Usually when major news hits my inbox is flooded with comments from industry thought leaders and responses from major players in the rail sector – and a general election is no different. CEO at Rail Forum Elaine Clark OBE said: ‘Rail Forum wants to see rail positioned at the heart of the public transport and freight system, as an economic enabler helping to drive UK growth and supporting delivery of our net zero commitments. Our message to the next government is simple, work with us to unleash the potential of rail.’
RIA Chief Executive Darren Caplan said: ‘It is encouraging to see near agreement from the parties on the urgent need for rail reform and a recognition that a long-term pipeline can give certainty to rail suppliers. We also welcome any plans which can improve the oversight and management of major projects.’
VP UK Rail at SilverRail David Pitt said: ‘The rail industry has been in a state of flux for too long, so it is positive that the election has come sooner than expected as it could be the catalyst needed to push forward with substantial reforms. It’s not just about choosing between nationalisation or privatisation; it’s about making rail travel more efficient, affordable, and passenger focussed.’
All of you reading this will likely know the result of the election, as to what that will mean for rail perhaps we’ll still be figuring that out a while longer.
My interviews this month cover a full spectrum as I speak to Leon Edwards OBE about his career in rail, nationalisation and the future of autonomy. I also speak to Dr Aaron Barret of RSSB and Steven Hart of WSP about the future of battery-powered train operation in Britain. That topic of sustainability is one of our forward features and we have articles on localising energy resilience and wireless trains and fuel economy.
I also speak to the four innovation leads, representing four different TOCs, at Future Labs about their collaboration and the state of innovation in the country.
SAM SHERWOOD-HALE EDITOR
Leon Daniels OBE about his career in rail, nationalisation and the future of
Dr Aaron Barret of RSSB and Steven Hart of WSP on the future of battery-powered train operation in Britain
Ross Welham of LNER, Colin Kelly of TransPennine Express, Christine Lefroy-Owen of Northern, Daniel Taylor of Southeastern discuss Future Labs and the state of innovation in the country
The clear advantages of galvanized steel
Ben Kattenhorn, AHT CEO on the group’s carbon clean and capture device which has shown to significantly lower emissions
and
All aboard the solar express
Sam Sage, HS1’s Sustainability & Environmental Manager on a new study which will investigate whether HS1 could power thousands of homes and businesses
Karen Bennett, Chair of the Community
Education Network describes a communityled initiative across the North West to change young people’s perspective on the
Kieran Mackie, Managing Director of Amulet, explains how the presence of Transport Safety Officers will improve Britain’s railways
Schuett of IDTechEx explores the Potential Behind Electric and
The Journey to Net Zero Conference
57 BOOK REVIEW
More than sixty years after the crime of the century, former Detective Superintendent Graham Satchwell and the man he once put away, Great Train Robber, Tom Wisbey have produced an exceptional dramatisation of the Great Train Robbery
59 SUPPLY CHAIN
The Construction Plant-hire Association defines key priorities for plant sector
60 SUPPLY CHAIN
Stacey Hayes-Allen, Director of Corporate Partnerships at Arden University discussed the leadership skills needed in today’s workforce
Gary Smithson, Rail Director at Morson Group
In conversation with Ian Fury, Co-Founder of True North Rail
Sarah Maplesden, Senior Signalling Design Engineer at Kilborn Consulting Ltd
The Vital Role of PPE to Prevent Worker Slips
Stannah Passenger Lifts at Brent Cross West
62
CHAIN
Alex Minett, Global Head of New Markets at Veriforce CHAS, on the social sustainability questions every organisation should be asking their supply chains and how to answer them
Resilience and renewability
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Unleash your productivity with high-performance lubricants
Rail Live took place at Porterbrook’s Long Marston Rail Innovation Centre on 19-20 June with multiple stakeholders and industry players in attendance
BUSINESS PROFILES
In
with Steve Welch
Mark Wild OBE, John Whitehurst, Giulia Chironna, David Hughes, Gary Robson, Gary Burnett, Barry McLeish, Stephen Nutley, Joe Urquhart, Thomas Marshall, Simon Aslett, Joe Parkes, Kevin Gore
Southeastern has launched its biggest ever recruitment drive to encourage more people to opt for a career in rail. Opportunities are available in a range of roles. Southeastern wants to appoint 170 trainee drivers, more than 100 station staff, and more posts in roles such as Railway Enforcement and Protection, Onboard Managers, Train Conductors and Engineers. There will also be roles available in management and other specialist careers.
To support this record-breaking recruitment drive, Southeastern has launched a unique advertising campaign which aims to encourage people from communities who may not have previously considered a career in rail, to do so.
Southeastern wants to identify and remove barriers to opportunity, attracting candidates from across the network to improve social mobility and increase hires from under-represented groups by ten per cent year on year. We want to break the outdated perception of what working in rail is like.
This includes a series of ‘Day in the Life’-style videos with a range of colleagues showing a behind the scenes glimpse of working at Southeastern.
In a typical year, Southeastern would recruit approximately 300 people to maintain the required number of colleagues to run one of
the country’s biggest and busiest railways. Doubling this is needed to support a growing Southeastern and support the goal to build a better, more reliable and sustainable railway.
Earlier this year, Southeastern became the UK’s first passenger rail operator to publish a Social Mobility Action Plan – which sets out how Southeastern will help the regions and communities it serves to fulfil their potential. Access to well-paid and rewarding careers is a key part of this commitment and Southeastern is looking forward to working with a broad and diverse range of applicants this year and beyond.
Steve Foster, Southeastern's People Director, said: ‘Working at Southeastern brings responsibility, pride and achievement. We want to recruit great people who represent the communities we serve. We know that some people think that they need experience in the railway or specific qualifications. That is rarely the case and for many jobs we provide full training. We are interested in applicants who have the right mindset.
‘There are many talented potential employees out there who could have a rewarding and enjoyable career working in a wide range of roles across our network and I would encourage them to take a look at the opportunities we have available and to get in touch.’
New Trains on Pembroke Line in Time for Summer
Passengers going to holiday hot spots like Tenby and Saundersfoot can now travel on brand new trains as Transport for Wales’ Class 197s have been added to the Pembroke line. The made-in-Wales Class 197s made their first appearance on the line between Swansea/Carmarthen and Pembroke Dock on Monday 10 June, with the majority of services using a three-carriage train.
Services on the line can be operated with up to four carriages, helping to provide a boost for capacity and comfort ahead of the summer season. Marie Daly, Chief Customer and Culture Officer at Transport for Wales, said: ‘Since the first of our brand new trains came into service last year we’ve been working hard to add more routes across Wales. We’re delighted to be able to start running new trains on the Pembroke line in time for the summer holiday period.
‘TfW is committed to providing people with an alternative to using cars and these new trains are comfortable with improved seating, air conditioning and customer information.’
Assembled at the CAF train factory in Llanwern, Newport, there will be 77 of the class 197 trains operating throughout Wales and along its borders once all are in service, forming the backbone of the mainline fleet.
While the transition is ongoing, customers may still see some of the older trains in operation however these will gradually be phased out over the coming years.
Logistics Awards 2024
Entry is easy, just go to www.logistics.org.uk/logistics24rp and complete the desired application form. The deadline for entries is Friday 12 July 2024.
As the leading event for the industry, Logistics UK’s Logistics Awards 2024 span the whole logistics industry, from rail, road, sea, air, construction and public service, to those with goods to move internationally. The awards will celebrate those who have made a significant contribution to the industry with an evening of conversation, networking, and insights from some of the sector’s biggest names. With great post-dinner entertainment too, it really is an event not to be missed!
Don’t miss out! Enter or book your table now to make sure you secure your place at this sell-out event at www.logistics.org.uk/logistics24rp Thursday 12 December 2024 — Park Plaza Westminster
RSK Welcomes Strategic Investment
RSK Group Limited has announced it has entered into an agreement to receive a £500 million preferred equity investment from a consortium led by Searchlight Capital Partners, L.P, and Ares Management Corporation funds. In addition, Ares has committed an incremental £300 million debt facility to further support RSK’s growth plans, bringing total available debt facilities provided by Ares to £1.4 billion.
Founded in 1989 by its Chief Executive Officer Alan Ryder, RSK and its 15,000 employees provide end-to-end, bespoke environmental consulting and engineering solutions to a vast array of clients across the water, energy, construction and infrastructure sectors. The additional capital is expected to support the ambitions articulated in RSK’s 2030 Global Growth Strategy, including organic growth initiatives and the continued execution of the Company’s acquisition strategy.
Alan said: ‘RSK is very pleased to welcome a new group of investors and further strengthen our relationship with Ares. This strategic partnership marks a pivotal moment for RSK as we take another step towards our long-term vision of becoming the world’s largest and most trusted provider of sustainable solutions.
‘Searchlight and Ares’ expertise in our industry, combined with their track record of supporting growth initiatives, will be instrumental as we execute on our M&A strategy and expand our service offerings. After three decades, RSK remains committed to delivering environmental and engineering services to help
government and business clients around the world achieve a more sustainable future. The opportunities for RSK increase at pace.’
Searchlight Partner James Redmayne said: ‘We are delighted to be partnering with Alan and the RSK management team, as they embark on the next phase of their journey to becoming the leading global provider of sustainability solutions for their customers. The unique employee-ownership culture of the business provides the perfect platform for RSK to continue its stated mission of striving to address the current and future impacts of climate change.’
Searchlight Partner Giles Marshall added: ‘The evolving regulatory landscape, accelerating global energy transition and goal of providing clean water and sanitation for all, present increasing challenges and opportunities for RSK’s customers, which the business is uniquely positioned to execute on. We look forward to partnering with the management team to support their continued growth and industryleading service.’
Ares Management Co-Head of European Credit, Michael Dennis, said: ‘Since our initial investment in 2018, we have seen firsthand RSK’s commitment to helping advance the energy transition through differentiated client solutions. We are excited to increase our financial commitment alongside Searchlight and further support the Company’s focus on identifying new investment opportunities and developing innovative capabilities that can drive more sustainable business outcomes and long-term growth for RSK.’
Metrolink Record’s Busiest Month in its 32-year History
Metrolink has hit another milestone with the UK’s largest light-rail network enjoying its busiest month ever in its 32year history.
Millions of people got on board in May which proved to be a bumper month for events including the Great Manchester Run, Manchester City’s Premier League titlewinning parade and high-profile concerts at the Co-Op Live.
During the month 4.1 million people travelled on Metrolink across Greater Manchester, setting a new record for monthly patronage since the network opened in 1992. The previous record of 4 million was set in November 2019.
Danny Vaughan, TfGM’s Chief Network Officer, said: ‘This is a historic achievement for Metrolink and is the result of a huge team effort between TfGM and the operator KeolisAmey Metrolink over the last few years.
‘It shows just how important Metrolink is for Greater Manchester, as well as demonstrating Metrolink’s integral role as part of the Bee Network. It is also a testament to the staff on the frontlines and behind the scenes who keep the network running reliably.
‘This growth in passenger numbers, together with our renewed focus on tackling
fare evasion is helping to get Metrolink back on track following the decline in passengers during the pandemic.
‘This is just one of many milestones that Metrolink has hit since 6 April 1992, and with work under way to improve the network and make it quicker, smoother and more reliable for passengers, I am confident that Metrolink will continue to go from strength to strength.
Damien Chabas, Managing Director of KeolisAmey Metrolink, said: ‘Metrolink
plays a vital role in delivering a safe, reliable, and accessible public transport services for the around 900,000 people who choose to travel with us every week.
‘We are delighted with the recordbreaking patronage in May, with the continued dedication and pride of our brilliant employees, KeolisAmey Metrolink will continue to build on our commitment to providing a high-performing network in partnership with TfGM that adds value to the communities of Greater Manchester.’
Rail Forum Launches ‘Made in Britain’ UK Rail Manufacturing Campaign
Rail Forum has launched a UK rail manufacturing campaign as part of its enhanced support stream for its manufacturing members. With a third of its membership involved in manufacturing, this rail focused ‘Made in Britain’ social media initiative is a fantastic opportunity for members to highlight their capability, capacity, and range of processes supporting rail manufacturing across both rolling stock and infrastructure.
Rail Forum’s manufacturing campaign will run until 17 July 2024 and is being supported by Made in Britain, incorporating their well-established and respected #MadeInBritain branding and hashtag.
John Pearce, CEO at Made in Britain said: ‘A strong rail sector, leading a bold, green UK infrastructure strategy must have British manufacturing excellence at its very core. The UK is proud to be home to many of the world’s leading makers operating in, and supplying vital components into, the entire eco-system of rail-related transport. The Made in Britain organisation is proud
to be able to add our voice to Rail Forum’s campaigning (in 2024) to boost the awareness of everyone who relies on this remarkable network of innovators and enablers of the UK’s environmentally and social responsible rail transport and travel sectors.’
The social media campaign marketing materials can be found on a dedicated Manufacturing page on the Rail Forum website. The branded template can be easily customised.
This campaign is the first output of our newly formed Manufacturing Steering Group, comprising BCM GRC, Cembre, Composite Braiding, CWE, Datum, Hydram, Infotec and Signal House Group and Transport Design International (TDI). The Steering Group are also developing other initiatives to draw attention to the wealth of rail capability in the UK and it would not be possible without the support of our Manufacturing Partner, TDI.
Nicola Islef, Head of Marketing at TDI shares: ‘TDI is looking forward to working
closely with Rail Forum throughout June to support the UK Rail Manufacturing Campaign. With the success of our Very Light Rail products and transport solutions, TDI is increasing our manufacturing capacity in the Midlands for the build of the Revolution VLR Pre-Series vehicles. This is an exciting time for us, and we are proud to be a part of Rail Forum’s initiative to promote manufacturing in the UK.’
Cat Appleby, Membership & Engagement Director at Rail Forum said: “With a huge range of UK based manufacturing companies supporting rail, it’s a pleasure to shine a spotlight on them in this campaign. Over the last few years, we have seen a range of economic impacts which have demonstrated the value of having UK based suppliers, not only for supply chain resilience but renowned for quality and innovation to support efficiencies across the whole supply chain. Recognising their whole life economic and social value helps the UK to continue to deliver world-class railways both domestically, and of course internationally.’
£370 Million Contract for Ten Aventra Trains
Alstom has signed a contract worth around £370 million for ten new nine-car Aventra trains – and maintenance – for Transport for London’s Elizabeth line.
Opened in 2022, the Elizabeth line continues to experience passenger demand ahead of predictions and its current 70-strong fleet of Alstom-built Aventra Class 345 trains would be insufficient to meet demand later this decade and through the 2030s.
The additional Aventra electric multiple unit (EMU) passenger trains will be built at Alstom’s Derby facility. Nick Crossfield, Managing Director UK and Ireland at Alstom said:
‘We are delighted to now have a confirmed workload for Derby Litchurch Lane and our supply chain across the UK. The UK remains one of Alstom’s most important global markets.’
The contract includes new trains which are funded by £220.5 million from the Department for Transport, with Transport for London also contracting for the provision of train maintenance on the units until 2046.
Half of All Commuter Trips Now Digitally Signalled on Rail Route to City of London
More than half the trains Great Northern commuters take to Moorgate in the City of London are now controlled using ground-breaking digital signalling.
The European Train Control System (ETCS) does away with the need for signals at the side of the track. Instead, drivers are continually fed a safe target speed to aim for on a computer screen in their cab. This allows trains to run closer together and enables a more consistent and reliable service for passengers.
The first passenger train ran to the City of London using digital signalling technology in November 2023. Since then, Govia Thameslink Railway (GTR) has been steadily training more of its Great Northern drivers to use the system.
Now, just over half of all journeys on the Northern City Line, between Finsbury Park and Moorgate, run in ETCS. This number is set to steadily increase as more Great Northern drivers are trained in the new technology, and journeys will become more reliable.
Oliver Turner, Head of Digital Signalling (Head of ERTMS) at GTR, said: ‘We are delighted that our Great Northern commuters can now expect at least every other train to be digitally signalled.
‘It represents a significant step towards a digital future in which technology will improve customer journeys on both the Northern City Line and, eventually, the East Coast Main Line. We are proud to share our knowledge and experience gained here with the rest of the rail industry.’
Introducing digital signalling on this busy commuter line is an important first step towards replacing regular signals with in-cab digital signalling on the southern part of the East Coast Mainline, between King’s Cross and Grantham. The first train ran using the system on a section of this mainline under test conditions two weeks ago (see press release UK-first sees digitally signalled train driven on intercity mainline).
It’s all part of the East Coast Digital Programme, which will see the first introduction of digital ETCS to an intercity mainline in Great Britain and provide the foundation for the future expansion of digital signalling across the UK rail network.
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Rail Stars Recognised in HM The King's Birthday Honours List
Three leading lights of the rail industry have been recognised in HM The King's Birthday Honours List. Network Rail’s Sharon Salmon was recognised for services to the railway and diversity and inclusion, Paula Durrans, Great Western Railway’s former Head of Security was recognised for her pioneering work to make the UK rail network a safer, more welcoming place for customers and rail staff and the Chief Executive of Rail Forum, Elaine Clark, was honoured with an Officer of the Most Excellent Order of the British Empire (OBE).
Elaine said: ‘I am truly humbled and blessed to work with such fantastic colleagues and it is great to see the importance of the rail supply chain being recognised. What we achieve is a team effort by all working together; the Rail Forum team, the Board and all of our members. The more we work together the more we can achieve.’
In her 18 years at Network Rail, Sharon has devoted much of her time volunteering to help make Network Rail and the industry a more diverse, open and inclusive place for everyone, committed to removing barriers for people and helping Network Rail become increasingly representative of modern Britain.
Throughout her career, Paula has shaped the world of railway security, founding the Football Rail Taskforce at a time when travelling football fans were a challenge for customers, the sport and the railway.
Paula said: ‘I’m humbled and shocked, but delighted and deeply honoured to be recognised like this. The rail industry – at train companies, Network Rail and the British Transport Police – is full of fantastic people who want to make a difference for customers and colleagues. I have had a fantastic career on the railway and I’m delighted we’ve been able to make such a difference together.’
Paula began her career as a stewardess for British Rail before becoming one of the first women to be accepted onto the company’s management trainee scheme and embarking on a number of railway operational roles.
For the past 16 years, she has led and managed security for GWR for the nation's most high-profile events, including leading on royal occasions at Windsor, such as the Platinum Jubilee, funerals of HM Queen Elizabeth II and HRH Prince Philip the Duke of Edinburgh, and the coronation of HM King Charles III.
Paula successfully managed all the GWR security aspects for the G7 summit in Carbis Bay, liaising with security teams for world leaders. She retired earlier this year.
Sharon was a founding member of Network Rail’s Cultural Fusion Network (CFN) in 2014 – an employee network for black, Asian and minority ethnic employees & their allies, and became chair in 2019. Before leading the network, she volunteered as the network’s communications, marketing, external liaisons lead and deputy chair all on top of her busy day job as a commercial analyst for Network Rail’s Route Services function.
Membership of the CFN grew from 565 to 1162 within a year of her leadership and the CFN has been recognised for taking initiative to make positive change in the business.
Sharon has also coordinated events for Black History Month, organising inspiring speakers such as Ansel Wong CBE, Board Director for Nottingham Hill Carnival and founder of Black History Month in the UK, and award winning actor Naomi Ackie, who gave a candid interview on the importance of representation and how she navigates remaining authentic in the industry.
The award includes Sharon’s collaborative work with the charity Anthony Nolan, where the CFN supported events to highlight the lack of black, Asian and minority ethnic stem cell donors. The network also worked with the Sickle Cell Society, organising a 10k charity run and raising money.
Sharon said: ‘The pandemic was a really difficult time for people. I wanted to make sure, as the leader of the Cultural Fusion network, that people stayed connected. I worked with my hardworking CFN team to organise tea breaks to provide a platform so people could share their lived experiences in a safe space.
‘I’d like to thank Network Rail’s Diversity and Inclusion team for always being supportive, and whoever submitted me for an award. I also want to thank my supporters and champions who have spoken and recommended me when I was not in the room and also the CFN Team who worked hard. It is a real honour and I’m so excited to celebrate with my son, family, friends, and colleagues.’
Elaine Clark OBE
Sharon Salmon MBE
Paula Durrans MBE
Leon Daniels OBE
Sam Sherwood-Hale spoke to Leon Daniels OBE about his career in rail, nationalisation and the future of autonomy
SSH: You’ve described the railways in Britain as a ‘confused and useless hybrid arrangement’ – looking back over your 45 years in the transport industry, how do you think we ended up in that situation?
LD: I think the genesis of where we have ended up is that John Major’s rail reforms produced a model that was designed to manage a declining railway network and hold down the costs and just allow the thing to gently decline without too much trouble. The model wasn't designed for a network that was growing. The rail reforms were a great success and ridership has grown dramatically, there's been investment, and guess what? The trains got better, the services got better, and more people travelled. But the model was never designed to manage a growing network. It was designed to manage a declining network. So, I think we find ourselves where we are
because the wrong model was employed back in the 1990s, and it was singularly unable to cope with the changes in travel habits that it itself generated, and then add a dose of Covid into that – although I know it's fashionable to blame everything on Covid or Brexit.
We first started to see the changes in travel patterns in about 2015. We started to see the softening of the Fridays, we started to see a softening in the peak generally and a commensurate increase in leisure. And I think it would be fair to say, going back to the model, that there were some rail franchise bids of the period that had some very aggressive growth assumptions on the basis there was infinite latent demand for railway travel.
Therefore, if you improve the signalling, got the trains closer together, invested in new rolling stock, gave the staff new uniforms all that growth would continue
because there was an infinite number of people waiting to travel, and the only reason they weren’t travelling was because there wasn't capacity on the network. I think in 2014/2015, we first started to see that those growth assumptions were wildly optimistic and that, in fact, the growth in demand was softening because of the change in travel habits and early stages of working from home and so on.
It would be fair to say that some of those franchised operators were struggling because they weren't getting the growth that they expected. So that’s a further example of how the mechanism was defective on this and then, of course, we fell into Covid.
SSH: How did Covid exacerbate all these different factors?
LD: My view about Covid is that we fast forwarded about ten years in the space of
‘We got to know all the different people who had a role in delivering the Olympics and in turn a comprehensive address book with a load of people whose default answer was: ‘yes, if I can’. That is fairly unusual as many people’s response is ‘no, unless you can persuade me.’
two years. We ended up where we might have been in ten years time, and rather more dramatically, with a softer peak, increased leisure travel, etc.
Where I think we've got to with rail now is that I don't believe that what is being proposed is necessarily better than what has been there in the past, but sometimes you just have to make a change in order to have a good poke about and shake some things up. As I said in my piece for this magazine last month, I'm not sure that full nationalisation or the extent of nationalisation that's being proposed is the right thing, but I do I have to admit that changing it is the only option left because leaving it like this is not acceptable to the electorate as a whole, and to the taxpayer.
The laws of economics do not change when you change the model of ownership. The laws of economics will still mean that trains are expensive to build, operate and maintain. Whilst there are always efficiencies that you can squeeze out of the system, for a train driver and the track engineers to get their wages, the rolling stock to be built and the stations to be maintained – it will not be cheap.
It is very tempting to assume that a new government will waive a wand that will dramatically change the way in which the railways are designed, built and operated, and that somehow the laws of economics will change – but they won't. Rail employees will still want a reasonable wage. The price of civil engineering is still the price of civil engineering. The price of stations is still the price of stations, and the price of energy is still the price of energy and a different ownership won't change that.
History does also show that the private sector is a better manager of cost than the public sector is – and you can look anywhere you like to see that.
I don't move away from my thesis that there must be change, but it doesn't change the laws of economics and therefore the problems to be faced will still be the problems that we face now.
SSH: What should change under a nationalised system?
LD: The public is being led to believe that wages will go up, fares will go down, there will be twice as many services, and it'll all be brand new and with zero emissions – but there’s not a chance.
I would rather start the question at what sort of country do you want? If we accept we want a country where it's possible to travel, to many places very safely, very reliably and reasonably quickly, then you have to invest in rail and that comes at a cost. And although there is a cost, it's a lower cost in the wider sense than the alternatives, which include domestic air travel, building ten-lane highways, etc. so if I was in government that’s where I'd be starting.
SSH: Given how much Treasury support the railways will always require, does it matter?
LD: We always have to remember how the Treasury looks at things. The Treasury doesn't start from where I just started from on the sunny uplands asking ‘what sort of country do we want?’ The Treasury starts from: ‘if we didn't do this, how much worse would it be?’. It asks, if we didn't spend £10 million on potholes, how much worse would our country be? And if the answer is hardly at all then let's not spend it. So that's where the Treasury starts from. It's not about whether it is a good idea or not. They would like to spend as little as possible yet keep control.
The downside of that, as you well know, is if you keep people in austerity for too long, things fall over. I've been recently looking at some of the railways in South Africa where significant parts of the network are unusable because they've been neglected for so long and the price of putting them right has gotten commensurately higher and therefore less easy to agree on as far as the Treasury is concerned.
You can always have a tight year, you can always have a standstill, you can always have a moratorium. What you can't have is one that lasts 20 years because the network becomes unsafe and the cost of putting it right becomes even more eye watering and the right answer is, if at all possible, you should keep the spending going.
I would put another plea for any government – what we really need is a longterm heartbeat of funding for both road and rail, which is broadly the same number year on year, inflating of course. We don't need to know precisely what we're going to spend it on yet – we just need to know that we’ve got a consistent long-term funding arrangement.
‘I think we find ourselves where we are because the wrong model was employed back in the 1990s, and it was singularly unable to cope with the changes in travel habits that it itself generated.’
If we knew that a specific amount is going to be spent every year, that unlocks the door for investment, for the confidence in building plant and equipment, apprenticeships and so on. Because if the construction side and the maintenance side all knew that there was going to be funding on a consistent basis then they would invest. What we've had for decades is stop and start, HS2 is a fantastic example of this, as was Crossrail, and what it creates is a prolonged gestation period. You could even begin to believe that it suits governments to have big plans for infrastructure but never actually build it. Then you get mission creep and added complexity and it becomes a burning issue, then some people get fired and some other get people get put in and then some very expensive consultants get parachuted in to rescue it.
If we had rail investment funding that's broadly flat, where you can borrow year on year if you want to, we would all be better for it. Life would be cheaper because we wouldn't be building railway manufacturing facilities in distant parts of the United Kingdom where they get the job done and then there's no work. So, it is all about long term consistency, which is a pipe dream I know.
SSH: You joined Transport for London in 2011 and were part of delivering the London 2012 Olympic Games. What did that experience teach you about working across the supply chain?
LD: In any major project, you can adjust the time scale, you can balance quality versus price, you can change the scope. Well, in the case of the Olympic Games, you couldn't change any of those because it was going to happen in July 2012 whether you were ready or not. You couldn't postpone it for a couple of years, and you couldn't change the scope because the International Olympic Committee has got a strong legal case with
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‘In transport you've got some opportunity that many other retailers don't have, which is the chance to do it all again tomorrow, to the same audience.’
the Jubilee line yesterday, and then caught myself when I remembered when there was a time that gap was thirty minutes. In transport you've got some opportunity that many other retailers don't have, which is the chance to do it all again tomorrow, to the same audience. So, learn from today and make it better tomorrow.
SSH: You’ve previously spoken at a Women in Rail in Malaysia conference, how did you get involved in that and what do you think of the work being done by Women in Rail to encourage women into the rail business?
We’ve had spectacular success with autonomous control of trains but I don't think the public is yet ready to be travelling at 125 miles an hour with nobody in control. But do I expect far more autonomy? Yes, of course I do. I see the driver being relegated to somebody who is monitoring the systems and keeping an extra lookout and less being in charge as we have on the Elizabeth line in the central section now. Before opening, I was privileged to drive all the way from Abbey Wood to Paddington so even I could do it.
the government to deliver exactly what they said they would deliver.
The best thing about the Olympic Games was that just for once, every single organisation and agency was stood on the same burning deck, facing in the same direction. I've never seen that in my life because with many projects there are people who are in favour of it and people who are against it. There’s none of that in the Olympic Games. We had this fabulous collaboration with everyone marshalled together in a series of groups chaired by (now Lord) Peter Hendy and Christopher Garnett as part of bringing all these agencies together. One of the things that we did was to have a whole series of social events in the evening. We got to know all the different people who had a role in delivering the Olympics and in turn a comprehensive address book with a load of people whose default answer was: ‘yes, if I can’. That is fairly unusual as many people’s response is ‘no, unless you can persuade me.’
The people around you were hard wired to assist and deliver, if at all possible, and that was remarkable. I think it'd be fair to say that we kept that legacy for quite a long time after the games because local authorities, Government departments, watchdog bodies and so on carried on for a long time after the Olympic Games. Many of these brilliant people who did fantastic things got promoted and went and did other great things.
A second thing on delivering the Olympic Games, which is a big lesson for transport, (I can hear Peter Hendy’s voice in my ears as I speak) is that the way to deliver a good transport system is a rigorous attention to detail. Never grant yourself or your team a day's blue sky thinking. If this morning's peak hour was no good, spend that time thinking about how to make tomorrow morning’s peak hour better. When you have got every peak hour running beautifully, then you can have a day out to think about the future.
As standards rise, as punctuality and reliability improve, the public becomes desensitised to how bad it used to be. They only know how bad it was. I found myself complaining about a six-minute delay on
LD: That is part of the Olympics legacy. After the Olympic Games were over, we were invited all around the world to go and talk about our Olympic experiences. I went to talk in Tokyo ahead of Tokyo 2020, I'm currently talking to Los Angeles for 2028, and I'm currently talking to Brisbane for 2032. One of the attendees at an event I spoke at called Natasha Zulkifli, who is the Founder and Director of Women in Rail Malaysia asked me if I would speak at their conference and I’ve now done that over successive years.
Looking out at rows and rows of young Muslim women, eager to learn about civil engineering or digital signalling, a whole series of male dominated careers across rail, is a wonderful feeling. Just imagine that, rows and rows and rows of young people from a different cultural background, a different religious background wanting to be involved in civil engineering.
Women in Rail is doing a fabulous job, Women in Transport as well. Jo Field, President of Women in Transport was a guest on my podcast Lunch with Leon. We get these wonderful stories, like Louise Cheeseman, who recently retired as the Director of Buses at TfL, started out as a guard on the railways and had to make do with a man's uniform because there weren't any women uniforms and she had to put up with the fact that the only changing and showering facilities were in the men's washroom. And ended up as Managing Director of LUMO trains before becoming a Director at TfL. So, there's a success story and a sign that we've made fantastic progress.
SSH: Are you bullish on autonomous vehicles? How do you think they might complement the current public transport network?
LD: My guess is we're a long way off from an autonomous vehicle that can go from anywhere to anywhere else via another third place. But we're much closer to being able to start at a suburban railway station with an eight-seater Robo Taxi that has enough capability and information to take little groups of people home from the railway station. I've seen Waymo in San Francisco in an urban environment but that's not what they're for.
Autonomy is coming – how did we ever get safe enough to fly on two engines across the Atlantic with only two crew when it used to take four engines and three crew? Because of high levels of automation. The aircraft is broadly flying itself and the humans are keeping an eye on it and are capable of intervening if necessary. A Rolls Royce engine on a Boeing 777 is talking continuously to Rolls Royce about how it's feeling and if it starts to get warm or the oil starts to get a bit thin, or it detects anything else wrong with itself the people at Rolls Royce know before the plane has landed. So, we’ve got all that to look forward to.
I've driven quite a bit on the underground in my time. It was much more fun to drive a train properly and manually, but it's much safer, uses less energy and it's more comfortable if the system does it and you just keep an eye out. You're more alert at the end of the shift than you would have been if you had been on the footplate of a steam locomotive doing heavy manual labour.
SSH: You now have your own consultancy business – Leon Daniels and Associates –what sort of work do you do?
LD: Yes, it sounds very grand, but it's only me! It is a vehicle through which I do all my work, so I act as a Non-Executive Director or Chair for a number of businesses, I am Chair of RATP Dev UK, I am Chair of Thames Clippers, which operate the fast catamarans on the River Thames here in London. I'm also working with a company called One.Network that does traffic engineering and traffic data and I am also Chair of a company called Go Metro, which is a South African business doing phenomenal things with telematics on vehicles of all sorts. I Chair the Highway Sector Council for the department, I have been on the Net Zero Transport Board for the government and I also am active in some charities. Next year I will be Master of the Worshipful Company of Carmen, which is an ancient city livery company which hosted a sort of medieval congestion charge in London 500 years ago.
I also host the monthly bite-sized transport podcast Lunch with Leon, where I interview leading figures across the transport industry – and we discuss the latest trends and innovations in the sector. It’s a must listen for anyone working in transport today.
In fact, I would say – in retirement – I am living a dream!
6-7 November Leonardo Royal Hotel London Tower Bridge
A fresh start for UK Rail?
2-day conference with inspiring keynotes including:
– Andrew Haines, Chief Executive, Network Rail
– Sir John Armitt CBE FREng FICE, Chair, National Infrastructure Commission
– Sir Jon Thompson, Executive Chair, HS2
– And many more…
Large interactive exhibition area with spotlight pitches presenting services, products and solutions
Evening programme including networking drinks, dinner and entertainment
Scan the QR code to register today Or visit riagb.org.uk/AC24
Levelling the Playing Field
by Ellis Shelton
In December 2023, the UK government announced a long-term target to grow rail freight by no less than 75 per cent by 2050 across Great Britain
It also identified shorter-term targets to grow freight by 7.5 per cent in England and Wales, and the Scottish government target to grow by at least 8.7 per cent in Scotland, over the next five years.
While this ambitious target highlights the strategic importance of rail freight, a target alone cannot deliver growth and there now needs to be plans and actions developed with the industry to ensure the targets are achieved. The new UK government needs to support the industry and help it compete with the road network by creating an operational environment that brings greater certainty to the market and gives the industry the confidence to make the necessary long-term investments in assets and infrastructure.
Road freight expansion
During the 19th and early 20th centuries, railways were the dominant mode of freight transport, with extensive networks established to connect industrial regions. However, the post-World War II era saw significant investment in road infrastructure, particularly with the construction of the motorway network, which was heavily subsidised by the government. This shift created a robust road transport network that facilitated the growth of road freight.
This has led to road freight, primarily via Heavy Goods Vehicles (HGVs), benefiting from flexible routing and scheduling, making it attractive for short to medium distances. Road freight has also benefitted from lower operational costs and from advances in engine efficiency. And because it operates with fewer personnel per unit
of cargo compared to rail, labour costs are also lower for road freight. In addition, technological advancements such as Advanced Driver Assistance Systems (ADAS) are improving safety and fleet management systems are being adopted more rapidly in the road sector, further driving down costs.
Opportunity for rail
Despite this, rail freight excels in certain sectors and, while more expensive upfront, becomes more cost-effective for long distances and large volumes of goods because of its higher fuel efficiency and capacity. Rail freight is generally faster and more reliable over long distances, as it is less affected by traffic and weather conditions. It is also ideal for bulk shipments as rail freight can handle significantly larger and heavier shipments compared to road freight reducing the overall number of trips needed.
These efficiencies are reflected in the sector’s environmental impact and rail produces about one-fifth of the emissions per ton-kilometre compared to road freight. When a single freight train can replace up to 129 HGVs, its role in helping the UK achieve its net-zero targets should not be underestimated.
Regional prosperity
Rail freight can also play a significant role in spreading prosperity throughout the whole of the UK. 90 per cent of rail freight’s economic benefits occur outside London and the South East and it develops significant value for areas in the north of England, Scotland and Wales.
The benefits of rail are well defined and understood but for rail freight to fulfil its potential the right decisions
Logistics UK is one of the UK’s leading business groups, representing logistics businesses which are vital to keeping the UK trading, and more than seven million people directly employed in the making, selling and moving of goods. With Covid-19, Brexit, new technology and other disruptive forces driving change in the way goods move across borders and through the supply chain, logistics has never been more important to UK plc. Logistics UK supports, shapes and stands up for safe and efficient logistics, and is the only business group which represents the whole industry, with members from the road, rail, sea and air industries, as well as the buyers of freight services such as retailers and manufacturers whose businesses depend on the efficient movement of goods. For more information about the organisation and its work, including its ground-breaking research into the impacts of Covid-19 on the whole supply chain, please visit logistics.org.uk.
need to be made concerning investment, capacity allocation and modal shift across the industry.
Capacity
The sector is currently limited by network capacity and additional rail connected terminals will be necessary to substantially grow the rail freight market. The majority of the rail terminals will be funded by the private sector and an environment must be created that gives companies the confidence to make sizeable investments. This means increasing capacity to accommodate additional services, including more productive heavier and longer rail freight trains, which will ensure rail freight can compete with other transport modes.
Decarbonisation
Logistics UK continues to press the government to commit to a long-term programme of electrifying the railway. Electrified rail transport is a fully mature, proven green technology which has been in use for more than 60 years. Currently, only ten per cent of British freight trains are hauled by electric locomotives yet to enable 95 per cent of rail freight to be electrically hauled, only 800 miles of additional electrification is needed in the UK.
Incentives
Mode shift grants play a vital part in moving freight from road onto rail and incentives
such as the Mode Shift Revenue Support (MSRS) scheme and Freight Facilities Grant (FFG) need to be expanded.
Road freight has a highly price sensitive customer base and MSRS helps support modal shift from road to rail on flows where rail would not be able to compete on cost. Successful MSRS applications, on average, provide a benefit-cost ratio of more than 6:1, demonstrating the effectiveness of the programme.
The Freight Facilities Grant (FFG) has been instrumental in Scotland and Wales in encouraging more customers to use rail freight and Logistics UK members would welcome the scheme to be re-introduced in England.
Without mode shift grants, less freight will be moved by rail leading to a notable increase in road freight, impacting carbon emissions, air quality, road congestion and would also have an impact on the economy.
Access
Before any investment is made, operators need to know they will be able to achieve a return over a longer period which is why long-term access rights to the railway are key when planning strategic investments. The current access contracts, which secure permission for rail freight operators to run
trains on the rail network, expire in the next few years and investors need the confidence they can make a return before making any substantial financial investments in the future. This is why we have been pressing government to ensure that freight access contracts are defaulted to ten years when successfully renewed.
Skills
The rail sector is facing a significant skills shortage and up to 120,000 additional people will be required by 2030 with the demand for skills peaking around 2025. This is largely as a result of an ageing workforce and nearly 50,000 rail industry employees are expected to retire by 2030.
Only five per cent of the rail industry’s workforce are under 25 so the DfT’s recent consultation on lowering the minimum age for train drivers to 18 is a practical step to encourage younger people into the industry, but an efficient rail network needs more than just drivers.
There are numerous critical roles, such as engineers and technicians, where there are also skills shortages and Logistics UK has been pressing government for some time for a clear national strategy to help address the skills gap in this vital sector. The Generation Logistics campaign is part of the solution,
RAIL LIFTING JACKS & PIT EXPERTS
but there still needs to be better signposting of the careers available and more support for apprenticeships through government funding and less complicated access.
Conclusion
Levelling the playing field between road and rail freight and achieving the ambitious rail freight growth targets necessitates a multifaceted approach involving policy support, strategic planning and substantial investment. Enhancing rail network capacity, committing to electrification and expanding mode shift grants are crucial steps towards creating a competitive and sustainable rail freight sector. Additionally, ensuring long-term access rights and addressing the skills shortage through targeted initiatives will be vital for fostering industry confidence and facilitating necessary investments. By addressing these key areas, the UK can leverage rail freight to enhance economic prosperity, reduce environmental impact and achieve longterm transport sustainability goals. The new UK government must act to ensure the freight growth target is achievable.
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THE CHEEK OF IT
by Chris Cheek
Rail Demand Growth Slows Over the Winter
The recovery in demand for rail services in Britain from the Covid pandemic continued into the winter quarter this year, but at the slowest pace since the end of the pandemic
Non-Elizabeth Line passenger numbers were 11.3 per cent higher than the same quarter in 2023, reaching a new post lockdown high. Including traffic on the new line, growth was 12.9 per cent.
Overall, demand rose to 91.9 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 limited to 81.9 per cent.
The provisional figures cover the fourth quarter of fiscal year 2023/24, finishing at the end of March: across the network, 405.5 million passenger journeys were made during the twelve-week period, up from 359.1 million in 2023. Between them, they covered 15 billion passenger kilometres, 9.3 per cent up, and paid a total of £2.6 billion in fares, 17.2 per cent more than in 2022.
Looking at demand by ticket type, advance tickets were up by 23.2 per cent, taking sales 60 per cent higher than before the pandemic. Anytime peak and off-peak fares were up by 12.4 and 15.1 per cent respectively, leaving them 19.5 per cent and 26.7 per cent ahead of the pre-Covid figure. Season ticket holders made 2.7 per cent more journeys than last year, but the 60.32 million total remained 64.5 per cent below the 2019 figure.
Excluding the Elizabeth Line, services in London and South East moved ahead by 10.2 per cent during the quarter, but this meant that it was the slowest growing sector. Between them, the operators carried 230.1m passengers in the twelve weeks, but remained 22.1 per cent below 2019. Double
digit growth was the norm for the sector, with strongest quarterly growth coming at Greater Anglia (14.4 per cent), followed by West Midlands (12.8 per cent) and South Eastern (12.4 per cent). The exception was c2c (1.8 per cent).
The Elizabeth Line carried 55.4 million passengers in its seventh full quarter of operation, 24.3 per cent up in the year, meaning that the line accounted for 13.7 per cent of the national network’s patronage in the January to March quarter, second only to GTR’s 17.4 per cent.
The long-distance InterCity sector saw demand increase by 13.3 per cent compared with 2022, leaving passenger numbers just 3.8 per cent short of 2019 levels. Cross Country saw the largest growth, on 26.3 per cent, 13.7 per cent below pre-pandemic levels. They were followed by Avanti West Coast on 22.2 per cent, but still 15.6 per cent down from 2019. EMR grew by 12.2 per cent, taking passenger numbers 13.2 per cent above pre-pandemic levels. Caledonian Sleeper saw growth of 16.2 per cent but was still 11.1 per cent short of previous highs. GWR advanced by 7.9 per cent to 82.9 per cent of pre-Covid patronage, handicapped in part by the loss of Thames Valley suburban passengers to the Elizabeth Line since 2022. LNER was the only TOC to record a drop in passenger numbers, down 2.5 per cent on the quarter, though the business still remained 8.2 per cent ahead of its 2019 numbers.
Amongst the regional franchises, total patronage was 14 per cent up on 2022 but remained 13.4 per cent below 2019 levels. Amongst individual TOCs, TransPennine
‘Advance tickets were up by 23.2 per cent, taking sales 60 per cent higher than before the pandemic.’
saw the strongest recovery, growing passenger numbers by 38.2 per cent during the quarter, reducing the shortfall against their 2019 figure to 17 per cent. TfW saw growth of 26.7 per cent on the quarter and moved to within 15.4 per cent of its 2019 figures. Scotrail grew by 17.9 per cent, 16.5 per cent short of pre-Covid levels. Merseyrail saw growth of 12.5 per cent but demand remained over 30 per cent down on 2019. Northern saw a rise of just 1.9 per cent in passenger journeys, leaving a shortfall of 15.2 per cent.
Amongst the non-franchised operators, Hull Trains saw growth of 9.2 per cent and exceeded their 2019 number by 33.2 per cent. East Coast rivals Grand Central grew numbers by just 3.9 per cent and moved to 15.0 per cent ahead of their pre-Covid patronage. Still suffering from competition from the Elizabeth Line, Heathrow Express saw numbers slip by 12.4 per cent in the quarter. This left patronage on the premium route almost a third down on previous peaks. Lumo grew by just 0.7 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 eight per cent lower at 1,611.9 million. However, excluding the Elizabeth Line, passenger numbers remained 18.2 per cent short of the 2019 figure. Passenger kilometres travelled were 13.5 per cent lower at 58.6 billion, whilst passenger revenue saw a shortfall of 12.9 per cent at £9.5 billion. As in previous quarters, performance varied between the sectors. Passenger journeys were still 19.4 per cent below 2019 levels in London and South East but moved to within 8.5 per cent on the regional networks and 9.7 per cent on the InterCity routes.
Comment
The winter months saw the rail industry maintain its progress towards recovery from Covid, albeit at a slower rate than previously in what is traditionally the quietest quarter of the year. Overall numbers are now almost 92 per cent of the figure in the same quarter in 2018/19. That is a good headline, but as so often before, it more disguises a much more nuanced picture, where major growth factor is a combination of TfL concessions and open access operators.
‘The three long distance open access operators saw growth of 4.6 per cent during the quarter – pretty good for the winter when optional travel tends to be depressed.’
‘Booming markets on London concessions flatter national totals’
The economic backdrop was hardly encouraging, either – with continuing high interest rates and reduced consumer spending accompanying very weak economic growth – hardly the background to a boom in demand for transport.
The Elizabeth Line continues to go from strength to strength – such that a need for more rolling stock has this month resulted in a life-saving order for Alstom’s Derby factory. Patronage grew by almost a quarter during the spring to reach 55.4 million, giving the line an annual total of 220 million, ten per cent above the original forecast. London Overground saw growth of 7.3 per cent during the January-March period, bringing the total to 44.6 million, just 5.2 per cent below the pre-pandemic figure. On an annual basis, the suburban and orbital routes carried 181.4m journeys – within 3.6 per cent of the 188.1 million figure reached before Covid. Between them, the two TfL concessions accounted for 24.9 per cent of national patronage during 2023/24 compared with just 13.6 per cent in 2018/19.
The three long distance open access operators saw growth of 4.6 per cent during the quarter – pretty good for the winter when optional travel tends to be depressed.
Hull Trains and Grand Central are now both well ahead of their previous peaks in 2018/19 – with the former carrying a third more passengers and the latter 15 per cent.
The remaining 18 TOCs fall within the DfT’s remit, and here the position is rather less healthy, with patronage still below 80 per cent of pre-pandemic levels. As in previous quarters, the problem continues to lie primarily with a lack of commuters. As a result, the London commuter lines are still behind in the recovery stakes, having a shortfall of 22 per cent. At 10.2 per cent, the growth seen during the autumn quarter was well behind that achieved on the long distance and regional routes.
The regional networks also received a boost in the quarter, the 14 per cent growth taking them to 83.7 million journeys, 13.4 per cent short of the same quarter in 2018/19. Inflation-adjusted revenue remained 18 per cent down, however, and yields were 13.2 per cent down.
The long distance InterCity routes achieved over 96 per cent of previous levels during the twelve weeks and saw demand up by 13 per cent over the same quarter in 2023. But revenue remains a problem: after adjusting for inflation, these routes had a revenue shortfall of over 24 per cent, and inflation-adjusted yields (revenue per passenger kilometre) are still 17 per cent lower than pre-Covid.
In London and the South East, revenue recovery is slightly better than patronage –at 80.0 per cent against patronage of 79.4 per cent. A shift from season ticket purchase to full fare or off-peak tickets continues to help here. Yields rose by 0.6 per cent and are just 3.8 per cent down from 2019.
The shift in the type of tickets purchased continues – and here the latest figures confirm several trends that we have noticed before. First the move towards advance purchase tickets – passengers using these increased by almost a quarter during the three months, taking the numbers to a touch under 60 per cent higher than preCovid. Anytime/peak tickets saw passenger numbers up by 12.4 per cent, so that sales were 19.5 per cent higher than 2019, whilst off-peak fares were used by 15.1 per cent more people, now 26.7 per cent up on prepandemic. Journeys undertaken by season ticket holders remain in the doldrums. There was growth of 2.7 per cent in the quarter, but the total is still more than 64 per cent down on previous levels.
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 – confirmed by a continuing performance recovery at Avanti West Coast and TransPennine being reflected in patronage growth as well. ORR reports strikes on some part of the network on six days during the quarter.
As time moves on from the pandemic, some – including the ORR itself in its latest bulletin – are arguing that it is time to put aside the constant referral back to the halcyon days of 2018/19 and focus instead on year-on-year comparisons. It is certainly clear that some of the changes induced by the pandemic – especially working from home – are now permanent. Recent new figures from the Office for National Statistics seem to show that working habits – including working from home on some or all days in the week – have remained very similar for the last two years.
One can see the argument, but on the other hand the 2018/19 figures remain a high watermark for the industry in terms of both patronage and revenue, and as such will remain a useful baseline for some time to come – and a good excuse for celebration if and when that record is broken.
LAYING DOWN THE LAW
by Martin Fleetwood
Taking Care When Limiting Liabilities Under a Contract
Most working relationships between parties within the rail sector are governed by contracts
In most cases they contain a clause which manages how the parties limit the financial liabilities they have to each other if the contract isn't delivered as originally intended. Such clauses also limit the circumstances where a party can use the clause as protection against its failure to correctly carry out its obligations under that contract.
However, a recent decision by the High Court in Innovate Pharmaceuticals Limited v University of Portsmouth Higher Education Corporation, has shown that the exact wording matters and may extend the level of protection beyond that expected by the party making a claim for poor performance.
A claim for dishonest or fraudulent breach
Innovate Pharmaceuticals Limited (Innovate), a company engaged in research and development of medicines had entered into an agreement with the University of Portsmouth Higher Education Corporation (UoP) to produce an academic research paper on the impact of a drug that Innovate held the patent to on brain tumour treatment. The academic paper was published in a well-respected scientific journal but was subsequently withdrawn due to a number of errors in the paper. Innovate claimed that the paper had been ‘infected by errors’ which were ‘the product of dishonesty’ on the part of one of UoP's employees.
Innovate went on to claim that UoP had committed either a dishonest or a fraudulent breach of the agreement between the parties
and that Innovate would be obliged to carry out a fresh research programme and delay the date from which it could exploit its patent. Given the value attributed to the patent by Innovate, it claimed for lost profits in excess of £100 million from UoP.
Limiting the ability to make a claim
In defending the claim, UoP stated that their liability to Innovate was limited to £1 million due to the terms of the exclusion and limitation clauses in the contract which were relevant to the claim:
• Clause 11.4 – ‘Except as provided in clause 11.5 the University is not liable to the Funders because of any representation (unless fraudulent)… for:…any loss of profits…’ (the Exclusion Clause).
• Clause 11.5 – ‘The liability of a Party to another howsoever arising (including negligence) in respect of or attributable to any breach, non-observance or nonperformance of this Agreement or any error or omission (except in the case of death or personal injury or fraudulent misrepresentation) shall be limited to £1 million’ (the Limitation Clause).
For its part, Innovate claimed that loss of profits was due to a dishonest breach of contract by UoP and was not therefore limited by these clauses. In addition Innovate asked whether these clauses met the conditions of reasonableness as set out in the Unfair Contract Terms Act 1977 (UCTA) which requires a clause to be: ‘a fair
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.
and reasonable one to be included having regard to the circumstances which were, or ought reasonably to have been, known to or in the contemplation of the parties when the contract was made’.
After considering how the Exclusion Clause and the Limitation Clause worked together, the Judge decided that Innovate could not claim for loss of profit and other parts of its claim would be limited to £1 million on the basis that:
• The Exclusion Clause applied to all claims, except those based on a fraudulent representation.
• The Limitation Clause applied to any claims, except where the claim related to death, personal injury or fraudulent misrepresentation.
• The clauses would not limit a claim for fraudulent representation (committing fraud to induce a party to enter into the contract) but would limit a claim for fraudulent breach (acting fraudulently when carrying out the contract).
• Innovate's claim was not for losses caused by reliance upon misrepresentations on how the work involved in producing the academic paper would be carried out but was instead a claim for fraudulent breach (the academic paper had been dishonestly produced) and, as such, was subject to both the Exclusion Clause and the Limitation Clause.
In reaching its decision, the judge considered the following well-established principles on the construction of exclusion and limitation
clauses in the context of fraud:
• Exclusion clauses mean what they say.
• It is a matter of construction rather than law as to whether liability for deliberate acts will be excluded.
• Limitation clauses are not regarded by the courts with the same hostility as exclusion and indemnity clauses.
• A contracting party cannot exclude liability for its own fraud in inducing a contract.
• As to whether a clause excludes liability for fraud in performance of a valid contract is a matter of construction of the commercial provisions and risk allocation.
• An exclusion or limitation clause is more likely to be construed as effective if it is excluding the liability for fraud of an agent or employee rather than the fraud of the contracting party itself.
• The words ‘howsoever arising’ are capable of effecting an exclusion of liability for wilful default.
Could UCTA find the agreed terms unfair?
In some circumstances, UCTA can come to the rescue of a party where the terms of a contract appear unfair to that party. When
• Bargaining strength – do both parties have equal bargaining power? A contract under ‘standard terms’ from one party would indicate that bargaining power lies with the party providing the contract (even if the parties have equal bargaining strength commercially), but if two parties with similar bargaining power are genuinely negotiating contract terms, they are of equal bargaining power.
• Blanket exclusions – is the exclusion drafted so broadly that it would be unreasonable to allow the exclusion to stand? It is up to the party looking to rely on the exclusion to show that the position taken is reasonable.
In the Judge's opinion the Exclusion Clause and the Limitation Clause did not fall foul of the Reasonableness Test under UCTA on the basis that:
• There was no inequality of bargaining power between the parties when the contract was drafted.
• The amount payable to UoP for carrying out the research and producing the academic paper (£50,000) compared to the amount of the claim by Innovate (over £100 million) supported the commercial reality (or even necessity) of the limitations.
Understand your liabilities and limitations
While this decision is fact dependent and will not automatically apply to other cases it is a reminder that courts can and will give strong consideration to the exact wording in exclusion and limitation clauses. Had the words ‘fraudulent misrepresentation’ in clause 11.5 simply referred to ‘fraudulent actions’ the outcome could have been quite different. However, if a party is paying a small fee for a service, it should expect any damages it could claim to have some relationship to the fees paid.
Now may be a good time for organisations to consider the terms of the exclusion and limitation clauses in their material contracts and whether they actually give the level of support they think they provide.
McGrath is Sales Manager UK & Ireland at Milestone Systems
Video Is the Key to Modernising Rail
The future of transport is data and AI-driven, with passengers expecting the same level of modernisation that they see in other parts of their lives, Martin McGrath of Milestone Systems explains what this means for rail
Indeed, 81 per cent of consumers expect faster service as they see technology advance. Data and AI have permeated nearly every aspect of the modern world, from our entertainment to our homes, and soon, our railways. In doing so, it promises new levels of service, efficiency, and safety – embracing AI and data is critical to staying ahead in the future of transport.
A key asset in the shift to using AI and generating data on rail networks is video, which acts as the eyes on the ground for operators. Passengers feel safer and more informed when travelling because of the cameras and other devices around them that
support proactive security responses, ensure less downtime, and deliver more efficient services.
Enhancing passenger safety
Acting as your ‘eyes on the ground’ cameras provide constant visual (and audio, if equipped) feedback to control rooms and your video technology, as well as act as a deterrent within buses and carriages. High-definition capabilities capture clear images, allowing AI to analyse attributes such as clothing colour, eyeglasses, face mask-wearing, and other features. This aids operators in identifying missing individuals or tracking persons of interest. Different
camera types, such as dome or Pan-TiltZoom (PTZ) can be strategically placed so cameras don’t feel intrusive or at odds with the aesthetic in a building or passenger vehicle, yet cover blind spots.
Some devices also come with automatic handover so a person can be tracked seamlessly as they move across a station concourse, and devices can also feature tampering or shock warnings, so operators are alerted if their video surveillance is suddenly compromised.
Body-worn cameras on ground staff and conductors are a crucial tool for capturing front-line footage that can be used as evidence and offer vital insights into passenger journeys. They also ensure accountability and can help de-escalate conflicts, deterring unpleasant behaviour towards staff.
Video analytics
Camera footage can be analysed to provide operators with greater situational awareness and anomaly detection while freeing up teams’ time to focus on other tasks. AI constantly scans for unusual behaviour or events that require an operator’s input, while providing data and insights for long-term strategic planning.
Video analytics extend to protecting vital areas such as level crossings. By alerting operators or train drivers to potential obstacles, like stopped vehicles or pedestrians on the tracks, these systems can prevent accidents and enhance overall safety.
Video analytics can identify potential vandalism, such as graffiti tagging, which detracts from the passenger experience and can lead to further crime (for example, if a tag is gang-related). Early detection can help rail management teams remove graffiti quickly with minimal downtime and possibly catch perpetrators in the act.
With the rise of the Internet of Things (the number of IoT devices is predicted to exceed 29 billion units by 2030) the amount of data for analytics is set to exponentially increase. This will offer operators greater insights to improve passenger safety and operations. Connected devices are already helping operators keep on top of access control, perimeter control, rolling stock locations and conditions, temperature and other environmental conditions in vehicles and stations, and more.
Minimising downtime
Connected sensors can provide real-time information on equipment and vehicle operations, with alerts issued for any machinery that might be performing sub-optimally. Operators can investigate further and take mitigating actions if needed, before an issue escalates into a breakdown that threatens service levels. A proactive maintenance approach reduces the likelihood of disruptions and ensures smoother operations, allowing for repairs and adjustments before issues escalate and passenger satisfaction is impacted.
Martin
Boosting the travel experience
Over two-thirds of business owners see AI as having a key role in improving customer relationships, and with video technology, rail companies can use data to understand how to improve the overall travel experience, and gain (and keep) loyal passengers.
Avoiding crowd formation
Passengers can be quickly put off by large crowds and queues forming on station concourses and within vehicles. Overcrowding isn’t just unpleasant to experience, it can also be a safety and fire hazard. Anti-social crowds can also form that cause concerns among other passengers and lead to crimes such as theft and vandalism. In stations, digital signage can direct people away from crowded areas if overcrowding is detected.
People counting and occupancy measuring gives operators the ability to monitor and manage crowd density in real-time. Long-term, if overcrowding is detected as a common occurrence, leaders can arrange for additional desks and barriers to be available in stations and more trains can be put on the schedule to meet increased demand. Such measures can also influence maintenance and cleaning schedules.
Heatmapping can also provide vital insights into station use throughout a day,
week, or month. This can inform staffing schedules so passengers can always find someone to help them if needed. Again, it can influence cleaning and maintenance, especially in high-touch areas like bathrooms. Overall, this can help leaders to use resources optimally, increasing staff and activities as needed.
Real-time experience improvements
Connected sensors can also improve the passenger experience by giving realtime feedback to operators. For example, integration with GPS and other sensors provides real-time updates on train locations and status. This information enhances operational efficiency, supports scheduling, and can be shared with passengers via apps and digital signage, so they can check if their train is running on time.
Automatic parking management
Detecting license plates can help to monitor the vehicles entering and exiting a space, with whitelisting automatically raising barriers to pre-authorised vehicles. It can also support parking fees and toll management, by automatically charging vehicles as they leave a car park or other area. This makes for a smoother passenger experience with no queuing for ticket machines or barriers.
Video technology keeps everything on the right track
To unlock the insights from video, you need open and intelligent video technology that consolidates all incoming data, and video analytics. This seamlessly integrates different camera models and IoT devices and then analyses video data to offer realtime insights. In a single place, operators can keep on top of everything happening in stations, level crossings, railway tracks, and trains, alongside monitoring air quality, temperature, equipment performance, and more. Data streams from social media, customer support, and parking management can also be displayed for operators to keep abreast of everything impacting the passenger experience.
Powering the future of rail
Rail is set for an evolution with AI and video coming to every train and concourse. This brings huge advantages for passenger safety and operations, helping operators respond swiftly to incidents and understand ways to make the experience better. And with better safety and experiences, comes the opportunity to make rail the default way that people travel.
the passenger
for individuals worldwide and connecting communities in
Karen Bennett is Education and Youth Engagement Advisor at Community Rail Network and Chair of the Community Rail Education Network. She is also Community Rail Education Development Officer at Community Rail Lancashire.
More Than a Railway
Karen Bennett, Chair of the Community Rail Education Network describes a community-led initiative across the North West to change young people’s perspective on the railway
Agroup of students from a Greater Manchester girls’ school visited one of the North’s busiest train depots to learn about opportunities supported by rail, as part of a nationwide ‘More Than a Railway’ campaign showcasing locally led activity helping communities get the most from their railways.
The event was part of Community Rail Week, shining a light on a grassroots movement that engages 65,000 young people per year, including more than 20,000 in the North West, to build confidence and awareness on sustainable travel and widen access to opportunity.
The class of 30 students from Fairfield High School for Girls in Droylsden, all studying science as part of their GCSEs, enjoyed a tour of Newton Heath TrainCare Centre in Manchester, home to 139 of the 345 trains in the Northern fleet.
The event was hosted by Community Rail Lancashire, working with train operator Northern to boost awareness and confidence around sustainable travel and using rail to access work and training, while also providing insight into career opportunities in rail.
Community Rail Lancashire has a trackrecord of engaging thousands of young people each year, and delivering positive, often life-changing benefits. A key aim of this event was to create an inclusive space where women and girls from a wide range of backgrounds felt empowered to communicate and share their views to rail industry stakeholders, ensuring that rail genuinely embraces equality, diversity and inclusivity as it continues to grow.
Community Rail Lancashire recognises that by promoting and championing the voices of women and girls, we can help shape the future of rail as an attractive option for travel and employment for all women.
At the start of the event, none of the students said they were interested in a career in rail. After touring the facility and meeting some of the incredible female role models across Northern – from engineers to administrators and apprentices – at least a third of the group then said they would be interested in pursing a career in the industry.
It was amazing to see the positive impact this event had on these young women. This is exactly what community rail is about –engaging our communities and empowering them to become more connected to their railway.
Community Rail Week, organised by Community Rail Network and sponsored by Rail Delivery Group, this year involved more than one hundred community-led activities nationwide, with more than a quarter – 27 – in the North West. As well as supporting inclusive mobility, these wide-ranging activities help communities to have a voice on rail, bolster sustainable travel and tourism, tackle social isolation, and put railways and stations at the heart of community life.
Jools Townsend, Chief Executive of Community Rail Network, said: ‘Rail can be much more than a mode of travel: a catalyst for positive change, unlocking opportunities, connecting communities, and enabling climate-friendly travel. Across the North West, political leaders and local people alike recognise how important our railways are to prosperity, social connectedness, and tackling the climate crisis. Rail, and public transport as a whole, needs to play a bigger role in our transport system and our daily lives if we’re to secure a fairer, greener, better future for all, especially young people and future generations.
‘Community Rail Week highlights the important role of the community rail movement – which is thriving and delivering
For more information about WR visit https://womeninrail.org/.
so much across the North West – and generally showing how communities and the transport sector, can work together with amazing results, enhancing local places and changing lives.’
Tricia Williams, Managing Director of Northern, added: ‘The rail industry has a vital role to play in communities across the region. It also offers great career opportunities for those passionate about science and technology – and it’s important we highlight the synergy between those subjects and modern train operations as we seek to attract the best and brightest into the sector. I hope the girls’ visit to Newton Heath has given them a fresh perspective on what working in the rail industry looks like –and that we’ve sparked an interest that will lead to a job application in the near future.’
Community rail is made up of 75 community rail partnerships and 1,300 station groups, comprising 8,000 volunteers, engaging and empowering an estimated 125,000 people a year in increasing access to rail and sustainable travel and delivering social benefit.
The visit to Newton Heath was also supported by the Community Rail Education Network, which provides opportunities for community rail partnerships and groups to support each other in connecting communities with their railways, educating children and young people on safety, careers, and sustainability whilst giving them the confidence to travel.
Since 2022, Newton Heath has been home to Northern’s Intelligent Trains programme, a project to make journeys by railway safer and more efficient, and the students’ visit came just over a week after the government announced proposals to lower the minimum age requirement for train drivers from 20 to 18.
Occupational hygiene
Mental wellbeing Healthy cultures
Occupational health
Rail 2029: bringing health management up to speed
Rail loses over a million working days every year due to sickness. In 2019, these cost the industry around £889 million.
But the right interventions could significantly reduce this. Collecting and analysing health data helps rail focus on the areas where we can do the most good. It’s the same approach that has made rail so much safer over the last two decades. That’s why RSSB is leading a digital transformation in health and wellbeing, built on the data needed for rigorous, cost-effective decisions.
To see how RSSB’s using data to transform health in rail, visit: www.rssb.co.uk/healthmanagement
Kieran
Mackie is Managing Director at Amulet
Making Britain’s Railways Safer
Kieran Mackie, Managing Director of Amulet, explains how the presence of Transport Safety Officers will improve Britain’s railways
Amulet’s Transport Safety Officers (TSOs) are a vital presence throughout the rail network. TSOs provide safeguarding for passengers and can identify and help vulnerable people. Most recently, Amulet has begun a 15-month pilot project with c2c, Greater Anglia, the British Transport Police, Essex Police, as well as Ensign Buses.
Since public lockdowns were lifted in 2021, society has not changed back to ‘normal’ – ‘normal’ has changed. The pandemic had a range of effects on British transport, with the substantial fall in foot traffic reducing its income. The government increased funding to £16.9 billion in 2020-21, and passenger rail usage has considerably increased post-pandemic. With increased footfall comes the potential for increased crime. Some areas of the UK have felt this more keenly than others – Greater Manchester’s anti-social behaviour incidents rose last year, with 42 per cent of all reports being ‘youth-related.’
Transport Safety Officers (TSOs) are an important part of the solution. The government has established an Anti-Social Behaviour Action Plan, and the Department of Transport has assigned £2.5 million of funding to patrol across four areas of England. One of those areas is in Essex, where several boroughs have been awarded £490,000 and have partnered with our Amulet to keep the public safe.
What are TSOs?
TSOs are specially trained staff who provide a safe, reassuring, and authoritative presence on public transport to stop and
‘the Department of Transport has assigned £2.5 million of funding to patrol across four areas of England. One of those areas is in Essex, where several boroughs have been awarded £490,000 and have partnered with our Amulet to keep the public safe.’
deter antisocial behaviour, deal with lowlevel nuisance and disorder, champion strategies that tackle Violence Against Women and Girls (VAWG) and target hotspot routes and locations on public transport.
TSOs undergo catered training and vetting to effectively handle low-level nuisance and disorder incidents while patrolling designated routes. Amulet is one of the select group of companies that has been endorsed by the Police Crime Prevention Agency to deliver Community Safety Accreditation Scheme (CSAS) and Railway Safety Accreditation Scheme (RSAS) training. These accreditations
give officers certain powers for safety and security, including policing activities such as traffic control, confiscation of alcohol and the requirement for a person’s name and address.
TSO’s specialist services
TSO roles vary depending on the kind of route patrolled. For some rural stations, people pass through without round-theclock staffing, providing a totally different environment than an inner-city station bustling with workplace commuters. These different environments require different skill sets.
The RSAS and CSAS training schemes are developed based on the demographics and data of those who frequently use different public transport links. Our in-house training requires both classroom learning and shift observance so that accreditors can oversee TSOs acting on their training in the realworld environment.
Unlike conventional security officers, TSOs’ training allows them to provide an empathetic and more in-depth level of understanding towards those who are struggling. Historically, officers have looked for more traditional signs of misbehaviour, like graffiti for example.
Many TSOs are trained to identify and support vulnerable people, including specialist help with children and young people, along with Violence Against Women and Girls (VAWG). They know what to do when, for example, there is a young girl on her own in a school uniform travelling alone at night, looking down and not talking to anyone.
They are trained to notice these people and are trained for other scenarios too, including human trafficking scenarios and county line drug trafficking, where trains are used to transport drug supplies from major cities into small towns. Often, traffickers befriend and employ children and vulnerable people for drug trafficking. TSOs know how to approach these people, draw engagement out of them and identify signs of mistreatment. From there, they can refer individuals to the best charities and/or agencies that can help them.
Beyond that, many train operating companies want their spaces to feel as safe as possible for customers. In those areas, the soft skills of TSOs are priority – providing a friendly and approachable presence for commuters.
Providing a safe presence
There is strength in numbers, and a lack of authority has been a major issue for public transport networks. TSOs are trained to deal with a range of anti-social behaviours so that police resources can be dedicated to more serious situations.
VAWG is one example. Amulet embarked on a ground-breaking project this year with Northern Trains and the University of Cambridge to combat VAWG at train stations. The six-month experiment began
NEWS IN BRIEF
BETTER TRANSPORT WEEK 2024
Better Transport Week ran between Monday 17 and Sunday 23 June. It is a national celebration of sustainable transport and aims to promote the wide range of benefits of public transport, shared mobility, walking, and cycling to the public and encourage more people to travel sustainably. Jonathan Denby, Greater Anglia’s Head of Corporate Affairs, said: ‘By promoting train travel and supporting further investment in wider improvements to the rail network, we can ensure rail contributes fully to greener transport choices, in support of our national climate change goals.’
Greater Anglia is one of more than 100 organisations supporting Better Transport Week 2024, including local authorities, the transport industry, NGOs, businesses, and passenger groups.
‘Unlike conventional security officers, TSOs’ training allows them to provide an empathetic and more in-depth level of understanding towards those who are struggling.’
after analysis revealed that at eleven stations, there were ten or more incidents of unwanted sexual behaviour (USB). TSOs were selected to increase the security presence at these stations and were briefed extensively on their role as guardians against USB and VAWG.
During this time, TSOs were trained to engage with both potential victims and aggressors and use handheld devices to record patrols and interventions anonymously. After thousands of patrols were completed over six months, there
was a 66 per cent reduction in USB-related occurrences and violence. This landmark project highlights how important a TSO presence is for the protection of vulnerable people and the prevention of dangerous behaviour.
The future of TSOs
Following the success of TSOs across rail, they are starting to be adopted on other forms of public transport. Recently, Manchester relaunched its public transport as the Bee Network, after an increase in crime – including a 48 per cent surge in assaults on buses in 2023, with weapon use also rising by 25 per cent. Manchester Council bolstered its security and TSO presence to provide a safer presence on its Bee Network Buses.
The success of the Northern Trains VAWG trial set a new, higher standard for public transportation security. In future, we plan to work with the Rail Delivery Group to address workplace violence too.
TSOs are going to change commutes across the UK. With increased government funding and comprehensive training, TSOs can not only deter and reduce crime but provide empathetic support for vulnerable people, all while being the friendly face for passengers to turn to at any time.
Dr Aaron Barret Lead Research Analyst RSSB
Aaron joined RSSB in 2018. As Head of Research Delivery, Aaron is responsible for all research and implementation activities in RSSBs Research department. He works cross-industry and crossdiscipline to deliver new innovations and knowledge resulting in the adoption of new solutions and operation processes in GB rail.
Steven Hart Associate Director, Rail Advisory WSP
As part of the Client Engineering and Advisory Services (CEAS) team in WSP UK – Rail, Steven leads a team of industry professionals specialising in Digital Command and Control System Technology and Rail System Operations and Maintenance Advisory providing cutting edge operational and technical advice to rail clients in the UK and Internationally.
Sam Sherwood-Hale spoke to Dr Aaron Barret of RSSB and Steven Hart of WSP about the future of battery-powered train operation in Britain
‘This report should provide the industry with the start of a robust framework to consider how we can integrate battery trains more widely into the network.’
SSH: How did this report come about and what was your individual involvement?
AB: I am part of the research team within RSSB. As an analyst, part of my role is to identify research needs by working crossindustry. Through these discussions, it was suggested that battery trains have been introduced in an ad hoc way, with different schemes and different suppliers providing different options.
That is beneficial because it has sped up delivery, and it has become clear that battery trains form a key part of the solution for decarbonising our traction power. Given that, now it is time to take a strategic view of how we continue to introduce battery trains more widely across the network.
Through engagement with several different industry groups, we specified this research and after an open tender to market, we awarded the project to WSP.
SH: WSP can see that battery trains are going to be a significant and influential part of the decarbonisation journey for rail traction. I head up the rail systems technology team, which is a team in WSP that looks at bringing new technology into operations on the railway. As part of that, we do a lot of work around digital technologies, such as ETCS and traffic management, as well as other technologies such as battery trains. We have several experts around rolling stock and battery energy demand modelling and battery train operations from international applications within the wider WSP group and I brought this team together to lead the work for RSSB.
SSH: I noticed one of the weaknesses listed in the report was compatibility with future electrification, is that something that can be handled through greater joined up thinking like what we are expected to get with Great British Railways?
AB: One of the key stakeholders that were identified as part of this project was the rolling stock team at the Great British Railways Transition Team (GBRTT). Their thinking in this space has heavily informed and influenced the work that we've been delivering here.
Part of the challenge centres around the infrastructure. There are battery trains that are out on the network already; including battery trains in Merseyside which use the third rail system, battery trains entering service in Wales, using the overhead lines and battery trains which use a bespoke ground-based charging system on trial in the Thames Valley.
This is the first question that needs to be addressed; what is the compatibility of the physical infrastructure and the contact system to charge the batteries? Without a considered approach to this question, the industry might end up building more infrastructure to accommodate different systems so we have to ask what is the most effective, for now and for future role-outs. Taking this approach will mean we are more efficient in taking advantage of the power and the physical infrastructure already available.
SH: Much of the discourse around battery trains and their applications in the last five or so years has focused heavily on the battery technology on the train itself. Questions such as the size of the battery, how far the train can go and where the train needs to charge – it's been very technology-focused focused and there hasn't been a significant amount of research or consideration given to how these trains would operate in real-world operations.
The applications in the recent past, aside from the Merseyrail and Welsh applications that Aaron just mentioned, have all been trial-based and it's been a single unit operating a dedicated, segregated shuttle service on the network.
That operation is a closed system, so there's very little risk associated with it and very little interface of those trains with other services and other operations on the network.
However, in the wider battery train applications that are being considered as part of deployment across several operators and different routes, we’ll be seeing battery trains inter-working between different operators and between different types of trains.
There needs to be some consideration given to how that would work on an open mainline system from an operational perspective. That’s what this research has been focused on, the application as opposed to the technological capability. The technology is quite well established; some of our European counterparts and Japan have had battery trains running on the network for the last five to ten years. The technology will mature but there will always be a need to have a strong focus on network operations.
SSH: What are the main challenges facing battery trains in terms of operations on a day-to-day basis?
AB: There’s a limitation to the amount of power a battery can hold itself, so we need to think about how to integrate the use of battery trains onto a mixed-use network, particularly where and how they charge. On the existing electrified network, whether its third rail or overhead lines, there is only so much power available in a given moment and if you are taking power for traction and also trying to charge your battery, you’re potentially putting more demand on your power network than is available. It is important to recognise this challenge
and plan power infrastructure upgrades accordingly.
Additionally, battery technology will continue to improve it is important we consider ways to futureproof our systems to be able to accommodate those future battery technologies. Modularity of batteries in trains will be essential to their success in making the most of changes over the lifetime of the train and capitalise on battery technology advancement.
SH: The comparable difference between a battery train and a diesel train is quite significant. You get around 80 miles from a battery train whereas you can get two or three days' worth of operations out of a diesel train before it needs refuelling, which would potentially be over a thousand miles of operation. Battery technology, whilst it will continue to advance is highly unlikely to advance to the stage where you're charging the battery once every two or three days. As a result, the kind of operational controls and operational practices in managing those trains need to be different and need to be thought about it differently. The railway is not going to lead battery technology advancement, even if we deployed significant numbers of battery trains on our network, it's still going to be a relatively small amount of battery operation and battery consumption compared to other sectors of the economy. Rail will need to ride on the coattails of these other sectors (such as automotive) to make the most of battery technology advancement.
There is a real opportunity with battery trains to take step changes in performance; the batteries in a train get replaced on a seven-to-ten-year basis. If you take the life of a train as 35 to 40 years, you'll have three or four different sets of batteries in that train over its life because they get replaced more frequently than the train will.
That presents a real opportunity, especially if you adopt the modularity approach that Aaron discussed. An expired battery pack that’s seven or eight years old can come out and the new battery pack that goes in can potentially be of superior performance to the original. So, instead of the train having an 80-mile range as it did with its first pack, it might have 100-mile range or 150-mile range. The ability to use the old pack which comes out for other uses such as line-side energy storage presents an excellent opportunity for reuse to optimise embodied carbon in the batteries.
That modularity aspect becomes crucial and can present a real opportunity with battery trains as the technology evolves to be able to improve the operations simultaneously. We can make use of the technology as it exists today but also make use of the opportunities that exist further downstream as the technology develops.
SSH: The report recommends a greater level of operational control, how might that be achieved?
AB: This concerns what we call ‘Authority to Proceed, ‘It’s about putting in controls to make sure the train has enough charge to complete its journey. This could be automated, or it could refer to the Driver. Take two scenarios, the first would be a small branch line where the train goes backwards and forwards, there is no other traffic on that line, it's a few miles and there's a decent dwell time where the battery is charged as the train turns itself around to go back in the other direction. In that very simple scenario, you can quite easily see how the Driver can manage that risk; they can see how full the battery is and decide the ability to get to the other terminal station or the next charging point.
The other scenario is where you have a complex operation running your battery trains in between other traffic also taking power from the same power infrastructure. Here there may be a need to move to a fully automated system in which there is an integrated battery management module connected to different traffic management systems. This would be a traffic management system that is integrated with a Connected Driver Advisory System (C-DAS), which considers the battery, creating a system which provides the Driver with the authority to proceed, through an automated process. As such, if it is a fully connected driver advisory alongside a fully connected traffic management system, it knows what the traffic is like ahead, so the traffic management system can make that assessment itself and provide the Driver with that information.
SH: From an operational perspective, there are a lot of things that could have an impact on the energy consumption within the train, both external factors and factors on the train. Things like driving style and acceleration rates are internal and can be controlled to an extent, but things like the number of passengers on the train, the outside temperature and the weather cannot and these can have a significant impact on the HVAC (Heating, Ventilating and Air Conditioning) system within the train and the energy consumption.
As an industry, we cannot expect Drivers to be able to weigh all those different elements up and work out how much energy they've got. As Aaron says, it is a little bit different if it is a simple closed system and you've got plenty of spare capability in the battery.
The notion of ‘Authority to Proceed’ was developed to illustrate that a certain level of control is needed, and it will be up to the train operating companies to take that concept and apply it to their operations in an appropriate way for the operations in question.
The applications will all look slightly different to each other depending on the operational situation, but there will need to be a process in place to be able to manage that and whether that's technologically
driven or human-driven is up to the individual operating companies as the most appropriate way to apply that approach within their operations.
SSH: What do you hope to be the main takeaways from the report?
SH: Thinking about batteries specifically, typical questions are things like how far the battery can go, how frequently it needs to be recharged, and how big is the battery in terms of size or terms of energy density. Whilst those questions are useful and a critical part of understanding the operations, there also needs to be some consideration given to asking questions such as, how does this technology perform, how does it work in operations, what are the interactions between that train and the infrastructure, the operations and other trains and questions around depots and stabling. There is a whole Pandora's box of questions that are important to ask about the operational aspects of battery trains.
I would like to think that the research has at least opened that box and tried to address and highlight some of the areas where there are challenges and areas where there needs to be further work. But equally, I hope it provides some strategic-level solutions to some of these problems so that operators and industry stakeholders aren’t just starting from a blank sheet.
From a government and funding perspective, we need, as a nation, to introduce a fleet of battery trains somewhere in the country to prove they work from an operational perspective. The trials that have happened in the recent past have helped us to understand the technology and how the systems interface with each other on the train. However, it will only be through real-world operational application at scale that we will understand whether we are applying the correct specifications and requirements in rolling stock for future procurements.
AB: This report should provide the industry with the start of a robust framework to consider how we can integrate battery trains more widely into the network, recognising that there will be more complex operations that need to be considered when we introduce them.
It has also provided an initial framework of thinking for how we choose the way we charge our battery trains and the infrastructure that supports it.
I think that's important and identify those potential hurdles that we might trip over if we don't think about them upfront. For RSSB specifically, it's supported our standards team in providing some additional insight into where future reviews and updates to industry standards may be required or creating new standards to support and facilitate the adoption of wider battery train rollout.
Ross Welham
Lead Digital Research & Innovation Manager
LNER
Colin Kelly
Ross Welham is Lead Digital Research & Innovation Manager at LNER. With a background in academia, government and industry, he has a blend of expertise that can guide any stage of development. Before joining LNER in 2021 Ross guided government flagship innovation programmes, scoped multi-million pound research and innovation portfolios as well as penning investment cases for multi-billion pound transport schemes. Since joining LNER, Ross has led the delivery of multiple research and innovation projects that have seen new to rail organisations embedded and new technologies rolled out.
Head of Continuous Improvement & Efficiency
TransPennine Express
Christine Lefroy-Owen Innovation Manager Northern
Daniel Taylor
Retail Transformation Manager Southeastern
Colin Kelly is Head of Continuous Improvement & Efficiency, TransPennine Express. Colin has been with TransPennine (TPE) for eight years, having previously spent 20 years in retail. Originally joining as eCommerce Manager, then moving into innovation, he has enjoyed working on innovation projects with most areas of the business. His roles often include Project Manager, allowing him to engage with digital and non-digital initiatives and collaborate with diverse colleagues and stakeholders. Having recently run a number of Innovation Roadshows across the TPE network, he was delighted with how engaged and insightful our colleagues are. Passionate about Future Labs, he sees it as an opportunity to tackle challenges collaboratively with Train Operators and supply chain experts to deliver innovative solutions for colleagues and customers.
Christine Lefroy-Owen is Innovation Manager at Northern. Christine has been in rail for ten years and has spent all those years with Northern. Starting her career as a conductor working on board trains before spending time in Performance, she has personal experience of the challenges which Northern’s colleagues and customers face. Her experience and expertise lies in rail operations and performance, but she now works with teams across Northern. Her expertise and insight was recognised when she was asked to sit on the Strategic Advisory Board at the Institute of Railway Research at the University of Huddersfield. Christine is also passionate about people and has an interest in improving diversity and equality within rail. A life long learner, Christine is studying for a Master’s in Philosophy and is keen to see career, learning and development opportunities extended to all in rail who want them.
Daniel Taylor is Retail Transformation Manager at Southeastern. Daniel is new to the rail industry, having been part of Southeastern for the last 18 months. Before the railway, he spent his career within the retail sector and developing to be a qualified project manager, taking on roles within leadership and leading on numerous retail projects. Having come from an innovative industry, Daniel cannot wait to be part of this programme, to see how companies can contribute to this industry, keep customer at the heart of all conversations, and bring technology that will change the way we travel by rail, helping bring new users to rail and contribute to the overall recovery of the rail industry.
Sam Sherwood-Hale spoke to the four innovation leads at Future Labs about their collaboration and the state of innovation in the country
‘We can't lose track of the fundamentals around operations and performance, but we also wanted to see some fresh thinking and ways of doing things’
the lead. So that made it clear how good the collaboration aspect could be and that rather than all doing our own thing we could share resources, share money and share networks. Ross had this idea to expand FutureLabs out and invited us to take on a more formal role and it was an obvious ‘yes’.
DT: With us being down South, nowhere near the other three, we would always say yes to any opportunity to get involved with something like this. We’re really pushing the technology and innovation side of things, so with Future Labs and ideas that help us as train operating companies (TOC) and the rail industry move forward with innovation is really exciting.
we're getting in. We can't lose track of the fundamentals around operations and performance, but we also wanted to see some fresh thinking and ways of doing things, which should come out in the way we constructed the programme.
CLO: Everything that we've done has been democratic in a way, we each have our own areas of passion and interest but we're all standing behind all of the categories.
DT: When we were coming up with these categories, we had to consider that we are four different TOCS which are run slightly differently, we all face the same challenges along the way.
SSH: How did this collaboration between the four of you start?
RW: Future Labs is an innovation programme, that was initially run by LNER for a few years, but we’ve had in kind partnerships with Northern and Southeastern and then also with Network Rail in a more informal capacity. Following the recent successes of that programme it seemed like a really good opportunity to join forces more officially with Northern, TransPennine Express and Southeastern and tackle all the shared challenges we’re facing and take the opportunity to make a larger impact on the industry alongside giving innovative companies a bigger and better opportunity to participate as well.
SSH: And how did each of you get involved?
CK: I was really keen on doing something quite similar to this pre-pandemic, but there were challenges around having the budget to do that alone, having enough bandwidth in terms of resources available to mentors, having enough office space, having enough individual pulling power to get the quality of innovators that we're looking for which made going alone very difficult.
Ross and the LNER team kindly invited me to their Future Labs demo day last year, so that kind of whet my appetite, if you like. And then when Ross mentioned that we might have the opportunity to work together this year and I jumped at the chance.
CLO: Northern had been involved to a degree previously, so we'd been invited along and come to pitch day and we did help mentor one of the cohorts through a business that we're still working with now. Then last year we took on something that LNER had owned but they needed Northern support because our network reach meant that it was easier for us to take
SSH: There are three specific challenges you’re looking at, performance and operational excellence, customer experience and then people and talent. What have you each experienced in facing those challenges so far?
CLO: People and talent is really important to us. When we go to industry events and we look at innovation within the industry, what we tend to see is a lot of the heavy rail aspect of things. We look at engineering, infrastructure, all that kind of stuff. And there's some really exciting things happening in that area. But what we don’t focus as much on is that we are a people industry. What we're looking for are ways that allow people to develop their skills and identify their talents to create career opportunities within rail. For people to be able to self-serve, to educate themselves, and to have access to training and development tools. But then also in terms of onboarding, we know that recruitment in rail can be really slow. We also know that we're facing skills gaps and we're going to have issues in attracting young people with the kind of skills that we're going to need for a digital railway. So how do we make ourselves more attractive? How do we shake up our recruitment processes? How do we advertise better? What do we need bring in young, fresh talent who might not have thought about rail. So I'm passionate about people and talent as that's a really important and exciting way for us to look at innovation in rail.
SSH: How did you all agree upon the three challenges?
RW: We’re fairly well versed in some of the challenges around the industry at the moment such as revenue generation, cost efficiency, not just operators but across the industry.
CK: We were really keen to have a good blend of challenge categories. We wanted to give ourselves some diversity in terms of the types of ideas that we got through –exactly what Christine said about increasing diversity in terms of the recruits that
RW: From a process perspective, it's a completely collaborative approach. No one operator has more say than the other. We do all the judging and reviewing together and in terms of the mentorship side of things, our roles within that space are much more about how to get the best out of the businesses that we're working with. Whilst we don't know what companies we're going to be working with and what technologies we're going to be working with. You know that's all still to be determined. It might be that a company might have a specific use case that fits best with just one operator and therefore that relevant person will be their mentor. Regardless of how involved one or more of us are, we all still get full visibility of what's going on.
CK: In terms of the mentors, I very much think it will depend on what the application is. It's like we're drafting subject matter experts from the business to help the mentoring rather than it always being useful.
CLO: The key thing is about building relationships. It's about giving those businesses the opportunity to come and work with key people in rail and build the relationships that they need to be able to develop a product which we can use. It might be that somebody's got a great engineering solution, so they will be embedded within our engineering team and they'll build the relationships and get the mentorship that they need from those people. They will always have us, the innovation leads, there to come and speak to and get wider knowledge of industry as well so I think it's unique in that respect because they get access to so many different people within our businesses.
SSH: Future Labs will be taking place throughout Q4 this year. What type of activities will be going on during those three months?
RW: Essentially, it's defining objectives around what it is that they want to be doing and agreeing with stakeholders, their subject matter experts, and with us, because we might want to push them a bit harder. A lot
‘We're
about to deploy a pilot at Peterborough station across our route on another project which came through future like last year. We’re also just about to finish a proof of concept with another company that came through Future Labs, that's built a geospatial digital twin of part of our network and that's going from strength to strength. So we have a track record of taking forward these initiatives and embedding them into our businesses’
SSH: What types of businesses do you think will be working with?
CLO: We really want a portfolio approach, so we want a whole range of people who have had come up with a fantastic idea but don't know quite how to start it and need that that help and insight that we will be able to offer them. Then we want people who've got an existing product that they need to test and validate with their target market.
SSH: After the projects have concluded, how long do you stay with each team? Are there entries from previous years that you're still working with?
RW: We'll have an off-boarding process of six to nine weeks where we'll work with the companies to understand what opportunities there might be to continue. I think Christine mentioned that they're still working with a company that came through a previous year and we're working with an Edinburgh University spinout to capture carbon from the atmosphere by growing microalgae. We are actually moving into the third phase of that project now. We're about to deploy a pilot at Peterborough station and others across our route on another project which came through last year. We’re also just about to finish a proof of concept with another company that came through Future Labs, that's built a geospatial digital twin of part of our network and that's going from strength to strength. So we have a track record of taking forward these initiatives and embedding them into our businesses or continuing to test and develop them because Future Labs might not necessarily get them to where they need to be, but it gives us the confidence and the ability to foresee the opportunity that these businesses and these innovations can have, so that we can further invest our time and effort in developing them.
that initial idea and the relationships really do last beyond the programme.
SSH: As Southeastern are the new ones this year, what are you expecting to get out of Future Labs?
DT: It is always good to hear all these ideas that have come through and continued beyond the programme. For us it is really focused on customers – we’re trying to build a more reliable, more sustainable service and technology is going to be key to that moving forward. We're really after some great innovations that are going to maximise and amplify our customer experience for the network.
SSH: If we look at innovation in the UK more widely, how would you describe Future Labs to someone who's in in a different sector in terms of the role that you think it plays in the wider story of innovation?
RW: It's much more than a traditional accelerator or incubator, it's the opportunity and the benefits it creates. For companies wanting to get into rail or not even knowing that rail is an option for them, this is a gateway. It benefits those suppliers or potential suppliers into rail and helps them navigate some of the complexities of the industry by providing that immersion into the into the industry and building those everlasting relationships that are just invaluable to any business. For us as operators we want to make rail an attractive place to come and be part of.
We want to make it an innovative industry where we are attracting those types of organisations and making it accessible. For these types of initiatives, we are working with companies that potentially would never have chosen rail as a viable industry to.
of what Future Labs is about is going beyond something that's completely achievable and really pushing that innovativeness.
That’s the first part of the programme, those twelve weeks. Then they'll move on to designing and developing the solution. So it might be that they'll bounce ideas off their stakeholders, potentially even customers or our staff, and start to develop and design that solution. Then they'll go out and build it or tweak an existing solution that they might have, then they'll go out and test it. That testing could take many forms, it could be testing with people, with customers in a depot, in a station or anywhere.
They’ll then synthesise those results and on the very last week we have what's called the Demo Day. This is a demonstration event where everyone then comes back together, all the stakeholders, all the senior executives from across the businesses, and the teams showcase those results outcomes and all of the outcomes that they've achieved over the course of the programme.
CLO: The company that I talked about earlier, we're now working with them on something quite different. What they wanted to work on originally was remote condition monitoring but we ran into some problems and weren’t able to get the results we wanted. That's OK, because that's the point of innovation, testing and trialling and experimenting. They came to us with an alternative proposal for an AI tool and we've been able to fund a proof of concept which is going really well. The products that the cohort develop can absolutely be used and can go through into contract, but it's also building that relationship. The other business that Ross mentioned that they're going into Stage 3 with, we have a really good relationship with them, and they've come to us to ask for support in an external funding application. So even outside the program we can give them a little bit more of a leg up for the contacts that they need and help to foster relationships to develop their businesses – all of that goes beyond
SSH: You, mentioned about some companies not considering rail. Has that been a challenge to get companies interested in Future Labs?
CK: I would say two things on this. It's both promoting the attractiveness in the first place, but also an element of handholding. New startups who look at rail often underestimate some of the barriers to entry. I think that's one of the unique differentiators of Future Labs – getting the access, the support and the outcomes. By working with the four train operators, you obviously increase the chances of your innovation finding a home.
SSH: How would a prospective company get involved in in Future Labs?
RW: Head to futurelabs.co.uk and you'll find all the information around the challenge areas about the opportunity, about the companies that you're working with and obviously how to apply as well.
The Clear Advantages of Galvanized Steel
Building rail
infrastructure
to last over a century demands selecting materials that not only remain structurally sound, but which are also easy to inspect and have a minimal maintenance burden
As the UK rail network benefits from the most significant upgrades in generations, numerous factors will help decide which materials are fit for the job. It will be crucial to choose materials which can be trusted, which offer value for money, which help reduce waste and which have evidence based, proven long-term reliability.
Galvanized steel meets these demands, beating other forms of corrosion protection in multiple ways. Firstly, it is a circular material with a metallurgically bonded coating that offers unbeatable strength and security.
It is cost-effective, protecting structures, people and the planet in a quantifiable and versatile way. And importantly, it offers a clear, visible indicator of its condition and superior performance when compared to other systems. So, what are the clear benefits of galvanized steel and how do we measure its visible advantage?
Durable and reliable
For decades, galvanized steel has been synonymous with strength and durability, underpinning many miles of the UK rail network. It is extensively used in signalling infrastructure, overhead line supports, concourse structures, and station architecture. This long-standing relationship between rail transport and galvanized steel is built on trust and performance; quantifiable performance that is both proven and visible.
Transparency is key
Unlike other corrosion systems, the performance of galvanized steel is welldocumented and readily accessible. Galvanizers Association, representing the UK and Irish galvanizing industry, provides detailed performance data and expert advice on galvanizing specifications. Numerous guides and publications, such as the ‘Galvanizers Association UK and
Ireland Atmospheric Corrosion Map for Galvanized Steel’ offer up-to-date data on atmospheric corrosion rates, helping professionals understand the longevity of hot-dip galvanized coatings. These resources underscore the circular, costeffective, and regenerative benefits of using galvanized steel.
Inherent benefits of a galvanized coating
Hot-dip galvanizing offers high-level barrier protection for all internal and external steel surfaces. In the UK and Ireland, where the atmospheric corrosion rate is typically 0.51.5 microns per year, a galvanized coating can last up to 100 years or more. This longevity is complemented by sacrificial protection.
This means that in case of minor damage, the galvanized coating sacrifices itself to protect the underlying steel, preventing rust from spreading; an advantage not offered by organic paint systems for example. In addition, the metallurgical bond formed during hot-dip galvanizing creates a robust system of alloy layers that are wear-resistant and which cushion against impacts. This makes galvanized steel highly resistant to mechanical damage during handling, storage, transport, and erection.
Simplified inspection
A further significant advantage of galvanized steel is its ease of inspection. Building longterm infrastructure requires trust in the materials used, and galvanized steel delivers on this front. Coating thickness can be easily checked to determine performance and lifespan accurately. Standards like EN ISO 2178 document the techniques for these measurements, ensuring reliability and simplicity in inspections.
In contrast, other systems present more complex inspection challenges. Weathering steel, for example, relies on the formation of a protective rust patina, which is influenced by environmental conditions and requires regular wetting and drying cycles. This
complexity necessitates frequent inspections by experienced inspectors, especially in the early years, to assess performance and steel section loss.
Similarly, paint coatings, while providing a level of barrier protection, are prone to damage and require significant on-site repairs. Even high-quality paint systems as per EN ISO 12944 have relatively short lifespans, around 25 years, leading to costly maintenance schedules and significant additional, ongoing costs and carbon burden. In addition, organic paint systems can hide corrosion bubbling underneath the surface, making it difficult to detect problems until significant damage has occurred. With galvanized steel, what you see is what you get and there are no hidden surprises. This transparency in condition allows for straightforward evaluation and ensures that the infrastructure remains safe and reliable over the long term.
Coating test simplicity
Conducting a coating test for galvanized steel is straightforward. Using a magnetic thickness gauge, inspectors can measure the coating’s thickness quickly and accurately. This simplicity contrasts sharply with the more complex and less reliable inspection methods required for other protective systems.
Galvanized steel offers numerous benefits that make it a circular, superior choice for the UK rail network’s ongoing upgrades. Without doubt, its durability, sacrificial protection, and ease of inspection provide substantial advantages over other corrosion protection systems. As we look to deliver transport infrastructure that is fit for the future, across diverse regions and climates, we must choose materials that are easy to inspect, reliable, and zero-maintenance. Only this strategy will ensure long-term success, responsible use of resources and safety. With galvanized steel, seeing really is believing. Its visible, proven performance makes it the ideal partner for the future of UK rail transport.
Durability Supports Decarbonisation
Clean Carbon and a Clean Future
Ben
Kattenhorn,
AHT CEO on the group’s carbon clean and capture device which has shown to significantly lower emissions
An independent trial of Advanced Hydrogen Technologies (AHT) Group’s carbon clean and capture device has reported significantly lower emissions and increased fuel efficiency from a Class 08 locomotive.
The trial was carried out in March 2024 by independent testing specialists Atmo, who use the latest software, IoT and data analysis to optimise asset usage and reduce environmental emissions.
During the breakthrough two-week testing on a 1960s shunter – carried out at the world-class Very Light Rail National Innovation Centre in the West Midlands –overall exhaust gas emissions were reduced by 22 per cent and heavy particulates by 20 per cent, while diesel efficiency savings of eight per cent were achieved too.
Over 17,000 air pollutant and exhaust gas emission readings were taken via MCERTS-accredited air quality sensors. Each testing day followed the same methodology with newly calibrated sensors keeping track and tunnel location, air quality sensor placement, loco speed, plus amps consistent for every test.
This revolutionary study is a joint venture partnership between cleantech pioneers AHT and Harry Needle Railroad Company (HNRC) who are leaders in the storage and maintenance of rail vehicles. It forms part of the Clean Futures programme recently run by the Black Country Innovative Manufacturing Organisation (BCIMO), which includes the unique Rail Development & Test facility at its £32 million site in Dudley.
The first week of testing saw AHT’s revolutionary four cell system hydrogen generator (pictured) ‘clean’ the HNRC’s Class 08 locomotive by removing residual carbon build up, which is worst in diesel and older engines, while the following week a bespoke ‘capture’ device was added, which further reduced harmful emissions and particulates to complete the process. This revolutionary system takes ordinary tap water and turns it into pure medical-grade hydrogen and
oxygen on demand, which can be used in multiple disciplines and industries. The water to be processed does not require cleaning as the AHT R4 Generator has a unique military-grade filter which prepares even unclean water for use. When burned, the sole by-product is harmless water.
Marcus Mayers of HNRC said: ‘This was the ideal opportunity to solve the pressing issue of how to measure and quantify the benefits of hydrogen, which has been holding us back for years. Access to both AHT’s specialist technology and BCIMO’s outstanding testing facilities has given us the data and backing we need to have a proven business investment case for upgrading our locomotives.’
These landmark results are further proof that our award-winning proprietary technology reduces carbon footprint and fuel costs, while helping businesses meet their Net Zero targets. We also know these figures get even better over time.
Rail is one of the sectors most under scrutiny, but Engine Carbon Clean and Capture offers an immediate solution –also restoring engine efficiency and power, lowering maintenance costs, extending the lifespan of assets and aligning with the new ESG requirements of the International Financial Reporting Standards mandate.
During testing, a baseline reading was compared with those generated post clean after the R4 hydrogen generator was fitted, which determined the average eight per cent fuel saving. Likewise, individual emissions reductions of 27 per cent Carbon Monoxide, eight per cent Carbon Dioxide, 22 per cent Nitric Oxide, twelve per cent Nitrogen Dioxide and 39 per cent Formaldehyde were achieved.
The capture device further reduced particulate matter by a fifth (20 per cent) and specifically those less than 2.5 micron in diameter, which are strongly associated with detrimental health effects. Particulate Matter (PM) 2.5 remain airborne for long
periods and can be drawn deeper into the lungs and bloodstream.
The way the hydrogen is delivered means it is not detrimental to any component within the engine – it only targets carbon build-up – so streamlining heavy duty commercial vehicles in this way can benefit a business from both a cost-cutting and environmental perspective and without removing any parts or using any harsh chemicals.
What’s more, AHT’s Engine Carbon Clean & Capture system is completely modular and can be fitted to any sized or type of locomotive and will soon be mainline certified to give tangible results that contribute to the bottom line.
BEN has extensive expertise in managing and working with start-up companies (both public and private) in the technology, fintech and natural resource sectors. Ben assists these start-ups through implementing operational structures, raising seed capital and introducing strategic partnerships. While working in motor racing he met Chief Technical Officer, Den Karmal, who was generating and controlling hydrogen to restore lost power and maximise efficiency for a Formula 1 team – and they launched AHT in 2021.
Rail and Sustainable Development
In the dynamic landscape of global transportation, the rail sector emerges as a paragon of sustainability and efficiency
As we face growing challenges such as climate change and urbanisation, the resilience and sustainability of rail infrastructure become increasingly critical. This article explores the integration of infrastructure resilience and circular economy principles into rail transport, highlighting the innovations and strategic initiatives that position the rail industry at the forefront of sustainable transportation.
Rail transport's inherent efficiency and reduced environmental footprint uniquely position it to lead the transition towards a sustainable future. Railways offer a low-emission alternative to road and air transport, significantly contributing to the reduction of greenhouse gases. Despite these advantages, the path to sustainable rail transport is fraught with challenges. The complexity of modern rail systems necessitates a comprehensive approach to sustainability that encompasses robust asset management, technological innovation, and strategic policy interventions.
Infrastructure resilience – a pillar of sustainable rail systems
Infrastructure resilience is vital for rail systems to withstand and recover quickly from disruptions such as natural disasters or technical failures. Resilience in this context goes beyond mere durability; it encompasses the capacity to adapt and evolve in response to changing conditions. Resilient rail systems are characterised by robustness, redundancy, resourcefulness, and rapidity, ensuring operational integrity and service continuity under diverse scenarios.
Frazer-Nash Consultancy has significantly contributed to this field with their development of the Flood Prediction Modelling tool. By utilising meteorological data, historical flooding information, and geographical inputs, this tool predicts flood risks for infrastructure and assets.
This predictive capability supports both short-term and long-term planning:
• Short-term Planning – identifying
assets at risk of becoming inoperable due to expected adverse weather conditions such as flooding, wind, or extreme heat.
• Long-term Planning – determining which assets are most vulnerable to extreme weather events and warrant investment to enhance their resilience.
Integrating such specific technological solutions and predictive tools can enhance the resilience strategies recommended by the Railway Industry Association (RIA). This aligns with their broader goals for sustainability and reduced environmental impact in the rail sector.
The circular economy offers a transformative approach to rail asset management by emphasising the regeneration and continual use of resources. Unlike the traditional linear economy, which follows a 'take, make, dispose' model, the circular economy focuses on designing infrastructure and rolling stock for longevity, facilitating maintenance, and recycling materials. This approach can substantially decrease waste and resource consumption, supporting broader environmental objectives like reducing emissions and minimising ecological footprints.
A key component of circular economy strategies in the rail sector involves retrofitting technologies to extend the life of existing assets. Frazer-Nash Consultancy supports this through design and integration, managing projects that upgrade vehicles and integrate new technologies. These efforts not only enhance the functionality and sustainability of rail systems but also demonstrate a commitment to resource efficiency and environmental stewardship.
Understanding and reducing carbon footprints within the circular economy
A critical aspect of the circular economy in rail transport involves understanding and reducing the sector's carbon footprint.
Frazer-Nash Consultancy excels in this area by offering comprehensive assessments of a company’s current carbon footprint. They identify areas for improvement and prioritise actions that will have the most significant impact. This aligns with circular economy principles by focusing on reducing waste and enhancing the efficiency of resource use.
Frazer-Nash's approach integrates the assessment of carbon footprints with circular economy strategies to deliver a holistic sustainability plan. They not only identify carbon reduction opportunities but also help define and implement a roadmap for achieving Net Zero emissions. This roadmap includes retrofitting existing assets, optimising energy use, and adopting sustainable materials—key elements of the circular economy.
Transitioning to a Net Zero position requires altering operational practices and a fundamental shift in organisational mindset. This change involves transforming the way people work and think within the company. Changing the mindset of employees and fostering a culture of sustainability is often the most challenging yet crucial aspect of implementing lasting change.
Case studies in circular economy implementation
Several rail companies have already embraced circular economy principles with remarkable results. For instance, London Underground has invested in the refurbishment of old rolling stock, enhancing energy efficiency and passenger comfort while minimising environmental impact.
Frazer-Nash has also been instrumental in various successful projects. For example, they supported a major UK rail operator in extending the life of its rolling stock by integrating advanced energy-efficient technologies. This not only reduced the operator's carbon footprint but also improved service reliability and passenger satisfaction.
In another case, Frazer-Nash worked with a leading European rail network to implement predictive maintenance systems (Posi Track). These systems use data analytics to anticipate failures before they occur, significantly reducing downtime and maintenance costs while enhancing the sustainability of operations.
Collaborative efforts and policy support
Achieving a sustainable rail future extends beyond technological innovation; it requires comprehensive policy support and strategic collaboration among stakeholders. Governments, industry leaders, and technology providers must unite to foster sustainability initiatives. This includes promoting green technologies, supporting sustainability projects, and facilitating knowledge and resource sharing.
Governments play a crucial role in shaping the future of rail transport sustainability. Policymakers can drive change by implementing regulations that encourage sustainable practices and by investing in research and development of new technologies. For example, the European Union's Green Deal includes specific targets for rail transport, aiming to double high-speed rail traffic by 2030 and ensuring that the rail sector becomes fully carbon-neutral by 2050.
Industry leadership is also essential for advancing sustainability in rail transport. Rail companies must take proactive steps to integrate sustainability into their core business strategies. This involves not only adopting new technologies but also rethinking operational processes and engaging with stakeholders across the value chain.
Conclusion
In conclusion, the rail sector's sustainability is deeply interconnected with its resilience and effective asset management. By adopting circular economy principles, enhancing infrastructure resilience, and integrating advanced predictive tools like Frazer-Nash's Flood Prediction Modelling, the rail industry can address current
demands and anticipate future challenges. Understanding and reducing carbon footprints, along with fostering a culture of sustainability within organisations, are crucial steps in this journey. Strategic collaboration and informed policymaking are essential to maintaining rail transport's leading role in sustainable urban mobility. This holistic approach ensures that the rail sector not only meets today’s needs but also is well-prepared for the challenges of tomorrow.
The future of rail transport lies in its ability to innovate and adapt. By leveraging technological advancements, embracing sustainable practices, and fostering strategic partnerships, the rail industry can continue to drive progress towards a more sustainable and resilient future.
Tel: 07892 705 449
Email: rail@fnc.co.uk
All Aboard the Solar Express
Many companies search for a purpose. Prolectric was born with one: to power the world’s off-grid energy needs with solar technology
We were the first to specialise in off-grid solar lighting and power, and for almost a decade we’ve worked tirelessly on our mission to build the world’s cleanest, most advanced, sustainable products.
Since introducing the first solar streetlight to the UK in 2011, we are proud to remain the leading off-grid, renewable lighting and power specialist. Our talented team are passionate about redefining
expectations and setting new engineering standards to innovate, design and build sustainable solar lighting, power technology and advanced telematics software.
Our solar lights and solar-hybrid generators provide unparalleled performance, reducing or eliminates carbon, fuel and noise – saving costs and helping customers to meet their carbon saving goals. Prolectric lead the way in this sector – not least because we pioneered it – but because we’re the only ones to have mastered the
art of engineering the only solar, battery and hybrid systems in the UK to truly work autonomously, reliably all year round, even in a Scottish winter!
Together with our clients, our smart, clean, renewable technology is making a serious difference, providing a straightforward way to stop relying on fossil fuels and helping to tackle the climate crisis. Since we launched our first award-winning solar lighting tower in 2016, we estimate to have already saved customers 27 million
kilogrammes of CO2e and reduced diesel usage by more than 11.2 million litres, which represents a customer saving of more than £11 million.
We work closely with a range of companies across UK infrastructure who want to make a positive change to their business and the environment. We work collaboratively with customers to continuously improve and develop new solutions to overcome their unique challenges. We further guide businesses, to support them on their sustainability journey and help them transition away from diesel and mains power. Helping organisations to achieve their carbon-saving goals and sustainability commitments, as well as saving money, is our primary goal.
Sustainability is in our DNA. In 2021, we received the prestigious Queen’s Award for Enterprise (Sustainable Development) and we also hold the Gold Corporate Social Responsibility Accreditation for our contribution to the environment, workplace, community and philanthropy. As such, we are committed to an environmentally and socially conscious culture. We design and build products for our customers with a determined focus on reducing carbon emissions – and we practice what we preach.
Our Prolectric operations are actively managed to minimise our environmental impact, monitoring and measuring all
our scope 1, 2, and 3 emissions. With a relentless pursuit, we work hard to foster a sustainability-focused culture where we challenge ourselves to behave in a way that reduces our carbon, improves efficiency and reduces the amount of power we use within our operation.
Prolectric Solar Street Lighting
Our solar street lighting is a like-for-like alternative to traditional mains powered lights. With no need for trenching or cabling and with no ongoing costs, they are a perfect replacement for streetlights that have come to the end of their life or new installations. Our temporary lights autonomously adapt to ensure they stay on throughout the night, our batteries don’t need draining to maintain their lifespan and our Smart Remote Portal offers the most indepth diagnostic and remote management functionality on the market.
We’ve continued to invest heavily in developing and bringing to market the most advanced and capable fleet of temporary and permanent lighting units. They can be utilised across multiple environments, controlled remotely and deployed as part of our ultra-efficient ‘setup-and-forget’ model that doesn’t require fuel, refuelling or regular servicing.
Our products are engineered in Britain to the highest standards, our products provide unparalleled performance, which reduces or eliminates carbon, fuel and noise, whilst also saving costs and meeting carbon saving goals. Our products are the smartest on the market. They interpret advanced telematics, historic weather and GPS location data to autonomously adapt, based on their battery state of charge, ensuring optimum performance – meaning the lights work all night. Our smart batteries require no battery draining or a monthly ‘maintenance’ programme.
Prolectric Solar Hybrid Generators and Solar Lighting Towers
As the leading manufacturers of sustainable Solar Lighting and Solar Hybrid Power Generators, our units have been widely adopted across UK infrastructure. Our products have been specially designed to suit a wide range of urban and multi-site applications from rail and airports and large commercial estates to local authority car parks, large campus, residential housing developments, parks and pedestrian walkways.
Our Solar Hybrid Generators and Solar Lighting Towers are like-for-like alternatives to Diesel. They have been engineered using the latest autonomous software to ensure they work perfectly in the UK, whatever the weather and season.
Our ProRXM and ProRXM Hybrid temporary tower lights have been developed specifically to support rail, highways and other space restricted sites, where tower light footprints need to be minimised without sacrificing the quality and capability
of the lighting. Our temporary power provides a perfect solution for tracksides, as well as in densely populated urban areas, as it operates silently and has zero risk of spillages.
We when it comes to making an investment the whole life cost it is worth considering compared to traditional diesel units. As our products are the smartest on the market we have exact usage data enabling us to understand exactly what each product is saving compared to diesel. Based on our products usage data in 2023, each of our Solar Hybrid Generator saved £14,683 compared to an equivalent 40KVA diesel generator. Our solar tower light saved customers over £3,000 compared to the most efficient diesel tower light.
At Prolectric, we are incredibly proud to be part of the solar revolution transforming the sustainability of the rail and infrastructure sectors, alongside the health and safety of its workers and local communities. It is encouraging to witness the appetite and the significant strides that have been made towards a cleaner, greener rail sector, but as we said before, the race is far from complete.
Adoption rates have been slower for many factors, but a lot of this is concerned with a huge lack of accurate information. We are making it our mission to right this. Challenging the norm is never easy. There are many misconceptions when it comes to solar and alternative power use, so we have to work hard at myth busting.
On a wide range of applications, solar lighting has come a long way from its early days and today offers a reliable and ecofriendly solution, without compromising on quality, reliability and brightness. Even on overcast days, solar panels can still capture diffuse sunlight by efficiently converting it into usable energy, allowing customers to effectively harness solar power in low-light conditions. To date, Prolectric has provided over 8,000 solar streetlights across the UK, brightening up car parks, walkways and streets, round the clock, 365 days a year.
For further information, get in touch via the contact information below.
Tel: 01275 400 570
Email: info@prolectric.co.uk
Visit: www.prolectric.co.uk
LinkedIn: Prolectric Services
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Localising Energy Resilience
Sam Sage, HS1’s Sustainability & Environmental Manager on a new study which will investigate whether HS1 could power thousands of homes and businesses
Sustainability is not just about lowering emissions. It’s about meeting the needs of current generations without compromising the ability of future generations to meet their own. This longer term, more encompassing view of sustainability challenges us at HS1 to think creatively about solutions that are local, robust and enduring.
High-speed rail is popular and demand is growing. The world’s high-speed rail network has increased by more than a third between 2020-2022. When it comes to climate, the 109 kilometres of high-speed rail from St Pancras International to the Channel Tunnel could play an important role in the transition to renewable energy. This is the focus of a new study by HS1 and the University of Kent.
HS1 is committed to innovative solutions for a greener future. That’s why we are delighted to have commissioned a groundbreaking new study to investigate how a private electricity system along the HS1 train route could connect to the National Grid and power thousands of homes and businesses across the South East.
HS1 and the University of Kent are leading a six-month viability study which will consult various energy distribution companies with the likes of SSE, along with National Grid, Kent County Council, the Department for Transport (DfT), and the Department for Energy Security and Net Zero (DESNZ), Kent City Council, Locate Kent, National Farmers Union (NFU) and Thames Estuary Growth Board.
Kathy Kotiadis, Professor of Management Science at the University of Kent, said: ‘We are delighted to be working with HS1 on this innovative study that could be a gamechanger for electricity resilience in the region. We are using Operational Research and Systems Thinking approaches and deploying our extensive experience of engaging with groups of stakeholders in understanding a complex situation.
‘This could be an innovative solution to energy resilience that proposes the use of a
new wire on existing rail land for the transport of electricity. It has not been done before in the UK, so we need to get a better understanding of its potential by engaging a variety of stakeholders.’
The study will run for a total of six months and involve interviews and workshops with representation from the National Grid, DfT, DESNZ, NFU, Kent County Council, borough councils and several energy companies and institutes.
The University of Kent is also building a simulation model to scope future opportunities and to explore whether this solution could be replicated across the UK and worldwide.
Projects such as this demonstrate the strong environmental and economic case for diversifying our existing high-speed infrastructure.
The project is one of the first of its kind in the UK and, if successful, could help to bolster energy security in the region and pave the way for similar projects across the country.
The environmental case is an essential one. Whilst rail already produces seven times less CO2 per passenger than travelling by plane, unlocking even further sustainability in the rail sector will be key to its continued growth and meeting the growing demand for climate-conscious travel options. The proposed electricity grid on the HS1 train route would connect directly to the National Grid, increasing capacity and energy resilience with clean power.
By leading the transport sector with creative solutions to sustainability, there is an opportunity for high-speed rail to play a central role in national net zero objectives.
The impetus to think outside the box with sustainability initiatives is equally strong from a business and local economy perspective. In the Kent region, the electrification needs of local businesses are only set to increase, and a private grid running along the HS1 line could contribute to local energy resilience by
increasing the efficiency with which locally produced energy is transferred to the point of demand.
The UK’s growing number of renewable energy projects – crucial to the transition from fossil fuels to clean energy – will require greater grid transmission capacity over time. This project, if successful, will enable the local generation of energy without putting extra strain on the National Grid.
The project sits in the context of HS1’s wider sustainability strategy, with 2030 targets that prioritise climate action, environmental stewardship and social value.
The rail industry has the opportunity to use its infrastructure and land to build a sustainable rail ecosystem and benefit our planet that will serve future generations. We all have an obligation to work together to find creative solutions. Future generations will thank us.
SAM SAGE is HS1’s Sustainability & Environmental Manager
Wireless Trains and Fuel Economy
Lily-Rose Schuett of IDTechEx explores the
Potential Behind Electric and Zero-Emission Trains
Source: IDTechEx
Trains that could travel to more tucked-away parts of the country with zero emissions are an example of the potential behind battery electric (BEV) and fuel cell (FC) trains. The benefits to the environment, alongside businesses removing long-term fuel costs, could make this advancement even more worthwhile.
Fuel economy and the environment
Fuel economy is a key driver for BEV and FC trains, as fuels such as diesel used to power trains can be expensive and unsustainable. Businesses within the rail sector are setting their own targets for reducing emissions, with companies such as Deutsche Bahn aiming to be climate neutral by 2040 and
to half CO2 emissions by 2030. Many other companies are following suit with their own long-term goals, all of which are contributing to a future of zero-emission rail transport. Environmentally friendly reputations are not the only factor at stake, but financially, companies are set to see investments in electric trains benefitting long-term costs by scrapping the need for diesel.
Battery hybrid trains, which are in use without the need for overhead lines, have already been shown to reduce fuel consumption and are a huge driver for switching to electric. Hybrid trains might be the next step, but it is hoped that trains will be completely electric and will no longer require fuel, increasing the sustainability
of rail travel exponentially. Due to the longevity of trains, investing in BEV trains, rather than continuing to buy diesel trains in the coming years could avoid the prolonging of reaching zero-emission in the rail sector and make the future zero-emission goals of companies more achievable. Fuel cell trains will most likely be used less commonly, primarily in colder climates and for longer distances, where battery electric vehicles tend to suffer from range reduction.
Passenger trains will be among the first to become electrified, including long distance as well as intercity, so people can feel better about lowering their carbon footprint with rail travel. In the long term, BEV trains will dominate the demand for batteries in the rail sector.
Physical accessibility
Taking a train right down to the beach might feel closer to being possible as BEV trains will not require the same complex overhead systems as trains in use today. Overhead systems are very expensive and are therefore far more difficult to install in remote areas. Diesel trains can also achieve this, but are not ideal going into a future zero-emission transport world.
The new zero-emission trains will change transport accessibility in places where it is not viable to install overhead infrastructure, either due to cost or geographical factors such as bridges or surrounding water, and people will be able to catch a train to places they couldn’t before. BEV and FC trains will introduce the possibility for greater accessibility for those who don’t drive or who prefer to travel by train.
In China, electric trains are already popular as short distance trains, so BEV trains are a great solution to lower emissions across the transport sector as well as supporting lower road emissions. In their report, Battery Electric & Hydrogen Fuel Cell Trains 2023-2043, IDTechEx predicts the electric trains market to grow ten-fold from 2024 to 2044, forecasting just how successful the introduction of BEV trains could be.
‘The new zeroemission trains will change transport accessibility in places where it is not viable to install overhead infrastructure.’
To find out more about this topic, please see the IDTechEx report Battery Electric & Hydrogen Fuel Cell Trains 2023-2043 at www.IDTechEx.com/Train. Downloadable sample pages are available for this report.
For the full portfolio of electric vehicle market research from IDTechEx, please visit www.IDTechEx.com/Research/EV
Rail stations could look different in the future, as they will need to massively increase their power connectivity to charge up the trains. Battery electric trains will be far more common as the market grows due to the cost of the hydrogen fuel alternative and the lack of infrastructure to make hydrogen readily available. Despite rail transport only contributing a fairly small portion of global transport emissions, these new and improved trains will help take an extra step towards zero-emission transport. They could change the experience of traveling by train for good.
Generating a Sustainable Future for Rail
LILY-ROSE SCHUETT is a journalist at IDTechEx which provides trusted independent research on emerging technologies and their markets. Since 1999, it has been helping clients to understand new technologies, their supply chains, market requirements, opportunities and forecasts. For more information, contact research@ IDTechEx.com or visit www.IDTechEx. com. Find them on X and LinkedIn at IDTechEx.
Carbon Reduction Conference
The Journey to Net Zero Conference brought together Road and Rail suppliers to promote and provoke discussion for sustainable mobility, with exhibitors showcasing their products and services and special guest speakers.
The event took place on 5 June to coincide with World Environment Day at the Black Country Living Museum, Dudley. The start of the conference began with introductions and opening remarks from Colas Rail Group CEO, Hervé Le Joliff, UK CEO, Jean-Pierre Bertrand and Colas Ltd CEO, Faïçal Lahmamsi.
Hervé, Jean-Pierre and Faïçal were followed by a series of special guest speakers including:
• IEMA Deputy CEO, Martin Baxter.
• RSSB Carbon Strategy Lead, Noah Myers.
After a brief break, representatives from Colas Rail UK and Colas Ltd hit the stage, with Procurement Leads Antony Boulic and Rachael Morgan showcasing the shared vision of our sustainable journey.
This was followed by a special message from the Supply Chain Sustainability School by Customer Account Manager, Jenny Simpson.
Returning to the Colas Rail UK and Colas Ltd theme, a Q&A was arranged with Colas Rail UK Sustainability Director, Paul Taylor and Finance Director, Stephanie Carasco alongside Colas Ltd Sustainability Director, Craig Streak and Commercial Director, Chris Richardson.
Speaking about the event, Colas Rail UK Safety & Sustainability Director, Paul Taylor said: ‘After last year’s successful supplier conference, it was great to continue the discussion with our valued suppliers on how we can collectively continue our journey to net zero. It was clearly evident that the dialogue between us is maturing, and the actions already taking place becoming bigger and more effective. For example, nearly 70 per cent of our suppliers stated that they were either signed up to the Science Based Targets initiative or working towards it which is a fantastic demonstration of their commitment.
‘The innovation exhibition was extremely popular amongst delegates, as it gave them practical solutions to decarbonise our industry, whilst also giving
the SMEs the business opportunity they deserved for being forward thinking in low carbon innovation.’
Jean-Pierre Bertrand, Chief Executive Officer, Colas Rail UK said: ‘In line with the plan launched by our wider Group, we are fully committed in reducing our carbon emissions to create sustainable mobility.
‘Joining forces with our colleagues at Colas Ltd enabled us to bring Road and Rail together as we face similar challenges. Our ‘Journey to Net Zero’ event afforded us the opportunity to engage with not only our customers but also our suppliers to share best practices and serve as a call to action to SME’s who are at different stages of their net zero journey.
‘I was delighted to see so many in attendance, contributing to the discussions and demonstrating their innovations and solutions to help us reach our collective goals. It was encouraging to see so many exciting new technologies presented by our exhibitors, it’s great to have everyone on board working together to effect positive change to both industries.’
From Left to Right: Colas Rail UK CEO, Jean-Pierre Bertrand, Colas Rail Group CEO, Hervé Le Joliff and Colas Ltd CEO, Faïçal Lahmamsi speaking at the Journey to Net Zero conference.
The Great Train Robbery
More than sixty years after the crime of the century, former Detective Superintendent Graham Satchwell and the man he once put away, Great Train Robber, Tom Wisbey have produced an exceptional dramatisation of the Great Train Robbery
In the early 1980s, Satchwell was in charge of a case involving old members of the Kray gang and numerous other well known London gangsters including Tom Wisbey. Together they formed the largest number of individuals ever to stand trial together at the Old Bailey charged with conspiracy to steal.
The gang had made very good living from stealing high value mailbags from mail trains across the south of England. Their loot ran into millions: mainly wages and jewellery with one single theft of travellers cheques alone amounting to over £2 million. Satchwell kept Wisbey in custody for two years awaiting trial. All but one of the 21 defendants were convicted, Wisbey was one of them.
But remarkably, in about 2013 Satchwell and Wisbey met again and made friends. Tom Wisbey offered to help Satchwell write a novel about there Great Train Robbery and clearly enjoyed the creative process, he travelled down from London to stay in a hotel near Satchwell’s place in Hampshire. Wisbey even offered other dramatisation ideas that the two could work on. Sadly, he died before this book reached publication. Satchwell is fatalistic about the relationship: ‘Tom was a professional robber, that is where life led him. He was 'old school’ and would confess or inform on his accomplices. I was a professional copper, I never fitted anyone up or beat a confession from anyone. We were both intelligent working class people, but life led us down different paths. He knows his job well and so did I. I truly believe there is both a train robber and a copper in all of us.'
But it is because of the knowledge and frankness of those two men that a unique glimpse into the crimes and lives of the Great Train Robbers has been created. No work of non-fiction, and there have been many about the crime of the century, can explore character and culture like fiction, and no other dramatisation (book or broadcast) about this crime better captures who the robbers really were.
The plot? One year before the Great Train Robbery, Alfredo and Shirley live in poverty. Unemployed and threatened by a loan shark, and against Shirley’s wishes, Alfredo
turns to crime. But he quickly finds himself on a very slippery slope when he becomes involved with the South Coast Raiders and their crime spree attacking mail trains.
But the success of the Raiders, the very lucrative nature of their crimes, and the inability of the police to catch them, does not go unnoticed by the press. Press coverage draws the attention of London’s most respected and feared gangster, Billy Hill.
Why should any security professional read this? Well for pleasure of course, and perhaps even to learn a little more about criminal sub-culture and hierarchy.
‘The Great Train Robbery and The South Coast Raiders’ is now available on Amazon, Kindle and on order from bookshops and is getting five star reader reviews.
‘A fascinating and inventive fictional take on an almost legendary crime. It is a real page-turner with a gripping narrative.’
Stewart Tendler, former chief crime correspondent of The Times
‘A rollicking crime novel with all the benefits of an exdetective’s insider know-how.’
Duncan Campbell, journalist and author
‘An entertaining, informed and plausible take on the Great Train Robbery and the firm behind it. I thoroughly recommend this thrilling ride.’
Neil Root, journalist and author
‘A very well-informed and interesting story told with authenticity and pace.’
Jackie Malton, former Flying Squad officer, writer and broadcaster
CPA Defines Key Priorities for Plant Sector
The Construction Plant-hire Association (CPA) is urging the next government to consider some key priorities to ensure that the UK plant-hire sector remains a key part of the wider construction eco-system
CPA Policy Manager Chris Cassley said: ‘The next government must recognise the role of construction in a growing and sustainable economy. These priorities are an essential part of ensuring plant-hire continues to grow and develop as the modern, innovative sector it is, with a highly motivated workforce and ambitious companies that are at the heart of UK construction.
‘Issues such as skills, boosting the workforce, net zero and business investment, are all key areas impacting on our members and their day to day operations. The industry has made tremendous progress since the pandemic, and we look forward to working with the next government on building on these foundations in the coming years’ he continued.
The CPA’s ‘Priorities for the Next Government’ document details a number of key issues that the Association urges the next government to consider.
‘The next government must recognise the role of construction in a growing and sustainable economy. These priorities are an essential part of ensuring plant-hire continues to grow and develop as the modern, innovative sector it is.’
Reinforce business investment and future house building programmes
Establish a credible timetable for the extension of the Full Expensing Allowance to every aspect of the construction planthire industry. When ‘fiscal conditions allow’ is too vague and undermines confidence in business investment decisions. Reforms to the planning system must be realistic and proportionate. Learning from past failures at both central and local levels are important if we are to build the future homes we need.
Decarbonisation of construction plant
Have one single government department responsible for decarbonisation of construction plant as current policies and roles are split between at least three government departments.
Temporarily reintroduce the rebate for Hydrogenated Vegetable Oil (HVO) to the construction industry for at least the next two years.
Develop a trial scrappage scheme for NRMM (Non-Road Mobile Machinery) businesses operating in Freeport zones, with a view to widening the scheme on a national basis. Publish the Low Carbon Fuels Strategy as soon as possible and develop a road map for the decarbonisation of NRMM.
Supporting the construction industry
The position of construction minister must be solely dedicated to the sector and not split amongst a range of different ministerial responsibilities across different industrial sectors. The current approach by the police on abnormal loads and embargo times are having an adverse effect on the efficient movement of construction plant – especially
mobile cranes. The next government must get the Home Office and Department for Transport to work with the industry and police chief constables to outline concerns and ensure the current lack of flexibility amongst police forces, is addressed.
Build on current work with the construction industry to grow the domestic skills base, improving both apprenticeship funding and retention rates amongst apprentices, while also making the industry an attractive career option for people already in the workforce. Realism is needed in recruiting from overseas, with the Migration Advisory Committee working with the construction sector in addressing current skills gaps.
The creation of Great British Railways must be a key legislative part of the King’s Speech, helping provide certainty for planning and business investment in the rail plant sector.
The legislative impasse on the creation of Great British Railways (GBR) must be resolved as soon as possible. A growing rail plant and rail maintenance industry is at the heart of a successful rail sector. The current delays have undermined progress, with the supply of future work bank visibility fragile.
NEWS IN BRIEF
IMPROVEMENT WORK TO CLOSE DAWLISH STATION CAR PARK
The works will see the car park resurfaced and repainting of the parking bays and is the latest in a round of improvement for the station, including: a new foot bridge and lifts making the station fully accessible; improving the distance between platforms and trains, while reconstructing the seaward platform; and multimillion pound resilience works to the sea wall as part of the South West Resilience Programme.
LNER AND SUPPLIERS GENERATE MILLIONS FOR LOCAL COMMUNITIES
Over £21 million pounds of social value has been unlocked from LNER’s supply chain and invested back into local communities. This additional value is measured as Social Local Economic Value (SLEV). In the last financial year over £21 million pounds of SLEV has been unlocked from the LNER supply chain.
By working collaboratively with its supply chain and sharing its social value expertise, LNER has enabled suppliers up and down its east coast route to create 665 full-time local jobs, spend over £3 million, invest over £37,000 in local community projects, generate 1,362 hours of voluntary work, reduce emissions by nearly 450 tonnes of carbon dioxide and save over 70,000 car miles. Not only that, thanks to other projects still in progress, a further £44 million pounds of SLEV is in the pipeline yet to be delivered.
GOVERNMENT CONFIRMS FUNDING FOR TFL TO PROCURE NEW ELIZABETH LINE TRAINS
The government has confirmed funding for TfL to procure ten new Elizabeth Line trains from the UK-based train manufacturer, Alstom. Following careful consideration of TfL’s business case, the government has approved TfL’s request for funding for the additional trains. The trains are needed due to strong passenger demand, expected growth on the Elizabeth Line, and will allow TfL to increase capacity on the network in the coming years. The trains will be made at Alstom’s facility in Derby.
How to Be a Modern Leader
Stacey
Hayes-Allen, Director
of Corporate Partnerships at Arden University discussed the leadership skills needed in today’s workforce
Today, effective leadership demands a diverse set of skills to navigate the complexities and uncertainties of a globalised, rapidly changing world. Leaders must anticipate market trends, disruptions, and technological advancements. They must implement technology such as AI and use data and analytics, while being agile and flexible in their approach. Strong communication and openminded innovation are needed, alongside considering best sustainable practices. The list is long, and the skillset in demand is changing in full force.
What makes a sustainable supply chain?
Rail freight contributes £2.45 billion to the UK economy each year – it plays an integral part in keeping shops stocked, moving medicine supplies and supporting businesses to grow.
But the transportation sector has always been at the sharp end of supply chain risk; without effective transport, supply chains grind to a halt. Without an effective supply chain, the transport sector will also begin to suffer.
The transportation and logistics businesses are currently concerned with six key supply chain risks and drivers, including sustainability, technology, labour, changes in business models and regulation, decarbonisation and ESG. Importantly, there seems to be growing concern about the environmental impact of transportation and logistics.
But it’s not just about what you do as a business, it’s also about who you are working alongside. As such, it is now increasingly important for rail companies to connect with, and maintain, a sustainable supply chain. A study conducted on multinational corporations found there were patterns when companies promoted suppliers’ social and environmental responsibility.
They all tended to:
• Establish long-term sustainability goals.
• Require first-tier suppliers to set their own long-term sustainability goals.
• Include lower-tier suppliers in the overall sustainability strategy.
• Have a team member extend the firm’s sustainability programme to all suppliers.
Aside from the above, the study also found there is a combination of approaches that help supply chain sustainability:
• Direct – evaluate first-tier suppliers’ sustainability.
• Indirect – provide training and peer learning.
• Collective – share resources with competitors.
• Global approach – work with relevant NGOs and international institutions interested in improving supply chain sustainability.
The skills needed to lead the way
It's clear that collaboration is an integral part of growing a sustainable supply chain. Leaders will need to know who to partner with, how to bring them onboard, as well as keeping on top of the changes the sustainability movement brings forward. They will also need the interpersonal skills to navigate and manage diverse cultural dynamics within global supply chains, as well as the ability to exercise continuous improvement and innovative thinking to stay afloat.
The six key supply chain risks and drivers also mean we are seeing more companies –including rail companies – investing in alternative fuels, electric alternatives, and other sustainable technologies to reduce their carbon footprint. When adopting such technologies, it’s important that leadership teams within the industry are not only up to speed with the developments that can help them, but also how to effectively manage teams to optimise the benefits. As such, we will see leadership needing strong digital analytic skills, as well as knowledge on a sustainable and circular supply chain.
Adding more fuel to the fire, the challenges the industry is facing – such as driver shortages, high turnover rates, and a lack of skilled workers – can cause
disruptions in the supply chain, resulting in delays and service level impacts. Future leaders will need to know how to navigate such bottlenecks and keep things ticking along despite ongoing difficulties.
Developing the skills
To navigate these challenges, the industry needs to ensure its staff can embrace the changes coming their way. Companies need to make sure they are upskilling staff to avoid creating a big gap between what the sector is demanding and what it can offer.
Research shows that each freight train removes 76 lorries from our roads – this, in turn, could result in around one billion fewer heavy good vehicle miles every year. This is a massive plus for sustainability and could result in more businesses opting for rail over road. But also looking toward the role rail freight plays in maintaining a strong, fast, supply chain and the demand for quicker, faster consumerism, the industry needs to make sure it has the people it needs to keep up.
The transport and logistics sector is struggling to fill more technical positions. For example, knowledge workers and manager roles are much more in demand given technology can conduct or assist with entry-level roles. Businesses can onboard talent in entry roles, while allowing them
to undertake qualifications to upskill into a more senior role. This will not only give a reason for people to join a company, but it will also allow talent to understand a business better while learning. This results in workers being able to adapt their learnings specifically to a business, meeting the unique needs it may have.
With changes in sustainability occurring at a rapid pace, as well as the need for businesses to remain as fast-paced as consumers, on-the-job learning will become more prevalent. Effective partnerships are crucial in the transportation and logistics industry. Now more than ever, it is vital for the industry to collaborate with educational institutions to enhance the skills of their staff if they want to remain at the forefront of a sustainable supply chain.
‘The transportation and logistics businesses are currently concerned with six key supply chain risks and drivers, including sustainability, technology, labour, changes in business models and regulation, decarbonisation and ESG’
STACEY HAYESALLEN is Director of Corporate Partnerships at Arden University
Health, Safety and Sustainability
Alex
Minett, Global
Head
of New Markets at Veriforce CHAS, on the social sustainability questions every organisation should be asking their supply chains and how to answer them
Ensuring a commitment to health and safety is a well-established practice. However, companies are increasingly being held accountable for their suppliers' sustainability practices. This shift makes robust prequalification processes and social sustainability assessments essential.
A brief history of supply chain prequalification in the UK
The concept of supply chain prequalification has a storied history in the UK, evolving significantly over the past few decades. Initially, the focus was mainly on ensuring contractors met basic health and safety standards. This led to the introduction of schemes such as the Contractors Health and Safety Assessment Scheme (CHAS) in 1997.
CHAS was developed to provide a standardised method of prequalifying suppliers and contractors, ensuring they complied with essential health and safety regulations. The scheme helped to mitigate risks on construction sites and established a baseline for contractor competence and reliability.
The growing importance of social sustainability in supply chains
In recent years, the scope of supply chain assessments has expanded beyond health and safety to encompass a broader range of issues with a strong focus on social sustainability – the impact that businesses and their supply chains have on people and communities. This includes working practices, human rights, community engagement, and ethical sourcing. The increasing awareness of corporate social responsibility (CSR), the rise of socially conscious consumers and the risk of reputational damage have driven companies to ensure that their supply chains reflect their values and commitments to social sustainability.
Key questions to ask your supply chains about social sustainability
To determine whether your supply chain is truly committed to social sustainability, and how that commitment translates to actions, it's essential to ask the right questions. These could include:
• Social value – what practices does your business have in place to drive a positive social impact on the people and community it engages?
• Labour exploitation – how does your company prevent workforce exploitation, ranging from preventing Modern Slavery to withheld holiday pay, across your supply chain?
• Equality, diversity and inclusion – how does your business work to attract talent from a hard-to-reach groups and ensures it retains diverse talent?
• Procurement and supply chain management – how does your business assess, monitor and develop your supply chain to ensure it is a sustainable business?
• Health and wellbeing – what is your business doing to better understand and support the needs of your workforce to create a healthier and happier working life?
How contractors can answer these questions Contractors can prepare for these questions by implementing and documenting robust social sustainability practices.
Social Value
Show a broad range of activities that drive Social Value but most importantly demonstrate proper governance for what you are doing. This includes training employees, measuring your impact, setting a strategy that enables your company to make the greatest impact, and continually monitoring and improving practices.
Labour exploitation
Show that you understand different types of exploitation risk within your operation and that you understand the supply chain that is bringing people to work on your behalf (employees, temporary labour and workers via subcontractors). Once this is established, present how you are mitigating exploitation risk for workers coming via these routes. For example, are you assessing your subcontractors for employment and temporary labour practices? Most companies have controls for employees but very little for temporary workers.
Equality, diversity and inclusion
Show that your business is actively executing against your policy and that you are measuring what you are doing through diversity metrics. Can your business demonstrate an awareness that promoting equality, diversity, and inclusion positively impacts your overall success and that you are committed to ongoing development in these areas? This may be through identifying an aging workforce in certain areas and executing activities to encourage new young talent or ensuring that company initiatives cover a broad range of activities to try and cater for everyone.
Procurement and supply chain management
Demonstrate that you have an invested interest to drive the same business values you adopt through your supply chain by understanding the practices they have in place and how you aim to help them develop. Demonstrate how your procurement and supply chain practices are encouraging businesses to operate more sustainably. This may be through scoring tenders on sustainability factors or including sustainability factors into performance reviews.
‘The landscape of supply chain management is evolving to prioritise not just health and safety, but also social sustainability. By asking the right questions and embracing independent verification, companies can ensure their supply chains are not only efficient and safe but also ethically and socially responsible.’
Health and wellbeing
Showcase your business's commitment to a healthy and happy workforce through initiatives and governance practices that enhance and manage wellbeing. This can include activities such as offering benefits, promoting mental health awareness and support, providing flexible hours, and implementing reward schemes. Regularly surveying your workforce and monitoring the impact of these activities exemplifies a strategic approach to health and wellbeing initiatives.
The benefits of independent verification
Independent verification of an organisation’s social sustainability practices, for example achieved by completing the new CHAS Social Sustainability assessment, offers numerous advantages for clients and contractors. The CHAS assessment objectively evaluates a contractor's social sustainability efforts, ensuring both credibility and reliability. Being a maturity assessment rather than simply a ‘pass/fail’ means that it enhances transparency and accountability by highlighting areas for improvement and benchmarking performance against industry standards. The contractor receives a detailed report, which can then be used including in bids and tender responses to demonstrate the contractor's commitment to social
sustainability. That can lead to a competitive edge and stronger trust with clients, employees and other stakeholders.
Conclusion
The landscape of supply chain management is evolving to prioritise not just health and safety, but also social sustainability. By asking the right questions and embracing independent verification, companies can ensure their supply chains are not only efficient and safe but also ethically and socially responsible. This holistic approach not only protects the company’s reputation but also enhances its long-term commercial success and contributes to a more sustainable and equitable world. For more information, visit www.chas.co.uk or call 0345 521 9111.
ALEX MINETT is Global Head of New Markets at Veriforce CHAS, the leading provider of risk prevention, compliance and supply chain management services for clients and contractors.
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Government, operators and associations all offer different avenues in pursuit of the same goal of making rail more sustainable
‘Around a third of the network does not need to be electrified and can be decarbonised now with battery trains.’
This relates to infrastructure, greener rolling stock, alternative fuels as well as a more sustainable approach to energy and associated uses of that energy.
Earlier this year, The Department for Transport put out a consultation on climate change adaptation and the approach it wants to see the transport sector follow.
The consultation referenced Network Rail’s Environmental Sustainability Strategy which commits regions to developing long term climate change ‘Adaptation Pathway’ strategies and investment plans by 2029. The union of sustainability and climate change adaptation is an obvious one, making the infrastructure on the rail network more resilient to the environment in which it operates is just one element in the overall approach to achieving Net Zero.
While resilience is all about taking steps to mitigate the effects of climate change on the national transport network infrastructure, climate change adaptation requires consideration of more fundamental questions. Responding to the consultation, Greengauge 21 had three they wanted to focus on:
• What parts of today’s network should be retained?
• Do suitable alternative infrastructures exist?
• And if not, what would the best approach be to create them?
£80 million was invested in 2023 for an eight-metre high sea wall at Dawlish, after
80 metres of railway track was washed away in 2014, cutting off key railway link to Devon and Cornwall for two months. Greengauge 21 notes that an adaptation response involving consideration of adjacent infrastructure networks was considered, but only as an alternative to a long term resilience programme. There was no consideration of the benefits of an integrated approach to adaptation and resilience.
According to the document the DfT put out, 85 per cent of rail infrastructure assets in use today could still be in place by 2055.
Energy
A strategy published by the Railway Industry Association earlier this year sets out a pathway to a lower cost, higher performing net zero railway by 2050, whilst also showing how making rolling stock procurement decisions now can stave off the current threat to UK rolling stock manufacturing capability. The whole system blueprint maximises current Government infrastructure plans and sets out how a coordinated ‘track and train’ approach could deliver improved outcomes for passenger and freight users, taxpayers and the supply chain.
RIA’s rail strategy fast tracks benefits by focusing on opportunities for carbon reduction and air quality improvements in the short-term. It will also enhance performance by introducing newer and more reliable trains while achieving lower costs and greater economic benefits by reducing ‘boom and bust’ for the rail supply sector. Key findings are:
• Whilst Government plans will increase the proportion of the UK rail network which is electrified from 38 per cent to 51 per cent – and its commitment in March 2024 to this upper figure is welcome –RIA’s strategy identifies a further 15 per cent of routes which if electrified would mean 100 per cent of passenger services and 95 per cent of freight services being decarbonised incrementally in the decades to 2050.
• Around a third of the network does not need to be electrified and can be decarbonised now with battery trains. An order for a fleet of battery-electric trains should be accelerated as a matter of priority to bring forward benefits at no additional cost to the public purse.
• Current uncertainty around future UK rail manufacturing capacity yet again highlights the need for a more consistent pipeline of work for infrastructure and rolling stock suppliers to support investment in skills and improve productivity.
Commenting on the plan, David Clarke, Technical Director at RIA, said: ‘Our analysis provides an ‘art of the possible’ strategy for the Government and the railway industry. Ordering a fleet of battery-electric trains, a strategic and a consistent approach to electrification and quick green wins on less intensively used routes can all help achieve a more efficient and low-carbon railway by 2050. Considering this as a ‘track and train’ strategy allows us to permanently lower the cost of running the railway.
‘Recent RIA-commissioned research by Steer found that passenger numbers will grow between 37 per cent and 97 per cent by 2050, depending on future rail policy. So, it is vital that the Government now makes some decisions on infrastructure and rolling stock which will enable investors, rail planners and suppliers, as well as the wider rail economy, to deliver a better and more sustainable railway for passengers and taxpayers in the future.’
More recently, Eurostar published its first sustainability report which included a pledge to power trains with 100 per cent renewable energy by 2030.
Currently, in the Netherlands, Eurostar trains have been running on 100 per cent wind power since 2017, and this figure has reached 40 per cent in the UK since 2023. In Belgium, a Memorandum of Understanding was signed with Infrabel in February 2024 to study the installation of novel solar projects to power trains.
Unleash Your Productivity
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Mobil products are suitable for all types of industrial machinery, including those used in the rail sector.
Mobil’s SHC range – a premier line of synthetic, high-performance lubricants – performs exceptionally when used in gearboxes, compressors, hydraulics and circulation systems. Chemical Corporation’s comprehensive range of Mobil SHC industrial lubricants can increase productivity, reduce unscheduled downtime and improve the profitability of railway operators and suppliers.
As well as providing longer oil and equipment life than comparable products, synthetic lubricants help reduce the amount of used oil to be disposed of, enabling energy savings. Mobil synthetic lubricants excel in high temperature environments, resist oxidation, flow well in low temperatures and protect against wear – all key factors in improving the efficiency of an industrial operation.
Discover the benefits of Mobil highperformance oils
High-performance Mobil products will help to keep your operation running like clockwork. Take the Mobil SHCTM Hydraulic EAL Series oils, for example. These provide exceptionally balanced performance while reducing environmental impact and offering outstanding protection to key components. They also enable a longer life for machinery and minimise cavitation through foam and air release, demonstrating superior system cleanliness in comparison to mineral-based ISO VG 46 hydraulic fluid.
The environmentally acceptable, highperformance series of hydraulic oil, Mobil SHC Aware H Series, offers outstanding load-carrying and antiwear properties for all-around protection. This oil performs well at a wide range of temperatures (up to 100°C) and is excellent as a solution for low-temperature startup. Alongside superior demulsibility (easing water removal in critical applications), improved system cleanliness and deposit control, this series is recognised for its high level of stability, long oil life and resistance to viscosity breakdown. By providing exceptional protection across a broad temperature range, this product can lead to longer component life, reducing costs and optimising efficiency wherever it’s used.
Using high-quality, high-performance oils will contribute to improvements in safety, environmental care and productivity – all crucial considerations when planning for an efficient, profitable and environmentally responsible rail operation.
Investing in longer equipment and oil life reduces the need for maintenance and risks associated with employee-equipment interaction. Choosing oils that are readily biodegradable, non-bioaccumulating and minimally toxic reduces environmental impact – crucial for demonstrating corporate responsibility and meet sustainability targets. By opting for a product with long drain intervals, equipment availability can be enhanced, with energy efficiency benefits helping to improve overall productivity.
In short, by bringing costs down and increasing efficiency, these oils and lubricants can help your rail operation
to run more smoothly, with higher train availability and reduced downtime.
When you’re responsible for keeping a large-scale rail operation running safely and frictionlessly, having the right products available can be the difference between failure and success.
When Chemical Corporation was founded in 1983, it specialised in providing chemical products for a variety of different sectors. The company continues to supply a wide range of chemicals for industrial uses, including solvents, acids and bulk products. As the business has grown, the team has also recognised the need to stock a variety of other industrial-grade products, formulated to suit the exact needs of its clients.
Greases
Chemical Corporation stocks Mobil greases that perform well in a variety of industrial applications. Available in a range of viscosity grades, its range of grease products enable added choice and flexibility – the perfect solution for your needs.
Whether you need speciality greases for high-speed bearings or greases suitable for driving gear boxes and open gears, Chemical Corporation’s products are available in various pack sizes, ranging from 400g cartridges to 180kg supplies. With a wide range of air and hand-operated grease pumping equipment available, it can supply the ideal method for applying your product of choice.
Aerosol lubrication
As licensed distributors of Tygris aerosol sprays, Chemical Corporation offers an extensive range of products to lubricate and protect your most valuable equipment. When day-to-day productivity relies on efficient maintenance, aerosol products make the job quick and straightforward. Chemical Corporation’s industrial aerosols ensure effective lubrication in all environments, including heavy machinery applications.
Industrial cleaning supplies and spill control kits
Maintaining the health and wellbeing of staff and customers will always be a priority for responsible organisations, especially since the coronavirus pandemic. Chemical Corporation’s extensive range of cleaning
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supplies means it can support your efforts in creating a safe and hygienic environment. From hand sanitisers and dispensers to high grade cleaners and disinfectants suitable for every surface, your cleaning needs are covered.
In environments where chemicals are present, it’s vital that any spills are dealt with quickly and safely, minimising any potential harm. Chemical Corporation’s supply absorbents and spill control kits to mitigate such risks, with options that are ideal for fast and effective management of spilled liquids including oils, greases and chemicals.
Optimise your operations with professional site surveys and oil analysis
As well as stocking all the lubricants, oils and chemical products you need to run an effective rail operation, Chemical Corporation provides a suite of professional services tailored to the needs of your business.
The company’s expert lubricant engineer Ian Millerchip has spent over three decades working in industrial lubricants across numerous business sectors and industrial applications. He is available to visit your premises and advise on any issue relating to lubrication, storage methods, product
handling or rationalisation, helping you to improve your stock inventory and optimise your processes – reducing inefficiencies and maximising productivity.
Ian’s expertise in oil analysis will provide you with valuable information about the equipment you use. Following a free on-site inspection of the equipment and lubricants used, you will be given a written lubricant service plan for each machine you use, intuitively colour coded to help you quickly understand the best lubrication or grease required for each item.
As well as potentially reducing the number of products you require, this report will provide proactive maintenance advice to help minimise equipment downtime and increase profitability. Product training and best practice storage solutions are available, alongside annual audits to keep your systems optimised.
Greater productivity starts here
To improve efficiency, minimise waste and maximise productivity across your rail sector organisation, look no further than Chemical Corporation.
Chemical Corporation (UK) Ltd is a UKauthorised distributor of Mobil lubricants and greases. Established in 1983, it is celebrating 40 years of exceptional products
and services, helping rail operators to improve efficiency, reliability and safety across their networks.
Recognised by Exxon Mobil with gold and silver distributor Elite Club awards, the team receives ongoing product training from Exxon Mobil, allowing them to provide the latest information and advice on lubrication technology tailored to the railway sector.
Chemical Corporation exhibited at Rail Live 2024 and looks forward to helping your organisation achieve new levels of productivity through its variety of costeffective solutions.
Address: Atlas House, Bedwas Business Park, Bedwas, Caerphilly CF83 8DU, United Kingdom
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Rail Live 2024
Rail Live took place at Porterbrook’s Long Marston Rail Innovation Centre on 19-20 June with multiple stakeholders and industry players in attendance
Day one looked at Recruitment and Retention, Creating a sustainable railway, Safety on the railway and Financing the future whilst day two looked at Playing politics with the railway, Accelerating the freight shift to rail and A railway in crisis?
Highlights from this year’s event included the new Stratford’s Lost Railways exhibition, a partnership with the Stratford-upon-Avon charity Escape Arts. The exhibition explored how the railway in the local area has changed significantly over the last 70 years through iconic historic and present-day photography.
HydroFLEX, the UK's first heavy-rail hydrogen train developed by Porterbrook, was on show again this year on the Innovation Platform, having reached a
number of significant milestones since Rail Live 2023, including travelling at over 90mph on the mainline during testing.
For the first time, RIA hosted an Innovation Showcase this year at the RIA Lounge, which included a variety of member companies exhibiting their latest rail products and services. The Rail Live exhibition featured a diverse range of senior level speakers, supply chain innovations and thought leaders from across the industry. Key contributors included RIA Chief Executive Darren Caplan, Rufus Boyd, Interim Lead Director at the Great British Railway Transition Team, Andrew Haines, Chief Executive Network Rail, RIA Innovation Director Milda Manomaityte, Lucy Prior MBE, Business Growth Director at HIRD Group, Huw Merriman MP, Rail
& HS2 Minister and Stephen Morgan MP, Shadow Rail Minister.
Both Huw Merriman and Stephen Morgan visited the RIA Lounge and met with rail suppliers. The politicians then had a tour of the site with Darren Caplan, RIA Chief Executive. Chris Lester, Event Director, Rail Live – Bauer Media said: ‘We are excited to announce that RIA has become a show partner of our leading Rail Exhibition in the U.K. RIA is an essential organisation within the Rail industry, and we are proud to have them as our official partner. We are eagerly looking forward to welcoming them to Long Marston in June. The positive experience for exhibitors in 2023 has already led to a record number of rebooking’s for this year's event. It is encouraging to hear that many of our
Mike Roberts, Railway Chaplin at Railway Mission, Elaine Clark OBE, Chief Executive Officer of Rail Forum and Julianna Moats, National Communications Manager of Young Rail Professionals speaking at the Policy & Leadership theatre session: Creating a Sustainable Railway.
exhibitors met and exceeded their targets for the event and even took several orders on their stand.’
This year also saw the return of RIA Rail TV, with an episode set to be filmed at the event. Last year’s episode featured appearances from Huw Merriman MP and Lord Peter Hendy, Chairman of Network Rail. Lord Hendy said of RIA: ‘You need a good trade association to represent the member’s interest and also to do political advocacy about the long-term future of the railway.’
One of the topics debated in the new engineering theatre introduced for the first time at Rail Live 2024 was: ‘How do we retain and build on learnings from the innovative engineering involved in the construction of High Speed 2?’. HS2 Phase One Engineering Director Giles Thomas took to the stage to consider lessons from the project to create the UK’s first inter-city main line in over a century. Chaired by engineer and RAIL contributor
Gareth Dennis and sponsored by Pandrol, the engineering theatre additionally considered key subjects as diverse as creating resilience against climate change, unlocking freight’s potential, real-world uses of Artificial Intelligence, and digital signalling. With future recruitment to the railway of
increasing concern, this year’s Rail Live also included a focus on attracting new people to the railway. Network Rail Group HR director Pauline Holroyd and East West Rail Innovation Manager Daisy ChapmanChamberlain were among those advising business leaders about how the railway can increase its appeal to a younger, more diverse workforce.
Porterbrook’s Long Marston Operations Manager Phil Handford said of the Primary Engineer’ programme, which allows children to investigate and build their own model trains: ‘I’m hoping that some of these young kids today, from what they’ve taken in this experience, will become an engineer –whether it’s in the railway, car industry, or wherever.’
Rail Live also included displays of ‘yellow plant’, plus rolling stock including a Stadler Class 93 from Rail Operations Group and a Network Rail Class 153 monitoring train.
Speakers included Great British Railways Transition Team’s Lead Director
Rufus Boyd, NR Chief Executive Andrew Haines, incoming HM Chief Inspector of Railways Richard Hines, and Rail Safety and Standards Board Chief Operations Officer Johnny Schute.
Networking and Professional Growth
Rail Live 2024 was more than just an exhibition; it was an essential convergence of innovation, support, and industry insight. The event provided unparalleled networking opportunities, enabling attendees to connect with industry leaders, share knowledge, and form strategic partnerships. These interactions can lead to significant professional growth, offering insights into the latest industry trends and best practices.
Rail Live offered Railway Mission a rare chance to engage with members of the supply chain whom they might not typically encounter. Beyond their stand, Railway Mission’s impact extends to the discussion panels. Mike Roberts, a Railway Mission chaplain for the Northwest of England, participated in a vital panel on the safety and sustainability of the railway industry. He brought a frontline perspective, highlighting the exhaustion and weariness felt by many staff members. Mike poignantly noted that while the industry invests significantly in ensuring the long-term functionality of trains and technology, we must also ask: ‘How are we protecting and supporting the people to be there long-term too?’
Engaging with the Railway Mission and other key industry players can enhance professional networks, opening doors to new opportunities and collaborations. The event's diverse panels and demonstrations also offer a platform for attendees to showcase their expertise and gain visibility within the industry.
Measuring, Modelling and Monitoring the UK’s Railways
The UK’s fastest growing rail surveying firm, we support consultants, contractors and more, measuring, modelling and monitoring the nation’s railways.
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Need our support on your projects? Get in touch
Advanced Friction Management
As budgets become tight, rail infrastructure companies must achieve more with less. The solution is to combine high-performance friction management with advanced delivery systems and big data to reduce costly maintenance
This is a challenging time for the rail industry. More passengers, increased service frequencies, heavier axle loads, and higher speeds are all putting strain on rail networks. At the same time, many rail infrastructure companies are under pressure to reduce budgets and environmental impact. The question is: How can you protect and maintain track performance to the same or higher standards than before, with fewer people and resources?
The answer is advanced friction management from RS Clare. Combining high-performance biodegradable products
with targeted trackside dispenser systems and big data collection, RS Clare helps rail infrastructure companies protect tracks and assets with less product and fewer ‘boots on ballast’.
The role of friction management
When it comes to track maintenance, the golden rule of achieving more with less is to stop wear before it requires costly repair. This is what friction management is all about. It is widely accepted that critical track wear occurs at the rail-wheel interface (WRI) on the gauge face of curved rails and the rail crown. Friction management, therefore,
uses specially designed greases and liquid products to reduce wear at these two points.
Gauge face lubrication is well understood, and it has been long-established practice to apply a specially developed grease to the gauge face of curved rails to protect them from wheel flange wear. In comparison, top of rail (TOR) friction control is still in development, but it is growing as understanding increases.
In TOR friction control, an advanced liquid product is applied to the rail crown to maintain the ideal co-efficient of friction (around 0.35-0.45) in all conditions. This allows for the stick-slip behaviour you see
when a wheel tries to navigate a curve, helping the train ‘steer’ through the curve and reducing flange contact and wear.
As one of the world’s largest friction management suppliers, RS Clare offers advanced high-performance products for both these areas. Its EcoCurve range of lubricants, for example, has been proven over many years to reduce wear on curved rails, all year-round. In the field of TOR friction control, ClareShield TOR-WS and ClareShield TOR-TSX minimise noise, wear and lateral forces, while offering unrivalled carry down (proven up to 4 miles/6.4 kilometres). With the correct use of these products, rail infrastructure companies can minimise wear and suppress or eradicate noise, such as rail squeal, before it develops into a larger and more costly maintenance task.
Reducing product consumption at the WRI
Obviously, to effectively reduce wear and lower maintenance costs, the performance of these products is key. EcoCurve, ClareShield TOR-WS and ClareShield TORTSX are leading the field, with numerous high-performance features. These include anti-wear, excellent adhesion and water wash-off resistance, as well as extreme pressure properties. This ensures the products stay in place for longer, extending reapplication intervals and reducing the number of times maintenance staff need to visit the track.
However, to truly achieve more with less, rail infrastructure companies should also aim to reduce product consumption while maintaining the same level of protection and performance longevity. This is why RC Clare
recommends using its gauge face friction management products with its ClareShield TrackSys trackside dispenser system.
At the heart of the ClareShield TrackSys system is high-performance pump that delivers product right into the contact point on the gauge face of a curved rail, with very little splash back. This means that less product is needed to ensure the same amount of protection and fewer maintenance visits are required to refill the system. The net result is lower costs, in terms of both product usage and manhours.
Cut noise and wear with digitalisation
As any rail operator will tell you, rail noise is a nuisance – for passengers, local residents and the operator themselves. But it is also an important indicator that mechanical damage is developing on the track. This makes rail noise an opportunity that rail infrastructure companies can use to their advantage.
The theory is simple – if you can identify noise early, you can use friction management solutions to address the root cause of the noise before it develops into costly damage, significantly lowering longterm maintenance costs.
This is why RS Clare developed a Noise & Vibration (N&V) monitoring service for its rail infrastructure customers that combines digitalisation, large-scale data collection and advanced data analysis to take friction management to another level.
Through the service, RS Clare provides continuous real time remote and automated monitoring for different types of noise and vibration, such as curve squeal and flanging, across the rail network. It then builds track-specific data models that it can use
to identify any potential issues, including emerging corrugation and other track faults, as soon as they occur.
Due to its sensitivity, the system can identify noise extremely early. It can even tell whether the issue is on the gauge face or TOR by assessing the decibels and noise frequencies. This enables the rail infrastructure company to build a detailed data map of its track network, including any noise hotspots, that it can use to make better-informed decisions about future and ongoing maintenance.
It can also work with RS Clare to establish an effective mitigation setup to address potential issues before they become a problem – essentially turning large-scale maintenance repairs into small-scale fixes by tackling them early.
High performance that doesn’t cost the earth
While doing more with less is top of mind for many rail infrastructure operators, the need for better environmental performance remains a key issue. Passengers and regulators alike are demanding greater environmental responsibility from their transport systems – and rail is no exception. This places a simple requirement on all friction management products: They must be biodegradable.
RS Clare is a market leader in highperformance environmentally friendly track lubricants, including switchplate and fishplate lubricants, as well as curved rail lubricants and TOR friction control materials. The company has been an industry leader in developing biodegradable products in recent years and provides a highperformance EU EcoLabel product in almost every category.
ClareShield TOR-TSX and the EcoCurve range are EU EcoLabel certified, while ClareShield TOR-WS is biodegradable. This means they are all non-toxic for maintenance staff and biodegrade naturally into the environment. As a result, you can choose an advanced friction management product from RS Clare without compromising on environmental performance – doing more with less environmental impact.
All this makes RS Clare an increasingly attractive full-service friction management supplier for rail operators and infrastructure companies across the globe looking to do more with less. To find out more, get in touch via the contact information below.
Tel: 0151 709 2902
Email: info@rsclare.co.uk
Visit: www.rsclare.com
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STEVE WELCH
COMMERCIAL MANAGER AT TVS RAIL SPARES
Steve Welch manages the TVS Rail Spares brand at TVS Supply Chain Solutions and is the driving force behind this area of the business. A seasoned commercial manager with over 20 years’ experience in the rail industry, Steve brings valuable knowledge and expertise to his role growing the TVS Rail Spares service.
TVS RAIL SPARES
TVS Rail Spares supplies over 10,000 PADS approved or railway recognised spare parts with next day delivery, powered by its innovative IT solutions for maximum supply chain efficiency. It manages more than 400 rail suppliers and deliver its solutions in the rail sector across infrastructure, signalling, rolling stock and maintenance support.
Social media: www.linkedin.com/ showcase/tvsrailspares/
‘We call ourselves a One Stop Shop for a reason; we’ve got a huge scope to be able to deliver everything our customers need. The most rewarding part of the last 12 months is how we’ve been able to grow this range with our customers.’
It’s been a real journey for us so far and bringing our customers along with us is what we’re most excited about. We think of ourselves as an agile, fast-moving company so as we’ve been able to learn more about what our customers want, we’ve been able change accordingly to meet their requirements.
What kind of products do you sell?
We sell infrastructure products for the railway, bringing together a supply chain of more than 400 suppliers, across 10,000 items with more than 3,000 of those on the shelf. Our range covers Signalling, Overhead Line and Telecoms as well as a huge range of rail specific consumables and tools.
Tell us about your role at TVS Rail Spares.
I joined TVS Supply Chain Solutions (TVS SCS) in early 2023 with the aim of bringing to life a new service that could make a huge difference to the rail industry. My role initially was to develop the offering and to work with the team to bring the vision to life.
It took three months of hard work before we were ready to launch TVS Rail Spares into the industry and since then I’ve been responsible for the service, brand and growing the customer base into the thriving business that it is today.
What I wanted to accomplish from the service was very much in line with the fundamentals of what TVS SCS stands for, so we set out a vision statement that said we would offer service, value for money and speed. It’s my job to make sure that we live up to this vision and to bring the rail industry along on the journey with us.
What have been the key milestones that TVS Rail Spares have achieved so far?
It’s been a crazy year for me personally and everything has happened very fast. Our first big milestone was launching at Rail Live in 2023 and since then we’ve grown with a customer base of more than 100 different companies and a continually developing platform.
Since then representatives from more than 100 different rail companies have signed up to our online catalogue, including all the Tier 1 Signalling contractors. Whilst I had good contacts in the industry, we still had to build our rail customer base from scratch, and it’s been a testament to how well the team has got the message out that we’ve been so successful in reaching out to the industry.
We call ourselves a One Stop Shop for a reason; we’ve got a huge scope to be able to deliver everything our customers need. However, one of the more rewarding parts of the last twelve months has been the way we’ve been able to grow this range with our customers. We’ve already added around 400 new products in the last year and we’re adding new items on a daily basis as customers request material.
What makes your service different?
It’s our speed that sets us apart from our competitors. We offer free next day delivery on all products ordered before 2pm as standard, our customers can log into our online catalogue and see prices for more than 6,000 different rail infrastructure products immediately. You can buy a key piece of equipment, for example a signalling relay, in less than two minutes and receive it the following day. You’ve also got full tracking information for all orders you’ve placed so you can be sure that your order is on its way.
This might seem like basic functionality for the 21st century, but this transparency is something that the rail industry has not always enjoyed. We understand how much it costs to not have key material ready for installation at the right time and our service allows the orange army on track to concentrate on what they’re good at –installing and commissioning our railway.
Critically for our customers, we offer all of the above as added value and our pricing is extremely competitive and in line with industry prices. We want to disrupt the market and offer a better service for a better price.
What have been the biggest challenges for TVS Rail Spares since its launch last year?
The biggest challenge, as with any start-up services launching into a new market, was letting the industry knew who we were and what our capabilities were. I used to joke that we were one of the best kept secrets in the industry, but we’ve definitely shouted from the rooftops about what we can do and are now well known amongst the industry and supply chain.
Game Changing New Railway Wrench
Milwaukee Tool UK, which has built its reputation on the supply of high quality power tools for professional site workers, has turned its attention to the railway sector and launched the lightest, cleanest and most end user friendly powered railway wrench on the market
The M18 Fuel Railway Impact Wrench with Friction Ring is designed for workers to use without having to bend when fastening and unfastening railway bolts at ground level. It provides a fast solution to this traditionally backbreaking task.
A completely new concept for Milwaukee, the wrench was designed after extensive research with workers to find out what they were looking for. The design team believes that using this new wrench will make bolt fastening faster and easier while also significantly reducing the physical challenge for the operative.
Light weight and comfortable
Battery powered rather than using petrol, the M18 Fuel Wrench weighs in at just 7.8kg in use. It is 780mm in height, allowing the user to work in an upright position to significantly reduce fatigue. Comfortable rubber-covered handles plus carrying handles also make it the easiest tool to move around.
Despite the ergonomic design, this is no lightweight when it comes to performance. The M18 Fuel Wrench gives 2,000Nm of maximum torque, easily equalling petrolbased equivalents in terms of power performance. Sufficient power to loosen even the oldest, most rust-bound bolts quickly and easily.
Impressive battery performance
It’s the latest in the range of high performance M18 Fuel power tools that are based on the market leading M18 HIGH OUTPUT batteries – engineered by Milwaukee to deliver more power, run cooler and provide more run-time versus previous battery technology. When used with the M18 12Amp HIGH OUTPUT battery, the wrench should give a runtime of approximately 300 bolts without any fading of performance. The battery is also designed for fast charging, minimising downtime.
For main contractors looking to control carbon emissions, the battery powered Wrench is another clean contribution from Milwaukee. It is also designed to be extremely durable, requiring less maintenance than similar tools, making it a cost-effective as well as CO2 free choice.
Practical user features
Users will appreciate the range of speed settings, ensuring that each use is completed at optimum speed, while an auto shut-off function will prevent over tightening of bolts. The wrench is even designed to cope with low light levels, having two LED lights at the bottom of the tool to give visibility in dark conditions such as in tunnels.
Milwaukee believes that this tool will help make the working day easier, more productive and far less exhausting for operatives, contributing to cost-effective project delivery for contractors.
The M18 Fuel Railway Wrench is supplied with two M18 HIGH OUTPUT 12.0 AH BATTERIES, an M12-M18 fast charger and a robust kit box. It is available via most major distributors. To find your nearest stockist, visit the Milwaukee website at https://uk.milwaukeetool.eu/
Continual Learning and Professional Development
enGauged are a railway infrastructure design consultancy specialising in civil and structural engineering. They are an SME based in Crewe that work all over the UK, undertaking designs from conception to construction and anywhere in between
It is important to enGauged that the team are competent and capable to undertake the work that they do and support their continual learning and development in a variety of ways. Additionally, continual learning and development provides team members with the confidence that they have the correct knowledge and that they can contribute effectively to the team’s work. All team members are encouraged to complete and maintain their CPD (Continuing Professional Development).
Steve Whitmore, Founder and Managing Director of enGauged, says: ‘For those at the start of their career enGauged is supporting them with academic learning, enabling them to achieve their degree through the apprenticeship route. For those who have already achieved their academic base, they are supported by enGauged to work towards professional registration. Everyone has a CPD plan which is discussed twice yearly during appraisals. I also like to give the opportunity for the team to attend events such as Rail Live and the Rail Infrastructure Networking events (RIN) where they can network with suppliers who can keep them up to date with the latest solutions available on the market. Suppliers are also welcomed to do a toolbox talk to the team too.’
That is all good and well but what do the employees think about undertaking continual learning and professional development? We have their thoughts here too.
Brandon Brown, Technician Engineer, started his career in mechanical engineering but made the switch to civil engineering when he joined enGauged in 2021. He has just completed the first year of a bachelor’s degree in civil engineering at Liverpool John Moores University and is working towards his IEng accreditation with the ICE (Institution of Civil Engineers). He attends seminars hosted by the PWI (Permanent Way Institution) and training courses made available through enGauged to help him stay up to date with current industry practices.
‘For those at the start of their career enGauged is supporting them with academic learning, enabling them to achieve their degree through the apprenticeship route. For those who have already achieved their academic base, they are supported by enGauged to work towards professional registration.’
Brandon says: ‘It helps when it comes to problem solving, taking what I learn and applying it to the situation in front of me. When faced with a challenge with no obvious or immediate solution I am then equipped with the right knowledge to being to find the right answer. I fit my continual learning into my week in little chunks here and there which I find manageable to achieve this is on top of training days and seminars that I attended. Undertaking continual learning increases my knowledge which in turn increases my confidence in my ability to design the best possible solution and ensuring our clients are happy at the conclusion of the project.’
Jonathan Telesca started his career in civil engineering in Venezuela, moving to the UK in 2016. He joined enGauged in 2021 as an assistant design engineer and has undertaken continual learning to gain knowledge of the rail industry and has progressed to design engineer in 2023. Currently Jonathan is studying a master’s in engineering with the Open University with the support of enGauged through financial support and allowing time to attend seminars and study. When asked how continual learning affects him, he says: ‘I do believe that enGauged always encourage their employees to learn more and to
thrive. They help the team with the most appropriate training to help continuous growth. There is always something to learn and to apply to a different project. This will always keep your mind open to new solutions.’
enGauged’s Principal Engineer, Chris Seager, believes it is never too late to learn new skills to give yourself satisfaction and help enGauged present safe, robust and economic designs. Although working parttime he still find time to explore new ways to overcome a problem and support the team with his experience and knowledge. He researches new avenues of design when required and checks updates of standards and ongoing good practice in design and rail safety.
So here at enGauged you could say every day’s a school day!
Visit: www.engauged.co.uk
Email: enquiries@engauged.co.uk
Tel: 01270 255 731
GARY SMITHSON RAIL DIRECTOR AT MORSON GROUP
Gary is an experienced recruitment professional with in excess of 20 years experience in the recruitment arena, mainly within the Rail, Automotive, Construction and Engineering sectors both in the UK and overseas.
MORSON GROUP
With a unique 50-year heritage of innovative recruitment, Morson Talent is a business with unrivalled sector knowledge, trusted relationships, highly skilled expertise and a consistent personal approach that our clients, contractors, candidates and employees continue to value. The team comprises over 1,000 talented people.
Want to know more about Morson Group?
Tel: 0161 707 1516
Email: gary.smithson@morson.com
Visit: www.morson.com
‘A ready-made talent pool doesn’t exist, so we have to create one by nurturing transferable skills, encouraging retention, and investing in training and career development.’
experienced engineers to deliver mission critical projects for clients in the rail supply chain. And thanks to our industry-leading early careers development programme and ambitious growth plan, we are constantly bringing new talent into that arena, ensuring we leverage the skills and knowledge in our business to develop a sustainable engineering talent pool.
What is your role within Morson Group?
I am the Rail Director at Morson Group and I’ll be celebrating 20 years with the company this June. I have been a recruitment professional for the past 30 years and have specialised in recruitment and associated services for the rail sector for the past 25 years, working with clients across the delivery chain to provide tailored solutions.
Tell us about Morson Group.
Morson is the largest technical recruitment company in the UK and also the UK’s largest rail recruiter. We offer so much more than recruitment, such as scope of works, training, screening, and technology solutions. We are a company defined not by what we gain, but by what we give back.
With more than 50 years’ experience, we offer recruitment, consultancy and technology that allows us to deliver tailored solutions for the rail sector, and we deliver more than six million person hours to the rail industry every year.
Rail accounts for 21 per cent of the Morson Group business and we not only have a strategic network of offices across the UK, we also support the rail industry and its supply chain around the world, including Canada, the USA, Australia and Europe.
We understand rail and we make sure we understand our clients’ needs by providing an integrated approach to recruitment and training across both white collar and blue collar roles, including temporary, permanent, contractor and contingent labour recruitment, RPO (recruitment process outsourcing), MSP (managed service provision). Our reach across the rail industry and its supply chain is broad, but our expertise is laser focused.
Which sectors do you work in?
We work in all sectors related to rail, nationally and internationally; from infrastructure and rail operators (underground and overground), through to rolling stock, services and supply chain. Because our services are so diverse we can offer an integrated approach that goes beyond recruitment and consultancy to engineering. Our Morson Projects business provides multi-disciplined teams of
With that 360-degree approach to helping the rail industry tackle immediate engineering project requirements, while also helping them recruit at all levels, and train and develop future talent, we are a trusted partner for rail sector companies at every touchpoint in the industry.
What is your Unique Selling Point?
We are the only rail sector partner that can offer such a diverse, joined-up service to such a broad range of rail sector businesses, combining an experienced team with industry-leading technology and a proven commitment to customer service. We take a consultancy approach to understanding the client’s challenges so that we can build our services around their needs and add value to their business.
How passionate are you about sustainability in the rail sector?
We are passionate about the environment as well as sustainable skills and talent pipelines. For every permanent placement we make, we plant trees to offset the carbon emissions of that hire. We have planted thousands and thousands of trees right across the country as part of that commitment and our team is not only supportive of that, but actively involved!
Members of the Morson team have been out with spades, digging the ground and physically planting the trees. That’s important, because it connects our values as a business with the people who work at Morson, ensuring we are all actively part of working towards our environmental goals.
What are some major projects you’re currently working on?
Our training business is now the Managed Service Provider (MSP) for Network Rail’s training requirements, co-ordinating training from our own experienced team and specialist providers to provide a joined-up and centralised approach to skills, training and personal development.
Our Group Training Director, Matthew Leavis, recently held a supply chain seminar for Network Rail and training providers at our HQ, outlining the benefits of the MSP and the range of services that training providers can access from Morson thanks to this model. It was a really positive session, with Andy Reid giving a talk to highlight just some of the additional work we’re doing in rail around social value and transferable skills.
‘We have to make the industry appealing to candidates who have other potential options – 250,000 people (and rising!) work in rail in the UK so rail needs to be an industry that is exciting. We need people who want to work here.’
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?
When it comes to helping clients overcome problems, our experience in the rail sector and our integrated range of services are central to providing meaningful solutions. We work with the client to get under the skin of their organisation and understand both the problem and its causes. For example, the problem may be with attracting skilled candidates, but we might also identify issues with retention, employee value proposition and selection processes to help them develop a more sustainable hiring strategy and leverage the value of transferable skills. Thanks to our in-house resources, such as our Pathfinders Academy which helps businesses attract, train and retain the talent they need, and our marketing services, which support clients with defining and communicating their employee value proposition, we can deliver a joined up solution, as well as advising on the problem.
What are some of the biggest challenges this sector currently faces?
Skills is the single biggest challenge the rail industry faces, at every point in the delivery chain and at every level in those businesses. With CP7 due to start and contracts soon to be awarded for the next phase of HS2 demand for skills is set to grow even further and we need to think differently about where the skills, knowledge, experience and innovation we need are going to come from.
What are some potential solutions?
We have to think differently about the skills issue and Morson is leading the charge in developing innovative approaches to attracting, developing and retaining talent in the rail industry.
We have to make the industry appealing to candidates who have other potential options – 250,000 people (and rising!)
work in rail in the UK so rail needs to be an industry that is exciting. We need people who want to work here. That means highlighting the diversity of roles available in rail and attracting a diverse range of candidates. Site work is not everyone’s first choice…neither is an office job. There are candidates who will be attracted to different types of roles and thrive in them, but we have to tailor the message and recruitment journey to those audiences.
We also have to accept that a readymade talent pool doesn’t exist, so we have to create one by nurturing transferable skills, encouraging retention, and investing in training and career development. At Morson, we’re doing that at every level, from sending engineers into schools to inspire the next generation, through to our Morson Forces programme, Pathfinders Academy and dedicated training business.
How have you seen the industry change over the years?
The industry has changed enormously since I began working at Morson 20 years ago – reporting has become a much more important part of what we do at every layer of the supply chain and, for Morson, that means that we are not just placing candidates in roles; we’re also tracking demographics, measuring our carbon footprint, and reporting on social value.
We’re also finding that clients want more than recruitment from their recruitment partner; they look to us for added value services and transparency on ED&I too. For Morson, demand for that diverse service and credible accountability is no problem, because we have the ability to offer complementary services, use technology tools and provide real-time management information. But there is always more to do and more change ahead, so our business is constantly evolving, using our industry insights and trend mapping to stay ahead.
How do you make your business a good place to work?
As a recruitment business, we have to practice what we preach, and investing in our team lies at the heart of that philosophy. We don’t just want to be a place to work; we want to give our people the opportunity to set and achieve career goals, supporting them with training, career development and mentoring. We have great office environments, with a gym on site at our HQ and London offices and subsidised gym membership at our other locations. But we also offer hybrid working, as well as online and various subsidised work related perks, such as a cycle to work scheme and many more.
The same goes for the diversity agenda – 60 per cent of our employees are women, including several of our business heads and directors and we want to keep investing in diversifying our team.
Wherever there is potential for improvement, we’re looking at it. We know that AI will make a big difference in the future, for example, and we’re at the forefront of our sector in exploring how we can leverage the potential of AI to enhance our services and the client experience. But, fundamentally, we are a people business, so, while we embrace the potential of technology across everything we do, it is human insight and knowledge that drives our business.
How are you delivering social value in the rail sector?
When it comes to social value, we don’t just talk the talk; we’re actually making a genuine difference. For example, we’re working hard to bring more diversity into the rail sector with selection processes designed to avoid unconscious bias and consultancy services that help our clients develop their employee value proposition and candidate messaging. I am a Trustee of Women in Rail and was responsible for the judging process for this year’s Women in Rail Awards, for which Morson was the headline sponsor, because we believe that bringing more women into the sector requires role models, allies and advocates.
Our Morson Forces programme supports rail sector businesses looking to recruit from the armed services and veteran communities. This joins the dots between rich talent pools of experience and transferable skills that are so valuable to the rail sector and creating opportunities for those who have served to step into a rewarding second career in rail. Our Morson Forces ambassador, triple-amputee, Andy Reid, is at the forefront of that outreach, inspiring companies and candidates alike with his insights on the benefits of veteran recruitment for both parties.
We’re also looking ahead to future skills and helping to create opportunity for young people from disadvantaged backgrounds. Morson is the biggest donor to the University of Salford and the Morson Maker Space at the university is a hands-on facility where students from all disciplines can collaborate and innovate. Thanks to the Gerry Mason Engineering Scholarship (named after Morson’s founder) and the Morson Group Scholarship, more than 50 students have been funded through their degree at the university. We’re also involved with Into University and Primary Engineer; both projects designed to inspire young students from disadvantaged backgrounds to help improve attainment and support aspiration.
We also encourage our team to take part in charity fundraising and have nominated charities each year. I will be one of the Morson rail team taking part in the Railway Children Three Peak Challenge in June, which involves travelling between the three peaks by train, as well as walking the ascent and descent in each location. A number of colleagues also did a D-Day anniversary cycle ride.
IAN FURY CO-FOUNDER OF TRUE NORTH RAIL
I joined British Rail in 1989 as a Trainee Signalling Technician. For the last ten years I have worked as a Project Engineer specialising in Design Integration on complex multi-discipline projects. I am a Chartered Engineer with the Institute of Railway Signal Engineers.
TRUE NORTH RAIL
True North Rail was formed in 2018 by rail engineers on a mission to bring the rapidly growing technology used in computer gaming to the rail sector. After a period of research and development it initially focused on signal sighting, and in 2020 secured its first competitive tender to deliver the signal sighting model for a major re-signalling scheme.
Want to know more about True North Rail?
Tel: 07780 695 166
Email: idf@truenorthrail.com
Visit: www.truenorthrail.com/
What is TrueSight™?
TrueSight™ Is a collection of tools and software running on the Unreal Engine Platform that enables efficient creation of visualisations for Railway Infrastructure projects. The creation of ‘Intelligent’ 3D assets aligned to the project’s linear chainage and survey grid. The ability to model multiple scenarios and quickly change asset type and form ‘live’ in stakeholder reviews.
How did you get started in the industry?
I was fortunate enough to be accepted onto the apprenticeship scheme for Trainee Signalling Technicians. Working in the Rail Industry was not something I had ever envisaged.
What is your role within True North Rail?
I am the Co-founder and a Director, focusing on the Engineering Management and Business Planning side of things.
What was the inspiration behind starting True North Rail?
I collaborated very closely with my Cofounder James Furlong on the Liverpool Lime Street Re-modelling project. He is one of the top Rail specialists in the UK for applying 3D CAD technology in Rail Engineering projects. We were both frustrated by the quality of the Visualisation tools at our disposal and thought we could do something better.
What is your Unique Selling Point?
As Rail Engineers we understand the problems that our clients face. We would say that our tools have been ‘design by Rail Engineers for Rail Engineers’. Having a deep knowledge of the industry combined with great technology means we provide a highly effective service to our customers.
How have the products and services you offer developed over the years?
We continuously re-invest into improving and developing both the technology and our processes. Starting from a functional but basic Signal Sighting tool and a process that was only suitable for large Re-signalling projects we can now deliver a high volume
of small projects quickly and efficiently. Extensive upgrades to the user interface enable us to model multiple scenarios with the stakeholders in the room ‘on the fly’ which has great benefits for projects that are often working to tight timescales.
What types of companies do you collaborate on projects with?
We frequently partner with SME Signal Sighting companies so the clients can have a turnkey solution for both the 3D Visualisation and formal Signal Sighting. Our other main collaborators are companies that specialise in providing driver briefing materials to the TOCs and FOCs.
What kind of challenges did you face in the early days?
Being self-funding we had to be incredibly careful about investment into the initial tool development I.e. we could not afford to throw money at the situation. We were fortunate enough to be able to demonstrate various iterations of the development to key people and build on the feedback. Getting our first project was the biggest challenge but eventually we succeeded in a competitive tendering process.
What are your plans going forward to ensure True North Rail services are still around for years to come?
We will continue to reinvest in product and process development. This is the only way we can keep pace with technology developments and continue to be relevant to our current and future customers.
How can we get more use of the rail assets and what is your vision of rail in 10 or 20 years?
From our perspective we are frustrated by the fragmented nature of information and data that we use to provide our services. A more streamlined approach for projects to be able to access, provide and share 3D survey and design data would help everyone. We also have a responsibility to improve the efficiency of importing and processing data on our side of the fence. I think digitisation of the Rail Industry over the next ten years will result in a more coherent digital twin solution in whatever form that takes. This will benefit everyone who is responsible for maintaining and operating the Railway as well as those planning and implementing new infrastructure.
If you were in charge of the UK rail industry, where would you target investment and/or look for improvement?
I would improve the contracting environment for SMEs. These are the companies most likely to provide innovative and flexible solutions to help the industry. It should be both possible and desirable for the infrastructure owner to contract with and collaborate with SMEs rather than seeing everything through the lens of large Framework Contracts.
In terms of technology, how do you anticipate things might change in the next five to ten years?
There are rapid advances currently in survey technologies to capture ‘Reality Data’ and the way this feeds into Visualisation tools. The challenge for Infrastructure owners is to remain in control of their data and avoid becoming locked in to a single ‘Big Vendor’ solution. Continued innovation requires some degree of democratisation of the technology to allow for the competition of ideas and solutions.
SARAH MAPLESDEN SENIOR SIGNALLING DESIGN ENGINEER AT KILBORN CONSULTING LTD.
Sarah has over twelve years of experience in railway signalling and holds an IRSE Licence in the category of Signalling Designer, she has been with Kilborn Consulting Ltd since August 2020. Sarah’s main key experience is within mainline signalling design including production of scheme plans, location area plans, bonding plans, aspect sequence charts, cable schematics, cable plans and detailed design drawings.
Sarah is a mentor for the Women’s Engineering Society MentorSet programme and a STEM Ambassador.
KILBORN CONSULTING LTD.
Kilborn Consulting Limited was formed in June 2000. Since that time it has worked with Network Rail, TATA Steel Projects, Colas Rail, AECOM and others. It is approved via Achilles RISQS audit as suppliers to the Railway Group for the provision of railway engineering consultancy and design services.
Want to know more about Kilborn Consulting?
Tel: 01933 279 909
Email: mfisher@kilbornconsulting.co.uk
Visit: www.kilbornconsulting.co.uk
How did you get started in the industry?
I started in the rail industry by luck. I was at university and had opted to do a placement year in industry as part of my course. Getting a placement is a bit like lucky dip! You essentially get a list of companies who are looking for undergraduates for a year, send in your CV and just have to see what you get offered. Most of the time you don’t even know which department of the company is looking for placement students.
I ended up getting offered a placement in either Signalling design or wastewater management. I had no idea what Signalling design was, but I didn’t like the idea of working at a water treatment plant. I took the Signalling design position and quickly realised how varied and interesting the industry was. I got my Assistant Designer’s License before I completed my placement year, then returned to university to finish my degree with a post graduate job offer secured. It was a 50/50 decision, but 15 years on, it’s one I have never regretted.
When did you join the company and what is your role within Kilborn Consulting?
I joined Kilborn Consulting Ltd in August 2020. I’m a Senior Signalling Designer. My day-to-day work varies from doing scheme design and development and detailed design, to feasibility studies and acting as a signal sighting committee member.
In addition to my design role, I am our Mentoring Champion, mentoring a number of the junior staff and helping guide the company policies on mentoring.
How did you start at Kilborn Consulting?
I was made redundant in 2013. I interviewed for a number of companies and Kilborn Consulting Ltd was an interesting option, but just not quite the right fit at that time. By 2020 I wasn’t happy in my role at the time and started making some enquiries. I had kept an eye on Kilborn Consulting over the years and when I heard they were recruiting, I reached out.
Tell us about your career before you joined Kilborn Consulting.
I started out with May Gurney (now Kier), doing my placement year with them, then going back after I finished university. My work was very varied, and it was a great introduction to the rail industry.
In 2013 I got an unexpected offer to go and work for MGB Global, based in Thailand. I spent two months living and working in Bangkok, before returning to the UK. Most of the projects were based in Australia. Unfortunately, I was made redundant after just six months.
I went to Atkins, Croydon, for about a year and half, predominantly working with the Signal Sighting team. But the company, role and location weren’t a good fit for me.
I moved to Arup and joined their very small London based Signalling design team. I spent over five years with Arup. Alongside my Signalling design role, I developed a much better understanding of railway electrification design, splitting my time between the Signalling design team and with the Electrification and Plant design team. I was also involved with the Rail System, working on Reliability, Availability, Maintainability and Safety assessments.
What challenges have you faced in the industry?
I have faced many challenges during my career so far. Unfortunately, a lot of the challenges I have faced have been directly related to being a woman working in a very male dominated industry. I have been paid less compared to less qualified and less experienced male colleagues; I have been mistaken for the ‘boss’s assistant’ at client meetings when I was in fact the lead designer; I have had male colleagues assume I am a planner or project manager, rather than a designer. It is a frustrating situation, but one which I can already see is improving, thankfully.
Other challenges I have faced have been to do with different working cultures, both in terms of country and corporate attitudes. I feel the hardest challenge I have faced so far was a lack of support once I achieved my Design License. Professional development does not stop just because you have reached a certain level, however, many of the mechanisms available to help develop, such as mentoring, are aimed at junior level staff. There often seems to be resistance to applying these same mechanisms to helping more experienced staff to continue to develop. Workplace mentoring is one of the most effective ways to learn and develop so should be applied to all levels. I see all challenges as learning experiences, either for myself or others.
How can the industry tackle its skills shortage and how do you recruit/retain/ train your staff?
I believe the key to staff retention is for upper management to actually listen to their staff. Too often staff are treated like just another number, not individuals. The pastoral side of management or team leadership roles is pushed aside in favour of focusing on targets and workload, ignoring the wealth of data that shows that happy and supported employees work better and more effectively.
Training is not just about going on courses or meeting quantifiable metrics. The best place to learn is on the job, with the right support provided. Workplace mentoring is a vital, but often overlooked, part of training. It is the link between the theory learned on courses and the application in day-to-day activities. There needs to be recognition that training
through mentoring and on-the-job training does not stop once you reach a certain level. The industry needs to recognise that progress is not the same for the everyone and may not be linear. Too often companies have a career path template that doesn’t allow for the individual. Again, there is a wealth of data which shows that certain personality types and traits are more predisposed to particular roles such as design or management. Trying to push someone down a path that doesn’t suit them, just because it fits the company career path template, is a recipe for disaster.
How can we make the rail industry a place people want to work in?
I think the rail industry needs to better showcase the variety of roles available. They need to highlight what roles are involved in the planning and design of projects, not just the implementation and end result. It is easy for people to see the Civil engineering involved in a station build, for example, but people outside of the industry don’t see the work of all the other engineering disciplines, planners, commercial teams, public relations, advertising teams, and project managers involved.
What are your views on collaborative working?
Collaborative working is key to successful projects, but also to an efficient and productive work environment. Early and regular engagement with other disciplines and roles is essential to the success of a project. A project I was recently involved in managed this really well from a discipline collaboration perspective; the lead engineers from each discipline had regular meetings throughout the early design stage. Any changes or developments with the designs which might impact the other disciplines were discussed, along with any delays which might have a knock on effect.
The result was that there was minimal re-work required and we were able to make decisions on tricky design aspects which worked for all disciplines. The other aspect of collaborative working which often gets overlooked, in my experience, is that of the different roles involved in bringing a project into service. Early engagement with testers, maintenance and route managers is critical. Understanding exactly how an installation will be tested, brought into service, maintained, and managed can have a significant impact on how it is designed. The earlier this is understood on a project, the better.
Collaborative working should not just be focused on project delivery. Each person within a working team brings different experiences, perspectives, and insights. Exploring and learning from these differences can help bring new approaches to work.
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.
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The Vital Role of PPE to Prevent Worker Slips
Simon Ash, UK Sales Manager at HAIX, shares his expert opinion on the importance of equipping railroad/railway workers with appropriate and compliant PPE to mitigate the risk of accidents and injuries due to slips, trips and falls
According to the 2022/23 Annual Health and Safety Report, the Rail Safety and Standards Board (RSSB) highlighted, that out of 83 specified injuries sustained by the mainline workforce, 50 were caused by slips, trips, and falls. Additionally, the report revealed 4,168 members of the railway industry suffered other injuries, an increase of 66 injuries compared to the previous year.
Given the inherent risks and hazards associated with railway work, such as moving trains, heavy machinery and highvoltage equipment, the safety and wellbeing of railway workers is a vital part of keeping the network running.
Navigating the causes and effects of slips, trips and falls
Railway workers, face a daily risk of slips, trips, and falls due to inadequate lighting, adverse weather conditions, obstacles, distractions, slippery surfaces on tracks and platforms, falls during maintenance tasks, and a lack of awareness of changing railway environments. Additionally, insufficient workwear and improper footwear heightens these risks, potentially leading to severe consequences.
Ensuring the safety of railway workers is also paramount for the efficient operation of the UK’s railway network. Accidents or injuries can lead to service disruptions, financial losses, and most importantly cause long-term harm to individuals.
Workforce health
Slips, trips, and falls can result in a spectrum of injuries, ranging from minor sprains and strains to severe fractures, head trauma, spinal cord damage, and even internal bleeding. Additionally, the psychological impact cannot be overlooked, potentially leading to anxiety, post-traumatic stress disorder (PTSD), and a fear of returning to work. Furthermore, these seemingly minor injuries can develop into significant health issues, such as musculoskeletal disorders, which is ranked among the top five reasons
for sickness in the rail industry by the RSSB’s Health and Wellbeing Dashboard.
Service disruptions
Workforce absenteeism stemming from injuries and accidents places significant strain on the remaining railway personnel. An injured individual requires immediate medical attention and the incident itself will require thorough investigation, both of which can disrupt the regular flow of train schedules and operations. Additionally, slips, trips, or falls may cause damage to equipment, infrastructure, or railway property, mandating repairs or replacements that further impedes operational efficiency.
Financial losses
Slips, trips, and falls in the railway industry can also lead to financial losses, encompassing medical expenses of the injured, compensation claims, absenteeism costs, and operational disruptions. Fines for companies found in breach of Health and Safety regulations are increasing, with some employers paying over £1m for a workplace incident. The diversion of financial resources originally ringfenced for improving train operations towards legal expenses and the repairs and replacement of damaged equipment further compound the financial burden and compromise on safety improvements by the industry.
Importance of footwear
As part of improving workplace safety, the correct PPE footwear plays a significant role in preventing incidents from occurring. It is important that the PPE footwear selected is both compliant with the latest safety standards and is well-tested to maintain high quality standards. HAIX encourages opting for boots from accredited manufacturers that meet the stringent standards to help prevent accidents and foster a culture of safety and accountability.
When selecting an appropriate PPE footwear for the workforce, the railway company should ensure that the footwear
has undergone a series of quality assurance tests, including tasks that simulate day-today challenges faced by workers who spend most of the day on their feet. It is essential to look for a footwear with slip-resistant properties, as guaranteed by the primary safety standards of:
• EN:ISO 20345:2011 – Safety Footwear
• EN ISO 20347:2012 – Occupational (Professional) Footwear
These certifications guarantee that footwear meets essential professional standards based on testing across various components such as upper, lining, tongue, outsole, insole, inlay sole, and the overall footwear. The latest revised update EN ISO 20345:2022, now Europe-wide, also includes updated tests for puncture and slip resistance, ladder grips, scuff caps, enhancing overall safety against slips and trips.
The HAIX Trekker Pro 2.0 and HAIX Trekker Mountain 2.0 is as ideal footwear choices for mainline workers. These boots are rigorously tested to ensure slip and puncture resistance. The boot design offers a robust, slip resistant and durable S3 safety boot, with the Trekker Mountain 2.0 offering additional chainsaw protection for when the job requires e.g. tree surgery along railway tracks. HAIX boots ensure comfort by offering a precise fit and enhanced ankle support for trackside environments to reduce the risk of slips and falls.
Given the impact of slips, trips, and falls injuries, prioritising workplace safety through preventative measures is essential in mitigating associated financial risks, maintaining operational efficiency and wellbeing of the workforce. By investing in safety training and providing workers with high-standard, compliant PPE footwear, the industry can effectively decrease absences, operational disruption and additional costs due to injuries and accidents, ultimately enhancing the overall health and wellbeing of the workforce.
Stannah Passenger Lifts at Brent Cross West
London’s newest mainline station in over ten years, Brent Cross West, features seven Stannah passenger lifts to Network Rail ‘Standard Specification for New and Upgraded Lifts’ as part of a broader regeneration programme
The brand-new Brent Cross West station, situated on the Midland Main Line, offers commuters a swift journey from central London to Brent Cross Town in just twelve minutes. Positioned between the existing Thameslink stops of Hendon and Cricklewood, this new Zone Three station is the gateway to the emerging neighbourhood in Barnet, Brent Cross Town. Brent Cross Town is the £8 billion net zero park town that is being delivered by the partnership between Barnet Council and Related Argent.
Spanning 7,000 square metres, Brent Cross West station comprises four platforms. Two of the Stannah lifts can be seen upon arrival, ensuring step-free access from street-level to platforms.
The client
Working with Barnet Council, Stannah Lifts installed seven hydraulic passenger lifts, facilitating access throughout the new train station. Barnet Council collaborated with Network Rail, Govia Thameslink Railway and main contractors, VolkerFitzpatrick.
This impressive rail station project, programme managed by Mace, commenced in spring 2020 and was opened on 10 December 2023 by the Mayor of London, Sadiq Khan. The new station is part of the most ambitious regeneration program ever undertaken by Barnet Council. The Brent Cross Cricklewood regeneration programme is delivering over seven thousand new homes, a brand new station, improved schools, a university campus, community facilities, new businesses and shops, and 25,000 new jobs.
The new station will accomodate for future capacity of twelve-carriage trains if demand increases in the future, and will be able to accommodate the planned West London Orbital (WLO) line in future.
The works
Stannah supplied seven bespoke hydraulic 16-person passenger lifts to support
the delivery of the Brent Cross West construction project.
These passenger lifts include:
• Two in the western entrance.
• Two facilitating access to platforms one and two.
• One lift providing access to platforms three and four.
• Two in the eastern entrance.
The bespoke passenger lifts at the entrances enable step-free access from street level to the platforms and transport visitors to the 32-metre span footbridge, mezzanine level, or the street. Additional works involved the demolition of a disused train storage shed, construction of a new train station and four platforms (two for stopping trains and two for emergencies), escalator access, and two 30-metre link bridges weighing over 80 tonnes each, acting as an overbridge.
Brent Cross West station was built with sustainability in mind, featuring solar panels, low lighting, and sustainable timber. The new overbridge gives pedestrians the ability to cross this part of the Midland Main Line for the first time since it was built more than 150 years ago, linking communities on both sides of the station, and making it much easier to get around the area.
Challenges
The design brief focused on sustainability and improving accessibility, whilst creating a transport hub that united a community. Stannah overcame a number of engineering challenges mainly due to construction works taking place in a live rail environment.
The station itself was built over existing train tracks with passing trains. This presented a challenge for Stannah when materials were needed for lift installations.
The team at Stannah collaborated with contractors, working on one island at a time, to ensure safety and efficiency throughout the project. This made transporting the lift equipment to the lift shaft for installation more challenging as materials would be delivered over live train tracks.
For safety reasons, the Stannah lift deliveries had to be scheduled when the tracks were not in use or during maintenance periods. Road Rail Vehicles (RRVs) were used to facilitate these deliveries, as they are capable of operating safely on both roads and train tracks, ensuring seamless access to materials.
Another challenge was the depth of the lift shaft, requiring the installation of a hydraulic ram stool to ensure safe and efficient maintenance and repair operations. Despite the station's construction happening during the Covid-19 pandemic,
Stannah was able to continue with works due to excellent collaboration with all project partners on site and exemplary approach to safety.
Results
The Brent Cross West Station was a complex project due to its location near active train tracks, the pandemic and the number of lifts delivered with four different specifications.
Nevertheless, Stannah successfully delivered and installed seven 16-person passenger lifts that were specified at 1,200kg capacity. The lifts operate at a speed of 0.63 metres per second, providing a safe and efficient ride for passengers.
All seven lifts, with stainless steel interiors were specified with user-friendly features, square braille, and half-illuminated push buttons, enhancing accessibility for all users.
The automatic side opening doors are finished with linen stainless steel and are half-glazed, while the architraves feature a black Raltex pattern meeting the lift consultant's specifications and the architect’s design vision.
The lifts are equipped with a GSM monitoring kit to give information on lift availability to help customers with accessibility needs plan their journey. The new passenger lifts now provide stepfree access and improved accessibility at the impressive new station and to the overbridge, which provides 24-hour access to residents from Staples Corner retail park to Brent Cross Town on both sides of the tracks. All lifts work in accordance with BS EN81-20, BS7255 and Network Rail Specification NR/L2/CIV193.
Tel: 01264 343777
Email: contact@stannah.co.uk
Visit: www.stannahlifts.co.uk
Discover the 3Squared difference
Learn how our digital solutions will transform your rail operations. Make. Change. Work.
Time to Take Staff Rostering Digital
An online rostering system can save time for your team, help you manage contractual rules and monitor fatigue and risk
Designing a railway staff roster can be fiendishly complex. There is so much to factor in – labour rules, pay requirements and competence checks, to name but a few. Your staff roster can influence the safety of your passengers and crew, as well as the legal compliance and financial health of your business.
Getting the balance right has a major impact on your train running operations. Planning the roster is certainly a fine art, but if your team is relying on paper-based methods or spreadsheets, creating those rosters can rapidly become a headache for all concerned. Technology can ease the pain, not only by streamlining the process, but also by optimising the roster for the safe running of your trains.
ONLINE ROSTERING
An online rostering solution will enable you to:
• Save time on planning a schedule
• Update your teams and employees
• Manage fatigue and risk
• Comply with industry and business rules
• Drive efficiency gains across the operation
Save time on planning a schedule
Setting up a weekly schedule takes time and energy, but with a digital rostering tool you don’t have to reinvent the wheel every week. A digital solution allows you to create a base roster for all your depots, teams or business units. Once you have saved the base roster to your system, you can use it to generate your weekly schedules without it taking up too much valuable time.
Update your teams and employees
It’s important to send everyone the information they need about their shifts as early as possible, but if you use a paperbased system to communicate staff shift patterns, you run the risk of messages going astray.
An online rostering tool gives you the option to share schedules with your regional managers, depot managers and employees electronically, via an app on their smartphone. Digital communication helps to eliminate no shows, lost information and incorrect booking times. In the event of short notice changes to a diagram – the list of activities which a staff member needs to follow on their shift – you can let people know straight away.
Manage fatigue and risk
Monitoring fatigue and risk levels is essential for the safety of the railway, but it’s a complex task. By digitising the process it becomes much easier to create schedules which prioritise the safety and wellbeing of train crews and passengers.
An online solution brings together all your data on staff working patterns including night shifts, early starts and breaks into one place. This makes it easier to identify potential hazards so you can spot when a driver hasn’t had enough rest time to perform their role well.
Comply with industry and business rules
With so many parameters to consider when building a roster, such as labour laws, overtime rates and employee contracts, it’s becoming harder to manage the process using a notepad or spreadsheet. A digital
rostering solution allows you to define all these rules as they apply to your business, so when you build a roster, it is automatically validated when it meets the regulations. If there’s an issue with a roster, such as a driver who has worked for more hours than their contract allows, the system will flag it up so you can go in and resolve it.
Drive efficiency gains across the operation
Technology allows you to optimise your rosters so you can drive down costs and work more efficiently. With an online rostering solution, you can keep track of which staff members are working on which routes, providing clearer visibility of your staffing costs. The data in the system enables you to spot if there are particular routes where you’ve had to pay for extra staff at short notice, or spend more than usual on staff overtime.
If you have a rostering system which integrates with your employee development and competency management solution, you can instantly see whether a driver has the skills you need for a particular shift.
The system will tell you the driver is competent to work on a particular route or to drive a specific locomotive so you don’t have to sift through multiple personnel files to check their competency records.
Digital rostering makes an essential task much less time-consuming, and with the technology to help you match the best people to the routes and trains you run, you will have a safer, more efficient and costeffective operation.
To find out more about 3Squared’s online rostering system, RailSmart ORS, and request a demo, visit https://3squared.com/ products/railsmartors/.
Visit: www.3squared.com
Social: @3Squared
DYWIDAG integrates Interferometric Synthetic Aperture Radar (InSAR) with automated systems for a comprehensive asset performance view. Our InSAR technology excels in detecting natural and man-made ground movements, ensuring stability and efficiency. MONITORING | SURVEY | SENSORS | INFRASTRUCTURE INTELLIGENCE
Experience cutting-edge geospatial monitoring with DYWIDAG.
• Millimetre-level accuracy in measuring ground deformation.
• Bi-weekly updates for timely and relevant data.
• Capability for historical displacement analysis.
• Effective monitoring of both anthropogenic activities and natural phenomena.
• Tailored solutions for areas with vegetation.
Email sales.uk@dywidag.com for more information
Infrastructure Monitoring
InSAR technology is enhancing safety and efficiency with advanced satellite-based monitoring solutions from DYWIDAG
Are you looking to enhance your rail infrastructure in the UK?
DYWIDAG's InSAR technology offers an advanced solution to transform how you monitor the health of your rail network.
What is InSAR?
InSAR (Interferometric Synthetic Aperture Radar) is a satellite-based remote sensing technique that precisely measures ground surface deformation over wide areas. By bouncing radar signals off the earth's surface from different orbital passes and analysing the changes in signal phase, it maps ground movements with millimetric accuracy. This space-based method allows for continuous and extensive monitoring of rail infrastructure, including tracks, bridges, and tunnels, without relying entirely on groundbased sensors.
By leveraging both archived satellite data and live satellite monitoring, InSAR provides a comprehensive analysis of ground movement over time. Historical data extending back decades can be combined with current deformation measurements, which are updated frequently, from weekly to monthly depending on satellite revisit times.
This integrated remote sensing capability significantly enhances rail asset management by offering a complete picture of ground motion, allowing for the identification of regions requiring maintenance before failures occur.
What are the benefits of DYWIDAG’s InSAR technology?
By providing dense measurement points over vast networks, InSAR allows prioritising maintenance based on measured displacements to reduce derailment risks and service disruptions. InSAR offers a cost-effective, comprehensive, and proactive approach to monitoring ground stability across their entire infrastructure network.
The major benefits that DYWIDAG InSAR technology provides to the rail network include:
• Safety enhancement – detects minute ground deformations that could indicate e.g. subsidence or slope instability.
• Comprehensive asset management –provides extensive monitoring across large networks, allowing maintenance
teams to prioritise repairs based on real-time data, reducing the risk of derailments and service interruptions.
• Geohazard identification – identifies areas prone to natural hazards such as sinkholes, soil erosion, and seismic activity, enabling pre-emptive measures to protect the rail infrastructure.
• Construction impact monitoring – tracks ground movements from construction activities near rail lines, ensuring any potential impacts on the rail network are quickly addressed.
• Cost-efficiency – facilitates targeted deployment of complimentary groundbased sensors, offering a comprehensive, cost-effective, and wide-reaching monitoring solution.
• Operational continuity – provides early warnings of ground deformations, minimising the risk of unplanned service disruptions and enhancing overall reliability.
Identifying defects before they escalate
One of the key advantages of DYWIDAG's InSAR technology is its ability to detect deformations in critical rail infrastructure components, including tracks, bridges, and embankments. By identifying these defects early on, repairs and upgrades can be prioritised, with issues addressed before they escalate into major safety hazards or cause service disruptions. This proactive approach helps maintain the integrity of the rail network, minimising the risk of accidents due to infrastructure failures.
Embracing the future of rail safety and efficiency
As the rail industry continues to evolve, DYWIDAG's InSAR technology is an important tool for enhancing safety, proactive risk management, and optimised resource allocation. By harnessing the synergy between satellite remote sensing and automated monitoring systems, DYWIDAG is paving the way for a future where rail networks operate with increased efficiency and reliability.
InSAR technology has millimetric precision, so it detects ground movements very accurately (up to 1mm per year) and consistently (with 2mm precision). This means it can reliably identify even the smallest changes. It also has a large area coverage which helps you to monitor remote and extensive regions spanning thousands of square kilometres.
High measurement density offers over 20,000 measurement points per square kilometre which is more beneficial in urban areas where infrastructure is more complex and closely packed.
Its retrospective analysis enables past ground motion analysis from over 30 years of archived satellite imagery and thanks to its flexible monitoring cadence, the update frequency can be adjusted based on how much the ground is moving and the specific requirements of the project.
Measurements are taken every three, six, or twelve days, depending on satellite availability and its user-friendly platform allows for interpreting millions of measurement points. Finally, its remote sensing solution reduces the need for site visits, minimising disruption to services.
Ready to take your rail monitoring to the next level? Get in touch with DYWIDAG via the contact information below to learn more about how InSAR technology can benefit your rail network.
Telephone: 0161 797 5511
Email: sales.uk@dywidag.com
Visit: dywidag.com/products/insar
Variable Frequency Drive
The TDS-3300 and TDX-3300 are cutting-edge variable frequency drives that offer precise control over variable frequencies in railway systems
Train manufacturers around the world face unique power conversion challenges. A recent application in the UAE required conversion from 400VAC 3-phase 50Hz to 230VAC single-phase at 60Hz at 3000VA for passenger electronics.
Background and client needs
Converting 400V AC 50Hz to 230V 60Hz is no small feat, often presenting several engineering challenges. One of the primary issues lies in the voltage transformation itself. Reducing 400V to 230V requires robust electronics capable of handling high input voltages while delivering a stable, lower output. Ensuring that the inverter can efficiently manage the power without significant losses or overheating is crucial.
Another significant challenge is the frequency conversion from 50Hz to 60Hz. This frequency shift affects the performance of electrical devices.
To address both these issues involves rectifying the AC input to DC and then
inverting it back to AC at the desired frequency. This process must be precise to avoid introducing harmonics and other distortions that could damage sensitive equipment. Implementing effective filtering and shielding techniques is essential to mitigate these effects and ensure a clean power output.
Lastly, the physical size and cost of the conversion equipment can be a constraint. Engineers must design compact and costeffective solutions without compromising on performance or reliability. Balancing these factors requires a deep understanding of power electronics, thermal management, and regulatory requirements, making the task of converting 400V AC 50Hz to 230V 60Hz a complex but essential engineering challenge.
Furthermore, ensuring compliance with safety standards and regulations is a critical aspect. Different regions have specific electrical codes and safety standards that must be adhered to, which can complicate the design and implementation of the conversion equipment.
Outcomes and benefits
The TDS-3300 Variable Frequency Drive (VFD) from Premium PSU proved to be the ideal choice for converting 50Hz to 60Hz on, ensuring that passenger electronics operated seamlessly. This robust, compact solution is specifically designed to address the challenges of varying power frequencies
encountered in rail transport. The ability to work with outputs from 5 to 75 Hz of the shelf made it an ideal solution, with short lead-times and minimal engineering set up.
The TDS-3300’s compact design and high efficiency make it an ideal fit for the limited space available in train carriages. Its rugged construction ensures durability and reliability under the demanding conditions of the railway environment, including vibrations and temperature variations.
Additionally, the VFD’s advanced features, such as programmable parameters and fault protection, offer ease of integration and maintenance. This results in reduced downtime and lower operational costs for train operators.
Expansion into new projects
Following on from the TDS-3300, Premium PSU recently introduced the TDX-3300, a groundbreaking three-phase to threephase Variable Frequency Drive (VFD) that redefines power conversion efficiency and reliability. Designed to cater to the demanding needs of industrial applications, the TDX-3300 excels in providing precise control over motor speeds and torque, enhancing performance across various sectors.
The TDS and TDX series are devices that convert either AC to AC or DC to AC. They keep the output voltage stable, even if the input voltage varies. These units can handle sudden increases in load according to a specific characteristic curve and protect against short circuits by turning off the output and restarting after a while. If the short circuit persists after several restarts, the output shuts down and needs an input voltage reset. Outputs can also be turned on or off remotely using an opto-isolated signal. There are also alarms for output and input failures, which activate if there is a problem like a short circuit, overload, internal issues, or if the input voltage is outside the specified range.
The TDX-3300 boasts advanced features such as programmable parameters, robust fault protection, and a user-friendly interface, making it easy to integrate into existing systems. Its compact design ensures it fits seamlessly into limited spaces, while its rugged construction guarantees durability under harsh industrial conditions.
Technical superiority
The TDS-3300 and TDX-3300 showcase superior technical capabilities, providing precise control of variable frequencies (5 to
75Hz) and output voltage adjustment from 20 to 100 per cent. This technical edge not only met the clients’ immediate needs but also position them for future technological requirements.
Conclusion
Relec Electronics has represented Premium PSU in the UK for the last decade and the TDS-3300 and TDX-3300 are the latest additions to a powerful portfolio of railway compliant power products. Both Premium PSU and Relec Electronics are renowned for providing reliable, efficient solutions that result in high client satisfaction, increased production, and expansion into new projects.
Tel: 01929 555 800 Visit: www.relec.co.uk
STAUFF are a premier global manufacturer of components and kits for railway applications.
STAUFF Line
A comprehensive range of quality products and innovative services delivered to your production line side for the manufacture of rolling stock.
Presented in kit form, tested and ready for immediate installation, reducing logistic, production and inventory costs.
The STAUFF Line process is adopted by global OEMs to successfully achieve cost savings in rolling stock manufacture.
Sheffield Tel: 0114 251 8518
Email: uk.sales@stauff.com
Aberdeen Tel: 01224 786166
Email: uk.absales@stauff.com
Ireland Tel: 02892 606900
Email: uk.irsales@stauff.com
Aggregate Industries Acquires Land Recovery
Aggregate Industries UK, a member of the Holcim Group, has acquired Land Recovery, a leading supplier of primary and recycled construction materials
The acquisition will reinforce Aggregate Industries' position in the construction and demolition materials (CDM) market in the UK and supports the company’s growth strategy in this important area.
Land Recovery was founded in 1982 by the Beecroft family and has grown continually to become a leading supplier of CDM. This includes the supply of primary rail ballast, handling and treating spent ballast and recycling a proportion of it into new products either for the rail network or back into the value chain to create products such as readymix, precast concrete and asphalt.
The company, which employs 85 people plus 18 contractors, has four sites. Its main UK operations base is located in Stoke-onTrent, where it conducts the majority of its business. It also has a rail yard site in Dewsbury in West Yorkshire along with quayside sites at Lowestoft in East Anglia and Ellesmere Port, Cheshire.
Dragan Maksimovic, CEO Aggregate Industries and Head of Region West Europe at Holcim, said: ‘We are extremely happy to announce the acquisition of Land Recovery and welcome them to Aggregate Industries UK and Holcim.
‘This acquisition further strengthens our position in the CDM market and, in line with other recent investments, reinforces our ambition to be the UK circularity market leader by 2030. There is very clear alignment between Land Recovery’s growth ambitions and our vision to increase the amount of CDM we process and recycle every year. Its strategic site locations in the country also allows us to introduce circular products to new regions utilising shipping and rail transport networks.’
Dan Beecroft, Managing Director of Land Recovery, said: ‘We’re really looking forward to taking the business forward with Aggregate Industries. This allows us to continue our ambitious growth plans and to develop our offering. It is really beneficial to
be part of a leading UK and global company which has a clear vision for circularity and to be able to have access to their networks and expertise.’
Visit: www.aggregate.com
LinkedIn: Aggregate Industries
AGGREGATE INDUSTRIES
Aggregate Industries is delivering growth through sustainable thinking. Committed to playing a significant role in enabling the UK to transition to net zero, Aggregate Industries is driving decarbonisation across the construction materials sector. With a broad, established range of low carbon solutions and a focus on the circular economy, Aggregate Industries continues to invest in R&D and innovation, working in partnership with sustainability-focused stakeholders, with the goal of becoming the UK’s leading supplier of sustainable construction materials. It is the first company to be certificated to BES 6001, The Framework Standard for the Responsible Sourcing of Construction Products, developed by the BRE (Building Research Establishment).
HOLCIM
Holcim is a global leader in innovative and sustainable building solutions with net sales of £24 billion in 2023. Driven by a purpose to build progress for people and the planet, its 63,448 employees are on a mission to decarbonize building, while improving living standards for all. Holcim empowers customers across all regions to build better with less, with a broad range of low-carbon and circular solutions, from ECOPact and ECOPlanet to its circular technology platform ECOCycle®. Through innovative systems, from Elevate roofing to PRB insulation, Holcim makes buildings more sustainable in use, driving energy efficiency and green retrofitting. With sustainability at the core of its strategy, it is on the way to becoming a net-zero company with 1.5°C targets validated by SBTi.
Civil Rail Solutions Secures £3 Million Funding to Fuel Growth Ambitions
Civil Rail Solutions Limited (CRS), labour supplier for the rail and construction industries, has secured a £3 million confidential invoice discounting funding line with leading independent SME funder Bibby Financial Services (BFS).
With Network Rail having commenced its £45.4 billion five-year investment plan in April 2024 (known as Control Period 7), this funding line will enable CRS to meet increased industry demand for labour.
Established in 2008 and headquartered in Ashford, Kent, CRS operates as a national labour supply business providing personnel solutions to Network Rail,
London Underground, Transport for London and a diverse range of major contractors throughout the Rail & Construction sectors. In 2016, amid rapid growth, CRS opened a regional office in Doncaster, South Yorkshire, which increased the company’s ability to provide high quality, local labour on a national scale.
Following an introduction by Amanda De Courcy of ADC Financial, BFS provided a £3 million confidential invoice discounting package based on the business’s accrued income. Amid competition with high street lenders and alternative funders, CRS selected BFS as its funding partner due to its flexibility, understanding of the rail sector, and ability to offer a suitable invoice finance facility that provides working capital to support new and existing contracts.
Mark Mason, Chief Executive Officer at CRS said: ‘As we enter this new control period for the UK rail sector, we are in a great position to continue our growth journey as a strategic labour supply partner to industry leading rail contractors. Due to the complex
nature of these industries, we were looking for a partner who understood both our sector and ambition, and would be able to provide the flexibility we need to respond to evolving demands in the sector. BFS were able to demonstrate both, and we look forward to working with the team in 2024 and beyond.’
The transaction was led by Mike Reid, Corporate Sales Manager at Bibby Financial Services, who commented: ‘We’re excited to have been chosen as Civil Rail Solutions’ funding partner and look forward to supporting their future growth plans. This is a great example of our ability to structure working capital solutions for sectors with complex supply chains, and debtor books. With our in depth understanding of the challenges and opportunities in the rail and construction sectors, we were able to structure a confidential invoice discounting facility that offers flexibility to support the business’s needs now and in the future.’
Freightliner Voted ‘Rail Freight Company of the Year’
Freightliner has once again been named ‘Rail Freight Company of the Year’ at this year’s Multimodal Awards. The awards celebrate and reward excellence and best practice in the rail freight and logistics industry across the UK.
This is the ninth time that Freightliner have won this award with Freightliner seeing it as a reflection of the hard work and dedication that its people put in day in day out to ensure customers receive a superior service.
Taylor Woodrow on Track with TfL for the Piccadilly Line Upgrade
Taylor Woodrow has been appointed by Transport for London (TfL) through the Pagabo framework for the Early Contractor Involvement (ECI) at its Northfields Depot as part of the Piccadilly Line Upgrade.
Appointed in January 2024, Taylor Woodrow is looking at risk and cost reduction opportunities, providing buildability advice.
of the new trains. All the work will be in a ‘live’ environment as the depot will continue to maintain the existing Piccadilly line trains until their withdrawal. The complex delivery will provide new sustainable maintenance facilities for the new rolling stock to support TfL in its vision to be a strong green heartbeat of London.
The planned construction works are scheduled to begin in 2025 and are part of TfL’s overall scope for introducing 94 new trains on the Piccadilly line from next year, to replace the existing fleet.
The fleet of 94 new trains will need new depot facilities ready to keep them well-maintained and operating reliably and safely. Therefore, the objective of the project is to deliver a new depot to enable the testing, commissioning, operation, and maintenance
Phil Skegg, Managing Director of Taylor Woodrow said: ‘It is a privilege for us to be playing a part in the Piccadilly Line Upgrade and improving the efficiency and capacity of the train service for passengers. This is exactly the type of project our expert teams thrive on and a way to prove again technical engineering and design expertise and to manage complex interfaces and logistics within a live depot environment.’
PBH Rail launches new Civils Division
Railway engineering and design company PBH Rail Group has announced the expansion of its rail infrastructure services with the introduction of a new civil engineering division and the appointment of Gary Robson to spearhead the new team.
Machines With Vision appoints Business Development Manager Venture backed Edinburgh-based technology SME Machines With Vision has appointed Giulia Chironna in the newly created role of Business Development Manager.
Northern appoints new boss of Neville Hill TrainCare Centre
Northern has appointed Kevin Gore as the new Manager of its historic Neville Hill TrainCare Centre in West Yorkshire. Kevin joins Northern from Alstom, where he was Manager of Wembley TrainCare Centre.
Greater Anglia seeks Junior Press Officer
Greater Anglia is offering a university student the chance to gain skills and experience for a year through its industrial placement scheme. The company is looking to appoint a Junior Press Officer as part of the programme.
QTS Announces Promotions to Senior Team
National rail contractor, QTS Group has announced several key promotions within its board of directors and a 25 per cent growth in recruitment. Gary Burnett has been promoted to Regional Director for England & Wales whilst Barry McLeish steps into the role of Regional Director for Scotland, both bring a wealth of experience to further fortify QTS's presence in its pivotal regions. In addition, Stephen Nutley has become Operations Director for Civils & Geotechnical in Scotland, and Joe Urquhart took on the new position of Operations Director for Reactive & Small Schemes in England & Wales. Thomas Marshall expands to Operations Director for Fencing and Vegetation Management in England & Wales.
New CEO to lead next phase of East West Rail East West Railway (EWR) Company has announced the appointment of David Hughes as Chief Executive Officer.
New CEO of HS2
Mark Wild OBE has been appointed as the new Chief Executive of HS2 Ltd to lead the completion of the high-speed railway and help realise its transformational benefits.
GTR appoints new COO
Govia Thameslink Railway has appointed John Whitehurst as its Chief Operating Officer.
RIA appoints new Chairman
The Railway Industry Association (RIA) is pleased to announce that – following a competitive interview process – its Board has appointed Noel Travers as RIA’s new Chairman. He succeeds David Tonkin, who is standing down after seven years in the post.
West Coast Partnership Development announce two new directors West Coast Partnership Development (WCPD) is announcing the appointments of Simon
as Business Design and Organisation Director.
Aslett as Rolling Stock Director and Joe Parkes
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
Delivering a bright energy future for the railways
The UK’s rail industry is rapidly evolving as new technologies become available, putting pressure on the associated energy infrastructure.
On every scheme, we take the time to understand your strategic energy requirements, ensuring that we always deliver the best outcomes possible.
