network february 2016

New eyes on track

Innovations at

Crewe depot put

safety into the picture

Also...Fighting back – Martin Warley talks depression

Flood recovery – repairs at Lamington and Dover Conversation starter – new pull-out in Network from March

february 2016The magazIne for our people

2network / february 2016

February 2016

You can read Network in print or online at http://goo.gl/ii9Fyd

Designed bybeetroot.co.uk

Get iN tOUCHinternal.communications @networkrail.co.uk

Janey bell,scheme project manager

100% Network is a carbon neutral publication printed on Cocoon Silk (130gsm) 100% recycled stock. Do your bit and recycle Network.

Contributor’s welcome

What’s making news across the business

Network knowledge

On the cover: Neil Young, track section manager, shows how a GoPro is giving a new perspective of the tracks at Crewe depot. Read the full story on pages four and five.

welcome to the first network of 2016. the Christmas upgrade successes were a great way to round off 2015 and now it’s time to look forward to what we can achieve this year.

It’s a big year for London bridge station and I give an update of what’s happening ahead of the opening of new platforms and the first half of the new concourse in august on page 17.

elsewhere in this issue we see how neil young, track section manager, spots risks by using a GoPro on pages four and five and find out about a new pull-out appearing in network on pages six and seven.

Pages 10 to 13 detail two huge projects as network rail teams work day and night to repair flood damage, while on pages 14 to 16 Martin warley shares his story of dealing with depression and how it affects his daily life.

finally we look at how being able to control lighting by phone is aiding track inspections (pages eight and nine) and see how the Christmas upgrades featured in the press (page 18).

TalenT of TomorrowNetwork Rail’s 2016 engineering apprenticeship scheme, which will start in September, is open for applications.

The three-year, award-winning scheme gives anyone over the age of 18 the opportunity to earn while they learn, gain valuable qualifications and skills and build a career in engineering.

From September 2016, some elements of the scheme will be moved to the training and development centre in Westwood, Coventry.Read more on connect/news/2016/Jan/Talent-of-tomorrow.aspx

SaTISfaCTIon on The rISe Passenger satisfaction at Network Rail-managed stations has reached its highest level in two years, to 84 per cent according to the latest National Rail Passenger Survey.

The survey, which is conducted twice a year, asked more than 28,000 passengers what they thought of their most recent journey in the autumn of 2015.

Jacqueline Starr, managing director of customer experience at the Rail Delivery Group, which represents train operators and Network Rail, said: “It is good to know that more people are satisfied with their journeys by train but we know that there is more to do to keep improving and to give passengers the excellent services they expect.”Go to connect/content/news/2016/Jan/Satisfaction-on-the-rise.aspx to find out more


in the spotlight“ Risk management is something we all do in our daily lives,” says Helen Hunter-Jones, head of group risk

Read more from page eight

enhanCemenT delIvery planS publIShed Network Rail has published its updated Enhancements Delivery Plan (EDP), which sets out the proposed outputs, scope and milestones for every project plus the associated funding.

The EDP builds upon the Hendy report, published in November 2015, and sets out more of the detail of each project that sits behind, and supports, the Hendy review.

The proposed changes within the plan, if accepted following consultation, will need to be formally approved by the Office of Rail and Road. The final EDP is expected to be published in the spring.

An eight-week public consultation has been launched into the findings of the Hendy Report.

At the Government’s request Sir Peter Hendy, Network Rail’s chair,

reviewed the company’s the initial enhancement programme for the current Control Period up to 2019, outlining which works can be delivered in a timely and affordable way during the period.

The report detailed that no projects have been cancelled. The majority of programmes and projects will go ahead for delivery by 2019 and those remaining will be delivered after 2019.

Looking at work up to November 2015 an external body, Nichols, has reviewed the progress with Network Rail’s enhancement re-planning activity.

The review is part of Network Rail’s assurance strategy around the robustness of enhancement planning.The Enhancement Delivery Plan update is linked to networkrail.co.uk/Hendy-review

parTnerShIp approaCh Transport for London (TfL) has announced the proposal to establish a partnership with the Department for Transport (DfT) for London and suburban rail routes in response to the growing demand of services.

The new partnership is expected to provide a joined-up strategic direction to the specification and management of rail passenger services across London and the South East.

London’s population is expected to rise from 8.6 million to 10 million by 2030, and the surrounding region’s from 15 to 17 million, with London and the South East making up around a quarter of the current total UK population.

The TfL and DfT partnership is planning to provide more frequent services, better interchanges and increased capacity in the area, as well as greater reliability and high standards of customer service. Read the full story at connect/content/news/2016/Jan/Working-together.aspx

“We’re pre-empting risk all the time. If you’ve got kids you’ll be constantly looking at possible dangers to them or if you’re going to a different country you might assess areas to find the safest places to go.

“The same principles apply to our business when managing risk, thinking about what could go wrong in any situation and having plans in place to prevent it.

“We’re good at reacting to situations but by being more proactive we’ll create more confidence in our ability from the public and governing bodies.

“Our new risk management policy aligns the business with one methodology to identify, analyse, mitigate and monitor risk.

“Three 20-minute e-learning modules – Enterprise Risk Management modules 1, 2 and 3 – give an overview of what it is. They are on E-Business, are easy to follow and well worth a look.”Read the risk management policy at: networkrailstandards/BSI/Standard HeaderView.aspx?id=25525

Better every day

Get set GO

prOhis bespoke stone-blower was

a real game-changer – now

innovator neil young is at it again



A key junction on the West Coast Main Line, Acton Bridge in Cheshire had been the cause of delays due to a line fault that engineers were struggling to identify. Using the

Acton Bridge

GoPro fixed into the ballast, the camera showed engineers what was happening to the track when trains went over it – a view they wouldn’t otherwise be able to get, for safety

reasons – and identify a fault in the detector rod. Once this had been identified, it was reasonably straightforward to replace the component and eliminate the fault.

neil, left and martin discussed the merits of using a gopro to get a different perspective of tracks while improving safety

Safety, as well as necessity, is the mother of invention for Neil Young, track section

manager at Crewe depot. After developing a lightweight stone

blower back in 2013 his latest eureka moment involves using a GoPro wireless mini-camera to spot risks.

Martin Frobisher, London North Western route managing director, visited Neil to talk innovation and how the business can better harness people’s ideas.

Safer than ever Neil: “As a track section manager I’m responsible for the welfare and performance of not only the 27 people who work with me but the thousands of people that travel over the track in Crewe each day.

“We’re working safer than ever. Safety and performance go hand-in-hand but with an increase in trains running through the section, this has also slowed us down. I’m always asking myself ‘how can we be safer and more productive?’”

Martin: “It’s absolutely right safety should be the number one priority. But working like that means we all have to improve how we do things.”

Neil: “That’s where this latest idea came about. I bought a GoPro camera to film my daughter horse riding; then I started to think about its uses at work.”

Martin: “I imagine there’d be endless uses that could overcome safety issues?”

Neil: “Absolutely. By attaching it to the cab of a train, I’ve been able to map out vegetation risks and scrap on our patch, for example.

“Even more practical is using a selfie stick and my iPad to check for problems in drainage culverts. For me the most obvious use was identifying track faults at Acton Bridge.”

great ideas Martin: “The front line has great ideas. They are the ones close to the action. I’m keen to encourage local innovation and what I’ve seen here is amazing.”

Neil: “We can’t let other people bring solutions to us – we have to think for

1 The stone blower, developed from a leaf blower and now in general use

2 Using a GoPro in the depot 3 A tool to safely remove pandrol fastenings4 Identifying, sourcing and using tungsten

drillbits, providing better value5 Still in development, a more robust speed

restriction board less prone to breaking

Neil’s top five innovations

ourselves as the people at the coalface. One of Network Rail’s strengths is it allows and encourages us to innovate and improve. We don’t always do brilliantly in sharing the things we find.”

Martin: “We’re getting better and the roll out of lean learning across the business is helping. It’s giving people confidence to change things and make improvements throughout Network Rail which will really make a difference.” n

sHAre YOUr iDeAsThink you have the next front line innovation? Share your ideas with the standardised tasks team by emailing [email protected]



Team conversation

talking businessfrom next month readers will find a new

pull-out section included in network

Talking Business

CORPORATE SCORECARD – PERIOD 9

For more information on this scorecard topic go to: connect/talkingbusiness

Survey results of NR favourability amongst Lineside Neighbours who experience work (YTD)

52.0%

53.0%

55.0%

Lineside Neighbours

5.0%81.0%

83.3%

86.0%

PassengerSurvey Results

5.0%

3.15

3.32

3.49

CustomerSurvey Results

5.0%

90%

100%

110%

Renewals (7 Key Volumes) Volumes (Period & YTD Actual not MAA) 7.5%

7.5%

8.4%

9.3%

CRI (Composite Reliability Index)Total

7.5%

All Delivery Plan Enhancement Milestones (%) Interim and completion milestones of all enhancement projects

60%

80%

100%

5.0%

Top 10 IP Renewals & Enhancement MilestonesKey milestones of top 10 renewals & enhancement projects 5.0%

6

8

10

Financial Performance MeasureEnhancements (£m)

5.0%

- £100m

0

+ £100m

Financial Performance Measure Total Efficiency Generated (£m) excluding Enhancement 15.0%

- £200m

0

+ £200m

92.5%

94.5%

95.0%

FreightFreight Delivery Metric (FDM) 2.0%

CaSL

E & W6.0%

2.9%

2.8%

2.4%

PPM

National12.0%

89.7%

90.0%

91%

Level Crossing Risk Reduction Level Crossing Risk Indicator Model1 Period in Arrears 5.0%

1.262

1.893

2.524

Passenger Safety Train Accident (PIM) - 1 Period in Arrears 5.0%

1.986

1.942

1.899

Ŧ Currently close out only calculated for Non-IP Close Calls

Workforce Safety YTD Close calls closed within 28 days (%) - 1 Period in ArrearsŦ 2.0%

40%

50%

60%

70,000

80,000

90,000

Workforce Safety Workforce Close Calls (*Actual, **YTD) 3.0%

0.511

0.483

Workforce Safety Lost Time Injury Frequency Rate (LTIFR) 5.0%

0.540

3.05 3.00

80.0% 81.0%

0.534 0.543

7,456* 82,212**

1.109

82.6% 89.3%

91.0%

-41 -82

97.2% 95.9%

1.212

25.0% 82.0%

0 6

14.7% 14.1%

Satisfaction

Bonus Position

Safety

Train Performance

Financial Performance

Investment

Asset Management

FULL YEAR FORECAST

AREA PERFORMANCE MEASURE

CURRENT PERIOD MAA

CURRENT PERIOD YTD

CURRENT PERIOD YTD

CURRENT PERIOD PRIOR PERIOD

PRIOR PERIOD MAA

CURRENT PREVIOUS

CURRENT PERIOD MAA

AIP % WEIGHTING

AIP % WEIGHTING

AIP % WEIGHTING

AIP % WEIGHTING

AIP % WEIGHTING

AIP % WEIGHTING

1.586 1.682

55.9% 55.6%

TARGET

WORSE THAN TARGET

BETTER THAN TARGET

TARGET

WORSE THAN TARGET

BETTER THAN TARGET

TARGET

WORSE THAN TARGET

BETTER THAN TARGET

TARGET

WORSE THAN TARGET

BETTER THAN TARGET

TARGET

WORSE THAN TARGET

BETTER THAN TARGET

TARGET

WORSE THAN TARGET

BETTER THAN TARGET

4.5% 3.1%

-31 -100

52.0% 53.0%

CORPORATE SCORECARD PERIOD 09

94.3%

Home

Train Performance Finance & Efficiencies Enhancements

Satisfaction & Reputation

Asset Management Renewals

Safety

Other

50.0% 43.0%

35.0% 35.4%

35.6% 34.6%

35.5% 34.7%

35.0%

0%

25%

50%

75%

100%

P1P2

P3P4

P5P6

P7P8

P9P10

P11P12

P13

0.525

0.008

118,751

963 55.8%

1.6%

1.730

0.100

1.650

-0.120

88.9%

-0.2%

3.1%

0.0%

94.5%

0.0%

-114

1 -149

-1

9

0

81.0%

0.0%

13.6%

-0.7% 95.0%

-0.3%

3.05

0.0%

53.0%

0.0%

80.5%

0.0%

Page 2

FOR_PAGE6-7_LAYOUT_ONLY.indd 14

29/01/2016 17:39


and agree the most important change they can make to improve results. All managers will get tips and resources (linked to from Connect) to support them in running Talking Business team sessions.

Teams will also be encouraged to share their improvement idea so that the best of these can be showcased as best practice for others to follow.

pilot perspectiveCraig Perry, Holgate depot manager, was nominated to send in his team’s response at a Talking Business pilot session.

He said: “We included Talking Business as part of a larger team session which had Your Voice feedback and our team meeting. We talked about performance and how the Scorecard plays into that.

“We’re all under pressure but it’s good to get teams together face to face and share honest perspectives on challenges and ways we can do things better. The questions in the brief prompted everyone to give good ideas about Holgate and how making a difference at a local level transfers to the wider business performance.” n

Talking Business, a four-page pull-out, has been created to demystify Network Rail’s

Scorecard using plain English so teams can discuss its measures and how they can make changes to improve results.

Conversation is key to being better every day. By talking about the company’s performance – how it’s doing, and what that means for each team – everyone can contribute their thoughts on how to be better every day.

Common goalThe Corporate Scorecard shows how the business is performing overall against its targets for the financial year (April to April). There are 17 key measures on the Scorecard, and Talking Business will explore one of them per issue of Network.

how does it work?Each edition explores one Scorecard measure, offering practical examples of how the work of teams across the organisation impact that and, as a result, Network Rail’s overall performance.

The centre-fold is an infographic that teams can use to discuss their performance against the measure

key TIpSFor each Talking Business session

1. The centre-spread is the focus point for each session. A copy of the Talking Business pull-out will be on display for the team

2. At the start of the meeting, line managers will nominate a team member to keep a note of the discussion and send in the team’s response to question four at the end of the session

3. The featured topic will be introduced and each team will discuss and work through questions one to four in the centre-fold

4. The nominated team member will submit the team’s feedback to question four by the date requested. The best examples will be highlighted on Connect.

Talking business

PULL OUT

Use this Talking Business supplement

in your monthly team briefi ng

Welcome to Talking

Business – a new team

briefi ng guide for

everyone in the organisation.

It’s included with every issue of

Network magazine and available

on Connect and Connect Mobile.

It’s designed to help teams use the

company’s scorecard measures

to discuss structured continuous

improvements to how we work.

Our corporate scorecard shows

us how we are doing against our

targets for the year. Using it to

discuss how we can be better every

day can really make a difference to

our performance.

Simply pull this supplement out

of your Network magazine, stick it

on the wall in your team brief area

and use the questions to guide you

through the discussion.

There is additional information and

briefi ng materials for line managers at

connect/talkingbusiness.

Mark Carne, chief executive, said:

“Talking Business is the platform to

help everyone understand why we are

here and what we can do to make a

difference, individually and as a team.”

How it worksEach month the Talking Business

team brief will focus on one of

Network Rail’s 17 corporate

scorecard measures and ask

‘what does it mean to you?’

Inside you will fi nd questions that

will prompt discussions in teams.

The results of that should help

you focus on the most important

improvements you can make

together. Before you start your

Talking Business session you will

need to nominate one team member

to send in the response to the fi nal

question – what can we do to make

a difference and be better every

day? – to one of the following:

• [email protected]

• 07734649138

• Talking Business, Quadrant:MK,

Caldecotte 2-F, Elder Gate,

Milton Keynes, MK9 1EN

The best of these will be highlighted

as best practice.

Lost time injuries

This month’s Talking Business is about

lost time injury frequency rate, which

relates to time lost to injuries among staff

and contractors.

More than 50 of our people are hurt

each month to the extent that they are

unable to work the next day. This number

is very high compared with other industries

and so we must focus on improving how

we work to safeguard ourselves and those

around us. In offi ces, slips, trips and falls continue

to play a big part in lost time injuries, and on

the front line there are many risks that need

to be managed in order to get everyone

home safe every day.

Use this month’s Talking Business

team brief to talk about lost time injuries in

your team.

Lost time injuries

Survey results of NR favourability amongst Lineside Neighbours who

experience work (YTD)52.0% 53.0% 55.0%

Lineside Neighbours 5.0%

81.0% 83.3% 86.0%Passenger Survey Results 5.0%

3.15 3.32 3.49Customer Survey Results 5.0%

90% 100% 110%Renewals (7 Key Volumes)

Volumes (Period & YTD Actual not

MAA)7.5%

7.5% 8.4% 9.3%

CRI (Composite Reliability Index) Total 7.5%

All Delivery Plan Enhancement Milestones (%)

Interim and completion milestones of all

enhancement projects 60% 80% 100%5.0%

Top 10 IP Renewals & Enhancement Milestones

Key milestones of top 10 renewals & enhancement

projects

5.0%6 8 10

Financial Performance Measure Enhancements (£m) 5.0% - £100m 0 + £100m

Financial Performance Measure

Total Efficiency Generated (£m) excluding Enhancement

15.0% - £200m 0 + £200m

92.5% 94.5% 95.0%Freight Freight Delivery Metric

(FDM) 2.0%

CaSL E & W 6.0% 2.9% 2.8% 2.4%

PPM National 12.0% 89.7% 90.0% 91%

Level Crossing Risk Reduction

Level Crossing Risk Indicator Model

1 Period in Arrears5.0%

1.262 1.893 2.524

Passenger Safety Train Accident (PIM) - 1 Period in Arrears 5.0%

1.986 1.942 1.899

Ŧ Currently close out only calculated for Non-IP Close Calls

Workforce SafetyYTD Close calls closed within 28 days (%) - 1 Period in ArrearsŦ

2.0%40% 50% 60%

70,000 80,000 90,000Workforce Safety Workforce Close Calls

(*Actual, **YTD) 3.0%

0.511 0.483Workforce Safety Lost Time Injury Frequency

Rate (LTIFR) 5.0% 0.540

3.05 3.00

80.0% 81.0%

0.534 0.543

7,456* 82,212**

1.109

82.6% 89.3%

91.0%

-41 -82

97.2% 95.9%

1.212

25.0% 82.0%

0 6

14.7% 14.1%

Satisfaction

Bonus Position

Safety

Train Performance

Financial Performance

Investment

Asset Management

FULL YEAR FORECAST AREA PERFORMANCE

MEASURE

CURRENT PERIOD MAA

CURRENT PERIOD YTD

CURRENT PERIOD YTD

CURRENT PERIOD PRIOR PERIOD

PRIOR PERIOD MAA

CURRENT PREVIOUS

CURRENT PERIOD MAA

AIP % WEIGHTING

AIP % WEIGHTING

AIP % WEIGHTING

AIP % WEIGHTING

AIP % WEIGHTING

AIP % WEIGHTING

1.586 1.682

55.9% 55.6%

TARGET WORSE

THAN TARGET BETTER

THAN TARGET

TARGET WORSE

THAN TARGET BETTER

THAN TARGET

TARGET WORSE

THAN TARGET BETTER

THAN TARGET

TARGET WORSE

THAN TARGET BETTER

THAN TARGET

TARGET WORSE

THAN TARGET BETTER

THAN TARGET

TARGET WORSE

THAN TARGET BETTER

THAN TARGET

4.5% 3.1%

-31 -100

52.0% 53.0%

CORPORATE SCORECARD PERIOD 09

94.3%

Home Train Performance

Finance & Efficiencies Enhancements Satisfaction &

Reputation

Asset Management Renewals

SafetyOther

50.0% 43.0% 35.0% 35.4% 35.6% 34.6% 35.5% 34.7% 35.0%

0%

25%

50%

75%

100%

P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 P13

0.525

0.008

118,751

963 55.8%

1.6%

1.730

0.100 1.650

-0.120

88.9%

-0.2%

3.1%

0.0%

94.5%

0.0%

-114

1

-149

-1

9

0

81.0%

0.0%

13.6%

-0.7%

95.0%

-0.3%

3.05

0.0%

53.0%

0.0%

80.5%

0.0%

Page 2

Corporate scorecard Let’s talk business

FOR_PAGE6-7_LAYOUT_ONLY.indd 11

29/01/2016 17:38


Safety and performance

faced with a project grinding to a halt, william James knew the solution to the

problem was sitting in his pocket


william and the team’s efforts saw the control unit win a network rail award for most innovative solution and, more recently, second runner up at the railStaff awards

Inspecting track across the network takes time, which is why more inspections are taking

place at night, avoiding disruption.Network Rail has an ongoing

programme to install lighting at a number of key junctions and sites across the country, specifically to allow track inspections to take place.

Due to access restrictions at a site in Cricklewood, north east London, a cable needed to operate the lights on each side from a single switch couldn’t be installed.

As the project began to slow, William James, mechanical engineer, building and civils design group, had an idea.

“I suggested trying to use mobile technology to overcome the issue to the scheme project manager, Tom Stewart,” he explained.

“I did some research and contacted suppliers involved in intelligent infrastructure programmes. Gordon Hinsley, building services engineer, and Chris White, design engineer, joined me on the project and we put our heads together.”

huge benefits“We created a control unit, which has a SIM card inside. It was installed at Cricklewood and demonstrated to Richard Light, track maintenance engineer. All he had to do was send a text message from his work phone to the correct number and the lights switched on and off remotely.

“The end result is relatively simple, but the benefits to the company are

Richard Light, track maintenance engineer“Being able to control lighting via text makes a big difference when inspecting track. The lights are on before we even go through the site entrance, creating safer access and minimising slips, trips and falls which could happen when a person is trying to find a switch in the dark. Word is spreading that this technology is here and other maintenance teams are very interested.”

huge. Safety is improved as lights can be turned on before going on site; it’s secure as only messages with a certain code will work; and with less time spent on installation, and less equipment needed each site can save up to £20,000.

“Due to such positive reactions, the same units have been installed at other sites where the lighting programme has been rolled out, including Wigan and Warrington on the West Coast Main Line, Heald Green and at Manchester Piccadilly. It’s also possible to retro fit the units to existing sites, if they become an approved piece of equipment.”

William added: “This is a great example of what can be achieved when teams work together and are inspired to work towards the same goal.” n

Drowned but not out as major damage to two sections of rail infrastructure becomes more apparent, massive repair works are under way


Safety and performance

Throughout December 2015 and well into the New Year, storms swept across much

of Britain, battering the network and leaving parts of the railway underwater.

Teams worked day and night to repair flooded areas in Wales, Northern England and Scotland, pumping out water, removing debris from tracks and repairing landslips to keep passengers

moving, returning to do it all over again when further storms hit.

Lamington Viaduct in Scotland on the West Coast Main Line and part of the railway near Dover (see pages 12 and 13) have been severely affected. It has required rail services to be stopped and will mean infrastructure teams devoting months to detailed repair works.

mark Carne, chief executive, visited lamington and met with graham Turner and Ian miller, who were first at the scene of the damage on Christmas eve


bridge on the river Clyde Damage to Lamington Viaduct, just outside Lockerbie, on the main route between Manchester and Glasgow, was discovered on Christmas Eve after a call from a train driver experiencing a bump on the line.

Responding to the call, a track maintenance team found masonry missing under the bridge and large cracks on one of the piers. The line was closed immediately to prevent any rail incidents.

“There’s been a detailed investigation using bridge examiners, divers and maintenance staff,” said

Stephen Crosbie, infrastructure maintenance delivery manager.

“Initially it was difficult to find to see the extent of the damage as we were still working in high floodwaters, but we knew that there was damage to the second pier due to the fast flowing water creating gaps in its foundations.

“Engineers had to dam part of the River Clyde while they filled the gaps with quick-setting concrete to stabilise the pier.

“After more bad weather hit, further damage was identified, including another pier and three of the bridge’s bearings damaged beyond use and severe damage to the foundations, which will require more time and work to stabilise.”

Staged repairsWork is taking place in stages. Over the coming weeks engineers will install concrete supports either side of the second pier to strengthen the structure. Eight-meter-long ground anchors will also add support.

Repairs to the third pier will then go ahead and the steel bearings will be replaced, the viaduct bridge-deck realigned and the track re-laid and overhead lines reinstalled.

Stephen added: “The business deals with flooding every year and on occasion there are major incidents that we need to fix to get things running again. It can take time but we are very well placed to deal with these issues. Teams have been working 24 hours a day since January and are dedicated to getting the job done safely and as soon as possible.” n

faST faCTSLamington

More than 1,500 tonnes of stone was used to dam part of the River Clyde to gain access to the viaduct’s foundations

More than 300 cubic meters of concrete was used to stabilise the second pier’s foundations

Lamington Viaduct is due to reopen in March.

Sea wall task force

Phil Verster, managing director of the ScotRail Alliance“The damage to the Lamington viaduct has been very serious. Our engineers have been in a race against time to get the structure stabilised and prevent it from collapsing into the Clyde. Unfortunately the scale of the damage and the complex nature of the engineering challenges mean that the repair is going to take longer than we initially thought. We are doing everything we can to get the repairs done and the line reopened quickly and safely.”

Part of the railway beneath Dover’s iconic white cliffs has been closed since

Christmas Eve 2015 after storms were thought to have damaged the sea wall.

Heavy rainfall and high tides lowered the level of Shakespeare Beach by almost two metres, exposing the bottom of the wall to the full force of the sea.

Now a task force has been created to help rebuild the railway. The group includes Network Rail, Southeastern, MPs Charlie Elphicke, Damian Collins and Craig McKinley, Dover District Council and Kent County Council.

“One of the first things I did was speak to Daniel Recchia, senior

programme manager from the Dawlish project, to understand the lessons from there,” said Steve Kilby, senior programme manager, delivery and change infrastructure projects.

“The wall failures are very different but we are adopting the same approach to the emergency response. It involves four stages. The first was the most important; ensuring the safety of the public. Engineers were out on Christmas Eve and completed a structural assessment of the sea wall. The damage was severe so the initial line closure stayed in place.

“The footbridge connected to the sea wall was also damaged so we worked with the council to close it to the public and we closed the entire beach area.”

Once more, undo the breachlessons from sea wall repairs in dawlish are helping mend damaged lines at dover’s Shakespeare beach

Safety and performance(continued)



faST faCTSSea defence

In 2014 100 metres of the sea wall at Dawlish was destroyed by storms and high seas, causing a stretch of railway to collapse into the sea

The Dover sea wall is 10 metres high and 1,000 metres long

When the tide is in it can reach up to 6.7 metres – twice the height of the Dawlish wall

Whichever design option is chosen, between 70,000 and 100,000 tonnes of extra rock will be required for repairs

A design peer group made up of Network Rail and external experts in marine, civil and geotechnical engineering has been set up to help guide and challenge the project team.

Tonnes of rock“Stage two was about protecting the wall from further damage. The crack is 250 metres long but the length of the wall is 1,000 metres so we needed to prevent the crack from expanding. We brought 2,000 tonnes of rock onto the beach to protect the damaged area and installed 175 metres of sheet piling to pin the toe of the wall, giving us a safe work site up top.

“Since then a further 13,500 tonnes has been used for additional protection. We brought this in by sea from Norway as it was the most economical and environmentally safe way – by road it would have taken 650 lorry loads. This delivery process will continue as we require more rock for the permanent works.

“Stage three is where we are now – the design phase. We’ve used the same design team that worked on the Dawlish repairs and it’s created eight

potential repair solutions. They’ve been assessed and we’ve got it down to two. We’re waiting for detailed data from geographical surveys to apply to each and then we will decide the most appropriate option.”

exact timeframes“Phase four will be announcing the design to the public and commencing the work. I attended a meeting with residents of nearby Deal recently to give them an update on the progress.

“The majority understand that this is a big civil engineering job. All they want is some certainty regarding timeframes which is why we need to be exact with the date that the line can reopen.

“However long it takes, the end result will be safe and have longevity, ensuring the sea wall can take the impact of sea levels rising over the coming years.” n

Thousands of tonnes of rock has been used to protect the wall from further damage by waves

Steve Kilby, senior programme manager


Health and wellbeing

‘‘ i could see no other way out from the despair...’’martin warley talks about living with depression and its effects on his daily life


later on and began receiving cognitive behavioural therapy (CBT) at Mind.

“Coming back to work was challenging. My role changed and I became a performance and reporting analyst, providing me with structure and a routine that’s vital in my recovery.

“Someone once described depression as an illness of perception and I think this best describes my experience. It varies daily; I can feel strong and resilient some days and on others I plunge into deep negativity and feelings of worthlessness. My perception of time alters to a point where I can see no future without these feelings or recall any time in the past without them.

“The triggers can be the same for many people; a meeting that hasn’t gone well, a mistake that’s been made – things that happen from time to time in our working lives.

“Instead of accepting it, shrugging it off and moving on, I’ll start to judge my self-worth and my ability. Before I’d have been able to see the bigger picture and accept that these things happen.”

“It’s difficult to pinpoint exactly when and why my depression began.

“I joined Network Rail in 2003 as a construction engineer and 18 months later became a schemes project manager. I had a secure job, great wife and a lovely home in York. But in 2012 my perceptions changed.

“I believe the combination of severe lack of sleep, negative thinking and my perfectionism contributed heavily to a downward spiral that led to the planning of my suicide.

“My mind was filled with chaotic, negative thoughts. It wasn’t that I wanted to die, it was more like I could see no other way out from the despair my mind was telling me I was in. Then, suddenly, I thought about suicide and the chaos stopped. I was at peace.”

a big adjustment“On the day of my planned suicide I walked past the local health clinic. I went in on impulse and the nurse contacted the necessary people to take care of me. I returned to work


A real illness

Vicky Ward, head of occupational health and wellbeing strategy: “Research tells us that many factors can contribute to the onset of depression, including genetics, changes in hormone levels, certain medical conditions, stress, grief or difficult

life circumstances. Any of these factors alone or in combination can lead to depression’s many symptoms. Problems caused by depression are made worse by the fact that many people suffering are never diagnosed. The good news is that when it’s promptly identified

and treated, its symptoms are manageable and there are many effective strategies for living with it.”

all or nothing“Depression can create all-or-nothing thinking – taking things to the extreme so I’ll either believe I’m great at something or I’m terrible at it. If my rational thinking doesn’t reign in the negative thoughts I’ll sit and stew in them, becoming more negative.

“I might not realise this is happening and only the people around me showing me my behaviours will alert me to it. This is why it’s so important that I talk to people and that the people around me are aware.

“My line manager is briefed on my illness, as was my previous manager,

and we have a crisis management and symptoms plan – a list of potential behaviours. If I’m exhibiting any of these she will talk to me to help me recognise what’s going on. Other members of the team are also aware and can do the same.

“Once I realise, the cognitive behavioural therapy I learned has given me the tools to address this before it gets out of control.”

gaining resilience“I’m not the person I was and it’s taken a while to adjust both in and out of work. I’m not comfortable in crowds and I need to plan things a lot more. It’s taken four years but I now feel resilient enough to go abroad with my wife this year.

“Network Rail has been very supportive, allowing me the time to work with Mind and in my daily routine. I couldn’t be in the position I am now in my recovery if I’d had to keep everything a secret.

“We’ve made huge strides in safety in a physical sense – mental safety is just as important. It needs understanding and for people to open up about it. It won’t be ‘one size fits all’, but with empathetic people managers in a business that’s actively involved in promoting and understanding mental health, we can go a long way to helping each other.” n

fiND OUt mOreRead about Network Rail’s partnership with Samaritans and how it is working to save lives at connect/communities/suicide-prevention/default.aspx

For support or to talk to a health professional about mental health, call Validium on 0330 322 9980

Find out more about mental health and wellbeing at safety.networkrail.co.uk/healthandwellbeing/Mental-Wellbeing

faST faCTSMental health

One in four people are likely to experience a mental health issue each year

Globally around 400 million people of all ages suffer from depression

60 million people are affected by bipolar disorder.

Health and wellbeing(continued)


BeHiND tHe HOArDiNGs

network gets the latest update on works at london bridge station

faST faCTSLondon Bridge

At 179 years old London Bridge is London’s oldest surviving rail terminus

More than 120 million people a year go to London Bridge or through it to Cannon Street and Charing Cross

The new concourse will be bigger than the pitch at Wembley, increasing passenger capacity by 65 per cent

From 2018 up to 24 trains per hour will run in each direction between Blackfriars and St Pancras during the peak

Between London Bridge and St Pancras up to 18 Thameslink trains will run per hour in each direction during the peak.

When the hoardings at London Bridge are taken down in 2018, Britain’s fourth busiest

station will have 15 new platforms. More trains will be able to stop and pass through and a much larger concourse will unify the station for the first time so passengers can access all platforms from one place.

Janey Bell, scheme project manager, explained: “The station was built in the 19th century and nobody expected it to hold the capacity it does now, which is why this rebuild is so crucial.”

Increasing capacity “Since May 2013 we’ve been closing the platforms in phases as they are demolished and rebuilt. Newly-built platforms 10 to 15 are open now while platforms four to nine are currently closed for redevelopment.


“The next new platforms are scheduled to open in August 2016 alongside the first half of the concourse. The concourse will be huge, increasing capacity by 65 per cent and there will be lots of retail units for passengers as they pass through.

“There’s been a lot of work on the tracks to give more capacity to the Thameslink lines which run through the station. To do this we’re building new tracks, platforms and viaducts for the existing services to Charing Cross so that these trains can move to the new structures and the Thameslink trains can run on the current lines.

“It’s all going to be very impressive. There’s lots of development happening around this part of London and the new station will add to that. It will really improve the area while offering a bigger and better service to passengers.” n

London Bridge

Janey Bell, scheme project manager


Christmas upgrades

Christmas upgrades, extreme weather, flood repairs. It’s all hit the headlinesIt’s been a busy couple of months, with colleagues working round the clock to complete the

Christmas upgrades and deal with the aftermath of storms across the network.

With the eyes of the regional and national press on the business, Network Rail delivered the upgrades on time and kept passengers moving despite heavy rain, overflowing rivers, damaged bridges and landslips.

Here, Network looks at just some of the stories that made it on social media, online and in print.

pump itRegional and national press followed closely the floods, rail disruptions and repairs that happened throughout December and January as storms battered Britain.

The Oxford Mail thanked Network Rail for the support to build a £120m Oxford flood relief channel, while Closures at Conwy Valley were covered by the BBC, ITV, Daily

Post, North Wales Weekly News and News North Wales.

let it snowWinter preparedness made a splash on regionals as a cold snap closed over Britain, with Network Rail’s winter fleet, including snowploughs and hot air blowers, on standby.

The Lancashire Evening Post recognised the proficiency of the winter fleet and of the people in orange braving the elements alike.

days of ChristmasAhead of the Christmas and New Year closures, the nationals, regionals and broadcasters were poised for overruns, but detailed planning and execution meant that possessions were handed back on time, improving Britain’s railway.

The Maidenhead Advertiser credited the ‘fluorescent jacketed’ Network Rail people for delivering on time the £60m of electrification work throughout the Great Western Main Line. n

media monitor

faST faCTSChristmas upgrades

More than 20,000 people worked throughout the Christmas holidays to make the railway upgrade works a success

All possessions were handed back on or before 04:00 on Monday 4 January

Christmas works were covered by broadcasters BBC and ITV national and regional news, and London Live.


Have your say: sutton Coldfield railway memorial

The memorial marks the site of the disaster where 17 people lost their lives.

A memorial to mark the 60th anniversary of one of the worst train accidents in British rail history

was recently unveiled at Sutton Coldfield Railway station in tribute to the 17 people who lost their lives. The memorial is a result of a 10-year campaign to mark the site of the disaster by the local newspaper, survivors and their families, politicians and the railway industry. Here’s what you had to say:

“Excellent and very well done. There was a train accident at Abbots Ripton on the East Coast Main Line between Huntingdon and Peterborough in 1876. Last week marked the 140th anniversary of the rail disaster which lead to improvements in signalling

design and principles that are still in use today.”Stephen bersey, london bridge

“My thoughts are with David Hamilton and everything he’s been through (though I cannot even begin to imagine). It makes me ‘count my blessings’ as my Mum always used to say and it’s something I now tell my children.”hilary butler, milton keynes

“My dad worked on this derailment. He had been on the railway for two years when it happened. He was part of the extra gang named X1.”ray orourke, Stafford

Network news

huntingdon: The Iron bridge that carries the east Coast main line through huntingdon is undergoing its final phase of repairs. work started on 1 february and is being carried out 24 hours a day and will continue until 14 march in a six-week programme to improve long-term reliability and keep trains running over the bridge safely.

Cricklewood: a new £40m railway facility in Cricklewood, north london, has been opened as part of the Thameslink programme. It features a drive-through train wash, toilet-emptying facilities and walkways for people to remove rubbish from trains.

Chippenham: passengers travelling to and from Chippenham station have been greeted by a new footbridge and lifts. The new features improve accessibility by providing, for the first time, a step-free route from the station’s main entrance to both platforms.

Cheshire: Two grade-II listed viaducts at holmes Chapel and peover are receiving a full makeover as part of the £17m network rail investment to protect Cheshire’s most iconic railway bridges.

reAD mOreCatch up on all the latest Network Rail news on Connect and Connect Mobile


Christmas upgrades in numbers

almost 500 projectsto deliver new station facilities, longer platforms, extra tracks,

new junctions and new, more reliable equipment

More than

8,000 worksites

More than

2,500 possessions

99.02%

of possessions handed back without impact to customers

Worth

£150m

Overall

194 projects

824 worksites

326 possessions

0 major injuries

98.77%

of possessions handed back without impact to customers

infrastructure upgrades

network february 2016

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