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What an exciting end to the month! It was a slow start, with the Chancellor of the Exchequer’s Spring Budget failing to refer to rail beyond a cursory mention of the economic opportunities presented by East West Rail and how it will support further growth in life sciences. But then my inbox started blowing up with responses to reports that sections of HS2 might be delayed – we’ve compiled reactions to that from the industry’s tops names. Then, almost immediately after, there was another round of contestation as Derby was announced as the new headquarters for Great British Railways. This was welcomed by the industry and although interest in the competition seemed to have cooled in recent months, judging by the responses, the industry is happy with the choice so we can hope for more good news coming out of the GBR team soon.
Speaking of the Spring budget, there was a reference in the Chancellor’s statement to the City Region Sustainable Transport Settlements – worth £8.8 billion over the next five years – and we touch on cities and streets in our interview this month with the outgoing Director of the Urban Transport Group, Jonathan Bray. Jonathan was the Coordinator of the Save our Railways campaign that, in the nineties, tried to stop privatisation and in our interview he opines on the current ‘not private but not public’ state of the railways and how that might change in the coming years.
This month we’re focussing on skills with articles on addressing the skills shortage from Nick Andrew of CWE, Accrington & Rossendale College and National Apprenticeship Week. Now – on to Railtex! See you all there.
SAM SHERWOOD-HALE EDITOR
23 RAIL RESPONSE
Derby Chosen as GBR Headquarters
27 RAIL RESPONSE
Industry Responds to HS2 News
31 THE CHEEK OF IT
Elizabeth Line Powers Autumn Growth in Rail Patronage
35 LAYING DOWN THE LAW
An extra consideration when developing near existing residential property
37 Graham Cross, Commercial Director of MTR Corporation (UK) on how Big Data can bring order from chaos
39 DELIVERING THE GOODS
Achieving sustainable, greener transport is a high priority for the logistics sector as the deadline to reach net zero by 2050 advances, Ellis Shelton, Policy Advisor at Logistics UK explains
41 Krishna Desai, Senior Global Marketing Manager at Cubic Transportation Systems explores how to make the transport sector welcoming and accessible
43 France is Spending an Extra €100 Billion on its Trains – the UK Can Do More with Less
45 Resilience First, with PA Consulting, have published a new report – Whole of Society Resilience: Steps to Success
47 Alex Froom, CEO Zipabout looks at a new form of media for UK operators
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Accrington & Rossendale College have officially opened a brand new, specially designed railway maintenance track aimed at fast-tracking unemployed adults into well-paid, skilled
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Equipment supplied by Sheffield-based rail depot specialists, Mechan, will be playing an integral role in the upkeep of a new fleet of trains serving travellers in the Midlands. West Midlands Trains’ Bletchley depot in Milton Keynes is taking delivery of 21 Mechan lifting jacks, as part of a major refurbishment project due to complete in 2024.
The manufacturer’s 18-tonne flagship jacks will work as a set of 20 (with one spare) to lift five-car class 730 Aventra trains, which are being built by Alstom (formerly Bombardier) in Derby at the moment. The installation is part of extensive civil changes being made to Bletchley’s road four to accommodate the jacking requirements of the new vehicles.
Mechan is working closely with West Midlands Trains to deliver the jacks to its specification. This includes fitting rail wheels to the bases and supplying 21 jacking brackets. When construction work is
complete, the firm will then add socket boxes at the depot and install the jacks’ cabling system in a central pit to reduce tripping hazards.
Lindsey Mills, Mechan’s Sales Director, said: ‘West Midlands Trains uses our jacks at other facilities and was aware of their flexibility, efficiency and reliability, hence the order for the refurbished Bletchley. We continue to enjoy an excellent relationship with the client and can’t wait to see the fully synchronised set in action when the new trains enter service.’
West Midlands Trains operates services under the West Midlands Railway and London Northwestern Railway brands, from London to Liverpool and across the West Midlands.
For more information about Mechan’s lifting jacks, or its wide range of bespoke depot maintenance equipment, telephone (0114) 257 0563, visit www.mechan.co.uk or follow the firm on Twitter, @mechanuk.
The DfT has published figures showing that national rail passenger numbers have reached over 100 per cent of pre-Covid levels for the first time since March 2020. From Friday 10 February, passenger numbers
on the national network hit or exceeded 100 per cent five days in a row, and on Wednesday 22 February 103 per cent was recorded. This means that passenger numbers have doubled in just over a year,
with the DfT data showing that since the start of 2023 rail customers have been returning not just on weekends and the middle days of the working week, but also on Mondays and Fridays.
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The Railway Industry Association (RIA), the voice of the UK rail supply community, has today launched RailDecarb23, a campaign urging the Government to accelerate plans to decarbonise rail. The campaign is being launched during Decarbonising Transport Week, which highlights the solutions that will be used to deliver the biggest gains in the UK’s transition to a low carbon transport network.
RIA is urging the Government to implement three key steps to enable the railway industry to better support it in its mission to reach Net Zero by 2050. These key ‘asks’ are:
• Immediately implement a rolling programme of cost-effective electrification on intensively-used lines.
• Ramp-up fleet orders of low carbon rolling stock using new traction methods on less intensively-used parts of the network, including hydrogen and battery.
• Government, Network Rail and other rail clients to work with suppliers so they never lose out for offering lower carbon solutions, but are incentivised to reduce emissions.
RailDecarb23 comes against a backdrop of insufficient progress on rail decarbonisation, with the targets of removing all diesel-only trains off the network by 2040 and achieving a fully Net Zero railway by 2050 currently set to be missed. Currently the UK is well behind other European countries: Mainland Europe has 57 per cent of its network electrified – yet in the UK the figure is 38 per cent.
RailDecarb23 follows the publication of a Transport Select
Committee report, Fuelling the future: motive power and connectivity, which urges Ministers to speed up progress with electrifying the UK’s railways lines. The report recommends that DfT publish a long-term strategy for decarbonising the rail network, with a vision for what proportion of the future network will use electrification, supplemented by hydrogen, battery-powered and bimode or tri-mode traction trains. The most recent figures from ORR data shows that between 2020 and 2022, the number of electrified route kilometres actually fell by seven kilometres, from 6,049 to 6,042.
Commenting, RIA Chief Executive, Darren Caplan said: ‘Rail already plays an important role when it comes to helping the Government deliver its Net Zero targets, constituting a small part of the problem but a big part of the solution. To take just one example, a single freight train removes up to 76 lorries from our roads, significantly cutting carbon emissions.
‘Rail, however, has the potential to deliver even more with the right support from the Government. The Railway Industry Association’s new campaign, RailDecarb23, aims to secure progress on three key asks, on electrification, new traction methods, including hydrogen and battery, and ensuring suppliers never lose out for offering lower carbon solutions. If the Government can work with the railway industry to deliver on these asks, it would put UK rail back on track to reach Net Zero by 2050 – a target which is currently set to be missed.’
As part of the Government’s largest capital programme commitment ever, over £40 billion will be invested in transformational transport schemes over the next two financial years across the country, helping to level up local communities and deliver on one of the Government’s five priorities to grow the economy.
This includes a continued investment in delivering HS2, which will grow local economies, provide a green transport solution and train a skilled construction workforce, as well as almost £8 billion in investment over the next two years in major roads – the nation’s economic arteries, which support the bulk of passenger journeys.
With over £20 billion spent on Phase One already, the Government will prioritise delivering the opening stage of HS2, with the first high-speed rail services running between new stations at Old Oak Common in west London and Curzon Street in Birmingham by the early 2030s. This will be transformative for passengers and communities, ensuring that the earliest benefits of HS2 are retained – creating jobs, attracting investment and sparking housing and commercial regeneration along and beyond the route.
The Government also remains fully committed to delivering HS2 from Euston to Manchester. However, in recognition of inflationary
pressures and to help balance the nation’s books, the next two years will be used to rephase construction and optimise future delivery of Phase 2a between Birmingham and Crewe so this is done in the most cost-effective way. This aims to deliver high-speed services to Crewe and the North West as soon as possible after accounting for the rephasing of construction.
At the same time, the Government will take the time to ensure an affordable and deliverable design at Euston, with a view to delivering the station alongside high-speed infrastructure to Manchester, while the High Speed Rail (Crewe-Manchester) Bill continues through Parliament.
Work continues on progressing commitments made in the Integrated Rail Plan to develop HS2 East, the proposed route for HS2 services between the West and East Midlands, and to consider the most effective way to take HS2 trains to Leeds.
Transport Secretary Mark Harper said: ‘We know the power of transport as an engine for sustainable economic growth. That’s why – even in this tough economic climate – this Government sees transport investment as a down payment on the country’s future and is committing £20 billion over each of the next two years to improve the UK’s transport network.’
Track work on the Levenmouth Rail Link has passed the halfway point. Completion of the latest phase of track installation marks a significant milestone on the Scottish Government-funded project with the first three miles of rail now in place from Thornton Junction – now extending more than half-way to Leven.
Since the start of work on the line, the track bed has been dug out with 30,000 tonnes of spoil removed. The ground has been waterproofed and approximately 37,000 tonnes of new stone ballast laid.
Engineers have installed more than 18,000 sleepers and 22 kilometres of rail in 100, 215-metre-long sections of rail to complete the new section of track.
Work to reinstate the six-mile Levenmouth Rail Link got underway in March 2022 and includes repairs to existing bridges, construction of two new stations at Cameron Bridge and Leven as well as laying six miles of new track.
The £116 million project, which is due for completion in 2024, will reconnect Leven to the rail network for the first time in more than five decades.
The work is part of a £164 million Scottish Government investment to modernise this key junction for passenger and freight services on one of Scotland’s two crossborder routes.
The three-month programme will see trains diverted and journey-times extended on services between Glasgow/Edinburgh and Carlisle until June.
Engineers are working around the clock to simplify and upgrade the track-layout to clear an existing bottleneck on the network, making it more reliable and better able to cope with increasing passenger and freight demands.
During the first 16 days of the work, the focus was primarily on completing the south junction – installing and upgrading the track, signalling and overhead line equipment to enable passenger and freight services to connect to Edinburgh and to add an additional diversionary route for services to Glasgow.
Work on this strategically important junction is complex and challenging and Network Rail, alongside contractor partners, developed the staged programme to manage the effect on services in the least disruptive way.
The closure of Carstairs junction impacts on cross-border operators including Avanti West Coast, Caledonian Sleeper, CrossCountry Trains and TransPennine Express, who are operating via diversionary routes or offering alternative journey options during this time.
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‘These sleek new trains will offer cleaner, smoother and more reliable journeys as we leave no stone unturned to boost clean travel, level up transport and grow the economy.’
Managing Director of Nexus, Martin Kearney, said: ‘We are at the beginning of an exciting new era for transport in North East England. The Stadler trains are going to be transformative, and we are really excited to get them into service for our customers.
‘Stadler are a world class train manufacturer. What they are delivering are trains with the very latest modern technology, which is a massive leap from our current 43-year-old fleet.
‘This is a new train whose design has been shaped by customers, employees, trade unions and specialist user groups. We believe this to have been the most farreaching consultation yet staged into a new train design. Over 23,000 customer responses have helped to shape the design.
The Tyne and Wear Metro’s first train has been officially unveiled today at a celebration event hosted by Nexus and Stadler, marking the start of an exciting phase of the £362 million programme.
Nexus said the event was an opportunity to thank many different people who have helped make the new fleet a reality: Metro customers who have shaped the design, local politicians and business leaders who campaigned for funding, some of its many employees and trade union reps involved in
the project, and local firms now supplying parts and technology to the new train.
Transport Minister, Richard Holden MP, joined with other invited guests to get a first look at the brand new Stadler train, the first of 46 that Nexus has on order.
He said: ‘Today marks a new bright chapter for passengers in Tyne and Wear and the North East who will benefit from some of the most modern metro trains in the country thanks to over £360 million in Government investment.
‘The hard work starts now to get the trains ready to go into service. The new Metro trains will have to go through a phase of rigorous testing on our network, and all our drivers will need to undertake a period of train handling experience during the implementation phase of the project.
‘We will then be able to put the new train into service so that all of our customers will get to feel the benefits, and share in this moment of history for the Tyne and Wear Metro.’
MPs across the political spectrum have again voiced their support for the key rail link to Heathrow Airport. Tan Dhesi MP, who chaired the meeting, expressed his support for the project, to ensure that residents of Slough can be better connected to Britain’s busiest airport by rail. An AGM was held in Parliament, bringing together MPs to reconstitute the All Party Parliamentary Group for the Western Rail Link to Heathrow and to discuss the many benefits of this integral rail project.
Backed by Government in 2012, the line, which would leave the Main Line between Langley and Iver would stretch 4 miles to connect to London Heathrow Airport, speeding up journeys from the Thames Valley region, removing the need for passengers to travel into London Paddington first.
The proposals would reduce rail journey times by delivering a frequent service in each direction, ease congestion on some of the UK’s busiest roads, reduce passenger congestion and generate economic growth.
Co-chair of the APPG, Tan Dhesi MP said: ‘For the good people of Slough, the Thames Valley region and our country as a whole, the Western Rail Link to Heathrow would make travel to and from the
busiest airport in the UK greatly more convenient, cutting traffic and congestion and stimulating our local economy. It would also ensure that 20 per cent of our country’s population will be within one interchange of its busiest port Heathrow.’
Taking place from 9 – 11 May 2023 at the NEC, in Birmingham, Railtex 2023 offers a unique opportunity to experience state of the art equipment and innovative systems and solutions
The show will include live demonstrations, as well as an extensive seminar programme focusing on hot-button topics for the rail industry, such as sustainability, digitalisation, maintenance and passenger experience, alongside the well-established On-Track Display area. The UK’s railway sector has embarked on a transformational journey, in tandem with the UK Government’s aims to create a greener and more sustainable rail industry. Railtex is the ideal platform for the whole railway industry to meet under one roof and to experience products and equipment in action.
For more than 25 years, Railtex has been the UK's showcase event for the rail industry and it continues to reunite all stakeholders of the rail sector and its key players, including rail operators, infrastructure authorities, vehicle builders, suppliers, rail transport policymakers and planners. Despite the challenging times the industry has been facing over the past two years, Railtex confirms to be a trusted industry event, playing a crucial role in companies’ recovery strategies in the aftermath of the pandemic. Railtex attracts high-profile visitors with decision-making power, from management, engineering, planning and technical design backgrounds looking for innovative solutions for all areas of the railway supply chain.
Its visitors come from all key industry sectors, including main line passenger and rail freight operators, rail regulation and safety bodies, infrastructure contracting and maintenance, national, regional and local government transport agencies, and many more. Visiting companies at the previous edition included ALSTOM, Avanti West Coast, Bombardier Rolling Stock, East Midlands Railway, High Speed 2, Hitachi, London Underground, Mott MacDonald Ltd, Network Rail, Siemens Mobility Ltd, Transport for London, West Midland Trains and many more.
Numerous exhibitors have renewed their attendance for the upcoming edition, testifying the influence of Railtex in the UK rail market; Stadler Rail, EAO Ltd., Tidyco Ltd., CRRC Corporation, Prysmian Cables & Systems, Frauscher Sensor Technology, Hayley Group Ltd. and many more will be showcasing their products and services. You can see the list of exhibitors on the website.
Railtex provides an excellent opportunity to rekindle contacts and will bring prominent industry experts, stakeholders, and decision-makers in attendance, along with the exhibitor presentations and an extensive conference programme. Seminars and
conferences hosted by high-level industry experts and speakers are in the programme, which will be organised by the main show partner, the Railway Industry Association (RIA). The extensive supporting programme will provide valuable insights into future trends in railway technology and will feature a broad range of topics and sessions to address key challenges and opportunities facing the rail industry in the coming years.
One of the show’s recurring features includes the On-Track Display sponsored by British Steel, one of the world’s leading track products suppliers: an area that will enable suppliers of rail-mounted vehicles and trackrelated equipment to display their products on a real section of track.
Tickets are now available and can be ordered online free of charge before the show or purchased online and on-site during the exhibition: https://www.railtex.co.uk/engb/visit.html
Jonathan joined the Urban Transport Group (then the Passenger Transport Executive Group) in 2003, and became Director in 2008. In addition to this role, in recent years he has been a visiting senior fellow at LSE Cities, a Commissioner on the Commission on Travel Demand, a fellow of the Chartered Institute of Highways and Transportation, an Academician at the Academy of Urbanism, a Director of Good Journey CIC and a member of the UITP Organising Authorities and Policy Boards.
Sam Sherwood-Hale
spoke to Jonathan Bray, Director at the Urban Transport Group about how rail transport has changed throughout his career, the nature of public vs. private, and some of the issues that rail reform will encounter
SSH: You joined the Urban Transport Group 20 years ago, when it was the Passenger Transport Executive Group. How have you seen rail transport specifically change in that time?
Jonathan Bray:
I think the recent golden age of rail is over. Rail’s USP is getting large numbers of people rapidly into urban centres but the pandemic has hit commuting hard. On top of that, the current format of the railways doesn’t work, isn’t popular and subject to periodic nervous breakdowns like the one we are experiencing right now on TransPennine and elsewhere. The railways have also had a twenty year period were the Treasury investing heavily in rail – followed by the additional revenue support during the pandemic. And they’ve had enough.
One of the big changes in the last 20 years on rail has been the successful devolution of responsibilities for local and regional rail services in different parts of the country so it’s been disappointing to see how that has been marginalised in the rail reform process which is far more focussed on who gets to play with the trainset. It’s not been an outward focussed process looking at the benefits for different regions and cities or how it links to wider priorities like the environment, social inclusion and housing.
There’s also been a remarkable lack of interest in how it all looks to the passenger on the platform. For example, why is there zero debate about bringing back an InterCity network which could compete with the airlines on a more consistent basis? It has been very much focussed on looking at ways to organise the railways to the satisfaction of different factions within the current management structure of the railways.
I also think that there’s some ‘Turkeys don’t vote for Christmas’ going on so officials aren’t voting to devolve at speed because that reduces their influence and power. It’s been disappointing because in large city regions the heavy rail network is far from the main form of public transport, it’s part of what should be a wider, integrated public transport network alongside light rail and bus services. That’s what people want in big cities – fully integrated public transport provision, but because the DfT is siloed by mode seeing this wider picture is often beyond them.
SSH: A report by the Urban Transport Group from a few years ago found that the greater the role of sub-national authorities in their respective area, the better their local station is. Which cities or urban areas do you think are a good example of this?
Jonathan Bray: If you look in West Yorkshire where I am now we’ve got examples of stations being transformed and staff put back. We’ve had more demanding specifications for cleanliness, security and accessibility. If you’re sitting in Whitehall, you might not be aware of every place
you’re in charge of. But if you’re a counsellor representing these wards then you’re accountable and more likely to pay attention to these details.
SSH: You’ve written previously about bringing back the Great bits of British Railways, like a single intercity network, do you have faith that will come to fruition?
Jonathan Bray: In the long run, common sense has a reasonable chance of prevailing and in the short term it makes sense to have an organisation like GBR providing a guiding mind. However, I think the recent speech by the Secretary of State is one step forward one step backward as we are back to where we are encouraging more operators to provide more services presumably differentiated by different fares. So how is that different to what we have now? How are we going to have simpler more integrated ticketing and more fares competition? How are we going to have a better planned and easier to understand rail network and a multiplicity of companies and brands? We are back to trying to create a pretend free market – which in reality is propped up by gazillions of pounds of public subsidy and a system of cost allocation that dumps the costs of ‘profitable’ operators onto regional and local rail services. So I’m sceptical at the moment about rail reform as I think the forces at play are more focussed on these introverted ideological and organisational battles.
SSH: Was there ever a period where this wasn’t an issue?
Jonathan Bray: I think we’ve entered a strange stage where it’s not public and it’s not private, it’s what you want it to be. It’s all being driven by these nebulous nowhere land concepts rather than what it looks like for passengers who actually use the railways. I also wonder what is the point of going through a competition process for those contracts let under very tight specifications if it’s going to be still the same staff and the same management – what are you gaining from that competition? It’s the same people driving the trains, the same managers rotating through the industry, the same senior figures are always going to be there. I’m not sure this halfway house will stick in the long term, even when and if it finally gets defined.
SSH: Which way would you see us go?
Jonathan Bray: I would go for a nationalised intercity network, you get the full benefits of nationalisation when you do it properly because at the moment we’re still stuck with all the interface costs and regulatory costs which makes the railway incredibly expensive to run. I would devolve local services and protect the interests of freight. If you look at London which made the most of its golden era of government
funding and transformed its transport network – I’m not convinced the railways did that at the national level partly because of a structure that just doesn’t work.
SSH: When you look back on the battle against rail privatisation more broadly, what were some of your worst fears that did come true, and some that didn’t?
Jonathan Bray: The fear that didn’t come to pass was big cuts in services. Partly because the high profile campaign forced concessions on service protection, partly because the Government was prepared to throw money at the privatised railway for ideological reasons, partly because the economic conditions were favourable for rail. The fear that did come true was that the structure would be expensive, bureaucratic and ultimately unworkable, and that means rail hasn’t been able to take advantage to the full of its golden age of funding and government support and why its in such a mess now.
SSH: How does that type of engagement with the market compare to today, when you look at the commitments to a project like HS2 for example?
Jonathan Bray: Things are particularly difficult now because construction inflation seems to be higher than background inflation. I don’t think the narrative around HS2 has been played very well. It’s presented as a stand-alone infrastructure project that’s sealed off from the rest of the rail network. I think it would have been better to sell it as a rewriting of the wider national long distance rail network and the nation’s biggest urban regeneration project – which is what it would lead to. Make clear the knock-on benefits for places not on the route. I know a lot of the people in the rail sector think it’s game, set and match to say it’s about capacity and not speed, but capacity is an abstract concept that doesn’t mean much to the average person. It should have been sold as a massive national project based on specific benefits to places on and off the route itself.
SSH: How do you think streets shape people lives, and is that something that has changed in the last 20 years?
Jonathan Bray: I think streets deserve more attention, you’ve got so many calls on street space, concerns around active travel, the things that people want streets to do more widely such as street cafes, anti-terror measures, climate resilience, access for disabled people, street beautification. At the moment people tend to approach streets with one single agenda after another such as cycle lanes then bus lanes, rather than taking a holistic view. Really the issue is resources for local transport authorities to build up the skills and capacities necessary to manage the trade-offs on street space in a way which builds public consent.
The Secretary of State for Transport, Mark Harper MP announced Derby will be the home of the Great British Railways headquarters.
Great British Railways (GBR) is a once in a generation reform that will transform the way in which the sector works, bringing together track and train – through a network of regional railway centres – to deliver a simpler, better railway for everyone.
Derby is already home to Europe’s largest rail cluster – providing thousands of skilled jobs and benefiting from well established rail links to towns and cities across the country.
The Great British Railways HQ will be the anchor of a new rail campus across the city, building on this existing centre of railway excellence.
As the Secretary of State outlined, teams at the HQ will support the wider industry in driving innovation and new thinking, including teams focused on research and development and tackling nationwide issues like net-zero and expanding the role of rail freight.
Now Derby is confirmed as Great British Railways HQ, we will work with Derby City Council to find the precise location that will house our vision of GBR HQ.
Although Derby will be the home of the Great British Railways HQ, regions across England, Wales and Scotland will benefit from the rail reform which GBR will deliver. To ensure rail reform delivers for customers across Britain, decision making will not be confined to the HQ. Empowered GBR regions will be equipped with the authority to make decisions and prioritise investment opportunities, alongside a strong and clear voice for local leaders and communities.
Maria Machancoses, Chief Executive of Midlands Connect, said: ‘I am thrilled to hear Derby has been selected as the home for the new Great British Railways HQ. It is an excellent choice; Derby is right in the heart of the country and is home to the greatest cluster of rail sector businesses in the UK and indeed Europe making it a perfect location for the home of GBR.
‘Investing in Derby is a therefore a clear vote of confidence for the rail industry bringing a host of job opportunities to the region and we look forward to working together with GBR on our plans, including the Midlands Rail Hub.’
Elaine Clark, CEO of Rail Forum said: ‘All of the finalists were strong contenders to be the home of GBR and Rail Forum would like to commend each of the locations on the quality of their bids. GBR will be the guiding mind and set the strategic direction for the future of Britain’s railways. Derby is an excellent location for the HQ and we look forward to continuing to develop our relationship with GBRTT, for the benefit of all our members across the whole of the UK.’
Railway Industry Association Chief Executive, Darren Caplan, said:
‘Congratulations to Derby on becoming the home of GBR, a city with a rich rail heritage! Well done also to the other competitors who were shortlisted, all of which are great rail towns and cities too, and will play a crucial role in the future of UK rail as well. Today’s announcement is hopefully a welcome sign that the Government is pressing on with industry reform, so that the supply chain can deliver transformational rail projects effectively and efficiently in future, while delivering value-for-money for the tax and fare payer. It is now crucial that ministers keep their foot on the pedal, to provide the industry with clarity on what reform will look like and ensure that there are no further delays in the development of GBR.’
Will Rogers, Managing Director, East Midlands Railway, said: ‘It is absolutely fantastic news that the home of EMR will also be the home of Great British Railways, too. Although Derby has a proud rail history, we also know it has a bright and exciting future too and we look forward to working closely with GBR, as well as the current rail and engineering cluster to deliver a better and simpler railway for the country in the years to come.’
Nick Crossfield, Managing Director, Alstom UK & Ireland said: ‘Derby is the heart of Britain’s rail industry, and a key cluster for advanced engineering manufacturing with the likes of Alstom, Rolls-Royce and Toyota; it is the natural choice to host Great British Railways. Alstom directly employs 2000 of our people in the city and our factory is a leading global centre for train design and advanced manufacturing. Importantly, it is the only site in the UK where trains can be designed, developed, built and tested - as we will be doing for the next generation train for HS2. Having GBR in the city will help foster greater rail sector collaboration and help attract and retain the young people so vital to all our futures.’
Andy Bagnall, Chief Executive of Rail Partners said: ‘It's great to see Great British Railways has found its future home in Derby, a city with a rich history of railway heritage and a track record of innovation. The strength of competition for the HQ from other great railway cities up and down the country speaks to the transformative power of rail as an engine for green growth. Legislation in the next Parliamentary session is now the critical next step to establishing Great British Railways and maintaining momentum for reform of our railways in the interests of both customers and taxpayers.’
Councillor Chris Poulter, Leader of Derby City Council, said: ‘We're absolutely thrilled that Derby has been selected to become the new home of Great British railways. This result is a testament to the hard work of our team, alongside our key rail and city partners based across Derby - we couldn't have done it without them. Rail heritage is at the heart of our city and for this to be recognised by Government is a fantastic achievement. The investment we’ll see from this significant move will be huge, not only just for Derby but for levelling up across the whole of the wider East Midlands.
Not only do we have Europe's largest rail cluster centred right here in Derby, but we also have a rich history of being the only city in the UK to have manufactured rolling stock continuously since 1840. I'm thrilled that Derby's heritage is being recognised in this defining way. Thank you again to everyone who took the time to back Derby’s bid, it was brilliant to have support from 22 MPs and all 40 local authorities from across the East Midlands. We can’t wait to see what this momentous move will mean for Derby and its citizens in the future.’ Significant support for the bid came from the rail sector itself – including the likes of Alstom, Costain, Resonate, Sperry, Loram, Train FX and East Midlands Railway – plus Derby College and rail innovation orientated universities of Derby, Loughborough and Nottingham.’
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In his statement, The Secretary said: ‘The Government is prioritising HS2’s initial services between Old Oak Common in London and Birmingham Curzon Street to provide delivery of passenger benefits as soon as possible. We remain committed to delivering HS2 services to Euston, and will address affordability pressures to ensure the overall spending profile is manageable. We will therefore take the time to ensure we have an affordable and deliverable station design, delivering Euston alongside highspeed infrastructure to Manchester. We
The Association for Project Management (APM), the chartered membership organisation for the project profession, responded with Andrew Baldwin, Head of APM’s Public Affairs, saying: ‘Ultimately, projects like this need to be measured on the benefits they produce. Good project outcomes require the right conditions for success. In a challenging economic environment, HS2 will face difficult decisions in order to ensure its intended benefits can be realised.
‘As the chartered membership organisation for the project profession, we acknowledge the importance of learning from challenging situations such as this. We welcome HS2’s transparency and encourage them to share their learnings with the wider project community to increase its collective knowledge.’
continue to take the High Speed Rail (Crewe – Manchester) Bill through Parliament, and the Crewe-to-Manchester section will also form the foundations for improved rail services in the North through Northern Powerhouse Rail.
The Government is committed to delivering HS2 Phase 2a between Birmingham and Crewe. We have seen significant inflationary pressure and increased project costs, and so we will rephase construction by two years, with an aim to deliver high-speed services to Crewe and the North West as soon as possible after
Jonathan Spruce, ICE Trustee for policy and external affairs said: ‘Public infrastructure projects like HS2 are critical for economic growth, and meeting levelling up and net zero goals. They are an investment in our future, not a cost.
‘The UK needs to think strategically about what we want our transport system to deliver. In the longer term, a national transport strategy, with a clear investment plan, would help ensure that the country gets the transport infrastructure it needs; reliable ways to get where we need to go, in a way that's better for the planet.’
accounting for the delay in construction. Work continues on progressing commitments made in the Integrated Rail Plan to develop HS2 East, the proposed route for HS2 services between the West and East Midlands, and to consider the most effective way to take HS2 trains to Leeds. HS2 continues to represent a very significant investment into our national infrastructure, levelling up communities right across our country, providing a netzero alternative to car travel and domestic flights, and training a skilled workforce for the UK’s future construction industry.’
Responding to reports sections of HS2 might be delayed Andy Bagnall, Chief Executive for Rail Partners said: ‘While inflationary pressures make infrastructure projects more challenging, it is critical for Britain's economy and meeting net zero targets that large sections of HS2 are not delayed which will ultimately increase the overall cost.
‘We must address industry financial challenges across infrastructure and operations head on – not focussing solely on cost reduction, but also on driving revenues to close the financial gap and reduce the railway’s reliance on taxpayer funding.’
Responding to the announcement that the Birmingham to Crewe leg of HS2 will be delayed by two years, Lord McLoughlin, Chair of Transport for the North, said: ‘This is a disappointing announcement. But I was reassured by the Transport Secretary that we are still getting HS2 to Manchester, and the recommitment to NPR is welcome.
‘However, it needs to be understood whether or not these cost savings can be realised while still achieving the same desired outcome and conditional outputs. The government needs to avoid being penny wise and pound foolish, as delays don’t necessarily lead to savings, and in fact can drive costs upwards.
‘Nevertheless, the political leaders of the North who sit on our Board have made their collective position very clear – we must transform the North by building both HS2 and NPR in full. Taken together, both projects unlock the North’s economy from the existing position of poor infrastructure that has held it back. It is the communities and businesses across the North of England who are suffering most by any delay or inaction in delivering on these schemes.’
The Chartered Institution of Civil Engineering Surveyors (CICES) has questioned the logic behind the government’s decision to delay the Birmingham to Crewe leg of the HS2 highspeed rail project.
The internationally renowned organisation, based in Sale, Greater Manchester, has raised concerns about the government’s short-term thinking after last week’s announcement of a two-year delay, and has urged the Chancellor to think again.
CICES says it will cause a major decline in confidence in the rail and infrastructure sectors, impact jobs and livelihoods and businesses in the Midlands, will make it difficult to attract talent and dissuade young people from taking up careers in infrastructure.
Simon Hamlyn, CEO at the Chartered Institution of Civil Engineering Surveyors (CICES), said: ‘The government talks about levelling-up but when it comes to the crunch it’s always the north which loses out. We need long-term thinking and investment now, not short-term decision making and delays which will have a long-term effect on jobs, livelihoods, businesses and young people’s careers.
‘Saving money now on the northern part of HS2 makes no economic sense since costs will rise further down the line. We are hugely disappointed by the government’s decision and would urge an eleventh-hour rethink. The Chancellor still has time to reverse this decision when he stands up in the Commons to deliver Wednesday’s Budget statement.’
‘We remain committed to delivering HS2 services to Euston, and will address affordability pressures to ensure the overall spending profile is manageable. We will therefore take the time to ensure we have an affordable and deliverable station design, delivering Euston alongside highspeed infrastructure to Manchester.’
Mark Harper, Secretary of State for Transport
Promoting the case for rail and investment in uncertain times
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The recovery in demand for rail services in Britain from the Covid pandemic continued during the Autumn, with passenger numbers more than 29 per cent higher than the same quarter in 2021, reaching a new post lockdown high. However, massive 480 per cent growth in numbers using the new Elizabeth Line distorted the figures: growth on the rest of the network was a more modest 11.8 per cent.
Overall, demand came to within 80.3 per cent of pre-Covid levels, according to National Rail Trends statistics, published by the Office of Rail and Road (ORR). However, without the Elizabeth Line, the recovery is to less than 70 per cent.
The provisional figures cover the third quarter of fiscal year 2022/23, finishing at the end of December: across the network, 368.8 million passenger journeys were made during the twelve-week period, up from 285 million in 2021. Between them, they covered 12.7 billion passenger kilometres, 13.9 per cent up, and paid a total of £2.1 billion in fares, 20.1 per cent more than in 2021.
Looking at demand by ticket type, advance tickets were up by 77 per cent. Anytime peak and off-peak fares were up by 80.3 per cent and 67.4 per cent respectively, leaving them 10.1 per cent and 1.2 per cent short of the pre-Covid figure. Season ticket holders made over forty per cent more journeys, but the 200 million total was still only a third of the 2019 figure.
There is still a significant divergence in the performance of different ticket types. In
contrast to the season ticket shortfall, sales of advance purchase tickets were 11 per cent higher than in the same quarter in 2019.
Excluding the Elizabeth Line, services in London and South East saw the strongest growth during the autumn. Between them, the operators carried 203.9 million passengers in 2022, up 13.6 per cent on 2021, remaining 32 per cent below 2019. Strongest quarterly growth came at GTR (23.1 per cent), Chiltern (13.9 per cent) and Greater Anglia (14.8 per cent). Weakest were South Eastern (4.2 per cent) and London Overground (8.6 per cent).
The Elizabeth Line carried 62.2 million passengers in its second full quarter of operation – only 0.6 million short of the GTR operation covering Southern, Thameslink and Great Northern. The line, which was fully opened only in November, accounted for almost 16 per cent of the entire network’s patronage.
The long distance InterCity operations saw slightly more modest growth during the quarter, being 13 per cent up on 2021, but 22.9 per cent per cent down on 2019. Looking at individual InterCity operators, Great Western fared the best, growing its traffic by 20.1 per cent though still remaining 27.1 per cent below 2019. Next came LNER, growing its traffic by 14.9 per cent and recovering to within 0.2 per cent of 2019 levels. EMR saw growth of 14.8 per cent during the three months, coming within 11.2 per cent of its 2019 number. Cross Country was up by 13 per cent but stayed 33.9 per cent down from pre-Covid. Avanti West Coast, hit by driver
New figures released by HS2 Ltd show that over the last six years, 422 West Midlands companies have received a share of over £1.7 billion in contract awards. The figures demonstrate how HS2’s construction is playing a vital role in the survival and growth of businesses across the region. In 2022 alone, the value of HS2 contracts awarded to local firms (£816 million) totalled almost twice the value of economic uplift delivered in the West Midlands by the 2022 Birmingham Commonwealth Games (£453.7 million).
SOUTH WESTERN RAILWAY
INSTALL LIFESAVING DEFIBRILLATORS AT ALL OF ITS STAFFED STATIONS
South Western Railway is to install publicly accessible automated external defibrillators at all 154 of the staffed stations on its network. The train operator is investing over half a million pounds in the project as part of its commitment to safety and serving local communities. The defibrillators will be placed in protective cabinets as close as possible to the front entrance of the stations, to be used day or night in the event of cardiac incidents at or near stations.
Transport for West Midlands (TfWM) has today been awarded £60 million towards completion of the next phase of the Wednesbury to Brierley Hill Metro extension. The Government cash windfall was announced with the region’s Deeper Devolution Deal and will be used as a springboard to secure the remaining funding needed to build and open the section of the route between Dudley town centre and Brierley Hill.
Strikes slow recovery elsewhere as season ticket sales still down by two-thirds
shortages after a fall-out with drivers over overtime working, actually went backwards, recording a 2.8 per cent patronage loss on the same quarter in 2021 and falling 38.6 per cent short of pre-Covid patronage.
Amongst the regional franchises, total patronage was just 5.6 per cent up on 2021 and remained 33.0 per cent below 2019 levels. Amongst individual TOCs, TfW saw the strongest recovery, on 13 per cent, though still over 30 per cent short of their 2019 figure. ScotRail saw growth of 10.8 per cent on the quarter, albeit still almost 42 per cent below its 2019 figures. Merseyrail saw growth of 10.7 per cent but remained over 42 per cent short of pre-Covid patronage. Northern and TransPennine, in the midst of driver crises which saw reduced timetables and continued on-the-day cancellations, both lost patronage, being 0.1 per cent and 1.5 per cent respectively below the same quarter in 2021 and more than a third short of their 2019 numbers.
Amongst the non-franchised operators, Grand Central grew numbers by 32 per cent and came to within 2.9 per cent of their 2019 patronage, whilst Hull Trains saw growth of 22.8 per cent and exceeded their 2019 number by 2.2 per cent. Heathrow Express saw growth of 68 per cent in the quarter, but carryings remained 25 per cent lower than in 2019.
The national totals for the twelve months ended 31 December show that, compared with the last pre-Covid year of 2018/19, the number of passenger journeys was 25.5 per cent lower at 1.3 billion. Passenger kilometres travelled were 27.7 per cent lower at 49.5 billion, whilst passenger revenue saw a shortfall of 25.3 per cent at £7.9 billion.
As in previous quarters, performance varied between the sectors. Passenger journeys were still over 30 per cent below 2019 levels in London and South East and on the regional networks but moved to within 23.6 per cent on the InterCity routes.
This was a quarter of industrial action and increasingly hard words between trades unions and management and the consequences are clearly to be seen in these figures. They show a slowdown in the rate of recovery across the country, and actual patronage losses at Avanti West Coast, TransPennine Express and Northern (just) compared with 2021.
Indeed, the headline numbers flatter to deceive, showing a much stronger recovery than was actually achieved, thanks to the huge and growing success of London’s newest railway, the Elizabeth Line. After seeing the runaway success of the Victoria Line, Jubilee Line and the East London Line extensions during my lifetime, I fully expected the project originally known as Crossrail to be a success – maybe just not that quickly and spectacularly. It’s a sobering thought that, even though it only started to carry passengers in May and opened fully in November, the Elizabeth Line carried more passengers in 2022 than Merseyrail, Northern and TransPennine combined. It is a remarkable achievement on a remarkable railway.
The variations in performance between different TOCs that we have remarked on before are still there. The strikes meant that only one operator, Hull Trains, carried more people during the quarter than in 2019 (2.2 per cent), compared with three during the summer. Grand Central came within three per cent and LNER within four. The next nearest was East Midlands Trains, 11.2 per cent short, and the next nearest was London Overground but patronage there was still a fifth lower than pre-Covid.
This is such a sharp contrast, though, with the nine operators whose patronage was still more than a third short of full recovery. Merseyrail had the most ground to make up, being 42.4 per cent down in 2019. Then came ScotRail (41.6), Southeastern (39.3), Avanti (38.6), Chiltern (37.3), South Western (35.2), West Midlands
(34.6), TransPennine (34.5) and Cross Country (33.9).
It is still the fall in commuting that is the main problem, and this can be seen clearly in season ticket sales. The number of journeys made on these tickets continued to recover – up by 14.7 per cent in the quarter, and 41.6 per cent during the rolling year. But the numbers remain over two-thirds below the levels seen in 2019.
This contrasts sharply with leisure-based fares – advance tickets were eleven per cent ahead of 2019 levels during the quarter, whilst journeys made on off-peak tickets were only 1.2 per cent down.
Yields on the system continued to fall short as well. After allowing for inflation, the revenue earned for each passenger kilometre travelled in 2022 was 10.4 per cent down on the quarter, at 16.61p. The figure for the InterCity sector, though, was 15.78p, compared with 18.54p in 2019 – a fall of 14.9 per cent in real terms. As before, this reflects the fall in business travel and first class income.
More recent trends on patronage levels are still available from the Department for Transport, through its weekly transport demand estimates published since the first lockdown began in March 2020 – though now published every four weeks. The October to December quarter saw figures averaging 82 per cent of 2019 levels, peaking at just over 90 per cent for two strike-free weeks in November. An even higher figure of just over 93 per cent was reached for two weeks in January, but numbers slipped back again as more strikes took place in February.
As I write, the RMT seems to have settled with Network Rail, and hopes are rising for the parallel dispute with the train operators to be resolved soon as well. There are some green shoots out there, but plenty of problems too. It’s a bit like travelling on a Hitachi class 800 train, really – a hell of a bumpy ride.
At Signet Solutions we promise to align our training to meet each customer’s requirements, we won’t veer off course or race ahead. We make sure all our delegates are on board and get the most out of our courses. Your development is our priority, for course information and upcoming dates go to our website or call us today to book your place!
The UK Government is keen to encourage the private sector to invest in the railways. One way to do this is through providing opportunities to participate in residential and other developments on land parcels near to railways stations and on other unwanted land in towns and cities
There is a high likelihood that any new development will be relatively close to existing residential properties and, not unsurprisingly, there is strong possibility that the existing tenants may object to the development. Generally, there is a relatively high bar for existing nearby property owners to be able to claim that a new property will cause them a nuisance, but that bar has now shifted.
The long running high profile case of the Tate Modern art gallery (the Tate) concluded recently and in a somewhat surprising result the Supreme Court decided by a slender three to two majority that the external viewing gallery which had been built as part of a new extension was causing a nuisance to the owners of the flats in the adjacent apartment block. This is likely to mean a redesign of the viewing gallery as well as significant legal costs having been incurred by the Tate.
The claimants were tenants in a block of flats completed in 2012, close to the Tate in
London. The flats had floor to ceiling glass panels allowing unrestricted views from inside, looking towards the Thames and other parts of London. A new extension of the Tate was built in 2016 adjacent to the flats. The extension included a top floor viewing gallery providing a 360-degree panoramic view of central London, including the flats.
At this point it was noted that the floor to ceiling panels also allowed unrestricted views into the flats as well!
The viewing gallery attracted many thousands of visitors who could see directly into the living accommodation of the flats, a number of whom took pictures of the flats and their occupants. The residents claimed that this was an unreasonable interference with their enjoyment of the flats and sought an injunction to prevent members of the public using the gallery and looking into their homes.
The tenants claimed that:
• The use of the viewing platform unreasonably interfered with their enjoyment of the flats so as to be a nuisance.
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.
• It infringed their right to respect for their private and family lives under Article 8 of the European Convention for the Protection of Human Rights and Fundamental Freedoms (Article 8).
• As the Tate was a public authority, the Tate was in breach of section 6 of the Human Rights Act 1998 (1998 Act).
In the High Court, the court decided that the Tate was not exercising functions of a public nature, so the privacy claim under the 1998 Act failed, notwithstanding that it was recognised that the viewing gallery provided a great deal of intrusion to the flats. With regard to the action in private nuisance, the judge took the view that while overlooking could amount to an actionable nuisance, such a claim was not made out. The design and use of the flats made them particularly sensitive and being in an innercity environment the tenants could expect less privacy than in a rural area. The tenants could also have installed blinds to help mitigate the problem.
The Court of Appeal dismissed the flat owners' appeal. deciding that there was no protection from overlooking. Overlooking by neighbours does not give a right of action in private nuisance, similar to the lack of a ‘right of light’ at common law which only becomes an enforceable right to light if acquired through long use. The court noted that the case was more like an invasion of privacy rather than a nuisance and there were already laws relating to privacy.
When it came to the Supreme Court the majority decision was that it was a straightforward case of nuisance. The level of visual intrusion caused substantial
FirstGroup has agreed with the Department for Transport to extend the current arrangements for the West Coast Partnership rail contract. The current arrangements for WCP were due to expire on 31 March 2023 and are now extended to 15 October 2023 under broadly the same terms and conditions. The WCP rail contract comprises the operation of Avanti West Coast (‘Avanti’) and acting as shadow operator to the HS2 programme. Discussions are ongoing with DfT regarding the longer-term National Rail Contract for WCP.
interference with the ordinary use and enjoyment of the properties and this created an actionable nuisance. In this case the flats were under constant observation from the Tate's viewing gallery, creating oppressive living conditions. Interestingly, the Supreme Court did not decide on the appropriate remedy, referring the case back to the High Court to find a solution.
The case raises some interesting issues over disputes with neighbours/adjoining owners. Clearly, not all matters of annoyance are actionable. The law of nuisance is concerned with maintaining a balance between the conflicting rights of neighbouring landowners but it does not provide a remedy for every annoyance suffered by a neighbour (regardless of how significant). The Supreme Court recognised that anyone should be free to build on land as they choose, albeit with some caveats.
The fact that the Supreme Court has determined that overlooking can be a nuisance is likely to cause significant concern to developers that this will become another barrier to them developing in populated areas. It would effectively require them to compensate neighbours as they
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already do in many cases for infringements with rights of light. However, there is some comfort for the developers in the test that the court applied – whether the land was being used for a common and ordinary use. The Tate's viewing gallery failed this test but it is highly likely that ‘ordinary’ residential and commercial developments would not. A design for a new station overbridge with a large window section allowing passengers to view a nearby residential apartment block might, but it is difficult to imagine that this result will be widely replicated. Developers will however need to bear in mind the risk going forward. Always one to bear in mind: the categories of nuisance are not closed.
On a final note, neighbours who are concerned about loss of privacy as a result of adjoining development should rely on other rights and remedies, principally the planning system or, in certain cases, the law on harassment and stalking. The Court of Appeal noted that the European Court of Human Rights had never held that mere overlooking by a neighbour amounted to a breach of Article 8. This is a helpful piece of guidance to help focus developers on those aspects of a new development which will help it progress smoothly through the planning system.
Graham Cross, Commercial Director of MTR Corporation (UK) explains how a Joint Venture between MTR and trenolab brings together academia and practical railway experience, to create a revolution in rail planning and timetabling
Some of today’s professional planners, timers, and operators have realised that one line drawn on a graph to represent a train path may not be the most efficient way to plan a railway.
Back in the day, traditional train timetable planning looked at theoretical capacity of the network, without necessarily looking at other factors – because there wasn’t always an easy way to capture and analyse those other factors. As with today, the performance characteristics of an individual class of train or locomotive (which sets the time that a given type of equipment should be able to transit two timing points) were based on a series of tests made on just one of them – often at the start of their lives. Today, this is the equivalent of using a manufacturer’s figures for L/100km (MPG) to tightly plan a road trip – and then wondering why you ran out of fuel.
MTR trenolab is pioneering a more holistic approach, utilising ‘big data’ to build up profiles that optimise and improve capacity on rail networks across the world, as well as being able to model the impacts of infrastructure investment.
Such an approach can not only help to reduce individual delay factors, but also reduce the performance risk associated with timetable changes and highlight imperfections in proposed new infrastructure schemes.
Recent events in north-west England illustrate the importance of avoiding such pitfalls. Chief Executive of Network Rail, Andrew Haines, remarked in the press upon the inadequacies of the infrastructure
to support Manchester’s new £85 million Ordsall Chord as part of a review in Network Rail's operations: ‘The Ordsall Chord is a classic example of a fantastic piece of infrastructure which has unlocked great new journey opportunities ... but where the new infrastructure was not supported by a sufficiently rigorous operating plan. Nobody really looked at how we would reliably operate 15 trains an hour, across six flat junctions in the space of a few miles, with disparate rolling stock, much of which will have travelled for several hours picking up potential delay on the way.’
MTR trenolab’s ‘big data’ approach –underpinned by practical experience of railway planning and operations - would have modelled and highlighted negative impacts, before a shovel went into the ground.
It is a necessarily technical subject, so it is useful to simplify. In addition to the planning functions provided by other ‘off the shelf’ software, MTR trenolab has developed and brought together a suite of tools to combine the theory, the practice and many years of experience from practical rail planners and operators.
An analogy is quantum theory – which suggests that in some cases you can only predict the probability of a particle being in a particular place. It can be argued that the same applies to the point at which timetable planning meets the real world. The line on the graph is more a median than a certainty.
Amongst other variables, MTR trenolab’s ‘big data’ approach combines many data sources to model the actual behaviour of a particular type of a train on a particular
route – under a variety of conditions, with varying mechanical fitness - and under a variety of driving styles. The practical outcome of this is to create an ‘envelope’ or ‘corridor’ on the graph, of the range within which a train might run. It is also possible to calculate the probabilities of each of those parts of the envelope being more likely used than not.
The implications of this are clear; when a model of a full timetable is constructed, the ‘outer envelope’ interactions between trains manifest themselves in delays, which can quickly spread across a system with chaotic effect.
Failing or underperforming timetables have traditionally been planned in good faith, yet any shortcomings could only be fixed in the next cycle, with passengers having to suffer the consequences during the interim.
The MTR trenolab team has a suite of four tools that are key to the process. TRENOplus is a powerful timetable planning tool developed by the team, to take maximum advantage of the latest research in network analysis modelling and algorithms. Secondly, it integrates a macroscopic model and the trenissimo microscopic model into a package that supports users in estimating running times for use in planning timetables and infrastructure at different levels of detail. TRENOanalysis identifies, measures, and visualises the causes and impacts of delays or real railway traffic and thereby helps planners to develop effective measures
‘MTR trenolab's customised solutions are based on a comprehensive offer including joint infrastructure and service planning, timetable robustness modelling and contingency and service recovery modelling. This leads to better planning, more reliable services, faster recovery times when trains get delayed, and greater customer satisfaction.’
Wrabness rail station is set to become a haven for local wildlife thanks to a community rail project. The Essex & South Suffolk Community Rail Partnership have worked with local residents, station adopter volunteers, the Essex Path to Prosperity Project, Community Rail Network, the Bee Friendly Trust and Greater Anglia to create a new wildlife area next to the station. Approximately a quarter of an acre of overgrown scrub land where the station master’s house once stood has been transformed into a wildlife and visitor-friendly garden.
to maximise service quality. Thirdly, Trenissimo makes railway simulation more intuitive, accurate, and efficient. It has been acclaimed for its detailed models and the way in which it replicates dispatcher train priority decisions as in real operations.
The fourth, critical, element in the mix is the team itself. A unique combination of experienced railway operators and world-class programmers and analysts, bringing theory and practice together for practical effect.
All of this is done over a timescale that undercuts every traditional train planning process. Solutions can be identified and implemented in hours rather than months – and before a repeat of ‘the great 2018 timetable disaster’ is unleashed into passenger service.
Because MTR trenolab’s products draw in ‘real life’ data, to model the true performance of the service, they can identify the potential impact on the wider rail system. This all happens before a future timetable is introduced on to an unsuspecting public, and without the need to resort to resource-hungry contingencies.
It’s working already. MTR and trenolab partnered to drive improvements during the phased opening of the Elizabeth line in
London, conducting timetable modelling work to identify performance risks that could then be mitigated before each new timetable was launched. As a result, MTR Elizabeth line trains had an average 94.4 per cent punctuality during summer of 2022, compared to 87.6 per cent for all London and South East Operators.
Similar techniques have already been used in over two hundred projects around the world. Used on a wider network basis, MTR trenolab can identify not only the most efficient, reliable and resilient timetables, but can also identify new train paths and opportunities. This is particularly relevant in an era where open-access, more innovation and greater efficiencies are likely to be priorities. If we are to maintain support and credibility – and retain political support for major infrastructure projects – we need to ‘up our game’. MTR trenolab’s unique mix of technology and operational expertise – working with the industry – can ‘road test’ future timetable aspirations. This will help to drive the improvements that our customers expect to see through personal experience, and that taxpayers and our political decision-makers rightly demand. Together we can bring order out of chaos.
Achieving sustainable, greener transport is a high priority for the logistics sector as the deadline to reach net zero by 2050 advances, Ellis Shelton, Policy Advisor at Logistics UK explains
Progressively moving towards a modal shift for rail freight is an essential step in decarbonising the UK’s supply chains and in the opinion of our members, a partnership with government and rail is vital in order to achieve this.
Rail is leading the way as an energy efficient mode of freight transportation, with each tonne of freight transported by rail producing 76 per cent fewer carbon emissions compared to road. By carrying the equivalent of 110 lorry loads in large quantities of containerised and bulk goods such as aggregates, cement and electronics, rail freight is already reducing the need for seven million lorry journeys each year, resulting in saving around 1.4 million tonnes of CO2 emissions per annum. In addition, rail also provides significant economic, environmental and social benefits across the country which include time, cost savings and reliability. The consumer also benefits through lower prices for manufacturing thanks to rail providing cost efficient transport for commercial freight loads.
Varamis Rail collaborated with Network Rail to launch an innovative ‘zero-carbon’ – electric – freight service in January 2023, between Scotland and the Midlands. This came as a response to a high increase for online shopping and home deliveries across the UK, which in turn increased demand for a more environmentally friendly alternative to road haulage. This service will transport consumer goods using fully electric four-car trains converted for freight purposes and is targeted at express parcels and third-party delivery companies.
There have been promising breakthroughs in use of hydrogen for rail, which is increasingly seen as a key to decarbonisation, as it pushes forward as an alternative for powering locomotives. It is supported by projects, such as HydroFLEX which has been funded by the Department
for Transport (DfT) and is the UK’s first hydrogen-ready passenger train, powered by hydrogen made using renewable energy sources. Unlike diesel trains, hydrogenpowered trains do not emit harmful gases, and instead use hydrogen and oxygen to produce electricity, water and heat. The ground-breaking technology will enable the industry to retrofit current in-service trains to hydrogen, helping to decarbonise the rail network and make rail journeys greener and more efficient.
Electrification is another promising solution to decarbonisation that not only reduces carbon emissions, but also enhances performance, reduces journey times and improves air quality. In contrast to other forms of transportation where decarbonisation necessitates the creation of radically new power sources and systems, electrified rail transport is a fully developed, tested green technology that has been in operation for more than 60 years. By electrifying small sections of the rail network, it would enable rail freight to move away from diesel traction. Electric trains may run nearly carbon-free over greater distances without range restrictions when powered by renewable or nuclear energy delivered by overhead wires (or a third rail).
According to the Chartered Institute of Logistics and Transport (CILT) electrification strategy research, it is estimated that only about 800 miles of electrification is needed to allow c.95 per cent of rail freight to be electronically hauled. As it stands, however, only about ten per cent of freight trains in the UK are hauled by electric locomotives. A reason for this is because the infrastructure needed for wide-scale electrification to be implemented, is not yet in place. The industry needs commitment from government so that it can support rail freight growth and allow both freight and passenger trains to run more efficiently. Logistics UK is urging
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.
the Government to commit to a long-term programme of electrification to enable the railway to decarbonise. Such a commitment would help to create greater capacity across the rail freight sector and support investment in new rolling stock and research into new technologies.
Rail freight is an indispensable part of the British economy, and an essential component in supporting economic recovery following the pandemic and long-term sustainable growth. It contributes to the national – and local – economy with £2.45 billion being contributed to the UK economy each year as reported by Network Rail. Furthermore, rail provides efficient routes to markets and better connectivity to ports, allowing businesses access around the world while also importing goods and materials reliably and securely. However, as customers look to make the modal shift to rail there must be capacity on the rail network to accommodate this growth and costs need to be kept low to remain competitive.
Rail freight brings significant value for areas in the north of England, Scotland and Wales – where the railway has some of its busiest sections and is home to the headquarters of many freight operators. All future regulatory and contractual framework must enable continued private sector investment but also support programmes such as the Mode Shift Revenue Support (MSRS) scheme which supports freight customers in moving their goods by rail.
Standards play a vital role in making our railways safer, more efficient and more sustainable.
As Great Britain’s independent rail body, the Rail Safety and Standards Board has been developing and maintaining industry agreed standards over the past 20 years. Our standards ensure compatibility and harmonisation across the UK railway industry.
And in our latest standards updates we have introduced changes for AC electrification that deliver benefits of at least £27 million to the industry over the next 5 years. The changes will reduce costs associated with new electrification schemes and provide confidence that trains and the electrification infrastructure are compatible.
For more information visit:
www.rssb.co.uk/ac-electrification-standards
We’re with you every step of the way
The issues don’t end there, however. The endemic lack of diversity also presents a significant barrier to people accessing public transport. Clearly, any transit system that fails to reflect the diversity of its passengers is unlikely to meet their needs and address their specific challenges. This can result in a lack of accessibility and convenience for individuals from underrepresented groups, such as people with disabilities, the elderly, and minority communities.
For example, the absence of inclusive design and infrastructure can make public transport inaccessible for individuals with disabilities, forcing them to use more expensive and less convenient methods of transportation. As a result of the financial impact, this can lead to significant employment and education problems alongside problems relating to social and economic mobility.
Diversity and inclusion are critical issues that impact every aspect of society, including the transport sector. Given the industry plays such a crucial role in connecting people and facilitating the movement of goods, it is essential to ensure that it is accessible and inclusive for all while also delivering on employment equality. However, despite the significant advances made in recent years, the sector still faces significant challenges in terms of diversity and inclusion.
From a lack of representation of minority groups in leadership positions to the absence of accessible transportation options for people with disabilities, the transport sector must still do more to ensure that it is welcoming and accessible.
The transportation industry itself, for instance, is viewed by many as old-fashioned and lacking in diversity, with a workforce that is heavily skewed towards men. To address these issues and make this sector truly inclusive and representative of the needs of its customers, meaningful action must be taken, with a range of initiatives offering the potential for progress.
For example, one of the key opportunities for making the transportation sector more inclusive is to focus on education, training and equality of opportunity. By using data to identify skills and roles where diversity, equity and inclusion (DEI) are lacking, the industry can build education and training
programs to help bridge the capability gap.
Additionally, more needs to be done to break down the unconscious bias that exists across recruitment and promotion processes, particularly in male-dominated roles. In practical terms, the use of diversity panels in the interview process can help to mitigate these shortcomings and help deliver on the objective of creating a more diverse workforce.
Don’t forget, the lack of diversity in the transportation industry is not just a social issue, but it also presents a significant challenge for skills and recruitment. Like many industries, transportation organisations face a skills shortage, particularly in areas such as engineering and technology, and clearly, relying on a narrow pool of mostly male talent only exacerbates this problem. This can also lead to a dearth of innovation and creativity, as ideas and perspectives from a diverse range of individuals are not being incorporated into the industry as a whole.
Moreover, lack of diversity can also be a barrier to attracting top talent. A workplace that is perceived as unrepresentative and unwelcoming is unlikely to appeal to a diverse range of job seekers, who are looking for an inclusive and supportive work environment. This can lead to difficulties in attracting and retaining top talent, and can negatively impact the industry's ability to compete in an increasingly competitive global market.
Local and central governments have a crucial role to play. Take the UK Government’s policy paper released last year – ‘Group diversity, inclusion and wellbeing strategy 2022 to 2025’. In focusing on these key objectives in the short term, the Department for Transport should advocate for projects that have a people-centric, innovative approach that holds the potential to boost development in the sector and then take responsibility for the outcome. This will ensure the UK reaps the rewards as end users can benefit from improvements as they are delivered.
Furthermore, it is essential to select a diverse set of voices so the industry can learn from different perspectives and build better transport solutions that reflect people from all walks of life. Getting this right will also help eliminate the bias that can exist when designing the transportation networks of the future and help develop the industry with a renewed focus on accessibility.
In order to address these challenges, it is crucial that the transportation industry continues to focus on diversity and inclusion in its decision-making processes. This includes actively engaging with underrepresented communities, listening to their needs and perspectives, and designing transit solutions that are inclusive and accessible for all. By doing so, the transportation ecosystem will be in a much better position to deliver on equality and inclusion for all its stakeholders.
‘Any transit system that fails to reflect the diversity of its passengers is unlikely to meet their needs and address their specific challenges’
Back in 1997, then UK prime minister Tony Blair said his top three policy priorities were education, education, education. Today, Rishi Sunak might refine those priorities to skills, skills, skills
Recently we learned of French plans to invest €100 billion (£88 billion) on rail transport by 2040 as part of a government push to reduce the country’s carbon footprint. The plan includes launching express commuter trains similar to the Paris RER system in major cities. Elisabeth Borne, the French Prime Minister, said this was to tackle ‘perceived inequalities'’ between Paris and other parts of the country. Assuming the UK can’t match €100 billion of funding, what can the UK do to ensure our railway industry keeps up with the French? We could do much worse than look at narrowing the skills gap crippling the maintenance and construction of – as well as innovation in –the UK’s railways.
At the moment, the country’s skills gap looks to be widening. Investment by UK employers in training has fallen by more than a quarter since 2005. The Learning and Work Institute says that, in real terms, the amount employers are spending on training every worker has fallen 28 per cent since 2005, dropping from £2,150 on average to £1,525 a year. In 2019, UK businesses invested £42 billion in skills, roughly the same as they did in 2005, despite several million fewer people being in work back then.
Across the EU, business investment in training per employee is now double
that of the UK. The decline in spending has left persistent skills shortages unaddressed, contributing to the UK’s slow productivity growth.
One solution is formal education. In the UK, colleges offer professional, apprenticeship and vocational courses pertinent to the rail industry: Newcastle College; The Railway Consultancy LTD; and Newcastle University, being good examples.
Great – but there are gaps in the curriculum over here. Vocational training in train design is not available in the UK, for example. In Italy, a number of university courses are available to meet the needs of their rail industry: from infrastructure planning to vehicle design and timetable planning.
There is also a lack of scale at the university level, with too few higher educational institutions offering courses in the UK – the universities of Birmingham and Sheffield Hallam being the most notable exceptions. There should be more. In France, the SNCF has links with 15 universities supplying candidates with all the pertinent technical skills and qualifications.
Having said that, we don’t necessarily need to focus on publicly funded institutions. It’s not as though rail has a great history with them. Remember when the National College of High Speed Rail, the world’s first high-speed train college,
opened? It had the capacity to train 3,200 engineers a year in two state-of-the-art campuses in Birmingham and Doncaster back in September 2017 to train a new generation of engineers to work on Britain’s controversial HS2 railway line. Instead, just 47 students were enrolled over both sites at its opening. The troubled college was formally shut down in 2021.
Perhaps, employers can do better, given the right motivation?
We need the apprenticeship levy to be extended to include more qualifications. We need better apprenticeships: Ofsted data shows one-third of apprenticeships need improvement or are inadequate. We also need the levy to be refocused. Currently, UK employer spending on training does not focus on those people who need it most. People with degree-level qualifications are three times more likely to get training at work than those with none. Government policy reinforces employer choices to invest in high-skilled workers. Indeed, up to £2 billion of England’s apprenticeship levy has been used on management training. Public money should not be diverted away from younger workers, towards funding the career development of well-qualified staff.
The drop in spending on training is partly down to a failure by the government to provide an incentive to employers to invest in the right kind of training. An overhaul by the government of tax incentives is needed to stop Britain sleepwalking into stagnation in skills.
And the government should overhaul tax credits to encourage companies to invest in the right skills. Smaller businesses should also be able to deduct 230 per cent of the cost of accredited training from their tax liabilities. The incentives could cost the government £500 million a year.
That sounds a lot but, to put it in context, Jaguar Land Rover – one company – wants £500 million from the Government to back a joint partnership with a Chinese company to build its battery plant in Somerset, rather than Spain.
Furthermore, it could increase employer investment in skills by more than £1 billion and help an extra 250,000 people gain qualifications, the research found. It’s not cheap, but it will be much easier to conjure than €100 billion.
‘The amount employers are spending on training every worker has fallen 28 per cent since 2005, dropping from £2,150 on average to £1,525 a year.’
Laura Michelon is a multilingual communications strategist; she plays a crucial role in planning and delivering a programme of activities to engage and grow Resilience First’s membership base. Resilience First is the world’s largest not-for-profit business membership network. It is a vehicle of change for driving resilience at scale in a world faced with deep uncertainties and complex interdependencies.
To learn more about Resilience First, visit www.resiliencefirst.org. Connect with us on Twitter: @ResilienceFirst | LinkedIn: @Resilience First
Resilience First, with PA Consulting, have published a new report – Whole of Society Resilience: Steps to Success
The report focuses on action that aligns with the UK Government's Resilience Framework ambitions to strengthen and underpin systems that provide national resilience to the threats we now face.
We are living through unprecedented volatility, disruption, and change, as evidenced by the Covid-19 pandemic, the Russian invasion of Ukraine, climate change, frequent instances of industrial action, and the current energy and cost of living crisis. The time is right to rethink our approach to resilience. The UK Government Resilience Framework (UKGRF) is a call to action for all sectors of society – from government and business to individuals – to take resilience seriously.
Martyn Link, Executive Director, Resilience First: ‘If we can understand and prepare for shocks and stresses more intentionally, we can mitigate some of their impact, and ensure recovery is quicker and less costly.’
To achieve a truly whole of society approach we all need to play our part and work collectively. This report is the result of a discussion forum held by Resilience First with its champion member PA Consulting at the end of 2022, bringing together resilience experts and stakeholders from across government, local communities, academia, and business. The forum included a briefing from the Cabinet Office on the UK government’s approach to resilience, a panel discussion, and a workshop, with groups considering the key theme of how to achieve a whole of society approach to resilience.
James Heath, CEO, National Infrastructure Commission: ‘The government's framework gives us the contours of a long-term resilience strategy,
but the next step is to shade in all the colours, and to give us the action plans under each of the themes. What I like about the report is that it sets out some of the concrete specific steps that different actors can take forward to create a more resilient system.’
Caroline Field, national resilience expert, PA Consulting: ‘A whole of society approach looks to create shared ownership for our national resilience, providing the governance, guidance and incentives from the top, and community led needs and initiatives from the bottom; recognising that resilience is a positive strategic enabler underpinning the nation’s prosperity and levelling up agenda.’
The report is based on five key themes:
1. Establishing wider partnerships.
2. Providing incentives.
3. Involving communities.
4. Building future skills.
5. Leveraging data and technology.
For each of the themes, the report sets out the recommendations and specific actions for implementing a whole of society approach to resilience in the UK. Taking these steps will deliver a collective, co-ordinated response beyond traditional emergency approaches, that moves towards holistic resilience for both society and organisations.
The traditional focus on emergency preparedness and response is no longer enough, developing better, more inclusive partnerships is key to evolving a holistic approach through a collective, coordinated effort for both organisations and wider society.
Investment in resilience will be accelerated by the dual motivators of regulatory requirements and the ability to measure and monitor the impact of resilience building efforts. Resilience spending should be considered holistically, rather than based on individual business cases. James Heath, CEO, National Infrastructure Commission said: ‘We'll need to make sure we get the assurance and accountability model right; that means deciding pretty early on what are the appropriate mechanisms to monitor progress and to hold operators to account for providing the required levels of service and the required levels of investment.’
Caroline Field, national resilience expert, PA Consulting said: ‘Most organisations tend to focus more on responding to emergencies rather than mitigating risk or being more proactive in terms of their resilience building. That definitely needs to change, and certainly investing in resilience has been shown to be at least six times more cost effective than recovering from disaster.’
A whole of society resilience approach requires multi-layered, locally-led engagement, where community leaders and members are part of the solution. Local stakeholders are best placed to understand the complexity of the challenges and issues in their own areas, and so should be engaged in developing the programmes that will resolve these. Engaging with communities, promoting the role of local business, and better coordination with community volunteers is essential to this process, and will require a mechanism to harness the volunteers that want to help with resilience building activities in their area.
Professor Duncan Shaw, Professor of Operational Research and Critical Systems, National Consortium for Societal Resilience said: ‘Thinking about everyone everywhere and raising their resilience is a challenge. There are people who are at risk, who are also vulnerable, who are unaware, who are not prepared. We need to work with partners, community groups, organisations and businesses to provide communities and individuals with support.’
There is growing evidence of a deepening national skills crisis in the UK. An ageing population, migration and lack of skilled workers, is having a profound impact on
the nation's productivity, compounded by new technologies, including automation, that demand upskilling and reskilling of the workforce. The economy of the future will require resilience mindsets and competencies; complex problem solving, systems thinking, and an understanding of the bigger picture.
Professor Ruth Crick, CEO Wildlearn and Professor of Learning Analytics, University of Technology Sydney said: ‘We need to create the conditions that develop systems thinkers capable of engaging effectively with other disciplines and domains. These are people who model self-leadership and collaborative learning relationships and have the humility and courage to engage with integrity in complex problem solving. Our legacy training and education systems simply don't produce these outcomes as learning professionals. We urgently need new measurement models and forms of assessment through which these future skills can be embedded in our training and education systems. Resilience First and PA’s report directly addresses these issues. Developing and testing case studies is where we should begin so that we can figure out what works in what context and for whom, and then transfer and scale that knowledge
and know how in a playbook and not a rule book.’
Data and digital technologies are central to delivering whole of society resilience, as they provide both the capability and platforms for increasing our shared understanding of risk, whilst also enabling resilient decisionmaking. Digital infrastructure is required to move, share, and store data, much of which is privately owned, and thus vulnerable to market structures and the general health of the sector.
Steve Wreyford Hind, Digital Transformation Lead, PA Consulting said: ‘Technology has the potential to transform our approach to resilience. It can enable dynamic stress testing, system manipulation, and real time understanding of the dynamics of an evolving situation. These can help identify system risks and the interconnections as well as accelerate and encourage systems thinking and adaptations. There is a perceived need for better sharing of industry best practice, particularly the resilience related role of digital, data and technology supporting preparedness, incident response, situation monitoring, decision making, and interoperability.’
The mindset around resilience needs to shift, to acknowledge resilience as a strategic enabler rather than simply how we respond to the next disaster.
Recognising the value of resilience through better measurement and metrics, broad application of standards, technology driven platforms, and finally creating safe spaces for people to come together, exchange ideas and directly engage with addressing complex and multi-layered challenges will be essential to the evolution of a strategic, long-term framework for enhancing national resilience.
Moving forward, contributors to the forum, led by Resilience First, will continue to engage to develop and monitor recommendations resulting from the discussions. Resilience First will collaborate with stakeholder communities including government, business, community, and voluntary sectors to seek paths to implementation.
If your organisation is interested in getting involved, please contact Beena Chester on contact@resilience.first.co.uk
The report is available to download here: www.resiliencefirst.org/free-resources/wholesociety-resilience-steps-success
The Covid pandemic has transformed working and travelling patterns. The typical Monday to Friday commute is no longer. According to the Office of Road and Rail, passenger journeys on the UK’s rail network in the year to March 2022 lagged 43 per cent behind figures from two years ago. Despite attempts to cut ticket prices and make fares more flexible, UK rail operators now need to find new and engaging methods to encourage a return to rail. But to achieve this, they need to directly incentivise the travelling public, an audience which has the potential to deliver vast revenue far beyond ticket sales.
Why is it becoming increasingly difficult for operators to reach their passengers? It has much to do with the changing landscape of digital advertising and tighter privacy regulations. The Ada Lovelace Institute’s May 2022 review of evidence about public attitudes towards data found that: ‘People want the benefits of data-driven innovation to be realised, but to minimise the harms, they want it to be safe, ethical, responsible and to put the good of the public first.’
Simply spamming the commuter audience to sell tickets, as many ticketingonly brands do, is no longer acceptable, nor is tracking their location as so many transport apps do. The idea of passengers being loyal to a single operator app is also fundamentally flawed (not to mention expensive), as industry retention rates show. The only way for operators to ethically connect with their customers now is through personalised contextual communications, sent at the right time and place with no intrusive tracking or personal data changing hands. It would allow them to speak directly to their passengers, rewarding them for
loyalty, incentivising their public transport choices and ultimately increasing passenger numbers.
But that’s not all – retailers will pay a premium for access to such a channel which can serve their messaging directly to the travelling public, an audience of huge online spenders (across Europe, 1€ in every 25€ is spent by somebody sitting on a train). Rail operators could see a whole new revenue stream open up through retailer partnerships and revenue sharing arrangements. Make no mistake; to get this right would be game-changing for the UK railway, and they already have the technology to do so available to them although not all of them have yet realised the potential.
The tech they need, provided by Zipabout, already powers the National Rail Enquiries’ ‘Alert Me’ service as well as separate customer information services offered by different operators, including EMR Messenger, SWR Alerts and ScotRail Messenger. It provides passengers with real-time, personalised journey updates, including details of disruption, through WhatsApp, Messenger and SMS. It opens up a two-way real-time conversation between operator and passenger, which can then be used to deliver personalised, relevant incentives direct to passengers while they move about. Hot day? Here’s a voucher for a free cold Coca Cola from Upper Crust on the same platform that your train is about to depart from. Train running really late and now dinner is ruined? Why not use this discount for a ready meal that you can pick up from the Sainsbury’s Local as you leave Paddington station.
The ad industry is calling this ‘a new form of media’ and the potential is huge for
UK rail. Operators can directly incentivise desired travel behaviour, such as choosing the off-peak service, promote leisure travel and drive ticket sales up by engaging with retail and leisure partners. Third party retailers can optimise ROI on their ad spend, getting in front of millions at the right time and place.
The conversion rates for vouchers, discounts and ads are already proving to significantly outperform display advertising redemption averages for Google Display (1.2 per cent) and Facebook (3.7 per cent). In summer 2021, a partnership between Zipabout, WHSmith and National Rail Enquiries saw reward vouchers for free bottles of water sent to rail passengers who travelled frequently, experienced a delay or chose a less busy train. Thousands of vouchers were issued for participating stores in rail stations across 12 cities and conversion rates reached 40 per cent in certain locations, with an average of 25 per cent. To be clear, the rail operators did not have to buy the bottles of water from WHSmith in advance – this is a retail partnership in which both parties benefit from the contextual nature of the advertising being put in front of the passenger, while the passenger receives a variety of incentives that they genuinely want.
Engagement is high because the reward is tailored to the customer and their current situation – they find it relevant, timely and useful, so they’re highly likely to take it up – everything that geolocation advertising once promised, without the unethical and spam-like downsides. It is also ethical and herein lies the distinction between this technology and loyalty campaigns run by the rail industry in previous years or apps which claim to offer the same service. The customer hands over no sensitive personal data, or indeed is even required to input contact information – the rewards and vouchers are sent through the existing WhatsApp or Messenger channels that they are already using for their journey updates. This two-way conversation, entirely owned by the operator, remains open and active – 75 per cent of passengers who opt-in for their journey updates on WhatsApp using the Zipabout messaging technology come back each quarter. The passenger remains within the operator’s own ecosystem for subsequent journeys, bypassing and reducing reliance on disconnected third party ticketing retailers.
When executed seamlessly, this model offers the solution to reaching that multi-million-pound commuter market. International retail conglomerates with stores embedded in public transport hubs across Europe are starting to realise the potential to drive revenue that this technology offers, delivering incentives to drive the sustainable behaviour change that the industry needs. Times are tough for the UK railway at the moment. Can it really afford to miss this opportunity?
Sam is the Managing Director of J-Flex Rubber Products, a second generation family business in the East Midlands. Under Sam’s leadership, J-Flex has been named in the Top 3 Family Businesses in the Midlands and was crowned Company of the Year at the North Notts Business Awards, whilst Sam was named Young Director of the Year at the Institute of Directors East Midlands Awards.
When did you join J-Flex, and what is your role within the company?
I first joined J-Flex in 2015 as part of the Marketing Team as Marketing Manager, then in 2018 became Managing Director, taking over from my father, who first established the company in 1984.
During the transition process we established a new structure and Leadership Team and my father became Chairman. I am now also the Chief Executive Officer of Clockpress Holdings, which is the parent company of both J-Flex and a company we acquired in September 2022 called Composites Evolution – who create unique pre-pregs for the Composites industry. My role now is focussed on supporting the teams at each company to achieve agreed objectives whilst looking at new opportunities for growth, whether that be via further acquisitions and/or new business partnerships/distributors.
What challenges have you faced?
Becoming Managing Director, particularly a relatively young one at the time, meant
having to work especially hard to overcome the usual comments associated with a family succession. Forming a new Leadership Team of the right people, establishing revised processes and procedures and getting us through the past two years or so with Covid, Brexit, delivery logistical issues, material price increases and now energy costs has certainly been something of a ‘thrown in at the deep end’ experience – and one which I hope has proven my capabilities. I must stress though, this has all been with the support of having built a great team around me, having a superb business mentor in the form of Tim Sutton, and of course my wife and family.
What does Sustainability mean to you?
Whilst this topic has always been one I’ve felt strongly about, this has been further heightened since my son was born early in 2022 and considerations around how we look after our world and for future generations. As a company, we have assessed and implemented ways in which to keep our carbon footprint as low as possible whilst continually looking at other ways to further
improve and achieve net-zero. This is all part of our wider considerations around CSR.
What types of products and services do you offer?
J-Flex manufacture and supply rubberbased products within technology driven markets such as: rail & mass transit, marine, automotive, aerospace, defence, renewable energy and of course manufacturing and engineering.
Products include precision rubber components, specialist rubber sheetings and vacuum-forming consumables (membranes).
For the Rail Industry in particular we supply materials such as 50°/60°/70° Shore EPDM, Vamac®, Medium Density Silicone Sponge, Pure Neoprene Sponge and 40º to 60° Shore Silicone.
These can be supplied in multiple ways: calendered sheet rubber, cut gaskets, joints & strips, precision moulded components, extruded profiles & sections, vulcanised joined profile frames, laminated composites (rubber & sponge), sponge/foam sheets or cut parts, machined plastics and sheets and various types of seals.
Many are designed specifically for Low Smoke Low Toxicity requirements, particularly with regards to enclosed space applications.
This makes them ideal for all safety critical applications in Rail, Mass Transit, Marine Vessels; Oil & Gas; Public Transport and Heavy Goods Vehicles.
With resistance to corrosion, moisture, salt and light fuels, they offer outstanding flexibility, strength and durability. This includes environmental resistancewithstanding Ozone, U.V., rain and frost - meaning outdoor applications such as lighting systems and enclosures are kept water and dust tight.
As you can imagine, our various elastomers can perform many functional and critical roles within Surface, Sub-Surface, Tunnel and Rolling Stock applications. With various degrees of hardnesses being available, and gaskets, seals and mouldings being achievable in virtually any required dimensions, the possibilities are endless.
How have the products and services you offer developed over the years?
Whilst our products haven’t changed too much in terms of their appearance, we have had to ensure they keep up with the exacting requirements and regulatory standards of the markets we work with. In rail, for example, the national standards for fire safety were replaced by a harmonised EU
standard – EN45545 – and we have worked with our raw material suppliers to ensure our materials meet the highest possible hazard levels in the relevant requirement sets. As part of an active R&D programme, J-Flex regularly carries out product testing third party laboratories to demonstrate continued compliance. All our rail products are in accordance with:
• EN 45545-2 : 2020 - R9 - HL2 and EN 45545-2 : 2020 - R22/R23/R24 - HL3.
• LUL S1085 Specifications.
• Former National Standards BS 6853; DIN 5510-2 & NF F 16-101.
• NFPA 130 (Tests ASTM E 662, ASTM C 1166 & ASTM E 1354).
How do you make your business a good place to work?
For me it all comes back to culture. We have been really clear what our Values are: Committed, Open & Honest, Respect, Recognition & Reward, Efficient & Professional – and we now recruit and appraise based on these principles, whilst ensuring we have the right people in the right seats.
Whilst there is always work to be done, we have tried to empower colleagues and encourage them to take ownership of the various projects and challenges we work on in a supportive and collaborative environment. I like to think some of the little touches make a big difference too, like
taking your birthday off work, quarterly team lunches, and sending out gifts via Colleague Box (something we started doing during Covid, and that we now do as part of our induction process to the business). Also, a degree of flexibility around holidays and time off.
Some of our team are also looking at initiatives to further develop J-Flex culture around the subjects of diversity and inclusivity and I feel we are making great progress in these areas.
What are some projects you’re currently working on?
Many of our projects are subject to NDA’s so it’s not always possible to mention them, however we have been providing TFL with items such as signalling cable protection, axle counters protection and other maintenance products for the Jubilee & Northern line and Piccadilly line upgrades. Also, moulded anti-vibration mounts for customers such as Manchester Metrolink.
Suffice to say, our products are being extensively used underground, overground, within rolling stock and trackside.
If anyone has any projects in mind, we would of course be happy to discuss at any time – and we’re also looking forward to seeing everyone again in person at forthcoming exhibitions such as Railtex (on stand D17) and RSN Derby in July (stand G2, near the entrance).
National Apprenticeship Week took place during February, the theme was ‘Skills for Life’, aiming to shine a light on how apprenticeships can help individuals to develop the skills and knowledge required for a rewarding career
The week also reflected on how apprenticeships help businesses to develop a talented workforce that is equipped with skills for the future. Several train operating companies and rail businesses marked the week with their own stories.
Alstom
On the second day of National Apprenticeship Week 2023, Alstom opened its Apprentice Training Academy. Following an investment of £250,000 over the last two years, the new Training Academy was officially opened by Derby MP, Dame
Margaret Beckett DBE PC MP, accompanied by Nick Crossfield, Managing Director of Alstom UK & Ireland. 120 new apprentices and graduates will join Alstom this year.
On opening the Training Academy, Dame Margaret said: ‘It’s a real pleasure to open Alstom’s new National Training Centre
during National Apprenticeship Week. I am delighted to see Alstom continuing to invest in Derby’s young people, and in the Litchurch Lane facility, the only factory in Britain with the capability to design, build and test new trains for the UK and for export.’
Nick Crossfield, Managing Director of Alstom UK & Ireland said: ‘Alstom has always believed in developing talent through formalised training, as we see apprentices are the future of our industry both here in Britain and around the world.
‘National Apprenticeship Week is the perfect time for us to open our Academy as we wanted to express our confidence in the future of the UK apprenticeships and the UK rail industry.’
Alstom’s Derby site has been at the heart of British railway manufacturing for 175 years since it was originally established, with generations of train makers trained on site to manufacture the most technological advanced trains for Britain’s rail passengers for nearly two centuries. Today, Derby is the UK’s only end-to-end train manufacturing site, and makes trains both for the UK and export market.
The new Training Academy, featuring 17 permanent teaching staff, is an innovation that increases the professionalisation of Alstom’s training offer in the UK.
The Academy is in a central location on Alstom’s Derby site and offers 1,600m2 of practical learning space comprising four classrooms, a canteen, coffee area, and break out study areas where the new trainees are inducted at Alstom. It also features a training hall containing a carriage and cab from the AVENTRA programme – the UK’s largest train manufacturing programme in a generation currently on the lines at Derby – where apprentices can gain practical experience working on carriages before joining a live manufacturing team.
All levels of apprentices and graduates now enter their new traineeship with Alstom
through the Training Academy, no matter which of the 30 Alstom locations around the UK they will eventually work at.
In their first week, the new trainees are taught the company’s values as a leader in smart and sustainable mobility, including the Alstom Zero Deviation Plan, the Alstom Production System (APSYS), ethics and diversity standards, quality awareness and personal safety to ensure each new employee goes home safely every day.
This year’s intake of 120 apprentices and graduates will be the first to formally benefit from the Academy scheme. Depending on career stream, each apprentice will spend an initial three weeks in the Academy learning the initial skills and competencies they need to perform their role, including a strong focus on safety and quality before they join their respective teams.
They will spend 30 to 40 hours a month attending the Academy throughout their apprenticeship. All courses are structured to complement each apprentice’s college or university course which they will also attend throughout their apprenticeship. Alstom works closely with Derby College as well as Derby, Nottingham and Sheffield Universities.
Alstom currently offers several different levels of apprenticeships:
• Level 3 offers the equivalent of an A Level qualification.
• Level 6 offers a Degree level qualification supported by local universities.
• Level 7 offers a Postgraduate/Master’s level qualification supported by local universities.
Greater Anglia currently has more than 100 staff undertaking qualifications. The train company offers fully funded apprenticeships to all its staff, regardless of their age or the stage of their career, giving them the chance to develop and improve their skills to reach their full potential. The train operator offers the apprenticeships for free in levels two to five, from an intermediate level up to a
higher apprenticeship level, the equivalent of a foundation degree.
The scheme is open to drivers, conductors, customer service staff, train presentation teams and those who work in offices across the network.
It allows for tutor-led training but also gives crucial on-the-job training, allowing the apprentice to improve and gain skills – from communication and teamwork to problemsolving or learning about other areas of the business and the wider rail industry too.
Support and mentorship are provided on an ongoing basis by the learners’ managers, training provider-allocated coaches and skills tutors.
It means that anyone who completes it will gain a nationally recognised qualification, along with useful transferable skills.
Viktorija Novikova, Greater Anglia’s Early Careers and Apprenticeship Manager, said: ‘Our apprentices are a vital part of the Greater Anglia workforce, coming from a range of operations, customer service and office-based roles. Apprenticeships allow everyone to develop skills that all ultimately improve the experience provided to our customers day-in, day-out. Our apprenticeship scheme has been open since 2017 and we’ve trained hundreds of our colleagues in that time, from all areas of the business.
‘There’s a perception that apprenticeships are just for those fresh out of school, but that’s really not the case. They can be started at any age and can provide a wealth of skills that you didn’t have before, all the while being given support and guidance - meaning our staff can really hit their full potential, no matter what their role.’
Adina Strajeru, who currently works as a conductor at Greater Anglia, has undertaken an apprenticeship as part of her role. She said: ‘The apprenticeship gave me a lot of confidence doing my role and it gave me the ability to understand people better. It has also helped me to deliver a better standard of customer experience.’
The apprentice team at Great Western Railway celebrated golden recognition at the start of National Apprenticeship Week, while one of its shining stars has scooped a top accolade. The team, which supervises 240 apprentices across the GWR network, received gold accreditation as part of the Investors in People ‘We invest in apprentices’ programme.
GWR Learning and Development Manager Andrew Perry, pictured above centre, said: ‘To receive gold accreditation from Investors in People really is something to be celebrated. From my perspective it’s probably the highlight of my career. It’s
Western Railway meet the ‘We invest in apprentices’ at Gold level. Congratulations, this is an excellent achievement for any organisation, but given the challenges facing the sector through Covid, industrial action and political uncertainty, this is exceptional.’
Ekaterina achieved a distinction in her Level 4 Coach and Assessor Quest apprenticeship, leading to her accolade at Exeter College. Ekaterina said: ‘I am still in shock. I can’t believe I have gone and won Higher Apprentice of the Year! Yes, I have studied hard and some of the days were long and gloomy, but it feels great to share the news with my family, friends and most importantly my mentees and colleagues!’
project. The news that even more new career opportunities are set to be created in the local area was welcomed by the region’s Mayor.
HS2 Ltd also confirmed that it will recruit 21 new apprentices, 15 of which will be based at its flagship headquarters in Birmingham city centre. There are opportunities to join HS2’s project management, HR, business administration, procurement, land referencing and surveying teams.
Andy Street, Mayor of the West Midlands said: ‘HS2 has the potential to have a transformational impact here in our region and its construction is already supporting thousands of local jobs. The employment opportunities created by HS2 are significant and I’m pleased to see businesses winning HS2 contracts are stepping forward to ensure local people benefit – including this latest news announcing 200 more apprenticeship jobs. I cannot wait to see lives changed for the better in the months and years ahead.’
RIA’s EDI & Skills Lead, Isabella Lawson, said: ‘Apprentices contribute a huge amount to the railway industry, and it is right that we celebrate the value that they bring not just to rail employers and individuals, but also to the wider economy.
‘There has never been a better time to become an apprentice working in the rail industry, with countless opportunities to access a brilliant career in the sector. It is clear that the industry needs more apprentices, with NSAR estimating that 5,000 apprentices per year are needed to address skills shortages.
recognition of so much hard work by the whole team. We deliver our apprenticeships across 2,000 miles of the network and are pushing the boundaries to ensure our provision is up to date, challenging and future proof.’
Working in partnership with Exeter College, the train operator launched a vocational apprenticeship programme eleven years ago.
Quest apprenticeships were also introduced in 2020, enabling GWR colleagues to gain formal qualifications alongside their day-to-day roles. Investors in People conducted an extensive assessment of the apprenticeship programmes between 1 November and 22 December last year.
It conducted an online survey with apprentices, interviewed 34 of the apprentice workforce, quizzed members of the Learning and Development team, and reviewed written material.
Investors in People said: ‘The overall conclusion of this assessment is that Great
The West Midlands is set to benefit from yet another HS2 jobs boost, after it was announced that over 200 new apprenticeship jobs are coming to the region. The commitment was sealed as 20 contractors, working on behalf of HS2’s construction partner Balfour Beatty VINCI (BBV), came together on the first day of National Apprenticeship Week to sign a Pledge promising to invest in upskilling 200 more local people.
BBV also announced that it will begin recruiting for over 40 new apprentices, building on the 165 apprentices it has already employed to support HS2’s construction locally. Opportunities include apprenticeships in civil engineering, quantity surveying, information management and document control.
9,000 people are already helping to build HS2 in the region, almost a third of the entire workforce employed on the
‘We particularly welcome the launch of HS2’s most ambitious apprenticeship recruitment drive to date. HS2 has already welcomed over 1,000 apprentices over the last few years, and today’s announcement of 300 new apprentices this week demonstrates a real commitment to bringing in fresh talent to the industry.’
For National Apprentice Week Transport for Wales (TfW) showcased its commitment to developing its staff by joining The 5% Club, an industry-led initiative focussed on driving the recruitment of apprentices, graduates and sponsored students.
The 5% Club is a movement of more than 700 employers providing ‘earn and learn’ opportunities to develop the skills and talents people need to become more employable and create meaningful careers.
Companies joining The 5% Club commit to raising the number of apprentices, sponsored students and graduates on formal programmes to 5% of their total workforce within five years.
Over the last year, TfW have welcomed 122 new apprentices to the business, providing opportunities in engineering, operational and head office roles. They have
also initiated mentoring and development programmes providing the new recruits with vocational skills and guidance.
Katie Harris, Strategic Organisational Lead – Early Talent at TfW said: ‘At TfW we’re fully aligned with helping the Welsh Government create its target of 125,000 new apprenticeship opportunities by 2026. We understand the importance of providing opportunities for not only young people but for those who may wish for a career change and we’re excited to be committing to and joining The 5% Club.
‘There are many benefits from having a diverse range of apprentices within TfW, such as boosting productivity, filling skills
has a workforce with the right skills to serve its customers, in roles like train drivers, onboard crew, engineering and support functions.
With over 350 apprentices having passed through apprenticeships, 400 currently in training and more set to be recruited, Southeastern is encouraging people to consider an apprenticeship as a gateway to a rewarding career.
Twenty Southeastern apprentices have been put through management training programmes and 46 managers have been able to undertake further study in their specialisms including payroll and project management, some up to degree level.
• The 5% Club works with UK employers and key influencers to inspire, educate and retain a growing body of people into ‘earn and learn’ placements in order to increase the number of apprentices, sponsored students and graduates. The goal of The 5% Club is to increase the employment and career prospects of today’s youth and equip the UK with the skilled workforce it needs to safeguard Britain’s economy. The 5% Club was launched in 2013.
• Members sign The 5% Club charter. As a member of The 5% Club, employers state they are: Committed to helping the UK’s growth agenda and acknowledge the importance of developing people as both a business and social imperative; Playing their part in addressing youth unemployment and skills shortage; Pledging to work towards having a minimum 5% of their UK workforce enrolled on formalised apprentice, sponsored student and/or graduate development schemes within five years; Measuring and reporting on their progress annually against the above metric in their Corporate Social Responsibility section of the Annual Report and Accounts or equivalent document; Committed to encouraging other employers to participate in the campaign.
• Membership of The 5% Club numbers more than 500 businesses from across a broad range of sectors as well as size of company, including large corporations as well as SMEs.
gaps and cost-effective training. We look forward to continue developing in this space and I’d encourage those seeking a new apprenticeship to check our website for future opportunities.’
Gill Cronin, Director of Operations of The 5% Club added: ‘We’re delighted to welcome Transport for Wales as a member. The 5% Club provides a fantastic network of HR professionals, sharing and learning from each other. All our members share an ethos of creating a skilled workforce through ‘earn and learn’ development programmes, helping people develop meaningful career paths.’
Southeastern celebrated the week by announcing it plans to add to its 400 apprentices currently in training by recruiting more from across the communities it serves. With over 4,500 employees across its route, Southeastern has turned to apprenticeships to ensure it
As it prepares to recruit more apprentices later this year, the train operator is encouraging people from across its route, to consider joining a business that has won multiple awards for its apprenticeship programme and as an employer. Southeastern is a ‘Top 100’ Apprentice Employer, is ‘highlyrated’ by Investors in People for its apprentice framework, A Financial Times Diversity Leader and was the top ‘Women in Rail’ employer in 2020 and 2022. In December last year, Southeastern also achieved the EY National Equality Standard accreditation.
Steve White, Managing Director of Southeastern said: ’86 per cent of employers say apprenticeships have benefitted their business and I agree with them. Our apprentices enrich our business and give us the opportunity to continue to develop a workforce with the right skills to serve our customers. In return for committing to us, our apprentices earn money, get wellstructured training and join an industry with a huge range of opportunities.
• For more information about The 5% Club visit https://www.5percentclub.org.uk
‘Ten per cent of our workforce is now apprentices-in-training and they add enormous value to our business but we’re working hard to recruit more. Of the 400 apprentices we currently have in training 72 identify as women and 52 are BAME people. Whatever people’s current perception of rail, we want and need to recruit people, with the right skills, from a diverse range of backgrounds as well as ensuring our workforce reflects the communities we serve. So whether you’re from Battle, Brixton, Bromley South or anywhere in between, and you’re interested in an apprenticeship in rail, get in touch. We’d love to hear from you.’
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The UK’s rail network is growing, we can see evidence of this with new stations opening, the development of HS2 and, in his first annual George Bradshaw Address, Transport Secretary, Mark Harper announced plans for ‘major reform’ of the rail industry and the need for ‘modernising working practices’. Yet with all the intended growth and modernisation, will the rail industry have the workforce to support it and what can the sector do to encourage younger generations to jump onboard?
All of us in the industry can feel the skills shortage problem looming. The starkest scientific picture of it was painted in 2019 by a City & Guilds and National Skills Academy for Rail (NSAR) report with the headline finding that up to 120,000 additional people will be required by 2030, and demand for skills peaking around 2025.
One of the problems with statistics like this that concern the future – not just in rail, but wherever you find them – is the temptation to think ‘ah, 2030, that’s ages away.’
Especially when more immediate concerns like the cost of living and energy crises are hanging over us. But 2030 isn’t as far away as we’d like to think. Consider this, seven years going backwards was the EU referendum.
Luckily, seven years is enough time to do something if we act now. And, that’s exactly what CWE Ltd is doing with our Talent Track campaign.
As an industry, it feels like skills and the coming shortage has been something we’ve all been talking about now for a while. Talking being the key word. And that’s fantastic – it means that together we’re all raising awareness of the issue, and there’s universal agreement that it’s a problem. However, solving the ‘communications disconnect’ between colleges, skills
organisations, and industry and establishing clearer and more diverse career paths will be key to attracting new talent to the rail sector – but time is of the essence.
That’s why we took action, bringing together several leading experts from both academia and the rail industry to debate what the barriers are to rail as a career choice and what needs to be done to overcome the challenges presented by the NSAR report.
The findings from the discussion are detailed in a new report: Keeping Talent on Track: Addressing the skills shortage in the rail sector – which identified seven key actions to take:
1. Breach the communications gap: Forging closer alliances between colleges, skills organisations, and industry so qualifications meet the needs of all stakeholders.
2. Share expertise to better engage: Better collaboration to help businesses learn from each other to increase recruitment into the sector.
3. Engage the wider workforce: Senior leadership to encourage the full workforce to champion the sector and create positive workplace cultures.
4. Campaign for clearer national strategies: Government to update and make its Industrial Strategy and Rail Strategy fit
for purpose to help address the skills gap in the industry.
5. Learn from other sectors: Engaging with organisations and industry bodies in similar sectors, such as utilities, aerospace and manufacturing can help companies in the rail industry to learn and apply new thinking.
6. Celebrate diversity: Combat rail’s image problem by showcasing the variety of careers available and the important role the sector plays in the UK, including its contribution to the green agenda, to attract a more diverse workforce.
7. Better signposting for career pathways: Reduce complexities around access to apprenticeships and where to go for career progression opportunities.
The range of participants made for a useful, robust discussion and debate on relevant issues around the relationship between academia and the industry, attracting apprentices and talent into the sector and encouraging greater diversity.
When it came to diversity, one point that really stood out, from Alec Gillham, was: ‘I know good undergraduates, very skilled
people who wouldn’t consider rail because it’s not the right environment for them as it doesn’t look like them.’
This is a concerning anecdote, and with the City & Guilds and NSAR research showing lower numbers of women, young adults and people from BAME backgrounds would consider a rail career, it’s a clear area of focus.
We also established the critical need for a clear path for young people getting into rail. At CWE, we get involved with local schools and academies, we do the jobs and careers events – but it needs a higher level plan. And there was broad agreement that the challenging economic and changing political situations are hitting progress.
As a former apprentice myself, it’s something that I personally feel strongly about. That’s why we want to put our hand up and lead a collective effort to convince the next generation, and those from all backgrounds, that choosing rail will give them the pride and career satisfaction they seek – only then will we solve the looming skills crisis.
That’s why I’m so grateful to my colleagues from across the industry for taking part in this campaign. We’ve gotten the ball rolling on the actions from the
report by creating a joint working group between Rail Forum, Rail Freight Group and NSAR.
Now it’s up to us to keep this momentum going – we believe rail is a desirable and rewarding career for young people and those from all backgrounds. The time for action is now and with any luck we can bring a new generation into the industry in time for rail’s bicentennial in 2025.
Nick Andrew is Managing Director, CWE Ltd. Nick has 30+ years’ engineering experience including in rail, having started his career as an apprentice. Nick specialises in business growth and turnaround and has a strong operational and commercial background. He has previously worked at Newburgh Engineering, TATA, Wabtec, and joined CWE as Operations Director in 2019 before being appointed MD in 2021.
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The Chartered Institution of Railway Operators is celebrating having achieved its first ever Ofsted rating for its own apprenticeships
CIRO also received recognition with OFQUAL as an End-point Assessment Organisation (EPAO) for the Train Driver Level 4 apprenticeship standard. CIRO has been rated as ‘Good’ by Ofsted, with no conditions, which is one of the highest accolades in education. CIRO’s Level 3 Team Leader or Supervisor, Level 4 Passenger Transport Operations Manager and Level 5 Operations or Departmental Manager apprenticeships have been assessed for the first time.
The Ofsted inspection stated: ‘Apprentices gain substantial knowledge, skills and behaviours as a result of their apprenticeship. They are proud of their work and talk with confidence about what they have learnt and how it is improving their effectiveness in the workplace through the application of managerial techniques gained because of the programme. For example, apprentices on the levels 3, 4 and 5 apprenticeships use the knowledge and skills they have developed successfully to lead and motivate their teams on issues related to compliance, safety and risk management.’
The Ofsted ‘Good’ rating closely follows
the recent awarding of OFQUAL recognition in January 2023, which allowed CIRO to be added to the EPAO register and continue to offer EPA services. A nationwide reform of apprenticeship external quality assessment (EQA) set out by the Institute for Apprenticeships and Technical Education (IfATE), required that all EPA providers become OFQUAL recognised to continue offering the service.
The deadline for the Train Driver Level 3 standard, which had previously been regulated by The National Skills Academy for Rail (NSAR), was December 2022. Following a rigorous review process conducted by OFQUAL into CIRO’s practices, procedures, and resources, it has now been added to the EPAO register as of January 2023.
CIRO’s OFQUAL recognition means the institution can offer an end-point assessment for the Train Driver Apprentice Level 3 into 2023 and beyond.
CIRO’s assessment techniques and resources have been developed with the input and approval of a wide range of stakeholder organisations, including The Associated Society of Locomotive Engineers and Firemen. By providing End-Point
Assessment (EPA) and CIRO hopes to keep levy funding in the industry.
Acting in a not-for-profit way has allowed CIRO to develop a cost effective, meaningful EPA for the industry whilst maintaining the highest quality.
Ellie Burrows, CIRO Chair commented: ‘The timing of these two achievements couldn’t be better as the industry begins to pick up pace in its reformation. CIRO’s reliable, robust Apprenticeship and EPA services will be key in championing the professional development of those working in railway organisations, enabling the whole railway system to succeed.
‘On behalf of the Board, I would like to thank the CIRO teams involved for their contributions to these two important achievements.’
CIRO began offering high level apprenticeships to the railway operations industry in 2018. From October 2018, Ofsted began to carry out monitoring visits to all newly directly funded providers of apprenticeship training provision, which began to be funded from April 2017 or after by ESFA and/or the apprenticeship levy.
Accrington & Rossendale College have officially opened a brand new, specially designed railway maintenance track aimed at fast-tracking unemployed adults into well-paid, skilled careers for life within the rail industry
The real-to-life track, which has seen disused land transformed to produce the spectacular new facility, is part of the college's unique and exciting new Railway Maintenance Programme, which is the first of its kind in Lancashire.
The rail maintenance and repair course, which runs Monday to Friday over an 8-week period, will include classroom learning at Lancashire Adult Learning in Brierfield, while the practical element will see students partake in a number of activities at the new site in Accrington including changing sleepers and repairing the railway track.
Also included in the course is a full set of Network Rail approved PPE, a Network Rail approved medical, basic hand tools training, first aid and manual handling, plus much more. The programme, which has been running for just over a year using a track site in Liverpool, has seen learners move into employment with a range of companies including McGinleys, Vital Rail and DF Brickwork. The average starting salary for labour roles in the industry is £12-£15 per hour, with great opportunities to develop and upskill.
To apply for Accrington & Rossendale College's Railway Maintenance Programme, call: 01254 354 423 or email: Richard. Dwyer@NelsonGroup.ac.uk
Lisa O'Loughlin, Principal and CEO of the Nelson and Colne College Group which includes Accrington and Rossendale College and Lancashire Adult Learning commented: ‘This is an incredibly exciting day here at Accrington and Rossendale College. This is a fantastic eight-week programme that enables people to move from unemployment, to full sustained employment in a very short space of time. They can then move on to exciting careers supporting national and regional infrastructure projects.’
Tom Gee, head of curriculum for employability, volunteering and skills, said: "We are delighted to have officially opened our brand new railway track today here at Accrington & Rossendale College.
‘The transformation of disused land into this spectacular real-to-life rail track will provide fantastic practical training for people enrolling on our eight-week rail maintenance and repair course.’
Sara Britcliffe, MP for Hyndburn and Haslingden, said: ‘The railway track is the first of its kind in the area and it's fantastic to see just what we're developing here in Hyndburn.
‘The Railway Maintenance Programme, also the first of its kind in Lancashire, is aimed at fast-tracking unemployed adults aged 19+ into well-paid, skilled careers for life within the railway industry, which is a wonderful opportunity for our local people.’
Rt Hon Andrew Stephenson, MP for Pendle, commented: ‘It has been an extremely special day here at Accrington & Rossendale College and we can't wait to see this fantastic programme in action, both here in Accrington for the practical side of things, and in Brierfield for the classroom learning which will take place at Lancashire Adult Learning.
‘We need more people with the skills to deliver major infrastructure projects. This is the fastest way for people aged 19+ to move from unemployment into a skilled position, and for anyone that is interested, I highly recommend that you get in touch with the college.’
To learn more about Accrington & Rossendale College, part of the Nelson and Colne College Group, on their website: https://www.accross.ac.uk/
This is because it is difficult to put a value in hard cash terms of having a chaplaincy service as any costbenefit analysis will vary depending on the specific circumstances of the company. Nevertheless, chaplains can play a valuable role in supporting railway employees, promoting their well-being, and building a positive and supportive workplace culture.
It provides emotional, pastoral and spiritual support to railway workers and their families, helping them to cope with the stresses and demands of their jobs. This can improve mental health and wellbeing, reduce absenteeism, and enhance productivity in the workplace.
In addition, the Railway Mission’s chaplaincy services can help to promote a positive workplace culture, foster a sense of community among workers, and provide a source of comfort and guidance during times of crisis or trauma which in turn can have significant benefits for individual railway workers and the industry as a whole. By providing a supportive and compassionate presence, our team can help to create a safer, healthier, and more productive workplace for all.
One of the biggest challenges society faces is the present mental health crisis, which has been exacerbated by the Covid-19 pandemic and the cost of living crisis, which has deepened due to the Russian invasion of Ukraine. Nevertheless, providing emotional support by offering a listening ear and support to people who are struggling with things such as depression, anxiety, or grief, helps individuals process their feelings and emotions. It also provides a safe space for them to share their experiences and offers guidance and counsel to individuals who are struggling or facing difficult life circumstances; drawing on their training and experience to provide insight and perspective, that can help people navigate complex ethical or moral dilemmas.
Chaplains also help build a sense of community and connection among people who are facing challenges. They can facilitate support groups or other programs that bring people together to provide a sense of belonging. Acting as a neutral party that employees can approach when they have concerns or grievances, helps to build trust between employees and management by
serving as a bridge between the two. This also promotes the overall sense of well-being for railway employees by providing support and resources for mental health, stress management, and other wellness concerns. For many people, engaging in spiritual practices such as prayer, meditation, or ritual can be a source of comfort and strength. Chaplains can facilitate these practices to help individuals connect with their spirituality, which can promote a sense of purpose and meaning in life. Overall, chaplaincy can be a valuable resource for individuals who are struggling by offering emotional support, spiritual guidance, and a sense of community. But it is important to note that chaplains are not clinically trained and do not provide clinical treatment. However, they work in collaboration with health professionals to provide holistic care to individuals.
In the event of a crisis, such as a workplace accident or a personal tragedy, that might affect an employee, the Railway Mission team can provide immediate support and assistance to affected employees and their families. Here too, they offer a listening ear and emotional support that can help people process their feelings while providing comfort during a difficult time, helping employees and their families find meaning and purpose during a crisis.
Chaplains also work with other support services, such as employee assistance programs, HR and Mental-health advocates to ensure that affected employees and their families receive the support they need. This is often called signposting; however, it is more than simply pointing to another avenue of support, it is active and encouraging, often walking an individual through the process of accessing the available additional resources, especially when individuals are fearful about asking for help.
The Railway Mission team also assists and helps facilitate communication between affected employees, their families and management. They can help ensure that information is shared clearly and compassionately, and where necessary they can help plan and conduct memorial services for employees who have passed away as a result of an accident or an illness; offering support and comfort to the families and colleagues of those who have been lost.
In simple terms, chaplains can provide a valuable source of support and comfort to railway employees and their families in the event of a crisis.
Furthermore, there are several ways in which having chaplains positively impacts a company's bottom line.
1. Reduced Employee Turnover – Chaplaincy services can help employees feel valued and supported, which can lead to higher employee retention rates. This can ultimately reduce the cost of recruiting, hiring, and training new employees.
2. Increased Productivity – Employees who feel supported and valued are more likely to be productive and engaged in their work. This can lead to increased efficiency and higher quality of work.
3. Improved Employee Health – Chaplaincy services can help employees manage stress and other health concerns, which can ultimately reduce absenteeism and the cost of healthcare benefits.
4. Enhanced Reputation – A company that values its employees and provides chaplaincy services may have a positive reputation among potential employees and customers, which can ultimately lead to increased business opportunities.
5. Reduced Legal Liability – Chaplains can help address workplace conflicts and prevent them from escalating to legal disputes. This can ultimately save a company money in legal fees and settlements.
Overall, while the direct cost savings of having chaplains may not be easily measurable, the positive impact on employee morale, productivity, and overall well-being can have a long-term benefit for the railway as the industry changes and develops.
Liam Johnston is
Executive Director at Railway Missionhe can be reached at Liam.johnston@ railwaymission.org or on 07718971918
It is worth noting that the value of chaplaincy services cannot always be measured in monetary terms alone
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Choosing your approach to introducing wellbeing initiatives into your business can feel tricky. The Mental Wealth Company’s Wendy McCristal talks about what they have learned over their first three years in business
Idon’t know about you, but I like a good curry. Eating is a fundamental activity that we all engage in daily. Food is an integral part of our lives, and the choices we make about what we eat can be deeply reflective of our individual preferences, values, and beliefs. Addressing wellbeing in the workplace isn’t that different from choosing what to cook for dinner. Just as each person coming to dinner has unique preferences and needs when it comes to food, every organisation is different and has its own unique challenges and needs. It is important to take these differences and ‘who’s coming to dinner’ into account when making decisions about what strategies and practices will be effective to address wellbeing challenges for your employees. Which of these are you?
I’ll have whatever they’re having Intervention first organisations look over the corporate fence... this may lead to thinking about an Employee Assistance Programme, an online digital resource, training or coaching. These are all great to have but without an overall strategy and advocacy, role-modelling, signposting, and ongoing championing, carry the risk of being an expensive unused kitchen gadget lying in the back of the cupboard.
Engage and educate management to the benefits of wellbeing investments. Ensure that the wider organisational strategy understands and includes a workstream that addresses and integrates wellbeing. The Deloitte report on ‘Mental health and employers – The case for investment (2022)’ is a great starter read.
Policy first organisations approach with a policy-first philosophy – take the time to write and document the strategy, put in place the business systems. A downside to this is that by the time this has happened, further damage has occurred at the coal face and the people desperately needing
support have fallen over, been unproductive or have already left…with business impact. Wellbeing strategies are called out as being ineffective and programmes are shut down. Start small, try something easy, seek feedback and get perfect later. Top down, bottom-up approaches are the best at promoting long term change. Providing Mental Health First Aid Training can be a good start point, and MHFA England provide clear guidance for implementation within the organisation.
Overwhelmed individuals are advocating better wellbeing but are often in or near to crisis. Workload is a constant issue which is not prioritised or resolved. A 2019 study by Deloitte found that 77 per cent of respondents experienced burnout in their current job, with more than half reporting that it had negative impacts on their personal relationships and mental health. Until this pattern is disrupted nothing will change.
Arm employees with a toolkit of skills that can help them reduce that crippling overwhelm, and regain control and the energy required, not only to do the job, but have a balanced and enjoyable life beyond the job.
Do something with nothing organisations, even though they are cash strapped, have achieved steps forward without formal investment. They work the challenge as a team, ensuring everyone leaves with a simple action plan where everyone taking small steps in the right direction. We teach the science of habit building and marginal gains in our programmes. The British Cycling Team used the concept of habits and marginal gains to achieve unprecedented success between 2002 and 2017, when the team won an extraordinary amount of world championships, Olympic gold medals, and dominated the Tour de France. The team's focus on developing good habits played a key role in their success, as it allowed them to continually make small improvements that added up to significant gains over time. Think about the smallest, actionable things that you can start to do daily to help yourself and your team.
Afraid to even mention it organisations have employees where they don’t feel safe to challenge the status quo. The concept of having a psychologically safe organisation is not a new one and has been around for over ten years and means that an employee feels that they can be themselves without fear of being embarrassed, marginalised or punished.
Feeling like we belong to something, we can learn without being scared of failure, we can contribute to the work of others and importantly challenge the status quo without retribution are all important for
productivity, innovation…and avoiding events like the Great Resignation in 2021.
Be brave – start conversations yourself…or ask someone from outside the organisation to come and start the conversation to ‘put their head over the parapet!’
Over the last two years, The Mental Wealth Company has quadrupled in size and has plans to further expand the team as more companies are now seeing the benefits of ‘baking-in’ wellbeing into their organisations.
‘We’re really excited at the impact that we’ve seen with our clients to date and look forward to revealing more of our programmes over the coming twelve months.’
The Network Rail Operations team know a thing or two about how tricky it can be to keep a work-life balance when you’re running a fleet of several hundred vehicles and plant. They are completing a twelvemonth Programme in Personal Resilience. Typical challenges that this programme will deal with include developing better lifestyle choices, setting effective work-life boundaries, and creating a more effective working environment for the team. Personal self-reported ‘resilience’ will be measured throughout the study and themes will be curated to suit the team. The programme is being delivered through a mixture of face-toface workshops, online coaching and a range of online resources.
Paul Withey, Head of Driving Standards said: ‘We are delighted to have found the support we need for our team to develop self-awareness and the skills to help themselves be their best selves at work.’
In 2020, many businesses were reeling from the working from home crisis. The Mental Wealth Company was a start-up and found themselves out of work as their
client’s systems were limited to key workers. They started offering Mental Wealth Café webinars to Rail Forum members, who needed somewhere to connect and process the challenges they were experiencing. During those sessions business owners, managers, engineers and office assistants came together to support each other. The variety of challenges discussed ranged from severe isolation from living and working along, grief through loss of loved ones, through to having to run a business sitting on the kid's bed whilst tutoring maths homework. Whilst their challenges ranged in spectrum, having a space to vent, listen or just experience connection, for many, played an important part of getting through the working week. This is just a perfect example of how Rail Forum works to support its members.
2023 sees the beginnings of doubling the capacity of RTS’s busy maintenance depot in Leeds, transforming it into a new £28 million facility to enable major infrastructure upgrades for Network Rail and Northern Trains at Neville Hill, as part of the Trans-Pennine Route Upgrade (TRU). In doing so it removes a major bottle neck in the network and ensuring train service operations can be maintained throughout
the transition. To ensure success, they had to quickly build and maintain a rounded, resilient management team who could drive rapid growth and recognised that as individuals, they all needed support. The Mental Wealth Company were commissioned to run a programme of leadership days and coaching for the management team.
‘The leadership days allowed us to step back from operations and take a look at how we were doing on a personal level, and actively build in small habits that helped us to get fitter, feel better and support each other to get the job done, without feeling like we were chasing our tail’. – Chris Reid, Managing Director
Call us for a chat. If we can help, we will.
This year sees us celebrating the 30th anniversary of the Rail Forum; originally established as the Derby and Derbyshire Rail Forum (DDRF) in 1993
Rail Forum is pleased to launch a Rail Supply Chain Decarbonisation brochure during Decarbonising Transport Week™. The brochure showcases just a few examples of solutions that help decarbonise the railway to meet net zero targets.
Elaine Clark said: ‘As the COP26 Climate Change Summit in Glasgow came to a close, we launched our Route-2-Zero Programme. Whilst COP set the scene we knew that it was just the beginning of our collective commitment on climate change. The UK government made it clear that public procurement will be used as a key lever to drive carbon reduction and clients across our industry are incorporating net zero related criteria into their contracting strategies.
‘As always, our members are at the heart of what we do and we are committed to ensuring that we support them on this important journey. Our Route-2-Zero programme incorporated a series of online workshops designed to help ensure that the rail supply chain is able to grasp the net zero challenge. We were particularly keen to provide multiple forums for SMEs to promote what they are doing to reduce their environmental impact and the launch of this brochure highlights some of our members’ achievements to date.’
James Brewer, Head of Rail Supply Chains at the Business Department, said: ‘One year on from the Route2-Zero launch, three things strike me about the solutions Rail Forum members are implementing to help decarbonisation. They are the commitment, energy and imagination of Rail Forum members to embed a ‘what works’ approach into their daily business activities that demonstrates the art of the possible, providing valuable evidence to government officials like me; particularly in light of BEIS’ £28 million investment in the new Global Centre of Rail Excellence that will be the UK’s first net zero railway.’
‘Net zero, decarbonisation and clean energy growth will only happen with the delivery of economic benefits that can demonstrate to everyone the true value of the energy transition. And the Rail Forum’s Rail Supply Chain Decarbonisation brochure is helping to do just that!’
Now with 360+ members UK wide, the organisation may have grown from its humble beginnings, but our purpose hasn’t really changed.
We did some digging in our archives (also known as original founding members memories) and thought readers may be interested in some of the history. Following the sale of British Rail Engineering Ltd back in 1989 the industry was gearing up for further privatisation and the local supply chain was struggling both for contracts and knowing ‘who’ their future customers would be.
‘At the time there was a lot of concern about what was going to happen on privatisation of the wider industry and who the local supply chain would be contracting with. Recognising the sheer number of companies involved in rail both in and around Derby this was a real issue for local politicians, employers and the trade unions. So the idea of a ‘forum’ that brought employers together in a non-competitive and supportive way was born. With initial administrative support and a small budget of £10,000 the Derby and Derbyshire Rail Forum was established. Founding members included what had been BREL (by this point it was ABB) and several divisions of British Rail based on the original Rail Technical Centre campus together with some private sector companies.’ says Elaine Clark, CEO of Rail Forum.
Per Staehr, then Chair of ABB, became our first industry Chair. As privatisation progressed more companies got involved, including ROSCOs and companies from outside of the region.
Fast forward to 2009 and the DDRF was incorporated into a not-for-profit organisation. This formalised the governance structure and membership arrangements with organisations from around the UK now joining. Colin Walton, Chair of Bombardier became the Chair and membership continued to grow, exceeding 130 by 2015.
With more and more companies from outside the immediate vicinity joining DDRF the organisation changed its name to Rail Forum East Midlands in 2015 and then just Rail Forum in 2018, although we didn’t drop the reference to Midlands until last year.
Rail Forum is putting together a timeline of memorable moments from the last 30 years and invites its members and industry colleagues to share memories and important (and amusing) stories to include. Please contact jemma@ railforum.uk to submit your Rail Forum memorable
Elaine Clark comments: ‘When the name was originally changed there was a view that we wanted to better acknowledge and embrace our wider members whilst not losing our original roots. But it did prove confusing for some people who thought we were still very much Midlands despite the fact we had around 50 per cent of our members further afield. So in the end we bit the bullet and changed the name to Rail Forum.’
We now have over 360 members spread across the UK. Members are still predominantly supply chain based but we also have train and freight operators involved. The Board is equally diverse with large global companies and SMEs represented and companies from all aspects of the industry round the table. We remain true to our roots with stakeholder representation from Network Rail and the Trade Unions.
We are currently putting together a timeline of memorable moments from the last 30 years and we are keen to hear from members – past and present – on any important stories to include. We’d also like to include some funnier moments so please do share any memories with us!
Looking to the future it feels we have almost come full circle. With the recent announcement that the Great British Railways (GBR) Head Quarters will be in Derby many local people see this as the ‘railway coming home’. But our focus is on the fact we have an industry once again in the throes of major transformation and a key concern for our members is knowing who their customers will be in future.
‘Our work is nowhere near done’ says Elaine. ‘With the creation of GBR and the planned changes to passenger operator contracts it’s not yet clear who suppliers will be contracting with and who they need to develop relationships with. Here we will continue to play an important role.
‘Whilst the plan is for GBR to be strategically located in Derby, it’s really important we continue to work for the benefit of all our members across the whole of the UK. Our home for the last 30 years will soon be home to GBR too and we need to maximise the benefits of that for all our members, our industry and our customers.’
Infinitive Group achieves long term commitment with an expansion of operations and prestigious project delivery
As the world continues to strive for a return to ‘normal’ following the global pandemic, Rail Professional took the opportunity to catch up with one of our past contributors, Infinitive Group Limited, and understand 1 year on from our last conversation how the business is fairing in what is still a daunting landscape for an SME.
With several organisational changes, not least of which is the opening of a satellite office in Paddington, London and the successful delivery of high-profile projects including supporting the transport planning for the Qatar FIFA world cup in late 2022, it is evident that the company has good reason to view the future with continued optimism.
Indeed, the company order book and contractual commitments have more than doubled the Bletchley headcount this year. Included within this expansion is the realisation of a long-term founding commitment of the company with the establishment of the IGL Graduate training scheme, welcoming the first batch of eager
With several organisational changes, not least of which is the opening of a satellite o ce in Paddington, London and the successful delivery of high-profile projects including supporting the transport planning for the Doha FIFA world cup in late 2022, it is evident that the company has good reason to view the future with
students to the Bond Avenue campus towards the beginning of 2023.
As a prominent engineering and technology consultancy operating in the transport sector, the company’s recent success and growth has been achieved without compromising their core values and offering. The established approach of technology, people and process remains constant in everything the business undertakes. The business still inhabits the intersection between operational know-how and innovation within the IT industry and the core divisional pillars of the Management & Advisory services (now headed up by Director Martin Halligan), Engineering & Technology and Research and Development continue to attract the
campus towards the end of 2022. As a prominent engineering and technology consultancy operating in the transport sector, the company’s recent success and growth has been achieved without compromising their core values and o ering. The established approach of technology, people and process remains constant in everything the business undertakes. The business still inhabits the intersection between operational knowhow and innovation within the IT industry and the core divisional pillars of the Management & Advisory services (now headed up by Director Martin Halligan), Engineering & Technology and Research and Development continue to attract the best people in the industry and provide the company with a wealth of experience and skills to add value to customers in all aspects of their operations.
best people in the industry and provide the company with a wealth of experience and skills to add value to customers in all aspects of their operations.
The team has extensive experience in expertly extracting and interrogating ‘big data’, developing and deploying analytics and simulation modelling to better inform and deliver benefit realisations to the sector.
develop tailored solutions that streamline their transport operations. Through the leverage of the latest technologies and tools solutions are developed, measured, tested, and deployed to seamlessly integrate systems and data sources delivering increased e ciencies, reduced costs and improved decision making. This approach has delivered success over the years and truly works for the company and customers alike as demonstrated by the successful delivery of high-profile projects and the consistent levels of repeat business.
Project requirements are rarely the same and so the business works closely with clients to identify their unique needs and develop tailored solutions that streamline their transport operations. Through the leverage of the latest technologies and tools solutions are developed, measured, tested, and deployed to seamlessly integrate systems and data sources delivering
Infinitive Group Limited are all too familiar with working in pressured and fast-moving environments where the complexity of the challenges their teams routinely face is matched only in terms of di culty by the relentless demands of the resolution cycle.
capacity and predicted demand for the Doha transport network for the event duration.
increased efficiencies, reduced costs and improved decision making.
This approach has delivered success over the years and truly works for the company and customers alike as demonstrated by the successful delivery of high-profile projects and the consistent levels of repeat business.
The award of the tournament to the State of Qatar by FIFA was ground-breaking both in terms of the Middle Eastern location and the decision to develop, build and manage the necessary tournament infrastructure (stadia, Hotels and Public transportation network) all within a single City half the size of London.
In delivering the project the Doha based IGL team worked collaboratively with the Central Doha Operations Teams (e.g. The Supreme Committee for Delivery and Legacy, Qatar Rail, RKH Qitarat, Ministry of Transport and the Ministry of Interior) with the approach of an agile project methodology revolving around the three pillars of:
Infinitive Group Limited are all too familiar with working in pressured and fastmoving environments where the complexity of the challenges their teams routinely face is matched only in terms of difficulty by the relentless demands of the resolution cycle.
The role undertaken by the IGL team for the recent FIFA tournament typifies this point. As part of the strategic event planning, the host nation identified the need to secure assistance from a suitably qualified and experienced organisation to evaluate, predict and where necessary provide realtime solutions and ‘mitigation strategies’ in relation to the supply capacity and predicted demand for the Doha transport network for the event duration.
• Discovery & Demand: Forecasting and predicting demand on the various transportation systems during the 2022 FIFA World Cup.
• Design: Establishing trigger points providing a basis for interventions to be performed on the operational transport network to dampen demand on a singular transport system.
The award of the tournament to the State of Qatar by FIFA was ground-breaking both in terms of the Middle Eastern location and the decision to develop, build and manage the necessary tournament infrastructure (stadia, Hotels and Public transportation network) all within a single City half the size of London.
• Delivery: Surveillance and monitoring passenger movements during the 2022 FIFA World Cup to provide alerts against trigger levels using a real time view of the state of the transport network.
As a result of the workstream delivery and subsequent positive stakeholder review, IGL were further engaged to support the event through the rapid design, development, deployment, and real-time monitoring of two additional deliverables.
In delivering the project the Doha based IGL team worked collaboratively with the Central Doha Operations Teams (The Supreme Committee for Delivery and Legacy, Qatar Rail, RKH Qitarat, Ministry of Transport and the Ministry of Interior) with the approach of an agile project methodology revolving around the three pillars of:
• Discovery and Demand – Forecasting and predicting demand on the various transportation systems during the 2022 FIFA World Cup.
• Design – Establishing trigger points providing a basis for interventions to be
• a Queue management ‘App’ rolled out to Metro sta at each Station entrance enabling real-time communication with the associated command and control HQ.
passenger simulation model to support the Metro operation.
performed on the operational transport network to dampen demand on a singular transport system.
• Delivery – Surveillance and monitoring passenger movements during the 2022 FIFA World Cup to provide alerts against trigger levels using a real time view of the state of the transport network.
As a result of the workstream delivery and subsequent positive stakeholder review, IGL were further engaged to support the event through the rapid design, development, deployment, and real-time monitoring of two additional deliverables:
• A Queue management ‘App’ rolled out to Metro staff at each Station entrance enabling real-time communication with the associated command and control HQ.
Both additional work packages were delivered under tight time constraints, within 3 months of the tournament starting, and both applications were extensively used to great e ect throughout the successful event. Meanwhile back in Europe the company continued to deliver and meet its commitments to valued customers and projects throughout 2022. Highlights include the continued long-term engagement for digital transformation works with a major Train operator progressing through new vehicle delivery and assurance which ultimately resulted in the services of the company being extended.
• The development of a scenario-based passenger simulation model to support the Metro operation.
Using in-house specialist domain knowledge of rolling stock and railway
Both additional work packages were delivered under tight time constraints, within 3 months of the tournament starting, and both applications were extensively used to great effect throughout the successful event.
• Railtex 2023 Exhibition
of workstreams from the construction entity, vehicle OEM and Train operator whilst actively engaging with the site owner to identify and develop safety management systems.
The infinitive story continues, and the company is keen to engage and meet the best in the business and as such will be participating and exhibiting at several events this coming year where if you have the time to drop by you will receive a warm welcome and have the opportunity to discuss your specific requirements with the team.
operations coupled with data science subject matter expertise, IGL were engaged to form a depot mobilisation team with detailed experience of rolling stock delivery, depot O&M, and major project management experience. This involved leading integration of workstreams from the construction entity, vehicle OEM and Train operator whilst actively engaging with the site owner to identify and develop safety management systems.
The events confirmed for attendance are as follows:
• Railtex 2023 Exhibition, NEC Birmingham – 9 to 11 May.
• Middle East Rail 2023, Abu Dhabi National Exhibition Centre – 15 to 16 May 2023.
The infinitive story continues, and the company is keen to engage and meet the best in the business and as such will be participating and exhibiting at several events this coming year where if you have the time to drop by you will receive a warm welcome and have the opportunity to discuss your specific requirements with the team.
• Asia Pacific Rail 2023, BITEC, Bangkok –31 May to 1 June.
• Trako Fair, Gdansk, Poland – 19 to 22 September.
The events confirmed for attendance are as follows:
NEC Birmingham, 9th-11th May
• Middle East Rail 2023 Abu Dhabi National Exhibition Centre, 15th-16th May 2023
Meanwhile back in Europe the company continued to deliver and meet its commitments to valued customers and projects throughout 2022. Highlights include the continued long-term engagement for digital transformation works with a major Train operator progressing through new vehicle delivery and assurance which ultimately resulted in the services of the company being extended. Using in-house specialist domain knowledge of rolling stock and railway operations coupled with data science subject matter expertise, IGL were engaged to form a depot mobilisation team with detailed experience of rolling stock delivery, depot O&M, and major project management experience. This involved leading integration
• Asia Pacific Rail 2023, BITEC, Bangkok 31st May-1st June
ABOUT INFINTIVE GROUP LTD
• Trako Fair
At infinitive group we understand that operational problems in the transport sector can be complex and require a comprehensive approach to solve.
Gdansk, Poland-September 19th to the 22nd
At infinitive group we understand that operational problems in the transport sector can be complex and require a comprehensive approach to solve. That’s why we o er systems integration services across the entire project life cycle to support our clients from start to finish. With our proven track record of success and
service, you can trust us to help you overcome and challenge.
That’s why we offer systems integration services across the entire project life cycle to support our clients from start to finish. With our proven track record of success and commitment to delivering exceptional service, you can trust us to help you overcome and challenge. Contact Infinitive group today to learn more about how we can support your organisation to achieve greater operational excellence.
Contact Infinitive group today to learn more about how we can support your organisation to achieve greater operational excellence.
T: +44 (0) 1908 018 900
E: info@infinitivegroup.co.uk
Multi-million pound ongoing investment in plant and people is driving export success at William Cook Rail and keeping the British company at the forefront of the design, manufacture and overhaul of safety-critical components for the global rail industry
secured a multi-million pound contract for mechanical and electrical overhaul of Jubilee Line trains.
The export success comes as a result of sustained investment in plant and machinery at William Cook Rail. The most recent investment includes £1.25 million in new CNC machining centres, which will enable the company to deliver ever-tighter dimensional tolerances. The new machines will complement an already extensive and modern machine shop, which includes a Correa FOX gantry milling machine capable of accommodating complete bogie frames. The company is also commissioning a new paint facility, bringing in-house the capability to coat everything from individual parts to complete bogie frames, all to rail industry standards.
The company serves international rolling stock builders and operators including Alstom, Bombardier, Siemens, Stadler and Transport for London from its world-leading foundry, machining and workshop facilities in Leeds, West Yorkshire. Its products are on trains around the world, including the UK, France, Germany, Canada, India, Australia and the United States.
William Cook Rail has secured substantial new export orders recently. 2022 saw the company secure a multi-million dollar contract for traction motor components for the Long Island Rail Road in New York, one of the busiest commuter lines in the world. The company helped design the precision components in a specialist grade of stainless steel to help the M-7 rail cars overcome the challenges of operating in a corrosive maritime environment on the Atlantic coast. The components will extend the life of the fleet and reduce the noise of the trains to
improve comfort for passengers. William Cook Rail won the multi-year contract with Alstom North America thanks to its worldleading expertise in advanced metallurgy and precision machining.
In Europe, the company has won important new customers in Škoda Transportation Group of the Czech Republic and Pesa of Poland. It is supplying both train builders with complex bogie frame castings for trams and commuter trains.
William Cook Rail showcased British manufacturing excellence at InnoTrans, the international trade fair for transport technology which took place in Berlin in September 2022. The company exhibited alongside global industry giants such as Alstom, CAF, Hitachi, Siemens and Stadler.
Closer to home, William Cook Rail continues to maintain and overhaul a variety of coupler systems and other parts for London Underground trains across the network. In early 2023 the company
Against a backdrop of soaring energy costs and the UK’s transition to net zero, William Cook Rail has successfully reduced its energy consumption by investing in high-efficiency equipment and reorganising its manufacturing operations. Its new highefficiency heat treatment furnaces help achieve the superior mechanical qualities required for the ultra-high-strength but lightweight steel components demanded by the rail industry. Meanwhile new extraction units reduce the factory’s emissions and improve working conditions for employees.
Combined, these efforts have led to a 60 per cent reduction in gas consumption and a 15 per cent reduction in electricity consumption over the last year, without any fall in production output. These efforts have been led by director William Cook, who is vice chair of the Net Zero Advisory Panel at the Cast Metals Federation industry group.
Mr Cook said: ‘William Cook Rail is investing for the long term to develop our world-leading foundry, machining and workshop facilities and our workforce of highly skilled engineers, technicians and apprentices, helping to create a sustainable future for British manufacturing capabilities.
‘We are proud that the world’s major train builders come to William Cook Rail for safety-critical components that they can rely on. We’re also proud to manufacture all our products in Great Britain; with our base in West Yorkshire, we are extremely well placed to support the major investment in Britain’s rail network to transform services across the North and Midlands.’
William Cook Rail holds certification from the Railway Industry Supplier Approval Scheme (RISAS), which ensures key suppliers can become recognised as bestin-class at delivering the most challenging and high-risk products and services. It is also one of only 19 British manufacturers to meet the International Railway Industry Standard (IRIS), the leading quality benchmark for the global rail sector. This covers the company’s management systems for the manufacturing, machining, assembly and overhaul of safety critical components for rolling stock builders and operators across the world.
William Cook Rail is part of William Cook Holdings, a specialist manufacturing group serving the defence, rail and energy sectors. The Sheffield-headquartered group has 442 employees and four factories across the north of England, with sales of £60m per year.
As ambitious and enthusiastic young engineering apprentices, Brendon Dunbar and Thomas Roberts are living the dream at William Cook Rail. The trainee mechanical engineers are learning all about the design, manufacture and overhaul of safety critical components under the expert guidance of highly experienced hands at this leading supplier to the global rail industry.
Brendon and Thomas have joined a company with a strong track record of developing the next generation of engineering talent. In a workforce of 123 people, William Cook Rail has five active apprentices and eleven employees who have completed apprenticeships in the last five years. They are being guided by some of the
most experienced engineers in the industry: the company has just handed out long service awards to four members of staff with a combined tenure of 137 years at the company.
Barry Swift, executive director at William Cook Rail, said: ‘We are great believers in giving young people an opportunity to develop careers as engineers. To succeed in the global rail industry, you need to invest in the future and bring young people into an environment where they can learn new skills. They find it very rewarding to be able to contribute to finished products that are running on railways throughout the world. Equally, our experienced engineers find it very exciting to be able to share their knowledge with the new recruits. It gives everyone a spring in their step.’
Alongside apprentice machinist James Addaway, Brendon and Thomas are products of UTC Leeds, a university technical college with a focus on engineering and advanced technology. William Cook Rail is developing closer links with the specialist education provider to encourage more ambitious and enthusiastic young engineers to pursue a career in the global rail industry.
The first fruit of this growing relationship is a new work experience programme. It launched earlier this year when William Cook Rail welcomed three year twelve students for a week-long placement. The team introduced the students to all stages of the production process from method design and pattern making to mechanical analysis and testing and then quizzed them about how much they had taken in.
Mr Swift added: ‘We were really impressed with their detailed responses. All three actively engaged with us and were model students. They were a credit to UTC Leeds and their parents. We are looking forward to working more closely with UTC Leeds and in the coming months we hope to launch a new technical apprenticeship programme.’
William Cook Rail’s apprenticeship scheme is proving to be a successful route into the rail industry. Products of the programme include Shivan Morkar, an award-winning apprentice who recently completed his engineering degree in mechanical manufacture at the University of Sheffield while working at the company.
Tel: +44 (0)113 249 6363
Email: rail@cook-rail.co.uk
Visit: www.william-cook.co.uk
Ryan McKeever has over 12 years of experience in assisting with the specification of Concrete Canvas (CC) Geosynthetic Cementitious Composite Mats (GCCMs) in North America, the UK & Ireland. Ryan works closely with regional consultants, civil contractors and clients, including Network Rail, Translink NI Railways, Transport Scotland and local authorities.
I’m part of the Technical Sales team here in the UK for Concrete Canvas and been with the company for over 6 years covering the Scottish & Irish regions. We have local representation throughout the UK to support our client base with my colleagues Gavin, Laurie and Blake covering the rest of the UK.
How long has your company been in business?
Concrete Canvas Ltd began commercial volume production of Concrete Canvas GCCMs (Geosynthetic Cementitious Composite Mats) in 2009 from our factory in south Wales. Since then, we have experienced rapid expansion into international markets and over 85% of the materials produced are exported to over 80 countries worldwide. In 2021, we moved to a new 86'000sqft facility, allowing the company to quadruple manufacturing capacity, incorporate state-of-the-art R&D laboratories and feature a demonstration and testing park.
What types of products and services do you offer?
Concrete Canvas supply an erosion control and weed suppression solution in the rail sector called Concrete Canvas GCCM. Concrete Canvas is a concrete filled geosynthetic, that hardens on hydration to form a durable, fibre reinforced concrete layer. It combines the robustness of a precast or poured concrete option, with the ease of installation and impermeability of a plastic geomembrane. Essentially, it’s concrete on a roll and allows you to put down a concrete surface approximately ten times quicker than traditional concrete methods. The speed and ease of installing CC means it is well suited to time-critical trackside work, reducing line possession and improving safety.
How have the products and services you offer developed over the years?
From the very start, innovation has been embedded in the heart of Concrete Canvas Ltd and today, over 20 per cent of annual turnover is funnelled into ongoing
investment in Research & Development. Our most recent, exciting development has been the launch of our T-series product line which is aligned with ASTM D8364 – the Specification Standard for GCCMs. The new product range has been developed to have a significantly reduced environmental footprint than standard CC, whilst delivering even higher performance for our clients. The new T-series has 33 per cent less embodied carbon than standard CC, providing more than 63% savings when used to replace conventional poured concrete for erosion control applications. The new material also has 25 per cent higher abrasion resistance providing longer-lasting protection in erosion control applications.
What are some standout projects you’ve been involved in over the years?
Since 2009 we have been fortunate to be involved on over 600 Network Rail schemes across the UK over three different control periods. Some recent standout projects include the installation of Concrete Canvas for the rapid lining of crest drainage channels across several Network Rail routes
including work at Slochd, Charfield and Bath Road Cutting. It was also specified over ST4 poured concrete to line crest perimeter drainage channels on different compounds at HS2. The lining of crest drainage is typically required to prevent saturation of embankments and potential slip onto a track below as a result. For all these projects, the ease and speed of installation allowed contractors to increase health & safety by minimising the time on site, reducing line possession during the works and providing a lower carbon alternative to conventional concrete lining methods.
What types of companies do you collaborate on projects with?
As a supply chain partner with Network Rail since 2009, we have worked and collaborated with the majority of Tier 1 and Tier 2 consultants and contractors in the rail sector in the UK. As a manufacturer, we are able to provide support at all project stages, right through from pre-design through to completion, with regional technical sales support, specification and installation guidance.
What new developments/strategies do you have?
We are working hard to reduce our environmental footprint and are proud that by replacing conventional concrete solutions, CC products sold to date are estimated to have saved over 3000T of CO2 emissions globally. The T-series product line mentioned previously, which has 33 per cent less embodied carbon than standard CC, will build on this legacy at an accelerated pace.
The introduction of T series has already seen a number of its key benefits used by clients in the Rail Sector and beyond to help them deliver of their KPIs and objectives to reduce embodied carbon on projects. For example, our CCT2 material was recently installed on a multi-agency scheme that was headed by the Environment Agency with collaboration with National Highways and Network Rail to provide an erosion protection solution to a Network Rail embankment as part of an overall flood alleviation scheme in Birmingham.
By using Concrete Canvas to provide the hard armoured erosion protection to the embankment, not only were we able to
provide an easier to install and more rapidly deployable material than conventional concrete, the GWP saving on this scheme compared to ST4 poured concrete were a massive 66 per cent.
In recent years the railway network has been significantly affected by extreme weather conditions and I think this will be one of the biggest challenges moving forward. Long term trends show changing weather patterns with a period of increasing average and maximum daily temperatures with drier summers, wetter winters and an increase in the frequency of extreme storms. This will increase the risk of weather-related events such as floods and landslips which can cause delays, raise operating costs and increase safety risks along the network.
There has been increased investment in CP6 and a focus on weather resilience which has led to long term improvements
to asset resilience and a reduction in the number of assets susceptible to adverse weather. Drainage management has also been enhanced which has focused on the importance of water management around rail infrastructure to prevent saturation of slopes and minimise the risk of landslips. Moving forward, there appears to be a longterm commitment to further investment
to reduce the effects of extreme weather on railway infrastructure and earthwork assets. I believe this continued investment will allow the rail sector to meet this challenge and minimise the risks associated with increasingly unpredictable weather in the region.
Visit us at Railtex!
In recent years the railway network has been significantly affected by extreme weather conditions and I think this will be one of the biggest challenges moving forward … There has been increased investment in CP6 and a focus on weather resilience which has led to long term improvements to asset resilience and a reduction in the number of assets susceptible to adverse weather.
Network Rail has taken another significant step forward as part of its long-term aim to achieve zero carbon emissions
It follows the official opening of a new £5.8 million lifts and footbridge project at Chatham Station in Kent, which has provided step-free access between the station entrance, ticket office and platforms – a scheme that has delivered massive savings in greenhouse gasses, equivalent to 62 tonnes of CO2e. The savings, the equivalent of driving 230,000 miles in an average-sized diesel car or 62 return flights from London to New York, were achieved using the largest ever continuous pour of cement-free concrete for
Network Rail – some 300 cubic metres. Cemfree, based in Cambridgeshire, was chosen as the organisation to provide the ultra-low carbon concrete, a material capable of delivering CO2e savings in excess of 80 per cent, but the company first had to convince Network Rail and main contractors BAM Nuttall that Cemfree could provide a real like for like alternative to traditional concrete.
To obtain client acceptance, Cemfree had to demonstrate its ability to reach design strength, pumpability, health and
safety requirements, CO2 savings and had to guarantee supply. To achieve this, the company prepared a technical document, reviewed and supported by BAM Nuttall, to provide the client with comprehensive technical literature and data to demonstrate how the proposed concrete was able to meet all of these requirements.
One such example was Cemfree’s compliance to BSI PAS 8820:2016 (Alkali-activated cementitious material and concrete – Specification) long term durability, which provided an alternative
means of specification from traditional Portland Cement.
By working collaboratively, Cemfree, together with BAM Nuttall and Network Rail engineering teams, Robert West Consulting and Hanson Concrete, developed the design and methodology to enable the Cemfree material to be used.
In advance of the main pour, Hanson undertook trial mixes, including rheology assessment and slump retention to check the mix design both for pumpability and ease of placement. The target 28day strength was 10 N/mm² which was superseded by Cemfree - it actually achieved an average of 14 N/ mm² at 28 days.
It is a complete replacement for Portland Cement and this is the technical explanation. It is a proprietary Cementitious Material (AACM) that activates pozzolanic materials such as Ground Granulated Blastfurnace Slag (GGBS) and Pulverised Fly Ash (PFA) to create a binder which can replace a variety of cement types.
Most importantly it conforms to PAS8820:2016 which specifies the
performance requirements for alkali activated cementitious material comprising aluminosilicate main constituents and an alkali activator – in short it does what it says on the tin.
Cemfree material passed all tests and now supports the foundations for a new step-free access at Chatham Station, which has two platforms and serves an average of three million people every year. This project is expected to revolutionise the travelling experience for people with mobility challenges and will enable passengers to use the trains in a far easier way than they have in the past.
The project was launched by Network Rail as part of its Access for All (AfA) scheme – which works alongside the government’s AfA programme and which aims to provide obstacle free, accessible routes to and between platforms. It was delivered by BAM Nuttall, under its Southern Multidisciplinary Framework with Network Rail.
Such was the challenge at Chatham Station that the BAM Nuttall delivery team realised an opportunity existed to explore the use of a new, innovative carbon saving
material. The company had been introduced to Cemfree about a year prior to the project and could see the potential.
During the period Cemfree met every single challenged which resulted in the 300m3 pour being the largest single use of Cemfree to date and the first time the product had been used on a Network Rail infrastructure project. Its use generated 62 tonnes of CO2 savings, but more importantly, this project has helped to embed a process that will enable its future use with Network Rail and help reduce the amount of embodied carbon for each of these projects. Hanson supplied the Cemfree concrete in what was a continuous tenhour pour.
Tony Sheridan, for Cemfree commented: ‘It has been great to work with the BAM Nuttall and Network Rail teams to achieve our first major pour on a Network Rail scheme. Not only did we save a significant amount of CO2e, but have demonstrated the ability to specify Cemfree in future.
‘From this experience, we have now developed a Manufacturers Guidance to Specification document which can be downloaded here https://dbgholdings.com/ download/cemfree-specification-document/ to help with future projects moving forward.’
The lift installation part of the project was funded by the Department for Transport. Tactile paving on both platforms was also installed along the edge of the platforms to improve accessibility for people with a visual impairment in addition to the new footbridge. To improve passenger safety, new CCTV cameras and a PA system were also installed which to help keep passengers safe when using the station.
Fiona Taylor, Network Rail’s Kent Route Director, said: ‘Railways should be for everyone and although we always have more to do, it’s great to see Chatham becoming fully accessible.
‘This investment means that more people can benefit from step-free access and with the help of funding from the DfT we’re able to make sure people can navigate their way around them safely and with ease.
‘In addition, this was a fantastic milestone in our sustainability strategy, bringing Cemfree low-carbon concrete to the railway for the first time. Thanks to everyone who made this project happen.’
‘The savings of 62 tonnes of CO2e were the equivalent of driving 230,000 miles in an average-sized diesel car or 62 return flights from London to New York.’
What will I learn?
The Operational Planning Masterclass will introduce the specific tasks of operational planning, this course illustrates how the timetable is fundamental to a railway business, generating revenue and influencing costs.
When and where is the training?
19th - 21st May
Friday 18.00-21.00
Saturday 9.00-17.30 (evening meal at 19.00)
Sunday 9.00-15.30
24th - 26th November
Friday 18.00-21.00
Saturday 9.00-17.30 (evening meal at 19.00)
Sunday 9.00-15.30
Location: Beacon Building 2nd Floor, Stafford Enterprise Park West, Weston Rd, Stafford, ST18 0BF
Refreshments and a light lunch will be provided for attendees.
What is the cost?
Members: £1200.00 inc VAT
Non Members: £1300.00 inc VAT
To book your place on one of the Operational Planning Masterclasses or for more information about the course content, contact our learning and development team at learnserve@railwayoperators.co.uk.
learnserve@railwayoperators.co.uk
Camira is embracing the latest digital technologies to bring new design opportunities for upholstery fabrics in railway interiors
UK textile manufacturer Camira, which recently celebrated the 200-year anniversary of its original founding company John Holdsworth & Co, is looking to the future by embracing the latest digital technologies to bring new design opportunities for upholstery fabrics in railway interiors. Traditionally, railcar seats are upholstered in woven fabrics, where colour and pattern is created using dyed yarns which are woven on different loom types to produce a specific construction and aesthetic. Camira Print expands these renowned weaving capabilities by innovating into the digital realm, unlocking unparalleled design freedom and bringing a new level of flexibility for operators seeking new interior design options.
A significant capital investment in new state of the art machinery, Camira Print is also the result of extensive research and development to perfect printing onto a wool velvet base cloth where the print inks penetrate the fibre right down to the base of the wool pile for permanent colourfastness and deeper colour saturation. The move to offer digitally printed fabrics is borne out of the desire to remove many of the design constraints associated with woven fabrics in terms of limitations of pattern repeat, scale, colour gradation and typography. Previously limited by the mechanical boundaries of loom types, printing unleashes new creative potential for design houses, operating companies, advertisers and restoration societies to embrace a new digital era
for fabric design. In addition, there are important benefits in relation to shorter lead times and lower minimum order quantities due to the increased flexibility of the print production process.
Working collaboratively with the Camira design team, there are many ways in which this new capability can be used, be it for an immersive interior, branded seating in line with corporate identity, on seat advertising or heritage interior restoration. Custom-made designs provide for a totally bespoke creation which can be tailored to a specific design brief and colour requirement matched to corporate brand guidelines. Typography in easily readable and accessible formats allows for messaging
to stand out, be it corporate logos, priority seating designation, or on seat advertising campaigns, providing a new surface to promote information, products or services.
Photographic reproduction enables high resolution images to be emblazoned on upholstery, ideal for promoting city landmarks and instilling a sense of civic pride. Heritage replication opens up an easier route to restoring vintage railcar interiors, allowing woven designs of yesteryear to be faithfully re-created in print. Small scale samples are produced on a dedicated sampling machine for design and colour approval, supported by CGI visualization, before bulk production is undertaken which involves the actual printing and finishing of the textile ready for installation.
This new print capability has been developed for use on a lighter weight plush wool moquette, created exclusively for this application to meet the highest performance standards and durability. The fabric is engineered to meet the international rail flammability standard EN 45545 which
assesses the ignitability, heat release, smoke opacity and toxicity of materials used within a railway carriage. Abrasion achieves 100,000 Martindale cycles meaning there are no compromises on wearability and colourfastness is rated at Grade 6, meaning it won’t fade or wear off. Furthermore, the 20 per cent reduction in weight compared to traditional woven moquette, along with an acrylic rather than cotton backing, makes for a reduced environmental footprint in key impact areas measured by lifecycle assessment. Independently assessed by the University of Huddersfield’s School of Applied Sciences, the carbon footprint was shown to be reduced by 45 per cent, water footprint by 94 per cent and resource depletion by 46 per cent.
Already used in many busy public transport settings – from Transport for London’s cable car over the River Thames, to electric bus companies and restored heritage coaches – Camira Print was installed last year on TransPennine Express trains on the Manchester to Leeds route in a collaboration with local hospice charity The Kirkwood. This saw the Snowdogs Support Life
campaign, which was a trail of 67 large-scale Snowdog sculptures in towns and villages throughout Kirklees, also being creatively promoted through on seat advertising on TPE trains using a specially designed high impact printed fabric featuring the Snowdog character inspired by the much-loved animated film The Snowman.
Honor Clough, Camira Area Business Manager for Rail comments on the new print capability: ‘We’re really excited about what Camira Print can offer the rail industry. It opens up so many new design possibilities for operators to creatively apply their corporate branding and colours, as well as giving new creative solutions for on seat advertising and messaging, without the need for large volume orders on long lead times. There is already a growing interest among design houses and operators who can see how they can use this new technology to create inspiring interiors and improve the passenger experience.’
Tel: 03330 324 568
Email: transportfabrics@camirafabrics.com
Visit: www.camirafabrics.com
The railway industry takes a step forward in safety and efficiency with Network Rail’s New Drug and Alcohol Policy, featuring POCTs and increased testing frequency
The UK railway industry is one of the most important sectors in the country, with thousands of workers employed in various roles, from train drivers and signal operators to maintenance staff and construction workers. Safety is, of course, a critical concern in this industry, with the potential for serious accidents if workers are impaired by drugs or alcohol. In recent years, the issue of drug and alcohol misuse in the workplace has become a growing concern, leading to the development of new guidelines and standards to help address the problem.
In response to this issue, Network Rail, the owner and operator of much of the UK's rail infrastructure, recently introduced an
updated version of its Drug & Alcohol Policy standard. The new standard includes several key changes that will affect its suppliers.
Firstly, Network Rail now requires screening for two additional substances on their panel: ketamine and tramadol. Tramadol is a strong, prescription-only pain medication that can cause drowsiness and affect cognitive function. Ketamine is a powerful anaesthetic that may cause hallucinations and disorientation. These are drugs that can cause significant impairment when working in safety critical roles. This reflects a trend we have observed in other industries to screen for a greater diversity of substances.
Additionally, the new standard requires all contractors working on Network Rail
projects and infrastructure to conduct random unannounced drug & alcohol tests on a minimum of 20 per cent of their safety critical workforce. This is a significant increase on the previous five per cent minimum requirement. It is hoped that this will contribute to an increase of overall safety on the infrastructure, though suppliers are likely to be concerned about the cost implications of a potential fourfold increase in screening requirements. However, POCTs may offer some cost advantages.
For the first time, the use of urine POCTs will now be accepted alongside laboratory testing, which can help to speed up the screening process. Contractors now have the option of sticking with traditional back to
laboratory testing, or introducing a POCTled approach, in which only those samples registering as a ‘non negative’ using these ‘instant’ tests will be sent for subsequent laboratory testing.
The use of Point of Care Tests (POCTs) is well established outside of the rail industry, within construction and manufacturing, as well as within healthcare. In fact, many of us are well acquainted with various types of POCT, having used lateral flow tests for Covid-19 during the pandemic. A drug screening POCT can detect the presence of drugs in a small sample of urine. The instant result allows for minimal downtime, as those testing negative can return to work immediately.
These devices are designed to provide accurate results quickly and easily, making them an ideal solution for workplace drug and alcohol testing. ‘Modern POCT devices have undergone significant development over the past 15 years,’ says Dr Simon Davis, a senior research scientist at Imperial College. ‘Improvements in immunoassay
and wick technology have resulted in gamechanging increases in POCT accuracy.’
According to Dr Dan Hegarty, CEO of Express Medicals, a leading provider of occupational health services in the UK, the acceptance of POCTs in the new Network Rail standard is a helpful step forward. ‘The option of introducing POCTs into testing programmes, alongside traditional lab testing, offers the potential for increased efficiency’ he explains. ‘This is particularly important for industries like the railway sector, where safety really is critical.’
The use of POCTs in drug and alcohol screening is becoming increasingly common in a range of industries, from healthcare and construction to transport and logistics. As these devices become more widely used, it's important to ensure that they are reliable and accurate, and that they are used appropriately.
However, not all POCTs are created equal, and it's important to ensure that only highquality, MHRA-approved and CE-marked devices are used. Dr Hegarty emphasizes
the need for careful selection of POCTs to ensure their accuracy and reliability. ‘At Express Medicals, we use POCTs that are independently tested and validated for accuracy by Imperial College, London’ he says. ‘These devices have been shown to be very reliably accurate, having both high levels of sensitivity and specificity.’
Despite the advantages of POCTs, traditional laboratory testing retains and important role. In cases where a nonnegative result is obtained from a POCT, a sample will still need to be sent to a laboratory for confirmation. This is an important safeguard, and is a requirement under Network Rail’s new standard. Some contractors may opt to continue a traditional approach, using only back-tolaboratory testing.
As with laboratory testing, all POCT and confirmation test results will be uploaded to Sentinel, Network Rail’s central database to manage safety critical worker records, enabling contractors to quickly and easily access their workers’ test results and ensure that only those who have passed the required tests are allowed to work on Network Rail projects.
Dr Hegarty notes that the new standard will help to improve safety on the railways. ‘It's essential that we take the issue of drug and alcohol misuse in the workplace seriously’ he says. ‘The new Network Rail standard is an important step in the right direction, and I'm confident that it will have a significant impact on the industry as a whole.’
The future of drug and alcohol testing looks promising, as newer technologies continue to be developed and integrated into screening programs. As Dr Davis notes: ‘POCT devices are just one element of a growing analytical arsenal that can ultimately help detect all psychoactive substances, even those currently unknown to science.’
Looking forward, the use of artificial intelligence (AI) and machine learning algorithms could further enhance the accuracy and efficiency of drug and alcohol screening. By leveraging AI, screening programs could be capable of detecting even trace amounts of substances, leading to a safer and more productive workforce. The rail industry's continued embrace of new technologies, alongside its openness to future innovations will be crucial in the development of new, more effective methods of drug and alcohol screening.
In conclusion, the new Network Rail drug and alcohol standard is a significant development for the railway industry, bringing with it the advantages of complementary drug screening options to effectively improve safety on the Network Rail infrastructure.
Tel: 020 7500 6930
Email: railpro@expressmedicals.co.uk
Visit: www.expressmedicals.co.uk/railpro
Forbo's Marmoleum FR² & Fleet FR were chosen for the Deutsche Bahn Südostbayernbahn IdeasTrain, which was presented at the world's largest railway technology trade fair in Berlin, InnoTrans.
The Südostbayernbahn IdeasTrain, a joint project of Bayerische Eisenbahngesellschaft, the Deutsche Bahn subsidiary Südostbayernbahn (SOB), and the design office neomind, was based on concepts from the development of Ideenzug Regio. Südostbayernbahn decided to modernise one of their car bodies and create a whole new customer experience between Munich and Mühldorf.
Südostbayernbahn’s aim is to revolutionise mass transit, by creating new functional areas that meet passengers’ needs and make their stay on board as pleasant as possible. Among other innovative features, the redesign contains nine different areas such as office cabins, family areas and relaxation spaces.
Marmoleum FR² flooring was chosen not only for its great design possibilities and being lightweight at only 2.9kg/m² but also thanks to it being CO2 neutral (cradle to gate). Two shades of grey were chosen with turquoise used as a highlight colour indicating areas for luggage or seating layouts.
‘Forbo and neomind design studio's collaboration has revealed a clear ambition and efficiency in accelerating the process from samples to finished products. For neomind, the development of sustainable solutions is of utmost importance. This is why, being the interface between the material and the final product in a project such as Südostbayernbahn IdeasTrain showed a real advantage. It was very encouraging to see how Forbo was willing to meet our demands. We were fortunate to be able to collaborate with such a flooring manufacturer who was understanding our vision and responding to our search for natural aesthetics such as slate. A
real plus has been to be given freedom in our creativity, while being certain that compliance with the required standards will be achievable. Overall, that collaboration with Forbo was both successful and enjoyable, thanks to a fruitful exchange of knowledge and ideas.’ Matthias Fischer, Managing Director, neomind GmbH (design studio based in Munich).
‘It has been a great collaboration of Forbo, neomind and DB, working together in order to put the best and most sustainable products forward for this project.’ Julian Follner, Project Manager Ideenzug-SOB expressed how DB enjoyed working with Forbo Flooring Systems and was pleased when Forbo could provide the small quantity needed for the prototype.
The new innovative double deck car will go into passenger service from March to September 2023. During this time SOB will be gathering feedback from passengers regarding the new innovation features.
• Homogeneous durable construction
• A sustainable floor covering
• Low life cycle costs – can be renovated and repaired
• A floor covering that is naturally bacteriostatic
• Reaction to fire EN45545-2: HL2
• Lightweight at 2.9kg/m2
• Wide range of designs and colourways
• Cut to shape/size service available
• Suitable for use with underfloor heating
A natural floor covering created using a high percentage of natural raw materials, with renewable and recycled content. Marmoleum FR2 is independently confirmed as a CO2 neutral floor covering in the cradle to gate phase of its product life cycle, without the need for offsetting. In simple terms, the CO2 produced in the extraction, transportation and manufacturing process of Marmoleum FR2 is balanced by the removal of CO2 through the growing of its natural ingredients such as flax, jute and rosin. As such, Forbo Marmoleum FR2 is the best flooring choice for every sustainable interior. By using durable materials in your rail projects, you can also contribute to a better environment.
Tel: 01773 744121
Email: transport@forbo.com
Visit: www.forbo-flooring.com/rail
Additional image provided by neomind | DB AG
Kilborn Consulting Limited is an independent railway engineering consultancy and design business, with over 21 years of railway experience.
We specialise in the design of new and altered railway Signalling & Telecoms systems for the UK railway infrastructure. Our areas of specialism are:
•Signalling and Telecoms Consultancy, including technical advice & support;
•Asset Condition Assessments, Correlation and Surveys;
•Signalling & Level Crossing Risk Assessments;
•Feasibility and Optioneering Studies;
•Concept and Outline Signalling Design;
• Telecoms Option Selection Reports (including AiP), Reference System Design and Detailed Design;
•Detailed Signalling Design;
•Competency Management & Assessments;
•Signal Sighting assessments, covering the full Signal Sighting Committee process with a competent Chair.
The new office which is located in the heart of Wellingborough can accommodate all staff and visitors alike and offer widespread views across Wellingborough and the surrounding green spaces
We would be delighted to welcome you to our office to discuss your requirements and how we can support you to achieve those. Kilborn Consulting Limited 6th Floor, South Suite, 12 Sheep Street Wellingborough, Northamptonshire NN8 1BL
Rail cybersecurity specialist, RazorSecure, has launched its Digital Maintenance Gateway (DMG) to improve the security and efficiency of rail maintenance practices and enable a significant reduction in the exposure of onboard management systems to cyber risk.
Overall losses from rail cybersecurity incidents are estimated to cost billions of dollars every year globally. Increasingly complex software compatibility issues and deficiencies in current digital maintenance practices have also led to a growth in urgent rail safety alerts being issued in the UK.
Cybersecurity attacks lead to a range of serious issues for the networks including service disruption and downtime, increased operational and compliance costs, reputational damage, data loss, and safety hazards. More than half of all cybersecurity incidents are caused by internal threats –whether from inadvertent poor practices (such as password sharing and human error)
or malicious internal activity by employees.
DMG is an integrated solution, created to make it easy for rail maintainers to carry out maintenance tasks in a secure and efficient manner. The gateway empowers asset owners to automate repeated maintenance tasks and roll out over-the-air (OTA) updates across multiple trains at one time, reducing the need for engineers to manually access devices and therefore protecting onboard systems from risk. DMG enables train operators to reduce the risk of cyber-attacks, identify and eradicate human error, develop an effective audit tail of rail maintenance, and minimise risk and cost.
Alex Cowan, CEO at RazorSecure, comments: ‘Rail maintenance is no longer just about trains and tracks, but increasingly focused on sustaining the complex combination of digital systems that keep networks moving. Railways are an integral part of a nation’s critical infrastructure and are therefore prime targets for cyber-
attacks. We have spent years analysing and researching the industry to understand where gaps in cyber-defences exist. Our state-of-the-art Digital Maintenance Gateway has the capabilities to protect passengers, operators, and help ensure the effective performance of rail networks around the world.’
Cyber vulnerabilities can be caused by poor password management, lack of network access control and authentication, and poor management of service laptops, which often run out-of-date security software. RazorSecure’s Digital Maintenance Gateway provides effective mitigations for these risks to ensure future maintenance can be completed in a secure manner while taking advantage of advances in digital innovation and new technologies to offer greater protection for the future.
Read more about RazorSecure’s Digital Maintenance Gateway: razorsecure.com/ digital-maintenance-gateway
Plans to enlarge the DLR's Beckton Depot to provide a new maintenance building and expanded stabling capability have been given the green light to proceed. Transport for London (TfL) has confirmed that Morgan Sindall Infrastructure will be the main delivery partner for these major works.
The expansion of the depot and the additional sidings forms part of the larger DLR train programme that will see 54 new, five-car DLR trains start to enter service from 2024. These new, state-of-the-art trains will feature a walk-through design, latest audio and visual realtime travel information, air conditioning and mobile device charging points. Thirty-three of the new trains will replace some of oldest rolling stock, which are more than 30 years old and coming to the end of their design life, while 21 additional trains will boost capacity across the DLR network.
These major works will deliver a new maintenance building, including a new train-lifting road, craneage, under train access and pits to enable the final assembly of the new B23 trains and longerterm maintenance facilities as more of the new fleet is introduced. A new test track facility will also be constructed to allow testing of the new Thales signalling system that will be introduced for both the new B23 trains and the existing B2007 fleet that is being retained.
With an expanding fleet, designed to keep pace with growing
demand in east London, additional stabling to store the trains is required. The existing southern sidings will be extended and additional sidings will be constructed to the north of the new maintenance building, making a total of six new sidings accommodating 15 trains when the work is complete.
The modernisation of the DLR is a key part of the Mayor's Transport Strategy to make London a greener, more accessible place to live, work and visit as well as supporting new jobs and homes. The investment in improving public transport will help reduce reliance on the car and contribute to the Mayor's target of 80 per cent of journeys made by public transport, cycling or walking by 2041 and make TfL the green heartbeat of London.
TfL is investing in other parts of its infrastructure to keep them safe, clean and reliable to encourage even more customers back. In addition to these depot works and new DLR trains, TfL is replacing the ageing Piccadilly line fleet with new trains that are creating jobs in Goole, Yorkshire. The Four Lines Modernisation programme is delivering more frequent, reliable and faster journeys to the Circle, District, Hammersmith & City and Metropolitan lines. The project to modernise and expand Bank station will also soon be completed, transforming customer journeys at the heart of the city.
The main depot works at Beckton are expected to be completed in
Leeds-headquartered SaaS firm eviFile has supercharged SPL Powerlines UK’s (SPL) work on Key Output 1a (KO1a) – which was a continuation from the wider project KO1, part of Network Rail’s Midland Main Line electrification (MMLe) upgrade.
Under the scope of works, SPL is providing traction power upgrades and electrification extension from Corby to Wigston. eviFile will be deployed on all route sections, to improve efficiency and overall quality of construction.
eviFile’s software – which is being used on over 6,000 structures –ensures complete visibility of the status of any single element of the project – providing a ‘golden thread of information’ of how, when, and where, any element is constructed.
‘The introduction of eviFile onto the KO1a project has delivered some major benefits to the operational efficiency of SPL,” commented Thomas Spriggs, project manager at SPL. “And, by digitally and progressively assuring every infrastructure asset, we observed a significant increase in the quality of work and a reduction of administrative time.’
‘eviFile provides us with instant data for assurance. We worked closely with the team to create a bespoke quality check sheet which we’re able to action in real-time parallel to being on site. This means we can spend more time interrogating the data in one central system, rather than chasing down report information across different locations.’
Every single asset along the KO1a route has all the necessary digital information stored within the eviFile platform – from initial design through to construction.
Luke Allen, eviFile’s managing director, explained: ‘Working on complex projects such as these, and with so many moving parts, requires constant collaboration between numerous people – across many different locations.
‘In order to deliver on time and to budget, projects like the KO1a upgrades, need to ensure the right people have access to the right information at the right time. The key to solving these issues is the efficient recording and transparent sharing of live data – from site to boardroom.’
Inmarsat, a world leader in global, mobile satellite communications, has announced that RBC Signals will be the first partner to resell its innovative IoT Connectivity Leasing solution. The agreement follows the successful testing of the solution, which enables the dynamic provision of satellite connectivity depending on changing customer needs.
The proposition will enable customers of RBC Signals to create their own virtual satellite network by leasing a private slice of Inmarsat’s ELERA L-band network, which
is optimised for the Internet of Things (IoT). IoT solution providers will gain access to simple, affordable and flexible satellite connectivity, without the need to launch and maintain their own satellite constellations, allowing them to offer innovative IoT solutions to industries everywhere.
RBC Signals’ customers will now be able to choose how often and exactly when they require satellite connectivity, paying only for what they need rather than being tied into a long-term leasing contract that could result in underutilised resource. RBC Signals’
customers will also have access to the added security of a hardened private network, ensuring a highly secure and reliable platform for end-users.
The successful on-air testing has shown partners can rapidly change beam coverage to meet the individual connectivity needs of businesses. This will support hourly visibility of key assets across rail networks to enable better supply-chain management, or twice weekly control and monitoring of water irrigation systems within the agriculture industry.
Sentric Safety Group, a company that manufactures and distributes leading safety solutions, has acquired Zonegreen.
Headquartered in Sheffield, Zonegreen develops technologies, software and services that make working in rail depots safer and more efficient. Controlled remotely, these technologies protect lives by ensuring vehicles don’t move unless it is safe to do so. Zonegreen’s products are used by rail customers across the UK, Ireland and Australia.
‘Sentric has a proven track record in the rail safety space in France. The acquisition of Zonegreen will enable us to offer a complete range of connected solutions to keep rail maintenance workers safe’ said Aurelie Paul, General Manager, Sentric. ‘Our companies’ technologies are solving real problems every day as new ways of travelling continue to evolve. Sentric’s investment not only accelerates its ambition for
international growth, it also gives the company long-term support to create the safest environment for employees when working in rail depots.’
As a highly sustainable mode of transport, rail makes a notable contribution to reducing carbon emissions and achieving climate objectives. With its growth, there is a growing demand for innovative technologies which support the safety, reliability and efficiency of rail networks and their workers.
Gemma Houghton, Head of Sales, Zonegreen said: ‘Joining Sentric will give us new opportunities to develop our technology offerings and expand our international reach, to protect even more rail workers, and to further increase safety, productivity and reliability for rail network operators.’
UKTram appoints Interim Chair
The light rail sector’s representative organisation has appointed Lindsay Murphy as its Interim Chair at a board meeting this week.
McCulloch Group commits to developing the workforce
The McCulloch Group are delighted to announce that Andrew Parker, Training and Assessment Manager since 2017 and employee of the business since 2004, has successfully been appointed to the role of Workforce Development Manager.
LRSSB team
The upgrade of a comprehensive Tramway Accident and Incident Reporting (TAIR) system has been boosted with the appointment of a dedicated data analyst by the Light Rail Safety and Standards Board. Mohamed Hefny joins the organisation responsible for enhancing light rail safety having recently completed an MSc in Business Analytics at Aston University.
New Chaplain for Southern Railway Mission is pleased to introduce Tony Miller as the new Railway Chaplain for the London South and Southern Rail Network replacing John Robinson who stepped down recently.
Atkins appoints new Market Director for Net Zero Energy Atkins, a member of the SNC-Lavalin Group, has appointed Sarah Long as Market Director for Net Zero Energy, EMEA in its Nuclear & Power business.
Rail infrastructure specialist Pandrol appoints new CEO Nicolas Groult has been appointed CEO of Pandrol and a member of the Executive Committee of Groupe Delachaux, effective 13 March, 2023.
New boss needer at Allerton TrainCare Centre in Merseyside Northern is looking for someone to manage its TrainCare Centre at Allerton in Merseyside. The new TrainCare Centre manager will be in overall charge of the 12.5 acre site and be responsible for the depot leadership team and its 150-strong workforce.
Rail Europe appoints Head of Carriers Management
Rail Europe, the global reference brand for European train booking, has appointed Klaus Kreher as its new Head of Carriers Management.
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