The Rail Engineer - Issue 121 - November 2014

NOVEMBER 2014 - ISSUE 121

this issueq RRV - FROM STRENGTH TO STRENGTHq CHAFFERS LANE LEVEL CROSSINGq INVESTIGATING ACCIDENTSq CAST IRON GUARANTEE

ROLLING OUT THE BLACK CARPETThe Markshall Farm curve problem

A NEW WAY OF WORKINGDelivering Tomorrow’s Railway Together

TESTING TRACKBED STIFFNESSLaunch of the Rail Trackform Stiffness Tester

WHAT CAN WE GET FOR £247 MILLION?

The ECML challenge

TECHNOLOGY | DESIGN | M&E | S&T | STATIONS | ENERGY | DEPOTS | PLANT | TRACK | ROLLING STOCK

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News 7New arrival at St. Pancras.

Solving a Thorney problem 10A 60 metre span temporary bridge.

What can we get for £247 million? 16The ECML challenge.

Chaffers Lane Level Crossing 28A train-crew operated full barrier.

Lightweight concrete barriers 31Lighter, without compromising strength and reliability.

Concrete pumping truck 32Delivery, mixing and pumping concrete in a single vehicle.

A new way of working 33Delivering Tomorrow’s Railway Together.

The RRV goes from strength to strength 44The RRV is a common sight on the railway.

It’s all about better communications 48A safer and more reliable working partnership.

Hammering it! 50A new piling hammer.

Engaging with the supply chains 51Two annual supplier conferences in the same week.

Investigating accidents 59How the RAIB operates.

Collaborative Solutions 62Arriva TrainCare - independent and stand-alone.

Fixed Installations and the EMC Directive 64Effective management of EMC.

Contents

22

38

40

56

Rolling out the black carpetThe Markshall Farm curve problem.

Testing Trackbed StiffnessLaunch of the Rail Trackform Stiffness Tester.

A Tale of Two Desiros

Cast Iron Guarantees

We’re looking to highlight the latest projects and innovations in

Stations Surveying in the January issue of the rail engineer.

Got a fantastic innovation? Working on a great project? Call Nigel on 01530 816 445 NOW!

See more at www.therailengineer.com

the rail engineer • November 2014 3

@StobartRailLtd

DAVE RICHARDSON – PLANT MANAGER

David Joined the company in 2008 as Plant Manager having worked in a similar role within the rail industry for eight years and previous to that 18 years working in the construction industry covering plant hire, maintenance and transport management.

A very hands on manager David takes pride in being able to provide plant, Transport and service support to the contracts team and external customers the length and breadth of the country.

Enjoying a challenge, he is always looking at ways to improve the support that his department provides to the industry and how to make the plant more effi cient including new products and methods of carrying out the work.

Having just increased the road rail fl eet by taking delivery of four new Doosan 270 Ultimate RRVs, and being heavily involved in the design and construction of the Stobart Rail ballast under cutters, David is now looking forward to the challenges of CP5 and putting this equipment along with existing plant out to work.

David added: “Having previously worked for a rail company, I joined Stobart Rail as Plant Manager in 2008 with an open mind and I was very impressed with the can-do attitude and the comradeship showed by all staff throughout the company.

“We have gone through some very challenging times over the last few years, with the recession hitting the industry very hard, but by constructive teamwork, and a lot of eff ort, I believe we have weathered the storm and have come out as a stronger, more effi cient team.

“Being with Stobart Rail for six years has been a positive career move for me, and I look forward to continuing to work for a company that has a positive outlook and supports innovation, where the company can improve the industry we work in.”

Stobart Rail plantStobart Rail have invested, maintained and continually improved its own plant for over 20 years.

If you need reliable plant to support your maintenance / refurbishment / renewal activities on the UK rail network look no further than Stobart Rail. Our comprehensive fl eet of Road Rail Vehicles, track reballasting machines and specialist on track plant will exceed all your expectations and requirements. The fl eet is maintained by our own maintenance staff and supported in the fi eld by mobile fi tters. Ongoing innovation and high levels of quality maintenance ensure that all our plant is reliable, cost eff ective and fi t for purpose.

If you would like to discuss your requirements or would like further information on the fl eet and its support mechanism please feel free to contact us and we will be pleased to help you.

Dave Richardson Plant Managert. 01228 882 300e. [email protected]

Gary Newton Contracts and Estimating Managert. 01228 882 300e. [email protected]

Andrew Sumner Business Development and Stakeholder Managert. 01228 882 300e. [email protected]

stobartrail.com

This month, it’s railway plant that gets the spotlight. It now comes in all shapes and sizes. No longer is it just farming kit with railway bits bolted on. These days much of it is completely bespoke. With innovations in all rail disciplines appearing thick and fast some of the equipment used on the network is looking more and more baffling.

Chris Parker’s article on the mysteries of track formation quality has highlighted several examples of extraordinary machinery. There’s one that lifts its rubber caterpillar tracks high in the air whilst it gets on with working out what’s going on under foot. Highly effective, very technical, but very strange.

Mark Kennedy of L. Lynch (plant and haulage) Ltd. makes the very valid case for early liaison between plant company and client to make sure that every detail - and beyond - is discussed in full. Mark Hendren of Story Contracting explores the development of the RRV (road rail vehicle) and charts the spectacular advances in construction and technology - not forgetting the attendant safety issues.

Within half a generation, railway contracting has been turned on its head. As Collin Carr reports, the new framework contracts covering some of the most complex and unpredictable major projects are predicated on the need for everyone to work together. Gone is the bureaucracy of tendering - divvying out work between a finite number of competent contractors. But there’s a puzzle. Collaboration has now been around for quite a time, so why do I still hear that ‘a culture change’ is necessary? Something to do with basic human nature perhaps?

Nigel Wordsworth has been off to two separate conferences on procurement within a week. Between them there were in-depth discussions on how £40 billion would be spent. Those attending the Network Rail conference knew the client and knew (generally) how the system

worked. On the other hand, few of the attendees at the HS2 event had worked on the project or indeed on any thing railway-shaped. This will be a steep learning curve for everyone.

Nigel also rubbed shoulders with the MD of Siemens twice in the past month. On both occasions they were talking about the Desiro range of multiple units. At London Midland’s Northampton depot, the last of the class 350s had rolled off the production line which has now closed. At InnoTrans, the new class 700 unit destined for Thameslink services was unveiled. We find out what’s changed.

It would be tempting to think that setting up the East Coast main line for the next generation of high-speed trains would involve many and expensive line speed improvements. Counter-intuitively, the opposite is true. It comes down to clever timetabling and in-depth analysis of actual train running. The result? A best-value package that does not include some of the old chestnuts that used to feature in all projected upgrades. And no bears either.

The AAIB (Air Accident Investigation Branch) was set up about 100 years ago. Charged with impartial examination of aeroplane accidents and the publication of recommendations, it is the model for the present day RAIB (Rail Accident Investigation Branch).

But, as Clive Kessell reports, the RAIB wasn’t established until after the Ladbrooke Grove accident in 1999. Of course, there were rigorous investigations into railway accidents before then, but privatisation led to a new series of lead curtains that got in the way.

Just as you approach the outskirts of Norwich on your way from London, the train takes a rapid and sharp left and right hander. Deep in a cutting by now you may notice that the cutting slopes have changed colour recently. The whole lot has been covered in specialist mesh and held down with some very specialist anchors. And yet there was not one disruptive possession.

Why has Chaffers Lane crossing been a problem for local train crew? Well, it’s all a little unpleasant if not unsavoury - not something for the breakfast table - or any other table for that matter. Suffice it to say that Paul Darlington treats the whole subject very delicately and gets to the bottom of it all. It’s just a matter of finding a pragmatic derogation so that a driver no longer has to find a suitable stick. Now wash your hands.

Stuart Marsh looks back briefly at the confidence and panache of Brunel and acknowledges that not all of IKB’s endeavours went to plan. Despite a more clinical approach to risk, launching a temporary bridge 60 metres over the Great Western main line still takes confidence and vision. This was glorious engineering in action, particularly as the motive power pushing the bridge out into space was a hefty bulldozer.

Ever had that dark feeling that you’ve forgotten something? You’ll know it well, especially around significant birthday dates. Well, soon after The Rail Engineer went to print last month I realised that 120 issues divided by 12 issues per year means that last month was our tenth birthday - and I forgot it! So, happy birthday The Rail Engineer and to all who contribute in any way to make it such a remarkable publication. Here’s to the next ten years…… or whenever I remember.

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Grahame Taylor

Plantin all shapes and sizes


Network Rail hailed in Russia

A recent Open Dialogue Forum in Sochi considered construction, innovation and partnership aspects of Russian Railways (RZD) infrastructure projects both in Russia and abroad. This includes RZD’s involvement in Serbia, North Korea, Vietnam, Indonesia, Ecuador, Iran and Ethiopia. RZD is investing £4.7 billion in 2014 on infrastructure projects including £1.2 billion on track renewals.

Speaking during a session on project implementation, Matthais Manhart, of Sersa Mashineller Glaysbau AG, suggested that the

forum could learn much from how Network Rail’s alliancing arrangements break down contractual barriers. He referred

to the joint venture in the UK between Amey and Sersa to renew switches and crossings using innovative techniques from the European Continent. After his presentation Manhart advised The Rail Engineer that the creation of a virtual company in this way was, in his experience, unprecedented.

There was strong representation

at the Forum from European rail companies, many of whom have significant involvement in infrastructure and rolling stock projects. At the forum’s press conference RZD’s President Vladimir Yakunin was asked if any European companies had stopped doing business in Russia as a result of the sanctions. His response was “not one”.

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Hitachi to supply Scotland’s new fleetIn a surprise announcement, Abellio was named as recipient of the ScotRail franchise last month. The Dutch passenger transport group will take over the running of Scotland’s trains from 1 April 2015.

A new fleet of trains was a major feature of the winning bid and Hitachi Rail Europe will supply 70 electric multiple units which will form 46 three-car trains and 24 four-car trains (234 rail cars). These will run on the newly electrified Edinburgh-Glasgow line as well as on the Stirling - Alloa - Dunblane lines. They will be cleared to run throughout the wider network, which is currently being electrified.

Andy Barr, Hitachi Rail Europe’s chief operating officer, said: “This is great news, as it is the first contract for our recently launched AT200 commuter train. These trains will be built at Hitachi’s new Rail Vehicle Manufacturing Facility in Newton Aycliffe boosting jobs and growth in the North East.

“We wanted to ensure that passengers have a pleasant travelling environment with adequate table and toilet facilities, LED lighting and air conditioning as standard. Power sockets and wifi are available throughout the trains, bringing modern comforts to the travelling public. In addition to this, the space underneath our cantilever seats provides room for luggage, which is supplemented by further luggage storage for commuter travel.”

NEWSthe rail engineer • November 20146

NEWS

ago. Eurostar awarded Siemens a £550 million contract to build 10 new trains for the cross-channel operator in 2010.

The new trains are intended

to expand Eurostar’s international services. The current fleet does not comply with European interoperability standards and is restricted to running a service between the UK, France and Belgium. The new Eurostar e320 sets will be able to operate to Amsterdam, Cologne (Koln) and other continental destinations.

Manufactured at the Siemens factory in Krefeld, the aluminium-bodied trains will be able to carry 890 passengers and their luggage, around 20% more than the existing fleet, at speeds of up to 320 km/hr (200mph).

Much of the extra space comes from having no dedicated power cars. Instead, traction motors are distributed along the train - one of the changes from the older class that caused most of the complaints about the contract. This frees up passenger space in the two end cars.

New arrival at St Pancras

Eurostar is to hold a special unveiling event at St Pancras International station this month to show off its new high-speed e320 train.

The launch event on 13 November will be the train’s first

public appearance since the order was first announced four years

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“The next challenge is to fit out the tunnels and stations with

systems to run Crossrail trains through central London in 2018.”

Crossrail tunnelling 87% completeCrossrail’s tunnelling programme is a step closer to the finish line, with tunnel boring machine (TBM) Ellie completing her part in the £14.8 billion project. Tunnelling is now 87 per cent complete and the 21-kilometre twin-bored tunnel system is on course to come to an end in early 2015.

Ellie, one of eight TBMs constructing Crossrail’s tunnels, has now completed her second and final drive at Victoria Dock Portal in east London. At the same time, Elizabeth - named after HM Queen Elizabeth II - has begun her final drive from Whitechapel to Farringdon.

In her latest deployment, Ellie, which will now be dismantled and returned to manufacturer Herrenknecht, had to carefully navigate the Docklands Light Railway and the Jubilee line.

Simon Wright, Crossrail’s programme director, said: “The end is in sight for Crossrail’s tunnelling marathon. Having successfully delivered all bored tunnels west of Farringdon and east of Whitechapel, we now begin the

final push to complete tunnelling at Farringdon next year.

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Nottingham tram extension one step nearerA party from Nottingham’s twin city of Karlsruhe joined the first group of people to cross onto the Karlsruhe Friendship Bridge over Nottingham Station recently. The Oberbürgermeister of Karlsruhe, Dr Frank Mentrup, travelled by tram from the current Station Street terminus over the new bridge to the new tram stop at the station’s southern concourse.

Nottingham has been twinned with Karlsruhe since 1969. In recognition of this, one of the new Alstom-built trams was named after Jim Taylor who died earlier this year and was a key figure in the city’s links with Karlsruhe and in bringing trams to Nottingham.

Testing of the new route continues at night as far as the turnback at Wilford Lane. Track should be complete to Clifton, as well as the other route ‘leg’ to Toton, by the end of the year with services expected to start in the first half of 2015.

the rail engineer • November 20148

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On the face of it, it seemed like a pretty brave thing to do - to launch a massive 60-metre span temporary bridge into free space above one of our busiest rail routes. What if the sums were wrong, the

stresses miscalculated, or the surveys botched? The result, apart from a massive clang, would be 350 tonnes of scrap

steel and travel chaos for thousands. Brunel’s ‘billiard table’ railway would be severely dented and blocked for weeks. Its creator would be spinning in his grave!

That’s the thing about large-scale engineering. Get it wrong and everyone knows about it. Even Brunel would testify to that. His own brave engineering projects didn’t always go to plan after all. But needless to say, on this occasion there were no such occurrences. On his old patch there have been no adverse headlines and no commuter journeys have been disrupted.

Instead, another carefully planned, calculated and executed stage in the Crossrail electrification works has gone ahead without a hitch. Even so, it was a spectacular undertaking, which no doubt Brunel would have enjoyed immensely.

ElectrifyingThe scheme to electrify and remodel the route between Reading and

Paddington as part of the Crossrail project has been broadly divided into the Western Inner and Western Outer schemes. Carillion is the main contractor for the Western Inner section, with responsibility for the installation of OLE between Paddington and Stockley, near West Drayton. The Western Outer contract, headed by Balfour Beatty Rail covers the area from West Drayton to Maidenhead and involves the remodelling of three junctions and the raising of two bridges to give clearance for the OLE and provide W10 loading gauge.

Stoke Poges bridge in Slough (18 miles 69 chains) was constructed with two wrought iron plate girder spans resting on brick piers, whereas Thorney Lane bridge, a Brunel original adjacent to Iver station (14 miles 50 chains), was built as a three-arch masonry construction. Each bridge carries a two-lane highway and each has an adjacent footbridge.

At both sites the heightening work has involved the modification of the existing piers and abutments to support new pre-cast reinforced concrete spans.

The work at Stoke Poges has been made easier because the road traffic could easily be diverted. Unfortunately, at Thorney Lane no diversionary route was available, so the plan has involved the provision of a temporary road bridge adjacent to the original. The problem was how to install this large but temporary structure without disrupting traffic on the Great Western main line.

DiversionBalfour Beatty Rail rose to the challenge of Thorney Lane with

the assistance of Mabey Hire, a company specialising in large-scale temporary works projects. The devised solution involved use of the unique Mabey Universal Bridging System (MU) - a modular construction technique employing channel steel lattice panels with back-to-back channel section longitudinal girders attached top and bottom. Connecting these are transverse steel I-beam sections (transoms) that support the road deck. The span and loadings required at Thorney Lane dictated a double story triple panel construction and it is noteworthy that the bridge is the largest single span completed on the UK rail infrastructure.

STUART MARSH

Solving a Thorneyproblem


At Thorney Lane the bridge nose hangs in free space over the five track GWML.

On the launch pad a D8 bulldozer inches 350 tonnes of bridge forward.


A lift was out of the question so it was decided that, by using a cantilever launch technique, the 350 tonne structure could be rolled into position. Fortunately, a 50 metre by 100 metre area of open land on the south side of the railway was available for building the temporary bridge. Levelling the site was, however, an involved process that included construction of a gabion wall and several thousand tonnes of spoil in-fill.

The bridge itself was assembled like a giant Meccano kit, resting on lines of rollers set into concrete foundations. A nine-metre launch of the partly completed structure took place over the weekend of 13/14 September. This allowed the bridge nose to be set; a ‘launching link’ being inserted to angle the bridge nose upwards. At the same time, further bays were added at the rear of the bridge.

Final launch took place on 27/28 September, two weeks ahead of programme. The launching technique involved pushing the completed structure out across the railway during a four-hour possession using a 45 tonne D8 bulldozer. A specially designed coupling attached the ’dozer to the first transom of the bridge structure.

BalanceThe maximum deflection of the bridge during launch

was calculated to be 1.5-metres - and so it worked out in practice. Guidance and lifting of the bridge nose onto its northern abutment was facilitated by the 9-metre angled nose attachment, whilst the additional tail sections provided a counter-balance. At its furthest unsupported extension, 150 tonnes of bridge in free space was balanced by 200 tonnes on land. Having the bridge descend onto the railway was therefore never a remote possibility!

After a final push from the D8, with the bridge nose engaged on the receiving rollers, the bridge was in place. Hydraulic lifting jacks were then used to raise the bridge so that the rollers could be removed. When finally seated on its bearings, the nose and tail sections were removed to leave a 60-metre span across the railway.

The temporary structure accommodates two lanes of highway on a 7.35-metre carriageway. Cantilevered pedestrian walkways are provided on both sides of the bridge and the structure also has provision to carry essential utilities. Balfour Beatty Rail has constructed the temporary access roadways, including mini-roundabouts on both the north and south approaches. Road traffic was expected to be diverted onto the temporary bridge from 27 October, allowing the preparatory works to progress in relation to the Christmas demolition of the existing structure.

New for oldDemolition of the original Thorney Lane bridge arches

will require the construction of steel platforms on the bridge to support long-reach excavators fitted with breaker attachments. With the arches gone, the existing piers and abutments will then be modified to carry the new concrete spans.

The demolition and rebuilding work is scheduled to take place between 3 November and 4 January, with the arch removal being undertaken over the Christmas period. The new bridge is to be completed and reopened to road traffic by the end of March 2015.

A 100m long gabion wall retains the spoil infill used to level the Thorney Lane bridge launch pad.

Nearly there! The Thorney Lane bridge straddles the railway.


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In lifting the new bridge spans, site conditions dictate that a 750 tonne capacity crawler crane will be used to achieve the required capacity and radius when positioning the bridge over the railway.

With the new bridge completed, the removal of the temporary bridge will be a reversal of the launch process. Nose and tail sections will be added to guide and counterbalance it and the D8 ‘dozer will again do its stuff. With the bridge dismantled, all preparatory including the gabion wall and infill will be removed and the land surface reinstated.

HorlicksFour miles away, at Stoke Poges bridge, the situation

is remarkably similar. Known locally as Horlicks bridge after the adjacent factory, it too spans five railway tracks, although the distance between the abutments is less at 50-metres.

Although a temporary road bridge is not needed at this location, it has nevertheless been necessary to divert utility services across a temporary bridge structure whilst the original bridge is rebuilt. With limited clearance available over the railway, minimising the deflection of the temporary bridge was crucial. For this reason a 2.4-metre square lattice box construction of MU panels was chosen.

Again both constructed and installed by Mabey Hire, the bridge was lifted into position on 6/7 September.

Site restrictions within this busy urban area presented a further challenge, with limited space to pre-build the structure. Assembly of the 54.5 tonne bridge was completed in just five days, followed by a possession of less than four hours during which it was lifted into position. A 750 tonne capacity mobile crane was provided by Ainscough in order to achieve the required lift radius.

Demolition of the existing bridge at Stoke Poges will run concurrently with the work at Thorney Lane Bridge. The reopening date is slightly more relaxed however at early May 2015.

BenefitsThe hugely impressive tunnelling works of the Crossrail

central section has been extensively reported, not least within the pages of The Rail Engineer. Although perhaps over-shadowed by the cavernous excavations under London, the upgrade and electrification of the Great Western main line out of Paddington forms a vital part of the scheme. As such it is of great importance to Network Rail.

Crossrail services will share the Great Western main line between Reading and Paddington with existing West of England services. Some suburban services currently operated by First Great Western will be transferred to Crossrail using new Class 345 electric units. This in turn will free up capacity at Paddington surface-level station. From December 2019, passengers from Reading and other Thames Valley stations will be able to travel right through central London without having to change trains, making it easier and more convenient to get to a range of destinations across the capital and the South East.

And what would Brunel make of the project - his graceful arches being altered to accept the paraphernalia of overhead electrification equipment? It’s been a matter of finding the right balance. And on that subject he would surely be impressed!

Mission accomplished!

The 750 tonne mobile crane lifts the Stoke Poges services bridge into position.


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Rail Engineer - Oct 2014 190 x 130 mm.pdf 1 24/10/2014 16:16:45the rail engineer • November 2014 15

If you’re a parent then it’s possible that you’ve read them to your offspring in an attempt to keep them occupied or indeed entertained. They were written by Michael Rosen in 1989 and appear in his children’s book - ‘We’re going on a bear hunt.’

However, this must seem to be the most tenuous of lead-ins to any article in The Rail Engineer, especially one about the development of the ECML - East Coast main line. But there is a connection - just. These words from our parenting-past struck a chord during a conversation with Keith Borrows of Jacobs when describing issues at Werrington Junction.

The ECML challengeWerrington is three miles north of

Peterborough and is where the GNGE (Great Northern Great Eastern) line diverts to the East. At the moment there is a flat junction with all the train operating conflicts that are involved.

So, how can an alternative be constructed? Cue the Michael Rosen extract. “We can’t go over it,” because that would involve too much visual intrusion. “We can’t go under it,” because the water table is too high and then there’s a main road to get under as well. But the option of ‘going through it’ has been discounted pretty early on as that’s what is being done at the moment. And as for the bears…….!

Nostalgia over. It’s time to pause and look at where the knotty Werrington problem fits in to the overall issue of ECML capacity and strategy. Initially, this article was going to look at the ECML and perhaps compare it with its near parallel counterpart the WCML. But pretty early on in discussions with Keith and with Graham Botham of Network Rail, it became clear that, apart from satisfying a basic North-South rail link, the two lines have had a completely different pattern of development over the past half century.

Whereas the WCML has been blitzed in two distinct eras of improvement, the ECML has evolved in a series of major schemes. The WCML was ‘modernised’ and electrified in the early 60s, left to its own devices for 40 years and then given a thorough(ish) going-over in the past decade.

On the other hand the ECML benefited from the Potters Bar four-tracking (new tunnels at Potters Bar and Hadley Wood), line speed

improvements for 125mph running, and steady electrification which was finally completed to Newcastle and beyond in the 80s.

More recently there has been the major improvement at Hitchin (issue 106 - August 2013) with the construction of a flyover to avoid disruptive conflicting movements across to the Cambridge lines.

Doing it “down to a cost”To solve all the capacity issues on the ECML

and realise the advantages to be gained from the forthcoming new rolling stock (IEP) was estimated to cost more than a billion pounds and involve over 35 schemes. If there had been a billion pounds or so to spare then it would just be a matter of getting on with it. But money isn’t that plentiful.

A GRIP 1 assessment came up with a package of measures costing ‘only’ £650 million involving 20+ schemes. Still too much.

After comprehensive discussions with train operating companies, freight operating companies, the Department for Transport, local passenger transport executives and local authorities, a slimmed down best-value package has been agreed. Twelve schemes costing £247 million will deliver what it says - the best value.

There are indeed some very high profile possibilities. Take, for example, the two-track section between Welwyn Garden City and Stevenage. Not only is it just two tracks, those two tracks go over the Welwyn Viaduct and through the Welwyn tunnels. Over the years there have been aspirations to sort out the ‘Welwyn problem’ but, as Graham succinctly puts it, “It’s a difficult one! Bit too visible. And on its own it doesn’t deliver much in the way of benefit.”

Now, this last remark may sound a little strange. A two-track section only 20 miles north of the capital, taking just about everything that lands up in London and the South East. How come this is not the problem it seems to be?

It’s all to do with clever timetabling. This two-track section can cope with 20 train paths per hour. The stopping services take up

two of them, so that leaves 18. But what can be accommodated in the Kings Cross area? Probably not much more.

What about further north? As trains dissipate to their various destinations, critical locations become fewer and fewer and also spread out. So much so that they can be identified and then put on the list of schemes to do. The general ethos is to look at the constraint locations, construct timetables around them, and then see what sort of service can be achieved. If this resulting service satisfies the strategic and agreed aims of all the consulted parties then there’s little point taking on wildly ambitious schemes that will have marginal benefit. So the Welwyn valley and surrounding hills will be left alone - for the next generation or so.

What’s on the shopping list? From North to South, the schemes include:Additional freight loops between Northallerton

and Newcastle. Some of the usual villains appear in this list. East Cowton to Eryholme,

What can we get forGRAHAME TAYLOR

£247 million?


for example, where former four-track sections once existed. These were removed many years ago and, as in many locations, there are the complications of OLE masts and signalling equipment sitting right in the way.

The Ferryhill area already has two additional lines - but they’re on the wrong side! Any moves to recess a freight train going north involves it winding slowly off the main line across the Up line and then back again at Tursdale Junction. A solution needs to be found that avoids this disruptive move. This will involve a new Down Loop in the area of Ferryhill or 2-3miles further south.

A further track is also proposed to be brought back into use in the Ouston to Birtley area. York station is a problem complicated by the need to provide a new stabling and servicing depot for

electric trans-Pennine trains as well as possible future land developments. Part of the northern throat area is proposed to be remodelled to remove the existing bottleneck into platform 9/10/11.

Ever come across these words? “We can’t go over it…… “We can’t go under it…… “We’ve got to go through it!”


Doncaster station area has had schemes aplenty over the years that have addressed problems existing at the time. The result does not fit with current or projected flows. But wholesale remodelling, whilst a nice idea, would not bring commensurate benefits. The current thinking is that modest works on the eastern side would give substantial benefits avoiding the many conflicting movements that occur. There are existing flows of traffic that originate on the east, cross over to recess on the west and then cross over again to continue on the east again. By providing bi-directional working on the east side, trains can ‘slide’ along the former Up East Slow line - so avoiding the need for them to go into the Down side yard and back.

A new platform 0 will be constructed to give a home to turn-back traffic that would get in the way of trains on the Up side.

And then there’s Newark flat crossing. Over the years there always seem to be difficulties resolving Newark flat crossing - which is probably why it’s still there! The (at grade) crossing of the Nottingham to Lincoln line restricts the ECML linespeed to 100mph. Provision of a grade separated junction would enable the linespeed to be raised to 125mph with associated journey time benefits. Jacobs is currently remitted to develop a GRIP 2 feasibility study with a view to further develop a plan in CP5 for possible implementation in CP6.

The design limitations are daunting as the likely gradients will be right on the limit for freight trains. Maybe the loaded/unloaded flows will help, but time will tell. Newark crossing has remained flat for good reasons.

Back where we startedSouth of Newark takes us to the issue of

Werrington, the site of our original bear hunt reference, where Jacobs is developing flyover and dive under options. Werrington is all tied up with the traffic that goes north of Peterborough towards Doncaster.

Over the past few months, there has been a considerable amount of work carried out on the GNGE lines which go through Spalding, Lincoln and Gainsborough. They form a near-parallel route to the ECML, allowing freight movements which would otherwise cause problems to ECML fast trains.

The ongoing GNGE improvements are designed to give line speeds sufficiently high to enable freight trains to travel between Peterborough to Doncaster in the same time that it would have taken on the main line whilst being recessed in loops along the way. The problem is that, currently, freight trains have to cross the fast lines at slow speed at either the Spital Ladder or Werrington Junction to join the upgraded GNGE route.

The Spital Ladder is just north of Peterborough station and is a slow-speed route across the main lines and into the Up yard.

A grade-separated junction at Werrington will unlock these bottlenecks.

Peterborough is where we start to encounter heavy commuter traffic, or at least the stock workings associated with turning back commuter services. These are no ordinary services either. They are Thameslink trains which have originated south of London and which, on their way back, have to slot into very-specific paths so as to merge in

amongst the rest of the trains in the south London area.

On their journey just to the south of Peterborough they will travel over various two-track sections between Peterborough and Huntingdon - over Holme Fen, the main reason for the two-tracking. However, from Woodwalton Junction there is evidence of the former Up Slow line which was taken up in the 80s. Consideration is being given to the reinstatement of this line all the way to just north of Huntingdon.

In the outskirts of London there will be further works to accommodate the Thameslink stock that needs to be parked up somewhere. Turnback platforms will be constructed at Gordon Hill on the Hertford branch and also at Stevenage - the latter will also require just under a mile of new track constructed next to the existing Down Slow from Langley Junction. These are being delivered using additional funding to the £247 million.

That’s the shopping list to give the best benefit. There may be other schemes that appear to be obvious front-runners but, when the timetable is analysed, some of these front-runners don’t make the grade and it’s the task of the connectivity team to remain clear about its objectives. The idea, after all, is to deliver ‘best-value’ for the £247 million on the table.

Many of the schemes are well past the outline development stage and there’s a strong prospect of most of them becoming reality. And it’s rather nice to think that some of those toddlers who, back in 1989, were delighted by Mr. Rosen’s bear hunt book will now be the very people who build them.


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black carpet

GRAHAME TAYLOR

Rolling outthe


The Eastern Union Railway was not the first railway to reach Norwich. It had been beaten to the post by the Eastern Counties Railway Company in

1845. It wasn’t until 1849 that a fast, direct line linking this major East Anglian port with the capital opened. The result of all this may well have been that the Eastern Union did not have first choice of alignment into the city. The Eastern Counties company had slid along the Yare valley for the last few miles and had avoided any major earthworks.

If you look at the alignment of the line from London on the Ordnance Survey map, you can almost see a last minute ‘squiggle’ to get to its destination. After miles of dead straight railway there’s a seemingly illogical sharp left and a sharp right. Perhaps their ideal route had been taken already?

And what do we know of this sharp left and right piece of railway today? It’s in a deep sided cutting at a place now known as Markshall Farm just to the south of the A47 dual carriageway.

Rabbits, lots of themIf this cutting had been a second thought by the line’s

builders it might explain why the sides are so steep. Cut out of glacial soils (that’s sand and gravel with subordinate clay bands apparently) they have been a source of irritation to track engineers over the generations. Low-grade landslips have the potential to disrupt traffic and the gradual leaching down of fine soil particles have done for the track drainage. And when the rabbits took up

residence and formed their own coney city, the likelihood of the Markshall curve being a major problem became ever more likely. 160 years after it was constructed, it was time to finally sort out the cutting.

Network Rail is required to assess all cuttings and embankments and to rank them in order of risk of failure and the impact on the safe running of trains. Not surprisingly, the Markshall Farm curve was on the list. Despite being some 115 miles from London, this is a commuter line with trains in each direction every 30 minutes. There really are people who get up to catch the

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The MACMAT® is unfolded onto the face of the embankment


05:30 (or earlier!) and, having invested that amount of energy to rising so early, any disruption due to rabbits is not going to be appreciated.

Lightweight equipmentWork on a solution had been programmed for CP5 but,

with the ORR prepared to release funds early to pre-empt any likely disruption, a scheme was assembled to start in CP4.

The site is 600 metres long with access only at one end. Disruptive possessions were out of the question. The line is electrified with 25kV OLE. The combination of all these restraints steered the designers, Byrne Looby Partners - commissioned by main contractor B&M McHugh in conjunction with Aspin Foundations, the company undertaking the work - to specify a solution that involved the minimum of heavy machinery and the use of relatively lightweight equipment that could be manually handled.

The requirement, in very broad terms, was to provide a way of stopping the gradual flow of soil down into the track and to stabilise areas where there had been historic slippages of the cutting slope due to a mixture of the cutting gradient and deteriorating crest drainage. One area needed the loose material to be removed using long reach excavators and replaced with coarse granular. This part of the project did require possessions, but only during no-train periods.

Mesh coveringThe prevention of the underlying soil movements

required some specialist kit, specialist installation techniques and above all specialist knowledge and experience.

After the rabbits had been persuaded to leave and their burrowings demolished, the solution throughout the site was to lay a heavy mesh material over the cutting slope and to anchor it.

The material chosen was Macmat® type R combined erosion matting/mesh and the anchor systems were supplied by Platipus Anchors. It sounds like a short remit, but it’s worth looking at the materials and techniques in more detail.

Firstly the Macmat. This has been used extensively in many countries. It is manufactured by the Maccaferri Industrial group which has its worldwide headquarters in Bolgna, Italy, and was supplied by Maccaferri Ltd - the UK subsidiary.

Maccaferri meshes are three-dimensional structures for the consolidation of natural topsoil for revegetation and erosion control applications. MacMat® R with Steel Mesh Reinforcement has a high voids content and is made from a polyolefin mono-filament matrix, heat-bonded at the contact points with a variable profile and thickness, reinforced by a double-twist steel mesh. This product is an excellent fascia system when used with ground

Installing the ground anchors was best carried out using rope access.

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anchors as the integral low-strain steel mesh transfers loads between the anchor load plates. Having an erosion/root stabilisation mat and reinforcement combined in one product reduces installation time.

Anchoring systemPlatipus Anchors developed its anchoring system back in

the early eighties. Ingeniously simple, the system involves a narrow anchor that is driven into the soil using drive rods, taking with it a wire tendon. When it has been driven to the required depth, the drive rod is removed and the wire tendon tensioned. This tensioning causes the anchor to rotate in the ground, compressing the soil above it.

Over the years, Platipus has developed a wide range of anchoring solutions that are used not only in civil engineering and construction but also in landscape and utility sectors. They perform exceptionally well in granular soils which is why they were an obvious choice for the Markshall Farm site. In addition, the system can be easily installed using conventional hand-held equipment.

(Inset) An installed anchor load plate. 2,919 were installed in 12 weeks.

(Lead) The grass is already starting to hide the black MACMAT®.


Installing such materials and equipment on steep slopes right next to an electrified and high-speed railway requires specialist skills. Aspin, which has extensive railway geotechnical earthworks experience, was able to turn around a fast efficient delivery carrying out the earthworks and installing the Platipus anchors - all with their own IRATA (Industrial Rope Access Trade Association) qualified staff.

At peak activity, Aspin had up 35 operatives working on the site. On average there were four drilling teams installing about 80 anchors a day, although on a number of exceptional days over 100 anchors were placed. In all, 2,919 ground anchors were required - 1,850 type S6 and 597 type S8 anchors were installed at a depth of four metres while a further 472 type S8 were installed at 4.5 metres. All anchors were manufactured in aluminium bronze with stainless steel accessories offering a design life of 120 years. In addition, Platipus supplied temporary anchors to act as abseil points so the Aspin team could access the slope safely.

Bleary eyesThe anchors and mesh were installed over a

12-week period between February and May 2014. Dubbed “an excellent example of calibration from design, supply and installation”, the project was delivered on time and without delaying East Anglian commuters.

And does it really matter what political and financial shenanigans went on in the 1840s or why there seems to be a squiggle on the main line as it approaches Norwich? For the bleary eyed folks on the 05:30 to London, all this is pretty irrelevant.

Understandably, they’re more concerned with arriving in the Capital on time. By successfully delivering this £2.2 million scheme, the combined efforts of Network Rail, B&M McHugh, Aspin, Maccaferri, Byrne Looby Partners and Platipus Anchors have made sure that they will.

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There are approximately 6,500 level crossings in use on the national mainline rail network in Great Britain, with another estimated 1,000 to 1,500 on heritage and minor railways. They include many different types and configurations and present one of the major safety risks to today’s railway.

Any change or modification to the method of operation must only be done after a suitable and sufficient risk assessment has been undertaken. Sometimes what appears a simple modification needs careful consideration, consultation with all stakeholders and the approval of regulatory authorities and standard owners.

Chaffers Lane level crossing is located at Bakerhouse Road, Nelson, on the single branch line between Gannow Junction and Colne. It is unusual as it is a train crew operated full-barrier (TOB) crossing operated by the train crew and not by a crossing operator working for the infrastructure controller.

The procedure involves the train coming to a halt at a fixed stop board and operation of a pull cord by the driver from his cab window to start the crossing sequence. There are no protecting signals, only a St George’s Cross board to provide advance warning of the crossing.

A plunger in a locked cupboard for use in the event of a failure of the pull cord is also provided. Once the crossing sequence is complete a Driver's White Light (DWL) indicates, allowing the train to proceed, with the train driver responsible for checking the crossing is clear and that no one is trapped within the fully closed barriers. Once clear of the crossing the barriers raise automatically and a Barrier Up (BU) indication is shown to the driver.

The line speed is 50mph but, with every train having to stop 25 metres from the crossing, the actual speed is much lower. A census conducted over nine days recorded 497 vehicles and 74 pedestrians using the crossing during the busiest two-hour period.

The crossing is a rare example of its type remaining on the UK network and the method of operation at Chaffers Lane has a number of issues.

The problemA train has to come to a halt before the crossing

sequence is initiated by the pull cord. This means the train is at a stand for up to a minute while the crossing sequence and barrier lowering takes place and, because this is on a single line branch route, it has to take place twice for each return trip.

There have been reports of dog excrement being placed on the pull cord wire by vandals! This has resulted in drivers having to use a stick to operate the wire, or in further delay while they leave the train to operate the plunger. Hardly acceptable for a railway in the twenty-first century.

In 2011 a serious incident occurred when a brick was thrown through the rear cab of a stationary train, luckily the cab was empty at the time with the driver in the front cab and the conductor within the train.

Taking the train crew out of Chaffers Lane

PAUL DARLINGTON


(Right) Pulling the chord was sometimes an unpleasant business.

The current standard for a crossing such as Chaffers Lane would be replacement with automatic full barriers with obstacle detection (known as MCB-OD) and to provide protecting signals. However, the level crossing equipment was in a good condition and with good spares availability, it was last renewed in 1989 and was not due for renewal until 2021.

It was identified that converting the operation of the crossing by the use of a treadle would reduce or remove the problem with the driver having to operate the pull cord. Although this appeared to be a simple modification it created the following issues.

The crossing would be no longer be a TOB crossing but would become an automatic crossing, however it would not comply with the standards for an automatic crossing and both the Safety Directorate and Network Rail policy is not to introduce any new automatic crossings unless obstacle detection and protecting signals are provided. This would be a major scheme and the level of investment could not be justified.

Would the automatic operation increase the line speed and therefore increase the risk profile of the crossing? This would clearly be unacceptable.

How would it be confirmed that the crossing was clear before allowing the train to pass over the crossing and what other hazards may be created by the new method of operation?

Office of Rail Regulation (ORR) Safety Directorate approval, together with Network Rail and Rail Safety and Standards Board (RSSB) derogations to standards would also be required.

The solutionThe first step was to discuss the proposal with the ORR Safety

Directorate. The ORR encourages innovative solutions to level crossing problems and they were supportive of the proposal in principle. As in all cases, this would be subject to a suitable and sufficient risk assessment demonstrating that due consideration has been given to safety and that the risks have been reduced so far as is reasonably practicable. Network Rail and operators of heritage and light rail also have explicit legal duties under the Health and Safety at Work Act 1974 (HSWA) to manage risks arising from level crossings on their network.

All stakeholders were consulted, both within and outside Network Rail, with mixed responses regarding concerns in respect to compliance with standards and importing additional risk.

The removal of crossings is always the first option to be considered. The closure of level crossings is not easy and requires attention to many factors, for example the practicalities of replacing the crossing by a bridge or underpass, the legal arrangements for closing rights of way and importing new risks such as increasing the likelihood of trespass. The main approaches to this crossing are on an incline. On the west side of the crossing is the main A56 (Leeds Road) and between the main road and the crossing are a number of properties. On the east side of the crossing there is a large housing estate and a small number of industrial units. It was therefore identified that closure was not an option at Chaffers Lane due to its location in a built-up area with no alternative crossing nearby.

The risk assessment then looked at all the factors involved at the crossing. This included whether the risk profile had changed since the crossing was last renewed, or would change with the modified method of operation. The factors included changing traffic levels (either road, pedestrian and/or rail), different levels of usage, if a new school or housing development had been built nearby, and whether different user behaviours had been observed.

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After careful consideration and a number of workshops, it was identified that the risk profile would still be acceptable with the modified method of operation.

The option proposed was to remove the pull cord and to initiate the crossing sequence using a two arm, bi-directional treadle. This would take away the requirement for the train driver to stop and lean out his window to pull the cord. It would also give an advantage of the crossing sequence starting up to 20 seconds earlier, reducing the consequences of a signal passed at danger (SPAD). The facility to halt the barriers descending using the cord would be removed, however this was not used by drivers or even known about. The plunger in a locked cupboard would remain and allow the driver to raise the barriers if needed.

The treadle would be positioned so that the train has to come to a stand before the end of the crossing sequence and await the DWL. The stop boards would be replaced with altered words reading ‘Obtain white light before proceeding’. This would ensure that a train would proceed across the crossing at the same speed and the driver would still be responsible for checking that the crossing is clear.

The sequence would be that a train approaches, receives a horn from the AWS, sights the St George’s board and the driver starts service braking. The train operates the treadle and the crossing sequence starts; three seconds of amber lights, five seconds of red lights, seven seconds for the entrance barriers to lower followed by another seven seconds for the exit barriers to lower. The train would arrive at the stop board before the end of this sequence and come to a complete stop. The DWL indicator illuminates, the driver checks that the crossing is clear and the train moves off. The train passes over and clears the crossing and the barriers rise. The driver sees the BU indicator confirming that the barriers are fully in the raised position and accelerates away.

StandardsThe proposal was in conflict with Network Rail Standard

NR/L2/SIG/11201, which states “the crossing is operated by train crew. Special plungers or pull cords are provided that are accessible from the cab”. A derogation was submitted and approved by the Network Rail Professional Head of Signalling.

Since the TOB crossing was commissioned in its present form in 1989, the stop boards had been located at 25 metres from the crossing edge, although GK/RT0192 mandates a minimum distance of 50 metres. It was not proposed to alter the position of the stop boards as this would result with the barriers being down longer, increasing the risk of road users trying to beat the barriers lowering and defeat the objective of decreasing the train journey time. A derogation against GK/RT0192 was submitted in June 2014 to RSSB, along with the new method of operation. This was approved with confirmation that all other arrangements (St George’s board, barriers up indicators, road profile, etc.) would remain unaltered.

Yellow boxThe risk assessment had identified that the risk of blocking

back was low, as there was no history of blocking back on the crossing and an audible warning is given when the crossing is initiated and road users have the opportunity of leaving the crossing as the escape barriers lower last.

However, with the design completed, material ordered and a commissioning date planned, there was a late request from the ORR to provide a yellow box at the crossing to mitigate against any blocking back. This required a redesign of the ground plan.

The lesson therefore is to consult the ORR not only at the early stage, but throughout such a project to ensure any request for additional items of work can be incorporated early to avoid redesign, additional cost and delay to implementation.

Go Live!The modification was completed on Sunday 28 September

2014 and there is now up to an additional one minute saving on the journey time each way. The driver no longer has to drop his window to pull the cord and will not be subject to the risk of zoonotic potential (animal diseases spreading to people). One issue remains though, what to call the type of crossing at Chaffers Lane. TOB with treadle? While the crossing sequence will no longer be initiated directly by the train drivers, they will still have the responsibility of checking that the sequence has completed, the barriers are down and that the crossing is clear. So, with the train crew still key to the safe operation of the crossing, the term TOB is still relevant and correct.

Thanks to Claire Beranek (route asset manager signalling) and her team based in Manchester for their assistance with this article.

The new stop board with revised wording.

The new treadle in place.


With access to the railway becoming more and more restricted, equipment is having to become lighter and easier

to handle so as to reduce installation times.Outwardly simple items such as concrete cable

troughing are no exception. Lightweight materials are available, but can be more expensive.

However, Anderton Concrete, a leading manufacturer and supplier of concrete troughing products to the rail industry, has come up with a range of designs which are up to 30% lighter than conventional ones, without compromising strength and reliability.

Acquired by the FTSE 100 listed CRH Group in 2007, this helped to consolidate Anderton Concrete’s reputation giving Network Rail the

confidence to award them a four year ‘Solus’ supply contract; supplying them with all their precast troughing requirements. This contract runs until 2017.

New AnderliteShaun Forrester, sales director, stated: “Since

Anderton entered the rail market in 1999, the brand has expanded exponentially with rail products becoming the back bone of the business. We fully support the industry as a leader in research and development and we are active members of the Rail Alliance.

“Our core range is standard ‘straight range’ trough and lids, recently evolving into Anderlite and Anderlite 500mm. We also supply ancillary products to our supplemental troughing straights including tee pieces, curved and transition units too.”

Other rail products include drainage catchpits, ballast boards, king boards and posts, small and large apparatus case bases, three- and six-way point rod rollers, platform copings and oversailing blocks.

Managing director Mike Fadden commented: “The Network Rail contract has been exceptional for us, a direct result of our collaborative approach

to business development. It was this approach that enabled us; along with Network Rail’s support to introduce our new Anderlite troughing range.”

Anderlite is an alternative to traditional concrete, where manual handling is questionable. Unit weight has been reduced by up to 30%, yet it still three times more cost effective than other lightweight materials.

The company recently introduced Ander-Clip and Ander-Fin; products designed to prevent lineside cable theft. Ander-Clip secures each lid to each trough, deterring unauthorised lid removal whilst Ander-Fin provides a mechanism within the troughing unit to protect cable being pulled in long lengths and subsequently stolen.

Lightweight concrete troughsthe rail engineer • November 2014 31

Those recently working on concrete pumping jobs in London and the South East may have noticed something different of late: you don’t need to hire a separate concrete pump any more.

Mixamate may have made the external concrete line pump obsolete with the invention of its all-in-one ‘concrete pumping truck’ - providing the delivery, mixing, and pumping of concrete from a single vehicle. The delivery truck turns up with raw materials to batch the concrete, mixes immediately on-site and delivers directly via the machine’s on-board 50 metre long pumping hose. It is a pioneering service, first introduced in 2013, that is being welcomed with open arms by the industry.

“We already have three of these concrete pumping trucks that batch and pump on the road and a further three in production,” said Chris Smith, managing director for Mixamate. “We wanted to create something that would take the headache out of traditional concrete pumping, particularly on those hard to reach sites with limited accessibility.

“For years, concrete and screed jobs requiring pumping were reliant upon the scheduling of a third-party pumping machine – this could lead to wasted time, extra hassle and, ultimately, extra expense. By fitting an on-board pump directly to the back of our lorry, we have been able to manufacture a machine that removes this step in the process, allowing us to take a huge leap forward in the speed and efficiency with which we are able to deliver materials.”

Talking about pumpingConcrete pumping has evolved to become a sophisticated delivery system

capable of providing vast amounts of materials over great distances and heights. Particularly for limited-access rail jobs, where trucks cannot get close enough to the point of delivery, pumping becomes essential.

However, pumping also brings with it its own unique set of complications. One overriding issue is that the pump can often exacerbate the very problem that it was sent in to solve, namely difficult on-site access for delivery vehicles. Concrete pumps and the concrete truck have to be positioned back-to-back to carry out the pour, and that can require up to 20 metres of clear space for the operator.

Add to this the hassle, carbon considerations, additional expense and labour costs associated with delivering and administering an external concrete pump on-site and you begin to see why a growing dependency on pumping has also created considerable challenges for the industry.

All-in-one solutionIn an age of efficiency, when every penny counts, Mixamate’s concrete

pumping truck innovation provides a much better way. This versatile machine has halved the footprint required for on-site concrete pumping from 20 metres to 11 while removing a whole host of additional issues.

The new truck comes complete with an on-board paristaltic squeeze pump. This offers an extremely clean process of pumping that requires no washing at the end of a delivery. It also works at very low pressure – below 20 bar – and employs a rubber delivery hose which is lighter and safer than more traditional forms of line and boom pumping, significantly reducing the chances of an accident. The all-in-one machine is capable of mixing and pumping material up to 50 linear metres from a single truck with one operator.

In addition to its growing fleet of concrete pumping trucks, Mixamate has also invested heavily in pumping technology for screeding. Powerful screed pumping is particularly important for railway jobs, to reach the flooring of internal buildings being used to house waiting rooms, ticket offices, cafes, toilets and the like.

Together, the two sets of vehicles make up a revolutionary fleet of pumping machines that are not only revolutionising the way pumping is carried out on rail sites but also throughout the industry at large.

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Last December, Network Rail announced that it had chosen four contractors to carry out enhancements, buildings and civils work in the south of England in deals worth up to £1.2bn in total. This sum represents almost half Network Rail’s total spending allocation for the Anglia,

Kent, Sussex and Wessex routes for the next five years. It also represents a significant commitment to the selected contractors.

The framework contracts are now the responsibility of VolkerFitzpatrick on the Anglia route, BAM Nuttall on the Sussex route, Osborne on the Wessex route and Costain on the Kent route. Each contractor has agreed terms for the four frameworks as well as an agreed minimum contract value.

The contracts and associated agreements went live on 1 April 2014 and they will be in place until March 2019, the financial period known as CP5. The form of agreement in place, known as the New Engineering Contract 3 or NEC3, is new to both Network Rail and the contractors. The aims of the frameworks are to encourage and facilitate suppliers to work closely with Network Rail, undertaking projects of all sizes spanning from initial development through to final delivery while incorporating jointly agreed objectives that are aligned with Network Rail’s outputs for CP5.

This approach to collaboration formed 25 per cent of the tender evaluation criteria, thus ensuring that Network Rail will be able to fulfil its commitment to work more closely and transparently with its supply chain. Also, for the

first time, Network Rail has decided that safety issues will make up 15 per cent of the evaluation criteria used to select its partners. In total 85 per cent of the criteria is quality-related, leaving just 15 per cent associated with cost which represents a significant and exciting shift in Network Rail’s approach to procurement.

High profile routesThese contracts have now been running for

more than six months and The Rail Engineer thought that readers would be interested to know how the engineering work itself and the associated relationships are performing under the controls and agreements of the new NEC3 arrangements. This prompted a visit to London to meet Andy Clarke, senior project manager for Costain, who is responsible for the framework contract on the Kent route which includes Charing Cross and Cannon Street stations in the centre of London and fans out through the commuter belt to coastal destinations such as Margate, Dover and Hastings and Folkestone.

The Costain team is co-located with the Network Rail project and client teams in modern

offices which overlook the Thames on one side and London Bridge station on the other with the imposing Shard building in the background. The location itself is a timely reminder of how important the Kent route is for everyone involved with this contract.

Andy explained that the framework involves projects across a wide variety of multidisciplinary works covering civil engineering, track construction, signalling, and mechanical and electrical works. The projects will include underbridge repair and replacement, footbridge construction, major earthworks and works to tunnels and station platforms and buildings.

Fully integrated teamsFor Andy and everyone involved, this contract

is quite different from anything that they have worked on before. The customer is clearly defined as Network Rail’s South eastern route director of asset management (DRAM) and route enhancement manager (REM). Andy reports to a framework board of directors which includes representatives from Network Rail, Costain and DRAM. The delivery team supporting Andy is a

A new way of workingCOLLIN CARR


fully integrated team consisting of Costain, Network Rail and supply chain members, all chosen because of their knowledge, skills and suitability rather than for whom they work.

The development of the team is still in its early stages and although Network Rail and Costain are BS11000 accredited, it has been decided that the integrated team should undergo an external audit to ensure that the framework team itself is fully compliant. Both parties have produced and agreed a relationship management plan for the framework.

Over the five years, the framework team will fluctuate in size from about 70 to 120 engineers and designers, depending on the workload. Already, there are more than 160 schemes that the fully-integrated team must deliver and this number is increasing. The RAM has produced a business plan which includes the anticipated cost for carrying out each item of work and the challenge for the framework team is to work collectively, injecting innovation and efficiency into the process while ensuring that the cost of the work sits within the client’s business plan budget.

This means that Network Rail will no longer seek the services of a designer to develop a scheme and then go out to tender to find a suitable contractor to execute the work. Instead, Network Rail will go straight to the integrated framework team who will be expected to provide a complete service in that they must understand the problem that the RAM wants to resolve, they must find a solution and it must be cost effective.

This radical approach has the potential to dramatically reduce the time taken to identify the problem and complete the work. In addition, it removes bidding costs, the cost of managing different interfaces and, most importantly, the cost often incurred when the scheme has to be reengineered as the different levels of expertise are introduced in order to complete the work satisfactorily. The incentive for innovative thinking is clear since the benefits of finding an acceptable solution are shared.

Key suppliersThere are 26 key suppliers which Andy anticipates

will cover all the activities required, including CH2M Hill which is providing much of the design skills. There is no tendering for work, which the suppliers initially found confusing. Instead, Andy invites the appropriate suppliers to a meeting, his team explains what is required and then invites them to work together to come up with the most appropriate value-for-money solution. When this has been agreed, the cost of the job is determined and, if it is outside the RAM’s business plan, they have to either review the specification, drive further innovation or reduce the volume of work to be completed.

Everyone involved has to think as one team so that everything is geared up to encourage innovation and smarter thinking, offering quick and cost effective solutions.

Within the integrated framework team there are currently eight graduate trainees and, as Andy highlighted, if it is diversification they are looking for then they could not be in a better place. For example, in the Maidstone area, Network Rail experienced a slip in a cutting that covered the third rail enforcing a 20mph speed restriction. A temporary fix was designed which involved removing substantial amounts of soil and vegetation, installing a temporary gabion structure and a wireless sensor grid so that any further movement can be monitored over the next six months and a design solution drafted. Meanwhile, the temporary speed restriction has been removed and the train service is back to normal.


(Left) Embankment work at Longfield.(Right) Abbotscliffe - lifting the new cap into place.

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At Ham Street station there was a serious incident involving a passenger at a barrow crossing at the end of the platforms and it was decided that this form of access must be discontinued. The framework team were on site within 24hrs to help organise immediate safety arrangements. The RAM decided that a new footbridge was required. The foundations were designed and work started on site. Whilst the foundations were being constructed, the superstructure was being designed and within six weeks a new functional footbridge was in place and the temporary safety precautions removed.

Challenging site accessOne of the railway routes runs alongside the white cliffs

of Dover through cuttings and tunnels. The concrete slab capping a tunnel shaft at Abbotscliffe, situated just above the cliff edge, needed to be replaced because the concrete was starting to disintegrate and fall onto the tracks below. Access to the site was very challenging with rough, undulating farmland between the shaft and the nearest roadway. To further complicate matters, the whole area is a designated Site of Special Scientific Interest (SSSI) with breeding peregrine falcons and an endangered species of white snails.

A new steel cap had been designed by the framework team within six weeks, fabricated and brought to site. The old concrete cap was removed and the new one fixed in place - all within a ten-hour possession.

The variety is endless and includes track surveys to raise line speeds, earthworks, station improvements and bridge repairs. It is all work that is integral to the safe and efficient running of a key part of our national railway system.

Andy is very proud of the way that the team has worked together through this initial stage of the contract. They have now completed their first five projects - Costain is currently contracted to complete 84. However, Andy recognises that there is still much more to do before he can say that the team is truly integrated.

Understandably, not all the supply chain has yet grasped the full opportunity that this multifunctional framework has to offer. Moving to new dedicated office accommodation will help as well as the workshops and other initiatives that are in place to promote the challenges, benefits and opportunities that this approach creates.

Sharing resourcesThe team has its own strapline - Delivering Tomorrow's

Railway Together. It is interesting to note that the concept ‘Together’ extends beyond the Kent framework contract itself and embraces those in Anglia, Sussex and Wessex as well. There is a commitment to share best practise, all safety related concerns, issues and events. There is also a commitment to understand each other’s skill requirements and to plan work accordingly so that scarce resources are made available for the most appropriate work across all the framework contracts. This is a matter that will be particularly important in the run-up the Christmas period.

This is all very refreshing. When the railway industry was privatised nearly 20 years ago, it was said that innovation injected into the railways would ensure value for money and justify the cost of privatisation. However, this did not take into account the cost of managing the contract interfaces and all that this entails.

The beauty of this framework approach is that it removes many of these interface issues. Integrated teams have worked effectively on large, one-off railway projects before but, for the first time, integrated teams are working on railway engineering work that is unpredictable, logistically complex, variable and time sensitive and sitting alongside the day-to-day running of the railway with all that it entails.

There are still teething problems to sort out but having seen Andy’s determination and the team’s success so far, it looks certain that Network Rail, Costain and their all-important supply chain will enjoy a five-year change of identity from being an individual company to becoming a framework team member, helping to efficiently and effectively maintain the Kent railway infrastructure.


(Right) Breaking out the old concrete cap at Abbotscliffe.

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Established in 1858 by John Taylor, the Sandiacre based foundry in Nottingham that is now known as Cast Iron Products (CIP) and is operated by Progress Rail Services UK has been through many changes. But one thing that has remained unchanged for over a century is the

quality of the castings supplied to the rail industry.

CIP is renowned throughout the world for producing grey iron, SG iron and compacted graphite castings predominantly for the rail industry, but it also supplies speciality work to related industries and even the nuclear industry. This well-established business in the heart of the UK has supplied cast iron rail components and ancillary products for many years to organisations such as London Underground, Network Rail and even MTR in Hong Kong. Indeed, 10% of CIP products are currently exported, a figure which looks likely to increase over the next few years.

Safety is keySteve Partridge is foundry manager for Progress

Rail UK and the main link between the customer, sales department, planning and production. He organises a total of 50 staff and manages the customer journey from the initial acceptance of the order right through to manufacturing and processing the order to achieve the client’s delivery date. “Safety and quality is the key to our success; our employees are highly skilled and loyal.,” Steve commented. “Everyone promotes ‘Target Zero’ which means we want zero injuries, each employee to go home as they came to work. We invest heavily on projects promoting a safe and healthy work place. Safety is discussed daily

at the start of shift briefings and all incidents and near misses, no matter how small, are reported for prevention.”

Over 16,000 castings and patternsProgress Rail Services UK Ltd. specialises in

the design and manufacture of permanent way switches and crossings and engineered products for mainline, freight, industrial and light rail customers in the UK and globally. CIS produces castings for those products, and has done for many years.

Cast Iron GuaranteeQuality Castings from Progress Rail Services UK Ltd


Patterns are held which date back to the early 1900s and these are used for replacement parts which are often required for switches and crossings still in use today. A skilled pattern shop maintains all the patterns and checks each one against the drawing before a casting is made. New patterns can be made as required or existing patterns can be modified to suit customer requirements, whether it is increasing the thickness of the rail bed or increasing/reducing block widths.

The company also develops prototype castings for customers, taking a drawing and manufacturing a pattern to then produce a casting for testing trials and, ultimately, approval.

Typical products include an extensive range of base plates, heel blocks, distance blocks, chairs, brackets, chogs washers, clamps, anti-creep devices and switch diamonds.

Progress Rail UK can either produce one-off castings for a single switch or produce many thousands. The process created means that there is no down time - there can be 250 pattern changes in a day with no loss of production.

Rapid turn-aroundOne-off kits or emergency orders can be done

in less than a week and Progress Rail works with the customer to ensure possessions are delivered to the customer or directly to sites or depots.

As Steve explained: “We can, and have, received orders in the morning, made the casting and the customer has taken the casting that afternoon, for a possession the same evening.

“There are three furnaces producing iron with a melting time of 70 minutes between melts of three tons. Nothing is cast unless it gets the metallurgist’s approval first.

“Moulding to knocking-out takes three hours, cooling takes longer but the time taken to cool is used to pull test bars and view micros. When the cast has been released to production, we can then shot blast and fettle the casting, taking off all the rough edges left by feeders and running

systems. At the same time the fettler will gauge the ferrule holes and clip housings to ensure compliance. Other castings such as chairs are further checked for inclination and flange way clearance.

“After fettling and various checks, the cast is ready for the customer. All that remains is kitting and this can be one plate on a pallet or it could be a mixture of plates, blocks, nuts, bolts, washers and slipper pads.”

Progress Rail UK doesn’t just deliver a casting – it also delivers a service and knowledge that forms part of a sophisticated and complex engineered switch or crossing.


Consultant URS has a long and distinguished record in transportation asset management. Robert Armitage, URS’ UK director of transportation asset management, reflected on this at the recent launch of its new Rail Trackform Stiffness Tester (RTST).

The team’s origins date back to the 1990s when Scott Wilson (since acquired by URS) and the University of Nottingham established a joint company to capitalise on both organisations’ expertise in pavement engineering. Originally focusing on highway and airport pavements, the company saw an opportunity to apply some of the investigation, assessment and design techniques from these fields to the rail industry. A trackbed technology team, which is now part of URS, was established to implement this idea.

Through its current framework with Network Rail, URS has delivered trackbed investigation and design services across the UK rail network for a number of years. This work informs Network Rail’s track renewal specifications on plain line, switches and crossings and enhancement projects.

The original pavement engineering organisation outgrew its offices at the University Science Park and moved some years ago to URS’ office in Chilwell, where the RTST launch event took place.

Measurement challengeThe need to improve trackbed stiffness measurement

techniques is recognised in the Railway Technical Strategy, which sets out a long-term vision for the country’s rail network. International research also shows that poor, non-uniform stiffness has a direct influence on track deterioration and, in extreme cases, can lead to derailments.

URS has responded to these challenges with the RTST which delivers safety, operational and productivity improvements compared to previous industry methods. The new machine also gives an improved measurement of layer stiffness, allowing for better assessments of the causes of trackbed failure and compliance with specifications.

Testing trackbed stiffnessCHRIS PARKER

URS won funding in the 2013 RSSB/RIA Innovation Competition to develop the RTST.

Trackbed samples are tested at URS' UKAS accredited laboratories.


At the recent launch event, Robert and his colleague Dr Matthew Brough, URS’ operations director for transportation asset management, looked at the history of trackbed asset management in which URS has played an important part. Matthew is well qualified to discuss this as he leads the URS pavement, trackbed and materials consultancy teams. He is also a member of the Track Stiffness Working Group chaired by Network Rail, which aims to better understand track stiffness as well as its measurement and impact upon the network.

It all started with the FWDURS’ market leading trackbed asset management

service began in 1992 when the company introduced the falling weight deflectometer (FWD), already in use in the highway sector, into railway asset applications. The FWD is used to establish the layer stiffness of a highway pavement structure, a property that is of critical importance in assessing the pavement’s condition and ability to sustain the loadings that it needs to carry. The stiffness of a railway trackbed is of equal significance and the innovation was to adapt the FWD used for highway investigations so that it could also be used in rail applications.

In 1996, a team of trackbed specialists was established to undertake rail trackbed investigation, design and asset management consultancy. The team produced another key innovation around this time. Up to this point, the standard method of checking the nature and condition of trackbed materials below sleepers had been to excavate trial pits in the four foot and visually examine what was present. This approach had limitations in terms of the information obtained, and also suffered from obvious problems with regard to health and safety and speed of execution.

The URS team conceived the idea of the Automatic Ballast Sampler (ABS), a methodology that takes core samples by driving sample tubes down through the ballast into the track formation and subgrade. The samples so obtained are then examined, logged and sub-sampled for further testing under laboratory conditions.

Trial holes and ABS samples obviously only gave trackbed information at the specific discrete locations where the sampling was done. To interpolate between those locations something else was required. Ground Probing Radar (GPR) was the solution, as it enables the identification of layers or strata within the trackbed. Since the nature of each layer can be identified precisely at each ABS sample location, the GPR data allows the engineer or technician to follow the layers through the trackbed from ABS location to ABS location.

The FWD was used to obtain ballast, sub-ballast, formation and subgrade stiffness to support the ABS and GPR data in helping to understand the behaviour of the track in those areas. FWD was also used to establish critical velocity, an important speed limiting parameter on railways at which dynamic interaction causes enhanced track deterioration. However, the time taken to get the FWD apparatus into rail mode and onto the track meant that it was cumbersome and its effectiveness as a track asset information tool was limited.

Another step forwardURS introduced its ‘Total Route Evaluation’ methodology

for trackbed asset management in 2002. This methodology collated all trackbed data with bespoke track-quality metrics, enabling trackbed maintenance and renewal decision-making to be based upon performance rather than condition.

The Mast Operated ABS (MOABS) followed in 2012. This improved site worker safety and increased the efficiency of the trackbed sampling process. The new device effectively automates the driving of the ABS sampling tube, removing the need for a human operator to hold the pneumatic hammer. It incorporated winching and jacking systems for lifting heavy equipment and for withdrawing the sampler from the trackbed. All the apparatus was carried on a rail trolley for ease of site access and MOABS gained full Network Rail product acceptance.

These developments left the FWD behind and opened the way for further innovation. URS had the required ideas and saw an opportunity in the form of the RSSB/ Railway Industry Association (RIA) Innovation Competition. In 2013, the company submitted proposals for its RTST and was successful. Its proposal was joint winner and an award of £200,000 enabled URS to design, build and test the RTST.

URS developed a full-scale trackbed to validate the RTST and use in future research.

URS' Matthew Brough explains the principles of machine operation and measurement.


The competition judges recognised the operational, technical and health and safety benefits of the RTST and its huge export potential, as well as the industry need for developments in this field.

Andrew Broadbent, RSSB head of research and development, commented: “URS’ Rail Trackform Stiffness Tester is a major step forward for surveying different trackbeds for railways in Britain and potentially, beyond. We’re delighted to have provided the financial injection and support to URS as the 2013 winner of the RSSB/RIA Innovation competition.”

RTST launch eventAndrew described the research and

development activities of the rail industry and the importance of the work of innovative companies like URS. He described how RSSB supports R&D through a range of programmes funded by government and industry.

There were demonstrations of both the MOABS and RTST in URS’ trackbed test facility. This comprises a full-scale trackbed constructed to Network Rail specifications alongside development of the RTST in order to validate the new technique against existing processes. It was very convincing to see the MOABS in action, showing how much quicker and safer it is than the old ABS system.

The RTST is a clear improvement on the previous industry technique. The whole apparatus is mounted on a transport frame that can move along on rubber-tyred caterpillar tracks and then switch to rail wheels, both systems being hydraulically powered and braked. When positioned correctly, easily achieved with the umbilical cord control system, the loading beam is lowered onto the test sleeper, the array of geophones is positioned onto the ballast and the falling weight is dropped to apply the load to the trackbed.

The technique is able to replicate the loading requirements of high-speed or heavy-haul lines through the use of an increased range of pulse-loading conditions on the RTST. The weight is fully enclosed within the machine, which greatly minimises safety risk. The geophones measure the deflection response of the ballast, sub-ballast, formation and subgrade enabling the assessment of layer stiffness. With further analysis of the time history response of the subgrade, critical velocity can also be established.

Each test is very quick to perform. Added to the fact that the ‘on-tracking’ and ‘off-tracking’ of the machine each take around 15 minutes, compared to about two hours for the old rail FWD, the speed of operation means that far more track measurement work can be undertaken in any given track possession than was possible with the FWD. This should mean that it is now feasible to take trackbed stiffness measurements more widely than ever before, greatly assisting the understanding of track asset condition and the monitoring of its changes over time and under traffic.

A tour of URS’ UKAS accredited laboratory facilities followed. These are extensive and comprehensive, enabling the company to offer a wide range of testing of materials from highways, airport pavements and rail tracks. Tests include chemical contamination analysis or physical properties, fatigue tests and more. Bespoke test machines developed by URS, such as the Springbox and Aggregate Flow Test, have been used for a variety of applications including accelerated ballast deterioration testing and the assessment of stoneblower aggregate performance. URS also has laboratories for testing asphalt and bitumen - materials that can potentially be applied to rail as asset owners look to asphalt tracks as future trackform solutions.

Unlocking InnovationJim Lupton, RIA deputy technical director, is

spending a significant proportion of his time managing the Unlocking Innovation scheme, which runs regular workshops for industry clients and suppliers to share their challenges and solutions. With widespread recognition that innovation is the key to improving the UK’s rail system, Jim is keen that initiatives like the RSSB/RIA Innovation Competition continue to support research and development for companies such as URS.

Commenting on URS’ success, he said: “It is inspiring that in just 18 months the prize helped develop a concept into a fully-functional rail mounted test machine with significant client interest. We are very pleased to have helped make this happen and it shows the value of the work that RIA, RSSB and others are doing to help innovators access support.”

The RTST is now market ready and will be deployed to various test sites over the coming months. URS’ Matthew Brough explains: “We already have a number of UK projects secured for the RTST and have also received enquiries from overseas rail operators. We are using our new test facility for other projects that will further research trackbed stiffness and its influence on track performance. If the industry moves towards a performance based specification for track renewals, we see the RTST as the best machine to give the required stiffness data for compliance with Railway Group standards. The RTST can also give rapid method of assessment and post remediation validation, supporting infrastructure owners as they increase the remediation of formation below track. We also see potential markets in slab and asphalt track evaluation, as the machine has the capability to measure a range of trackforms. I would like to thank the Track Stiffness Working Group, RIA and RSSB for their ongoing support in making this happen and Tek-Co for a quality design and build service.”

URS' MOABS system was demonstrated at the recent event.


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The road-rail vehicle (RRV) has become a common sight on the railway and the most popular is probably that based on a construction excavator - the 360º type RRV that is fundamentally a digger fitted with rail wheels. These machines can not only excavate, they are also used as a small general-purpose crane. They are known as

the ‘Swiss army knives’ of the infrastructure.

The RRV is a relatively new piece of equipment that really started to gain use in the 1990s following the privatisation of rail. Flexibility and the relatively low capital cost of RRVs made them popular.

Rapid developmentMachines from the pioneering days of RRVs were

described by some as ‘agricultural machine conversions’, although that is slightly unfair. In the early days, there was a myriad of different adoptions - some of which proved to work better than others. The development of RRVs was thus a process of evolution rather than of fundamental engineering design.

Between the years 2008 and 2011, the Office of Rail Regulation (ORR) addressed safety issues with the early RRVs and inspection programs were put in place. In early 2011, as a result of the ORR’s concerns and continued action, Network Rail established the RRV Safety Improvement Programme.

Although things have come a long way since then, the early advantages of RRVs - the low capital cost and technical flexibility - have largely gone. To be capable of doing the tasks required on the railway today, RRVs are becoming more specialised, and they are no longer simple low-cost pieces of equipment. Today, there isn’t much change out of £300,000 when purchasing a brand new RRV.

An RRV cannot lift anything on the infrastructure without an RCI (Rated Capacity Indicator) system in place. The two most common RCI systems used are manufactured by GKD Technik and Prolec, and they both inform the operator by buzzer and restrict/stop the machine if it is performing outside of its capabilities or safety limits. The RCI system forms part of the machine’s duty charts that define the machines capabilities and are used to develop the lift plans for specific jobs.

New machines are still limitedIronically, when a new machine is finally up to spec

and has the correct certification to be used on the infrastructure, still all it can basically do is mount the rail and drive forwards and backwards. It’s what happens next that keeps on challenging engineers and plant suppliers to think of innovation - new ideas that keep men and women

The RRV goes fromstrength to strength

MARK HENDREN


Colmar T10000.

on the ground away from these machines and safe.Attachments for an RRV can range from a basic digging

bucket, which basically digs holes, to a sophisticated sleeper changer that can unclip the rail, loosen the ballast and side shift the sleeper from underneath the rail. It’s these innovations that change the way the railway is maintained and keep the need for labour around the machine to a minimum, so taking away the risk of injury.

September saw the arrival of Story Contracting’s new Liebherr A900 AZW offset boom excavator which is fitted with a GKD SpaceGuard RCI system that allows the machine to work Adjacent Line Open and under live overheads - a first of its kind in the UK. Story already owns seven similar machines and has an upgrade plan in place to have SpaceGuard fitted to them all as, with the pressure on maintenance and renewals operations to complete works in shorter timescales or without line closure, an effective and reliable RCI is essential. It increases productivity by enabling the machine to be able to operate at all times even under live overhead wires (OLE) or next to open traffic lines (ALO).

SpaceGuard is currently the only electronic safety system which complies with these UK requirements.

TrainingAs the demand on the infrastructure gets greater, the

time allocated to carry out maintenance decreases. This has a knock-on effect throughout the industry and that’s why it makes sense that every operator should be familiar with the machinery they operate, not only for efficiency but, more crucially, for safety too.

At Story Contracting, every operator is given the correct training needed to carry out their work professionally, within the time allocated and to the highest standard possible at the company’s own training facility in Carlisle. Here, a dedicated training department develops

skills ranging from small tools competence, fire safety awareness, and track induction training through to safety critical training at all levels from PTS to engineering supervisor and senior PICOP. Machine and crane controller training is given which includes use of all the various attachments and tandem lifting.

All of this in-house training is delivered by a team of four licensed trainer/assessors and three trainee trainer/assessors.


(Top) The sleeper Spider can lift seven sleepers at once.(Bottom) Liebherr A900s working at Dairycoates.

Investment and commitment2014 saw the start of a new control period on the

railway and, as the industry waited for the transition to take place ,it left time for the supply chain to regroup and take strategic steps ready for the future. Story Contracting has invested heavily throughout the year, opening new depots in Normanton (Yorkshire) and Bonnyrigg (Edinburgh) - creating a greater geographical reach to serve the industry.

An order was placed with Liebherr for six new A900 CZW RRVs, all fitted with GKD RCI systems and RIS-1530-PLT issue 5 compliant to help keep up with demand and to help achieve maintenance and upgrade plans.

With Story Contracting winning embankment works through CP5, the plant department has shown its commitment to help deliver the projects by purchasing JCB tracked excavators ranging from 6 - 20 tonnes at a cost of £800,000.

Now momentum has started to build in CP5, Story recently welcomed the opportunity to work with AmeySersa in Scotland on an S&C track renewal at Craigentinny. Two Colmar T10000 heavy lifters were supplied along with a laser dozer, four Komatsu Bugs and a Sleeper Spider capable of lifting and spacing seven sleepers at a time - all from Story’s new Bonnyrigg depot. The possession was handed back earlier than planned to a design level which allowed the line to be reopened at full line speed (90mph) - a first in Scotland.

Ian Cooper, plant and development engineer with AmeySersa, was duly impressed by a well delivered S&C Renewal at Craigentinny. “It’s the first time in the UK that a renewal has been opened at a line speed of 90mph. Story Contracting assisted by the allocation of machines and operators on this site and, going forward, we would like to keep continuity of both man and machine where possible throughout the following works at Craigentinny, Slateford and Christmas working at Haymarket.”

Praise indeed, and testimony to the reliability and versatility of the modern RRV.

Mark Hendren is business development manager at Story Contracting, Carlisle.


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One of Network Rail’s main goals in contracting for work in Control Period 5 (CP5: 1 April 2014 - 31 March 2019) is yet another efficiency saving, this time in the region of 18%.

To help to achieve this, the concept of ALO (Adjacent Line Open) working is being promoted heavily. With this method, one line can be closed while the other remains open to traffic, in some cases bi-directionally.

This has enabled the planning and delivery of longer working hours outside standard possession constraints which, in a nutshell, can speed up maintenance, new build and upgrade projects and still keep the train operators happy.

However, as the industry looks at adopting this technique to enable the railway to stay open while still completing the required work, keeping the workforce and public safe is a priority for both plant hire companies and contractors.

ALO should be considered alongside working within a possession which, as a viable safe option, requires the plant hire company’s rail team to be in very close contact with the contractor at all stages of planning the job. This will make sure both parties understand their roles within the project and not only have the correct plant for the operation to be carried out safely but also a fully-competent rail-certificated operator and, if need be, a standby PTS plant fitter.

Plant reliability When using construction plant

on rail infrastructure, the biggest question is its reliability as well as the competence of the operator to carry out the task. Plant reliability is down to three main factors. Firstly, maintenance - not only before deployment so the equipment starts the job in the best condition, but also on-site maintenance by the engineering team and the trained operator.

The age of plant also has a bearing, not only on outright reliability due to age, but also on the time taken to

maintain it. With modern telemetry, a full diagnostic can be run to monitor the machine to ensure it is working efficiently as well as identifying any fault which may occur. This can speed up the downtime as the engineer, when attending, can come prepared to fix the problem in the shortest time.

And finally there is reliability in terms of fitness for purpose. Working with the contractor to plan the correct plant to carry out the task is key to making sure the project is, and remains, on schedule. If the planners or project teams order either the wrong machine or one that does not have the correct attachments, this can have a detrimental effect on the whole job.

MARK KENNEDY

better communicationsIt’s all aboutthe rail engineer • November 201448

Early engagementTherefore it is very important that the contractor calls

the plant operators’ expert advisor in at the planning stage to make sure the best and most suitable plant is chosen for the task. Use of an external plant resource is the way forward for many contractors. This involves developing a working partnership whereby key elements of the job are agreed, including delivery times, access points, operator briefings, whether the plant needs full spotlights, safety equipment to be fitted, spill kits, attachments, warning systems required and start and finish times.

Communication between operator and plant hire company is the key to a safer and more reliable working partnership. At the Rail Live exhibition earlier this year, attended by over 300 exhibitors and thousands of industry professionals, one of the major concerns was not having a reliable supplier for the changing times ahead and the vast investment planned for rail infrastructure in the UK.

Health and safety representatives from the contractors also expressed their concern about the lack of training and knowledge of both operators and delivery drivers. This needs to be addressed and can be achieved by better training for the operators when working on or near the line, by briefing the driver delivering the plant with regard to timings and delivery access, and by properly instructing the operator on working times, location, reporting channels and the nature of the job to be carried out.

These points, which are simply a matter of better communication, will not only help the contractor and the plant hire company but, in reality, will assist the whole working partnership to run much more smoothly.

Mark Kennedy is Operations Director at L Lynch (plant and haulage) Ltd. With over 1,500 items of plant available to rail contractors from six major sites, L Lynch has over 30 years of experience to draw on to make sure that communications with contractors start early and continue throughout the span of any project.

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Rail Engineer half page october 190 x 130 mm elvis.indd 1 19/09/2014 09:53:01


The electrification of the railways will be one of Network Rail’s major programmes over the next five-year control period and beyond. Miles of masts and gantries will be erected from which the

catenary and conductor wire will be strung.

Very often, those masts will sit on piles driven into the ground along the line. To meet the demands of contractors engaged in installing and maintaining this new equipment, a British specialist manufacturer has developed a new piling hammer at its Ipswich manufacturing facility.

3 x DXBSP International Foundations

(BSP) has been at the forefront in the innovation and manufacture of piling hammers and related equipment for over a century. During its 110-year history, the Ipswich-based company has pioneered the development of steam, air and diesel powered hammers culminating in the

introduction of its first hydraulically powered hammer in the mid 1970s.

The new DX hammer has been specifically developed to drive steel piles to support electrification stanchions, gantries and other railway projects requiring foundation piling. It has been designed as an attachment for mounting on road/rail or tracked excavators with an operating weight of around 30 tonnes.

When mounted to the machine’s bucket linkage, the hammer can be quickly erected from a horizontal transport position to vertical. Side tilt adjustment of five degrees left and right allows it to cope with the cant of the track. During piling, the hammer is automatically guided or

crowded in the vertical plane. A range of models is available.

The DX20 and the larger DX25 offer dropweights of 1.5 tonnes and 2.0 tonnes and maximum impact energy of 20kNm and 25kNm respectively. Maximum blow rate at rated energy for both models is approximately 84 blows per minute. Overall hammer weights are 4.35 and 4.75 tonnes.

Important features of the DX hammer include the precise matching of energy to suit piledriving requirements. The double-acting cylinder produces high impact energy together with a fast blow rate and can be operated directly from an excavator base.

The fast blow rate is the secret to this hammer outperforming many of its rivals as the momentum of the pile is kept moving. Up to ten or more piles in a shift have been back driven and recorded.

The range of drive caps include those for standard 610mm and 762 mm diameter piles, as used by Network Rail to support electrification stanchions.

Recently, BSP has also developed a third, more powerful model, the DX30, for driving larger piles. This has a dropweight of 2.5 tonnes and a maximum impact energy of 30kNm.

Already out thereSeveral rail contractors have

appreciated the benefits of the DX hammer and have made substantial investments in this piling equipment.

Terrawise Construction was one of the first companies to add the DX hammer to its plant fleet. The Crewe-based company was contracted to drive tubular steel piles, ranging in length from 5 to 8 metres, along the Oldham to Rochdale metro line. The piled foundations were successfully installed by the DX hammer to carry structures supporting the overhead line equipment. Since completing this project, the company has purchased more DX hammers which are being

used both on the North West electrification and the Watford re-signalling projects.

Specialist rail contractor Van Elle, with headquarters at Pinxton, Nottinghamshire, has added a number of DX hammers to its extensive plant fleet. The company’s recent rail projects using its BSP hammers include the installation of 610mm and 762mm diameter steel piles for the Great Western electrification on behalf of Amey and the piling at both Birmingham New Street and Reading stations for Volker Fitzpatrick and the Costain/Hochtief JV.

Lundy Projects, another leading rail contractor, has also purchased DX hammers which are currently being used to install piles for resignalling and OLE structures for the Reading station area redevelopment project. The company was also awarded a prestigious design-and-build contract for Thameslink re-signalling at Blackfriars where piling for multi-track gantries was required.

The Murphy Group is currently using a number of DX hammers on the £800 million East Coast main line electrification project in a joint venture with Hochtief and Siemens and is averaging seven piles per day during weekend possessions.

All three models of DX hammer can also be used to drive sheet piles, small bearing piles or tubular steel with ultimate load bearing up to 1800kN. They can be operated directly from a suitable hydraulic excavator, rig or crane, making them ideal for railway projects both large and small.

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The railway industry’s suppliers were kept busy recently as two major organisations held their annual supplier conferences in the same week. Tuesday 14 October saw the major suppliers to Network Rail

Infrastructure Projects gather at Westwood in Coventry. Eighty companies were represented as the management of Infrastructure Projects outlined their progress and aspirations for CP5 - six months in.

Safety and the digital railwayNew managing director Francis

Paonessa right started the day off. He began by reviewing where the company was coming from.

“We’ve come a long way from the dark days of the 80s and we’re now Europe’s safest railway,” he stated. “The Lifesaving Rules have now been refreshed and safe behaviour is a requirement for working for Network Rail.”

In fact, safety together with culture and leadership were the theme of Francis’ talk. He recounted an experience from his own earlier career when one of his colleagues had died while working in Greece, and how the whole experience had a permanent effect on him. That had been followed by an accident in which he was involved, leaving him hospitalised. So he has a personal interest in strong safety management.

Mark Southwell, head of the signalling programme, followed to introduce the audience to the digital railway. “For those of you who think it’s a technology project or programme - it isn’t,” was how he started. “It’s not even a Network

Rail project - it’s everywhere on the railway. The technology is understood, it’s the business change that will be difficult. But the exciting part is that, when we deliver this, we will be leading the world.”

The digital railway will give more capacity, more reliability and be more cost-efficient than the current one. One of the benefits will be that large parts of the railway will be able to be operated bi-directionally at almost no extra cost. So, on a four-track railway leading into London, three can be used for inbound services in the morning rush hour and then the whole thing turned around so that three can be used for outbound traffic in the evening. Intriguing!

Commercial aspectsAfter that is was back to the

more obvious topics for a supplier conference. Commercial director Martin Arter led the audience through the statistics for CP5. Most framework contracts have been placed although perhaps more specific orders should have been allocated. Much has been done but there is still a lot to do and he admitted that, in

some areas, the commercial team wasn’t where it should be.

As finance director Anit Chandarama reminded everyone, 12 per cent of CP5 has already gone! Every period (one of Network Rail’s 13 ‘months’ in each year), another 1.5 per cent is over.

He also stressed the commitment to those present. Out of the Office of Rail Regulation’s determination of £38.3 billion for Network Rail in CP5, 29 per cent for enhancements and 27 per cent for renewals, a total of around £21 billion, would be spent with those present on the day.

Going back to Martin Arter’s theme, currently £87 million of orders should have been allocated which haven’t been, equivalent to £3.5 million a week. However, everyone is working hard to catch this up and, judging by the questions from the floor, that is something which the industry needs to be resolved as soon as possible.

The challenge aheadMartin Frobisher returned to the

theme of safety and explained the Safe Work Leaders programme. Safe work leaders will be full-time employees, on the payroll, and leading the work on any particular site. Training started on 20 October and, in total, 20,000 people need to go through the programme. That’s a mammoth investment in everyone’s safety.

Engaging with the supply chains

NIGEL WORDSWORTH


In the session of questions from the floor, one of the most pertinent came from John Murphy of the Murphy Group. “What could contractors do more of?” he asked. “Challenge us,” was Francis Paonessa’s reply. He realised there was a degree of “don’t upset the largest customer” but contractors should take more risk and challenge Network Rail to also do a better job.

So the Network Rail day was much as expected. It was informative and interesting, and interactive with questions from the floor, but it had the ‘homely’ feeling of Network Rail talking with a small group of important suppliers which it knows well.

A different approachThree days later was a very different conference.HS2 hosted 700 potential suppliers at London’s Queen

Elizabeth II Conference Centre in Whitehall, and there was to be another one the following week in Manchester. This was a much more formal affair. With a larger audience, almost none of whom were current suppliers, there was a lot of ground to cover.

Sir David Higgins was first up. “HS2 is making the transition from concept to reality,” he told his audience. “The main question is when, and how.” He then went on to detail the cross-party support that the hybrid bill for phase one, from London to Birmingham, had enjoyed in parliament. He also made reference to his report on phase two that he would be launching in Leeds a week later.

Managing director Simon Kirby was on next. “HS2 is the opportunity to build world class infrastructure and to tackle some of the toughest challenges in our country,” he began. “These challenges are long-term and complex: a two-speed economy, the lack of productivity and connectivity in the North, the overcrowded transport and overheated property market in the South. The solutions we develop must be of equal scale.”

Simon then went on to outline the opportunities which were available for potential suppliers.

What contractors wantCommercial director Beth West thanked the suppliers

that are already on board, working on preliminary designs and plans, as the progress that has been made so far has only been possible due to their involvement.

She moved on to reveal what they would be buying and when and how they would be buying it. HS2 has conducted a supply chain survey, taking in companies that together employ over 250,000 people in total and have a collective turnover of some £1 trillion.

The survey was motivated by the realisation that, to get the best result from the project, HS2 needs to make sure that each supplier fields its ‘A’ team. To do that, they will need to have contracts that the ‘A’ teams will find attractive and interesting.

On civil engineering projects, the survey results were that big, geographically-based packages will work best. Early contractor involvement was confirmed to be the right approach.

For bored tunnels, the consensus was that letting packages of around £1 billion, incorporating elements of the surface route in close proximity to those tunnels, was the way to go. For the surface route, the view was that packages of 25-50 kilometres, valued again at around £1 billion, would work best - incorporating cut-and-cover tunnels where appropriate.

Geographical basisThe phase one strategy now includes large,

geographically-based civil engineering packages split across two tranches. Tranche one will include five large packages to include bored tunnels valued at around £0.5 - £1 billion.

Tranche two comprises 4-5 packages for surface route sections and the Birmingham stations, all valued again at around £0.5 - £1 billion. The Birmingham stations may be combined into one large package if tenders show that provides best value for money.

Plans still need to be finalised for procuring Euston station and logistics, and HS2 has to decide how it wants to procure its railway systems and trains. These assets are recognised to be different from civil engineering ones so they may be procured differently. Railway systems may well be procured as large, route-wide packages.

Prequalifications for both tranches one and two will commence in 2015 followed by the individual invitations to tender for each package of works in 2016. Work is due to commence in 2018.

(Left) Simon Kirby outlined opportunities for suppliers.

(Right) Baroness Kramer emphasised the Government's support for HS2.


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Procurement strategyAlistair Kirk, programme and strategy director, then

talked about the delivery strategy and outlined the three delivery business units - development, phase one infrastructure, and operations.

Civil engineering works will be split across four geographical packages - Euston area, area south which will predominately consist of tunnels, area central which will be mainly earthworks and viaducts, and area north which will include the Birmingham stations and the connection with the West Coast main line.

Railway systems will be procured route wide and will be based on systems - signalling, power and telecoms.

Overall, it looks as though HS2 intends to have no more than 16 major, direct contractors. While 60% of the total spend will end up with small and medium-sized enterprises (SMEs), that will happen through the major contractors. However, HS2 will stay involved and will step in if it is felt that the contractors aren’t treating their supply chain properly over payment terms and other issues.

Figures were released on how much of HS2’s money will be spent. £0.4 billion will go on design and services and £3 billion on tunnels. The surface route to Birmingham will cost £3.8 billion with another £2.9 billion on stations and £1.7 billion on railway systems. Rolling stock is estimated to cost a total of £7.5 billion, but that includes the trains for both phases one and two of the overall HS2 project.

Summary from the topAfter the formal stage of the conference, The Rail

Engineer had a private word with the main speakers. First, Sir David Higgins was asked about the level of political

support for the project and how that was changing.“I think the really interesting thing over the last twelve

months is the huge support now, particularly in the Midlands and the North. You’ve got cities fighting over railway station locations and where they are going to be so I think that’s been a massive change. And you’ve also got a much more unified North. That big support from the big cities in the North is a big change.

“It is understood in the North how critical it is now, more so, I would say, than in the South. I don’t think the South has yet got to understand what 12 new train paths an hour means in terms of commuter access. It’s a massive change, but the North really gets it.

Simon Kirby was asked about how the way in which HS2 would build its railway compared to elsewhere.

“We can do it as well as any other country. We need to plan and get the design right. I’ve seen what other countries are doing in terms of modularisation, I’ve seen civils timescales in under three years. There’s nothing there we can’t do, it’s about fundamentally changing the way we do things.

“If you look at the other programmes around the world, they get the plan right, they get the design right, they engage the builders in the plan - and I think we probably do that as well as any country. So we need to build that into the plan and that includes reduced construction times as a result. So that will be more efficient, it will have less impact on local communities, and it should deliver a better end product as well.”

The current plan is to have some infrastructure finished to be able to start testing systems and trains in 2024, with services starting at the end of 2026.

Turning to the small number of direct suppliers and contractors in the procurement plan, Beth West commented: “We’ve thought a lot about how do we manage the interfaces and, as a new company, we don’t have armies and armies of project managers so part of the reason why we have looked at having a smaller number of contracts is to help us manage the interfaces.

“But the big issue is that we won’t just look at that Tier 1 set of contractors. We want to look at what’s going on further down the supply chain and we want to be facilitating a lot of work for contractors to talk with smaller companies who can be bringing in a lot of innovation to them and to us and making sure that the incentives are there and that the benefits are cascaded down as well.”

After the talks, delegates went to look at an exhibition put on by around 40 potential suppliers and industry partners.

A bright futureTaken together, the week was one of contrasts. But

both organisations, HS2 and Network Rail, came across as having a real passion to treat their supply channels well, to engage them early, and to work together to achieve the desired result. The numbers are quite similar, both are committing to around £20 billion of work at this stage, but the approaches are different as the challenges are different - one is building a new railway while the other is upgrading a Victorian one.

One thing it does mean, and that’s committed, steady work for the industry as a whole for years to come.

Beth West wants the best possible project teams to be involved.


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Two recent train launches represented both the end of one era and the start of another. Siemens Desiro trains have been running in the UK since 2003. The first Class 360 four-car units started running with First Great Eastern in August of that year on services from London

Liverpool Street.

Desiro is Siemens’ family name for diesel or electric multiple units, mostly used for commuter or regional services. Due to the UK’s specific loading gauge, a sub-set of Desiro UK trains have been built, including Classes 185, 350, 360, 380, 444 and 450. While all have similarities, the design has been continuously developed over the years.

Last month, the latest member of this family entered service. Ten 4-car sets designated 350/3 have been delivered to London Midland to increase capacity on West Coast main line services.

Earlier examplesThis is the third (or actually the fourth) version

of the class. 350/1 was introduced by Central Trains in 2005 on services around Birmingham. The thirty 4-car units were transferred to London Midland in 2007 at the franchise change and upgraded from 100mph to 110mph running in 2012 for use on the West Coast main line.

That’s not as simple as it sounds. The design had been optimised for 100mph running so the upgrade included modifications to the traction motors and dampers. The software that runs the train management system also had to be upgraded and even the pantographs needed alteration. Then there were full-load braking tests before the class could be cleared to run at just 10mph faster.

The 37 Class 350/2 trains which followed arrived in 2008/9. They operate on AC only (Class 350/1 is AC/DC dual voltage) and have a maximum speed of 100mph. Because they are primarily used for commuter operations, they also have 3+2 seating.

Both classes are primarily operated in combinations of 8 or 12-car trains.

Latest versionNow, ten Class 350/3 trains have been

delivered as part of a combined order with First TransPennine (they also received thirty 4-car trains, designated 350/4) placed by the leasing

company Angel Trains. They are approved for 110mph running from the start and have other upgrades in that they are fitted with GSM-R radio and TPWS mark 2 signalling. Seating is 2+2, as is the 350/1 seating, but with green upholstery similar to that on the 350/2.

The Desiro UK fleet has been very reliable in service. As managing director Steve Scrimshaw said at the launch, Siemens turns 360 trains out into service every day and the fleet has won several awards for reliability. Each of the new units has had to complete 1,000 miles of trouble-free running at Siemens’ Wildenrath test track in Germany, and then another 300 in the UK.

As well as the new GSM-R radio and TPWS (train protection and warning system), which now has three new warning lights and a vocal alarm, there are other differences in the

NIGEL WORDSWORTH

Drivers desk showing the new TPWS panel in the centre.


new trains. As part of the European drive for interoperability, they are fitted with new fire detection equipment which shuts down the traction motors and auxiliary converter units in the case of a fire.

London Midland’s drivers have welcomed a new design of seat with increased support and (roll of drums!) a redesigned and stronger cup holder.

The operator’s commercial director Richard Brooks explained that seven of the new trains will boost the West Coast main line services,

either in 8 or 12-car consists, while the other three will add to capacity for commuters around Birmingham.

The Class 350/3 is the very last of the classic Desiro UK family that will be built. When asked whether an order for new carriages, say from an operator who wants to turn four-car into five-car trains, would be refused, Steve Scrimshaw thought for a while and then said: “Yes – probably.”

His reticence is natural as who wants to turn down an order? But the reason for his final answer is that Siemens’ new train for the UK, the Desiro City, broke cover at InnoTrans in September.

First time in publicA completely new train, although it shares

the Desiro family name, 1,140 carriages have been ordered for the Thameslink route from Peterborough and Bedford to Brighton.

Designated Class 700, a mock-up was shown off earlier in the year but the first three production cars were at InnoTrans in Berlin.

Once again, a proud Steve Scrimshaw showed The Rail Engineer around the new train, this time accompanied by Ian Macleod, technical development manager for the Thameslink project. “This is the first of the eight-car Desiro trains for Thameslink and the fifth train that we have built so far,” he said. “It’s not bad going when you consider

All three - left to right 350/1, 350/2, 350/3 together.

GSM-R unit is fitted as standard.


that we signed the contract in June last year and here we are having the first five trains on test and the first three vehicles here.

“This is the first second-generation train in the UK. And now we have won an order from South West Trains for thirty 5-car trains, which is very important as it means that the Desiro City is no longer the ‘Thameslink train’ but is the new platform for the UK in general.

“We’ve spent about £70 million developing this train. There has been a lot of involvement from the people from Desiro maintenance so that all those little things that annoy you about a train design are actually taken account of into the train specification. It’s had all that input and, in the case of Thameslink, there was a detailed specification for passenger loading, dwell times and so on, so all of that had to be taken into account. The design team for this train has actually been involved in designing all the Desiros in the UK so they have that experience which they have brought to bear on the design of this train.”

Second generationSo how does the Class 700 Desiro City differ

from a Class 350/3 Desiro UK? And what makes it be called a second-generation train?

From a passenger’s point of view, it is certainly a decent train. The cars are connected by full-width gangways, giving the whole interior an open feel. There is plenty of space around the wide doors so that people can get on and off easily and quickly. And there is a good passenger information system which can show a lot of detail and even movies!

But there must be more to the ‘second generation’ statement than that. Ian Macleod explained: “The big difference for the operators is the cost of maintenance which is about 20-30% less. There is a new train control system which is integrated with passenger information and can be customised to show whatever the operator wishes.

“On the previous trains, we had all of the equipment in body-end cubicles. With the big open gangways, we don’t have those cubicles any more and all of the control equipment is in the ceiling behind the LED lighting panels.

“About six years ago, we had all of the engineers over from Germany and we created a 180-point list of improvements we wanted to make to the train – the things that take a long time to do during maintenance and could be improved. For example, to change a luggage rack takes two hours as we have to take part of the ceiling down. Now, on this new train, we can do it in 15 minutes. We don’t do it often, but it’s annoying when we do. So those are the kind of things we wanted improving next time around.

“We used to have body-side heater elements which needed cleaning every twelve months, and it was a very time-consuming thing to do. Now we just have empty ducts with blowers in the air conditioning systems in the roof, so we don’t have to do that job at all, saving more time.

“The doors are purely electric, there are no longer any pneumatics involved, and they will need only one overhaul in the life of the train, so that cost is substantially reduced as well.”

Out of sightIan is quite passionate about all of the systems

that the passengers never see. “One of the most exciting features for me is behind the scenes and that’s the train control system. One of the biggest things we’ve got is distributed software loading. Previously, if we’d wanted to update the software that controls door closing, we’d have had to re-write the code and then go to each

door unit and upload the software. Now, we can update all 48 doors from one central point using in-built parameters – which takes ten minutes rather than hours of work. So if the operator wants to make a change to the way doors close, it is now a simple change.”

The train also sends its own fault reports to the depot so that engineers can plan both routine and exceptional maintenance. There are almost 10,000 diagnostic codes from the various sub-systems which can all be used to notify the depot of exactly which fault has occurred.

For example, there is a flood sensor in every toilet so if a toilet floods the driver knows immediately, the control centre knows immediately, and a cleaner can be dispatched to rectify matters. And because the system is counting every toilet flush, it also knows how much water may be needed and when it should be replenished.

That’s a tremendous level of detail, all available in real time to the control centre operators.

So it’s the economy of operation and the ease of maintenance which makes this a second-generation train. Yes there are all the major technical improvements, the lighter bogies which The Rail Engineer has mentioned before for example, but it is all the wizardry behind the interior panels which really makes the difference.

With five trains now complete, it hopefully won’t be long before we see one in the UK. And then passengers can take a train to Bedford or St Pancras, walk from the last Class 350/3 Desiro UK onto a new Class 700 Desiro City, and experience the difference for themselves.

The new Class 700 undergoing climate testing in Vienna.


The aftermath of the Ladbroke Grove accident on the approaches to London’s Paddington Station in 1999 had many far-reaching consequences. The training of drivers in the post-privatised railway and

the implications for sighting of signals when a line is subsequently electrified with OLE structures led to many changes to the then current practice.

A joint investigation with the teams that led the investigations into this accident and the earlier one at Southall, culminated in the adoption of the Train Protection and Warning System (TPWS) that has largely overcome the risk of SPAD (Signal Passed at Danger) incidents, itself the prime cause of Ladbroke Grove and the multiple fatalities that resulted.

Not so well known was the recommendation to establish an independent accident investigation body to delve into the operating, technical and engineering elements of any future rail accident. The recommendation was taken forward by government and resulted in the formation of the Rail Accident Investigation Branch (RAIB). This would be an equivalent of the AAIB (Air Accident Investigation Branch) that investigates civil aviation accidents.

To learn more about the RAIB, the IET Rail Network invited Carolyn Griffiths, the chief inspector of rail accidents, to deliver its annual lecture and talk about the scope and type of work undertaken.

How the RAIB operatesThe RAIB has been operational

since 2005. Although part of the DoT for administration purposes, it is independent of all parts of the rail industry. The chief inspector reports directly to the Secretary of State. Its work covers all significant elements of rail: main line, metros, light rail, tramways, heritage lines, narrow gauge lines and also the Channel Tunnel in conjunction with the French. It has two bases, in Farnborough and in Derby, the latter having modest workshop facilities where equipment investigations can be carried out.

The team consists of 26 rail professionals - the chief inspector and her deputy, five principal inspectors

and 19 inspectors. Carolyn Griffiths began her rail career in 1979 in the field of traction and rolling stock, at some point managing the train depot in Brighton, establishing the maintenance regime for the Singapore Metro and being the engineering director of South Yorkshire Supertram during its construction and early operations.

The inspectors have their individual specialisms in rail engineering and operations but everyone will have gone through the RAIB’s comprehensive training scheme such that all inspectors have a capability in every aspect of rail engineering, operations and human factors plus investigation skills. The RAIB is a 24/7 operation and inspectors can deploy within 30 minutes of an accident notification. They have the right to access accident sites and will usually have primacy.

To date, some 436 accidents/incidents have been investigated with 241 reports being published. It is a requirement on the rail industry that specific accidents and near misses are reported to the RAIB and it is the

latter’s decision as to whether the incident requires a formal investigation. Investigations are selected for those occurrences which are likely to result in recommendations that deliver significant improvements to safety and are not led simply by the industry’s perception of risk although risk assessment in all its scope will enter the process.

Around 70% of accidents arise on main line railways with metros and light rail forming the bulk of the remainder.

Predominant causesSince the RAIB was set up, two

areas of concern have become dominant. These are level crossings and the safety of track workers. Other significant ones are train derailments (mainly freight trains) and the poor condition of some earthworks and structures.

Level crossings, by their very nature, involve members of the public and their sometimes-unsafe behaviour. This is not restricted to car and lorry drivers, since pedestrian and farm track crossings are a big risk area.

Investigating accidentsCLIVE KESSELL

At Gloucester the rear wheelset derailed and was then dragged for four miles before the container was thrown off.


Familiarity breeds contempt is a familiar phrase but there are other factors that lead people to act in a non-compliant way. Weather is one of these where sun glare can prevent people from seeing crossing lights.

Excessive wait times cause frustration or the belief that something is not working; an accident at a user worked crossing with telephone assistance on the Sudbury branch at Sewage Works Lane had a wait time of between six and twelve minutes. No surprise that lorry drivers with a schedule to keep would go

across without permission and the inevitable collision happened.

Network Rail now has a dedicated team of experts - level crossing managers - to look at level crossing incidents and to better understand the behaviour of users. Some astonishing research has been done by RSSB on crossing user behaviour and the report is just published.

All too often track workers are being seriously injured or even killed. A recent incident at Saxilby resulted in the fatality of the PICOW and the ensuing investigation revealed many shortcomings. Competence is at the crux of this, where unsafe behaviour, inadequate safety leadership and the unwillingness to challenge authority when unsafe situations arise are all too frequently encountered.

The solution is to enhance the competence of safety critical workers, improve the provision of information to them, minimise work on tracks that are open to traffic and to automate inspection of track conditions. Network Rail is introducing an initiative in the New Year aimed at tackling the competency and authority of persons in charge of site safety

A worrying occurrence is the collapse of civil structures and earthworks. Whilst there have been incidents linked to recent extreme weather, by no means can all be blamed on this cause. These need to be carefully watched as several have happened in recent times. A history of incomplete reporting of long-term faults has to be put right and an enhanced examination regime put in place. Improved processes have since been adopted by the industry.

Electrical failures are thankfully rare, but a flashover at St Pancras International due to a defective lightning arrestor coupled with a wrongly installed line breaker caused the overhead line to break, with the single catenary wire dropping down to platform level. Mercifully no-one came into contact with this. Incorrectly installed protection equipment was the cause.

On the Tyne and Wear Metro, a substation inter tripping equipment did not activate immediately in reaction to a fault with a train’s line breaker equipment. This led to a fire with substantial damage to the car and associated electrical equipment.

Camden Road - the fifth wagon derailed, dislodging the containers which brought down the OLE.


Accidents with multiple causesTwo case studies of freight train

derailments were described, by coincidence they happened on the same day, 15 October 2013. The first, at Camden Road, involved a container train from Birmingham to Felixstowe where the fifth wagon derailed, the containers fell off and collapsed the OLE. The two containers loaded on the wagon had different weights - 28.8 tonnes and 3.9 tonnes - thus causing both lateral and longitudinal asymmetric loading. The track, meanwhile, had a geometry fault with considerable track twist. This combination of wagon and track imperfection caused the derailment. The subsequent investigation resulted in the accumulation of data for a number of similar derailments such that the sensitivity of loading conditions is much better understood.

The second accident, near Gloucester, occurred with the rear wheelset of the rear wagon in a container train becoming derailed at 69mph. Such is the power of modern diesel freight locomotives that the train ran on for a further four miles causing much damage with the wagon instability eventually causing the container to be thrown off. The cause was found to be a water and drainage deficiency with blocked drains and wet mud penetrating the track bed, thus causing considerable ‘cyclic top’ and bounce.

The location was known as problematic and should have had a 30mph speed restriction applied. However the speed and load of the

wagon was also a factor. Computer modelling commissioned by the RAIB allowed a simulation of the derailment. The container had only a light load and this was found to be the worst condition for ride performance. As Sir Peter Parker once said - railways fall flat on their interfaces.

RAIB profileSince its operational start up in 2005,

the RAIB has gained a reputation for professional investigations, the unearthing of facts and the determination of causes. It is known to be fair and does not set out to apportion blame. The whole objective is to learn lessons from accidents that occur and to make recommendations that can minimise the chances of similar accidents happening again. It cannot mandate the industry but it is a brave organisation that chooses to ignore the findings.

The RAIB is very much in the public domain. Once an accident has occurred, a short notice will be posted on the RAIB website informing of what has happened and the areas of investigation. Once completed, which may take several months, the full reports are made public and they make fascinating reading. An average of four or five recommendations result from each accident report. Of these, 90% have been accepted, 7% await a response and 3% are not being implemented. Go to the RAIB site to register for receiving these.

The RAIB annual report gives details of all the types and categories of accident that occur. It is gratifying to know that signalling incidents, which because of SPADs were the prime reason for RAIB being created, now feature rarely as a major accident concern. We have moved on a long way in ten years.

Sewage Works Lane near Sudbury in Suffolk was the scene of a collison between a passenger train and a 44-tonne articulated road tanker.

Gloucester - the scar in the rail head caused by the flange of the derailed wheelset.


The London & North Western Railway (LNWR) was founded in 1993 as a train maintenance company based in Crewe. It enjoyed early success, allowing it to grow impressively and to develop a range of skills and services that would enable it to meet the growing demands of

the rail industry.

In 2008, the company was acquired by its current owner Arriva plc within which Arriva TrainCare (ATC) operates as an independent, stand-alone business. Today the business has five strategically placed depots across the UK, located in Crewe, Bristol, Eastleigh, Cambridge and Newcastle.

Facilities in Bristol, Eastleigh, Cambridge and Newcastle were acquired from Axiom in 2011 and this allowed ATC to expand rapidly with a minimum of development costs. It is this pace of growth and expansion that has helped identify ATC as a dynamic and effective organisation.

Geographical spreadThe main services offered by ATC are the high-

quality overhaul, maintenance and servicing of passenger rolling stock, locomotives, freight wagons and on-track plant. This sees the company working with leading train and freight operating companies, rolling stock leasing companies (ROSCOs) and train manufacturers although the company is continuously looking to expand its horizons.

Managing director Sean Forster stated that: “ATC is actively looking to develop contracts with all the major rolling stock companies and indeed we already work with a variety of operators to help them in delivering modifications over and above the statutory heavy maintenance that is required.”

ATC’s five locations employ around 200 staff and possess combined workshop facilities with space for more than 70 vehicles. All five locations boast extensive servicing facilities as well as overnight servicing and fuelling capabilities.

“ATC offers train presentation services through each of its five depots including light maintenance servicing to approximately 180 vehicles per night for key passenger service customers such as Bombardier, Siemens, Arriva Trains Wales and East Midlands Trains,” added Sean. “Freight vehicle maintenance and servicing, as well as the company’s wheel lathe capability, are based in Crewe, while heavy maintenance services are carried out at both the Crewe and Bristol depots. This is likely to expand to further sites in the near future.

Professional approach“During 2014, we have continued to add to

our heavy maintenance order book with new contracts. We have secured Angel Trains’ Class 142 and Chiltern Railways’ Mark III Overhaul and APU work for our Bristol facility and we are supplementing the existing C6 and structural maintenance activities on Porterbrook’s Class 150 fleet with Porterbrook’s Class 170 and Arriva Trains Wales’ Mark III Refurbishment which will be completed at our Crewe depot.”

The execution of the various service requirements of ATC customers depends on the correct application of dedicated equipment, a skilled workforce and the use of the company’s different locations. The strategic spread of depots across the UK means that ATC can offer its customers greater and more readily available options in terms of fleet locations, while providing the company with an excellent base of potential future growth and diversification opportunities.

Collaborative solutions


In terms of workforce, ATC is proud to manage a dedicated and highly experienced team. As Sean observes: “The ATC workforce is highly skilled and we have a great depth of industry knowledge and experience. We pride ourselves on delivering an excellent service and in providing customers with a professional, collaborative and transparent solution-led approach while maintaining a commercially sensible attitude.”

The professionalism of the ATC team in delivering the highest quality service while adhering to the company’s solution driven approach is vital in collaborating with customers old and new. “We believe that future business growth will come from developing customer relationships,” Sean adds. “We work with both ROSCOs and train operating companies (TOCs) so the company’s commercial advantage will come from its ability to consistently deliver what its customers require.”

Comprehensive facilitiesFinally, in terms of equipment, the company’s

depots are equipped to allow ATC to offer turnkey service and maintenance services to clients operating all over the UK. While heavy maintenance is carried out at Bristol and Crewe, all facilities offer overnight servicing and fuelling options that allow clients to keep fleets moving. Furthermore facilities for overhaul and refurbishment of rolling stock and locomotives can be found at Eastleigh, Bristol and Crewe.

The ATC depot in Crewe is also home to the company’s tandem wheel lathe, which allows it to provide an accurate and efficient wheel re-profiling service. The modern wheel lathe was provided by Sculfort and is installed in its own dedicated facility that is operated around the clock. As well as inherently offering greater throughput when compared to comparable machines, the flexible hours of operation offered by ATC mean that clients can choose wheel overhaul times that are convenient to them. This greatly reduces costly downtime and guarantees a highly efficient service.

Presently the market is very buoyant, with significant activity taking place in both heavy maintenance and interior refresh projects. As such, ATC has mobilised and commenced contracts during the second half of 2014. The company is well placed to add to its order book during the latter part of the year and continues to seek new opportunities and customers.

“During 2014 we will have commenced five to six major new projects and continue to discuss new opportunities with our customers. On-time delivery to the agreed specification is an imperative and a vital element of the company’s operations over the next 12 months will be ensuring that we meet customer expectations,” says Sean.

“We expect the next three to five years to be a very busy time and for customers to be looking for value-added solutions from their key suppliers. We are very focused on making sure that we play a major part in helping ATC’s customers deliver and we believe that the company’s collaborative, solutions led approach will allow us to provide this,” he concludes.

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This summer, I travelled on a railway which had no need for my services. Le p’tit Train de Saint-Trojan is a single-track, narrow-gauge tourist line with three stations and big, painted wooden

tokens for the drivers of the two diesel-engined locos to hand over as they shuttle back and forth all day. Most railways, however, are sufficiently complex that ignoring EMC is not a risk that can be taken by their operators.

Network Rail standards set out its approach for the effective management of EMC and the documentation of compliance. Most other railways in the UK (for example, London Underground) have similar, explicit requirements. Rather than any one set of specific requirements, this article considers the overall philosophy of railway EMC management, which has been successfully applied to projects worldwide.

Excluded installationsElectromagnetic compatibility, the ability for all the systems in a particular

environment to successfully operate within defined parameters, has been a special concern for railways ever since electrification. Running traction power for mile after mile down narrow corridors in parallel with signalling and telecommunications cables breaks one of the cardinal rules of EMC. This has been recognised for decades - BR 13422 was published in 1979.

Fast-forward to 1989 and the first EMC directive was focussed solely on apparatus. The UK’s EMC regulations referred to “excluded installations” (installations were excluded from the CE-marking requirements for apparatus), but it was left to non-binding guidance to flesh out what an installation operator needed to do to assure EMC. Not until the current Directive, 2004/108/EC, did the term ‘fixed installation’ make an appearance, with its statutory, harmonised requirements.

Fixed installations A railway is a complex set of interdependent systems with widely

disparate requirements; they are shoehorned into long, narrow strips of land and expected to work together safely, reliably and effectively. A mainline loco might draw 200A from the overhead and simultaneously induce tens of volts into line-side cabling connected to safety-critical signalling assets or carrying low-level telecommunications.

DC electrification, while protected from the gross effects of AC induction, brings its own issues. These mainly revolve around stray currents, but the rectification process often causes ripple currents at 600 or 1200 Hz which can severely perturb baseband audio signals for PA or a station’s remote help systems. Without proactive management of compatibility, issues are simply being saved up for the flurry of activity that marks the commissioning phase.

The EMC directive requires that a fixed installation be suitably (non-) emissive for its environment, suitably immune for its purpose, that it is installed using good engineering practices and respecting the information on the intended use of its components, and that the good engineering practices are documented, with the documentation held at the disposal of the relevant national authorities for inspection for as long as the installation is in operation.

Fixed InstallationsEMC Directiveand the

Le p'tit Train de Saint-Trojan has little need for sophisticated EMC testing.

However, York station does - the overhead 2.5kV AC system can cause problems.


By the way, don’t be fooled by the reshuffle in the new directive; in 2014/30/EU, the documentation requirements for installations have simply been moved (from Annex I to Article 19), and are as binding as the documentation requirements for apparatus.

However, the documentation requirements are not comprehensively set out and differing interpretations from various stakeholders, and differing on-the-ground requirements for each particular project, mean that there isn’t a simple template that can be used to extrude uniform EMC documentation for each project. Unfortunately, this occasionally means that EMC is ignored, postponed or forgotten until a few weeks before, or (in extreme cases) after, commissioning. At this point, the phrases you hope not to hear from your emergency EMC consultant are similar to those from an emergency plumber: “who put that there?”, “well, I wouldn’t have done it like that”, and “it’s no good, it’ll all have to come out”.

Getting a GRIP on EMCThe latest Network Rail philosophy for managing EMC prefers explicit

input from the early stages (GRIP 2 or 3) while there is still a level of fluidity about how the project will be successfully achieved. The EMC consultant will be involved with setting and assessing EMC hazards in the risk register. An EMC strategy can set overall goals, constraints and direction at this stage.

EMC procurement specifications can also be set before off-the-shelf components are chosen, or contracts with sub-contractors are signed as technical and documentation requirements for suppliers can be more easily made a contractual matter.

GRIP 5 should see any design risks closed out, possibly with cable studies to model induced voltages. Ideally, procurement review should occur as systems and suppliers are chosen - with the most complex sub-systems undergoing a microcosm of this EMC management. However, this may be more difficult in situations where there is an abrupt hand-over from GRIP 5 designer to GRIP 6 contractor.

On-site EMC measurements, that most conspicuous of EMC activities, may be required. This depends on whether there are specific risks in the register which are most effectively closed via such measurements. As well as measurements to EN 50121, measurements of induced longitudinal and transverse (including psophometric) voltages may be required on line-side cables.

On DC railways, measurements of stray currents may be required. The commissioning phase can be fraught; having the EMC testing requirements specified, agreed, booked and confirmed well in advance pays dividends all round.

The final stage of EMC documentation ensures that no issues remain open, but also summarises the activities and the documentation. This helps any EMC lessons to surface, which in turn helps ensure the safety, reliability and effectiveness of the railway.

Dr Mark Tyndall is a principal EMC engineer in the consultancy and research department at York EMC Services.

To find out more about our work at Blackfriars visit railsignage.com

York EMC testing trackside (top) and at a substation.


SENIOR MECHANICALAND ELECTRICAL ENGINEERSDONCASTER | £Attractive basic salary and benefits package

“An outstanding opportunity to join a major UK rolling stock business in a professional engineering role”

Wabtec Rail in Doncaster is a leading railway

engineering company undertaking the overhaul

and repair of rolling stock including locomotive,

passenger and freight vehicles together with

component and sub-assembly refurbishment.

The company employs about 1000 people and

forms part of the global $2.5 billion turnover

Wabtec Corporation. Other Wabtec Rail oriented

businesses in the UK include the Brush Traction

and LH Group activities. There are also several

other group businesses that manufacture

products such as braking systems, locomotive

cooling systems, train data recorders and a range

of electronic equipment.

A reputation for high performance and quality

together with a commitment to business

investment has led to continual growth in recent

years and a strong market position.

Mechanical and Electrical Engineers are now

sought to join the business with a focus on project

engineering activities and also in support of the

application of engineering expertise across the

business.

Key areas of activity will include:

• Engineering research and development in

support of the business and customers

• Product safety investigations, new product

and re-engineering exercises

• Design development, product specifications

and technical reporting

• Represent the business and the engineering

function to customers, suppliers and other

parties, forums and working groups

• Review and assess the impact of contractual

variations

• Support engineering development in terms of

cost, safety, quality and delivery.

Candidates should be graduate level engineers,

ideally with chartered status, and interested in

further progressing their professional level

engineering careers in a busy and successful

environment offering challenge and opportunity.

This is an outstanding opportunity to join

Wabtec Rail in a key role and to make valuable

contributions. The company has a strong

development programme that can lead to further

opportunities at Doncaster or elsewhere in

accordance with ambition.

Please forward your cv and covering letter to

[email protected] or contact

RGS Executive in Nottingham on 0115 9599687

on a confidential basis with any queries.

RailwayPeople.comFast track your career

...awaiting your application.

over

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2,000

the rail engineer • November 2014 RECRUITMENT 66

Development ManagerSalary

£55,000 - £60,000 per year

LocationAngel, London, England/London All

To contribute towards achieving the objective of winning bids for £200m of investment funding for the UK rail industry from established European innovation funds.

One post will focus on proposals for ‘H2020’ funding and the other post will focus on ‘Shift 2 Rail’ funding opportunities.

Accountabilities include:

• Building the necessary relationships with the industry and awarding bodies to ensure that intelligence is collected and collaborations established.

• Working with European partners, generate high readiness levels for bid preparation and delivery, ahead of specifi c calls – including role clarity, alignment of objectives, expertise and resource availability.

£

Senior Bid ManagerSalary

£45,000 - £50,000 per year


To be responsible for preparing bids to secure £200m of investment funding for the UK rail industry from established European innovation funds, and preparing compelling funding bids for projects which will benefi t the UK rail industry.


• Produce high quality bids for European research funding, principally under the Horizon 2020 framework, to deliver objectives set within the Future Railway team for quantum and scope of such bids.

• Developing and implementing a bid strategy.

• Leading the bid team.

£

Change LeadSalary

£40,000 - £50,000 per year


To support the Change Manager in leading the business change theme for Future Railway. Working with industry partners and expert specialist consultants, the post holder will manage change projects which can help enable a stronger innovation culture and practice in the UK rail industry.


• Manage delivery of projects and driving a culture of innovation across the industry.

• Undertake cross industry analysis into the barriers and enablers for change.

• Collaborate with the Change Manager to establish and drive a

culture of innovation across the rail industry.

£

£

Bid ManagerSalary

£30,000 - £40,000 per year


You will write bids to contribute towards securing £200m of investment funding for the UK rail industry from established European innovation funds.

Accountabilities include preparing and submitting compelling bids for projects which will benefi t the UK rail industry.


• Support the Senior Bid/Project Manager and other members of the team as needed.

• Provide feedback received from the European Community about bids to the rest of the team so that lessons can be incorporated for future bids.

• Ensure that successful bids led by Future Railway are developed into well managed projects.

£

Senior Programme Manager TOCSalary

£55,000 - £65,000 per year


You will have overall responsibility for managing the newly established train operator ‘Innovation in Franchising Funding Scheme’. This fund has been set up to provide train operators with a source of funding for innovation projects to support the Department for Transport’s franchising objectives. Accountabilities will include establishing and implementing investment criteria, overseeing the evaluation and awards process and monitor and report on benefi ts realisation.


• Lead, develop and maintain the innovation projects portfolio that meets the requirements of the Franchising Funding Scheme.

• Monitor all agreed investments made by the innovation fund to ensure they are demonstrably in line with the investment strategy.

Change ManagerSalary

£60,000 - £70,000 per year


To lead the business change theme for Future Railway. You will work with industry partners and expert specialist consultants, to develop a strategy and tools to help enable a stronger innovation culture and practice in the UK rail industry.


• Coordinate and manage seconded enabling innovation specialists to ensure an effective utilisation of their skills and time.

• Develop and implement supporting programmes across industry to ensure that key stakeholders recognise the changes needed and identify and understand the implications for the individual organisations.

£ £

Commercial LeadSalary

£45,000 - £60,000 per year


To lead commercial due diligence and investment contract negotiations with innovators, contribute to the development of commercial policy and commission procurement of services from service partners in Supply Chain.


• Provide advice and guidance to Project Managers on commercialisation potential and strategies for Challenge Themes.

• Liaise with Supply Chain in the contracting process for innovation investments to maintain effective relationships with partners, innovators and stakeholders.

• Support innovators in developing their commercial plans and models either directly or by providing suitable alternative sources of expertise.

Engagement Manager (TOC or FOC)Salary

£30,000 - £40,000 per year


We are looking for two Engagement Managers; one to work with Train Operating Companies (TOC) and the other with Freight Companies (FOC).

You will be a member of the Future Railway team, attached for 80% of the time to either TOC or FOC and 20% with Future Railway to support engagement with Train Operators or Freight Operators to achieve the industry’s innovation agenda.


• Acting as the focal point within the TOCs or FOCs with respect to innovation.

• Provide guidance to TOCs or FOCs and the bid teams in relation to innovation requirements contained in new franchises.

• Support the TOC’s or FOC’s engineering team in their liaison with the Future Railway Team; Network Rail; Rail Research UK Association.

£ £

To fi nd out more about these exciting opportunities or to enquire about other vacancies, please contact our team on 020 3142 5300 or email your details to hum [email protected] or visit our website at www.rssbcareers.co.uk

Find more vacancies at

www.rssbcareers.co.uk

Evaluation Manager (TOC)Salary

£40,000 - £45,000 per year


You will have overall responsibility for evaluation and appraisal of proposals from train operators to the newly established Train Operator Innovation in Franchising Funding Scheme. This fund has been set up to provide train operators with a source of funding for innovation projects to support the DfTs franchising objectives. Accountabilities will include proposals, evaluation, providing support and guidance to train operators, reporting on progress and benefi ts achieved from awards under the scheme.


• Manage the proposal process for the innovation in Franchising Funding Scheme.

• Working collaboratively with the TOCs and other industry bodies.

• Provide a high quality internal and external stakeholder management in all matters relating to the scheme.

2POSTS2

POSTS

2POSTS

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Documents

The Rail Engineer - Issue 121 - November 2014