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Sheffield honours for railway graduates

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Network Rail has seen 18 of its former apprentices graduate from Sheffield Hallam University with higher national certificates (HNC) in railway engineering this November.

In total 64 Network Rail employees received honours and many attended a graduation ceremony at Sheffield Town Hall on 16 November. There were 22 people who gained their undergraduate honours in engineering.

Says Ian Miller, 25, a former Signalling and Telecoms apprentice, now working in Plymouth as a works delivery team leader, ‘At times it has been a struggle to balance my studies and full time job. However, thanks to the fantastic support I have received from my colleagues in Plymouth delivery unit, I have been able to achieve the results I hoped for.

‘I joined the Network Rail Apprenticeship after completing my A-Levels. I’d always wanted to go to university, however I wanted to be sure that what I choose to study would be relevant to my career path. Having found a career and job I enjoy, I look forward to returning to Sheffield in September to continue my studies to Foundation Degree Level.’

The railway graduates took the two-year part-time course in addition to a busy professional life working at maintenance depots and out on track. Network Rail pays for the university fees, accommodation and gives them time off to attend classes and examinations. It now offers up to 40 places a year to both those who have come through the apprentice scheme as well as those who have taken a different route.

Says Network Rail’s education programmes manager, Bill Templeton, ‘As the network continues to get busier and we face the challenges to get more trains (running) on time and increase capacity, we will need a more highly skilled workforce to achieve these.

‘It makes absolute sense for us to develop the excellent talent we have coming through our advanced apprenticeship scheme and I am convinced that this form of pipeline development will make us a more attractive employer for other bright men and women seeking a career in engineering.’

Passenger Focus – A Critical Friend

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Continuing our series looking at people and organisations in the rail industry, RailStaff asks the question: What do they do?

Marc Johnson reports on the passenger’s champion and long term ally of the railways

A critical friend – that’s how the chief executive of Passenger Focus, Anthony Smith, sees the organisation’s relationship with the rail industry. Someone whose views you value even if it isn’t what you want to hear.

It’s a relationship which dates back to 1947 and the formation of the Central Transport Consultative Committee (CTCC) – a body which with a network of regional committees was designed to give a formal voice to the views of passengers.

Since then the organisation’s name and responsibilities have changed a number of times. Eventually the Rail Users’ Consultative Committee (RUCC) became Passenger Focus – the operating name of the Rail Passengers’ Council – in 2006.

Really annoying

‘I’m sure at certain times they find us really annoying,” says Anthony Smith. “They probably think we’re focussing on the wrong thing or being too vocal about certain things, so it’s a funny relationship.

‘I believe they probably think we’re necessary because they realise that to a degree they run monopolies and you’ve got to have a counter balance theme of consumer interests.’

Passenger Focus has an annual budget of £4.7 million, employs around 40 people and seeks to get the best deal for passengers using research-based evidence to argue

for what passengers want. The remit includes bus passengers and tram passengers.

It’s this focus on research which means the organisation’s National Passenger Survey is widely regarded as the most accurate measure of performance within the industry. The quality of service isn’t just measured by punctuality but by what passengers think of every aspect of their journey.

Independent viewpoint

The National Passenger Survey, which polls more than 65,000 rail passengers each year, doesn’t just look at overall satisfaction for each operator but asks for views on the attitude of staff, car parking and even the toilet facilities. It also considers how well operators are catering for different types of passengers.

‘We work really hard to keep lines of communication open with the industry and we work very hard on the tone of what we do so we’re not shrill, and we’re not a campaigning organisation that’s shouting the whole time,’ says Anthony.

‘Everybody in the industry and the government says what’s very useful about what we do is the research because we do it from an independent viewpoint. We’ve got no axe to grind. We’ve got a very simple business model; we go and ask passengers what they think, we write it down and then we publish it.’

How effective is Passenger Focus?

Aside from the battles over fares and ticketing, Passenger Focus has pushed the industry, the ORR and the government to focus more on how the railway manages disruption and how quickly it feeds information to the platform. Punctuality remains the key factor governing passenger satisfaction, but it’s poorly managed delays that continue to frustrate users the most.

As well as pressuring operators to improve services, Passenger Focus acts as a translator of technical and often confusing data and terminology. Train punctuality data takes many different forms. What we’d call late might be considered on time by another measure. Passenger Focus acts as an independent watchdog which positions itself as a filter between train companies and the travelling public.

The West Coast debacle

Traditionally franchise renewals give Passenger Focus an opportunity to lever the wants of rail users into formal proposals. The West Coast debacle has more than ever before brought the franchising process into question.

The ensuing row has made passengers more aware of the processes which decide who is in charge of the country’s trains. The system can appear closed off to passengers.

‘With franchising you have a very

big, very complex, very long-term decision, which frankly you’re not really going to get passengers focussed on,’ says Anthony.

“They’re far more worried about whether they’re going to get a seat today or tomorrow, or whether the train is going to be punctual next week when they have to get to work on time for something special.’

Making sure long-term passenger interests are promoted in these complicated debates is important. ‘What is clear is that the process of franchising needs much more opening up so that passengers have a much clearer idea of what is being done on their behalf.’ Smith hopes this will give passengers a much better opportunity to inform the process.

Make a difference

Passenger Focus is a mediator. Every year it deals with around 3,500 passenger complaints – usually from rail users unhappy about how a train operator has dealt with their initial complaint.

‘Our job is to make a difference for passengers. We aim to be useful.’ Passenger Focus produces research that is useful to the industry and government. The aim is to help them make rational and supportive decisions about the railways and their passengers. Importantly Passenger Focus sticks up for passengers, making sure their voice is heard in an industry which has a lot of large monopolistic structures.

In the organisation’s annual report, unpaid fares notices were highlighted as a major area of concern. Unhappily regular passengers who have forgotten their rail card are treated the same as those who are trying to defraud the railway.

Passenger Focus has been asking for more rail staff to use consistent discretion day to day. Says Anthony, ‘Imagine you have been a customer of a train company for 26 years. One day you forget your rail card and bang you’re done. There’s no notion of: Hang on I’ve been a customer of yours for 26 years; why are you treating me like this.

‘The industry has to step back and think about this from a

consumer relations point of view as well as collecting revenue which is quite right and proper.’

After 13 years of gentle persuasion as a critical friend, Anthony believes the industry has been listening to their advice, even if sometimes begrudgingly.

“It definitely has become more consumer focussed and I think the whole industry has become more passenger focussed. The government has and the ORR has as well. It’s slowly, slowly getting there.”

Smith might have annoyed guards and rail chiefs alike but most agree the industry needs friends – and a friend in need is a friend indeed.

Overground celebrates five years

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London Overground has celebrated its fifth birthday, just a few weeks short of completing its final extension across south London, creating an orbital railway around the Capital.

Says TfL’s Chief Operating Officer for London Rail, Howard Smith, ‘London Overground’s first five years have seen meteoric growth in both the railway network and passenger numbers. We’ve extended the Overground to West Croydon and Crystal Palace, we’ve linked Dalston Junction to Highbury & Islington and soon we’ll cross south London to the major rail gateway of Clapham Junction.

‘We’ve bought a new fleet of 57 new air-conditioned trains, we’ve built new stations, refurbished old ones with 21st century passenger facilities and we’ve put staff at every station while the trains are running. In north London, we replaced a signalling system and tracks that had been in place since Victorian times.

In short, London Overground is a perfect example of how – if you put passengers at the centre of everything you do – they will use the services you offer. Londoners want a safe, frequent and reliable service to get them around the Capital and London Overground provides it.’

In just five years passenger numbers have quadrupled, with more than 100 million journeys now being made each year on the London Overground and more than 300 million to date. In December the final link in the network from Clapham Junction to Surrey Quays will click into place making London Overground’s orbital network complete.

London Overground is operated by LOROL, a joint venture between Deutshe Bahn and Hong Kong subway operator, MTR.

London Transport Museum inspires young engineers

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Rowan Joachim, a Transport for London Project Leader on the London Underground Crossrail Team, recently helped welcome sixty children from schools in Enfield to the London Transport Museum’s ‘Inspire Engineering’ day.

The object is to get school students to think seriously about a career in railway engineering. Over 2,000 children have now visited the museum’s Acton Depot in west London. Students take part in a hands-on day making full use of the museum’s unique transport collection.

Inspire Engineering aims to encourage Key Stage 3 schoolchildren (aged 11-14) to make exam choices relevant to an engineering career. Results and feedback are good. Demonstrating the practical applications of engineering really increases fascination in STEM (science, technology, engineering and mathematics) subjects.

As well as involving children in practical experiments – such as the Breaking Eggsperiment, where teams work together to build a train track that can carry an egg passenger – they were also introduced to an Engineering Ace, an industry ambassador, to give them a better understanding of engineering. Rowan Joachim happily took on the role.

Says Rowan, ‘At the start of the day most of the children have no real understanding of what engineering is or think it’s something to do with repairing washing machines or fixing cars. But by the end of the session they start to see just how much engineering affects their everyday lives.

‘They are always amazed when they hear about the type of work that engineers get involved in and what a creative career it can be. It’s days like this that help to make children think about the opportunities available to them, whether they take up an engineering apprenticeship after GCSEs, or stay on at school and continue to study science at A level.’

A study by the Institute of Physics showed that nearly half of all state schools in England do not send girls on to study A-level physics. A separate report from the Royal Institution’s L’Oreal Young Scientist Centre claimed that one in two schoolchildren find science and maths too difficult or too boring to study; this despite seven in ten children deciding on science-based careers. The London Transport Museum is helping put that right.

Armitt to chair National Express

Sir John Armitt, the man who helped set up Network Rail and oversaw the hugely successful Olympic Delivery Authority will become the next chairman of National Express from February 2013.

Armitt replaces John Devaney who became chairman in 2009. The appointment of Sir John heralds a Christmas cracker shake up at the top of the company. Current managing director, Andrew Cleaves, is moving on to become International Development Director. Tom Stables succeeds him, having joined National Express in 2010 as Group Business Development Director. Tom Stables spent eight years with FirstGroup.

Says Dean Finch, Group Chief Executive of National Express, ‘I am delighted that Andrew and Tom have agreed to these new roles. Andrew has made a significant contribution to the coach business and I look forward to drawing on this experience as we develop our international opportunities. I am also pleased that Tom has agreed to succeed Andrew. Tom has wide-ranging transport experience and recently led our Essex Thameside rail bid with distinction. I look forward to continuing to work with them both in the coming years.’

The widely respected Sir John Armitt is currently Deputy Chairman of Berkeley Group and a member of the Transport for London board. From 2001 to 2007 he was Chief Executive of Network Rail and its predecessor, Railtrack. In 1997 he was appointed as Chief Executive of Costain, a position he held until 2001. Before this he was Chief Executive of Union Railways, the company responsible for development of the high speed Channel Tunnel Rail Link.

He previously spent 27 years at John Laing plc rising to become Chairman of the Laing International and Civil Engineering Divisions. Sir John will initially join the Board as a Non- Executive Director on 1 January 2013 and then take over as Chairman on 1 February. National Express has one remaining rail franchise, top performing, c2c.

Women in engineering: Change the mindset to change the balance

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Following the NSARE inspection in the summer, it was made clear that expert training within the rail industry is of paramount importance.

However, what is also of great importance is ensuring that we have new blood and a diverse workforce coming into the industry. It’s crucial that we address this issue and look to change the mentality of the industry and consider how training providers can engage with the potential engineers of the future.

The engineering industry as whole has an ageing, predominantly male workforce and we must look to tackle this issue if the UK’s engineering sector is to remain competitive. We must seek out, develop and harness the talents of potential engineers from all backgrounds.

Untapped pool of talent

Women represent a largely untapped pool of talent that would provide huge benefits especially to the rail sector where women hold a credible 23 per cent of the management positions.

But the UK figures for the past two years show no change in the percentage of female engineering professionals; in fact the UK has the lowest proportion in the EU, just 8.7 per cent.

More worrying still is the fact that the trend among younger women is for them not to choose engineering as a career. Can training providers assist in changing the mindset?

Skilled engineers

During the Second World War women were trained to become skilled engineers, producing ammunition, planes and even tanks while men went onto the front line, demonstrating that females were more than capable of taking on roles that were previously the preserve of men.

Then in the 1950s, time-served Apprenticeships took to the forefront of engineering where men once again were leading the engineering industry.

Over seven decades later, gender attitudes towards women are changing. New generations of trainers are entering the marketplace who have different attitudes to women in the industry, which will undoubtedly lead to more women being encouraged into the sector.

We need a strategy

However, despite the fact that the mindset is changing and opportunities are available for women, it appears that early on they are dissuaded or diverted from following the engineering career route. However, their apparent disinterest in engineering can’t be down to ability. In fact in China a third of the engineers are female, proving, if proof were needed, that women can be attracted into the profession.

The reality in this county is that girls often close the door on career opportunities in engineering by the choices they make as young teenagers. The message is loud and clear; we need a strategy for reaching these young women before culture, tradition and misconceptions get in our way.

Female ambassadors

Training providers understand that there is a need to target young women before their ideas about engineering are shaped by a culture that still believes engineering is off-limits.

One of the ways we can do this is by using female ambassadors, visiting schools and careers events to show young women the modern face of the industry and the excellent training opportunities that are available to them.

This is not just about opening up opportunities for women; there needs to be benefits for both parties. For them, of course, there is employment, security and progression.

For us, having women in the workplace brings a new perspective and a different skill set that should change the workplace dynamics for the better, bringing with it increased productivity. If we all play our part now, the future of the industry will be protected.

Future beckons for rail freight

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When the rail industry was privatised rail freight, like the rest of the business, was scheduled for quiet decline.

BR had four main freight companies for sale – three were bought by Wisconsin Central and became EWS – subsequently acquired by DB Schencker. Out of the fourth, RailFreight Distribution, BR’s international freight pioneers, came the hugely successful Freightliner – a management buy out. The international business of RfD subsequently became EWS International. Various freight yards and intermodal terminals were divided up between the businesses.

Far from declining, figures show rail freight 60% higher than it was back in 1994. This success has come about as a result of changes in freight type as well as volume. In a bizarre turn around of fortunes this presents quite a challenge to Network Rail, charged with getting the most out of the railway infrastructure.

Under BR freight trains were routinely held up to allow priority for passenger services. New rail freight forwarders and the private sector aren’t about to stand for that. Paths are bought and paid for and more are needed.

Happily Network Rail has demonstrated a healthy sympathy for the sector. Robin Gisby, the original freight director, had first hand experience of BR high handedness when working in the private sector running Charterail. Tim Robinson, Network Rail’s freight director, has worked at GBRf and EWS. His remit is to accommodate and encourage freight traffic.

“The challenge around freight has been enormous for Network Rail. The biggest change has been the shift in market share between bulk and intermodal traffic. Intermodal, which is primarily containers is now the largest single sector in terms of tonne- miles. In fact, 30% of all rail freight traffic is now containers.”

A new business profile

There have been several major changes that have added up to Network Rail’s freight challenge.

First, the traditional internal bulk freight traffic has indeed declined. The aggregates industry is still going strong and, as Tim Robinson pointed out, Network Rail is a major aggregates customer so a number of those trains are for its own use. However, coal is declining and the volume of bulk chemicals is also down.

Secondly, a lot of that bulk freight still exists but is now imported. Bulk trains have to be loaded at the dockside and then transported inland to power stations and other customers, meaning that the network of routes is now totally different.

In addition, the change over of power station fuel from coal to biomass has made a big difference. Biomass, basically wood chippings, is more sustainable than coal as it is the waste bi-product of the timber and paper industries and comes from trees that are replanted.

However, biomass needs different wagons from coal, and more of them as biomass is only half the density of coal meaning that the same weight of material has twice the volume.

Another complication is that biomass has a lower calorific value than coal, so you have to burn even more weight (and double that volume) to get the same heat energy out.

All this has required the building of dedicated biomass terminals at places like the Port of Tyne and Drax power station, and more wagons. As a freight train is limited in overall length to about 775 metres, the longest that British signalling can handle, more wagons mean more trains, in both directions, loaded from the port and empty back.

Trains versus lorries

As well as bulk traffic from the ports rail freight is dealing with a steep increase in containerised freight. Containers are easy to load onto ships and to unload at the other end. When a ship docks a number of containers may be unloaded for the same customer. These all have to be carried to their distribution centre or warehouse.

The obvious way to do this is using a fleet of trucks, each carrying a container. However, to move a number of containers at once is impractical, and having them all arrive at the warehouse at the same time is equally a problem, so the containers tend to be stored at the quayside and collected as required.

For short distances a driver can make a couple of collections a day, and for a small number of containers, that is a reasonable solution. However, if the distance is a bit further a driver can only make one run a day.

The transport costs have suddenly doubled. Quayside storage is expensive; as much as three times more expensive than having the container held at an inland yard.

Enter the Container Train. It can spirit 100s of containers away to inland terminals, where storage costs are lower and from where they can be easily collected by the end customer.

Tim Robinson points out that freight is very cost sensitive. For example, Daventry is close enough to Felixstowe that a lorry can collect two loads a day, making it marginally cheaper than using a train. However, Hams Hall near Birmingham, which is only 34 miles further, is just too far for that, reducing road freight to one collection a day, and making rail freight cheaper.

For multiple containers delivered over a distance, rail freight is competitive, and even attractive. The main challenge then becomes Britain’s constricted loading gauge. Bridges are lower, platforms nearer and tunnels cosier than on the continent.

Big boxes, little boxes

A standard shipping container is 20 or 40 feet long and 8’6” high. Most railway wagons can take either one 40’ container, two 20’ ones or, if it’s a 60’ wagon, one of each. And that is what the railway was delivering, from ports such as Felixstowe or Nuneaton, to rail freight depots at Nuneaton, Hams Hall and elsewhere.

Then along came the 9’6” “hi-cube” container. The shippers like it as they can load more into one container, and most of the world’s railways hardly notice the difference.

But Britain’s outdated and small loading gauge couldn’t cope.

To retain the new healthy level of freight traffic, Network Rail had to enlarge the loading gauge of its major international freight routes. These are W10 and W12 gauge and involve remodelling station platforms and canopies, dropping track under bridges and through tunnels, and even the wholesale replacement of bridges on some routes. Now the six freight hauliers can move 9’6” boxes around large parts of the network and carry on growing their businesses.

The quickest growing sector is now secondary distribution, from the primary distribution centre to others in the regions. Stores such as Tesco, Sainsbury and Marks & Spencer are interested in moving loads from the Midlands to Scotland, Northern England and Wales.

The competition is still lorries, ones with large trailers that can be stacked with pallets two-high. That makes them larger than even a hi- cube container. So the 10’1” container made an appearance. But that won’t even go on a W12 railway.

The answer was some extra-low- height wagons, manufactured in the UK, that enabled an extra-high container to fit on a standard track. They did the trick, and already 1.5% of UK freight traffic is using them.

Timetable triumph

There is still the challenge of running freight trains and passenger trains on the same railway, with both areas of the industry becoming busier. The West Coast Main Line, for instance, is one of the most heavily trafficked railways in Europe.

Freight often runs at night, when there are less passenger services. Set against this maintenance work uses night time possessions. Now maintenance has to be planned better to accommodate rail freight.

Clever thinking helps. Inspired track works are underway to help separate freight and passenger trains at key nodes. These include projects such as the Nuneaton North Cord, opened recently, which is a 0.9 mile new line which cuts 15 miles off a freight route and the North Doncaster Chord. Simple, pragmatic, railway developments which will save money and boost capacity.

Conflict of interest between passenger and freight operations is less of an issue now. A better planned, better performing railway aims to meet all its customers needs.

Says Tim Robinson, ‘The standards of train performance have increased so much these days that there is always a bit of a battle for scarce resources. However, there is a culture in the railway that the good of the railway must come first.’

Every week, 6,000 freight trains criss-cross the railway. 4,000 of these are scheduled, running to timetables every bit as detailed, and just as closely monitored, as passenger timetables. The remaining 2,000 are ad-hoc, arranged at short notice by a large timetabling team at Milton Keynes.

Quiet decline has been all but forgotten in the cries for loud and sustained expansion. Rail freight in Britain is a growing market and one which Network Rail’s freight team is determined to nurture and expand.

Taking ownership: Privatisation and the rail industry

Andy Milne considers the success of the mix of individual staff power with private sector dash as the rail industry prepares for more change next year.

Time and again the rail industry finds itself in a quandary when it considers the question of ownership. Everyone has a view as to what should be done about the railway. Popular prejudice reaches right up into the realms of show business and informs the counsels of opportunist politicians.

Old battles between left and right are rehearsed with all the passion of sectarian loathing. However, the question of ownership is germane to the wider debate of what an economy is for, who should run it and why.

Dr. Beeching

Next year marks three important anniversaries for the railway industry. In 1963 Dr Beeching published his ill starred Re- Shaping of British Railways report, recommending massive closures. Twenty years later came the Serpell Report; it was actually sent to Margaret Thatcher on 20th December 1982, proposing the truncation of the industry to a handful of arterial routes. Then in 1993 Sir John Major drove through a bill to privatise the railways.

In this issue Graeme Bickerdike takes RailStaff’s positive messaging to new heights by reporting on the good doctor’s inadvertent legacy of a network of cycle ways. Next year Colin Garratt of Milepost 921⁄2, in an eight part series, looks at the passage of events since railway privatisation.

2013 itself will be a pivotal year for railways. High Speed Two, if it clears the final appeals in court, will forge ahead. Reports by Sam Laidlaw and Richard Brown into what went wrong with West Coast franchising and what the trouble is with franchising more generally will set the industry up for further changes hopefully marking the end of uncertainty for railway investors – private and public.

Many papers carry riders asking readers not to use what is reported as the basis of an investment decision. At RailStaff we always believed right from 1997 onwards in the future triumph of the railway industry.

We recommend taking that job with a railway company and investing in the myriad combines operating in the booming rail sector. For railways continue to confound the political polarities of our time. The industry has survived ill considered government intervention and the occasional private sector let down. To understand the future of railways it is helpful to place them in the context of our times.

A better society

The late Michael Foot – arguably the least understood of the Labour Party’s post-war leaders – took as his starting point the planned economy of the Second World War. It is not just peppery colonels who regaled bored teenagers in the tap room with tales of how we pulled together; Foot believed it gave us a glimpse of how a better society might operate if people put the greater good above personal gain.

The element missing from the post-war political settlement in Britain was the sense of needing to face a common foe. The Soviet Union, only recently an ally, was not perceived as an enemy on a par with Hitler. In fact many in what passed for a ruling class felt communism was the true answer to mindless fascism and irresponsible big business.

The Thatcherite reforms of the 1980s swept away much of the statist intervention espoused by the post-war Atlee administration. Everything from telephones to water and electricity was privatised. The Stock Market was deregulated and the energies of private capital set free. Thatcher based her politics on the belief that the individual knew best how to look after themselves.

What neither politician grasped was the need to take risks in business as an individual. The sorry record of our recession is a catalogue of risk averse civil servants and their counterparts in the private sector. Whoever would have imagined a Labour administration bailing out a bank? Financial risk prediction is at the heart of the current franchising controversy.

Railway staff take risks every day

By contrast railway staff take risks every day. A BTP officer is at risk. A guard on a late service is at risk A track worker despite huge advance in safety management deals with risk as part of the job. The triumph of the individual over adversity is best attested by the RailStaff Awards and the stories featured in this magazine. These record people saved by railway staff on platforms, lifetimes spent helping colleagues and new ideas panning out for the good of the unknowing public.

Building a career in railways is a life time commitment and immensely rewarding. However the work is often difficult, lonely and time sensitive. This is also an industry were working people go right to the top. David Franks – recently appointed to run Irish Railways started life as a platform clerk. Pino de Rosa head of Bridgeway Consulting started out as a railway bricklayer.

Alliancing

Railways confound old fashioned views of class division. Moreover the thinking behind the Network Rail route management reforms is pushing power down from the top and out onto the actual railways. Local staff manage decisions for the good of the network.

Similarly successful train companies are those where staff take the lead in developing new ideas and are encouraged to put them in place. Alliancing is the new watchword – controllers working together for the common good.

This is a great industry to join if you come from overseas or have been bundled out of another profession. Railways draw upon the talents of 100 countries and cultures; we see school teachers, soldiers and students joining up bringing a well spring of new ideas, ingenuity and enthusiasm.

It is this espirit de corps that has kept railways going through the dark times of the 80s and 90s and has resulted in double the amount of passengers being carried on half the mileage of track.

Perhaps Michael Foot would have delighted in an industry where staff so often put the common good and sense of purpose above personal gain. Sturdy entrepreneurs of years gone by would enthuse at a society where the fixers and thinkers are out there leading from the front.

Both would enjoy the RailStaff Awards which highlights the hard work and brilliance of our staff and the companies and organisations they represent. This is an industry with a future like no other. Therefore, at the least, railways must evolve a structure that makes better use of private sector investors and capitalises the inherent talents of the work force. It is right that the people in railways should take more decisions as Sir David Higgins, the head of Network Rail, has urged.

Entrepreneurial daring

We have seen over franchising the confusion that results from entrusting too much power to inexperienced civil servants whose first loyalty is not to the railways. It would be better by far to evolve a structure that was run by railway people for the railways.

In this pragmatism the railway sees the joining together of individual responsibility with entrepreneurial daring. Our leaders may wish to reflect over the holidays that despite Beeching, Serpell and Major this industry travels an iron road, of its own construction, out of failure and despair.

It is an iron-hard tough road but it shows us how industry and the economies of the future might work for the good of all. 2013 will be a good year for the railways – depend upon it.

Christmas confidence boosts railways

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The appointment of a director general to an expanded HS2 Ltd, investment in London Underground developments at Battersea and the Olympic Park and the two year extension of the Virgin Trains contract on the West Coast spells out a further statement of faith in railways.

The industry, which consistently outperforms its rivals in terms of cost, wealth generation and environmental responsibility, is poised for further much needed expansion next year.

Strengthening HS2 Ltd as it ramps up preparations for the construction of Britain’s second high speed rail link will be David Prout. Immediate tasks include preparing a hybrid bill for the first part of the project.

Secondly, Mr Prout and his team will be taking forward George Osborne’s pledge, announced in the House of Commons, to take the line through to Manchester and Leeds expeditiously.

Planning hoops

Building new railways in Britain is a tough remit. The engineering challenge is secondary to the planning hoops and slip-knot reviews common to all major projects. Happily the new Director General has a wealth of experience of Britain’s labyrinthine planning and environmental laws.

Mr Prout currently heads the Department of Communities and Local Government. Previously he was planning chief for the Royal Borough of Kensington and Chelsea. A career civil servant Prout has worked in Brussels for the European Union. His first hand knowledge of the inner workings of government and enthusiasm for the scheme will directly benefit HS2.

‘Making HS2 a reality is absolutely crucial to our country’s future prosperity and I am very pleased to have been asked to take leadership of this much-needed programme at this time,’ says David Prout.

‘I look forward to helping to take the project through Parliament and continuing to demonstrate the very real need for more capacity for people and freight on our railways, which will help make Britain a more prosperous and less congested country.’

Teams at HS2 are progressing design and environmental work for Phase One. The race is on to present a hybrid bill to parliament during 2013. With expected cross party support this looks like receiving Royal Assent in 2015. The bill will request powers necessary to acquire land and construct the line between London and Birmingham.

To cope with the burgeoning popularity of rail travel the DfT has extended the Virgin Trains WCML contract for a further two years. An expanded Pendolino fleet and an hourly service between Glasgow and London will boost capacity on the line.

106 Pendolino carriages have been delivered on budget and ahead of schedule thanks to hard working railway staff at Alstom, Angel Trains, Network Rail, the DfT and Virgin Trains.

In London news of the go ahead for the Battersea extension came as Crossrail stepped up tunnelling under the capital. The Battersea project involves substantial redevelopment around the old power station and the extension of the Northern Line to Nine Elms and Battersea.

Capacity expansion has caught the attention of the government which has identified railways as reliable pilots of economic and industrial dynamism. As the Coalition Government contemplates further cuts to public services and welfare, investment in rail is being stepped up in a bid to generate wealth and jobs. Confidence in the recession busting rail industry remains high.

Graduate call for Crossrail

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Crossrail is recruiting graduates to the project between now and the end of January.

The first successful applicants to the Crossrail Graduate Scheme will join the project in autumn in 2013. Says Andrew Wolstenholme, Crossrail’s Chief Executive (pictured), ‘Crossrail is transforming rail transport in London so this is a fantastic opportunity for graduates to join us and play a key role in delivering Europe’s largest construction project.

‘Graduates will receive unique frontline experience on a major infrastructure project, picking up transferable skills that will open the door to a range of future projects and careers. The graduate scheme will help us develop the next generation of leaders in a growing industry where their skills will be in huge demand in future.

‘With a limited number of spaces available, we are looking for exceptional people to bring the talent and enthusiasm needed to help deliver this unprecedented project.’

Training will take place on site and at the Crossrail supported Tunnelling and Underground Construction Academy. Graduates will work towards receiving professional chartered status in their relevant field and will be supported by a Personal Development Manager.

Women in Engineering

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Change the mindset to change the balance

Following the NSARE inspection in the summer, it was made clear that expert training within the rail industry is of paramount importance.

However, what is also of great importance is ensuring that we have new blood and a diverse workforce coming into the industry. It’s crucial that we address this issue and look to change the mentality of the industry and consider how training providers can engage with the potential engineers of the future.

The engineering industry as a whole has an ageing, predominantly male workforce and we must look to tackle this issue if the UK’s engineering sector is to remain competitive. We must seek out, develop and harness the talents of potential engineers from all backgrounds.

Untapped pool of talent

Women represent a largely untapped pool of talent that would provide huge benefits especially to the rail sector where women hold a credible 23 per cent of the management positions.

But the UK figures for the past two years show no change in the percentage of female engineering professionals; in fact the UK has the lowest proportion in the EU, just 8.7 per cent.

More worrying still is the fact that the trend among younger women is for them not to choose engineering as a career. Can training providers assist in changing the mindset?

Skilled engineers

During the Second World War women were trained to become skilled engineers, producing ammunition, planes and even tanks while men went onto the front line, demonstrating that females were more than capable of taking on roles that were previously the preserve of men.

Then in the 1950s, time-served Apprenticeships took to the forefront of engineering where men once again were leading the engineering industry.

Over seven decades later, gender attitudes towards women are changing. New generations of trainers are entering the marketplace who have different attitudes to women in the industry, which will undoubtedly lead to more women being encouraged into the sector.

We need a strategy

However, despite the fact that the mindset is changing and opportunities are available for women, it appears that early on they are dissuaded or diverted from following the engineering career route. However, their apparent disinterest in engineering can’t be down to ability. In fact in China a third of the engineers are female, proving, if proof were needed, that women can be attracted into the profession.

The reality in this county is that girls often close the door on career opportunities in engineering by the choices they make as young teenagers. The message is loud and clear; we need a strategy for reaching these young women before culture, tradition and misconceptions get in our way.

Female ambassadors

Training providers understand that there is a need to target young women before their ideas about engineering are shaped by a culture that still believes engineering is off-limits.

One of the ways we can do this is by using female ambassadors, visiting schools and careers events to show young women the modern face of the industry and the excellent training opportunities that are available to them.

This is not just about opening up opportunities for women; there needs to be benefits for both parties. For them, of course, there is employment, security and progression.

For us, having women in the workplace brings a new perspective and a different skill set that should change the workplace dynamics for the better, bringing with it increased productivity. If we all play our part now, the future of the industry will be protected.

Dr. Beeching’s silver lining

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Graeme Bickerdike Reports…

Hyperbole will flourish in the springtime as the nation commemorates the 50th anniversary of a butcher wielding his knife; the deeds of a mad axeman.

Brought in from ICI to stem the railway’s haemorrhaging losses, Richard Beeching’s initial proposals emerged in March 1963, accelerating the contraction of the network seen through the 1950s. Appendix 2 of his report listed five-and-a-half pages of line closure recommendations, representing about 6,000 route miles, although a fair proportion was ultimately reprieved thanks to vociferous campaigning.

Known euphemistically as a “reshaping of British Railways”, analysis of Beeching’s broader impact can wait for another time. What’s beyond question though is that it has proved good news…for cyclists.

Since completion of the Bristol and Bath Railway Path in 1986, many other forgotten trackbeds have resumed a transport role, connecting communities just as their railways once did. The National Cycle Network (NCN), now extending over 13,000 miles, continues to reach new places, often by railway.

Amongst its highlights are some iconic viaducts – Conisbrough, Glen Ogle, Derriton – and a collection of around two dozen tunnels. Wishful thinkers hoping to reverse the Beeching cuts might bemoan such development; pragmatists though will recognise it as safeguarding alignments against more substantial encroachment.

Making the connection

Almost lost amongst the Appendix 2 entries was Bradford Exchange-Batley-Wakefield, encompassing a heavily-engineered section of line built by the Great Northern Railway in the 1870s.

Now, 48 years after the last train ran over it, part of the route is returning to public service as a Greenway, accommodating both feet and bikes. This will connect two West Yorkshire towns – Ossett and Dewsbury – via the 179-yard Earlsheaton Tunnel, penetrating a hill that highways have to climb over.

“There is some awkward topography there”, affirms Lynnette Evans, Kirklees Council’s Cycling Officer. “The road alternative on the A638 Wakefield Road is not at all cycle-friendly. The disused railway provides a level route and passes many residential areas so it will give people an opportunity to make their journeys more sustainably.

It’s a new green space, helping to improve health and quality-of-life. And we’re also hoping for an economic boost to both town centres by regenerating what was a derelict and overgrown corridor between them.”

It doesn’t come cheap of course. The work is costing around £1.3 million, one-third of which has been secured from the DfT’s Local Sustainable Transport Fund. Additional support is coming via sustainable transport charity Sustrans which won lottery backing in 2007 for its Connect2 scheme, to bridge dozens of strategically unhelpful gaps in the National Cycle Network.

Sustrans has been heavily involved in the Earlsheaton project, completing a feasibility study prior to the route’s development and undertaking one of the earlier construction phases, although the latest works have been carried out by in-house contract teams from the two local authorities involved, Wakefield and Kirklees.

Turn back time

Quite what John Fraser would make of it is difficult to gauge. As the Great Northern’s engineer, it was his enterprising vision that drove the railway from Ossett to Dewsbury in the first place.

Tragedy inevitably visited the tunnel during its construction. A French miner, James Smythe (presumably not his real name), joined the workforce on the evening of Tuesday 17th December 1872. Shortly after his return from supper, heavy snowfall caused a landslide 20 yards from the eastern entrance.

This triggered a collapse of the tunnel’s timber centring, entombing Smythe beneath the debris. His cries grew weaker over the half-hour that followed until silence prevailed. It was Friday before his body was exhumed.

Another rock fall claimed a navvy the following spring. But on Tuesday 6th May 1873, a ceremonial keystone was inserted into the arch, following which a dinner was laid on at Dewsbury’s Man & Saddle Hotel. Goods traffic started to use the tunnel a year later.

No significant toll had been inflicted on the structure by redundancy, imposed in February 1965. Bought by Dewsbury Corporation nine years later, it now falls under the maintenance regime of Kirklees Council.

An inspection in March 2010 found the tunnel to be in good order compared with others of a similar vintage. Freeze-thaw action had caused localised spalling of the masonry sidewalls, comprising a rubble fill behind ashlared sandstone blocks.

Loose brickwork and bulging was apparent to the south spandrel face of the east portal. Doing it no favours was a sapling which had taken root above the string course, pushing the parapet upwards. Water ingress afflicted both ends of the tunnel – particularly the section immediately beyond the east portal – but the rest was predominantly dry.

Addressing these defects would form much of the works programme. Another major element involved taking the path over Preston Street, which the railway formerly crossed via an underbridge 40 yards beyond the west portal. Its deck was salvaged following closure; this has subsequently benefited the adjacent works as the structure offered very restricted headroom – certainly too low for lorries to pass beneath. Like-for-like replacement was therefore not an option.

Light and shade

The tunnel’s boggy eastern approach cutting had been cleared as part of a previous phase. Through here a 2.5m path had been laid comprising a recycled sub-base sitting on a starter layer of 100-125mm stone; above these are a Terram 2000 geotextile and a 60mm surface course. This effectively acted as the access road for all the tunnel works.

Bats proved a significant constraint, restricting interior activity to the period from April to October. They also influenced the lighting. Surveys found evidence of common pipistrelles using cracks in the south sidewall, both as a summer night roost and for hibernation.

As a result, the initial plan was not to illuminate the tunnel, however Police concerns over anti-social behaviour caused this to be reviewed. Although relatively short, the structure incorporates a curve of 22 chains in radius, meaning that one end is not quite visible from the other.

Finding the right solution proved an interesting technical challenge. The compromise was to install lighting but reduce its intensity at dusk to just 20%, and create a dark corridor along the south sidewall and at the crown along which the bats could navigate.

Specialist contractor Philips WRTL helped to develop the design which was evolved through on-site trials. The starting point was to mitigate disruption to existing roosts while providing sufficient light to ensure users would feel secure.

Installed are nine directional units each incorporating 30 LEDs. The original intention was to fix these at the haunches of the arch, with the path running directly below them to maximise sight lines. However they are now supported on 4m-high posts, positioned 2m from the wall; the path is aligned down the centre of the tunnel. While expectations might be for consistent spacing, the posts have been located to avoid known bat roosts.

Steven Hanley, Principal Engineer – Transportation, has overseen the project on behalf of Kirklees Council. “While the lighting design concept is fairly straightforward, we had to work hard to find the right balance: getting the tunnel open, getting the right levels, getting the right design.

We had to allay people’s fears and at the same time meet legal requirements in terms of not disturbing any bat roosts. So we had a couple of night-time visits and made some adjustments to make it fit for purpose. All parties got involved. As a result we’ve received approval from the bat specialists and West Yorkshire Police. It also meets British Standard lighting levels, so we’ve ended up with a good solution.”

Power shower

Inspections revealed that the tunnel’s original p-way drainage – running along its centreline on a falling gradient of 1:59 to the west – had deteriorated and partly collapsed. As a first step to dealing with the water ingress, this was removed and a new drain buried at the foot of the north sidewall.

At both portals, breakers were used to loosen the accumulated debris behind the parapets before being removed by a vacuum excavator. This allowed a concrete saddle to be poured at the west end, with a filter drain inserted.

On top of the east portal, the work exposed an extensive brick-built collection system that discharged water from the cutting face into the railway drain. This was cleared and repaired.

Whilst the result has been to reduce the intensity of the penetration, broken pipework within the cutting face will need investigation and reinstatement in order to improve things further. Overcoming the associated access difficulties will demand specialist involvement.

Spot brickwork and masonry repairs followed over a period of three weeks. Scaffolds facilitated this work at the portals, allowing a number of bat boxes to be built into the parapet. Within the tunnel, portable platforms provided access to the sidewalls, for which a local source of reclaimed stone was found that closely matched the required dimensions.

Level crossing

Several design options were put forward to take the path across Preston Street. However maintaining access to the nearby business and residential properties proved a constraining factor. Although a footbridge was initially preferred, this would have required considerable approach ramps – starting within the tunnel – in order to obtain the necessary clearances; it would also have proved visually intrusive.

The chosen solution involves an at-grade crossing, with the road realigned horizontally to provide sufficient visibility around the hillside and an existing bridge abutment, and vertically to minimise the path’s descent from trackbed level.

The two intersect at the crest of the road’s new vertical curve; the path falling at a maximum gradient of 1:20 as is preferred for NCN routes. Considerable earthworks had to be formed in order to accommodate this arrangement as the land dropped steeply away on Preston Street’s west side whilst the former railway, having crossed the bridge, was carried on a 6m-high embankment.

Traffic was switched onto the new alignment during the course of one November weekend, allowing backfilling operations to take place above the old road and for the connecting path to be laid from the tunnel mouth. Still serving as a retaining wall, the abutment was reshaped and tidied up.

And onwards

January will see an official opening for the new section of path. The Council’s attention will then turn to a 600m missing link between the site of Earlsheaton’s former station and the local authority boundary, beyond which the Greenway has already been laid by Wakefield Council.

The approaches to the tunnel will improve aesthetically when the scattered grass and wild flower seed disguise the bare verges, but users have already been enjoying the Greenway in numbers, welcoming the local connectivity it brings.

The second phase of Beeching’s railway reorganisation, published in February 1965, proposed a focussing of investment on around 3,000 miles of major trunk lines. Representing less than half the network, this underpinned his view that there was still too much duplication of routes. He returned to ICI four months later, the government having rejected his vision.

Fifty years on, Beeching’s legacy can still stoke the fire of many rail enthusiasts. Even his most ardent supporters could not argue that his surgery was unequivocally successful, but perhaps we will come to reflect more positively on it as discarded infrastructure is increasingly rehabilitated to play a positive social role.

 

Stobart turns to rail freight

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With the rapidly rising cost of fuel and today’s carbon, congestion and cost conscious society, road haulage is an increasingly controversial issue.

Not only do continuing rises in fuel charges play a significant part in inflation, but best use of energy itself has become a major consideration.

Stobart’s dedicated rail freight services, first launched in 2006, represent an innovative solution to reducing carbon emissions. The trains are based on specially commissioned containers which are packed at the customer site. They are then transported to the railhead on Stobart skeletal trailers, where the containers are transferred onto the company’s rolling stock for transport to their destination.

Since the launch of the original Daventry to Mossend service, the project’s success has resulted in the launch of a further three trains, running between five and six days per week, with an additional route from Wakefield to Mossend due to commence shortly.

Return trips on the above routes frequently have highly cost-effective capacity available.

Building on a successful track record in the operation of environmentally responsible daily railfreight services, Stobart Rail operates a dedicated weekly train, which links the fruit and salad growing areas of southern Spain with the UK’s major grocery retailers.

The train transports thirty chilled containers, each controlled and monitored using the latest satellite technology; ensuring produce arrives in top condition.

The flexibility to meet your requirements

The seasonality of fruit and salad production has long formed a barrier to development of effective leading edge transport solutions between the Spanish fruit and salad growers and their UK marketplace. In the past it has been impractical for growers to maintain their own transport capability to service the limited season, meaning they must rely on expensive short term transport contracts.

The initial single train a week will be supported by daily road services following the same route. As takeup increases, additional trains will be added in place of the road services, until three trains a week are provided.

Spain to UK in just 53 hours

The weekly rail service commences at 23:59 CET on Tuesday in Valencia, where 30 sealed loaded containers, which have been collected from customers and consolidation sites by Stobart, are transferred to rail.

Following a brief stopover at Port Bou for transfer of the loaded containers to standard European gauge rolling stock, the train continues via Toulouse and Paris to arrive at the Channel Tunnel.

The last leg of the journey sees the train arrive at Barking Railport at 04:00 GMT on Friday, only 53 hours after departure from Valencia. Once changeover is complete, the train returns on the same route, arriving in Spain at 21:00 on Sunday, some 50 hours later. This return leg offers some excellent backhaul transport opportunities.

For further information contact: Central Sales Enquiries on 01788 823 222 or email [email protected].

Gloucestershire Warwickshire Railway resumes service

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After raising £1 million and rebuilding two collapsed embankments, the Gloucestershire Warwickshire Railway resumed full service on 30th October and ran a special train along its route from Toddington to Cheltenham.

The special marked the return of the Gloucestershire Warwickshire Railway to one piece after nearly three years of serious disruption. Embankment collapses, first at Gotherington in March 2010 and then just north of Winchcombe station in January 2011, effectively cut the railway in half. Local people and staff rallied round to raise the money.

Says Malcolm Temple, chairman of the Gloucestershire Warwickshire Railway, ‘This really is the culmination of such a huge effort. The railway’s volunteers have taken these major problems in their stride. We have raised a seven-figure sum to pay for the repairs and we have dealt with serious geological challenges in rebuilding these embankments.

‘Some said that it was an impossible task but our volunteer staff are made of stern stuff and weren’t going to let this stop them operating a railway that is held in deep affection by thousands of people. Today is a shining example of how so many people can focus on achieving the seemingly impossible.

‘Today is a real triumph and the sheer joy was clear in the hundreds of beaming faces who came to celebrate the occasion. The sun beamed down to help make this one of the most special experiences any of us have had the privilege to enjoy.’

New station for Wokingham

Wokingham is to have a new station with better shops, waiting areas and information displays.

A new footbridge will link both platforms and provide step free access from the main station entrance. A new access road will be built and a new interchange will provide improved links with other public transport. The improvements

at the station are being delivered by the Network Rail and South West Trains Alliance. Says Tim Shoveller, who heads the alliance,

‘The new station in Wokingham will make a huge difference to the thousands of passengers who use the railway in the town every day. As well as providing a safe and reliable train service, we want to improve facilities and make

our stations better and more attractive places for passengers. Once complete, Wokingham will be a modern and fit for purpose station which will serve the town for many years to come.’

To complement the station improvements, additional services are planned between Wokingham and London Waterloo from summer 2014.

Cameron open Charlbury

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Taking a break from more onerous affairs of state Prime Minister David Cameron stopped off to open Charlbury Station car park following the completion of £470,000 works.

Mr Cameron was welcomed by Charlbury Primary School Choir singing Train of the Future, before unveiling a plaque to mark the official opening of the new car park.

The Cotswold Line through Charlbury was doubled last year. As part of the doubling Charlbury gained a new platform, waiting room and footbridge.

On the road

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Network Rail’s first preference is to transport goods by rail.

In a bid to minimise road movements Network Rail is to build a 300,000 square foot national road haulage distribution centre on the site of the former Peugeot plant at Ryton in the West Midlands.

The £25m centre will create approximately 100 jobs when it opens and will be a significant hub for Network Rail’s National Delivery Service. The NDS will have direct access to the A45 and the motorway network. It will also help reduce the cost of the railway by centralising previously leased properties in Lichfield, Worcester and Ludgershall and will cut Network Rail’s carbon footprint by reducing road fleet mileage.

Says Martin Elwood, director of Network Rail NDS, ‘Network Rail’s first preference is to transport goods by rail. This is not always the right solution so we have an extensive road fleet to transport goods and equipment to our work sites and depots.

‘By bringing the logistics for this together at Ryton we can offer a more effective and efficient service for Network Rail. This will mean reduced costs and faster turnaround times when we do work on the railway.’ The former Peugeot plant was closed in 2006. Originally it produced aircraft engines during the Second World War.

Team of the year triumph for Stobart Rail

The Stobart Rail Team has won this year’s Rail Team of the Year Award.

Will McMurray accepted the award on behalf of the team. The Rail Team of the Year Award is sponsored by CDI AndersElite.

In appalling weather the team helped complete a re-rail and weld project on 700 metres of the Manchester Metrolink in 51 hours – the only window of time available to them. The circumstances of the job changed and the team was able to work round this completing the job in time.

Team effort

Part of the Stobart Rail Group, the team, led by Will McMurray, had to remove and replace ballast, install continuous welded rail, new adjustment switches and a pair of insulated rail joints. They then had to tamp the ballast and stress the track over a distance of 975 metres.

Says Kirk Taylor, Managing Director of Stobart Rail, ‘As well as paying tribute to our Team this

Team of the Year triumph for Stobart Rail

possession would not have been the success it was without the attitude of Manchester Metrolink and the rapid response of Sky Blue Welding and their welders. This really was a Team Effort right throughout the Supply Chain.’

Level headed approach

Clive Pennington, Head of Engineering, Manchester Metrolink, paid tribute to the team’s level headed approach. ‘Stobart Rail successfully delivered the core works within a very demanding timeframe, both lead- in and delivery.

‘Despite unforeseen circumstances affecting key aspects of their supply chain they responded effectively by a reworking of their methodology just days before the core works began. Their level headed and proactive approach ensured the track was handed back on time at operational line speed.’

Says Tom O’Connor, managing director of the Rail Media Group, ‘The Stobart Rail Team’s ingenuity and efforts on a difficult job on the Manchester Metrolink demonstrates the resourcefulness and professionalism which underscores so much of the rail industry.

‘We congratulate the Stobart Rail Team on their achievement and wish all members of the team every continuing success in the future.’

Stobart Group Ltd, founded by Eddie Stobart, is a multi-modal freight and logistics transport operation with an involvement in railways and railway engineering. The group is headquartered in Carlisle, Cumbria.

Stobart Rail Infrastructure Engineering is one of the UK’s leading names in rail maintenance repair and improvement. Fully proactive, Stobart Rail holds a Network Rail Principal Contractor’s

Licence and Rail Plant Operating Company Licence and is continually working on earthworks, structures, permanent way, drainage and lineside infrastructure across the wider rail network.

The Rail Team of the Year Award is sponsored by CDI AndersElite

Says Scott Siwicki, Director of Strategic Accounts and Emerging Markets of CDI AndersElite, ‘We are delighted to be sponsoring Rail Team of the Year for a second year. We believe that by managing and being involved at all levels, our experienced team plays an active role in our clients’ supply and visibility on site, ensuring all staff services meet our high standards.

‘Our consultants here understand the importance of team work throughout the rail industry and, as such, we supply a large number of successful gangs to major contractors within the market. These teams work cohesively to help ensure delivery is on time and on budget.’

CDI AndersElite is a subsidiary of CDI Corporation, an integrated market-leading Engineering and Technology Services organisation providing differentiated client- focused solutions in select global industries.

Covering permanent, temporary and contract positions, CDI AndersElite is a specialist in resourcing and placing thousands of technical personnel equipped with good expertise and relevant knowledge across a wide range of Rail and Safety Critical clients. These include fulfilling the ever expanding demands of the national rail network, London Underground and many local transport providers.

Highly Commended

LNW Civils Framework Agreement Team

Martin White praised the joint Network Rail and Birse Rail LNW Civils Framework Agreement Team. ‘This nomination recognises 15 years of successful collaborative working between Network Rail and Birse Rail on the delivery of a wide range of structures maintenance and repair projects throughout London North Western territory, most recently through the LNW Civils Framework Agreement.

During this time the team has consistently delivered to the highest standards of safety with a proven track record of delivering complex multi-disciplinary schemes on time, within budget and with minimal disruption to the travelling public.

A truly integrated team that worked together to develop the best possible solution for each and

every project, the team continuously strived to develop new and innovative ways of working that offered the least disruption to passengers, minimised environmental impact and improved quality and cost efficiency.

Over the last 12 months the team successfully delivered 37 schemes which involved managing almost 700 possessions.

CEFA Earthworks Team

David Frost spoke of the strengths of the CEFA Earthworks Team. ‘The Earthworks team is a design by Steve Audley who was brought on board in 2009 as Business Manager for Earthworks when Amey Consulting won the national CEFA contract from Network Rail. The Earthwork aspect of this contract meant annual examinations and inspections of 35,000 railway embankments, cuttings and rock slopes, along with providing 24/7 on-call provisions for a rapid response to any earthwork failure within the UK.

Steve had to bring together a team of Engineering Geologists and Geotechnical Engineers in order to achieve the high output. Since 2009, the team has grown to 8 permanent Earthwork Examining Engineers located within each Network Rail territory, plus an additional 40+ reliable experienced examiners contracted in during the main exam season.

The team is highly regarded within Network Rail for its achievements over the last three seasons with many accolades having been received from members of Network Rail over that time.’

David added, ‘Only as a team have we been able to achieve so much, and, as a team, we will continue to achieve in the future.’

Signal success for Phil Graham

Phil Graham of Network Rail has won this year’s Signalling Person of the Year Award.

Many signallers owe their advanced knowledge of Railway Signalling to evening classes run by Phil. Signalling Person of the Year is sponsored by Morson Group.

Friends and colleagues nominated career railwayman Phil Graham of York for having run voluntary evening classes for 25 years to teach the principles of Railway Signalling and the related Rules and Regulations. By running these evening classes Phil Graham provided many people with an exceptional opportunity to expand their knowledge of matters which are essential to the rail industry.

As well as staff from Network Rail, his classes are attended by people from train companies and local heritage railways. Phil’s classes are so popular that this year he had to repeat them up to three times every fortnight between September and March.

A rigorous examination is held at the end of each six month course.

Phil takes great pride in helping his classes achieve high pass rates, whether they are established operators or those entirely new to the subject.

Extensive knowledge

Says signal engineer Bruce MacDougall, ‘Phil is always prepared to share his extensive knowledge and experience gained as a leading railway operator. By doing this he has made a significant contribution to improving safe working, bringing about changes to the Rule Book, often as the result of inquiries he has chaired, and even occasionally as a result of issues raised in his classes where lively and challenging discussion takes place about such matters.

‘Not only does Phil give his time freely on the subject of signalling, but he also runs voluntary evening First Aid classes for those in the rail sector.’

Bruce MacDougall, former Principal Signal Engineer at Network Rail, worked with Phil and added, ‘He was the classic professional, calm under pressure and absolutely clear about what should and should not be done with that sound judgement that comes only from intimate knowledge and real practical experience.’

Phil Graham has been on the railway for 39 years, starting as a leading railman on Hough Green station. ‘It has been a real pleasure and I am very grateful to all the people who have nominated me. Do be sure to thank them.’

Says Tom O’Connor, managing director of the Rail Media Group, ‘Phil Graham is passing on skills and knowledge gathered during a long and successful career in railways. Such commitment is rarely noted by the public but

should be celebrated by us in the wider railway industry. His is an example of how to contribute to the railway community.’

Phil Graham works for Network Rail which runs the railway infrastructure including track, signalling, bridges and tunnels. A dynamic investment programme is enhancing and modernising the network including new signalling systems.

Signalling Person of the Year is sponsored by Morson Group

Says Dan Winchcombe, Rail Manager at Morson, ‘Having been involved in the rail industry for over four decades, Morson International is keen to show its continued support for signalling. The individuals involved do a hugely important job; everyone from design through to delivery

and maintenance continues to deliver in what can be an extremely demanding and pressurised environment.

In an area that has been experiencing a notable skills shortage, Morson International is eager to raise the profile of signalling and encourage those new to the industry to specialise in a skill that is much sought after across the UK.’

Morson Group operates through two main subsidiaries, Morson International, providing specialist engineering and technical personnel and Morson Projects Limited, which provides outsourced engineering and project management design services

Highly Commended

David Forrest of Network Rail

David Forrest, a signaller at London Bridge ASC, helped deal with a fire on board a train one June evening. He contacted the signal box to get trains stopped and the current isolated to make the area safe as passengers were de-training.

Although not normally involved in front line contact with the public Dave helped the passengers – many of whom were starting to panic – into the cess on the safe side of the train. He assisted the driver and the Rail Incident Officer and emergency services when they arrived. He kept a clear link using his personal mobile to the signal box to ensure that they were kept fully up to date.

Says Dave’s line manager Louise Carver, ‘His quick thinking ensured that a situation that could quickly

have escalated out of control was contained and delivered safely. Dave doesn’t deal with passengers or front line incidents within his role and on this occasion he had to deal with the challenge of passengers, incident management and an emergency situation. His ability to manage this incident was pure initiative and drawing on the existing knowledge that he has learnt in his career at Network Rail.’

Colin White of London Underground

There are always challenges in signal engineering when seeking to introduce a new, longer, train onto an existing line. London Underground’s new S stock train posed such a challenge.

The key capacity constraint for the new train service was Edgware Road, controlled from a 1920s manual lever frame signal box at the site. Colin White has over 40 years of signal design experience and was selected to lead the technical development and design of the scheme.

Says colleague George Clark, ‘Colin had to use his extensive experience and technical knowledge to challenge beliefs, assure the safety of his radical proposals and seek agreement across a wide range of stakeholders to develop his design which created a slave relay-based interlocking, integrated with the existing mechanical lever frame.

‘The new signalling circuitry would be constructed in a relocatable room, craned into the site. He then oversaw its implementation at all levels. The works were all commissioned over the 2011 Christmas period and have met the highest expectations of service performance and usability.’

Time to improve rail safety by cutting down on ‘essential paperwork’

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My memory is long enough for me to remember when engineers used slide rules and mechanical/electrical calculating machines. We generated far less paperwork than we do today and for the sake of safety, cost, time and accountability I believe it is time for us to review and look to reduce the “essential paperwork” we now accept as necessary. Writes Colin Wheeler

PICOP or paper responsibility?

The current Network Rail Safety Central website includes IGS Bulletin 268 dated 26th October. This refers to a recent incident but unfortunately fails to give us the details that would bring the potential dangers home to readers.

The instruction refers to the “Line Clear” verification process used in areas controlled by axle counter signalling. It emphasises the importance of the filling in of a VMF (Vehicle Management Form) recording movements from and into possessions with the COSS, ES, PICOP, (Controller of Site Safety, Engineering Supervisor, Person in Charge of Possession) and Signallers all having input before being scrutinised by the PICOP when restoring track to traffic.

The Bulletin says, “in a recent incident, track would have been handed back clear and safe to run but for a call from a tamper operator with a tamper standing on the line – invisible to the
signaller as Engineering Possession Reminders were in use”.

It calls for paper versions of the VMF to be used not the electronic versions in future! If there were no forms surely the PICOP would feel bound to ensure all work groups were clear by obtaining assurances or even walking through?

Paperwork too detailed!

I am indebted to the reader who told me of a formal inquiry that identifies numerous defects in the setting up of a safe system of work. The COSS record gives one name as COSS but another was added later. Only the relevant month is given on the form with no specific date.

The authorisation of the COSS pack is blank, the COSS declaration unsigned, and Green Zone working arrangements are shown, although the work areas were within two metres of running edge. Is it just possible that being a practical person, the real COSS gave up on the task of checking everything in detail and instead accepted what he was given, in the knowledge that he could safely organise the work without relying on the paperwork?

Or maybe he was motivated to take risks and work within two metres of the running edge without suitable lookout protection to get the job done? My reader believes it is the latter!

Only the paperwork those on site want

If the paperwork is worth having then those doing the work of PICOP, COSS and ES will want it, and surely ought to be involved in compiling it? They will then own it and make sure it includes what they need and nothing more.

Mandating its compilation by others increases the tendency for those on site to look for “better” ways of getting the job done. The assumption being that the person in the office doesn’t really understand what it’s like on site!

“Human Factors” is the de-personalising phrase that tends to be used. I prefer to think of it in more intimate terms. Knowing the people you are leading and managing is all important; as is an understanding of their hopes, fears and motivations at work.

The Rail Accident Investigation Branch (RAIB) recently published their report into a near miss on a level crossing at Four Lane Ends, near Burscough Bridge in Lancashire on Friday September 28th.

The barriers are hand operated from the Signal Box, kept in the down position and are raised to let vehicles across. They were in the raised position when the road vehicle and a train travelling at 60 mph were involved in a near miss due to “human error”. RAIB are focussing their attentions on the current design of crossing. Was the cause just a mistake or as I suspect, were there other reasons?

The cost of paperwork

Still more paperwork is on the way for the lawyers and even those working on our railway. December 12th will see the arrival of rule book updates. Consequently, the NCCA (National Competency Control Agency) has sent out notification to training organisations telling them that they must now purchase new Track Safety Training and Assessment packs at £500 plus VAT each (or £75 less for members of the Association of Railway Training Providers).

Do we need the revised rules and are they significant enough to warrant the replacement of the existing track safety training and assessment packs rather than the issuing of cheaper updates?
What will be the cost of issuing the Rule Book amendments and changing the training plans and assessments? Who will be most affected, those working on the railway or those involved in the assurance records after things go wrong?

Tandem Lifting – RRV TV

The Safety Central website features a Tandem Lifting video described as the First Episode of RRV TV! It demonstrates the process to be followed when lifting with two road-rail vehicles (RRVs). A Lift Planner is briefed and a site visit arranged.

Track gradient, cant, lifting points, line-side hazards and obstructions are taken into account. It emphasises that the choice of plant rests with the
planner who should choose suitable plant after discussion with the plant hirer, rather than by price! Will that really happen?

The compilation of a step-by- step Safe System of Work and a Crane Controller’s Brief comes next, with the latter being discussed with the Crane Controller. This late involvement of the Crane Controller concerns me. The video stresses that only the Planner may change the arrangements.

For me the credibility fell short when a track scene showed a track patroller waiting for permission to walk past the load until the machines had been brought to a standstill. However, I welcome the advertised availability of Tandem Lifting Guides for what can be a hazardous job. But planning the work in that detail without involving the Crane Controller from the outset is surely a wrong principle?

Close Call System controlled by principle contractors

Network Rail’s Safety Central website claims “the Close Call System gets even better from 29th October”. The Close Call System started back in June last year, but from 1st August this year membership of it has been mandated on all Principal Contractors registered with Network Rail.

Presumably this was done to ensure a flow of close call reports to satisfy the regulatory authorities. A design group including the principal contractors’ Infrastructure Safety Liaison Group, Railway Safety and Standards Board (RSSB), IBM and Network Rail developed the new system.

RSSB is offering “super user training lasting just one day”. A pdf is available to explain the details and the website www.closecallsystem will host the reports. The intentions are good. However, I am concerned for all who work for organisations that are not registered Principal Contractors.

Their reporting route must now be through the relevant principal contractor. How often will such reports be altered or even supressed to ensure that only the subcontractor or agency staff are shown up as culprits? If an inquiry follows an incident will all relevant employers be represented on the panel or just the principal contractor?

The real danger is of even more suppression of information due to commercial pressures.

When will track safety start to improve?

Last month I posed the question, “When will we begin to see an overall improvement in safety culture and performance”. I support the simplification indicated by Network Rail’s Life Saving Rules and welcome the support which I believe is to come from railway trades unions on this initiative.

I again question the need for a Rule Book. Without it, would we need regular re-issue of Track Safety Training plans and assessment tools? We have over the years amassed more and more rules and procedures and with them a mountain of paperwork.

I recall suggesting that every site needed a rail mounted wheelbarrow merely for transporting the paperwork!

Saving money and paper too!

Surely the time must now have come when a serious attempt is made to not only reduce the paper but more importantly give back the responsibilities to those who spend their working lives on site doing the work?

In the early days of the old Track Safety Strategy Group they relied on a group of hands on supervisors to accept or reject safety improvement ideas and more importantly come up with their own sensibly unprofessional initiatives. It worked. Track staff respected and accepted their safety initiatives.

Our objective should be to win respect for the skills, abilities and motivation of track staff. Get that right and safety culture and performance will at last improve, administration and legal costs will fall and far less paper will be wasted!

Rail Engineer triumph for Chris Hooper

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Chris Hooper of communications company, telent, has won this year’s Rail Engineer of the Year Award.

Chris, a development engineer at telent, is based in Coventry but often finds himself hard at work in London. The Rail Engineer of the Year was sponsored by BridgeZone, top civil engineering company specialising in Difficult Access Inspection.

Unstinting efforts

Chris Hooper worked all hours to ready many of London’s rail info systems for the London Olympics. Being able to hear Mayor of London, Boris Johnson’s announcements on the tube was largely down to Chris and his colleagues’ unstinting efforts.

Chris was away from home on an almost permanent basis during that time and more than willing to attend sites at short notice. His work involved a range of projects, improved customer information for DLR and Greater Anglia, as well as implementing a new voice announcement system for London Underground.

Unique

Paul Dobbins Head of Engineering (Metro) at telent said, ‘Chris Hooper is a unique guy, liked by all, nothing too much trouble, and despite a busy life outside work is always available any time of night or day to help customers or colleagues and always coming up with innovative ideas to improve things.

‘He has shown this over several years in his involvement in development of the telent management system for London Underground, DLR and Network Rail. However, it is the extreme effort, beyond any reasonable expectation in the lead up to the Olympics for which he has been most commended.

‘He was involved in a range of projects, improved customer information for DLR and Greater Anglia, implementing a new voice announcement system for London Underground, and a small matter of working out a way to get the

‘Boris Olympic message’ implemented across a range of systems. As the time got tighter, the more he put himself in the firing line to make things work.’

Says Tom O’Connor, head of the Rail Media Group, ‘The London Olympics has been great news for Britain, for all participants and for the rail industry. 1000s of spectators and competitors travelled to and from the games by rail.

‘That they could do so is as much a testament to the hard work of frontline staff as it is to the behind the scenes people like Chris who worked night and day to make the whole event a success. Modern communications systems are the life blood of transport and his achievement is hugely important. We wish Chris well in the future and congratulate him on winning this ward.’

The former service business of Marconi, telent was formed in 2006. Employing over 1,500 people telent helps maintain and support communications on national transport networks. telent rolls out broadband networks that allow rail and metro operators to run their operations more efficiently – round-the-clock, every day of the year.

Rail Engineer of the Year was sponsored by BridgeZone

‘We are totally committed to investing in our people and developing our engineering skill base. This is a fundamental part of our strategy to grow the business, make a positive difference to people’s lives and sponsoring ‘The Rail Engineer of the Year’ category is a reflection of that,’ said BridgeZone’s Managing Director Paul Marshall.

BridgeZone Ltd is a civil engineering consultancy, specialising in Difficult Access Inspection of built structures such as bridges, tunnels and operational property large and small, with extensive experience in rope access, diving and confined space operations.

BridgeZone draws on a wealth of experience, both nationally and – more recently – internationally, for new and existing clients. The company is also a member of the Association of Diving Contractors, an operating member of IRATA (Industrial Rope Access Trade Association) and registered with the HSE to undertake inshore and inland diving operations.

Difficult Access Inspection

BridgeZone provides professionally qualified and experienced civil and structural engineers, trained in wide ranging disciplines such as commercial surface supply diving, difficult access inspection, confined space operations (incorporating full breathing apparatus for hostile conditions) and rope access.

BridgeZone offers an alternative to standard working at height restrictions, allowing access to most sub-surface and confined space environments by which Difficult Access Inspection, survey, investigation and assessment of structures can be carried out.

Highly Commended

Keith Taffs of First Capital Connect Says Terry Ridley, ‘Keith Taffs is employed as a Rolling Stock Inspector by FCC and deals with train faults and failures on a daily basis. Along with his vast knowledge of train systems and the fact that one of Keith’s attributes is attention to detail, he was identified as the ideal candidate to work alongside a software development company to design and implement the Train Assistance Faults and Failure System (TAFFS).

As an engineer Keith has had to ascertain how each individual department across the business contributes in providing a safe and reliable train service. With knowledge gained Keith was able to develop a system that will provide our control and maintenance teams with the required information when dealing with disruption to the service caused by a failed train or a train related incident. The information provided by TAFFS is up to date, logical and correct and has the appropriate links to the relevant safety database.’

Mike Jones of Merseyrail

Says Simon Olorenshaw, ‘Mike is a Project Manager for Merseyrail, responsible for the delivery of refurbishment and maintenance projects across the Merseyrail network. For the past 10 months Mike has had the day-to-day responsibility for the delivery of the concourse refurbishment project at Liverpool Central, one of the busiest stations outside of London, which also involved a full station closure for 16 weeks.

‘Mike has not only worked with station staff and the principle contractor, but he has also liaised with Network Rail and their principle contractor who were working on a scheme at Central station at the same time refurbishing the platforms and associated passageways that form the underground elements of this sub-surface station.

‘Using his experience and knowledge of the station, coupled with his skills in negotiation and diplomacy, his drive and enthusiasm has enabled him to deliver the transformation of a tired 35 year old station into one fit for the 21st century on time and within budget.

‘Mike has earned the respect of all involved in this project due to his ability to remain calm under pressure and to be constantly smiling, regardless of the issues that arrive from all directions on a project of this nature.’

New post for Powell

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David Powell will be overseeing the procurement of new trains for the Merseyrail network.

Powell, 44, has been appointed Project Director, Rolling Stock. David has been involved with many rail and urban mass transit projects worldwide for more than 20 years, most recently in senior roles within Manchester’s Metrolink expansion programme where he oversaw the introduction of the city’s new fleet of trams.

Previously David worked for five years as a Project Director at Bombardier. Says David, ‘We are building on a lot of success here on Merseyside, with Merseyrail consistently one of the best train operators in the country.

‘This project is a unique opportunity to deliver a world-class fleet of trains which will become the bedrock of the region’s public transportation system for decades to come, and further improve our local train services.’

James Lloyd wins recruiter/HR Award

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James Lloyd of London Underground has won this year’s Recruiter HR of the Year Award.

James has been at the forefront of initiatives aimed at attracting young people into the industry. The Recruiter HR of the Year Award is sponsored by Vital Rail.

James Lloyd was nominated for his hard work in attracting young people to the transport industry. He pioneered a series of Classroom to Boardroom events working with the Mayor’s Academies in London.

14-17 year olds undertook various transport challenges and presented their findings to a TfL panel – some of the answers were later adopted by the organisation. James also worked on the University Technical College project and set up the Rail Talent Community to tackle the growing problem of scarce skills in the industry.

As a result of his work students and young people have been

attracted into the industry enriching both London and TfL. During the London Olympics he was heavily involved as a travel ambassador at London Bridge station.

Important opportunity

Says Patricia Holgate, ‘The events James has spearheaded provide an incredibly important opportunity for developing confidence and capability in young people by giving them the opportunity to address work-based problems in a work environment which in turn provides evidence which young people can draw upon when applying for jobs and taking part in recruitment processes.

‘James’ event also provides an excellent insight into potential careers within rail for young people. Not only is this showing initiative to banish future scarce skills, but helps to represent those from less privileged backgrounds.’

‘It is all down to the training people and engineers I work with, ‘ said James modestly. ‘They inject passion into what they do. It’s they who do it and I’m very proud to be a part of that.’

Says Tom O’Connor, managing director of the Rail Media Group, ‘James Lloyd demonstrates what can be achieved using imagination and initiative. The railway industry is expanding rapidly and needs to recruit a whole new generation to carry it forward.

‘James is helping bring that about and we should all be grateful. His is a stand alone triumph and this award is hugely deserved. Well done.’

London Underground, part of TfL, runs trains on eleven different lines serving 270 stations. The network has over 408 km of railway, reaching into 28 London Boroughs.

The Recruiter HR of the Year Award is sponsored by Vital Rail

The company, which supplies skilled railway operatives across the whole spectrum of railway infrastructure, is a leader in tackling the skills shortage in the rail industry and developing HR strategies that retain and advance railway staff.

Vital Rail is part of the Vital Services Group and is a multi- disciplined rail support services company with its own PCL and POL accreditations. As a major supplier of track, underground, safety critical, security, technology, signalling, OLE and supervisory services to the majority of the UK’s national rail Infrastructure companies, Vital Rail has established a strong history of partnering agreements based on trust and commercial ompetitiveness.

With head offices in London and Manchester and a network of supporting facilities in Glasgow, York, Warwick and Swindon, Vital Rail has a strong record of delivering multi-disciplinary projects safely, on time and within budget.

Highly Commended

Andy Ridout of advance-TRS

Chris Darlow has known Andy Ridout for over 16 years. ‘Andy started out as a young Trainee Recruitment consultant at a large agency. There, he quickly worked his way up to director level where he specialised in signalling and remained the company’s top consultant for over fourteen years.

After countless recruitment campaigns for the majority of the UK’s rail organisations Andy finally took the big decision to set up his own international railway recruitment firm and in August 2011 launched advance-TRS.

After twelve months, a colossal amount of hard work and very long hours, advance-TRS is now recognised as expert in supplying the complete range of permanent and contract, blue and white collar staff throughout the industry and has grown from a two man band to employing twelve full time members of staff, this in the midst of a recession.

Ironman challenge

Despite a very hectic work schedule, Andy enjoys nothing more than spending time with his partner and three children who are the inspiration for his latest campaign. In August next year Andy will be attempting Norway’s ‘Xtreme Norseman’ Ironman, in the hope of raising £10,000 for

Railway Children.
Over the past five years I have worked closely with Andy on many staffing projects and can only praise his conduct, attention to detail honesty and integrity. He is someone who always goes out of his way to make himself available to anyone in need of his help or advice, a quality that he clearly expresses to his team, which reflects on their outstanding performance.’

To support Andy on his venture to help Railway Children go to: http://uk.virginmoneygiving.com/ AndyRidout

Tubelines HR Team

Steve Norris spoke warmly of the Tube Lines Stratford HR Training Team. ‘This is a diverse team of trainers and administrative employees responsible for the delivery of safety critical training for all Tube Lines workers, TfL employees and external contractors and sub-contractors who work on the Underground and across the railway.

All in all, we have approximately 25,000 personnel pass through our doors on a yearly basis.

‘Over the last twelve months

we’ve gone through significant change with the implementation of a new online booking system to ensure our customers receive a 24- hour service and allow forward booking of courses up to three months in advance. This change has completely transformed our entire way of working.

‘Through the efforts of the whole team, they have ensured that the result is a simplified and improved service for booking training.

This has also helped to improve

the overall delegate experience on the day. They’ve done all this whilst adopting new responsibilities and delivering training and continued support to our customers in using the new system.

‘As a team they work well and support each other in their respective roles, have immense pride in the service and quality of training that they offer, and always deliver it with tremendous professionalism and enthusiasm.’

Simone Carter wins Outstanding Customer Service

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Simone Carter, who works in the Travel Centre at Worcester Foregate Street for London Midland, won this year’s Outstanding Customer Service award.

‘Simone is an absolute celebrity at Foregate Street,’ said Alex Hynes, former commercial director of London Midland and now Go- Ahead’s Managing Director – Rail Development.

Many passengers and colleagues wrote in nominating Simone for the Outstanding Customer Service award praising her cheerfulness and encyclopaedic knowledge of railway ticketing.

Says Derek Oldale, who works at the station, ‘Having worked as a contractor at Worcester Foregate Street station for a number of years, I saw Simone working at first hand. At all times she behaved in a professional, helpful way to the customers seeking advice and help. No matter what demeanour they entered the travel centre they invariably left feeling they had received her personal attention. In short, her exemplary attitude makes her a great ambassador.’

Popular figure

Simone, who lives in Kidderminster, said the award was unexpected. ‘I want to thank all my customers for nominating me. It feels great. I really hadn’t expected this. I’d like to thank all my colleagues at Worcester Foregate Street as well,’ she said.

Simone is a popular figure in Worcester and her nomination received many endorsements.

Says colleague, Nigel Tolley, ‘Having known Simone for many years, during which time she has held various positions within the rail industry, it makes a refreshing change to find somebody who is really enthusiastic, truly knowledgeable and customer friendly. ‘We all know that with many rail passengers it would appear that their prime objective in life is to wear into the ground any member of staff that they stumble upon. However, they have met their match with Simone and within minutes admit defeat as it would appear impossible to wipe the smile off her face and stop her friendly banter.’

Inspiration

Andy Milne, editor of RailStaff, who lives in Herefordshire and has used Worcester Foregate Street, said, ‘People like Simone Carter are the backbone of the railway. Both her skill, her kindness and generosity of spirit are an example and inspiration to all.

‘This award is highly deserved and the fact it was endorsed by so many passengers and other staff is testament to a successful career and great personal achievement. This award means Worcester Foregate Street has to be one of the most friendly railway stations in Britain.’

Alex Hynes added, ‘Our 10,000 rail staff do an excellent job providing high levels of customer service ever day and thinking like a passenger to provide a good end to end journey. We run 3700 services every day and that just wouldn’t be possible without the commitment and dedication of our staff.’

Sponsors Govia

Govia, the partnership between Go-Ahead Group plc and Keolis, sponsored the Outstanding Customer Service award. In existence for over 15 years, Govia operates the London Midland, Southeastern and Southern rail franchises.
London Midland operates train services through the heart of England from London to Birmingham, the Midlands, Liverpool and Worcester Foregate Street. Between them these rail companies are responsible for over 5,500 train services a day.

All the three companies were in the lead at the London Olympics carrying millions of passengers to and from the games. Staff working round the clock demonstrated high levels of customer care and helped make the London Olympics perhaps the most remarkable in history.

Highly Commended

Claudio Marcolongo of London Underground Says Mike Guy, ‘Claudio consistently demonstrates World Class customer service and goes out of his way to help customers and his colleagues.

‘Recently Claudio calmed down a young customer who was very distressed after losing her belongings including her passport when pick pocketed. Speaking fluent Italian, Claudio was able to liaise with the customer, BTP. By telephone he reassured the young girl’s mother in Italy that he would take care of the situation.

‘In his own time he supported the customer further by taking her to the Italian consulate to gain papers to allow her to travel home to Italy as her passport was lost. BTP were very complimentary about Claudio’s intervention and the customer truly did receive absolute ‘World Class’ service.

‘Claudio was there for the customer in what was a desperate situation. This is not the first occasion Claudio has provided assistance to customers beyond his duty and this was typical of his commitment to customer service…Claudio is a star and a role model for the railway industry.’

Paul Farnes of Virgin Trains

A passenger, Sarah, said the following about Paul Farnes. ‘The day I met him I was travelling home from Daniel’s appointment at the Royal Brompton Hospital in London. It was the first time I had made this journey via train. Having not travelled by train for years, or ever with a baby for that matter, let alone a baby with Daniel’s numerous problems.

‘I was nervous and unsure what to expect. Due to my lovely little boy’s syndrome he looks very different from other babies. This often causes a lot of unwanted attention, being stared at, comments and so on. I felt quite uncomfortable to say the least on the journey home and was also struggling with my pushchair and a rucksack packed full and heavy with all of the things that have to accompany Daniel.

‘As the distance is so far, the costs are simply not possible for friends or family members, particularly given the amount of trips we need to make so I had no one to help.

‘When he spotted me, Paul not only moved me to first class, but also provided me with refreshments. I was not stared at in first class, it was much quieter and there was a table I could use for Daniel’s toys to keep him amused.

As well as this Paul carried all of my things for me and also helped me off the train with everything at the other end so I would not struggle. He went out of his way to ensure our comfort and to make things easier for us. This made what had started out as a stressful journey into a fantastic one for both me and Daniel.

‘I was touched to the point of tears by his kindness as our situation usually just warrants people staring, no one offers to help let alone go to the trouble Paul has.

‘Paul is a credit to your company and I want both him and you to know how much this means to me.’