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Over the Summer we were presented with a mix of significant developments in the rail industry. From new ministerial appointments to strategic reviews and innovative safety initiatives, there's much to digest.
The appointment of Lord Hendy as Rail Minister brings a wealth of operational experience to the role, meanwhile, the recently published Rail and Urban Transport Review offers a fresh perspective on infrastructure investment and its potential economic impact.
On the safety front, RSSB's refreshed Rail Health and Safety Strategy provides insight into the industry's ongoing efforts to improve not just safety, but also the health and wellbeing of its workforce. The interview with Chris Knowles delves deeper into these initiatives, offering a behindthe-scenes look at how data and collaboration are driving improvements.
We’re focussing on safety and security in this issue with a spotlight on several of the organisations tasked with overseeing the railway. We also have Noel Travers, Chair of the Railway Industry Association with insights on the future of rail in uncertain economic and political times and Stephen Brookes MBE of Disability Rights UK discussing the ongoing challenges in making rail travel accessible for disabled passengers.
Alan Murray, CEO of the British Safety Industry Federation, highlights critical issues around the procurement of personal protective equipment and Samantha Facey, Safety Director at Govia Thameslink Railway, outlines GTR's comprehensive approach to health, safety and wellbeing. We also have several interviews with leading figures in the rail industry supply chain.
For those planning on attending, enjoy InnoTrans!
SAM SHERWOOD-HALE EDITOR
A VERTEX helmet and DUO RL headlamp in use while performing tunnel maintenance near La Pelonière, France.
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the latest from Network Rail, TfL and rail operators around the country
Sam Sherwood-Hale spoke to Chris Knowles, Director of System Safety and Health at RSSB about their new Health and Safety Strategy
on the future of
Stephen Brookes MBE, Disability Rights UK's Transport policy adviser, on the challenges in addressing longstanding accessibility issues for disabled
InnoTrans, the world’s leading trade show for transport technology, will take place in Berlin from 24 to 27 September
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Using the predictive power of Non-Technical Skills to help improve drivers’ safety performance
British Safety Industry Federation (BSIF) CEO, Alan Murray discusses the pressing need for greater competency in the procurement of Personal Protective Equipment (PPE)
Health and safety is a broad umbrella term, Samantha Facey, Safety, Health and Security Director explains how is this broken down at GTR
In conversation with Muhammad Short, Business Development Manager at
Simon Ash, UK Sales Manager at HAIX, shares his expert opinion on the importance of equipping railroad/railway workers with appropriate and compliant PPE
Davie Carns, CEO of NIS Group, explains why the rail and construction sectors have a unique opportunity to leverage the Government’s appetite for ‘growth’
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Tackling health and safety challenges is the right thing to do – but it can also help rail make significant financial savings. We could identify health risks sooner and intervene more effectively. Sometimes before problems even start. And reduce operational risks, making the network more reliable and resilient.
But we need evidence to do this correctly and quickly, which means accurate, complete data. That’s why RSSB is leading an evidence revolution for rail. We want to establish a single source of health and safety data, and encourage cross-industry collaboration and innovation.
Find out more at www.rssb.co.uk/evidencerevolution Rail 2029: an evidence revolution for safer,
New Transport Secretary Louise Haigh promised to deliver the biggest overhaul to transport in a generation. The Secretary of State immediately convened officials to begin work at pace across the department on rail reform, further devolution of bus powers, ensuring infrastructure works for the whole country, and supporting local authorities to fix roads for the long term.
In her first address to Department for Transport (DfT) staff on Monday, 8 July, Haigh set out her five strategic priorities, putting transport at the heart of mission-driven government.
They include:
• Improving Performance On The Railways And Driving Forward Rail Reform.
• Improving Bus Services And Growing Usage Across The Country.
• Transforming Infrastructure To Work For The Whole Country, Promoting Social Mobility And Tackling Regional Inequality.
• Delivering Greener Transport.
• Better Integrating Transport Networks.
Transport Secretary, Louise Haigh, said: ‘It will take all our effort but the new motto of our department – our purpose – is simple: move fast and fix things. Our department is so clearly central to achieving the missions for government that the Prime Minister has committed us to. Growth, net zero, opportunity, women and girls’ safety, health – none of these can be realised without transport as a key enabler.’
Haigh said DfT would ‘think about infrastructure and services together at every turn’. In her address to staff, she also said the
department would ‘focus relentlessly’ on improving performance on the railways and introduce ‘much-needed rail reform’.
The newly appointed Rail Minister, Lord Hendy of Richmond Hill CBE will also bring decades of experience to help realise the Government’s ambition of transforming infrastructure and improving public transport to deliver for passengers.
Lord Hendy of Richmond Hill CBE, the current Network Rail chairman, has been appointed Rail Minister.
Commenting on the news, RIA Chief Executive Darren Caplan said: ‘On behalf of the Railway Industry Association and its members I would like to congratulate Lord Hendy on his appointment as Minister of State at the Department for Transport.
‘Lord Hendy is a distinguished transport professional and public servant, and it is rare to have an incoming minister with such a high level of operational experience and expertise even before starting the role. This should give him key insights as he takes the many decisions he will have to make in his new position.
‘We in UK rail all know Lord Hendy recognises the importance of the railway in delivering the economic growth which is needed across the nations and regions of the UK. With passenger demand returning strongly, and with rail set to enter its 200th year in 2025, RIA stands ready to work with the new ministerial team and Government on an optimistic agenda to deliver a bigger and better railway in the years ahead.’
Lord Hendy was awarded a CBE in 2006, knighted in 2013, before being granted a full peerage as Lord Hendy of Richmond Hill in 2022.
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On 21 August, the independent Urban Transport Group published its cross-industry infrastructure Rail and Urban Transport Review –An assessment and ambition for a new government.
The review was conducted by leading industrialist and former Siemens CEO Juergen Maier, and was commissioned by the Labour party when in Opposition before the recent General Election. The report draws on advice from an expert panel and extensive engagement with the industry, including the supply chain and members of RIA. It makes five practical recommendations to help transport investment maximise its contribution to the economy.
Darren Caplan, RIA Chief Executive, commented following the publication of the Review: ‘The Railway Industry Association and our members welcome this transport infrastructure review, and will work with industry colleagues to implement its rail recommendations. We and the wider rail supply sector stand ready
Rail operator Trenitalia c2c is delighted to announce it has achieved a full re-accreditation under the Safeguarding on Railway Scheme (SRS) with a pass mark of 81 per cent, following a detailed audit by the British Transport Police (BTP).
The accreditation is awarded by the BTP and was developed by the Department for Transport (DfT) and BTP to help the increasing numbers of vulnerable people using the transport network.
Another step forward has been taken towards the introduction of digital in-cab signalling to the East Coast Main Line with the completion of dynamic ETCS (European Train Control System) testing for key trains in both the passenger and freight sector.
Govia Thameslink Railway’s Great Northern Class 387/1 Electrostar 387101 and DB Cargo’s Class 66 loco 66039 have successfully completed their testing across a range of operational scenarios.
Each train is the First in Class (FiC) for their respective fleets –the Class 387 is part of the Electrostar family of commuter units widely used in South East England, and the Class 66 is Britain’s principal freight fleet.
The dynamic testing, done at Network Rail’s Rail Innovation and Development Centre (RIDC) in Melton, forms a vital stage in the preparations for these fleets operating with digital signalling as part of the East Coast Digital Programme (ECDP) and subsequent ETCS deployments.
to play our part, to help restore confidence in the UK's ability to efficiently deliver transformative transport infrastructure.
‘In particular we welcome the call for a bold national vision for public transport, which is essential to boosting UK growth and productivity, and to help deliver decarbonisation. This vision will be supported by the recommendation that the Minister of State for Rail carries the explicit responsibility for helping develop rail supply chains, working in partnership with business, Tier One suppliers, major contractors, and SMEs, to take a greater responsibility in supporting the establishment of local supply chain capability. If we get this right, it will benefit not just the railway industry but also future customers –passenger and freight – who will be using this rail infrastructure in the years ahead.’
Network Rail is investing £16 million to replace the uniquely designed bridge that takes the Greek Street roundabout, Stockport, over the West Coast main line. The original bridge, which was constructed in 1958, has reached the end of its life and needs to be replaced. Work to the major junction in the centre of Stockport will begin next year, with some preparation work required this Christmas.
Work has started on a range of improvements for rail passengers at London Liverpool Street station. Improvements include more ticket gates serving Platforms 1-10 to increase gateline capacity and reduce congestion at busy times, new retail units and a new Greater Anglia ticket office on Platform 10.
There are currently 36 ticket gates from platforms 1-10 and this project will increase the capacity of the gateline by 58 per cent, ease congestion and reduce wait time for passengers, helping them complete their journey more quickly.
London Liverpool Street is the busiest station in the UK with 80.4 million journeys every year.
Chris joined RSSB in September 2021 as Professional Head of Asset Integrity and became the Director of System Safety and Health in January 2024. He has significant experience in asset management gained across railways, aviation, ports, telecommunications, and utilities internationally, in consultancy and independent assurance, and as a duty holder.
Sam Sherwood-Hale spoke to Chris Knowles about RSSB’s refreshed Rail Health and Safety Strategy.
‘We're very clinical in evaluating ideas. If something's a great technical idea but won't lead to an outcome in the railway, we won't do it.’
is shared so that we understand whether the risk profile is improving. Are we seeing a difference in the number of incidents reported through the Safety Management Information System? (SMIS), or indeed through the new Health and Wellbeing Data Hub, which is a new initiative being piloted at the moment.
We'll be monitoring that throughout the life of the strategy and will continue to monitor it beyond 2029 because the strategy is not a thing that you fix that doesn't change. We need to make sure we are still on track and if we need to adjust something to get a better improvement in safety, that is what we will do as an industry.
‘We have one of the highest safety records in rail in the world. That's where we want to keep it, but making sure we have a high performing and affordable railway.’
SSH: This Summer, The Rail Safety and Standards Board published a refreshed Rail Health and Safety Strategy for the industry. What do you hope the outcome will be from this strategy?
CK: We're aiming for the healthiest, safest, affordable railway in the world, which may seem quite a grand vision, but it was put together with the industry through collaborative workshops to define key initiatives to improve safety, health and wellbeing across the industry.
We know there are industry challenges in terms of being cost efficient and improving safety but the base we're coming from in UK rail is thankfully a record of good safety performance. However, we know rail service performance needs to improve across the network. We have faced some industry challenges around performance – such as the impact of climate and extreme weather and the effect that has had on services – but taking the initiatives we've put in place through the work defined in the strategy will take us towards that vision of the healthiest, safest affordable railway in the world and one that delivers for all rail users.
SSH: How do you think you can measure that success?
CK: There are a number of roadmaps in the strategy which define key activities that we have agreed across the industry are the things we will do collaboratively to improve safety, health and wellbeing.
The measurements are twofold. At a very high level, are we doing the things that we said we would do as an industry – those are input measures. We're also taking a look at the overall safety position and health position based on the industry data that
SSH: This Health and Wellbeing Data Hub and this focus on health and wellbeing as opposed to health and safety. Does that change the type of data you're receiving?
CK: The safety data is well established. This new data hub has come out of a piece of research and has developed into a pilot project with about 15 companies currently sharing their data with us on health issues, which we then analyse and present back through the data hub. It's intended to allow organisations to make more informed decisions about how they can improve the health and wellbeing of their teams.
The pilot has received some really positive comments. There's been interest in the approach at a senior level in the civil service for example. We are now scaling it up so it will encompass the same number of companies as our SMIS data capture includes. It should lead us to a far better, more informed view of the industry's health and wellbeing data.
That then allows us, as we've done with the information from SMIS, to really take a strong look at the data and use it to inform what we do as an industry. Companies can see their own data, but also across the industry we will see areas where together we need to focus. There may be areas where we're uniformly strong, areas where certain companies are ahead of others and good practice can be shared, or we may find areas that as an industry collectively we need to focus on to actually move the dial.
SSH: How does the data you receive through SMIS compare to the data coming from the hub?
CK: The systems and processes for each are similar and they are measuring different things that are complementary. Some groundbreaking work from the research has allowed us to rank the risks we're seeing
and then target initiatives accordingly. One of the key targets for us is to get health considered at the same level as safety in terms of risk.
The level of sickness absence in the industry is significant. It's too high. This will help us focus the work we're doing across the industry to make a positive impact on that.
SSH: What was the thought process and impetus behind wanting to make health and wellbeing as important as safety overall?
CK: Just looking at the rate of sickness absence, it runs at about twice the national rate in the rail industry. If you think in terms of the unavailability of staff through that, it's not just about wanting to make sure they're fit and well, which is of course at the core. There's also an element in the wider business sense of how that impacts on the ability to provide a safe and high performing railway.
Particularly if someone is unwell and can't make a shift, and all the cover that has to be arranged to make sure we can provide a service – if we've got a healthier workforce, apart from the personal impact for them and their families, it also allows us to improve the performance of the railway. This health data hub will provide the evidence to help drive those improvements for us to make informed decisions on the actions that will be taken across the industry.
SSH: In terms of interventions, what would that look like?
CK: We're conducting a musculoskeletal survey at the moment to understand how those issues are impacting the workforce. These surveys provide the information and then you ask the ‘so what’ question – what are you going to do with the information you
get from that? The point is about improving health and welfare. Do we need something across the industry, for example, that's coordinating occupational health services? Should there be a minimum standard?
There could be a number of things that both drive efficiency and the provision of these services that actually change the health position of the individuals, but also it's flowing back into how we're performing as a railway.
SSH: One of the statistics I saw was that 94 per cent of frontline staff have experienced workplace or work-related violence. As that's clearly such a massive issue, are there any specific initiatives being considered to address that?
CK: That number came out of some research done in 2018 and there are further breakdowns of that data on the nature of that violence – some of it is verbal abuse, some of it physical assaults, some of it alarmingly sexual assault.
There have been a number of initiatives carried out. We work closely with the British Transport Police and colleagues across the industry. Specific initiatives such as working with BTP to target specific stations where they may have put a particular team to raise the profile and visibility of policing in the environment, and seeing the impact that's had on some of the behaviours.
We published a RED video on violence and abuse encountered by rail staff – people on trains dealing with abusive behaviour. It's quite a powerful video. The RED videos really do get the message across, targeting the frontline to understand the issues and some of the support available to them.
Some of this violence is verbal abuse. People ask how that can have an impact and it can have a devastating impact on people. It is another form of assault. These are all unacceptable. .
SSH: How involved are British Transport Police and other stakeholders in the actual initiatives that you come up with and try to roll out?
CK: Organisations like BTP are key collaborative partners. They are part of many of our risk groups. A lot of our work is driven through 12 key risk groups, which are drawn from different parts of the industry –train operators, freight operators, the police, Rail Partners, Rail Delivery Group sit on a number of our groups. It's very much to get that cross-industry input and expertise.
The focus throughout the strategy is on interfaces. When we were doing the work with stakeholders as we drafted the new strategy– a series of workshops and informed discussions, underpinned by our data and analysis, helped to understand where the risks were. The things we targeted for the work programmes in the strategy were those things at interfaces where collaboration was key to delivery.
‘94 per cent of frontline staff have experienced workplace or workrelated violence.’
If we take an example of implementing the national DRACAS system (Defect Recording, Analysis and Corrective Action System) for ETCS, that is a management system of how you understand defects and how they impact across the network. You may see a defect manifest itself to a train driver, but the underlying fault may be somewhere in Network Rail systems or another part of the network. It's understanding those connections and looking at it as a system. That piece of work is very much being done collaboratively because you need the ROSCOs involved, the maintainers, Network Rail, TOCs, Freight Operators, and understanding of human factors – how all of these things interface with the driver, signaller, maintenance teams, etc.
SSH: I'm curious to know how much of an obstacle it was to actually get quality data, but also the sharing of data. There's an issue there with some stakeholders potentially being less inclined to share data with you. Could you comment briefly on the obstacles you encountered in the quality of data and the sharing of data?
CK: If we take SMIS as an example, the quality is pretty good. We have statistics and metrics on this. In part that is the work we do with the SMIS inputters in organisations to help them better understand what they're inputting, to find quality issues quickly and early so the quality of what's going in improves.
We're looking at automation in being able to link into member systems so it can come in directly, which avoids any double handling or two-step operations. We continue to encourage additional information being provided that comes from investigations. For example, if there's been a SPAD event, the causation forms are really important and helpful for us to understand the nature of the SPAD, what led to it, which in turn helps understand what we need to focus on in our train operations risk area to help improve that.
There's an awful lot of work done each year. There is a report provided back to the users of SMIS at very senior level explaining where they are on a quality ranking, what they can do to improve. The chair of the SSRG Group, which is one of the senior governance groups around the strategy,
Ellie Burrows, writes out to the SMIS user organisations to encourage that input and reflect the quality of the work they've been doing.
You can't take your eye off the ball on data quality. We need the quantity and consistency, and as we move to the Safe Insights platform, that will help improve it from the user experience perspective. It will save users time and they will need less time to actually do the inputting with the new system, which in turn will also contribute to data quality.
SSH: Was the effort to make data input as seamless and easy as possible something that came from speaking to people actually doing the data input? Was one of the issues the effort it takes to actually record and give it to you?
CK: It can be. It varies. Where you've got people doing it routinely, they obviously get familiar with the system. But we recognise that part of the move to the new Safe Insights platform (which will replace SMIS) is that the platform can make it easier. SMIS has done a cracking job. The level of understanding we have from the information we gain in SMIS and the way that feeds through into our risk modelling helps us understand the potential impacts on the network from particular risks. That has come from the information we get through SMIS and the quality of the data there.
Our precursor indicator model helps us understand the level of risk associated with different aspects of the network, whether that's to do with level crossings, earthworks, signalling systems, etc. We're monitoring and tracking that every period with all the information that comes in from SMIS and from colleagues across the industry. There are other touch points that give us an informed view so we can make sure we continue to focus our work on the most critical areas.
We have one of the highest safety records in rail in the world. That's where we want to keep it, but making sure we have a high performing and affordable railway. It's getting the balance of cost, risk and performance in the right place that is delivering what we need, with safety absolutely key, and making sure that performance of the railway is sustained and enhanced.
SSH: It's quite a unique challenge because you want to avoid introducing any new risks since it's been performing so well for so long. How do you address safety issues without introducing new risks?
CK: There are two elements. On overall change, we know the industry is going through change at the moment. Change is going to happen and we've got to deal with it and manage the risks through it. We're very much involved with colleagues at DfT, Great
British Railways Transition Team and ORR in monitoring and looking at issues that may result from change in the industry.
We have a working group set up with those parties where we keep an eye on industry change that's coming, looking at any potential indicators that may say the change is leading to any potential safety concerns – essentially seeking early warnings of any issues so we can address them. We have a mechanism in place that if we're seeing something we think is due to structural change to the industry, we can hold a mirror up to reflect this. This insight helps the industry make sure the controls are in place and that we're satisfied as an industry that we're going at the right pace and doing the right things.
That's not because we've seen problems. It's because learning from operational experience and drawing on lessons of the past, we're making sure those lessons are being applied as we go through what will be significant industry change. Any industry that doesn't change is usually heading for trouble. You have to have change because the business environment and context in which we operate doesn't stay the same.
On the technology piece, there are established approaches for dealing with technology change. We would always adopt the Taking Safe Decisions framework –evaluating the nature of the change, making sure controls are in place to manage that change, but also understanding the risk position before and after the change. It's a conscious process of making sure these things are in place.
For example, the PRIMA tool we're working on with Network Rail came out of RSSB research. It allows an evaluation to be carried out of risks from extreme weather on earthworks and suggests an appropriate speed restriction in areas where earthworks may be vulnerable in times of extreme rainfall. The tool balances the immediate risks from a train running into a landslip with the knock-on risks of putting on a speed restriction that would mitigate that direct risk. There are knock-on risks throughout the network of overcrowding stations because of cancelled services or thinning out of the service and increased slip/trip/fall risks for example. This tool is designed to find a suggested balance between those primary and secondary risks that potentially allows a different speed profile to be used safely, increasing performance of the railway whilst protecting staff and rail users.
A lot of assurance activity goes on to understand that the tool is properly prepared, any potential hazards have been identified, the coding is correct. There's also a structured trial taking place in two Network Rail regions to understand how that decision support tool is to be used in practice. We take feedback from that and build it into any modifications before further safety approval and putting it into use. Change management is done appropriately.
It's so easy to forget the human factors elements, and that's a key focus.
SSH: How much effort is put into these tools you're coming up with? What's the process involved in developing a tool before you decide whether to take it to trial?
CK: All ideas are welcome. Working within the team, we'll get a range of ideas and quickly triage those down into things we think will have real benefit to the railway. Are they addressing key risks? Is there a way of enhancing performance and making sure we're doing that safely?
We have finite resources, so typically we're looking at things that will have a positive impact on safety. There will be things that are going to take much longer to develop – we don't ignore those. There are some things we do at pace because we can deliver something in a shorter timeframe. There may be things we need to do research on that may mean we're looking at implementation in three years' time after the research is done.
On the PRIMA example – there was research done on this area and the core tool was probably stood up in about six months after the research was completed to get to an operable tool. But then you go through refinements based on feedback and human factors aspects of how it would actually be used in practice. As early as possible in the process, we make sure we've got user engagement so what we're creating is practical. We're not in the game of creating reports that sit on the website and gather digital dust – we want things that will be used and applied that actually make a difference. That means we need two-way engagement and feedback. The quality and expertise in the RSSB team to engage with industry and apply knowledge really comes through in the tools developed.
We're very clinical in evaluating ideas. If something's a great technical idea but won't lead to an outcome in the railway, we won't do it. Sometimes it may be better for others to do something. We consider if we're the right place to deliver it and if it will benefit the whole industry. Injecting pace is important, using agile techniques common in leading development companies.
SSH: The document mentions the need for a unified data source for trespass incidents. What are the main obstacles to creating this unified system, and how does the industry plan to overcome them?
CK: Trespass data is currently captured in several different systems which presents a challenge when reviewing incidents and identifying trends. The RSSB led Trespass and Suicide prevention working group is now leading a collaboration project with industry to begin to move towards one reporting system that will be accessible to the whole of industry.
‘Just looking at the rate of sickness absence, it runs at about twice the national rate in the rail industry.’
Trespass incidents have increased – for example, more dog walkers post-pandemic. We're seeing other concerning behaviours like people dangling legs off platforms or crossing tracks between platforms. We can't emphasise enough how dangerous this is.
We work with initiatives like Rail Safety Friendly, reaching out to schools about railway dangers. We want people to use the railway responsibly, but not go on the tracks. There's a lot of work raising awareness.
SSH: What sort of timeline do you have for revisiting ideas? Are there examples of technologies you hope to implement in a few years?
CK: That's an interesting question. Timing, approvals, and public perception of risk can be key aspects. Take the example of piloting planes – technologically, could you pilot a plane remotely? Probably, but would that be commercially viable now or acceptable to the public? People need time to deal with change and understand what's okay.
200 years ago, people reportedly were worried about the speeds of steam trains and effects on the human body. Now we accept high speed travel. We have a lot of automatic train operation with drivers on board, though people may not always be aware of the level of automation. On the Docklands Light Railway as a particular case, there's no driver and people are comfortable with that.
So there's a public perception aspect, but also the level of system assurance needed increases considerably with these changes. We never want to increase risk through technology advances – it has to be both safe and acceptable.
We look at longer-term needs too. Last year we examined assurance needs for future signalling control systems, imagining what they might be like in 15 years. Will our current safety assurance approaches still be suitable? That work identified things to pursue to ensure our assurance techniques are ready to embrace increased application of machine learning, AI, and other emerging technologies in safety critical systems aligned to their emergence in the next 10-15 years.
So we look ahead strategically, but also work on improving safety now. Our members are the duty holders, not us, and we support them to achieve changes – not reports gathering digital dust, but implemented solutions giving tangible outcomes.
The British Transport Police Authority (BTPA) is responsible for ensuring an efficient and effective police force for the railways
With the passing of the Railways and Transport Safety Act 2003, the BTPA was established to oversee the British Transport Police (BTP), review its performance and allocate funding for its budget. It also deals with complaints, recruitment, and managing relationships with the rail industry.
The Authority is responsible for setting objectives for British Transport Police (BTP) before the beginning of each financial year. The BTPA announces these objectives, as well as its strategic direction and performance review of the force by publishing its annual Policing Plan, Strategic Plan and its Annual Reports. The Policing Plan contains the Force’s priorities for the year and the financial resources expected to be available to deliver the plan. The Strategic Plan sets out the Authority’s medium and long-term strategies for policing the railways. At the end of each financial year, the Annual Reports cover the policing of the railways in that year. The BTPA is also responsible for recruitment of Chief Officers and BTP senior Directors.
The Authority enters into agreements with train and freight operating companies in order to provide a policing service to their railway or railway property. These agreements, referred to as Police Services Agreements (PSAs), also require the companies to make payments for the service. When, for instance, a new rail franchise is awarded by the Department for Transport, the winning company is usually required to enter into a new or existing PSA with the BTPA.
As well as billing the rail industry for the costs of running BTP, the BTPA determines the budget of the police force and allocates resources to individual departments from it. The Authority maintains the accounts of British Transport Police and makes arrangements to have the accounts for each financial year audited.
BTPA is the independent body responsible for ensuring an efficient and effective police force for rail operators, their staff and passengers. Its duties and functions are similar to those of the Scottish Police Authority or a police and crime commissioner in England and Wales, but it oversees a force that is responsible for policing a much wider area – the railways of Great Britain.
There are currently 16 members of the police authority who provide knowledge and experience of issues that concern passengers, the railway industry and railway employees. They meet up to six times a year to set British Transport Police targets, monitor its operations and allocate funds for its budget.
2022/23 was the first year of their new strategy, which covers the period of 20222027. This Strategic Plan aims to deliver a secure place for passengers, a hostile place for those who would do harm, and a safe place for vulnerable people encountered on the network. BTPA will do this in partnership with the rail and underground industry, wider law enforcement, safeguarding agencies and passenger groups.
The BTPA strategic objectives for 20222027 are:
• Crime prevention and safeguarding to reduce the likelihood of people coming to harm on the railways.
• Target efforts to ensure fewer victims of the most serious crime.
• Innovate and collaborate with BTPA stakeholders to reduce disruption.
• Build the trust and confidence of passengers and rail staff to defeat criminality together.
• Generate value for money through the exploitation of technology, adapting to meet the future.
• Build a modern and inclusive Force where people are well-equipped, well-trained, well-led, well-cared for and reflect the best of our communities.
‘Across the year BTP has implemented a range of technology capability developments to support the delivery of BTPA objectives and policing plans.’
BTP will work with industry, security and wellbeing agencies to ensure that everyone who works on or uses the railways to travel for leisure or work feels safe and is confident to do so.
Across the year BTP has implemented a range of technology capability developments to support the delivery of BTPA objectives and policing plans. These include a suite of agile front line policing improvements which allows officers to record incidents on the move and augment coordinated response, employ further mobile iPatrol application enhancements to sustain visibility, gain access to the Scottish crime management system and exploit a mobile geolocation function providing location-specific data to officers to enhance situational awareness and optimise deployments.
Complementing this BTPA have initiated a Body-Worn Video replacement programme with 5G-enabled cameras deployed to officers, special constables and PCSOs that supports the increased profile of their officers.
Within the BTPA Crime and Safeguarding command, the Authority have rolled out the Railway Guardian app which is imperative to tackling violence against women and girls, and secured access to the national Child Abuse Images Database (CAID) to enhance their investigatory capability. Additionally,
BTPA have completed the implementation of a NICHE Property module, which integrated evidence management within their inservice crime records system moving away from a standalone system. All this has been achieved alongside Fixing the Fundamentals to deliver a restructured and fit-for-purpose Technology Department.
The Force has continued to be an early adopter on the drive to fleet electrification in line with UK Government green energy ambitions. Across the country BTP now has 85 electric vehicles (EV) transitioning to be in service in compliance with the Government target for 25 per cent of the fleet to be electric. BTPA have also been proactive in the development of their charging infrastructure to support the EV fleet with two sites and ten charge points already secured and a further six sites scheduled. As part of this initiative to accelerate their transition to a green fleet BTPA have also established a driver training school which has furthered an opportunity to generate income by providing training to partner forces. Additionally, the Force Executive Board has approved an Electric Vehicle Salary Sacrifice Scheme for all BTP employees which went live in 2023-24.
Detailed analysis of the opportunities from offering a flexible working approach to how police staff carry out their work has determined a wide range of sustainable benefits. From a wellbeing perspective BTPA 2022 People Survey has identified that a convincing cohort of their police staff agree that they are able to fulfil their role while maintaining a healthy work life balance and believe they are genuinely supported when flexible working is requested.
Benefits to the recruitment and retention arena have seen expanding BTPA staff promotions landscape nationally and reductions in staff turnover. The organisation has also seen a significant reduction in lost duty days due to sickness and special leave demonstrating how the new ways of working can unlock productivity improvements. BTPA business continuity has been enhanced with 39 per cent reduction since 2019 of claims relating to musculoskeletal conditions from office working.
The Force will continue to progress new ways of working as a key theme throughout ‘A Force on the Move’ over the coming years.
KEY PERSONNEL
Chief Constable: Lucy D’Orsi
Deputy Chief Constable: Alistair Sutherland
Assistant Chief Constable: Charlie Doyle
Assistant Chief Constable: Sean O’Callaghan
Assistant Chief Constable: Allan Gregory
B Division – Chief Superintendent: Chris Casey
C Division – Chief Superintendent: Sandra England
D Division – Chief Superintendent: Gill Murray
Head of Corporate Communications: Allison Potter-Drake
CONTACT INFORMATION
Address: Force Headquarters, 25 Camden Road
London NW1 9LN
Tel: 0800 40 50 40
Email: first_contact@btp.pnn.police.uk
Visit: www.btp.police.uk
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Light Rail Safety and Standards Board is committed to further improving safety in the light rail industry
The Light Rail Safety and Standards Board (LRSSB) is the central body responsible for coordinating advances in tramway safety and setting recognised industry standards.
Since it was established in 2018, LRSSB has led the sector in meeting the recommendations made by the Rail Accident Investigation Branch in its report on the tragic Croydon derailment.
Working closely with statutory bodies such as the Office of Rail and Road and colleagues from across light rail, it is now driving continuous safety improvements across the sector.
LRSSB is structured by the LRSSB Board which consists of the Chief Executive Officer (CEO), Non-executive Chair, 4 Bon-executive Directors, the Managing Director of UKTram and an ORR Observer. At the end of 2023, LRSSB and ORR signed an MOU agreeing to work together more closely.
Thanks to confirmation of funding from the Department for Transport in 2022,
LRSSB has been able to strengthen its senior management team – boosting the delivery of key projects.
Drawing on experience and expertise from across the sector, LRSSB brings all aspects of light rail safety under one roof while providing a central resource where colleagues can access the latest guidance and standards documentation.
With strong support from across the wider light rail community, and funding from the Department of Transport, the LRSSB is also taking the lead on numerous research projects.
Initial successes have included the review and revision of a wide range of existing guidance documents, the roll-out of an acclaimed hazard perception training system and award-winning research into driver fatigue monitoring systems.
Together with a major upgrade of the Tramway Accident and Incident Reporting system (TAIR), the LRSSB has made significant progress in the area of sectorwide safety risk management and data
analytics, including the development of a national risk profile and the updating of models for individual networks.
The launch of the updated TAIR platform took place in March 2023. The introduction of this new platform, aligned with feedback from the sector, has delivered enhanced usability and dashboards. The new platform provides improved integration with existing databases, enhanced user interface and navigation, improved reporting output, integrated sector dashboards and enabled ready for future integration of regulatory reports – e.g., RIDDOR.
The launch event of the upgraded TAIR platform was attended by senior executives from all UK light rail networks and owners, in addition to members of the ORR, and featured a keynote address by Deputy Chief Inspector of Railways Richard Hines. Extensive work has been undertaken to populate TAIR with multiple years of individual networks’ historical data, thus
building a foundation for the networks to continue the work themselves. The work undertaken by LRSSB, in conjunction with individual operators, allows more accurate assessment of event frequency to determine levels of risk.
The LRSSB has also published scores of safety guides, which have been added to its growing online reference library, and it is now preparing to publish an updated version of the Tramway Principles and Guidance document, the cornerstone of light rail safety.
Alongside the three-year funding model,
the optimum wheel/rail profile for proposed routes that will see trams operate on mainline tracks.
At the same time, it is working with similar partners to draw up a comprehensive best practice guide that aims to reduce the costs of future projects and the time it takes to deliver them. This will enable rail services to be extended on-street through city centres to centrally located stops and offer higher frequency services, increasing personal mobility and improving access to key city centre activity sites.
This should pave the way for many
UK and internationally, the organisation will continue to evolve in line with the requirements of the sector.
This effective combination of collaboration and innovation will enable the LRSSB to fulfil its overall mission of further reducing the risk of harm or injury on UK networks.
The Rail Accident Investigation Branch (RAIB) independently investigates accidents to improve railway safety, and inform the industry and the public
RAIB became operational in October 2005 as the independent body which investigates accidents and incidents on mainline railways, metros, tramways and heritage railways throughout the UK. Lord Cullen’s inquiry report into the Ladbroke Grove rail accident in 1999 recommended the creation of an organisation to independently investigate railway accidents to improve safety.
RAIB employs specialist investigators, inspectors and principal inspectors. These staff typically have a railway, academic or investigative background and RAIB gives them additional extensive training in railway operations, railway engineering and accident investigation. RAIB also has a dedicated team who provide essential business support, giving it a total of 43 staff.
RAIB investigations are focused solely on improving safety. RAIB are not a prosecuting body and do not apportion blame or liability. Possible breaches of legislation are dealt with by other organisations, usually the police and safety authorities.
RAIB’s responsibilities are to:
• Investigate causes of railway accidents and incidents where it believes investigation will bring safety learning to the industry.
• Identify the factors that may lead to a similar accident or make the consequences worse.
• Highlight gaps in the railway industry’s safety defences that are revealed during investigations.
• Make recommendations to prevent the same thing happening again.
• Increase awareness of how railway accidents happen and cooperate with other investigation organisations nationally and internationally to share and encourage good practice.
• RAIB’s scope of activity includes the UK mainline networks (Network Rail and Northern Ireland Railways), the London Underground and other metro systems, tramways, heritage railways and the UK part of the Channel Tunnel.
Operators of these railways and tramways have a legal duty to notify RAIB of certain types of accidents and incidents. RAIB also monitors operations on the major networks through various industry reporting systems and may also proactively follow up events featuring in such systems.
RAIB has a duty to investigate all serious railway accidents as defined by law. These include derailments and collisions of rolling stock resulting in the death of a person, serious injuries to five or more
people, or extensive damage to rolling stock, infrastructure or the environment. They will also investigate incidents and accidents which, under slightly different circumstances, could have led to a serious accident, and which have an obvious impact on railway safety regulation or the management of safety. RAIB may produce a safety digest as an alternative to a full investigation, where the safety learning from an event has been identified by a previous investigation or relates to compliance with existing rules.
Some events on the main line railways that result in death or serious injury will not be investigated by RAIB (and in some cases they do not have to be notified to them). There are two main reasons why this may happen. In many cases, from the information available at the time, it appears that the person concerned has deliberately trespassed or otherwise put themselves in harm’s way. Sometimes RAIB are satisfied, after making enquiries, that although an accidental sequence of events has resulted in tragic consequences, there are no safety lessons to be learned, and so they will not investigate further.
Whenever RAIB investigates, it publishes the results as an investigation report. These reports will almost always include recommendations to improve safety.
The branch can direct recommendations towards any organisation or person that they think is best placed to implement the changes required. This includes railway and nonrailway, private and public sector bodies.
While directed at specific end implementers, recommendations are addressed to the relevant railway safety authority, or to other public bodies. This is because the law requires these authorities to ensure that RAIB’s recommendations are considered and, where appropriate, acted upon. The authorities are required to report back to RAIB details of any implementation measures, or the reasons why no action is being taken. Details of the status of recommendations are published on the RAIB website.
In addition to recommendations, RAIB may include learning points in its investigation reports and safety digests where there is good practice that might be adopted by others, or where a reminder to the industry to reinforce compliance with existing procedures or standards might be appropriate.
RAIB produces a report on every accident and incident that has been the subject of a full investigation. Each report sets out the facts of the occurrence, describes the investigation process and the evidence gathered, provides an analysis of the events surrounding the accident and sets out our conclusions and recommendations.
They may publish a safety digest (previously known as a bulletin) after completing a preliminary site examination into an incident, and decide not to carry out a full investigation.
This could be for any of the following reasons:
• The safety learning has already been covered by a previous recommendation or will be addressed by an ongoing investigation.
• The safety learning mainly relates
to compliance with existing rules, procedures or standards.
• The safety learning has a narrow application.
The railway industry notifies RAIB of many accidents, incidents and near misses each year. RAIB do not investigate all of them. They use various criteria to help decide which ones they will look into.
Since RAIB could never hope to investigate every accident that is notified to them, the law gives them discretion about whether or not to investigate less serious accidents. When they decide whether to investigate these, RAIB take into consideration various factors.
These include:
• The severity of the outcome.
• The potential for the consequences to have been more severe.
• The potential for new safety learning, and how widely it could be applied.
• Safety trends.
• Areas of particular safety concern.
At times the level of public interest in the event and the resources available may also influence their decision. RAIB will normally only investigate accidents which involve moving trains although, on occasions, they do investigate other types of accident closely associated with the operation of trains.
If RAIB find a number of similar minor events are happening repeatedly, they may launch an investigation into this class of event. This is because such repeated incidents may indicate a weakness in safety management, or deep-rooted problems in railway systems or organisations. In such cases, RAIB may monitor the incidents for some time to build up data before beginning an investigation.
When it is clear that the safety learning from an event has been identified by
a previous investigation or relates to compliance with existing rules, RAIB may choose to publish a safety digest, rather than carry out a full investigation.
Where they determine there is only localised safety learning from an event and the duty holder is likely to conduct a thorough investigation of its own, RAIB may use their legal powers to undertake an ‘industry review’ of their internal report. This enables them to monitor events and gather information which could lead to wider safety learning. In some circumstances they may choose to start an investigation of their own following an industry review, although this is rare.
Sometimes RAIB attend site to conduct a preliminary examination following a fatal accident, but decide a full investigation is not appropriate. In these cases, they will write to the coroner or procurator fiscal concerned describing the information collected during the preliminary examination.
The RAIB independently investigate accidents to improve railway safety, and inform the industry and the public.
The RAIB will:
• Undertake high quality investigations safely and in a timely manner
• Publish safety learning in a manner that adds value to industry’s management of risk
• Have a culture of integrity, honesty, objectivity, impartiality, trust, respect and empathy
• Have an environment that actively encourages and facilitates staff development
The RAIB and its staff will:
• Be well-respected within industry and considered to be world class accident investigators.
• Interact with others, inside and outside the organisation in a positive, sensitive, inclusive and efficient manner.
• Adapt to changes in industry, technology and society.
KEY PERSONNEL
Chief Inspector of Rail Accidents: Andrew Hall
CONTACT INFORMATION
Tel: 01332 253300
Email: enquiries@raib.gov.uk
Visit: www.raib.gov.uk
Address: The Wharf, Stores Road
Derby DE21 4BA
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The RSSB (Rail Safety and Standards Board) is an independent body, working with its 88 member companies to drive improvements in the British rail system
The Rail Safety and Standards Board is the independent safety, standards and research body for Great Britain’s rail network. Established in 2003, RSSB was based on key recommendations from Lord Cullen's public inquiry into the Ladbroke Grove rail accident.
Since 2003, RSSB have been helping their members keep Britain moving with safer, smarter rail. Their core purpose is to support industry, so that they can achieve better results together. They work across Britain’s evolving railway to improve safety, efficiency, customer satisfaction and sustainability. RSSB focus on reducing industry cost and supporting the freight growth challenge.
Their goal is for every rail employee to rely on an RSSB tool or service, and their purpose is to help their members keep Britain moving with safer, smarter rail. Its role is to help the rail industry continually improve its health and safety performance in order to reduce risk to rail employees, passengers and the public at large.
RSSB’s strategic priorities are:
• Supporting healthy and safe collaboration and informing industry decisions to reduce risk and harm.
• Supporting enhanced performance and efficiency updating standards, modernising systems, informing and enabling innovation.
• Supporting the application of sustainability principles
RSSB achieve this through six areas: Safer Rail, Healthier Rail, Harmonised Rail, Efficient Rail, Future Rail, and Sustainable Rail.
Through research, insight and support, they help their members see opportunities for new ways of working to make a difference. And that helps them make smart investment decisions, to keep evolving, and make improvements that benefit customers, employees and taxpayers.
RSSB members include Network Rail and other infrastructure managers, all the train operating companies (TOCs), all the freight operating companies (FOCs), rolling stock leasing companies (ROSCOs), infrastructure contractors, and suppliers.
RSSB is a not-for-profit company owned by major industry stakeholders. The company is limited by guarantee and is governed by its members and a Board. Its method of operation is presented in RSSB’s Constitution Agreement and the Memorandum of Association are incorporated in the Articles of Association.
By working closely with their members and taking a holistic view of the rail network, RSSB unlock significant cost savings that go straight back to the bottom line.
The Sustainable Rail Executive (SRE) champions a whole industry approach to sustainability, influencing and shaping the sector’s sustainability blueprint and making rail the leading mode of sustainable transport. It works to respond to Government ambitions, and oversee and promote an ambitious, affordable, and coherent rail sustainability programme.
RSSB’s overarching goal is that by 2030, every rail employee will be using an RSSB tool or service every day. Their 2024-29 Strategic Business Plan sets out the three main ways they will achieve this goal.
RSSB activities will continue to be organised into six areas. These are safer rail, healthier rail, harmonised rail, efficient rail, future rail, and sustainable rail. This means that all their activities will produce tools, services, or resources in at least one of these areas, so that the industry can improve.
They are also introducing ‘strategic multipliers’. Many systems are becoming more complex and inter-related, so solving their challenges also needs a more complex response. RSSB will do this by combining
multiple areas of expertise. This will produce additional benefits so their members can intensify their impact.
To deliver these benefits for RSSB members, they will improve their capabilities and performance as an organisation.
RISAS is the Railway Industry Supplier Approval Scheme. It ensures that suppliers of critical products have the appropriate systems, processes, competence, resources, facilities and procedures. Companies undergo a challenging assessment by a Railway Industry Supplier Approval Body (RISAB). The assessment involves on-site interviews and evaluations to get proof that the company can meet the standards expected.
A successful assessment leads to the award of a RISAS certificate. This is evidence that an independent, robust, rigorous and transparent assessment of the supplier has taken place, by experts.
These details are added to the RISAS website which holds a searchable database of companies who hold RISAS certificates and details the products and services they cover. RSSB manages the scheme on behalf of the rail industry providing its profile and governance. RSSB also accredits the RISABs.
RISQS is recognised and supported by the rail industry as the most effective means of deriving assurance and managing supply chain risk. It gives the industry’s 100-plus buyer members the assurance to do business
with confidence with 4,000 supplier members. It’s an open, fair and transparent way for them to be formally recognised as capable providers of products and services to the GB rail market, on a smart, quick, easy web-based platform. Suppliers can be audited once via RISQS for their capabilities avoiding the need for them to be subjected to multiple, duplicate auditing from different buyers.
CIRAS is an independent, not-for-profit confidential reporting service, funded by its members. Its ambition is to improve the health, safety and wellbeing of staff and passengers across the transport sector.
Transport workers can get in touch and CIRAS listens to their concerns in complete confidence.
CIRAS raises the concern with the relevant company and sends the response back to the person who raised the concern so that they know what action has been taken. CIRAS members use the intelligence they receive from reports to reduce risk, improve
safety and wellbeing, and foster a positive safety culture. CIRAS also works with its 2,000-strong member community to share learning and good practice.
Starting out as a charity working with one train operator over 20 years ago, today CIRAS members span construction, transport operators including bus, light rail, tram, urban metros and mainline rail, and the transport supply chain.
Rail Health and Safety
Working together is the best way to improve safety and health. The Rail Health and Safety Strategy (the Strategy) builds on previous work and sets out the plan for the next five-years.
Drawn on detailed consultation across the industry, it identifies challenges and opportunities for improvement. It covers five key risk areas including, public behaviour, operations, asset management, occupational health and safety, and health and wellbeing.
Through collaboration it aims to shape the future culture of rail based on three key principles. These are improving performance and accessibility, finding better ways of managing safety risks, and improving the environmental conditions for staff.
Together, the vision created by industry for industry: the world's healthiest, safest and affordable railway, can be achieved.
KEY PERSONNEL
Chair: Mike Brown CBE MVO
Chief Executive Officer: Mark Phillips
Chief Financial Officer: Hannah Kingsley
Chief Operating Officer: Johnny Schute
CONTACT INFORMATION
Address: The Helicon, 1 South Place
London EC2M 2RB
Tel: 020 3142 5300
Email: enquirydesk@rssb.co.uk
Visit: www.rssb.co.uk
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A fresh start for UK Rail?
2-day conference with inspiring keynotes including:
– Andrew Haines, Chief Executive, Network Rail
– Sir John Armitt CBE FREng FICE, Chair, National Infrastructure Commission
– Sir Jon Thompson, Executive Chair, HS2
– And many more…
Large interactive exhibition area with spotlight pitches presenting services, products and solutions
Evening programme including networking drinks, dinner and entertainment
Scan the QR code to register today Or visit riagb.org.uk/AC24
Noel Travers is Chair of the Railway Industry Association and Managing Director of Xrail Group
Noel Travers is Chair of the Railway Industry Association and Managing Director of Xrail Group. This article is based on a speech given by Noel to the Chartered Institute of Logistics and Transport’s Railway Study Forum
The railway has long been a cornerstone of British infrastructure, engineering and business, tracing its roots back nearly two centuries. The industry has undergone numerous structural upheavals and technological shifts during that time, and continued to adjust to prevailing economic and social trends. It has also had to navigate changing political whims not least in recent years where a revolving door at the Department for Transport has seen twelve different Secretaries of States for Transport over the past two decades. This lack of continuity alongside stop-start decisions and U-turns has perhaps ever been thus.
Rail has found itself a political football for all manner of reasons in recent years from the May 2018 timetabling chaos to the collapse of rail franchises. What’s more the tribulations of train operating companies have been seen as reflecting wider industry performance issues in the eyes of both passengers and politicians. These reputational setbacks take time to rebuild from.
However, a new UK Government brings new priorities and new opportunities, as well as threats. The administration’s commitment to retaining Secretaries of State in their cabinet portfolios for a fiveyear term wherever possible is laudable, notwithstanding the inevitability of future events. RIA welcomes Labour’s commitment to rail reform, but recognises that significant public spending constraints remain. These challenges were confirmed in the
Chancellor’s July statement that the budget outlook was worse than expected and there will be cuts to planned projects.
The lobbying opportunity for RIA and industry colleagues is to continue to highlight the value of rail to the economy and wider society. It is our job to tell a positive story about how rail is essential to the Government’s missions to boost growth and move to a low-carbon, inclusive economy.
The case for rail is fundamentally strong, though not always well understood. The railway is a critical public service and utility, generating value through sustainable economic growth and connecting people and goods to places. The demand for and popularity of new rail infrastructure hugely outstrips forecasts as demonstrated by the Elizabeth Line and the Borders Railway.
Growing the rail network is one of the quickest and most cost-effective ways to reduce UK carbon emissions because it is one of the lowest carbon ways to travel. Transport generates more to greenhouse gas emissions than any other sector in the UK, but rail accounts for just two per cent of these. Modal shift to rail is a big part of the solution.
The railway contributes around £40 billion to the UK economy (Gross Value Added) and £14 billion in tax revenues per year. Better connectivity boosts productivity, improving access to skilled labour and attracting investment. However, as the National Infrastructure Commission
has shown, without investment in rail infrastructure, growth in key cities such as Birmingham, Manchester, Leeds and Bristol is likely to be constrained.
Rail continues to grow despite changing employment and travel patterns. The Office of Rail and Road recently published statistics showing a 13 per cent growth in passenger numbers in the last year, while independent analysis by Steer, commissioned by RIA in 2024, found that by 2050, demand is set to grow by anywhere between 37 per cent and 97 per cent. With the right policies, incentives and political will, demand for rail can increase strongly.
Delivering both efficiency savings and value for money are vital to the railway's future. There are three different angles on rail finances and how they relate to the national economy:
1. Short-term cost focus – this perspective is largely where the industry has been trapped in recent years. Decisions are made to minimise costs in the short term, leading to underinvestment and deteriorating assets.
2. Revenue focus – this perspective aims to maximise net revenue (or minimise net subsidy) – which is where the industry has been aiming for through rail reform, looking at whole industry finances. Investments that grow revenues or reduce running costs are viable.
3. Value focus – this is where we need to get to: investing based on the broader value to the UK considering economic, social, and environmental benefits. Investment decisions should be based on the wider and long-term value they unlock.
Effective cost control is essential, particularly given the perception that rail has been susceptible to cost escalation. However, projects have faced issues of poor scoping and frequent changes, often for political reasons. Tighter control of expenditure by the Treasury, however, is not the answer. When this happens, we risk moving back into micromanagement.
The historic arc of rail investment followed by periods of drought has embedded structural problems for rail suppliers. This rollercoaster of spending means that it is difficult to maintain a steady profile of investment in the skills and equipment which UK rail needs. Government spending plans shape and set the framework for the market, and a more consistent approach is needed to avoid losing expertise that will boost productivity.
Labour’s policies put fiscal discipline and economic growth at the centre of their approach, with devolution as a key element to transform transport spending. Delivery and implementation are easier said than done, and financial constraints require ontime and on-budget delivery. The shortfalls in public finances announced by Chancellor Rachel Reeves in July have already resulted
in the cancellation of the ‘Restoring Your Railways’ programme. To maximise the benefit of rail, the industry needs to demonstrate solutions that help accomplish Labour’s missions, which in turn will help rail to gain the investment and certainty it needs.
In this context, a partnership with Government is crucial. Rail urgently needs a renewed industrial strategy to fully leverage the potential of the sector. The Railway Industry Association (RIA) champions the rail supply sector, advocating for greater support and investment.
As a starting point, RIA’s Manifesto 2024 ‘A fresh start for rail’ outlines five key asks of the Government, as ways to get best value from the investment in rail:
• Publish a long-term strategy.
• Deliver on industry reform.
• Accelerate new train orders and low carbon network upgrades.
• Support a sustainable supply chain.
• Leverage private investment.
Some progress has already been made but it is essential that we continue to work towards meeting these goals. RIA welcomes your support and input on this journey.
The railway should play a vital role in supporting the Government’s goals for the country. As we approach the 200th anniversary of rail in 2025 (which coincides with RIA’s own 150th anniversary), there is an opportunity to highlight the vast impact that railways have had around the world, and the potential opportunities which lie ahead. From an engineer to a train driver, and from a bolt-maker to a signaller, we all have a role to play in making this case for rail.
Stephen
Stephen
The new Transport Secretary Louise Haigh has stated that in the overhaul of rail services she will be ‘the passenger in chief’, and that it is her intention to improve the experience and quality of services for passengers using Britain’s rail network.
The Secretary of State said: ‘Our transport system is broken, but the forthcoming bill is laying the tracks for a publicly owned railway that works for everyone and puts passengers first.’ She continued by saying: ‘The bill demonstrates the sheer scale of our ambition to rebuild Britain, putting transport at the heart of our plans for change.’
However the reality is that every day disabled travellers venture out on the rail system their journey involves navigating an obstacle course and faces a mass of physical and organisational barriers which includes a complex, expensive and often inaccessible ticketing system.
Some time ago we heard in the media of the incident of a wheelchair user who had to drag himself up the stairs at a railway station after staff refused to help, their excuse being that there was a risk to them by which they cited ‘health and safety’. The lift he needed was out of action – a fairly frequent occurrence. In the end he was eventually assisted by a member of the public and an assistant off duty manager.
Another example was experienced by one of my colleagues who found herself on a long journey on a train without a working accessible toilet, with horrendous consequences. She was told that the train manager would report it as out of order, not that such an action would help her situation.
From a personal experience, on the way to a meeting of ORR I was on a journey which involved a change of train at Preston. Having exited the first leg of the journey
on a train on platform 1 found that the lift on that platform was out of order. Now given my mobility issues I cannot use the alternative stairs between platform one and platform three where my Glasgow service was leaving so I had to wait to catch another train on platform I and go down the line to Leyland station which had a working lift, and travel back to Preston platform three which while not a massive delay, made the point that the inability to get off at my chosen station was never an issue I had to consider before I became mobility restricted and, had there not been this frankly inappropriate alternative, I might have had a very long delay or even cancellation in my journey.
At Disability Rights Uk (Britain’s leading Pan Disability Organisation) I was pleased to be involved in the successful challenge to stop the closure of ticket offices which would have discriminated against people with a range of disabilities and elderly people who need assistance or reassurance, matters which in swung the argument against closure in our favour. But there are ongoing issues of people with a range of disabilities finding difficulty in buying tickets from ticket offices or from inconsistent ticket vending machines.
In my current role as Transport Policy Adviser at Disability Rights UK, I receive many messages which demonstrate the historic and ongoing failure of our rail system to include disabled people in the planning and design processes, and a major catch up based on stopping social inclusion is needed to remedy the situation.
While many train stations in the UK have great historical value, sadly not all of them have been modernised to the extent that they become fully accessible. Regional statistics showing that over 45 per cent of Network Rail stations are unstaffed and that a similar percentage are only partially
‘Regional statistics showing that over 45 per cent of Network Rail stations are unstaffed which means that there is no one to assist disabled travellers at many destinations.’
staffed and the addition of driver-only operation to unstaffed stations means that there is no one to assist Disabled travellers at many destinations. This makes travel for Disabled people, particularly wheelchair users, and those with sight impairments virtually impossible.
More than 14 million people in the UK (25 per cent of the population) live with a disability and studies have found that they face a higher risk of flawed or failed journeys on trains and stations than the general public and while the new government is fasttracking plans to prove its credentials by passing laws that will see Britain’s railways renationalised before the next general election, we can only hope that the 25 per cent will see some of the changes which may make railways more accessible for us, and give TOCs access to some of the £258 billion annual disabled pot.
The government’s bill will be followed by the launch of their commitment to Great British Railways, which will bring together existing bodies such as Network Rail and rail companies to run the network and the new public sector company will be based in Derby with a transition team including a National Access Group already in operation.
Within the scope of the work of that group is the improvement of the existing Passenger Assist policy which allows disabled people to book journeys, reserve accessible spaces and highlights important accessibility features and services which can help make a disabled person’s train trip easier, more affordable and hopefully more enjoyable. But it needs a deep root and branch change which is what is being considered as current examples show that how carefully a trip is planned, cancellations, disruption and simple rail company communication gaps cause the process to spectacularly fail. This is compounded by our reports of disabled people asking for help –only to be told there is no one available to assist, and believe me, it’s the sort of thing that can happen at any time.
A recent Office of Rail and Road survey of passenger assistance showed that almost a quarter of all the assistance booked was not received. Eleven per cent of passengers were not met by staff and a further seven per cent
had an interminable wait. Our members share their concerns with us, as 28 per cent do not feel confident that all the elements of the assistance they have booked will be delivered on the day of travel.
We are clear that such concerns are ultimately caused by various transport industry stakeholders, and companies who seem to ignore the needs of disabled passengers partly by often failing to train their staff properly and failing to hire enough of them. All of this also helps to explain why journeys have been getting progressively more frustrating lately.
Dire obstacle courses are the reality every time we disabled travellers leave the house. And even if you make, or ask for a detailed journey plan and perhaps as an ‘anorak’ know the railway timetables as a regular user where you are able to create a carefully thought-through fully prepared fallback set of options in the event that something goes wrong or someone messes up along the way, all too often our calls in advance still end up with us getting second rate treatment.
At that point we get into the complex loop of rail complaints procedures which is frustrating in terms of who to complain to and when is it appropriate to raise such a complaint which often leads to people just not bothering to use rail. All too often
the assumption is that the complainant is seeking financial redress whereas many just want written reassurance that ‘it’ won’t happen again.
In our ongoing work with TOCs we hope that notice is taken of concerns that smart technology fails to take into account the multi-diverse of different needs of the ticket-buying public by ensuring that people can access and use the sorts of tickets that they want, as frequently the best deals seem to be promoted by train companies solely through use of their smart phone App which creates a two tier system and by perpetuating the Digital Divide of having or not having a smart phone such exclusion creates isolation.
We at Disability Rights UK are positively engaged as active members of various bodies and panels including the ORR, RDG, Network rail, GBR, Rail Ombudsman and the DfT, where our aspirations are to achieve consistency in access to service provision, so in conclusion we say that by working with us we and our Disabled Peoples Organisation colleagues may be able to promote a sensible review of current proposals which will ensure a better outcome for the many disabled people who need to travel by rail, and of course if you get it right for disabled people you have got it right for everyone.
TFL CAMPAIGN TO TACKLE VIOLENCE AGAINST STAFF
New campaign will emphasise zero tolerance approach to all forms of work-related violence and aggression on London's public transport network, making it clear that abuse has serious consequences. The new campaign builds on efforts by TfL and police to tackle work-related violence and aggression across the network. Earlier this year, TfL made BWV part of its essential kit for frontline customer facing staff. Research shows that the risk of assaults on colleagues can almost halve when wearing a BWV camera, and the footage can provide vital evidence to the police if an assault does occur, resulting in better outcomes when offenders go to court.
InnoTrans, the world’s leading trade show for transport technology, will take place in Berlin from 24 to 27 September
InnoTrans will take place at the Berlin Exhibition Grounds, occupying an area of 200,000 m² in 42 halls and on the Outdoor Display and Bus Display, over 2,900 exhibitors from 59 countries are displaying their latest products and innovations.
The heartbeat of InnoTrans is the rail track and outdoor display featuring over 110 passenger and goods vehicles. Exhibits including high-speed trains, regional trains, trams, hybrid locomotives and rail maintenance vehicles will be lined up on the 3,500 metres of rail track, where trade visitors can get a close-up view of the systems directly next to the exhibition halls.
The five segments of InnoTrans comprise Railway Technology, Railway Infrastructure, Public Transport, Interiors and Tunnel Construction. InnoTrans is organised by Messe Berlin GmbH and takes place every two years, in 2022 2,771 exhibitors from 56 countries exhibited their products and services to 132,319 trade visitors from 137 countries.
Together with the goal of the mobility transition, tunnelling is becoming increasingly important in the rail sector. Building underground links is crucial for shifting large volumes of road traffic onto rail tracks – because tunnels mean more efficient transport routes, with the added benefit of producing less noise and environmental harm.
The Tunnel Construction segment at InnoTrans 2024 features over 30 exhibitors displaying the latest products and services which make building and operating tunnels safer and more efficient while minimising the environmental impact. In Hall 5.2 the focus is on tunnelling equipment and fire prevention, air-conditioning, ventilation, safety systems, engineering services and monitoring systems.
Together with the Tunnel Construction displays, the Railway Infrastructure segment covers a further seven halls featuring building materials, rail track and overhead line construction, measuring systems as well
as signalling and control systems. Exhibitors displaying products in both segments include the engineering company SchüßlerPlan GmbH (Hall 5.2, Stand 640), which among other works is currently supervising construction of Hamburg’s new U 5 metro line. Others in this category include Porr Bau GmbH (Hall 25, Stand 410) with its civil engineering competence centre, Amberg Technologies AG (Hall 25, Stand 455) from Switzerland, DB Bahnbau Gruppe (Hall 25, Stand 440), voelstalpine Railway Systems from Austria (Hall 21, Stand 150), and the railway system supplier SPITZKE SE (Hall 5.2, Stand 330).
The massive Brenner Base Tunnel project highlights the enormous potential of underground rail links. On Stand 620 in Hall 5.2 the operator BBT SE will present the project’s aims, its technical implementation and the current state of progress. The Brenner Base Tunnel is due to be operational in 2032, when at 64 km in length it will be
the world’s longest underground rail link. A rail trip from Innsbruck to South Tyrol will take 25 instead of 80 minutes, and freight times will be reduced by two-thirds – from 105 to 35 minutes.
The Brenner Base Tunnel’s main purpose is to shift a large amount of the goods traffic between Munich and Verona from roads onto tracks. The new rail section has almost no gradients, making it possible to deploy longer and much heavier trains. A single locomotive will be able to pull up to 2,000 tonnes of goods. Until now, two locomotives have been required for 1,400 tonnes.
The Speakers' Corner offers exhibitors free presentation opportunities to present their content and products to the audience on site and in front of the screens. The Talent Stage is a modern stage area in the immediate vicinity of the RecruitingLAB in Hall 7.2c and offers companies the opportunity to introduce themselves to interested young career professionals.
The Mobility+ Corner and AI Mobility Corner are hall forums for presentations and discussion rounds lasting a maximum of 60 minutes in which companies present products and industry news from the respective subject areas. There are no limits to the content of the presentations.
The Hospitality Forum will take place on the Wednesday, from 2pm to 4pm.
Magda Kopczyńska, Director General (DG MOVE), Dr Volker Wissing, Federal Minister for Digital and Transport, and Dirk Hoffmann, COO of Messe Berlin, will address the more than 1,000 international guests from politics, business and the media.
The speeches will be followed by a panel discussion entitled: ‘From Hype to RealityAI in the Mobility Sector’. Susanne Henckel, State Secretary at the Federal Ministry for
Digital and Transport, Dr Richard Lutz, Chairman of the Board & CEO of Deutsche Bahn, Mohamed Rabie Khlie, Director General of the Moroccan National Railways Office (ONCF), Henri Poupart-Lafarge, Chairman of the Board of Directors & CEO at Alstom, Michael Peter, CEO of Siemens Mobility, and Javier Martínez Ojinaga, CEO of CAF Construcciones y Auxiliar de Ferrocarriles, will discuss the topic on the podium. This will be followed by the official opening tour of selected InnoTrans exhibitors.
On Wednesday, 25 September the VDB hosts a forum on digitalization in rail freight from 10am to 12pm, followed by a DVF-organized discussion on driving rail innovation from 2pm to 4pm; Thursday, September 26 features a UNIFE session on ERTMS from 10am to 12pm and a discussion on public transport essentials from 10am to1pm, a day-long conference on the future of railways at CityCube M1-3 from 10am to 6pm, ZVEI talk on AI in mobility from 2pm to 4pm and a session on tunnelling challenges at CityCube M8 from 2pm to 4pm.
On Friday, September 27, VDB and VDV jointly present a spotlight on attracting talent in rail transportation from 10am to 12pm.
They prevent electrical equipment from being damaged or destroyed by the harmful effects of too much current in the event of short circuits or overload conditions.
Unlike many other conventional overcurrent protection solutions, the MRS13R allows many parameters to be configured.
Block diagram
Scanning process
Sampling every 1.5 ms 3 out of 5 samples must exceed the preset overcurrent threshold I th
Are you getting the best out of your compressed air system – both now and in the future?
Together with electricity and diesel, the provision of compressed air on board rolling stock is the second most important source of energy and for this reason, it is crucial to get it right first time!
Uses of air include braking systems, pantographs and in some passenger vehicles, suspension, adding to the comfort of the journey often in severe climatic and arduous conditions.
As consumers, we take electrical power as well as the energy potential of compressed air for granted. The flexibility offered by compressed air is evident in its universal role in many railway applications. Compressed air can be produced by many types of compressors and distributed simply and easily via a central system, feeding all the applications which require clean and dry compressed air for their reliable operation.
Rarely does the compressed air meet the requirements of the user following the compression process. To meet those demands, it is imperative to guarantee the air quality required to service
the applications with all compressor technologies, regardless of being a piston, screw, vane, scroll or whether oil free or lubricated compressor systems.
Compressed air in its natural form is contaminated with water, dirt, wear particles and lubricating oil/hydrocarbons. This aggressive media when mixed together, creates an acidic sludge which is often referred to as ‘mayonnaise’. The requirement of the user is to eliminate this contamination by meeting the specific requirements of ISO 4975:2022 Railway applications — Braking system — Quality of compressed air for pneumatic apparatus. ISO8573.1, is also often specified, which is a multi-part standard, defining testing methods to accurately measure a full range of contaminants within the system. Both standards are used to test downstream systems regardless of the compressor technology utilised.
The need for a specific compressor type is therefore irrelevant, as there are no standards requirement to support any particular technology. With the selection of
the correct downstream air treatment, all of these contaminants can be removed to meet the ISO standards for Railway applications.
The ongoing issue of contamination from a lubricated compressor is, however, an argument continuously used to promote oil free technology, regardless of the compressor’s efficiency, reliability or serviceability. This requirement is driven by the need to eradicate oil leaks/spillages which is believed to be a common occurrence and to sustain a healthier and greener environment.
To support this growing need, Mattei Rail & Transportation, a division of Mattei Group, has developed a specially designed, high performance ‘eco-friendly’ biodegradable lubricant, for use in their Lubricated Rotary Vane compressors. This new lubricant supports applications operating in ecologically sensitive environments while contributing to reduced CO2 emissions thanks to the use of raw renewable materials.
The biodegradable lubricant can be used in new or old Mattei compressors fitted into any vehicle type, improving operating performance and providing the end user with a greener application also, thanks to its effectiveness over a wider temperature range than that of standard lubricants utilised today.
The advent of this new biodegradable lubricant, provides the user with an alternative when choosing the specifics of their new on-board compressor packages, a selection which is currently excluded from standard decision making.
The benefits of this new lubricant will assist the user in understanding that oil free technology should no longer be considered the only or the best technology available for on-board rail applications.
S LEACH
Business Development Director
Mattei Rail & Transportation Division
Compact and lightweight design with unrivalled reliability
Dr Stephen Fletcher, Director and Occupational Psychologist at the Occupational Psychology Centre (OPC), shares dynamic research on how drivers’ NTS ratings could be a Leading Indicator to help predict safety incidents
Our collective, foremost priority in the rail industry is ensuring safety – keeping customers, members of the public and employees safe, and protecting our infrastructure. A critical aspect of this is ensuring train driver competence and performance. Before drivers are deemed safe to operate trains, they undergo extensive assessments. Regular assessments check the validity of their competence, and a wealth of safety data, such as SPADs, TPWS activations, and station overruns, is recorded to monitor their performance.
Dr Fletcher said: ‘Identifying drivers at a higher risk of safety incidents enables earlier, more effective interventions. Rail companies can leverage their existing data and knowledge about employees, to provide more tailored support. This approach is crucial for driver managers in their timeconstrained environment, enabling more efficient use of their resource and focus on drivers who need it most. Additionally, the costs of covering an incident can be significant. Targeted support would also deliver bottom line savings.’
We know that NTS play a key role ensuring the safety of rail employees, including train drivers. In 2010, the Rail Safety and Standards Board (RSSB) identified 26 NTS required for a safe and effective train driver, such as concentration, risk anticipation, and assertiveness. With the introduction of NTS, a driver’s performance including their safety is not only based on technical ability but also the propensity to demonstrate these key NTS.
Our industry has made good progress in understanding, applying and implementing NTS into key safety-critical roles including train driver and signallers. Over the past two decades, OPC psychologists have undertaken Post-Incident Assessments with over 600 employees involved in safety incidents.
Our findings show, conclusively that NTS shortfalls, such as the failure to stay focused, not anticipating risk, acting on the wrong priority or insufficient checking, are often the root cause of incidents.
Furthermore, we often find common NTS shortfalls across different employees and incidents. For example, if ‘driver A’ has both a SPAD and a fail-to-call incident, it’s highly likely that the same NTS shortfalls are involved. Similarly, a signaller with a line blockage irregularity can often have the same NTS shortfalls that may have led to other incidents such as level crossing irregularities or a wrong routing.
Dr Fletcher said: ‘While the OPC’s Post-Incident Assessment work is vital for understanding the causes of incidents and how to prevent future occurrences, it's inherently reactive—addressing issues after they occur. Ideally, we should take a proactive approach, and use NTS data to predict an employee’s likely future risk of an incident. Leveraging NTS intelligence could
be much more powerful and effective. We could identify high-risk drivers early and forward-load the necessary preventative support, potentially reducing the likelihood of safety incidents.’
In safety circles, Leading and Lagging indicators are two types of measure we can use to assess performance. Lagging Indicators measure past events. It’s already happened. It’s an output measure of a previous performance. For example, the number of safety incidents, sickness days, or lost time accidents. They show past performance. Leading Indicators are predictive measures. They are forwardlooking and can influence future success. For example, the percentage of rail workers who are not fatigued before they commence their shift or the proportion of train drivers trained in key non-technical skills (NTS) could reduce safety incidents.
While lag indicators may often be prioritised due to their availability, leading indicators, though sometimes requiring more time or cost investment, can lead to significant performance improvements.
Based on these principles and the PostIncident NTS insights, the OPC conducted thorough research into how NTS could predict train drivers at risk of safety incidents and therefore, potentially use them as Leading Indicators to improve safety performance.
Dr Fletcher said: ‘OPC psychologists wanted to see if historical NTS data could help predict which drivers were more likely to have a safety incident. We were trying to determine if an NTS performance rating could be a ‘Leading Safety-Critical Factor’ in identifying those drivers most at risk of an incident.’
OPC Psychologists conducted an extensive study with over 200 train drivers from a UK Train Operating Company (TOC). They collected foundational data for each driver on their safety incidents, sickness record, competence assessment performance, and importantly their NTS performance.
For the competence and NTS assessments, Driver Managers compared each driver to their peers, rating their performance as better, worse, or typical compared to others. The OPC psychologists then translated these ratings into an A-D grading for each driver:
After two years, OPC psychologists asked the Train Operator to provide the number and types of safety incidents involving the same group of drivers for that period. They found that 55 per cent of the drivers had been involved in at least one safety incident, for which they were either wholly or partially responsible. This 55 per cent served as the benchmark.
Of those driver’s rated D and C for their sickness record, more had safety incidents vs the baseline average of 55 per cent of drivers having an incident. Category D and C drivers had, on average 61 per cent of the incidents i.e., six per cent more incidents above the baseline. However, category B and A had less incidents than the baseline with B and A drivers having 52 per cent (-3 per cent vs the baseline) and 46 per cent (-9 per cent vs the baseline) of the incidents respectively. These findings suggest that there is a link between a driver’s past sickness record and their propensity to have a safety incident in the future.
Driver Competence Predictors –For the competence ratings nearly a third more Category D rated drivers had incidents vs the baseline average. However, 15 per cent fewer Category A drivers had a safety incident. So, a manager’s rating of a driver’s competence can help predict those drivers who are more likely to have a safety incident in the future. Those drivers with lower competence ratings could be prone to more incidents than those drivers rated as category ‘A’ or the best on their driving competence.
Eleven best NTS Predictors – OPC psychologists analysed all the NTS and identified which were the most predictive
of future safety performance. They found eleven which had the highest correlation for the particular TOC involved in the research. For these eleven NTS there was a direct and trending link between a driver’s NTS grading and the likelihood of them having an incident. For example:
• Category D drivers had the highest number of incidents – 69 per cent, equating to 14 per cent above the baseline.
• Category C drivers had 57 per cent of incidents i.e., two per cent above the baseline.
• In contrast 51 per cent of Category B drivers had incidents i.e., 4 per cent below the baseline; and,
• Category A drivers were eleven per cent below the baseline with 44 per cent of drivers having an incident.
The NTS results emerged as the strongest predictor and trend of future safety performance, surpassing other predictors, such as competence.
Dr Fletcher summarised the findings saying: ‘Although Driver Managers often tell us they feel uncomfortable grading their drivers, this research study indicates their experienced ratings were valid and accurate predictors of future safety incidents. Their expertise has helped identify key intelligence for predicting incidents. We were really surprised but very encouraged with these findings. The data analysis showed that drivers rated ‘A’ for their NTS had the fewest incidents, followed by ‘B’, ‘C’, and ‘D’. These findings translate into real safety predictions that could significantly enhance driver safety and help rail company performance.’ So, how should we respond to these findings?
‘Leveraging NTS intelligence could be much more powerful and effective. We could identify highrisk drivers early and forward-load the necessary preventative support, potentially reducing the likelihood of safety incidents.’
The OPC recommends that Train and Freight Operators should actively consider collecting, rating and using this pre-emptive NTS rating intelligence to implement preventative measures. This proactive approach could help identify ‘at-risk’ drivers earlier, allowing for timely interventions.
Given limited resources, the OPC strongly recommends that Train and Freight Operators use this predictive intelligence strategically. They should consider focusing on drivers with lower NTS gradings, as these drivers could be more incident prone. Driver Managers could prioritise targeted training and support to enhance a driver’s safety and reduce potential risks.
The OPC recognises the key role that NTS play alongside technical competence. The OPC would encourage investing more time and effort into assessing and developing key NTS amongst all drivers to help maximise safety performance.
Drivers who are rated lower on their NTS could be highlighted for additional NTS development. This might include improving concentration techniques, employing enhanced checking methods, and creating personal strategies around risk management.
The rail operator that initiated this leading-edge piece of research is advancing their efforts to further enhance safety performance. OPC psychologists will be conducting follow-up research to test the robustness of the original predictions over a further extended time period. This work aims to confirm the continued accuracy of predicting incidents using NTS and identify any potential refinements.
The OPC provides safety-tailored solutions with rail employees in mind and a keen focus on Non-Technical Skills (NTS). Recognising that different train and freight companies may prioritise different NTS, the OPC’s approach is customisable to meet the specific needs of each operator, including providing various levels of NTS training for drivers and driver managers. These include:
• Training on key NTS skills.
• Support for driver managers to effectively rate their drivers.
‘Identifying drivers at a higher risk of safety incidents enables earlier, more effective interventions. Rail companies can leverage their existing data and knowledge about employees, to provide more tailored support.’
• Helping investigators to pick up NTS shortfalls as part of a safety incident investigation.
• Helping interpret individual NTS ratings to maximise the benefits for the employee, and team; helping to enhance overall safety culture.
• Personalised Development Plans – they offer targeted training for train drivers with NTS shortfalls, providing specific development plans to help improve their skills, with the aim of avoiding future safety incidents.
• Expert Insights – OPC psychologists are available to interpret findings and ratings, and provide valuable insights to help improve safety performance.
Dr Fletcher summed up by saying: ‘In conclusion, this research indicates that NTS can be used as a Leading Safety-Critical Indicator to help predict a train driver’s future safety performance. This paradigm shift from using historical measures to a NTS predictive tool could greatly enhance driver safety. We strongly recommend train and freight companies consider these findings to help improve safety performance. They can share the insights with drivers and managers; undertake NTS assessments in addition to technical competence measurements, and provide targeted support to those most at risk of a safety incident.’
Get in touch with the friendly OPC team if you think they could help you employ the predictive power of NTS to enhance driver safety performance.
Tel: +44 (0)1923 234646
Email: admin@theopc.co.uk
Visit: www.theopc.oc.uk
Air
Pantograph systems
Inter-car hose assemblies
Waste disposal, Full pneumatic pipework systems
Seating framework, Grab rails and luggage racks
Tel:
Email: uk.sales@stauff.com
British Safety Industry Federation (BSIF) CEO, Alan Murray discusses the pressing need for greater competency in the procurement of Personal Protective Equipment (PPE)
While the peak of the pandemic is four years behind us, it’s fair to say the UK still has a PPE problem. The latest financial disclosures from the Department of Health and Social Care revealed nearly £10 billion was squandered on defective or unusable Personal Protective Equipment (PPE) during the Covid-19 pandemic. This alarming revelation is compounded by the ongoing investigation into the procurement of PPE contracts, with the National Audit Office still grappling to recover millions lost to fraud.
Unfortunately, the longstanding issue of neglecting rules in the procurement of Personal Protective Equipment (PPE) is nothing new. Coupled with insufficient official market oversight in the UK, this has facilitated the entry of substandard and non-compliant products into circulation, endangering unsuspecting users. The British Safety Industry Federation (BSIF) advocates for enhanced proficiency in PPE procurement, aiming not only to elevate safety standards significantly but also to prevent potential future crises.
To the untrained, PPE is a complex and confusing purchase. This is well documented throughout the Covid-19 pandemic with millions consistently awarded to substandard manufacturers. At the height of the pandemic for example, a contract was given to a company which specialises in currency trading and offshore property to deliver fifty million face masks which were found to be unusable, despite being part of a £252 million contract.
It was also reported that just a small percentage of 400,000 gowns ordered from a Turkish t-shirt manufacturer arrived in good time – even though the Royal Air Force were sent to collect them – and when they did, they too were said to be unusable. While these figures are staggering, the cost of the potential threat to health and safety from the use of substandard PPE is even more devastating, albeit more difficult to measure.
Under the PPE at work regulations anyone in charge of buying PPE and safety equipment has a responsibility to select appropriate, certified and compliant products that meet workers' specific requirements.
Due diligence is vital. Buyers must assess the extent to which a product is fit for purpose. They should also look for wearer benefits above and beyond basic protection and make sure it fits comfortably so that it performs correctly. They must also determine whether it is compatible with other PPE that may be required. Yet many people responsible for PPE procurement are not fully aware of their responsibilities or lack the resources to fulfil them.
79 per cent of PPE from non-registered providers failed tests
The volume of substandard and noncompliant products on the market is showing no signs of abating. While the pandemic shone a light on this critical issue, it is still an enormous problem. The BSIF routinely tests a wide range of PPE and safety equipment available across the board, to better understand where these problems lie. In doing so, the BSIF can help to ensure that costly mistakes are avoided, helping to improve the overall standard of PPE and safety equipment available.
The BSIF's latest investigation, spanning from December 2022 to December 2023, paints a concerning picture. Out of the 123 items spot-sourced from non-member companies, a mere 21 per cent passed, leaving a staggering 79 per cent failing to meet even the most basic regulatory and safety criteria. These aren't just statistics; in some cases, lives are at risk.
During flame spread testing of a Flame Retardant Parka, for example, which was bought from an online retailer, the outer layer burnt through, exposing the inner layer, which then caught fire, resulting in the entire coat being consumed by flames. The garment also lacked mandatory
‘The BSIF's latest investigation, spanning from December 2022 to December 2023, paints a concerning picture. Out of the 123 items spot sourced from nonmember companies, a mere 21 per cent passed.’
documentation and markings in line with PPE Regulation requirements.
Elsewhere, a pair of safety glasses which were bought from a high street retailer, failed impact resistance testing. No CE markings or equivalent were found to be displayed and the product was missing essential documentation. What’s more, the product was still available to buy over two months later, despite assurances that the glasses would be removed from sale.
The consequences of such negligence extend far beyond financial losses. They manifest in the form of devastating injuries, irreparable harm and broken trust.
The BSIF runs the BSIF Registered Safety Supplier Scheme which provides buyers with assurance that the products they are buying are coming from a compliant, competent and trustworthy supplier. With a remarkable 91 per cent compliance rate during BSIF testing and swift rectification of any shortcomings, these suppliers exemplify high standards in safety and reliability that those specifying and purchasing PPE should demand.
To help drive substandard PPE and safety equipment, sourcing from Registered Safety Suppliers needs to become standard practice. While this is not yet mandatory,
the more that people insist on only using these suppliers, the easier it will become to eradicate the issue, helping to prevent a recurrence in the future of what we have seen and experienced in recent times.
The BSIF Registered Safety Supplier Shield can only be displayed by companies whose products and services are subject to tests to ensure they are fit for purpose. This makes procurement far simpler since these audited suppliers are committed to only providing genuine, good quality, products, promising a commitment to authenticity and dedication safety and well-being.
In addition to testing products and services the Registered Safety Supplier Scheme verification process audits that all of the suppliers regulatory obligations and responsibilities have been carried out.
To further support safety and health in the UK market and help specifiers and purchasers of PPE the BSIF are launching Sourcing Safety a course and qualification to help educate duty-holders on Personal Protective Equipment (PPE) and assist them in coming to informed decisions when specifying and buying these safety critical items.
To register interest and get more information on Sourcing Safety please email enquiries@bsif.co.uk
ALAN MURRAY
has been in the Safety and Health Industry since the 1980’s – He has led the British Safety Industry Federation (BSIF) as Chief Executive since the start of 2014.
With nearly 400 members representing manufacturers, importers, distributors and providers of specialist services, the BSIF is the trade organisation for the Safety and Health industry in the UK. Its mission is to ensure that those who rely on PPE and safety equipment receive fit for purpose products through a capable and competent supply chain, ensuring their immediate protection and safeguarding current and future health.
BSIF administers the Registered Safety Supplier Scheme providing duty holders with a means of recognising suppliers who supply PPE and safety equipment in line with their regulatory duties and responsibilities. BSIF also administers the Fit2Fit respiratory face fitting qualification.
For more information about the BSIF, please visit: www.bsif.co.uk
Health and safety is a broad umbrella term, Samantha Facey, Safety, Health and Security Director explains how is this broken down at GTR
Safety to me means lots of things, from managing traditional risks, to safeguarding and security, occupational health and wellbeing, and everything in between. It really is all encompassing and underpins everything we do at GTR, because safety is part of our DNA.
Making sure everyone gets home safely every day is at the heart of our Zero Harm ambition. We want to embed a culture where health, safety and wellbeing is at the forefront of the minds of our colleagues, which in turn will reflect on our customers and in the communities we serve. Our mantra is Be Safe. Feel Safe. Travel Safe.
We know that to be safe at work means our colleagues need to feel safe whilst they’re here. That’s why we equip staff with training, tools and resources to confidently carry out their jobs, whilst also being able to spot emerging risks, deal with situations on the ground and assign the appropriate support.
To ensure people feel fully supported at work, we have a team of occupational health professionals who carry out routine checks, as well as offering tailored treatment where needed. We have recently welcomed Dr Danielle Eaton to GTR as our Chief Medical Officer.
A qualified General Practitioner, Danielle brings with her a wealth of experience in health and wellbeing from working in both the NHS and private organisations. She is responsible for leading our occupational health division and will oversee a programme that sees more than 5,000 medical appointments take place across the business each year.
Late last year, we also created a brandnew role in the safety team for a Head of Policing and Security, this was taken up by Mike Boyce, who has brought 20 years’ of experience with him from the British Transport Police (BTP). Mike leads the business on all matters of security, crime, disorder and antisocial behaviour and helps to strengthen relationships with the BTP and other key stakeholders.
‘At GTR, we employ a dedicated Safeguarding and Wellbeing Manager, Laura Campbell, who is responsible for ensuring staff carry out vital suicide prevention and safeguarding training. Work in this space relies heavily on strong industry partnerships, which is why we work closely with organisations like the BTP and Samaritans, as well as local charities.’
At GTR, we employ a dedicated Safeguarding and Wellbeing Manager, Laura Campbell, who is responsible for ensuring staff carry out vital suicide prevention and safeguarding training. With vulnerable people using the rail network, it’s also important that our staff are trained and have awareness on how to handle these often-delicate situations. Work in this space relies heavily on strong industry partnerships, which is why we work closely with organisations like the BTP and Samaritans, as well as local charities.
Our frontline staff can be faced with major incidents at any time and will often have to handle unfolding events before support can arrive. I am incredibly proud of the resilience and quick-judgement shown
by our people – so far this year alone we have awarded nearly 400 colleagues with lifesaving certificates for their heroic actions on the railway.
Without staff intervention, there can be devastating and dangerous consequences. Whilst our colleagues do their best to look out for the public, it’s important they are looked after too. That’s why we have various resources on offer at GTR including grief, trauma and bereavement support, a TRiM (Trauma Risk Management) peer support system, an in-house counsellor and access to our employee assistance programme, Care First. We also have an Incident Care Team in place who provide practical humanitarian assistance to the survivors of rail incidents and accidents.
We have just launched Your Guide to Personal Wellness for colleagues across the business. The guide brings all our resources together in one place, and gives tips and advice on what to do if members of staff are feeling low at work or at home.
We’re always looking out for those travelling on our network, and as well as working with the BTP, Samaritans and Railway Pastors to protect vulnerable people, our team of Rail Enforcement Officers (REOs) and Travel Safe Officers (TSOs) act as a reassuring presence for passengers.
It’s no secret that antisocial behaviour is a big problem, but it’s not isolated to the railway. It stems from wider societal issues and feeds into all areas of life. As well as joint patrols and operations with the BTP, in 2021 we started deploying TSOs to increase our presence and carry out targeted patrols and blocks at problem areas, using intel from our teams on the ground. As we’ve seen success with increased presence, we doubled the amount of TSOs on the network from 20 to 40 in March this year.
Using intelligence-led reports to tackle assault, abuse and other antisocial behaviour, has led to a YoY reduction in incidents and has helped to reduce the
‘The BTP said that every member of staff interviewed during the process was knowledgeable and showed real passion for protecting vulnerable people.’
number of stations and areas at-risk on our network (down by 13 per cent from October 2023 – March 2024).
Last year, I was incredibly proud that GTR achieved the Safeguarding on Rail accreditation. After being assessed, we were awarded a pass mark of 91 per cent and the BTP said that every member of staff interviewed during the process was knowledgeable and showed real passion for protecting vulnerable people.
We have a duty of care to our passengers and our people. Physical or verbal abuse of any kind will not be tolerated. In addition to cracking down on this behaviour, we’re also increasing information and resources available to staff to help keep them safe at work. This is a true reflection of my team and the wider business.
We’ve recently produced a Guide to Personal Security, which is available as an online document and is also being sent out as a hard copies to every member of staff. The guide includes helpful information on managing incidents and crimes, how to safeguard on our network and how to correctly report incidents using our Zero Harm app.
Information and evidence supplied via reports can lead to prosecutions, so it’s vital people understand how to submit a report and what sort of evidence should be considered. This can all be found in the guide, along with information on what to expect from the BTP once reports have been submitted.
We are trying to increase the number of colleagues wearing Body Worn Video (BWV) when out and about, as we know they help to deter crime and keep our people safe. In fact, BWV can reduce staff assaults by almost 50 per cent. The Guide to Personal Security includes top tips for using BWV cameras, alongside the benefits. Based on colleague feedback, we have recently undergone a companywide rollout to replace our BWV cameras to more lightweight models, making them easier and more comfortable to wear.
Further demonstrating our commitment to tackling antisocial behaviour across the railway, GTR has invested in three new roles in the safety division. These are for a Security Improvement Manager, a Safety and Security School Engagement Manager and a Body Worn Video Project Manager.
The Security Improvement Manager is being employed to encourage a culture of reporting crime and antisocial behaviour across the business. The role will include close working alongside the BTP to gather data and information, as well as supporting improvement initiatives and promote and recommend crime reduction and prevention measures.
To tackle antisocial behaviour at a local community level, it’s important that we’re engaging with schools on our network. The newly created Safety and Security School Engagement Manager role is responsible for delivering our Safety and Security education programme, which includes training materials, roadshows and school visits. This role will also co-ordinate public education and reassurance events across our network.
Finally, to deliver on our objective for more colleagues to wear and utilise BWV, we have developed a new role that will design, deliver and monitor BWV deployment and implementation plan for frontline colleagues.
What is GTR hoping to achieve in the year ahead when it comes to health and safety?
Tackling antisocial behaviour will remain a big focus for the year ahead. As a business, we’ve developed a specific antisocial behaviour improvement plan that includes funding for a number of things including the further roll out of BWV, tools and training for colleagues and material for school engagement.
Everyone travelling with us deserves to get home safely, and our people should feel safe when they’re at work. Improving the way we input and analyse data, as well as working closely with partners, will help us to be better equipped when it comes to crime and antisocial behaviour, ensuring our shared resources are deployed effectively across the network where they are most needed.
To ensure we meet our commitments and show we truly care, we have recently signed the Institute of Customer Service Charter that will hold us to account. This is the first time the business has worked with the Institute, and we will be looking at how to have a positive impact on its ‘Service with Respect’ campaign, aimed at a change in the law to protect customer-facing workers from abuse.
SAMANTHA FACEY is Safety, Health and Security Director at Govia Thameslink Railway
WORK TO IMPROVE TRAM JOURNEYS
Further essential work to improve city centre tram journeys is under way at Piccadilly Gardens. The track replacement work is scheduled to be carried out until Tuesday, 17 September. It is part of a major coordinated programme taking place this summer to maintain the Metrolink system and ensure tram journeys remain safe, reliable and accessible.
Greater Anglia has launched a brandnew video and blog series that will give passengers a peek behind the curtain of one of the largest train operators in the country. Within this new series, the company, which runs trains between London Liverpool Street and Cambridgeshire, Essex, Hertfordshire, Norfolk, and Suffolk, will shine a light on some of its employees and showcase how they are contributing to Greater Anglia’s record-breaking punctuality.
Following a landslip, engineers have been working around the clock in Hague Bar, New Mills since April to stabilise the earth that supports the railway. Network Rail’s initial estimate was that the repairs would be completed in August. During the repairs, engineers discovered more complex issues with the drainage. As a result, five state-of-the-art drainage chambers are required to be built under the railway to collect excess water and direct it to the river Goyt. These will last for 120 years and will mean that the railway is more resilient to climate change. To carry out the work safely and quickly, the railway now needs to be closed until 23 September.
I lead on business development and work closely with clients across the utility and rail sectors to address their physical security requirements. I have more than 20 years of experience in the physical security and fencing industry with a deep level of expertise and a wide range of experience in manufacturing, project management, supply and installation.
ExMesh™ Engineering manufacture highsecurity fencing systems, gates, and additional metal mesh security systems such as cages and have advanced fabrication capabilities. Products are manufactured in the UK and shipped globally. Design. Fabricate. Innovate.
Want to know more about Exmesh?
Tel: 01429 867 388
Email: contactus@exmesh.co.uk
Visit: exmeshengineering.com
Address: The Expanded Metal Company T/A ExMesh Engineering Stranton Works, Greatham Street, Longhill Industrial Estate North, Hartlepool, TS25 1PU
When did you join the company?
I originally joined at the start of 2006 as a Key Account Manager within the ExMesh Engineering division. I had a short break working within the steel security door industry from around 2013 and then rejoined ExMesh Engineering as a Business Development Manager in May 2022.
What is your role?
I’m the Business Development Manager for ExMesh Engineering, my main focus is on new business both in the UK and abroad and also get involved with product development and improvement.
How long has your company been in business?
The Expanded Metal Company had a rich history going back all the way to the 1880’s as the original inventor of expanded metal. ExMesh Engineering as a security division has been running for around 30 years.
What is your Unique Selling Point?
We joke within the office that it’s the look of the fencing #sexyfencing, but it’s more to do with the material it is made from. Expanded metal has no joins or welds, being made from a single sheet of steel, as such there are no weak points which makes it the perfect material for security fencing. It’s also handy that we’ve got a huge amount of experience in the team which gives us a great advantage as we’re always looking for ways to make our systems better for the end user and the installers.
A good example is understanding the budget restrictions within a leading industry provider, as well as the requirement for a secure and long lasting system whilst at the same time understanding access restrictions and install constraint for the installers. This then led to us developing a variant to our existing industry approved system that maintains the longevity and security but reduces costs and makes install much easier.
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?
This is exactly what we love in ExMesh Engineering. We love to work in partnerships and help solve problems. We have experience and expertise, not just in manufacturing, but in installation, project management and in the industries and markets we work in. The above is a great example of listening to the issues of Industry as well as those of the installers to come up with a solution.
Listening is at the heart of the process and partnership is key. Although we may already have successful relationships within industries and with existing clients,
we always like to keep asking about the challenges our clients face. Whether that’s simply in terms of the budgets they have to work to, or a more bespoke or site specific issue. Once we know the challenge, then we work with all the stakeholders involved to come up with a solution.
The earlier example was a response to certain restrictions within the rail industry as a whole, in terms of budget, security, access and install. We’ve also worked on site specific projects where we’ve adapted systems to host CCTV and made systems in a modular fashion to meet restrictions on working next to the tracks. It’s important to partner not just with the main organisations, but also the Tier 1 contractors as well as the installers themselves as they all have different challenges that need to be met.
What are some of the biggest challenges this sector currently faces?
Apart from some of the more well known issues around infrastructure, capacity, regulations and competition, I think security is still a major challenge. Trying to deal with the constant trespass and vandalism issues, as well as terrorism threats is a big challenge for an organisation that has such a large and diverse estate. It requires a very comprehensive security strategy and a diverse range of product solutions.
There is also the difficulty of integrating new technology with tried and tested deterrents such as fencing. Looking at solutions that include motion detection, CCTV and access control in conjunction with standard fencing and gates puts pressures on budgets as well as adding to ongoing maintenance and monitoring costs.
As mentioned above, budget seems to be a constant issue for the clients we deal with. They may have a solution, but simply can’t afford to implement it. Security also tends to affect most of the other challenges as well. If a line needs to be closed due to vandalism, this has the knock-on effect of impacting capacity and putting pressure on the infrastructure.
How have you seen the industry change over the years?
We tend to get involved with the infrastructure side of things and we’ve seen lots of improvements in regards electrification and station upgrades. However, in terms of day-to-day business, it’s been much more about innovation and how we can do the same job, but more efficiently, for less money, more environmentally friendlier or safer.
As such, this has kept us constantly looking at ways to help with this. From using expanded metal within the fencing, which is a very environmentally friendly material, being made from one sheet of steel that is slit and stretched it produces little or no waste on the process, to reducing the size of panels to make it safer to transport track side.
‘I believe that the future of security within the rail sector will be characterised by the integration of smart technologies, the use of sustainable materials, and a focus on comprehensive, multi-layered security solutions.’
What do you think is the biggest challenge currently facing the rail industry?
As mentioned previously I think the biggest challenge currently facing the UK rail industry is balancing the need for significant infrastructure modernization and expansion with financial sustainability. A huge part of this is maintaining a secure infrastructure and network. Keeping the existing estate safe and secure while building and upgrading new safe and secure infrastructure is not an easy task.
One challenge is engaging with the industry. Due to the size and complexity of the leading industry provider, as well as the sheer number of suppliers they deal with, it’s often very challenging to introduce new innovations that will help meet their current requirements.
What is your view of the future of security within the rail sector?
As mentioned previously I believe that the future of security within the rail sector will be characterized by the integration of smart technologies, the use of sustainable materials, and a focus on comprehensive, multi-layered security solutions to enhance the effectiveness of security, reduce maintenance costs, and ensure a safer and more secure rail environment.
The rail industry is pushing its suppliers to innovate and become more efficient. Here at ExMesh Engineering we look forward to challenges like this, we want to make a difference and are proud to have come up with solutions that address some of the current and future issues the industry faces.
What are your views on collaborative working?
It won’t be a surprise that at ExMesh Engineering we are always looking at ways we can collaborate with clients. the future of the rail industry depends heavily on effective collaborative working. By leveraging the strengths and expertise of various stakeholders and suppliers, the industry can achieve greater efficiency, innovation, and sustainability.
However, it is crucial to address the challenges associated with engaging with the correct contacts within such a large industry and organisation to realize the full potential of collaborative efforts. Developing clear frameworks, fostering a culture of trust, and investing in robust communication and data-sharing tools will be essential for successful collaboration in the rail sector.
At some point, every company will face the question of how to continue maximising earnings from their current business practice whilst also investing enough in innovation so they can turn a profit in the future.
How can a company achieve the necessary creativity to innovate without compromising their existing business?
At ExMesh Engineering we believe that innovation is simply a part of everyday working life. Technology is moving at such a rate that to not innovate means you get left behind very quickly. As such, we work hard to have a culture of continuous improvement both for the client but also in working practices to make sure we stay profitable.
There are two strands to this process, the first is in relation to our existing products. All our products were designed in conjunction and partnership with industry and some kind of requirement form that industry that needed to be addressed. As such, we know that they are fit for purpose and successful, so instead of looking to make huge changes we look at smaller aspects of the system to see how we can improve it. If we change a fixing, does it make it more environmentally friendly, more cost effective, easier to install or more secure, or can we pack it or ship it in a way that’s more efficient to us? These small changes, keep us on the path of continuous improvement and innovation and also keep us profitable.
The second way is in conjunction with industry when we get asked for something
Stop route crime and trespassers in their tracks with the Fastrack system. Co-created with rail industry experts, Fastrack offers unmatched security.
Ideal for sloping ground
Robust system for longevity
Maintenance free
Front fix option
Choose your mesh Alternative
we don’t already manufacture. Working in partnership we can investigate if we can come up with a new solution that will be cost effective. We’ve recently done this with our new modular cages. We were asked for a secure cage, but clients wanted it to be modular and able to be easily installed and taken down and moved, without the need for a professional installer.
As such we worked with industry to design a new product, which meets their requirements and provides us with a new revenue stream.
In terms of technology, how do you anticipate things might change in the next five to ten years?
In terms of our specific products of fencing, as mentioned previously, I believe that there will be much more need for integration with motion detection, CCTV and access control. We see this already with the requirement for our access control gates growing, as well as more requirements for our fence posts to be adapted to host a CCTV camera. It seems that data is incredibly important going forward, so many clients don’t just want a gate, but they want to know how many times someone has opened the gate and who those people were.
Specialising in high quality, reliable depot equipment, Totalkare has solidified its reputation over the last five years as a trusted partner for operators and maintenance facilities nationwide
At the core of Totalkare’s offerings are its advanced rail lifting jacks, engineered in collaboration with the renowned Italian manufacturer Emanuel. These jacks are meticulously designed to streamline maintenance and repair processes for rail vehicles. Equipped with synchronised lifting and precise positioning capabilities, they epitomise safety and efficiency.
From Hitachi Rail in the Northeast to the iconic and ever-popular Snowdon Mountain Railway, these jacks have proven their worth in diverse environments. Their versatility and precision optimise handling of various rolling stock, minimising downtime and boosting productivity.
Integrating cutting-edge technology, Totalkare’s rail lifting jacks elevate performance. Electronic synchronisation ensures balanced lifting, while user-friendly interfaces offer precise control. Safety is paramount, with features like automatic stops and overload protection safeguarding both equipment and personnel.
Complementary to the rail lifting jacks are Totalkare's bogie lifts, also developed in partnership with Emanuel. These lifts facilitate efficient bogie inspection, maintenance, and repair, enhancing
operational efficiency and worker safety. Their robust design and user-friendly features make them indispensable tools for rail operators across the UK.
Totalkare's bogie lifts prioritise safety and efficiency by handling heavy loads with precision and securely supporting bogies.
This streamlines maintenance, reduces accident risks, and minimises physical strain on workers. Recognising the diverse needs of rail operators, Totalkare offers customisation options, ensuring tailored solutions for optimal performance.
To create comprehensive maintenance environments, Totalkare manufactures prefabricated steel rail inspection pits at its West Midlands facility. These pits provide safe and accessible workspaces for thorough inspections and repairs. Engineered to stringent industry standards, they enhance workflow efficiency and prioritise worker well-being.
Totalkare's rail inspection pits combine safety and functionality. Ample space, non-slip surfaces, and integrated variable lighting create secure working conditions. Robust construction ensures durability, while the pre-fabricated design enables swift installation.
With all pits made to order, rail customers can effectively have any length
of pit required from six metres upwards, making the pits a versatile option for facilities of all sizes.
Beyond exceptional products, Totalkare excels in aftersales support. A team of over 35 field service engineers across the UK delivers first-class service, ensuring optimal equipment performance throughout its lifecycle. Comprehensive training programmes empower clients to maximise equipment benefits, while proactive maintenance and dedicated support minimise downtime and optimise operations.
Totalkare's pioneering solutions, exceptional aftersales support, and dedication to innovation make it a leader in the UK rail industry. By delivering reliable, efficient, and safe maintenance solutions, Totalkare empowers rail operators to thrive in a dynamic sector and ensure operational success.
Tel: 0121 585 2724
Email: sales@totalkare.co.uk
Visit: totalkare.co.uk
Simon Ash, UK Sales Manager at HAIX, shares his expert opinion on the importance of equipping railroad/railway workers with appropriate and compliant PPE to mitigate the risk of accidents and injuries due to slips, trips and falls
According to the 2022/23 Annual Health and Safety Report, the Rail Safety and Standards Board (RSSB) highlighted, that out of 83 specified injuries sustained by the mainline workforce, 50 were caused by slips, trips, and falls. Additionally, the report revealed 4,168 members of the railway industry suffered other injuries, an increase of 66 injuries compared to the previous year per the Office of Rail and Road’s report: Rail Safety April 2022 to March 2023.
Given the inherent risks and hazards associated with railway work, such as moving trains, heavy machinery and highvoltage equipment, the safety and wellbeing of railway workers is a vital part of keeping the network running.
Navigating the causes
Railway workers, face a daily risk of slips, trips, and falls due to inadequate lighting,
adverse weather conditions, obstacles, distractions, slippery surfaces on tracks and platforms, falls during maintenance tasks, and a lack of awareness of changing railway environments. Additionally, insufficient workwear and improper footwear heightens these risks, potentially leading to severe consequences.
Ensuring the safety of railway workers is also paramount for the efficient operation of the UK’s railway network. Accidents or injuries can lead to service disruptions, financial losses, and most importantly can cause long-term harm to individuals.
Slips, trips, and falls can result in a spectrum of injuries, ranging from minor sprains and strains to severe fractures, head trauma, spinal cord damage, and even internal bleeding. Additionally, the psychological impact cannot be overlooked, potentially
leading to anxiety, post-traumatic stress disorder (PTSD), and a fear of returning to work. Furthermore, these seemingly minor injuries can develop into significant health issues, such as musculoskeletal disorders, which is ranked among the top five reasons for sickness in the rail industry by the RSSB’s Health and Wellbeing Dashboard.
Workforce absenteeism stemming from injuries and accidents places significant strain on the remaining railway personnel. An injured individual requires immediate medical attention and the incident itself will require thorough investigation, both of which can disrupt the regular flow of train schedules and operations. Additionally, slips, trips, or falls may cause damage to equipment, infrastructure, or railway property, mandating repairs or replacements that further impedes operational efficiency.
Slips, trips, and falls in the railway industry can also lead to financial losses, encompassing compensation claims, absenteeism costs, and operational disruptions. Fines for companies found in breach of Health and Safety regulations are increasing, with some employers paying over £1 million for a workplace incident. The diversion of financial resources originally ringfenced for improving train operations towards legal expenses and the repairs and replacement of damaged equipment further compound the financial burden and compromise on safety improvements by the industry.
As part of improving workplace safety, the correct PPE footwear plays a significant role in preventing incidents from occurring. It is important that the PPE footwear selected is both compliant with the latest safety standards and is well-tested to maintain high quality standards. HAIX
encourages opting for boots from accredited manufacturers that meet the stringent standards to help prevent accidents and foster a culture of safety and accountability.
When selecting an appropriate PPE footwear for the workforce, the railway company should ensure that the footwear has undergone a series of quality assurance tests, including tasks that simulate day-today challenges faced by workers who spend most of the day on their feet. It is essential to look for a footwear with slip-resistant properties, as guaranteed by the primary safety standards of:
• EN:ISO 20345:2011 – Safety Footwear.
• EN ISO 20347:2012 – Occupational (Professional) Footwear.
The latest footwear standard EN ISO 20345:2022 has been given a transition period up to 11 November 2024, during which time, both the old and new standards have a presumption of conformity with the regulation and can be used for certification. There is no need to renew existing certificates, they can continue to be used until their natural expiry date. Any new certification to the old norm EN ISO 20345:2011 or EN ISO 20347:2012 made before that date in November 2024 will be given a full 5-year validity.
These certifications guarantee that footwear meets essential professional standards based on testing across various components such as upper, lining, tongue, outsole, insole, inlay sole, and the overall
footwear. The latest revised update EN ISO 20345:2022, now Europe-wide, also includes updated tests for puncture and slip resistance, ladder grips, scuff caps, enhancing overall safety against slips and trips.
Simon Ash recommends the HAIX Trekker Pro 2.0 and HAIX Trekker Mountain 2.0 as ideal footwear choices for mainline workers. These boots are rigorously tested to ensure slip and puncture resistance. The boot design offers a robust, slip resistant and durable S3 safety boot, with the Trekker Mountain 2.0 offering additional chainsaw protection for when the job requires e.g. tree surgery along railway tracks. HAIX boots ensure comfort by offering a precise fit and enhanced ankle support for trackside environments to reduce the risk of slips and falls.
Simon adds: ‘Wellbeing starts from the feet up. The varying conditions and tasks carried out by railway workers require effective PPE footwear that is comfortable for those on their feet all day and that can offer protection from accidents, irrespective of the specific environment. With the overwhelming number of options available to consumers, it is important to make informed decisions, purchasing footwear that is high-quality and compliant as this can make all the difference when it comes to safety.’
Given the impact of slips, trips, and falls injuries, prioritising workplace safety through preventative measures is essential in mitigating associated financial risks,
maintaining operational efficiency and wellbeing of the workforce. By investing in safety training and providing workers with high-standard, compliant PPE footwear, the industry can effectively decrease absences, operational disruption and additional costs due to injuries and accidents, ultimately enhancing the overall health and wellbeing of the workforce.
Based in Bavaria/Germany, HAIX® is a functional footwear specialist with a worldwide reputation as a ‘safe brand’. Wherever people need high-performance footwear that will not let them down, HAIX® has become the brand of choice – in Europe, North America and Asia. At the company's headquarters and main sales office, HAIX® has established dedicated R&D, design and marketing departments.
In the high-tech research and test lab, HAIX® engineers develop new functional features and set new trends and standards for safety footwear. For the production of its top-quality functional boots, HAIX® operates factories in Germany and in Croatia where the company built one of the most modern shoe manufacturing plants in the world. The HAIX® Group has set up a sales office in Lexington, Kentucky (USA) and employs more than 1,300 people all over the world. In 2018, the company produced more than 1.2 million pairs of boots, achieving a turnover of €120 million (£103 million). For more information, visit www.haix.co.uk.
Tel: 01902 973473
Email: info@nisgroup.co.uk
Visit: www.nisgroup.co.uk
Davie Carns, CEO of NIS Group, explains why the rail and construction sectors have a unique opportunity to leverage the Government’s appetite for ‘growth’
To say the last few months have seen some significant changes for those operating in the rail and infrastructure sectors would be an understatement.
For the first time in over a decade, we have a new Government, a new set of ministers and a fresh legislative agenda.
There is also a new body to oversee and coordinate training and education, Skills England, who I expect we will hear a lot about in the next few years. And in the West Midlands, where we do most of our work, we also have a new Mayor. We are all acutely aware of this changing landscape, managing the challenges and identifying the opportunities it naturally brings.
The new Government, for a variety of reasons, is having to go all out for economic growth. In many ways it’s the only show in town and the only viable route it can take.
You can’t watch the news and hear a politician being interviewed without hearing the buzzword ‘growth’ time and time again. Infrastructure, maintenance and repair, house building, retrofitting – these are all huge opportunities for growth for the new Government and it has been encouraging to hear early statements of intent, albeit set against the challenges of the state of public finances.
Driving growth and having the people skilled to do the jobs that come from it is very much the aim.
Of course, all of this is easier said than done. Even maintaining the status quo means tackling the skills challenge in construction. A report published recently by the Construction Industry Training Board forecasts that, in order to stand still on the current pipeline of projects, a further 251,000 extra workers will be needed by 2028 in an industry already employing over 2.5 million people.
If the Government is serious about using building to underpin economic growth, this shortage of skills is going to come even more into focus.
For companies like NIS Group and others in the space that aligns closely with the Government’s aims, now is the time to plan ahead and consider how we can play our part in this growth strategy and positively contribute to closing this skills gap.
We are passionate about training people to achieve sustainable employment in the rail and construction industries.
Founded in 2018 and proudly headquartered in Wolverhampton, we deliver training through our network of Transport, Rail and Infrastructure Academy (TRIA) facilities in Bilston, Dudley, Aston and Coventry.
We have grown rapidly in a short period of time, a reflection of our success in developing a new way of delivering training and empowering people.
Our partnership with the City of Wolverhampton College, funded by the West Midlands Combined Authority, brings together the best of the public and private sectors to deliver employment-driven training.
In 2023, we trained more than 5,000 people. But what we are most proud of is our 82 per cent success rate in helping these people take the first step into sustainable careers.
The personalised approach we take to learning means we offer tailored support to each candidate. We do this by understanding the industry, listening closely to employers and ensuring we deliver learning needed to fill vacancies.
Going into site-based work for the first time is not without challenges, especially for people who are unemployed, changing careers, or re-entering the workforce. So, it is important we help learners navigate their way through courses and into full-time, sustainable careers.
To do this, we work with Jobcentre Plus and other local referral organisations, as well as bodies that support ex-offenders and armed forces personnel into the workplace.
But we’re not just here for the people taking their first steps in the industry. We also provide training and skills development to upskill people, enabling them to progress across the many different roles available within rail and construction.
All of this, however, needs Government to be clear about its plans. Building things
in this country, as we see each day, is not without a long list of challenges, not least political ones.
Keir Starmer and Co, who are sitting on such a large majority, have a mandate to build homes and the associated infrastructure and need to ensure these challenges doesn’t blow them off course.
One of the major failings of the last administration was the breaking of the promise between business and Government in long-term planning, most notably with the cancellation of Phase 2b of HS2, something many companies in the construction sector had been using as a pillar for their long-term planning.
Many businesses are scarred by this experience – Labour has an opportunity to reboot and rebuild this relationship.
There’s so much that needs to be done. Let’s get down to work and make these ambitions a reality.
Swapping the paint brush for a career in the rail and infrastructure sector has paid dividends for Wayne Hardman. The Black Country-based trainee trainer’s rapid rise through the ranks at NIS Group was recognised recently at the Festival of Learning in London when he picked up the Learning for Work Award.
This accolade, which is part of the flagship programme for celebrating lifelong learning, was given to him for the way he chose to change professions to get his life back on track after Covid-19 saw demand for his decorating services fall.
Wayne, who is now on course to become a fully qualified trainer by March 2025, is one of a 50-strong workforce employed by NIS Group.
The company is focused on supporting people into sustainable employment, offering 100 different courses to more than 5000 individuals every year, with 82 per cent of interventions resulting in positive job outcomes in civil engineering, construction, infrastructure and rail.
‘The pandemic took away most of my decorating work and I couldn’t sit back and wait for things to change,” explained Wayne.
‘With this in mind, I enrolled on a six-week civils course at the City of Wolverhampton College’s Bilston campus – a decision that was about to lead to a completely new career.’
He continued: ‘Within a week or so I received a phone call from NIS Group offering me a job as a Site Coordinator after being impressed with my maths and my tenacity for taking on new challenges. This was just the opportunity I needed and, over the next year or so, I have enrolled on 10 different courses alongside my on-the-job learning.
‘These included upskilling in construction, and qualifications in first aid, mental health, safeguarding and environmental management.
‘I can now see a longer-term career here. It’s brought my old personality back to life – I love talking to people, sharing ideas and helping. Restarting your working life is no small matter, and I’m looking forward to showing my learners what you can achieve if you put your mind to it.’
Davie Carns added his support: ‘Our people are the heartbeat of what we do, and this is typified by personalities like Wayne, who are so committed, so passionate and so willing to tackle every challenge with enthusiasm.
‘His Festival of Learning Award is a massive award and is so fitting – it also sums up how a person can turn a difficult situation on its head and now has a hugely rewarding
career to look forward to. We can’t wait to see where his next chapter takes him.’
The award-winning continued with NIS Group securing its own title, winning the ‘Engaging Adults in Learning’ prize at the West Midlands Combined Authority’s Adult Learner Awards.
Davie concluded: ‘We’re passionate and proud of the work we've been doing. But it's great for our efforts as a team to be recognised externally. This award really is a reflection of the hard work of everybody. Let's make sure there's many more of these to come.’
For further information, please visit www.nisgroup.co.uk or follow the company on its social media channels.
PROJECT INFO
Client: Transport For London and Crossrail
“A portal connecting the elements of the surrounding heritage listed buildings and the large retail units, to enhance the experience both in and out of the station.”
- Crossrail
Email: sales@urbis-schreder.com Tel: 01256 354446
High quality, yet energy efficient and low-maintenance SMART lighting as a strategic asset of a sustainable and beneficial railway infrastructure.
Woolwich Station uk.schreder.com/en/projects/woolwich-station
With rising fuel prices, increasing road congestion, and an urgent need for sustainable transportation, rail travel stands out as the most appropriate choice
Now more than ever, enhancing outdoor station environments to build commuter confidence and reduce costs is crucial. Often, resources are wasted on poorly designed systems that neither enhance commuter comfort nor financial efficiency. However, often optimizing lighting solutions for each station area can lead to significant financial savings and improved traveller experience.
Innovative design meets advanced technology
In May 2022, Woolwich railway station opened its doors as part of the Elizabeth Line, a milestone achieved through the collaboration of Balfour Beatty Kilpatrick, Weston Williamson, Mott MacDonald, and Arup Group. This station, which operates up to twelve trains per hour to Canary Wharf and Central London, exemplifies how unique urban realm design can enhance both the interior experience and the connection to the wider town centre. The station’s design not only improves the aesthetics but also the functionality, ensuring passengers can navigate easily and safely.
Security and smart lighting
The station features multiple 5.2 metres Schréder SHUFFLE units, strategically placed to guide and assist travellers. These units, equipped with 360° and 180° camera modules, create a secure and welcoming environment. The lighting solutions for the approach roads, Station Way and Woolwich New Road, blend seamlessly into the area, ensuring safe passage from the main street to the station. The combination of lighting and surveillance helps deter crime, enhancing the overall sense of safety for commuters.
Supporting decarbonization initiatives with bespoke lighting
In today's world, sustainability is a key consideration in any development project and amid soaring energy prices, local
authorities are under pressure to cut costs, enhance safety, and boost confidence in outdoor areas. Schréder’s EXEDRA remotecontrol system addresses these needs by enabling comprehensive monitoring, metering, and management of lighting networks. This advanced system, built on open standards, allows for real-time monitoring of operating status, energy consumption, and potential failures, achieving up to 85 per cent energy savings. By integrating such smart systems, stations not only become more efficient but also more environmentally friendly.
Schréder offers dedicated lighting systems for various station areas, including car parks, platforms, footbridges, tunnels, and junctions. These solutions transform any environment into a safe, sustainable, and cost-effective space, reducing maintenance needs and overall costs. Effective lighting not only enhances security but also attracts people to use the space, creating vibrant and safe environments. For example, welllit platforms can significantly improve the waiting experience, making passengers feel more secure and comfortable.
High-quality, energy-efficient, and low-maintenance lighting is a strategic asset for developing sustainable railway infrastructure. Urbis Schréder’s extensive range of lighting solutions, combined with its expertise in delivering breakthrough projects, ensures the best possible experience for passengers and staff. Enhanced visibility through strategic lighting reduces crime risks and increases passenger confidence. The use of LED technology also ensures longer lifespan and reduced maintenance costs, further contributing to the overall efficiency.
Schréder’s commitment to sustainability extends beyond energy efficiency. By using energy-efficient technologies and durable materials, it minimises environmental impact and contribute to the global efforts to reduce carbon footprints. These solutions are designed to last, reducing the need for frequent replacements and the associated environmental impact. By choosing Schréder, local authorities not only invest in superior lighting solutions but also contribute to broader environmental goals, promoting greener communities and a healthier planet for future generations. This holistic approach ensures that lighting solutions are not only effective today but also sustainable for the future.
Schréder’s solutions are not limited to railway stations alone. Schréder’s expertise
extends to various urban environments, including roads, architectural buildings, sports facilities, and public spaces. Whether it is enhancing the safety of a busy intersection or illuminating a city park, Schréder’s lighting solutions are designed to create safe, inviting, and vibrant spaces. The adaptability of the system allows for customization to meet the specific needs of different environments, ensuring optimal performance and aesthetic appeal.
Schréder is at the forefront of integrating innovative technologies into its lighting solutions. The EXEDRA system, for instance, allows for seamless control and monitoring of lighting networks. This not only improves efficiency but also provides valuable data that can be used to further optimize performance. The integration of IoT technologies enables features such as remote dimming, motion sensing, and realtime energy consumption monitoring, all of which contribute to creating smarter, more responsive urban environments.
The future of urban living hinges on the ability to create environments that are smart, safe, and sustainable. Schréder’s lighting solutions play a crucial role in achieving this vision. By providing high-quality, energy-efficient lighting that enhances safety and reduces environmental impact, Schréder helps cities and communities thrive. Its commitment to innovation ensures that the solutions are always at the cutting edge, delivering maximum benefits to users and stakeholders alike.
One of the most significant benefits of modern lighting solutions in the rail industry is energy efficiency. LED technology, for instance, uses significantly less energy compared to traditional lighting systems, leading to substantial cost savings. These savings can be redirected to other critical areas, such as infrastructure upgrades and service improvements, further enhancing the overall efficiency of railway operations. The ability to control and monitor lighting remotely also means that lights can be dimmed or turned off when not needed, reducing energy consumption even further. This capability is especially beneficial for less busy times, such as late nights or off-peak hours, maximizing efficiency without compromising safety.
Schréder’s lighting solutions are designed to blend seamlessly with the architectural and environmental context of stations and surrounding areas, adding to the visual appeal of the railway infrastructure. Whether it is highlighting the architectural features of a historic station building or creating a welcoming atmosphere in a modern transit hub, Schréder’s lighting solutions enhance the visual and functional value of railway spaces. This not only makes stations more attractive and enjoyable for passengers but also improves navigation and the overall travel experience, fostering a more pleasant and efficient commuting environment.
To explore how Schréder can support your vision for connected, safe, and sustainable spaces, get in touch at sales@ urbis-schreder.com. It’s time to create smarter, safer, and more sustainable urban environments.
Come and see us at hall 26, stand 100 to find out how our range of innovative plant can help transform your next rail project - ‘the McCulloch way’!
Transforming the way in which you transport and dispense cable across track from any point of the rail line
A new platform to increase the number of train services at Hartlepool Station has been completed and seen a successful first month in operation
The £12 million overhaul has seen the Tees Valley Combined Authority, Network Rail, Northern, and Hartlepool Borough Council work together to bring the station’s second platform back into use alongside a new footbridge.
Hartlepool saw its main second platform close in 1990 – and previous statistics showed it was one of the busiest single platform stations in the UK before the improvements, with more than 650,000 journeys taken from the town’s station every year.
Tees Valley Mayor Ben Houchen visited the platform, saying: ‘Hartlepool has been crying out for a new platform for decades and the new lifts, new footbridge, and redeveloped extra platform are absolutely vital if we’re to realise our wider ambitions for the town.
‘We have high hopes for the heart of Hartlepool through its new development corporation and a two-platform station is needed so investors, visitors and local people are better connected.
‘This work – alongside our efforts at Darlington, Middlesbrough and a raft of other stations in our region – will unlock capacity on our rail system meaning
faster journey times and more trains here and beyond.’
The new platform has created more capacity on the wider Tees Valley network with ambitions to create better links between Darlington and Hartlepool, and improve journey times between Teesside, Wearside, and Tyneside.’
When asked what was next for regional transport infrastructure and how this project would set the stage for future developments, Mayor Houchen said: ‘We’re already taking great strides on breathing new life into Hartlepool and its town centre – and the station project is one part of the wider plan.
‘We have Hartlepool Development Corporation up and running which is directly tasked with bringing new developments to the town. We want to build on Hartlepool’s potential to become a cultural centre attracting investment – and having the station development completed puts down a marker in the heart of the town.
‘When it comes to our transport vision, we’ve got more than £1 billion of exciting projects lined up for our wider region which have received cross-party backing. We do need more certainty and clarity over the funding coming through, but projects like this one at Hartlepool show we can fund and deliver a project ourselves which can have a knock-on effect on improving the wider network.
‘This sends a message and sets the stage for us doing more. We’ve £40 million lined up to deliver direct lines between Darlington, on the East Coast Main Line, and Hartlepool to show it’s viable to run a new service on this route. Work to make this a reality is happening behind the scenes now – and this is just one of more than 25 projects we have planned.
‘Securing good well-paid jobs for people in Teesside, Darlington and Hartlepool is my top priority. Putting the building blocks and better transport in place to secure access to huge green energy projects and the jobs and wealth they create is a vital part of this.’
In an industry where safety is paramount, the UK rail sector faces an ongoing challenge: effectively managing worker fatigue
Recent emphases from the Office of Rail and Road (ORR) and findings from the Rail Accident Investigation Branch (RAIB) have thrown this issue into sharp relief, highlighting discrepancies in operators' Fatigue Risk Management Systems (FRMS). As we navigate this critical juncture, it's time to explore innovative solutions that not only meet regulatory requirements but also prioritise the wellbeing of our workforce.
The ORR's 2023 report underscored the importance of robust fatigue management in both heavy and light rail operations. Despite long-standing regulations and guidance dating back to 2012, the industry continues to grapple with implementing truly effective FRMS. Current practices often fall short of the comprehensive, data-driven approach necessary for managing fatigue risks.
The ORR defines fatigue as a state of weariness resulting from prolonged working hours, excessive workloads, or insufficient rest periods. This condition not only jeopardises safety but also significantly impacts operational efficiency. The RAIB's investigations have revealed a concerning trend: many operators rely heavily on single models, such as the HSE Fatigue and Risk Index, without considering the multifaceted nature of fatigue.
The consequences of inadequately managed fatigue extend far beyond immediate safety concerns. Fatigued workers exhibit reduced performance, leading to potential errors, accidents, and near-misses. This not only puts lives at risk but also incurs substantial costs for rail companies. Increased training expenses, higher staff turnover, and operational inefficiencies are just a few of the hidden costs associated with workforce fatigue.
As we seek to bridge the gap between current FRMS practices and the holistic approach advocated by regulatory bodies, innovative solutions are emerging. One such solution lies in the deployment of advanced welfare units. These purpose-built facilities offer a comprehensive approach to worker wellbeing, addressing many of the key factors that contribute to fatigue.
Modern welfare units go far beyond the basic amenities of yesteryear.
Today's units are designed with the complex needs of rail workers in mind, offering:
1. Comfortable rest areas – spacious canteen spaces provide a relaxing environment for breaks, allowing workers to truly rest and recharge.
2. Proper sanitation facilities – highquality toilets and washing facilities ensure workers can maintain
personal hygiene, reducing stress and health risks.
3. Drying rooms – well-ventilated areas for drying wet or dirty clothing, crucial for maintaining comfort throughout long shifts.
4. Office spaces – dedicated areas for administrative tasks, reducing the cognitive load associated with switching between physical and mental work.
5. Heating and lighting systems –controlled environments that support natural circadian rhythms and provide comfort in all weather conditions.
6. Natural light – windows that maximise daylight exposure, helping to regulate workers' internal body clocks.
These features collectively create an environment that not only meets regulatory requirements but actively contributes to reducing fatigue and enhancing worker wellbeing.
The integration of advanced welfare units into rail operations goes beyond merely providing amenities; it actively supports a comprehensive Fatigue Risk Management System (FRMS). The ORR recommends the POPMAR approach for FRMS: Policy, Organising, Planning and Implementing, Measuring Performance, and Auditing and Reviewing. Welfare units contribute significantly to this framework:
1. Policy and Organisation – by investing in high-quality welfare facilities, companies demonstrate a tangible commitment to worker wellbeing, reinforcing fatigue management policies.
1. Planning and implementation – welfare units can be strategically placed to ensure workers have access to rest facilities throughout their shifts, supporting planned breaks and fatigue mitigation strategies.
1. Performance measurement – the usage patterns of welfare facilities can provide valuable data on rest behaviours, helping to measure the effectiveness of fatigue management initiatives.
1. Auditing and reviewing – regular assessment of welfare unit utilisation and worker feedback can inform continuous improvements in fatigue risk management strategies.
Furthermore, these units address multiple fatigue factors beyond work hours. They provide a conducive environment for managing circadian rhythms through proper lighting and temperature control. The comfortable spaces facilitate open communication about fatigue, encouraging workers to report their fatigue levels without fear of negative consequences – a critical aspect highlighted in recent RAIB reports.
As the rail industry continues to evolve, so too must our approaches to fatigue management. The integration of advanced welfare units represents a significant step forward, but it's just the beginning. Future developments might include smart welfare units that track usage patterns and provide data for predictive fatigue management.
The key lies in viewing welfare facilities not as a standalone solution, but as an integral part of a holistic FRMS. By combining innovative physical solutions with data-driven management strategies, we can create a more resilient, safer rail industry.
The challenges highlighted by the ORR and RAIB regarding fatigue risk management in the rail industry are significant, but not insurmountable. Advanced welfare units
offer a tangible, immediate step towards addressing these concerns. They provide a foundation upon which comprehensive FRMS can be built, supporting worker wellbeing, enhancing safety, and improving operational efficiency.
As we move forward, it's crucial for rail companies to assess their current practices and consider how innovative solutions like these can be integrated into their fatigue management strategies. The investment in high-quality welfare facilities is more than just a regulatory box-ticking exercise – it's an investment in the health, safety, and productivity of our workforce.
In an industry where every decision can have far-reaching consequences, choosing to prioritise worker wellbeing through advanced welfare solutions is not just sensible – it's essential. As we continue to push the boundaries of rail technology and efficiency, let's ensure that the wellbeing of those who keep our trains running remains at the forefront of our innovations.
Tel: 0800 515555
Email: contact.hire@wernick.co.uk
Visit: www.wernick.co.uk
Kilborn Consulting Limited is an independent railway engineering consultancy and design business, with over 21 years of railway experience.
We specialise in the design of new and altered railway Signalling & Telecoms systems for the UK railway infrastructure.
Our areas of specialism are:
•Signalling and Telecoms Consultancy, including technical advice & support;
•Asset Condition Assessments, Correlation and Surveys;
•Signalling & Level Crossing Risk Assessments;
•Feasibility and Optioneering Studies;
•Concept and Outline Signalling Design;
• Telecoms Option Selection Reports (including AiP), Reference System Design and Detailed Design;
•Detailed Signalling Design;
•Competency Management & Assessments;
•Signal Sighting assessments, covering the full Signal Sighting Committee process with a competent Chair.
Professor Adam Boddison OBE is the Chief Executive of the Association for Project Management (APM), the chartered membership body for the project profession. Throughout his work at APM, Adam spearheads initiatives aimed at advancing the project profession to the highest standards, ensuring it meets the evolving demands of a complex world.
What is your role with APM, and when did you join the company?
I am the Chief Executive of Association for Project Management (APM), the chartered membership body for the project profession. I joined the organisation in 2021.
Previously, I spent six years as Chief Executive of the National Association for Special Educational Needs (NASEN).
What types of products and services do you offer at APM?
As a professional membership organisation, APM sets the standards for the project profession. We are the only chartered membership organisation representing the project profession in the world. As a registered charity, APM provides a range of services including qualifications, networking and events research, resources and best practice guidance for the project community, helping the profession deliver better. APM currently has over 45,000 individual members and more than 470 corporate partners based across 140 countries.
How do you make your business a good place to work?
An organisation’s biggest asset is its people and investing in the workforce is something we hold in high regard at APM. Over the past year, we have proactively sought to reduce unnecessary workload, to champion DEIB (diversity, equality, inclusion and belonging) and to provide opportunities for career development and professional growth. As a result, our workforce wellbeing has seen further improvements being awarded a 2* accreditation by Best Companies, the leading employee engagement specialist, meaning we have ‘outstanding’ levels of employee engagement. We are extremely proud to be an employer of choice and we plan to continue to invest in our workforce through other initiatives.
The Association for Project Management (APM) is a professional membership organisation that sets the standards for the project profession and raises its profile. APM currently has over 40,000 members and more than 400 corporate partners located in more than 140 countries around the world.
Want to know more about APM?
Tel: 0845 458 1944
Visit: www.apm.org.uk
As part of this, APM remains committed to maintaining our hybrid working approach, which has proven successful amongst employees, providing flexibility for many colleagues to support their specific circumstances, so they can better balance their home commitments and their work commitments.
What are some of the biggest challenges the project profession faces?
Attracting talent and addressing perceptions of project management, particularly at senior business leader level, are two key challenges the project profession faces at present.
The gap between the demand for project management skills and the availability of talent globally continues to increase. APM research shows that more than half of businesses in the UK predict difficulty in attracting new talent as a key barrier to
‘An expression sometimes used in the project profession is, ‘Projects don’t go wrong, they start wrong.’
growth. Continuing to improve the image of project professionals is a key focus for APM at present; alongside reinforcing the strategic impact of the profession. Skilled project professionals are indispensable for navigating change and seizing opportunities in a rapidly evolving business landscape.
What does the future look like for the project profession?
Our recent Golden Thread report with PwC Research confirms the profession’s vital contribution to the UK economy and society – the profession employs approximately 2.32 million full-time equivalents (FTEs), and contributes £186.8 billion of Gross Value Added (GVA) annually to the UK. Project professionals in the transport sector contribute £4.73 billion of GVA annually.
The role of the project professional continues to evolve across all industry including the rail sector, with the most impactful professionals leveraging new technology, building strong relationships and aligning project outcomes with the strategic goals of their organisations.
Our research also shows that the outlook of the project profession is optimistic, with over 50 per cent of businesses, including those in the transport sector, anticipating an increase in the number of projects they undertake over the next three years, a significant increase in optimism compared to the outlook in 2019.
What are your plans going forward to ensure APM services are still around for years to come?
We have ambitious plans at APM with our 1-10-100 strategy which have been launched this year. This is the aim to achieve 1,000 corporate partners, 10,000 Chartered Project Professional (ChPPs), and 100,000 members. As I said they are ambitious targets, but we are optimistic that they can be achieved. In addition, through our evolving plans and initiatives here at APM, we are helping to advance the project profession to the highest standards, ensuring it meets the evolving demands of a complex world. Together with the wider project community we are helping the project profession deliver better. Because when projects succeed, society benefits.
What was APM’s view on the recent statement by the new Chancellor Rachel Reeves, in which some infrastructure and transport projects were cancelled?
As we stated at the time of the Chancellor’s announcement, reports that major infrastructure and transport projects were politically endorsed with no access to funding is concerning.
In effect, these projects were set to fail from their inception. An expression sometimes used in the project profession is, ‘Projects don’t go wrong, they start wrong’. This emphasises the vital role of planning and a need to reduce the political obsession focusing on when an infrastructure project will have ‘spades in the ground’. As highlighted in our manifesto, ‘Respond, Reinvent, Reform’, the approach to how projects are delivered in the UK must be reformed through joining up thinking across government. Processes need to be streamlined with projects fully costed and the funds in place before sign-off.
We know now that the new Government will need to cancel some projects, but they should be reviewed in turn, and it is important they are judged on the long term benefit they provide to society, and not just on short term costs, however un-funded they might be.
We must ensure we have the right people with the right skills working on the right projects in government, with qualifications and competence in project management as a core requirement.
Do rail projects help or hinder society’s aspirations to become net-zero?
When it comes to rail projects, the focus is too often on the environmental costs of construction rather than on the benefits to society. In practice, rail projects can play a significant role in helping society to achieve its net-zero emissions goals. Rail projects have the potential to significantly contribute to our net-zero aspirations if they are designed and implemented with sustainability in mind. This includes using low-carbon construction methods, ensuring efficient operation, integrating with renewable energy sources and planning for minimal environmental disruption. When there is effective project leadership and sponsorship in rail projects, the long-term benefits of reduced emissions and enhanced energy efficiency can far outweigh the initial environmental costs of construction.
‘Our research also shows that the outlook of the project profession is optimistic, with over 50 per cent of businesses, including those in the transport sector, anticipating an increase in the number of projects they undertake over the next three years.’
Join more than 40,000 members and corporate partners leading the way in the project management community.
Dan is the Digital Manufacturing Business Lead at DB ESG. His role involves development and delivery of the commercial strategy for the Digital Manufacturing business stream. This includes responsibility for its continued revenue growth, market placement, and relationship management.
DB ESG, established in 1995, is a leading specialist provider of rolling stock engineering solutions for the UK rail industry. As part of DB Systemtechnik, it forms one of the largest rolling stock consultancies in Europe. Its world-class experts and solutions add value to both our customers and the UK rail sector.
Want to know more about DB ESG?
Tel: 01332 483800
Email: enquiries@dbesg.com
Visit: www.deutschebahn. com/dbesg
Tell us a little about yourself.
My name is Daniel Hartley and I’m the Customer Account Manager and Digital Manufacturing Business Lead for DB ESG. I’ve been in post a little under three years, previously working in white-collar recruitment within Traction and Rolling Stock. My role is to manage some of our key customer accounts; our customers are at the heart of everything we do and it’s a major part of my role to ensure that their needs are always met.
As Digital Manufacturing Business Lead, I am also responsible for the Commercial side of this business stream. This includes our market placement, development & growth and commercial strategy.
Tell us about DB ESG.
DB ESG Is a specialist provider of rolling stock engineering solutions for the UK rail industry. Our world-class experts have been delivering consultancy services to the rail sector for almost 30 years and we have developed an enviable reputation for customer focused delivery.
We are part of DB Systemtechnik (DB ST) and together we form one of the largest rolling stock consultancies in Europe. DB ESG is the route to market for DB ST’s products and services, including in depth technical expertise, and providing access to world-class facilities.
Our bread and butter work is in technology integration – we align ourselves with strategic partners to deliver largescale, complex integration projects. Recent examples include supplying vehicle integration designs for ETCS on multiple freight fleets. We are also responsible for putting tram safety systems on two major UK light-rail networks. Our technical consultancy team also works with customers across the industry; providing world class rolling stock expertise.
are your main USPs?
As mentioned, we are experts in large-scale technology integration projects. But we also hold considerable specialist expertise within our Consultancy teams. We have internationally recognised professionals in areas such as human factors, welding, and electrical safety alongside vastly experienced engineers in all aspects of rolling stock engineering.
We are leading our sector in exciting and cutting-edge technologies, such as our digital manufacturing (DM) service, where we use computer aided processes such as 3D scanning and 3D printing (also known as additive manufacturing) to physically produce parts.
At our site in Derby, we also have our WSPER laboratory (Wheel Slide Protection Evaluation Rig). This is a real time ‘hardware in the loop’ simulation facility, which improves operational safety and vehicle availability, reduces whole life maintenance costs of wheelsets and consistently maximises braking performance in all adhesion conditions.
What are some of the biggest challenges this sector currently faces?
The benefit of coming from outside the rail industry gives me a unique perspective on some of the challenges that our industry faces. I think the obvious challenge is the skills gap and need for knowledge transference within rail. We have an aging workforce and those that have left, or are about to leave the industry, hold a wealth of experience and knowledge, particularly around legacy fleets. We need to ensure that this expertise is passed onto our next generation of engineers.
Our industry also faces a unique challenge around obsolescence. Rail vehicles have a typical service life of 30-40 years and indeed, 25 per cent of the national fleet was built pre-privatisation. This means, a
lot of the time, that the companies who made the parts and components making up our railway fleet don’t exist anymore. The original drawings may have also been lost making production of these parts difficult. Or indeed, the production method itself might be obsolete. When you also factor in large minimum order quantities, long lead times and the environmental issues surrounding international shipping and waste etc. We are left with a serious industry challenge.
Your digital manufacturing service sounds interesting, tell us more about this?
We were the first in the UK to place 3D printed parts into commercial service on a passenger train, back in 2019. Since then, we have rapidly expanded our offering and have provided DM components and services to major OEMs, TOCs and ROSCOs. From
individual parts to entire fleet fitments.
We are the market leaders in the use of this technology in our sector and have now used this pioneering DM service to address component supply issues and solve engineering problems in over 93 individual projects for more than 20 different customers.
We have 3 different workstreams within our DM offering – solving obsolescence, creating components to solve engineering problems and 3D scanning. Each of these seems to have new and exciting use cases every day!
How does Digital Manufacturing (DM) address component supply issues and help solve engineering problems?
DM leverages advanced technologies like 3D printing and 3D scanning to tackle component supply issues and solve
engineering problems efficiently. Initially, our focus was on using 3D printing to address component obsolescence. Today, we can 3D print a wide range of materials and different types of metals. This flexibility allows us to produce parts without minimum order quantities, often within days, ensuring quick turnaround times to get vehicles back in service or keep overhauls on track.
We are not limited by traditional production methods and incur no setup or tooling costs. If drawings exist, we can work from them. If not, we use 3D scanning for rapid digitalisation of parts and components. This capability allows us to reengineer parts, implement design changes to eliminate common failure modes, and enhance the reliability and quality of parts over the long term.
Additionally, we have used our technology to solve engineering problems, for example we have created jigs for installation projects and maintenance tasks, significantly reducing labour and time requirements. We have created different duct shrouds; one in particular reduced a maintenance task from requiring four people and taking eight hours to just needing a single person and only taking 30 minutes.
What are these newer materials and technologies?
Our advancements in 3D printing now enable us to work with a diverse array of materials. We can print with various polymers, both rigid and flexible, as well as different types of metals. This versatility allows us to meet a wide range of customer needs without the constraints of traditional manufacturing methods.
We also utilise 3D scanning technology to enhance our capabilities. This technology
allows us to quickly digitise parts and components, even when no drawings exist. We have scanned entire train bogies before and after wheel turning to investigate issues like excessive rolling contact fatigue. We have used 3D Scanning to replace lengthy ultrasonic testing, reducing a six-hour task to just 20 minutes and provided even more data to our customer. We have also scanned things like fuel tanks to check for weld failures and deformations.
What sort of parts have you created using this DM technology?
We started with simple vehicle interior parts like grab handles, armrests and tray tables. We have also completely re-engineered parts, such as blower fans and cab handsets to solve design issues. Other parts include door locks and handles, seat end bungs, rubber gland cables, drill guides and jigs, brake box covers and yaw damper brackets.
We have also engineered more complex assemblies like large, impact-resistant protective panels to sit across a vehicle underframe and protect vital components or an entire cab desk mock up used to assist driver-training.
Basically, if an operator manufacturer or leaser has an issue with any rolling stock component then it is worth approaching us to determine whether our DM service could solve this problem quickly and cheaply.
I should also add that all of our parts meet all the relevant industry and European standards, including fire safety.
Are there any environmental benefits from using DM technologies?
Yes, our DM process creates less waste and less CO2 emissions when compared to traditional manufacturing methods.
Also, less energy is consumed during the production process. Our in-house machines use recycled and recyclable materials. There is also additional CO2 reduction in the localisation of our supply chain; we serve the UK market from our head office in Derby and the vast majority of our suppliers are UK based.
How do you anticipate things might change and develop in this technology over the next five to ten years?
We are the market leaders in this technology so we firmly believe the onus is on us, in collaboration with our partners to continually innovate. We are constantly finding new and exciting use cases for these technologies and we are heavily invested and committed to continuing our ever-
increasingly portfolio of Research and Development projects.
Our current R&D projects include looking at even more materials that are fire compliant to rail standards. We have a project around new and exciting sustainable materials and different flexible polymers. We have recent and ongoing projects in different production methods such as GRP and composite. We also have a project with our key strategic partner specifically for the visually-impaired – including different tactile and braille signage.
DB ESG also sit within the Mobility Goes Additive working group – their RAILiability initiative is constantly looking at what European Railway Organisations can do to bring more applications to the rail market; giving us a unique insight into new and emerging technology and use cases.
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Paul lives in Rainhill, a town renowned for its rich Railway history, being the home of The Rainhill Trials and Stephenson’s Rocket (the most advanced locomotive of its day and winner of the Trials). Paul’s professional journey began at the original BICC Components offices in Prescot, now Prysmian, where he was introduced to the electrical industry, gaining valuable experience in Cable Components & Crimping Systems. In 2004, he joined E-Tech Components and got involved with many aspects of the business, from packing orders to sales and accounting. Both Paul and E-Tech have grown and evolved massively since then. Step-by-step, ‘connectionby-connection’, and with the continuous support of E-Tech's partner Elpress, he became one of the most influential Crimping Systems & Accessories Experts in the UK.
E-Tech is a leading Specialist Distributor of Power Cable Accessories & Electrical Components in the UK, offering unparalleled Full Technical Support (including Inspections, Assessments, Training, Tool Demonstrations, Tec Subs and more) as well as In-House Tool Repair & Calibration.
Want to know more about E-Tech Components?
Tel: 01744 762 929
Email: sales@etechcomponents.com
Visit: www.etechcomponents.com
How long has E-Tech been in business?
Connecting Power since 2004, E-Tech celebrated its 20th anniversary in July 2024. Over the past 20 years, we have grown exponentially, overcoming challenges and achieving numerous milestones along the way. Our success is a testament to the hard work and resilience of our incredible team, the trust and loyalty of our customers and the strong partnerships we’ve forged with industry-leading brands.
The company started as part of the Norfolk-based E-Tech Group, but was soon bought out by former employee and current Managing Director, Chris Montgomery. The early years involved a couple of partnership agreements with key Industry players, like Elpress and Prysmian, and the launch of our first product website – before Google was even launched to the public! The awards began piling up and E-Tech’s team expanded, which compelled the relocation to bigger premises to accommodate our growth. In 2017, E-Tech was acquired by Lagercrantz Group, a Sweden-based technology group, initiating a successful collaboration.
With the support of the Group, E-Tech formed some new key partnerships and kept evolving to this day. A testament to that, was our success in Lagercrantz Group’s Award Ceremony this year, where E-Tech won 1st Place for Sales Expansion, 1st Place for Development, and 3rd Place for Growth among more than 90 companies.
With a commitment to excellence, a focus on innovation and a dedication to our customers, E-Tech Components is poised for continued success in the years to come. We look forward to building on our strong foundation and exploring new opportunities as we embark on the next chapter of our journey.
Tell us about E-Tech Components & your relationship with Elpress
E-Tech Components are a Specialist Distributor of Power Cable Accessories & Electrical Components from leading industry brands. Our mission is to offer high quality and innovative products and solutions that can save time, reduce costs, improve quality and ensure compliance to industry standards and regulations. We are active and have expertise across diverse markets where high quality is vital. This includes Railway & Traction, Data Centres, Utilities, Renewables, BESS, Oil & Gas, Nuclear Power Plants and Major Construction Projects throughout the UK and Worldwide. We specialise in Complete Crimping Systems (Crimp Lugs, Hand & Battery-Operated Tools), Cable Cleats & Cable Management Solutions, LV, MV & HV Cable Joints, Terminations & Tooling and other Cable Accessories & Components. Elpress develops, manufactures and markets complete cable crimping systems for electrical connectors since 1959. To this day, they are still a global crimping
cornerstone that represents knowledge, experience, development and above all, safety. Quality isn’t just a metric at Elpress. It’s part of their ethos. For more than 65 years, they have been delivering highquality systems while always focusing on the development of their products, processes, and most importantly, their people. Railway is at the forefront of their efforts and identified as one of their four Key Industries, under the guidance of their dedicated Elpress Expert, Staffan Kjämpe.
Mission alignment, quality focus and common history were the three elements that gave birth to E-Tech’s fruitful relationship with Elpress. After all, E-Tech’s Managing Director Chris Montgomery used to work for Elpress himself. 20 years later and this partnership is stronger than ever, thanks to continuous support and regular communication!
What types of Elpress products and services do you offer in the Rail Industry?
E-Tech offers an extensive range of products and solutions for the Rail Industry. Elpress Group’s reliable Cable Crimping Systems are certainly at the forefront of our offerings. These Systems include Hand Crimpers, Hydraulic Battery-Powered Crimping Tools, Electrical Connectors, Crimping Punches & Matrices, Pumps, Storage Boxes and more. Elpress KRF® and KRFS Crimping Lugs and Connectors, when crimped with their patented DUAL system, are ideal for Railway Applications. This is because they ensure superior performance in withstanding vibrations and static loads, while also enhancing electrical properties.
The DUAL system technique, developed by Elpress, meets the stringent requirements of railways and other demanding applications while delivering optimal crimping results. The technology combines the benefits and desired properties of hexagonal and indent crimping.
This results in a perfect symmetrical contact with the conductor’s outer wires without damaging them (no broken or split wires), while also offering 30 per cent better electrical stability compared to traditional hexagonal crimping.
Beyond our extensive product range, E-Tech and Elpress’ greatest strength is our combined ability and dedication to meeting customer needs and finding solutions when others can’t!
What is your USP (Unique Selling Point)?
It’s our knowledge and drive to provide durable and safe connections and solutions that improve a project’s quality, endurance and longevity, while complying to industry standards and regulations. Sadly, the lack of awareness and use of subpar crimping techniques are widespread across the industry. E-Tech and Elpress are committed to tackling this issue head-on and educating people on IEC standards and the BS Codes of
Practice for Crimping installations. As part of this commitment, we offer:
• Lunch & Learn Seminars covering Standards and Best Crimping Practices.
• Free certified training when you purchase one of our crimp tools.
• On-site inspection and assessment of your crimping systems and procedures.
• Free advice on how to ensure compliance to the crimping standards.
The Rail & Traction Industry plays a crucial role in modern society, facilitating the transportation of millions of passengers and tons of freight in the UK and worldwide. With a focus on quality, safety and compliance, E-Tech provides essential PADS-approved products and solutions to support the growth and advancement of the Rail & Traction sector, ensuring reliable and efficient operations to better serve society. We aim to provide the best possible connections for a longer lifetime and shorter downtime.
What are some major projects you’re currently working on?
Elpress and E-Tech are currently engaged in several major projects. A standout among these, is a project for the fourth largest railway system in the world (Indian Railways), where Elpress and E-Tech are collaborating with Siemens Mobility. Involving the delivery of a staggering number of 1,200 new locomotive trains, it is considered Siemens Mobility’s largest ever project. Given its immense scale, this initiative is set to span multiple years and promises to fundamentally reshape India's transportation infrastructure for the foreseeable future. Elpress’ specialised expertise will play a pivotal role in ensuring the seamless delivery and integration of vital electrical components for these trains.
The successful completion of this project will not only solidify Elpress and E-Tech's positions as leading players in the railway industry but will also have a profound impact on India's socio-economic growth and development. By significantly expanding and modernising its rail network, India can expect improved connectivity, reduced travel times and a more sustainable transportation system. This project serves as a testament to the power of collaboration and innovation, and Elpress and E-Tech are at the forefront of making it a reality.
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?
Communication is key when tackling any challenge a client might face. When someone
approaches us with a specific problem, we follow a customer-oriented process that focuses on listening and understanding the exact nature of their project and needs. We present various options, keep them informed on the progress and actively seek feedback. This close collaboration allows us to refine and tailor the solution to the specific requirements of each project.
The Elpress DUAL Patented System was the result of such a collaboration, as it was developed to address a particular customer need for a high-quality and safe connection solution. Joints and connections in this application would be exposed to extreme electrical properties and environmental conditions, as well as corrosion, mechanical resistance, static loads, shocks and vibrations. Thus, Elpress came up with the DUAL Technology solution, combining the desired benefits of hexagonal and indent crimping, and producing the best possible crimping result – even in the most demanding environments.
Our goal is not just to deliver a product, but a comprehensive solution that perfectly addresses the client's challenge, while meeting industry standards. This may involve adapting existing products, developing entirely new solutions (like the DUAL system), or even collaborating
‘The bitterness of poor quality remains long after the sweetness of low price is forgotten’
with other industry leaders. Through open communication and a shared commitment to success, we build durable connections and lasting partnerships that exceed our clients’ expectations and ensure they chose the right team for the job.
What do you think is the biggest challenge currently facing the rail industry?
For us, it’s the lack of crimping education and the use of low-quality cheap products by rail professionals. Sadly, crimping education is scarce in the rail industry, like in most industries. This knowledge gap can create a dangerous domino effect. Inexperienced or insufficiently trained technicians unintentionally rely on poor-quality cheap products from unknown manufacturers. These crimps don't conform to industry standards and compromise the integrity of electrical connections, and subsequently, entire projects. These faulty subpar crimp connections overheat and can result in additional project costs and delays, as well
as serious health & safety implications, including fire hazards, complete system breakdowns and dangerous accidents. Some common crimping mistakes, caused by a lack of crimping education include:
• Neglecting British or international standards.
• Buying cheap lugs with no markings from unknown manufacturers.
• Mixing and matching cable lugs and crimping tools from different manufacturers.
• Stepping up or down a lug size.
• Cutting strands of cable that don’t fit.
• Filing off wings caused by over-crimping.
• Terminating LS0H cable with PVC terminals.
World leaders in quality crimping systems, E-Tech Components and Elpress, are dedicated to raising awareness in the UK for many years. As part of our ongoing ‘Good Crimping Practice’ campaign, we offer Lunch & Learn Seminars covering Crimping Standards and Best Practices, Certified Training Programs, On-site Inspection and Assessment of your Crimping Systems and Procedures, as well as free advice on ensuring compliance to standards and enhancing project safety.
Track Geometry & Buckle
Wireless solutions to monitor changes in Track Geometry including Track Buckle
Earthworks and Slopes
Automated early detection of Landslides, Rockfall & Embankment Failures
Structures
Condition monitoring of Bridges, Tunnels and other Rail Structures
Learn more
Come and talk to us
Stand 510, Hall 23
24th-27th September, Berlin
Gianluca Favaloro is a Partner –Transactions and Corporate Finance at EY.
How have you seen the industry change over the years?
I have been involved in the UK rail industry since 2000: almost a quarter of a century, a period fraught with change. A review of the efficiency of possessions for the ORR was my first project out of business school. It proved to be a short one, since a few weeks later Railtrack, at the time listed on the London Stock Exchange, went into Special Administration and, one year later, was replaced by Network Rail, a not-fordividend company limited by guarantee. This marked the beginning of the end of the privatisation experiment started less than a decade earlier.
Much has been said about the ins and outs of the privatisation of the UK railways and the need for reform: of the lack of appropriate incentives for Railtrack and then Network Rail in delivering renewals and enhancements as well as the routine operation and maintenance of the infrastructure; of the role private rail operators play in growing patronage and investment in the industry; and, of the challenges brought by fragmentation and the separation of track and train.
A variety of statistics have been used over the years to support the arguments of those who see UK rail privatisation as a failure or a success. The fact is that Government has decided on nationalisation of passenger rail operations as the vehicle for reform. For this to succeed, it is essential that, whatever nationalisation means in terms of Government’s target industry operating model, it addresses the biggest challenges currently facing the rail industry.
What does a future nationalised structure of the rail industry look like?
Government has committed to the nationalisation of the railways, although at present the exact details of the target operating model have yet to crystallise. In their pre-election Getting Britain Moving publication, Government stated that Great British Railways (GBR) will serve as a “directing mind” in charge of infrastructure and responsible for operational delivery of the railways.
For infrastructure, this would involve GBR absorbing Network Rail (as was already planned under the previous government). For operations, private-sector involvement could have been retained through TfL-style concessions, however, with the introduction of the Passenger Railway Services (Public Ownership) Bill, Government intends to bring all TOCs into public ownership.
The Rail Reform Bill is expected to bring GBR into existence, however full integration of track and train will not be achieved without structural reform of TOCs and the former Network Rail within GBR, for example through geographical alignment of TOCs and Network Rail, assimilation of track and train management teams,
alignment of budgeting, reporting and governance processes. Government has not yet specified the extent to which it wants to deliver such structural reform.
Private-sector ROSCOs look set to stay for the time being, however, per Getting Britain Moving, Government intends for GBR as the industry directing mind to procure and manage rolling stock in a coordinated way to deliver cost savings and efficiencies. As a starting point we expect this would be done through the TOCs, however Government may in time intend for this to become a centralised direct responsibility of GBR, possibly adopting alternative procurement routes.
What does the process for nationalisation look like?
Designing and implementing a new industry model is a highly complex process. Detailed assessment of the options at Government’s disposal and their economic, social and environmental implications should be undertaken before Government takes irreversible steps. Key principles that need to be worked out include the extent of vertical integration, the number and structure of business units that will operate the railway, and the ownership structure of these business units within GBR.
Government has stated that train operation will be brought into GBR, suggesting that DFT OLR Holdings Limited (DOHL) does not have a long-term role in the nationalised railway. However, DOHL, which already manages four TOCs, could manage more on at least a temporary basis, subject to GBR’s readiness and review of DOHL’s governance structure for an expanded role.
If Government seeks to implement major structural reform, such as vertical integration of track and train, direct rolling stock procurement and management by GBR, this would take many years of intensive planning and implementation. In principle this may be easier for Government to implement once all TOCs have been brought within public ownership.
Government is aiming to pass the Passenger Railway Services (Public Ownership) Bill this calendar year. TOCs currently operated under NRCs could then be brought in house as they expire (five are due to expire in 2025, with the other three expiring in 2026). EY advised the Department for Transport in the process of taking LNER, TransPennine Express and Southeastern into DOHL. The complexity of transferring multiple TOCs into public ownership in a short space of time cannot be underestimated.
What are some of the biggest challenges the sector currently faces?
As an EY partner, my focus is on helping to address the financial challenges faced by the industry. These are fundamental and impact strongly the industry’s ability to
meet customer expectations for performance and service quality, which are key drivers of passenger demand.
ORR data shows that the pandemic has had a lasting impact on the level, pattern and drivers of demand.
Passenger journeys (excluding Elizabeth Line) are at approximately 90 per cent of pre-pandemic levels. TOC revenues are down 32 per cent in real terms between 18/19 and 22/23. Revenue recovery has fallen behind journey recovery because of the reduction in business and commuter markets (the majority of peak ticket sales) since the pandemic, which has resulted in pence-perkm yield falling by almost 20 per cent.
While TOC revenue has fallen significantly, operating costs have decreased by only five per cent in real terms between 18/19 and 22/23, due to the largely fixed nature of TOC cost bases and high inflation. This gap between reduced revenue and costs has increased the taxpayer cost of TOC operations between 18/19 and 22/23 by £3.8 billion. Nothing we have seen suggests there will be a return to the pre-pandemic financial status quo.
Government grant to Network Rail has also increased (from £4.5 billion to £7.5 billion between 18/19 and 22/23). The total cost to Government of rail has more than doubled between 18/19 and 22/23 (from £5.1 billion to £11.8 billion). The cost of rail is now under greater scrutiny than ever, and it is not likely to decrease unless decisive action is taken and innovative solutions to the budget constraints are sought.
As a result of the successful cost-efficiency efforts achieved by the industry through the NRC annual business planning process, few opportunities remain for marginal TOC cost reductions and bolder change is needed to reduce costs meaningfully. Perhaps the biggest opportunity could be through economies of scale and efficiencies from the centralisation of activities currently performed independently by TOCs such as finance, IT, HR, procurement. Even the DOHL TOCs have retained separate backoffice functions, as the previous Government intended to eventually transfer them back into the private sector. Bringing all TOCs under one roof could facilitate the achievement of economies of scale, however Government will need to find a way to retain expertise whilst engaging constructively with unions to reduce staff costs over the medium term.
On the infrastructure side, EY supported Network Rail to maximise cost efficiency as part of their CP7 planning and through optimising their resource management. Further opportunities to reduce infrastructure costs could be realised through the vertical reintegration of track and train within GBR as well as through the deployment of technology to optimise asset management and operation.
Post-pandemic revenue recovery has been hindered by sustained industrial action since June 2022. Government will first need to find a resolution to this industrial unrest to provide the stability required to be able to try and grow demand. Revenue growth could then be achieved through investment in stimulating demand, such as additional marketing (e.g. enhancement of the National Rail brand, or its replacement by the GBR brand) and improved passenger experience (e.g. 5G, better onboard facilities). Fares reform could attract more passengers, through simplification (as is being currently conducted by LNER) and a move to more dynamic ticket pricing. The lack of up-to-date elasticity data means there is a strong case to undertake further trials of new initiatives.
Attracting private finance could be a significant means to deliver investment in infrastructure, as well as technological innovation. EY are working on multiple transport mandates considering the use of alternative financing, most recently having worked together with Arup and other technical and legal advisors in exploring different roles the private sector could play in the financing and delivery of rail infrastructure in the North of England.
The report, which will be published in the Autumn, draws on lessons learned from other countries who have successfully delivered rail infrastructure by attracting a mix of public and private finance.
How could vertical integration of track and train have a positive impact on the industry, and what would the challenges of this be?
Vertical integration of track and train under any ownership structure could provide potentially significant improvements to the industry, simplifying processes and aligning incentives between infrastructure management and train operations, reducing disruption from track possessions and ending the need for delay attribution. This could significantly improve passenger experience, deliver long-term cost savings and facilitate technological innovation which could in turn realise further financial and passenger benefits.
This integration would inevitably take time and, as a once-in-a-generation reform, there is no institutional experience in either the private or public sector of managing a transformation like this, resulting in a significant amount of ‘learning by doing’. Perhaps by starting with the routes and operators that are most closely aligned geographically, such as Network Rail’s Kent and Wessex routes, there would be an opportunity to find what works best before moving on to areas with more operators using the same infrastructure, such as the North & East Route.
There would also be significant ongoing challenges: track and train have not operated as a unified body in the UK for nearly 30
years, and there are differences in working culture between TOCs and Network Rail which would need to be bridged.
How might nationalisation help or hinder successful industry reform and achievement of Government policy objectives?
Nationalisation could provide opportunities for Government to deliver significant industry improvements. Major restructuring, such as vertical integration, and industry-wide initiatives, such as integration of timetabling, ticketing and financial processes (One P&L), could be less challenging to deliver under public ownership with more aligned incentives and fewer stakeholders. Cost reductions could be achievable through economies of scale and improved bargaining power, and the likelihood of reaching an agreement with unions could be increased with a less fragmented industry structure.
While nationalisation would remove private-sector profit margins and the cost of running competitions, the strategic planning, revenue generation and cost efficiency improvements that were part and parcel of the refranchising process will need a new home in the revised industry structure, and resources will be required to deliver this activity. These are precisely the skills and experience the industry needs to retain and attract to reduce the financial burden it places on the taxpayer.
Nationalisation will not in itself deliver solutions to rail’s financial and operational challenges. In the short term, it could have adverse effects, in particular the loss of private-sector expertise and experience, as owning groups invest in other markets or sectors, and highly skilled individuals leave the industry. Time, cost and energy spent on nationalisation could divert significant resource from day-to-day industry management, potentially exacerbating existing challenges.
Furthermore, nationalisation could have adverse fiscal impacts at a time when Government is seeking to deliver economic stability, bringing private-sector costs onto Government accounts and potentially significant amounts of privatesector liabilities onto the Government balance sheet. This would further constrain Government’s ability to invest in rail infrastructure and rolling stock.
What is a sustainable level of public funding for passenger rail services?
Prior to the pandemic, the majority of Government funding for UK rail operations came in the form of Network Grant which paid for Network Rail’s management of the infrastructure network. Of the total Government funding of £5 billion in 18/19 (all figures from ORR data), only about £0.6 billion represented subsidy paid to TOCs (this subsidy made up less than five per cent
of TOC revenues which predominantly came from passenger fares). Government funding covered approximately a quarter of the total cost of UK rail operations.
As mentioned above, since the pandemic, subsidy paid to TOCs has increased substantially (to £4.4 million in 22/23) to cover the sharper decrease of TOC passenger revenue relative to costs as a result of the pandemic. Subsidy in 22/23 represented 33 per cent of TOC revenues. The total public cost of passenger rail in 22/23 (including Network Grant) was almost £12 billion, approximately half of the total cost.
Unsurprisingly Government is anxious to curb the growth of public spending on rail as part of its efforts to safeguard taxpayers’ money. It is important to consider however what level of public spend is appropriate for the economic, social and environmental benefits that rail provides, relative to competing Government priorities and spending commitments. Inherent in this is a degree of subjectivity contingent on Government’s policy priorities. For context, Britain’s level of subsidy paid to train operators is still the lowest of all major European countries within the Independent Regulators’ Group (IRG) dataset for 2022, despite the significant increase since the pandemic.
Do you think the rail industry could be greener?
Generally, rail has lower operational carbon emissions per passenger journey than other transport modes, subject to the passenger load factor and type of traction. This is most pronounced for long-distance journeys where the alternative transport modes are a long car journey or a flight, and for travel within densely populated areas. Electric Multiple Units (EMUs) have become highly energy efficient from weight reduction and regenerative braking.
Rail’s environmental advantage over other transport modes does not mean that it cannot be greener. In fact, rail is the worst performing transport sector in terms of progress against commitments made in Government’s 2021 Transport Decarbonisation Plan, according to the Railway Industry Association (RIA), whereas the bus and automotive industries in particular have made significant progress. Consequently, opportunities for decarbonisation in rail are significant, with network electrification perhaps at the top of the list. Carbon emissions from electric trains are 60 per cent lower than diesel, and this difference is expected to increase to 80 per cent based on the estimated 2040 grid mix, according to the RIA. Compared to an average across Europe of approximately 60 per cent in March 2023, only 38 per cent of Britain’s track was electrified.
This percentage has increased by only eight percentage points in 30 years. The limited, start-stop nature of electrification activity in Britain has led to higher costs
and the loss of skills and expertise. A rolling long-term electrification plan and the use of battery technology, as adopted by other European countries, would make significant expansion of the electrified network more cost-efficient and achievable. EY is currently advising the Massachusetts Bay Transport Authority in decarbonising its regional rail network through the procurement of Battery-EMUs.
The use of lower carbon fuels such as Hydro-treated Vegetable Oil (HVO) could be a key lever for reducing the emissions as diesel fleets are gradually phased out. Produced via the hydro-treatment from vegetable oil and or animal fats it significantly reduces carbon dioxide and nitrogen oxide emissions compare to fossil diesel. DB Cargo UK has been trialling these fuels on its operation in recent years.
Finance has a big role to play in achieving a greener railway. The UK Green Financing allocation reports published in 2022 and 2023 show that over a third of the allocation of sovereign green bonds (or ‘green Gilts’) of £16.4 billion and £8.6 billion respectively went to track renewals, upgrades and maintenance. Overall rail represents approximately 80 per cent of the clean transport allocation (including low emission buses and EV charge points).
According to Barclays this preference for rail can be observed in in other jurisdictions including Spain, Belgium, Denmark, Chile and Israel. The reason why rail is a key recipient of green bond proceeds is that its benefits are fairly easy to estimate in reduced air and noise pollution, road accidents and congestion. GBR should continue to leverage rail’s green credentials to attract more investment in a greener railway.
EY exists to build a better working world, helping to create long-term value for clients, people and society and build trust in the capital markets. Enabled by data and technology, diverse EY teams in over 150 countries provide trust through assurance and help clients grow, transform, and operate.
Workforce protection barriers avoiding all line closures with adjacent line open
Large ballast bays with walls constructed from our Legato interlocking blocks
Rockfall prevention with our multi-purpose Jersey barriers
Large scale embankment retention using the versatile Legato blocks
Hoarding stabilisation utilising Elite Duo interlocking blocks
Workforce safety refuges built from Elite Duo blocks
For more information phone 01952 588 885 or browse www.eliteprecast.co.uk or email sales@eliteprecast.co.uk
JASON EVANS MANAGING DIRECTOR AT MK
Jason joined MK Test Systems in 2002 as Sales Director and helped develop the business’s reputation as experts in the niche high voltage and function test applications in rolling stock, aerospace and defence. At the end of 2022 Jason took on the role of Managing Director of MK Test Systems and recently lead the business through an acquisition by Halma PLC.
MK Test Systems is a fantastically innovative team that works closely with some of the world’s leading OEMs to create optimum testing methods and develop automatic testing solutions that guarantee quality and safety in the most demanding and complex electromechanical applications.
Want to know more about MK Test Systems?
Tel: 01823 661100
Email: sales@mktest.com Visit: www.mktest.com
When did you join the company?
I joined MK in 2002, as Sales Director. At that time the company was a small ambitious group of Engineers that had secured business with a number of rolling stock, aerospace and defence contractors in the UK. I was attracted by the innovative appetite and ambition of the company, and the opportunity to introduce the MK technology to a worldwide market.
What is your role within MK Test Systems?
I am the Managing Director. As you would expect, I am responsible for the usual elements of developing strategy, driving business objectives and performance, and reporting to the MK and Halma Board. Beyond that my primary interest is in challenging the team and facilitating the innovative engineering and supportive spirit that helps us to develop our new products and grow closer relationships and profitable business with our Key Customers.
How has technology developed since you started in the industry?
The global movement towards sustainability and the electrification of transport and vehicle systems has driven a lot of the technical development and challenges. In train and tram systems, the increase in the application of electrical propulsion has coincided with the increase in complex train management, communication and data systems. This all results in the increase in volume and complexity of electrical and electro-mechanical systems, all of which have to be tested before deployment into service.
The typical suite of tests, defined by standards such as EN50343, will include low voltage continuity and isolation tests, high voltage insulation and dielectric tests, data circuit and function tests of active distribution panels. The demand from OEMs to be able to carry out this full range of tests with a single test system, minimising disruption to production, has resulted in some impressive technology developments. MK systems include many advanced features such as high channel count, multibus functionality and high voltage capable systems. These developments are not restricted to rolling stock. The electrification of aircraft and commercial vehicle systems have contributed to the demand for advanced test technology development, so we all benefit.
More recently, we are seeing a rise in the application of hybrid optic-copper cables in trains and trams, due to the increased data carrying capability and EMI immunity of optical fibre. MK will soon be launching test modules that enable the automatic test of both electrical and optical circuits within the same cable, another example of demand driven development.
Ease of use, the user experience. Our team have a vast amount of application experience, developed through our longstanding, close working relationships with some of the world’s leading manufacturers and operators. This experience has enabled MK to develop a modular test system with a wide range of electrical test and measurement capability, driven by an incredibly powerful but simple to use test management software, MKAT. The MKAT software enables the operator to automatically create test programs, in minutes, from their design data, removing the need for specialist test script programmers who would traditionally have taken weeks programming test systems to test a train or tram. The MKAT software includes operator prompts and input features that guide the operator through the test process, and a reporting toolset that clearly describes faults found and allows operators to identify, diagnose, fix, and retest in real time.
At a higher level, MKAT supports the Digital Factory and demand for Big Data by automatically drawing test requirements from user’s company database, creating test programs, and uploading results to the databases or data-lake for in depth trend analysis.
How have the products and services you offer developed over the years?
As mentioned earlier, the growth in volume and complexity of electrical systems has driven the development of more capable test systems. The focus on safety and efficiency in industry has benefited MK as that focus means a wider demand and adoption of automatic systems that perform consistently and in accordance with industry norms and standards. The continuous innovation of new solutions and enhancement of our COTS product range provides a robust solution to these increasingly complex demands. All this while maintaining our focus on The Operator and MKAT ease of use, both drivers of our ongoing development.
What are some standout projects you’ve been involved in over the years?
The standout projects are those that have resulted in greatest development or invention in our products, and those that have delivered greatest impact to our customer across different industry sectors. For example, in Aerospace we worked closely with the world’s leading aircraft manufacturer to invent the RTS product, a new and unique high speed, low voltage test solution that scans mass connections in real time to deliver the fastest possible circuit test. This represented a complete change in test methods on the final assembly line and has become their standard for full aircraft
testing. We are now investigating the opportunities to apply the same technology to test applications in rail to test complex harnesses in real time as they are installed.
In the rail sector the standout would be the development of a full train and tram electrical function test capability with the leading Spanish based manufacturer. We spent eleven years trying to gain entrance as a supplier to this OEM. In the end tenacity paid off and we worked incredibly closely with them to configure our standard test systems to fit their processes. Function testing was where they would win greatest benefit and fastest recovery, so an enormous amount of effort has gone into MKAT, enhancing the ability to automatically create test programs for full trains and trams. The result is the OEM achieving capital recovery in just six train tests!
What types of companies do you collaborate on projects with?
With our customers we tend to ‘aim high’ and work hard on collaboration with leading sector OEMs. We invest heavily in these collaborative relationships, often over very long timescales, but in so doing we ensure our innovation efforts are aimed at applications that deliver greatest benefit. A case in point is the RTS product that was the result of a four-year collaborative effort with a key customer, and has now become an industry standard.
In developing solutions where the technology or skillset might not be core to MK, we have long standing relationships
with leading technology providers throughout the test and measurement world that work with us to add capability to the MK COTS product.
What’s next for MK Test Systems?
We continue in our mission to innovate and support our customers. Having become part of the Halma group we now have the opportunity and backing to expand our sales and application-support teams and accelerate our innovation effort. Our market is growing. In the rail sector in particular, the increasing electrification of rolling stock, increasing demand for complex train and management systems, and the inevitable growth in autonomous transport systems will place more demand on test systems that guarantee passenger safety. MK will continue to concentrate efforts on this specialist niche test sector. We’ve been around for 32 years, but MK still feels like a young company and that comes out in the energy that the team put into niche innovation and solving our customer’s challenges.
Where do you think the industry will be in the next 10-15 years?
The outlook for the rail industry seems increasingly positive. Growing urbanisation and demand on mobility will place growing demand on trains and trams. Market indicators generally show a CAGR of around three per cent over the next ten years. The demand for greener modes of transport
and sustainability will drive the increasing electrification of rolling stock and the rail network. That all bodes well for companies like MK involved in the provision of electrical test capability and systems in the sector.
In terms of technology, how do you anticipate things might change in the next five to ten years?
As well as growing electrification of the sector, the demand for sustainable clean energy means we will see the growing adoption of hydrogen powered trains. Estimates are that up to 20 per cent of trains in Europe will be hydrogen powered by 2025. This is still good for us, as the sensor and control systems required to accurately control the power modules found in a hydrogen power system will result in a new demand for electrical testing to ensure accurate and safe application.
We expect to see growth in demand and application for autonomous drive systems, machine learning and AI. Again, to rely on autonomous drive systems the public must be confident in the total system safety, which in turn means the systems must be adequately tested. We expect to be making more use of machine learning and AI within the test system itself, and are investigating the opportunity to eliminate test program creation completely, letting the test system ‘learn’ both designs and hardware and react to anomalies detected during test to create new baselines and references against which future production is tested. Some challenges there, a lot to keep our teams busy!
A seasoned Chartered Civil Engineering, Matt has held design, construction, business development and strategic roles in the industry, both in the UK and Overseas. He has been the Managing Director of Maccaferri Ltd since 2020.
For over 140 years we have been a leading international provider of advanced solutions to the civil, geotechnical and environmental construction markets. We deliver innovative, long-lasting and environmentally friendly solutions, from retaining walls to hydraulic works and from rockfall mitigation systems to soil reinforcement.
Want to know more about Maccaferri Ltd?
Tel: 01865 770 555
Email: info.uk@maccaferri.com
Visit: www.maccaferri.com/uk
How did you get started in the industry?
I have been in civil engineering for over 30 years. Starting out with consulting engineers and a major contractor, before going a bit off-piste into manufacture/design/supply/ install with specialist companies. I have been fortunate to work overseas, and to have had a strategic role which enabled me to travel extensively all over the world. All those experiences hopefully equipped me when I took over as Managing Director for Maccaferri Ltd in late 2020. I’m still learning to be honest!
What does sustainability mean to you?
Way more than just carbon! It is how we build teams, train people, support our local communities, develop the next generation of civil engineers, reduce our carbon consumption throughout our operations, reduce our pollution and waste both operationally and in manufacturing. For us, a large part is to offer greener solutions than the incumbent/default solution selected by clients.
What types of products and services do you offer?
At our core, we help clients overcome their geotechnical or geological problems, in a more sustainable way than traditional solutions. Recent engagements have included; the supply of our ultra-high strength geogrids to support infrastructure from collapsing into old sub-surface mineworkings, installation of reinforced soil retaining walls to support a motorway and supply of high-strength/low-strain meshes to rail cuttings to contain rockfalls/ surface slips.
What is your Unique Selling Point?
We are fundamentally a material manufacturer and supplier, but we offer bolt-on services to this to answer the needs of our clients; supply, design-supply or design-supply-install. Who better to design or install the solution, than the company who manufactured it?
Many of our solutions offer a greatly reduced carbon footprint compared to the traditional way of solving problems. For example, for a three-metre high retaining structure, our Green Terramesh has less than 20 per cent of the carbon footprint compared to a traditional reinforced concrete wall, yet is BBA Certified and will last 120 years.
How passionate are you about sustainability in the rail sector, and how do you go about sourcing the materials for your products?
We operate in the geotechnical sector for our infrastructure clients, and we also manufacture the materials that we supply to
the market. Therefore, we source from our factories of which there are 25 worldwide, or from trusted sub-manufacturers making products to our specifications. This enables us to have a better sight on the sustainability of that supply chain including modern slavery, sourcing of raw materials, resource consumption in our factories and so on. It also makes it more straightforward and compelling for us to innovate, as a number of the parts of the supply chain are already under our control. An advantage is that we share knowledge with our Maccaferri colleagues around the world. This gives us access to a far bigger knowledge and solution database, relative to our local size.
What are some major projects you’re currently working on?
We are working on some of the sections of HS2 at the moment with soil reinforcement. We are also currently working on some interesting rail cuttings and embankments with our high strength meshes for slope stabilisation.
What are some standout projects you’ve been involved in over the years?
The answer can be very different depending on the perspective taken. In terms of scale, we designed, supplied and installed the reinforced wall systems for the Reading viaduct overbridge taking the OxfordPaddington line over the northbound line from Southampton.
We used similar a reinforced soil approach for the new Forth Bridge/ Queensferry Crossing. We also supplied turnkey gabion retaining walls along the Borders Rail project between Scotland and England.
In terms of satisfaction, some smaller jobs where we reduced carbon footprint are just as important as larger scale projects. For example, the vegetating reinforced soil embankments supporting the M49 junction at Avonmouth.
What types of companies do you collaborate on projects with?
We find that Tier Two and specialist contractors are far more open to early and committed discussions with companies like ours, as we are lower in the supply chain. Tier One contractors, in our experience, seem more distant to smaller companies early in the contract for fear that there is not enough expertise. Perhaps they perceive that we are just a material supplier to be negotiated with at supply time. Even if we collaborate well with a Tier One team on one contract, we find ourselves back at square one on the next contract as the team has changed and connections are lost.
We work closely with consulting engineers daily as well, providing technical support and design services as required. For clients who still want to design themselves,
we have numerous pieces of our design software that are available free of charge to our clients via a cloud-based design portal.
We always try and adapt our involvement to suit the needs of the clients.
What are some of the biggest challenges this sector currently faces?
Innovation vs status quo: There is great inertia around exploring new solutions which depart from those that have been tried and tested for many years. This impacts innovation and makes the entry of alternative solutions very difficult. On many levels, we understand why; risk appetite and limited capital means that regurgitating something that has been done before is more cost effective and has immediate reassurance. However, this limits exploration of alternatives regardless of the phase of the project.
Lower carbon costs more: There is also only a limited acceptance that lower carbon will cost more money in the short term, so we need clients to embrace this and incentivise their supply chains to look outside their normal boxes.
For many years, the industry has been talking about carbon footprint reduction and transparency. Accordingly, in 2019 we invested in Environmental Product Declarations for all our core products. We have promoted this heavily and the main questions are around ‘Does it cost the same for the lower carbon product…’. It is
only really this year that some clients have started asking for specific information on carbon emissions!
In terms of technology, how do you anticipate things might change in the next five to ten years?
As part of expansion plans, the Maccaferri group has recently purchased an IoT and sensing/data logging company. This opens many possibilities to combine our materials
with sensing / monitoring technology, making the materials more intelligent. This is already available via our ‘HelloMac’ sensors that can be attached to our dynamic rockfall barriers, and our slope protection meshes so that natural hazard events can be reported in ‘real-time’ to asset managers. Combining live data from things like our geogrids or retaining walls could potentially enable better forecasting of stresses or potential failures before they happen. We see this integration increasing in the future.
Myself and the dedicated teams have built the OnSite Rail business, experiencing significant growth over the last 10 years. We now employ 106 employees with 5 dedicated rail depots, and 3 co-shared facilities across the UK. We perform consistently across key contracts and SHEQ as well as building a diversified capability across our business.
OnSite Rail has significantly expanded its presence within the sector. We now serve the UK with five dedicated rail depots, and three co-shared facilities across the UK. It performs consistently across key contracts and SHEQ as well as building a diversified capability across the business.
When did you join the company?
Early 2014, I presented to the then CEO my vision to create a rail division within OnSite. Based on my experience within the sector, I identified a key opportunity for OnSite to enter the rail industry, carrying across incumbent knowledge and experience gained within the water industry.
I have been with OnSite Rail since its inception on 1 July 2014 and acted as Head of Rail from day one. The business has just celebrated its 10-year anniversary, and I have witnessed and led significant growth across the business, starting with three FTEs in 2014 to a workforce of 106 employees to date.
OnSite Central has been trading since 1977 and has grown to be one of the leading contractors in the drainage sector, and OnSite Rail Services was incepted as a result of an identified market opportunity to enter the rail sector.
What does sustainability mean to you?
Sustainability is ever evolving yet to us means making a difference to the environment around us, in a positive way. We work with many clients, partners and third parties and want to leave a legacy of enhancing our impact on the local environment, biodiversity and communities we work within. It’s not only about our approach to reducing our carbon footprint by introducing alternative energy sources, but also our processes and how we do things.
Our ESG policy embraces change in our processes and procedures and challenges ourselves to deliver works more efficiently and to have environment and community at the forefront of our minds. How we plan works is critical to delivering sustainability and we collaborate with our clients and contracting partners to embody what we do has a positive impact.
For our business, it is also important to recognise that we must be a sustainable business in the added sense that we must safeguard our future financially. This is secured through our successful business and relationship model that is adaptable to change and growth, whilst harnessing our relationships with our clients and supply chain partners.
What was the inspiration behind starting OnSite Rail Services?
small knowledgeable team to launch the business and carry over our existing client relationships.
Since our inception, we have attracted and retained key people and skills that have allowed us to successfully grow our business and teams year-on-year.
We have personally developed strong, positive partnerships with clients over the last 10 years and the business was started to support these clients through a collaboration that provides a comprehensive and quality service delivery, offering clear benefits of assurance, right-first-time and single source supply. We have also achieved Principal Contractor Licence (PCL) with Network Rail.
We provide an assured service that meets our clients’ strategic and tactical needs. We have built an offering that delivers a ‘cradle to grave’ solution to clients, meaning that supply chain reliance and risk is managed through our single service offering, from simple drainage solutions to complex design and build delivery.
We have recently strengthened our offering with the expansion of our design capability and a newly appointed directly employed design team. This will provide us and our clients with the agility and efficiencies to provide an end-to-end partnership.
Another unique point and root success of our business is attracting and retaining the right people and we have long-serving employees who have stayed with us since inception, and we place significant effort in retaining our key people by offering an inclusive and open culture, promoted by our leadership team. As we experience a skills shortage within our industry, this will be critical in the sustainability of our business and employment. Our model delivers contracts with dedicated resource to provide consistency of service and quality. Whether planned or reactive works, the key to our relationships is the level of communication we hold with our clients at every stage of the works, meaning that we plan and deliver works with a rightfirst-time model, as well as managing risk throughout. We take ownership of our clients’ pains, and design solutions within agreed budgets, timings and asset needs.
Want to know more about OnSite Rail Services?
Tel: 0345 600 6374
Email: solutions@onsite.co.uk
Visit: www.onsite.co.uk
Having worked with competitor contractors prior to OnSite Rail Services, we identified market opportunities within the rail sector to deliver complete drainage solutions, including minor civils. Building on OnSite's successful history of drainage services within the water and infrastructure sectors, we used this experience and knowledge to launch our presence within the rail sector. Couple that with my previous expertise of delivering and managing large-scale rail projects, we employed a
What types of products and services do you offer?
As Principal Designer and Contractor, we offer a comprehensive range of ‘off-theshelf’ capabilities relating to all aspects of on and off-track drainage and civils, as well as bespoke design and build works. The fundamental of our offering is to listen to our clients, their issues and pains, and propose a solution that meets their needs, whilst being sensitive to budget pressures. As a core offering, we provide and deliver:
• Supply of safety critical staff.
• CCTV survey/high-pressure water jetting – drainage/sewer/culvert/ducts.
• Design and topographical surveys.
• Track drainage refurb and renewals.
• Design management.
• Trenchless/no dig solutions – Auger/pipe jacking/pipe ramming/reaming/HDD/ GRP/grouting.
• Pipe rehabilitation – UV/hot cure/steam cure/patch repair.
• PortaDam.
• Flow monitoring and control.
• Earthworks and ancillary civils.
• Ditch profiling/concrete canvas.
• Embankment stabilisation (anchoring systems).
• Scour protection.
• Vegetation management and fencing.
• Water management.
• Cable route management.
• Access steps (temporary and permanent).
• RRAPS/handrails/pathways.
• Brickwork/masonry repairs/ waterproofing (tunnels/bridges).
We work with clients to support the performance of their assets, prolong their shelf life as well as increase their resilience. Environment and climate play a significant role in how assets perform in extreme events, and these are being tested more so in recent years. We are in a fortunate position to be a part of a group with the backing to introduce complementary services to our existing portfolio to further support our clients during these more frequent extreme weather events.
What are some major projects you’re currently working on?
We have been and are currently involved in major rail drainage schemes across the UK, providing design and build support services.
Of significant projects delivered, we have installed the largest diameter UV liner in the UK (Isle of Wight) at 1,800mm diameter to installing the heaviest liner in the UK (at 26 tonnes) for HS2. We are structured to deliver large-scale projects and drainage/ civils frameworks.
We work directly with Network Rail, other clients and Tier 1s to deliver complex works, including delivery across six dedicated rail frameworks thoughout the UK (Network Rail, Thames Water, Southern Integrated Delivery) and regional schemes. As we expand our resource and capabilities, we are taking on works of greater value and complexity and positioning ourselves to deliver larger scale projects on a consistent basis.
The largest single project to date (c. £6.5 million project value) that we have supported has been with Tramlink delivering end-to-end drainage and civils works.
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?
Whatever the problem, the resultant solution will not be just a ‘plaster’ to solve the problem temporarily. We will always aim to deliver permanent solutions to avoid a repeat of the problem. Communication with our clients and third parties is critical to understanding the root cause of the problem and we work closely with clients to extract levels of detail around why the asset has failed.
Having this base data allows us to mobilise the right competencies and support for the solution and works. Our team will work together to design and test the feasibility of initial solutions to ensure that they are fit for purpose and will achieve the desired results. Any solutions are shared in collaboration with our clients to engage their teams, to share ideas and feedback as well as gaining buy-in.
Once agreed, we will carry out a full risk assessment of the solution and ensure these are managed at every stage of the design and delivery with full consultation of our client teams. Once implemented, we learn as a business and undertake a lessons learned session with the client to allow us to drive improvements with our approach and ringfence our learnings for future solutions.
We are an ambitious business and are already investing heavily in new capability within our design and delivery teams. We are working hard to retain our existing relationships and deliver excellent service delivery, yet we have ambitious growth plans within the rail sector.
We will continue to develop and train our people to retain their skills and to provide clear career development opportunities
within our business to safeguard ourselves against what is currently a worrying time for attracting talent within our industry.
We will be strengthening our civils capabilities as well as seeking to expand the resource in our current capabilities. We are working hard with our clients to address their tactical and strategic needs (e.g. Network Rail’s drainage and earthworks) through the CP7 period and working closely with our Tier 1 clients to deliver future workbanks.
We will continue to invest in sustainability and drive new procedures and processes to make us more sensitive to the environment and drive down our carbon footprint.
We will continue to explore and implement innovation within our business, whether through process re-engineering or adopting new relevant technologies that will support the delivery of an efficient service.
What are some of the biggest challenges this sector currently faces?
Our sector faces some real challenges, yet we have built our business to adapt to change and de-risk the impact that some of these challenges present to us. Over the last six to twelve months, we have noticed significant challenges being presented within our sector, namely:
• Slow start to CP7, meaning low levels of work although we are witnessing an increase in orders being placed coming into the second quarter of CP7 Yr1.
• Visibility of future workbanks can be hard to determine, which causes levels of varying demand. These peaks and troughs of work can make it difficult to balance required resources and plan capacity.
• Climate change is adding significant stress to rail assets. We are seeing more water than before and managing these spikes in extreme weather causes stress in sector resourcing. We have prepared ourselves
accordingly, to not only meet current climate challenges, but also for future climate events.
• Fixed price contracts remain fixed yet costs of materials, supply chain, labour, etc are spiralling, causing a huge imbalance and financial pressure.
• Future government spend allocation on rail infrastructure is constantly under scrutiny, and we as a business must continue to demonstrate that we are delivering value for the taxpayer and the users of the rail network.
How can the industry tackle its skills shortage and how do you recruit/retain/ train your staff?
This sector requires high levels of complex thinking and competence to remain at the forefront of rail safety, innovation and competitiveness. We need to appeal to the next generation (Gen Z and Gen Alpha) and promote the sector as an attractive and rewarding industry. We need to change the perspective and image of the rail sector, where it may be felt by the next generation as ‘manual’ labour rather than a transformative, digital sector.
We see that many of the workforces across our businesses and supply chain are not as diverse as they should be, and we are working closely with educational and social partners to reach out to and attract a wider talent pool and re-balance the level of diversity and inclusion. We offer the standard competitive employment package as well as looking after our people outside of work by giving them the tools to feel supported. The onboarding process is critical to developing trust with new recruits and we will listen to every single employee about their career objectives, their desired outcomes of the role and being flexible to their preferred working style and environment.
We will support our people at every stage of their career and work with them
to provide continuous skills development, whether through formal and/or informal training programmes. We want them to feel confident in our business and entrust our leadership to safeguard their future and success in our business.
Collaborative working is vital to the success of our business and works. The term collaboration used to feel like a buzzword, banded about to sound like we all worked together cohesively. However, what we feel in today’s world is that it is a real, genuine activity that brings great benefits, and we embrace collaborative working. We love working with our clients and supply chain to achieve great results.
We even work collaboratively with our historical competitors to support overall client and framework outputs. This is testament to our working approach in becoming a more collaborative contractor.
Through this approach, we gain better experience, greater knowledge and continuously learn how we do things and how we can be better. True collaborative working breeds trust amongst parties, and these can generate significant outputs. We have worked with some of our clients and suppliers since our inception ten years ago and they just trust us to do the work. We gain a deep understanding of our clients, their pains and design solutions that deliver true value, which fosters a naturally constructive and secure relationship.
With cost sensitivity and infrastructure programmes becoming more complex, managing risk through true collaboration saves a lot of time and money and we will go the extra mile for our clients and suppliers to ensure we retain that level of collaboration and partnership throughout.
How do you make your business a good place to work?
Work must be fun! There are difficult periods when works are condensed and pressured to tight turnarounds, yet we enjoy the challenge of working together to meet these pressures, as well as having a laugh. Our culture is open and based on being a team, where anyone in our business can feel confident in having a valued voice and that they have the respect of the leadership team and their peers, where no egos exist!
We know that every single person in our teamis unique, with different backgrounds, situations and aspirations. As a business, we respect everyone’s position and support them as they need it (e.g. flexible working). We look after our people and provide them with recognition and positive reinforcement as well as the guidance and mentoring to make them feel valued and integral to the future of our business. If we look after our employees first and meet their needs, the client delivery will always meet expectation.
With innovative door, extending step and sensor boarding systems for trains, we are setting new standards in efficiency, safety and sustainability. Our range of services include maintenance and modernisation projects, repairs and original spare parts, supplemented by technical training and on-site support.
Our ECOSEAT™ springs are the height of comfort, support and sustainability. Made using our patented glueless technology, they offer a fully recyclable solution and a NEW alternative support layer for transportation seating. To find out more about how our products can make your products more sustainable, contact: info@spinks.co.uk
As a proud member of the Rail Forum, we are shaping the mobility of tomorrow together. Be part of the movement and visit us at the InnoTrans 2024 at hall 2.2 booth 110.
Discover your access to the world of travel through BODE innovations:
bode-global.com/en
John Pick started work developing advanced batteries for EVs, before moving onto supporting automotive D&D with clients such as JCB, MG Rover, Bentley and Ford, and project managing vehicle product development programmes. He led a team at University of Warwick on vehicle craftsmanship and ran an engineering company producing specialist vehicles and engineering projects, leading into lightweight EVs and natural fibre composite developments.
Spinks is a leading supplier of quality micro spring components in the world. From developing microcoils for exceptional air flow, to reinventing zonal support – Springs Anywhere™ – Spinks obsessively invent to continually push what’s possible.
Want to know more about Spinks?
Tel: 0113 205 5244
Email: info@spinks.co.uk
Visit: www.spinks.co.uk
What is your role within Spinks?
In 2022, Spinks started a project looking at how their pocket spring technology could be used in transport seating and I was lucky to be asked to be project manager. Whilst that project was focussed on car and bus seats, it became clear that the Spinks Micro coil spring technology could be applied to other transport seating modes, and that was how EcoSeatTM was created.
Since then, my job has been to reach out to the wider automotive market and find other applications in bus, coach, aircraft and trains. At the same time, I have worked with the product development team to create new spring products, engineering development and production processes that support seat design and manufacture in those different markets.
What does sustainability mean to you?
Spinks take sustainability seriously, which aligns with my thinking. You have to be pragmatic, and whilst we would all like to save the planet in one jump, smaller steps can be made, but make sure that they count. There is a lot of greenwashing going on, and you have to be realistic on the full impact of the changes you are introducing, and that you are not just exporting the problems somewhere else, whilst trying to make yourself look good.
Rail is already a low energy way to transport people, and if we can reduce the environmental impact in manufacture, reduce energy consumption and maintenance activity in use, and then be able to recycle the seats at the end of life, we will be making several of those steps.
How long has your company been in business?
The family-owned company started in the bed industry in 1840 and has grown steadily since then. HS Products Ltd trading as ‘Spinks’ was formed as a separate division in 2009 to design and manufacture pocket springs for use internally, and to sell to third parties. The overall group employs 700 people with manufacturing and distribution sites in Leeds, wire drawing in Scunthorpe and farms growing fillings near Tadcaster. We produce around 30 million springs a week which is a great support to sleeping and sitting people.
What is your Unique Selling Point?
Spinks is very vertically integrated, which comes from its attitude of doing the job yourself where you can.
When we could not buy wire in the sizes we wanted and to the specification we needed, we set about drawing the wire ourselves, and we now have six lines producing the wire to support our spring production. Whilst we could buy wire coilers, we needed machines to make the
bed sized sheets of pocket springs, so we designed and built our own machines, of which we now have 30 on site, with many supplied to production partners around the world. We have also used these same skills to design many other production machines performing specialist tasks.
When we needed more wool for our mattresses, we set up a farm, and then added growing hemp and flax for fillings, and established the processing capability for the fibre on the farm and a plant to convert them into sheets of mattress ready material.
The company is not fazed by challenges, has engineering depth and the enthusiasm of our owners supporting us. This is also demonstrated in our three Kings Awards for International Trade, Sustainable Development and Innovation.
How passionate are you about sustainability in the rail sector, and how do you go about sourcing the materials for your products?
Our ethos is all about sustainability, which is why we have achieved accreditation to Cradle to Cradle standard. Our mattresses used to contain polyurethane foam which is not easily recycled and was going to landfill. Springs were our way of addressing that problem whilst at the same time improving comfort and performance, and that is why we see their application in rail as essential to help Rail travel move forwards environmentally. Our rail industry partners, Quantum Seating, tell us how much material they have to send to landfill when they are performing rail seat refurbishment contracts, and this is wholly avoidable. There will always be some waste, but with pocket springs it can all be recycled simply.
We fully integrate sustainable thinking into our people and our products. From responsible sourcing with our purchasing team through to the design and manufacture of our springs with a focus on the end of the products life. We have recently in 2024 been awarded a Kings Award for Enterprise for Sustainable Development.
We have already covered how we create many of the raw materials ourselves, and using recycled feed material is our driving force for both the springs and the pocket materials.
What are some major projects you’re currently working on?
We have several spring product developments underway, but we cannot tell you about them! Spinks have over 100 patents, and we never stop innovating when it comes to pocket springs. We will talk about rail seating later. We supply some of the world’s leading brands of mattresses and ship widely across Europe, North America, Asia and Australia, and to maintain our lead we are constantly innovating the products.
At the same time, we are improving our production machine designs to increase
speed, quality and flexibility. Some tall mattress springs have to be produced as individual strips and we are making an assembler machine to weld them into mattress sheets, and we are exploring in line heat treatments.
How do you work with the supply chain within this sector?
We have had a very productive relationship with Quantum Seating who are based in Coventry. Trevor Clews at Quantum had already decided to look at spring technology, but we beat him to the Innovate project funding, so we combined efforts to exploit the benefits of EcoSeatTM. That has allowed us to develop the use of the spring technology in a manner acceptable to the industry. Quantum know the industry, have the supply capability for production of seats and seat components and we know springs and how to maximise comfort.
Spinks supply spring pads to suit the seat specification and Quantum provide the sewn covers, frames and assembly operations to produce significantly more comfortable seats.
What type of government-level collaboration takes place within this sector?
Our main interactions have been government lead. With Quantum we first showed the industry at Railtex ‘23 that not all seats needed foam. Whilst there, we learned of the FOAK project aimed at improving the passenger experience, so we applied. Without that impetus, we would have got there much more slowly, and the DfT/Innovate funding has allowed us to create a fully compliant EcoSeatTM product in twelve months. There is always more to do and learn, more we can do, but if operators and owners wanted to improve the seat comfort, and their environmental performance, this is ready to be implemented now.
What do you expect to be the biggest challenges that come from this transformation of the railway industry?
We don’t see this so much as a challenge, more an opportunity. The challenge is taking on a different technology – we won’t say new, as we have been using it for years in the mattress industry – and being comfortable (sic) that it will meet industry needs. That is why we have been careful to have others test the products during development for Durability (FIRA), Flammability (Warrington Fire) and Comfort (UCLAN, Huddersfield University & FIRA).
Each application will be different as different manufacturers make and use seats differently, but we have not just designed a seat, we have developed a seat system and these basics for the product are there to support TOCs and ROSCOs as they renew
or refresh seats, and remedy the criticism of uncomfortable seats, but at the same time improve recyclability.
What can rail learn from other industries?
Working with different sectors does help creativity, but you have to be mindful that different industries work in certain ways, and these have been developed over years of improving practice, so they cannot be ignored.
But in spite of that, sitting down on a seat is common across vehicles and furniture, so there are always the basics that can be applied, even when constrained by industry specific needs and legislation. In creating these new applications we always learn a little more, and this can then be fed into Rail seats.
One key element of springs is that we can easily vary the geometry and therefore the characteristics, much more flexibly and reliably than moulded foam. So any initial designs will be subject to evolution, and this with some of the brightest seat designers from all these different industries. We are just at the start now.
How do you prove a seat is comfortable?
This is such a simple question with such a complex answer, because no person is standard. Before we propose selection for the size and mass of rail passengers, we need to look at the basics.
For all shapes and sizes a ‘comfortable’ seat is principally governed by three factors; the perception of comfort – how it looks and intiial contact; contact pressure distribution – the more even the pressure, blood supply is not restricted and discomfort is reduced; and finally temperature regulation – excess heat build-up is best avoided.
But to measure it, you need to ask people directly – how do they feel about the seats to gain their ‘comfort’ assessment and then passively monitor their ‘discomfort’ behaviour – how much do they rearrange themselves. Doing this, you need to achieve a balance of sizes and weight in your sampling, which we have done in our studies. To add realism, we used the THOMoS simulator at the University of Huddersfield, and subjected our people to 50 minutes of typical rail travel, avoiding using unexpected delays. That way we have been able to measure comfort and discomfort levels in the most realistic of environments for EcoSeatTM
NEW HUMAN FACTORS COURSE DATES ANNOUNCED
RSSB’s Human Factors Awareness course enhances understanding of human behaviour in safety-critical environments, focusing on reducing errors and improving safety through practical human factors principles. This course is aimed at anyone responsible for rail safety; including safety managers, operations managers, safety advisors and safety specialists, hazard analysts, regulators, inspectors, and human factors advisors. Date: 31 October & 01 November 2024 (faceto-face, London). Fees: RSSB members & affiliates £770; non-members £1,540 (prices ex VAT).
GRADE II LISTED STROUD STATION FOOTBRIDGE TO BE REFURBISHED
Stroud station footbridge is set for renovation with Network Rail about to begin work in the Gloucestershire town. The programme to refurbish the Grade II listed bridge, built in 1914, will be completed in spring next year. The footbridge span will be taken down and moved to the car park to be renovated. It will be grit blasted, and its timber and steelwork repaired and then repainted. The staircase treads and timbers and the station building canopies will also be refurbished.
The LIA and ICEL have launched the newly enhanced ICEL Product Certification Scheme, a significant advancement in its ongoing commitment to excellence in emergency lighting. Developed by the Industry Committee for Emergency Lighting (ICEL), this updated scheme marks a crucial shift from an endorsed model to a certified one, offering even greater assurance of quality and safety in emergency lighting products.
Mike Hills is an expert, seasoned Market Development Manager at Traka, specialising in innovative key and asset management solutions for the transport sector. With over 20 years in the security industry and seven at Traka, Mike’s commitment to working with organisations from inception to work completion ensures tailored solutions that meet and exceed customer expectations.
Traka is the leading solution for securing and tracking keys, trusted worldwide by many of the world’s biggest organizations across nearly every sector. Its proven and reliable key cabinets provide fast and convenient access to keys for the right people at the right time, with total control and centralised visibility.
Want to know more about Traka?
Tel: 01234 712345
Email: info@traka.com
Visit: www.traka.com
is your role within Traka?
As the UK Business Development Manager at Traka, I specialise in rail and transport, with a primary responsibility of expanding Traka’s market presence. This includes identifying and pursuing new business opportunities, proactively analysing market trends, and building relationships with key industry stakeholders.
The role requires developing strategies for product positioning and customisation to address the specific needs of the rail industries.
Working closely in partnership with customers right from initial design and specification to understand and listen to bespoke requirements, through installation to ensure systems are positioned to operate at optimum effectiveness with the overall environment.
Even after project completion, my role ensures I stay in contact with customers to address any ongoing needs or concerns, gain feedback, and identify opportunities for further enhancements or upgrades.
This continuous engagement helps to ensure customer satisfaction and create long-term relationships. By staying connected, I can also keep clients informed about new developments, updates, and potential improvements in Traka’s offerings, reinforcing our commitment to their success and evolving needs.
Tell us about Traka.
Traka, is the global leader in electronic key and asset management, working with the rail industry to present innovative products tailored for enhanced safety and operational efficiency. Renowned for its intelligent technology, Traka provides comprehensive solutions that streamline key management, secure asset access, and improve overall security within rail networks.
Traka’s advanced systems enable live tracking of keys and assets, ensuring critical resources such as PDAs, radios, laptops and tools, are always accounted for and accessible to authorised personnel.
In an industry where precision and reliability are paramount, Traka’s solutions support rail operators by reducing the risk of unauthorised access and minimising operational disruptions. Traka systems offer detailed audit trails, automated reporting, and seamless integration with existing infrastructure, making it easier to comply with stringent safety regulations and operational standards.
Traka’s commitment to innovation and customer-centric solutions positions it as a trusted partner for rail operators seeking to enhance security and efficiency. By addressing the unique challenges of the rail sector, Traka plays a crucial role in ensuring the smooth and secure operation of rail networks, contributing to safer and more efficient transportation for all.
With transportation as a main sector in which I operate, it’s my responsibility to understand the issues of the rail industry and provide critical intelligent security solutions. I aim to support maintaining only authorised access to sensitive areas, enhancing security regulatory adherence. Traka systems streamline access to facilities and resources, improving processes and administrative efficiency.
My responsibilities extend to industry sectors including airports and marine together with government and healthcare. In each sector, Traka’s solutions are tailored to address specific needs. For example, in the transportation industry, our systems ensure the secure handling of critical keys and equipment, supporting safety and compliance.
As a business unit, we also operate across other industry sectors including retail, automotive, casinos, corporate, distribution and logistics, hospitality, prisons and correctional facilities, property management, senior care, data centres and utilities.
Traka provides innovative key and asset management solutions across a diverse range of sectors. Our technology is designed to be highly adaptable and scaleable, making it suitable for any industry that requires secure, efficient management of keys and assets.
Additional benefits of Traka technology include fault logging, faulty item exchange and detailed audit trails, which can be customised to fit the unique requirements of any sector.
What types of products and services do you offer?
Traka presents a comprehensive range of products and services designed to enhance security, efficiency and accountability. Our product portfolio includes advanced key management systems and asset management solutions, catering to various industries.
Our intelligent electronic key management systems ensure only authorised personnel have access to keys and vital equipment, providing detailed audit trails and live monitoring. These systems help organisations manage their keys securely and
efficiently, reducing the risk of unauthorised access and ensuring compliance with regulatory standards.
Traka's intelligent management solutions safeguard valuable assets such as equipment, vehicles, and sensitive data. Our innovative lockers and cabinets are equipped with advanced technology, including RFID and biometric access, to provide secure storage and tracking of assets. This helps organisations futureproof security through optimised resource utilisation, preventing loss and enhancing operational efficiency.
Traka also offers comprehensive service and support, including installation, training, and maintenance, to ensure our solutions seamlessly integrate with your operations. Our expert team provides tailored advice and support, helping you maximise the benefits of our products.
What are some standout projects you’ve been involved in over the years?
Over the years, I have supported Traka in expanding its reach to various industry sectors, including leading transportation providers across rail, air, roads and seaports
where our systems streamline key and asset management processes, ensuring secure and efficient operations.
I am proud to play a critical role in enhancing security and accountability across major UK rail terminals. Here, systems manage access to keys and essential assets, making sure only authorised personnel can access critical areas. This drives operational processes and significantly boosts safety.
Traka has been involved in numerous impactful projects, showcasing our expertise in intelligent asset management. One of our most notable projects began with British Airways, where the concept of Traka was first conceived.
The solution was designed to help manage keys for their ground support vehicles, ensuring only authorised personnel could access them, enhancing security and operational efficiency. This early success set the foundation for Traka's growth and innovation.
Each of these projects highlights my commitment to providing tailored solutions that meet the specific needs of diverse industries, reinforcing Traka's reputation as a leader in intelligent asset management.
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 approaches Traka with a specific problem, our process begins with a comprehensive consultation to understand their unique needs and challenges.
We prioritise listening and understanding the client's situation, involving key stakeholders such as site, security, and facility managers. This collaborative approach ensures we grasp all aspects of the issue, particularly in areas like key management, asset tracking, and access control.
We work in partnership with our clients from the initial design and specification phase, tailoring our solutions to fit their exact requirements. Our team of experts provides detailed assessments and recommendations, drawing on our extensive experience across various industries.
Throughout every project, we maintain close communication, providing updates and seeking feedback to ensure our solutions meet their expectations. This collaborative effort continues during the installation and implementation phases, where our team works on-site to integrate our systems seamlessly with existing infrastructure.
Post-installation, Traka offers ongoing support and training, ensuring clients are fully equipped to use our systems effectively. Our commitment to partnership and open communication ensures that we deliver customised, efficient, and reliable solutions, resolving our clients' challenges and enhancing their security and operational efficiency.
What are some of the biggest challenges this sector currently faces?
As we navigate the evolving landscape of the rail industry, Traka believes it is crucial to address several significant challenges that impact our operations, efficiency, and security.
Understanding and mitigating these challenges is essential for ensuring sustainable operational effectiveness. There are five key areas to consider:
• Infrastructure Modernisation –ageing infrastructure remains a critical concern. The need for modernisation and maintenance not only affects operational efficiency but also poses safety risks. Investing in modern infrastructure and adopting modern technologies is imperative for enhancing our service quality and ensuring passenger safety.
• Technological Integration and Efficiency – the integration of advanced technologies, such as digital signalling, automation, and predictive maintenance. This transition is complex and requires substantial investment. A strategic approach to implementing these technologies will streamline our processes, reduce downtime, and enhance service reliability.
• Security Enhancements – security is paramount, and returning to fundamental practices in key and asset management can significantly enhance operational efficiency and streamline processes. By implementing robust systems for tracking and controlling access to keys and critical assets, we reduce the risk of unauthorised access and ensure accountability. This approach not only strengthens our physical security
but also optimises resource allocation and reduces operational bottlenecks, thereby enhancing overall efficiency.
• Sustainable Practices – the global push towards sustainability presents both a challenge and an opportunity. We must explore and invest in greener technologies, such as electric or hydrogenpowered trains, to reduce our carbon footprint. This aligns with regulatory demands and societal expectations, positioning us as a responsible and forward-thinking organisation.
• Workforce Development – the rapid pace of technological advancements requires a workforce that is skilled and adaptable. Addressing skill shortages and providing continuous training are crucial for maintaining a capable and responsive team. It also allows for the increased use of automated solutions to minimise human error and ensure continued smooth operations.
I believe the future of security in the rail sector is poised for significant advancements, driven by technological innovation and an increasing focus on comprehensive security measures.
One of the main developments already occurring is the integration of intelligent management and remote monitoring whereby systems such as key management can be accessed at any time, from any location.
We are also experiencing fast-evolving digital technologies such as AI-powered and machine-learning surveillance, predictive analytics, and automated systems. These technologies will enable real-time responses to potential security threats, significantly enhancing passenger safety and asset protection.
The adoption of smart infrastructure will play a crucial role in the future of rail security. This includes cloud-based devices for continuous and remote tracking and management of assets and smart sensors that can detect and respond to anomalies. Such integrated technologies not only improve security but also enhance operational efficiency by reducing downtime and maintenance costs.
Another important aspect will be the emphasis on cybersecurity. As rail systems increasingly rely on digital networks, protecting these systems from cyber threats becomes paramount. A robust cybersecurity framework will be essential to safeguard sensitive data and ensure the uninterrupted operation of rail services.
At Traka, we see the future of rail security as a blend of intelligent technology and strategic foresight, aimed at creating a safer, more efficient, and resilient transportation network. By staying ahead of security challenges, the rail sector can offer reliable and secure services to passengers.
Improve safety and security by managing access to keys and tools during train repairs
Ensure authorized access on rail sites to assigned staff in restricted zones
Reduce risk by tracking and auditing keys and assets in real-time
Reduce costs by minimising loss or damage of rail equipment
Since 1979, Alfatronix has been manufacturing innovative voltage conversion and onboard charging products here in the UK for use throughout the rail, automotive, communications and marine sectors worldwide
Unrivalled product choice, brand adaptability and engineering ingenuity has provided the foundation to which the company boasts an impressive portfolio of products that are installed on a significant proportion of rolling stock whether it’s USB charging installed into carriage sidewalls, or between passenger seating to permit passengers to stream and charge smart devices while on the move, wireless charging integrated into seating systems or voltage converters for powering radio communications systems or security camera systems.
Due to the increasing use of smart devices on public transport and high-powered USB C type charging requirements for laptops and tablets, staying connected on a journey with reliable charging is a passenger expectancy irrespective of demographic.
The new Alfatronix Power Delivery USB Charging products facilitates this, offering up to 60 watts of USB C charging for devices giving the passenger uninterrupted convenient power at their seat.
This versatile rail approved range of USB Power Delivery (USB-PD) products are designed to negate the need for mains power onboard all rolling stock and exceed passenger expectations by offering a safe and reliable charging solution. They accept an input voltage of 24Vdc and provide output voltages of 3.3V to 21V to, safely and
reliably, for charging virtually any portable or mobile equipment, smart devices, laptops and tablets that have a USB-C connector.
The USB-PD standard is becoming the universal standard for charging devices, due to the ability of the device (phone, laptop, etc.) to request a specific voltage, to allow optimised charging of its battery and the
wide range of charging voltages supported, 3.3V to 21V. New regulations around electronic devices, such as EU 2022/2380, requires that by the end of 2024 all mobile phones, tablets and cameras sold in the EU be equipped with USB-C charging, and from Spring 2026 the regulations will extend to laptops and other devices.
The products are designed for both OEM and refurb service programmes for all rolling stock, light rail systems, tramways and metro applications with a variety of connectors comprising of single C for individual seatback installation, dual C and A & C charging in a variety of options for installation into seating systems, seatback and carriage sidewalls and with a choice of mounting options to include wall POD, underseat and table PODs.
There is a degree of customisation available too with the individual USB ring and casing available in a choice of colour from light grey, dark and black to suit most aesthetics and rail interiors.
Other innovative products offered by Alfatronix include, a full range of wireless charging for table tops, integration into passenger seating, consoles or for installation into the cab. There is also a standard range of USB chargers designed to provide power for all smart devices
which are the popular choice for seatback installation for all passengers and a full range of dc-dc voltage converters (PowerVerter Railway Series).
Providing reliable onboard power is inherent within the business with all products designed by a dedicated team of engineers and technicians manufacturing all products here in Poole, Dorset.
Technology moves fast and it is immensely rewarding to be part of an exciting journey. Alfatronix is proud to offer its expertise and commitment to support the ever-changing technological landscape and exceed customer expectations to produce uncompromised fully rail compliant power whatever the application, wherever the track takes you.
Email: sales@alfatronix.com
Visit: www.alfatronix.com
Address: Alfatronix Ltd Unit 29 Newtown Business Park Poole, Dorset BH12 3LL
‘Technology moves fast and it is immensely rewarding to be part of an exciting journey. Alfatronix is proud to offer its expertise and commitment to support the everchanging technological landscape.’
As rail consultancy AARC Professional Services celebrates its 10th anniversary and owner/founder Steve Derrick's incredible half century in the industry, we take a look back over the company’s evolution and its current drive towards ISO 9001 certification
First joining the industry in 1974 as a Junior Technical Officer in British Rail’s design office in Croydon, rail seems to have always been in Steve Derrick’s blood, hence him spending the next five decades working his way through a variety of roles, ranging from track/maintenance renewals and contract management through to Lead Project Engineer and Area General Manager for West Coast South.
So when the time came for Steve to ‘retire’ from Network Rail in 2014, unsurprisingly, he wasn’t ready to end his career there, as he explains. ‘I was keen to give something back to an industry that had supported me for so long and also wanted to do something to help address the ‘brain drain’ that appeared to happen with the departure of other experienced professionals.’
Enter AARC Professional Services – taking its title from the initials of Steve’s wife and children and initially set up to enable him to
operate as a freelance consultant, with his first role supporting Network Rail’s SCADA (Supervisory Control and Data Acquisition) programme. However, conversations with former colleagues about the provision of a broader service offering to the rail industry saw AARCPS metamorphosise into a fully-fledged consultancy, supported by a group of time-served associates, offering a range of services to the industry – as the strapline says, ‘run by railway people, for railway people.’
Steve recalls: ‘Once we had all of the relevant pieces in place and with an initial focus on Rail Operations, we actually took on our first proper assignment in 2018, providing transition and assurance support to contractor SPL Powerlines, who up to that point had been involved in a joint venture with Carillion to deliver the Midland Main Line electrification, as well as works in Scotland. However, post Carillion’s collapse that same year, SPL looked to become lead contractor and, as such, required
transitional support, which we were only too happy to provide via a dedicated team of six, helping them to win the contract and giving us our first satisfied customer!’
Since then, the size and depth of AARCPS’s service offering has steadily grown to include Rail Operations, Infrastructure, Rail Operations Training, Safety & Assurance and Business Change & Projects, all supported by a dedicated team of professionals ready to help clients achieve their goals.
Steve continues: ‘It’s particularly humbling for me that AARCPS has grown not by seeking people to meet client needs, but through railway colleagues, some of whom I have worked with previously, actively approaching me to become part of our growing ‘family.’ This, I believe, also helps us to stand out from the crowd, as everyone working in the team does so out of choice, is particularly good at what they do and feels they still have something to offer the industry. AARCPS is more knowledge
retention than knowledge capture, helping to keep decades of experience and excellent behaviours within the rail industry.’
The company also prides itself on an environment where all associates feel comfortable, valued and empowered to do what they are good at, only accepting work that matches the skill sets of its associates and only then, when it has the capacity to do so. This in turn enables the company to provide the best possible service and outcomes. Steve adds: ‘We build the work around the team – not the other way round. I also like to think we are succeeding in being seen as a safe pair of hands, using our collective knowledge and expertise to deliver outstanding results for clients. Testimony to this is the number of clients who return to us for support in delivering a range of challenging projects.’
Looking to the future, AARCPS continues to grow, welcoming new associates who help to enhance its service offering, whilst underpinning its provision with a commitment to quality, hence its current push towards BS EN ISO 9001: 2015 Quality Management Systems certification, as well as Cyber Essentials certification, Rail Industry Supplier Qualification Scheme (RISQS) registration and membership of the Rail Industry Association (RIA).
Steve concludes: ‘We have no intentions of standing still, hence our ongoing commitment to provide the very highest standards of support, whilst continually reviewing and developing our service offering. Special thanks to everyone, associates and clients, who have brought us this far – here’s to the next ten years!’
Steve and members of the AARCPS team will be on hand to answer questions about how they can help potential clients achieve their goals when they will be amongst the exhibitors at the Rail Infrastructure Networking Event at Derby Arena on Thursday 12th September 2024.
For further information about AARC Professional Services Limited, get in touch via the contact information below.
Tel: 07841 611657
Email: info@aarcps.co.uk
Visit: www.aarcps.co.uk
AARC Professional Services Limited draws from over five decades of experience to provide expert support to the industry.
We are a railway consultancy bringing together likeminded rail professionals with a common aim to deliver outstanding outcomes by..
• Helping clients achieve their goals...
• Through strategic and technical expert advice...
• Across a range of disciplines...
• From the frontline through to the boardroom
Whether you’re looking for high level advice & guidance or direct project support, we’re here to help you deliver excellent outcomes.
AARCPS is a rail consultancy drawing from over five decades of experience to provide expert support to the industry. It brings together likeminded rail professionals with a common aim to deliver outstanding outcomes by:
• Helping clients achieve their goals.
• Through strategic and technical expert advice.
• Across a range of disciplines.
• From the frontline through to the boardroom.
From high level advice & guidance through to project support, AARCPS helps deliver excellent outcomes.
The Litemax IPPS-4851-APL9 is a cutting-edge 48.5" Panel PC tailored specifically for the transportation sector by Litemax, a renowned manufacturer in the outdoor market
This innovative solution is engineered from the ground up to excel in outdoor environments, boasting a remarkable brightness of 3000 cd/m² that ensures exceptional visibility even in challenging lighting conditions.
Key Features of the Litemax IPPS-4851APL9 include:
• HiTni Panel for Direct Sunlight.
• Auto DLS Dimming with IR Remote Controller.
• 3mm AG Glass with Waterproof Full Flat Design.
• UVIR Film for Outdoor Harsh Environments.
• Slim and Sleek Design.
• Versatile Power Input Options.
HiTni Panel for Direct Sunlight
Engineered with HiTni technology, this panel prevents blackening of the TFT polariser and maintains display clarity when exposed to direct sunlight for extended periods, making it ideal for outdoor and transportation applications.
Auto DLS Dimming with IR Remote Controller
Advanced Auto DLS Dimming adjusts screen brightness based on ambient light levels, enhancing visibility and reducing power consumption. The IR remote controller adds convenience and ease of operation.
Featuring 3mm Anti-Glare (AG) glass and a waterproof full flat design, the IPPS-4851APL9 ensures durability and reliability in diverse environmental conditions, guaranteeing longevity and consistent performance in harsh settings.
UVIR Film for Outdoor Harsh Environments
Specially designed UVIR film protects against UV and IR radiation, further extending panel lifespan and suitability for outdoor use.
Slim and Sleek Design
With a slim 25mm display thickness and a sleek 1.5mm border, the IPPS-4851-APL9 combines functionality with a modern aesthetic, perfectly suited for contemporary transportation environments.
Versatile Power Input Options
Supporting multiple power input options (AC110/220V, DC9-36, and optional DC110V), the Panel PC features M12 connectors built to withstand vibrations, shocks, and environmental factors like dust and moisture.
The Litemax IPPS-4851-APL9 is now available for order. For further details, visit this link: https://www.fortec.uk/components/ embedded-computing/embedded-products/ IPPS-4851-APL9
Brendan O’Reilly, Display and Embedded Solutions Manager at FORTEC UK, expressed enthusiasm about the IPPS-4851-
FORTEC United Kingdom is a team of technology specialists who works closely with its customers to solve complex technical challenges using displays, embedded systems, monitors, components and power solutions. FORTEC guides its customers to make the right choices for their projects.
APL9’s introduction to the UK market: ‘Its exceptional brightness, size, and robust features make it an ideal solution for transportation applications, where visibility and reliability are paramount. This addition to our product lineup underscores our commitment to providing innovative and high-quality display solutions.’
Tel: 01480 411600
Web: www.fortec.uk
Email: info@fortec.uk
26th September 2024 THURSDAY
This is a pivotal moment for UK rail. The new government’s proposal to renationalize the UK’s railways aims to bring fragmented services back under unified public control, eliminate inefficiencies, and focus relentlessly on the passenger experience
But nationalisation alone cannot solve the rail industry's challenges – especially its aging infrastructure and the pressing need to transition to a green economy. The plan to put consumers at the heart of a new transport system must be underpinned by continued infrastructure investment that meets the needs of both passengers and the environment.
For this plan to succeed, it is critical to recognize that public ownership provides a framework for change, but infrastructure investment is the engine that will drive it. Resetting the system is an opportunity that must include prioritizing sustainable materials, modernizing stations, and upgrading track infrastructure. A decarbonised railway will contribute to reducing emissions, improving service reliability, and enhancing the economic productivity of the regions across the UK.
How can galvanized steel transform the UK rail network?
Decarbonization requires an holistic approach that includes the use of sustainable, long-lasting materials and circular economy principles. This broader strategy ensures that environmental benefits are embedded not just in how trains are powered, but in the materials and processes that underpin the entire system.
The incorporation of galvanized steel into the UK rail system can transform key infrastructure projects by enhancing durability and sustainability at every stage. For example, using galvanized steel in the construction of railway terminals not only extends the lifespan of these essential buildings but also reduces longterm environmental impact. Overhead line electrification, which is crucial for the UK’s rail electrification goals, will also continue to benefit immensely from galvanized steel. By using this material, infrastructure will be less prone to wear and tear, minimizing both maintenance costs and the disruption
‘It is critical to recognise that public ownership provides a framework for change, but infrastructure investment is the engine that will drive it. Resetting the system is an opportunity that must include prioritising sustainable materials, modernising stations, and upgrading track infrastructure.’
of service. In addition, galvanized steel’s ability to be reused, or re-galvanized makes it an ideal circular material, highly adaptable to the ongoing needs of a sustainable rail service.
Galvanized steel: a key partner in sustainable rail
Galvanizers Association has long advocated for the use of galvanized steel in national infrastructure projects, and its research demonstrates the significant environmental benefits that this material offers. Rail professionals interested in learning more about the galvanizing process and its application in modern rail projects are invited to join the association’s informal Industry Open Day on the 26 of September. Attendees will have the opportunity to take a tour around a working galvanizing plant near them and receive technical advice tailored to their projects. More information about how to register for this event can be found at LINK.
‘Nationalisation alone cannot solve the rail industry's challenges – especially its aging infrastructure and the pressing need to transition to a green economy.’
In addition to the open day, Galvanizers Association offers a full range of supporting materials for construction professionals, providing guidance on how galvanized steel can be integrated into sustainable infrastructure projects. For a deeper dive into the role of galvanized steel in rail decarbonization, the association’s Sustainable Rail Guide is available for download LINK.
By utilizing galvanized steel and other circular materials, the UK can continue to modernize its railways while ensuring that environmental and economic goals are met. As the country transitions to a greener, more efficient rail system, galvanized steel will remain a key, prudent partner in building the resilient infrastructure needed to meet the challenges of the future. Visit:
Look close enough and you’ll be able to find HellermannTyton’s products across the UK rail supply chain, on signalling, rolling stock and throughout infrastructure installations
As part of a major telecoms programme, Installation Technology – a specialist in data cabling, network solutions and wireless connectivity – secured the delivery contract to implement cellular connectivity throughout the underground sections of the London Underground.
Having previously worked together on product development projects, Installation Technology approached HellermannTyton to support with the development of a new solution that would allow cables to be fixed to a curved tunnel wall.
HellermannTyton collaborated closely with Installation Technology to refine a design through regular consultations; incorporating new features using the cable management specialist’s in-house 3D printing capabilities to produce models for proof of concept.
Once approved, the prototypes of the design were produced, allowing for on-site installation trials, and using HellermannTyton’s lab testing facilities in Manchester, tests were ran on the prototype design to ensure that it met the original brief.
Kevin Pryce, Regional Sales Manager for HellermannTyton, comments: ‘By engaging with and understanding the requirements of the project from an early stage, our teams were able to design a solution that allowed for a quicker install, meet the standards of a tunnel environment and allowed the project to be delivered at pace.’
The design consisted of two components: A bracket to fix to the tunnel and a Ratchet P Clamp which is used to hold the cable in place.
The original criteria for the project included:
• The bracket needed to be retrofitted to the existing curved tunnel wall.
• The new design had to hold and carry the weight of the cable that ran the full length of the tunnel.
• The cable needed the facility to be removable for maintenance.
• The bracket needed to be robust enough to operate in the tunnel environment.
• The bracket needed to be lightweight enough to carry and easy to install.
• The final design needed to meet the standards set out for use on the railway.
The new bracket consisted of mating components that were strong and versatile enough to fix a bolted curved tunnel wall. To meet the original criteria, the components of the bracket were made from plastic with an easy-fit mechanism, making the installation easier, reducing installation time significantly and ensuring installers could transport the bracket into the tunnel.
Ratchet P Clamps are reusable and have been designed for easy access once installed allowing for maintenance or the replacement of cables.
The final design was successful in meeting the brief of securing cable to the tunnel wall and also enhanced the product by introducing an easy fit and release Ratchet P Clamp.
HellermannTyton’s design offers functionality; is robust enough for the harsh environment, resistant to vibrations and was easy to install and transport through the tunnel.
HellermannTyton was able to manufacture all of the products in the UK, using its Cannock distribution facility to hold stock and distribute at the point of need; thus, allowing the project to move at pace.
Dedicated to going above and beyond the role of a supplier, HellermannTyton has launched a digital competency and learning hub for rail industry professionals, offering training, expert advice, webinars, and carefully curated product solutions. To visit the Rail Hub, go to: https://www. hellermanntyton.co.uk/competencehubs/rail
With improved performance, usability, and safety, the brand-new EVO9i cable tie gun builds on the strengths of the previous EVO9 model to ensure consistent and reliable cable tie tensioning for customers working across automotive, rail and manufacturing industries.
Effortlessly cutting ties from 4.6mm to 13.5mm wide, the EVO9i carries a sleek profile which enables the tool to pass through wires without catching, while an extended nose can easily tension and cut cable ties in confined spaces, even out of sight. The tool also retains many familiar features, such as a lockable switch to prevent accidental changes to the tension setting and HellermannTyton’s patented TLC functionality, eliminating tool kick-back, reducing stress and strain on the operator’s hand.
The EVO9i is a base tool that is also available in HT (High Tension) and SP (Short Span) models. The former is a hightension version, creating tension of up to
516N, whilst the SP model performs at the same levels as the EVO9i but is designed for smaller hand spans. The tension is controlled with a user-friendly knob, providing 33 settings to fine-tune and tailor the performance to any application.
Graeme Morley, Product Manager for HellermannTyton, said: ‘After seven years of service, the EVO9 family is being replaced by the improved EVO9i range. Building on an extensive heritage, this latest generation is our best release yet. The upgraded mechanisms and increased ergonomics through twin-shot mouldings make the EVO7i and EVO9i families market leaders.
‘These tools are so intuitive and userfriendly, that time savings, safety and quality improvements are guaranteed, even for an operator using it for the first time.
Being able to guarantee that every tie is cut flush at the same tension every time is absolutely critical, and these tools are designed to do just that, whilst greatly reducing installation time, and therefore money, for our customers.’
The blades and nose pieces are backwards compatible with the EVO9 family, enabling users to easily transfer any spares they have, and just like the smaller EVO7i, the EVO9i family comes with a twelve-month warranty.
To learn more about HellermannTyton’s capabilities in design and development for your projects, visit: https://www. hellermanntyton.co.uk/company/productdevelopment or scan the QR code to view the brochure on Application Tooling.
In the world of rail transportation, staying connected isn't just a luxury – it's a necessity. Barry Larcombe, Vice President Railway Sales, EMEA/Americas explains why
Modern passengers, engrossed in their smartphones and other mobile devices, expect seamless connectivity for both entertainment and productivity throughout their journey. Meanwhile, trains rely on robust, constant communication for various operational aspects, ensuring safety, timely arrivals, and overall efficiency. Mobile networks, therefore, play an indispensable role in maintaining the smooth functioning of the entire rail system. However, a significant change is on the horizon that will disrupt this delicate balance: the impending switchoff of 3G networks across Europe.
This technological sunset marks the end of an era, closing the chapter on 3G networks that have been a backbone of mobile connectivity for years. Simultaneously, it heralds the dawn of faster, more reliable connectivity through advancements like 4G and 5G networks. These newer technologies promise improved speed, greater bandwidth, and enhanced reliability, which are essential for meeting the growing demands of both passengers and rail operations.
For rail operators, however, this transition presents a critical challenge. They must navigate the complexities of ensuring uninterrupted services as their communication infrastructure undergoes a radical transformation.
Over the next few years, legacy 3G networks will be entirely switched off across Europe. This transition is already underway in the United Kingdom, where well renowned mobile network operators Vodafone and EE have ceased using 3G networks, and O2 and Three are expected to follow suit by the end of 2025. This marks the end of an outdated era for mobile connectivity.
With 3G networks facing their inevitable sunset, operators must now prepare for a seamless transition to next-generation technologies. They need a partner with expertise in delivering uninterrupted
connectivity for passengers on-board. This is where HUBER+SUHNER comes in.
The market is now flooded with ‘futureready’ solutions, each promising to deliver the connectivity needs of tomorrow's railways. However, selecting the right technology partner and equipment can be daunting for rail operators. The challenge lies not only in finding antennas that support 4G and 5G but also in ensuring these solutions are robust enough to withstand the unique demands of the rail environment.
HUBER+SUHNER has positioned itself as a key player in this transition, offering a comprehensive portfolio of antennas designed specifically for rail applications. The SENCITY® Rail portfolio includes different antenna types, each engineered to meet specific operational requirements while delivering reliable performance in even the most challenging conditions.
These antennas are built to thrive in the rail environment, whether it's the vibrations of high-speed travel, high voltage and high current, or constant exposure to the harsh environment, the solutions are designed to maintain connectivity no matter what.
The shift to newer network technologies offers more than just a like-for-like replacement for 3G. The latest generation of rail antennas incorporates features that can significantly enhance the quality and reliability of onboard connectivity. Multiband capabilities allow antennas to operate across various frequency ranges, ensuring compatibility with different network types and improving coverage in diverse geographical areas.
Moreover, the integration of Multiple Input Multiple Output (MIMO) technology is a game-changer for rail connectivity. MIMO uses multiple antennas to transmit and receive data simultaneously, significantly increasing signal strength and data throughput. For passengers, this
translates to faster internet speeds and more stable connections, even in areas with traditionally poor coverage.
With MIMO-enabled antennas, HUBER+SUHNER is not just maintaining the status quo – but actively improving the passenger experience. Commuters can enjoy streaming services, video calls, and other high-bandwidth applications without interruption, even as the train speeds through tunnels or remote countryside.
As the industry looks beyond the current capabilities of 4G and 5G networks, compatibility with future network technologies becomes a crucial consideration for maintaining and enhancing rail communication systems. Ensuring that today's infrastructure can seamlessly integrate with tomorrow's advancements is essential to avoid the costly and disruptive process of frequent overhauls. Recognising this need, the HUBER+SUHNER approach to antenna design emphasizes versatility and interoperability, ensuring that its solutions can adapt to emerging standards without requiring a complete overhaul of onboard systems.
This forward-thinking and strategic approach has garnered significant attention in the highly competitive rail industry. HUBER+SUHNER's emphasis on innovation and adaptability firmly positions the company as a leader in rail communications. A prime example of their cutting-edge solutions is the 5G-enabling SENCITY® Rail ACTIVE rooftop antenna. Developed in collaboration with McLaren Applied, this advanced antenna system is engineered to significantly enhance commuter connectivity by leveraging the latest in 5G technology. Its innovative features and exceptional performance have recently earned it the ‘Progressive Railroading 'Reader's Choice Award.' This recognition underscores HUBER+SUHNER's commitment to pioneering advancements in rail communication technology and its ability to set new standards for the industry.
The benefits of upgrading to advanced connectivity solutions extend far beyond passenger Wi-Fi. Modern rail operations rely heavily on real-time data for everything from predictive maintenance to optimising train schedules. High-speed, reliable connectivity enables the implementation of Internet of Things (IoT) sensors throughout the rail network, providing operators with unprecedented insights into the performance and condition of their assets.
Predictive maintenance algorithms can analyse data from onboard sensors in real-time, alerting maintenance crews to potential issues before they cause disruptions. This proactive approach can reduce downtime, improve safety, and ultimately lead to cost savings for operators.
As the 3G sunset approaches, the time for rail operators to act is now. Delaying the transition to newer technologies risks not only operational issues but also puts operators at a competitive disadvantage in an industry where passenger expectations are constantly rising.
Upgrading an entire fleet's connectivity infrastructure is not something that happens overnight. Operators need to start
planning their transitions now to ensure a smooth switchover before 3G networks are completely phased out.
The impending 3G switch-off marks the end of an era in mobile communications, but it also heralds the beginning of a new age of possibilities for the rail industry. By embracing advanced antenna technologies and next-generation networks, rail operators can not only maintain uninterrupted service but also unlock new capabilities that enhance the passenger experience and streamline operations.
As the industry stands at this technological crossroads, the message is clear: the future of rail is connected, and the time to prepare for that future is now.
With companies like HUBER+SUHNER leading the charge with innovative, futureready solutions, the rail industry is wellpositioned to embark on this exciting new chapter in its evolution. The journey towards a fully connected, efficient, and passengercentric rail network has begun – and it's a train that no operator can afford to miss.
Email: railway-marketing@hubersuhner.com Visit: www.hubersuhner.com/en
BARRY LARCOMBE
HUBER+SUHNER
After Graduating from the University of Manchester Institute of Science and Technology in 1996, Barry started his Railway journey in the customer service team at Railpart UK Ltd.
From there he was headhunted to a startup business Rail Order UK Ltd in December 2000 as a Business Development Manager. In 2016 Barry seized an opportunity to work for HUBER+SUHNER where he took the role in Northern Europe as the LF Sales Director. Barry was promoted to Vice President Railway Sales EMEA and AMER in January 2021, where he manages a team of sales, engineers and project managers to provide high levels of customer service to the Rail Market.
Axiomtek’s EN 50155, EN 45545-2 Certified Modular Embedded System for Railway Applications – tBOX520
Axiomtek – a world-renowned leader relentlessly devoted to the research, development, and manufacture of series of innovative and reliable industrial computer products of high efficiency – is proud to introduce the tBOX520, its new EN 50155, EN 45545-2 certified modular embedded system for railway applications. The fanless transportation embedded system is powered by the 12th gen Intel® Core™ i7/i5/i3 or Celeron® processor (code name: Alder Lake-P). Its adaptability to various applications is enhanced by the support of versatile VAM modules, allowing customers to employ a single configuration for diverse settings and time to market.
To overcome voltage fluctuations or power outage interruptions, the tBOX520 is equipped with 24V to 110V wide-range DC input with ignition power control. The all-in-one transportation system is also built to withstand extreme temperatures of -40 to +70°C, meeting the stringent OT4 operating temperature class specified by the EN 50155 certification for railway-focused embedded PCs.
‘Eliminating concerns for verification and certification, the market-ready tBOX520 is EN 50155 and EN 45545-2 certified. In addition to high computing performance, the tBOX520 offers versatile support for
value-added modules catering to diverse I/O needs, including COM, LAN, DIO, PoE, CAN, and BNC interfaces to support a range of peripherals and connections. Through integration with the VAM708 module featuring four M12 A-code LAN ports with LAN Bypass function, this railway embedded system ensures uninterrupted communication and networking flow. Furthermore, the tBOX520 provides a smart ignition solution for effective power management, minimizing unnecessary power consumption after the vehicle stops running’ said Violet Hsu, the Product Manager of the Product PM Division at Axiomtek.
The tBOX520 has two DDR5-4800 SO-DIMM slots for up to 32GB of system memory and one M.2 Key M 2280 slot for high-speed NVMe SSD, offering an overall boost of computational performance. In addition, it has two swappable 2.5-inch SATA drives with Intel® RAID 0/1. For more expansion, the fanless embedded system offers one full-size PCIe Mini Card slot with support of USB/PCIe for LTE, Wi-Fi, and Bluetooth modules, one M.2 Key A+E slot for Wi-Fi 6 and Bluetooth modules, one M.2 Key B slot for 5G, Wi-Fi 6, and Bluetooth modules, as well as two nano SIM card slots for easy access to the network. Combining flexible configuration and easy expansion
• CE, LVD, FCC, EN 50155, EN 45545-2 certified.
• 12th gen Intel® Core™ i7/i5/i3 or Celeron® processor (Alder Lake-P).
• 24 to 110 VDC for railway applications.
• Value-added modules available for various I/O requirements (COM/LAN/ DIO/PoE/CAN/BNC).
• Intelligent solution of power management (Smart ignition).
design, this all-in-one box computer supports rich I/O interfaces including one 2.5GbE LAN, four USB 3.0, two type A HDMI 1.4b (4K) one DB9 serial console or RS-232/422/485, one Mic-in, one Line-out, one reset button, one power button, and eight antenna openings. The tBOX520 is compatible with Windows® 11 64-bit, and Ubuntu 22.04.
For more product information or customization services, get in touch via the contact information below.
Founded in 1990, Axiomtek is a leading design and manufacturing company in the Industrial PC field. Since its establishment, Axiomtek has gained worldwide recognition for its innovative designs and commitment to total customer satisfaction.
Address: Peter House, Oxford Street, Manchester, M1 5AN
Tel: 016120 93680
Email: info@axiomtek.co.uk
Visit: www.axiomtek.co.uk
Concrete Canvas (CC) provides an innovative solution for erosion control and weed suppression in the rail sector
This geosynthetic material, filled with concrete and activated by water, forms a durable, lowercarbon, fibre-reinforced concrete layer upon hydration. The product merges the robustness of traditional concrete with the ease of installation akin to a plastic geomembrane, enabling concrete surfaces to be laid approximately ten times faster than conventional methods. Its swift and straightforward installation process is particularly advantageous for time-sensitive trackside work, reducing line possession times and enhancing safety.
Since 2009, Concrete Canvas has been deployed in over 600 Network Rail schemes across the UK, spanning three control periods. Noteworthy projects include the rapid lining of crest drainage channels at Slochd, Charfield, and Bath Road Cutting. Additionally, CC was specified over ST4 poured concrete for lining crest perimeter drainage channels on various HS2 compounds. Another popular use for CC is weed suppression.
The primary function of weed suppression is to prevent the growth of vegetation between key access steps and walkways. In these projects, the ease and speed of CC installation increased health and safety by minimising on-site time, offering a lower-carbon alternative to traditional concrete lining methods.
In February 2022, Concrete Canvas was installed at a project at Chirk Railway Station in Wrexham, North Wales. Network Rail (Wales and Borders) commissioned the installation of 25m² of Concrete Canvas to control weed growth beneath Glass-Reinforced Plastic (GRP) stairs near a section of the railway track.
Network Rail initiated a program to upgrade access points along the rail network. The concrete access steps, already installed, were deteriorating and overgrown with vegetation, posing a trip hazard and significant maintenance costs.
At Chirk Railway Station, Network Rail's appointed contractor, Collis Civil Engineering, was tasked with upgrading the access point by installing a GRP staircase. Weed suppression was essential to prevent vegetation from growing between the steps and causing hazards. Alternatives such as plastic geomembrane linings or non-woven fabrics were considered but dismissed due to their potential to degrade under sunlight or blow away in strong winds.
CC was chosen for its rapid installation, low maintenance, and long-lasting effectiveness in weed suppression – Concrete Canvas products are BBA-certified and have a service life of over 120 years when installed correctly. The preparation involved laying topsoil the previous day, ensuring the ground was vegetation-free and removing large rocks to create a uniform surface. Batched Rolls of CC were delivered to the site, which was easily manageable without machinery.
The installation involved unrolling the Batched Rolls by hand beneath the GRP steps. The leading edges were secured with
250mm galvanised pegs in anchor trenches at the toe and crest of the slope. Overlapped layers of material were sealed with an 8mm thick bead of sealant and secured with a double line of 30mm stainless steel screws at 100mm intervals using an auto-fed screw gun. The CC was then cut to fit around vertical upstands, with gaps filled with sealant to prevent vegetation penetration. Finally, the Concrete Canvas was hydrated by hand using 25-litre water containers.
25m² of CC was installed in three hours. Collis Civil Engineering found the material simple and fast to install. The project successfully mitigated weed growth, as confirmed by a follow-up visit three months later. Following this success, four additional access points have been lined with CC products for weed suppression.
Concrete Canvas has proven to be an asset in the rail sector, offering efficient and effective erosion control and weed suppression solutions. Its application in various Network Rail projects underscores its reliability, ease of installation, and environmental benefits. The Chirk Railway Station project exemplifies CC's capability to address specific challenges in railway maintenance, providing a robust and low-maintenance solution for weed suppression. As the rail sector continues to seek innovative and sustainable solutions, Concrete Canvas stands out as a significant advancement. Email:
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Bringing the traditional late notice case into the 21st century can improve safety on the railway
The red, glass-framed late notice case is a familiar sight in many rail operators’ staffrooms.
First introduced back in 1947, following a serious accident at Goswick on the East Coast mainline, the late notice case has become a standard way to share safety critical information.
As train crews sign on for duty, they are used to checking the notices for emergency speed restrictions (ESRs) and other short notice changes on the route.
More than 70 years since the first late notice case, we’re in a very different world. The rail network is faster, busier and more complex, and technology is transforming the way we communicate. By ditching the drawing pins and going digital, we could contribute towards a safer, more connected railway.
problem with paper-based notices
As with any paper system, there are drawbacks to the traditional late notice case.
When you’re relying on someone to create a notice on a piece of card, take it over to the messroom and pin it onto the wall, there’s room for error to creep in. The messenger might be delayed on their mission, or they might fix the card to the noticeboard only for it to slip behind the other notices or fall off altogether.
Even if the notice gets onto the board, you can’t be sure the relevant drivers and crew have read and digested the contents.
While most operators have a system which prioritises late notices and makes the most recent updates stand out, there’s always the risk of the message not reaching its intended target.
This uncertainty is a worry, because all late notices are, by their very nature, important. These notices provide the essential safety check to ensure a driver is aware there’s an ESR on the line following an earlier incident, or a blanket speed restriction is still in
place due to hot weather. When a driver misses a late notice, the risks are all too evident.
Reports from the Rail Accident Investigation Branch (RAIB) investigate episodes of overspeeding, near misses and other safety issues. In the most extreme cases, trains have travelled at more than 70 mph over the recommended speed because drivers and crew were unaware of an existing speed restriction.
While the impact of missed notices can be minor, at worst, the outcome could be catastrophic.
So how could moving to a digital noticeboard help to improve safety on the railway?
Loose drawing pins, unread updates and missing notices could all be consigned to the past, and technology could help to reduce safety incidents on the network.
Rather than carrying paper from one office to another, controllers could send messages directly from a single, central system and display them on a big screen in the messroom – the digital version of the late notice case.
The screen would contain up to twelve notices in time and date order, with the latest notice at the top left-hand side, and in keeping with the look of the traditional late notice case, the most recent notices would have a clear read border.
Each time the control room adds updated information about a speed restriction or diversion, the notices move along the screen.
Another pitfall of the old cork noticeboards is when they become clogged up with old, irrelevant notices, running the risk of drivers not seeing the information that matters. A digital noticeboard gives you the option to add ‘valid from’ and ‘valid to’ dates, so as soon as the update expires, it disappears.
Instead of important notices being lost or crowded out, they are read and understood.
The past 70 years have seen big changes in the world of rail, with passengers and freight customers relying on faster trains to help them thrive in a busier, more competitive world. Technology can bring the late notice case up to date too.
To stay in touch with all its developments in the area of safety critical communications, including the new digital noticeboard, get in touch with 3Squared via the contact information below.
Email: https://3squared.com/contact-us/ Visit: www.3squared.com Social: @3squared
contact
As the UK's railway network ages, both national and private lines face ongoing challenges in maintaining their infrastructure
Private railways, with unique structures such as bridges and tunnels, require the same vigilance in safety and operational efficiency as their larger counterparts. DYWIDAG leads the way in structural health monitoring, offering tailored solutions for even the most complex railway assets.
From initial design to installation, DYWIDAG provides comprehensive services encompassing automated monitoring, survey systems, testing, and project management. The team excels in longterm projects, strategic planning, and emergency responses, with in-house rope access capabilities for swift interventions. Their expertise extends to geotechnical services, ensuring the stability and safety of the ground beneath railway tracks and surrounding embankments.
DYWIDAG's commitment to excellence is evident in its investment in research and development. The company continuously refines its monitoring systems to enhance reliability, minimise human intervention and reduce boots on ballast. DYWIDAG’s team of experienced surveyors brings technical expertise to every project, ensuring accurate data collection and interpretation.
Innovation lies at the heart of DYWIDAG's approach, as seen in developments such as the DYWIDAG Smart Temp critical rail temperature monitor, wireless tilt sensors, and Infrastructure Intelligence (II) – a web-based data management platform. This forwardthinking strategy allows its clients to access real-time data and make informed decisions promptly.
By choosing DYWIDAG, clients benefit from a wealth of experience, innovative technology, and a dedicated team committed to delivering exceptional results. DYWIDAG’s track record showcases an ability to deliver solutions that address complex challenges in the rail industry, making them a trusted partner for railway infrastructure monitoring and maintenance.
DYWIDAG recently demonstrated its expertise in structural health monitoring across several challenging projects. In one notable case, they were tasked with monitoring a 100-metre tunnel during overhead construction works for a Heritage railway. After discussions with the client and their consultant, DYWIDAG proposed a comprehensive range of automated and manual monitoring solutions.
The implemented monitoring system combined wireless tilt sensors and prism arrays throughout the tunnel, providing continuous 24/7 monitoring. Live data was made accessible via DYWIDAG's web-based Infrastructure Intelligence (II) platform.
Available options discussed with the designers and consultants for a solution included: precise levelling above the tunnel, laser scanning the tunnel on a set frequency to compare any movement, extensometer measurements and remote automated monitoring with total stations. This tailored approach showcases DYWIDAG's expertise in delivering bespoke solutions that address specific client needs, thereby ensuring the safety and integrity of critical railway infrastructure during complex construction projects.
James Brett of Network Plus commends DYWIDAG's performance: ‘When we approached DYWIDAG with the monitoring requirements for a Heritage railway tunnel, their response was impressive. DYWIDAG offered and discussed a wide range of options with their consultants before we chose what options to go with. Through collaborative discussions, we were able to implement these solutions effectively. As a result, our project continued to run smoothly on-site, all while ensuring the tunnel was comprehensively monitored and protected from any potential impacts. DYWIDAG's expertise and flexible approach were instrumental in maintaining the integrity of this historically significant infrastructure throughout our works.’
In another time-sensitive project, DYWIDAG was tasked to conduct a comprehensive laser scan and topographical
survey of an overbridge. The scope encompassed the bridge structure itself, along with 50 metres on either side, including both railway lines. The survey needed to integrate the highway above the bridge and alongside the railway, providing data for future works. The project presented several challenges, including extremely limited and difficult railway access, dense vegetation both on and off the track, and tight delivery deadlines set by Network Rail. Despite the constraints, the team successfully executed the survey, adhering to rigorous safety standards while maintaining efficiency and collaborating closely with Network Rail throughout the project.
Dan Bedworth from Network Rail praises DYWIDAG's performance: ‘Their service on the Piddington overbridge project was exceptional. Despite last-minute challenges caused by other contractors, DYWIDAG stepped in and delivered. Even with rejected line blocks and only 90 minutes of working time, they still completed the works efficiently.’ He continues: ‘I've collaborated with them on three projects now, and they've consistently exceeded expectations. No task has ever been too demanding, and their site teams always conduct themselves professionally.’
In the face of challenging circumstances, DYWIDAG's team remains dedicated to reliability and professionalism. The company consistently adapt and deliver quality results under pressure while upholding high standards of work. As railways continue to be a vital part of the UK's transport network, partnering with a trusted name for asset monitoring is essential. With DYWIDAG's wide-ranging services and products, it's wellpositioned to lead the way in railway asset monitoring for years to come.
Tel: 0161 797 5511
Email: sales.uk@dywidag.com
Visit: www.dywidag.com/monitoring
French manufacturer Petzl is renowned the world over for its technical equipment and today it offers a complete package from helmets and headlamps to work at height harnesses for professionals
There’s no question Petzl is a company with a fascinating story behind it. Developing out of one man’s passion for caving, the safety equipment manufacturer has grown to become one of the world’s biggest names in climbing gear and personal protective equipment for those who work and play in darkness or at height. The Petzl company was established by Fernand and his son Paul in 1975, and today it continues to be owned and operated by the same family. Petzl headlamps have brought light to the world’s darkest of places for over four decades.
What does Petzl do?
Petzl produces an extensive range of products designed for a variety of disciplines involved with industry and height and vertical environments including the ‘pro’ markets of rail, wind energy, arborism, rope access and rescue operators through to ‘sport’ markets of climbing, trail running and mountaineering. All of our products are invented and developed at our headquarters in the heart of the French Alps.
What sets Petzl apart from its competitors?
One of the long-standing missions of Petzl has been to improve ergonomics and efficiencies, whether that’s offering integrated helmets and headlamps for rail, working on a wind turbine or pushing the limits of difficulties on an Alpine climb, It’s about looking at the touchpoints of the products, how they’re handled and how they feel, so they are as simple and as seamless to use as we can possibly make them, but also so they make the job as efficient and stressfree as possible.
Petzl's philosophy for design and production is also based on accelerating change, transforming, and innovating in order to provide professionals and sports enthusiasts with the quality products they demand. Testing tower, experimentation
centre, individual inspections, LEAN manufacturing process – Petzl was a pioneer in all of these innovations.
Helmet and headlamp integrated solutions
Petzl headlamps can be installed on any helmet by using the headband, adhesive plates, or integrated mounts at the front or rear of Petzl helmets. With a power source that comes either from disposable batteries and/or rechargeable batteries, you can be sure that you'll have the light you need, when you need it.
Designed for maintenance, industrial, inspection, and technical rescue professionals, the XENA® headlamp offers an excellent weight-to-power ratio (185 grams/1,400 lumens). The battery pack is in the rear, making it balanced and comfortable to wear. Durable, it is fall and impact resistant and also waterproof and dustproof, making it suitable for various work conditions. It features a rotating knob that is easy to use, even when wearing gloves and the removable battery is USB C rechargeable.
The ARIA® range of compact headlamps are specifically designed to be used by professionals. Fall and impact resistant, waterproof and dustproof, making it suitable for various work conditions. Easy to use, with a single button for controlling all lamp functions and can be worn on the head, around the neck and mounted on helmets. ARIA® is also compatible with the CORE rechargeable battery, with its HYBRID CONCEPT design.
Petzl work at height solutions
When safety is a priority, so is industrial excellence. We have a deep responsibility to the people who trust us with their lives, and we develop, test, and qualify all of our products above required standards. Our objective is to allow zero defective products to leave our facilities, to give you high quality products and peace of mind at work.
The VERTEX® helmet is very comfortable, with a six-point textile suspension as well as CENTERFIT and FLIP&FIT systems, which provide a secure fit on the head. The adjustable-strength chinstrap makes it ideal for both work at height and on the ground. The unventilated outer shell protects against electrical hazards and flames. With the ability to integrate a Petzl headlamp, face shield, hearing protection, and multiple accessories, it is an entirely modular helmet, meeting the additional needs of professionals. The high-visibility version features a fluorescent outer shell with phosphorescent clips and reflective bands for optimal visibility of the worker, day or night.
Petzl work at height solutions offer a full range of helmets, harnesses, lanyards, fall arrest, headlamps and equipment to make your work easier.
Tel: 015396 26400
Email: info@petzl.co.uk
Visit: https://www.petzl.com/GB/en
Linkedin: showcase/petzlprofessional/
Rail engineers face considerable pressure to maintain high levels of asset resilience in the face of a warmer, wetter climate placing unexpected pressures on ageing and over-stretched infrastructure
Whilst the desire to upgrade or replace assets may be strong, the capacity to do so cannot possibly meet the demand, so alternative ways must be found to keep trains running safely and costeffectively. Access to reliable, continuous data from automated condition monitoring systems can play a vital role in this battle. Engineers at leading remote condition monitoring developer Senceive have been busy adapting their well-established wireless
monitoring solutions to address three key aspects of railway infrastructure climate resilience. These are:
• The stability of slopes, including cuttings, natural slopes and embankments, with particular focus on the early detection of landslides, washouts and drainage failures.
• Monitoring to detect rockfall events that can cause disruptive and dangerous line blockages.
• The effects of high temperature ranges on track – in particular the automated remote detection of track buckle that causes extensive disruption to railways throughout the UK and worldwide.
There is a clear relationship between the increasing frequency of extreme rainfall events and the number of slope failures affecting railway earthworks. Network Rail geotechnical engineers have relied on
wireless remote monitoring solutions to provide early warning of landslips since 2019 and have now deployed more than 40,000 Senceive tilt sensors covering around 50 kilometres of the UK network. Utilising the company’s intelligent InfraGuard™ monitoring software, the technology has come a long way in that time.
One example of this continuous improvement is the transformative improvement made to the system’s cameras, which are triggered automatically by ground movement to provide high resolution images day and night – without needing a flash or illumination source. Using cameras capable of detecting a football-sized object at a distance of 50 metres in any light conditions, this supports quick decision making and can dramatically reduce the risk of disruption and derailments.
Another example is the slicker integration with geotechnical monitoring
instruments, such as piezometers and inclinometers, meaning that the automated wireless system can now monitor both shallow and deep ground movement.
Whilst wireless remote monitoring technology has been widely adopted to detect large mass failure of soil slopes, the established methodology was inappropriate for rock slopes, which are characterised by movement of individual boulders or localised debris. Because these smaller objects can fall between tilt sensor locations – yet still pose a significant threat to rail and other infrastructure – a bespoke solution was required.
As the world’s biggest user of wireless slope monitoring, Network Rail expressed interest in adapting the existing wireless technology. In early 2024 they commissioned trials on rocky slopes at a test
site in Switzerland, which supported the development of an innovative multi-mode wireless detection system. In summary, this solution is built around monitoring the effects of rockfall debris hitting catchfences, and it can be triggered in any of three ways to provide a robust, reliable solution with a high detection rate and a low incidence of false alarms. In all three modes the unique intelligence built into the sensors can trigger the InfraGuard software to escalate an alert to users, accelerate reporting of neighbouring sensors, and transmit photos of the site.
• Mode 1: rock hits fence causing rotation of fence posts – detected by tilt sensors mounted on the posts.
• Mode 2: rock hits fence, but the force is absorbed by the wire and the posts do not move – the movement is detected by draw wire sensors
• Mode 3: rock bounces down the slope, hitting fence and bounces over it – the sudden acceleration is detected by the impact sensors in the Senceive NanoMacro™ tilt nodes mounted on posts, regardless of their pre-set sampling frequency.
High temperatures and more frequent heatwaves typically cause more than a thousand delays on the UK network every year. Established management steps include visual inspection, localised temperature monitoring and pre-emptive speed restrictions. It is recognised that a smarter approach is needed, and that’s why operators such as Network Rail are seeking to adapt wireless monitoring technologies to detect lateral movement caused by hot weather stressing the rails beyond their design limits.
Wireless tilt sensors are widely used to monitor changes in track geometry such as cant, twist and longitudinal settlement. The Senceive product development team has been busy in recent months fine-tuning a methodology utilising laser displacement sensors deployed in various modes, including parallel with the rail, to detect lateral movement. Because the laser sensor is part of the company’s portfolio of wireless IoT devices it can provide immediate alerts to remote users if movement thresholds are breached. Head of Product Development Dom Kisz is delighted with progress:
‘Results are highly promising and we have the basis of a robust system that can be deployed wherever there is concern about track buckling under the stress of high temperatures.’
It is clear that wireless monitoring technology has come a long way in two decades, and that constant development and improvement of new applications is helping engineers to address the challenges posed by changing weather conditions.
Policing Britain’s railways, the British Transport Police serve rail operators, their staff and passengers across the country
The British Transport Police (BTP) is split into three divisions covering London and the South East of England, The Pennines, Midlands, South West and Wales, and Scotland. The divisions represent three geographic regions of railways around Britain, along with their force headquarters in London.
They police Britain’s railways, providing a service to rail operators, their staff and passengers across the country and also police the London Underground, Docklands Light Railway, the Midland Metro tram system, Croydon Tramlink, Tyne and Wear Metro, Glasgow Subway and IFS cloud cable car.
The BTP mission is to protect and serve the railway environment and its community by keeping levels of disruption, crime and the fear of crime as low as possible.
BTP employs 3,123, police officers, 233 PCSOs (Police Community Support Officer), 306 special constabulary officers and 1,452 police staff.
During 2020/21, BTP officers and PCSOs intervened in 25,997 cases involving vulnerable people. This included identifying and safeguarding children and young people, responding to people in mental health crisis and dealing with domestic abuse, stalking and harassment.
Every five years BTPA sets out medium and long-term objectives for the British Transport Police in a Strategic Plan. This is in addition to the three-yearly policing plans, which cover objectives for the threeyear period from the date of the plan’s publication.
In 2022, the BTP's 2022-27 Strategic Plan was published. The Strategic Plan, as agreed with the British Transport Police Authority, sets out what they intend to achieve and deliver over a five-year period and will see them:
• Protect and safeguard people using the railways.
• Reducing delays and disruption.
• Deliver value for money through continuous improvement.
• Building a skilled and specialist workforce.
• Co-designed with their people internally,
the BTP refreshed their values in 2021 to reaffirm what ‘at their best’ looks and feels like as a representative.
• Be proud to protect.
• Care.
• Strive to better every day.
• Do the right thing.
This communications initiative renews and reinforces the commitment to protect passengers, rail staff and officers from violent crime on the rail network. Less than one journey in a million involves a violent incident. Nevertheless, BTP are working to reassure everyone who uses the rail network that they are working proactively to prevent violence.
Focused on Your Safety highlights the array of tactics being used by British Transport Police to deter and detect crime, including the network of uniformed police, plain-clothed officers and 150,000 CCTV cameras.
Targeted intelligence-led deployments and proactive policing operations under Operation Viking and Operation Engulf aim to deter, disrupt and detect violent crime, which resulted in a 29 per cent reduction in these types of crimes. These operations, together with other crime prevention tactics, such as the deployment of knife arches, contributed to an increase in the number of weapons seized by 13 per cent (752 during 2019/20 compared with 851 during 2020/21).
Through schemes such as Operation Engulf, the BTP are working to pre-empt offences before they take place by stepping up patrols in areas where crime is likely to occur. Robin Smith said that ‘millions of people use the railways every day and our officers are on hand 24/7 to help keep them safe.’
British Transport Police use Project Servator to disrupt a wide range of criminal activity on the rail network, including terrorism, and to provide a reassuring presence for passengers. The approach relies on unpredictable and highly visible police deployments, whilst at the same time, building a network of vigilance made up of railway partners and the general public.
Project Servator officers are specially trained in spotting the tell-tale signs of criminal or terrorist intent, and you can expect to see them anytime, anywhere. It’s part of the ongoing commitment to protect the railways and everyone who uses them, making the network a difficult system for criminals and terrorists to operate within.
Since 2015, there have been over 650 arrests as a result of Project Servator deployments, which have seen everything from knives and drugs to wanted criminals being taken off the streets.
A Project Servator deployment can be made up of a range of resources, including specially trained uniformed and plain clothed officers, armed police, and police dogs. Not to mention, over 150,000 CCTV cameras across the network which help BTP to have eyes everywhere.
BTP will turn up unannounced at railway stations and on trains to carry out patrols. They will be unpredictable, so they could happen at any time, last for different amounts of time and involve varying numbers of officers and assets.
Officers will talk to the public, rail staff and local businesses to let them know what they are doing and remind them to be vigilant, trust their instincts and report any suspicious or unusual behaviour. Working together with the community is a vital part of making Project Servator a success. Encouraging rail users to ask any questions and feel free to talk to officers.
The 61016 text service offers the travelling public and rail staff a means to contact BTP directly and discreetly, in order to report non-emergency crime.
For example:
• To tell BTP about an incident that has already happened.
• To tell BTP about issues affecting the rail journey or the local station.
• To ask a general police enquiry.
The free Railway Guardian app is an all-inone safety app from the British Transport Police. The app allows the user to report crimes or concerns on the rail network, share journey details with trusted contacts, and get access to news, guides, or support.
BTP want passengers to feel safe and empowered when they travel, and by downloading the Railway Guardian app, help is always at hand if needed.
The app allows users to report crimes and concerns, learn about acceptable behaviour on the network, and being an active
bystander. Under the ‘Report’ function, users can find methods of reporting to BTP, Train Operators, or anonymously StreetSafe.
The British Transport Police take commitment to Equality, Diversity and Inclusion seriously to make sure their workplace is as inclusive as it can be. Everyone who works or volunteers at BTP are actively involved in making sure the workplace is fair, ethical, and inclusive, where people feel able to bring their whole selves to work. Everyone at BTP have a role to play in creating the organisation they want it to be. Achieving a modern and inclusive work force will not only enhance BTP problem-solving capabilities and the ability to remain innovative, but also enhance BTP knowledge and understanding of those utilising the railway from a range of communities.
BTP and passengers together both have a role to play in keeping the rail network safe to ensure a brighter future for transport.
Chief Constable: Lucy D’Orsi
Deputy Chief Constable: Alistair Sutherland
Assistant Chief Constable: Charlie Doyle
Assistant Chief Constable: Sean O’Callaghan
Assistant Chief Constable: Allan Gregory
B Division – Chief Superintendent: Chris Casey
C Division – Chief Superintendent: Sandra England
D Division – Chief Superintendent: Gill Murray
Head of Corporate Communications: Allison Potter-DrakeC
CONTACT INFORMATION
Address: Force Headquarters, 25 Camden Road
London NW1 9LN
Tel: 0800 40 50 40
Email: first_contact@btp.pnn.police.uk
Visit: www.btp.police.uk
The office of Rail and Road is a non-ministerial government department and is the independent economic and safety regulator for Britian’s Railway
The Office of Rail and Road (ORR) is the independent economic and safety regulator for Britain’s railways, and monitor of performance and efficiency for England’s Strategic Road Network.
ORR regulates Network Rail including setting the targets it has to achieve and report regularly on its performance. ORR also regulates health and safety standards and compliance across the whole rail industry. It also oversees competition and consumer rights issues – driving a better deal for rail passengers and taxpayers, and regulates the HighSpeed1 link to the Channel Tunnel.
Since April 2015, ORR has been monitoring National Highways to hold the company to account on its commitments to improve performance and efficiency of England’s Strategic Road Network.
The railway network needs to be run for the benefit of the whole country. ORR oversees Network Rail (and in the future Great British Railways), holding it to account for its performance and service – overseeing whether it is delivering value for money –for passengers, the freight industry, and taxpayers.
As part of this, ORR monitors Network Rail’s train punctuality performance and upkeep of rail assets. ORR is also responsible for determining operator access when disputes arise between Network Rail and operators.
As outlined in the Williams-Shapps Plan for Rail, the role of Network Rail is changing through rail reform. ORR’s role will adapt to reflect these changes and ensure ORR remains a strong independent body overseeing Great British Railways. This is essential to maintaining accountability, transparency, and efficiency across the network.
ORR also holds HS1 to account for the performance of its railway for train services, upkeep of the network and that it meets its efficiency targets. ORR is working with the French rail regulator Autorité de Régulation des Activités Ferroviaires (ARAF) to promote competition, full transparency, and fair access to the Channel Tunnel.
ORR works to ensure that rail markets are competitive and fair – for passengers,
freight customers, railway operators and taxpayers. ORR does this by integrating its economic, competition and consumer functions and powers.
As the accredited primary provider of railway industry official statistics, ORR publishes a range of statistics, including railway performance, rail usage (both passenger and freight) and safety. This open data and information about the rail industry promotes transparency and a better understanding of Britain’s railway.
The trustworthiness, quality and value of ORR statistics are overseen by the UK Statistics Authority’s regulatory arm – the Office for Statistics Regulation.
Britain has one of the safest railways in Europe for passengers and workers. With more than 100 HM Railway Inspectors dedicated to keeping every railway safe – from the mainline network, London Underground to light rail, trams, and the heritage sector – ORR works with the rail industry to identify, assess, and manage safety issues.
Inspectors are out on the network every day ensuring all train and freight operating companies and Network Rail manage passenger and workforce health and safety risks appropriately. ORR also offers advice, guidance and conducts research to promote continuous improvement.
ORR’s inspectors carry out investigations into breaches of health and safety law on the railway and take both informal and formal enforcement action, and as a last resort, ORR can prosecute a company for health and safety failings when things go wrong.
For consumers, ORR plays a key role in improving the rail passenger experience for which it has regulatory responsibility, taking prompt and effective action to improve the service that passengers receive where it is required.
ORR also sets guidance on the standards train and station operators must meet on assisted travel. They do this through; ensuring train companies provide accurate and timely information, particularly during disruption, handling complaint procedures seamlessly, and monitoring how train and station operators handle these situations
‘The railway network needs to be run for the benefit of the whole country. ORR oversees Network Rail (and in the future Great British Railways), holding it to account for its performance and service.’
The different backgrounds, experience and talents of ORR staff are critical to ensuring their success. They work to ensure that their people practices reflect the value ORR put on these differences, so that they can foster an open and inclusive workplace, where everyone feels valued for the part they play. ORR workforce information helps them to monitor progress and identify and tackle any areas of concern.
Equality and diversity considerations also play a role in ORR capacity as the safety and economic regulator of railways in Great Britain.
As a public body, ORR have specific requirements under the Public Sector Equality Duty (PSED). They publish Equality Information annually, setting out the effect that their policies and practices have on people with protected characteristics and how ORR demonstrates “due regard” to the PSED more generally.
ORR also publish Equality Objectives every four years. These are specific and measurable targets that they will work towards to advance the aims of the Equality Act 2010.
Anne Heal, Non-Executive Director and Board Champion for D&I said: ‘I have seen the benefits that diversity and inclusion can bring to organisations – from better decision-making to greater trust among the customers and communities they serve – and as Board Champion for D&I I am delighted to see this refreshed strategy for ORR.’
The growing scale and pervasive nature of the environmental and sustainability challenges everyone face as a society, including climate change and delivery of the UK’s net zero carbon targets, now features prominently in public debate. ORR are committed to supporting the sustainable development and environmental policy objectives of the UK and devolved governments.
ORR ambitions are to:
• Support a step change in sustainable development outcomes through the exercise of ORR regulatory functions.
• Support the industries ORR regulate.
• Behave consistently with these policies as an organisation.
The ORR publish open data and information about the railway industry to promote transparency, and better understanding of the railways.
ORR have a responsibility to make sure the rail market remains fit for purpose and they keep railway markets under review –taking appropriate measures where markets are not working to the benefit of users or funders.
Chair: Declan Collier
Chief Executive: John Larkinson
Director of Economics, Finance and Markets: Will Godfrey
Director, Corporate Operations: Vinita Hill
HM Chief Inspector of Railways and Director of Railway
Safety: Richard Hines
Director of Railway Planning & Performance: Feras Alshaker
Director of Strategy, Policy and Reform: Stephanie Tobyn
Director of Communications: Russell Grossman
CONTACT INFORMATION
Tel: 020 7282 2000
Visit: www.orr.gov.uk
Address: 25 Cabot Square London E14 4QZ
ORR regulates Network Rail including setting the targets it must achieve and reporting regularly on its performance. ORR also regulates health and safety standards and compliance across the whole rail industry. It oversees competition and consumer rights issues – driving a better deal for rail passengers and taxpayers. ORR regulates the HighSpeed1 link to the Channel Tunnel. ORR also holds National Highways to account for its performance and efficiency against government set targets.
With Flotex Vision FR floor coverings we aim to provide our customers with unparalleled creative freedom in order to bring your visions to life, whilst ensuring uncompromising quality, durability, and aesthetic appeal. The only product in the flooring market that brings together the appeal of a textile floor covering with the hygienic practical advantages of a resilient one.
Choice is about possibilities, and choice in design starts with colour. Colour can communicate a message without words. It evokes emotions, creates associations and has the power to affect the whole mood and feel of a rail environment.
Flotex Vision FR is a unique, textile flocked floor covering, combining the cleaning properties and durability of a resilient flooring with the comfort, slip resistance and acoustic properties usually associated with textiles.
A lightweight solution that offers excellent acoustic properties, and with a smooth velour-like surface that is comfortable and warm underfoot. It can also be thoroughly wet cleaned, thanks to its impermeable base.
Flotex Vision FR is the perfect high density textile substrate for printing all types of designs and colourways in high level photographic resolution.
Online you can see the vast library of captivating designs in a wide array of colourways (600+ references). But did you know, that everything in the collection can be customised to meet your unique vision and requirements.
Designs can be re-coloured to match to physical samples supplied, or to RAL, NCS or Pantone colours, to meet with your specific interior design requirements.
Our bespoke design service combined with high-definition print technology allows you to create your very own Flotex Vision FR masterpiece. Forbo’s experienced designers can help at any stage in the design process, depending on what involvement you require.
If you are looking for ideas, re-coloration of existing designs in our current collections or help with the development of a totally custom design that will work perfectly with your rail interior design scheme, then talk to us as we can guide you through the whole process.
Whether it’s water-soluble stains such as coffee, ketchup, coca cola, wine, etc. or greasy stains like butter, oil or permanent marker, all can be removed easily from Flotex Vision FR flocked flooring. A floor covering that can save you time and cut your cleaning costs as it is easy to clean, quick-drying and typically needs less water/ chemicals than other textile floor coverings.
Unlike most textiles, Flotex Vision FR can be easily cleaned and maintained using standard cleaning equipment and its impervious backing also makes it suitable for wet cleaning. It is extremely durable due to its dense surface pile and can be cleaned down to its base due to its upright nylon fibres and impermeable PVC backing. Having been awarded the prestigious Allergy UK Seal of Approval, it is also proven to reduce allergens, improving indoor air quality for passengers.
Flotex Vision FR floor coverings are clearly different to any other textile floor coverings on the market in terms of cleanability and performance. Factor in the faster drying times, durability, allergy benefits, acoustic and slip resistant properties, wide design options and it is clear to see why this innovative floor covering is popular with rail designers worldwide.
Coral FR is a collection of attractive and highly functional textile entrance systems. Designed to prevent dirt and moisture from outside being tracked into the rail vehicle. This helps to reduce wear and tear on interior floor coverings and reduce slip hazards.
If you are looking to make a statement with your entrance flooring, and don’t see exactly what you are looking for in the Coral FR standard collections (Coral Classic FR, Coral Brush FR, Coral Duo FR, Coral Welcome FR), then custom colourways are always an option. We can match to physical samples, NCS, RAL or Pantone colours. Inset logos can also be designed and incorporated into Coral FR entrance flooring.
For more information get in touch with Forbo Flooring Systems via the contact information below or Scan the QR code to view the product portfolio.
Tel: 01773 744121
Email: transport@forbo.com
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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
The UK’s rail industry is rapidly evolving as new technologies become available, putting pressure on the associated energy infrastructure.
On every scheme, we take the time to understand your strategic energy requirements, ensuring that we always deliver the best outcomes possible.
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