and we are continuing to work with OnTrac to enhance the system further.’

Mike Sharp – Head of Infrastructure Access, Siemens. massive improvements in productivity and importantly a significant return on investment. An entire day has been saved in printing time per week and the project has saved the company £1.5 million per year in both labour and printing costs. A return on investment was gained within the first eight weeks of the SWP app adoption.

‘The OnTrac system has proved incredibly popular, as colleagues can work together in real-time, with more than 1,200 users connected. The implementation of SWP has resulted in a £1.5 million saving per annum in labour and printing costs, with an environmental benefit from the reduction in paper used. We have a culture of continuous development to ensure we meet the demands of the rail industry as it changes, both culturally and technically, and we are continuing to work with OnTrac to enhance the system further.’ Mike Sharp – Head of Infrastructure Access, Siemens.

Making the most of data trends In an industry that is notoriously datarich, digitalising rail processes enables vital data to be saved instantly to the cloud.

This data can be accessed and analysed to ensure future rail work is carried out in the safest possible way. Technology is making it easier than ever to detect patterns of unsafe behaviours so they can be tackled headon. Data can be accessed 24/7 for years to come, ready for audit checks and ensuring compliance with industry standards.

The power of reporting In addition to SWP v.4, OnTrac is also releasing powerful new reporting functionality – known as RailHub Business Rail Professional

Intelligence (BI) Reporting. Leveraging the vast quantity of data contained within existing safe work packs, RailHub BI Reporting allows users to unlock real-time, data-driven insights that will improve safety, productivity, and compliance across your business.

These simple, easy-to-use reports go far beyond the suite of ‘standard’ reporting necessitated by Network Rail’s 019 Standard.

Powered by the latest Microsoft Power BI technology, this solution gives you access to Key Performance Indicators that are important to your business; be that for compliance or improving safe work planning.

This solution will help you drive efficiencies across your organisation. It will save you time and money, improve safety and ensure you are audit-ready, with access to real-time data wherever you are, with upto-date insights from data that is refreshed every 60 minutes.

A fully integrated workspace In today’s challenging economy, workforce safety, productivity, and management of costs are more important than ever. SWP v.4 and RailHub BI Reporting form part of OnTrac’s integrated workspace for access planning, known as the RailHub. The benefits of integration within the RailHub assist in helping to both keep people safe, whilst improving productivity, and lowering costs. The software includes: • Access to the latest reference materials to help plan and deliver work safely – including sectional appendices and signal diagrams.

• Integration with OnTrac’s Work Package Plan and Task Briefing suite. Users can electronically assign Task Briefings to their packs.

• Use of the Access Points mobile apps, providing one-stop visibility of over 10,000 access and egress locations on the network.

• Access to the National Hazard Directory, covering over 16,000 track miles of geographically tagged information. This is the most comprehensive and up-todate risk register in the UK. OnTrac is constantly evolving and keeping ahead of trends by giving its users the confidence that you will remain compliant, whilst ensuring that your most important assets – your people – remain safe.

Coming soon during 2022 are two new features to the OnTrac suite of products: • Fatigue Management. In line with the upcoming Fatigue Risk Management standard, OnTrac is a developing a new Fatigue Management solution that will be housed within the RailHub – with a complimentary mobile application included.

• Integration with Network Rail’s Line Blockage solution. OnTrac is proud to support Network Rail with the introduction of their own version of the RailHub. Authorised supply chain users will soon be able to interface with Network Rail’s new Line Blockage solution, which is replacing GZAM nationally throughout 2022.

OnTrac’s products are designed by the industry, for the industry after listening to customer feedback. SWP v.4 will be available from September 2022, to coincide with the updated industry standard. To register your interest in SWP v4 get in touch via the contact information below.

Tel: 0191 477 4951 Email: swpv4@on-trac.co.uk Visit: www.on-trac.co.uk

WEDGE GROUP GALVANIZING Your Galvanizing Partner

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Keeping the rail industry on track with remote environmental noise monitoring Since the pandemic, people’s sensitivity to noise has increased. This is due to the rise in home working and the impact Covid has had on people’s general mental health

M

anaging noise levels has always been an issue for those operating in the rail industry, but train operators and railway businesses now face the risk of an increase in the number of people raising noiserelated complaints. The challenge is to find more efficient and effective ways to manage, control and, where possible, reduce the impact railway noise has on local communities and the environment.

Protecting people’s health and well-being and avoiding reputational damage are essential.

According to the World Health Organisation, noise is the second biggest environmental cause of health problems.

Research shows a direct link between excessive noise exposure and conditions such as cardiovascular disease, hypertension, sleep disturbance, stress, anxiety, and depression. Therefore, it is incumbent on all businesses operating within the rail industry to take noise measurement, management, and control seriously. Not only to protect the health and well-being of those living near the railway but also their organisations’ reputations.

Finding the right equipment for the challenge Meeting the challenge isn’t easy. It involves knowing how to manage noise itself as well as finding the right equipment.

Organisations need equipment that can be installed for long periods in difficultto-access areas and relied on to provide comprehensive and reliable data. They need Rail Professional

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a cutting-edge solution that offers flexibility, efficacy and efficiency that most traditional noise monitoring instruments can’t.

Although they meet the demands of typical British weather and comprehensive environmental noise regulations, traditional noise monitors often require user intervention once installed, which is far from ideal when operators have to install monitors across a large geographical area and in hard-to-access trackside areas. The more rail operators can reduce the health and safety risk to engineers who may have once had to visit these monitors to carry out checks or download noise measurement data directly from them, the better.

Finding the right track partner for remote noise monitoring One of the UK’s busiest train operators has already started taking steps to get on the right track with its commitment to noise management and reduction. Its new ‘noise monitoring and management strategy’ aims to mitigate the impact that different types of noise have and seeks to influence an improvement in noise monitoring in the rail industry more generally. They hope to achieve this by understanding continuous, intermittent, impulsive and low-frequency noise in various trackside locations.

The rail operator approached Cirrus Research plc, a UK-based acoustic measurement and environmental noise specialist. Throughout its 52-year history, Cirrus Research has worked with some of the biggest names in aviation, construction and the automotive industry, helping them monitor, manage and reduce their noise impact. So, the rail operator knew Cirrus Research were the right team for the job.

Measure, monitor and analyse noise whenever, wherever Launched late last year, Quantum Outdoor is an environmental noise monitor that takes full advantage of cloud technology to offer a comprehensive solution for long-term, remote, unattended noise measurements in the rail industry. It provides continuous noise level monitoring 24 hours a day, without the need for any user intervention. It sends its data directly to the online Quantum Portal so that users of the system can log in using their organisation’s unique account details to get a real-time view of the noise levels, wherever their monitors are, whenever they need to check.

One of the other benefits provided by Quantum Outdoor is users’ ability to review historical data and create reports directly from within the cloud platform. Users can also export data to third-party software for further detailed analysis and reporting.

Much more than a noise monitor Although primarily a noise monitor, Quantum Outdoor goes beyond providing acoustic data alone. The units installed

by Cirrus Research incorporate weather Rail Professional

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monitoring to provide a more holistic view of the noise situation. Heavy wind and rain can impact noise levels and create unusual results. Having access to weather data directly alongside noise measurement information provides more context when reviewing historical data and helps the operator to plan remedial action more effectively.

In conjunction with weather data, the rail operator is also taking advantage of the ability to program Quantum Outdoor to capture audio recordings when noise levels exceed a pre-set trigger. These audio recordings will help identify the source of specific noise events and provide further clarity when deciding how to target noise levels more efficiently. The rail operator uses these audio recording specifically to help categorise noise events into their different types, which forms a substantial part of their strategy.

The rail operator chose Quantum Outdoor for one main reason: although other cloud-connected remote noise monitoring systems are available, few can meet its performance and flexibility.

Multiple Quantum units can be connected to one network within a single integrated system, allowing users to view data from several units regardless of where they’re

Rail Professional

installed. Additionally, the rail operator’s team has complete flexibility over its data management and subscription plans.

The team can add or remove features and functionality at any time. There are no contracts or minimum terms. The team only pays for what it needs, for as long as they need it.

The data provided by Quantum Outdoor is already making a big difference to the rail operator and is helping them to implement changes as part of their strategy. The reports the team has been able to generate have provided data and insight that was not previously available.

As the rail operator continues to work together with Cirrus Research and Quantum Outdoor, they anticipate making significant improvements to lessen the significance of their noise output, positively impacting all those affected by railway noise.

Away from the specific work this rail operator is doing with Quantum Outdoor and Cirrus Research, the instrument promises to revolutionise the way the rail industry measures, manages, and controls noise, with the following key features available as standard: • Remote access to all captured data, in any location, at any time and on any device.

• Comprehensive environmental

• •

• • • •

monitoring with noise available as standard and weather, vibration, dust and gas measurements made possible through bolt-on modules.

Real-time alerts direct to your smartphone when noise levels breach pre-set event triggers.

Comprehensive data analysis and reporting are available directly in the cloud or Cirrus Research’s licence-free software, NoiseTools.

Secure data storage and management options.

Flexible installation and power options, including mains and solar.

Self-system integrity check that scans the instrument for errors without any user intervention.

Flexible subscription packages that can be upgraded or downgraded at any time, to ensure you only ever pay for what you need, when you need it.

To find out more about Quantum Outdoor, please visit https://hello.cirrusresearch.com/ quantum-outdoor Tel: 01723 891655 Email: sales@cirrusresearch.com Visit: www.cirrusresearch.com

Track noise remotely

anytime, anywhere, on any device 9 Round-the-clock noise data capture 9 View, analyse and report on your data with our comprehensive cloud platform 9 Get real-time alerts and take action before you receive a non-compliance 9 Monitor multiple locations simultaneously 9 Add weather, gas, dust and vibration data through bolt-on modules 9 Flexible subscriptions that can be changed at any time

Get on track with Quantum Outdoor bit.ly/QuantumRail sales@cirrusresearch.com www.cirrusresearch.com +44 1723 891655

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CORE SERVICES • Building Repair, Maintenance & PPM (Planned Prevented Maintenance) • Reactive Faults & Repairs • Electrical Services • Plumbing & Heating • Building Refurbishments & Upgrades • Damp Proofing & Structural Repairs • Cabinetry Manufacture • Carpentry & Joinery • Signage & Graphics • Heritage Canopies & Overbridge Cladding Specialists • Washroom Cubicle Design with In-House Manufacture • Workshop services to include Laminate Supply/Cut & Edge Banding Services • ICATS - Specialist Sprayer Industrial Coating Applicator & Specialist Blaster

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BUILDING THE FUTURE RESTORING THE PAST

WEST SERVICES West Services was established in 2003 with a major rail company being one of our first clients, Over the last 18 years West Services has grown in size year on year, Time and investment has been given to ensuring West Services is at the forefront of all aspects of our business, we have various divisions and a growing number of staff, As our team grows as does our business, continually gaining the trust of new clients while retaining the trust of our existing ones.

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From office fitouts to large canopy & overbridge timber cladding refurbishments, the works of the West Services team have received many accolades and commendation from our customers, with a canopy refurbishment featuring in the annual report of the Railway Heritage Trust.

01634 666 295 www.westservices.co.uk

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Transport Ticketing Global 2022 UK Minister of State for Transport to deliver keynote address as transport ticketing specialists come together from across the world

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endy Morton MP, UK Minister of State for Transport will present the keynote opening address live at Transport Ticketing Global on 28 June 2022. This address follows last year’s release of the Williams-Shapps Plan for Rail, detailing the UK government’s plans to reform the UK rail industry including an overhaul of ticketing and fare setting. It is set to be the catalyst for the biggest shake-up of the industry in decades.

Transport Ticketing Global 2022, the world’s largest public transport forum event for smart ticketing and mobility professionals, will bring together delegates from around the world at Olympia, London, on 28 and 29 June 2022 to explore the latest developments in this rapidly evolving industry.

Over 100 industry leading speakers will deliver engaging sessions in the agendasetting two-day conference on topics including the deployment of Account-Based Ticketing (ABT) & contactless; mobilebased and biometric ticketing; the use of central bank digital currency on public transport; transport data analysis; enabling MaaS; fare modelling and policies; revenue collection procurement and post-Covid UX, new customer behaviour and customer information.

The conference will also feature an in-depth panel discussion to explore the challenges and opportunities presented by the reform outlined in the WilliamsShapps Plan for Rail, featuring insight from experts across the UK rail and ticketing sectors including senior representatives from FirstGroup, Great British Railways Transition Team, Rail Delivery Group and more.

A series of case studies will explore new international developments and deployments. They include insights into the Nordic MaaS project, NOMAD; frameworks of tariff model development for ABT at HSL Helsinki; the lessons learned by SL in Stockholm while building their ticketing system in-house over the last four years; the implementation of mobile ticketing across

15 transit agencies across multiple counties in the USA and the evolution of digital ticketing by ATAC SpA in Rome.

Among the expert speakers set to share their insights over the two-day conference programme are Juan Corro, Chief Technology & Innovation Officer, EMT Madrid; Mark Langmead, Director Revenue and Compass Operations, Translink Vancouver; Brittany Esdaile, Director – Regional Fare Systems, Sound Transit; Danielle Agius, Head of Digital Experience Strategy, LNER; Andrew Anderson, Head of Customer Payments, Transport for London; Katherine Conrad, Director, NEORide; Hallie Liao, Head of International Development, Shenzhen Bus Group and Nick Mackie, Vice President Global Head of Urban Mobility, Visa.

An extensive exhibition, running alongside the conference, will offer the opportunity for delegates to interact with the latest technologies first-hand and meet with a complete range of solution providers under one roof.

In the evening on 28 June, the tenth annual Transport Ticketing Awards, the

most prestigious recognition in the sector will celebrate the smart ticketing and mobility industry's greatest achievements.

Sponsors include Vix Technology, Visa, Cybersource, Conduent Transportation, Cubic, Scheidt & Bachmann, Stripe, Thales, eos.uptrade, HaCon, Indra, INIT, Moovit, Passenger Technology Group, Ridango, Snapper, Snowball Tech, Worldline, Fujitsu, Infineon, Masabi, Nexi, Telexis, Wizway, NTT Data, Flowbird Urban Intelligence and Discover Global Network.

Transport Ticketing Global 2022 takes place at Olympia London on 28 & 29 June. Complimentary passes are available for transport operators and government authorities. To register please click here or go to www.transport-ticketing.com or email transport-ticketing@clarionevents.com

Email: ChrisLewis@clareville.co.uk Visit: www.transport-ticketing.com Rail Professional

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Phase two of the Holt Weir fish pass is completed using Legato blocks In March 2022 phase two of works on the ‘Unlocking the Severn’ fish pass project at Holt Weir, along the River Severn in Worcestershire were completed

T

he use of Elite Precast Concrete’s Legato Interlocking blocks proved to be a crucial element in the completion of the project.

Home to many different species of fish, the River Severn is the longest river in the UK. The ‘Unlocking the Severn’ project, which has been funded by the National Lottery Heritage Fund and the European Union LIFE programme is expected to cost around £19.7 million.

One of the largest river restoration projects of its kind in Europe the scheme has been designed to help boost the recovery of fish stocks. A number of weirs, built in Victorian times to aid the transport of goods along the river, have caused fish migratory routes to be blocked, this in turn has led to the decline of fish stocks.

The project however wasn’t without its challenges! Due to the remote location and restricted access of the fish pass the use of steel shuttering and wet concrete was going to be time consuming, impractical and expensive.

Land and Water Group Ltd, one of the main sub-contractors on the project, contacted Elite Precast Concrete and asked if they could help. Elite suggested that the use of their Legato interlocking concrete blocks might well be the answer.

Because the blocks are cast off-site their installation is not weather dependent and due to their size they were relatively easy to transport to the area and install. Over 900 Legato blocks were used in the end to complete the project.

In this latest phase Land & Water carried out a range of activities from the Legato block installation to concrete works in order to build the fish pass which is essential for the migration of fish to their spawning grounds upstream.

Elite were a pleasure to work with

and played a major part in the successful completion of this complex project. The Legato blocks were the ideal solution and enabled us to complete the project on time.’

Liam Williams – Site Manager, Land and Water Group Ltd.

For more information or technical advice, get in touch via the contact information below.

Tel: 01952 588885 Email: sales@eliteprecast.co.uk Rail Professional

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| PEOPLE

RIA Scotland announces Chair and Vice Chair RIA Scotland, the voice of the Scottish rail supply community, has announced a new Chair, Meirion Thomas of Arcadis, and Vice Chair, Campbell Braid of Siemens, to set the strategic direction of the group. RIA Scotland is the devolved national division of the Railway Industry Association, supporting rail suppliers across Scotland. RIA Scotland will support the industry through a range of activities including networking events and representing the sector to decision makers, and is part of RIA's Nations & Regions Network, which aims to bring RIA's work closer to where members live and work.

Trough-Tec Systems welcomes Xavier Guilhen to the team Xavier Guilhen has recently joined the team at Trough-Tec Systems (TTS), the country’s leading supplier of environmentally sustainable cable management systems as its Technical Client Services Manager.

Xavier is already well known to TTS’s long-standing clients having worked for the company previously as Engineering Manager, as a graduate in Energy Management and Systems Technology and in Electronics and Electrical Engineering. Since then he has enjoyed a successful career as a field service engineer for an international electrical and electronics manufacturing firm, specialising in energy-saving lighting and heating solutions for the commercial and domestic markets.

Rail Professional

Nigel Stevens appointed new Transport Focus Chair Nigel Stevens will take on the role of Transport Focus’ Chair during the rollout of the biggest reform on Britain’s railways in 25 years, and Great British Railways. Nigel will be responsible for overseeing, an inspiring the change needed to ensure Transport Focus works effectively with GBR as the passenger champion over the coming years. This is an important step in transforming the rail industry to deliver for its passengers. Beyond Britain’s railways, in an exciting period of change, Nigel will be responsible for ensuring that Transport Focus is an effective representative of the users of the Strategic Road Network in England and bus, coach and tram passengers outside of London.

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