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How Siemens’ equality, diversity and inclusion team is helping mind the gap

Marc Johnson
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How Siemens’ equality, diversity and inclusion team is helping mind the gap

Companies across the rail sector are each finding their own way to ensure that the railway’s workforce is reflective of society at large. At the end of 2017, the industry set itself the target of increasing the number of women and black, Asian and minority ethnic (BAME) employees by 20 per cent. This was announced within a long-term rail partnership plan, which also emphasised the positive steps taken by Network Rail to ensure there is representation for lesbian, gay, bisexual and transgender (LGBT) employees in the sector.

The drive for equality, diversity and inclusion (EDI) throughout Siemens Rail Automation is championed by the company’s managing director, Rob Morris, with EDI groups forming at each of the company’s principle offices throughout the UK.

Explaining the importance of these teams to the business, Rob Morris said: “Whilst diversity defines our mix of people, inclusion focuses on how we embed and develop a culture which enables us to perform at our best and to work together seamlessly.”

The EDI team at the company’s Birmingham office is a shining example of the work that is being undertaken company-wide. Under the leadership of senior project engineer and regional EDI champion Candiece Henry, the team has been actively promoting a wide range of activities, including raising the profile of both the Women in Engineering and International Men’s days as well as hosting a number of STEM (science, technology, engineering and maths) events at local schools.

Ball Planning Committee: Samantha Zaman, Alison Taylor, Carol Dowe, Denise Copson, Claire Millson & Candiece .

To continue to raise awareness of these key subjects, the EDI team has engaged with a local primary school to support a three-year programme of STEM-based support, which includes sponsorship of mathematics software and a commitment from Siemens to attend career talks and subject-based workshops. Within the business, the group has organised a number of team-building activities, training programmes and health-related talks, with presentations from suppliers and industry-wide support organisations. To broaden engagement across the business, volunteers are also invited to chair the regular EDI planning and strategy meetings, providing people with an opportunity to help shape the group’s efforts and suggest topics for further exploration.

Charity ball

A particular focus of the team’s work this year has been to support its nominated charity, ‘Birmingham Mind’, by holding a series of fundraising events including the Siemens Rail Automation ‘Mind the Gap’ Charity Ball. Nearly 200 people attended the black-tie event at the Birmingham Council House in November, which provided an opportunity to celebrate funds raised of more than £23,000 to support the charity’s vital work in the area of mental health. In total this year, the company has contributed £24,072 to Birmingham Mind.

Having had its government funding cut earlier in the year, Mind relies heavily on donations to maintain its work. Speaking on behalf of the charity, Helen Wadley, chief executive of Birmingham Mind, said: “I’d like to thank all the team at Siemens, and in particular Candiece Henry and Denise Copson who were instrumental in organising the November ball, as well as a number of other activities – from a Christmas jumper day to a silent auction featuring amazing gifts. “The fantastic partnership with Siemens has been hugely beneficial for us. The company’s commitment to mental health and support for us as Charity of the Year has been superb, with this being the largest donation we have received from a single source. The funds raised will go back into our operation, to improve and continue running our mental health services for the Birmingham community.”

Jane Moore, head office manager and PA to the chief executive, added: “We were so pleased when we heard that Siemens was organising the ‘Mind the Gap’ ball to raise funds for Birmingham Mind.”

Candiece Henry continued: “Our EDI team was well aware that one in four people in the UK will experience a mental health problem each year, and so working with and helping to raise money for Mind has been a really worthwhile and rewarding focus for us this year.” “We have been supported at every step by both our operations director, West, Matt Kent and managing director, Rob Morris; both of whom were completely behind the charity ball to the extent that the business covered all the costs, so that every penny raised during the evening went directly to the charity.”

Powerful story

Those who attended the ball also heard a powerful testimonial from Darren Mahon, a former user of Mind’s services in Birmingham, who talked openly about his mental health battles. Darren thanked Birmingham Mind for giving him another chance in life and for their help in enabling him to turn his life around. With continued support from the Mind team in Birmingham, Darren went on to explain how he is now helping others to cope with their mental health issues.

Matt Kent summed up the role of the EDI group and the company’s association with Mind: “We are delighted to work so closely with this incredibly worthwhile charity, and to help support their invaluable work. I’d like to thank everyone who contributed to the success of the event and of course, to everyone who made a donation. “Whilst this was the main event, there have been a whole host of activities taking place within Siemens to raise money for Mind. From the Three Peaks Challenge undertaken by our Birmingham New Street Project Team, to sponsored slimming, card games and ‘walkathons’. I’m extremely proud of those who has given up their time and talents to make a difference to the lives of others.

“The EDI working group has achieved a huge amount in a short space of time, with the team carrying out a lot of its activities outside normal working hours. Not only have we been able to support Birmingham Mind, but importantly the group’s activities have united the office and helped break down some of the unconscious barriers which may have existed.”

Finding the people to make HS2 happen

Marc Johnson
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Finding the people to make HS2 happen

Every time I walk into work, I notice Birmingham is in the midst of a renaissance. Not a month goes by without a new commercial building opening or another construction project breaking ground.

In 2017, the project to build the UK’s first intercity high-speed railway was at the centre of this flourishing England’s second city. Work to build the new HS2 Curzon Street station got underway in Birmingham city centre in November, with enabling works to clear the ground, the start of archaeological digs as well as utilities surveys.

Meanwhile newly opened office buildings have filled up with hundreds of staff who are delivering these enabling works. They work at joint ventures like Fusion (Morgan Sindall, BAM Nuttall and Ferrovial Agroman) and the LMJV (Laing O’Rourke and J Murphy & Sons). They are already being followed by the organisations responsible for the civil engineering and construction contracts: CEK JV (Carillion, Eiffage and Kier) and BBV JV (Balfour Beatty and Vinci).

In total, 25,000 people will be employed to build HS2, including at least 2,000 apprentices. HS2’s apprentices aren’t only young people taking their first steps in the working world or switching industries with HS2; they are also existing railway, construction or engineering workers who are taking this opportunity to upskill and get to grips with the technology that makes high-speed rail travel possible.

Once operational, a further 3,000 people will be required to work full-time to run, maintain and operate the high-speed railway. Some of these jobs will be in traditional engineering, manufacturing and construction roles; while others will be in newer disciplines, including data science, computer-based design and Building Information Modelling (BIM).

Once-in-a-generation opportunity

These numbers are not to be sniffed at. HS2 offers a once-in-a-generation opportunity to grow the UK’s railway and construction skills base and get more people into these industries by attracting experienced and enthusiastic talent from other sectors. HS2 will also help develop the higher technical skills required in the existing rail and engineering workforces in order to build this new railway and upgrade the wider UK transport network.

Kate Myers.

Current forecasts show that an additional 186,000 engineers will be needed every year until 2024 to fill all the engineering roles required by the UK’s pipeline of infrastructure projects. More than 100,000 of these will be needed to fulfil advanced and higher technician or supervisor jobs at “advanced” Level 4. Today, fewer than one in four are qualified at higher or advanced technician level.

Alongside Highways England, Network Rail, Crossrail, Transport for London and the Trades Union Congress (TUC), HS2 is part of the Strategic Transport Apprenticeship Taskforce (STAT), established in April 2016 to deliver on the ambition of the Transport Infrastructure Skills Strategy: to create more apprenticeships; improve diversity and promote transport as a career.

To make the UK’s infrastructure project pipeline a reality, we need to expand and upskill the entire talent pool in the construction, engineering and transport industries. This includes attracting and retaining diverse and previously under-represented people, including women and black, Asian and minority ethnic (BAME) groups. We are reaching out to attract the widest possible pool of aptitude, helping train a workforce that not only supports our delivery of this project, but one which will also help cultivate the country’s other major infrastructure projects, as well as being able to one day export their skills abroad.

First apprentices

The first crop is evidence of the progress that is already being made. HS2’s first 25 apprentices started working with us in September. In the rail industry, 13 per cent of employees are women, while only 6 per cent come from BAME backgrounds. Forty-four per cent of HS2’s apprentices are female and 36 per cent are BAME. Ninety-two per cent of them are under the age of 30, which is essential to replacing an existing workforce which is overwhelmingly within sight of the retirement paddock.

All of HS2’s apprentices are spending time training at the National College for High Speed Rail (NCHSR). This new institution is dedicated to creating and retaining the highly skilled and diverse workforce which will lead the UK’s emerging high-speed rail industry. Built on state-of-the-art campuses in Birmingham and Doncaster, all learning materials, equipment, staff and the curriculum have been developed with – or supplied by – employers, including HS2, giving the college’s attendees a direct link to industry and ensuring they are gaining the specific skills needed to be able to start work straight after graduation.

The college provides students with the technical skills required to build HS2. It also offers new pathways to people starting a career in transport infrastructure, while training the existing workforce. Initially, an intake of industry apprentices will specialise in either civil engineering (at Birmingham), track systems (at Doncaster) or systems engineering (available at both sites). From the start of the 2018 academic year, apprenticeship options in power, rolling stock and command, control and communications (CCC) will be added, as well as a Level 5 management apprenticeship and a Level 4 higher national certificate equivalent.

I feel an immense sense of pride as I walk into work and survey Birmingham’s transformation. HS2 is committed to encouraging young people to become interested in the STEM (science, technology, engineering and mathematics) subjects that lay the groundwork for careers developing the UK’s cities and the infrastructure which connects them. We deliver 60 STEM inspiration days every year, attended by an average of 3,000 students between the ages of 11 and 14, more than half of whom are girls, like me.

If the railway and engineering industries are to look forward to the kind of growth and prosperity Birmingham has in store, it will be the long-term, strategic and pride-inducing infrastructure projects that not only plant the seeds but also nurture them through to maturity so we can all reap the benefits for generations to come.

Written by Kate Myers, head of skills and employment, HS2 Ltd

Photos courtesy of HS2 Ltd

SVR launches £10,000 appeal to repair vandalised carriages

Marc Johnson
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SVR launches £10,000 appeal to repair vandalised carriages

The Severn Valley Railway (SVR) is hoping to raise £10,000 to repair two historic carriages damaged by vandals in Kidderminster over Christmas.

Around £2,000 has been raised since the graffiti was first discovered on Boxing Day but more is needed to cover the cost of restoring the heritage vehicles.

One of the carriages 2701, a teak-bodied carriages designed by Sir Nigel Gresley, has now been taken to the carriage and wagon paint shop in Kidderminster to be repaired. Work to restore carriage 1146, which is owned by the GW (SVR) Association, will begin in February.

SVR general manager Nick Ralls said: “This was not what we expected to come back to after our Christmas Day closure. It’s heart-breaking to think that in just a few minutes the people who carried out this attack have caused hundreds of hours of extra work for our volunteers and staff. However, we’ve dealt with worse before, such as the devastating floods of 2007, and we’ll deal with this too.”

Photo: SVR.

Shelagh Paterson said the charitable trust had been heartened by the support it had received: “As soon as the news of the attack broke, we started receiving offers of help from people who were clearly as shocked as we are. On the first day alone, nearly £1,000 was donated online.

“We very much hope that this generous support will continue to help us meet the total cost of £10,000 to get these important carriages back into service as soon as possible.”

West Mercia Police said enquiries were ongoing. Anyone who witnessed any suspicious activity around the site between Christmas Eve and Boxing Day 2017 is urged to contact West Mercia Police on 101 quoting 118s of 26 December 2017.

If you’d like to donate to the SVR appeal visit www.svrtrust.org.uk or phone 01562 757940.

Richard Branson returns fire over so-called bailout of Virgin Trains East Coast franchise

Stewart Thorpe
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Richard Branson returns fire over so-called bailout of Virgin Trains East Coast franchise

Virgin Trains founder Richard Branson has defended the so-called government bailout of its East Coast franchise.

Critics, including former Labour transport secretary Lord Andrew Adonis, have condemned the government’s decision to change the model of the franchise three years before it is due to end – when the bulk of premium payments from the operator were due.

A new body, which will combine the East Coast operator and Network Rail, called the East Coast Partnership will jointly operate services and manage track operations from 2020.

In response to “a lot of heat, but not much light” in the media, Richard Branson said that while Virgin Trains East Coast did agree to pay £3.3 billion to the government over the course of the eight-year franchise, that bid was based on the promise of certain infrastructure works.

However, delays to Network Rail’s upgrade work will cost the operator hundreds of millions of pounds in lost revenue, Branson added.

Franchise joint venture partner Stagecoach, which owns 90 per cent of  Virgin Trains East Coast, said it was in discussions with the Department for Transport in June over the terms of the franchise, after making an £84.1 million exceptional charge to cover the losses it expected to suffer over the next two years.

Photo: Virgin.
Photo: Virgin.

Richard Branson said: “The critics argue that Stagecoach and Virgin are somehow benefitting from this. The fact is we have both lost significant amounts of money – well over £100m in total – and have not received a penny in dividends.

“We could swallow those losses and simply walk away from the franchise as others have done before. That would be easier. But it would also be wrong. It would bring an abrupt halt to the investment and improvements which are flowing into East Coast. It would mean more disruption to passengers, communities and our people.  Yes, improvements never happen as quickly as any of us would like.

“But we have a track record of achieving great success in difficult circumstances. It took years to turn the West Coast Main Line around, but we persevered and with new trains, new track and our incredible team, today millions more people want to travel on our trains than ever before and we consistently top customer satisfaction tables.”

He added: “The current system can certainly be improved, and we want to continue to work with the Government and Network Rail to bring about improvements for the benefits of our passengers. I hope and believe the East Coast Partnership is a step in that direction.”

Photo: Virgin.
Photo: Virgin.

Read more: Building the biggest little railway in the world

 

Railway’s Christmas works in brief

Marc Johnson
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Railway’s Christmas works in brief

London Bridge station, now fully reopened following its £1 billion redevelopment, was at the centre of a huge programme of works completed over Christmas and New Year.

Network Rail said more than 260 projects across 3,400 work sites, representing an investment of around £160 million, was delivered over the festive period – an increase on the £100 million spent last Christmas. All the work was delivered within a 10-day period by a team of more than 32,000 without a major incident.

Major milestones

London Bridge and the remodelling of the railway either side of the station has been one of the biggest stories of the Christmas blockade. It isn’t the end of Network Rail’s occupation of the London terminal, however, with work set to continue at the station into the spring as new retail units and cafes are finished off.

Liverpool Lime Street

Progress was made on major infrastructure schemes up and down the country.

In the North West, work continued at Liverpool Lime Street where platforms are being lengthened, widened and renumbered. A new platform 8 has opened, the former platform 8 has reopened as platform 9 and platforms 6 and 9 have now been closed for remodelling. In Manchester, a £3 million project to replace the track serving platforms 13 and 14 was also completed.

In the Midlands, new signalling equipment was installed between Birmingham and Wolverhampton as part of the West Midlands resignalling scheme. Preparations were also made at Derby station ahead of this summer’s remodelling works. Engineers were busy on Christmas Day replacing the track layout into the depot.

Network Rail chief executive Mark Carne said: “We’d like to thank passengers for their understanding over the festive period while we worked to deliver our Railway Upgrade Plan and continue to improve both the capacity and reliability of our railway.

“Mega-projects like this at London Bridge, as well as hundreds of smaller projects across the country, will bring real bene ts to millions of passengers. We have been working tirelessly across the Christmas break to deliver these improvements and I am pleased that passengers will begin to see the bene ts they will bring.”

The Tube network was also a hive of activity. New cabling was installed on more than 3.5 km of line as part of the Four Lines Modernisation (4LM) resignalling scheme. Three junctions were also replaced at Earl’s Court and two new track junctions installed to connect the Northern line extension tunnels to the Charing Cross branch on the Kennington loop.

Other stories from around the network

Great Western Railway (GWR) has been able to launch electric services between Maidenhead and Didcot earlier than planned after electrification works were completed as part of the Great Western electrification programme.

Also on the Western route, Network Rail completed a complicated signalling data upgrade on the Paddington station approach on Christmas Day. As a result, the connection between the railway and the new Crossrail tunnels now appears on the signalling screens at Thames Valley Signalling Centre.

For all of the good news stories on the Western route, there was a sad moment for sta at Old Oak Common who closed the depot’s doors for good on 2 January as the HMF and wheel lathe were decommissioned. The depot, which maintained GWR’s HST fleet, is being demolished to make way for the new HS2 station.

In the South East, engineers installed a new drainage system in Sevenoaks Tunnel.

Lead photo taken by MPI installation team leader Phil Hammond on New Year’s Eve.

Building the biggest little railway in the world

Stewart Thorpe
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Building the biggest little railway in the world

Model rail enthusiasts, engineers and builders have attempted to build the longest model railway in the world.

Led by TV presenter and engineer Dick Strawbridge, the team set themselves the challenge of building a 74 mile railway along the Great Glen Way from Fort William to Inverness.

Laying 29 tonnes of O gauge track up hills and transporting a little steam engine across water, the team built bridges, helixes and pulley systems to overcome the country’s challenging terrain, living and working alongside the railway as they went.

Photo: Channel Four.
L-R: TV presenters Claire Barrett and Dick Strawbridge alongside engineer Hadrian Spooner. Photo: Channel Four.

Dick Strawbridge said: “It’s a very simple idea: the Victorians failed to build a railway along the Great Glen Way, and it was one part of the railway network in Scotland that was never built. So we had the idea of building a model railway across Scotland.”

Although there were once proposals to build a line from Fort William to Inverness, these were opposed by the Highland Railway and never came to fruition.

With vehicles running over track by accident, the need to secure the railway at night and workers left exhausted by the intensity of the project, the team were given a flavour of the enormity of the challenge that their Victorian forebears encountered during the golden age of railways.

Find out how the team got on in The Biggest Little Railway in the World, which will be broadcast on Channel 4 on January 7 at 8pm.

Photo: Channel Four.
Photo: Channel Four.

Read more: New Year’s Honours for railway heroes

 

Stephen Glaister reappointed as chair of rail regulator ORR

Stewart Thorpe
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Stephen Glaister reappointed as chair of rail regulator ORR

Professor Stephen Glaister has once more been reappointed chair of the Office of Rail and Road (ORR).

Stephen became chair of the independent regulator in January 2016 and was reappointed to the position until December 2017 by the transport secretary at the time, Patrick McLoughlin.

Announcing the news in June 2016, the Department for Transport said that the reappointment would provide continuity of leadership as the government considers the recommendations of the Shaw report on the longer term future, shape and financing of Network Rail.

On January 4, 2018, current Secretary of Transport Chris Grayling announced Stephen’s reappointment, passing on his gratitude that he had agreed to stay on for another year.

ORR chair Stephen Glaister. Photo: Department for Transport.
ORR chair Stephen Glaister. Photo: Department for Transport.

Chris added: “It is vital we maintain a strong, independent regulator to deliver a safe UK rail network as well as value for money for taxpayers and other funders. His knowledge and experience will ensure that continues.”

Stephen’s reappointment will provide continuity of leadership for ORR during the completion of the current periodic review of Network Rail, which is due to be published in October 2018.

The search to find Stephen’s replacement from 2019 will take place in the early part of 2018.

ORR protects the interests of rail and road users by seeking improvements in safety, value and performance.

Read more: HST train cab struck by tree in Plymouth

 

HST train cab struck by tree in Plymouth

Stewart Thorpe
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HST train cab struck by tree in Plymouth

Mark Hopwood, Great Western Railway’s managing director, took to LinkedIn to deliver a cautionary new year message after the cab of one of the operator’s HSTs was struck by a tree.

On New Year’s Eve, the 18:57 Paddington to Plymouth service was forced to stop outside of Plymouth after a tree fell and seriously damaged the train’s cab.

Photo: Network Rail.
Photo: Network Rail.

Thankfully, the driver, although shaken, was left unhurt and there were no passenger injuries but it serves as a reminder of the risks – sometimes unusual – that front line staff face.

The HST was eventually hauled to safety, arriving at Plymouth almost two and a half hours late. Unfortunately, it was a memorable New Year’s Eve for all the wrong reasons for the passengers onboard, but the outcome could have been a lot worse.

Read more: New Year’s Honours for railway heroes

 

New Year’s Honours for railway heroes

Stewart Thorpe
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New Year’s Honours for railway heroes

More than 1,000 people have been named on the New Year’s Honours list 2018 for exceptional achievement and service.

Among them are a number of individuals who have been praised for their work in the UK’s rail industry. Read on to find out more about the honorary individuals.

Eddie Martin pictured in 2013 with his RailStaff Award. Photo: Rail Media.
Eddie Martin pictured in 2013 with his RailStaff Award. Photo: Rail Media.

Eddie Martin, CrossCountry train manager, British Empire Medal (BEM) for services to charity

Eddie, who won an award for his charity work at the 2013 RailStaff Awards, has been given the BEM for helping to bring clean drinking water to tens of thousands of African villagers.

Eddie set up the charity ‘Myras Wells’, which raises money to build wells in Africa. To date, Eddie has raised more than £500,000 and funded more than 100 wells across Burkina Faso.

The initiative is named after Eddie’s late wife, Myra, who was killed in 2005 in a car crash on her way to work.

Superintendent Matthew Wratten, British Transport Police (BTP) officer, Queen’s Policing Medal for services to policing

Photo: BTP.
Superintendent Matthew Wratten. Photo: BTP.

Supt Wratten joined BTP as a constable from Kent Police in 1999. He is currently based at Central London police station within the justice department and has been recognised for leading the operation to drive down theft on the London Underground.

From 2010 to 2013, BTP saw a rise in thefts on the Underground. Working with Transport for London, Supt Wratten developed initiatives to drive down those numbers, culminating in a 17 per cent reduction in theft in the first year alone. That equated to nearly 3,000 fewer victims.

Colleagues said the results were testament to his effective leadership and passion for protecting victims of crime, and the tactics – which involved collaboration with partners, extensive media campaigns and pioneering methods – were rolled out nationwide.

Jane Owen. Photo: Network Rail.
Jane Owen. Photo: Network Rail.

Jane Owen, train running controller at Network Rail, BEM for services to the LGBT community

As a train running controller, Jane secures the smooth operation of a section of Network Rail’s London North Western route. Monitoring train performance on the network, Jane uses her skills to optimise train running to deliver the timetable in collaboration with Network Rail’s signallers and train operating companies.

For more than seven years, Jane has also worked tirelessly for the LGBT community, dedicating much of her free time and energy to improving awareness of the needs of transgender people.

She is chair of the board of trustees of Sparkle, the national transgender charity and is a critical leader in organising the Sparkle Weekend celebration in July of each year, which actively promotes trans awareness in the UK.

She proactively works within Network Rail to support it becoming a more inclusive environment for transgender employees. Jane has also supported trans individuals by providing them with advice and support from the perspective of someone who has transitioned from male to female.

Cliff Perry. Photo: IMechE.
Cliff Perry. Photo: IMechE.

Clifford Perry, business coordinator of IMechE’s railway division, Member of the British Empire (MBE) for services to railways

Clifford joined British Rail’s training scheme in 1967 and went on to, in his own words, have “altogether not a bad life”.

A fellow and ex-chairman of the IMechE, Clifford’s work saw him support the introduction of HSTs in 1976, engineering and organisational change in the ‘80s, and privatisation in the ’90s.

He also supported the introduction of train leasing at Angel Trains, the creation of the RSSB, taking railway research into the private sector (BR Research) and, on a smaller scale, the invention of the National Incident Record system to broadcast safety critical train faults.

Cindy Beckford. Photo: Network Rail.
Cindy Beckford. Photo: Network Rail.

Cindy Beckford, principal programme controls manager at Network Rail, MBE for services to the railway industry

Cindy began her railway career in 1979 as a clerical officer for the train enquiry bureau and has worked her way up to become principal programme controls manager, where she currently works closely with HS2.

She set up Cultural Fusion, Network Rail’s first Black Asian Minority Ethnic (BAME) employee network, in 2013, and has chaired it ever since. It now has almost 500 members and provides a platform for members to network internally and externally and to develop their careers.

Led by Cindy, Cultural Fusion was last year singled out for its work at the Race for Opportunity Awards 2016 where it was highly commended.

Photo: ACoRP.
Former chief executive of the Association of Community Rail Partnerships Neil Buxton. Photo: ACoRP.

Neil Buxton, former chief executive of the Association of Community Rail Partnerships (ACoRP), Order of the British Empire (OBE) for services to local and rural railways

Neil Buxton retired as ACoRP’s chief executive in November 2016, after spending many years devoted to community rail.

As the general manager, Neil has liaised with government and industry on community rail issues, led ACoRP’s restructure in 2016 and helped the organisation grow in stature and influence.

ACoRP is a Department for Transport-funded umbrella group which supports Community Rail Partnerships, shares ideas and best practices among its members and hosts the annual Community Rail Awards.

David Buttery, former deputy director of high speed rail legislation and environment at the Department for Transport, OBE for services to transport

Dave joined the Department for Transport (DfT) in 2003 and became the deputy director for high speed rail legislation and environment in February 2012.

Among his many achievements in the department, he developed the HS2 Phase One hybrid bill and managed its passage through parliament to royal assent in February 2017. He left that role in April, 2017.

Responding to the New Year’s Honours list, Mr Buttery said: “I’m very proud to receive this OBE for my work on the HS2 Phase One bill.

“The bill – the largest piece of legislation considered by parliament – was a massive team effort across DfT and HS2 Ltd. So while I’m honoured to receive this award it really recognises many people’s hard work.”

Photo: Network Rail.
Tom Crosby. Photo: Network Rail.

Tom Crosby, Network Rail volunteer, BEM for services to rail safety

At the age of 14, Tom received a 25,000V electric shock whilst playing trackside with a friend. He was hospitalised and given a 25 per cent chance of survival. Tom received 14 skin grafts and still suffers with his mental health to this day.

In 2015, Tom decided he needed to do something positive with his injuries. He proactively contacted Network Rail and offered to share his story to reach out to young people directly. Since then he has been actively involved in Network Rail media campaigns and talks at schools and events.

Tom might not be a Network Rail employee but he is a committed safety campaigner, giving up his free time and energy to encourage young people to stay safe around Britain’s rail infrastructure.

In the last year, he has directly spoken to more than 1,000 young people as part of the Network Rail Community Safety programme.

Read more: How Network Rail tackles winter weather on the tracks

 

In case you missed it – Bringing track and train closer together

Marc Johnson
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In case you missed it – Bringing track and train closer together

Digital Railway will bring engineers of different disciplines closer together than ever before. It will demand Within NCB, James is trying a system-wide approach to the way railways are designed and built that is sometimes lacking.

‘It’s prompting conversations that are well overdue in terms of a civil engineer talking to a rolling stock engineer,’ said James Collinson, managing director of the Network Certification Body (NCB).

In December, Transport Secretary Chris Grayling announced that future franchises will be overseen by joint management teams made up of members of Network Rail and the route’s train operator. This too is an attempt to bring the track and train closer together.

It’s something that James has strived towards throughout his career. While working at Network Rail, he put together the Rail Vehicle Interface Engineers team: a group of rolling stock engineers within Network Rail who were capable of having the technical conversations with the operator that had been missing up until that point.

The team was a precursor to the deep alliances and joint working groups that are now becoming common, although James played down its role. ‘I wouldn’t profess to this way of working being my brainchild alone.’

HIGHLIGHTS

Within NCB, James is trying to create a similarly diverse team. NCB, while part of the Network Rail group, is an independent assessment and certification body for the industry. Prior to its creation in 2012, infrastructure certification had been carried out in-house, but the evolution of European safety and interoperability legislation was making that arrangement unsustainable.

From a team of around 20, NCB has grown threefold and by the end of CP5 hopes to have a workforce of between 80 and 100 people.

Says James, ‘We had an initial model of what we considered to be the right organisation to achieve what was needed. This has successfully evolved, and we’re now in our fifth year of doing business, we’re almost up to 60 people and we’re continuing to grow.’

One of the highlights for James from the past 12 months has been the growth of the body of work undertaken by NCB’s rail vehicles team.

‘Being part of the Network Rail group means we’ll inherently have a high level of activity in the infrastructure project side of things, but now we’re able to demonstrate we’re capable of doing non-infrastructure type work. Rail vehicle and on-track machine certification and compatibility activities are the success stories for me,’ says James, who himself trained as a traction and rolling stock engineer.

Projects include being the Notified Body and Designated Body for the new Caledonian Sleeper carriages, certifying the new LORAM rail grinders and being the Assessment Body for Hitachi’s Class 385 EMUs for ScotRail, which began dynamic testing just before Christmas.

BROAD KNOWLEDGE

While studying mechanical engineering at Sheffield University in the early 1990s, James undertook a summer placement at British Rail. It went so well that he was invited to apply for the graduate scheme; he was accepted and spent the next 10 years working in traction and rolling stock engineering roles. In 2000, he decided to ‘change sides’, joining Network Rail (formerly Railtrack) as a contracts manager in the infrastructure maintenance side of the business.

Says James, ‘This type of change of discipline was rare at the time, but it’s happening more and more now. I’m very keen to encourage and promote it as it’s an increasingly important feature of being an engineer in the railway industry.’

NCB’s close association with Network Rail, while a bene t in many ways, can pose some challenges: James says it is sometimes difficult to convince T&RS engineers that coming to work for an organisation that has Britain’s rail infrastructure manager as its parent company is the right career move.

Says James, ‘NCB is adopting a system approach to railway certification and we’re aiming to grow our engineering capabilities across the board: infrastructure, T&RS, electrification, signals etc, so they can seamlessly mesh with the expertise that’s already established within the business.’

He added, ‘I want engineers to see NCB as a place where they can not only practice the discipline that they know and love but have the opportunity to develop and progress by being part of the bigger railway picture.’

HELPING THE INDUSTRY

As well as ensuring that projects comply with the legislation, part of NCB’s role is to try and shape the standards they’re assessing against. ‘Just because it’s compliant with the standards doesn’t necessarily mean it’s fit for purpose,’ says James, explaining the nuanced approach to assessment that is required – it is as much about ensuring the compatibility of the technology as it is about ticking boxes for compliance.

Brexit, and what it might mean for the current standards and the role of the notified body, will likely make the need for experienced engineers capable of providing this level of service even greater. It’s a concern for the entire industry and one that NCB is addressing where it can.

Says James, ‘It takes time and investment to build up this knowledge and it’s already a scarce resource.’ NCB is able to tap into the rich graduate resource within Network Rail. Graduates join NCB in order to gain an understanding of the role certification plays before going back into Network Rail or elsewhere. It’s one way of cultivating the engineers which the industry will need in the future.

‘We’re helping the industry as a whole by developing these people,’ says James. ‘But we don’t really want to lose them to the competition, so our challenge is to work out how to attract and retain them, whilst allowing them to get what they need from a business that’s quite niche in what it does.’

James says he now feels comfortable about NCB’s position in the UK. He believes 2017 will see the company pursuing opportunities overseas, giving it the chance to promote the same system-wide engineering approach to projects around the world.

In case you missed it – Komplete clean

Marc Johnson
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In case you missed it – Komplete clean

The work of those who clean and maintain Britain’s trains goes largely unnoticed by the general public. These are the people who, on a daily basis, wash off graffiti and remove stubborn wads of chewing gum.

However, the industry knows it shouldn’t underestimate the power of a clean train. According to government figures in 2015, the cleanliness of a train’s interior made a 17 per cent contribution to passenger satisfaction – second only to punctuality/reliability.

2017 began with operating companies coming under attack for raising ticket prices while failing to deliver reliable services and seats for many passengers. It highlights how important it is for operators to leave passengers with a positive experience of their service by ensuring carriages are free from litter, with clean seats and carpets. It will go some way towards maintaining and improving customer satisfaction during a time of negative PR for the rail industry.

Train Presentation, one of the three divisions that make up the Komplete Group, provides interior and exterior cleaning services for rolling stock.

Daniel Cartwright, head of Train Presentation, takes a hands-on approach to projects, undertaking a sizeable share of the cleaning work. With 30 years of industry experience, gathered from companies including Bombardier Transportation, Alstom Transport and Railcare, his expertise has proven invaluable in delivering a first class performance, leading his team by example.

DEEP CLEAN PROJECTS

During December 2016, the Train Presentation division successfully completed a project for London Midland (LM) to deliver a special clean of the West Midlands-based electric fleet at Soho Light Maintenance Depot (LMD) in Birmingham. The six-week programme involved a professional deep clean of the passenger areas on the Class 323 fleet (26 x three-car units), paying special attention to interior graffiti (marker pen, paint or leather dye), chewing gum, residue from sticky labels and cleaning light diffusers.

The team worked night shifts, with rostered hours being flexed and adjusted as required to meet the requirements of the local operations and maintenance organisations.

To ensure the skills were in place to deliver the programme, a team of operatives, comprising local labour and experienced personnel, was deployed. A strong emphasis was placed on quality and health and safety, with weekly site visits by Daniel and Jason Coulby, head of operations, who monitored all work being done and conducted in-process checks and internal audits.

Based on the quality of workmanship, LM placed follow-on orders for the deep cleaning of the Class 323 fleet’s driving cabs and then local paint repairs (to restore heavily graffiti vandalised interior hard surfaces) within the passenger saloons.

Komplete Group also successfully completed a project for Arriva Rail North to support a deep clean of its entire Northern fleet. Eight teams, each comprising a team leader and three operatives, were deployed across seven sites, from Heaton (Newcastle) in the North East to the Botanic Gardens (Hull) in the East, to Allerton (Liverpool) in the West.

Key aspects of the project included chewing gum removal, cleaning of kick strips/heater grills, hopper windows and spot steam cleaning of interior hard surfaces where regular heavy cleaning by hand was not sufficient.

For this contract, Komplete Group’s recruitment division was called upon to source the high-calibre operatives. Once again, Train Presentation’s management conducted in-process checks and all necessary internal audits, whilst monitoring and managing all work being completed.

Daniel Cartwright commented, ‘24th July marked the end of an intense period of work across multiple sites in the north of the country. This project is characterised by the sheer quantity and variety of work required by Northern. This included the full interior clean of 762 individual rail vehicles. Four of the seven sites our team worked at recorded 100 per cent attendance records. My thanks go to every member of our teams for the quality of their work.’

FIRST IMPRESSIONS LAST

The exterior of rolling stock is equally important, with the potential to create an excellent first impression as passengers board trains to begin their journeys. Komplete Group offers all levels of rail vehicle cleaning on a project basis or as part of a long-term contract. While the washing of rail vehicle exteriors is largely automated, Komplete Group can provide competent, trained staff to hand-wash the driver’s windscreens, cab front yellow facings and vehicle bodyside recesses – to supplement the automated function.

Other servicing tasks complement the main cleaning project, such as the filling of water tanks and sandboxes along with the operation of Controlled Emission Toilet (CET) equipment to evacuate toilet tanks. In addition, the train presentation division performs trim repairs and spot painting as part of the deep clean, wherever necessary. This reduces vehicle downtime and optimises the availability of train vehicles for service.

Komplete Group has three divisions: Train Presentation, Projects and Recruitment. The Projects division provides engineering solutions on a wide range of rolling stock projects, and has the capability to deliver a full service, from concept to completion. The company’s Recruitment division is an engineering and technically focused recruitment arm providing permanent, contract and fixed term solutions to clients and candidates nationwide and beyond.

Daniel Cartwright is now working with the Fleet Departments of a number of train operators to develop a menu of potential solutions and strategies to drive reductions in rail vehicle cleanliness complaints whilst ensuring a corresponding upturn in National Rail Passenger Survey (NRPS) scores.

With projects for organisations such as London Midland and Arriva Rail North leading to further contracts across the country, Komplete Group looks to establish an industry standard for returning train vehicles into service quickly, efficiently and to a high level, making it one area of the UK’s rail service that the paying public can rely upon.

First published in RailStaff February 2017

In case you missed it – Supply and demand

Marc Johnson
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In case you missed it – Supply and demand

At Rail Live, back in June 2016, Ballyclare announced its successful contract win to supply Network Rail with protective workwear. It’s been all go since.

The contract win was great news for the Ballyclare and Gore partnership and was considered to be one of the biggest UK deals to supply rail-compliant workwear. It was also great news for the Network Rail workers, both male and female, who have benefitted from easy access to a wide selection of base layers, jackets, trousers, salopettes, coveralls and body warmers. In fact, within 15 seconds of a Network Rail worker placing their product order, it is received at Ballyclare’s warehouse where products are then picked, bar coded and labelled, and packed for swift dispatch.

Maggie Shaw, Ballyclare’s sales and service manager for the rail industry comments, ‘We started supplying in October 2016 with a soft launch approach which we felt was the best option to ensure a smooth transition from the incumbent to Ballyclare. Since then, uptake has been excellent and feedback has been positive from all levels within the business.

We’ve started attending PPE Days which are hosted by Network Rail and held at depot level to talk through with the end users all elements of the PPE provision. This covers supply, design, dispatch as well as open question and answer sessions.’

Jonas Andersson, Gore Workwear Associate added, ‘Gore is proud to work so strongly and effectively with its brand partners. We are delighted with the feedback that both the products supplied and service received is exceeding expectations.

‘The GORE-TEX® Fabric technology is keeping workers warm, dry, visible and comfortable even during our most foul winter weather. This is complemented by Ballyclare’s expert design and manufacturing, plus their high quality customer service, meaning that the rail industry gets the best products and service level support it deserves.’

CLEANING UP

Cleaning and maintaining the products in the new range has not been overlooked. To keep garments in peak condition they can be cleaned and maintained repeatedly. This not only extends the lifecycle of the garment but also ensures end users consistently and constantly benfit from being kept safe, seen and dry.

Ballyclare’s Maggie Shaw comments, ‘For the Network Rail contract, we are working closely with PHS who are their independent laundry provider. We’ve produced end user product information sheets which have gone into depots so that everyone is clear how to use a garment layering system, as well as providing instructions on garment and laundry care.’

Every garment Ballyclare supplies is assigned to the individual wearer and tracked via an automated system by Ballyclare and PHS. This means that Network Rail have up-to-date access to all the information they need to ensure that their workwear is maintained in prime condition. Network Rail also provides its workers with a dedicated PPE Help Desk service.

BALLYCLARE AND GORE PARTNERSHIP

Ballyclare Limited is an established supplier with over 20 years’ experience of designing, manufacturing and distributing an extensive range of industrial workwear, corporate garments, high visibility and waterproof/foul weather garments.

It’s been successfully partnering with Gore for a number of years to supply Technical GORE-TEX® Garments to the rail and other industries.

WIDE PRODUCT AVAILABILITY

It is not just Network Rail workers who can benefit from the Ballyclare portfolio of GORE-TEX® Garments. Anyone working within the rail sector can order these high quality and durable products directly from the Ballyclare website (ballyclarelimited.com). In addition, there is the option for garments to be individually branded if required.

Ballyclare is an accredited supplier under the Rail Industry Supplier Quali cation Scheme. The company supplies a full range of workwear for the industry, all of which complies with the Rail Industry Standard RIS-3279-TOM, which recently replaced Railways Group Standard GO/RT 3279 standard. It includes waterproof and flame-retardant garments, plus an extensive range of fleece and next-to-skin options, allowing the customer to create the perfect workwear solution for all employees, regardless of their role.

Visit: ballyclarelimited.com gore-workwear.co.uk

First published in RailStaff April 2017

In case you missed it – Joining the debate

Marc Johnson
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In case you missed it – Joining the debate

You can’t effect change if you’re not part of the discussion. That is the belief of one of the country’s leading civil engineering and construction groups as it looks to forge new links with its industry partners.

Costain is now formally a member of RSSB. As such, the company will be assigned a seat on various committees and policy groups; it will also gain access
to RSSB’s rich bank of resources, including information on standards, risk modelling tools and updates on new safety innovation.

There are other benefits too. Members have access to data from the Railway Documentation & Drawing Services (RDDS) – a subsidiary of RSSB that houses the former British Railway Board’s library of traction and rolling stock drawings and documents from before privatisation.

‘For us it means we get to be committed to the ongoing improvement we want to see in the industry,’ said Nicola Uijen, rail safety, health and environment (SHE) director at Costain.

ROGS

Of course, Costain has been working with RSSB for many years, particularly in areas like occupational health, hand arm vibration and mental health.

Costain contributed to the RSSB’s ‘Railway Health and Wellbeing Roadmap’ and was one of several organisations to endorse the RSSB’s ‘Leading Health and Safety on Britain’s railway’ industry strategy.

At the launch of the strategy, Costain’s director of rail, Gren Edwards, said, ‘Leading Health and Safety in Britain’s Railways is a positive step to identifying significant common industry risk and providing a co-ordinated approach to its prevention, reduction and mitigation. Costain see real benefits in aligning our strategy with this approach to support improvements to protecting passengers and worker safety and health throughout the UK rail networks.’

Companies have a legal obligation to collaborate under the Railways and Other Guided Transport Systems (Safety) Regulations 2006 (ROGS). Formal membership within the RSSB, however, gives companies like Costain a louder voice on the issues that affect their workforce.

‘We span the whole system,’ says RSSB in its membership guide. That said, Costain is one of only a handful of companies directly involved in the delivery of complex rail infrastructure programmes to gain RSSB membership. The company will be able to lead the debate and highlight construction safety issues within an organisation that tends to focus on operational safety.

‘The industry is bigger than just that,’ said Nicola, reflecting on her desire to bring more attention to construction safety issues in the industry. She went on, ‘It absolutely gives us that key influence… We’re now in a position where we can influence more and be part of the decision making and the toolkits they put together.’

Sustainability and innovation

The connection with RSSB will go beyond the health and safety department. Most parts of the business will cultivate new RSSB contacts, including areas like technological innovation and sustainability.

There are clear bene ts for companies from membership, but there are ideas and approaches being pioneered by Costain that will gain a bigger platform. Earlier this year, Costain launched a new carbon counting tool that can identify potential emission hotspots on project sites and help project managers reduce their carbon footprint. The tool has already been used by Costain Tideway East project.

Costain’s R&D should benefit from membership. RSSB can obtain government funding for research programmes, as well as offering grants or match funding for beneficial schemes. Costain is working with 13 strategic partners to further research projects with SMEs. The company hopes to advance its knowledge of intelligent infrastructure business innovations.

Representing the con-tracting community

Nicola, who has worked in construction and rail-related health and safety roles for the past 24 years, believes it’s important that more contracting companies seek membership too. ‘The RSSB is set up to help the industry deliver improvements to the railway industry. Currently the membership is skewed particularly in the direction of operating companies and infrastructure owners.

‘This is a great time to be involved and influence from the infrastructure contractor’s perspective. The more contractors that join, the better. We can really get the RSSB working for the contracting community that support the industry. This will assist in sharing of data and best practise leading to greater improvements to safety, health and wellbeing of the railway family.’

First published in RailStaff April 2017

In case you missed it – More for Morson

Marc Johnson
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In case you missed it – More for Morson

The office of Matthew Leavis, Morson Vital Training’s head of training, sits in the lower floors of Morson Group’s branch office on Ordsall Lane, just a couple of miles from their headquarters in Salford, Manchester.

An old mill building that the company recently refurbished and now occupies, the stone wall behind his desk is adorned with certificates of accreditations and assurances awarded to Morson Vital Training over the last few years. Among these names are the National Skills Academy for Rail (NSAR), Transport for London (TfL) and Qualsafe awards.

In the centre, pride of place, sits the latest acquisition – the industry’s first-ever platinum accolade indicating best in class from NSAR.

‘To lead a great team such as that within Morson to the highest possible award achieved during an assurance visit is amazing and very satisfying,’ says Matt of their latest accomplishment. ‘It’s been a two-year long journey and it’s a very personal one to me.’

ROUTES TO RAIL

Before that two-year journey began, Matt worked for over a decade at Network Rail as a workforce development specialist, taking a lead role within the organisation’s Kent training centre as a welding specialist and trainer. He recalls his formative days in the industry with a clear sense of gratitude and enthusiasm.

‘They [Network Rail] really gave me my start in the industry. I love training, I love competency management and I love being able to help people progress, develop and enhance their skillset. It’s a satisfying thing to show someone a skill and see them hone it and become better than the person who is teaching them.’

With the strains of travelling and staying away from his family taking their toll, he made the decision to leave Network Rail in 2012 to pursue a new opportunity – designing vocational qualifications and apprenticeships with the same high standards of quality he experienced within Network Rail. It’s a natural progression for Matt, with his own training setting the benchmark for what his plans were as the trainer.

‘The need for apprenticeship support is what really brought me to Morson. We see Network Rail as a shining light in the industry, and we have tried to embed and emulate their quality within MVT to suit this end and help bridge the growing skills gap in the North West.’ Hence, the division, which currently consists of five trainers, three assessors and two specialist associates, was born with the backing of the Morson Group senior management team.

To meet the needs of the growing industry and demands for the next generation of track engineers, Morson Vital Training (MVT) have worked hard to offer delivery of fully funded programmes and training opportunities, addressing the growing industry skills gap working in partnership with some of the best colleges throughout the UK. Its apprenticeship programme, launched in May 2015, has been very well received from both employers and awarding bodies, with the emphasis on quality of delivery and integration of modern technology to meet the ever-growing demand for technological competence in the industry today – and more importantly tomorrow.

‘One of the key objectives from the very beginning was to create a sustainable, high quality apprenticeship programme based on small numbers and high deployment rates. Since then, we’ve gone on to deliver 24 new apprentices on 12-month programmes throughout the UK.’

BEST IN CLASS

Morson Vital Training is making a name for itself in breaking new ground. Several of the accreditations and assurances that adorn the wall behind Matt are industry firsts. In March 2015, MVT became the only training provider outside of TfL to achieve a license to perform track safety training.

‘TfL does not license training providers, it’s not a process that happens. However, our recruitment arm Morson International provides a lot of workforce to them. We wanted to be their leading supplier and we felt there was a benefit in being able to deliver our own training, and they approved us to do so. It was a real feather in our cap and it shows how MVT fits into the wider group.’

The recent ‘Quality Assurance Panel’ award – the highest-ever awarded by the body of 11 industry experts chaired by Guy Wilmshurst-Smith and including key senior representatives from Transport for London, Network Rail, Crossrail and the project director from HS2 – is another first that is the icing on the cake for Matt and the team.

Particular praise was directed at the fact that the range and nature of the training and assessment provided aligns exactly with the medium and long-term needs of industry clients. Feedback from learners in the report confirmed that they have very high regard for the training provided. The report also makes reference to using prior experience to enrich the quality of the training, a statement which reflects the initial motivation for setting up MVT.

COMMUNITY

MVT has also looked elsewhere to develop talent. The company recently worked with HMP Thorn Cross to get inmates who have conducted rail training courses while in prison out on to the tracks during the last few months of their sentences, providing valuable experience opportunities.

Noticing that there was an industry norm of training rail engineers to be first aid trainers and believing this to be something that doesn’t necessarily align with their skillset, the team looked further afield into the ex-Forces community, paramedics, the fire service and other groups for whom first aid has been a more critical part of their roles. Consequently, all first aid training is provided by these communities.

‘We feel that it’s second to none in terms of quality. It’s not a big commercial part of what we do, but it all adds up to being part of embedding that quality within everything we do. And we’re assured by the leading awarding body for first aid.’ Matt gestures to the certificates on the wall.

EXPANSION AND BEYOND

Like the whole of Morson Group – whose almost 50 years of recruitment and design engineering expertise spreads across 11 sectors, including rail, aerospace, defence and marine – MVT has grown organically to suit client and candidate demands. When it became apparent that the appetite spread further than just the local region – and that the universal need for quality training and apprenticeships for the future has become more pressing – it expanded their division to Farnham and then acquired an external centre in Fratton, Portsmouth. The most recent expansion saw a satellite division set up in Chelmsford.

So what does the future hold for MVT? ‘We’re now looking at investing quite heavily in the South East, Aylesford. All of these opportunities and strategies are born out of the needs of the group and client needs.’

Making the business futureproof is also a key concern for the team, with the average age of their own trainers being well into their fifties. ‘It’s the elephant in the room,’ explains Matt. ‘We need the experience that age gives, but in the future we need to look at developing an integration process that brings the next generation of talent through and dedicates them to training from the very beginning and starts them on the path to being a trainer. We want to be able to give someone the experience that time provides, but do it in a more focussed way. You can get that experience by accident, but why can’t you implement a dedicated succession plan?”

This doesn’t just apply to candidates – there is definitely an inward focus too. With an emphasis on the future of competency management and delivery of training, MVT works in partnership with local colleges and invests heavily in progression, training their future assessors.

It’s clear this is only the start for Matt and his team. With his infectious dedication to the cause (he admits he’s lived and breathed MVT since its inception), the company is confident it will see its wall of certificates growing.

‘It’s always been difficult being the new kid on the block, but I consider ourselves to be a young and vibrant company that’s looking to challenge the norms and achieve the best they possibly can – we have that fire in our belly.’

In case you missed it: Charity starts at work

Marc Johnson
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In case you missed it: Charity starts at work

A Q&A with Jason Tetley, chief executive of the Railway Benefit Fund (RBF)

So, Jason what is your role within the charity. What is a typical day like for you?

I have the privilege of being the chief executive of the RBF. My role is varied so no day is the same. I could be doing everything from meeting with rail unions and employers to discuss our services; to reviewing our fundraising and budgets; talking to supporters or even putting on my cycling shorts to raise funds!

Isn’t RBF only for retired and sick staff?

Put simply, no. We understand that life is never straightforward and that ill health, bereavement, relationship breakdown and work problems can occur at any time, to any member of the rail workforce. Our purpose is simple: to support rail staff and their dependents in times of hardship.

So, who does RBF support?

The RBF covers anyone who works in the rail industry from maintenance to freight, from administrative staff to station staff. We are the only charity that solely supports rail staff and their families and have an open support programme available.

Do you have to be a member of RBF to get support?

Not at all. We are proud to say we are there for all railway people. We are not a membership-based charity. This means we will help anyone. Regardless of whether or not they ‘pay in’ to a scheme. We want to be inclusive and there for anyone who may need us.

What services and help do you offer?

As we approach our 160th anniversary, we are reviewing the support we offer to allow us to extend our reach and impact across the industry. In particular, we are developing services that support current rail employees.

Our challenge is to remain relevant to current staff and their needs whilst ensuring that we continue to provide valuable financial support to those in extreme financial hardship.

The support we offer has broadened to include advice and information services, ensuring that those seeking help receive a package of support. Our aim is to provide assistance that deals with both the immediate hardship affecting the individual and the underlying causes, wherever possible. We offer free, confidential support that is person focussed.

What are the most common issues you are contacted about?

The issues we see are varied and reflect the complexities of life. Life is a journey, and we are here to help people keep afloat and on track.

The issues we see are often due to financial hardship as a result of old age, disability and are often because of a sudden change in circumstance or due to an emergency such as bereavement, sudden illness or loss of employment. We have provided children’s beds, disability vehicles, funeral grants and have assisted people to prevent them from going bankrupt through our advice service facility.

I would like to provide a list of things we have assisted people with in the last year, but I very much doubt we would have the space!

How has the demand for RBF support changed over the years?

Our charity has a long and poignant history within the rail industry. When we first set out, a very long time ago, in 1858 we were dealing with issues regarding safety and working conditions. Today in 2017, we are looking at a step-change in the services that we provide to current staff and, by extension, to develop and broaden the relationship that we have with rail employers.

Job insecurity, debt and financial worries, relationship and family issues and increasing caring responsibilities are a few examples of where RBF is looking to support rail staff.

We are keen to develop our debt advice offer and recently launched a free confidential advice line for those struggling with debt or dealing with financial worries that is available to all staff irrespective of role or grade. Our aim is to develop this service and extend its reach across the industry on a rolling programme. We will also be launching a service to assist rail staff that may use payday loans and other forms of short-term, high-interest finance that often escalate cost and which does not solve financial difficulties.

How would someone needing help get in touch with the charity?

We appreciate that the thought of contacting us for help may seem daunting and scary for some people. However, we want them to understand that it need not be. Our services team are dedicated to helping railway people when they need us, and always offer a listening ear, and kind words when dealing with our beneficiaries.

Our service is completely confidential. You can get in touch with us primarily by calling us on our advice line or by dropping us an email, if this is easiest. Alternatively, you can visit our website where you will be able to nd a variety of resources and advice to access in your own time.

What can people do to support RBF and to get involved?

We are always keen to have rail people involved in the work of our charity through fundraising, volunteering or simply spreading the word about us.

In particular, this year we will be calling out to people in June to get involved in helping us in developing the support we can offer their staff . We are planning to have a mix of social media and workplace activities around our charity. We like to see this as a little bit of a celebration for the work we do, and what has been achieved together with our supporters over the years.

We will be having a dedicated hashtag for the week of, you guessed it, #BehindRBF. We want to get as many staff involved as possible whether it be cake sales, BehindRBF selfies or fancy dress – just to have some fun whilst raising awareness.

Challenge your teams and lighten the load in a world that is very fast paced and stressful. We just want everyone to share, like and tweet what is going on in their workplace that week. The best part about Behind RBF Week is that we will be asking individuals and companies to sign our RBF pledge. This is vital to us to show just how much support we have from within the rail industry. In turn, this will motivate more people to want to get involved. This week is about having fun in the name of RBF!

Lastly, what does the future look like for RBF?

Well, bright! However, you can help shape our future by getting involved and telling us the services that can assist your colleagues and in turn help us offer more and better support to more staff across the rail industry.

To find out more about getting involved in the charity contact: [email protected]

If you want to speak to our dedicated service team about help contact: [email protected]

Or if you want to speak to us direct call: 0345 241 2885 Alternatively visit: www.railwaybenefitfund.org.uk

First published in RailStaff April 2017

SWR to receive final Class 707 trains in January

Marc Johnson
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SWR to receive final Class 707 trains in January

South Western Railway (SWR) is set to receive the last of its new Class 707 EMUs from Siemens.

The final sets will be delivered to Clapham Junction by the end of January 2018, completing SWR’s fleet of 30 trains.

The first pair of five-car 707s was delivered at the end of 2016 and the first train of the Desiro fleet entered service in the summer.

Class 707s will only operate on the SWR network until mid-2019. FirstGroup/MTR, which took over the franchise from Stagecoach, plans to replace them with a new fleet of Bombardier Aventras.

Speaking to RailStaff at the launch of the SWR franchise, Transport Secretary Chris Grayling said: “The franchisees have no obligation to use the existing trains.

“This is a different strategy it’s about having a more harmonised fleet of trains that improves efficiency, improves ways of working.

“It does mean that Angel Trains has a fleet of Siemens trains that won’t have a home after 2020, but we’re not in a position today where we have got a surplus of trains on our network, and I’m absolutely certain they will find a home and help deliver longer trains and more capacity in other places.”

Photo: Siemens

How Network Rail tackles winter weather on the tracks

Stewart Thorpe
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How Network Rail tackles winter weather on the tracks

Each season presents its own challenges for Network Rail, which works around the clock to keep train services running despite testing conditions.

Whereas leaf fall is the main enemy in autumn and the flowering of weeds in spring, there are a number of significant problems that Team Orange tackles in winter.

Compacted snow and ice can prevent points from working, stop power from third rail reaching trains, and when rails freeze together, signals stay red and trains are forced to stop.

Heavy snow can also make branches break off trees while very cold conditions can jam train doors shut.

Looking for a new job in the UK rail industry? Click here to begin your journey

Photo: Mike Newman / Shutterstock.com.
Photo: Mike Newman / Shutterstock.com.

Network Rail develops a special timetable with train operating companies (TOC) for the winter period and prepares for adverse conditions by making sure the track is clear, that there is no overhanging snow-covered vegetation, no icicles at tunnel entrances, and that spare parts are delivered where needed for assets sensitive to snow and ice. TOCs also run empty trains overnight to help keep the tracks clear of snow.

To keep ahead of the game, Network Rail also uses special weather forecasters which advise on any impending severe weather risks and a helicopter fitted with thermal imaging can be deployed to identify points heaters that aren’t working.

Network Rail workers fix a point in Doncaster. Photo: Network Rail.
Network Rail staff fix a point in Doncaster. Photo: Network Rail.

Once the adverse conditions have arrived, temporary speed restrictions can be put in place to minimise the risk of accidents and if a snow drift reaches 30cm or more, trains have to be fitted with snow ploughs to run safely.

Staff can also be posted to patrol at-risk assets and remove ice from overhead lines and in an extreme case, lines are closed altogether if they’re blocked.

Network Rail also has a number of cold-weather vehicles and machines which are in position at depots across Britain.

There are three types of winter de-icing train: snow and ice treatment trains (SITT), multi-purpose vehicles (MPV) and winter development vehicles (WDV).

One of Network Rail's multipurpose rail vehicles. Photo: Network Rail.
One of Network Rail’s multipurpose rail vehicles. Photo: Network Rail.

Network Rail has 10 SITTs, which are fitted with snow ploughs, hot-air blowers, steam jets, brushes, scrapers and heated de-icer to make quick work of de-icing tracks.

Along with MPVs – of which Network Rail has 24 – SITTs are deployed to help clear snow from third rails and prevent ice from freezing to them again by spraying them with hot liquid anti-icer.

WDVs blow hot air around the running rails – specifically around points and crossings – to melt snow and ice that is stopping the points from working. The WDV is also equipped with steam lances to melt the more built-up stubborn ice deposits.

Whatever the weather, Network Rail has thorough plans in place to ensure that Britain’s railway can keep moving.

Read more: This is the most bashed railway bridge in Britain

 

In case you missed it – Part-time solution

Marc Johnson
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In case you missed it – Part-time solution

Passengers boarding a Heathrow Express train this New Year will have had a better chance than most of seeing a female driver behind the controls. Around 45 per cent of its drivers are women compared to the UK industry average of 5.4 per cent, according to  figures from the train drivers union ASLEF. While many companies are working to address gender imbalance, Heathrow Express is looking for ways to build on its success.

Heathrow Express (HEx) has been operating the fastest route from the UK’s biggest airport into central London for 18 years. Running a fleet of 14 electric trains, HEx operates 150 services every day and has carried more than 60 million people since its launch in June 1998.

In a bid to fill 10 driver vacancies, the operator is now recruiting for part-time as well as full-time drivers – a move which is a first for the industry and one the company believes will further benefit the diversity of its workforce.

MENTOR MAPPING

Like train drivers, the majority of commercial pilots are male. But the train driving and pilot job markets are starkly different to other professions. In law, for instance, around 49 per cent of solicitors are women, while 51 per cent of doctors are female. Heathrow Express is proud of its history of employing women and supporting them through their careers. For example, Kirsty Sando, a customer service representative at HEx, decided to change career track and became a driver, qualifying at 24. By 27, she had become a driver manager – one of the youngest in the industry – and last year she won an Association of Women Travel Executives award for the positive contribution and impact she had made to the business.

Kirsty was recognised for integrating drivers into the commercial and customer service side of the business and introducing a mentor mapping scheme for the driving team. Kirsty also won an Everywoman award for driver of the year in 2015.

She says, ‘Any suggestion that being a train driver is a man’s domain is as laughable as claiming girls all grow up wanting to be hairdressers.’

Says Lewis Yourdi, head of drivers for Heathrow Express, ‘We are rightly very proud of having the highest proportion of female train drivers in the UK rail industry. However, we work hard to make Heathrow Express a great place to work for everyone, therefore we are proud to be the first train operating company to actively recruit part-time train drivers.

 

‘We welcome all applicants, and also aspire to perhaps tempt some out of retirement. We have a great family friendly culture here which is driven by the diversity of all our employees.’

CUTTING-EDGE TECHNOLOGY

Heathrow Express scored 91 per cent overall satisfaction in the spring 2016 National Rail Passenger Survey, outperforming every train company in London and the South East.

Heathrow Express prides itself as a progressive and innovative company. It was the first UK train company to launch e-ticketing, allowing customers to buy tickets online then receive a barcode directly to a mobile phone that can then be scanned on the train. It was also the first UK train company to launch a fully functional train ticket app, allowing customers to purchase and receive tickets direct to their iPhone, Android, Blackberry or Java-enabled phones.

The HEx technology team also devised a web application for Heathrow Express colleagues, which has proven popular during its first 12 months. The HEx app aims to update different teams – including drivers, duty service managers and head office staff – immediately of any changes in service. It provides instant information on any disruption, so that passengers can be told as soon as possible of any issues affecting the service, and helps to provide details of when the next train will be running.

Heathrow Express recently gave all 90 drivers smartphones to use for digital distribution of briefing material. This saves paper and makes distribution quicker, which greatly improves internal communications.

Drivers have also been set up to use Yammer – a corporate social networking platform – sometimes dubbed ‘Facebook for business’. This provides colleagues with the ability to communicate quickly and easily and so, for example, drivers can swap shifts via Yammer if they need to. This has proven to be extremely popular and helps facilitate internal communications.

First published in RailStaff January 2017 issue

TfL appoints new MD to oversee DLR, tram and London Overground

Stewart Thorpe
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TfL appoints new MD to oversee DLR, tram and London Overground

Transport for London (TfL) has appointed a new managing director (MD) for surface transport.

Current director of public transport and TfL strategy Gareth Powell will replace incumbent MD Leon Daniels – who leaves the organisation after nearly seven years – with immediate effect.

Surface transport covers the London Overground, the Docklands Light Railway and London trams.

Gareth joined TfL’s business improvement and performance division in 2003 from Atkins.

He held a number of roles in group business planning and performance before moving to co-lead the re-organisation of many parts of TfL.

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Gareth went on to join London Underground as director of strategy and service development before his most recent post in which he has driven significant improvements at TfL and helped to further modernise the organisation.

London’s transport commissioner Mike Brown said: “Gareth Powell has held key roles at Transport for London for many years. He will bring great drive, energy and experience to the vital work of delivering the Mayor’s Transport Strategy and making London a safer, greener, fairer and more accessible place.

“I congratulate him and also give my best wishes to Leon Daniels, who is leaving TfL after nearly seven years as the managing director of Surface Transport. Leon has made a massive contribution to TfL and London. Our progress under his leadership has been considerable and I am very grateful to him both personally and professionally for all his invaluable hard work and support.”

Read more: Shining a laser pen at a train driver could land you in jail under new laws

 

Shining a laser pen at a train driver could land you in jail under new laws

Stewart Thorpe
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Shining a laser pen at a train driver could land you in jail under new laws

Those who use laser devices to target train drivers could be jailed for up to five years under new legislation unveiled by the Department for Transport.

The Laser Misuse (Vehicles) Bill, published today, expands the list of vehicle operators – beyond just planes – of which it is an offence to target with lasers.

Laser pens have become a growing concern with their beams capable of impacting a driver’s ability to control their vehicles.

The bill removes the current fine limit of £2,500 and also makes it easier to prosecute offenders by removing the need to prove an intention to endanger a vehicle.

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Commander Simon Bray is the National Police Chiefs’ Council lead for lasers. He said: “Recklessly shining a laser at an aircraft or another moving vehicle is deeply irresponsible and dangerous.

“By causing a distraction or, in some cases, short or long-term eye damage, laser attacks can lead to catastrophic incidents.

“These new and robust measures send a clear message to perpetrators: laser attacks are a crime and serious consequences will follow from committing this offence.”

Last year, the Civil Aviation Authority received reports of 1,258 laser incidents, with Heathrow the most frequent location for reports of the devices being used recklessly.

Earlier this year, the Department for Business, Energy and Industrial Strategy ran a call for evidence on the selling of laser pointers and is considering the findings before formally responding in 2018.

The Department for Transport has released a brief video explaining the new legislation: 

https://www.youtube.com/watch?v=QKfDqp_TbdU

Read more: First-ever second generation EMU painted in original British Rail colours

 

First-ever second generation EMU painted in original British Rail colours

Stewart Thorpe
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First-ever second generation EMU painted in original British Rail colours

The country’s first-ever second generation electric multiple unit (EMU) has been painted in its original blue and grey British Rail livery.

Train 313201, which operates out of Govia Thameslink Railway’s (GTR) Brighton depot along the Coastway route, has been repainted in its original colours – except for changes to meet today’s accessibility requirements – by GTR and Beacon Rail.

The train was the first off the production line at British Rail Engineering Ltd’s York Works in 1976.

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Photo: GTR.
Photo: GTR.

It was BR’s first unit designed with both a pantograph for 25 kV AC overhead lines and shoegear for 750 V DC third rail supply.

Originally numbered 313001, it was reclassified 313201 when it was transferred along with 18 other units to Southern and the pantograph removed.

The repainting was carried out as part of a programme of improvement works, including work on the door mechanism, the air system, parts of the interiors plus repairs to the bodywork to keep them safe and fully functional.

Read more: Virgin Trains launches industry’s first train driver apprenticeship

 

ScotRail Alliance to rollout £300,000 of body-worn cameras to staff

Stewart Thorpe
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ScotRail Alliance to rollout £300,000 of body-worn cameras to staff

More than 300 body-worn cameras (BWC) are being made available to frontline rail staff in Scotland.

The ScotRail Alliance has invested £300,000 in the devices, which can be clipped on to a member of staff’s uniform, or worn on a lanyard.

The cameras capture footage when they are activated by a member of staff and are capable of recording video and audio in high definition for up to eight hours.

The roll out follows a successful trial, where staff found that people positively changed their behaviour when informed that they were being recorded. Footage from cameras worn by staff has also been used in a number of prosecutions.

The BWC’s are clearly marked as CCTV cameras and have a 130-degree field of view.

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ScotRail Alliance managing director Alex Hynes and BTP chief inspector Sue Maxwell at the launch of the body-worn cameras. Photo: ScotRail Alliance.
ScotRail Alliance managing director Alex Hynes and BTP chief inspector Sue Maxwell at the launch of the body-worn cameras. Photo: ScotRail Alliance.

Staff will be encouraged to wear the new cameras, but it will not be compulsory.

The initiative has been delivered in partnership with Transport Scotland and trade unions ASLEF, RMT and TSSA. The aim of the role out is to continue to improve the safety of customers and staff, deter antisocial behaviour, and gather evidence when it does occur.

ScotRail Alliance managing director Alex Hynes said: “Anti-social behaviour will never be tolerated at our stations, or on our trains.

“These new cameras will improve everyone’s journey by deterring anti-social or criminal behaviour, and help with gathering vital evidence on the rare occasions when it does occur.”

Scottish transport minister Humza Yousaf added that, just as every passenger has the right to a safe journey, every worker has the absolute right to carry out their duties without the fear of verbal or physical assault.

In September, BTP rolled out body worn cameras to all our officers meaning that they have an independent witness by their side at every single incident.

Read more: Lottery funding withdrawn from Great Central Railway museum project

 

New fund to encourage unemployed youngsters into digital rail career

Stewart Thorpe
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New fund to encourage unemployed youngsters into digital rail career

The National Skills Academy for Rail (NSAR) is to launch a scheme to encourage unemployed youngsters into a career in the digital railway.

Central to the project is the innovative way that technology will be used, working with a specialist technology partner to develop a digital platform, called Trax, which will host a series of videos that explore the roles and skills of specific rail employees.

The aim is for the young adults who complete the video courses to be signposted to job roles within digital rail or be directed to other opportunities through NSAR Connect and the National Training Partnership.

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The initial pilot will focus on reaching the 60,000 unemployed young people (aged 18 to 24) in London and the South East of England through the Job Centre Plus network.

Following the pilot, Trax will be rolled out across the UK to support the rail industry in filling the forecasted 5,000 digital roles, while at the same time addressing its diversity targets.

The project has been made possible thanks to money from the grant-funding body UFI Charitable Trust.

Rail minister Paul Maynard said: “We are delivering the greatest investment in our railways since Victorian times to give passengers the services they rightly expect. Digital railways are an important part of that transformation and will allow us to run a greater number of services for passengers. It is vital that the next generation of rail employees have the skills to operate in this exciting new environment.”

Read more: Virgin Trains launches industry’s first train driver apprenticeship

 

Lottery funding withdrawn from Great Central Railway museum project

Marc Johnson
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Lottery funding withdrawn from Great Central Railway museum project

Heritage Lottery will no longer be giving the Great Central Railway more than £9.5 million to build a new museum in Leicestershire.

Plans for the new museum in Birstall are now in jeopardy following the announcement, although the team involved are confident it is not the end for the project.

According to Leicester City Council, Heritage Lottery decided to withdraw its funding because of concerns about the “stage of development of the project and perceived delivery risk”. Heritage Lottery was due provide more than half of the estimated £18 million cost.

The Main Line project, as it is known, is a partnership between the Great Central Railway (GCR), the National Railway Museum (NRM) and Leicester City Council.

Due to open to visitors in 2021, the new museum would sit alongside GCR’s Leicester North terminus on the site of the former Belgrave and Birstall station.

GCR’s managing director, Michael Gough, said: “We were genuinely astonished to hear the news about the HLF’s decision on our round two funding and I have to question their rationale.

“Since joining the GCR I have been highly impressed by the support that the project had from the City Mayor and his team and I was confident that the strength of our combined proposal would be a winning solution.

“Our proposal to the HLF consisted of, as requested by them in October 2017, a comprehensive strategy and action plan from the city council, and a detailed business plan from the railway. Taken together this provided an approach that had almost zero risk.

“We will now explore a number of alternative plans. In the meantime, I can’t help but feel hurt that Leicester appears to have been overlooked yet again.”

Leicester’s City Mayor Sir Peter Soulsby said: “We are obviously very disappointed, but this is not the end of the project. We remain committed to it, and the challenge now is for us to find a Plan B and an alternative source of finance.”

Image: GCR/WilkinsonEyre

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RailStaff was launched in 1997 after the UK Rail Industry was privatised and it quickly became established as a leading rail publication in the UK, due to its positive support of the industry, and now reaches over 100,000 readers per month.

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