Liverpool's Baltic Triangle, recently crowned one of the world's coolest neighbourhoods, is set to get a new £96 million rail station
RAIL REFORM
Reaction and analysis to the government’s plans for rail
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The month began with Transport Secretary Louise Haigh announcing the establishment of a Shadow Great British Railways. The CEO of Network Rail, the Director General for Rail Services in the Department for Transport, and the CEO of DfT OLR Holdings Ltd (DOHL) will work together in preparation for the Public Ownership Bill’s progress through Parliament which is currently on its second reading in the House of Lords.
Responding to the news, Transport Focus Chief Executive Alex Robertson, said: ‘It is good to see passenger interests featuring so prominently in the reform. We’ll continue to work closely with Government and Shadow Great British Railways to ensure the voice of transport users is at the heart of how the changes are implemented.’
Rail Partners chief executive, Andy Bagnall, said: ‘Train companies have been calling for the establishment of Great British Railways for many years but rushing to ban the use of contracted operators, before working out the details of this wider reform, is a political decision that offers few practical benefits for passengers.
‘When the government is facing huge financial challenges, it is counter intuitive to remove the only part of the rail system with a track record of driving growth and reducing subsidy for taxpayers – nationalisation could be costing taxpayers £1 billion per year by the end of this Parliament.’
In this issue of the magazine, we’ve got multiple takes on rail reform from Elly Baker AM, London Assembly Labour spokesperson for Transport, Oxford scholar Oliver Lewis, Chair of the Fen Line Users Association John Grant, Market Development Lead at GHD Jonathan Edwards, Chris Simms from Burges Salmon and Bradley Martin from Browne Jacobson. The op-eds this month stress the importance of granting Great British Railways independence from government micromanagement, balancing public and private sector involvement, and establishing clear objectives and performance criteria to ensure GBR's accountability and effective long-term planning in this significant industry overhaul.
The landscape of UK rail reform will come into sharper focus at the end of this month. On October 30, Chancellor of the Exchequer Rachel Reeves will deliver the Autumn Budget, potentially offering insights into the government's plans for the rail sector. We look forward to providing you with comprehensive reaction and analysis of these developments as we close out the year.
Given the significance of this topic, we welcome thoughtful articles from industry experts, regular rail users, and interested observers. If you have insights to share on the potential impacts of the upcoming budget announcement on British railways, we'd be interested in considering your perspective for publication.
SAM SHERWOOD-HALE EDITOR
All the latest from Transport for Wales, Network Rail, Greengauge 21, Liverpool City Region, Greater Anglia, Avanti West Coast, West Coast Partnership Development, and various rail operators across the UK.
Sam Sherwood-Hale spoke to Darren Caplan, Chief Executive of the Railway Industry Association about the need for consistent and predictable investment in rail infrastructure, the importance of transparency in project pipelines and the challenges facing major rail projects
Elly Baker AM, London Assembly Labour spokesperson for Transport explains how Labour's plans will end fragmentation and prioritise passenger needs
Oliver Lewis critiques the Treasury's historical approach to rail privatisation and warns that Great British Railways may not deliver the integrated public service railway many anticipate
Sam Sherwood-Hale, spoke to Anthony Smith, Chair of Independent Rail Retailers about the evolving role of railway stations, the future of ticketing technology and how to improve the overall passenger experience in the UK rail system
Sam Sherwood-Hale spoke to Alex Gilbert about Amey Consulting's transformation strategy, their innovative approach to rail infrastructure, and how the company is integrating sustainability and digital technologies into its operations
Sir Peter Soulsby, City Mayor of Leicester, and Chair of Transport for the East Midlands on the opportunity to improve rail services in the East Midlands
Andrew Hall, Chief Inspector of Rail Accidents at the Rail Accident Investigation Branch with RAIB’s review of 2023
Laura Wright, an international rail strategy specialist, examines the complexities of
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Andy Pyne, Lena Wilson CBE, John Gerrard, Liane Kesley, Riona Ainge, Stephen Barker, Dave Andrews, Tony Plumbley
Educational Rail Safety Programme Launched in Wales
A rail safety educational programme has been launched in Wales by Cabinet Secretary for Transport and North Wales, Ken Skates. Rail Safe Friendly was created by Learn Live and teaches young people about the dangers of trespassing on Britain’s railways, aiming to raise awareness, save lives and prevent injuries.
Transport for Wales, Network Rail and Learn Live partnered to launch the programme at Ysgol Bryn Alyn in Wrexham.
The programme provides schools and the rail industry with an opportunity to work together towards a common goal to educate children and young people on the many dangers that are present on the railway.
Rail safety education is delivered via live or on demand broadcasts using the Learn Live channel and will be used digitally in classrooms or assembly halls.
Cabinet Secretary for Transport and North Wales Ken Skates said: ‘The importance of working together to educate young people about rail safety is clear. It is important to remember that the railway is safe for those who use it correctly and safety messaging saves lives. I am pleased to be here to mark the launch of the Rail Safe
Friendly campaign here in Wales. It’s great to be here at Ysgol Bryn Alyn and be able to discuss this important issue with the pupils.’
Melanie Lawton, Community Rail Strategy Lead, TfW said: ’We are proud to partner with Learn Live to bring this programme to schools in Wales.
Trespass on the railway remains a high risk and the risk is even greater with the introduction of Overhead Line Equipment (OLE) and increased services on the network.’
Stuart Heaton, Managing Director of Rail Safe Friendly and Learn Live, said: ’We are delighted to be working with Transport for Wales and Network Rail Wales on the Rail Safe Friendly programme. Through their support we will be able to reach even more children with vital rail safety awareness
with the aim of saving lives and preventing injuries on the country’s rail network and in yards, depots and sidings.
‘It is crucial that children receive vital knowledge, at a young age, to keep them rail safe. The Rail Safe Friendly programme seeks to educate children and young people on the many dangers that are present on the railway.’
UK Freight Rail Shows Strong Growth
The Office of Rail and Road has released its quarterly statistical report on freight rail usage and performance in Great Britain for April to June 2024. The report shows an overall increase in freight rail activity compared to the same period last year.
Total freight moved reached 4.18 billion net tonne kilometres, a seven per cent increase from the previous year. Biomass and intermodal non-maritime sectors saw the largest percentage increases, with biomass volumes rising by 94 per cent and intermodal non-maritime by 89 per cent. The construction sector, accounting for over a third of all freight moved, increased by two per cent to 1.40 billion net tonne kilometres, the highest April to June value since records began in 1998.
Freight lifted totalled 18.5 million tonnes, a seven per cent increase from the previous year. Coal lifted rose by 17 per cent to 1.1 million tonnes, while other freight lifted increased by 6 per cent to 17.4 million tonnes.
The report indicates improvements in freight reliability. The Freight Cancellations and Lateness (FCaL) measure stood at 7.6
per cent, which is 2.3 percentage points better than the same quarter last year and the best level for an April to June period in three years. Freight cancellations were at 1.1 per cent, a 0.5 percentage point improvement from the previous year.
Freight delay per 100 train kilometres decreased by 15 per cent to 9.4 minutes, showing better performance compared to the same quarter last year.
Freight train kilometres increased by one per cent to 8.01 million, with GB Railfreight and Colas Freight recording their highest values since the start of the time series in 2010. Freight vehicle kilometres rose by five per cent to 182.78 million.
The report highlights some challenges in certain sectors. Intermodal maritime, the largest share of freight moved, decreased by 1 per cent. The metals sector saw a three per cent decrease in volumes, attributed to weaker trading conditions affecting UK steelworks.
Domestic waste experienced a 22 per cent decrease, reaching its lowest volume for an April to June period in seven years.
The data suggests a shift in the freight market, with increases in biomass usage
driven by demand at Drax power station and growth in intermodal non-maritime transport due to increased use by retailers and manufacturers. The report also notes the ongoing impact of reduced demand for iron ore at Scunthorpe on the metals sector.
In response, Rail Partners Chief Executive, Andy Bagnall, said: ‘It is promising to see an increase both in traffic and reliability in the regulator’s latest figures on freight rail usage and performance. Rail Partners and its freight members now want to build on this by turning the new Government’s strong support for rail freight growth into practical actions.
‘Rail freight operators want to invest in growing and further decarbonising the sector. They need decision makers to help them create a favourable environment by providing confidence around long term access to the network and investments in capacity.
‘There also needs to be a more level playing field between different modes of freight transport so that freight customers aren’t priced out of making the right decision for the environment by rising rail costs compared to road haulage.’
Allan Spence (Spence Safety), Rachel Heath (Network Rail), Lewis Brencher (TfW), Ken Skates MS, Liz Ballantyne, Adele Slinn (Headteacher of Ysgol Bryn Alyn).
Green Light for £96 Million Plan for Liverpool Baltic Station
Local leaders have approved a £96 million funding package to build the Liverpool Baltic station, as part of Mayor Steve Rotheram’s ongoing work to improve rail access across the Liverpool City Region.
The package was approved at Combined Authority meeting, paving the way for a planning application to be submitted to Liverpool City Council in October. Pending approvals from the Department for Transport, construction will begin next year, with the Mayor pledging to have the station open by 2027.
The investment will fund the new station, alongside improvements to active travel and surrounding public spaces, following significant support from a recent public consultation. The Liverpool Baltic station, set to be located on Merseyrail’s Northern Line, will serve one of the city’s most dynamic districts, recently named the 11th coolest neighbourhood in the world by Time Out magazine.
Plans for Liverpool Baltic include step-free access from the street to the train, passenger waiting facilities, accessible toilets, secure cycle parking, and improved links to the area’s walking and cycling networks. These enhancements aim to encourage more people to choose public transport, supporting the region’s climate goals.
Steve Rotheram, Mayor of the Liverpool City Region, said: ‘I’ve always said that a world-class transport network is key to unlocking the full potential of our region – and that’s exactly what we’re building. This new station at Liverpool Baltic is just another step on the journey towards making our Merseyrail system bigger, better, and more accessible for everyone.
‘People here are passionate about their communities, and I’m really proud to see the overwhelming support this project has seen, which reflects just how much of a difference it’s going to make. It’s about more than just getting from A to B – it’s about connecting people with jobs, education, and each other while cutting down on car journeys to help us hit our net-zero targets.
‘We’re investing nearly £100 million into a station that’s going to change the face of one of the coolest, most vibrant areas in the country – and we’re not stopping there. We’ve got plans for three more stations in Daresbury, Woodchurch, and Carr Mill. Good public transport is a right that should be enjoyed by all, not just those living in London.’
The development builds on the success of the £80 million Headbolt Lane station, which opened last year in Kirkby. This station is served by pioneering battery-powered trains which have brought about the first extension to the Merseyrail network in a generation, with further growth planned. The Mayor has also committed to delivering three further stations in Daresbury, Woodchurch, and Carr Mill, with work on all three set to begin by the end of this decade.
The £96 million required for the station will come from the £710 million City Region Sustainable Transport Settlement (CRSTS), dedicated to major transport projects across the city region. Alongside this, funding for various active travel schemes was also approved at this month’s Combined Authority meeting.
Greengauge 21 Calls for Fare Britannia
A new report commissioned by Greenpeace UK proposes a radical overhaul of Britain's rail ticketing system, introducing a subscription-based model called Fare Britannia. The concept, inspired by similar initiatives in European countries, aims to simplify rail travel, increase ridership, and contribute to reducing carbon emissions from transport.
The report suggests a monthly subscription fee of £49, allowing unlimited travel on regional and local rail services across Great Britain. However, it would exclude InterCity services and travel to, from, or within London, at least initially. This approach is modeled after Germany's successful ‘Deutschland Ticket,’ which has led to a 28 per cent increase in regional rail ridership since its introduction in May 2023.
Fare Britannia is projected to generate an additional 122 million rail trips annually, with an estimated 40 million of these switched from car journeys. This modal shift could potentially reduce carbon emissions by 378,700 tonnes per year.
The financial impact on the rail sector is estimated to range from a modest £45 million annual revenue loss in the best-case scenario to a more significant £637 million reduction in a more cautious projection. These figures are set against the current annual GB rail revenue of approximately £10 billion.
The report addresses potential capacity issues resulting from increased demand, suggesting measures such as lengthening trains, restoring service levels cut during the Covid-19 pandemic, and re-setting timetables to maximize overall capacity.
Implementation challenges include integrating the system with London's existing transport network and ensuring nationwide coverage despite the exclusion of InterCity services. The report proposes using existing inter-regional services to provide connectivity between major cities, with journey times slightly longer than premium InterCity options.
For London integration, the report suggests linking Fare Britannia accounts
with Transport for London's existing Pay As You Go system, allowing seamless travel within the capital with an additional charge.
The authors recommend that Great British Railways be tasked with implementing Fare Britannia, working in collaboration with devolved authorities in Scotland, Wales, and London, as well as regional bodies.
The report argues that Fare Britannia could help restore trust in rail travel, simplify the current complex fare system, and contribute to economic growth by improving access to jobs and education. It also suggests potential benefits for domestic tourism and business travel. While acknowledging the need for further detailed analysis and stakeholder consultation, the report recommends that the government seriously consider Fare Britannia as a transformative approach to rail travel in Britain, with the potential for implementation of at least a regional version within two to three years.
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The Managing Directors for Avanti West Coast and West Coast Partnership Development (WCPD) outlined their future vision for customers at this year’s Stakeholder Conference. Speaking to over 200 delegates at the event in Liverpool, the objectives for the coming months and years were outlined by both businesses.
Andy Mellors, Avanti West Coast’s Managing Director, highlighted the progress the operator has made in recent months to improve performance across its network. He emphasised that there is still more work to be done, particularly in collaboration with Network Rail to improve train service reliability on the West Coast Main Line.
The Managing Director of WCPD, Shamit Gaiger, updated the conference on the priorities and progress being made by her
team on the high-speed services and the wider West Coast. She explained that the business is looking to capitalise on all the possible opportunities to ensure that the High Speed Two project delivers customer and economic benefits across the West Midlands, the North West and Scotland. Shamit also highlighted how the work WCPD is supporting the Government’s five missions for national renewal.
The event also saw engaging panel discussions with industry leaders on topics around customer experience, local economic growth and being a responsible business.
Speaking after the conference Andy said: ‘It was great to speak to so many of our stakeholders at this year’s conference in Liverpool and share with them our future vision for our customers.
‘It is vital that we all work together, as an industry and with our stakeholders, to ensure that we are continuing to improve on delivering the train service that our regions and communities deserve.’
Shamit said: ‘I really enjoyed engaging with our stakeholders and sharing our views on how we put the customer first and adapt innovative thinking into our designs for new high-speed services.
‘It was insightful to take part in discussions on how we can continue to work closer together to make sure the highspeed programme is a success, and that it delivers on our aim to set new customer and operational standards for rail; capitalising on the opportunities presented by high-speed infrastructure.’
National Rail Awards 2024
The rail industry recently gathered to recognise excellence and innovation across various sectors at the annual National Rail Awards. The event showcased achievements in infrastructure, operations, customer service, and individual contributions.
The Rail Electrification Alliance (REAL) won Innovation of the Year, while Transport for London secured Major Project of the Year. AtkinsRéalis/Network Rail/Global Rail Construction achieved Outstanding Teamwork, and VTG Rail & Knorr-Bremse Rail Systems (UK) claimed Freight and Logistics Achievement of the Year. Meanwhile, Govia Thameslink Railway & Energy Garden were recognized for Environmental Excellence, and Greater Anglia won both Fleet Achievement of the Year and Passenger Operator of the Year. East Midlands Railway (EMR) excelled in Customer Service Excellence, whereas Hull Trains was deemed a Great Place to Work.
Carmichael UK made an Outstanding Contribution to Society, and Network Rail partnered with Loccioni for the Safety Achievement of the Year.
In the station categories, Wemyss Bay (ScotRail), Cambridge (Greater Anglia), Glasgow Queen Street (ScotRail), and University (Birmingham) (West Midlands Trains) were victorious in their respective size categories. Keltbray & Network Rail won the Infrastructure Achievement of the Year for their LTS MK1 OLE Replacement project, while Morgan Sindall Infrastructure was highly commended for their work on the Parsons Tunnel Rockfall Shelter.
Finally, individual honours went to Jason Hart (Siemens Mobility), Jack Roberts & Wayne Norbury (Network Rail), and Tim Shoveller for their outstanding personal contributions at various levels.
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West of England Mayor Announces Bristol’s Ashley Down Station Opening
Residents in the north of the city will have their own station once again after nearly 60 years. Funded by the West of England Mayoral Combined Authority, with contributions from GWR and Bristol City Council, Ashley Down is the second new railway station to open in the city in 100 years. It follows the opening of Portway Park & Ride station in August 2023.
West of England Mayor Dan Norris said: ‘I’m delighted that Ashley Down will be welcoming passengers onto its platforms for the first time later this month.
‘We need to get more people travelling by train – that’s why I’ve committed funding to support more frequent services on popular local routes including the Henbury Line. Ashley Down is the first of three new stations along the line with North Filton and Henbury planned over the next few years.
‘I know people living in this part of Bristol will warmly welcome the new station which will give them more sustainable travel options to get into the centre of the city. The last time people caught a train here, astronaut Neil Armstrong hadn’t walked on the moon.’
Ashley Down, which has two platforms, will be a new stop on the hourly service between Bristol Temple Meads and Filton Abbey Wood.
The construction of Ashley Down station, which features waiting shelters, a footbridge
and lifts linking the platforms, as well as cycle parking for 20 bikes, started in March 2023 and has been carried out by Network Rail and its contractor.
The new station is part of the MetroWest Phase 2 project which will see the reopening of the Henbury Line with new stations planned in North Filton and Henbury. It is also part of the West of England Mayoral Combined Authority’s wider plans to drive a change in travel choices, getting people out of their cars, improving air quality and connectivity across Bristol and the wider region.
Work to create a gateway to Ashley Down station has been carried out by Bristol City Council and their contractors. It included creating an accessible route for all to the entrance, installing two disabled parking bays, landscaping works with new trees to be planted in the winter.
The new station’s entrance is on Concorde Way where the path meets Station Road. Concorde Way is set to reopen in time for the station opening to the public. Ashley Down is located on the site of the previous Ashley Hill Train Station, which closed in 1964. It had stood there for 100 years.
Greater Anglia Launches New Data Apprenticeship with Multiverse
Greater Anglia has launched a new data training apprenticeship for its staff, with tech company, Multiverse, with the aim of delivering a better service for customers through more effective use of data.
The new apprenticeship will equip staff members with increased technical skills and broader knowledge to more confidently navigate the data landscape and use data better within their jobs.
The intention is that this more effective use of information across the company will help improve the handling of disruption, enhance customer feedback analysis, streamline information processing and support the prioritisation and delivery of service improvements shaped directly by passenger feedback and performance data.
The apprenticeship marks the latest step in Greater Anglia’s drive to upskill its workforce via learning and apprenticeship
opportunities, which it offers to all its employees regardless of age or where they are in their careers.
The company, which operates trains across East Anglia, has seen over 260 employees complete apprenticeships across all areas of the business since 2017.
This new apprenticeship began this summer. Greater Anglia initially enrolled seven staff from its Safety, Security & Sustainability, Commercial and Train Service Delivery departments. A second cohort will soon begin the specialist training from Greater Anglia’s Retail Systems, Train Service Delivery, Procurement, Safety, Security & Sustainability and Engineering departments.
Training is being delivered by Multiverse, a tech company delivering high-quality training through applied learning. Multiverse has trained more than 16,000
apprentices in data and digital skills since 2016.
Following a skills assessment by Multiverse, a total of six employees will undertake the Data Insights for Business Decisions programme. This will equip the group with the technical skills and knowledge to confidently navigate the data landscape.
Nine other employees will complete the 13-month Data Fellowship. This is a level-4 apprenticeship designed to upskill dataliterate colleagues into high-performing analysts and data science professionals.
The final course, which will be undertaken by three employees, is the degree-level Advanced Data Fellowship, giving them enhanced skills and tools to build data analytics capabilities within the organisation and use data to inform decision-making.
Excitement Builds for Railway’s 200th Anniversary Across the South of England
With just over 100 days to go until the start of a year-long celebration of 200 years of the modern railway in 2025, plans are being finalised to mark this historic milestone and explore rail’s past, present and future role across the south of England.
Railway 200 is a partner-led programme of activities and events across the UK, supported by the rail industry, the UK Government, Transport Scotland, Transport for Wales, the Northern Ireland
Executive, rail and business bodies, civic and community groups and a wide range of other partners, including Visit Britain and the Museums Association.
The 200th anniversary will kick-off with an evocative ‘Whistle-Off’ of vintage locomotives at 12 noon on 1 January 2025 at sites across the UK, spearheaded by the Heritage Railway Association.
Ofqual Approves CIRO’s End-Point Assessment Organisation for Two New Standards
The Chartered Institution of Railway Operators (CIRO) has expanded its industry leading End-Point Assessment offering with two new apprenticeship standards. In addition to the existing Trainer Driver Standard (ST0645), Ofqual has approved CIRO to deliver End-Point Assessments for ST1378: L3 Rail Infrastructure Operator and ST1438: L3 Transport Scheduler (Rail Transport Only) apprenticeships.
CIRO is passionate about championing the professional development of those working in all areas of rail. As a registered End-Point Assessment Organisation (EPAO) CIRO is a responsible,
collegiate and value adding provider to the rail industry. The Ofqual approval of the additional End-Point Assessment standards means that CIRO can now support apprentices and their employers across the board in rail.
Joint Head of Awarding Organisation at CIRO, Vicky Johndrow said: ‘This is a great milestone for CIRO’s EPA department. Although both standards are still in the development stage, we look forward to welcoming our first apprentices later in the year, taking them through the final piece of their journey – delivering their End-Point Assessment.’
Darren Caplan
Chief Executive of the Railway Industry Association
Darren Caplan joined RIA as Chief Executive in January 2017. Since then he has led the RIA team, with a mission to promote rail supply sector growth, increase RIA’s visibility amongst political and stakeholder decision makers and influencers, and ensure RIA develops into the very best trade association it can be for its members, focused on helping to develop an even bigger and better railway industry.
Sam Sherwood-Hale, spoke to Darren Caplan, Chief Executive of the Railway Industry Association about the need for consistent and predictable investment in rail infrastructure, the importance of transparency in project pipelines and the challenges facing major rail projects
SSH: How do you think Great British Railways will operate under a nationalised railway?
DC: It is worth bearing in mind that much of UK rail is nationalised already. We are primarily concerned about supply chain issues. We believe many of the Great British Railways proposals were either flexible or not specific. The key issues are whether you can plan across track and train, whether you have a guiding or directing mind, whether you have local decision-making, and whether the GBR headquarters in Derby is set up to function effectively. We do not think these issues are related to nationalisation.
We would urge the government to report within a year, or at most 18 months, as this process was initiated in May 2018. It is now 2024, and there has been a change in
government. They have known what they would inherit upon taking power, so we do not see much reason for taking more than a year or 18 months to get this through Parliament and set up. The early indications are that ministers see rail reform and GBR as a priority, so we should expect that next year.
SSH: Would that be based on where they place it on their list of priorities?
DC: It was included in The King's Speech. There were seven bills that would impact rail. Three were specific to rail – the Passenger Railway Services Public Ownership Bill, the Railways Bill, and the High Speed Rail Bill.
The other four which would also have an impact on rail were the Planning and Infrastructure Bill, English Devolution,
National Wealth Fund, and the Skills England Bill. The inclusion of three rail bills is quite significant. The Government must believe there is sufficient time to accomplish this in this parliamentary session.
As journalists, you should be asking the government in twelve months' time if we have progressed the Railways Bill to deliver reform, and if not, why not. The rail supply sector's concern would be a hiatus. If decisions were not taken or work was not commissioned because people are waiting to see the outcome of the railway structure process, that would severely affect RIA’s members. There are many reasons to proceed with it.
The groundwork has been done, the government has committed to it, it has been programmed to be completed within the next 12 to 18 months, and the rail supply
sector will deliver better-costed work if it knows what the future holds. So we would say: proceed without delay.
SSH: This call for consistency and a planned level of work is similar to what we have seen with the previous government. Do you think that call has ever been answered? Are you confident you will get that response?
DC: Louise Haigh, the Transport Secretary, has stated she wants to proceed quickly, which is a useful start. I believe most rail suppliers, being fair to Network Rail and Andrew Haines, would say the situation is better now than it was years ago. However, there are still issues with boom and bust cycles. There is still ramping up of work in the middle of the control period, then a decline at the end, followed by a gap before ramping up again. This creates a feast and famine situation, making the whole process more expensive for everyone because smooth pipelines cannot be planned. Regarding rolling stock, we know orders will be required in the years ahead, but there is a gap at present.
There are a couple of years before we see large orders in 2025/26, so the government needs to consider smoothing over those couple of years. We know work will be required, so rather than having a lot of work in two or three years' time, let us have consistent work to keep factories open, people in jobs, SMEs employed, and skills in the UK. There are many reasons to have a smooth and visible pipeline for both infrastructure and rolling stock, as well as for things like signaling where we need to replace analogue signals with digital ones. 65 per cent of signals need to be replaced within 15 years. Let us not look to have a huge bottleneck of work in the years to come. Let us have a smooth build-up over the years. Note that none of this is arguing for more money. We are not talking about budgets here. We are just saying whatever budget you have, spend it smoothly, predictably, and with certainty.
SSH: Regarding the Rail Network Enhancements Pipeline (RNEP), are you hoping that what you have set out will be taken on by the government?
DC: You will recall that RIA has been at the forefront of campaigning for RNEP visibility. There have been a couple of issues around it since 2018-2019 when it was first changed to this new four-stage gate process. The actual budget in that five-year period was cut slightly, from a £10 billion budget down to between £8 and £9 billion over ten years. But even if you say it is £1.5 to £2 billion per year, that is taxpayers' money. At the moment, we do not know comprehensively what is being spent.
A couple of years ago, we did our own analysis. We said, if the government will not publish, if the DfT will not publish its own
‘See rail as an opportunity, not just a cost. See it as about connecting cities to each other and connections within cities. If you want to grow the economy all around the country and bring the decarbonisation benefits that rail provides, the longer you delay, the longer you are delaying those benefits.’
pipeline of enhancement projects, we will do some research and find out what is going on. Interestingly, what we found was that there were quite a few projects taking place that the government had not announced. We were not sure why they were holding back on announcing these projects.
It transpires that we think Number 10 did not want some announcements being made because they were concerned that areas around the country that were not getting announced schemes would be seen in a negative light because they were losing out on rail schemes coming to various constituencies. But then when you look at Network North, Network North last year spelled out exactly where schemes are happening around the country, and they were not afraid to say where money is coming for schemes. So I do not think that argument holds water.
I would argue for the Labour government to give us a new approach. It has got to tell us what its views are on RNEP, or it has got to show us what its replacement is. What are you going to be doing if not the RNEP? And it needs to set out its budgets. What are we spending on enhancements for the next five years? For most people, it does not make sense to have a Control Period where you know every year what is due to be spent on operations, maintenance, and renewals, but you have an enhancement budget and you have not got a clue what they want to spend the money on.
We understand ahead of the 30 October Budget that Chancellor Rachel Reeves may be looking to cut capital spending on infrastructure projects. However, whatever it calls the RNEP, we need some announcement on this and major projects to clarify its thinking. Ideally, the Government would say this is what we want to spend for the next five years up until March 2029, and that would dovetail with CP7. Give us some visibility. There is a big problem here at the heart of government in terms of communications. There is a real vacuum of
information. And as I say, we are not talking about budget levels. We are just saying tell us what your plans are, how much you want to spend, and give us the pipeline. This is a chance for Labour in government to make things better. All I would say to the government is if we do get this, we will welcome it. We are not going to give a Labour government a hard time for publishing its plans, and even if we are not entirely happy with what is in them, we will give it credit for being open and transparent with its pipelines. As with other major projects and with rolling stock and with CP7, just communicate what your intentions are for the next five years and we can work with that. It is not the hardest ask.
SSH: Regarding your previous calls for cross-party support for major projects, given that it is such a long-term endeavor, surely getting cross-party support should be easier. Do you think that will be easier?
DC: HS2 showed the weakness of the current situation when it comes to major projects and infrastructure schemes. Here you had a scheme that was planned back in the early 2000s. While it was proposed by a Labour government, it secured crossparty support. All the votes for HS2 sailed through with very little objection. Then last summer, Prime Minister Rishi Sunak and his adviser Andrew Gilligan, between August and October, cancelled the scheme between Birmingham and Manchester and called into question the ability of the trains to get from Old Oak Common to Euston. You had a whole bunch of players planning for longterm infrastructure including-the National Infrastructure Commission, Network Rail, and the DfT.
All these organisations and the supply chain were expecting these plans to proceed. They were backed up by parliamentary bills, and yet it could be cancelled only months ahead of an election and replaced with something that was clearly less beneficial in terms of spending on rail, but also in terms of the connectivity, decarbonisation, and economic benefits that HS2 was going to provide.
SSH: Given these challenges, what do you see as the future needs for rail capacity?
DC: So we are left with a situation with major projects where we still need those schemes, we still need more north-south capacity. I understand Keir Starmer is now looking at this following the Juergen Maier report (published on 21 August) on infrastructure. We still need HS2 to get to Euston because most people think an Old Oak Common to Aston high-speed line is not what the original purpose of HS2 was, and we need some certainty that when a decision has been taken and agreed in Parliament, it is actually going to happen. There is much to do around strengthening the ability of infrastructure
projects to be delivered on time. This is not to say that every scheme should sail through. You can have controversy around a scheme, debate, and planning issues, but once it has political agreement and crossparty support, then it needs to happen.
The second point is that the projections for future needs for freight and particularly passenger numbers mean that we will need more capacity in the years ahead. We commissioned a report by Steer back in February looking at the future prospects of rail passengers, and it showed that whatever levers you pull, or even if you pull none at all, passenger numbers on UK rail will increase by between 37 per cent and 97 per cent by 2050.
Some of that is down to factors like population growth. But then you can also implement measures on modal shift, you can try to incentivise freight from road onto rail.
But purely and simply, we need more capacity in UK rail for 25 years' time, and as you know, you cannot start building it in 20 years' time. You have to start now if you are going to have capacity in the future.
So we strongly urge the new Labour government to consider that if they believe we need more infrastructure, they cannot wait for the future to start it. They need to start it now. Look at the needs of the country. We know everyone is looking at east-west connections, whether it is Northern Powerhouse Rail or east-west across the Midlands. But you do need that north-south capacity as well if you want that capacity for the country and all the benefits it brings. You need to make decisions now. You cannot wait for five, ten, or 15 years.
SSH: Given your previous comments on the importance of decarbonisation, how do you think the government's priority of ‘delivering greener transport’ might translate into specific actions for the rail industry?
DC: RIA has developed a strategy that aligns perfectly with this goal. Our plan outlines a plausible, affordable, and deliverable approach to achieve a lower-cost, higherperforming, and net-zero railway by 2050.
We propose a 'plan of thirds' for the network: one-third is already electrified, one-third can be decarbonised now with battery trains, and the final third needs to be electrified by 2050. Crucially, half of that final third is already in government plans, meaning only 15 per cent additional electrification is needed to reach net-zero.
We recommend urgently progressing current rolling stock orders and replacing the oldest diesel multiple units with battery electric multiple units. This action alone would decarbonise 34 per cent of the GB network, delivering early carbon reduction and air quality improvements.
To support this transition, we call for a cross-industry collaboration to develop and publish a whole-system 'rail-plan'. This plan would balance early and efficient carbon
reduction, whole-system lifecycle costs, and wider economic benefits.
Our strategy doesn't require significant new funding in the next decade, as it builds on existing plans. It will reduce overall industry costs by breaking the cycle of 'boom and bust' with a more consistent work pipeline for suppliers.
We also recommend reconsidering the policy on alternative fuels for rail, as these could serve as valuable interim carbon reduction measures.
Ultimately, this strategy will improve performance and customer experience, support fleet enhancements financed by the private sector, and deliver a net-zero railway by 2050. It puts the railway on a more sustainable financial footing, reducing long-term operating costs and positioning the industry to support anticipated demand growth. We believe this approach offers a clear roadmap for the government to translate its green transport priorities into concrete actions for the rail industry.
SSH: With Louise Haigh promising the biggest overhaul to transport in a generation, do you think we are going to get more clarity on what that actually means?
DC: We might have to wait until the budget on 30 October. I understand that is a oneyear budget, so it will not be long-term. It will be spending for the next year or so. We think there might be a three-year spending review in spring next year, so we might get more clarity there. We have a Rail Minister in Lord Peter Hendy who knows how important long-term planning is and giving indications to the industry and supply chain about what is coming up. All I would say is do not wait to give us an indication of the plan. As soon as you can, if it has to be after the 30 October budget, so be it. But do not wait too long after that. See rail as an opportunity, not just a cost. See it as about connecting cities to each other and connections within cities. If you want to grow the economy all around the country and bring the decarbonisation benefits that rail provides, the longer you delay, the longer you are delaying those benefits. My final point would be to look at the rail industry: all the jobs, GVA, skills, innovation, Treasury revenue, and wider catalytic benefits it brings. Why would you delay on that? So get on with it!
SSH: Were you pleasantly surprised with the appointment of Peter Hendy as Rail Minister?
DC: It was a surprise to many people, mainly because often governments appoint MPs from their cohort. Keir Starmer reached out to a number of people outside of the MPs to do specific jobs. He has clearly brought him in because of his experience both at TfL and Network Rail. Lord Hendy brings a wealth of experience with him.
At TfL, interestingly enough, he saw the importance of multi-year plans and multi-year budgets. He understands how important the supply chain is, and when he was at Network Rail, RIA engaged with him regularly. He came to many of our events and we had meetings with the board, so we were quite close in terms of engagement with Peter Hendy.
He understands how the supply chain works. He also understands, given that 50 per cent of Network Rail's spending is with the private sector supply chains, the importance of pipelines because you get better prices if you plan ahead and you guarantee certainty of work.
We hope he can lobby for rail internally within the government. If you get this right, it benefits passengers and freight. So everyone benefits from his experience. The government does as well.
Juergen Maier's commission, which was commissioned by Labour, specifically mentioned the Minister of State for Rail being tasked to ensure the needs of a sustainable supply chain are taken into account in infrastructure schemes. I would obviously urge the government to listen to that report. There were several recommendations we support, but particularly for Hendy, he is actually singled out in terms of his role in making sure local supply chains are working closely on projects to get the best outcome. So that is encouraging.
SSH: Is that new language that we are hearing? Have we heard that before?
DC: For CP7, the last government wrote into the Statement of Funds Available that the Secretary of State for Transport has tasked Network Rail to work more closely with the supply sector on early contractor involvement, pipelines, certainty and visibility in order to get the best outcomes.
So the last government was speaking the language of more visible pipelines in infrastructure. In fairness, it also eventually did something about Derby and Goole when it came to rolling stock and the shortterm problems there. But as I said, it never delivered on major projects visibility, RNEP visibility, Integrated Rail Plan development, and Network North development. So there was a mixed record, but it did look at the issue of supply chains.
I would urge Peter Hendy and the new Labour Government and Louise Haigh to look at this as well. You have already got in CP7 the ability to smooth out the pipelines with Network Rail. Apply that elsewhere. There are new procurement rules coming out in October. Could you do better with those as well? This does not cost more money to have better pipelines. It is not about budget. It is literally about how the money comes to market and is invested. So if the government can do that, if Hendy can influence that, that would be a big win for rail.
Public Ownership to Put Passengers First
Elly Baker AM, London Assembly Labour spokesperson for Transport explains how Labour's plans will end fragmentation and prioritise passenger needs
Labour’s victory at the general election means that the UK will, finally, see Great British Railways established – a national body that will oversee our railways. The need for this is clear. For too long the railways have been messed around with by politicians like their own personal train set.
It's time for decisions to be made for the good of passengers. Public ownership means three things: firstly, getting rid of the fragmentation that has created bad incentives, secondly, preventing the leakage of funds from the public into private dividends and finally creating proper accountability for rail services.
By getting rid of fragmentation, we can bring efficiency and a vision to Britain’s railways. For example, there is no longer a question of which body is responsible for delays, meaning the hundreds of delay attribution staff can dedicate their time and energy to more helpful projects.
The time, energy and costs going into interface functions is significant. While we lack up to date figures on this, the McNulty review commissioned by the last Labour Government estimated that this was roughly five per cent of TOC costs. Anecdotally, through meeting with managers, staff and unions in my role now, I can say that the costs of coordination have not gone away.
Without a cohesive, long term vision for the country’s train services (as would be the mandate of Great British Railways) we lose the benefits of efficiency and scale. When procuring new Piccadilly Line trains from Siemens, based in Goole in East Yorkshire, for example, TfL’s was hampered by a lack of multi-year funding agreement. Instead,
unlike other cities with Metro Mayors, TfL has been forced to return cap in hand to central government every year.
TfL was clear it needed £500 million to keep up with its capital works plans, but was given only half of that. Andy Lord, the Commissioner, in his evidence to the London Assembly’s transport committee, told us how the lack of a long-term funding deal meant that TfL has had to renegotiate its contract with Siemens to lower its upfront cost – but increasing TfL’s costs overall. A long-term procurement programme, that covers all UK regions and nations, would help prevent cost increases like these.
The leakage is significant too. Much has already been said about the costs of dividends to private shareholders and the irony that parts of Britain’s rail system are owned by foreign governments, overseas pension funds or companies with no public service mandate at all. I won’t retread this ground too much – but we know that billions of pounds are going from taxpayer subsidies and passenger fares into the pockets of private owners when they shouldn’t be.
There’s no better example of this than the rolling stock companies (ROSCOs). Those firms that own the trains then lease them to the operators paid out more than £400 million to shareholders last year, with profit margins rising by 21 percentage points to 32.7 per cent. The costs of leasing the stock are now £3.1 billion a year. We know that this cost is being met by taxpayers and passengers – making the system far more expensive than it needs to be.
The accountability of the system would also be improved.
As the Labour Group’s transport lead on the London Assembly, I’ve seen public ownership help Transport for London thrive – and the stark difference this has with the services run by private Train Operating Companies in the capital.
Separately from the exceptional service provided by TfL, in London, we have seen those services devolved to the Mayor of London and run under contract, the Elizabeth Line and London Overground, consistently outperform private Train Operating Companies (TOCs).
However, this new government’s commitment to public ownership, along with the Mayor's long-standing position of devolution of metro rail services to London, means it’s time to consider whether the model that the previous government allowed – of devolved private contracting – still works for Londoners. Perhaps our city would be better served by full public ownership under the control of a directly elected Mayor.
Certainly, the private firms are not delivering for Londoners. Across the capital, Govia Thameslink, covering Thameslink, Southern and Great Northern trains, only delivered 67.6 per cent of trains on time; and South Western Railway only delivered 68.8 per cent of trains on time.
While limited by the national agreement on fares, the Mayor does have some powers to keep tickets affordable too – freezing the fares of single journeys this year in response to the cost of living crisis. His mandate means that decisions on cost are made to balance the needs of passengers with the costs of running the service. There is no need to keep in mind the profits of shareholders.
Much of my commentary is not new –especially to readers of Rail Professional. The new government will be dealing with difficult questions about how, exactly, we can move to Great British Railways without great expense or disruption.
I welcome the government’s initial announcements in the King’s Speech on the Passenger Railway Services (Public Ownership) Bill and the Railways Bill.
The Passenger Railway Services (Public Ownership) Bill will mean as each franchise expires, those contracts will move inhouse with the Department for Transport running services, as it currently does with Southeastern. Until then, we must have tighter enforcement of franchise conditions.
Fares must also be simplified –something that will be achieved with the new government’s ‘best price guarantee’. Overly complicated ticketing systems, when combined with a lack of in-person staff at stations, mean that consumers are often ripped off.
The Mayor has made sure that the cost of buses, tubes and trams is related to how much people can afford, such as by freezing fares until March 2025. Politicians (while sometimes unpopular!) are accountable to the public for how much public services cost – making sure it matches wage growth, the
Elly Baker AM is London Assembly Labour spokesperson for Transport and Londonwide Assembly Member.
NEWS IN BRIEF
RIA
ANNUAL
CONFERENCE
& DINNER 2024
The Railway Industry Association (RIA) will host its Annual Conference on November 6-7, 2024, at the Leonardo Royal Hotel London Tower Bridge. This two-day event, themed ‘A fresh start for UK rail?’, will feature keynote speeches, panel discussions, interviews, exhibitor pitches, and networking opportunities. Attendees will have the chance to meet with industry leaders, policymakers, and international guests. The conference, a highlight of the UK rail calendar, will run from 08:45 to 02:00 on Wednesday and 09:00 to 15:30 on Thursday, providing a platform for industry professionals to discuss and shape the future of UK rail.
cost of living and the quality of the service. The current mechanisms for setting fares don’t cover that – with only regulated fares being subject to cost controls and, even then, the public face above-inflation rises most years.
We should look at how he can have more power over setting rail fares in London, including the commuter national rail services.
We also need to be thinking long term and working out what we do next. As we do in London, Great British Railways must also look at buying train stock directly, rather than continuing to pay the margins to ROSCOs. Advocates of public ownership know this will take time and is not on the agenda for the next few years. Trains cannot be manufactured overnight and we must procure them well – reflecting cuttingedge improvements in design while being cognizant of our future infrastructure needs.
Our current fragmented, privatised system has meant that Britain has lost sight of what our railways are for. We should provide a good service – meaning one that passengers understand, with affordable fares. It should avoid overcrowding by improving capacity: something only achieved with central planning and longterm investment. It should stimulate economic growth by connecting people,
Security, Fire & Blast Doors, Louvre Panels and GRP Platforms/Walkways for the Rail Industry
‘Anecdotally, through meeting with managers, staff and unions in my role now, I can say that the costs of coordination have not gone away.’
along with social procurement and a public service mandate. If done well, it can help rebuild a rail manufacturing base. It can improve our quality of life through uncongested and liveable cities, with fewer carbon emissions and a cheaper alternative to domestic flying. On top of this, our railways can be run with an ethos of public service, in which all staff feel valued and that they are contributing. Public ownership can benefit of all of us – and I hope to see this soon.
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Oliver Lewis is completing a Doctor of Philosophy (D.Phil) in the Privatisation of British Rail 1985-1997 as a case study in ‘UK Public Policy Failure’ at the University of Oxford. He teaches an undergraduate course – the first of its kind – on ‘Public Policy Failure and the British State’ at SciencesPo, in Paris, and separately is the author of ‘The Orwell Tour: Travels Through the Life and Work of George Orwell’ (2023). Follow him on X at @policy_UK
Another Dangerous Idea for UK Rail?
Oxford scholar Oliver Lewis critiques the Treasury's historical approach to rail privatisation and warns that Great British Railways may not deliver the integrated public service railway many anticipate
The great Oxford philosopher Isaiah Berlin spoke of the ‘power’ of ideas. I prefer to speak of their danger. In the late 1980s, borrowing primarily from concepts applied to Japanese National Railways (JNR), officials in HM Treasury enthusiastically embraced a model for the privatisation of British Rail which would represent the single-greatest disaggregation of a business in global corporate history.
The Department for Transport – on the Treasury’s orders – broke British Rail, which with increasing competence and impressive financial turnaround had been operating Britain’s railways on a commercial basis since 1982, into over one hundred separate corporate entities.
The same model had been contemporaneously applied to the old British equivalent of France’s EdF – the Central Electricity Generating Board –but in the railways’ case, the Treasury had made a fundamental and ultimately devastating error: human beings do not navigate a public railway system in the same way ions of electricity move around the National Grid.
Passenger railways are a natural monopoly, but Treasury officials decided to over-rule centuries of the tortuous development of this economic concept in the belief that maximising competition at every level of the railways’ output would magically reduce the industry’s costs. In reality, the UK government failed in its public duty to recognise the efficiencies British Rail had achieved and in aggressively
pursuing privatisation – against a long queue of railway professionals’ warnings to the contrary – imposed a dangerous idea on a strategically important national asset.
The mayhem unleashed on Britain’s railway system as a result of a particularly eccentric model of privatisation, begun in 1994 and completed by 1997, are now well understood and a large body of scholarship proves its disastrous consequences: rentseeking by various privatised entities; investment ‘holidays’, particularly in replacing rolling stock; Railtrack PLC becoming an ‘engineer-light’ infrastructure management company more interested in developing its property portfolio than the safe operation of trains, then collapsing and being re-nationalised; the franchised rail operators folding, or walking away from their obligations as soon as they were expected to pay premiums back to the Exchequer.
The most important aspect for rail users – reliability and punctuality – did not meet British Rail’s levels of performance in 1994 until 2009, and at the time of speaking, whilst are generally an improvement on the old British Rail ‘sectors’ (Intercity, Network SouthEast and Regional Railways, created in 1982), have achieved this at extraordinary expense to both the taxpayer and the farepayer; the public subsidy to the railway industry tripled in real terms in a single ten year period 1993/4 to 2002/3, and everybody knows Britain has the highest walk-on railway fares in Europe. Rail users are paying the cost of this policy failure twice; first, in their taxes, and second, in their fares.
‘GBR is a dangerous idea because it is not going to reintegrate the dismembered industry the Treasury created in the mid-1990s. In fact, in many respects it is not even 'renationalisation' at all, because it leaves the most important asset in running a railway, certainly in the eyes of the travelling public –the trains – in private ownership.’
Ironically, HM Treasury officials’ primary objective in adopting what I term ‘Policies of Deviancy’ had been to end the public subsidy to the railways altogether. Just prior to privatisation, they even considered Serpell Report-style closure of the majority of loss-making railway lines (at the time, almost all of them bar high-speed Intercity services, and the major commuter lines in and out of London). Politically unfeasible, instead they proceeded with privatisation with the full knowledge the railway would be perpetually loss-making, and so Treasury officials handed over an industry to the private sector knowing that profits would be extracted by the new privatised entities, but that overall, many of these entities would still require public subsidy.
The situation today is far worse than in 1993. The railway industry is chronically loss-making – the new British Leyland – and their performance remains a substantial, and expensive, ‘national joke’. The decision to pursue a French-style High Speed Line project, at far greater expense than what they cost SNCF, just adds to the list of woes facing the UK government. Ironically, British Rail had been run on a ‘shoestring’, and even in its Chairman’s wildest dreams could never have comprehended funding on HS2-style largesse. This misdirected use of public money will haunt rail and transport policy for decades. What can we expect from ‘Great British Railways’, the Treasury’s latest dangerous idea?
GBR is a dangerous idea because it is not going to reintegrate the dismembered industry the Treasury created in the mid-
1990s. In fact, in many respects it is not even ‘renationalisation’ at all, because it leaves the most important asset in running a railway, certainly in the eyes of the travelling public – the trains – in private ownership. The privatisation of Britain’s rolling stock is among the very worst consequences of the 1993 Railways Act – creating monopsony market situations where only one lessee existed for each of the three rolling stock owners’ trains – and thus creating risk-free, and very handsome, returns for those who bought these firms in 1996 (at one point, mostly Britain’s clearing banks, including
railway to run. If the policy debates are anything like those in the early 1990s, I predict chaos and uncertainty to reign.
If Britain’s railways policy is to be visionary then my advice is for the government to re-establish British Rail’s old sectors – Intercity; Network SouthEast and Regional Railways – and allow these new organisations to gradually assume control of each railway line as the management contracts come to an end. These new subsidiaries (of GBR) can begin where they left off in 1994, imposing nation-wide standards for conditions of carriage, fares,
NEWS IN BRIEF
The biggest overhaul of bogies belonging to the UK’s hardest working train fleet has reached a major milestone with the initial phase of
RAIL LIFTING JACKS & PIT EXPERTS
Anthony Smith
Chair of Independent Rail Retailers
Anthony Smith was the voice of Britain’s transport users for almost 25 years as Chief Executive of Transport Focus and its predecessor bodies since 1999 until stepping down to take over as Chair of Independent Rail Retailers (IRR) in January this year. Established in 2017, the IRR is the membership and lobbying group representing Britain’s independent ticket retailers, together responsible for over £4bn in ticket sales each year.
Sam Sherwood-Hale, spoke to Anthony Smith, Chair of Independent Rail Retailers about the evolving role of railway stations, the future of ticketing technology and how to improve the overall passenger experience in the UK rail system
‘Passengers like to see staff at stations helping passengers and answering queries.’
SSH: Given your long-standing advocacy for passengers, how do you envision the role of railway stations evolving to better serve customer needs in the coming years?
AS: The fundamental role of the railway station as a point of arrival and departure for rail services will not change. However, I
anticipate some significant changes in how we support and assist passengers at stations. Passengers like to see staff at stations helping passengers and answering queries.
The quality of information at stations has improved significantly over recent years, but passengers could always benefit from more information about departures, delays, and facilities. Stations are noisy, crowded places with extensive signage, and often it is not intuitive where one should go. Therefore, having staff available both to assist passengers and provide security and reassurance is of utmost importance.
I anticipate that in a decade, very few people will arrive at a station to purchase a ticket. Most passengers will come with a ticket already in hand. Last year's attempt to close ticket offices was a somewhat clumsy step in that direction. While the progression of digital technology has been profound, there are still individuals who need or
prefer to buy a ticket at a station. Without alienating any group and continuing to support all passengers, regardless of their financial situation or abilities, I think having more visible staff is beneficial.
The underlying idea of moving staff from ticket offices onto the concourse was sound. However, its implementation was flawed –too rushed, too extensive a change, and not adequately trialled. Inevitably, cost pressures will resurface in the future.
SSH: There is significantly more information accessible to a passenger nowadays. In the past, passengers had no knowledge of their train’s status until they arrived at the station, whereas now they can track it throughout its journey. However, the method of accessing this information can sometimes be more confusing than simply having a station attendant provide the information.
‘Train stations can be noisy, chaotic, confusing places for many people, especially those with non-visible developmental disabilities. It is essential to keep reassuring people.’
AS: Indeed, that can be the case. I believe all types of information are reassuring, but not everyone is comfortable or able to access digital information. Moreover, in a busy station environment with luggage and children to manage, perhaps in a hurry, the last thing a passenger might want to do is focus on their phone.
Therefore, the amount of visual information displayed at stations will always be crucial. Constant reassurance from the moment of arrival at the station, through the main ticket hall, at the main departure board, when passing through the gates, all along the platform, and upon boarding the train – that continuous flow of reassuring information is invaluable. Train stations can be noisy, chaotic, confusing places for many people, especially those with non-visible developmental disabilities.
It is essential to keep reassuring people. Consider Waterloo station with its 24 platforms – it is an enormous space. If you are travelling from platform 1 to 24, it takes approximately a five minute walk. It is a vast, bustling place, and therefore guiding people to the correct locations, ready for departure, is crucial. It benefits everyone.
SSH: That is an interesting point because that specific information, knowing the distance to your platform, is not typically available on mobile devices. Consider changing at Heathrow airport – you arrive at the gate only to realise you need to take an additional train to reach your destination. Suddenly, you are anxious because you wanted to arrive earlier.
AS: Yes, I think airports are somewhat more advanced in this regard compared to train stations. At airport gates, they often inform you of the walking time – five minutes, ten minutes, or in some cases 20 minutes. While these estimates tend to be rather pessimistic, which is sensible, they are undoubtedly useful.
With the rise of mega stations such as Stratford, St Pancras, Liverpool Street,
and Waterloo – these incredibly complex, often multi-level stations where people are attempting to navigate various tasks involving luggage, gates, underground connections, and buses –they are becoming increasingly intricate spaces. The wayfinding challenge is substantial, the industry must continually work to improve this aspect for passengers.
SSH: What are some strategies you believe could improve this situation?
AS: As I mentioned, I believe staff are one of the key elements. Being able to approach someone and ask, ‘Where is platform 10, and how long will it take me to get there?’ and receive an immediate response is invaluable. Having visible staff available is crucial. Signs are important, but of course, there is often an overwhelming number of signs at stations, which can be quite challenging to navigate.
Architects often say that a sign represents a failure in design. Ideally, it should be obvious that a particular entrance is the entrance to a building; there should not be a need for a large sign stating ‘entrance’. The more intuitive stations can become, the better. This is extremely challenging to achieve and requires continuous effort. We need to progress from the current situation where in some instances, one needs to be very well-informed. If you are a knowledgeable passenger and aware that Clapham Junction trains typically depart from one side of Waterloo rather than the other, that is fine. However, if you are an uninformed passenger, you need to be placed in a position where you are not stressed.
SSH: Indeed, sometimes we believe things are intuitive, but in reality, we simply know where they are based on experience, and they are not intuitive at all.
AS: Precisely. For someone visiting for the first time, it can be utterly bewildering. Consider St Pancras station. You have the Thameslink area below, the East Midlands station, the Eurostar station, and then the Southeastern station. Three of these are on one level, while one is on a different level, and they are spread quite far apart. It presents a significant signage challenge, and to be honest, I do not believe it is possible to completely solve this issue.
Most people are unfamiliar with what Thameslink is, let alone where it is located. What they want to know at St Pancras is, ‘Where is the train to St Albans?’ But the signs are not particularly helpful; they say Thameslink. Well, what is Thameslink? Many passengers have never encountered it before. It is equally confusing if you are heading to the Southeastern side, which is quite spread out and distant. So indeed, I believe staff are absolutely crucial and always will be. They cannot be replaced by artificial intelligence, chatbots, or applications.
SSH: What are your thoughts on the future of ticketing and how it can be leveraged to improve the passenger experience?
AS: The future of ticketing technology is digital; that is the direction in which we are advancing rapidly. However, we must not forget that there are many people who do not have bank accounts or are not comfortable with digital technology, and we cannot leave them behind. This is a public service, after all.
For the vast majority of passengers, the future is very much digital, primarily buying in advance. The advantage of the digital approach is that you are not left with a static ticket that cannot provide any information. You can access information about your ticket, its restrictions, your seat location, your position on the train – all of that information is extremely useful.
I believe the key element we need to improve regarding ticketing technology is the ease of purchase and the ability to clearly display all options. It is often said that train fares are complex – in some ways they are, but in others, they are not. If you are using a pay-as-you-go system, it is not particularly complicated. If you have an advance ticket, it is straightforward.
You are travelling on the 12:00 o’clock train, not any other train. And if you know precisely what you want – an advance outbound ticket and an off-peak single return, for example – it is relatively simple. However, there is a large group of people for whom I suspect this presents a significant challenge, and therefore I would say the presentation of fares needs to be continuously refined so people know they are getting the right option for them and the best value for their money.
I believe the independent retailers have an excellent track record in providing highquality information. This can be further enhanced. If you have better quality information, you can increase sales because it becomes clearer to people what they can purchase and when they can purchase it.
Currently, we have a rather outdated inquiry system where you might say: ‘I want to travel to Edinburgh on Sunday around noon’ and it provides you with five options. It is very legacy equipment. What would be far superior, is if you could type: ‘When can I travel to Edinburgh for £10?’ and it responded: ‘Well, you can travel on Sunday on the 11:00pm train.’ A more intelligent database and a more intelligent method of searching for the right ticket for you could lead to increased sales. Because if people thought, ‘Oh, I can get there for £10, that is remarkable’ they might actually make the journey, whereas if they look at the headline fares and see £200, they might dismiss the idea entirely. There are empty seats which could still be filled.
Yes, it is that level of specificity in information. Most people lead busy lives, but yes, they want to travel at a particular time or for a specific price, or they have
a question and they want that precise information answered. Whereas quite often when searching, you do not receive the information you require.
Indeed, and to be able to search, ‘I want to go to the seaside this weekend. Where is the cheapest coastal destination I can reach?’ That would be an incredible functionality, and if it responded, ‘Margate. £20 on Southeastern. Go here.’ It would be a fantastic feature and I believe it would finally start to challenge the dominance of the car, which is always readily available for people to use whenever they wish to travel.
SSH: Do you believe the right people are receptive to this message? In terms of advocacy for these third-party retailers?
AS: There does seem to be a wide spectrum of views. At present, at one end of the spectrum, you probably have individuals who believe that British Rail in its new incarnation should be the sole ticket seller, because that is how they believe proper railways should function – whether that is legal or not is a separate matter due to state aid issues. At the other end of the spectrum, one could take the view that Great British Railways should focus on trains and tracks and allow the private sector to handle all ticket sales.
Currently, the commission is 4.5 per cent on a sale. Therefore, 95.5 per cent of every pound generated by retailers goes directly back to the government. One could argue that Great British Railways should focus on operations, while private retailers handle ticket sales as they are incentivised to do so.
I suspect we will end up somewhere in the middle, where Great British Railways will sell its own tickets, possibly on a socalled white label basis from one of our members. Hopefully, the third-party retailer sector will be allowed to compete fairly and efficiently with the public sector.
SSH: Is part of your role involved in communicating with the government about these issues?
AS: Yes, although they have other priorities at the moment, as you can see. I do not believe this is at the top of their list of priorities, quite frankly. However, it presents an opportunity for growth, and it is a chance to grow with private sector money powered by data technology. So it is an attractive proposition.
The government could simply say: ‘Let us really get this private sector working for us, filling seats and generating revenue.’ Because the costs of the railway are relatively fixed and they are increasing. There are staff costs, climate change costs, fuel costs. Everything is trending in an unfavourable direction. Revenue is relatively flat. How are you going to boost revenue to start offsetting some of these costs? I believe the private sector has a lot to offer in that respect.
SSH: In your experience at Transport Focus, were these topics being discussed? I know your roles are different now. I mean, you are addressing a different aspect of the industry. Are you encountering similar issues?
AS: Oh yes, passenger needs are consistent across all types of passengers, all types of train companies, everywhere in the country. Reliability is paramount; without reliability, you cannot make progress in terms of public perception. You want the timetable to be factual, not fictional. The railway must constantly work on improving its reliability.
But the next tier, which Transport Focus research always clearly demonstrated, is value for money. The independent retailers have a crucial role in helping people obtain the best value tickets because what we are observing at present is a general trend towards more economical ticket options. People are not purchasing flexible tickets or off-peak returns. They are buying advance tickets, cheaper advance tickets. They are downgrading from first class to standard premier on Avanti, or to standard class. The cost of living crisis has pushed people towards more economical choices, and therefore you need very efficient mechanisms to deliver information to people, to help them find the best value ticket.
Secondly, there is also an opportunity to upsell. If you can offer upgrades – ‘Would you like to upgrade for £5?’, ‘Would you like to purchase a meal?’, ‘Would you like to try First Class?’ – there is a real need now for the railway, more than ever before in its history you could say, to sell itself. The old assumption that commuters will always use the service regardless of changes is no longer valid. People have choices about when to travel, how to travel, and whether to travel at all. The railway needs to become a more retail-oriented organisation.
SSH: Your predecessor mentioned creating a ‘level playing field’ for independent retailers. What specific challenges do you foresee in achieving this, and how do you plan to address them?
AS: I believe establishing fairer commercial terms between the private sector and the public sector will become increasingly important. The current state of retailing is largely a product of historical developments. When privatisation occurred, it was assumed that train companies would be the only ticket sellers. Then Trainline entered the market, creating a third-party market, followed by split ticketing, which further diversified the landscape.
Having the Rail Delivery Group as the licensing authority for all retailers, including itself, is unusual, because the Rail Delivery Group is fundamentally owned by the industry. So some of your competitors are essentially the licence issuers as well. While it is all conducted fairly and above
‘The railway needs to become a more retailoriented organisation. The old assumption that commuters will always use the service regardless of changes is no longer valid. People have choices about when to travel, how to travel, and whether to travel at all.’
board – we are not suggesting otherwise – in the future, it would be preferable for the licensing function for retail to be separate, ensuring equal terms and equal access. Additionally, there should be equal opportunity for third-party retailers to invest. The implementation of ticketing and investment, such as the rollout of barcode technology, was largely carried out by third-party retailers. All the equipment was funded by them; they have capital, they want to invest and innovate. However, the current structures make that considerably more difficult than it should be.
Therefore, if we look to the future, we should have a kind of centralised, independent, or arm's length function handling ticketing systems, information, and licensing. Everyone, whether state or private, could access this on equal terms, fostering proper competition. As we know, consumerism is largely driven by competition that benefits consumers. Where competition does not exist, you tend to see consumer detriment. We are now witnessing a concentration of power with the state in railways. It is important to maintain some competition, both in terms of Open Access operations and private sector retail, to ensure that consumers and taxpayers are getting the best possible deal.
SSH: Would this arms-length body be an adaptation of the Rail Delivery Group?
AS: No, I do not believe so. I think the Office of Rail and Road would be the natural licensing authority because they are independent and will continue to exist. However, the ticketing body could be a sort of arms-length company, jointly owned by the state and private retailers. It could be a not-for-profit, not-for-dividend type of company in which everyone invests. It requires some creative thinking.
There is an interesting parallel in a company called Airport Coordination Limited, which is owned by the airlines but
manages slot allocation at British airports. That is quite an elegant solution, ensuring that everyone must collaborate to agree on procedures. Stakeholders have voting rights, et cetera. It seems to function well, so I believe a model like that could be quite effective.
SSH: Do you think if this is not implemented now, it will not happen until the next generation of changes comes around?
AS: I am not certain. It is unlikely to be at the top of anyone's agenda, I suspect. There is a risk that we might simply continue with the current system to some degree. However, it is interesting to note that the Rail Delivery Group will eventually cease to exist because there will no longer be a need for it. Its schemes and functions, such as National Rail Enquiries, will likely transfer either to Great British Railways or to this independent body.
However, I suspect this process will take longer than most people anticipate, and we could easily still be having a similar discussion in a few years' time. Nobody wants a revolution in the railway sector because revolutions are disruptive. I think bringing train companies back into the public sector will, I suspect, take longer than people expect. It is comparable to a snake attempting to swallow a deer – it needs to open its jaws very wide before it can consume the prey. I believe it will be more complex than people anticipate.
Furthermore, when the transport legislation is eventually published, it will likely be quite detailed and complex. It will not pass through Parliament quickly. It will be highly contested, and the role of the private sector in the future of railways is still not clearly defined. This will require considerable debate.
Is there a crisis, a metaphorical burning platform in the railways? Financially, yes, there is. But operationally, at present, there is not. This leads to a somewhat longer-term approach to considering these issues. Are the primary operators in agreement with the Great British Railways concept? There is still much to be discussed and resolved.
SSH: Let us discuss your experience at Transport Focus and the evidence-based campaigning and research you conducted there. How does that apply to your current role with independent retailers?
AS: I believe it is equally applicable. Our members collect vast amounts of data about passengers, their purchasing habits, their repeat buying patterns, when they make purchases, when they cancel refunds, and so forth. So it is absolutely a data-driven, passenger-focused approach.
You can imagine that some of our members possess enormous quantities of data. Our members typically engage in three main activities: they sell tickets directly
to customers, they conduct business-tobusiness operations, assisting with travel management for companies, charities, universities, and other organisations, helping them manage their staff's rail travel. Additionally, they provide numerous whitelabel services. I think all train company websites, with the exception of LNER, are powered by our members or third-party retailers on a white-label basis.
This entire sector represents a significant British technology success story that requires nurturing, expansion, and protection rather than constraint. The sector's focus on passengers is intense. They can only survive if they sell tickets, maintain satisfied customers, and keep their costs under control, which creates an ideal incentive structure. Moreover, there is competition – if a customer is dissatisfied with one of our members, they can easily switch to another to purchase their ticket.
They are also international, with experience in managing ticketing systems for metro services in cities like Stockholm or Brisbane. They bring this global knowledge to bear and attract high-quality technology and data professionals, which the state might struggle to recruit. It is a valuable asset and success story, and my aim is to continue emphasising insight and research.
SSH: Is that what drew you to this role?
AS: Yes, very much so. I departed from Transport Focus after 24 years in various roles. I had a fulfilling career there – it was an excellent organisation with a great purpose and wonderful people. However, it was time for a change, and I surveyed the industry, considering, ‘What is likely to change in the coming years where I can contribute value and be useful?’
I concluded that the track and train operations would not change significantly, apart from HS2 arriving at some point in the 2030s. There will be extensive discussions about reform and restructuring, but the one area with real potential for driving passenger-focused change is in retailing –getting more people on trains, increasing revenue, and filling seats.
You do not necessarily need to reform the ticketing structure or fare system, although that would likely be beneficial. Airlines, for instance, have complex fare structures, yet the way they are presented on platforms like Skyscanner is quite straightforward. We need to achieve something similar for railways. We need a ‘rail scanner’ that presents all necessary information in one place, making options clear, or allows for more complex searches such as: ‘I want to travel to Edinburgh this summer when tickets are cheapest.’
Some train companies are implementing this approach, and Eurostar, for example, has a more advanced and interesting booking engine. I found the retail aspect intriguing, particularly as it involves the private sector. Everything I have observed over the past
several months has reinforced my belief that this was the right decision. It is very passenger-focused and applies appropriate business disciplines to the approach.
SSH: You mentioned that this might not be at the top of the government's agenda. Do you see yourself actively trying to elevate its priority, or do you believe it is necessary to wait until it naturally becomes more prominent?
AS: No, we must certainly try to push it higher on the agenda. Every stakeholder will be vying to influence changes with Great British Railways to their advantage, and we need to ensure that this passenger-focused sector receives equal consideration alongside train operations, infrastructure, and all other aspects of the railway system.
I anticipate this could be challenging because the coming years will be tumultuous and difficult. The industry will face enormous cost pressures. There is no additional funding available, and the industry's financial situation is precarious. Therefore, it must either become more efficient or increase sales, and we can assist with both – improving the cost-effectiveness of retail operations and boosting ticket sales.
I hope this message will resonate with the government. There will undoubtedly be compelling voices in the coming years arguing, ‘Do not pursue that approach, do it this way instead. Everything must be statecontrolled; it is the only viable solution.’ The true meaning and implications of public ownership will be a fascinating topic of discussion in the near future.
Ultimately, passengers are generally unconcerned about who owns or operates various parts of the rail network. They desire punctual trains, value for money, highquality information, and courteous staff. It is not a complex set of requirements. One potential benefit of the new system is that it may foster better innovation, which is positive.
We have observed that public sector operators have been more innovative than their private sector counterparts, for various reasons. I anticipate improved planning across the industry, both between rail routes and between track and train operations. We are also likely to see enhanced accountability.
One of the main shortcomings in the privatised system was that there were elements where it was unclear who held ultimate responsibility. We conducted research at Transport Focus during the Williams Review, and people expressed little concern about ownership structures. However, they noted that one advantage of Transport for London is clear accountability – you know who is in charge. If you are dissatisfied, you can vote for change. I believe achieving this level of accountability in northern cities and across the rest of the rail network, ensuring clear lines of responsibility, will be crucial.
Alex Gilbert Managing Director for Consulting at Amey
A Chartered Engineer with over 25 years of experience within the Highways sector, Alex has been working at Amey since 2007. In his role as Managing Director of Amey’s Consulting business, Alex is responsible for the overall strategy and business sustainability, focusing on key three key areas; business innovation, energy transition and sustainability, and strategic market growth.
Sam Sherwood-Hale spoke to Alex Gilbert about Amey’s Consulting business transformation strategy, their innovative approach to rail infrastructure, and how the company is integrating sustainability and digital technologies into its operations to shape the future of the
UK's railways
SSH: As Managing Director of Amey’s Consulting business, what is your vision for growth and development over the next few years?
AG: There are some exciting times ahead for Amey’s consulting business as we’ve embarked on a transformation journey focused on strategic growth under our new ownership. This transformation strategy is rooted in three key focus areas for us consisting of innovation, energy transition and sustainability and strategic market expansion.
Innovation will continue to be at the heart of everything we do as a business and given the rapidly evolving infrastructure sector, it’s critical for us to remain at the forefront of technological innovation. That’s
why as part of our transformation strategy, we’ll continue to invest heavily in digital engineering, data analytics, and other smart infrastructure solutions. This includes growing and diversifying our industryleading intelligent asset management capabilities in which we leverage artificial intelligence and analytics to optimise the performance of our clients’ assets, to accelerate the growth of our data analytics and strategic consulting services offering. This allows us to not only help optimise our client’s operations, but also to protect and future proof their critical assets whilst also delivering more personalised and adaptive solutions that address their unique needs.
Sustainability is central to our operational services, and as part of our growth strategy as an energy transition
engineering business, we’re prioritising the development and implementation of carbon neutral solutions and energyefficient designs in infrastructure. This includes exploring new ways to incorporate renewable energy structures and solutions such as electrifying whole rail lines and providing electric vehicle (EV) charging infrastructure in rural and urban areas. Over the next few years, we’ll be looking to expand these efforts, ensuring that sustainability continues to be a core value that shapes every project we undertake.
Strategically, we’ve also got a renewed focus to build on our existing contracting business focused on repeated contract renewals, and become more of an engineering consulting business with a contracting execution capability, combining
our unique data-driven consulting expertise with our extensive engineering and operations experience. It’s this differentiated service offering and operational model that will enable us to bring exceptional value to our customers. Additionally, we’ve also expanded our business offering to target geographies beyond the UK through the export of our proven advisory and engineering services.
SSH: What innovative technologies or methods is Amey implementing to make the railway more resilient to climate change?
AG: Well, as an infrastructure company that specialises in decarbonisation engineering services, we’re very much committed to tackling the complexities of energy transition in the context of rail infrastructure. Our strong track record in rail electrification, most recently on the Transpennine Route Upgrade (TRU) and Core Valley Lines (CVL) in Wales, are good examples of the work we’re doing to future-proof railways and make them more climate resilient.
As part of the CVL rail upgrade project, we used a concept called ‘smart electrification,’ which is a new approach to tackling challenges and maximising the efficiency and costs of construction projects. This involved bypassing the need to invest time and resources needed for full overhead line electrification (OLE) installation along the complex CVL route. Instead, we left parts of the track that were obstructed by low bridges current-free, allowing the trains to temporarily switch to other forms of power. As a result, we minimised disruption to local communities – maintaining access, and reduced the need for demolition and re-construction, and improving the overall programme certainty. This is an example of how we accommodate complex engineering projects by designing solutions around the needs and challenges of the UK’s historic railways.
SSH: How is Amey integrating traditional engineering expertise with new digital technologies, particularly in projects like the Avonmouth and Severn Bridges contract?
AG: Our business units all work closely together which gives us a differentiated service offering and that enables us to provide our clients with an integrated services delivery that combines consulting and design services with engineering operations.
An example of this is how we use our data expertise and capabilities to get an ‘under the bonnet’ view if you like, of our clients’ operations and infrastructure asset behaviours. This gives us the insights we need to enhance their operational efficiencies and provide a truly unique service that supports their sustainability goals and transforms the way they operate.
We worked closely with National Highways to help maintain the Avonmouth and Severn Bridges using our in-house Amey Bridge Management System, a digital asset management solution that tracks and monitors the structural health of bridges. We also used the solution to conduct cyclic maintenance, daily structure inspection checks and safety patrols, in addition to tracking and responding to any incidents that could impact the structural integrity of the bridges.
SSH: Could you explain more about the Pearl and Mercury cloud-based asset management software tools? How are they improving asset performance and management?
AG: The Pearl and Mercury solution is part of the Amey Bridge Management System, our award-winning asset management system, and was first introduced in the maintenance of the Forth Bridge after a critical failure in 2015, which saw the Forth Road Bridge closed to all traffic, costing taxpayers £1 million a day.
The systems, leverage the power of data analytics and sensor technology to provide real-time monitoring and understanding of bridge infrastructure behaviour. By analysing the data available, the platform generates automated alerts to advise our bridge engineers of any potential issues that need further investigation. In addition to this, we also use machine learning technology to predict the effects of adverse weather conditions to bridge structures, including any potential issues unseen from ground level, preventing harm to road users and operational teams from things such high winds, ice bombs or severe weather.
SSH: How is Amey contributing to the decarbonisation of the industry? Can you discuss your plans for incorporating ‘green collar’ elements into your business?
AG: Net zero and energy transition is now more important than ever before. As we look ahead, we can play a key role in helping to drive decarbonisation in the infrastructure industry. We’re committed to integrating sustainable practices into every aspect of our work – from the materials we use to the sustainable designs we develop.
That’s why we’ve repositioned ourselves as an energy transition engineering business focused on developing and maintaining the infrastructure of the future through the delivery of carbon neutral designs and sustainable infrastructure solutions throughout our portfolio of buildings, highways, and rail assets. As we move towards a net zero future, we’re committed to supporting our clients in achieving their sustainability goals whilst also delivering infrastructure that is resilient and future-proof.
To support and demonstrate our commitment, we’re among the first
organisations to successfully attain BSI’s PAS 2080 certification in carbon management solutions across the full asset lifecycle for buildings and infrastructure as asset owner/manager, designer and constructor across highways and rail. This recognises our decarbonisation maturity as well as our commitment to whole life carbon reduction right across our end-to-end service delivery. It also helps us to reassure our clients that our carbon management processes have been independently verified.
SSH: Could you tell us more about Consulting’s degree apprenticeships? How are they helping to address skills gaps and increase diversity in your workforce?
AG: Our early careers programs including our degree apprenticeships are the cornerstone of our talent development and career progression strategy. We’ve implemented these successful programmes for a couple of reasons, firstly to bridge the skills gap in the infrastructure engineering sector, and secondly to increase diversity within our workforce.
The infrastructure industry is evolving rapidly, and there’s a strong demand for new digital and green skills, particularly in areas such as engineering and sustainable infrastructure. Through our degree apprenticeship schemes, we're able to cultivate these skills from the ground up. This enables apprentices to receive hands-on experience on actual projects from day one, working alongside experienced engineers and project managers, whilst also pursuing their academic qualifications. This combination of practical experience and theory-based learning ensures that by the time they graduate, they will be fully equipped with the skills needed to really excel in their roles.
Diversity is a critical part of our overall recruitment strategy, which of course includes our apprenticeship programmes. We actively promote our apprenticeships to a wide range of candidates from all walks of life, including those who might not have considered a traditional university route into the engineering sector. By offering an alternative pathway into the industry, we’re attracting a more diverse pool of talent from diverse backgrounds, regions and perspectives.
SSH: What are your thoughts on the future of infrastructure management, particularly regarding the integration of data analytics with traditional engineering practices?
AG: I believe the future of infrastructure management is incredibly promising, especially as we continue to blend data analytics capabilities with traditional engineering expertise. Some of the innovations and key practices that will likely lead the way include predictive maintenance, which enables us to use real-time data analytics to predict maintenance needs
of rail tracks, bridges and tunnels before issues arise. We’re also seeing data analytics enabling smarter decision making in the design and planning phases of projects. This means that vast amounts of data such as traffic patterns, weather conditions, and asset performance, can be analysed and used to create designs that are more efficient and personalised, leading to more resilient and adaptable infrastructure of the future.
From a decarbonisation and energy transition standpoint, data analytics is also driving significant improvements in the delivery of sustainable infrastructure. By analysing real-time data on energy usage and carbon emissions, we can get better steer on how best to reduce the environmental impact of critical infrastructure.
The integration of data analytics with traditional engineering operations is transforming infrastructure management, making it smarter, more efficient and resilient, fit for tackling the challenges of the future.
SSH: How specifically will Amey support Network Rail in reducing emissions across their operations?
AG: We have a longstanding relationship with Network Rail and as part of our partnership, we’re working with our supply chain to deliver the four core sustainability priorities for this contract including a low emission railway, a climate resilient railway service, improved biodiversity of wildlife, and the sustainable use of materials and minimal waste. This will align with Network Rail’s Environmental Sustainability Strategy 2020-2050 and the North West and Central (NW&C) Regional Strategic Plan.
We will also be adopting a collaborative approach to sustainability, working with framework partners to maximise Environmental and Social (E&S) performance for Network Rail’s sustainability vision and strategy.
SSH: What measurable targets has Amey set for itself in terms of environmental improvements on this framework?
AG: We’ve set ourselves some ambitious and measurable targets to ensure that our environmental improvements on this framework are not only impactful but also transparent and accountable. As such, we’ll be implementing a number of strategic solutions and initiatives some of which will include the development of an Environmental and Social Management (ESMP) framework and a suite of environmental deliverables, focusing on Network Rail’s four E&S priorities. We’ll also be adopting a framework Geographic Information System (GIS) enterprise system to help empower teams to drive efficiencies, promote teamwork and collaboration, as well as enabling the creation of visual insights of environmental risks and opportunities on
the rail network. Additionally, we’ll be using the Network Rail Social Value tool to assign a financial value to our E&S and Social Value impact, which will help to forecast, measure, monitor, and report on our activities. Alongside this, we’ll also be using a Rail Carbon tool to monitor, report, and reduce embodied carbon from our activities through design and construction by 20 per cent, in line with the PAS 2080 standard. Our Biodiversity Net Gain (BNG) strategy will aid in assessing all appropriate land and agreeing targets with Network Rail, as we’ll aim to deliver approximately 20% BNG across the framework. We’ll also be using the Natural England/Defra Biodiversity Metric 4.0 accounting tool.
SSH: What concrete steps is Amey taking to improve biodiversity along railway corridors?
AG: Improving biodiversity in infrastructure is something we’re really passionate about here at Amey, especially along railway corridors where we’re taking some significant steps to make a real difference.
A key step to this is the introduction of Biodiversity Net Gain (BNG) strategies to help customers develop and manage land to improve the overall natural environment around rail infrastructure. We also develop Biodiversity Action Plans which help customers to assess land availability and establish tangible sustainable targets. It’s also worth mentioning our use Natural England’s Biodiversity Metric to further impact rail biodiversity projects.
We rely very much on the expertise of our brilliant sustainability teams who identify opportunities to fund tree planning and biodiversity improvements through Amey’s Transforming Communities Social Fund. We know that collaboration is key, so we’re also working with local communities to help influence the design and implementation of biodiversity schemes that benefit the local areas.
SSH: Can you provide examples of how Amey plans to maximize recycling and reuse of resources in Network Rail's projects?
AG: Well, the key for us is to make rail projects as sustainable as possible, and we’re working with Network Rail to find creative and efficient ways to recycle and reuse the resources available to us. Examples of this include our use of sustainable materials, the application of circular economy principles, eliminating the use of single use plastics, and recycling and reusing 95 per cent of waste. These are just some of the ways in which we’re helping Network Rail to reduce waste and turn it into valuable resources for future projects.
But a large element for me is to think differently with regards to the solutions we provide. For example, we avoid demolishing perfectly good bridges for OLE installation,
‘I believe the future of infrastructure management is incredibly promising, especially as we continue to blend data analytics capabilities with traditional engineering expertise.’
and instead look at how they can be adapted to accommodate OLE. On one project, we had adapted six bridges saving on project costs, environmental impact, and reduced excess use of materials, instead of demolishing them.
SSH: How will Amey's expertise contribute to making new station builds more environmentally sustainable?
AG: We’re all about embedding sustainability into every part of new station builds and our sustainability and engineering teams work closely with each other to develop and incorporate sustainable strategies and solutions into new station developments. Our industry leading expertise means that we can create sustainable design principles that not only lower environmental impact but also create healthier, more enjoyable spaces for the public.
We’re also committed to making stations as energy-efficient as possible, which involves things such as the installation of energy efficient lighting for example, as well as data-driven asset management solutions that can help to monitor and manage energy use, water consumption, and waste in real-time, ensuring that stations operate efficiently from day one. Through our TPT business, we use data insights to understand how stations operate and how the public use their facilities, allowing us to design better and smarter facilities to accommodate passenger needs.
From a biodiversity perspective, we’re also paying close attention to the ecological impact of our station projects.
By helping to preserve existing natural habitats and creating new green spaces, we enhance biodiversity in stations and surrounding areas. This might include planting native species and installing bird and bat boxes. These are just some of the ways in which we’re ensuring that new station builds are modern, functional, and most importantly – environmentally sustainable.
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
LAYING DOWN THE LAW
by Martin Fleetwood
Managing your IT System Upgrades
Martin considers these areas to help organisations better understand and manage their business risks
Amajor talking point of the summer was the effect of the CrowdStrike software upgrade to its systems.
Most of the UK rail operators, plus many overseas, were affected with communications systems failing and ticket vending machines not working. Other businesses working in the rail sector also lost use of crucial IT systems and the effect of this dramatic system outage caused the sector significant losses of business income.
As a result of the unexpected issues with what should have been a fairly straightforward upgrade, two main themes have emerged:
i. What control do users have over software upgrades from their vendors? and
ii. What rights to compensation do users have when an upgrade goes wrong?
Managing upgrades
From a legal perspective, the starting point is ‘What have you agreed to in your contract?’. Software supply contracts often contain many pages of detailed terms and conditions. Various studies have shown that users often pay little attention to software terms and conditions on the basis that they are ‘standard terms’ used by the software industry; are often not negotiable and need to be accepted in order to gain the benefit of the software.
So, what should organisations look out for to stop unexpected system upgrades from occurring?
• Notice – how much notice are you being provided with before a patch/update is released? Does this provide sufficient time to carry out your own system testing before it goes live?
• Testing – do you have a clear release process in place which manages the release of patches/updates, with steps of how you can engage in the process and request support from vendors? A phased release approach could potentially have avoided some issues.
• Managing releases – do your cloud subscriptions include a clear obligation on the vendors to manage release of patches/updates in such a way that they will ensure it does not impact the service? Do you understand the release processes utilised by your vendors to support your key systems?
• Support – what level of commitment have you got from your vendors particularly if a critical outage can impact multiple customers? Is enhanced support available from the vendor following any update/patch?
• Business Continuity and Disaster Recovery – does your organisation have procedures to manage a failed patch/ update? Is there an ability to roll-back to the previous version (possibly via a backup version) and is physical intervention required which could delay the system coming back online?
• Version Control – does your software contract require your organisation to be on the most recent version? Generally, a cloud service will be based on the current version, but a non-cloud version may permit you to stay two or more versions behind the current version to allow bugs to be resolved before you bring it into your system. Having time to test and plan the launch of the upgrade can be a significant benefit. For minor releases and patches, there may only be an obligation to take these where they are seen as critical patches, i.e. required to fix vulnerabilities, rather than increase functionality.
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.
NEWS IN BRIEF
TRANSLINK TRAINS AGRI-STUDENTS ON SAFETY
Translink recently visited CAFRE, Greenmount Campus, Antrim to raise level crossing safety awareness to this year’s Agri-Students as part of an educational partnership that has been running since 2012.
During the awareness safety training for almost 100 agri-students, participants were shown a mixture of facts and figures, images and footage of near misses at level crossings in Northern Ireland and abroad and given advice and information on how to stay safe when using them.
MAJOR REPAIRS IN THE ORE TUNNEL
Major repairs in the Ore tunnel Essential work in the Ore tunnel today will improve drainage and prevent water seeping through the tunnel walls, preventing future damage to the railway equipment inside it. Sections of brickwork will also be repaired, with parts of the tunnel lined with sprayed concrete, and 700 yards of track replaced. Network Rail engineers have scheduled a wide range of other improvement works to reduce future engineering closures, including track replacement, switch refurbishment, bridge repairs, embankment surveys, and drainage maintenance along the Ore Valley line.
Potential Remedy Challenge
Service credits
• Service credits usually need to be claimed by the customer rather than applied automatically.
• A common metric in SLAs is the availability of the software, usually measured as a percentage assessed over a specified period. Caveats often apply, such as permitted downtime for scheduled and emergency maintenance. The upgraded software itself may remain "available" – it is the knock-on impact to a third-party system which affects the customer's overall system.
• The value of the service credit may be low when compared to the overall financial impact of the service level failure on the business.
Claim for breach of contract
The general position under English law allows a claim from a contracting party to try and recover losses it has suffered as a result of that breach. A major IT outage may constitute such a breach.
• The market norm is for service credits to be the sole remedy if software vendors don't deliver. Alternatively, the SLA provides a "fix or refund" remedy where the vendor simply fixes the offending fault or, if unable to fix, refunds fees paid for unused services. Generally difficult to make a claim for any financial loss beyond this.
• If claiming service credits or a "fix or refund" is not the customer's sole remedy, can a breach of any contractual term be shown? Have reasonable skill and care obligations, commitments not to cause disruption to any of the customer's third-party systems or obligations to maintain specified information security standards been broken?
• Even if breach is proven, software vendors typically seek to exclude specific types of losses such as profit and revenue, include a financial cap on their liability and impose mitigation obligations on customers.
Termination
Major IT outages can cause customers to lose faith in the affected software or vendor (or both). Cancelling the whole agreement could be a drastic option.
Own Business Insurance
Alongside any potential remedies against the software vendor, do the customers have any relevant insurance policies which the customer can claim under?
Seeking compensation for a failed upgrade
While there are some remedies available in the Service Level Agreement (SLA) agreed by the software vendor for when things go wrong, there are also some challenges in trying to pursue them.
Knowing where you stand
The CrowdStrike incident has highlighted the importance for businesses of understanding the contractual terms in place with software vendors and what remedies might be available in the event of a major outage – even where the systems or services in question are not obviously part of that business's ‘core’ systems. Knowing how to act may be the difference between receiving some compensation and none at all!
• The ability to terminate a contract, even following a major IT outage, may be limited to specific termination rights stated in the contract. Generally, this is limited to matters such as a material breach by the software vendor. The customer would need to show which clause(s) were breached, the level of materiality and meet any process for termination (e.g. the contract may give the vendor a right to remedy).
• On a more practical point, if terminated how quickly can a new vendor be procured, will their software be as good or are their contract terms any better?
• The ability to claim will depend on the terms and coverage (including any exclusions) provided by specific policies. A wide range exist including for third-party losses arising from data breaches or security failures. However, claims typically need to follow a strict process e.g. set information submitted to the insurer within a specified time period. Being familiar with such requirements will be important to maintain a claim.
‘Software supply contracts often contain many pages of detailed terms and conditions. Various studies have shown that users often pay little attention to software terms and conditions on the basis that they are 'standard terms' used by the software industry; are often not negotiable and need to be accepted in order to gain the benefit of the software.’
by Ellis Shelton
When is a Target Ambitious Enough?
Ellis Shelton, Senior Policy Advisor,
Logistics UK responds to the Rail and Urban Transport Review
While in opposition, the Labour Party commissioned the Urban Transport Group to create the Rail and Urban Transport Review to give the then opposition party guidance and input from which to form its transport policy and strategy, ahead of the production of a General Election Manifesto. Its report has now been published, and makes some bold calls for development of the UK’s transport infrastructure, in particular the rail network, to ensure it is fit for purpose in the 21st century.
Led by Juergen Maier CBE, former CEO of Siemens, and supported by an expert panel from across the industry, the Review heard evidence from many industry experts including representatives from Logistics UK. Having identified the key role that transport can play in increasing productivity and connectivity, the Review proposes that the government creates a new bold national vision for transport, with an integrated Transport Strategy for England (TSE) supported by a framework for cross-border links to Scotland and Wales, with ferries to Northern Ireland and links with the Republic of Ireland and continental Europe.
The Review talks of the need for a coordinated approach to transport to be embedded across government departments and wider policy making, as Logistics UK laid out in its own pre-election Manifesto, in which the business group called for a minister with cross-government responsibility to consider the needs of the logistics sector. The review concurs, urging increased partnership with business and supporting the establishment of local supply chain capability.
For some time, Logistics UK has lobbied government to recognise the role that the
sector plays in driving economic growth, providing a joined-up solution which links outputs with the people and businesses which create them. The Review recognises this link, that transport is a key enabler of industrial growth and productivity and presses for a joined-up approach linking transport, land use planning, public health and other policy areas to ensure a cohesive solution to problems can be created as part of a new UK Industrial Strategy.
The Review recognises that there is a need for: ‘A clear strategy vision for transport infrastructure – national government should define a cross-sector, pan-UK vision for transport.’
In its submission to the call for evidence, Logistics UK urged a consistent approach to implementing the strategic and operational levels of the national and local planning system. This will ensure that the needs of the logistics industry, including its connectivity to the rail network and power supply, for example, are built into any development plans from the outset of any project, improving efficiency and easing the movement of goods from supplier to end user. Critical to any plan is the identification of areas where economic and housing development will be needed, so that investment can be in place to create and drive the necessary implementation and growth.
These plans have been included in the Review’s report – Logistics UK looks forward to watching their implementation in the coming months and years.
Central to the success of the recommendations of the Review is an overhaul of the rail network, to enable greater use of rail as a facilitator of freight. As Logistics UK outlined in its submission to the Review’s authors, logistics in the UK is a
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.
key contributor to the nation’s Gross Value Added (GVA), contributing £185 billion in 2022 compared with £160bn in 2021. And this sum was despite a challenging economic environment and limited business growth due to geopolitical tensions, new trade processes after Brexit, a financial recession after Covid, and new climate related requirements.
By their very nature, rail infrastructure projects can take significant lengths of time to create and implement, with clear direction needed from creation to completion to ensure that all parties concerned can be confident in the final delivery. To deliver the innovative, integrated infrastructure that the UK needs to thrive, Logistics UK has reiterated its call for a national logistics network, backed by reforms to planning and alignment to projects at a national, regional and local level.
This cannot be a stop-start process, but a longer-term strategy with budget allocated for the strategic expansion of rail networks to identify those routes that enhance connectivity, support economic growth and reduce congestion. According to the Chartered Institute of Logistics and Transport in the UK (CILT) electrification study, the UK needs just 800 miles of additional electrification to allow the electrical haulage of 95 per cent of rail freight.
A £100 million-per-year electrification strategy covering 40 route miles each year
NEWS IN BRIEF
LONDON TRAMS SEEKS BIDS FOR NEW FLEET DESIGN
The search for a manufacturer to design and build a new fleet of trams to replace the oldest ones operating on the London Trams network has begun, as Transport for London (TfL) has issued an Invitation to Tender (ITT). Four pre-qualified manufacturers, Alstom Transport UK Limited, Construcciones y Auxiliar de Ferrocarriles S.A (CAF), Hitachi Rail Limited and Stadler Rail Valencia S.A.U, can now proceed to the next stage of the formal procurement process with TfL to design and build the next generation of trams that will, subject to funding, start to be introduced in the late 2020s.
for 20 years is required to capitalise on this significant opportunity to assist the UK in meeting its decarbonisation and net-zero ambitions. However, this forward-thinking approach will require a change in attitude from government, to shift from a stop-start funding model to one with longer term ambition.
As we are all aware, rail has significant capacity and decarbonisation challenges to address in the coming years, but despite this, the industry has confirmed that with appropriate government support it will achieve increased rail freight movements by 2050. The government has set a growth target of 75 per cent by 2050 to support the transition of shifting freight from road to rail.
The authors of the Review believe that the growth target should be more ambitious and more challenging. If rail freight is to effect true modal shift and change behaviours in industry, as well as help the sector achieve its significant decarbonisation goals, the review argues that the government needs to be more ambitious.
Rail has a significant role to play in the decarbonisation of the logistics sector and the industry has stated its commitment to playing its part on the road to Net Zero. However, if the industry’s ambitions are
to become reality, it is vital that freight is considered alongside the needs of passenger operations, and not just added as a ‘nice to have’ as part of the package.
To ensure that ambition can become reality, it is important that all sectors of the process, from rail operators to land use planning, public health and other policy areas can be involved at every stage of the planning and delivery process, and all areas of business and government work together to meet industry’s commitment to the Climate Change Act. Rail freight must be part of the conversation from the outset, not a ‘bolt on’ once passenger plans have been created and implemented.
Logistics as an industry is ready and committed to playing its part in increasing productivity and reducing emissions, but cannot operate in a silo: to be effective, we must be part of the conversation with the new government and all those involved in implementing the findings of the Review from the outset, not added to the conversation as an afterthought once decisions have been made. The findings of the Review could change the way rail freight operates in this country and impact it could have on the country’s economic performance – our members stand ready to help make the findings a reality.
Recruiting more Women Drivers
South Western Railway (SWR) is committed to closing the gender gap in the rail industry with a new recruitment campaign aimed at increasing the number of women train drivers
Only eight per cent of SWR’s train drivers are women, in line with the national average. SWR is committed to increasing representation and will shortly be opening applications for vacancies in Farnham, Fratton, Waterloo and Weymouth.
To support the recruitment drive and to encourage women to consider a fulfilling career on the railway, SWR has released a new video, featuring three women drivers – Gemma, Yasel and Sally, who share their experiences, career journeys and personal and professional benefits of the role.
Gemma, who previously worked as a Guard and in the NHS, says that she finds the railway like no other place to work. Opportunities are also available to those without any previous rail experience. Yasel transitioned from a background in quality control and mechanics and says that train driving is a fulfilling career offering the flexibility to make it easier for her to plan family occasions, holidays and childcare.
Sally is one of eleven women train drivers based at Wimbledon depot and came to the railway after a career driving London buses. She was the first person to drive one of SWR’s new Arterio trains in service and has
recently become a Driver Instructor, training the next generation of drivers.
She says: ‘It’s more than just a job, it’s a career with lots of different opportunities. I’m now a Driver Instructor, which has been one of the most memorable accomplishments of my career so far.’
Fraser Dawson, SWR’s Recruitment Business Partner said: ‘Our people are our greatest asset, and we’re committed to fostering a more diverse and inclusive organisation, where everyone is recognised and represented. We want to encourage applications from all sections of the community. By opening doors to more women, we gain a wider talent pool, fresh perspectives and experience to help shape the industry for the future.
‘Our latest recruitment campaign showcases our inclusive, flexible workplace culture, the benefits and the development opportunities available – no matter where people are in their career journey. If you’ve ever wondered about working in rail, take the leap and join us on this exciting journey.’
No previous rail experience is necessary – SWR’s comprehensive training programme equips trainees with the skills, knowledge and practical experience to help them on
their training journey. Once accepted for training at SWR’s Basingstoke campus, candidates must complete various training milestones including a minimum of 225 hours of driving with a Driving Instructor. In total, trainees will go through 18 months of training before qualifying as drivers.
SWR also partners with industrywide programs including Routes into Rail, inspiring the next generation of rail professionals, and hosts a Women Drivers Network, providing access to networking opportunities and forums that advocate for the career development of women in the industry.
SWR will shortly be opening applications for their trainee train driver talent pools for Farnham, Fratton, Waterloo and Weymouth depots. These are sought after roles and the application process can close fairly quickly due to the volume of applications received.
Potential candidates should register for job alerts on the FirstGroup careers page: https://careers.firstgroup.co.uk/brand-swr to get immediate notification of when these and further talent pools for driver roles at other depots open.
Sir Peter Soulsby is City Mayor of Leicester, and Chair of Transport for the East Midlands (TfEM). TfEM brings together political leaders of the ten Local Transport Authorities in the East Midlands under the auspices of East Midlands Councils. TfEM exists to provide collective leadership on strategic transport issues for the East Midlands and to develop and agree strategic transport investment priorities.
Realising the Potential of Rail in the East Midlands
Sir Peter Soulsby, City Mayor of Leicester, and Chair of Transport for the East Midlands on the opportunity to improve rail services in the East Midlands region
The East Midlands is at a crossroads. Home to 4.9 million people and over 350,000 businesses, our region is a vital pillar of the UK economy. Yet, our rail network, a key enabler of economic growth and social mobility, remains underdeveloped.
Despite economic growth mirroring the UK average and population growth rivalling London, our rail services continue to lag behind. While inter-city journey improvements are on the horizon, our regional rail network is sparse, infrequent, unreliable, and therefore underused. The East Midlands is projected to experience the fastest UK population growth by 2028, yet it endures the lowest transport spending per capita of any UK region. Meeting the UK average transport funding per head would inject an additional £1.29 billion annually into our networks.
The East Midlands has the highest proportion of road-based commuting and the lowest rail travel share in the country. Our stations are the least used per capita in England. This dismal state does not reflect the dynamic growth and aspirations of our region. It doesn't have to be this way.
Our rail network holds immense untapped potential for growth. Evidence gathered by Transport for the East Midlands points to a significant opportunity to transform rail services in the East Midlands, benefiting not only our region but the entire country.
‘The
East Midlands is projected to experience the fastest UK population growth by 2028, yet it endures the lowest transport spending per capita of any UK region. Meeting the UK average transport funding per head would inject an additional £1.29 billion annually into our networks.’
Midland Mainline Electrification
The Midland Main Line (MML) is the backbone of the East Midlands rail network, connecting major towns and cities including Leicester, Derby, Nottingham and Chesterfield with both London and Sheffield. Despite its importance, inter-city services still rely on diesel-only powered trains, unlike the fully electrified East and West Coast Main Lines. While electrification has reached parts of the southern route, extending this to the entire line is crucial for decarbonisation, improving air quality and reducing running costs. It will also support plans for major growth and regeneration around our stations. Strategically, the MML, has high levels of usage and line speeds, making electrification the most viable option for sustainable, reliable and modern rail services in our region.
The full electrification of the MML has faced numerous setbacks, with plans delayed in 2009, paused in 2015 and cancelled in 2017. However, the Government revived the project in 2021, proposing electrification of the 86 miles (139 kilometre) stretch to Nottingham and Sheffield. This plan includes overhead electrification, increased power supply, route clearance, asset immunisation, and pantograph transitioning sites. The existing electrified section between London St Pancras and Bedford, completed in the 1980s, is also being upgraded to handle speeds of up to 125mph (200kph). These enhancements are essential to ensure the future resilience and performance of the MML.
Full electrification also promises benefits far beyond its corridor, serving as a catalyst for the entire UK rail network. By advancing innovation on a large scale, the project can lower UK electrification unit costs, enhancing value for money and affordability for future electrification initiatives nationwide. Major projects like MML electrification foster innovative techniques and skills, such as the voltage-controlled clearance, avoiding the costly demolition of Victorian bridges and tunnels. However, stop-start uncertainty and inefficient slow delivery hinder these advancements.
Electrifying rail freight alongside passenger services would unlock maximum carbon emission savings and efficiency. Currently, 96 per cent of UK freight trains run on diesel, but shifting freight from road to rail can reduce emissions by up to 76 per cent.
Regional Rail in the East Midlands
The East Midlands stands on the brink of a transformative opportunity to enhance regional rail services, making rail a viable alternative to cars, benefiting businesses, communities, the rail industry, and the nation as a whole. Yet, we are starting from a very low base.
Currently, the East Midlands rail network is sparse, with only 108 stations serving nearly five million people, resulting in the lowest proportion of residents living within a five minute drive of a station in England. Many journeys between towns and cities are slow and often require changing trains, with three-quarters of trips between the 30 largest towns involving an interchange. For instance, journeys between Worksop and Chesterfield or Mansfield and Newark are few, despite their proximity. Some major towns, like Coalville, Louth, and Swadlincote, lack passenger rail services entirely.
The infrequency of services further hampers the network, with around 75 per cent of stations served by one train per hour or less, and service levels drop further on Sundays. Only four stations within twelve miles (20 kilometres) of Nottingham have two or more trains per hour. Additionally, reliability is a significant issue, as fewer than 75 per cent of trains arrived on time
NEWS IN BRIEF
FIRST TRU ELECTRIC TRAINS COMPLETE TEST RUNS
The first electric trains have successfully completed test runs along the recently electrified section of railway between York and Church Fenton as part of the Transpennine Route Upgrade (TRU). The milestone follows the completion of upgrade work between Church Fenton and Colton Junction – where trains from Leeds join the East Coast Main Line towards York – in July, when the newly installed overhead line equipment was energised for the first time. This is one of the busiest stretches of railway in the north, with over 100 trains passing through each day.
in 2022/23, eroding public confidence in the network.
Moreover, the East Midlands has been consistently underfunded. Treasury statistics reveal that for the past 25 years, the region has received the lowest per capita spend on all transport, including rail, of any UK region or nation. In 2022-23, East Midlands Railway received less net-subsidy per passenger kilometre than the GB average, and significantly less compared to West Midlands Trains or SouthEastern.
The 2021-22 statistics show that the East Midlands received just four per cent of the national rail spend despite having eight per cent of the national population. If funded at the English average, the region would have had £965 million to invest in its rail network in 2021-22.
Looking to the future
These challenges underscore the urgent need for a clear and comprehensive rail strategy to unlock the potential of the East Midlands and ensure it is no longer left behind.
We need a robust strategy to develop a competitive regional rail offering that aligns with current lifestyles. This includes expanding services to the levels outlined in the 2019 East Midlands Franchise Agreement, improving rolling stock,
setting higher performance standards, and ensuring their delivery while growing services. Additionally, the East Midlands must have a voice in the new Great British Railways to advocate for our specific needs and priorities.
The East Midlands rail network is at a critical juncture. Despite its pivotal role in connecting our major towns and cities, the region suffers from sparse, infrequent, and unreliable services, compounded by decades of underfunding. The revival of full electrification plans for the Midland Main Line offers a beacon of hope, promising not only regional but national benefits. By committing to a clear, comprehensive rail strategy, we can transform the East Midlands into a model of modern rail efficiency, unlocking economic growth, reducing carbon emissions, and enhancing quality of life. This opportunity to invest in our rail system must be seized, ensuring the East Midlands can fully realise its potential and contribute to a more connected, sustainable future for the UK.
The time for action is now. The East Midlands' rail future must be secure, efficient, and progressive, reflecting our region's growth and potential. National commitment to this vision will not only drive regional prosperity but also bolster the UK economy.
Andrew Hall is Chief Inspector of Rail Accidents at the Rail Accident Investigation Branch. Andrew has been with the Branch since its inception in 2004, was Deputy Chief Inspector from 2015 and was appointed Chief Inspector in 2022.
Learning the Lessons from Accidents
Andrew Hall, Chief Inspector of Rail Accidents at the Rail Accident Investigation Branch with RAIB’s review of 2023
The RAIB investigates railway accidents independently of the industry, its regulator (ORR) and the police. We do this solely to learn lessons to improve safety; not to assign blame or liability. At the end of each investigation, we publish a report which includes the safety learning in the form of recommendations and learning points.
As well as reports on specific investigations, RAIB publishes an Annual Report summarising our activities for each calendar year. The report covering 2023 was published in May this year.
2023 was statistically a fairly typical year for RAIB. 433 incidents were reported to us by the industry and 51 of those were looked into further to determine if an investigation by us was necessary. Those 51 preliminary examinations led to 13 investigations, four safety digests, eight letters to coroners, one letter to industry and eleven industry reviews, with 14 needing no further action.
Our Annual Report also lists the themes that have featured prominently in our investigations during the year concerned. Six main themes ran through our investigative activity in 2023: these were the safety of track workers; the safety of people getting on and off trains; the management of low adhesion; overspeeding; understanding the integrity of assets and possible loss of corporate memory.
It is worth highlighting some of these areas in more detail.
Managing the risk at the platform edge
In 2023, RAIB investigated platform-train incidents on a heritage railway, a tram
‘Train and tram travel in the UK remains statistically very safe. As the accidents and incidents referred to in the RAIB 2023 Annual Report demonstrate, that does not in itself provide immunity from things going wrong. Maintaining safety requires continuous learning and eternal vigilance.’
network and on London Underground. However, the main line network is not immune; recently, there was a very serious trap and drag incident at the main line station at Enfield.
The recently published report into two incidents on London Underground (report 06/2024) describes many elements common to mainline and tramway platform-train interface incidents. In February 2023, a centenarian passenger’s coat became trapped in the doors of a northbound Northern line train at Archway station.
As the train departed, the passenger was dragged for approximately two metres, until their coat came free from the door.
The passenger and their companion both fell to the ground during the accident, with the passenger sustaining a serious injury. The train stopped after it had travelled for about 20 metres. In April, a second passenger’s coat became trapped in the doors of a southbound Northern line train at Chalk Farm station. This passenger was dragged for just under 20 metres, until their coat became free of the doors. The passenger fell onto the platform during the accident and sustained minor injuries. The train did not stop and continued its journey.
The safety of people getting on and off trains was also a theme in the 2022 Annual Report which listed some broad lessons that can be drawn from platform-train interface accidents over the years. The 2023 report repeated these both because our investigations of 2023 reinforced them further and because they apply to all types of railway and tramway.
These lessons are that:
• Those responsible for dispatching trains or trams need sufficient support, equipment (including the ability to stop the train directly themselves) and training.
• Train or tram door interlocks cannot be relied upon in all cases; a thorough final visual check (via CCTV in some cases) is vital.
• Operating companies must continue to educate passengers, particularly that train and tram doors do not behave like lift doors, a commonly held misconception.
• Platform-to-train gaps should be minimised, not just at the doorways but along the length of the vehicles.
• Ever-improving obstacle detection technology should be pursued.
• Risk should be assessed, and consequent spending decisions made, at individual platforms and not aggregated over many, in an area or on a particular line.
Understanding the integrity of assets
The 2022 Annual Report referred to the management of bad weather, particularly in the context of the tragic Carmont accident. The causes of that accident also include the associated issue of understanding the integrity of assets that are subject to our changing climate.
The investigation of a train travelling over a track washout at Haddiscoe (report 07/2023) found issues related to both weather management and understanding asset integrity, in this case the assets of a third party.
At about 07:45 hrs on Sunday 30 January 2022, a passenger train, which was travelling from Norwich to Lowestoft, ran onto a washed-out section of track between Reedham and Haddiscoe stations. The train, which was crewed by a driver and a guard,
NEWS IN BRIEF
LAST MONTH IN BRIEF
Alpha Trains, the largest private rolling stock lessor in Continental Europe, announced the expansion of its fleet by up to 70 Vectron locomotives. East Midlands Railway (EMR) shared a first look at the interiors of their new £400 million Aurora fleet. The Hitachi built bi-mode trains will be introduced during 2025 and throughout 2026.
GB Railfreight (GBRf) opened a new maintenance facility in Tonbridge. Freightliner launched a market first ECO90 booking service allowing customers to choose a carbon reduced option for individual container rail movements.
Following nominations and elections, Ruth Cadbury MP was elected Chair of the Transport Committee for the 2024 Parliament. Amey has successfully won further work on the Transpennine Route Upgrade West Alliance (TRUWest) project, securing £800 million of work from the £2 billion contract award. The next phase of the TRUWest project will cover a range of multi-disciplinary railway upgrades between Huddersfield and Leeds.
A private sector consortium commissioned by the Mayors of Greater Manchester and the West Midlands which includes Arcadis, Addleshaw Goddard, EY, Dragados, Mace and Skanska shared a proposal to connect the Midlands with Northern towns and cities by constructing a new 50-mile (80 kilometres) rail line – the MidlandsNorthwest Rail Link (MNWRL).
Plans have been revealed for a brand-new tramway from Cardiff Central railway station to Cardiff Bay, connecting the two directly by rail for the first time. More images have been released showing the Transpennine Route Upgrade (TRU) changes coming to the railway and stations between Stalybridge tunnel and Diggle (Saddleworth). The public consultation on this area of the route is now open and will close on 25 October 2024.
Alstom is to introduce a new sectorleading maternity and adoption policy for staff in the UK. The enhanced policy offers employees on maternity and adoption leave full pay for up to twelve months.
was carrying five passengers. The driver had seen that the track was flooded ahead of the train and so brought it to a stand. Once the train had stopped, the driver noticed that the ballast was washing away under the train. While preparing to drive back towards Reedham, the situation worsened and a section of ballast washed away, leaving a large void under the track on which the train was standing.
As the driver moved the train it started to lean over. The driver therefore made the decision that it was too dangerous to continue moving the train, and they and the guard evacuated the five passengers.
RAIB’s investigation found that unusually high water levels existed on the day of the incident due to a combination of tidal surge and tidal locking.
Localised low spots in the flood defences next to the track concerned then allowed this water to enter the railway. The train involved was not prevented from entering the flooded section of track because Network Rail was not aware that water was entering the railway at this location. RAIB also found that Network Rail’s flood risk management processes were not effective at warning that the track at Haddiscoe was at serious risk of flooding. Underlying factors were that the Environment Agency’s management of flooding risk in the area did not, and was not required to, account for the impact of localised flooding on the railway. In addition, Network Rail was not effectively managing the risks to its assets and services associated with third party flood defences.
At around 18:40 hrs on Friday 10 February 2023, the 17:34 hrs Great Western Railway service from London Paddington to Hereford struck some brick rubble on the single line at Yarnton, between Oxford and Charlbury (report 01/2024). This had fallen onto the track from a failed wing wall adjacent to the line, and which formed part of a bridge carrying a local road over the railway.
The train was travelling at around 58 mph (93 kph) when the collision occurred and sustained damage but did not derail. There were no injuries to the traincrew or passengers on the service. The wing wall, which included a hidden defect, was known to be in poor condition and collapsed when it was no longer able to carry the load imposed by the embankment it was supporting. Action had not been taken to address risks associated with the wing wall’s deteriorating condition because effective control measures had not been put in place. Our recommendations included the need to improve the process of evaluating defects and improve asset knowledge of wing walls.
These two asset-related accidents illustrate some of the difficulties Network Rail faces in understanding asset condition. The age and often undocumented history of its own assets and the fact that some thirdparty assets can affect the railway only add to these difficulties.
However, the understanding of asset integrity is crucial in the face of a changing climate.
With respect to third parties, the solutions must lie around integrated approaches: integration of flood risk with weather management strategies, and improved interaction between Network Rail and third-party agencies responsible for infrastructure that is crucial to the protection or safety of the railway.
Managing known risks
We did not include level crossings as a theme in the 2023 Annual Report, however, we did publish one level crossing accident report into a near miss with multiple pedestrians at Farnborough North (report 04/2023).
At the time of publication of that report, I wrote: ‘Behind the incident was an issue of the type RAIB has seen before. Historically the railway knew of the risks at this crossing and ongoing efforts were being made to replace it with a footbridge. This was proving time consuming and difficult, as is sometimes the case when planning decisions are involved.
‘In the meantime, additional warning lights were installed, and a crossing attendant was provided to remotely control electromagnetic locks on the gates, thereby reducing risk. However, a known residual risk was that the crossing’s users might not respond correctly when the audible alarm and warning lights were activated by an approaching train. In this case people held open the gates for each other as the train approached, meaning the attempted application of the gate locks by the attendant had no effect.
‘If a known level of residual risk is allowed to persist for a long time, the chances of it manifesting itself as an accident or serious incident will inevitably rise. This is what happened at Farnborough North and is why the incident holds a powerful lesson.’
This point is not unique to Farnborough North or level crossing incidents. It can be seen over the years in many circumstances and in many organisations. The railway knows virtually all the risks and usually has a good idea of the levels, but sometimes struggles to address them sufficiently, before being caught out by the risk manifesting itself as a significant event.
It is important to continually re-evaluate residual risk when circumstances change, including an extension of the time the risk is intended to exist. The fact that a residual risk is low does not alter the fact that the longer it is allowed to exist, the more likely it is to manifest itself as an accident or incident of the kind with which RAIB becomes involved.
Train and tram travel in the UK remains statistically very safe. As the accidents and incidents referred to in the RAIB 2023 Annual Report demonstrate, that does not in itself provide immunity from things going wrong. Maintaining safety requires continuous learning and eternal vigilance.
Laura Wright is an international rail strategy and policy specialist. Having started her career in Westminster, she marries her political and rail policy expertise to support transport organisations to devise, implement and position their strategy. In addition to clients in infrastructure and freight in the UK, she has recently worked on regulatory projects in Finland and France and is building opportunities in Argentina as they go through their own rail reform process.
Balancing Public and Private
Laura Wright, an international rail strategy specialist, examines the complexities of Labour's rail renationalisation plans
Anew Labour Government has hit the ground running. Two railway bills were announced in the King’s Speech and renationalisation of passenger services will start as early as next year. It’s all change, and there is a strong narrative of public ownership being the key to improving passenger experience.
In many ways clear policy action and a sense of direction is helpful. Over the last five years the industry has felt very much in limbo. The Williams-Shapps review took a long time to report and even longer to progress, and much of the work Great British Railways Transition Team (GBRTT) were progressing stalled during the preelection period.
Making up for lost time the second reading of the Passenger Railway Services (Public Ownership) Bill went through second reading in July. Tweeting from a delayed publicly owned service on publicly run tracks, the Secretary of State decried the state of the railways on her way to the second reading. Things are suddenly moving fast.
Pre-Brexit, when I used to work in Brussels lobbying on EU rail legislation, I would be at events around Europe singing the praises of private sector involvement in our railways. High passenger growth, comparatively good punctuality and satisfaction and significant investment in freight. Looking back at the Rail Delivery Group’s What Makes Britain’s Railways Great? publication from 2018 it highlighted the benefits of a liberalised railway.
These included a doubling of passenger numbers, the biggest modal shift in favour of rail in Europe, second highest passenger satisfaction in Europe, the lowest level of contract subsidy per kilometre in Europe and a significant operating surplus.
This was achieved despite franchise micromanagement and a failure to tackle difficult topics such as fares and subsidies.
The European Commission would often hold us up as an example of how a competitive, vertically separated market could improve railways for the benefit of passengers and freight users.
Post-Brexit, post-pandemic many of these benefits were less evident. Passenger numbers collapsed as people worked from home and government subsidies inevitably rocketed. Franchises were turned into management contracts – so effectively a publicly run, if not owned service – and the number of DfT, Transport Scotland or Transport for Wales owned ‘franchises’ increased to seven. The public are bemoaning expensive, delayed services with complex ticketing.
However, the private sector can still be seen to be working well, even with the collapse of franchising, in freight, open access, third-party ticketing and the supply chain.
The freight sector has attracted £3 billion of private investment in the last 25 years, building terminals, improving environmental standards of rolling stock and employing people in high-quality jobs around the country. For example, it is estimated that the Northampton Strategic Rail Freight Interchange (SRFI) due to be opened in 2024 and delivered with private investment could create as many as 7,000 local jobs.
Rail freight will remain privatised under Labour reforms but will need to be treated fairly in a vertically integrated system and provided with certainty and high-quality paths. Evidence in European countries which have closer working of passenger services and track shows that freight can suffer
‘Renationalisation will not be as simple as just not renewing management contracts with private passenger operators. Labour will have to walk the tightrope of protecting and incentivising the privately owned elements of the rail industry if passengers and freight users are to continue to experience their benefits.’
and become a poor relation of passenger services on the track. A disincentivised rail freight sector will have negative impacts on everything from the food in the supermarket to progress towards Net Zero. Open access operators, which have been particularly successful on the East Coast Main Line, have helped reduce ticket prices, provide choice, often have the highest satisfaction scores and are a catalyst for innovation across their competitors. Open access will remain under Labour’s plans but, as with freight, will need to be treated fairly and have the ability to expand to thrive. Around Europe open access is driving modal shift and expanding; we must not fall behind.
Third-party ticketing has helped passengers navigate our complex fares system with split ticketing options and have invested heavily in advertising using private money to grow the sector. Centralisation, even as an unintended consequence of renationalisation, could reduce the incentive of independent rail retailers to innovate and promote services. Whilst some see the private interest in ticketing as taking a bigger slice of the pie, there is a potentially bigger gain with more passengers enticed to rail and therefore a bigger pie.
In the supply chain, private investment of £4.5 billion was made in rolling stock between 2016 and 2022 and suppliers across infrastructure have been recognised for their innovation.
While there is no threat of public ownership of any element of the supply chain, Labour will need to keep looking outwards and providing the supply chain with a clear and reliable pipeline of work to ensure investment, innovation and lower costs.
Renationalisation will not be as simple as just not renewing management contracts with private passenger operators. Labour will have to walk the tightrope of protecting and incentivising the privately owned
NEWS IN BRIEF
HOW TO SPOT VULNERABLE PEOPLE ON THE RAILWAY
Employees working for Northern are being given special training to help protect the rising number of vulnerable people using the railway. The train operator’s conductors, customer service and station staff interact with tens of millions of passengers a year – among which will be people subject to abuse, addiction and intimidation as well as a range of mental heath issues. Having the confidence to act when they spot something ‘not quite right’ requires the right skills and a knowledge of the best ‘next steps’ to help the person in need. The training forms part of Northern’s membership of the Safeguarding on Rail Scheme (SRS). It is delivered by the charity ‘Railway Children’, whose work focusses on identifying individuals at risk and helping with early forms of intervention.
elements of the rail industry if passengers and freight users are to continue to experience their benefits. Specifically, fair treatment of open access and freight with opportunities to have high-quality paths, fair agreements and competition with thirdparty retailers (for example parity with operators on ability to directly refund delay repay) and a supply chain with a reliable pipeline of work.
Labour will also have to manage the transition well. The private sector does not just disappear from passenger operations on the day the Passenger Railway Services (Public Ownership) Bill gains royal assent. There will be a long period of transition as the Department for Transport waits for the management contracts to expire prior to bringing services ‘in house’. Over potentially eight years, without the incentive to go any further beyond the contract than necessary, owning groups may look away to the greener grass in the increasingly liberalised European market to the detriment of domestic services.
Even if managed well, will renationalisation of passenger services improve passengers’ gripes?
Perhaps delays can be fixed. Greater vertical integration, through ownership, may mean better aligned incentives and collaborative working in perturbation.
This may be enhanced by integrated longterm planning and the ability to simplify contracts and agreements. But the cultural issues around operations and siloed working in large organisations are not just solved by being publicly owned. Ownership is not a culture.
Ownership will not fix high fares – whilst some costs may come down this doesn’t necessarily translate into lower prices. Public ownership alone does not determine taxpayer versus fare payer contribution and certainly does not simplify the plethora of fares and tickets. Ownership is not a policy on fares and ticketing.
Publicly owned may mean less ‘extraction’ from the industry without the relatively meagre returns on management contracts not exiting to owning groups. However, this money may soon be eaten up in marketing, innovation and lack of competition helping to drive down costs. Ownership does not necessarily mean better value.
Nonetheless public ownership with a positive culture, bold policies, simpler structures, certainty for investors and fairness for private parties can be a success. It is possible that the best of public and private can still be balanced. It will be a challenge but one to which I am hopeful that an ambitious Secretary of State and a strong industry can rise.
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Jonathan Edwards has extensive experience working with infrastructure organisations on major transport projects across aviation, highways and rail. He has previously worked on some of the UK's largest and most complex programmes, such as the Heathrow West expansion proposal, Civil Aviation Authority, Stansted Airport, Future Cities Catapult, Transport for London and HS2.
Fast Tracking Rail Reform at the Heart of the New Government
Jonathan Edwards, Market Development Lead at GHD, explains why action cannot wait and why renewed collaboration and investment are vital to revitalising the railways and delivering lasting economic and community benefits
The new government has created renewed optimism across the rail sector. Rail reform was a long standing pledge at the heart of Labour’s election manifesto, and the party has taken immediate steps to uphold this commitment during its first weeks of governance.
Plans are confirmed to ‘renationalise’ Britain's rail services and were set out in two separate bills in the King's Speech, a public ownership bill and more complex legislation to establish Great British Railways, a new public body in charge of Britain's railway services and infrastructure.
While renationalisation has caused the biggest headlines, the King's Speech also prioritised a High Speed Rail Bill, designed to give powers to build new rail infrastructure across northern England.
Rail reform heading on the right track
Unsurprisingly, the industry has welcomed renewed rail commitments under the newly elected Labour government. Fresh impetus and serious commitment was urgently needed to get the rail sector back on track, to give the sector confidence in change, and to begin the radical reforms needed to meet modern Britain’s needs. Long beleaguered by issues ranging from ageing infrastructure to industrial action, years ago was the time for change, now is the time for action.
The new Transport Secretary, Louise Haigh, and Labour have immediately begun
to put the building blocks in place to turn their pledges into reality.
Despite the optimism pouring out of the sector, it is essential to issue a note of caution for our clients and partners. Bringing rail services under public ownership will be long and arduous, requiring long term strategy and coherent vision over years.
Moreover, revitalising rail services in regions across the UK – especially outside London – will require a huge amount of collaboration among local authorities and relevant stakeholders. Labour's commitment to devolving power to local mayors and councils is a key part of the puzzle. Yet, as with many of these pledges, more detail on policies is essential to understand how Labour intends to turn political vision into action.
There remain very real challenges yet to be addressed, like how will Labour manage minimum service levels regulations for rail, review ticket pricing and structure, and fund the delivery of a low-emission rail network that the UK’s net-zero commitment hinges upon.
Connecting communities
Through our connected, global network of rail professionals, GHD is a trusted partner to key partners across the sector. We support rail operators, railway managers, suppliers, contractors, and government regulators to deliver an array of services –
‘Long beleaguered by issues ranging from ageing infrastructure to industrial action, years ago was the time for change, now is the time for action.’
from project design to asset management to engineering solutions.
More recently, our team has been supporting critical sections of Network Rail’s Major Earthwork Management Strategy, leveraging GHD’s Digital Twin technology, to seamlessly integrate diverse data sources into one unified platform. The collaborative low-cost, high-speed, solution provides a full spectrum of infrastructure asset information. By producing a total visual record of the earthwork and surroundings, the comprehensive virtual replica of the physical asset minimises interruption to rail services, enabling Network Rail to identify, prioritise and implement maintenance across the railway without the need for onsite inspection.
Here in the UK, we work closely with our clients to deliver a modern, integrated transport network that improves the movement of people and goods and provides lasting community benefits.
Our new CROSSROADS study, a researchbacked exploration of generational equity through an infrastructure lens, highlights the need for further investment in public transportation services. In the survey of more than 10,000 people, the research found that people across generations demanded more accessible, affordable, and efficient transport—with three-quarters of respondents (74 per cent) stating they would use public services more often if they were reliable and cost-effective.
Looking ahead to the future of rail
The new government has made bold strides across rail and transport. The unofficial mantra to 'get Britain building' has been driven by a legislative agenda underpinned by planning reform, increased investment, and cutting red tape, which has hindered rail infrastructure projects for far too long. These pledges will pave the way for economic growth, encouraging communities to flourish by connecting regions and communities up and down the UK.
The first 100 days, however, are critical to keeping the momentum going across the rail and transport sectors more broadly. Transport Secretary, Louise Haigh, has said she intends for the Department of Transport to ‘move fast and fix things’ and this government must now be steadfast in its commitments to the public and be bold and brave in shaping a better, brighter future for UK rail.
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Grant is Chair of the Fen Line Users Association, the rail user group for the line between Cambridge and King’s Lynn.
Rail Reform Needs Independence from Whitehall
John
Grant, Chair of the Fen Line Users Association proposes a future where Great British Railways operates with true independence
Last time Labour gained power in a landslide they gave the Bank of England its independence. The new administration needs to do something similar with the railways.
Since the Williams Report was submitted to the Department for Transport, half a decade ago, it seems there has been a tussle between those who recognise that reform is necessary and those in Whitehall who want to continue playing with their train set.
A draft Rail Reform Bill to form the Integrated Rail Board (IRB) – not Great British Rail (GBR) as proposed by Williams – was eventually published in February this year. It was nowhere near radical enough to fix the problems that Williams (and many in the industry) identified in 2018; in particular, it would have allowed government to continue the micromanagement that has been the main cause of so many problems, with too many decisions needing permission to be sought from DfT or the Treasury.
This has been recognised as contributing to the problems with the May 2018 timetable, with the people who realised it wouldn’t work being unable to do anything to rectify the situation. More generally, when we (as a rail user group) have made a request or suggestion for an improvement to the service the usual response has been they’d like to do it but DfT, or the Treasury, won’t allow it. The draft Bill appeared to perpetuate that situation.
It also constrained the IRB’s options regarding train operation, with much of the structure of the franchising system being retained. GBR needs to have the freedom to organise train operation in the most efficient way, and to choose which functions to outsource (and on what terms) and which to retain in-house. Indeed, it needs to be run in the same way as a public company but with a fiduciary duty to taxpayers and the travelling public instead of to shareholders.
The legislation that sets GBR up needs to make its aims clear and include criteria against which its performance can be judged – another area in which the IRB legislation’s draft was lacking. While a single figure, such as the Bank of England’s two per cent inflation target, would probably not be useful, there must at least be some guidance, similar to a company’s articles of association, as to what GBR’s management’s priorities should be.
Those priorities must include investment for the long term rather than building the cheapest ‘minimum viable product’ and then a few years later either incurring more expense (and disruption) to upgrade it or having to live with issues such as overcrowding.
As part of its scrutiny of the draft Bill, the Transport Committee asked for lessons from the past. One cautionary tale we suggested is of the Strategic Rail Authority (SRA), which existed for a few years at the beginning of this century to ‘put the railways at the centre of an integrated transport
system’. In the event, its main function was awarding passenger rail franchises and monitoring their performance. Although it produced several strategy documents setting out its own objectives and how it was going to manage things, the SRA failed to set out who the railways were supposed to serve, what their short and long term objectives were, or how they fitted into an ‘integrated transport system’.
I played a small part in a more positive example from the time of British Rail. In the late 1980s they began modernising the signalling system by commissioning the design of, and then installing, Integrated Electronic Control Centres (IECCs). (Incidentally, both design and construction were procured from the private sector; my company provided the data communications linking the different subsystems.) IECCs were a standard system, with a common set of spare parts; signallers and technicians were able to move between locations with a minimum of retraining. The technology was (and in many ways still is) state-of-the-art, with video displays at the signallers’ work stations and automatic routing of timetabled services.
In the early 1990s I was discussing with them a project to upgrade signalling on the West Coast Main Line, including a number of IECCs linked together so that if one signalling centre had to be evacuated another could take over control. However, it was cancelled when the railways were privatised; thereafter, resignalling projects used a variety of different systems, choosing the ‘minimum viable’ solution for each location.
But what of the future? The new administration has started well by introducing the snappily-titled Passenger Railway Services (Public Ownership) Bill to remove the requirement to relet franchises as they expire, so they can instead be passed over to GBR. This will provide an opportunity to integrate operations in a way that makes life easier for passengers. For instance, on our line some stations are operated by Great Northern and some by Greater Anglia; they have incompatible ticketing systems so contactless payment can’t be used. Cambridge station is operated by Greater Anglia but decisions on platform changes are made by Network Rail’s signallers, sometimes resulting in a last-minute stampede. Fixing these issues will need more than simply nationalising the operators.
The other Bill mentioned in the King’s Speech is the Rail Reform Bill, which will create GBR. This will be a more complex piece of legislation so it is understandable that it is taking longer to draft. It has the same name as the previous administration’s draft, but we can hope that if it is based on that it will take into account the evidence submitted to the Transport Committee. Alternatively, it could be based on Labour’s Plan for Rail published in April this year. Either way, the long-term objective must be defined and GBR must be given the space to implement it without interference.
Rail Industry Prepares for Public Sector Transition
Chris Simms, partner at Burges Salmon examines the implications of the new Passenger Railway Services Bill and its potential impact on the UK rail industry over the next five years
The introduction into parliament of the Passenger Railway Services (Public Ownership) Bill on 18 July 2024 signalled the beginning of the end for passenger rail franchising in the United Kingdom, after more than 25 years.
The Bill goes further than many in the industry expected, not simply allowing for public sector operators but preventing (except in a very narrow range of circumstances) there being private sector operators of designated passenger services. As the Bill now progresses through Parliament, it is worth considering its likely effect on the industry over the next five years, and the challenges government is likely to face in implementing the Bill.
As widely expected, the Bill repeals section 25 of the Railways Act 1993, which currently prevents public sector bodies from being ‘franchisees’ as defined in that Act. The Bill goes further, however, providing in an amended section 30 that the Secretary of State has a duty, where a ‘franchise agreement’ comes to an end to provide, or secure the provision of, those same services by making a direct award to a public sector company.
The only exception to this duty is where the Secretary of State is satisfied that it will not be reasonably practicable to provide the services via a public sector operator when the existing agreement comes to an end – in which case, the Secretary of State can enter into a new agreement with a private sector
entity, or extend the existing agreement, in each case for a maximum period of two years.
This amounts to a complete reversal of the status quo – creating a presumption of a public sector operator where previously there was a requirement to appoint one from the private sector, unless as a last resort.
It is notable also that the duty to appoint a public sector operator applies where a franchise agreement ‘is terminated or otherwise comes to an end’. Importantly, terminating national rail contracts at the end of their core terms (or, at least, prior to the end of their extended terms) will allow the government to bring all of the franchised train operators back into the public sector within the term of this parliament.
This Bill does not deal with wider reform of the rail sector (including in relation to the setting up of Great British Railways, and efforts to vertically integrate the industry), with a further bill expected in a future parliamentary session to bring about these changes.
Effect on industry
It is clear from the above that the rail industry will undergo a period of significant change over the next five years, with the running of rail operators gradually passing from private sector operators to public sector operators. The current understanding is that the running of rail operators will be taken over by DfT OLR Holdings Limited (DOHL), which will need to grow
‘The most obvious challenge facing government in implementing the Bill is the sequencing, and resourcing, of the process of DOHL taking over the operation of the current franchised passenger operators.’
significantly in order to accommodate the management of ten new train operators, in addition to the four it already runs.
It is anticipated that, once Great British Railways has been set up, management of the train operating companies will pass to that organisation – though integrating the management of infrastructure and operations in one organisation will be a highly complex exercise, and will likely take some time to complete.
As the public sector grows, private sector operators will hand back control, with the government’s impact assessment for the Bill indicating it thinks this transition will have been completed by October 2027. Once complete (assuming the power to extend or award short term franchises where it is not reasonably practical to do otherwise is not used), only open access operators, freight operators and operators operating concessions in areas exempt from the Railways Act 1993’s regime will be in private hands, with all other services being operated by the public sector.
It is likely that each transition from private to public sector operator will take around three months to complete, and the government have indicated that transferring ‘one operator’s services every few months should be achievable while mitigating the risks involved’. Transfers can be resource intensive on both sides, so it will be important to ensure that operational and financial performance of the operators is maintained during this period of change. Operators and government will also need to work closely with the wider supply chain (in particular the ROSCOs) to ensure that each transfer is as smooth as possible.
Challenges
The most obvious challenge facing government in implementing the Bill is the sequencing, and resourcing, of the process of DOHL taking over the operation of the
Chris Simms is a partner in the Rail team at independent UK law firm Burges Salmon
NEWS IN BRIEF
RAIL DIRECTOR JOINS
ROYAL ACADEMY
Network Rail Wales and Borders route director Nick Millington has been elected to the Fellowship of the Royal Academy of Engineering. The new Fellows will be formally admitted to the Academy at a special ceremony in London on 27 November, when each Fellow will sign the roll book. The group consists of 60 Fellows, six International Fellows and five Honorary Fellows, each of whom has made exceptional contributions to their own sector, pioneering new innovations, leading progress in business or academia, providing high- level advice to government, or promoting wider understanding of engineering and technology.
current franchised passenger operators. As things currently stand, the core terms of two National Rail Contracts expire in September 2024 (by which time – on its current trajectory – the Bill will only just have received royal assent). The core periods of a further three National Rail Contracts expire in a four-month period in 2025, whilst two others (South Western Railway and c2c) have final expiry dates in that same period. If the government wanted to nationalise all operators as their core period expired, it would therefore have to run seven ‘mobilisation’ processes for new DOHL operators in a period of just under a year, with up to four running consecutively at any one time. It is likely therefore that some compromise will be necessary – particularly if the statement in the government’s impact assessment that transferring one operator every few months is achievable is to be the basis of the timetable. How, and in what order, operators are selected will be key to ensuring the success of any programme.
Another key challenge for government will be to ensure that the activity related to transferring operators into the public sector does not detract from the day-to-day safety, operational and financial performance of those operators. Mobilisation projects, as well as being resource intensive, often involve changes in the senior management
of an operator and can also involve a change of supplier for back office and other key services. These changes have the potential to be disruptive to delivery of services if not managed carefully, and the outgoing and incoming operators will need to work closely together to ensure a smooth transition.
Finally, from the government’s perspective it will be vital that the nationalisation of the operators provides some tangible benefit to the rail network during this parliament. The government’s impact assessment estimates a financial saving, as a result of bringing the operators into the public sector as soon as possible, of around £737 million over a ten-year period. Other identified non-financial benefits include ‘benefits to passengers as a result of public operators taking decisions considering wider objectives, rather than solely on commercial viability’ and other ‘savings for government’.
These benefits are unlikely to be visible to passengers on the network, so it will likely be important to government to ensure that some passenger-facing improvements are delivered quickly. This may include initiatives such as the roll-out of pay as you go ticketing more widely, and other ticketing reforms – which have long been promised by government but are yet to be delivered in a wide-spread fashion.
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Bradley Martin is a partner specialising in public procurement law at UK and Ireland law firm Browne Jacobson. His public procurement expertise involves advising on the full suite of procurement documents and strategies, ranging from service agreements to major regeneration projects. Bradley is consistently recognised as a ‘rising star’ by the Legal 500 directory.
GBR Integration Brings Complex Changes
Bradley Martin, partner at Browne Jacobson on key legal and cultural considerations for integrating train operating companies into Great British Railway
The rail industry in the UK is undergoing significant transformation with the introduction of Great British Railways. This new public body is set to absorb the management of rail infrastructure, network, fares and timetables under the remit of a single organisation.
New legislation announced in the King’s Speech in July brings the public body a step closer, having initially been unveiled as part of the Williams-Shapps Plan for Rail in 2021.
Then-Transport Secretary Grant Shapps and Keith Williams, who had chaired the Williams Rail Review, acknowledged a need for ‘radical change’ in the sector’s operating model, exacerbated by a collapse in rail passengers during the Covid-19 pandemic.
The government hopes that transferring rail operations to the public sector will save the taxpayer millions of pounds in franchise fees, while ending fragmentation of the railways should establish a more efficient and reliable service for passengers.
Great British Railways will focus on improving services and creating better value for passengers via a simplified fares and ticketing system, as well as facilitating ticketing innovations across the whole network.
But before any sweeping transformation bears fruit, there are a number of legal and practical issues that require consideration from the outset.
New legislation
The Passenger Railway Services (Public Ownership) Bill removes the presumption
in favour of franchised passenger railway services being provided by the private sector across the UK, and instead allows train operators to be provided by a public sector company when existing franchise contracts end or reach a break point.
The bill amends specific provisions in the Railways Act 1993 and the Public Service Obligations in Transport Regulations 2023, making the appointment of public sector operators the default position rather than merely a last resort.
Several clauses contained in the legislation mean the Secretary of State would only be able to extend existing franchises, or agree to new franchises, in ‘specific limited circumstances’, such as to avoid overwhelming the public sector company should a number of franchises end around the same time – although this power stands to be repealed once all franchises have transferred to the public sector.
Following this is the Railways Bill, which is set to bring sweeping reform to governance of the railways by bringing track and train, as well as planning services, under a single authority, Great British Railways. This bill also features changes to ticketing and introduces a passenger watchdog, the Passenger Standards Authority.
Practical and legal considerations for employees
Any move to bring a private sector operation into public control brings a wide range of practical considerations.
There are currently 28 major train operating companies in the UK, each with their own employment packages. This means everything from salary and holiday
‘Before any sweeping transformation bears fruit, there are a number of legal and practical issues that require consideration from the outset.’
allowance to flexible working arrangements and parental leave allowance may vary from one employer to another, not to mention differ to those offered by the new public body.
Any organisation that absorbs the employees of another during a transaction must comply with Transfer of Undertakings (Protection of Employment), known as the TUPE regulations.
These protect employees’ rights during their transfer by ensuring the new employer accepts existing employment conditions. Any changes the new employer wishes to make would require detailed consultation with both the employee and potentially their trade union.
While it will be easier to establish standardised contracts for new staff joining over time, a strong focus on developing a harmonised organisational culture will be required to assimilate teams joining from different organisations with their own workplace cultures.
As public sector pay information is made publicly available, the employer should also consider what impact this might have on workplace relationships.
Procurement implications
Procurement considerations for insourcing are also important. A wide range of thirdparty suppliers are involved in private train operations, and the services they provide will need to be considered by Great British Railways as it takes over each operation.
In many cases, the contract will expire when the franchise ends, but this means the public body must then consider how these services will be fulfilled. Securing those new services will be subject to public procurement regulation, though the government will have more flexibility under the new Procurement Act when it comes into force in October.
Decisions will also be required on whether to bring fragmented IT infrastructure – which will host back-office functions such as HR information as well as customer experience services like booking platforms – under a single system or to retain existing systems. Many NHS trusts, for example, use different platforms.
Overall, there is plenty for Great British Railways to consider once it is formally established and begins its journey towards creating a more streamlined and efficient operating model that should ultimately benefit passengers and employees.
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Forecasting through Autumn and Winter
Becky Moore, Business Manager at the Met Office, discusses how long and short-term preparedness can help the rail industry through winter weather
Autumn and winter weather is often the bane of rail industry planners. Whether it’s named storms, heavy rainfall, snow and ice or even the dreaded ‘leaves on the line’, the UK weather always finds a way to remind you to respect it.
In many ways, the advice for minimising disruption from winter weather for the rail industry is much the same as Met Office advice to the public. Preparation is the key. Rain in the forecast? Check your gutters. Wind in the forecast? Tie down your trampoline. Ice in the forecast? Salt your pathways. Small steps help the public to prepare for severe weather.
The forecasting challenge when it comes to rail is that the industry wants different things from its forecast than the public.
For rail services, the challenges of preparation are more complex, which is why forecasting has had to adapt to the industry’s needs.
The Met Office has been providing bespoke forecasts to rail operators for over 30 years, covering countless impactful weather incidents, including the more recent autumn and winter storms of 2023/24.
With Met Office public forecasts continuing to leap forward with new technologies and science, the rail industry forecasts benefit from these improvements in the production of high-resolution hazardbased services, with information including local topography and localised leaf fall.
And it is leaf fall that is an interesting use case of how the forecast capability is continuing to develop for the benefit of rail operators. While short-term forecasts can assess the daily likelihood of leaf fall and low levels of moisture on the track impacting the ability of trains to brake effectively (so that operators can take mitigating actions), there’s an increasing ask for longer-term leaf fall outlooks which help preparedness planning weeks in advance.
To take on this challenge, the Met Office uses a combination of insight gained
from leaf fall and weather relationships over many years and combine this with increasingly sophisticated medium and longrange weather forecasting tools to create what is known as the ‘autumn outlook’, which assesses the likelihood of autumn conditions leading to adhesion issues in the medium to long term.
The leaf fall model developed takes into account high resolution weather and rail temperature forecasts, historical phenological records, soil moisture and real time leaf fall observations from various sources including a dedicated network of leaf fall observers. By combining multiple sources of information, including the weather outlook for the coming weeks, we’re able to give the industry a complete picture of the likelihood of adhesion challenges.
The Met Office’s work with key customers has highlighted how useful this extra knowledge can be; giving planners the time and authority needed to manage resources effectively and minimise impacts for customers. Similarly to many other areas of the Met Office, we now go beyond a straight explanation of the weather conditions, and more into how it can affect decision-making.
The important things for rail operators to know is that we can predict impacts to a good degree of accuracy compared to thirty years ago. We have the historical records, the knowledge on current conditions and sophisticated weather models which can help the rail industry make decisions that ultimately minimise disruption, improve safety and save money.
Next generation forecasting
What’s exciting about the next generation of forecasting is how this will feed through into the rail industry. Ensemble forecasting, which is when similar weather forecasts with small variations are run multiple times to understand uncertainties in the outlook, is already in use within the Met Office, and there’s an increasing appetite for Met Office customers to understand this element
‘Forecasting has had to adapt to the industry's needs.’
of how forecasting works. For example, research on earthwork failures along the rail network is benefiting from ensemble forecast data.
With ensemble forecasting, users are able to understand probabilities around likely scenarios for decision making, in the short and longer term. High impact and low likelihood weather events can also be prepared for, with the crucial element being how the access to this knowledge can help planning for the days, weeks and months ahead.
Autumn and Winter ahead
While it’s not possible to provide a detailed forecast for the autumn and winter months ahead at the time of writing, one thing you can bank on is autumn and winter weather will bring challenging days for the rail industry once again. It’s by working collaboratively with network, train and freight operators that all parties can better understand these challenges to develop new solutions for the future that will help minimise disruption where possible, keeping passengers and staff safe and ultimately saving the rail industry time and money.
Find out more about the Met Office’s work with the rail sector at www.metoffice. gov.uk/services/transport/rail/index
BECKY
MOORE is Business Manager at the Met Office
Engineering Products with Environmental Credentials
Maccaferri reinforces its commitment to sustainability by renewing Environmental Product Declarations (EPDs) for key products through KIWA certification
Maccaferri, a global leader in civil engineering solutions, is proud to announce the renewal of its Environmental Product Declarations (EPDs) for a wide range of our innovative products. These certifications have been awarded by KIWA, a prominent international certification body known for its rigorous standards in quality, safety, and environmental responsibility. This accomplishment marks a significant milestone in Maccaferri’s ongoing commitment to sustainability, transparency, and excellence in environmental performance.
Commitment to environmental responsibility
Environmental Product Declarations (EPDs) are essential tools that provide detailed and independently verified information
about the environmental impact of products throughout their entire life cycle. From the extraction of raw materials to the disposal or recycling of products, EPDs offer a transparent view of the environmental footprint associated with a product’s creation and use. By renewing the EPDs for its products, Maccaferri reinforces its dedication to producing environmentally responsible solutions that meet the demands of modern, sustainable construction practices.
Certified Products by KIWA
The renewal of these EPDs includes a comprehensive range of Maccaferri’s key products, which are widely used in civil engineering and construction projects around the world. These products include:
• Gabions – known for their flexibility and durability, gabions are wire mesh
containers filled with rock or other materials, used in retaining structures, erosion control, and architectural applications. Their environmentally friendly design allows them to integrate seamlessly with natural landscapes.
• MacDrain® M and MacDrain® W –these advanced drainage systems are designed to efficiently manage subsurface water in various construction and civil engineering projects, preventing water accumulation and promoting stability.
• ParaGrid®, ParaDrain®, ParaLink®, and ParaWeb® – these high-performance geogrids and geocomposites are essential for soil reinforcement, stabilisation, and drainage. They enhance the structural integrity of various infrastructure projects, contributing to safer and more sustainable construction.
• MacMat®, MacMat® R, and MacMat® R1 – these erosion control mats protect slopes and surfaces from erosion while simultaneously promoting vegetation growth. They are ideal for projects where environmental protection and landscape preservation are priorities.
• Maccaferri Rockfall Netting – offering versatile solutions for rockfall protection, slope stabilisation, and more, this netting is a critical component in ensuring the safety and stability of structures in challenging terrains.
• Terramesh® Family – this range of integrated solutions combines soil reinforcement with facing elements, enabling the construction of durable, aesthetically pleasing retaining structures that blend harmoniously with their surroundings.
Benefits of EPD-Certified Products
Maccaferri’s EPD-certified products offer several key benefits that align with the increasing demand for sustainable construction materials and practices:
• Enhanced Environmental Transparency – customers can make informed decisions based on reliable, verifiable data regarding the environmental impact of Maccaferri’s products. This transparency fosters trust and allows clients to choose products that align with their sustainability goals.
• Support for Sustainable Construction Practices – Maccaferri’s EPD-certified products contribute to achieving sustainability targets and green building certifications such as LEED (Leadership in Energy and Environmental Design) and BREEAM (Building Research
Establishment Environmental Assessment Method). These certifications are increasingly important in the construction industry, as they help projects meet stringent environmental standards.
• Life Cycle Assessment (LCA) –Maccaferri’s commitment to life cycle assessments ensures that each product is thoroughly evaluated for its environmental impact. This process highlights areas for potential improvement, driving continuous innovation in product development and ensuring that Maccaferri’s solutions remain at the forefront of sustainable construction practices.
Expanding applications for a sustainable future
Maccaferri’s certified products are designed to address a wide range of applications, from erosion control and soil reinforcement to drainage systems and structural support. Each product has undergone rigorous evaluation to ensure its environmental impact is minimised, while still delivering the high performance that customers expect. By prioritising sustainability in its product offerings, Maccaferri continues to play a crucial role in the global effort to build a more sustainable and resilient environment.
About KIWA
KIWA is an internationally recognised organisation specialising in testing, inspection, and certification services. With a strong emphasis on quality and safety, KIWA supports companies worldwide in achieving and demonstrating compliance with a broad array of standards. Their certification process is known for its thoroughness and precision, making KIWA a trusted partner
for businesses seeking to validate their environmental claims.
About Maccaferri
With over 140 years of experience, Maccaferri is a world leader in the design and manufacture of advanced solutions for the civil engineering and construction sectors. Our company’s expertise spans a wide range of areas, including geotechnical engineering, rockfall protection, hydraulic works, and more. Maccaferri is dedicated to developing innovative products that not only address the challenges of modern infrastructure development but also contribute to the sustainable development of communities and the protection of natural environments worldwide.
For more information about Maccaferri and its certified products, get in touch via the contact information below.
Benoît Leridon, Head of Transportation Business for Network Infrastructure at Nokia on a modern backbone communications network for digital transformation
Rail operators are not early adopters of technology, given the complexity of their networks and the mission-criticality of their mandate. But the move to FRMCS is unavoidable.
What should a rail operator do? Not panic. While urgent, there is still time to transition from the Global System for Mobile Communications-Railway (GSM-R), the current standard for railway critical voice communications and data transmissions, to the Future Railway Mobile Communication System (FRMCS).
What’s most important is to fully understand the complex challenges involved in this transition.
For starters, with FRMCS, the transport network is foundational as it links the RAN and core domains together. Those still running Synchronous Digital Hierarchy (SDH) networks will not be equipped to support 5G transport. Others who have already deployed Internet Protocol MultiProtocol Label Switching (IP/MPLS) to support GSM-R and numerous rail applications can also enhance their networks on multiple fronts for FRMCS transport.
Certainly, in the United Kingdom, where Great British Railways is back in motion, digitalisation can deliver benefits to both operators and passengers. Service improvements and diversity in fare choices for example along with enhanced safety and security, improved capacity utilisation, and greater operational efficiency – including a path to achieving climate neutrality.
The challenges of 5G transport
5G is a wireless technology that requires the transport network to backhaul data from the radio access network (RAN) to the core, making the transport network the foundation of 5G. However, transitioning to a 5G backbone network presents several hurdles. Deploying a new dedicated 5G transport network is not always feasible, and many railway operators have been opting instead to modernise their existing railway backbone communications network.
There are other significant challenges for railway operators to overcome, and they will need to understand how best to address them in the backbone network within the FRMCS environment.
High network flexibility
The introduction of 5G will likely require more radio sites, equipped with nextgeneration Node B (gNB) deployments across the rail infrastructure. While this alone may not justify a huge change, the digitalisation will undoubtedly increase the number of intelligent rail assets and devices connected to the transport network, creating the need for a broader multi service network.
Many rail operators have deployed IP/ MPLS transport backbone networks as a multiservice communications platform. A sound network strategy now is to extend their IP/MPLS network with Segment Routing, which uses existing routing protocols (OSPF or IS-IS) already running in the network by adding Segment Routing extensions to distribute MPLS labels, also known as segment IDs (SIDs).
By simplifying label management and distribution, this approach helps the network to scale massively for future growth. IP/MPLS network operators can seamlessly adopt Segment Routing without impacting hardware requirements, routing design and existing network services, while providing simplification of path establishment, network scaling and better control of data traffic.
Additionally, combined with a Path Computation Engine function in the transport network manager, the IP/MPLS transport network now has enhanced capabilities for network path computation and traffic engineering. It enables more effective load sharing with high data flow granularity by allowing fine-grained control over packet forwarding paths. It also supports end-to-end traffic engineering for paths spanning multiple routing areas, a common design practice in large-scale networks.
Time synchronisation
Railway operators are no strangers to synchronisation, but 5G introduces new requirements, such as time-of-day synchronisation for TDD base stations and advanced cellular capabilities such as Coordinated Multipoint (CoMP) transmission and reception. Additionally, existing line timing technology cannot be evolved to support accurate time synchronisation.
The straightforward solution for time synchronisation is to deploy a Global Navigation Satellite System (GNSS) receiver throughout the rail infrastructure. However, this is not always feasible. Given that precise time synchronisation is fundamental to the 5G system, having an alternate source of timing is crucial.
With the advent of IEEE 1588v2 technology, the backbone network can now distribute both time and frequency synchronisation everywhere. Originally designed for critical industrial automation, an IEEE 1588v2 synchronisation topology is hierarchical, consisting of different clock types that satisfy the most critical of synchronisation needs:
• Grand master clock (GMC), which connects with a primary time clock reference (PTCR), typically GNSS or an atomic clock. Acting as the timeTransmitter, the GMC transmits Sync messages with timestamp info to downstream clocks.
• Boundary clock (BC), acting as a timeReceiver to the upstream BC, recovering time from received Sync messages. It then uses this timing to act as a timeTransmitter, sending its own Sync messages to BCs or timeReceiver clocks downstream. In this way, the BC bridges timing info between upstream and downstream clocks, allowing precise timing propagation through the network.
• Transparent clock (TC), which forwards all received messages downstream without modifying the contents. To account for delays it introduces, a TC uses
specialised hardware to precisely measure the residence time of PTP messages and update the timestamps accordingly. Unlike a BC, it does not recover time information nor actively participate in the timeTransmitter-timeReceiver hierarchy.
• TimeReceiver clock, which receives PTP messages from the associated timeTransmitter clock. Using the timing information in these messages, it recovers and synchronises its local time for local applications. gNBs have a timeReceiver clock to recover the time.
In addition, GSM-R base stations along the track require frequency synchronisation as a reference to drive radio frequency (RF) carriers. Traditionally distributed using synchronous physical links such as E1 and STM-1, synchronous Ethernet (SyncE) fills this role within an IP/MPLS-based backbone network.
OT cloud networking
Rail operational technology (OT) applications are increasingly being developed and deployed in a cloud environment, with critical communication software such as the 5G core of FRMCS pioneering this trend. Due to its criticality, it is typically deployed in a set of compute resources dedicated to OT applications (generally termed OT cloud), inside the railway operator’s data centre. Therefore, the FRMCS backbone must support this new OT cloud networking use case.
By using an IP/MPLS data centre gateway, the IP/MPLS FRMCS transport network can internetwork seamlessly with the data centre fabric. Harnessing Ethernet Virtual Private Network (EVPN) service, the backbone can interwork with the data centre fabric at the Ethernet, IP, BGP and service layers, enabling network agility to support dynamic OT cloud networking connecting the RAN to the core domains.
With more OT applications – including interlocking, signalling, Supervisory Control and Data Acquisition (SCADA) and Computer-Aided Design (CAD) – running in a cloud environment, OT cloud networking is expanding its pivotal role of providing end-to-end communications between wayside equipment and applications inside the data centre. OT cloud networking can also support a wide range of applications ranging from automatic train operation (ATO) to interlocking and video analytics to the European Railway Traffic Management System (ERTMS).
Robust transport network security
With digitalisation, the attack surface of rail infrastructure and operations expands significantly. Moreover, ensuring the confidentiality, integrity and availability of FRMCS data as it moves through the transport network becomes paramount.
An impregnable cyber defence requires a zero-trust approach and a
multilayer defence-in-depth framework across the infrastructure, network and application layers.
Until now, encryption has been an effective means to defend against attacks including eavesdropping, man-in-themiddle (MITM) and denial of service (DoS). However, the rapid advancement of quantum computing and quantum algorithms is poised to upend the cybersecurity landscape. A bad actor running Shor’s algorithm on a quantum computer can break the protection of asymmetric key encryption such as Diffie-Hellman, making the rail system vulnerable to eavesdropping. Once data is captured and analysed, more sophisticated attacks such as MITM and DoS attacks can be launched to disrupt railway operations and jeopardise safety.
While post-quantum cryptography is still in the standardisation process, rail operators can act today to protect their infrastructure. A multilayer defence-in-depth approach employing Layer 1 OTNsec and Layer 2 MACsec with symmetric encryption AES256 can offer quantum-safe protection to thwart quantum attacks today.
Next steps
Railway operators are embracing a broadband train-to-ground future with FRMCS, wirelessly connecting rolling stocks, railway crew, wayside equipment, applications and services everywhere.
However, challenges remain. With the converged IP/MPLS backbone network the foundation of 5G deployment, new capabilities are required. That includes network automation, multilayer management, time synchronisation distribution, OT cloud networking and quantum safe networking for high performance and secure FRMCS transport.
For railway operators making the transition, look for a technology partner who offers a broad product portfolio that spans IP/MPLS, data centre networking, optical transport, microwave, FRMCS/5G, GSM-R, LTE, security, IoT and analytics, complemented by professional services. This rich ecosystem will provide the kind of custom capabilities and wide-ranging flexibility to implement a successful network transformation to a fully digital future.
NEWS IN BRIEF
NETWORK RAIL TEST EMERGENCY RESPONSE PLANS
In September, Network Rail collaborated with emergency services and industry partners in a live action exercise to test their readiness to respond in emergency situations. The exercise, known as Operations Salthouse #2, simulated a train derailment, including multiple injuries – and complicated by a flask of nuclear material being transported in the opposite direction. Responding to the incident, colleagues from the police, British Transport Police, fire and ambulance services, Northern Trains, Direct Rail Services, supported by the Radsafe team and Network Rail’s own teams worked together to secure the scene and evacuate the train’s passengers, played by local extras and representatives from Casualties Union and Furness college. A Rail Incident Office from Network Rail co-ordinated the multiagency response, supported by a Tactical Incident Leader.
BENOÎT LERIDON is Head of Transportation Business for Network Infrastructure at Nokia.
MPS URGE GOVERNMENT TO BACK ELY AND HAUGHLEY RAIL UPGRADES
Improvements to Ely and Haughley rail junctions are key to unlocking economic growth across the country, supporting net zero, and providing better passenger services.
That’s the message from MPs and peers on the East of England All-Party Parliamentary Group, which reformed last week following the General Election. The upgrades would unlock thousands of extra freight trains from Britain’s busiest container port at Felixstowe to serve distribution centres in the Midlands, North and Scotland, while increasing the frequency of passenger services to places such as Peterborough, Ipswich and King’s Lynn.
How Risk Modelling is Revolutionising Light Rail
Laura Reardon, Head of Safety Risk Management at the Light Rail Safety and Standards Board, explains how risk modelling has the potential to drive further enhancements to light rail safety
Building on the success of a data-driven approach to risk management and reduction, light rail operators are preparing to embrace even more sophisticated analytical tools.
Over the past couple of years, the LRSSB has made huge strides towards safer tramways by using data from previous accidents and incidents to identify potential threats to the wellbeing of passengers, employees and anyone else who may come into contact with the tramway.
The work was initially carried out in response to key recommendations of the Rail Accident Investigation Branch report into the 2016 Sandilands tragedy, which called for a systematic review of light rail operational risks and control measures, alongside the creation of a single organisation responsible for oversight of sector safety.
In response, the LRSSB was established and the development of a state-of-the-art Tram Accident and Incident Reporting (TAIR) system, and a comprehensive Safety Risk Model, have been key pillars of its work to date.
As the model and the reporting system were developed alongside each other, it was possible to establish a common language for both data input and analysis that was owned and used by all the networks – enabling a wide variation of network characteristics to be taken into account.
For example, some tramways share a direct interface with mainline rail, while others operate in areas with a high number of visitors who may not be used to sharing the road with trams. There are also different approaches towards revenue collection and protection and how on-board staff are deployed.
At a network level the model can provide a useful tool to help operators meet the ‘excellence’ level within the Office of Rail and Road’s (ORR) Risk Management Maturity Model (RM3), a support tool to achieve excellence in, and provide a benchmark for, health and safety management.
They can also assist managers in making informed decisions on the allocation of resources to health and safety projects.
An excellent example of this approach can be found in the West Midlands, where
the operator of the region’s popular tramway invested around £200,000 on the installation of new infrastructure where modelling suggested there was an increased risk to pedestrians.
This included the installation of nearly two kilometres of delineation fence lines at key locations where the tramway runs alongside existing footpaths and additional pedestrian safety features at ten non-motor user crossings.
At a national level, the model has also identified collisions with pedestrians as the number one safety risk faced by light rail operators. Prompting the LRSSB to commission ground-breaking research into why some pedestrians were missing existing measures put in place by operators to avoid such accidents.
For the first time, this research has provided nationwide data specific to light rail and found a host of factors at play – from pedestrians being complacent about crossing in front of a moving tram to distractions from mobile phones and a general lack of situational awareness. As a result, the LRSSB is now developing a national safety campaign
to help networks convey key safety messages to other road users.
These early successes for the modelling demonstrate the potential to revolutionise light rail safety, and we are now approaching another important milestone in the development of both national and individual risk profiles.
Our next major step is to develop and build a web-based platform from the existing Excel system that will improve both usability and accessibility for user input, as well as expanding the current offering of easyto-understand ‘dashboards’ to help users understand their hazardous events and the distribution of risk across staff, members of the public and passengers.
It will also exploit faster data processing power to create additional analysis opportunities, including the changing safety risk of a specific hazardous event or precursor over a number of years.
Incorporated within a central ‘Safety Hub’, accessed through the LRSSB website, the new platform will also enable greater integration with TAIR and other elements of a wider risk management framework developed by the LRSSB.
Working closely with software developer Synergi, the LRSSB’s Safety Risk Model (SRM) project will take the modelling to another level, and we expect the new
platform to enter testing in 2025.
In the meantime, a recently added dashboard to supplement the existing model platform allow users to reflect on their own risk profile in the context of the wider sector.
For example, it can highlight their percentage risk contribution to the sector broken down by hazardous event, population or precursor; their safety risk model results anonymously ranked relative to other networks; and compare results normalised using variables such as the number of passenger journeys.
As a result, vital information is more readily available to those working to improve safety, providing data to drive decisionmaking while making it even easier for operators to benchmark their performance against other networks.
These advances were made possible thanks to a milestone data sharing agreement within the sector, in collaboration with the ORR, that will also help support the sector’s research and innovation activities going forward.
Combined with other projects that make up our wider risk management and mitigation framework, the model provides another essential tool for the sector to use as it strives to improve what is already one of the safest modes of transport.
As a result of the statistical approach we’ve taken, the sector has already seen risk reductions in 42 of the 60 hazardous events identified within the model framework, and the total collective risk for the sector has fallen by over five per cent.
We’re confident that this trend will continue as we make further investment in tools to help operators better understand the risks they face.
LAURA REARDON is Head of Safety Risk Management at the Light Rail Safety and Standards Board (LRSSB).
Standardisation is the key.
Han® HPR VarioShell – The next dimension of flexibility.
The next level of inter-car jumper solutions
■ Longer lifetime due to optimised design against water, dust and ice
■ Time savings during the whole installation process due to free access from all directions
■ Weight savings due to the replacement of distribution boxes and shorter cable runs
■ High flexibility due to full compatibility with the whole Han® HPR portfolio (retrofit)
IMaking the Right Connection
Due to modularisation, rail vehicles are often built at different production sites, an approach which offers time savings in the assembly and commissioning of rail vehicles
n addition, the finished vehicles must also be equipped for use worldwide. To meet the growing demands associated with this modular approach, customer-specific solutions for transportation technology are essential.
‘It is often not enough to only offer standard products’ says Matthias Wiehe, Director of Global Project Engineering at HARTING Customised Solutions, a global provider of high-quality components for railway applications.
‘Instead, there is a demand for ‘problem free’ products, such as components or systems that quickly and reliably fulfil individual tasks.’
Standard components, modifications and new developments are used in these bespoke systems. HARTING’s range of customer-specific solutions extends from simplified handling through to demand-oriented commissioning and to the customised development of complex products and systems. In addition to product development, they also undertake comprehensive engineering tasks.
‘To develop the best solution for the customer, a team of engineers, qualified technical draftsmen and a high performance, in-house, independent and accredited laboratory is used’ comments Wiehe. ‘With our certified laboratory we can ensure our jumper cable solutions fully comply with the requirements of the customer’s projects. This means we can offer our customers high flexibility and suitable customisations for their needs. This flexibility is extremely important, alongside the requirements for reliability and high-quality products’ Wiehe continues.
Inter-car jumpers run connections between train carriages, including roof or underfloor systems, ensuring a constant supply of data, signals, and power along the train. These ‘nerve strands’ must therefore be connected across the coupling points of the vehicle elements. The internal train bus (MVB), the low-voltage supply, the
power transmission for battery and airconditioning units and the transmission of video signals are all powered by jumper cables, so it’s vital the connections are reliable.
An inter-car jumper system consists of connectors, cable glands, system cables, cable protection conduits, mechanical mountings and strain relief systems, which can comprise special bracket systems or stainless-steel connector plates. The jumpers are completely preassembled and electrically pretested onsite before delivery to the customer.
As it is necessary to unplug these cables in the case of a service, only a solution with connectors can be considered. HARTING has installed intercar jumper solutions across various projects in cooperation with its railway customers. Starting with CAD system development right through to the quality-tested delivery, everything comes from one point of contact.
HARTING offers customers complete inter-car solutions adapted for their individual requirements. Their rail experts help select the right components according to the latest railway standards, considering connection technology, cables and mechanical fixings. Their design team can create 3D mechanical and electrical designs whilst HARTING carries out individual simulations, tests and approvals for intercar solutions in their fully certified inhouse laboratory, cutting costs and saving time for customers. The HARTING manufacturing
facility in Northampton is IRIS-certified and holds ISO 9001 certification for Quality Management, the ISO 14001 Environmental Standard and UL certification for Wiring Harnesses ZPFW2 / ZPFW8.
Different environmental requirements are placed on railway connections inside and outside of a train. The levels of protection against water and dust are lower for indoor installation than for outdoor applications. For example, systems with protection class IP20 are used for interfaces installed inside the carriages and systems up to protection class IP69k are used outdoors.
‘Generally, jumper cables are installed between the end walls of wagon bodies or as roof or underfloor systems’ Wiehe explains. ‘There you will find jumper cable constructions for power, data, fibre optic or coaxial cables. The system cables must withstand high loads in the area between
the vehicles. To ensure that the system cables can safely, reliably and permanently transmit the various voltages, signals and data, all vehicle and track-specific requirements must be met. Many other factors, such as the electrical, mechanical and climatic conditions, must also be considered during project planning’ he adds.
The typical lifespan of a passenger train is between 30 and 40 years. To keep these vehicles functional over the decades, HARTING also offers customised retrofit solutions and long-term replacement components and cable assemblies for all areas in the rail vehicle. For example, to ensure data networks are fast enough to meet future demands and all systems can function safely, it is necessary to upgrade trains with the latest connectivity technology.
HARTING’s development expertise creates retrofit solutions that guarantee a sustainable economic product strategy for decades to come.
‘HARTING supports customers through technological transformation with tailormade solutions that fit customised requirements for inter-car jumpers mounted between, under or on trains,” Wiehe concludes. “Based on the wide range of connector products for data, signal and power, as well as the modularity of the Han-Modular connector series, HARTING Customised Solutions develops detachable and fixed solutions for all requirements.
As we have seen, modularisation helps to provide tailored solutions for vehicle technology and meet customer requirements. To further expand their modular offerings, HARTING have recently launched the HanModular® Domino range, which offers 50 per cent space savings against existing designs. Just as dominoes have two separate squares, a domino module is made up of two building blocks or ‘cubes’. The Han-Modular® mating face is divided in two, resulting in an almost square surface in which even larger contacts can be accommodated.
With the addition of the new Domino range there are now over 250 modules to choose from and many thousands of potential combinations available, increasing design flexibility. The new Domino modules are also compatible with standard components of the Han-Modular® series, so they can be easily integrated into existing systems.
For example, the Han® Gigabit module enables Ethernet transmission of Cat. 6A or Cat. 7A, ensuring future-proof data delivery. All the relevant requirements such as resistance to shock and vibration and EMC shielding are fully met, making it particularly suitable for jumper cable connections.
HARTING are also supporting retrofit solutions for the European Train Control System (ETCS) and have a wide range of railapproved products and solutions to support this challenge.
Interior fitting and retrofit work in trains is often awkward due to restricted space conditions, meaning easy installation is crucial. The M12 PushPull is the solution, offering handling, time saving and reliability benefits. M12 PushPull uses a tool-free connection, meaning the assembly density can be significantly increased, helping to save valuable space.
Used in combination, HARTING’s preLink® system and Ha-VIS EtherRail® cables allow you to build secure data networks in trains. EtherRail® cables are specially designed for railway requirements whilst the preLink® contact block allows you to pre-fabricate data cables outside the carriage before installing them, resulting in a reliable, simplified assembly.
To learn more about HARTING’s range of standard rail products and its customised solutions, get in touch via the contact information below.
MATTHIAS WIEHE, Director of Global Project Engineering at HARTING Customised Solutions
Tel: 01604 827500
Email: salesuk@HARTING.com
Visit: www.harting.com/en-GB/railway
maccaferri.com/uk
Helping Create a Level Playing Field
Jo Lawrence, Director at the Occupational Psychology Centre (OPC) shares initiatives, research and candidate’s perspectives on some best practice approaches for inclusive talent acquisition
Inclusive talent acquisition means hiring candidates based purely on their ability to perform a role successfully and effectively, without bias toward factors such as race, gender, age, or other personal characteristics. Fair selection and recruitment processes are crucial for creating a diverse workforce, which not only promotes equality but also enhances employee engagement, encourages creativity, and helps improves overall productivity. Ensuring that recruitment is based purely on skills and competency, rail companies can create an environment where employees from all backgrounds feel valued and empowered to succeed and contribute.
The role of a train driver is a prime example of inclusive recruitment where the only prerequisites are meeting the minimum age requirement. With an attractive opening salary, it stands as one of the rare
professions where candidates can ‘walk in off the street’ and apply without needing prior education or job experience. This openness makes it highly accessible, encouraging a wide range of applicants from different walks of life. Similarly, there are other roles in the rail industry with comparable recruitment patterns such as, signallers and train conductors. These also focus on candidates' ability to learn and perform the job, rather than requiring extensive qualifications or experience, making them ideal examples of how inclusive talent acquisition can work in practice.
However, with such a diverse applicant pool, how can we ensure that every candidate, with their unique abilities, experiences, and backgrounds, is fully supported to perform their best in any rail industry selection process. What can we do to create a level playing field for all candidates?
Fair candidate selection through online tools
Many organisations might pre-select based on application forms or CVs, but the OPC has collaborated with global clients to develop and refine efficient online preselection questionnaires that effectively and fairly assess key job characteristics. Scoring is automated so it’s objective and standardised, saving time. Over the past two decades, the OPC has developed, tested, refined and validated a variety of successful formulas for pre-selecting candidates for high-volume recruitment campaigns.
Some sections that may be considered are:
• Non-negotiable questions that are a prerequisite for the role, e.g. ‘Are you happy to wear a uniform?’.
• Job preference questions exploring candidates' preferences and alignment with job demands.
• Role-specific questions exploring candidates’ understanding of the role.
• Mini-situational judgement questions that simulate role-specific scenarios.
• Questions that explore candidates’ knowledge of the organisation.
Jo Lawrence said: ‘These pre-selection tools can be bespoke for each client and customisable for specific roles. Our validation research shows that performance on these pre-selection questionnaires can predict success in later stages, such as assessment centres, where different and indepth tools are used to assess potential and aptitude.’
‘Digital pre-selection in high-volume recruitment enhances fairness by removing bias related to age, gender, qualifications, or experience. The evaluation is focused solely on a candidate’s responses, ensuring standardisation and a fair process. Many of the recommended assessment tools have undergone validation studies, confirming their effectiveness.’
Practice materials for better preparation
We know candidates perform much better when they’re supported. So, to help them do their best and demonstrate their full potential, it’s important to provide practice materials ahead of psychological assessments. This allows candidates to experience a scaled-down version of the full test, which may carry similar items included in the real test. The OPC offers a wide range of off-the-shelf, and tailormade practice materials. The UK rail industry, in particular, has some of the most comprehensive practice material resources for train driver applicants, considered among the best in business and commerce.
The OPC recently conducted research with a client to support their trainee Train Driver recruitment process using some custom-designed practice materials. For one practice material, findings revealed that over ninety per cent of candidates used them, with more than two-thirds finding them helpful. Nearly half reported feeling less anxious after reviewing the materials, and those who used them reported a ten to fifteen per cent boost in confidence. Additionally, anxiety levels significantly dropped among candidates who engaged with the practice resources.
Jo said: ‘The OPC firmly believes that practice materials provide significant benefits for candidates preparing for tests. They help candidates perform to their best, reduce anxiety, and boost confidence by offering a clear understanding of what to expect – allaying fears. Additionally, practice materials promote inclusivity by giving every candidate an equal and fair opportunity to succeed in high-profile roles like that of a train driver.’
Inclusive training and support for neurodivergent candidates
Inclusion goes beyond gender, age, or ethnicity – it also encompasses those candidates who may be neurodivergent. It’s
‘As the talent acquisition landscape evolves, it's essential to continuously review and improve processes—whether through digital efficiencies, standardisation, or enhancing diversity and inclusion—to create a level playing field for all candidates.’
essential that these individuals are given the same opportunity to succeed in any role they pursue. The OPC collaborates closely with clients to support them in establishing fair and effective recruitment policies and processes as part of their recruitment.
The OPC have consistently promoted best practices when recruiting neurodivergent candidates in the rail industry. During assessment centres, they work closely with both clients and candidates to ensure that appropriate adjustments are offered and implemented, accommodating the individual neurodivergence on a case-by-case basis.
Candidate workshops for better understanding
To support candidates applying for train driver roles, running workshops with the OPC and recruiting managers can be highly beneficial. These sessions can provide a detailed overview of the recruitment process, explain the purpose and use of psychometric tests, and outline key competencies for specific tests.
Workshops provide candidates with valuable tips, hands-on practice, and immediate feedback to help them improve their performance. Offering candidates these workshops can help enhance their preparation and success rates, complementing written practice materials, and creating a more comprehensive readiness for assessments. This approach helps level the playing field, especially for those less familiar with sitting psychological tests or who may otherwise be disadvantaged.
In addition to workshops, ‘drop-in’ clinics can provide a great opportunity for internal candidates to ask questions about the recruitment process. These clinics allow candidates to speak directly with recruiting managers and an OPC expert about the job role and assessment process, and trainers about the training for successful candidates.
Candidate feedback on a selection process redesign
The OPC recently helped redesign a mechanic apprenticeship programme to help the client improve diversity and inclusion, particularly aiming to attract more women and apprentices from underrepresented and disadvantaged groups. As part of the project, the OPC gathered and analysed delegate feedback to understand their experiences with the new selection process. Feedback from participants was overwhelmingly positive, with nearly ninety per cent reporting a good experience, eighty-five per cent enjoying the process, and eighty per cent feeling valued. Impressively, eightyeight per cent wanted to work for the client—even including those who didn’t secure a role.
When asked about the online tests themselves, key insights found:
• Seventy per cent of candidates found the online tests relevant to the role.
• Seventy-one per cent said they didn’t find the tests too challenging.
• Nearly 90 per cent of candidates found the test practice materials helpful.
This feedback highlights the importance of providing support in recruitment which can also provide better candidate experience.
Using
psychometric
tools with proven fairness
Jo Lawrence emphasised: ‘Ensuring fairness and inclusivity in any recruitment process begins with confidence in your selection and development processes.’
OPC Assessment's commitment to this principle is evident through its extensive validation studies, ensuring the psychometric tools used in selection accurately predict job performance and training success. These studies can review entire selection processes or specific
‘The practice materials were useful and helped me to prepare in a test setting, very valuable!!!’
‘The practice materials eased my anxiety.’ candidate feedback
assessment tools, validating they accurately evaluate the desired skills and competencies they’re designed for.
For example, in a UK tram company project, the OPC used the Safe Concentration and Attention Test (SCAAT) for recruiting trainee tram drivers. The validation study demonstrated that higher scores on specific parts of the SCAAT were associated with better training performance, validating its effectiveness in predicting training success.
The Visual Search Exercise (VSE) was developed to help predict a train driver’s likelihood of safety incidents based on tendencies to operate in autopilot. Similarly, the validation study undertaken by OPC Assessment showed that some drivers involved in more safety incidents had poorer VSE performance, highlighting the VSE’s predictive value.
Additionally, OPC Assessment completed validation research across multiple train operators on the Magnificent 7 Situational Judgment Test (M7SJT). Studies confirmed the tool was valid across age, gender, and ethnicity. Thus, providing confidence that it not only helps select candidates with outstanding performance characteristics, but it also maintains fairness across a diverse applicant pool.
‘Our validation research shows that performance on these pre-selection questionnaires can predict success in later stages, such as assessment centres.’
Jo Lawrence said: ‘Validation studies are invaluable for our clients helping identify the tools that best predict job performance and training success. By removing ineffective tools, these studies help refine selection processes and ensure that the tools included accurately assess the desired role characteristics, ultimately enhancing job performance and training outcomes. Our expert psychologists can deliver timely and insightful validation recommendations, regardless of the complexity or size of the process.’
Structured interviews for an objective assessment
A structured interview follows a prescribed template with specific questions designed to probe and assess key role competencies with a clear method for gathering candidate evidence. It includes rating guides and decision-making tools for evaluating candidates prior to a final job offer. Given their structure, this method is highly effective at predicting future job performance.
However, to ensure fairness and accuracy, recruiters must be properly trained to conduct the interviews correctly, make accurate candidate assessments and therefore, informed recruiting decisions.
The OPC recommends providing candidates with an interview preparation form to help them reflect on relevant competency examples in advance. Interviewers are better prepared too as they can review the candidate’s examples before commencing the interview. Feedback from a client recruitment project showed that about ninety per cent of candidates found the form helpful, relevant, and that it enabled them to perform their best on the day. One candidate shared how they "loved this part of the process," praising the form for the valuable insight it gave them into the role and their potential future.
Jo Lawrence explained: ‘The OPC only conducts structured interviews because, in our opinion, they are the ‘Gold Standard.’ When done correctly, similar to psychometric tests, they are highly accurate predictors of how a candidate will perform in role. Their structured template also avoids bias and inappropriate questioning during the interview – ensuring all candidates are treated equally and given a fair, consistent and respectful experience.’
Feedback and continuous improvement
In any selection process, especially with high-volume recruitment, it’s crucial to treat candidates as individuals and provide timely, constructive performance feedback at appropriate stages. This helps deliver a positive candidate experience and equips them for any future applications in the same organisation or elsewhere. Jo Lawrence noted: ‘Importantly, if a candidate is unsuccessful offering verbal feedback on what they can improve for next time –whether for the same role or another – can be very valuable.’
Jo concluded: ‘With over three decades of experience working in the rail industry, we're committed to refining recruitment practices in psychological assessment. As the talent acquisition landscape evolves, it's essential to continuously review and improve processes to create a level playing field for all candidates. We aim to support our clients and the industry in leading the way with effective, fair selection methods that benefit everyone.’
If you think the OPC can help you enhance your recruitment processes, get in touch with their friendly team.
Tel: +44 (0)1923 234646
Email: admin@theopc.co.uk
Visit: www.theopc.co.uk
High-Speed Coverage on the Elizabeth Line
The Elizabeth Line, London's east-west railway, now boasts high-speed 4G and 5G mobile coverage in its first tunnelled section
This milestone represents a significant advancement in improving connectivity to London's underground stations and tunnels. TfL's ongoing efforts aim to extend this coverage to Whitechapel, Canary Wharf, and Woolwich, with the entire line expected to be connected by the end of the summer.
The main mobile players, such as Three UK, EE, Vodafone, and Virgin Media O2 (VMO2), are participating in the rollout, which will benefit many passengers.
As part of the engineering team, Hillmoore Fire Protection, a passive fire protection installer with years of experience within the rail sector, was tasked with installing new blast-proof communications rooms.
The challenge
Every evening for several weeks, a dedicated team of five hundred people worked across the tube network to install the necessary communications systems. Each night, the team ensured that all installations were carefully tidied away before the network reopened to passengers the next morning.
Hillmoore became part of this team when they were introduced to the IT company commissioned by TfL to install the essential equipment. The company required specialist passive fire protection within a tight deadline to ensure the lines were open on schedule, necessitating meticulous planning and rapid execution.
The solution
Hillmoore's primary responsibility was constructing robust enclosures to house new communication and electrical components necessary for the mobile network infrastructure.
The enclosures were made from Durasteel, a fully certified and tested fire protection board. It is constructed as a composite panel of fibre-reinforced cement with punched steel sheets mechanically bonded to both outer surfaces. This delivers the strength and resistance required to withstand high
impact and blast pressures, maintain structural integrity and provide up to four hours of fire protection. This solution has been successfully installed worldwide for many years.
Hillmoore is proud to be among the select few licensed DURASTEEL installers in the UK, Hillmoore’s specialist engineering team worked with the client to design and install enclosures which met the 60-minute integrity specification.
To minimise disruption, the company began work the weekend before a planned weekend travel closure. By the end of the closure weekend, they had completed six robust Durasteel enclosures across three stations, with two enclosures in each location.
‘Every evening for several weeks, a dedicated team of five hundred people worked across the tube network to install the necessary communications systems’
The IT client and TfL commended Hillmoore for their work and have since been instructed to participate in the ongoing project on other lines over the next two years.
Passengers between Liverpool Street and Paddington can now enjoy seamless 4G and 5G mobile coverage in the tunnels. This improvement enhances the passenger
experience on the Elizabeth line, enabling better connectivity and communication.
Amir Dawoodbhai, a 23-year-old member of TfL's Youth Panel, highlighted the positive impact of this Tfl project in a BBC interview, stating that mobile coverage on the Tube and Elizabeth line enhances young people's perception of safety as they travel independently through London.
‘Amir Dawoodbhai, a 23-year-old member of TfL's Youth Panel, highlighted the positive impact of this Tfl project in a BBC interview, stating that mobile coverage on the Tube and Elizabeth line enhances young people's perception of safety as they travel independently through London’
For almost 20 years, Hillmoore has been a specialist installer in all passive fire protection systems, delivering compliance and quality across various sectors.
Based in Essex, Hillmoore's work spans the entire UK. Whether it's a new build, legacy work, or fire-stopping projects of any size, the company brings a wealth of experience and a high level of flexibility to every job.
The company's greatest asset is its team of highly experienced and skilled professionals, technical specialists, and project managers. Their extensive thirdparty accreditations give their clients confidence that their buildings will be compliant.
With a proven track record of collaborating with high-profile clients, Hillmoore's specialised expertise enables it to tackle the most demanding projects.
View more of Hillmoore's projects at hillmoorefire.co.uk
Discover RailSmart
Transform your operations with the RailSmart platform. A range of digital solutions that manage operational safety, compliance and risk whilst reducing incidents and improving performance. Make. Change. Work.
Developing Insight to Manage Stranded Trains
Improving passenger welfare during train disruptions through better data insights and communication strategies
Every passenger sitting in a train carriage has somewhere to be. Whether they are on their way to a job interview, racing to catch a flight or setting off on a day out, the last thing passengers want is to be stranded on a train with no clear updates or support.
However, stranded trains are a reality of modern rail travel. With around 1.61 billion journeys made by rail passengers in Great Britain in a year, according to the Office of Rail and Road (ORR), there are bound to be some which don’t go according to plan.
While it’s not always possible to prevent trains becoming stranded, the way incidents are handled can have a direct impact on passenger welfare, and that’s what the rail industry plans to address.
Passenger welfare is a priority
The ORR and Transport Focus have jointly urged the rail industry to review and enhance its response to stranded trains. A recently published report from the two organisations highlights a critical need to improve the passenger experience during such incidents.
The report's findings have prompted industry leaders to plan a significant update to their guidance on managing stranded trains, with a focus on learning from past incidents to shape a better future for rail travel.
The impact of stranded trains on passengers
Train disruptions can stem from various causes, each bringing its own set of challenges. Over a 70-day research period, the ORR and Transport Focus identified 75 incidents involving stranded trains, impacting at least two services per incident.
While some delays last only a few minutes, others can extend for hours, leading to a loss of essential onboard services such as lighting, air conditioning, and lavatories.
Such prolonged disruptions pose significant risks. When left in the dark,
frustrated passengers may attempt to leave the train, putting themselves in danger. In fact, six of the recorded incidents saw passengers taking such drastic action, highlighting the need for improved communication and management during stranded train situations to ensure passenger safety and wellbeing.
Stranded train data provides essential insight
For rail operators wanting to improve planning for stranded trains, looking back at historical data can help them understand the patterns, causes, and effects of past events, so they can develop more effective strategies for managing future incidents.
However, gathering this data is often a cumbersome process, involving manual searches through handwritten reports, database logs, and fragmented systems.
If rail operators had better and more easily accessible intelligence on stranded trains, they would be able to quantify issues and analyse the factors around them so they can make improvements.
Easier access to data for planning
A digital tool which could join up all the information about a stranded train into a single, PDF report would enable rail operators to review all the circumstances surrounding an incident.
This might include how long a train was delayed, where the train was stranded and whether it was held at a station where passengers could safely leave the train. It could also identify how many other services were impacted as a result.
It might also be possible to factor in additional information such as whether the electricity supply had been lost, how many passengers were on board, and if that included any vulnerable people, or passengers with disabilities.
Having a record of the person in charge of that train could help too, as they might be able to shed more light on what happened that day and how they and their crew were able to manage the situation as it unfolded.
By storing this information in digital reports, rail operators could use it to carry out analytics on stranded train incidents which would provide insight for future planning.
More targeted training for staff
The ORR and Transport Focus report mentions that passengers praised train staff for ‘carrying the day’ and being ‘really, really helpful’ during incidents, which is a positive reflection on how well many train crews support passengers through challenging situations.
However, the report also highlights a need for specific training so staff are better prepared to help passengers when trains become stranded.
Having more accurate records on past incidents would help train operators plan staff development programmes with a particular focus on passenger service while on board a stranded train, and support for passengers’ onward journeys.
By harnessing the power of data analytics, the rail industry can gain a deeper understanding of the causes and impacts of stranded train incidents, so they can improve the passenger experience when the unexpected does happen.
Discover how RailSmart IMS can help you manage incidents such as stranded trains by contacting 3Squared here: https://3squared. com/products/railsmart-ims/. Visit: www.3squared.com
Open Data Reduces Costs
Industry collaboration becomes more affordable and efficient through the implementation of open data frameworks, fostering innovation and shared progress across sectors
In the ever-evolving rail industry, decision support tools are becoming indispensable for strategic planning and operational efficiency. These tools leverage advanced simulation and modelling techniques to provide comprehensive insights into the potential impacts of various interventions on the rail network. By integrating detailed data and predictive analytics, decision support tools enable stakeholders to make informed choices that enhance performance, reduce costs, and support sustainability goals.
As the rail sector faces increasing demands for reliability, resilience, and decarbonisation, the adoption of these sophisticated tools is crucial. This article explores the innovative solutions offered by Frazer-Nash Consultancy (Frazer-Nash), demonstrating how their Rail Simulation Decision Support Framework can transform the way rail networks are planned and managed, ensuring a future-ready railway system.
The data challenge
The rail industry operates as a complex ecosystem involving multiple organisations, including regulators, infrastructure providers, freight and train operating companies, and a vast supply chain of service providers. This intricate network requires seamless coordination to ensure efficient and reliable operations.
However, optimising the entire rail system is challenging, as improvements in one area can lead to suboptimal results elsewhere. Decisions are often influenced by powerful stakeholders, sometimes without access to data-driven evidence, which may not benefit the overall system or customers.
Implementing simulation tools in the rail industry faces several data challenges. Firstly, data quality is paramount; accurate and up-to-date information is essential for reliable simulations. Incomplete or outdated data can lead to incorrect predictions and suboptimal decisions. Secondly, data integration is complex, as information often comes from various sources and formats, requiring significant effort to standardise and consolidate. Thirdly, data accessibility can be an issue, with critical information siloed within different
organisations, hindering seamless sharing and collaboration. Lastly, data security and privacy must be maintained, ensuring sensitive information is protected while still being usable for strategic planning.
Unlocking and standardising this data is crucial for broader use and innovation. Open data standards are essential for operational planning and decision-making, enabling detailed models and promoting transparency. However, detailed models, while useful for operational planning, can be too complex for strategic decision-making. These models need abstracting to focus on the minimum relevant detail needed to support strategic models. This balance between detailed operational models and abstracted strategic models, facilitated by open data standards, is key to effective planning and decision-making.
Moving forward, key activities should focus on fostering collaboration through open data standards, abstracting operational models for strategic planning, and ensuring the flexibility of strategic modelling. This approach will help create a more integrated and efficient ecosystem, linking strategic decisions to real operational data and enhancing the overall efficiency and effectiveness of rail services.
Decision support framework
The Rail Simulation Decision Support Framework is designed to support the development of planning tools that work together to provide comprehensive insights into the impact of various interventions on outcomes in the rail industry. Unlike traditional methods, tools working within the framework enable faster sharing of data between organisations and greater levels of collaboration to enable proactive planning, risk mitigation, and resource optimisation.
The framework groups component tools into four themes:
• Realise – these component tools facilitate data collection and modelling by using open standards like RailML and RailTopoModel, reducing the time and cost required to create baseline models and ensuring data consistency across organisations.
• Collaborate – the Rail Model Repository acts as a centralised storage system, allowing the sharing and comparison of various models. Using best practice approaches developed in the software industry, it supports version-controlled merging of models and data, ensuring a unified and accurate representation of the rail network. This allows teams operating within and across organisational boundaries to establish a single model and avoid the proliferation of multiple copies of the same data.
• Abstract – these component tools abstract detailed models into strategic representations, creating simplified Rail Graphs that retain essential information for strategic planning. Component tools draw from the Rail Model Repository to deliver Reproducible Analytics Pipelines to support periodic model updates and ad-hoc modelling requirements.
• Simulate – strategic system models, informed by the Rail Graphs, enable early assessment of interventions, providing decision-makers with accurate and up-to-date information. This ensures that strategic decisions are based on comprehensive and reliable data, enhancing overall network performance and sustainability.
Our experience
Frazer-Nash brings extensive experience in developing strategic modelling tools for the rail industry. Our expertise includes creating solutions that integrate data from diverse sources to support long-term decision-making. Notable projects include the REPAIR tool, which predicts train delays using advanced machine learning techniques, and the PosITrack tool, designed to optimise track possession and reduce the risk of overruns (Rail Professional, April 2024, page 85).
Additionally, Frazer-Nash has developed a depot optimisation tool that enhances train maintenance efficiency by integrating rolling stock requirements with depot layouts and staffing levels. These tools demonstrate Frazer-Nash’s capability to deliver innovative solutions that improve
Collaborate
The Rail Simulation Decision Support Framework reduce the cost of sharing data within and across organisations to support faster decision making.
operational efficiency, reduce costs, and enhance customer satisfaction.
Our experience in working with standards bodies to develop open data standards further supports our ability to create collaborative and scalable solutions for the rail industry.
Role of government, industry leaders and technology providers in setting direction Collaboration and policy are crucial in advancing the use of simulation tools in rail transport.
Governments, industry leaders, and technology providers can collaborate by sharing data, standardising protocols, and investing in joint research initiatives. This collective effort ensures that simulation tools are accurate, comprehensive, and widely adopted. Policies and regulations play a pivotal role by setting standards for data sharing, interoperability, and security, which are essential for effective simulation.
For instance, the European Union’s RailML and RailTopoModel standards facilitate data exchange across different systems, promoting seamless integration. Strategic collaborations, such as the partnership between Frazer-Nash and eviFile to deliver PosITrack; and with Lampada Digital Solutions to deliver REPAIR, demonstrate the effectiveness of combining expertise to deliver innovative tools. These collaborations and supportive policies ensure that simulation tools can be effectively utilised to enhance planning, efficiency, and sustainability in rail transport.
Continuous innovation to meet future challenges
In conclusion, simulation tools are essential for strategic planning and operational efficiency in the rail industry. They provide detailed insights into the impacts of various interventions, enabling proactive planning, risk mitigation, and resource optimisation. Frazer-Nash’s Rail Simulation Decision Support Framework exemplifies how these tools can work together to transform rail network management by integrating data collection, collaboration, abstraction, and simulation.
Continuous innovation and adaptation of these tools are crucial for addressing the evolving challenges of the rail sector, such as decarbonisation, resilience, and cost efficiency. The future prospects for simulation tools in rail transport are promising, with advancements in data integration, machine learning, and collaborative platforms enhancing their effectiveness. By embracing these technologies, the rail industry can ensure a sustainable, efficient, and reliable transportation system for the future.
Tel: 07892 705 449
Email: rail@fnc.co.uk
‘Industry collaboration becomes more affordable and efficient through the implementation of open data frameworks, fostering innovation and shared progress across sectors.’
PAUL COOMBER MANAGING DIRECTOR OF CAPEL C.S LTD
Paul Coomber is the Managing Director at Capel C.S Ltd, where he oversees all facets of client projects and business units across the railway, commercial, and residential sectors. With over 25 years of industry experience, Paul brings a wealth of expertise in procurement, supply chain management and quantity surveying to the most high-profile projects. Paul’s leadership has been instrumental in Capel C.S delivering contracts that have contributed to iconic British projects such as the new Elizabeth line with TfL and MTR, station projects with Greater Anglia and other UKleading TOCs, as well as the meticulous refurbishment of Grade II listed buildings in various sectors. Paul's extensive experience ensures that every project is executed to the highest standards of quality and efficiency.
What is your role within Capel C.S?
As the Managing Director at Capel C.S Ltd, I oversee all aspects of the day-to-day operations of the company along with Business Development and recruitment.
What success have you experienced in the last twelve months and how do you measure success?
Over the past twelve months, Capel C.S Ltd has achieved notable success, underscored by the completion of numerous projects and the recent attainment of PC MSA approval from Network Rail. However, we view success through multiple KPIs, with customer satisfaction and high standards of project delivery being paramount. The fact that many of our clients are repeat businesses, engaged in a variety of projects over the years, reflects our commitment to exceptional customer service and our ability to deliver projects ontime and on-budget.
Additionally, our low employee turnover and the high satisfaction levels within our team further signify our success, demonstrating our dedication to providing a fulfilling and stable work environment while engaging in significant and impactful projects.
Tell us about Capel C.S.
Capel C.S Ltd has been established for more than 30 years during which time we have developed long-term relationships with
our key Clients. We are proud to work on projects that ultimately benefit society and our communities. Our dedication to enhancing the rail network is driven by our commitment to improving stations for passengers, enhancing accessibility in stations and employee facilities, improving travel time traffic and passenger safety and comfort, and more.
The British rail network is renowned for its excellence, and we are dedicated to partnering with companies that continuously seek to elevate its standards while considering the needs of employees, customers, and the environment. Capel is also contracted for refurbishment and building projects beyond railway, having the opportunity to work with Grade II listed buildings refurbishments, residential and commercial projects, and having had many experiences working on projects that require working closely with British Heritage bodies to help preserve important aspects of our history.
How have the products and services you offer developed over the years?
Over the years, our ethos is the same, no matter how small or big a project is, we treat each project as a blank canvas and put the customer at the centre of it.
From residential and commercial buildings, to railway stations and more, we transform and strengthen buildings, as well as help them build from the ground up and more. Clients’ expectations have evolved over the years and
we now look to deliver a full construction service including Value Engineering, programme time savings and alternative construction methods as part of our project deliverables. These added value items help develop better relationships with our clients, resulting in repeat business and the establishment of longer working partnerships.
Naturally, we are also constantly improving our H&S and accreditations to help support the labour we provide and our workers knowledge.
What are some standout projects you’ve been involved in over the years?
Capel C.S has been fortunate enough to partake in many great projects in and outside of railway, including the MTR Elizabeth line, having worked on refurbishing some key stations on the network prior to its opening including Langley, Taplow, Southall and more. We have also worked with Greater Anglia on some great Projects, including the re-opening of their Norwich HQ offices after covid to welcome back a lot of their employees. We have lined up a couple of projects with HS2 and also the GTR PBF project we worked on a while back- delivering passenger enhancement works across the Thameslink network.
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 a client comes to us with a problem, especially within the complex environment of the UK railway sector, our ethos is the same – both methodical and collaborative. We start with a thorough consultation to understand their needs, challenges and objectives. We then leverage our industry expertise to evaluate potential solutions, ensuring that our strategies are not only meeting their expectations but also compliant with all safety and regulatory standards.
Throughout the process, we maintain an open line of communication with the client throughout the project. Regular updates, site visits, and meetings ensure that the client
is fully aware of progress and any potential adjustments that may be required. By working closely with our clients from the initial consultation through to project completion, we ensure that the solutions we deliver are not only effective but also precisely tailored to meet the unique challenges of railway sector projects. This collaborative approach is key to achieving successful outcomes and long-term client satisfaction.
What’s next for you?
We're eagerly anticipating involvement in HS2 projects. With our recently awarded PC MSA status by Network Rail, we're now positioned to take on an even broader range of significant British projects. Additionally, we're focused on nurturing and expanding our strong partnerships with various TOCs, while also actively seeking to forge new relationships in different areas of the rail network.
How do you work with the supply chain within this sector?
As with our own staff, we actively seek to establish long-term working relationships with our key Supply Chain members. Over time we have developed a number of key suppliers with whom we work with on the majority of our projects. Developing these long-term relationships through mutual trust and co-operation has allowed by us and our supply chain to understand the requirements and aspirations of the other and work jointly to achieve them. At Capel we believe that good work relationships with all members of the project team is paramount in us being able to deliver high-class projects time and time again.
With the coming launch of Great British Railways, how do you anticipate your place within the supply chain changing?
With the launch of Great British Railways (GBR), we anticipate our role within the supply chain will become even more integral. The unified structure will likely lead to stronger partnerships, increased demand for our specialised expertise, and a greater
emphasis on innovation and sustainability. We see this as an opportunity to align closely with GBR’s goals, delivering projects that contribute to a modern, reliable, and ecofriendly railway network, while enhancing our visibility and accountability within the industry.
What are some of the biggest challenges this sector currently faces?
The UK railway sector faces significant challenges, including aging infrastructure that requires upgrades to meet growing capacity demands and passenger expectations. Securing consistent funding for these improvements, while balancing the need for environmental sustainability, adds complexity to the sector's financial planning. Additionally, there is a pressing skills shortage, particularly in engineering and technical roles, which hampers the sector's ability to implement necessary upgrades and maintain high service standards. As passenger expectations for punctuality, cleanliness, and convenience continue to rise, the industry must innovate and invest strategically to modernise the network, reduce carbon emissions, and attract new talent, ensuring the long-term viability of the UK rail system.
If you were in charge of the UK rail industry, where would you target investment or look for improvement?
If I were leading the UK rail industry, I would continue to prioritise investment in modernising and expanding infrastructure to address capacity constraints and improve
reliability, particularly in high-demand urban and commuter areas. Simultaneously, I would invest in workforce development to address the skills shortage, ensuring we have the talent needed to maintain and advance the network motivating apprentices and students to consider a career within the sector. Additionally, enhancing the overall passenger experience would be key, focusing on improving safety, reliability, cleanliness, accessibility, comfort and convenience at stations.
How do you make your business a good place to work?
Capel C.S Ltd recognise that our workforce is our main asset. The majority of our key staff and workers have been with us for many years, in some cases since we were established. In order to engender loyalty from our staff it is vital that each person is treated with respect and compassion regardless of their role within the organisation. Constant dialogue between all members of the team is paramount is developing good working relationships at all levels. Additionally, employing individuals best suited to each specific task helps motivate our workforce and reduce worker dissatisfaction. We treat all of our staff fairly and equally.
CAPEL C.S LTD
Capel C.S Ltd, established over 30 years ago, specialises in rail network enhancement and diverse construction projects. Its focus is on improving passenger experience, accessibility, and safety.
Want to know more about Capel C.S?
Email: pcoomber@capelcsltd.com
Visit: www.capelcsltd.com
Air horn systems, Wash wipe systems
STAUFF Line
A comprehensive range of quality products and innovative services, delivered to production line side for rolling stock OEMs.
Pantograph systems
Door operating systems, Door handles
Inter-car hose assemblies
Waste disposal, Full pneumatic pipework systems
Seating framework, Grab rails and luggage racks
Body to bogie pipework, Levelling valve systems
ready for immediate installation, reducing logistic, production and inventory costs. adopted by global OEMs to successfully achieve cost savings in rolling stock manufacture.
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
Braking systems, Sanding HOSES
A whole-system view
RSSB focuses on improving the whole rail network. Our approach considers the entire network as an interconnected system. We know that each component–from tracks and signals to trains and stations–plays a crucial role in the overall efficiency, safety and sustainability of the railway.
Discover how our holistic approach drives value, innovation and cost reductions across UK rail. Visit www.rssb.co.uk/wholesystemview Rail 2029:
We Find Safety in Listening
CIRAS is the transport sector’s confidential safety hotline, in a listening partnership with its members to reduce risk
Safety is too important to miss any crucial information. Even if you offer a range of reporting systems and welcome hearing from staff about what’s really going on, there are voices you might not be hearing. When it comes to people, things aren’t always straightforward, and not everyone is comfortable reporting safety concerns openly.
CIRAS confidential safety hotline provides a safety net, so people can report their concerns with their identity protected. Its mission has been the same since 1996: to listen carefully and impartially to health, wellbeing, and safety concerns from people who feel they can’t use internal reporting channels or have tried without success.
Raising concerns
When someone raises a concern with CIRAS, whether they’ve already raised it or it’s for the first time, CIRAS shares it with the relevant company for resolution while protecting the reporter’s identity. The company then investigates and acts on the concern, telling CIRAS what it’s done in response. CIRAS shares the company’s response with the person who reported the concern.
People can report safety concerns through CIRAS either for their own employer or for another company, such as a supplier or contractor.
CIRAS provides extra listening, supplementing its members’ own systems. Offering a range of reporting options builds a culture of listening, where everyone knows they can be heard, however they prefer to raise their concerns. CIRAS emphasises in its communications that where there is an imminent risk of harm, it’s better to use more suitable reporting channels so that the issue can be dealt with immediately.
A not-for-profit subsidiary of the Rail Safety and Standards Board, CIRAS is advised by a committee that includes representatives of its members and trade unions.
‘By being part of the CIRAS community, members show that they want to listen’
Growing membership
CIRAS started in 1996 to allow railway workers to report health and safety concerns in complete confidence. Thanks to the tireless work of the industry, railway health and safety has improved significantly since then. CIRAS itself has grown, becoming a community of around 2,000 forwardthinking member organisations from across the whole transport sector in the United Kingdom and Republic of Ireland. Its wide membership base spans operators in mainline rail, bus, tram, urban metro, and light rail, as well as the transport supply chain, freight, and ports.
Its members, therefore, benefit from shared best practice and cross-sector learning, including a searchable online database of reports that stretches back many years. Members can see the variety of concerns that have been raised through CIRAS previously, about a wide range of safety themes and issues, and use this learning to help their own organisation. By being part of the CIRAS community, members demonstrate their commitment
to improving safety and reducing business risk. They show their staff that they want to listen and that they value hearing from all voices.
Learning from reporting data
When we listen, we learn. An important part of the CIRAS reporting process is capturing information that can help the industry to identify wider safety issues. CIRAS’ reporting analysts ask questions during the
reporter interview. They aggregate this data, with no identifying information, to share throughout the year with CIRAS’ members and with industry safety groups. This can also help members with safety and risk planning.
‘We gain insights in two ways during our interviews with reporters’ said director of CIRAS, Catherine Baker. ‘Firstly, we analyse the concerns themselves to pick up trends or patterns in what people are choosing to report confidentially.
‘This can provide leading indicators of emerging issues that warrant further investigation or measures to address them. Where the issue has yet to become tangible, it may give an earlier warning than close call or incident data. This knowledge helps our member companies to plan and prioritise more effectively, which is why they often request specific analysis on certain themes.
‘We also ask reporters for their perceptions of reporting culture, such as their own willingness to report and their view of how well their company listens. This has showed some positive shifts in the perceptions of company listening, which is useful feedback to members.
‘Shared learning and good practice are cornerstones of our community. It takes collaboration to create real change.’
When someone listens, people will make the right call.
Thousands of organisations in the transport sector are members of CIRAS. We build a strong listening partnership with our members to improve safety. Our confidential safety hotline provides extra listening to help staff make the right call and report their concerns even when they feel they can’t use other channels. When we listen, we learn.
Learn how you can build your listening partnership with CIRAS at ciras.org.uk/rightcall.
Ticketing Technology at New Belfast Station
The 20 million passenger journeys predicted to flow through Belfast’s new landmark Grand Central Station every year will benefit from Flowbird ticketing systems designed to make rail and bus travel effortless.
The Translink multimodal concourse – the biggest public transport infrastructure project on the island of Ireland – is the hub for integrated bus, coach and train services covering the city, the whole of Northern Ireland and cross border into the Irish Republic.
Flowbird, the long-standing ticketing technology partner for Translink, has undertaken infrastructure works at Grand Central, installing and configuring rail access gates and touchscreen selfservice ticket vending machines.
Onboard customer teams will also benefit from new generation handheld ticketing and inspection devices for use on-train and
for Glider BRT ticket sales and validation. All this technology is interfaced with the Flowbird CloudFare back office, which is central to network management, remote asset monitoring, ticketing functions and delivering multi-layered business information for Translink operations.
William McGookin, Translink’s Head of Ticketing said: ‘The development of our new ticketing system is further transforming public transport in Northern Ireland, offering an enhanced customer experience for everyone.
‘The opening of Grand Central Station is an exciting milestone and the new enhanced ticketing technology will make it even more attractive and easier for more people to use public transport as the smarter travel option, which is good news for the climate and a positive step to a healthier more active society.’
Secure Turn-key Rail Communication Systems
Railway operators and system integrators can now use a new Railway Ethernet Switch (RES10G) from HUBER+SUHNER to enhance network performance and security on the train, while also reducing time-to-market. The new RES10G switch has been specifically designed to connect all on-board Ethernet based devices for applications such as: passenger Wi-Fi, cellular/satellite uplinks and passenger information systems.
With the ‘Made in Germany’ seal of quality, and compliance with the EN 50155 and EN 45545-2 standards, the solution ensures reliable, safe operations in harsh railway environments. RES10G provides up to six 10 Gigabit Ethernet ports, for connecting the train backbone via copper or fiber optic cabling, or high-end access points and computer resources. 24 Gigabit Ethernet ports are also used to support
Power-over-Ethernet with the latest IEEE802.3bt standard, while the solution offers up to 90W per port to provide data and power to connected devices with a total overall power budget of 120W.
RES10G has been created to work seamlessly with the latest products in the HUBER+SUHNER railway portfolio. This includes the SENCITY® Rail ACTIVE rooftop antenna used for train-to-ground communication and GNSS services, and SENCITY® Rail ACTIVE In-carriage antenna as a Wi-Fi access point.
RES10G uses the latest software-defined networking methods based on NETCONF and RESTCONF protocol. Also deploying network security features like RADIUS Authentication and Access Control Lists (ACL), RES10G ensures that customers’ networks remain secure, reliable, and effectively managed.
Transformative 5G Digital Signalling
Hitachi Rail’s use of 5G digital signalling capabilities for urban rail, will reduce lifecycle costs, enhance actionable insights from data analytics, and future proof train networks. Replacing legacy radio technologies with 5G for critical train to ground communications is being launched on New York’s Crosstown Line & Hong Kong’s International Airport’s Automatic People Mover.
SelTrac™ CBTC is an advanced digital signalling solution, which uses train to ground telecommunications to support traffic management on a line. A technology deployed across new metros, light rail systems and is increasingly used for resignalling on existing networks. CBTC allows for higher capacities, safety and overall reliability when compared to conventional signalling systems.
Operators of 5G acquire the ability to use their expanded network capacities to deliver a range of additional services without installing new radio infrastructure, and with confidence of future 5G technology iterations (e.g. 6G) and backward compatibility. An important asset considering the 30-year lifecycle found within a radio access infrastructure.
Stourbridge Proposal Could Lead the Way for VLR
The Stourbridge Shuttle, operated by Pre Metro, is a pioneering example of light rail innovation within the UK’s railway network
Since its inception in 2009, this unique service has connected Stourbridge Town and Stourbridge Junction, offering an impressive 1,370 services weekly with near-perfect punctuality to over seven million passengers.
As a multimodal light rail service, the Shuttle has achieved remarkable reliability, demonstrating how light rail can be effectively integrated into traditional heavy rail infrastructure to deliver cost-effective, efficient, and reliable public transport.
Conceptualised in 1999 by the company’s Managing Director, Phil Evans, the Shuttle exemplifies the potential for light rail systems to enhance the UK’s transport network.
In an era where railways face the dual challenges of meeting growing demand while managing costs, the Stourbridge Shuttle provides valuable lessons in maximising existing infrastructure, minimising operational expenses, and improving passenger experience.
The success of this service not only underscores the potential of light rail systems to bridge gaps within the national network, but also offers a blueprint for future rail projects seeking sustainable and innovative solutions – a blueprint that Pre Metro is keen to expand upon.
Their latest proposal
Pre Metro’s latest proposal aims to extend the benefits of light rail connectivity to the neighbouring area of Brierley Hill. This proposal envisions converting an underutilised 5km stretch of twin-track freight line between Stourbridge and Brierley Hill into a dedicated passenger service, creating a seamless link between these key locations.
By capitalising on existing infrastructure, the plan requires minimal capital investment compared to new developments, proposing the segregation of one track for passenger use while maintaining freight operations on the other.
A key feature of the proposal is the introduction of a new fleet of vehicles capable of operating on both the existing Shuttle route and the new service, thereby optimising operational efficiency and vehicle maintenance.
This initiative seeks not only to extend the reliable service model of the Stourbridge Shuttle but also to set the stage for enhanced regional connectivity. It offers a practical and scalable solution that could be replicated in other areas across the UK, further demonstrating the flexibility and cost-effectiveness of light rail integration on underserved Branch Lines and routes.
Local cost concerns
Amid growing concerns over the escalating costs and delays of the nearby West Midland Metro extension, the Very Light Rail (VLR) proposal presents a financially savvy alternative poised to revolutionise the region’s transport network.
The first phase of the proposed VLR connection between Stourbridge and Brierley Hill promises significant economic and social benefits at a fraction of the cost associated with recent Metro developments.
While the Metro’s phase two extension from Dudley to Waterfront is projected to cost over £228 million, with additional funding required to extend to Merry Hill, the Stourbridge VLR solution could achieve a similar outcome for just £30 million in its initial stage.
Extending this scheme to include Dudley would total only £50 million—a staggering 78 per cent saving when compared to the currently proposed tramway.
Pre Metro has thoroughly researched community and business support for the VLR service.
Two independent surveys by Oakham Research, conducted in 2020/21 and 2023/24, revealed overwhelmingly positive responses, with 87 per cent of locals expressing eagerness to use the new service and 82 per cent of businesses along the proposed route believing it will enhance the public transport network.
Additionally, many businesses foresee increased customer footfall and improved employment opportunities, particularly around Merry Hill, highlighting the transformative potential of the VLR connection.
Economic and social impact
The VLR proposal could serve as a catalyst for broad economic and social transformation in the West Midlands. By improving connectivity between Stourbridge, Brierley Hill, and beyond, the project is poised to stimulate local economies, create jobs, and enhance the quality of life for residents.
The proposed route strategically connects key employment centres, healthcare facilities, educational institutions, and leisure hubs, ensuring that the benefits of improved public transport reach all segments of the community.
Businesses along the route, particularly those at Merry Hill, stand to benefit from increased footfall, while residents will enjoy easier access to essential services and recreational opportunities. The VLR service also aligns with broader goals of sustainability and economic inclusivity, providing a cost-effective solution that supports long-term regional growth.
In doing so, the Stourbridge service not only meets immediate transport needs but also lays the groundwork for a more prosperous and connected West Midlands.
Establishing a model for Very Light Rail integration
The proposal not only advances local connectivity but also establishes a model for Very Light Rail (VLR) integration across the national railway network. This model is particularly relevant in an era of high costs, where the efficient use of existing infrastructure is paramount.
By segregating one track for passenger use while maintaining freight operations on the other, the proposal demonstrates the potential for freight lines and dual tracks to be repurposed for segregated passenger services. This approach maximises the utility of existing infrastructure, minimizing the need for costly new developments while enhancing service offerings.
Branch lines, often overlooked in favour of more prominent routes, also stand to benefit significantly from the development of a next-generation VLR system. Historically, branch lines have struggled with declining passenger numbers and maintenance costs, leading to underutilisation or closure.
The success of the Stourbridge Shuttle has already proven the viability of integrating light rail with traditional rail services. By extending this concept, branch lines could be revitalised using VLR, offering
reliable, frequent, and cost-effective services that meet the needs of modern passengers.
Moreover, the proposed VLR system presents an opportunity to test and refine rolling stock reliability in real-world scenarios. Pre Metro is already supporting the Revolution VLR project with mileage accumulation at Ironbridge.
As the pioneers who first demonstrated the feasibility of branch line and light rail integration, Pre Metro seems uniquely positioned to lead the development of a robust, next-generation VLR system.
The lessons learned from this project could inform future VLR applications across the UK, driving innovation and establishing a sustainable model for mixed-use railway networks that efficiently balance freight and passenger needs without the need for substantial investment.
Conclusion
The overwhelming support from businesses and residents alike underscores the project’s potential to reshape regional connectivity, driving economic growth while enhancing accessibility to vital services.
As the West Midlands navigates the complexities of expanding its costly public transport network, this proposal offers a model of innovation and fiscal responsibility
that could set a new standard for light rail projects across the UK.
To provide further information and context, Pre Metro recently launched its ‘Bigger Picture’ strategy, outlining the facts for service provision, rolling stock considerations, and the value of implementing VLR at this location.
Pre Metro’s Director, Steve Jasper, has called on the West Midlands Combined Authority to prioritise financial accountability and collaborate with local operators to adapt the Metro proposal, ensuring a brighter and more connected future for the region.
With considerable momentum continuing to build for this proposal, questions may arise if Transport for West Midlands defers the consideration of this project until 2027, risking the loss of an opportunity to deliver a more cost-effective, rapidly deployable solution.
Tel: 01384 441325
Email: info@premetro.org
Visit: www.premetro.co.uk
Scalability and Flexibility
Large-scale
rail projects demand efficient and adaptable solutions for various aspects of their operations
This is particularly true for onsite accommodation solutions.
Modular units, including cabins, welfare units, and other pre-built structures, continue to be reliable solutions, offering practical scalability and flexibility. We explore how these innovative accommodations are enhancing rail project management.
The modular advantage
Modular accommodation solutions offer several key benefits that make them ideal for rail projects. Their rapid deployment allows for swift response to changing project needs, as units can be quickly transported and installed. The customisable configurations of these modules enable them to be arranged in various layouts, suiting specific site requirements or topographies. Perhaps most importantly, the inherent scalability of modular solutions means capacity can be
easily increased or decreased by adding or removing units as needed.
Quality control is another significant advantage of modular accommodations. Factory-built units ensure consistent quality and compliance with safety standards across all installations. Moreover, the ability to hire these units for the duration of a project provides cost-effective solutions for rail development initiatives of varying lengths and scales.
Scalability in action
The scalable nature of modular accommodations addresses one of the most significant challenges in rail project management: fluctuating workforce sizes. As projects progress through different phases, the number of on-site personnel can vary dramatically. Modular solutions empower project managers to swiftly expand accommodation capacity during
peak construction phases and easily reduce footprint during slower periods or as the project winds down. This flexibility extends to adjusting the mix of accommodation types as project needs evolve.
By allowing this level of adaptability, modular solutions ensure that worker needs are met at all times while optimising costs by aligning accommodation capacity with actual requirements. This scalability is a key factor in maintaining project efficiency and worker satisfaction throughout the lifecycle of a rail project.
Flexibility meets diverse challenges
The flexibility of modular units is crucial in addressing the varied challenges presented by rail projects. These projects often span diverse terrains and urban landscapes, requiring accommodation solutions that can adapt to different environments. Modular units excel in this regard, as they can be
configured to fit into challenging spaces, whether it's a narrow urban corridor or a remote mountainous area.
Modern modular units are designed with versatility in mind, offering multifunctional spaces that can serve various purposes. A single unit might function as an office space one week and be reconfigured as a meeting room the next, adapting to changing operational needs without the need for major renovations. This flexibility is particularly valuable in the ever-changing landscape of rail project management.
As work progresses along a rail line, the ability to relocate assets becomes crucial. Modular accommodations can be easily moved to follow the project's progression, minimising transportation times for workers and ensuring that essential facilities are always close to the active work zones. Additionally, the interiors of these
units can be customised to meet specific project requirements, ranging from basic welfare units with essential amenities to more complex structures housing specialised equipment or serving as temporary control centres.
Customisation options extend to the aesthetics and branding of the units. Interiors can be tailored to reflect a company's identity through custom colour schemes, logo placements, and branded furnishings.
This personalisation creates a cohesive, professional environment and reinforces company culture, even in temporary workspaces.
Technology integration and considerations
The versatility of modular accommodations extends to their ability to incorporate various amenities and systems as needed. Units can be equipped with different features to suit the specific requirements of each project, from basic welfare facilities to more complex setups. Energy efficiency is also a key consideration, with options for environmentally friendly solutions to reduce both environmental impact and operating costs. While modular accommodations offer these significant advantages, there are practical considerations to keep in mind.
The logistics of transporting units to remote locations can be challenging and require careful planning. Additionally, there may be a need to manage perceptions and educate stakeholders about the quality and comfort of modern modular accommodations. Despite these challenges, the ability to hire these units for specific project durations often provides a cost-effective and flexible solution compared to traditional construction methods, making them an attractive option for many rail projects.
The path forward
The scalability and flexibility offered by modular accommodation solutions are transforming how large-scale rail projects approach on-site facilities. By providing adaptable, high-quality spaces that can evolve with the project's needs, these solutions enable project managers to optimise resources, improve worker comfort, and ultimately enhance overall project efficiency. As rail infrastructure continues to expand and evolve, the role of hired modular accommodations in supporting these ambitious projects is set to become increasingly pivotal.
Tel: 0800 515555
Email: contact.hire@wernick.co.uk
Visit: https://www.wernick.co.uk/hire/
Heading Up Safety at Height
Globally recognized for its innovative technical equipment, Petzl stands as a leading manufacturer specialising in high-quality gear
From class leading helmets and headlamps to reliable harnesses for working at height, Petzl offers a comprehensive range of solutions for professionals. As a family-owned company, Petzl has grown to become Europe's largest manufacturer of personal protective equipment for those who work or play in darkness or at height.
Over the past 50 years, Petzl has been guided by four core values: maintaining stability as a family business, driving innovation to create the best solutions, achieving industrial excellence with a zerodefects goal, and engaging with professional communities.
Petzl Helmet Solutions
Essential for working at height, helmets provide protection from falling objects or in the event of a fall. At Petzl, head protection means more than just wearing a helmet. With a commitment to ensuring that professionals have comfortable helmets that fit well and integration of a Petzl headlamp, hearing protection, and multiple accessories and colours, the VERTEX and STRATO are entirely modular helmets, meeting the specific needs of professionals.
Petzl helmets are renowned for their advanced features and versatility, designed to ensure safety and comfort in demanding environments. The Petzl Dual Standard Chinstrap, which meets both EN 12492 and EN 397 standards, exemplifies a commitment to safety by providing versatile head protection that complies with multiple safety regulations.
In addition to the dual standard chinstrap, Petzl helmets offer a wide range of accessories to tailor gear to specific tasks and conditions. These include visors for face protection – either mesh or polycarbonate, compatibility with ear defenders, nape protectors, name tag holders, helmet covers and liners and replaceable comfort foam and cradles.
Petzl helmets are also designed with integrated clips or mounting systems
for our range of professional headlamps (ARIA, XENA and DUO), ensuring secure illumination and enhanced visibility in low light conditions. This modular design makes Petzl helmets a top choice for professionals in various industries.
Petzl VERTEX® Helmet
The VERTEX helmet is very comfortable and a well regarded and dependable workhorse. It features a six-point textile suspension and CENTERFIT and FLIP&FIT systems, which guarantee a secure fit. The dual standard chinstrap makes it ideal for both work at height and on the ground, while a full cover outer shell protects against electrical hazards, molten metal splash, and flames. VERTEX is also available in a vented version with sliding shutters to adjust airflow and Hi-Viz versions which feature a yellow or orange fluorescent outer shell with phosphorescent clips and reflective bands for optimal visibility of workers, day or night.
Petzl STRATO® Helmet
The STRATO helmet is both lightweight and comfortable, making it a popular choice for owner-operators. It features a lightweight EPP and EPS liner and CENTERFIT and FLIP&FIT systems which ensure a secure fit. As with our VERTEX, STRATO uses a dual standard chinstrap for both work at height and on the ground, while a full cover outer shell protects against electrical hazards, molten metal splash, and flames. STRATO is also available in a vented version with sliding shutters to adjust airflow and Hi-Viz versions which feature a yellow or orange fluorescent outer shell with phosphorescent clips and reflective bands for optimal visibility of workers, day or night.
Petzl CUSTOM Service
Petzl's Custom Service offers the option to personalise helmets and other products to suit your needs. You can choose between ventilated and non-ventilated shells, and select from standard or fluorescent colours.
Customisation includes printing stickers with logos and/or standard markings, and adding coloured reflective bands. A variety of accessories, including eye and face shields, helmet protectors, nape protectors and name tag holders can be pre-mounted. Each helmet is individually packaged for a ready-to-use solution. To learn more about Petzl products, get in touch via the contact information below.
Tel: 015396 26400
Email: info@petzl.co.uk
Visit: www.petzl.com/GB/en
STRATO®
VERTEX®
VERTEX® VENT
DUO RL
STRATO® VENT
What is the Railway Industry Association?
The Railway Industry Association (RIA) is the national trade association for UK-based suppliers to the rail industry and is active across the nations and regions of the UK
Established nearly 150 years ago, RIA has 360+ member companies from across the supply chain. As the champion of a dynamic rail supply sector, RIA supports the delivery of a bigger and better rail industry, representing the sector as an essential generator of economic growth, jobs and investment as well as supporting a low carbon form of mass transit for communities across the UK.
RIA advocates, campaigns and lobbies to highlight the value of UK rail and engages with politicians from all parties and civil servants in the UK and devolved governments in addition to regional authorities. The association works closely with all the major rail clients across the country including Network Rail and Transport for London and collaborates with a range of industry partners and stakeholders to make the case for investment in rail. Key focus areas for lobbying include:
• The need for a visible and certain pipeline of rail work.
• Clarity on major rail projects and significant enhancements.
• Decisions on rolling stock manufacturing and refurbishment.
• Rail decarbonisation including electrification and battery traction.
• The benefits of leveraging potential retail solutions and data advances to improve customer experience and railway performance.
• Highlighting export opportunities for UK rail suppliers.
• Supporting SMEs.
Why join RIA?
RIA offers its members a whole host of benefits, helping to improve visibility of their business and products. RIA represents members' interests to Government, political decision-makers, major clients, regulators, and industry bodies. It holds regular events
with politicians, engages with government and industry consultations, and runs campaigns on major issues affecting rail.
RIA facilitates industry dialogue and knowledge sharing through a comprehensive events programme. This includes Member Interest Groups covering technical and policy-based subjects, providing forums for in-depth discussions on specific areas of rail industry development. The association also organises flagship conferences, such as the RIA Annual Conference and the RIA Innovation Conference, which bring together industry leaders, policymakers, and innovators. Additionally, RIA arranges specialised workshops and meetings, enabling members to engage directly with key industry stakeholders and decisionmakers, fostering collaboration and driving forward the interests of the rail supply chain.
The association keeps members up to date with industry news and information, supporting the development of key industry workstreams and promoting innovation and sustainability. RIA provides a platform for members to showcase news or business
developments through its website and social media channels.
Additionally, the association promotes exports of members' products and services by hosting trade missions and events, working closely with the Department for Business and Trade (DBT), and attending overseas trade shows in countries such as India and Australia.
If you are interested in joining RIA, please get in touch via the contact information below.
Tel: 020 7201 0777
Email: membership@riagb.org.uk
Visit: RIAGB.org.uk
LinkedIn: Railway Industry Association
Twitter: @railindustry
Transport Scotland (Còmhdhail Alba)
Transport Scotland is the national transport agency for Scotland, responsible for the ScotRail and Caledonian Sleeper franchises as well as planning and delivering rail policy, strategy and development in Scotland
The Transport Scotland Rail Directorate is responsible for planning and delivering rail policy, strategy and development. It carries out appraisals of capital projects, advises on rail investment decisions and provides the specification of railway outputs that the Scottish Government will wish to buy. It is also responsible for managing the ScotRail and Caledonian Sleeper franchise contracts, specifying and funding Network Rail’s highlevel delivery responsibilities in Scotland, and liaising with the Office of Rail and Road in specifying and funding the outputs expected from Network Rail.
Transport Scotland has invested over £9 billion in the railway since 2007, which has resulted in:
• New fleets of modern electric trains.
• New and improved services through the ScotRail and Caledonian Sleeper franchises.
• 47 miles of new railway, including the Borders Railway.
• 252 miles of electrified lines.
• 16 new stations.
Rail Policies and Strategy
Scotland’s Economic Strategy sets out an overarching framework for how Transport Scotland aim to achieve a more productive, cohesive and fairer Scotland. It prioritises boosting investment and innovation, supporting inclusive growth and maintaining their focus on increasing internationalisation.
Rail is part of the fabric of Scotland’s economy, providing vital public services by connecting people with destinations and goods with markets. It supports their economic competitiveness by:
• Offering fast routes to employment for commuters.
• Linking Scottish cities with the rest of Great Britain, making the Scottish nation a more attractive place to not only live and work, but also do business.
• Moving goods around the nation and bringing customers to businesses.
• Connecting tourists to world-famous destinations and attractions up and down the country.
National Transport Strategy
Transport Scotland’s vision, as set out in the National Transport Strategy (NTS2), is for Scotland to have a sustainable, inclusive, safe and accessible transport system which will help to deliver a healthier, fairer and more prosperous Scotland for communities, businesses and visitors.
The third annual Delivery Plan for Scotland's National Transport Strategy sets out the key actions taken by the Scottish Government to deliver the Strategy's vision and priorities for 2023-24. This vision is underpinned by four interconnected priorities: Reduces Inequalities, Takes Climate Action, Helps Deliver Inclusive Economic Growth and Improves our Health and Wellbeing, with associated outcomes. The vision, priorities and outcomes were developed in collaboration with stakeholders across Scotland and remain at the heart of the Strategy. The four priorities continue to provide the basis upon which we take decisions and evaluate the success of Scotland’s transport policies.
Transport Scotland is an executive agency of the Scottish Government and is accountable to Parliament and the public through Scottish Ministers. Transport Scotland also provides input from a Scottish perspective on reserved rail issues such as: European directives, cross-border rail franchises, the Equality Act and safety and standards.
Rail freight
The rail freight sector is a vital part of Scotland’s economy. The Scottish Government’s vision is for a competitive, sustainable rail freight sector that plays a significant and increasingly important role in Scotland’s economic growth and provides a safer, greener and more efficient way of transporting goods and materials.
This vision is backed by a £25 million Scottish Strategic Rail Freight Fund for the period 2019 to 2024. The fund will support the development and delivery
costs of proposals for minor-medium freight interventions aimed at improving the capacity and capability of the Scottish network for rail freight.
Stations
There are currently 360 railway stations in Scotland. Network Rail manages Glasgow Central and Edinburgh Waverley. The railway station at Prestwick Airport is owned and managed by the airport authority. The rest are leased to and operated by ScotRail.
Scottish stations have improved significantly after considerable investment over the last few years. ScotRail has invested around £20 million in delivering front line improvements to passenger facilities at stations. The Scottish Government announced in 2019 a £25 million investment into rail freight over the next five years in a bid to strengthen the industry.
Transport Scotland aims to make travel as accessible and affordable as possible. To achieve this, they offer concessionary travel for young Scots, disabled travellers, over 60s and ferry passengers. They are committed to ensuring that their facilities are maintained and improved over the course of the current franchise, with further investments being made at stations to support smart ticketing and integrated travel.
Investment includes enhanced cycle facilities, upgraded ticket vending machines, multi-modal customer information screens and smart ticketing equipment.
KEY PERSONNEL
Interim Chief Executive: Alison Irvine
Director of Rail: Bill Reeve
Interim Director of Transport Strategy and Analysis: Fiona Brown
Director of Low Carbon Economy: Morna Cannon
CONTACT INFORMATION
Address: George House, 2nd Floor 36 North Hanover Street
Glasgow, G1 2AD
Tel: 0141 272 7100
Email: info@transport.gov.scot
Visit: www.transport.gov.scot
Transport for Wales
Transport for Wales (TfW) was set up by Welsh Government in 2016 to oversee public transport in Wales
Transport for Wales (TfW) is a not-for-profit organisation wholly owned by the Welsh Government which exists to drive forward the Welsh Government’s vision of a high quality, safe, integrated, affordable and accessible transport network that the people of Wales are proud of.
The role of the Transport for Wales Board is to provide effective leadership for TfW, monitor performance and promote high standards of public finance, all whilst meeting the requirements of its remit as set by the Welsh Government.
The intention is to create a rail service that benefits the whole of Wales, as well as communities along the border in England and to this end Transport for Wales is:
Working to bring the rail service into line with the regulations for persons of reduced mobility ensuring everyone can benefit from a better service.
Committed to meeting the requirements of the Welsh Language Standards by providing better Welsh Language services.
Improving integration with active travel routes making it easier for people to walk and cycle to and from stations.
Working with bidders to ensure they invest in the skills of their staff and suppliers and that local people have opportunities for employment.
Investing circa £1 billion to transform the valley lines to Treherbert, Aberdare, Merthyr Tydfil, Rhymney and Coryton, electrifying around 107 miles of track and upgrading infrastructure to enable improved journey times and more trains every hour.
Community Rail Partnerships
With the Transport for Wales Community Rail Partnerships and station adoption scheme, TfW are committed to showcasing the best the Wales and Borders network has to offer through events, projects and community conversations.
The Community Rail Strategy is to:
• Provide a voice for the community.
• promote sustainable, healthy and accessible travel.
• Bring communities together and supporting diversity and inclusion.
• Support social and economic development.
Transport for Wales have set a key priority within their Community Rail Strategy to ‘Maximise Our Social Impact’. Their vision, by developing a collaborative ‘one team’ approach within Community Rail, will encourage communities across Wales and Borders to identify and leverage opportunities for social, cultural, economic and environmental benefits that the current train service provides. TfW will do this through purposeful engagement and constructive conversations to support communities, get the most from their railways by promoting social inclusion, sustainable and accessible travel and, where possible, bringing stations to life.
Sustainable Travel
Transport for Wales are transforming the transport network in Wales and the borders so that it becomes truly sustainable and fit for future generations.
Transport is fundamental to the social, economic, environmental and cultural well-being of Wales. That’s why their work is fully alifgned with the seven goals of the Well-being of Future Generations (Wales) Act; helping to create a Wales that everyone wants to live in, now and in the future.
TfW are committed to delivering an accessible, sustainable, and efficient multimodal transport network with sustainability embedded throughout their organisation.
The Transport for Wales sustainable development plan sets out how they:
• Ensure sustainable development is part of culture and embedded in everything people do.
• Determine the commitment and approach to sustainable development up to 2033.
• Set clear goals, actions and responsibilities.
• Meet the requirements of relevant legislation and policies.
• Undertake key activities to build a sustainable transport network.
Metro
The Metro will make it easier for passengers to travel, whether that’s by train, bus, bike or on foot. It will be a modern, efficient and sustainable way to travel so that cars are used less and public transport, walking or cycling more.
A part of the integrated transport network that TfW are building, Metro will connect areas with transport hubs and reduce the environmental impact of travel in Wales. It will also create more ways to incorporate physical activity into everyday life and that will mean a healthier Wales. Metro will help communities to connect and businesses to thrive. It will open up a range of job, leisure, business and other opportunities, transforming Wales’ future economic prospects. Transport for Wales have already made a big impact on people’s lives and this will continue as they develop a sustainable, integrated transport network across Wales. Their aim is to increase the number of journeys by active travel or public transport by 40 per cent by 2040, the goal set out in Llwybr Newydd: the Wales Transport Strategy.
KEY PERSONNEL
Chief Executive Officer: James Price
Chief Finance, Governance and Corporate Services Officer: Heather Clash
Communications and Engagement Director: Lewis Brencher
Chief Operations Officer: Jan Chaudhry-Van Der Velde
Safety, Sustainability and Risk Director: Leyton Powell
Chief Transport Planning and Development Officer: Geoff Ogden
Chief Commercial Officer: Alexia Course
Development Director Mid, North and Rural Wales: Lee Robinson
CONTACT INFORMATION
Address: Llys Cadwyn
Pontypridd CF37 4TH
Tel: 029 2167 3434
Email: contact@tfw.wales
Visit: www.tfw.wales
Department for Infrastructure
(An Roinn Bonneagair)
Department for Infrastructure is staffed by civil servants who are accountable to the Minister for Infrastructure
The Minister is a member of the Northern Ireland Executive and accountable to the Northern Ireland Assembly. The Permanent Secretary, Dr. Denis McMahon, is the Accounting Officer for the Department and the Minister’s principal adviser. Dr. Denis McMahon chairs the Departmental Board, which directs the delivery of Corporate Governance within the Department.
Details of the arrangements which have been established to ensure proper and effective management of the Department’s affairs are set out in the Corporate Governance Framework. The Departmental Board comprises a further five executive members and two non-executive, independent members.
The Department provides capital and revenue grant funding to Translink for Northern Ireland Railways to operate rail services. The funding helps maintain and develop the rail infrastructure, allows rail services to operate safely and efficiently and helps make public transport an attractive alternative to private transport. Public Transport Division carries out the governance function of Translink on behalf of DfI and monitors spend of the grant allocated to Translink against plans, ensuring that projects demonstrate value for taxpayers’ money and expenditure falls within budgetary limits.
The past few years have seen significant investment in the railways. From 2014/15 to 2020/21, Translink has received funding of over £360 million of capital works on the railways here. The major projects completed in the period include:
• Coleraine to Derry Phase 2.
• Northwest Multi Modal Transport Hub.
• New Portrush Train Station.
• Knockmore to Lurgan Ballast Rehabilitation.
• Lurgan Area Track Renewal.
• Belfast Transport Hub – Enabling Works.
The Department has responsibility for the licensing, safety certification and
safety authorisations of all mainline, light railways and heritage railways operating in Northern Ireland in exercise of the powers conferred on it under the Railway Safety Act (Northern Ireland) 2002. The Department regulates railway safety to ensure all Railway Undertakings, Infrastructure Managers and heritage rail operators comply with regulatory duties to provide a safe rail network.
In addition, the Department is the Competent Authority for assessing compliance with technical standard on the rail network. Rail Safety Authority The Department acts as the Rail Safety Authority for Northern Ireland and is responsible for ensuring Northern Ireland Railways’ (NIR) regulatory compliance with the rail safety regulatory framework.
The Department does this in accordance with the Railway Safety Act (Northern Ireland) 2002 and associated regulations. The statutory function of the Rail Safety Authority in the Department is exercised by Rail Safety Branch.
The Branch is responsible for the monitoring and supervision of NIR’s Safety Management System and for conducting audits and inspections of NIR’s application and practical deployment of its Safety Management System. The Branch also acts as the Competent Authority for interoperability on the rail system.
Travel Survey 2021
The Travel Survey for Northern Ireland (TSNI) started in 1999 and is produced by the Analysis, Statistics and Research Branch (ASRB) of the Department for Infrastructure. It collects information on how and why people travel within Northern Ireland, and details information on journeys taken by mode of travel and purpose of journey.
Covid-19 has had a knock-on effect on the usual publication timetable of the reports, therefore the 2021 In-depth Report was published in December 2023 as a single year instead of the usual three years combined. There was a significant delay in receiving 2022 data from the supplier and
so the 2022 Headline Report is planned for publication in late 2024.The key points for 2021 are:
• Each person travelled, on average, 4,940 miles in 2021 (approximately 13.5 miles per day), no real change from 2020 (4,550 miles per person). • On average, 838 journeys were made per person in 2021 (just over two journeys per day), around the same as 2020 (826 journeys per person).
• In 2021, 69 per cent of all journeys were made by car, 24 per cent by walking and two per cent by public transport (Ulsterbus, Metro, Other Bus, Northern Ireland Railways, Black Taxi), similar to 2020.
• Around five times as many respondents travelled on the bus once a week or more (eleven per cent) as travelled on the train once a week or more (two per cent) .
KEY PERSONNEL
Minister for Infrastructure: John O'Dowd
CONTACT INFORMATION
Address: Department for Infrastructure James House, 2-4 Cromac Avenue, Belfast BT7 2JA
Tel: 028 9054 0540
Email: info@infrastructure-ni.gov.uk
Visit: www.infrastructure-ni.gov.uk
Transport for the North
Transport for the North is the country’s first Sub-national Transport Body, formed to transform the transport system across the North of England, providing the infrastructure needed to drive economic growth
Transport for the North became England’s first Sub-national Transport Body in April 2018, bringing together the North’s 20 Local Transport Authorities and eleven Local Enterprise Partnerships to enable the North to speak with one voice on the transport infrastructure investment needed to drive transformational growth and rebalance the UK economy.
Strategic Rail
Transport for the North’s Strategic Rail Programme plays a key role in shaping and informing the fulfilment of rail-related issues within TfN’s Strategic Transport Plan and its outputs for the Region.
The Programme provides a bridge between the existing operational rail environment and the North’s future rail provision for its 15.2 million people.
It is key to ensuring the synergies between the North’s classic rail network, the Northern Powerhouse Rail programme, Transpennine Route Upgrade (TRU), through the Integrated Rail Programme (IRP), are fully optimised.
In operational terms, the programme partners with the Department for Transport in overseeing and managing the region’s biggest rail operators – Northern Trains Limited and TransPennine Express. The Rail North Partnership, informed by the advice and guidance of the Rail North Committee and the Department for Transport, oversees and manages the performance and delivery targets of these operators and works to ensure they are both fit for purpose and future-proofed.
The Northern and TransPennine Express rail services run through 25 local authority areas, including the 20 authorities that sit on the Partnership Board of Transport for the North. They engage regularly with representatives from all 25 authorities through our Rail Officer Reference Group.
The main roles of Strategic Rail are:
• Driving Transport for the North’s Long Term Rail Strategy (LTRS) to support sustainable economic growth and green connectivity.
• Representing Transport for the North members on the Rail North Partnership Board.
• Co-ordinating the Transport for the
North members Rail North Committee and Officers Reference Group.
• Supporting member authorities on promoting and developing rail schemes and service improvements.
• Acting as a contact point between the wider Transport for the North authorities and the Rail Industry.
• Working with the Rail North Partnership Team on helping shape and influence train operator business plans and operations to best meet the interests of passengers in the North, under the guidance of the Rail North Committee and the Rail North Partnership Board.
Northern Powerhouse Rail
Northern Powerhouse Rail (NPR) is a major strategic rail programme, specifically designed to support the transformation of the North’s economy by providing effective and efficient rail connectivity between the North’s major economic centres, offering a faster and more reliable service across the entire region. Connecting the people, communities and businesses of the North.
NPR is a new rail network for the North of England aimed at increasing the rail capacity for the 21st century.
Featuring new and significantly upgraded railway lines, it will be the region’s single biggest transport investment since the Industrial Revolution. It will improve journey times and boost the number of trains per hour, allowing the northern economy to operate on a better level. It will transform rail services making it easier to move between the region’s towns and cities. By linking the east and west of the North, as well as linking with HS2, Northern Powerhouse Rail will deliver vastly improved regional rail connections, providing modern, high-speed, low-carbon services which will improve the passenger experience, and encourage a modal shift from cars to trains, contributing greatly to the decarbonisation agenda.
Northern Powerhouse Rail will also release capacity in the existing rail network, supporting improvements in the local and freight services on which much of the region depends, as well as improving connectivity to international gateways including Manchester Airport.
The programme will connect the major urban centres of the North, and
under-served communities, to generate opportunity, attract investment, create jobs and move the North towards a more integrated economy that will ‘level-up’ the region and boost UK productivity. The North’s economy will flourish with proper investment. To maximise and expand upon this ambition, the North’s creaking rail infrastructure must be improved.
Ultimately, Northern Powerhouse Rail –delivered in full alongside the Transpennine Route Upgrade – will define the North’s economic prosperity for the rest of this century, boosting jobs and growth, while also playing a significant role in reducing carbon emissions in the region and delivering tangible transformational benefits to people and business.
Transport for the North (TfN) and Department for Transport (DfT), working with delivery partners Network Rail and HS2 Ltd, has carried out substantial work to develop options in each NPR corridor. New lines and significant improvements to existing lines would free up capacity and reduce disruption, enabling more services on local lines, increasing opportunities for both workers and consumers.
Stay in touch
Transport for the North produces a regular podcast on all things transport and the Northern Powerhouse, covering topics such as devolution, levelling up, economic growth, productivity, investment and more. It is available via the TfN website and on Spotify and Soundcloud. The All Points North e-newsletter highlights the top stories each week – sign up via the TfN website.
KEY PERSONNEL
Chair: Lord Patrick McLoughlin
Chief Executive: Martin Tugwell
Rail and Roads Director and Deputy Chief Executive: Darren Oldham
Finance Director: Paul Kelly
Strategy, Policy and Communications Director: Katie Day
CONTACT INFORMATION
Address: Level 6, Town Hall Extension, Lloyd Street
Manchester M2 5DB
Tel: 0161 244 0888
Email: info@transportforthenorth.com
Visit: www.transportforthenorth.com
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