Tuesday 26 March 2019
Speaker: Chris Meredith
Chris gave a brief outline of his early contact with the Merchant Navy class of steam locomotives as a child living in Broadstairs, before providing an outline of the Merchant Navy Locomotive Preservation Society (MNLPS) formed at the end of 1965 by Tony Clare and brothers Maurice and Gerry Walker.35028 Clan Line was selected as being the most recent in the class to have undergone a major overhaul in 1959 and because it was regarded as being in the best condition.Initially BR quoted a price of £2500 with a number of conditions attached to the purchase but eventually Clan Line was bought in August 1967 for £2200 just over a month after being withdrawn from service in July 1967.It first entered service in December 1948 in malachite green livery and its working history ranged from the start at Bournemouth in 1948, through a colour change to BR blue, before ending up at Nine Elms for its last three months of operation.By this time it had done 794,391 miles in total, 393,386 of these since being rebuilt in 1959.The MNLPS initially housed it at the Longmoor Military Railway before that closed and after a number of other moves it is now based at Stewarts Lane where it was based in 1950.The prime objective was to keep the locomotive well maintained, and running on the national rail network.The secondary objective has always been for the Society to be self-financing and this has been achieved.
Chris moved very swiftly over his own railway history working for 41 years on the railways first with BR and later as Charter Timings Manager for Network Rail.He joined the Mid Hants Railway Preservation Society around 1998, is a working member of the MNLPS and is also currently chair of RCTS Croydon Branch.
Next came some excellent photographs to illustrate how Clan Line is now used, for example with the nameplate and regalia for The Golden Arrow and the British Pullman, working to recreate as far as possible both of these historic services.It is quite an impressive sight to see it at the head of an equally well maintained rake of historic coaches.There may be safety requirements such as having the back up of a diesel locomotive on the rear as ‘insurance’ although experienced drivers ensure that this is very rarely required.
The MNLPS usually work out timings for the charters themselves including allowances for watering stops, inspecting the facilities etc and some of the photographs showed exactly what this involves in preparatory planning.Where there is less time available in a schedule, then it is possible to double pump as the locomotive has two filling pipes and both can be used at the same time, and again Chris had an excellent photograph to illustrate this in practice.Where the locomotive has to be turned, these facilities too have to be inspected and checked in advance and Chris showed an instance where very careful measurements had to be taken because of a fence erected rather close to the turntable – just enough room on this occasion.Every detail has to be carefully worked out in advance.
Chris then moved on to preparation and disposal which means exactly what it says.There is much work to be done to prepare Clan Line every time before going out and the crew are there to make sure that the correct set of nameplates and matching regalia are in place – generally reproductions as the originals are quite valuable and have to be kept securely.There are the final touches to ensure that it is in pristine condition, that the coaling has been done properly – the original tender held about 5 tons but this has been extended to take approximately 7.5 to 8 tons with the extended section flat which means that the last of the coal needs to be shovelled forward.Then there are all the other tasks that need to be completed before it is ready for the next run out – the fitness to run checks, checking the support coach and checking that all systems are working properly.At the end of the journey, there is another set of tasks with the boiler having to be blown down to clear all the sludge before entering back into the shed for cleaning, servicing and any maintenance that is required. Chris provided information on the sort of work that might need to be done as routine and what is needed as more major levels of work are required, with photographs showing the attention to detail with regards to the engineering.He took great delight in describing the 6 monthly boiler wash out where the water comes out decidedly ‘yucky’ initially but eventually runs clear.There were details about protecting the bodywork, the water treatment used to prevent or at least reduce limescale internally in the boiler, plus the myriad of other jobs required to keep the locomotive in top condition and ready to work.
After the break Chris went on to talk about some of the charters – Clan Line will do approximately 20 in a good year and the experience can be quite magical in the right conditions.Some scenes today are very different from the past with skylines almost unrecognisable in places and a few older photographs as well as current ones were shown as illustration of some of the changes over Clan Line’s lifetime.He also gave an outline of the maintenance programme and the ingenuity required at times.Some of the final photographs showed Clan Line together with a 7¼” gauge working model with the correctly modelled non-standard oil box, together with an OO gauge model too – Clan Line in three sizes at once!
Questions and answers included how long would it be possible to keep Clan Line running: answer - as long as possible with efforts to earn enough for the next overhaul before it becomes due each time; there was discussion about younger people coming on to take over the work of keeping both locomotive and organisation going; the importance of volunteers and what job opportunities there are; did Clan Line ever have a Southern number: answer no, as it was built in 1948, so it only ever had a BR number.
The vote of thanks highlighted the excellent photographs, the interesting presentation including history and the work involved in running a steam locomotive and keeping it in top condition.Clan Line is credit to all who work on it whether directly or indirectly, and to Chris for his part in it all.
Thursday 14th March 2109
40 Years of Preserving the Legendary Deltics
Murray Brown - Deltic Preservation Society
Murray began with a brief resumé of his background in railways mentioning that his father used to work for ICI and knew Dr Beeching before he was asked to produce a report on UK railways. It was in childhood that Murray caught what he described as ‘the railway disease’ before going on to talk about his first encounter with a Deltic - D1093, in 1962 while travelling from Leeds to Kings Cross – his first really fast train journey. After leaving school he started his working life with BR initially in a position within the signalling and technical department, but his heart was set on working with Deltics. So when he saw an opportunity to work directly with them he took it. He worked his way up via experimental work, trialling new parts etc until there was a vacancy for the position he really wanted. Using some slightly unorthodox methods to make sure that he was noticed, he reached the interview stage for that post and achieved success. However, it was not long before the HSTs came into service, and Murray made a good argument for considering that the Deltics were in many ways a precursor for the HSTs that were now to displace them. The withdrawal programme and the Deltic Preservation Society (DPS) started at about the same time in 1977 although there was disbelief in some BR minds that the DPS would be able to run even one of these locomotives. Gerard Fiennes – BR manager and author of “I tried to run a railway”, was one who saw potential in the idea.
After the official withdrawal programme there were still 14 surviving Deltic locomotives and BR held an open day for them in February 1982 with around 8000 people turning up. DPS had a presence there producing an excellent boost to their fundraising and publicity and it also showed the popularity of this class of locomotives. They were popular with the staff too who had continued to maintain them well and taken good care of the spares available which eventually proved to be a real benefit for the DPS when it came to buying locomotives and sourcing the spare parts to keep them operating. By August 1982 they had two locomotives with an arrangement that the NYMR would house them. This wasn’t perfect because it was not possible to run them at anything other than the relatively low speed limits applying on heritage railways, and they were kept outside rather than under cover. The preservation era had truly begun by this time and the NYMR were the first heritage line to stage a proper diesel gala so having the Deltics there was a good opportunity. There were concerns about pollution and environmental issues with running diesel locomotives, but with experience and knowledge these were minimised although there were some funny stories about the learning process not least when the fire brigade was called out. Luckily on that occasion knowledge prevailed, the engine was not flooded with water that would have resulted in major damage, and they learned how to make sure that the same problem did not happen again. The DPS had access to an excellent workshop for bodywork restoration but they still did not have covered storage space which was an on-going issue for them.
The aim was to have the Deltics running on the national network rather than being confined to heritage lines but this had not been achieved under BR. However, the advent of privatisation changed this and opened up the opportunity for both of the DPS locomotives to run initially on the East Coast Main Line.This was taken up although they became acutely aware of the delay attribution penalties if one of their locomotives should cause a problem – it can be very expensive. The DPS moved their base from the NYMR to the GCR and then on to the East Lancashire Railway. It was during this period that a request came through for 2 Deltics to haul a luxury train. Initially they thought it was a joke but no, it was for real and provided real work that would pay. The DPS really wanted their own depot facility and once enough money had been raised they started searching for a suitable base. They are now based at Barrow Hill where the Deltics are housed under cover and can be looked after properly. They own the new depot but not the land so fundraising is on-going to buy the land that is currently leased. The depot will eventually have room for 6 locomotives on 3 roads with some limited space for displays in addition, and renting out ‘spare’ space in the meantime helps to provide funds for further improvements to the facility. It has been nicknamed “Finsbury Park” but that is another story.
The DPS has progressed and developed over time and now they “rent out” locomotives with the drivers being provided by the relevant TOC (train operating company).This works very well with the DB Cargo drivers mainly used now as they seem to take good care of the locomotives in use. The DPS strategy is very clear – to keep the Deltics going for as long as possible with proposals to do another Deltic hauled special around Scotland amongst other things, before they are ‘stuffed and mounted’. As with any project like this the key to on-going success is sufficient money and volunteers. Currently the Deltics are running well and have done more hours between intervals than was managed under BR! There are a number of future possibilities under consideration and the DPS would dearly like to get the prototype up and running again. This is owned by the NRM and based at Shildon but with no engines inside. However, the DPS have two possibly suitable Napier engines although there are a number of technical issues to be overcome before the prototype could be run on the national network, and it is unlikely that the NRM would sanction the idea. The DPS have some good working relationships both within railways and outside such as the link with the Green Howards – one of the Deltics carries that name, and there are many other proposals in the pipeline although not everyone who would like to hire the DPS working locomotives understands the cost of doing so.
With some really good photographs, Murray gave an excellent and well illustrated presentation on the Deltics from the prototype, English Electric engines and Napier engines, to the current state of preservation showing clearly the interest and fondness for this class of locomotives. Question time was all too short as Murray had to catch his train home but included discussion of the original English Electric engines being ‘swapped’ for Napiers, and had they tried the Coca Cola trick with a seized engine.
The vote of thanks highlighted the extent of enthusiasm for this classic locomotive and a mention of the ‘fabulous’ and atmospheric closing photograph of the Deltics in action in Scotland.
Tuesday 26th February 2019
Dick Fearn - former CEO, Iarnród Éireann / Irish Rail
Dick took an early interest in railways and joined BR straight from school in 1973 as a student at Crewe. After rising to divisional manager just before privatisation he went on to work for Rail Track, then Network Rail (NR) until he was head hunted in 2003 by the then CIE who were looking for a Chief Operating Officer. With little to attract him to stay with NR at the time, he went to Ireland on a ‘shortish’ contract based in Dublin. He described it as a ‘marvellous experience from Day 1”.
It was a very happy time even though not always easy and could be divided into two periods – from 2003 to 2008 a boom time, then 2009 to 2013 after the economic crash. Ireland suffered economically but they handled the recession well and the economy is now booming again.
Ireland’s first railway was built in 1834 from Dublin to Kingstown, very early in the history of railways and while the economy was booming before the famine, and could be described as the first commuter railway moving people into the city for work. A later map of the railway network in Ireland as it was in 1906 shows the extent at the time when it was at its peak although it has suffered its own difficulties with some areas now not so well served. Post war nationalisation brought buses and railways together although these were later separated. The country was starved of resources during this period and the railways too were in a poor state but the decision was made to modernise quickly not least because of the difficulties in getting good supplies of steam coal from the UK who were not particularly helpful at the time. This meant going over to diesel – mainly railcars rather than DMUs, and the railways managed to pull themselves back up. The Irish had their own version of the Beeching Report under Todd Andrews in the 1960s and the network today is much as it was after this review. There is a clear contrast between the extent of the network at its peak in 1906 and as it is now – eg Donegal has no railway now; the core area is not too bad and most lines seem to radiate out from Dublin. One benefit of the cross border railway from Dublin to Belfast is that the border is approximately half way between the two so it works very well when splitting costs for providing a joint and seamless service. The West of the country is still served reasonably well with timber being sent for shipping out via Dublin and the Coca Cola plant that produces all the concentrated core liquor for distribution around Europe. So there are good commercial reasons for those lines surviving.
There was the political will and vision to modernise and good use was made of funding opportunities that came with being part of the EU resulting in a lot of investment in the railways including the Dublin DART system which made good use of some of the older underused railway infrastructure. It wasn’t just new rolling stock, infrastructure, track, and signalling but the ‘whole works’ that was developed! The Irish were good at getting the best from the EU grant system, drawing down money from the EU as well as paying in.
With this support, Dick was able to look at services and make improvements leading to a big growth in demand. This meant looking for reliable vehicles suitable for the Irish network that would not need extensive (and expensive) testing, rather than innovative and untested vehicles, so they shopped around until they found what was required, eventually settling on Hyundai as a supplier for the new vehicles. The business relationship was good and the service from Hyundai impressive with ready to use trains shrink wrapped in plastic in the bottom of container ships (with containers on top) that could be lifted out and unloaded straight onto the track on arrival at the port. With Hyundai technicians on hand for the whole of the two year warranty period, this meant that the local staff learned all that they needed while the Hyundai staff were there to deal with any warranty issues and were on hand to help. This left an excellent legacy. Moving on Dick spoke briefly about the route to Belfast – a joint operation for the cross-border service and a marvellous example of cooperation. He would have liked to improve the service frequency and make other further improvements before he left but it always seemed that when the money was available in the South, it was not available in the North and vice versa. There are very good reasons to ensure that there is no hard border, not least that it is critical for so many people freely crossing the border as they commute to and from work between north and south.
For the last part of his presentation, Dick spoke about the rail network as a whole and proposed lines to be re-opened to match growth areas with a growing population, as well as opening up other areas to tourism and business – for example the proposed Navan-Dublin commuter route with the first section opened as a park and ride route into Dublin already partly completed before Dick left (currently running from M3 Parkway into Dublin). Then there is the Cork-Midleton route linking to the Jameson’s Distillery at Midleton, and the first part of the route linking Galway to Limerick. Although there is much rebuilding to be done, the original routes are mostly still there and have not been reused for anything else or built on. There are issues with drainage – very important in a land with comparatively high rainfall, and a number of bridges to be rebuilt, but the funding is there to do a good job that will last well into the future. There has, of course, been further progress since Dick returned to the UK although not all projects have been fully completed yet.
Even with hard work and optimism, there can be bad moments and Dick recalled one of his less good experiences where a bridge pillar failed. Luckily a train driver passing over spotted a problem, reported it immediately, and there was just enough time to prevent any further services passing over meaning that a potential serious accident was avoided, no one was hurt and no trains were damaged. An enquiry followed showing the problem to be bridge scour hidden by silt that had built up over a considerable time, which led to a more rigorous inspection and testing schedule over the network. As part of this story, few believed that the repair could be completed and the line reopened in the estimated three months, to the extent that Paddy Power opened a book on it. The staff had faith that it would be done in the timescale where many others didn’t. The staff won their bets! Some other things did not go immediately according to plan like the station built ready for a new development. Recession halted the development leaving the station unused. However, the economic situation has moved on and the station is now very busy. Finally, Dick mentioned the links between Ireland and the great engineers Maunsell and Bulleid, Bulleid’s attempt at developing a turf burning locomotive which was unsuccessful (turf burns at too low a temperature) and the story of the Irish Royal Coach built in 1902 for King Edward VII. It is still held and preserved at Inchicore although it has occasionally been displayed elsewhere.
Questions and answers followed including had anyone ever tried hijacking the Coca Cola concentrate container train mistaking it for Guinness – answer no because the Irish are proud of their industry and know what it is. Other questions included driver-only operation and how this was resolved. Answer – with care and attention to the situation of the staff who might be affected. The next question followed on current staffing levels and numbers - there are now more trains but less staff. Then all too soon it was time to close the meeting. An enlightening, informative evening including some cultural and social details and the funny side of some of the different attitudes for example between the Irish and South Koreans - a relationship that worked very well with both sides benefitting, as well as showing the major benefits of political vision and support for the railways.
The vote of thanks included appreciation for the insights particularly during turbulent times of recession and recovery afterwards and “Could someone please let Chris Grayling know the benefits of government support for railways”.
Tuesday 22nd January 2019
Railway Freight Group
Maggie Simpson - Executive Director, RFG
This is the first time that the branch has enjoyed a presentation from the Rail Freight Group (RFG) and we were not disappointed. Maggie gave a very brief outline of what would be included followed by a potted history of her own involvement. She has always worked in the rail industry starting with safety and risk assessment, working for Rail Track, followed by working for the government on franchising and contract management before moving to the Strategic Rail Authority and freight. She was asked to help out at the RFG for a few weeks in 2005 and has remained there ever since, where she is now Director General.
The RFG is a representative body for rail freight in the UK including operators, logistics companies, ports, equipment suppliers, property developers and support services, as well as retailers, construction companies and other customers. It is a trade association funded by its members. The aim is to increase the volume of goods moved by rail in the UK and work includes influencing policy to support growth, promotion and communication of the benefits of rail freight, member events, and networking.
At privatisation, the rail freight business was sold so there were no franchises. Today there are 5 main operators providing a range of services and they compete for business. One (smaller) company is government owned - initially for the movement of sensitive nuclear materials although there is a limited portfolio of other freight. Maggie showed a slide with some of their customers including ports, supermarkets, construction businesses, aggregates, steel, Royal Mail and many others. Then the question was raised – What is rail freight delivering? The answer – approximately £1.7 billion in economic benefits, carbon emission savings, lorry reduction savings amongst others. Historically the largest part of the rail freight business was coal, initially from the pits to the power stations, then when UK pits were largely closed down, moving imported coal from ports to power stations. This business too declined with the imposition of carbon taxation and for the 12 months to April 2018, coal movements comprised only about 8% of the total. A pie chart showing current movements is dominated by intermodal and construction traffic, a very different market from coal with coal tending to be northern, and intermodal and construction tending towards southern movements so the market has had to adjust to the changes. A line graph showing overall decline, if the line for coal is taken out, actually shows growth over the last decade. This highlights the work being done to increase rail freight business and how careful one has to be when reading graphs and statistics to find the business reality.
Intermodal growth is driven by port and retail customers and an area that the RFG is working towards is on-going improvements in the rail network in and out of ports and other large freight terminals as poor provision constrains growth. As an example, improvements already made have helped to increase rail freight movements in and out of Felixstowe from 10 a day each way up to 33 each way now. Other examples were given and there is still more to do.
A lot of work and investment is on-going with a view to future growth, and progress over the last few years is encouraging. Rail freight companies will be bidding for contracts for moving construction materials for the building of HS2 and the industry is constantly seeking new opportunities. Such major construction projects have the potential to provide a lot of business in moving materials by rail. Another example of future potential is the Chinese project of linking China with Europe by rail right through to the UK dubbed “The New Silk Road”. Some links are already in place with others being proposed and slotted in to start filling the gaps. Rail would be cheaper than air and quicker than sea so there is a sound logic to the idea. Maggie went on to explain other parts of the market where things work well, niche areas – eg moving small size but high value cargo on passenger trains, other problems that can be quite difficult to resolve but provide excellent opportunities, and looking for solutions where there is a clear need but no easy way to provide the services required. One new approach becoming more popular is packing goods in standard roll-cages making it easier to load them into containers for transporting by rail or even onto passenger trains, effectively a modular system enabling the movement of smaller quantities of goods and making for easy unpacking at the final destination.
There are a number of challenges including the Williams Review of the Structure of UK Rail and how freight will be included; Brexit; capacity on the network; emissions; and technical advances. Detail was provided in all these areas and the RFG will be involved to ensure that the rail freight industry is taken into account especially in the current political climate with the difficulty of the real mix of models of how the railway works that exists in the UK. While there is a lot of concentration on increasing capacity on the network for passenger traffic, there is a need to take account of the requirements of rail freight too. The environmental case for rail would be helped by further electrification especially with the introduction of more clean air zones that affect the movement of freight using diesel powered locomotives, with research on-going on how to resolve the issues. With recent technological advances in road haulage with regards to improved fuel efficiency and emissions standards for lorry engines, and proposals for platooning lorries, rail freight operators have to constantly look at ways to improve what they do and promote the economic, environmental and other benefits of moving freight by rail.
To summarise: the rail freight section is changing significantly; there are many opportunities ahead; it needs the right answers to the Williams Review to perpetuate growth; and investment in the environment and other technology to improve efficiency and promote that growth.
Questions and answers included who bought the rail freight companies at privatisation and who owns them now? Closed railways – which ones would be most useful to have re-opened – when the network gets congested new sections seems to be the most common option without proper consideration for the utility of the remaining sections for rail freight. Further questions included current business for Royal Mail, freight through the Channel Tunnel, container sizing and re-gauging, freight terminals being built with ‘nominal’ rail access in order to get planning permission, Brexit, HS2, light rail being jointly used for freight, double-headed freight trains on the West Coast Main Line to keep up with passenger traffic. All questions were answered without hesitation, with expertise and knowledge.
The vote of thanks highlighted an ‘absolutely fantastic evening’ showing that freight is often treated as the poor cousin of passenger traffic and also showing that RFG has made a big difference in changing perspectives. The final recommendation of the evening was to have a good look at the RFG website – it makes for very interesting reading.
Tuesday 18th December 2018
The Samaritans - preceded by Branch AGM
Helen Ranasinghe - Project Officer, Network Rail
The business of the Branch AGM was completed and we were delighted to welcome new committee member Richard Whitehead.
The evening continued with a presentation about the joint work between Network Rail (NR) and the Samaritans to reduce suicides on the railways in the UK. Helen introduced local ‘listening volunteer’ David before explaining who the Samaritans are and what they do with a few statistics to help illustrate this – for example, suicide is the biggest killer of young men between the ages of 20 and 34. The Samaritans listening volunteers are ordinary people who give freely of their time having received appropriate training. They are not professionals though and do not provide counselling, they listen. It was worthwhile hearing directly from volunteer David and his perspective on the work that he does. There are other equally important volunteer roles within the organisation but the listening volunteers are the most well-known. The organisation is rightly proud that they have recently achieved a long term goal of providing their helpline free to callers.
The initial focus with NR has been outreach and the current campaign focuses on ‘Small Talk Saves Lives’ encouraging people to talk as this can go a long way to break a cycle of suicidal thought. There are many reasons why someone feels desperate and cannot see a way through their difficulties but the effects of such an attempt can go far wider. The Samaritans will provide someone to listen.
In 2014/2015 there were 286 rail suicides leading to nearly 400,000 delay minutes and costs to the industry of over £60million as well as the societal and emotional impact on witnesses and with the wider effects on staff, family, friends, other passengers. Prior to the partnership with NR, rail suicides showed an increasing trend and prevention might have been seen as too difficult, but by working together they have coordinated a national approach looking at who is at risk and what can be done by way of prevention. It may not be a surprise to learn that there is often an issue with mental health problems – some diagnosed, some undiagnosed, with socio-economic problems, relationship breakdown, deprivation and isolation as other major problems. Particularly when more than one issue is stacked up, people struggle to cope and cannot see a way out. An important part of the partnership involves training for staff in how to manage a suicidal contact with a focus on front line staff and mobile operations staff. This provides staff with skills and confidence to provide the right support and the one thing that stands out loud and clear is that feeling ‘listened to’ helps. This can be the first step in providing emotional first aid and possibly making the right kind of sensitive referral for on-going help and support. There is also trauma support training where this is needed.
The Samaritans campaign – they do not just hear, most importantly they listen and one focus of outreach is to encourage people to seek support, particularly those who are most at risk, with each campaign carefully thought through and tested before it is used. The campaign ‘Small Talk Saves Lives’ has been successful – both for those who have started a conversation and for those who have been helped. Anyone can start a conversation if they are worried about someone they see behaving in what might be a slightly unusual manner, that conversation can break the thought train and make all the difference. There are other physical things that have been done such as the platform end anti-trespass guards, opaque bridge screens, gates and fencing on platforms adjacent to fast lines, mirrors to reduce blind spots, help points, behavioural recognition CCTV programmes and they are always looking at other mitigation measures.
The statistics include some good news on the railways as they show that the numbers are decreasing with 2,233 interventions in 2017/2018 mostly by the British Transport Police (BTP) with approximately 25% staff and around 10% from members of the public. The results show that with the right help suicide can be prevented and it is noteworthy that for every life lost, there are six saved.
Questions and answers included many subjects, for example - concern that train spotters with notebooks standing on the end of platforms are not considered as potential risks; comparisons with risks elsewhere – the highest incidence is in the home; how it is reported in the media to avoid escalation when people might relate to the situation; differences in risk in different areas of the railway network; why there are barriers at Wimbledon etc.
The vote of thanks was given by Alan Nichols (train driver and instructor – retired) who highlighted what a fantastic demonstration of what can be done and has been done. Helen herself saved a life at Ewell East and Alan has friends and colleagues who have suffered the experience of being close witness to an incident. An excellent presentation showing the good work being done to save lives.
Tuesday 27th November 2018
The Privatisation Disaster
Cliff Perry - Railwayman
“By three methods we may know wisdom: First, by reflection, which is noblest; Second, by imitation, which is easiest; And Third, by experience, which is the bitterest.” (Confucius)
Cliff started with an apology about the title ‘Disaster’. The influence of privatisation on the UK railway system has resulted in more trains, more staff, more passengers and more safety! This is hardly a disaster and we should reflect on the safety achievements especially as the difficult question of safety is often cited when there are problems within the industry.
After the quote and the note about disaster, Cliff ran a brief quiz on railway safety with the correct answers highlighting improvements over the years and showing clearly how expectations of putting profit before safety with privatisation has not happened, and in practice safety has not been compromised. He went on to detail how this has been possible with a digital revolution helping to recognise problems before disaster strikes so that they can be fixed in good time, competence management, and much better management of interfaces within the industry. At this point he introduced some of his own background and history on the railways and his own experiences of privatisation as MD of Thameslink. After the proposed management buyout did not win the franchise, he lost what he described as the best job - through privatisation.
With more of his own background and experience he explained railway dimensions (product, places, politics, professionals) looking at the different aspects and how each is important for the whole to operate safely and efficiently. People are very important including those on the front line who show the culture and are the public face of the business. There have been some ups and downs but safety is improving towards a plateau. For the first time ever in the year 2016/2017 there were no fatalities on the railways in the UK which is something to be proud of. Graphs were used to compare railways within Europe and around the world (including the UK). In short those countries where every part of the system is integrated are doing less well on safety and the simpler the system, the better the safety statistics – although in the latter case, one disaster can move that railway much further down the charts as a safe system. One of the main reasons given is that private companies cannot afford not to be as safe as possible and this was explained clearly and succinctly in more detail. Running a railway is NOT risk-free so all risks need to be taken into consideration and ways found to mitigate those risks. This includes the use of technology both on trains and on the infrastructure as well as better training and building good experience for staff.
It has been a real benefit since privatisation that the railways are no longer subject to short term annual budgeting with the necessity of spending any money left towards the end of the year in a hurry or lose it from the budget in the following year. This is not the best way to plan ahead for the longer term or the best way to make the most of the limited finance available. Now it is possible to plan better for the future.
Cliff highlighted three top reasons for increased safety:
Digital Revolution, Competence Management, Interface Management,
and explained how improvements in each of these areas has related to great improvements in safety on the railways. The pillars of that improvement can be seen as good safety = good business with all parties trying to improve, small is beautiful (the railway has been separated into smaller more manageable areas), investment, and last but not least – business incentives.
The small amount of time left for questions and answers was equally interesting and informative, and included: timetabling problems; a case for breaking up Network Rail; poor performance on South Western Railway – the answer included several reasons for this; trades unions; the balance between training and experience; comparisons between European and Far Eastern railways.
A very interesting, fascinating and thought provoking talk.
Tuesday 23rd October 2018
HS4 Air - Heathrow to Gatwick in 15 minutes
Alistair Lenczner - Director, EXPEDITION
The subtitle for the talk might have been “UK Infrastructure – can we be smarter in Planning for the Future?” To answer this question Alistair began by providing the context for the subject of UK infrastructure particularly in the London area using photographs and maps to show the exponential growth over time even before the advent of the railways; in the process showing the need to build a suitable infrastructure to connect all the important areas for trade. In spite of its innovations and inventions (eg railways), the UK has been slow to pick up on high speed railways, continuing to rely on steam in the 1960s when Japan was already building high speed routes. Using examples he showed how Europe continues to develop a high speed network while the UK lags behind with only HS1 in operation and plans for HS2 showing a disconnect between HS1 and HS2 which will not allow for good connectivity. There was some constructive criticism about how the UK might plan its infrastructure better in a more joined up way which could provide better value for money and more respect for the environment. At the moment different parts of infrastructure seem to operate separately which does not make for an efficient and effective coordinated approach. The point was made that it is now harder to integrate separate systems due to the numbers of companies and organisations involved.
After providing the context, Alistair went through the details of the current problems for London Heathrow (LHR) and London Gatwick (LGW) airports showing how they are losing business to continental Europe as a result of the disconnections. The HS4 Air proposals would make a vast improvement to connectivity without having to cross London and would have a number of other advantages eg linking HS1 and HS2 with LHR and LGW and providing for a modal switch from air to rail with the environmental benefits that would accrue. There would also be possibilities for faster freight and for linking UK ports into the rail network more efficiently.
The project would use existing infrastructure for much of the proposed routes requiring only upgrades rather than starting from scratch and, with the cost of tunnelling becoming comparatively less expensive, this could be used cost effectively to avoid damaging sensitive areas of countryside. Other benefits of the project could include dedicated utilities alongside HS4 to plug various gaps in the national grid while at the same time avoiding unsightly intrusions into the landscape, and could include potential for additional utilities to be accommodated. There is also provision to link into the M4 corridor and to provide opportunities for much needed new housing. Money and politics too are factors that have been taken into consideration in such an ambitious scheme. So it would be possible to make this a multi-purpose project and the schematics and maps showed clearly how it could all work together.
Outline proposals demonstrating the estimated costs (a favourable comparison with other schemes under consideration) and economic and wider benefits of the project have been submitted to the DfT as part of the DfT’s wider planning for the future. These are only outlines at present as a response from the DfT is awaited before developing a more detailed proposal.
Questions and answers included rail freight issues, border controls, funding/costs, mitigation costs, better connections with UK regional airports, UK productivity and many other associated aspects.
The vote of thanks was given by Andy Davies who highlighted that while this may only be the early stages, we would follow any progress closely.
Tuesday 9th October 2018
Swindon Works: The Collett Years
Reverend Canon Brian Arman - Society President
Our Society President, Brian Arman came to Woking for an afternoon meeting to give us a presentation on Swindon Works and the Collett Years. Brian has a vast knowledge of the Great Western Railway and the history of Swindon and his talk was well illustrated with pictures of the works and its locomotives. Collett was always a Great Western man, taking over as Chief Mechanical Engineer from J G Churchward, who had already set the parameters for GWR Locomotives. He was in charge during the inter-war period, often in difficult economic times and did not generate a high external profile, concentrating on the efficient running of the works and the quality of its products, which resulted in a consistently well run railway, not noted for its innovation, but much admired.
Brian took us through the locomotive development that took place in the Collett era, not dwelling too much on the well know stars, the Kings and Castles. The GWR had had a relatively easy time at the grouping in 1923 amalgamating with a number of minor lines, mainly in South Wales. Their varied locomotives were assessed and when appropriate fitted with Swindon boilers for more years’ service. Collett’s reign produced new designs and enhancement of previous types with some locomotives undergoing drastic rebuilding. The Churchward wheel arrangements were perpetuated with the 4-6-0 dominant and with many different types of locomotive to suit different duties. There were many pictures of the works in the Collett time showing the changes. The GWR concentrated on Intermediate rather than General overhauls minimising the time the engine was out of traffic and avoiding wasteful refurbishment of unworn components. Locomotives were craned round the shop in a production line, and standardisation of components, particularly boilers, contributed to quick and less expensive refurbishment. We saw innovative optical alignment of horn guides and welding of copper fireboxes and came away with the impression that perhaps Swindon was the best locomotive factory after all.
Brian finished with some views of the staff and their families on the annual day out-a special train to the seaside. The Great Western Railway at Swindon produced some beautifully made locomotives but also looked after the welfare and contentment of their huge staff. Our President has other detailed talks on GWR History and we look forward to hearing them.
Thank you Brian for coming to Woking and sharing some of your knowledge of and enthusiasm for the Great Western Railway.
Tuesday 25th September 2018
South Western Railway
Andy Mellors - MD, South Western Railway
It is now just over a year into the franchise, so Andy outlined that he would cover what has happened and what is to come.
A career railwayman starting in the classroom in Derby in 1988, he was sponsored through university by British Railways (BR). Since graduation he has enjoyed a wide experience both in England and Scotland, starting work immediately after graduation at Wembley Depot. In 2004 he moved to First Group in Scotland before moving, still with First Group, to Great Western, leaving there to join South Western Railway (SWR) in 2017.
He explained the origin of the new SWR logo – based on a very stylised version of the SWR route map, before giving a brief overview of the 7 year franchise, what they started with, what has happened over the first year, what has gone well, what has gone less well and why, and investments and proposals for the future. Statistics included the size of the business with 85% of journeys either to or from London and 2/3 of those in the morning and evening peak hours, 4918 employees, 1700 services per day, serving 213 stations and currently managing 183 since the transfer of Clapham Junction and Guildford to Network Rail on 1 April 2018.
As with many other rail franchises, there is the challenge of providing additional capacity and Andy outlined what they have done so far. The main challenge now is to grow the business hence the planned £1.2 billion investment and the need to seriously consider a more homogeneous fleet for ease of maintenance and flexibility of use. This would include things like better facilities, level of predictability, and minimum standards including WCs on all trains as well as wifi and charging points. There are continuing plans for station investment specifically including Southampton Central and Wimbledon with better gate lines and better staffing, car park development and promotion of the SWR smartcard product.
Other major projects include supporting good relationships with the community and the on-going apprenticeship scheme, training 100 each year although this year the numbers are up to 125 – a scheme to be proud of providing opportunities for young people and training for skills needed in the industry. The company has looked at their structure and as a result has set up Regional Development Managers to work on more effective stakeholder engagement.
Andy touched briefly on what is required to make improvements to the Island Line on the Isle of Wight with its 8.5 miles of railway and with the 25 year lease on the infrastructure due to end in March 2019, so what next there? The 1938 rolling stock is not really suitable so an alternative is required to ensure that the service is more sustainable.
Progress after the first 12 months of the franchise covered a number of successes such as the new delay/repay system, completion of the roll-out of the Class 707 fleet, and the consultation over a new timetable which should provide incremental capacity benefits. The programme of refurbishment of the Class 158s, 159s, 444s and 450s is progressing, as well as the Class 442s which would provide additional capacity.
Not everything has gone well since Summer 2017 with performance on the network deteriorating and with difficulties at Waterloo proving something of a challenge. There have been some one-off significant events and, of course, industrial action. SWR were faced early on with a shortage of train drivers as recruitment had slowed towards the end of the previous franchise, but the first of the new drivers have now qualified and taken up their new jobs.
The Sir Michael Holden independent review of performance has shown up a number of problems and is available to read on the SWR website. In summary it shows that there is a loss of timetable resilience and a degradation in service recovery during and after disruption. Andy went in to some of the reasons for this giving examples and stating that this is not just a problem for SWR. There was a lot more detail on the subject and the Review is a useful source of information. One example given of how some improvements can lead to less flexibility and additional problems when there are perturbations to services, is the insufficiency of stabling facilities with the introduction of the Class 707 fleet so units are not necessarily conveniently located when they are required especially at short notice.
He touched briefly on the industrial relations issue stating that SWR are seeking a resolution but this was not detailed presumably for commercially sensitive reasons.
The evening finished with an interesting question and answer session including some more difficult questions about services, customer experience, the current industrial dispute and resulting disruption, and the Holden Report amongst others. One question about the franchise agreement led to the mention of a redacted copy on the Department for Transport (DfT) website. There were questions about specific SWR services and service proposals, special fares and even the colour of the new livery. Linking with the dispute were queries about risk assessments as the platform/train interface is potentially dangerous and examples were cited to support the requirement to always have a guard on the trains.
With further questions about performance, it was admitted that all within the rail industry should look at themselves although the point was made that SWR was not the only franchise facing similar problems.
The vote of thanks was given by Tom Kolisch who highlighted that there had been some frankness about some of the problems and that the information about potential solutions was illuminating.
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Last updated: 17th May 2019