Rail Professional December Issue 2023 298

www.railpro.co.uk

THE BUSINESS RESOURCE FOR RAIL

DECEMBER 2023 | ISSUE 298 | £7.95

A Meeting of Ideas

Innovation Arrives on Time at Ideas Station

waiting for new contant

ROLLING STOCK FREIGHT

Freight Expectations

Comfort Conundrums and Design Solutions

IN CONVERSATION

Interviews with Business Leaders from across the Industry

Discover potential. Drive performance.

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Delivered jointly by OPC psychologist, Dr Stephen Fletcher and Cath Brown, barrister (non-practising) from Skilful Conversation.

www.railpro.co.uk

THE BUSINESS RESOURCE FOR RAIL

DECEMBER 2023 | ISSUE 298 | £7.95

A Meeting of Ideas

Innovation Arrives on Time at Ideas Station

EDITOR’S NOTE

waiting for new contant

ROLLING STOCK FREIGHT

Freight Expectations

Comfort Conundrums and Design Solutions

IN CONVERSATION

Interviews with Business Leaders from across the Industry

railprofessional @railpromag

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COVER MTR UK

Welcome to our final edition of the year and in many ways I will be glad to see the back of 2023, if only because I’m so keen to see what next year will bring.

We were treated to a tiny sneak preview of that in the Autumn Budget announcement at the end of November. Chancellor Jeremy Hunt set out his economic vision for the country, with the highlight being a commitment to providing £2.5 billion for a West Yorkshire mass transit system. Despite limited focus on rail, the industry critiqued what it could and we have responses from Chris Richards, Director of Policy at the Institution of Civil Engineers, Stu McInroy, Chief Executive of the Construction Plant-hire Association, Darren Caplan, Chief Executive of the Railway Industry Association and Davie Carns at National Infrastructure Solutions.

Next year will also bring the start of Network Rail’s Control Period 7 and in this issue we have Carl Abraitis, Torrent Trackside’s Operations Director explaining why battery technology will make a major contribution to the next Control Period.

My interview this month is on the subject of rolling stock with EAO Ltd Managing Director Alex Grout who compares the company’s fortunes on the global market with the UK market.

We also have other features on rolling stock from DCA Design, Diamond Rail Services and Rosler. Our other features are on the subject of freight with a look at a report from Rail Partners which outlines how rail freight can support Britain’s economy and environment alongside a piece from Clive Thomas at Solent Stevedores.

Finally, I would like announce that we are about to publish the tenth anniversary edition of our Supply Chain Directory for the year 2024 which you can pre-order from here: XXXX

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

SAM SHERWOOD-HALE EDITOR

material sent. Submission of material to Rail Professional will be taken as permission for it to be published in the magazine and online.

ISSN 1476-2196 © All rights reserved.

No part of this magazine may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any

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The views and opinions expressed in this publication are not necessarily those of the

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CONTENTS | ISSUE 298 | DECEMBER 2023

In this issue 09 NEWS All the latest from Network Rail, Transport for Wales, Nexus, TransPennine Express, The Office of Rail and Road and more

VIEWPOINT 43 Keeping us on track or running us off the road 45 LAYING DOWN THE LAW Getting the balance right with mental health

FEATURES 47 DATA MEASURING

The climate data giving rail companies a head start for future planning

51

FREIGHT Intermodal Transport for Freight

54 TRAINING 20 INTERVIEW

Sam Sherwood-Hale spoke to EAO Ltd Managing Director Alex Grout about phone and laptop charging systems for rail

VIEWPOINT 24 The industry responds to the Autumn Budget 2023

A 2023 report from Rail Partners outlines how rail freight can support Britain’s economy and environment

59 ROLLING STOCK

Comfort Conundrums and Design Solutions

62 ROLLING STOCK

In Conversation with Jenny Dempsey, Business Development Director at Diamond Rail Services

65 ROLLING STOCK

Improved surface preparation operations

27 Staying on track with efficiency through emissions benchmarking

29 Victor Fromm, Head of Business Development and Innovation at MTR Elizabeth line on MTR’s Ideas Station

33 THE CHEEK OF IT

Demand recovery slows in spring quarter

37 Improving Air Quality in Rail Stations 39 DELIVERING THE GOODS Network North

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Navigating challenges through humility and honesty

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CONTENTS | ISSUE 298 | DECEMBER 2023

68 IN CONVERSATION

Daniel Mcsharry Assistant Signalling Design Engineer (Apprentice) at Kilborn Consulting Ltd

70 IN CONVERSATION

Liam Watson, Head of Rail & Infrastructure at Kingfisher Lighting Ltd

BUSINESS PROFILES 99 3Squared 101 Axiomtek 103 Torrent Trackside

73 IN CONVERSATION

Paul Culnane, Managing Director at Arthur Flury (Uk) Ltd

76 AI & INNOVATION

Rodney Kinsman, Managing Director and Founder of OMK Design

80 IN CONVERSATION

Frazer Stirling, Director of Enigma Seven Ltd

84 IN CONVERSATION

Richard Stevenson, Sales Director at Unilite

88 CONSULTING

Mark Gannon, Managing Director of Gannon Oils Limited

90 IN CONVERSATION

William Smith, Director of Galvanizers Association

92 TRAINING

In conversation with Alex Pond Executive Director of Training Solutions at City & Guilds

94 IN CONVERSATION

Christian Green, Head of Transport at Carter Jonas

104 BUSINESS NEWS

Enhanced Tool Management System

106 PEOPLE

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NEWS

Bigger and Better Stations across the Country A new look Gatwick Airport station has opened to passengers, transforming the journey from train to plane and giving passengers travelling between Brighton and London easier, faster, more reliable journeys. A bigger, better and brighter station with a new, second concourse and airport entrance has now opened, doubling the space for the millions of passengers that use the station each year.

Eight new escalators and five new lifts will provide a step change for accessibility. The new lifts and escalators, along with four new stairways and widened platforms, will help passengers move between the train station and the airport more quickly and easily.

The existing station concourse is also bigger and better than ever before with new customer information systems, more ticket gates, a dedicated passenger assistance point enhancing the passenger experience and helping people move through the station more quickly.

The new concourse will now act as the new entrance for people accessing the airport terminal, while the existing concourse will be for people exiting. The existing station concourse, station footbridges and the South Terminal linkspan have been refurbished and reconfigured to provide a seamless one-way system to the airport from the train station.

Elsewhere, a multi-million-pound programme of upgrades to Billingham station has been completed delivering improvements to passengers’ journeys. A new and improved bridge has been installed, connecting the station’s two platforms, and two state-of-the-art lifts have provided step-free access, improving the passenger experience for the thousands who use the station each year.

As part of the £3.6 million project, the station’s platforms have been rebuilt and a series of car park and access route improvements have also been made, making it the station’s biggest upgrade in its more than 50-year history.

Network Rail has worked with partner organisations, including main contractor AmcoGiffen, and other local stakeholders to deliver the project. The improvements are part of the Government’s Access for All scheme and the changes will allow for all passengers to travel by rail more easily.

Also, Network Rail has appointed Story Contracting Ltd to design a new railway station on the Neilston line in the area south of Barrhead. The station will be located off Balgraystone Road, between

Patterton and Neilston stations. Plans for the site include car parking as well as bus and active travel routes.

The name of the proposed new station will be Balgray, as it will be located next to Balgray Reservoir. The name is an old Scottish place name meaning either Bal (settlement) or Balg (bulge or bag shaped body of water).

Funded by the Glasgow City Region City Deal, and to be delivered in partnership with East Renfrewshire Council, the new station will improve public transport links between Barrhead, the Dams to Darnley Country Park, and Glasgow. Initial work to investigate the proposed station site is already underway. The Glasgow City Region City Deal is a £1.1 billion partnership between eight local authorities, the Scottish Government and the UK Government. It includes 27 projects, 21 of them major infrastructure schemes. These will drive economic growth across the City Region and create 15,000 construction jobs while work is underway and 29,000 jobs when work is finished.

Elsewhere in Scotland Network Rail will shortly begin a £1.2 million programme of work to renew Platform 1 at Giffnock station in East Renfrewshire. The four-month programme to replace the 153-metre-long platform that’s been in place for more than 80-years starts from 2 December until April 2024. A core element will involve engineers replacing the section to the south end of platform 1, which is also being extended by 15-metres to improve future signalling in this location.

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NEWS

Contracts Awarded for East Kilbride Enhancement Project Network Rail has awarded £61.5 million worth of contracts for the delivery of the East Kilbride Enhancement Project. Contracts have been awarded to Story Contracting, AmcoGiffen, SPL Powerlines, Siemens, Rail Systems Alliance Scotland and WSP to deliver 22.4 single track kilometres of electrified railway, as part of the Scottish Government’s wider plans to decarbonise passenger services across Scotland’s Railway.

Over the next two years, engineers will deliver: • Electrification of the route between East Kilbride and Glasgow.

• A relocated accessible station at Hairmyres.

• An upgraded, accessible station at East Kilbride.

• Accessibility works at other stations.

• A 1.4 kilometre extension of the existing loop at Hairmyres.

Electric services will be introduced on the East Kilbride line following the completion of the project in December 2025 and will offer enhanced operational performance and flexibility of service on the route.

Engineers are currently carrying out ground investigation works on the line as part of the project, with bridge clearance works due to take place at the end of the year and main construction works starting early in 2024. A series of public drop-in events will take place in the new year to enable communities to find out more about the programme of works being delivered.

The East Kilbride Enhancement Project follows on from the electrification of the Glasgow-Barrhead line, which will see the introduction of ScotRail Class 380 electric passenger trains on the route from December 2023.

Carew Castle Express Unveiled in Carmarthen

The ‘Carew Castle Express’ has been unveiled to mark the introduction of brand-new Transport for Wales (TfW) trains between Swansea and Carmarthen. Named as part of TfW’s Magnificent Train Journey competition, the name ‘Carew Castle Express’ was chosen by year five pupil Rhys Protheroe from Johnstown Primary School in Carmarthen. Rhys and other children from the school were invited to Carmarthen Railway Station to see the winning name on the side of one of TfW’s brand new Class 197 trains.

The Class 197s have recently been introduced between Swansea and Carmarthen, offering greater capacity and enhanced on-board comfort. Work is progressing to introduce the trains further west to Milford Haven and Fishguard Harbour, which is expected to be completed later this year.

Soon every service west of Carmarthen will be on one of the brand-new trains. As part of an £800 million investment into new trains, TfW first introduced the Class 197s to the Wales and borders network at the start of this year.

Over the coming months and throughout next year, TfW will continue adding new trains to their network, with 37 Class 197s already delivered and another 40 to come. The Class 197 will run throughout the length and breadth of the network and will become the backbone of TfW mainline services. On the South Wales Metro, 60 new trains and tram trains will be introduced from 2024 onwards to complete the transformation of the fleet.

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NEWS

Special Interest Groups get First Look at New Tyne and Wear Metro Train

Nexus has held a series of visits for special interest groups to experience the new Metro trains – and see how their feedback has shaped the final design. The groups, including people with visual and hearing impairments, physical and learning disabilities, and special interest groups like cyclists, were all invited to familiarisation days to see the range of accessibility features in action – including an automatic sliding step at each set of doors and increased space for wheelchairs. Stadler, the Swiss train manufacturer, are building a total of 46 new Metro trains on behalf of Nexus, the Metro operator.

Nexus involved 23,000 customers in the design of the trains including people with a range of disabilities to make sure the £362 million new fleet improves accessibility and transforms the journey experience for everyone, a consultation and design process that has already won a prize for innovation from the Global Light Rail Awards.

The special interest groups were the first customers to sample the new Metro trains ahead of the first ones entering service next year. Guided tours were provided by experts from the Metro fleet project team at the Nexus Learning Centre in South Shields. They showed visitors the on-board accessibility aids, answered questions, and took on points of feedback.

Jimmy Simpson, 23, of South Shields, who has cerebral palsy, had the chance to try his powered wheelchair on the new train and was impressed with it. He said: ‘There 12

is much more room to move around in my wheelchair. It is much more accessible. I can get on board the new train more safely without having to worry about the gap due to the sliding step.’

Peter Bennetts, 68, of South Shields, is registered blind and is a regular Metro customer. He said: ‘These new trains bring huge improvements for someone like me. The special lights, the audio-visual technology, the way the doors work, and the fact you can press a button to speak directly to the driver in an emergency are all things which seem to me to be extremely positive.’

Matthew Hunter, 25, of Cramlington, who has learning disabilities, said: ‘These new trains are more futuristic. You can tell that the design is more advanced, and that more things have been considered around accessibility and capacity, with wider aisles.

You can tell all of the concerns that really matter, like people in wheelchairs being able to access these trains, has been considered, and it’s way more advanced than the current fleet.’

Susan Barrass, of North Shields, who is blind, said: ‘It’s fantastic. It’s so much better.

As you walk down the train you don’t need to get off one carriage to get on to the other one. That’s a lot better for me.’

Robert Dale, of Long Benton in North Tyneside, has both visual and hearing impairments. He said: ‘I loved it. It’s really easy to get around. It’s lighter, brighter and wider, so there’s more room to walk about. I think it’s really good.

‘You took on board a few points that we fed back on the emergency button, but in the main it’s a fantastic train. As a person with a visual impairment, it will without doubt improve my accessibility on Metro.’

Accessibility features include special lighting at doors, audio-visual displays, an intercom to speak to the driver, and an automatic sliding step that deploys at each stop to close the gap between the train and the platform edge. There are four dedicated wheelchair spaces for the 50,000 people who make unsupported wheelchair journeys on Metro every year. Head of Fleet and Depot Replacement at Nexus, Michael Richardson, said: ‘The new Metro trains have been specifically designed using customer feedback and with accessibility in mind. I’d like to thank all of those customers who took the time to be involved in the consultation process. It was a pleasure to host these visits and for these important customer groups to see the new trains for themselves.

‘The accessibility features are wide ranging, from special lights and audio-visual technology, to more space for wheelchairs in the carriages. The automatic sliding step eliminates the challenge of there being a gap between the train and the platform edge, which is a huge benefit for the 50,000 wheelchair journeys which are made on Metro every year.’

Lewis Winton, RNIB Regional Campaigns Officer for the North East, said: ‘RNIB has been involved in working with Nexus on the new Metro trains on a range of accessibility features that enable blind and partially sighted passengers to travel independently.

Special lights, internal and external audio announcements, automatic sliding step, contrasting colours and improved audiovisual technology helps people with sight loss navigate travel with improved confidence.

‘RNIB are delighted and welcome the significant upgrades to key and fundamental accessibility features on-board the new Metro trains.’

The fleet will enter service in phases over the next two years. Stadler has delivered three new trains to North East England so far, and more are planned to arrive later this year.

The Class 555 Stadler train is a unique design for Metro and alongside training, rigorous testing is taking place to ensure that it interfaces correctly with signalling systems and other Metro infrastructure. The new trains will also include modern features such as linear seating, charging points, air conditioning as well as delivering a stepchange in accessibility.

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NEWS

Majestic Mural is Completed at Hull Paragon Station

TransPennine Express (TPE) celebrated the 175th anniversary of Hull Paragon Interchange with the completion of a mural that will transform the Ferensway entrance of the historic building. TPE commissioned Hull-based artist, Andy Pea, who, in collaboration with students of Ron Dearing

UTC and with ideas from the users of the Interchange and wider public, has created a vibrant public art piece that will serve as a visual chronicle of Hull's history. The artwork provides a kaleidoscope of Hull’s history and culture across four walls and the ceiling of the station entrance with

the existing memorial boards in this area will remain and have been sympathetically incorporated into the mural design.

Hull Paragon users can now see ‘The Creation of Hull’ revealing five chapters on the each of the four walls and ceiling. Those chapters are: • East wall – a tribute to Kingston-UponHull's deep-rooted connection to the sea and its rich maritime heritage.

• South wall – framed by the Humber Bridge against the backdrop of the estuary, seamlessly fusing the themes of trade and nature.

• West wall – a tribute to the vibrant life of Paragon station, a gateway reverberating with echoes of journeys embarked upon and human experiences.

• North wall – representing Hull's legacy of innovation, through a woven tapestry of inspiration, celebrating the city's trailblazers who have left an indelible mark on the world.

• Ceiling – an imaginative reinterpretation of Michelangelo's iconic masterpiece 'The Creation of Adam', forming the centrepiece of 'The Creation of Hull' artwork.

First Electric Train for Glasgow-Barrhead Line Network Rail has achieved a significant milestone on the £63.3 million GlasgowBarrhead electrification project with the first electric test train running on the route. The train (a Class 380) successfully completed test runs from between 15mph up to 75mph along the newly electrified lines between Glasgow Central and Barrhead station overnight on Wednesday, 7 November, into Thursday, 8 November.

Further test trains will run ahead of the introduction of ScotRail electric passenger services on the line in December. Over the last two years, engineers have installed 360 stanchions and structures supporting more than 66,000 metres of overhead power lines and renewed 130 metres of track.

Major modifications have been carried out to bridges along the route, including the replacement of Nithsdale Road bridge at Strathbungo to create enough space for the new overhead lines. Bridge sidewalls were raised in height at Kennishead and Priesthill & Darnley stations to make them compliant for an electrified railway.

A significant amount of work also took place at Barrhead station, with platform 3 extended by nine metres to accommodate

longer four-carriage electric trains. This involved moving the current buffers and rebuilding the access paths.

The Glasgow-Barrhead route is the latest to be electrified as part of a Scottish Government investment to decarbonise the railway to enable: • The introduction of Class 380 electric trains which will offer a better travelling experience for passengers.

• A reduction of noise and better air quality for those who live and work near the railway.

• Drive the modal shift from road to rail and further reduce the railway’s carbon footprint.

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NEWS

Partnership to Deliver for West Midlands Rail Network West Midlands Rail Executive (WMRE) and Great British Railways Transition Team (GBRTT) have formally started work to deliver a more locally accountable and integrated rail network in the West Midlands.

This industry-leading collaboration, which brings the railway and wider-region together, supports the ambitions outlined in the Trailblazer Deeper Devolution Deal

which was agreed between West Midlands Combined Authority and Government in March this year. The partnership will give local leaders even further influence over the railway, ensuring that it meets the needs of West Midlands’ communities and rail customers. It will integrate rail into the wider West Midlands transport network with bus and tram, allowing customers to plan and pay for journeys seamlessly.

Through West Midlands’ existing Swift platform, a fully integrated multi modal fares and ticketing structure will be delivered. A pilot agreement for a new pay as you go ticketing offer will be announced soon. Other changes to make buying rail tickets simpler and easier to understand are also being worked on.

ORR Greenlight Upgraded Castleford Station The Office of Rail and Road (ORR) has authorised into service the newly upgraded Castleford railway station, ahead of its expected opening later this year. ORR has worked alongside Network Rail throughout the project to ensure that the station meets the expected standards for passengers. The station’s second platform has been rebuilt and will be reopened, increasing capacity at the station.

A new footbridge with lifts has also been installed, improving accessibility.

Each of these elements – as well as things we may take for granted such as lighting and signage – required inspection, ensuring issues were quickly addressed to enable authorisation.

ORR authorises railway stations like Castleford’s as part of its duty to authorise new, major, upgraded or renewed infrastructure and rolling stock. ORR statistics indicate that over 350,000 entries and exits were made at the station between April 2021 and March 2022.

Rail Industry Agrees to Meet Sustainability Challenges In November the Rail Safety and Standards Board launched the Sustainable Rail Blueprint, a new framework to support the rail industry in Great Britain make efficient progress on environmental and social sustainability challenges. The Department for Transport identified the need for a cross industry strategy in 2020, and funded development of the Blueprint – co-created with industry stakeholders and delivered by RSSB’s sustainability experts.

The Sustainable Rail Blueprint is the rail industry’s consensus view of how rail can deliver even more across environmental and social issues. As the industry adapts to changes in passenger and freight demands and changes in rail usage post pandemic, the Blueprint will help inform debate and decisions on options, affordability, and practicality.

The Blueprint details policy milestones and proposed initiatives that strike a balance between ambition, practicality, and financial pressures. The focus is on delivering government objectives on carbon reduction, improving air quality, protecting and conserving biodiversity, resources and improving quality of life across Great Britain.

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It sets out for the first time what the rail industry needs to achieve, how it can be delivered and who needs to contribute on: • Eleven sustainable rail topics, across emissions, natural environment, and social sustainability.

• Six common solutions identified as the primary enablers of sustainable rail.

• The role of train operators, infrastructure managers, rolling stock owners, the supply chain, government, and regulators in delivering sustainable rail.

The rail industry is already working to implement the Blueprint.

Companies are aligning their existing sustainability strategies and work plans around the aims set out in the Blueprint. RSSB is leading several programmes to embed sustainability across the rail industry.

These include a data platform to measure and monitor sustainability performance, a learning hub to develop the industry’s knowledge and capacity and integration of the Blueprint across the industry’s business processes and contractual mechanisms. RSSB is also facilitating the industry’s sustainable rail working groups, driving collective action across a range of technical topics.

Safe access and Safe Systems of Work Passenger and staff assaults Health and Wellbeing Passenger operations Trespass and suicide Freight derailment Train operations Level crossings Asset integrity Road risk Fatigue Safety We’re with you every step of the way

Making Britain’s rail network even safer It’s the reason why RSSB was set up 20 years ago. Today we’re as committed as ever to keeping Britain moving with safer, smarter rail.

We support and lead industry efforts in maintaining safety excellence for passengers, employees, and the public. And it doesn’t stop there.

We’re constantly innovating to increase safety and performance.

Find out how we’re helping to keep our railways one of the safest in the world: www.rssb.co.uk/movingsafetyforward

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18

NEWS

Leisure Travel Helps Boost Quarterly Rail Revenue by £295 million Released on 17 November, Great British Railways Transition Teams’ (GBRTT) Train Travel Snapshot continues to track the sustained growth of the leisure market, accounting for more than 75 per cent of the increase in overall rail revenue in the three months to 30 June. Increased use of Railcards since the pandemic underscores the popularity of leisure travel.

With high levels of inflation known to be affecting household decisions and placing greater emphasis on value for money, 21 per cent of revenue this quarter was for travel using discount Railcards, up from 16 per cent in the same quarter in 2019. The latest Office of Rail and Road statistics revealed total revenue, adjusted for inflation, was up 13 per cent (£295 million) on the previous quarter, showing

a steady upward climb and a record high since the beginning of the pandemic.

While accounting for a smaller share of overall revenue, spring months saw people taking more trips for business reasons than previous quarters, up eight per cent, as did commuting which was up six per cent. This aligns with reports that more people are going into the office on more days now.

Although this quarter has seen growth, rail is still facing a sizable hole in its finances and it is all the more important that all parts of Britain’s railway are working collaboratively to seize the opportunities for mode shift to rail.

New Images Show Huge Progress on HS2’s First Viaduct in Birmingham HS2 has released new images showing construction progress as work ramps up on the 300 metre-long viaduct that will bring high-speed trains into Birmingham's Curzon Street Station. Over 2,000 cubic metres of concrete have been poured to create the first two 90 metre viaduct deck structures, with construction of two further deck sections well advanced.

The concrete was delivered and poured during night-time operations to minimise impacts on local roads. In total over 11,000 cubic metres of concrete will need to be poured to complete the whole viaduct.

A total of 26 piers, between five and six metres tall, have also been built to carry the viaduct, with 4 huge steel tripods currently under construction to support the viaduct over Digbeth Canal.

Throughout the remainder of the year and into 2024, once the concrete has been poured on each section, the shuttering and scaffolding will be removed, the viaduct sections will receive precast parapets and other finishing works will start.

Further sections of the viaduct will be built in the same way, and next summer, the span over the canal will be completed using jacks to slide 34 temporary steel girders, each measuring 38 metres, below the four steel tripods to support the formwork and further deck construction.

Curzon Viaduct No.3 is part of a series of five connected viaducts between Washwood Heath and Curzon Street Station in central Birmingham. On the approach to the station, the viaduct widens from a single

deck to four separate decks, spanning 65 metres at the wideset point, to carry seven tracks to the platforms. Work on Curzon Street Station will begin in 2024.

The viaduct is being built by HS2’s Midlands contractor Balfour Beatty VINCI, with a team of more than 150 people including specially trained joiners, steel fixers and scaffolders from the local area,

including five apprentices. The steel tripods have been manufactured by steelwork specialists Severfield, based in Bolton.

The viaduct was designed by Balfour Beatty VINCI’s Design Joint Venture, made up of Mott MacDonald and SYSTRA (MMSDJV).

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INTERVIEW

Alex Grout

Managing Director EAO Ltd Alex Grout has been working in the electronic component industry in various sales, marketing, management roles for in excess of 35 years. Most of his career has been working for electromechanical component manufacturers, and in particular switches, and switching components.

Sam Sherwood-Hale spoke to EAO Ltd Managing Director Alex Grout about phone and laptop charging systems for rail SSH: Can you tell us about EAO’s history and its global operations?

AG: EAO is a Swiss family-owned company founded in 1947 with our HQ is in Olten near to Zurich in Switzerland. Olten is a major Swiss rail hub and is the O in our Company name – Electrical Apparatus Olten.

EAO for short!

The rail industry is EAO’s biggest market, and we operate globally with factories in Switzerland, Germany, Guangzhou in China, Connecticut in the US and and our site in Burgess Hill is now the competence centre for device charging for the Group. Because of this, we have 600 employees between our factories and our other sales offices in the Netherlands, Italy, France, Germany, the US, China, Hong Kong and Japan.

EAO started off making power transformers for rail, but we soon began making precision Human Machine Interface switches, or HMI switches for rail, and other industries. From the start, the EAO vision was to make rugged and reliable, yet innovative, switches engineered to meet the long-term needs of our key markets.

As a tier-one supplier to leading global manufacturers in transportation, we’ve also developed a bespoke systems division for customised assemblies incorporating switches, front panels, wiring and electronics tailored to the needs of our major customers.

But our latest products put us right in front of passengers! They are all about improving the travelling experience with charging systems for phones, tablets and laptops.

We’ve done quite a bit of research about the need for charging services – with YouGov surveys and in-person passenger interviews at mainline train stations. It’s no surprise that we found most people really want to be able to charge their devices when travelling. On top of this, many passengers often forget to bring a cable or the plug-in wall charger block.

Passengers are on their phones, tablets or laptops for much of the journey and increasingly use them for their tickets- it’s no wonder they can get stressed with so-called ‘low-battery anxiety’ if they are running out of charge!

SSH: How have the products EAO make changed over time?

SSH: How do you keep up with the fastchanging needs for device charging?

AG: From the early days, when EAO pioneered the first illuminated pushbutton switches in the ’50s, we’ve developed railspecific switches for driver’s cabs and we’re proud to make the world’s best-selling door-opening switches – used on practically every train in the UK and trains, buses and metro’s across the globe.

Outside rail, our automotive dashboard switches made at our IATF16949 factory are used in Audi, BMW, Bentley, Porshe, and Morgan cars, whilst our CAN-based keypads are used in various heavy-duty and specialist vehicles.

AG: With regular refurbishment, trains in the UK can easily operate for more than twenty five years so there are many carriages in use that were built before the first iPhone was even produced. Whilst new carriages being built now could still be operating in the 2050s. Phones and other portable devices are changing rapidly, and the connectors for charging and the type of chargers are also evolving.

We don't know exactly what will be needed in ten years’ time, let alone 25 years!

So, we advocate trying to future-proof train charging systems by supplying both wireless

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‘We’re all for ‘power to the people’, and the ongoing development of the USB interface standard continues to make things better for consumers.’

and USB charging systems that can deliver high power and multi-voltage charging up to 60W per device to meet future needs.

It’s also our aim to democratise charging, so it’s not just first-class passengers, or those seated at a table – or those lucky enough to even get a seat, who can charge their phones!

In the past, a 230VAC mains socket on the side wall of an inter-city train might have been enough to satisfy the passenger but now passengers in airline-style seats at tables and, even those standing in the aisle or in the corridor, also expect to be able to charge their phones. Going forward, they will hope to charge their tablets and higher power laptops too.

EAO’s range, which is pictured below, includes both USB-powered and wireless charging systems that can be fitted to seatbacks, tabletops, bulkheads and even grab poles. The latest USB sockets use multi-voltage Power Delivery programmable power supplies to ensure 'each device is provided with the the correct voltage and the optimum charging power.

INTERVIEW

SSH: How does legislation and standardisation affect your charging systems?

AG: Due to recent EU legislation, the charging connector will now change to a USB C on all new portable devices made from 2024 – even Apple are ditching the lightning socket with the launch of the iPhone 15. Although this is generally in the interests of standardisation, it also results in the socket being unpolarised; this means it can become less prone to damage from incorrect insertion in the phone or in the power socket. Great news for train operators who continue to have problems servicing the faulty USB type A sockets used in most current charging adaptors and wall sockets.

We’re all for ‘power to the people’, and the ongoing development of the USB interface standard continues to make things better for consumers. The socalled Power Delivery standard and the Programmable Power Supply system are recent developments of the USB standard to make it fit for the future. They automatically detect the charging voltage needed by a device and deliver 5V, 10W for phone charging or the typical 19V and 60W needed for laptop charging.

Wireless charging is also evolving with most phones in the last few years supporting wireless charging, albeit

at various charging rates and different efficiencies. More and more phone users don’t even carry cables and charging adaptors, relying instead on wireless charging.

But the Wireless Power Consortium’s Qi standard is changing as well, and the new Qi2 standard will incorporate a magnetic device holder (AKA MagSafe on iPhones) that will help locate a device at the optimum place on the charger. Correct placement and coupling of the phone against the charger coils results in more efficient charging with less heat generation.

The next development will be support for faster 15W high-power, fast wireless charging. EAO’s charging systems are specifically designed for the rail market having been tested to all the relevant electrical, EMC and fire safety standards to ensure industry compliance.

SSH: How can train companies fund the improvements that passengers demand?

AG: Post-Covid, the UK rail industry has faced many challenges and funding for passenger experience-related improvements are difficult to come by. So EAO is working creatively on funding models that could generate a return on the investment needed to install phone charging during train refurbishing.

‘Third party NFC Tag controllers can leverage investment by sponsors and advertising with a watch, register or download to charge model’

We have two main concepts, firstly the physical branding of the phone chargers with a sponsor logo and their corporate colours to give a powerful link between the customer seeing the benefits of charging phones and seeing the sponsor's names and the option for a specific QR code for a website.

The second concept is using a third party NFC controller. This can leverage investment by sponsors and advertising with a ‘watch, register or download to charge’ model.

Passengers using EAO’s Wireless seat back or table chargers will find that their phone 21

INTERVIEW

automatically opens a web page when they try to charge their phones. The web page will require an action to turn on the charging.

The web page could request that they download the train operators App, or that they register their contact details to use the charging service, or perhaps must watch a YouTube video advert for five seconds. There are lots of possibilities.

The system works by harnessing the technology used in mobile phone contactless payment systems with the technology for remote appliance switching used in home automation.

SSH: What type of companies does EAO work with in the Rail Industry?

AG: Until recently, our main rail customers were train builders, train operating companies, leasing companies, and design consultants. But our newer charging product range means that we are now working more closely with seat and table manufacturers,

helping them to design and integrate charging systems into the products they sell to rail companies.

SSH: How does EAO handle the international sales process for rail projects?

AG: Through our network of international EAO sales companies, we use local specialists in the major economies to discover and nurture new projects and provide continuity to global rail vehicle manufacturers and local train operators.

We maintain close links starting from the tendering process and through to the design and build of rail vehicles – whatever the country of manufacture. Our global Customer Relationship Management (CRM) allows us to effectively coordinate projects, manage each opportunity and offer engineering and commercial support to our customers in their local language and work with them through the whole lifecycle of their design.

EAO Ltd in the UK is the competence centre for charging products. This has brought a more international dimension to our UK operations as our local charging system experts support our sales companies across the world.

SSH: How do you see the prospects for your future business in Rail?

AG: The UK market remains challenging with little funding for rolling stock refurbishment and the number of new trains in the UK manufacturing pipeline falling. The wider global rail market for the EAO group is more promising as charging systems are added with green investments in the EU and the US favouring rail investment to bring about a reduction in carbon emissions from transportation.

WANT TO KNOW MORE ABOUT EAO LTD? Tel: 01444 236000 Email: sales.euk@eao.com Website: www.eao.com Charging: www.eao.com/charging

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Onboard charging solutions.

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EAO onboard charging systems will reliably charge phones, tablets and laptops for an enhanced passenger experience. Charging solutions include intelligent multi-voltage USB sockets, and wireless chargers for seatbacks and tables along with intelligent power supplies cabling and mechanical fixings. Put passengers on charge – with EAO. Call us on 01444 236000 to discuss your onboard charging project.

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VIEWPOINT

Industry Response Autumn Budget 2023 On 22 November Chancellor Jeremy Hunt set out his economic vision for the country, with the highlight being a commitment to providing £2.5 billion for a West Yorkshire mass transit system

Darren Caplan, Chief Executive of the Railway Industry Association

T

Chris Richards, Director of Stu McInroy, Chief Policy at the Institution of Executive of the Civil Engineers Construction Plant-hire Association

he statement recognised the need to better support the critical links between and within towns and cities, commenting on the government’s decision to not extend HS2 beyond Birmingham, and to take a radically new, development-led approach at Euston station, which will leverage significant private finance. The government’s decisions on HS2 will deliver £36 billion of savings that will be reallocated to Network North, an ambitious pipeline of alternative transport projects which will drive growth and connectivity in the great towns and cities across the North.

This will expand Northern Powerhouse Rail, allocate an extra £8.3 billion to roads resurfacing across England; deliver the long-promised mass transit system in West Yorkshire; and provide £8.55 billion of additional funding for the second round of City Region Sustainable Transport Settlements (CRSTS2).

Darren Caplan, Chief Executive of the Railway Industry Association, said: ‘It is positive that the Government has restated its commitment for East West Rail and indicated support for West Yorkshire Tram.

Given Chancellor Jeremy Hunt was an advocate for the full HS2 scheme, now that Phase 2 has been summarily cancelled by the Government – damaging railway suppliers’ confidence – we and rail suppliers want to see tangible progress in delivery on any schemes it takes forward.

‘However, this Autumn Statement was clearly a missed opportunity to confirm 24

Davie Carns at National Infrastructure Solutions

wider funding for rail, whether from the plethora of schemes in the new ‘Network North’ proposals, the Rail Network Enhancements Pipeline, the Integrated Rail Plan for the North & Midlands, or a rolling stock pipeline. Given we were told the funding for HS2 Phase 2 was to be reallocated to other more immediate transport schemes – and with a General Election likely to be less than a year away – it would be good to now hear the Government’s plans to push on with delivery of the rail work in its various plans.

‘This ongoing uncertainty across rail investment is genuinely harming UK suppliers, who are halting recruitment, looking overseas for work – meaning skills are being lost – and seeing jobs and factories jeopardised. So we strongly urge the Government to fund and push on with a clear and visible pipeline of work, whether related to infrastructure or rolling stock, which not only means an enhanced railway in the future but also better value for money for the taxpayer.’

Chris Richards, Director of Policy at the Institution of Civil Engineers (ICE), said: ‘In its Infrastructure Assessment (NIA2) the National Infrastructure Commission emphasised the need for ‘pace over perfection’ because the UK urgently needs to make progress on its long-term goals like decarbonising the infrastructure system.

But for those looking for direction from the Chancellor on how the UK will pick up the pace, today’s Autumn Statement was disappointing.

‘Infrastructure will play a big role in the challenges the UK needs to overcome, but to make progress, clarity and investment are necessary. While the commitments on grid infrastructure are a welcome step, the statement provided little additional clarity on key pledges like Network North, and the choice to maintain capital budgets in cash terms again, effectively means another cut in infrastructure spending.

‘With a Spending Review imminent, further uncertainty about whether infrastructure promises will be met could be around the corner. The British public want to see networks and services transformed for their benefit. Reducing uncertainty must be a priority going forward.’

The government is also continuing to progress its commitment to deliver East West Rail, with a statutory consultation due next year and, as part of Network North, has committed to providing £2.5 billion for a West Yorkshire mass transit system.

The government is also publishing a new ‘Level 4’ of the devolution framework.

Devolved institutions with a directly elected leader that meet eligibility requirements will be able to draw down from this framework, which delivers deeper powers alongside new scrutiny expectations. The powers include new levers over local transport, reflecting the substantial progress made towards the National Infrastructure Commission’s recommendation to devolve local transport powers and funding to local authorities.

Stu McInroy, Chief Executive of the Construction Plant-hire Association (CPA) said: ‘Today’s decision to exclude elements of the construction plant-hire industry from the decision to make Full Expensing Allowance permanent is extremely disappointing and leaves CPA members unable to take full advantage of the allowance. CPA members are pivotal to UK business investment and productivity. If the government is serious in its desire for the economy to grow, plant-hire companies must be afforded the opportunity to take advantage of the changes to the Full Expensing Allowance without restriction.

‘We urge the government to bring forward its technical consultation on Full Expensing and engage with our industry as soon as possible. The CPA has to date been a leading member of the Treasury’s working group in this area and we are keen to ensure our members are able to benefit fully from the government’s growth agenda.’

Commenting on the importance of getting employability courses right, Davie Carns at National Infrastructure Solutions said: ‘We welcome the £1.3 billion funding that can be used to support people into employment, which will subsequently empower individuals in achieving ambitions and enhancing lives and communities. A word of warning. Throwing money aimlessly at training courses doesn’t work and we would urge the Government to ensure they step back and ensure that employability training receives the same level of attention and support.’

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VIEWPOINT

INTERNATIONAL TRANSPORT FORUM PROJECTIONS Jennifer Thomson is CPO at MachineMax.

Staying on Track with Efficiency through Emissions Benchmarking Jennifer Thomson, CPO at MachineMax on how to leverage AI-driven analytics to turn vital, raw data into actionable, meaningful intelligence

I

t’s been impossible to avoid the recent news around HS2, but all political allegiances aside, there’s little doubt the project has fallen victim to significant delays because of widespread operational inefficiencies. Equally, these delays had an avoidable carbon cost. Statistics from the International Transport Forum suggest that global transport activity is set to rise by 2050, creating a 16 per cent rise in emissions.

Meanwhile, the Prime Minister’s latest £36 million ‘Network North’, is also set to ‘level up’ railway infrastructure in the north of England. With this in mind, engineering firms should invest heavily in agile ways to reduce carbon costs wherever possible. One such way is through ‘emissions benchmarking’ – that is, a systematic, standardised evaluation of emissions over time.

However, to successfully implement this requires in-depth data, in particular, information that can be logged and used to track emissions generated by large machinery. Importantly, it requires accessible technology that railway engineers can read and understand to deliver real-time, datadriven decisions, identifying, for example, where and if machines are sitting idle.

Part of the challenge is that current data sets lack the ‘joined-up thinking’ needed to make a big difference. We’ve seen firsthand how the industry lacks standardised practices with the data often arriving fragmented and working in silo, which

creates ‘gaps’ in project knowledge and a lack of ‘real-time’ understanding of the situation on the ground. However, if our rail network is to build efficiently and, crucially, more sustainably, it must recognise the importance of standardised CO2 benchmarking and robust data practices to establish an industry standard baseline, holding those who miss the mark accountable through complete transparency.

The good news is that advancements in Artificial Intelligence (AI) and Machine Learning (ML) have substantially broadened the capabilities of telematics and data solutions. This is giving railway companies access to a wealth of data that can provide in-depth insights into operational efficiency by helping to track the performance of heavy equipment and machinery. Rail engineer teams can monitor metrics, such as fuel use and idling time, to identify inefficiencies and inform tangible behavioural changes.

On large-scale projects, this can have a huge impact on emissions and, equally, reduce overall project costs by using less fuel and energy. It’s a win-win for the environment and the pockets of railway construction companies.

Telematics and platform interfaces are already in place. However, for companies serious about streamlining productivity on-site and obtaining deeper, more valuable insights, there needs to be a push for technology that consolidates data under one roof. The real challenge lies in the effective aggregation and analysis of data. Systems often use different metrics and data points.

Based on 2015 figures, today: • Urban mobility generates 40 per cent of all CO2 emissions from the movement of people.

• Non-urban transport is responsible for the remaining 60 per cent.

• 75 per cent of all emissions from urban passenger transport come from private cars.

• Freight emits more than 40 per cent of all transport CO2; its share is growing slightly.

If current policies remain in place between now and 2050: • Passenger transport activity will increase 2.3-fold (measured in passenger-kilometre).

• Freight transport activity will grow 2.6-fold (measured in tonne-kilometre).

• Emissions from urban mobility will fall very slightly, by five per cent.

• Freight CO2 emissions will grow by 22 per cent.

Under ambitious policies that also lock in CO2 reduction windfalls from Covid-19: • Cities could cut CO2 emissions from urban mobility by as much as 80 per cent to 2050.

• Regional passenger transport (e.g. By air, rail, bus) could more than halve its CO2 emissions.

• Freight emissions could be 72 per cent less.

Collating and translating this information wastes valuable time. To be precise, the solution could be in the form of automated tracking tools that can monitor the metrics of on-site equipment and machinery – think road-rail excavators, compactors, and telehandlers. Field teams need no longer manually collect this data, saving crucial time between analysis to proactively identify and solve issues.

Given the UK’s ‘roadmap’ to bolster the country’s railway lines and the pressures to deliver Net-Zero, now is the perfect time to implement a more considered approach to railway construction. We need only look to media headlines to see the fallout of runaway rail projects – spiralling financial and carbon costs to the environment.

It’s high time we got on the right track to a more sustainable future and leverage AIdriven analytics to turn vital, raw data into actionable, meaningful intelligence. Let’s turn our attention to ways of understanding our carbon impact and, in doing so, create a future worth building.

27

Further your planning career development & expertise CIRO Rail Operational Planning Masterclass 2024 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?

15th - 17th March 2024 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

What is the cost?

Members: £1200.00 inc VAT Non Members: £1300.00 inc VAT

Book to Attend 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

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Get in touch about learning today...

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learnserve@railwayoperators.co.uk 28

VIEWPOINT

Victor Fromm is Head of Business Development and Innovation at MTR Elizabeth line. Formerly at Greater Anglia, he has spent the last three years leading on innovation for the busy rail operator.

Innovation Arrives on Time at Ideas Station

Victor Fromm, Head of Business Development and Innovation at MTR Elizabeth line on MTR’s Ideas Station

I

t was Walmart’s founder, Sam Walton, who said: ‘Great ideas come from everywhere if you just listen and look for them. You never know who’s going to have a great idea.’ And it is this philosophy that is the focus of the Business Development and Innovation Team at MTR Elizabeth line.

Established over three years ago, and with some impressive ideas already in action, the Business Development and Innovation Team is there to share the challenges that crop up around the organisation, and capture those great ideas that can, indeed, come from anywhere in the business.

And that is a business built on innovation. Every year MTR hosts its own internal global awards to seek out the most innovative and ground-breaking ideas that have been successfully implemented within each country business.

In January of this year, the UK scooped an Outstanding Project Award for the Romford Innovation Hub, a two-storey building repurposed with our partners at the Met, British Transport Police and the London Borough of Havering. The safe space located at Romford station was established for partners to work from to tackle issues of crime and vulnerability. This safe space near the railway helps to manage incidents in the community before they have an effect on our network.

Since its launch, the Hub has hosted various community sessions and become a base to deal with incidents, while also supporting local businesses and residents.

Soon after its opening there were improved perceptions of crime and security, better support for those experiencing crisis and quicker incident response times to support staff in difficult situations.

Now, just over one year on, we have seen a marked decrease in secondary injuries and people becoming victims of crime due to assessment, treatment and recovery services provided by our partners on site.

We have also helped reduce the pressure on local ambulance services thanks to the presence of the triage team and a reduction in incident response times to address aggression towards staff.

All because one member of staff had an idea. Sultana Pasha, our former Safeguarding Manager, recognised the growing problem and realised we could do something about it.

But how can we capture these ideas?

Sam Walton was right, they do come from

MTR UK is a subsidiary of MTR Corporation. We demonstrate our reputation for operational excellence, exceptional customer service and innovation across our UK portfolio, bringing together railway operations, rail infrastructure and transport-focused property development.

With a consistent track record of delivering through collaborative partnerships and joint ventures, we offer ground-breaking, technologyled approaches. The company's UK rail operations includes oversight of MTR Elizabeth line, the operator of the Elizabeth line (on behalf of Transport for London), covering all aspects of train and passenger service operations.

MTR UK has operated South Western Railway, one of the largest UK franchises, as a joint venture with First Group since August 2017.

For more information about MTR UK, please visit mtr.uk.com.

everywhere, but it is the process of looking and listening that is critical.

Our virtual Ideas Station is an online platform from innovation specialists, Wazoku. It’s open to everyone in the business and is designed to share departmental challenges and capture those random ideas that colleagues may have, but don’t know where to share it. Got an idea that you think will improve customer experience at the gateline? Log it on Ideas

29

VIEWPOINT

Station. Did something at your last company that you think we should be doing? Log it on Ideas Station.

The system also features a logbook to document all the improvements that have been made providing a quick and easy-toaccess record of all the brilliant ideas.

The human face of Ideas Station is our network of 16 Innovation Champions.

These are team members who, alongside their regular job, be that in Control, Finance or Customer Experience, also have a responsibility – which is written into their role objectives – to be the first point of contact for their department’s unique challenges.

When a department is facing a particular challenge, they can reach out to the wider business for support and guidance on how best to address the issue. The Innovation Champions meet once every four weeks to share their departmental challenges with a view to setting up a process to tackle any identified issues.

This process reaches out to informed individuals – and sometimes that will include external stakeholders such as Transport for London (TfL) – to attend a workshop to come up with a solution. In certain circumstances, we might approach all 1,400 MTR Elizabeth line colleagues and ask them for their contributions to help solve the challenge in question.

In some cases, we identify a workable solution, in others, we may face budgetary constraints or infrastructure restrictions that mean we cannot push on with the suggested solution. This might mean looking for alternative options or accepting that, at this time, we need to put the resolution on hold.

The challenge with innovation is that everyone thinks ideas have to be utterly life-changing and we will come up with something radical such as all trains running on air. But, in reality, most innovations are simply continual improvements. Once in a lifetime you’ll have a transformational innovation, but the best innovations are often the small changes that make a big 30

difference to people’s lives and that could be an update to a process, a change to ticketing, or a heated jacket for gateline employees.

In November, we won an Outstanding Work Improvement award for our Driver Reports Process at MTR’s international awards, which is a great example of a small change having a substantial impact on an area of the business. Previously, at the end of each shift, every driver would have to submit a report that is used by the Performance Team to monitor every train to the second. The trouble was, that end-ofshift report was being submitted in a myriad of ways; telephone calls, a quick chat with a manager, text message, you name it!

This often resulted in a member of the Performance Team having to contact the driver again to gather more detailed information. The result was inconsistent information which was too restrictive to be of much use and, on top of that, it required someone to manually record the information

from all these channels making it timeconsuming and ineffective.

We needed a more effective system.

Enter the Driver Reports Process. An online facility accessed via the driver’s iPad that features drop-down menus and simple, multiple-choice questions. We brought other teams on board including Fleet, Engineering and Customer Experience to fine-tune the questions, and now we have an easy-touse system that has been well-adopted by drivers across the business. In the first four weeks we had over 1,000 driver reports thanks to the automated system. It’s also allowed the Performance Team to identify patterns, for example, we can see trends in particular trains, train path congestion issues or recommendations from drivers on how we can improve performance.

As Sam Walton said: ‘You never know who’s going to have a great idea.’ And that’s true. My job is to make sure we’re there to catch it.

Merry Christmas & Happy NewYear From the Signet Solutions team Thank you to all our clients and delegates for another great year of training excellence.

Merry Christmas & Happy New Year from all of the Signet Solutions team, we look forward to working with you in 2024!

Go to our website or call today to find out more information on courses starting in the New Year.

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

signet solutions 31

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VIEWPOINT

NE WS IN BRIE F THE CHEEK OF IT

by Chris Cheek

Demand Recovery Slows in Spring Quarter Revenue shortfall widens as yields fall and advance tickets boom, Chris pores over the numbers

T

he recovery in demand for rail services in Britain from the Covid pandemic continued into the spring, but the pace of growth slowed with passenger numbers 19.1 per cent higher than the same quarter in 2022, reaching a new post lockdown high.

However, rapid growth in numbers using the new Elizabeth Line distorted the figures: growth on the rest of the network was a more modest 10.9 per cent.

Overall, demand came to within 89.7 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 80.4 per cent.

The provisional figures cover the first quarter of fiscal year 2023/24, finishing at the end of June: across the network, 390.2 million passenger journeys were made during the twelve-week period, up from 305.8 million in 2022. Between them, they covered 14.9 billion passenger kilometres, 8.4 per cent up, and paid a total of £2.6 billion in fares, 19.7 per cent more than in 2022.

Looking at demand by ticket type, advance tickets were up by 18.9 per cent, taking sales 46 per cent higher than before the pandemic. Anytime peak and off-peak fares were up by 22.2 per cent and 21.5 per cent respectively, leaving them 7.8 per cent and 17.2 per cent ahead of the pre-Covid figure. Season ticket holders made 4.9 per cent more journeys than last year, but the 49.4 million total remained 65 per cent below the 2019 figure.

Excluding the Elizabeth Line, services in London and South East moved ahead by 11.7 per cent during the quarter, making it the fastest growing sector. Between

MOVEABLE ELECTRIFICATION COMPLETED AT EUROSTAR DEPOT Eurostar’s long-term partnership with Furrer+Frey has played a key part in the depot’s gradual upgrade since 2007, one road at a time. The moveable equipment is now fitted to all eight roads in the depot, totalling over 1.5 kilometres. The moveable overhead conductor retracts to allow maintenance crews to safely access the roof of a train and to load and unload hotelling equipment. The bar is then returned so that the trains can move off under electric traction. The latest installation is part of a project to allow trains to be raised three metres high to access bogies underneath.

NEW CYCLE HUB OPENS AT MEADOWHALL STATION

Patronage up by 10.2 per cent them, the operators carried 224.8 million passengers in 2023, but remaining 21.9 per cent below 2019. Strongest quarterly growth came at London Overground (14.9 per cent), followed by Greater Anglia (14.3 per cent), GTR (13.1 per cent) and South Western (11.2 per cent). Weakest were South Eastern (5.0 per cent) and West Midlands (8.6 per cent).

The Elizabeth Line carried 51.1 million passengers in its fourth full quarter of operation, having first opened for business in late May 2022. Figures for the line have been revised downwards following discovery of a tendency to overstate passenger numbers in the Lennon data. The revised figures show that the route accounted for 13 per cent of the national network’s patronage in the April to June quarter.

Amongst the regional franchises, total patronage was 10.2 per cent up on 2022 and remained 19.5 per cent below 2019 levels.

Amongst individual TOCs, Scotrail saw the strongest recovery, growing passenger numbers by 33.0 per cent during the quarter, though still 29 per cent short of their 2019 figure. Merseyrail saw growth of 7.1 per cent but remained almost 36 per cent short of pre-Covid patronage. TfW saw growth of 1.9 per cent on the quarter but remained 27 per cent short of its 2019 figures. Northern saw a rise of 1.8 per cent in passenger journeys, leaving a shortfall of 21.9 per cent. TransPennine, renationalised during the quarter but still hit by reliability problems as a result of driver shortages,

A new secure and dry space for cyclists to leave their bikes is now open at a busy Northern station. The 'cycle hub’ at Meadowhall station has space for 40 bicycles including provision for adapted bike or cargo bike – and is operated by Sheffield-based business Russell’s Bicycle Shed. There is also a maintenance stand complete with tools and a tyre pump. The new facility is in the station's car park and costs just £5 per month to use. To ensure maximum security there are CCTV cameras and an app enabled secure door entry system. The cycle hub was funded by the Cycle Rail Fund.

HS2 HANDS OVER NEW EUSTON SKILLS CENTRE TO CAMDEN COUNCIL HS2 Ltd has handed over the keys to the new Euston Skills Centre to Camden Council. Situated in the construction accommodation building on the site of the old Maria Fidelis School, the new facility will support HS2’s strategic legacy around employment opportunities for local communities and people from disadvantaged and under-represented groups. It will also support workforce requirements for other infrastructure and housing in Camden.HS2 is providing a total of £4.1million for the delivery and to support the running of the Euston Skills Centre (ESC). Camden Council will be the sole operator of the facility.

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Anytime/peak tickets up by 22 per cent saw modest growth of 1.4 per cent in the quarter, almost 28 per cent short of their 2019 demand.

The long-distance InterCity sector saw demand increase by 8.1 per cent compared with 2022, leaving passenger numbers 8.3 per cent short of 2019 levels. Caledonian Sleeper saw the largest growth, on 12.4 per cent, followed by Avanti West Coast on 10.0 per cent, but still 18.7 per cent short of previous highs. EMR grew by 9.4 per cent, taking passenger numbers 7.7 per cent above pre-pandemic levels. Though LNER saw the lowest growth at 4.2 per cent, the operation still leads the way in recovery, patronage being 10.9 per cent up on the 2018/19 figure.

Amongst the non-franchised operators, Hull Trains saw growth of 30.5 per cent and exceeded their 2019 number by 27.7 per cent whilst Grand Central grew numbers by 11.7 per cent and moved 25.8 per cent ahead of their pre-Covid patronage. Despite the continuing recovery in air travel, Heathrow Express saw numbers fall by six per cent in the quarter, possibly hit by competition from the Elizabeth Line. This left patronage on the premium route still 21.8 per cent short of previous peaks. Lumo slipped back by 0.5 per cent during the quarter.

Rolling year figures

The national totals for the twelve months ended 31 March show that, compared with the last pre-Covid year of 2018/19, the number of passenger journeys was 17.9 per cent lower at 1.4 billion. However, excluding the Elizabeth Line, passenger numbers remained 25.4 per cent short of the 2019 figure. Passenger kilometres travelled were 23.4 per cent lower at 51.7 billion, whilst passenger revenue saw a shortfall of 14.6 per cent at £8.5 billion.

Season ticket holders made 4.9 per cent more journeys As in previous quarters, performance varied between the sectors. Passenger journeys were still 27.4 per cent below 2019 levels in London and South East and 23.9 per cent on the regional networks but moved to within 15.3 per cent on the InterCity routes.

Comment

By comparison with the huge 80 plus per cent growth we were reporting on for the same spring quarter twelve months ago, this quarter’s growth seems much less spectacular. However, Elizabeth Line excluded, it was still over ten per cent: historically high by railway standards. The total carried in the quarter, at 339 million, puts demand at a similar level to 2010 – and I do not recall that number causing any wailing and gnashing of teeth at the time.

However, as I suggested when looking at the last quarter’s figures a few months ago, the real problem lies not in passenger numbers, but in revenue. In real-terms, revenue was £734 million down on the same quarter in 2018/19. This translates into a percentage figure of 22.3 per cent – significantly higher than for passenger numbers (10.3 per cent).

Looking at the rolling year, the shortfall in the twelve months to 30 June was £3.6 billion, or 28.3 per cent (compared to patronage shortfall of 17.9 per cent). And all this at a time of accelerating operating costs, so widening the funding gap even further.

There are two main reasons for this: below-inflation fares increases and the dramatic shift in the market. Both factors are evident in the lower yields being achieved and the changes in the pattern of ticket purchases.

Looking at yields first, there is a notable decline when the figures are adjusted for inflation. Thus, revenue per passenger kilometre is more than ten per cent down on the pre-Covid figure – and this rises to over 14 per cent in the InterCity sector, reflecting the loss of first class and business revenue on these routes. On the London and South East commuter routes, the loss of yield is restricted to around four per cent – probably reflecting the switch away from low-yielding season tickets to more expensive day tickets.

The regional routes – already yielding around 30 per cent less per passenger kilometre than either of the other sectors – have seen a postCovid loss of another eight per cent.

The other big shift is in the type of tickets purchased by passengers – and here the latest figures also confirm several trends that we have noticed before. First the move towards advance purchase tickets – passengers using these increased by another 18.9 per cent during the quarter, taking the numbers to over 46 per cent higher than pre-Covid. Anytime/peak tickets saw passenger numbers up by 22 per cent, so that sales were 7.8 per cent higher than 2019, whilst off-peak fares were used by 21.5 per cent more people, now 17.2 per cent up on pre-pandemic.

At the same time, there was a small 4.9 per cent increase in the number of passengers travelling with season tickets during the quarter, but the number remained a whopping 65 per cent down on 2019.

The patronage shortfall remains a problem – but recovery is still continuing, and would no doubt be helped by an end to strikes and disruptions caused by staff shortages and overtime bans. We must be wary of overdoing the gloom, though: after all, the network is still all carrying just over double the number of people it did at the time of privatisation. However, the revenue problem presented by the shifts in the market looks much more intractable – especially to a cash-strapped government that is looking for votes amongst commuters next year.

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Richard Pinder is Director of Mechanical Services for BakerHicks’ London office. A Chartered Mechanical Engineer, he has over 25 years’ experience delivering projects in the rail, aviation, life sciences, defence, power, commercial and public sectors. Notable rail projects include, leading the mechanical design for Whitechapel Station, part of the new Elizabeth Line, Stanford-le-Hope Station and Chart Leacon Depot.

Improving Air Quality in Rail Stations Richard Pinder, Director at Mechanical Services at BakerHicks explains how air quality can be improved at rail stations

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mproving air quality is a major theme, in our cities, on our roads, and across the entire transport infrastructure.

Similarly, maintaining air quality targets, in accordance with health and safety obligations, is a challenge, as is keeping the travelling public onside, even when those targets are being met.

This is especially true in railway station environments, with multiple stakeholders to satisfy plus a diverse number of influences to consider. This ranges from the way a station is designed, through to the type of engines and rolling stock that make use of its platforms. All of which impact the way air quality can be monitored and controlled.

This is not just something being implemented in new station infrastructure, improving and monitoring the air quality in our existing rail infrastructure is something Network Rail are taking very seriously.

For example, BakerHicks were recently engaged to monitor and report on the levels of pollutants present at Birmingham New Street station. The goal was not only to confirm the levels of air quality already being achieved, but also make recommendations as to any additional actions that could be taken to further reduce pollution, increase air quality, and enhance the customer experience.

Conducting such a project is complicated, not least by having to satisfy the different parties involved. The simple solution would be to change the rolling stock from diesel in favour of electric. Such a shift, however, is not within the gift of Network Rail, who manage the infrastructure, not the trains which use it.

Another solution is to look at the way the station is designed. Platforms that are open to the elements are less challenged

than those, such as in Birmingham New Street, which are more underground, and often enclosed by retail outlets above. This can have the potential effect of sealing in some of the engine exhaust fumes and/or causing some fumes to migrate from one platform to another while a train is waiting to depart. Whilst it’s not always possible to completely redesign a station to remove these challenges, there are things that can be done to improve the air quality.

This is where a comprehensive site survey and the use of technologies such as Computational Fluid Dynamics (CFD) comes in. CFD, a technique best-known to Formula One racing teams, helps model airflows, in turn enabling different options for improving air flow to be explored and validated. Whilst ideally pollutants, such as diesel exhaust fumes, would be extracted at source, this is often not possible in a station environment. The length of the trains and the location of the engines as they arrive at a platform varies quite considerably.

So the solutions need to be in how the pollutants are dissipated and fresh air is moved through the space. CFD modelling allows these factors to be considered, and the appropriate solutions to be recommended.

Another option, especially in environments where impulse fans are being used to support better ventilation, is to look at the location of the sensors that control their operation. Sensors may typically be installed on platforms, and other areas where people stand, in order to monitor pollutant levels in accordance with HSE standards. By definition, however, this means the pollutants are already in the air before the fans are activated – effectively shutting the stable door after the horse has

bolted. Using multiple sensors to detect pollutants at the first opportunity, before they reach platform level, allows the fans to switch on and start ventilating more quickly, and more effectively, therefore improving air quality. They can also be controlled to prevent any delay between a pollutant being detected and the activation of the fan.

However, whilst on the one hand it’s desirable for the fans to start working at the first opportunity, this can create an issue with excessive noise which also needs to be taken into account. Noise can be a particular challenge when, in this example, the fans operate continuously. This can be mitigated through conducting an acoustic survey and acoustic modelling, allowing the fans to be programmed as to achieve maximum effectiveness whilst minimising the noise.

This is achieved by staggering the timing of when the fans start to work. By controlling each fan individually, rather than operating as a homogenous block, not only is the dissipation of any pollutant more effective, but it also prevents unnecessary noise being generated from multiple fans operating needlessly at the same time. It also saves wasted energy.

The big question is: how can we make air ‘cleaner’? One of the easiest ways of creating and maintaining a clean air station environment, where the pollutant cannot be removed at source, is to install Clean Air Pods. Ideally local extraction should be provided wherever possible. But, on many occasions, for practical reasons (e.g the practicalities of ducting), this simply isn’t possible. The next best alternative, therefore, is to create pockets of clean air via pods.

The pods have various filters which take the dirty air in and push significantly cleaner air out. While they are not designed to clean the air across the whole station, small oases of clean air can be found at particular points, helping support a better environment for passengers and employees alike. Again, there are often practical challenges – the location of seating and other platform furniture allows only a limited number of pods to be installed - but they go some way at least to addressing the clean air challenge. And their performance can again be modelled using CFD to ensure they are placed in the most effective place.

Overall, it is important to remember that every station is unique and will have its own set of challenges. Every environment is different. The location of the platforms, the existing services and infrastructure, the number of trains, passengers and staff, for example, are all factors that influence the solutions for achieving better air quality.

Having the right experience is of course key, but so too is understanding the tools that can help in testing and modelling solutions to cause the minimum disruption to day-today operations. What is clear, however, is that your progress towards cleaner air can only be measured if you have a benchmark from which to start, and the benchmark will always begin with a site survey.

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hese periods generally run for and one of those areas which is becoming between 30 and 31 days, but do more significant is that relating to mental not always run concurrently with health. Recent research suggests that a relevant calendar month. Two burnout, mental ill-health and work-related of the better known are LGBT stress cost the UK's economy some £28 History Month (February 2023) and Black billion per year. This is something that can History Month (October 2023) which both happen to any employee in the workforce, sit in a calendar month. and approximately one in four people will However, the current history month, experience a mental health problem of some Disability History Month, runs across sort each year. Given the understandably two calendar months (16 November to strong safety culture within the rail industry 16 December). Two of the purposes of alongside high performance targets, it these history months are to help to raise presents a clear risk to the industry and its awareness of the contributions to wider workforce and needs to be suitably managed. society that C+: members TENSOREX TENSOREX C+: of the relevant community have madeTensoning and to allow various Spring Automatic Device Spring Automatic Tensoning DeviceA duty to make reasonable adjustments issues relevant to that community to be Under the Equality Act 2010, a disability is expressed to a wider audience. a physical or mental impairment that has a Those in the rail industry who followed 'long-term and substantial adverse effect' the consultation on the closure of ticket on a person's ability to do normal day-tooffices and changes to station staffing day activities. In this context, 'long-term' levels will have noted that there were a means either: (i) it has affected them or is significant number of responses from likely to affect them for at least a year; or members of the accessibility and inclusion (ii) it is likely to last for the rest of their life community and from charities working and 'substantial adverse effect' means that closely with this community. It is likely that the condition will have more than a minor following this vocal response accessibility or trivial impact on their ability to carry out FOR TODAY´S ANDthe FUTURE CHALLENGES FOR TODAY´S AND FUTURE issues will remain towards forefrontCHALLENGES day-to-day activities. of the industry's mindset, at least for the Where an employee is disabled within near future. the meaning of the legislation, the duty will Disability, however, comes in many forms arise for an employer to make reasonable

adjustments to the workplace or the working conditions of the employee to ensure that relevant employees are not disadvantaged when carrying out their roles. Case law has shown that it can be difficult for an employer to justify denying adjustments, so careful consideration on a case-by-case basis is needed.

Mental health conditions can affect employees in various ways, from stress

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DELIVERING THE GOODS

by Ellis Shelton

Network North Ellis Shelton, Policy Advisor, Logistics UK on Fast-Tracking the Opportunities for Rail Freight

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n the face of uncertainty following the cancellation of the second phase of HS2, the plans for Network North aim to re-invest the funding originally allocated to the northern leg of the project and reinvigorate transport plans across the region. The government has produced a £36 billion programme to improve the area’s transport network, with a strong focus on connecting the major cities of the North with more frequent trains, increased capacity and faster journeys.

Phase 1 of HS2 will provide vital links for passengers to travel on high-speed trains through to Manchester, Liverpool and Scotland, joining the West Coast Main Line (WCML) for the rest of their journeys.

The project is estimated to nearly double the current rail capacity up to 250,000 seats per day and triple that of the average daily demand estimated by the Department for Transport (DfT).

In addition to reducing journey times, Phase 1 will address several key bottlenecks on the line, allow for some rail paths to be freed up for additional freight use, supporting trade and reducing emissions – further catering for future demand.

Historically, government financing for infrastructure projects has favoured London and the surrounding south, while the economies of the North and the Midlands have not been able to reach their full potential because of antiquated and inadequate infrastructure and transport networks. Consequently, the pace of job growth in towns and city centres in these areas is decreasing as a result of congestion, poor public transportation connectivity, and commuting times of more than an hour.

Research by the Office for National Statistics shows that out-of-town employment grew by 20 per cent between 2009 and 2021, compared to 7 per cent within towns and 14 per cent within large

cities (excluding London). It also highlights that employment growth was highest in London at 28 per cent over the same period.

With the government’s renewed focus on levelling up the rest of the country, £19.8 billion has been earmarked for reinvestment into the North and £9.6 billion to the Midlands.

The capital saved from not proceeding with Phases 2a, 2b and HS2 East has enabled the government to invest £12 billion in efforts to improve connections between Manchester and Liverpool, making the delivery of Northern Powerhouse Rail (NPR) achievable. NPR is a major strategic rail programme specifically designed to support the transformation of the North’s economy, by providing effective and efficient rail connectivity and offering reliable and highspeed lines across the entire region.

The local economy, quality of life, education, and environment in the north should all benefit from this funding, in addition to helping to enhance the capacity of the network itself. NPR will also have a significant influence on the growth of the regional job market, granting businesses access to a highly skilled labour market, who in turn are presented with flexible career development and novel opportunities.

Making it easier to travel within cities and to and from surrounding towns across the north is crucial to boosting productivity and prosperity. Research from Centre for Cities published in March 2022, estimated that poor transport links were contributing to a £16 billion productivity gap for the North, with data showing that nearly two million people living in Manchester could not reach the city centre within 30 minutes via public transport. This is the equivalent to around 80 per cent of the population of the region and is estimated to be costing more than £9 billion in lost productivity.

When compared to the major port city in

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

NE WS IN BRIE F YORK LAUNCHES ‘OUR BIG TRANSPORT CONVERSATION’ City of York Council (CYC) has begun a ten-week public consultation to help shape the future of transport across York and its surrounding villages. This is the first time since 2010 that all aspects of transport have been looked at together, rather than as individual projects. The consultation, which has been designed to be accessible and inclusive to everyone, will run across an online platform as well as series of in-person events and activities. It will ask residents, businesses, tourists and commuters how they currently travel, how they’d like to travel, and to explain the reasons why we need to deliver change. A series of events is planned before and after Christmas, including fully accessible drop-in sessions in central York, as well as the project team visiting libraries and schools in villages and rural areas. For a full list of events, activities and ways to take part, as well as all the materials and questions, visit: ourbigconversation.york.gov.uk.

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VIEWPOINT

‘Nearly two million people living in Manchester could not reach the city centre within 30 minutes via public transport … costing more than £9 billion in lost productivity’

northern Germany, Hamburg, which is 37 per cent smaller than Manchester in terms of population, approximately 300,000 more people could access the city centre using public transport more quickly.

Funds have been allotted for necessary upgrades that will be implemented at

several stations throughout the scheme.

These upgrades include the electrification of the line between Sheffield and Leeds and the Hope Valley line between Sheffield and Manchester, both of which will increase capacity and shorten travel times.

The Energy Coastline between Carlisle, Workington and Barrow will also be upgraded to help accommodate major new freight demands from the region’s new coal mine.

The reopening of Beeching lines across the North and Midlands will reconnect communities, 'level up' regional economies and grant access to those in search of both gainful employment and educational opportunities. Further investment through Network North will enable the full delivery of the Midlands Rail Hub and successfully connect more than 50 stations from Cheltenham to Derby. This will have positive results for the region such as improving journey times, capacity and frequency of services. Plans are also confirmed to extend the existing London-Leicester-Nottingham trains to Yorkshire and the North East. This funding will enable up to 600 seats each hour between Leicester and Nottingham.

Alongside these improvements for the North and Midlands, the government is planning to implement a six-platform

station at London Euston which can accommodate trains to Birmingham and onwards to best support regeneration of the local area. DfT has confirmed that, by reducing the number of platforms for the plan from eleven to six, it will save £6.5 billion.

Ely Junction will also be upgraded as currently, restricted speeds, signalling limitations and the use of level crossings are proving to be a barrier to meeting increased demand for freight paths. DfT has estimated that this scheme will provide an extra six freight trains per day to and from the Port of Felixstowe – the equivalent of taking 98,000 lorry journeys off the road every year, including across the Midlands and the North.

For HS2 and Network North to reach their full potential, continued investment in new transport infrastructure from government is vital. Significant collaboration between government, the private sector and local communities is essential in optimising all rail freight opportunities. Improving road and rail infrastructure in congested cities is vital as a resilient transport network can support supply chains as well as domestic and international trade. These modifications will not only benefit cities, but also the towns and rural areas that surround them.

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VIEWPOINT

Liam Johnston is Executive Director at Railway Mission he can be reached at liam.johnston@ railwaymission.org or on 07718 971 918.

Navigating Challenges through Humility and Honesty As we enter the New Year, we can look back and see how the global pandemic has brought unprecedented challenges to the railway industry

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ravel patterns have been disrupted, revenues plummeted, and costs have soared. In addition to these issues, the industry faces the pressure of meeting the changing expectations of customers, complying with environmental regulations, and keeping up with technological innovations.

To navigate this complex and uncertain landscape, railway leaders need more than just agility, resilience, and collaboration.

They need humility, reflection, and, above all, honesty, acknowledging both their mistakes, as well as government failures that have affected the industry. They need to learn from these errors and openly share these experiences with their teams and stakeholders.

Mistakes are inevitable in any human endeavour, especially in a dynamic and fastpaced environment such as rail transport.

How leaders handle these mistakes can make a big difference in their effectiveness, reputation, and impact.

Research has shown that admitting mistakes can have several benefits. We should not expect leaders to be flawless; instead, we should expect to show unwavering attention and bold initiative.

When leaders admit their mistakes, they demonstrate accountability, transparency, and authenticity. They also show that they value feedback, learning, and improvement.

This should enhance their credibility and trustworthiness among their followers, peers, and customers, but in reality, our

social conventions mean they are more likely to draw criticism and a call for resignation.

So what we need is a shift in the societal perspective.

We must learn that leaders admit their mistakes, bring clarity to opportunity gaps and foster a shared sense of accountability within the team. They can also create a culture of psychological safety, where people feel comfortable speaking up, experimenting, and taking risks without fear of being punished or ridiculed. This can foster more creativity, collaboration, and innovation in the team.

Good leaders are humble, open, and willing to learn from others and when they are free to admit their mistakes, they can model a growth mindset, where they see challenges as opportunities to learn and grow, rather than as threats to their ego or status. They also encourage their team members to do the same, creating a learning organisation that can adapt and thrive in changing circumstances. This can improve the performance and resilience of the organisation.

However, despite these benefits, many industry leaders and politicians can find it hard to admit their mistakes. Some worry that admitting their mistakes will make them look weak, incompetent, or irresponsible. They may fear that they will lose their authority, credibility, or respect among their followers, peers, or customers.

They may also fear that they will face negative consequences, such as criticism, blame, or punishment.

‘challenging the failures should not mean blaming or punishing the leaders who make mistakes’ Others have a high sense of selfimportance, self-esteem, or self-confidence.

They may believe that they are always right, or that they know better than others. They may resist admitting their mistakes since they see them as a threat to their self-image or self-worth. They may also avoid seeking or accepting feedback; perhaps because they think they don’t need it or they don’t trust it.

Some are not aware of their mistakes, or they don’t recognise them as such.

They may have a blind spot, a bias, or a rationalisation that prevents them from seeing or acknowledging their errors. They may also lack the skills or tools to reflect on their actions, outcomes, and learnings. They may not know how to admit their mistakes, or how to learn from them.

Of course, challenging the failures in the railway industry is necessary, because they affect the quality, reliability, and safety of the rail services, undermine the public trust and confidence in the railway system, and reduce its competitiveness and attractiveness as a mode of transport.

Some commentators would say, they reflect the problems and inefficiencies of the current railway system, such as the fragmentation, complexity, and lack of accountability of the rail franchising model, the rising costs and public subsidies of the industry, and the labour shortages and disputes that have caused widespread disruption.

However, challenging the failures should not mean blaming or punishing the leaders who make mistakes. Instead, it should mean creating a culture where leaders can admit their mistakes, learn from them, and share their learnings with others.

This can have several benefits, such as improving the performance and resilience of the organisation, enhancing the credibility and trust of the leaders, fostering a culture of psychological safety, where people can speak up, experiment, and take risks, and modelling a growth mindset, where leaders see challenges as opportunities to learn and grow.

Challenging the failures in the railway industry is necessary, but it should be done in a constructive and supportive way, rather than in a destructive and punitive way. Leaders should be able to admit their mistakes and be appreciated and supported for doing so. We need a shift in the societal perspective to recognise that admitting mistakes is not a sign of weakness, but a sign of strength and courage.

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Keeping us on Track or Running us off the Road Once a futuristic concept only seen in Sci-Fi movies, there are now more than 30 million autonomous vehicles on the road across the world today

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rom self-parking cars to driverless buses and ‘sidewalk robots’ delivering groceries, the arena of autonomous vehicles is constantly evolving and growing. And the government is pushing this forward, pumping £18.5 million worth of additional funding into autonomous vehicles and aiming for 40 per cent of new UK car sales to have self-driving capabilities by 2035.

Although everyone understandably wants the ability to sit back and relax in a driverless car, are autonomous vehicles really what is best for the world? We spoke to three industry experts to determine the environmental and social impacts of driverless vehicles and assess whether these vehicles are taking us towards a bright future or in the wrong direction.

‘If use of electric vehicles reaches 80 per cent by 2050, this would also require an additional 150 gigawatts of electricity for charging them, which risks offsetting the positive climate impacts.’

Carbon impact

The environmental impact of cars, and the benefits of taking public transport, are widely talked about, with a typical passenger vehicle emitting around 4.6 metric tons of CO2 per year, which is warming up the planet at an unprecedented rate. But even though the risks are known, the car remains the most popular mode of transport for many. And we are already seeing the impact of our actions.

Hugh Scantlebury, CEO and Founder of Aqilla, warns that “the stakes are so high with climate change – we’re already seeing ice caps melting and are experiencing more extreme weather. The news this summer was plagued with wildfires, earthquakes and floods across the world.’

With the rise in popularity and increased production of autonomous vehicles, we can only expect the situation to worsen as more people are compelled to use small passenger vehicles. Krishna Desai, Senior Global Marketing Manager at Cubic Transportation Systems, recalls that: ‘drivers who use autopilot functions drive an average of nearly 5,000 more miles per year than those who don’t due to the increased comfort and reduced stress of the driving experience’ so ‘autonomous vehicles could lead to greater congestion, energy consumption and pollution.’

Yet it is not just the vehicle emissions that have an environmental impact. Desai explains how autonomous vehicles also require: ‘a vast computer infrastructure which would generate significant greenhouse gases – a total that researchers have equated to the carbon footprint of Argentina.’

The same issues arise with electric vehicles, despite often being heralded as the answer to the UK’s environmental issues.

Audrey Denis, Senior Strategy Manager at Cubic Transportation Systems, adds that: ‘the rapid increase of cars will require more road-building – which will cancel out 80 per cent of the carbon savings from a switch to electric over the next twelve years, analysis shows. If use of electric vehicles reaches 80 per cent by 2050, this would also require an additional 150 gigawatts of electricity for charging them, which risks offsetting the positive climate impacts.’

The potential impact on the planet could be huge and this must be communicated before it is too late. As Scantlebury urges: ‘it is time we started to act and be more responsible with our carbon footprints.

Climate change has the potential to be the biggest disaster to humanity that we have ever seen.’

Impact on cities

It is not just the environment that a rise in adoption of autonomous and eclectic vehicles will impact, but also the social aspects, especially within big cities.

Everyone knows the pain of being stuck in bumper-to-bumper traffic where the whole city or town is gridlocked and no one is getting anywhere fast. Denis reminds us that these vehicles will only worsen the situation as they take ‘up valuable space on our roads, contributing to congestion.’

Desai echoes this, adding that the increased congestion will lead to more delays which ‘has a knock-on effect for buses staying on schedule, commute times, and people being late for what matters most.’

So even those who are good global citizens and take public transport to reduce carbon emissions will still be negatively impacted by the presence of these vehicles.

Denis also points out that electric and autonomous vehicles are ‘difficult to produce on a commercially viable basis’ so ‘are also currently largely unaffordable to the mass market.’ As the cost of living crisis continues, and many struggle to afford the basics, it may not be the right time to introduce expensive cars to the market. We have recently seen the UK government push back its net zero targets in a bid to ease the financial burden on British families as the cost of living crisis continues, so continuing to invest in the development of autonomous vehicles seems unwise.

Rerouting policies

With these factors considered, it suggests that the government should instead be focusing on a transportation option that is more affordable, better for the environment and less disruptive. Denis advocates for: ‘reducing private car use and backing the use of valuable road space for things such as better footpaths for pedestrians, new cycleways and bus rapid transit lanes, which will help make cities more liveable, equitable, healthy and sustainable, helping create a genuinely world-leading and competitive green agenda.’

Whilst this is definitely easier said than done, Desai explains how there are solutions that: ‘can synchronise siloed transport systems across the mobility network, enabling regional, national, and international stakeholders to collaborate effectively and make well-informed decisions. This allows us to connect everything, from local buses to ridesharing to traffic management, to provide one efficient, coordinated journey.’

In order to protect the planet and prevent congested roads, investing in digital mobility solutions may, therefore, be a more appropriate venture than autonomous and electric vehicles. Especially in the current economic climate, these vehicles may have to take the backseat to public transport, to ensure we all stay on track to a green, sustainable future.

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VIEWPOINT

LAYING DOWN THE LAW

by Martin Fleetwood

Getting the Balance Right with Mental Health

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.

Throughout the year there are now a number of ‘history months’ which are used to bring particular matters to the public's attention

T

hese periods generally run for between 30 and 31 days, but do not always run concurrently with a relevant calendar month. Two of the better known are LGBT History Month (February 2023) and Black History Month (October 2023) which both sit in a calendar month.

However, the current history month, Disability History Month, runs across two calendar months (16 November to 16 December). Two of the purposes of these history months are to help to raise awareness of the contributions to wider society that members of the relevant community have made and to allow various issues relevant to that community to be expressed to a wider audience.

Those in the rail industry who followed the consultation on the closure of ticket offices and changes to station staffing levels will have noted that there were a significant number of responses from members of the accessibility and inclusion community and from charities working closely with this community. It is likely that following this vocal response accessibility issues will remain towards the forefront of the industry's mindset, at least for the near future.

Disability, however, comes in many forms and one of those areas which is becoming more significant is that relating to mental health. Recent research suggests that burnout, mental ill-health and work-related stress cost the UK's economy some £28 billion per year. This is something that can happen to any employee in the workforce, and approximately one in four people will experience a mental health problem of some

sort each year. Given the understandably strong safety culture within the rail industry alongside high performance targets, it presents a clear risk to the industry and its workforce and needs to be suitably managed.

A duty to make reasonable adjustments

Under the Equality Act 2010, a disability is a physical or mental impairment that has a 'long-term and substantial adverse effect' on a person's ability to do normal day-today activities. In this context, 'long-term' means either: (i) it has affected them or is likely to affect them for at least a year; or (ii) it is likely to last for the rest of their life and 'substantial adverse effect' means that the condition will have more than a minor or trivial impact on their ability to carry out day-to-day activities.

Where an employee is disabled within the meaning of the legislation, the duty will arise for an employer to make reasonable adjustments to the workplace or the working conditions of the employee to ensure that relevant employees are not disadvantaged when carrying out their roles. Case law has shown that it can be difficult for an employer to justify denying adjustments, so careful consideration on a case-by-case basis is needed.

Mental health conditions can affect employees in various ways, from stress and burnout to anxiety and depression.

For some individuals, these conditions will be temporary but reoccurring, whilst for others, they could be long-term. The consequential impact on an employee's ability to perform their duties will vary between individuals. Recognising the point at which a mental health condition

becomes one where there is a legal duty to make reasonable adjustments is not always straightforward. Disability status is also a legal definition, rather than a medical one, which makes early HR and legal input, as well as detailed manager training, important for both employers and employees. While there may be a question as to when a legal duty to make reasonable adjustment may arise an employer may choose to take certain steps to create a more inclusive workplace even before a legal duty occurs.

Creating more inclusive workplaces

There are numerous ways in which an employer can make changes to their workplace, working environment or application processes to support employees and potential employees suffering from mental health issues.

Practical steps which can be taken for individuals include: • Adjusting performance expectations – setting realistic and achievable performance goals for employees who are managing mental health conditions.

• Flexible working arrangements – variations to working hours and work location (including working from home) can help those dealing with conditions such as anxiety or depression to better manage their work-life balance.

• Quiet spaces – creating designated quiet areas where employees can take a break or find solitude when needed.

• Reduced workload – temporary (or if necessary, permanent) adjustment to an employee's workload, taking account of their mental health needs.

• Temporary reassignment – if a 45

VIEWPOINT

‘Disability status is also a legal definition, rather than a medical Employers should also consider wider one, which makes changes which go beyond an individual employee and provide a change in the overall early HR and legal culture of the organisation.

These include: input, as well as • Access to counselling and Occupational Health (OH) services – offering access to detailed manager confidential counselling services or to OH services can support employees facing training, important for mental health challenges and provide both employers and recommendations for further support.

• Adjustments to the application process employees.’

– some prospective employees may face particular role exacerbates an employee's mental health condition, temporary reassignment to a more suitable position could be considered by an employer.

difficulties with an employer's application process. This was demonstrated in the case of AECOM Ltd v Mallon (the subject of last month's column), where the employer was under a duty to make reasonable adjustments to an online job application process so as not to put an applicant at a substantial disadvantage (albeit that disadvantage was due to a physical impairment rather than a mental one).

• Mental health training – providing training for managers and other

health, particularly in the workplace.

To offset this, employers can highlight policies relating to mental health, absence and reasonable adjustments to ensure employees have sufficient information regarding the relevant processes.

Advice for employers

employees to raise mental health awareness can assist in creating a more understanding and supportive working environment. Mental health first aiders are also become an increasingly important offering for employees.

• Reviewing policies – a lot of people find it difficult to speak candidly about mental

ACAS Guidance on reasonable adjustments for mental health is available containing detailed, practical guidance on creating a supportive working environment for those who suffer from mental health conditions.

Specific guidance for adjustments for individual employees should be obtained via discussions with the employee, OH input and consideration of available medical information.

Although the legal duty to make reasonable adjustments depends on an employee's condition satisfying the legal definition of disability, good employers will often seek to accommodate employees even where they suspect that the individual does not meet this threshold. Careful consideration and support for employees who request adjustments, can create a positive workplace culture which generates numerous performance benefits for both employee and employer.

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DATA MEASURING

Climate Data Portal The climate data giving rail companies a head start for future planning

T

he Met Office’s new Climate Data Portal is giving rail companies access to leading data which could help the industry better understand and respond to climate change. The Climate Data Portal, which was built using geospatial technology from Esri UK, aims to help a range of industries understand and adapt to the risks of climate change, with the rail industry one area that can be particularly impacted by changes in weather.

The free portal makes it easy for rail professionals to combine leading Met Office climate data with their own planning and preparedness data to help understand and manage climate change’s influence on the rail industry.

Alex Woods is a Product Manager for Climate Services at the Met Office. He works to ensure companies are getting what they need out of the new data portal. He said: ‘The Climate Data Portal provides the rail industry with high quality climate data to assist decision making in the context of climate change.

‘Whether it’s decision-making about the frequency of extreme weather events in the UK, or the uneven influence of sea level rises on different areas of the country, the Climate Data Portal provides an authoritative source of information for rail companies to use to build resilience not just for the coming years, but for the coming decades.’

A changing climate for rail

Weather and the rail industry have always been intertwined. Whether it’s the dreaded ‘leaves on the line’, strong winds bringing obstructions to the track or temperature extremes, the weather has always been influential on the efficiency and durability of the rail network. The Met Office also works directly with operators to mitigate the dayto-day impact of the weather, including low adhesion risk predictions, bespoke data and consultancy.

In a changing climate, extreme weather events are becoming more frequent and more severe. The record-breaking 40.3°C recorded at Coningsby in 2022 was a

landmark moment for the UK climate and the ten warmest years on record in a series since 1884 have all occurred since 2003.

Data on temperature extremes can be used to understand the impacts on transport infrastructure, health and energy demand.

For example, days above 25°C can indicate when trains could be disrupted due to overheating of railway infrastructure.

But it’s not just temperature extremes that are being influenced by climate change, with many other factors also able to impact the long-term efficiency of the UK rail network, including changes in rainfall patterns and intensity.

Met Office Head of Climate Services Professor Jason Lowe OBE said: ‘Historically, climate science has defined the problem, now it’s moving to help with the solution, providing information at a local level which is highly relevant to UK organisations.

‘By combining the Met Office’s latest projections with Esri’s geospatial tools, the reach and value of this data is greatly extended. UK stakeholders can investigate 47

DATA MEASURING

Data on temperature extremes can be used to understand the impacts on transport infrastructure, health and energy demand. For example: • Days above 25°C can indicate when trains could be disrupted due to overheating of railway infrastructure.

• Nights above 20°C can indicate heat stress as night time temperatures impact the body’s ability to recover from higher daytime temperatures.

• Days below 0°C can indicate transport disruption and increased energy demand for heating.

Met Office data and information where they want to access it.

‘There are numerous industries that utilise Esri GIS software, so it is significant that they wanted the best environmental data available to make better decisions for their sectors to thrive in a changing climate.’

‘The Climate Data Portal is a giant step forward in making climate data more usable for UK stakeholders’ commented Pete Wilkinson, Managing Director of Esri UK. ‘Climate change presents a major challenge and this challenge is a geographic one. Using geospatial technology as a delivery mechanism for climate data makes it quickly accessible and usable in spatial and temporal analysis, helping to identify at-risk areas and develop location-specific action plans.’

The Met Office Climate Data Portal is free and available to access now at https:// climatedataportal.metoffice.gov.uk/ For more information about the Met Office’s bespoke services for the rail industry, visit https://www.metoffice.gov.uk/ services/transport/rail

Met Office their physical climate risks over the next 50 to 100 years. The latest climate projections (UKCP18) reveal a greater chance of warmer, wetter winters and hotter, drier summers and these help users plan and prepare for extreme weather, climate change and the reporting which new regulations, linked to climate change, will require.’

The Met Office Climate Data Portal contains over 60 different data layers, guidance and applications, many of which can be applied to the safe running of rail and transport infrastructure.

As well as temperature extremes, the rail network is impacted by other severe weather, including rainfall and storms.

Long-term shifts in weather patterns as a result of climate change has the potential to disrupt operations to a large degree.

Alex Woods continued: ‘We know the UK climate is changing already and will continue shifting to varying degrees in the coming 48

years and decades. At its core, this means impacts for the rail industry which will need to be mitigated against in the coming years.

‘It’s hoped that this data will help rail decision-makers think about how to manage impacts in future, while also working across the wider transport industry to understand the holistic impacts and actions organisations can take to manage risks in a changing climate.’

Data-driven decisions

Met Office Markets Director, Ian Cameron, said: ‘The Met Office Climate Data Portal is a vital progression to put our pioneering science data in the hands of the people who need it, in a format that is most useful to them, to enable people to make better decisions to stay safe and thrive.

As a globally recognised climate science organisation it’s crucial that we work proactively with partners to provide expert

The Met Office is the UK’s National Meteorological Service, providing 24x7 world-renowned scientific excellence in weather, climate and environmental forecasts and severe weather warnings for the protection of life and property.

Esri UK

Founded in 1969, Esri is the global market leader in Geographic Information System (GIS) software, location intelligence and mapping and today has 4,000 staff in 73 countries. Esri UK has over 450 employees with offices in Aylesbury, Cambridge, Edinburgh and Belfast. Customers include the Met Office, Transport for West Midlands, TfL, Atkins, East West Rail and HS2.

Visit: www.esriuk.com Social: @esriuk LinkedIn: esriuk

49

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FREIGHT

Intermodal Transport for Freight Clive Thomas, Commercial Director at Solent Stevedores outlines the work being done at the Port of Southampton

E

ach year, £30 billion of freight is moved around the country by rail. In 2020, this represented an 8.6 per cent market share. To put this statistic into context, road freight accounted for 89.1 per cent of freight lifted in 2020.

Moving cargo around the UK as well as exporting internationally, inevitably has environmental implications. With each mode of transporting freight presenting its own challenges and opportunities, we’re beginning to see the environment becoming a priority for each point on the supply chain from Original Equipment Manufacturers (OEM), port operators and cargo handlers.

At the very highest level, the Government’s response to recognising a need for greater environmental management has driven the Future of Freight plan published in June 2022. In this report, the Department for Transport, has set a target to be Net Zero by 2050 with additional ambitions to support and encourage a shift to multimodal transport.

To facilitate this shift and enable more cargo to be transported via rail, companies are responding by investing in their services and infrastructure.

Solent Stevedores, a family-run company operating for more than 20 years and across seven locations in the UK and internationally, have undertaken many phases of investment at the Solent Rail Terminal at the Port of Southampton. Each phase ensuring that the rail terminal is fully equipped to meet the needs of intermodal transport now and into the future remaining one step ahead of the industry at each point. The Terminal is open access and can therefore offer rail slots to any of the UK’s Freight Operating Companies.

The latest phase of investment at the Solent Rail Terminal in the Western Docks represents a £17.5 million investment in partnership with Associated British Ports to significantly upgrade Southampton’s rail and container offering.

This investment which broke ground in late 2022, is expected to complete at the

beginning of 2024 and will enable Solent Stevedores to accommodate additional rail services to the rail terminal and handle up to 180,000 containers which is a 125 per cent increase.

The project has been undertaken across three phases to ensure continuity of operations at the site and once complete will provide laden and empty container handling, storage, maintenance, and repair linked to the existing intermodal rail transport site within a single-site boundary. The project and the wider business was recognised at the Annual Rail Freight Group Awards dinner with the the Driving Freight Growth and the prestigious Business of the Year Awards.

Not only does this infrastructure upgrade offer a logistics solution, but the benefits to the environment are clear. Rail freight emits around one quarter of the CO2 and emissions of HGVs per tonne mile travelled.

While it is widely considered that each freight train takes 76 lorries off the road thereby improving local air quality, rail

freight movements from April 2020 – March 2021 resulted in 5.56 million lorry journeys avoided.

Opting to shift cargo transport from road to rail reduces congestion, transportation time and the cost of imported goods. Not only does this multi-modal transport make sense in terms of logistics and supply chain but it’s the right thing to do for the environment.

Neighbours of Solent Stevedores at the Port of Southampton, DP World, recently announced its Modal Shift Programme which is being trialled at their Southampton Logistics Hub and offers customers a financial incentive to move their imported goods off the road and on to rail, cutting carbon emissions and air pollutants. DP World have a taken a positive step by launching this initiative to underline their own commitment to preventing as much as 30,000 metric tonnes of carbon dioxide being emitted per year. Their support for the rail sector is a vital piece of the jigsaw.

51

FREIGHT

further encourage the shift to multimodal transport, network capacity for freight must be maintained and strengthened and a supportive regulatory environment needs to be developed. It’s time to act.

The case for moving freight from road to rail is strengthening. Not only is it actively encouraged by the Government’s Net Zero target, it benefits the environment and creates streamlining in the supply chain with a site like Solent Stevedores’ Solent Rail Terminal offering all container services on one site.

So why is that the total freight moved (by rail) from April to June 2023, was 3.92 billion net tonne kilometres which was a decrease of one per cent compared with April to June 2022.

More ambitious investment projects need to come forward to support the future and growth of rail freight and to

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- 5.30pm 7.0-0am - 5.30pm 7.00am 5.30pm 7.00am

Clive Thomas is Commercial Director at Solent Stevedores.

Clive has been working in the ports industry for 27 years holding senior leadership roles. At Solent Stevedores, Clive covers the range of locations, sites, sectors and customers within the Group Portfolio developing new opportunities and enhancing existing customer relationships.

0pm 7.00am - 5.0 - 5.00pm 7.00am - 5.00pm 7.00am

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FREIGHT

Freight Expectations

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A 2023 report from Rail Partners outlines how rail freight can support Britain’s economy and environment

ail Partners’ report Freight Expectations: How rail freight can support Britain's economy and environment identifies a potential economic benefit to the UK economy of nearly £5.2 billion annually, should government set an ambitious target to treble rail freight by 2050.

The report also found that due to recent innovations in the freight sector, a typical freight service produces 76 per cent less CO2 per tonne than the equivalent movement by road and a single freight service can remove up to 129 HGVs at a time – helping to deliver decarbonisation, improve air quality and reduce road congestion.

New analysis led by Aether estimates that in 2022 the freight sector removed 6.4 million lorry movements in total. Aether’s research for Rail Partners using Department for Transport’s Transport Appraisal Guidance (TAG) cost-benefit analysis appraisal tool, shows that a trebled freight market in 2050 would be worth £5.2 billion annually to the UK economy.

Rail Partners is calling for a commitment to set a target to be enshrined within legislation. The rail freight growth target should be assessed using the freight moved metric (measured in tonne kilometres) and underpinned by shorter-term targets, linked to Great British Railway’s (GBR) fiveyear funding periods, so there is alignment between freight growth and the GBR business planning process. Though there is recognition that, in practice, freight growth will not occur in a steady, linear way and will be linked to a range of factors including wider economic performance and the delivery of infrastructure projects, shortterm targets will ensure that the industry remains on track to treble freight by 2050.

Carbon footprint

In January 2023 Freightliner started a new service for Ocean Network Express (ONE), connecting the Port of Southampton with Coatbridge, outside Glasgow, using GD+, a revolutionary new alternative fuel, between Southampton and Crewe, and electric locomotives between Crewe and the Central Belt of Scotland. GD+ is a type of Hydrotreated Vegetable Oil (HVO), with an additional additive that improves air quality. Using GD+ and electric traction for this 700-kilometre journey instead of diesel locomotives reduces carbon emissions by 54

FREIGHT

up to an additional 80 per cent (compared to diesel) – increasing yet further the attractiveness of rail freight.

Using modelling that assesses rail freight’s environmental performance across 17 representative freight flows using the Railfreight Energy and Emissions Calculator (REEC), developed with support from the DfT/Innovate UK First of a Kind (FOAK) programme, Rail Partners’ analysis shows that a diesel-hauled rail freight service produces 76 per cent less CO2 per tonne compared to road.

This favourable comparison is in spite of recent improvements made across the road sector. Longer, heavier and more direct rail freight services reduce carbon emitted per tonne substantially – for example a jumbo construction service between Merehead and Acton reduces carbon emissions by 87 per cent compared to road.

As industry looks to use more alternative low-carbon fuels, like Hydrotreated Vegetable Oil (HVO), rail freight’s carbon footprint will be reduced further. Incentives to accelerate the use of low-carbon

fuels, as a stepping stone to rail freight decarbonisation, should be explored further.

Rail freight also has advantages from an air quality perspective. Whereas HGVs travel through dense urban areas emitting NOx and particulates by the kerbside, typically near to the general public, air pollutants produced by rail freight are generally emitted further away from people, and often in a contained environment where railway cuttings, tunnels, fencing and buildings can act as shields, limiting the impact on human health.

55

FREIGHT

GB Railfreight has invested in 30 Class 99 bi-mode locomotives that are capable of operating using electrification, or a lowemission diesel engine for nonelectrified routes. Designed and built in collaboration with Stadler and Beacon Rail, the Class 99 – the first heavy freight locomotive capable of hauling mainline speeds and tonnages on UK rail networks – will run from 2025 and is intended to replace existing dieselonly powered Class 66 locomotives. Bimode locos will play an essential role in reducing carbon emissions while network electrification is implemented.

Office of Rail and Road statistics

According to Office of Rail and Road’s Freight rail usage and performance report for January to March 2022, there were 213,513 freight trains that ran on the mainline network in April 2021 to March 2022. This was up 12.7 per cent compared with one year ago and up 1.9 per cent compared with two years ago.

Four operators had increases in freight train kilometres compared with both one year ago and two years ago; Colas Freight, GB Railfreight, Direct Rail Services and Devon and Cornwall Railways. The increase in freight train kilometres for Colas Freight was 35 per cent compared with two years ago, which was the largest percentage increase over this timescale.

Freight moved in Great Britain rose to 16.87 billion net tonne kilometres in April 2021 to March 2022. This was an increase of 11.3 per cent compared with April 2020 to 56

‘Setting an ambitious rail freight growth target – underpinned by legislation – is critical to capturing the benefits that a vibrant rail freight sector can offer.’

Andy Bagnall, Chief Executive Rail Partners

March 2021 and an increase of 1.8 per cent compared with April 2019 to April 2020. The market share for freight moved by rail was 8.6 per cent in 2020.

Solent to the Midlands Multimodal Freight Strategy

In June 2021 Network Rail and National Highways released the first phase of the Solent to the Midlands Multimodal Freight Strategy. The strategy represents a landmark step forward in collaboration between the organisations on strategic multimodal planning and a blueprint for government on how to consider key freight corridors from a cross-modal perspective.

The Solent to Midlands corridor was chosen as it represents one of the UK’s most important freight corridors, connecting the global freight and logistics

hubs of the Solent ports, particularly Southampton, with the ‘golden triangle’ of freight distribution in the midlands. The A34 linking the two is closely mirrored by equivalent rail routes and so these parallel routes are an ideal candidate for cross-modal analysis.

The strategy demonstrates how both networks could be used more efficiently, in terms of their overall capacity and their carbon footprint, outlining opportunities for new and enhanced freight markets and recommending National Highways and Network Rail: commit to continued joint working, remove barrier to rail freight growth, unlock new markets for transporting commodities by rail, and drive froward decarbonisation.

The study has begun to use data in innovative ways to identify freight flows with a potential to be switched to rail.

Altogether, the strategy and continued joint working will support the two organisations to free up road capacity through more efficient utilisation of the rail freight network.

Network Rail and National Highways are now committed to building on the strategy for this corridor and exploring similar opportunities for joint working.

Freight Reception

Earlier this year freight operators and their customers gathered with parliamentarians including Rail Minister, Huw Merriman MP, at the House of Commons at the Rail Partners Freight Reception to discuss the

FREIGHT

‘Autumn is normally the busiest period for the rail freight sector, but in 2022 usage was nine percent lower compared to the previous year – with volumes at their lowest since the data set was introduced in 1998.

Rail Partners is calling on government to set an ambitious target to treble freight by 2050 which will help to keep the UK on track to achieve its net zero commitments.’

benefits and opportunities of rail freight for Britain, now and in the future.

Jointly hosted by Daniel Zeichner MP (Labour, Cambridge) and Martin Vickers MP (Conservative, Cleethorpes, Chair of the All-Party Parliamentary Rail Group) The event put a spotlight on the importance of the rail freight sector to the economy and environment, with cross-party speakers sharing examples of where investment in rail infrastructure is needed to support rail freight across the country.

Speaking at the event Rail Minister, Huw Merriman MP told attendees the findings in Freight Expectations had reemphasised the importance of a long-term growth target for freight and that Government was committed to setting that target to deliver certainty for the industry. However, he would not yet commit to the scale of the target, instead commenting that the Great British Railways Transition Team were examining the evidence submitted by the sector and developing options ahead of an announcement later in the year.

Attendees also heard from the shadow minister for business and industrial strategy, Bill Esterson MP, who emphasised Labour’s commitment to working with the rail sector to deliver infrastructure

investments, including HS2 and Northern Powerhouse Rail, as part of their industrial strategy. He explained that the projects were set to provide not just speed, but also vital capacity, and would serve the economy while meeting climate commitments.

Highlighting the benefits identified by the Freight Expectations report, Rail Partners’ Chief Executive Andy Bagnall, said: ‘We can deliver a minimum of over £5 billion of economic benefits annually and remove 20 million HGVs from the road network each year. In the report, we set out the policy framework that's necessary for government to work in partnership with the industry to deliver that.

‘With the right government support, working in partnership with our freight operating members, it will enable them to respond to the needs of the wider business community as a critical part of a sustainable supply chain.’

Speaking about the contribution of freight and the findings in the report, keynote speaker, Becky Lumlock, Chief Executive of rail freight operator, Freightliner said: ‘Rail freight transports a vast array of essential goods and supplies.

Our customers range from shipping lines to supermarkets, from quarries to car factories

and from waste companies to whiskey manufacturers. We are linking companies across the country with export markets all over the world. The environmental and economic benefits of moving these critical goods are substantial, and the new freight report outlines how the sector delivers economic growth, supports our journey to net zero and contributes to levelling-up.

‘I strongly believe that there is a bigger role that rail freight can play in supporting UK plc, which is why we’re calling for the Government to set an ambitious long-term target to treble volumes by 2050. That would be a real step-change.’

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Helping our clients connect with the future 58

transport@dca-design.com

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Comfort Conundrums and Design Solutions The subjective nature of comfort inevitably poses problems for designers, not least because, in a regulated travel market, there are legislative standards to meet

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ail and airline operators want to provide their best service offer in a form that meets the needs of passengers across a spectrum of different routes and journey times. People come in all shapes and sizes with differing needs and preferences. What is perceived as soft and welcoming by one person may be considered lacking in form and support by another. This diverse range of use cases and personal preferences poses a multi-factorial problem when designing mass transit seating for comfort.

This ‘comfort conundrum’ is best tackled by a development team that embraces human factors, engineering, and creative design – supported by the ability to dynamically build, test and modify practical rigs. While no one element dictates that a seat will be comfortable, some key features can make a difference. It is the role of the designer to strike the right balance between these to achieve an optimal solution that will satisfy the largest number of people.

Comfort is a vital part of seat design and a key area with scope for innovation and differentiation. It is a topic that is

5% female

currently experiencing renewed attention.

The recent UK Rail Industry Guidance Note (GMGN2696; an updated version of RSSB report T1140) refers to Commitment 41 in the Williams-Shapps Plan for Rail, published in May 2021. This report acknowledges that, with an emphasis on accommodating more passengers, the designs of some new trains have compromised passenger comfort. The Guidance Note is clear that this balance needs redressing.

This reminder is timely, since in the postCovid world, there has been a change in commuting patterns. Many people are now actively avoiding the traditional ‘rush hours’, opening up the possibility of fewer seats and more space in our public transport vehicles.

Perceived seat comfort

The challenges of designing for perceived seat comfort are summarised in the diagram below that breaks down the influencing factors into four distinct areas: the seat (Product), the journey type (Activity), the passengers (People), and the space (Environment). Our primary focus in this article is to consider the blue sector of this

diagram (Product), which addresses the practical considerations directly within the control of the seat designer. We use the factors in the outer ring of this sector as sub-headings to highlight the key seat design issues, while acknowledging the impact of the other three sectors on our design decisions.

Format

Before designing the detail of a seat, it is imperative to define the seat format. The seat format will be heavily informed by the journey type (the red Activity sector). The specification of the seat format will differ between very short sitting durations, such as those on metro services, often with frequent stops; medium length journeys on regional trains; and the extended sitting durations experienced on intercity trains.

Here we have chosen to focus on a generic passenger seat aligned with the direction of travel, facing forward or rearwards. However, the insights are generally transferable across all formats of transport seating.

95% male 95 -120° seat squab to seat back

540 - 680mm underside of headrest to seat

25 mm minimum b thickness

squa

50 mm seat cushion thickness

185- 235 mm t armrest heigh

Anthropometric range

120-200mm tablet depth

95% Male

5% Female

400ref.

2-12° seat cushion angle

440±10 seat height

Compliance Factor Spring Rate

650±5mm leg room clearance

1 2 3 4 5 6

Pressure Distribution

*patent pending

695 - >766mm legroom

GMGN2696 Seat guidance dimensions

Active Comfort System Parameters

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Size and shape

The size and shape of the of the seat will be determined primarily by three factors: • The passengers (the yellow People sector).

• The demands on space (the green Environment sector).

• The format of seating.

The seat frame itself can contribute to this complex blend of softness and support.

It may include some form of spring or air suspension. Strapping or webbing can be incorporated. Or the frame itself may bend or deform elastically.

Adjustability features

Seat adjustability adds a further level of complexity to the seat design compared with fixed solutions. As one element, for example the seat back angle, is adjusted, other elements, such as the seat cushion angle, should also be changed. If the seat back angle is adjusted in isolation, the occupant will become uncomfortable and is also likely Materials and finishes to slide forward on the seat cushion.

The materials that make up the various In some seats, such as high-end elements of a seat interact in a highly automotive seats, the occupant can control complex fashion to deliver a unique seating multiple elements independently to achieve experience. When they sit down, most their preferred combination of positions and people appreciate a small amount of give geometries. In other cases, like some first from their seats. It is nice to feel the seat class rail seats, multiple elements are linked cushion beneath us absorb the impact, to and adjust together to maintain a preferred respond in a welcoming fashion to the act of posture group. sitting down. However, if the seat cushion To further complicate things, the is too soft, we sink in too far and can end optimum softness or firmness of the seat is up in an uncomfortable postural position, not a fixed requirement. The ideal solution particularly if we are sitting for long periods. will vary depending on the way the seat is Space and weight can also be major issues used, as well as who is using it (their size with soft seats. If they are not sufficiently and shape; their weight and BMI) and the deep, there is the risk of ‘bottoming out’ stage of their journey. It is also likely to and hitting the rigid seat structure beneath change as the seat is adjusted, so that the the cushion. optimal level of support will be different Just like high-end mattresses, some of in an upright position compared to a more the most comfortable seating experiences reclined posture. When we sit upright to eat are both soft and firm at the same time. or work, a notable proportion of our weight They include a more compliant section is in contact with the seat cushion. As we integrated together with a stiffer supportive recline the seat, weight is transferred from element. These soft and supportive elements the seat cushion to the seatback. As the can both be within the cushion itself and mass on the cushion reduces, it is desirable may be as simple as two layers of different to change the cushion’s firmness. density foam.

It is possible to envisage a seating Alternatively, they may include a complex system in which such firmness adjustment mix of materials, including springs, foams is achieved automatically to suit recline and meshes. angles and other sensed variables. These could include occupant mass, the Control activities being conducted (is Feedback required Duration & the infotainment system frequency Activity required Time to be playing a movie, or is available conducted food being served?) or Size & the duration of the Size & shape Activity shape journey completed.

Alternatively, Weight the option Weight & CoG & BMI for manual adjustment could be provided Adjustability Experience & Product People expectations – allowing & features passengers to dial Capabilities the seat stiffness (physical, Materials up or down to sensory, & finishes suit their current cognitive) requirements.

Emotional Environment Such a system Format state has the potential to transform Vibration Proximity Temp & forces to others (including a passenger’s Acoustics Air Light airflow, experience of & odours humidity) quality levels comfort when travelling.

However, Guidance Note GMGN2696 simplifies the designer’s task in this respect by offering clear guidance on seat dimensions, while in the EU, a EuroSpec document has been released that provides a very similar approach and level of detail.

Active comfort system

Inspired by this vision of active comfort control, DCA has been exploring ways that we might provide passengers with the ability to interactively change the physical characteristics of their seat cushion to control the firmness of the cushion support.

Making this an adjustable feature allows each person to adjust the seat to suit their physical needs, and to do so dynamically as these needs change through their journey.

The resulting patent pending ‘Active Comfort System’ controls the cushion firmness experienced by the passenger via a variable tension fabric membrane positioned between two distinct cushioning layers, each designed to offer a different level of compliance, using a combination of springs, foam or non-woven materials. The tensioning system may be manually actuated or automated to adjust the tension in the membrane, thereby varying the degree to which the lower cushioning layer contributes to the seat cushion softness. Using the interaction of the tension membrane with this dual cushioning setup, each person can set the cushion firmness and compliance to suit their instantaneous preference.

We believe that the ‘Active Comfort System’ goes a long way to solving the comfort conundrum. One of the many advantages of active seat comfort control is the ability to adjust the feel of the seat over time. At the start of a journey, the seat cushion can be soft and pliable. Then, as the journey progresses and perhaps tiredness sets in, the seat cushion can be made firmer and more supportive. Placing this level of control into the hands of the user means that we can cater for their individual and changing requirements, both physical and psychological.

We presented a proof of principle demonstrator of the system at the Rail Interiors Show in Prague in October 2023 to a very positive reception and it has been short listed for the Technological Innovation of the Year Award at the RedCabin Railway Interior Innovation Summit hosted by OEBB in Vienna.

Perceived Comfort

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Tel: 01926507142 Email: paul.rutter@dca-design.com Visit: www.dca-design.com

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When did you join the company?

I joined Diamond Rail Services in November 2020 having been their customer for three years on a rail refurbishment project.

Joining the business mid Covid and having not worked in Sales before was a tall order and was exactly the challenge that I needed.

During Covid many SMEs in our line of work were met with lack of investment due to changing plans and uncertainty. My mission was to diversify the business to ensure we were less dependent on project and cyclic funding. Diamond also wanted to boost the brand and ensure that Diamond was a brand associated with Quality and the highest customer service offering.

JENNY DEMPSEY BUSINESS DEVELOPMENT DIRECTOR AT DIAMOND RAIL SERVICES For the last three years Jenny Dempsey has been working on Business Growth and Development for Diamond Rail Services. Having been a train operating customer for six years previously, Jenny promotes a great balance and offering as a supplier. Prior to Rail, Jenny has worked in Customer Service Management in retail.

DIAMOND RAIL SERVICES Diamond has been working in rail for over 40 years. From its large manufacturing facility located in the heart of Yorkshire, just outside Sheffield it provides services in engineering, logistics and project management but also customer service and delivery in the railway industry.

Want to know more about Diamond Rail Services?

Tel: 0114 2570909 Email: info@diamondrail.co.uk Visit: www.diamondrail.co.uk

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What success have you experienced in the last twelve months and how do you measure success?

Following the rebrand in February 2021, Diamond’s strategy was to offer turnkey solutions for rolling stock projects. This year we have started two large scale turnkey interior projects working with OEM’s, the supply chain and project managing the end to end process. Success for us is measured in Customer satisfaction and a positive reputation for quality work. Both of these projects are delivering and the positive working relationships continue.

Success is also measured on helpfulness.

One of our tag lines is to provide solutions, and that is our motivation with all new enquiries and existing customers.

Particularly our service ‘Diamond Front of House’ which was designed to fill a gap between train maintenance and train presentation with benefits to several stakeholder across Train Operating Companies, Owners and Rail Users.

Engagement in this concept, and even the phrase ‘Front of House’ being used frequently in the sector is a great success personally and for Diamond.

What was the inspiration behind Diamond Front of House?

Having worked at a train operating company delivering rolling stock refurbishments, I witnessed challenges with the processes in place post refurbishment to keep the units looking fresh. Post project engagement is often lacking with the right stakeholders.

Upon joining Diamond, I had several conversations, meetings and coffees with train presentation managers across TOCs who were experiencing the same thing. The gap between train presentation and train maintenance was identified and validated.

Diamond Front of house is not a set offering of products and services. The inspiration is to make an actual difference for the Customers delivering the service and the customers using the service. In order to do this, we are listening to challenges and needs of our customers and suggesting what would make a true difference and

impact, and within the challenging budgets post covid. This makes for a bespoke service offering to each customer that fulfils the unique requirements that come with each type of route and traction.

How have the products and services you offer developed over the years?

Before Diamond Front of House was born it was actually called ‘Spruce’, however with a regional accent this didn’t catch on as well when I was having conversations about the service offer. Having now completed Front of House campaigns with five customers on seven traction types, we have a wealth of data and knowledge to draw upon to ensure our proposals are accurate and effective to achieve the scope.

With regards to our turnkey project offering we have grown our team and expertise to ensure quality delivery. Our team has seen additions of those who have a lot of experience in rail and have brought with them lessons learned and process improvements. We have also recruited to our team those who have no experience in the Rail sector. Their new and unscathed view is extremely valuable to our processes and delivery and has helped us continually improve.

As a business we constantly ask for internal and external feedback to learn how we are performing. Holding frequent meetings to maintain our Quality Management System we discuss continuous improvement and change instigations so that our offer continues to meet the needs of our customers.

What are some standout projects you’ve been involved in over the years?

My personal stand out project was working with Northern Trains communications team to deliver a campaign called ‘Proud to be Northern’. This was a staff engagement event held at locations from Carlisle to Hull, Newcastle to Manchester to communicate to Northern employees what the new franchise meant for them in 2017. Teams included operational, maintenance, revenue collection and office and management staff. Each day there as a visit from a Senior Leader to hold a Q and A. It was delivering this engagement event that my knowledge of the Railway challenges and interoperability of a business expanded exponentially. I am extremely grateful for having had that opportunity at that time in my career.

Working with Diamond, the standout project would have to be a more recent achievement. The completion of 29 three-car trains in six weeks with a Front of House interior scope to enhance the interiors of the Cross Country 170 fleet. There were doubts from the stakeholders that the predicted programme was achievable, and so it was great to show what we could deliver.

Due to our experience of work of this nature

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we knew what could be done with the right team, and Diamond had no doubts. It was great to exceed the customer’s expectations in this way.

I am also extremely proud of our internal projects. Diamond have invested in personal coaching for our management team, and as a team we have had joint sessions with Inspired Learning to work on our overall teamwork and efficiencies. The team although sceptical at first have fully engaged with this concept and we can all benefit from the improvements made in our working environment every day.

How do you work with the supply chain within this sector?

Through attendance at events and exhibitions we get to meet a broad range of suppliers. Should a discussion be of an interest then a follow up meeting is arranged to learn further about the service offering of suppliers and how they could support any works. The suppliers that we work with are crucial to our success and so positive working relationships are key.

We believe that we will only be as good as our supply chain and so open communication is prevalent in our interactions.

We have suppliers that we work with as partners, and this is a relationship that can

benefit both of us in the relationship. By working closely with another supplier and where needed having agreements in place, both businesses can expand their service offering and offer the turnkey approach that so many customers request.

past, it can be difficult to take another risk.

Diamond’s strategy and my personal take is to work with those who share the same values and way of working. This takes time, however when that relationship establishes itself, both businesses will thrive.

What are your views on collaborative working?

How do you make your business a good place to work?

Collaborative working fosters innovation and creativity by bringing diverse perspective and much more experience together. Collective ideas often lead to solutions that individuals may not have been able to come up with. Collaboration promotes shared ownership and accountability as members work towards the common goals and values. This enhances productivity but more so creates a working environment that is a supportive one and individuals can feel more valued.

This is where collaborations are superior to a customer supplier relationship.

Collaboration can also create skill development opportunities as members can learn from one another’s strengths and expertise.

This is great when working in a team.

However, working in the world of supply chain can be a little different. Collaboration will only work if there is trust, and where suppliers may have had that broken in the

This is all about the people that you work with. We are a small team and everyone has differing strengths and development points. We work to a policy of bring your quirks to work to create an environment of acceptance and safety to be yourself. The team promote a good balance of fun and work. We can spend time catching up on home lives and there is always laughter in internal meetings, however we work to deadlines, complete our processes and work with our QMS system to ensure that the delivery to customers is great.

To aid the wellbeing at work, we promote flexible working with most of our employees opting for a four-day working week. We have found that the same number of hours across four days improved productivity and gives people a better work life balance as well as saving money with travelling to work. We are a community that shares our values.

Positive, Growth Mindset, Flexible and Committed.

Diamond are a dynamic and growing business with a broad portfolio of service offerings, delivering high-quality value-added services throughout the rail sector.

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Improved Surface Preparation Operations

IMAGE CREDIT: RÖSLER OBERFLÄCHENTECHNIK GMBH

Effective shot blasting of steel weldments for rail cars as well as agricultural and construction equipment

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o meet today’s demands for quality and long service life, complex steel weldments used in the production of rail cars as well as agricultural and construction equipment require a shot blasting operation prior to painting. The continuous feed spinner hanger shot blast machines RHBD-K from Rösler were specifically developed for the automatic processing of such large and heavy components. The sophisticated equipment concept produces not only excellent shot blasting results, but it also allows the linking with subsequent painting systems. The overall results are better quality, higher productivity and excellent cost efficiency.

Modern rail cars as well as agricultural and construction equipment must meet strict demands regarding quality, long service life and cost efficiency. In this

The continuous feed spinner hanger shot blast machine (l x h x w: approx.

20,000 x 6,500 x 6,000 mm) with inlet, blast and outlet chamber, are usually equipped with eight to sixteen blast turbines. These are arranged vertically in four rows in an X pattern and offset from each other. Such a turbine arrangement ensures an excellent blast coverage on all surface sections of the steel weldments.

context an efficient manufacturing process, including the shot blasting operations for frame sections, base frames, wheel suspensions, cross beams, etc., plays a key role. In line with the respective technical requirements the shot blasting operation guarantees an optimal surface preparation through cleaning, de-scaling and/or derusting of the components prior to painting.

The continuous feed spinner hanger machines of the model range RHBD-K from the Rösler Oberflächentechnik GmbH were specifically designed for the continuous, automatic blasting of high volumes of steel weldments with complex shapes. Thanks to the ultra-modern equipment technology surface finishes of SA 2,5 can be achieved with surface roughness readings between six and twelve microns.

The modular equipment concept allows adapting the size and technical features

of the shot blasting machines precisely to the respective finishing job – be it as stand-alone units or the integration into manufacturing lines. Flexible power & free transport systems ensure that the components are continuously passing through the shot blasting, painting and drying systems without having to be loaded/ unloaded multiple times.

High performance turbines

The shot blast machines are equipped with the unique, particularly productive high-performance turbines of the model range Gamma G and Rutten Gamma. The individual turbine components can be supplied in different materials such as steel castings, tool or carbide steel or as combinations of these materials.

Compared to conventional blast turbines, the special Y design and optimum curvature 65

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of the throwing blades in the Gamma G turbines produces a much higher throwing speed and a more precise blast pattern. This results in a significantly improved shot blast efficiency. At the same time the turbines save a considerable amount of energy – on average the energy savings amount to about 25 per cent. Last-but-not-least, their special Y design allows using both sides of the throwing blades, resulting in an uptime that is at least twice the uptime of the throwing blades in conventional turbines. With the help of a quick-change systems the throwing blades can be easily exchanged without having to dismount the turbine from its housing.

The turbine type, size and number of turbines are individually configured to precisely match the customer requirements regarding productivity, operating & energy costs and maintenance.

Sturdy equipment

In front of and behind the blast chamber the RHBD-K blast machines are equipped with an inlet and outlet chamber. If required, the latter can be designed as a blast room for the manual post-blasting of particularly complex surface sections of the steel weldments. The blast chamber is made from wear-resistant manganese steel. Critical sections in the blast chamber contain an additional lining that consists of easily exchangeable wear plates, also made from manganese steel. This guarantees an optimal wear protection and ensures a long equipment life. Depending on the utilized blast media and the aggressiveness of the shot blasting process, other wear liners in the form of special steel castings and carbide steel are available. All equipment sections requiring regular service are easily 66

accessible. This helps not only to increase the equipment uptime but also reduces the operating costs.

Smart Solutions

In its efforts to adapt the rapidly expanding digitization and intercommunication of equipment and manufacturing processes to the shot blasting technology, Rösler has developed innovative digital solutions. The respective soft- and hardware modules are available in the versions ‘basic’, ‘advanced’ and ‘premium’.

Depending on the individual customer needs combinations of these modules can be made available. For example, they allow pooling the shot blasting parameters turbine RPM, blast media throughput and blasting time into one single operational value called ‘shot blasting performance’ and to record all factors affecting the shot blasting quality.

The real-time monitoring of all consumptive values such as energy, compressed air and blast media usage provides valuable information regarding the actual condition of the shot blast equipment.

At the same time, the archiving of the actual operating parameters allows detecting operational trajectories and trends.

For the purpose of preventive maintenance and minimization of unscheduled equipment downtimes the run times and downtimes of each single turbine are recorded. This facilitates the preparation of maintenance schedules, which will result in higher equipment uptimes and improved production planning. Moreover, the recorded operational values help establish special lists with a ‘mail to’ function for the procurement of needed spare and wear parts.

For over 80 years, the privately owned Rösler Oberflächentechnik GmbH has been actively engaged in the field of surface preparation and surface finishing. As global market leader, it offers a comprehensive portfolio of equipment, consumables and services around the mass finishing and shot blasting technologies for a wide spectrum of different industries.

Its range of about 15,000 consumables, developed in Customer Experience Centres and laboratories located all over the world, specifically serves customers for resolving their individual finishing needs.

Under the brand name AM Solutions, Rösler Oberflächentechnik offers numerous equipment solutions and services in the area of additive manufacturing/3D printing. Last-but-not-least, the central training centre the Rösler Academy offers practical, hands-on seminars to the subjects mass finishing and shot blasting, lean management and additive manufacturing.

Besides the German manufacturing locations in Untermerzbach/Memmelsdorf and Bad Staffelstein/Hausen the Rösler group has a global network of 15 locations and 150 sales agents.

For more information, get in touch via the contact information below.

Rösler UK Limited 1 Unity Grove Knowsley Business Park GB-Prescot, Merseyside L34 9GT Tel: 0151 482 0444 Email: rosler-uk@rosler.com Visit: www.rosler.com

IMAGE CREDIT: RÖSLER OBERFLÄCHENTECHNIK GMBH

The Rösler Smart Solutions software allows the monitoring and controlling of work and production processes.

In addition, it helps to connect and process the relevant operational data.

Mass Finishing Efficient systems engineering and innovative technologies – powerful and economical

Surface Finishing is our DNA Shot Blasting Individual systems engineering and intelligent process solutions – reliable and energy efficient

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Rösler UK Limited | 1 Unity Grove | Knowsley Business Park | Prescot | Merseyside | L34 9GT Tel: +44 (0)151 482 0444 | Fax: +44 (0)151 482 4400 | rosler-uk@rosler.com | www.rosler.com

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IN CONVERSATION

When did you join the company?

I joined the company in January 2021 and began my formal college-based apprenticeship in the September.

What is your role within Kilborn Consulting Limited?

DANIEL MCSHARRY ASSISTANT SIGNALLING DESIGN ENGINEER (APPRENTICE) AT KILBORN CONSULTING LTD Having joined Kilborn as an apprentice in January 2021 with no experience in railways or engineering, Daniel has been involved in a number of projects involving scheme plans, location case design, ESR/TSR design, Signal Sighting Assessments, and more.

‘Sustainability is about having a perspective of life and the world that goes beyond yourself’ How did you get started in the industry?

Prior to this role, I was working for a wholesale company who sell furniture components. I spent some time in the warehouse, picking products for customers, and some time in the office as Purchasing Assistant. It was a poorly run company with a toxic work environment and, with the arrival of our first child and all that brings, it all began to really affect my physical and mental health. I had no qualifications and certainly no experience in engineering, let alone railway signalling.

My dad started Kilborn Consulting Limited when I was six years old, and there was never pressure to join the business.

However, I got to a point where I was stuggling so I reached out to him to see if there was any role I could play in his company. I would have been happy just to make the teas; I couldn't have imagined finding my feet in railway signalling. We looked into apprenticeship options and the rest is history.

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I am an Assistant Signalling Design Engineer apprentice, which means I produce CAD drawings of various types under the mentorship of more senior designers. Our projects vary a lot, from location case design, to designing the signalling for a new depot.

I assist at various stages of projects, having produced correlation updates, detailed design updates, commissioning, AfC, and final records updates, at different times and all for a range of projects.

Tell us about your career before you joined Kilborn Consulting Limited.

I started my working life working with young people, as a support assistant in a local college, and then as a youth worker in church and schools. I then made a pretty bad judgement call and left that job, only to find myself working for a temp agency doing factory/production line and warehouse work. I got a permanent job in this area for a while to make ends meet as I didn’t have any qualifications above GCSE level. I worked for that company for just under three years until, as mentioned previously, I became desperate to leave due to poor treatment and the working environment.

What challenges have you faced in the industry?

Having no experience or prior knowledge of engineering or railway signalling, I had a very steep learning curve in order to get to a place where I could do my job relatively independently. The learning curve is ongoing, but I think it has flattened slightly now after almost three years! In order to do design work completely independently you require a license from the IRSE (Institute of Railway Signalling Engineers), this takes some time to obtain as you need to provide evidence of your knowledge and experience. Therefore, I have been unable to do any design work without having been mentored, this has hindered things when trying to meet deadlines or finding people to undertake new work.

are they solving a current issue for us now or is this a long-term solution that enables future generations to benefit from it? Are we creating more waste by doing things a certain way? Are we creating longer lasting things using sustainable materials and using sustainable methods? These are all things we need to think about when considering sustainability and future generations.

KILBORN CONSULTING LIMITED Kilborn Consulting Limited is an independent railway engineering consultancy and design business.

We specialise in the design of new and altered railway Signalling, Level Crossings and Telecoms systems for the UK railway infrastructure. We are approved as suppliers to the Railway Group through the Achilles RISQS Audit regime. Kilborn Consulting Limited is a design and consultancy with a wide support network of specialist partners.

We have no affiliation to suppliers which enables us to provide a fully independent advice service with over 23 years experience. Alongside our growing reputation as a professional signal and telecoms engineering house, we have developed excellent working relationships with other organisations and individuals in the field. As a result, where assignments dictate, we are able to call on the support of competent resources in disciplines closely related to our own to the benefit of our clients.

What does sustainability mean to you?

In essence, sustainability is about having a perspective of life and the world that goes beyond yourself. Acknowledging that your life is not all there is, that there will be more people, more generations after you that will inhabit this planet and need its resources and who deserve to enjoy it. Therefore, that affects how we work, the things we design and build, the solutions we come up with;

Want to know more about Kilborn Consulting?

Tel: 01933 279909 Email: info@kilbornconsulting.co.uk Visit: www.kilbornconsulting.co.uk

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

Email: pmcsharry@kilbornconsulting.co.uk Phone: 01933 279909

www.kilbornconsulting.co.uk

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IN CONVERSATION

‘Questions must be asked when domestic air travel is cheaper than taking the train!’ keen focus on the Rail sector and am pleased that my work with Kingfisher allows me to concentrate and grow our offering.

How has technology developed since you started in the industry?

During my time within the lighting industry I have witnessed huge leaps in technology, allowing for more efficient, sustainable solutions that deliver much better results.

In my first role, the only LED product available was a primitive fitting that had to be specially requested (which it rarely was).

We’ve seen the fall in demand, and even the banning of some old technology products in favour of higher efficiency and a longer life span.

Tell us about Kingfisher?

Kingfisher has been developing and manufacturing high quality exterior lighting solutions for over 35 years. We enjoy exclusive partnerships with high end Italian brands AEC and Arcluce, making our portfolio even greater. As part of the Luceco Group, we enjoy investment into new products and technology, meaning we can create world class products for our customer base.

LIAM WATSON HEAD OF RAIL & INFRASTRUCTURE AT KINGFISHER LIGHTING LTD With over 12 years in the industry, Liam has seen the development of LED technology and now the sustainable revolution within the lighting industry.

Liam has worked with a range of highprofile clients and helped support and develop a great number of rail projects all over the UK.

What is your Unique Selling Point?

KINGFISHER LIGHTING LTD Kingfisher develops and manufactures high quality exterior lighting solutions.

Want to know more about Kingfisher Lighting?

Tel: 01623 415900 Email: sales@kingfisherlighting.com Visit: www.kingfisherlighting.com

Over the years we have streamlined our business to offer a great many advantages including holding vast stocks in our midland’s-based warehouse, operating our large delivery fleet which hosts specialist lifting equipment to make transition of goods on site simple, as well as being FORS accredited.

Our technical experts sit on the panels of many top industry bodies, meaning we remain fully up to date with developing trends, guidance and standards. We boast 14 fully qualified lighting designers within the business, who are able to supply our clients with lighting levels, ROI calculations, 3D rendered imagery plus more. The list goes on What types of products and services do you offer?

What is your role within Kingfisher?

My role in the company is to lead the Kingfisher Rail division and introduce the brand to customers within the Rail industry.

I assist in the identification of potential product development areas and ultimately grow the business within the sector.

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Tell us about your career before you joined Kingfisher?

Previous to my role at Kingfisher, I gained a great deal of experience working for two other lighting manufacturers within the rail sector, however my focus was spread across a number of industries. I have always had a

Our flagship product within the Rail division is the VAILO Bollard. A GRP bollard developed specifically for drivers’ walkways, rail sidings and pathways. Sleek in design to save space on an already congested walkway, bespoke optical systems that offer up to 12m spacings and achieve LUX requirements, and all at a great price! Aside from this

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VAILO The GRP Bollard with Superior Spacings Designed and engineered in the UK, VAILO is manufactured from high grade GRP and hosts a bespoke optical system that offers a range of outputs.

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IN CONVERSATION

we offer columns and bracketry solutions perfect for trackside installations, as well as luminaires perfect for all areas of the stations, service yards and trackside spaces.

How passionate are you about sustainability in the rail sector, and how do you go about sourcing the materials for your products?

Sustainability and environmental factors are at the heart of our product development and business improvements. We now offer full circular economy scores with all our products, have reduced the use of single use plastics by up to 96 per cent across our product ranges, as well as designing all our products to a circular economy model. As part of the wider group of companies, we are set to be carbon neutral by 2025.

In terms of materials, we have a strict audit process for our material suppliers to ensure they follow sustainable practices. Our in-house R&D team work closely with each supplier to make sure only the highest quality and most sustainable materials are used.

In an effort to assist and educate our clients, we offer a number of CPD courses including ‘Environmental Impact of Outdoor Lighting on Wildlife’, as well as ‘A Guide to Circular Economy’.

What would you say is the most exciting technology in the industry?

In lighting, there are a couple of newer technologies I feel excited about. Firstly, would have to be GRP. The savings in traction bonding, as well as designs and earthing on site is significant. Secondly, our bespoke optical distribution technology is very exciting. Most bollards have circular, symmetric distribution which mean half of the light is wasted and not on the task area. VAILO has a specially designed optical package which limits spill light and maximises distance between lighting points – all of which add to the reduction of materials onsite, energy usage and ultimately project and running costs.

How can we get more use of the rail assets and what is your vision of rail in ten or twenty years?

For the wider rail industry, we must find a way to enhance the affordability of rail travel. Questions must be asked when domestic air travel is cheaper than taking the train! Supply chain partners can help reduce running costs. The use of sustainable and long-lasting materials, GRP has a significantly longer life cycle than

‘In an effort to assist and educate our clients, we offer a number of CPD courses’ traditional steel construction and of course the price point. Lighting is such a small part of any project but every little helps!

What are your views on collaborative working?

It’s the only way to work in my opinion! If we have the opportunity to work with an engineer before they start the design, we can often point them in the direction of the best optical package for the project. A simple change in optics can sometimes save significantly on quantities. Full transparency on lead times is also crucial, which is why early conversations around build plans are welcome to any manufacturer. We take a holistic approach to any project, ensuring the specifier, the contractor and of course us, the supplier are all on the same page as ultimately we all want a seamless and successful build.

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standard is just the beginning 72

IN CONVERSATION

How did you start at Arthur Flury?

It seems a long time ago now, but I was approached by a professional recruitment company who had been commissioned by a specialist manufacturing company in Switzerland, which was seeking someone to lead their new business in the UK and to establish a subsidiary company. I joined in mid-2010 and following extensive induction and training, Arthur Flury (UK) began trading on 1 September 2010. I am grateful to customers and to the industry for the welcome I was given after entering the business and their help and assistance during the early days.

PAUL CULNANE MANAGING DIRECTOR AT ARTHUR FLURY (UK) LTD Paul Culnane has led Arthur Flury UK Ltd, based in Milton Keynes, for the past thirteen years. Prior to joining the rail industry, he accrued significant experience at board or senior level within the electronics, computer accessory and electro-mechanical arenas.

What challenges have you faced in the industry?

At a personal level, it has been acronyms. I have never previously worked in an industry where they were so common – or so difficult to guess! In a professional mode, it has always been hard work to identify projects, timescales and material requirements. This stems from the top, so that by the time things trickle down, the information is either provisional, strung with caveats or is non-existent. We pride ourselves on helping out when faced with genuine emergencies or within lead time requirements and on one occasion we supplied a special neutral section within days, rather than weeks, following an accident where a train derailment caused a dewirement.

How long has your company been in business?

ARTHUR FLURY (UK) LTD

The company was established in Switzerland during 1920 and until only a few years ago it remained a family-owned business. Our UK office was opened during 2010 and we also have successful subsidiaries established in Italy and India.

What types of products and services do you offer?

We are a precision manufacturer of specialist components for use within the Overhead Line Equipment on tram, light rail, mainline rail and high-speed systems.

Our extensive range covers clamps, splices, forked collar sockets, conical couplers, droppers, section insulators and neutral sections as well as live line indicators and bird protection profiles. We cold-form our steel and CuNiSi alloys because this results in more precise, lighter-weight products with excellent electrical conductivity, while offering hardness and resistance to harsh environments.

In the UK our products have Network Rail PADS approval and are included within OLEMI, UK1, Series 1, Series 2 and UKMS catenary designs. We test in-house to the applicable norms for different products and our modern factory is fully certified to ISO9001:2015, ISO 14001:2015 and ISO 45001:2018, to assure customer confidence.

When a client comes to you with a particular problem, what’s your process for coming up with a solution, and how closely do you work with clients throughout the projects?

The key action is to discover what is the customer’s required output or result. With more than one hundred years’ experience to draw upon, our dedicated engineering team will consider potential solutions to be discussed with the customer.

First and foremost, our approach centres around comprehending and pinpointing our customer's issues and the underlying needs.

In cases where the customer's problem isn't yet clearly defined, we collaborate closely with them to explore and establish a comprehensive understanding of their situation.

Arthur Flury (UK) Ltd was established in 2010 to provide local contact and to support the UK’s rail industry. Its office is located in Milton Keynes, placing it within easy access of all rail centres around the country. Overhead Line Equipment from Arthur Flury is in use throughout more than 40 nations around the globe.

Want to know more about Arthur Flury?

Tel: 01908 686766 Email: info@aflury.co.uk Visit: www.aflury.co.uk

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IN CONVERSATION

‘There is a seeming lack of action and if faced with a vacuum, as previously, people and resources will be deployed elsewhere or lost to the industry ’ We facilitate this process by MS Team meetings, emails and visits to the customer's premises. Once we have methodically analysed the problem and the requirement, we offer distinct options for solution. We can either provide a tailored solution from our broad existing product portfolio, or we can engineer a customized product solution that aligns precisely with the customer's specific needs.

Our rich history, spanning more than a century, has provided us with a vast source of proven products and solutions. These time-tested resources prove invaluable, particularly when customers seek to effectively restore or refurbish aging systems. Furthermore, we leverage state-of-

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the-art technologies such as CAD and FMEA, 3D printed parts and so on to enhance the precision and efficiency of our solutions.

This consolidation of our extensive experience with the latest technological advances, assures our customers that they will consistently receive a top-tier, costeffective solution from AF that is both reliable, resilient and reliable.

What are some standout projects you’ve been involved in over the years?

We have been involved in all of the electrification projects since 2010, most notably in NW England, EGIP and GWEp. We have worked extensively with Network Rail on the successful introduction of single rod neutral sections across the regions and we are currently working in Wales with a modified neutral section solution.

Has the market grown since the company was established?

Our yearly results might indicate so!

Ultimately the overall railway market is subject to Control Period funding but since 2009 there has been a focus on electrification and with the governments drive towards net zero there will be no let up

to the efforts within the railway industry to decarbonise through further electrification.

While not all of this will be achieved using 25kV AC power, the future is looking very positive.

What are some of the biggest challenges this sector currently faces?

The whole industry needs clarity. The government talks about what it wants to do but there is a seeming lack of action and if faced with a vacuum, as previously, people and resources will be deployed elsewhere or lost to the industry altogether.

So many people have said this but to help maintain costs, maintain skills and increase reliability we need a rolling programme of electrification across the whole country (and one that is not then constantly tweaked, amended, modified etc).

Another challenge is one where I see progress already being made. For too long the industry had a reputation for being somewhat dull and somewhat stuffy but now we have younger people coming into the industry with the right education or the right experience (or both) to deliver fresh ideas and to drive a business which originated in the 1830s, deep into the 21st Century.

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IN CONVERSATION

How did you start at OMK Design?

I founded OMK DESIGN LTD in 1965 after graduating from the Central School of Art where I studied furniture design. After initially designing domestic furniture through the 60s to 80s, I was commissioned to design a range of high performance seating for Gatwick Airport in 1980. This not only revolutionised airport seating at the time, it also pivoted the company to specialising in contract furniture, working with architects and specifiers through rail and airport.

What success have you exarthut fluryperienced in the last twelve months?

RODNEY KINSMAN MANAGING DIRECTOR AND FOUNDER OF OMK DESIGN Rodney Kinsman RDI F.RSA is the MD and founder of OMK Design. He has received numerous prestigious awards for furniture including the Queen’s Award in 2020 and was made a Royal Designer for Industry in 1990. Initially designing domestic furniture in the 60s to 80s, Rodney moved into the contract seating world, applying the same attention to detail and craftsmanship to these products.

With travel booming since Covid, we have been very busy. In the last twelve months we have supplied our products to Avanti, which have been installed at stations throughout the UK. We have also had incredible demand for our latest modular seating product, Metro. Recently completing a large install in the main concourse area of Birmingham New Street Station.

This year we have also had many repeat customers, looking to replace legacy OMK seating with the latest we have to offer, and new customers from recommendations from other sites. This is how we measure success at OMK: we focus on performance, user experience and design, and when we get repeat customers or recommendations, we know we are focused on the right aspects.

What does sustainability mean to you?

This year we launched Metro, a plywood and steel framed seating system which uses no plastic in its standard non powered configurations. All our seating allows component level replacements, which can be performed by any maintenance team with standard tools. This helps keep the

OMK DESIGN Founded in 1965 by Rodney Kinsman RDI, OMK designed and manufactured much of the furniture sold through Terence Conran’s Habitat stores in the 60s and 70s.

Want to know more about OMK Design?

Tel: 020 7631 1335 Visit: www.omk1965.com

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product in service longer, and we still supply parts for our original MK1 Trax system, even though we updated the system to MK2 in 2004.

But sustainability is more than the materials we choose. OMK offers a 25year warranty on our core products, which not only provides confidence, it is hugely important to avoid disruptions and repair costs during the product’s service life. All our products are thoroughly tested and certified by FIRA. How has technology developed since you started in the industry?

Technology has moved on considerably since we entered the market. Early seating was exclusively metal or fabric, in the 90s we pioneered the use of PU to offer a high performance softer seating. We always look to make use of the latest technologies, adding power to our range and incorporating the latest wireless charging capabilities into our range.

Naturally Dynamic Seating Free-flowing and reconfigurable modular seating system with formed plywood slats, designed to bring a more natural aesthetic into public spaces

omkdesign.com enquiries@omkdesign.com +44 (0) 207 631 1335 77

IN CONVERSATION

Which Sectors do you work in?

We work globally in sectors including rail, airports and bus stations as well as general public spaces. We have installed seating in locations ranging from rail stations to hospital waiting rooms.

What is your unique selling point?

As we offer a 25-year warranty on our core products, they are designed with quality materials and components. As we produce and design our own products, we have the ability to control and even change specifications. We have an in-house design team which is always updating the range, as well as reacting to bespoke client requirements.

What types of products and services do you offer?

Our core business is public seating but OMK Design offers a unique and complete range of services to ensure customers get the best from our products. Aside from the already mentioned bespoke services for our product range, we offer spatial planning through the design stage and a delivery and installation team. Our London showroom has our complete product range which allows architects and customers to come and experience our products.

What are some major projects you’re currently working on?

We have recently completed a large install of Metro in Birmingham New Street, and we currently have large installs going on in a major airport, replacing seating after 40 years.

We were consulted in the early stages of the Birmingham New Street project and we were able to fully utilise Metro, curving around the perimeter and creating high density and geometric seating in the central concourse.

What are some standout projects you’ve been involved in over the years?

The most important project for the company is the one that started our current trajectory: the Gatwick project in the 1980s, which produced the seating system Transit.

Despite being discontinued over ten years ago, it can still be seen in use in places such as Canary Wharf Thames Clipper Boat piers.

Another major project for OMK was the concourse of Eurostar in St Pancras where I designed a new finish for the seating system Trax in coach hide leather interactively with the client, who wanted something with connotations of early transcontinental rail travel.

We have also completed an install at Portsmouth Ferry Terminal, which was the first install of Metro after its launch, and we were able to capitalise on the natural 78

aesthetic of the wooden seating with live natural plants. It really was a great showcase of what Metro has to offer.

When a client comes to you with a problem, what’s your process for coming up with a solution?

With the range of technical standards and requirements that are often unique to

different stations or buildings, the earlier we get involved with the client and project the better for everyone. We are very reactive, and with full control over our products and production we can usually modify or change specification to fit most requirements. Once we have the brief, we work closely with the client, showing work in progress options throughout and supplying prototypes if required.

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FRAZER STIRLING DIRECTOR OF ENIGMA SEVEN LTD Frazer Stirling is a Chartered Engineer, with over 20 years of experience in public transport in the UK, Europe and Australasia. He holds a Master’s in Engineering from Newcastle and is a member of the IMEchE and IET.

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IN CONVERSATION

How did you get started in the industry?

Towards the end of my Master’s Degree in Mechanical Engineering at the University of Newcastle Upon Tyne back in 2001, Porterbrook Leasing visited the university in preparation for graduate recruitment.

Despite having never considered a career in rail before this point, my lecturer suggested I go and have a chat, which I did. Having recently spoken to a classmate who had just spent a year at Jaguar dedicated to reducing the cost of manufacturing door handles, which as you can imagine was not that inspiring a job, my main query was what a ‘typical week’ looked like at work.

The response I got (from Lee Doggett, now at WMR) was that there was typically a couple of days in the office for meetings and two to three days out visiting clients and suppliers around the country – this was enough to sell the opportunity to me despite a few hesitations about moving to Derby after six years in the vibrant Newcastle.

I joined Porterbrook in August 2001 as their first graduate, and one of the first to join the recently privatised industry, on a scheme set up and developed by Tim Stubbs. Tim subsequently retired and went on to set up what was then ATOC’s ‘APEDS’ Engineering Graduate scheme (now the RDG REGS scheme), which has seen many very good engineers develop over the past 20 years.

Spending time at Sheffield Super Tram, The Engineering Link, Selhurst Depot as well as time with all the various parts of the Porterbrook business I was given a very good grounding in rail in a whirl wind first two years. I then took on my first substantive role as a Fleet Engineer in the Intercity team and was responsible for the Cross Country HST sets that were being displaced by the incoming Voyagers, the Midland Mainline fleet and the HST power cars which had just been signed up to Network Rail for the New Measurement Train.

This exposed me to some great projects, from Midland Mainline’s ‘Project Rio’ to refurbish the fleet for services to Manchester during the WCML blockades, to the upgrades of HST engines and the development of the Brush Traction cooler group.

At this time in the industry, the MKI replacement train procurements were well underway, and the largest of these, the Class 377 Electrostar build, was facing a few challenges. I joined the joint Porterbrook/GoAhead project management team as a Project Engineer and worked closely with a great team at Bombardier and Southern to help manage the introduction of the fleet, rising to role of New Trains Manager and taking on the role of ‘Joint Project Manager’ under the project management agreement towards the end of the project.

With New Train order’s few and far between in 2007, I took the opportunity to follow the fleet and move to Brighton as Planning and Production Manager where I took on responsibility for managing the

maintenance delivery of the majority of the fleet with the significant challenge of moving from Warranty and Maintenance support from Bombardier to a self-sufficient maintenance delivery team. Following a franchise change in 2008, I stepped up to Depot Manager before taking the role of Planning and Performance manager, responsible for establishing the new centralised ‘Fleet Control’ team within the Sussex route control.

Fast forward through some interesting years with Snow/London Olympics/ Landslips/Fleet Introductions/Timetable changes, working in what was as much of an Operations role as Engineering, and another change was looming. The Thameslink programme was gathering pace and rail franchising was recommencing in 2013.

At this time I moved to Go-Ahead group to take on the Head of Fleet role, responsible for the rolling stock and depots elements of the TSGN franchise bid. A period of time which could probably form an article itself with ‘experience’ a-plenty anyone involved in the process for any of the bidders! Govia won this competition and I went on to lead fleet/depots areas of the mobilisation, working with the Engineering Director Gerry McFadden and his team.

With the upcoming franchise bid pipeline I decided to stay on in bidding, and led the rolling stock and depots workstreams for Northen/London Overground/West Midlands/South Eastern franchise bids, before franchising once again was halted ahead of what became the Williams Shapps report.

At the end of 2018, Network Rail Consulting approached Go-Ahead to seek support for a bid to be the System Integrator for ETCS deployment in Sydney, leveraging the experience gained from Thameslink.

I picked up this project and worked with Network Rail and other partners to bid and win this project, which coincided with Go-Ahead looking at market entry to the Australasian Bus and Rail operating market.

Moving to Sydney in 2019, in the role of Business Development Director, I picked up the consulting work alongside bidding for bus and rail operating contracts in the region.

Returning to the UK in 2021 I continued to work on bus projects, including continued support for Sydney as well as Manchester franchising, before taking the opportunity for a new challenge in 2022 to join Enigma Seven.

Tell us about Engima Seven.

Engima Seven was established in January 2022 by my business partner Shane Duffy, and I joined the business in October 2022, to provide services in what we saw as an emerging gap for a small business to provide specialist consultancy services.

The business has two sides to it, firstly supply chain services, which was the genesis of the business. Here we support clients such

‘It is essential that a single guiding mind sets out the vision for the future, so that all parts of the industry can work to to optimise and deliver that vision.’

as CWE, TrainFX, TDS, Holbro, FISA and Modux to grow and expand their business by leveraging our knowledge and experience to navigate, what at times seems like, the enigma of the rail industry.

The second part of the business is in the consulting space, where we offer consulting services to the rail operators and supply chain (predominantly in the rolling stock sector) covering a wide range on needs from fleet strategy to procurement, cost efficiency, bidding, commercial support and anything else where we can add value.

We have just celebrated our first anniversary as partners at the ‘Dinner at the Round House’ event and look forward to growing the business as the needs of the industry develops over the coming years.

What are some specific challenges you face?

The challenges faced by the industry are numerous, with a clear need for change now in existence for a number of years, culminating in the Williams Shapps review and the proposals to establish GBR. This was clearly knocked sideways by COVID and wider political changes, but the need for reform remains and there is a good plan on the table from GBRTT that has been widely consulted.

I would draw attention to two key areas that we see through our work in the supply chain. An operational railway is in many ways an optimisation challenge, from timetables to staffing, to maintenance and renewal. For decades these optimisations were focussed around a fairly consistent demand profile, with peak travel in and out of centres for employment and longer distance business and leisure travel. These patterns have fundamentally changed and to an extent entropy has prevailed, but in time the industry will inevitably re-optimise around demand as this stabilises and once again grow revenues and improve cost optimisation. It is essential that a single guiding mind sets out the vision for the future, so that all parts of the industry can work to optimise and deliver that vision.

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IN CONVERSATION

Rolling stock policy is central to any optimisation – both literally and figuratively – Infrastructure + Rolling Stock + Operators = Train service to Customers. The lack of a rolling stock policy and plan (for freight and passenger) has several key impacts: • Without a rolling stock plan, and alignment to an infrastructure plan, the railway system cannot be fully optimised and associated costs reduced and revenues grown from these optimisations – short term decisions on fleet deployments and replacements will lead to continued/ further inefficiency, and increase cost, complexity and risk.

• Without a clear and committed replacement strategy for life expired rolling stock, manufacturing supply risks dwindling, skills will evaporate, lead times will elongate and benefits will slide further away.

• Without a clear fleet renewal strategy, decisions on the maintenance/overhaul/ life extension of the existing fleets that may or may not be replaced will be taken on a short term basis and are likely to not be optimal and could lead to both cost and safety risks and, at some point, withdrawals of fleets without any replacements in time leading to the withdrawal of services.

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• The impact on the big manufacturers/ suppliers is well publicised in the press, but much of the impact will be further down the supply chain on the SMEs who support the industry. This is a significant issue both for suppliers to new build programmes and businesses involved in life extension, maintenance and overhaul activities. If these suppliers get into difficulty, costs and timescales for both new build and essential repairs of existing fleets are likely to increase and extend.

Quite the opposite of what an optimised and efficient railway needs.

How can Enigma Seven help?

Enigma Seven have extensive knowledge and experience in all these areas and are well positioned to help clients develop, evaluate and implement the required optimisations and to manage any associated commercial risks and issues that may arise directly or indirectly from changes.

Our work with our supply chain clients can also help to identify the opportunities and provide pathways to resolve these through maintenance, renewal, innovation and optimisation. We see that there is significant value to be offered by the supply chain to deliver better outcomes, and

ENIGMA SEVEN LTD Engima Seven provides consulting services to rail operators and the supply chain.

Want to know more about Engima Seven?

Tel: 07753 988 768 Email: fstirling@enigma-seven.co.uk Visit: www.enigma-seven.co.uk

we strongly encourage the collaboration and communication between the supply chain and the end customers so that the needs and demands can be best met in an optimal way.

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83

RICHARD STEVENSON SALES DIRECTOR AT UNILITE Richard Stevenson is the sales director at Unilite. He’s worked for the company for over 10 years and has a wealth of experience in his field. He is the main sales contact at the company, with a national remit.

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IN CONVERSATION

Tell us about Unilite.

We are a well-established portable lighting brand founded in 1981, headquartered out of Redditch, West Midlands. We are known across the industry for producing high quality portable lighting that can be trusted and relied upon. Our reputation is one of innovation, quality, and customer satisfaction.

Our bread and butter is portable lighting, so the likes of head torches, inspection lights and site lighting. We also have a few unique product lines such as our rechargeable signal light, which replaces the old bardic lamp. This has three separate colours, Red, Amber & Green, available in both a solid and flashing mode. This is a product that is already used within industry and we expect it will be used extensively on the rail.

Across the board all our lighting is built tough with quality construction materials and high IP ratings. We also use quality chip manufacturers such as CREE, which deliver consistent and reliable lighting for both flood and spotlights, depending on what you need.

In addition to our work light range, we also have some more traditional torches and searchlights, for that long distance lighting.

These are all portable and can fit inside most pockets. Some of the latest ones can also take disposable batteries as well as being rechargeable, so very useful when you’re looking to reduce downtime.

As well as lighting, we’ve also moved into some additional carry essentials such as: tape measures, safety glasses, cutters and gloves, all carrying our tough build quality and finished in our iconic high vis yellow colour.

We are constantly pushing greater technological advancements and development. This is based off customer feedback and our own experiences. This proactive approach has enabled us to stay on top of our game and deliver what our customers want.

One of our core strengths is our unwavering dedication to safety and compliance. We rigorously ensure that our products meet the stringent safety standards and regulations in various industries, including the rail sector. This commitment to safety has made us a trusted and reliable partner for professionals who depend on top-notch lighting equipment. The company has ISO9001 certification as well as other safety standards.

In addition to this, we have a very distinct high vis yellow brand, which is put onto our products, helping them to be seen and enhancing user safety.

What is your role within Unilite?

My role within Unilite is as the Sales Director, where I hold a pivotal position in advancing our company's presence and success in the rail industry. I lead our dedicated sales team, orchestrating our sales strategy to meet and

exceed our growth targets, while ensuring that we are aligned with the specific needs and challenges of the rail sector.

In the rail industry, building and sustaining strong client and partner relationships is crucial, and I take that responsibility seriously. This involves not only understanding the unique requirements of our rail clients but also staying attuned to the latest industry trends and market dynamics.

As Sales Director, I play a crucial role in identifying new opportunities within the rail sector, from innovative product offerings to strategic collaborations. I am constantly meeting with rail organisations to get product feedback and to give demonstrations, as well as attending various special events for the industry.

Ultimately, my aim is to contribute to the rail industry's growth and development by helping Unilite deliver top-quality products, while also enhancing our position as a trusted partner within the rail community.

When did you join the company?

I’ve been with Unilite for over ten years now and have learned so much about the industry.

During my time with the company, I've had the privilege of gaining extensive knowledge and witnessing first-hand the remarkable evolution of Unilite's products and services.

Unilite is not just a workplace; it's a community of dedicated and passionate individuals. What stands out the most is the warmth and friendliness of the team. Working with such a supportive and collaborative group of professionals has made every day a rewarding experience. The culture here fosters a sense of belonging and a shared commitment to our mission. It’s a great place to work!

Which sectors do you work in?

We operate within a diverse range of industries, including mining, trades and manufacturing. At the heart of our offerings is a commitment to innovation, quality, and customer satisfaction. This commitment has solidified our reputation as a trusted brand in the field of portable lighting.

The rail industry is one of the key sectors we serve, where our lights are designed to meet the specific needs of rail professionals.

From inspection lights to head torches and site lighting, we offer a comprehensive range of lighting designed to excel in challenging railway environments.

Beyond the rail sector, our products are used a lot in the trades and you do find a lot of crossover between the two industries.

How has technology developed since you started in the industry?

Over the past decade, since I started in the industry with Unilite, technology has advanced in remarkable ways. These developments have had a significant impact

on the portable lighting solutions we offer to the rail sector.

One of the most notable advancements has been in LED (Light Emitting Diode) technology. LED lighting has become more energy-efficient, durable, and versatile. This technology has allowed us to create lighting products that are not only brighter but also have longer battery life, making them ideal for extended use in the rail industry. The transition to LEDs has also improved the environmental sustainability of our products.

Additionally, advancements in battery technology have been instrumental.

Lithium-ion batteries, for instance, have become more compact, lightweight, and capable of providing extended power to our portable lighting devices. This means rail professionals can rely on our products for longer periods without worrying about frequent battery replacements.

Another significant advancement in the last decade has been the improvements in product design and materials. We've focused on making our lighting solutions more ergonomic and user-friendly. This has involved refining the form and function of our products to ensure they are easy to handle and operate in the rail environment.

We've also made strides in using more durable materials, ensuring that our lighting equipment can withstand the wear and tear associated with rail work. These improvements have led to greater user satisfaction, as our products are not only brighter and more efficient but also more comfortable to use for extended periods.

Furthermore, there have been significant improvements in ruggedness and durability.

Our lighting has evolved to withstand harsh environmental conditions and rough handling in the rail industry. Products have high IP ratings across the board to ensure they keep working, even when used in the worst of the British weather! This durability ensures that our lights are reliable tools for rail professionals, even in challenging situations or simply in dark spaces such as cupboards and lofts, which is where a reliable and tough lighting brand like ours really shines.

We also serve the needs of industries and manufacturing facilities, providing reliable lighting for inspections, maintenance, and other tasks. We are currently supplying to some of the largest companies in this field.

Our products are well-suited to meet the demands of these industrial environments.

Additionally, we also cater to the emergency services, offering durable lighting to police, fire, and rescue personnel. In critical operations, our lighting products contribute to safety and efficiency, enabling these professionals to carry out their vital duties.

What challenges have you faced in the industry?

We’ve encountered specific challenges that are unique to this market. First 85

IN CONVERSATION

and foremost, the stringent regulatory framework governing the rail sector has been a significant hurdle. Rail safety standards are paramount and ensuring that our portable lighting products meet these exacting requirements has been a continuous and rigorous effort. We have a dedicated legal and compliance department here that ensures all products meet these high standards as well as monitoring any changes within the regulatory framework.

Furthermore, intense competition among lighting equipment suppliers in the UK rail market has driven us to differentiate ourselves through innovation, product quality, and impeccable customer service.

Providing tough, high quality lighting solutions that cater to the specific needs of rail professionals has been a key focus.

The economic and environmental fluctuations in the UK also impact the rail sector. Economic conditions, government policies, and environmental considerations can influence the demand for rail services.

We must remain agile and responsive to these changes while upholding our commitment to sustainable practices.

What do you think is the biggest challenge currently facing the rail industry?

Undoubtedly, one of the most pressing challenges currently facing the rail industry is the recruitment and retention of skilled

personnel. This multifaceted challenge involves several critical aspects.

Firstly, there's a growing concern about the aging workforce within the industry.

Many experienced rail professionals are nearing retirement age, taking with them a wealth of industry knowledge and experience. As they retire, the industry faces the significant task of finding capable replacements.

Simultaneously, there's a noticeable shortage of skilled labour in the rail sector, which makes the recruitment and retention of individuals with specialised skills, such as rail engineers and technicians, a daunting challenge. These roles demand extensive training and education, and they are in high demand across various sectors, making it challenging for the rail industry to secure and retain such professionals.

Additionally, the challenge is compounded by high turnover rates, particularly in entry-level and intermediate positions.

Factors such as pay, demanding work conditions, irregular hours, and limited growth opportunities contribute to this high turnover. This dynamic further compounds the overarching recruitment and retention challenge.

Safety is, of course, of paramount importance in the rail industry. The recruitment and retention challenges directly impact safety standards. A welltrained and experienced workforce is vital

for ensuring safe operations. However, the prevalence of high turnover and the shortage of skilled personnel can potentially compromise these safety standards.

What’s next for Unilite?

We’ve recently launched the MTB site light which is powered by multiple power tool batteries, such as DeWalt, Makita and Milwaukee. This has been very well received, so we are looking to expand this technology into a few new site lights.

In addition, there’s a whole host of new product lines we are looking to bring out that will be perfect for the rail. These will incorporate more efficient battery technology, allowing the lights to work for longer whilst delivering the same outputs.

We are also looking to incorporate an App, so that some of the lights can be monitored and controlled remotely on a mobile phone or tablet. Its exciting technology and we’re interested to see if it can help rail professionals.

In addition to the lighting range, we are going to continue to expand our other product offerings. These will follow the same successful blueprint of great build quality and reliability as the rest of the whole range.

UNILITE Started in 1981 as a family run business, Unilite produces high quality portable lighting made from tough and lightweight aircraft grade aluminium.

Their product range includes site lights, head torches, flashlights, lanterns, accessories and more.

Want to know more about Unilite?

Tel: 01527 584344 Email: richard@unilite.co.uk Visit: unilite.co.uk

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Unilite are a global leader in portable LED lighting that is #BuiltTough. Our lights are specially designed for the demanding conditions of industrial users and have a host of features that help in these harsh environments. With a rigorous product design, development and testing process, we create a wide variety of lighting that is built to last.

Site Lights

Work Lights

High CRI Lights

Inspection Lights

Flashlights

Lanterns

ATEX Lights

Headtorches

T • 00[44] 1527 584 344

E • sales@unilite.co.uk

W • www.unilite.co.uk

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IN CONVERSATION

How did you get started in the industry?

I served twelve years in the armed forces in the Royal Corp Transport, during my time I was in charge of three Division Transport Regiment vehicles and equipment where I gained knowledge of all the different oils and lubricants. When I left the Army, I had the opportunity to work in the lubricant industry by an oil company in Yorkshire, where I went on to become the national account manager. The confidence I gained lead to start the journey of working for myself, giving up a company car, a good salary and great sales commissions.

Tell us about Gannon Oils Limited.

MARK GANNON MANAGING DIRECTOR OF GANNON OILS LIMITED Mark Gannon MBA is the Managing Director for Gannon Oils Limited (Established 1993), Hudson Hydraulic Engineers Limited (Est 2003) and Medway Lubricants Limited (Est 2008), all from new start-up businesses.

Mark has become one the most knowledgeable lubrication engineers in the oil and lubricant industry.

GANNON OILS LTD Gannon Oils Ltd is a leading manufacturer, supplier and distributor of Oils, Lubricants and Greases. It offers Expert Specialist Advice, Huge Stock Levels, UK Nationwide & Overseas Delivery.

Want to know more about Gannon Oils?

Address: Head office, 6 Sovereign Court, Poulton Business Park, Poulton le Fylde, Lancashire, FY6 8JX Tel: 01253 899240 Email: sales@gannonoils.com Visit: www.gannonoils.com

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I started Gannon Oils in my bedroom on 31 March 1993, taking on my first employee in 1994. I started the company on the back of a bank overdraft and an old Ford Escort, which enabled me to see local customers. I bought small products from local suppliers and engaged in an agency for a product range called Carburol Lubricants. I spent the first few years planning what types of products to sell in niche markets and understanding the industry as a business. I then progressed into designing and manufacturing Gannon products, in niche markets such as the rail and crane industry.

Gannon Oils Limited is an Oil and Lubricant manufacturer, supplier and major brand distributor from three sites in Lancashire, one site in County Durham.

Gannon Oils products are designed and manufactured competitively using Shell refined base oils and the most advanced additive technology of today, with the quality assurance accredited to ISO 9001:2015, Environmental ISO 14001:2015 and Health and Safety OHSAS 18001.

The main area of business is within the industrial and locomotive sector, providing effective lubricating solutions, whilst backed with qualified and experienced technical support team.

They supply a full range of conventional lubricants and also specialist niche products requested or specifically developed for clients. Customers range from mainly major blue chip companies such as Corus, BIFFA Waste, Castle Cement and Network Rail, Large construction companies to small local businesses such as small engineering companies, garages and farms. Gannon Oils has also been exporting products to 68 countries all over the world such as South Africa, South Korea, Australia, Singapore, Brazil and many more.

What types of products and services do you offer and what are some standout projects you’ve been involved in over the years?

We supply a complete range of conventional oils, lubricants and greases. We also distribute major brands such as ENI, Shell, Mobil and Castrol products. We design

bespoke lubrication requirements and provide our own label solutions.

We provide a complete range of Locomotive Products, Engine Oils, Hydraulic Oils, Transformer Oils, Gear Oils and Greases. We also provide a range of biodegradable oil and lubricant products, we provide a complete service from removal of old oil, filtration and full oil analysis reporting.

For Trinity Rail Chicago we supplied all the lubrication for the production of coil rail wagons. For London Underground we worked on changing huge transformers from mineral-based oil to biodegradable-based oils. For Korea Rail we provided over one thousand barrels of rail lubrication products.

For Plymouth Harbour we provided over 50,000 kilogrammes of grease to AMEC to provide lubrication for the dampers within the harbour wall.

How do you work with the supply chain within this sector?

What differentiates our business to any other is the customer service the company provides. Our willingness to obtain solutions to customer needs is paramount, regardless of volume or size. This has been the vital component of our success, to provide smaller volumes of product faster than our competitors. The motivated workforce with the right skill set ensures that it meets the customer’s expectations of high-level service at competitive prices.

What are your views on collaborative working?

I recognise that trained workforces are vital assets to the business and are fundamental in maintaining customer service and profitability. For many years Gannon Oils has officered apprenticeships aimed at school leavers who want to ‘earn as they learn’ and this has proved successful for Gannon Oils. For instance, Emma, who became our General Manager, was an apprenticeship at 17 now 35, who went on to achieve Levels 2 and 3 NVQ in Business Administration and has recently obtained a degree in business. Gannon Oils has mostly promoted employees on merit, rather than outsourcing.

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

The railway industry in the UK has been playing catch-up for decades from countries such as France, Spain and Japan. The reason for this is that we are running an out dated railway network that has had more demand due to the increased population. The challenge faced with the railway industry is technology is advancing quicker than we can put a program in place, this means decisions need to be made quicker, but that’s my point, by the time the government makes a decision its already out of date.

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‘I personally feel that the lack of an integrated transport policy holds us all back. If we want rail transport to make the contribution that it is capable of, and really succeed in getting people off the roads, then we need a joinedup approach.’

What is your role within Galvanizers Association and what does the organisation do?

WILLIAM SMITH DIRECTOR OF GALVANIZERS ASSOCIATION William Smith graduated as Metallurgist and Materials Scientist in 1982 and completed an MSc in 1984. He then worked in the steel heat treatment and titanium manufacturing industries in technical specialist roles up to 1990.

Joined Galvanizers Association in 1990 as Technical Manager, registered as Chartered Engineer, and subsequently moved through the organization, as General Manager and then to current role of Director.

GALVANIZERS ASSOCIATION Galvanizers Association is the representational body for the hot dip galvanizing industry in the UK and Ireland. Galvanizers Association (GA) has provided authoritative information and advice on hot dip galvanizing to users and potential users since it was first established in 1949.

Want to know more about Galvanizers Association?

Tel: 0121 355 8838 Email: ga@hdg.org.uk Visit: www.galvanizing.org.uk

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I started my career as a metallurgist and materials scientist, working as a technical specialist in the steel heat treatment sector and then the titanium manufacturing industry. Joining the galvanizing industry in 1990 as Technical Manager, and subsequently as General Manager and Director, I have found a very varied and interesting career within the metals industry. As the voice of the UK and Ireland hot dip galvanizing industry Galvanizers Association is a trusted source of free information and advice about cost effective corrosion protection and the galvanizing industry.

Our communications strategy is based on informing and educating the construction sector on how to protect steel, which we see as a vital national asset. On a day-to-day basis I am responsible for all functions of the organization, including our marketing and communications strategy, ably managed

by Iqbal Johal, our Marketing Manager.

What challenges have you faced in the industry?

Although the galvanizing process has remained the same for over a hundred years, the industry is virtually unrecognizable to when I first started. The galvanizing plants themselves, logistics, turnaround times, customer service, it has all undergone a constant stream of change, and I’m proud of how, as an industry, we’ve risen to these demands. We’ve made it through some big milestone events too. Our members have survived the financial crisis of 2007

IN CONVERSATION

and 2008, there were obviously difficult repercussions of the pandemic and the ensuing halt to construction. The energy inflation crisis has brought its own challenges and our members are still navigating that.

For me, as an engineer I am enthusiastic about providing accurate and credible information to specifiers, to allow them to make informed choices on the use of their materials and corrosion protection systems.

I would say the rise in less credible sources of data is a growing challenge for us, and that retaining our voice as an authority in the marketplace has been key. There has been a seismic shift in how professionals access training and data and making sure that we are still heard and recognized in a world short on attention, and inundated with opinion and data, is constant work.

Pushing digital resources has been key in this area. Our archive of amazing projects and our knowledge of the galvanizing portfolio is vast. Increasing access to this and showcasing what galvanized steel can contribute to the built environment has been hugely important.

Tell us about some of the projects where galvanized steel has made a significant impact to the rail sector.

Galvanizing can be used anywhere where steel is being used. An incredible project that still takes my breath away is the Central Station in Vienna. The architects designed the roof superstructure with galvanized steel in mind, and at six times the size of a football pitch it really is an extraordinary example of the scale, functionality and beauty of what can be achieved when you design with corrosion protection in mind.

I could talk for weeks about the incredible projects we see being built all over the world using galvanized steel, but I think it is important to remind ourselves that galvanized steel is ubiquitous and makes a quiet contribution throughout all sectors of society. Take the rail sector for example, you rely on galvanized steel for a huge array of ancillary steelwork, carpark structures, platforms, canopies over platforms, overhead line equipment, fencing, passenger security – galvanized steel is part of the whole consumer journey when you use the railway.

How do you see the role of galvanized steel within the rail sector changing over the coming decades?

The use of galvanized steel in our rail sector must continue. We cannot afford to innovate with materials which have no track record, and I see galvanized steel continuing to make a huge contribution. Obviously, there is a huge amount of investment in HS2 and we should be part of the HS2 solution but other planned rail upgrades are exciting for us too, because we know that we are the only proven corrosion system that

can be put in place, which will not require maintenance or extra repair.

For us, innovation means choosing adaptable materials that are proven and reliable and using them in new ways, and we foresee modular design growing in importance. Fortunately, we are ideally suited to be part of that programme. A hot dip galvanized coating is extremely resistant to abrasion, onsite handling and mechanical wear and tear, In addition it provides unrivalled protection during mounting and demounting, making it a hugely useful circular material. As the construction sector looks to embrace the circular economy, we are committed to being a trusted part of that process.

Ultimately, there are no limits to how galvanized steel can support innovative design, it doesn’t constrain the imagination or ambition of any designer, engineer or any public infrastructure project. As a tried and tested product and a circular construction material, we want to embrace innovation and adaptation and are excited about galvanized steel’s potential going forward.

How do you work with the supply chain within this sector?

From Network Rail down to the fabricators, galvanizing is at the end of an obviously complex supply chain, but we have been part of that supply chain for many years, in fact there is a long and trusted relationship between rail, and the galvanizing industry.

As a membership organization it is our task to continue to cement and fine-tune those relationships.

One of our inherent advantages is that the galvanizing industry is present across the UK and Ireland, with galvanizing plants close to many fabricators, so there is local service that can be provided with extremely efficient turnaround times. With increasing efficiency and capacity within the industry, we can easily cater to the rail sector going forward for many years.

What do you think is the biggest challenge currently facing the rail industry?

The sector is facing unprecedented challenges from many angles, not least because of the public scrutiny and questions surrounding cost and delivery of HS2. In the simplest of terms, securing funding and getting things done must sit top of that list, closely followed by the political challenges surrounding the shift from a Network Rail model to that of Great British Railways. The split between managing lines and providing services has always come under fire and it will be interesting to see how the new model responds to that.

I personally feel that the lack of an integrated transport policy holds us all back. If we want rail transport to make the contribution that it is capable of, and really succeed in getting people off the roads, then we need a joined-up approach. It’s that old

chestnut of being able to catch a bus and a tram that get you to your local railway station with enough trains and capacity to get you where you need to go. Of course, the other elephant in the room is cost. There is little point in having the most sustainable rail network in the world if it is so expensive that nobody uses it. Ticket pricing has to be, in my personal view the single most pressing challenge that will affect the outcome of any new strategy and services.

What does sustainability mean to you?

Sustainability and durability have been concerns of the galvanizing industry long before it became the pressing issue that it is today and for decades, we have advocated to extend the design life of public buildings and infrastructure. The recent uptake of circular economics has been a welcome move and we are committed to showing the construction sector and specifiers how they can benefit from the circular characteristics of galvanized steel.

The inherent benefits of galvanizing a tough, long-lasting and resiliant coating, enable steel to play a crucial role within the circular economy. For us sustainability means designing and building structures for the long-term, whilst eradicating waste and keeping precious resources like steel in a loop of constant use. We foresee modular design as central to this program and encourage systems and methods which enhance the reusability of building materials and components. Progress is being made in this area, but more investment is necessary to see it happen at scale.

How important is rail decarbonisation and how do you think this can achieved?

Decarbonizing the UK rail network is important on several fronts. Not only does it set the tone for our overall national debate on greening the economy, it is also an essential part of building a healthier, more resilient population. It is a key element of the government’s national strategy for decarbonizing transport and unfortunately it is operating in arrears. This is very sad because rail transport is quite possibly the most sustainable way to move large numbers of people and freight around the UK, and we should be doing more to expand the network.

Most people I speak to say that electrification is crucial to rail decarbonisation, and it is well documented that we are significantly behind our European counterparts on this front. My take on this? It must be done on a planned basis; we should have a consistent rolling programme of electrification across our rail network. If we have this consistency as opposed to a one-off project approach, replication will lead to efficiencies and cost savings. Yes, there are those who would say it is too expensive, for me the cost of not doing it comes at a greater expense.

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TRAINING

‘Skills change lives…

I left school without any qualifications we see the impact that and joined the rail industry through an apprenticeship in engineering in the learning and training ’90s – where I gained the trade of a welder has on each and every fabricator. I started at the bottom as a track worker and worked my way up the ranks individual that passes to more senior positions. Then, in 2010, I joined what was at that point a small private through our doors.’ training and assessment provider called How did you get started in the industry?

Intertrain – now City & Guilds Training – to help develop the next generation of rail trainers and industry professionals.

What is the backstory of Intertrain, how did it start out?

ALEX POND MANAGING DIRECTOR OF CITY & GUILDS TRAINING In 2010, Alex joined Intertrain as Operations Director, and sold the business to City & Guilds in 2019.

CITY & GUILDS TRAINING City & Guilds Training is part of City & Guilds, the skills organisation and registered charity with almost 150 years’ heritage of changing lives through skills.

Through its training providers Intertrain, Gen2, City & Guilds Training – Electrical, and its trusted partner network, it is transforming training.

Want to know more about Intertrain?

Intertrain is an NSAR Assured Railway Training and Assessment provider, delivering a wide range of training, including Level 2 and 3 apprenticeships in engineering.

Email: sales@intertrain.biz Visit: intertrain.biz

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Intertrain was founded in 1997 by Keith Jessop, a rail expert who had been working in the industry since the late ’60s. At that point, it was very small. It was just a couple of trainers operating out of one location in Doncaster providing track safety courses in line with Network Rail regulations.

Keith was essentially a self-trained sole trader who wanted to pass on the knowledge that he had gained over the years. Despite the challenges the railway industry was facing at the time amid privatisation, he strongly believed that railways would always be needed and that meant skilled workers would also be needed to carry the industry forward.

Intertrain evolved over the years, and when I joined in 2010, I was tasked with the remit of expanding the business. I created a plan to set up a training centre within an hour of every major city in the UK and took it from there. In November 2019, Intertrain was acquired by City & Guilds which opened another new phase for us, and for our training offer to evolve again.

How has Intertrain grown over the years and evolved as part of City & Guilds Training?

When I first joined in 2010, we knew that there was a gap in the market for a national railway training provider, and that was our key to growth. Over time, we’ve expanded our centres and today we’re the largest railway training company in the industry by far with 60-plus trainers across the UK – and we’re still growing, with plans to get to one hundred trainers.

We’ve also become a one-stop-shop for rail industry training needs. After starting with track safety training courses, we also branched out into new areas including overhead lines, signalling and plant – each of which requires specialist facilities and equipment. Within these areas, we’re looking to expand what we offer. For example, we don’t offer all of our services nationally, which is one of our big goals looking forward.

As part of City & Guilds Training, bringing together Intertrain, Gen2 and City & Guilds Training – Electrical (formerly

TradeSkills4U), we’re also diversifying our offer even further to cover more areas.

As well as rail, we can provide training services for transportation, engineering, manufacturing, construction, green and nuclear – both by growing our internal training workforce and by collaborating with quality-assured partners.

Plus, as a charity, everything we do at City & Guilds is invested back into our industries which has given us some incredible opportunities to explore new areas for development.

Can you tell us more about how you invest back into the industry at a charity?

One project we’ve been working on with the City & Guilds Foundation is the Rehabilitation Project. We started working with HMP Highpoint to offer Department for Education-funded bootcamps that help prisoners develop their skills. To support the delivery of bootcamps, the City & Guilds Foundation awarded £65,000 of funding to install rail track into HMP Highpoint that allowed learners to gain practical hands-on skills for employment.

The innovative use of the skills bootcamp model was the first of its kind in prisons.

Working with Network Rail and our awarding body NSAR, we gained approval to deliver licence to practice elements within the prison environment. Learners complete all training elements within prison and then attend one of our local centres to complete a track walkout on a live railway line upon release.

It has been really successful in supporting the rehabilitation of offenders, whilst also introducing new people into the industry to help address the skills shortage.

All of our learners are offered a guaranteed job opportunity and, as it currently stands, almost 90 per cent of those who complete the full training programme (both within prison and upon release) are in employment.

We’re now expanding on this and working with four more prisons across the country to offer the same programme through the MOJ Future Skills Programme.

This enables us to provide more opportunities to people nationally as we cover most areas.

Being part of City & Guilds has helped us elevate our purpose to a new level.

We believe skills change lives, and the Rehabilitation Project fits our purpose of

TRAINING

helping people into the job, on the job and onto the next job. We see the impact that learning and training has on each and every individual that passes through our doors. It is fantastic to see how people can transform their lives through learning and this is what really drives us and gets us out of bed each morning.

What are some of the biggest projects running through City & Guilds Training at the moment?

As well as our skills bootcamps that introduce hundreds of new people into the industry, to help tackle both the shortage of trainers and the ageing workforce that the rail industry is facing, we launched the City & Guilds Training Skills Academy to get new trainers from industry into trainer posts.

The academy is run by Tracey Troth, who was formerly the head of quality assurance for the National Skills Academy for Rail.

Traditionally, a lot of trainers in the industry have been more seasoned and towards the end of their careers. But one of the key things that we’re doing differently at the City & Guilds Training Skills Academy is focusing on bringing in younger industry professionals to become trainers. They still have plenty of industry experience, and our six-month ‘Train the Trainer’ programme equips them with all the skills they need to thrive as trainers from scratch. We believe it’s critical to pull in younger trainers, not only because it can help attract more young people into the industry, but also it means they have long training careers ahead of them.

Through the academy, we’re also working in partnership with other providers, such as the Association of Railway Training Providers to help them get more trainers into their business – and we’re growing our own workforce this way too.

What are some of the biggest challenges this sector currently faces and how are you working to tackle these challenges?

In the rail industry, as we flagged before, two of our core challenges are the skills shortage and the ageing workforce. It’s also not a very diverse industry. According to NSAR’s latest 2023 Rail Workforce Survey, the average age of our workforce is 45 years old, with a third of the workforce over 50 years of age. The report also highlighted that the rail industry remains a predominantly white male-dominated industry. Women account for only 16 per cent of the workforce, and it’s 87.5 per cent white compared to a national average of 81.7 per cent.

These are challenges that we are looking to address in part through the Rail Skills Academy. We are working hard towards making the rail industry a more diverse

and inclusive place to work by building multicultural teams of trainers of different ages, different genders and from different backgrounds.

What’s next for City & Guilds Training?

Alongside diversifying what we currently offer, expanding all our programmes across the country, building up our Rail Skills Academy, and investing back into the industry, we’ve also recently won a partnership with Network Rail to deliver their Rail Skills framework.

Network Rail changed the way they managed their training, and rather than working with hundreds of training providers, they have reduced their supply chain down to three. We’re one of those three, so we’ll be building more partnerships with training organisations across the country to deliver on that.

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CHRISTIAN GREEN HEAD OF TRANSPORT AT CARTER JONAS Christian Green is Head of Transport at national property and infrastructure consultant Carter Jonas, based in the firm’s Snowhill office in Birmingham.

He has been a trusted property advisor to the transport sector for over 15 years and has a huge amount of experience working on large-scale schemes for clients such as Network Rail, HS2 and National Highways.

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What is the most exciting area of rail transportation?

Technology, artificial intelligence and data are probably the three topics that unite the industry in terms of having the greatest potential to make a real difference to conceptualising and delivering a project now. You could take this down to a granular level to an engineer being able to design a component of the project in a more sophisticated manner to, from our own holistic point of view, how to assemble the land to facilitate the route.

Data capture and manipulation is the transformational piece – some of the tools that are being used now to aid decision making have the potential to move us light years ahead. A good example of that would be the ability to build a 3D digital twin of a large-scale project. One of the first examples of this was the construction of the Shard where every component was created digitally. That process is the benchmark for what’s possible and something that we can follow in the rail sector. Being able to create a real-time flow of information about how the property is running and being used by people is so valuable and adds a new dimension to what’s possible, both when designing and running a project.

Another exciting area is how our geospatial team is using drones to explore potential routes and then sharing the information for scrutiny across various platforms. The major benefit here is highcapacity data capture and the management of that data. Using a range of sensors our drones can see through canopies, measure various ground characteristics, detect heat, water and so on. This can reduce the number of teams required on the ground who may be more limited in their access to land or their ability to measure all these crucial parameters.

What’s the biggest change you’ve seen in how major rail projects are handled over the past ten years?

There have been many changes but, for us as a firm involved in the delivery of rail infrastructure projects, it’s been how clients use our skills and knowledge. You could say we used to be the boots on the ground at the end of a project, sorting out the issues.

But we’re now involved from the outset of a project because that’s where our expertise and experience is best placed. For example, we are now engaged from the outset of the GRIP process, through to completion.

To emphasise how much things have changed, we have team members embedded into projects from trainees through to sponsor level. We've got programme managers and property professionals sitting within businesses advising them, using our whole firm’s experience to help clients. Our involvement with the delivery of HS2 has elevated our capabilities and knowledge to ultimately be one of the critical

stakeholders suggesting improvements.

When you’re exposed to the challenges of such an enormous project, you learn. We've certainly learned. We've adapted and we've evolved. We've got specialists who deal with compulsory purchase orders sat next to programme managers who sit next to rural specialists and so on.

The team is more dynamic as a result, which makes decision-making and problemsolving more efficient for the client.

The key thing is one of understanding; understanding what the engineers are trying to achieve and how we then translate that into the practicalities for affected parties and stakeholders. Our greatest skill is that we've learnt to manage change. This improvement comes irrelevant of scale.

This formula is just as valuable in smaller infrastructure projects as it is in the largest.

The benefit is the same.

Are there opportunities for the rail industry to be greener?

In short, yes, but the way it becomes greener is probably the more interesting point to consider. Operationally, the potential is there; moving away from diesel to electric trains, electrifying the network and so on.

But there is also the huge potential to use assets more effectively.

The Department for Transport (DfT), for example, holds great swathes of land to operate the railway, and that's got a value.

There is a strong movement towards carbon offsetting and biodiversity net gain, for example, and there is an opportunity to use green assets equally as credibly as the physical asset of the track. Surplus land could also be used for power generation, and a greater collaboration with neighbouring landowners and farmers could lead to a quick revolution in terms of the DfT’s approach to becoming greener. There needs to be the appetite there, but we see the opportunities.

There are barriers to overcome of course; the maintenance of the railways and the access to land is governed by legislation that is more than a hundred years old. We have seen with the rollout of the 5G network and the introduction of the Electronic Communications Code that the necessary changes can be made in order to benefit the public and the country, so this could be the same for rail.

Does Carter Jonas struggle to find new staff, and what does your firm to do attract and retain staff?

I think most property consultants would say that recruiting staff is a challenge, which I personally feel stems from a lack of understanding of what a career in the property industry can offer. If you say you’re a chartered surveyor, how many people would know what that means? The fact that you could join a firm like ours and work on some of the largest infrastructure projects

in Europe, playing an integral role in designing and delivering a transport scheme which will benefit the population and the economy, is not immediately visible.

So there’s a challenge around that. We need recognised industries that people relate to, to help promote what we do which will ultimately benefit them by bringing in a greater pool of talent to work in the sector.

In terms of a surveying skills shortage, this is a challenge that requires buy-in from across the industry. The engagement needs to start far, far earlier. Engaging with students when they’re at secondary school to show them what career paths are available is a great opportunity that we, as Carter Jonas, are taking, but as a wider industry there needs to be improvement.

At the age of 14, 15 and 16, their minds are not necessarily made up about what they’re going to do. If you were to go into school and explain that a career in chartered surveying can lead you to helping deliver huge engineering projects which have a real impact on society – from city centre regeneration schemes to green energy projects – more people might be interested in looking at the property industry to see what options there are. More recently, the apprenticeship approach is seeing that traditional recruiting ground change, but we need to do more of it.

We're proactively getting in front of a potential pool of people that is so much broader than we ever have before. We're not just going to people who have gone to university to study land management, but trying to talk to people earlier, going to people who haven't chosen to go to university to study something else. This is a new level for us because we are looking at a talent pool we've not considered before as a business and, more importantly, we can help mould them to know the Carter Jonas firm and its clients through and through.

As a business, we’re also driven to address equality, diversity and inclusion (EDI) and this is bearing fruit. We don’t want to see one view of the world and change is being brought about across all of our divisions.

What should the future of major rail projects look like?

There are perhaps two key areas we feel need to change for the execution and efficacy of rail project delivery to improve.

The first is a more strategic approach to the planning of these schemes. It’s not enough to plan and deliver a railway – it needs to tie together the needs of the whole transport network. If we can create better railways, we can sort the roads out, then we can sort the inner cities out. This is a huge undertaking, and when politics and infrastructure are so heavily wedded, nothing is so straightforward. But it’s clear that a piecemeal approach isn’t achieving a great deal.

The second imperative is for greater collaboration between organisations, 95

IN CONVERSATION

allowing the private sector to drive projects forward. The DfT needs to allow a corporate structure to form in the private sector and let them – within limits of regulation – deliver it. There will be a nervousness, of course, because there will be concerns about where the private money is coming from, but at the same time there's a balance between that and getting a better transport network.

There's very little that can be done with the current structure, but in an ideal world there would be collaboration and boundaries between government bodies and the private sector. Ideally, you just want somebody to say, ‘we need to improve the transport network’, and we think the private sector can then step in and just deliver it.

What is the greatest challenge facing the development of new railway infrastructure?

The speed of development in technology is both an unmissable opportunity and a major obstacle. In the past decade alone we’ve seen the way people shop, the way they socialise, the way they interact and, thanks largely to Covid, the way they work completely change. While these are just evolutions in society, when thought about

in the context of a major rail project, they pose huge challenges for anyone planning a project. It might take five years to plan a new rail project, then at least the same again to build it, and during that decade so much can change to completely undermine the business case for it.

It’s similar to the way technology is going for driverless cars – to build a new road now has to take into account the requirements of an auto-piloted vehicle years before they are properly on the road, and hydrogen vehicles which are not even being manufactured yet. You can see projects being overtaken by technology in the blink of an eye. To flip that on its head, what the same technology will allow is better information and decision making around the maintenance and improvements of our existing network. You should be able to operate everything with a 3D model, but it goes further than that. You should know every section of track, how it is constructed, how old the material is, when it was last checked, when the embankments were mowed, and so on. Having live data available to you is huge because once it's live, it's constantly updated and becomes interactive.

CARTER JONAS Carter Jonas is a leading UK property consultancy working across commercial, residential, rural, planning, development and infrastructure. Its national network of over 1,000 property professionals operating from 34 offices means it can offer both national coverage and unrivalled local expertise.

Want to know more about Carter Jonas?

Visit: carterjonas.co.uk/infrastructure

First class property advice for the rail industry for 25 years Since taking on our first rail client, we have expanded to carry out the full breadth of property services – from scheme promotion, land referencing and acquisition through to management and disposals – for some of Europe’s largest rail infrastructure projects.

Find out more at carterjonas.co.uk/infrastructure

Follow us on X, LinkedIn and Instagram

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Lower business risk and reduce incident rates RailSmart EDS provides effective data recording, reporting and analytics to deliver complete visibility of your organisation’s competency position.

Make. Change. Work.

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BUSINESS PROFILE

Improving Outcomes with Alstom Driving safety and performance levels forward with 3Squared’s RailSmart EDS

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ince its inception, 3Squared has sought to create innovative products and solutions that move the rail industry forward and help to tackle complex and legacy problems, which can often hinder the running of safe and efficient operations. A key example of this in action is their RailSmart Employee Development System (EDS).

RailSmart is 3Squared’s flagship product suite and a driver for operational efficiency and simplifying information management in relation to safety-critical personnel and operational management of the railway.

Its technology provides the industry with a suite of software applications to help improve operational efficiencies, reduce incidents, mitigate business risk, support communications with passengers and overcome complex rail challenges that occur day-to-day operationally.

One of the original components of RailSmart software, RailSmart EDS was borne from collaborating closely with TOCs and FOCs and understanding that they experienced a daily challenge in assessing employee performance, through its use of archaic and outdated systems and processes.

Improving competency management outcomes with Alstom

Since its inception, RailSmart EDS has delivered results for a wealth of organisations. This cloud-based technology solution, complete with a mobile assessment tool, provides a comprehensive insight into rail employees’ competencies and significantly streamlines compliancerelated tasks. It provides an expansive range of functions including observations, competency cycles and eLearning resources, all while mitigating business risk.

These far-reaching benefits have not gone unnoticed by its users. For example, 3Squared has worked in close collaboration with Alstom – a renowned international rail supplier specialising in rolling stock, maintenance, and mobility solutions – to implement EDS across their organisation.

Since embedding it throughout the organisation, EDS has proven to be

a valuable resource, simplifying the admin surrounding compliance, while simultaneously enhancing overall performance.

For instance, EDS's capacity to alleviate administrative burdens has significantly increased Alstom's productivity. Internal stakeholders can easily see a snapshot of competency in their area and pull information from the system with ease.

Tackling complexities

RailSmart EDS effectively overcomes the traditional challenge of manually conducting paper-based competency assessments. This capability has enabled Alstom to consolidate all training, assessments, and verifications electronically within the centralised platform.

On the compliance front, EDS serves as a reliable tool for the business, providing a single source of truth – a benefit which has greatly aided the team during audits.

EDS’s mobile functionality has allowed Alstom to carry out remote assessments across the UK in some challenging environments, capturing a wide range of diverse evidence swiftly and easily. This has enabled them to keep on top of tracking and manage the vast amount of safety critical assessments and interventions that come their way in a timely manner.

Looking ahead

Taking an idea and translating it into a real-life solution is no mean feat, however, RailSmart EDS precisely achieves that.

Recognising the industry had a problem, the ground-breaking software was created to deliver a practical and efficient technological solution, eradicating the need for paper-led and inaccessible systems.

At its core, RailSmart EDS is a software system that simplifies the process of capturing complex information and disseminating it accurately, thus modernising, and digitalising processes within the rail industry. Reducing unnecessary burdens on staff, it frees up time and resource, enabling staff and operators to focus on ensuring the safe and efficient running of the rail network and its operations.

To find out more information about 3Squared’s suite of products and services and RailSmart EDS itself, get in touch via the contact information below.

Visit: www.3squared.com Social: @3Squared

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BUSINESS PROFILE

Rugged Railway Displays Axiomtek’s EN 50155 12.1” and 10.4” Railway Touchscreen Monitors – P712 and P710

ADVANCED FEATURES OF P712 AND P710 • • • • • • • •

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xiomtek, a world-renowned leader relentlessly devoted in the research, development, and manufacturing of innovative and reliable industrial computer products of high efficiency – is pleased to introduce its P712 and P710, the 12.1-inch and 10.4-inch EN 50155 and EN 45545 certified touchscreen monitors designed specifically for railway applications.

These durable railway touchscreen monitors support a wide operating temperature range of -25°C to +55°C and have an IP65-rated aluminum front bezel for water and dust resistance. The P712 and P710 have an XGA display with a resistive touchscreen, 600/500 nits of high

brightness and a wide viewing angle. With their rugged yet user-friendly design, these railway displays provide customers with multiple video inputs including VGA, DVI-D and HDMI. The exceptional P712 and P710 offer an optimal user experience for rolling stock applications under harsh ambient conditions.

Axiomtek’s P712 and P710 are specifically designed to serve the complex needs of the railway sector, which have to work stably and reliably at all times even under extreme conditions such as temperature fluctuations and rail vibrations. Vibration resistance in accordance with EN 61373 Category 1, Class B and interference immunity in accordance with EN 50121-3-2 Table 1, the robust

12.1” and 10.4" XGA TFT LCD. EN 50155 and EN 45545 certified rail-grade touchscreen monitor.

Wide viewing angle and high brightness of 600/500 nits.

Support VGA, DVI-D, and HDMI. Light sensor for auto-dimming.

Typical 24 to 110 VDC wide power input range.

-25°C to +55°C wide temperature range.

Support 5 OSD keys on the front bezel.

railway touchscreen monitors can work perfectly while trains rolling.

The P712 and P710 also offer onscreen display (OSD) control on the front bezel, which allows users to easily adjust on-screen images. It also comes with a sunlight-readable high brightness display and light sensor for auto-dimming, capable of performing well in any sunlight changes or semi-outdoor environment. With its wide viewing angle feature, train drivers can easily read and never miss any information.

The P712 and P710 both support fullrange DC power input from 24V DC to 110V DC for railway applications. These touch displays offer flexible mounting options including VESA and panel mounting. Other I/O connectivity includes one M12 A-coded male 5-pin DC in, one multi-function of T/S and remote control, and one Line-in.

For more product information or customization services, get in touch via the contact information below.

Tel: +44-161-2093680 Email: info@axiomtek.co.uk Visit: www.axiomtek.co.uk

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Keeping Christmas on Track Throughout the festive period Torrent Trackside’s innovative tools, equipment and lighting will be working hard on rail projects all across the UK. A large proportion of our fleet is battery or solar powered providing low HAV’s, zero emissions and maximum power.

For more information visit our new website via this QR code or contact our help desk.

24hr helpline

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

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@TorrentRail

BUSINESS PROFILE

Torrent Trackside is on Track for CP7 Carl Abraitis, Torrent Trackside’s Operations Director explains why battery technology will make a major contribution to the next Control Period

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Battery vans contribute to a carbon free delivery.

etwork Rail’s Control Period 7, which commences next April, is an ambitious and focussed £44 billion strategic business plan that covers the operation, renewal and maintenance of the railway for a five year period in England and Wales.

The UK’s rail network has been running for almost 200 years and continues to be one of the most effective and environmentally friendly means of moving people and goods across the country.

Torrent Trackside is the UK's only specialist rail plant hire company and has been supplying portable tools and equipment to Network Rail and its associated contractors for over 40 years.

The company has always been at the forefront of innovation and development to provide the best equipment to ensure rail projects and maintenance is carried out quickly, safely and efficiently.

A key component of CP7 is the continued determination to work towards environmental sustainability. Part of this is the aim to reduce carbon emissions by up to 21 per cent during the period with the end goal of achieving carbon net zero by 2050.

Torrent Trackside is well placed to assist Network Rail with this aim being at the forefront of supplying battery powered tools and lighting to the rail industry. We work closely with our customers and suppliers to hand pick and develop the most suitable

Operators benefit from low vibrations, quiet operation and zero emissions.

tools and equipment for rail projects. This collaborative approach maximises innovation ensuring the best equipment is developed.

Torrent Trackside can now hire battery tools for cutting and drilling rail, tamping, stressing and bolting. We also have a large range of battery powered off track and OLE tools. A significant proportion of rail maintenance is undertaken at night so we have invested in a large range of battery and solar powered lighting.

In the last few years there has been a significant improvement in the performance and efficiency of battery powered equipment. Many tools are now more powerful than the fossil fuel equivalent.

Battery tools are also lighter, quieter and have significantly lower vibration. Some tools have over 85 per cent lower vibration than the petrol tools. Run times are getting longer and recharge times reduced. The equipment is also durable and robust to work in a challenging rail environment.

Torrent Trackside now has over 2,000 emission free assets, if all were fully utilised the on-site generation of over 2,500 tonnes of CO2 would be saved each year. The use of battery tools also provides a safer working environment with the elimination of dangerous chemicals such as carbon monoxide, sulphur dioxide, nitrogen oxides, particulates and benzene. The impact on the local environment is also improved with less noise and pollution. This is significant

as over 22 million people live within 500 metres of a railway line.

As a business Torrent Trackside is evolving to a more sustainable future. We are working hard to drastically improve our own carbon footprint with such measures as introducing electric vehicles, buying clean energy and reducing and re-utilising unused office space.

CP7 states that the environment and sustainability are a core part of the business plan. Green initiatives are no longer ‘nice to haves’ but have been escalated to ‘must dos’. Battery equipment is no longer a niche product, it is the future of rail equipment and demand will continue to grow during CP7. To meet this demand Torrent Trackside has invested wisely and significantly in this new equipment. We will continue to source and develop even more efficient tools and equipment throughout CP7.

Carl Abraitis is Operations Director at Torrent Trackside, get in touch via email at carl.abraitis@ vpplc.com

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BUSINESS NEWS

Enhanced Tool Management System When every second makes a difference, the need for a streamlined tool management system that works seamlessly, while also saving time and money, is more urgent than ever

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n a fast-moving workplace with multiple technicians checking multiple tools in and out of your stores, having automated safeguards in place can improve efficiency, minimise loss and damage, and provide complete peace of mind. That’s where Snap-on Industrial’s newly upgraded and expanded integrated tool management portfolio comes into play.

Launched at the prestigious Red Bull Racing headquarters in Milton Keynes, with invited guests from the power generation, aerospace, and rail industries amongst others, Snap-on’s enhanced product range now offers a completely connected experience driven by state-of-the-art software to help teams work faster and smarter than ever before.

The expanded range now includes the transformative ATC Portal and True-Crib™ software, as well as the next generation of the ATC Box and Locker, all powered by its advanced L5 Connect software.

Think of Snap-on’s upgraded L5 Connect software as the command centre of your operation: a single platform and single source of truth tracking every touchpoint that managers, supervisors, and technicians need to know. Offering completely customisable dashboards, the technology 104

is even easier to use, more secure, and can now be tailored to meet each organisation’s specific requirements.

With L5 Connect uniting every Snapon tool and management system, all users can track every tool, log damage, monitor withdrawals and returns, and generate insightful reporting. An entirely automated system, Snap-on newest generation of ATCs, used in parallel with L5 Connect, minimise the risk of human error, save time, and improve security.

Richard Packham, Director UK & Europe for Snap-on Industrial says: ‘Snap-on’s updated Level 5 offering is now more connected to our customers’ needs than ever before. The range, powered by L5 Connect, combines speed with control at all user levels, supporting companies of every size and complexity.’

L5 Connect

A configurable, expandable, and uniquely powerful programme, the new L5 Connect is the most important part of the puzzle.

Managers, supervisors, and technicians can now access a local and global view of their tool management, quickly and easily tracking tools, identifying those in need of repair, and pulling bespoke and built-

in reporting. The result is an intuitive control centre that provides unrivalled accountability, enhances user productivity, and offers an exceptional level of security.

The new L5 Connect software builds on its previous iteration by offering: • Filter screens and reporting by individual toolbox.

• Access a live feed of all Level 5 ATC devices and software across the facility or multiple locations.

• View a comprehensive image-enhanced audit log, filtered by tool or user.

• Customise reports, alerts, and notifications to suit your needs.

• Benefit from upgraded security enhancements.

• Interface with existing systems via an enhanced API.

ATC Portal

A self-service environment working in tandem with the True Crib, the unique ATC Portal is the ideal solution for large tool storage spaces or designated tool rooms.

With two cameras, an RFID scanner on each side, and a touchscreen PC, managers can always have a complete digital and visual log of all users and tools. Completely customisable to fit any gate dimension, the

BUSINESS NEWS

ATC Portal is secure, easy-to-use, and can be effortlessly integrated with your existing tool management protocols via L5 Connect.

Key features of the new ATC Portal include: • 24/7 access for authorised employees.

• User-specific audio prompts in their preferred language.

• Advanced RFID-based serialised inventory management.

• Powered by L5 Connect.

ATC Box

An innovative point-of-use solution, Snap-on Industrial’s ATC Box has already revolutionised the way tools are managed.

The new and improved Generation 4 model is even more powerful, providing an improved image of tools inside the box,

processing those images even faster, and offering an interface driven by colour so that teams can now identify tool status at a glance. If an organisation has multiples of individual tools, the ATC Box also allows for seamless pocket-swaps.

Improvements from the Generation 3 ATC Box include: • Expanded 13.3” monitor.

• Faster computer with increased memory.

• Latest Wi-Fi Dual stream.

• Improved illumination for enhanced tool detection.

• Powered by L5 Connect.

ATC Locker

The ATC Locker is the perfect point-of-use product for oversized and unusually shaped tools that would not naturally fit within the

drawers of an ATC Box. Operating on the same platform and monitored with RFID scanners, the ATC Locker offers compliance at the speed of work. There’s no limit to the number of tools that can be stored, a charging point is included inside, and it’s even possible to set up dual verification to monitor smaller tools such as individual drill bits in a box.

For more information, get in touch via the contact information below.

Tel: 01536 413 904 Email: ukindustrialmarketing@snapon.com Visit: www.snaponlevel5.com

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PEOPLE

Arriva Rail London Appoints Managing Director Arriva Rail London (ARL), which operates the London Overground on behalf of Transport for London (TfL), has appointed current finance and commercial director Steve Best as the company’s new Managing Director.

Midland Metro Limited appoints Managing Director Sophie Allison has been appointed Managing Director of Midland Metro Limited (MML) after carrying out the role on an interim basis for the last two years.

Amey welcomes new transportation Strategy Director Amey is pleased to announce the appointment of Danny Gilbert to the organisation to take responsibility for long-term strategic growth across its Transport Infrastructure business unit.

Northern appoints former CFO of global tech distributor as Finance Director Northern has appointed Richard Hinds as its new Finance Director. He joins the train operator having spent seven years with Exertis – a subsidiary of DCC Plc and a leading distributor of technology products.

Northern appoints former train driver as new Head of Operational Standards Northern has appointed Mark Gardner as its new Head of Operational Standards.

SaaS firm eviFile bolsters team with a trio of hires Leeds-based SaaS company eviFile has announced the appointment of three new team members, with Chris Hall joining as SaaS technical onboarding manager, Elakkiya Geetha Karthikeyan as a business intelligence analyst and Keshia De Sousa as a digital support technician.

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STAY ON TRACK BY AVOIDING CRITICAL BOLTING FAILURES Norbar is a UK manufacturer of battery, electric, pneumatic and manually operated torque multipliers, wrenches, torque measurement equipment and bespoke torque control solutions specially developed for the rail industry

Contact Norbar and speak to The Voice of Torque Control

www.norbar.com rail@ rail @norbar.com 107

Delivering a brighter energy future for all We collaborate with purpose, working with industry alliance partners to deliver cost effective and innovative solutions.

By leveraging our collective capabilities, our results are more customer focused and sustainable.

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