Control Period 4
Network Availability
Implementation Plan
March 2012 Update
Contents
1.
Mission statement .........................................................................................................................................................................3
1.1
1.2
1.2
1.3
1.4
2.
Purposes.................................................................................................................................................................................3
Customers ..............................................................................................................................................................................3
Stakeholders...........................................................................................................................................................................3
Outcomes ...............................................................................................................................................................................3
Wider success criteria.............................................................................................................................................................3
Executive summary.......................................................................................................................................................................4
2.1
Introduction .............................................................................................................................................................................4
2.2
Outputs ...................................................................................................................................................................................5
2.2.1 Current performance ..........................................................................................................................................................5
2.2.2 Control period 4 network availability outlook ......................................................................................................................6
2.2.3 Supporting network availability measures ..........................................................................................................................7
2.3
Management of the programme..............................................................................................................................................7
3.
Overview of contents ....................................................................................................................................................................8
4.
Routes ............................................................................................................................................................................................9
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
4.11
Introduction .............................................................................................................................................................................9
Anglia....................................................................................................................................................................................10
East Midlands .......................................................................................................................................................................11
Kent and High Speed One ....................................................................................................................................................12
London North Eastern...........................................................................................................................................................13
London North Western..........................................................................................................................................................14
Scotland................................................................................................................................................................................15
Sussex ..................................................................................................................................................................................16
Wales....................................................................................................................................................................................17
Wessex .................................................................................................................................................................................18
Western ................................................................................................................................................................................19
5.
Freight ..........................................................................................................................................................................................20
6.
Access planning ..........................................................................................................................................................................21
6.1
6.2
7.
Access management programme ..............................................................................................................................................22
7.1
7.2
7.3
7.4
8.
Introduction ...........................................................................................................................................................................24
Business as usual initiatives .................................................................................................................................................24
Projects implemented in 2011/12..........................................................................................................................................24
Products in development to the end of control period 4 ........................................................................................................25
Track asset management............................................................................................................................................................27
8.1
8.2
8.3
9.
Introduction ...........................................................................................................................................................................22
Initiatives progressing ...........................................................................................................................................................22
Initiatives transitioned into the business................................................................................................................................23
Initiatives at feasibility stage .................................................................................................................................................23
Central maintenance services ....................................................................................................................................................24
8.1
8.2
8.3
8.4
8.
Overview of access planning process...................................................................................................................................21
Route categorisation .............................................................................................................................................................21
Introduction ...........................................................................................................................................................................27
Progress to date ...................................................................................................................................................................27
Development of new methods to the end of control period 4 ................................................................................................28
Investment Projects ....................................................................................................................................................................30
9.1
Introduction ...........................................................................................................................................................................30
9.2
Regional overview ................................................................................................................................................................30
9.3
Major programmes................................................................................................................................................................31
9.3.1 Crossrail and Reading ......................................................................................................................................................31
9.3.2 Thameslink .......................................................................................................................................................................31
9.3.3 Other programmes ...........................................................................................................................................................32
9.4
Network availability initiatives to the end of control period 4 .................................................................................................32
9.4.1 Signalling plug and play....................................................................................................................................................32
9.4.2 Modular signalling equipment...........................................................................................................................................32
Appendix 1 Forward milestone plan...................................................................................................................................................33
1.
Mission statement
1.1
Purposes

To deliver substantial improvements in network availability to passenger operators, and to at least maintain
the 2007/08 level of availability to freight operators

To achieve the regulatory outputs for control period 4 (CP4); a 37 per cent reduction in passenger
disruption from 2007/08 levels and no more disruption to freight services

To work to the route categorisation principles developed by the industry

To allow train operators and freight operators to run additional train services at times that address
suppressed customer demand, where there is an industry business case

To demonstrate progress in meeting the regulatory outputs to outside stakeholders
1.2
Customers

Train operators (on behalf of the travelling public)

Freight operators (on behalf of their customers)
1.2
Stakeholders

Office of Rail Regulation (ORR)

Department for Transport (DfT)

Transport Scotland (funders)

Passenger Focus
1.3
Outcomes
Increased access to the network for train operators and freight operators including:

Shorter possessions

Appropriately timed possessions

Achievement of network availability regulatory outputs

Productivity and efficiency gains through changes to the technology and processes used to maintain,
renew and enhance the network

More time within possessions available for productive use through changes to operational processes

Delivery of route categorisation and joint network availability plan commitments
1.4
Wider success criteria

Improved customer and passenger satisfaction

Delivery of network availability outputs is not at the expense of other CP4 outputs

Improvement in working timetable compliance and other underlying indicators

Rail replacement road service is minimised on key trunk routes according to the criteria of the route
categorisation initiative

Additional services operated where there is a demand.
2.
Executive summary
2.1
Introduction
This is the third update of the network availability implementation plan that was originally issued in September 2009, and
last updated March 2011. This document enables the ORR, the industry and wider stakeholders to understand progress,
providing an opportunity to communicate our forward plans.
We have continued to make good progress in delivering network availability improvements, embedding changes to the way
that we plan and deliver engineering works.
In terms of our regulated outputs for control period 4, we continue to outperform the possession disruption indices that
measure disruption to passenger and freight respectively. Our forecast is that we will achieve both outputs at the end of the
control period. Our good performance is primarily based on the new ways of working that we have put in place; supported
by investments in technology, infrastructure and operational changes.
Route categorisation is established, and the principles have informed the engineering access statements for 2012 and
2013. Strategic freight flows have been identified with freight customers and work to improve availability on these routes
continues through joint plans with freight customers.
We have continued to develop availability plans with all our customers, and this has provided an important stimulus to how
the seven day railway fund has been used since we devolved it to our operational routes. We are building on this as we
develop our network availability proposals for control period 5, which will centre on route network availability strategies.
The seven day railway fund has now been allocated to the value of the fund limit, mainly through the investment schemes
that have been identified by routes. The majority of the fund is due to be invested in projects that support network availability
improvements. We have also taken the decision to use some of the fund in support of performance improvement initiatives.
This is based on our confidence that we will achieve our regulated network availability targets, and in light of the
performance challenges that we face.
As you go through this document, you will note that there is different feel to it than in previous years. We have significantly
revised the structure in line with devolution, to bring routes and their initiatives to the fore. Network availability remains a
centrally co-ordinated programme, with delivery firmly focused through route teams.
Freight has its own section to reflect the work of the national joint network availability plan for freight. Central functions
continue to play an important role in supporting the delivery of network availability, so this plan continues to monitor the
activities that are being carried out by central teams.
Fiona Dolman
Head of Operational Planning
March 2012
2.2
Outputs
Network availability is measured through a possessions disruption index (PDI), as developed jointly with ORR
following industry consultation. Disruptions to passenger and freight traffic are measured through separate
indicators.
The possessions disruption index for passenger (PDI-P) measures the level of disruption to passenger services
weighted by passenger volumes and the time of day that possessions take place. The measure aims to reduce the
disruption experienced by the customer and is expressed as an index against the value at the end of 2007/08.
The possessions disruption index for freight (PDI-F) is a similar measure, weighted by the number of freight
movements. The measure aims to ensure that freight services experience no increase from 2007/08 levels of
disruption as a result of engineering works. Both measures are normalised by the MAA for 2007/08.
The network availability output targets for CP4, as determined through PR08, are set out in figure 1 below.
Figure 1 PDI output targets for CP4
Possession disruption index
Passenger
2009/10
1.02
2010/11
0.91
2011/12
0.83
2012/13
0.68
2013/14
0.63
Freight
1.00
1.00
1.00
1.00
1.00
2.2.1
Current performance
We are constantly striving to deliver planned works in a less disruptive access footprint. The combination of
collaborative planning and delivery processes, the introduction of new technologies and new ways of working has
enabled us to shrink our access requirements each year. This means that in the first three years of the control
period, we delivered significantly more of our maintenance, renewals and enhancements in ways that are less
disruptive to passenger and freight services. This is reflected in the positive PDI results reported in figure 2 below,
which shows that Network Rail is currently outperforming the target.
Figure 2 Possession disruption index – passenger and freight
The PDI improvement is the result of a reduction in the total number of possessions taken coupled with a steady
decline in the number of longer possession durations as demonstrated in figure 3 below, which projects through to
the end of the control period.
Figure 3 Average possession duration in hours (based on possessions of duration greater than 13 hours)
Average possession duration (Annual)
45
40
35
2009/10
Hours
30
2010/11
25
2011/12
20
2012/13
15
2013/14
10
5
0
2009/10
2010/11
2011/12
2012/13
2013/14
Financial year
The primary factor in reducing disruptive possessions has been a cultural shift in how we plan and deliver
engineering works. This has been supported and facilitated by a co-ordinated change programme, as reported
through our annual implementation plan.
We have worked closely with project sponsors, access planners and work deliverers to ensure that they understand
network availability. We now expect network availability to be considered routinely in the project design.
The specific application of the seven day railway fund to projects across a number of areas has acted as an
important catalyst to this shift, and will be reviewed in more detail under section 4 of this document. Whilst individual
schemes do have some influence on PDI-P and PDI-F, their greater contribution has been in the shift of attitudes
and wider acknowledgement of network availability as a key requirement of funders and customers.
The PDI improvements can also be linked to a number of specific factors that include:

Routes routinely challenging work deliverers on access plans. Longer possessions and all line blocks are
no longer the norm as the process ensures that route categorisation principles are applied

Delivering over 50 per cent of track renewals in shorter possession durations compared with a figure of
less than 25 per cent in 2007/08

The successful implementation of a number of maintenance initiatives that are helping to reduce the
routine disruptive access required for maintenance of the railway

The packaging and programming of work into efficient packages to minimise the overall cost of delivering
work, whilst minimising the overall disruption to our customers.
2.2.2
Control period 4 network availability outlook
We currently expect to meet the regulated output targets for both PDI-P and PDI-F.
The possession figures for the 2012 and 2013 engineering access statements (EAS) have been used to inform
forward forecasts for PDI-P and PDI-F for the final 2 years of CP4. The forecasts for both are shown in figure 2.
In projecting forward the trajectory, we have applied an uplift to reflect the increased numbers of possessions that
we have historically seen in previous years between the early versions of the EAS and what is finally delivered.
Further, the uplift specifically factors in additional possessions for enhancement works that are not yet in the EAS.
The re-profiling of renewals and enhancement works has contributed in some way to the better than expected PDI
results achieved so far. We have undertaken analysis to provide assurance that this does not affect the
achievement of the final year PDI targets, and will closely monitor the possession volumes and PDI outputs through
to the end of CP4.
The management controls that we have in place, including the ongoing challenge of disruptive possession requests,
will enable us to deliver our end of CP4 targets.
2.2.3
Supporting network availability measures
To help us manage the delivery of the PDI output targets, we make use of a number of supporting network
availability measures. These are reported in the possessions indicator report that is circulated to the industry.
2.3
Management of the programme
Programme management is delivered through a national programme within Network Operations. The programme
team supports the operational routes, delivery functions and planning teams in the implementation of network
availability initiatives. This includes governance arrangements for the seven day railway fund, provision of
performance data, improvement tools and the development of plans for control period 5 (CP5).
The industry vision and strategy has been translated into a co-ordinated programme of activities, and the diagram
below captures the essence of this approach.
Figure 4 Management of the network availability programme
Routes and customers
Network availability is delivered for customers through the operational routes that are part of the wider network
operations function. A number of initiatives are in progress to improve network availability, with joint network
availability plans (JNAPs) supporting the development of initiatives with our customers. In line with this approach,
authority for the seven day railway fund has been decentralised, enabling the routes to invest in improvements.
Planning and work delivery
Central and local teams support the route teams in delivering network availability for customers. This includes
concepts and initiatives that are developed at a national level for local teams to implement.
The Network Rail availability group provides a focus for this, with attendance from route and central teams. The
group also provides internal oversight on the national implementation plan and our regulatory outputs.
Cross industry oversight
Industry oversight is based on regular industry discussions with operators, ORR, DfT, Transport Scotland, Welsh
Assembly Government, ATOC, Freight and Passenger Focus. National Task Force plays an important role in
facilitating industry dialogue and routinely reviews network availability.
Performance monitoring
A possessions indicator report is produced four-weekly and circulated across the industry.
Programme milestones
The forward milestones for initiatives that are progressing are included at the end of this document. These are
correct at the date that this plan is issued, but are subject to review and changes. The milestone plan is linked to the
investment schemes that have been funded by seven day railway. The milestones are reviewed and updated on a
regular basis.
3.
Overview of contents
Network availability improvements are being delivered by a programme of activities that are focused through the
routes, with central delivery and planning functions supporting.
In each section we describe the activities that we are delivering in CP4.




Routes
o
Network operations route teams are aligned with 10 operational routes
o
Route based initiatives are delivered through seven day railway investment schemes and JNAPs
that have been developed with our customers
o
A number of local initiatives have been implemented to reduce the disruptive access required by
routine maintenance
o
Route teams have in place structured arrangements for managing network availability with their
customers
Freight
o
Co-ordination of initiatives to support the end-to-end strategic freight flows
o
Framework provided by the national freight JNAP
Access planning
o
This is centrally co-ordinated through Network Operations
o
Route Categorisation has established core input requirements for Engineering Access Statements
Access management programme
o



The access management programme has developed work streams to deliver improvements to a
number of operational processes around possessions
Central maintenance services
o
Maintenance is part of the network operations function
o
There are a number of centrally co-ordinated maintenance activities and process changes that
are enablers to the delivery of network availability.
Track asset management
o
The track glide path and associated reductions in possession durations for track renewals are a
major contributor to improvements in the PDIs
o
New technologies and methods are central to the approach
Investment projects
o
New organisation from 1 April 2012, delivering works through a regional structure that is closely
aligned to the routes
o
Enhancements cover assets such as signalling, electrification, buildings, civils
o
Major programmes of works such as Reading, Crossrail and Thameslink are being delivered
4.
Routes
4.1
Introduction
The implementation of network availability at route level is the focus for this section, where we look at the initiatives
that routes have in place to improve network availability for our customers. This includes JNAPs which routes and
customers have developed. These are non-contractual but they identify the routes that are most important, and
support the development of future access plans. Schemes that are designed to improve network availability are
captured in the JNAPs, including those that are funded by seven day railway.
A single national JNAP has been developed with freight customers to focus on end-to-end freight flows. Freight is
covered separately in the next section.
Seven day railway fund
We continue to develop schemes through the seven day railway investment fund that has been provided for CP4.
The value of the fund at 2011/12 prices is £236.5 million. The potential value of all the schemes identified to date
currently stands at £230 million. This includes nationally sponsored schemes, and schemes that will deliver other
benefits, such as performance. It is to be noted that £10 million has been directly transferred to the CP4
performance fund in order to fund nationwide cable theft initiatives. A further £33.4 million has been set aside to
potentially fund additional performance improvement initiatives.
Network availability schemes generally fall into one of several categories – new infrastructure, new plant and
machinery, new methods of working, station works, diversionary route enablers and funding for specific projects to
deliver their work less disruptively.
The table below summarises the value of schemes that had been identified for each category at the time of writing.
This is subject to change, as a number of these schemes are in the early stages of development and have not
reached the point of option selection.
Figure 5 Summary of schemes identified by category
Scheme category
AFC (£million)
Infrastructure (new or enhanced e.g. junction separation, crossovers, turnbacks)
86.1
Maintenance infrastructure (supporting maintenance e.g. access points, junction lighting)
52.7
Operations (supporting operational changes e.g. diversionary routes)
16.0
Plant and machinery (e.g. new yellow plant)
18.0
Possession regime (reducing the access footprint of specific projects)
8.6
Process (introducing or trialling new practices, e.g. tamper as train trials)
0.4
Station works (e.g. works that enable trains to call at new or disused platforms)
4.8
Performance Fund
43.4
Total
230.0
As expected, the majority of the fund allocated to date is for capital expenditure schemes. In addition, a number of
schemes are receiving funding for operating expenditure, including initiatives that support diversionary route
capabilities.
It is to be noted that national maintenance initiatives have also been funded, which will improve network availability
across the routes. These are covered under the central maintenance services section of this document.
The specific network availability plans for the 10 operational routes are covered in the sub-sections that follow.
The forward milestone plan for the seven day railway initiatives that are progressing is included as appendix 1, and
is summarised at route level through the summary plans that follow.
4.2
Anglia
The Anglia plans to improve network availability have been informed by the planned works through to the next
control period. Longer term maintenance sustainability has been embedded on much of the Anglia network. A
number of schemes are supported by the seven day railway fund.
Initiatives delivered
On the North London Line a number of enhancements have been delivered including upgraded access points that
enable more efficient access for maintenance activities and support enhanced London Overground train services
over this route.
Figure 6 Road rail access point at Dalston, North London Line
This was part of a North London Line access
point programme, which has been completed
On the West Anglia network, driver training will enable Cambridge to London Liverpool Street trains to be diverted
via Stratford when major switches and crossing (S&C) renewals take place at Hackney Downs during 2012.
Initiatives to the end of control period 4
A further programme of access point improvements is planned. The installation of 22 additional or upgraded access
points in the Ipswich maintenance depot area will be completed summer 2012.
In the Seven Sisters area an overhead line equipment (OLE) switch will be installed during 2012. This will enable
longer trains to operate during planned S&C renewals at Hackney Downs and will reduce the requirement for
replacement buses on a number of weekends.
Over the remainder of CP4 and throughout CP5 the Anglia route is presented with high volumes of major renewals
and enhancements with a current projected value in excess of £2 billion between 2011 and 2018. In CP4 alone, the
projects affecting the availability of the network include capacity works on the West Anglia and Thameside routes,
as well as overhead line renewals on the Great Eastern main line. There will also be a significant future programme
of Crossrail works on track and at stations.
An initial review of the broader opportunities for an integrated schedule of works indicates significant benefits,
offering improved access security for delivery of the works and providing alternative possession strategies to
minimise disruption to our customers. Some funding may be made available from seven day railway to support this.
Workshops have been held to identify the challenges and potential solutions are being developed with customers.
4.3
East Midlands
East Midlands plans for improving network availability focus on alleviating the Midland Main Line pinch points
through a combination of local maintenance schemes and infrastructure enhancements. The East Midlands route
has developed a number of seven day railway funded schemes which include two commissioned platform schemes
and a number of commissioned rail road access points.
Initiatives delivered
At Chesterfield station, a bi-directional through platform was commissioned into use at the end of December 2010.
This reduces rail replacement requirements for through services and allows trains to call at platform 3 when the line
to Tapton Junction is blocked.
Figure 7 Chesterfield platform 3
This has been commissioned into use as a
bi-directional platform, increasing operational
flexibility
The extension of platform 3 at Loughborough will enable East Midlands Trains to serve passengers at
Loughborough on the slow line, when the up and down fast Lines are blocked. Works were completed in December
2011.
Fixed warning systems have been installed, in the form of permanent automatic track warning system. This will
result in reduced journey times for trains that are diverted via Manton by enabling trains to use an adjacent line that
has been kept open.
A programme of road rail access points on the East Midlands route has been completed, supporting more efficient
access for routine maintenance.
Initiatives to the end of control period 4
The mechanised design patrolling project involves the installation of junction lighting to support patrolling and the
purchase of motorised inspection carts. Implementation is due for completion June 2012, with the inspection carts
due for delivery April 2012. This will complement the completed programme of road rail access points in providing
more efficient access to the possession worksite. Together, these maintenance schemes will reduce disruptive
access by making four tracks available south of Bedford on a Sunday from 1200 (two hours earlier than is currently
the case).
A project to deliver linespeed improvements for the section of the Slow Line between Wellingborough and
Harrowden is progressing and the benefits case for this is being finalised. This is currently programmed to be
delivered in 2013/14.
4.4
Kent and High Speed One
The Kent route is focused on reducing disruptive possessions on the key routes where diversions cannot take place. This includes
significant improvements in the co-ordination of access planning.
Initiatives delivered
The Kent strategy is supported by schemes that will make maintenance activities more productive. The route has delivered an
access point programme, which will enable track workers and plant to access the track more efficiently. In addition, junction
lighting has been installed at three priority sites identified in the London Bridge area.
Figure 8 New access point between Otford Junction and Ashford
This is part of the access point programme that
has been delivered on the Kent network
Improvements to depot facilities and the hire of a mobile wheel lathe have also been supported by seven day
railway funding, and will reduce the level of empty coaching stock movements. In the case of the mobile wheel
lathe, movements to and from the site of fixed wheel lathes are avoided. This releases opportunities for additional
passenger and freight services.
Major works for Thameslink, East Kent re-signalling and Crossrail will impact on network availability. A cross
functional and multi-disciplinary programme delivery group has been established to manage the impact of these
works and develop integrated access solutions.
Initiatives to the end of control period 4
Further sites on the Kent route are currently being prioritised for installation of junction lighting, with works currently
programmed for delivery through 2012/13 and 2013/14.
Initiatives to provide maintenance sustainability through the Thameslink core following key output 1 are progressing.
Implementation commences late spring 2012 and is currently programmed for completion autumn 2013.
Kent are in the early stages of developing a project to remove eight sets of switches and crossings (S&C) between
Tonbridge and Hastings. The project will re-instate double track in four tunnels. The tunnels are not wide enough for
trains to pass in opposite directions within the tunnels so the tunnels will remain signalled as single track. Removing
the S&C will increase availability through reduced maintenance requirements, and will also increase performance
reliability.
Further initiatives are under consideration for delivery later in CP4 or through plans for CP5. This includes the
following:

Investigation into the implications of shorter Thursday, Friday and weekend overnight possessions in
exchange for longer overnight possessions earlier in the week

New switches and motorisation of existing switches to enable the part isolation of routes rather than the
more disruptive isolation of longer sections

Creation of turn backs to reduce the cancellations that result from blockades

Specification of low maintenance components, access to components without need for possessions and
increased remote inspections.
4.5
London North Eastern
London North Eastern (LNE) route has been working with customers to improve delivery of the base train timetable,
focusing on a key route strategy. There are a number of critical two track sections on the east coast main line
(ECML), and this has informed the development of initiatives to improve network availability.
Initiatives delivered
Works have been completed to route clear class 91 / mark four vehicles on several routes; Newcastle – Carlisle (via
Hexham), Newcastle – Eaglescliffe (via Sunderland) and Cambridge – Ely. These works all enable East Coast
services to operate on a diversionary route when the ECML is blocked.
Figure 9 Completed route clearance works at Wetheral station
Works at Wetherall station were part of a scheme to
route clear class 91 / mark four vehicles on the
Newcastle to Carlisle route via Hexham
The way in which we delivered renewals at Hitchin in 2010 is a LNE initiative that has been recognised by the
industry as good practice. Pre-planned coasting at 40mph, using a technical non compliance enabled passengers to
stay on trains. A rule book change allows services to run at up to the permissible speed with the pantograph
lowered, and portable bespoke signs have been procured.
Initiatives to the end of control period 4
LNE are progressing a scheme that will build route knowledge for East Coast, Grand Central and Hull Trains for
joint line and Cambridge diversions. This will enable services to be diverted during disruptive possessions on the
ECML. This project will complete during spring 2012, ready to support diversions for planned disruptive possessions
in 2012/13.
Diversionary route opportunities have also been reviewed with First Trains Pennine Express (TPE) and London
North Western route. A scheme is being progressed with TPE to provide viable diversionary routes between
Sheffield and Manchester.
The fund has also been used to reduce the access footprint for major signalling renewal works; between Tallington
and St. Neots during 2012 and for lineside renewals at Grantham during 2013. The delivery strategy for both of
these schemes will largely be based on utilising non-disruptive access, as opposed to the original project plans
which had not been funded to deliver seven day railway outcomes.
Through the rest of CP4, LNE Route will continue to embed network availability principles, through the following
activities:

Evaluating options for midweek night possessions as an alternative to weekends

Consolidating possessions that are currently spread over a number of weeks into blockades where this is
agreed as the preferred industry outcome

Ensuring that work deliverers are aware of the commercial drivers of customers.
4.6
London North Western
On London North Western (LNW) Network Availability principles are firmly embedded on the west coast main line
(WCML) south sections, as well as north to Carlisle, Manchester and Liverpool (excluding Weaver – Preston).
Initiatives such as access points, junction lightning and look out warning systems have been implemented, along
with the removal of red zone prohibitions. In addition, customers on the WCML have benefitted from increased
availability as a result of the use of high output methods for track relaying and ballast cleaning. Building on this,
further initiatives have been put in place.
Initiatives delivered
The weekend opening of signal boxes on the South Staffordshire route was implemented at the start of CP4. This
has enabled CrossCountry to develop diversionary route knowledge capabilities via Lichfield. The last service on
Saturday and first service on Sunday are now routinely planned to divert via Lichfield rather than via Water Orton.
This route knowledge will support diversions via Lichfield during Water Orton re-signalling.
To enable the diversion of freight services on the route via Buxton during a recent Peak Forest blockade, the LNW
route invested in additional signalling staff and track work.
Figure 10 Work to facilitate freight trains using the route via Buxton
These works enabled freight trains to be
diverted via Buxton during a recent Peak
Forest blockade
At Hemel Hempstead, the building of a new staircase has been delivered and supports viable transfers between
road and rail. This will reduce bus substitution, as it will be possible for London Midland to operate a service when
the southern part of the west coast is blocked between either Euston and Hemel Hempstead or Milton Keynes and
Hemel Hempstead.
The down fast platform has been reinstated and commissioned into use at Bushey. This will enable London Midland
services to call at this location when the slow lines are blocked.
Initiatives to the end of control period 4
On the north end of the WCML, a major scheme to re-model the layouts at key junctions is due to be delivered by
the end of CP4 as an enhancement to planned S&C works. This will significantly reduce the disruptive possessions
that are required to tamp at the junctions targeted.
During 2012/13, LNW Route will be delivering schemes that enable TPE diversions, reducing the need for rail
replacement services; on the Sheffield to Manchester and Stalybridge routes.
It is to be noted that Evergreen 3, Birmingham New Street development and Liverpool to Manchester electrification
are major projects which will impact network availability on LNW during CP4. Access requirements are being
carefully managed in accordance with seven day railway principles. The same approach is being adopted for the
major signalling renewal schemes planned for CP4. For Watford Junction area re-signalling, specific mitigations are
being funded to reduce the impact of the pre-commissioning works from early 2012 onwards.
4.7
Scotland
In Scotland, the key requirements for customers include less disruptive access on the WCML and ECML. Access on
both of these lines is driven by route categorisation principles. The overall approach means that engineering work
on the WCML that requires very disruptive access will tend to be delivered over bank holiday weekends.
Initiatives delivered
A number of S&C renewals have been installed by the track renewals contractor based on the trialling of seven day
railway principles and techniques. This has reduced the levels of disruptive access required in Scotland. Kirow
cranes and tilting wagons have been effectively deployed to reduce possession durations.
S&C has been installed using the next generation of modular technology, and supported by tilting wagons, on a
number of routes that are key to customers, including:

Brownhills (Ayrshire) in March 2010

Langloan Junction (Hunterston – Longannet) in March 2011

Beattock Summit (WCML) in May 2011

Hyndland S&C (North Electrics) in July 2011

Princes Street Gardens S&C (Edinburgh) in December 2011
Figure 11 Switches and Crossing installation at Brownhill
This installation took place using modular S&C
and tilting wagons
Initiatives to the end of control period 4
The collaborative working between Network Rail and customers to develop the Edinburgh to Glasgow improvement
project access strategy (principally for overhead line equipment preparation works) has seen a greater focus on
extended midweek night access. This is reflected in the development of engineering access plans for 2013. This
approach to reducing the disruptive impact of planned works will continue through to the end of CP4.
4.8
Sussex
The Sussex route has developed with their customers a number of initiatives to improve network availability. This
has been informed by a review of the route’s operational capabilities at times of planned service disruption.
Initiatives delivered
There are a number of enhancement projects being delivered on Sussex through CP4, so a Sussex possession
strategy meeting has been established. This facilitates the management of access planning and helps to minimise
disruption to our customers. It provides a forum in which to share project information with customers and develop a
joint understanding on how work can best be delivered.
The training of relief signallers in pilot working duties has been completed, and will enable the re-introduction of
single line working on key route sections, between West Croydon – Sutton and Streatham Common – Sutton.
Initiatives to the end of control period 4
A number of Selhurst-based drivers will be trained on the diversionary route from Victoria via Herne Hill and
Stewarts Lane, increasing rail journey opportunities when the main line routes are blocked. The programme of
training is expected to be completed by the end of 2012/13.
Mirrors supporting driver only operation (DOO) are to be installed on platforms 3 and 4 at New Cross Gate station.
This will allow class 455 and 456 trains to call at New Cross Gate, therefore enabling more Southern services to call
at the station at times of planned disruption. This will also help to mitigate the impact of some of the Thameslink
works. This is currently planned to be delivered in the first quarter of 2012/13.
Figure 12 Southern service at New Cross Gate
DOO mirrors will be installed on platforms 3 and 4 to
allow additional services to call at New Cross Gate
To support more efficient access for maintenance activities Sussex have been developing a project to install
motorised hook switches at key locations. This will reduce the time taken to gain traction isolation. The benefits
case for this is being finalised, with a view to delivery in the last quarter of 2012/13.
Two re-signalling schemes on Sussex are being supported, through the funding of enhancements that will benefit
network availability. As part of East Sussex coast re-signalling, four crossovers will be motorised to improve
operational flexibility at times of planned disruption. Additional signalling improvements are also being progressed
as part of the Arun Valley re-signalling project. This will provide four minute headways and a number of fully
signalled crossovers, giving more capacity when Brighton fast services are diverted via the Arun Valley. The
delivery of both of these schemes takes place through to the end of CP4.
4.9
Wales
The Wales route has been working closely on network availability priorities with its primary operator, Arriva Trains
Wales, and stakeholders such as the Welsh Assembly Government. A broad package of network availability
improvements are in various stages of development and delivery, as detailed below.
Initiatives delivered
The completion of phases one and two of the Newport area signalling renewal (NASR) scheme in mid-2011 has
delivered additional network availability between the Severn Tunnel, Little Mill and the existing boundary with the
Cardiff signalling centre.
Completion of NASR phase three by 2014 will provide additional capacity and operational flexibility between Severn
Tunnel Junction and Gloucester.
Initiatives to the end of control period 4
The Cardiff area signalling renewal (CASR) project is a major CP4 enhancement scheme which will commission in
stages between 2013 and 2015. The wider scheme has a significant number of elements including major station
and layout enhancements, re-signalling and track renewals. Seven day railway is providing funding specifically for
additional crossovers, enabling a revised layout at Cardiff East to operate Cardiff station as two halves during times
of planned maintenance.
Figure 13 Cardiff station area
Seven day railway is funding additional
crossovers as part of the CASR project
Projects funded by the Welsh Assembly Government will also support network availability. The line between
Swansea and Llanelli is due to be re-doubled by 2013, and this will deliver both linespeed and capacity
enhancements. Plans are also being developed to partially re-double the line between Wrexham and Chester by
2014; this would enable significant linespeed enhancements between Wrexham – Chester and Wrexham –
Shrewsbury.
Infrastructure enhancements to support the future hourly service on the Cambrian line have been completed, and
the route asset management plan is being developed to account for the consequent reduced track access
opportunities.
A programme of Network Rail discretionary fund (NRDF) supported enhancements is delivering a number of
schemes, some of which will indirectly support network availability. For example, at Shrewsbury, the reinstatement
of a signal on platform 3 enables the movement of passenger trains from the platform to both Wolverhampton and
Hereford. This improves network availability during engineering works and unplanned service disruption.
Signalling enhancements at and around Hereford Station have recently been authorised and are planned for
delivery by 2014. These will enable full bi-directional operation of platforms 1 and 2, resulting in significant network
availability improvements for services using Hereford.
4.10
Wessex
The focus on Wessex has been to reduce weeknight and weekend disruption on the three main passenger routes;
Waterloo – Weymouth, Waterloo – Portsmouth Harbour and Waterloo – West of England; and to provide through
paths for freight traffic from Eastleigh and Southampton.
The access requirements for route enhancement and renewal schemes are informed by seven day railway
principles. Projects on Wessex requiring significant access include works at Waterloo and platform extensions.
Initiatives delivered
The original 90 Day Challenge on Wessex involved trialling a number of seven day railway projects and initiatives to
reduce the impact of engineering works on the train service and increase productive working time within access
opportunities. The outputs from these projects and initiatives are firmly embedded into the Wessex access planning
approach.
The Wessex access planning strategy is executed through regular integrated planning meetings that draw together
all the functions and disciplines affecting access.
A specific road rail access point project at Christchurch has been completed to increase productive working time,
and has informed a wider programme of access point improvements.
Wessex route has supported the national trials for on track machines under signal protection, and these have
informed the national project as set out under section 6.2.
Initiatives to the end of control period 4
Wessex are continuing to invest in schemes that will support more efficient maintenance activities. A wider road rail
access point programme is being delivered across Wessex, to enable track workers and plant to access the track
more efficiently. The programme is expected to be completed by the end of 2012/13. The route is also trialling a rail
rover vehicle, for transporting staff and equipment to site for maintenance possessions. The trials are due to be
completed during 2012.
Figure 14 Rail rover vehicle on Wessex
A Rail rover vehicle is being trialled on Wessex to
transport staff and equipment to site for
maintenance possessions
In terms of enhancements, a scheme has been authorised for the installation of a reverse crossover between Poole
and Wool; this is part of a wider re-signalling scheme and will support increased operational flexibility at times of
planned disruption. This is due to be completed in 2013.
4.11
Western
Western have focused on several key sections for network availability. A number of investment schemes are
progressing in line with the Western strategy, supporting the needs of customers and stakeholders. This includes
schemes that are designed to mitigate the impact of Reading and Crossrail works, infrastructure enhancements,
and the introduction of new technology.
Initiatives delivered
Several infrastructure enhancements have been commissioned into use on Western. A reversing facility at Moretonin-Marsh was completed in August 2011, and has been used to support the train service during disruptive blocks on
the Cotswold line.
Figure 15 Reversing facility installed at Moreton-in-Marsh
This turn back has already been used during
planned disruptions between Oxford and Hereford,
on the Cotswold line
At Worcester, a shore supply has been installed in the sidings and from the May 2011 timetable this has enabled
three high speed trains to be stabled overnight at Worcester on a planned basis. Empty coaching stock moves
between Worcester/Hereford and Bristol/Landore depots can now be avoided.
S&C has been reinstated at Barnwood Junction, and will support the use of single line working when this is planned.
Between Bath and Bristol, signalling enhancements have been completed and will enable a full capacity service to
be operated over the diversionary route.
For S&C tamping, Western have completed trials of new technology to support parallel tamping. Curve assisted
laser is a system fitted to tamping machines, that accurately lifts and slues track back to a ‘design’ position. The
benefits are a reduction in the number of long S&C possessions and the opportunity to take shorter possessions.
The concept has been proved, and is being assessed for national application.
In terms of walking routes, a number of improvement schemes have been delivered on Western, and will enhance
service provision at times of planned disruption by enabling First Great Western to provide higher capacity train
formations.
Initiatives to the end of control period 4
In order to reduce the disruption of Crossrail works, an additional crossover is being installed at Stockley Bridge and
is due to be commissioned in 2013.
There are also plans to progress packages of maintenance improvements for key sections such as Didcot –
Swindon, Bristol – Birmingham and Bath – Bristol. These are currently expected to be delivered through 2012 and
2013.
On the Bristol to Birmingham route, a scheme to fit level crossing controls to the automatic half barrier crossings
between Cheltenham and Abbotswood Junction is progressing towards option selection, with works due to be
completed during 2012/13. This scheme will increase the capacity for single line working on that section. Also
progressing towards option selection is a linespeed improvement project between Gloucester and Severn Tunnel
Junction, which is due to be implemented in 2013.
5.
Freight
5.1
Introduction
The rail freight industry is undergoing a steady transformation. The market base is changing from moving bulk
goods for heavy industries, towards moving consumer goods for the distribution and retail sectors. With this change
has come an increasing demand for the network to be available seven days a week.
In essence, improving network availability for freight is essential so that rail can:

Provide enhanced services to meet the rising expectations of existing customers

Win new business in new and more demanding markets

Compete with road freight operations.
There are two key growth sectors, maritime containers (which need six and half day availability) and domestic
intermodal (serving retailers who require seven day availability).
5.2
Freight joint network availability plan
A single industry freight JNAP has been produced in support of the above, and to provide a focus for activities that
will improve access for the strategic freight flows that were identified through route categorisation at the start of
CP4.
5.3
Improvements
A number of improvements are being implemented as a result of the freight JNAP and its focus on strategic freight
flows. In the main, these improvements are based upon securing additional diversionary route or single line working
opportunities. Several examples can be highlighted:

For containers and retail goods on the Southampton to West Midlands route, single line working is now
available on midweek nights between Southampton and Basingstoke. Laverstock W10 gauge clearance
works are due to take place in 2013

For containers and retail goods on the Felixstowe to West Midlands route, the plan is for seven day
availability from spring 2014. This will be based upon the availability of a route either via London or cross
country. Renewals works on the Felixstowe branch line have been brought forward by three years to meet
freight aspirations

For containers and retail goods from Felixstowe to North East destinations the plan is for seven day
availability from spring 2014. This will be based upon the availability of a routes via London or cross
country and via ECML or Great Northern/Great Eastern joint line

The improvements that benefit Felixstowe will, from spring 2014, also benefit the new London Gateway
Port which is due to open in the final quarter of 2013
Figure 16 A Hams Hall to Felixstowe service passing through Leicester
This was the first train with W8 and W10 container
traffic to use the gauge enhanced Nuneaton to
Peterborough route

For containers and retail goods on Lawley St, Hams Hall, Birch Coppice and Daventry to Trafford Park
flows, a W10 gauge route is now available through the West Midlands

For containers and retail goods that flow between Crewe and Central Scotland, the network has been
made available from 1500 onwards for the routes to Mossend and Coatbridge.
6.
Access planning
6.1
Overview of access planning process
The possession plan is developed on a national basis through the central network operations function, and is owned
by local delivery planning teams that are aligned with the routes.
A national plan integration team provides a network wide, internal change control process. This ensures that the
impact of emerging engineering plans on the operational railway is clear for both internal and external stakeholders,
including our customers.
National delivery service supply chain teams are integral to the access planning process and are co-located with out
based planning teams. Engineering resources and possession support services are planned on a national basis.
In line with this, cross-functional working has been embedded across all the disciplines. This ensures that there is a
single aligned strategy when developing access plans, and informs the Network Rail approach to discussions with
customers.
In terms of network availability improvements that have been delivered through the continued development of
access planning processes, these include:

A robust challenge of the access plans of work deliverers

Establishing the application of route categorisation principles

Ensuring that there are no possession clashes between ECML and WCML, so that a route is provided
between Central Scotland and London six and a half days a week

Ensuring that adjacent line open and single line working are considered where appropriate.
6.2
Route categorisation
Following industry discussions at the start of CP4, certain key passenger and freight flows were prioritised for extra
focus.
For category ‘A’ passenger routes, unless impracticable, the following applies between the originating and
terminating stations, and between 'primary intermediate stations' on a route:

Passengers will not be transferred onto buses

Diversions away from a train’s normal route will not increase passengers’ planned journeys times by more
than 30%
These principles have been established within our access planning process, with the 2012 and 2013 engineering
access statements developed in line with these principles.
For identified freight flows a fit for purpose alternative route is to be available, unless there is no practical
alternative. The plans supporting the development of these strategic flows have been taken forward through the
freight JNAP, as summarised earlier under section 5.
7.
Access management programme
7.1
Introduction
Managed through the network operations function, the access management programme challenges the way that
access is planned and delivered. The programme works closely with industry-wide stakeholders to improve access
arrangements for the benefit of the wider rail industry. Through a number of focused projects we aim to unlock
efficiencies that enable increased network availability and capacity.
This is being met through several projects which focus on different aspects of access.
7.2
Initiatives progressing
Line clear verification standard
Figure 17 Line clear verification – geographic areas covered
On areas of the network where train detection for
the signalling system is undertaken by axle
counters, the previous process dictated that
following the completion of activities within a
possession a visual inspection (line clear
verification) must be made of the track. This
ensures that no vehicles or engineering equipment
has been left behind, and that it is safe to return the
railway to normal use. This process has been
identified as consuming up to 120 minutes of
valuable working time within each applicable case
of engineering access.
The access management programme has
completed implementation of a new line clear
verification standard that replaces the requirement
for the visual inspection following the completion of
a possession with a system of vehicle management
as part of the possession management activities.
The impact of this is an increase in available
working time of between 45 and 60 minutes per
possession or where appropriate a reduction in the
total time required to access the railway to
undertake engineering activities.
The implementation programme commenced
during September 2011 on the LNW south area
where a positive impact has already being seen.
Further implementation across all applicable routes
is progressing. Axle Counters are currently used on
specific areas within the LNW, LNE, Midland,
Anglia, Kent and Wessex routes. As the use of axle
counters increases beyond CP4 there will be
further benefits.
On-track machines under signal protection
A new procedure has been written to allow for either tamper and stone blower on-track machines (OTM) to carry out
machine borne maintenance activities outside of the boundaries of a possession, provided it is the only activity
taking place. The project will improve Network Availability by eliminating the need for approx 500 possessions per
year nationally.
The project is now focused on working with the industry to finalise the process that will allow the completion of
trialling to take place. The aim is to be in a position where the new procedure can be fully implemented on all routes
from December 2012 onwards.
Industry access planning improvement programme (IAPIP)
IAPIP is the first programme in Network Rail to consider the end-to-end process of planning and delivering access.
This project aims to unlock industry-wide efficiencies and service improvements by improving the way access is
planned.
The project is working collaboratively with industry and internal stakeholder groups that are affected by the planning
process. IAPIP will improve Network Availability and the service offered to our customers by:

Putting the train service at the heart of access planning

Improved access planning customer service

Increased availability to run train services

Reduced access planning overhead costs

Improved safety risk assessment
The programme is due to be implemented in five stages with the key milestones to support the implementation of
stage one planned for the coming year.
Stage one focuses on detailed design for creation of the baseline timetable. The creation of the baseline timetable
intends to remove the long term process where operators bid and Network Rail offers. The aim is a process where
operators are only required to bid for changes or additions to the baseline timetable.
Co-operative detailed planning
This project involves the introduction of a detailed planning meeting that is held approximately eight weeks in
advance of a possession. The aim is to increase the efficiency of work being carried out within the possession and
reduce the risk of a possession overrun. This new process will be introduced on all routes through 2012, for
possessions that meet certain criteria; normally multi-discipline, time-critical activities. Initial pilots have been carried
out for specific possessions and an additional 15 – 20 minutes of productive working time has been identified.
7.3
Initiatives transitioned into the business
Electrification improvements
The access management programme developed initiatives to review the processes for safely taking isolations on
the network. These initiatives have now transitioned into the electrification team within Network Rail.
The aspiration is to take isolations more efficiently, and changes will only be considered where they can be
achieved without compromising the safety of current processes. The initiatives will continue to be developed
through 2012 and will include; looking at where fixed earthing devices for both the AC and DC network can be used,
process improvements to reduce the time taken to block to electric traction and a wider review of the isolation
planning process within the context of the overall isolation system.
7.4
Initiatives at feasibility stage
Measuring access performance
This project is designed to provide the means to statistically analyse the performance of engineering access
delivery. This involves measurement and analysis of the end-to-end engineering access delivery process. This will
allow stakeholders to understand potential areas of access delivery that can be improved with targeted
interventions. The other strategic aim is to make available an improved source of management information, to
reliably plan the time required for activities within possessions based on historical data.
The project is currently in the feasibility stage and has trialled a methodology for capturing and reporting possession
performance data on the Wessex and LNW routes.
Engineering train pathing
This project is designed to provide validated timetable paths for engineering trains as part of the formal timetable
process. Currently engineering trains are planned after the amended passenger timetable has been agreed. This
project aims to ensure that all required changes to the timetable are dealt with within the same timescales.
These changes will have a positive impact on network availability by specifically:

Providing assurance to the working window for time critical possessions by minimising the probability of a
delayed start to work caused by late running engineering trains

Minimising the disruption caused to operational train services as a result of engineering trains that have
been added to the timetable late in the planning process

Reducing the proportion of possession overruns that have been caused by late running engineering trains

Reducing the number of additional possessions required for re-work
In recognition of the importance of a solution to this problem Network Rail has formed a cross-functional team to
develop the solution.
The high level milestones for the access management programme have been captured within the high level
milestone plan (see appendix 1).
8.
Central maintenance services
8.1
Introduction
Maintenance is part of the wider network operations function. At a local level, maintenance delivery teams belong to
the operational routes. Nationally, central maintenance services are delivered as part of the central network
operations function.
In line with the Network Rail organisation, the focus is on delivery through the routes, with central maintenance
services co-ordinating national initiatives and supporting the routes.
Maintenance initiatives that have been developed at a national level have contributed towards the overall PDI
performance seen to date in CP4. Those initiatives are detailed in this section, including business as usual items
which are listed in 8.2 below.
8.2
Business as usual initiatives
The table below reports on the 2011/12 position for the business as usual activities which are now delivered
routinely by the local maintenance delivery teams. These have supported the delivery of network availability
objectives by reducing the overall level of access that is required to carry out routine maintenance activities.
Figure 18 Business as usual maintenance activities
Initiative
Measure
2011/12
Railhead repairs
Number
685
Lightweight stressing
Number
4935
Revised method of crossing repairs
Number
226
Revised track inspections
Cumulative miles
5281
Reliability centred maintenance of signalling equipment (ROSE)
Cumulative number
131176
8.3
Projects implemented in 2011/12
The following initiatives have been funded through the seven day railway fund, and will support network availability
by making routine maintenance activities more efficient.
Automated de-clipping machine
De-clipping machines have been procured and delivered to support improvements on all routes, and maintenance
teams have been trained in use of the equipment. The allocation for each route is shown on the next page.
Figure 19 Deployment of de-clipping machines by route
Route
Pump Units
E-clip Chassis
Fast-clip Chassis
Anglia
3
3
3
East Midlands
2
2
2
Kent
3
3
-
Sussex
1
1
-
Wessex
4
4
-
LNE
4
4
-
LNW South
2
2
2
LNW North
4
4
4
Scotland
2
2
-
Wales
1
1
1
Western
1
1
1
The benefits of reduced disruption to the timetable will take effect immediately, and will then be embedded as a
result of requiring fewer 12-hour possessions on those routes where re-railing activities are identified. To date the
equipment has supported re-railing programmes on the LNE, LNW, Scotland and Wessex routes.
Mechanised trolleys to support the changed method of track inspection and frequency
To support the changed method of track inspections a motorised trolley with even and sufficient lighting has been
developed, trialled and proven. This allows inspections to be undertaken in hours of darkness in accordance with
patrolling and inspection standards.
The business case for 66 trolleys has been authorised and the trolleys have been deployed as follows.
Figure 20 Mechanised trolley deployment
Route
Trolleys
Anglia
7
East Midlands
10
Kent
-
LNE
12
LNW(N)
9
LNW(S)
8
Sussex
4
Wales
6
Wessex
6
Western
4
It is anticipated that the benefits will be delivered from autumn 2012/13, when the trolleys will begin to support
planned reductions in maintenance access.
8.4
Products in development to the end of control period 4
The need for continuous improvement provides new opportunities, and a number of additional national initiatives
have been identified.
Mobile flash butt welder
The mobile flash butt welder provides automated site welds of rail (including stress welds) of a higher quality and in
a much reduced time than the existing manual welding process. This equates to improved quality and reduced
access requirements.
A number of machines are being procured through an investment made by the seven day railway fund. These will
be brought into service and operated by network operations to support both the track renewal programme and
routine maintenance.
The machines are a national resource and the national delivery service (NDS) will manage the planning and
allocation of them. Machines will be used six nights a week and double-shift weekends, providing over 80%
machine utilisation. Staff will be trained through courses that have been specifically developed.
Use of the mobile flash butt welder will reduce access requirements, reduce the number of short term temporary
speed restrictions (TSRs) and reduce costs. Four machines are due to come into operational use between March
and July 2012.
Figure 21 Mobile flash butt welder
Left: Prototype
machine
Right: MFBW working
with an adjacent line
open
Two of the machines will support high output track renewals on midweek night shifts, with the remaining spare
capacity used for maintenance.
A machine will be based in York to support planned enhancement and re-railing programmes on the LNE route.
In addition, we have assigned a machine to Eastleigh to support large re-railing programmes in Wessex and the
south east, where midweek night access is particularly constrained.
Changes to access requirements are expected to follow agreement on the programme of works for the second half
of 2012/13. However, there are already clear examples of the benefits. On the Merseyrail network, approximately
4km of conductor rail was replaced during 2011/12. Use of the mobile flash butt welder reduced the number of
possessions required from 208 to around 30, and results in completion of the work 15 months earlier than would
otherwise have been the case.
S&C video inspection
This proposal will reduce the amount of access required at complex S&C locations, where access is limited. It will
reduce the manpower required to carry out the inspections and will improve safety by removing staff from the track,
as elements of the inspection can be completed in an office environment.
The project is now nearing completion and there are plans to implement the new method at Manchester Piccadilly
and between Nuneaton – London Euston from 2012 onwards.
We have identified some opportunities within the possession plan that will potentially take effect from the May 2013
timetable. It is anticipated that the majority of the benefit will arise from utilising the S&C images collected as part of
plain line pattern recognition runs, significantly reducing the manual inspection frequency for S&C on running lines.
An additional four trains with S&C video inspection capability are due to be built as part of the plain line pattern
recognition project that is detailed below. Work is ongoing to understand where these trains will be used and the
potential benefits of additional rollout.
In addition, an assessment will be carried out to establish additional junctions for the forward programme of S&C
video inspection runs. At present the expectation is that there will be a business case for this at the major London
stations, as well as on the Crossrail and Thameslink routes.
Figure 22 Switches and crossing video inspection train
.
Plain line pattern recognition
This proposal further develops the strategy for track inspection and will reduce access requirements for plain line
inspections. It will also improve safety by removing staff from the track, with elements of the inspection being
completed in an office environment. Trials have been completed, and implementation will take place across the
network during 2012. The priority is to concentrate on the west coast main line and other high speed routes, before
we rollout from June 2012 onwards across all continuous welded rail running lines (where practicable). The
programme is planned for completion by the end of CP4.
The opportunity to reduce the number of pedestrian inspections will support changes to the possession plan. These
changes will take effect within engineering access statements from May 2013. It is to be noted that there will still be
a requirement for daylight manual supervisory track inspections of the plain line continuous welded rail, at a
frequency of 8 – 16 weeks.
It is anticipated that plain line pattern recognition will achieve full product approval by March 2013. Additional
development work will take place to establish a safety case for use of the system on jointed track and this is due to
be rolled out from April 2013 onwards.
Remote condition monitoring
The continued installation of remote condition monitoring supports network availability by increasing the amount of
work which can be planned pro-actively. Remote condition monitoring means that the asset can be monitored in
service to assess its performance and determine likely failure modes. There will be significant performance benefits
from this.
The high level milestone plan for centrally co-ordinated maintenance schemes can be found under appendix 1.
8.
Track asset management
8.1
Introduction
The objectives of track asset management are to deliver high quality track renewals safely, efficiently and using
possessions that are less disruptive to the operational railway. The targeted reductions in possession durations
through CP4 are in the table below.
Figure 23 Profile for Track possession durations in CP4
Phased application across CP4 (excluding complex switches and crossing):
Application
2010/11
2011/12
2012/13
Proof of concept locations
27hrs
16hrs
8hrs (+ period
some lines open)
with
8hrs (+ period with some
lines open)
WCML (S)
12hrs
12hrs
8hrs (+ period
some lines open)
with
8hrs (+ period with some
lines open)
Cat A routes
37hrs
27hrs
16 hrs
16 hrs
Other routes
Conventional
37hrs
27 hrs
27 hrs
2013/14
Further reductions beyond these durations are dependent on specific requirements, the cost, benefits and
practicability of meeting these. However, there are trial locations, where new methods of working are being used to
carry out conventional plain line track renewals in lower durations, including midweek nights. On WCML south, high
output track renewal methods are expected to be delivered using eight hours with all lines blocked, followed by a
period where services are running on a of two-track railway.
The track glide path has been captured within the high level milestone plan (see appendix 1).
8.2
Progress to date
The 2012/13 delivery year has now been planned, and the progress in reducing long duration possessions has
been maintained, with 50 per cent of the access taken by the Track asset function in possessions of up to 10 hours.
This contrasts with a figure of 24 per cent for 2007/08.
Figure 24 Track worksite durations for possession plans in CP4
Track Possession durations 2007/08 - 2012/13
100%
90%
80%
>61 hrs
70%
52-61 hrs
60%
42-51 hrs
50%
32-41 hrs
22-31 hrs
40%
11-21 hrs
30%
<10 hrs
20%
10%
0%
0708
0809
09/10
10/11
11/12
12/13
Track delivery teams have embedded the equipment and methods introduced at the start of CP4. High output track
renewals and ballast cleaning, modular S&C and intensive standard plain line delivery (based on a factory
approach) are now business as usual approaches to be used where applicable and informed by discussions with
our customers.
Overall, average access durations in 2012/13 are similar to those in 2011/12 at approximately 18 hours for all
disciplines (high output plain line, conventional plain line and S&C).
Figure 25 Case examples from local delivery teams
London North Western
The challenge has been to deliver S&C and plain line renewals in shorter possessions, with an increased emphasis
on the utilisation of midweek night access.
Willesden S&C renewals were originally planned as a nine-day Christmas blockade. We have delivered the eight
S&C units at this critical location over a period of 30 weeks in EAS compliant possessions, with final commissioning
Christmas 2011.
At Warrington South, we delivered S&C renewals in 2011 using a series of 15-hour blocks, allowing Virgin and TPE
to operate services on Sunday afternoons.
For plain line renewals, the creation of eight-hour midweek night campaign renewals has been a great success.
During 2011, midweek night renewal works on a 20-mile section between Settle and Carlisle enabled Northern to
provide a train service through the busy summer months. Previously works of this nature would have been planned
into a 17-day summer blockade. A similar campaign on the Chiltern lines enabled 12 miles of renewals to be
delivered in a series of 16-hour weekend possessions, making the network available on Sunday afternoons.
London North Eastern
We have continued to increase the use of 16-hour maximum duration possessions on the ECML when delivering
conventional plain line track renewals. In 2011/12, we delivered 19 per cent of such renewals in possessions of 16
hours or less. In 2012/13, we have increased this to over 25 per cent.
Western
During 2011/12, we successfully packaged a multi-discipline programme of works at Liskeard. Here we delivered
two sets of track renewal works along with the waterproofing and repair of structures. This significantly reduced the
level of disruption that our customers would have experienced had these works been delivered separately.
8.3
Development of new methods to the end of control period 4
Much work is focused on developing new techniques and approaches for both worksite delivery and logistics. The
aim is to reduce access requirements and reduce costs. There are a number of new methods that we are
developing, for potential business as usual application.
3D dozing of bottom ballast layer
Figure 26 Dozing of bottom ballast layer
3D control of dozing enables the bottom ballast level to be
accurately dozed, with any changes in geometry
instantaneously accounted for by an automatic movement of
the dozer blade. This allows the ballast to be laid accurately
within the required tolerances.
The improved accuracy removes the need for tamping of the
core works, allowing the network to be opened to traffic (with a
relevant temporary speed restriction, or TSR) earlier than if
tamping were required.
3D survey equipment
This has been used in the marking of cut points for track removal. All cut positions that require marking up ready for
the track to be dismantled can be uploaded to the 3D equipment off site. Following this, all cut points can be quickly
and accurately marked by one person on site. This innovation ensures that the cuts are right first time, and also
allows the marking up of cuts to take place in parallel to the cutting itself, reducing the time required to undertake
work.
3D equipment is also being used to accurately position track panels. The track panel can be laid very accurately
versus its horizontal design position, allowing the line to be opened to traffic (with a relevant TSR) without the need
for tamping.
Single layer compaction of bottom ballast layer
Trials have proved that the measured track stiffness of one single layer of ballast laid and compacted at 300mm is
equal to the measured track stiffness of ballast laid and compacted in two separate 150mm layers.
As a result of these trials, the track construction standard has been changed to allow single layer compaction. This
offers a 50 per cent timesaving over two layer compaction. It has also been shown that compaction can work in
parallel with the dozing.
Track stiffness measurement of bottom ballast layer
In order to open the line to traffic without tamping, an understanding of track stiffness is required. A method has
been developed that enables the use of a falling weight deflectometer that works in parallel with the compaction
work described above.
Figure 27 Measuring stiffness of bottom ballast
Use of a falling weight deflectometer
Multipoint self-discharge train
Work has demonstrated that by using a self-discharge train, the time needed for laying bottom stone may be
reduced by 50 per cent in comparison to the other available methods.
Duro blade for bearers and sleepers
The Duro blade negates the need to remove ballast before cutting bearers and sleepers. This method provides a
time saving, to such an extent that this activity can now be carried out in a core work shift. This compares with chain
saws which require an eight hour possession to achieve the same results.
Rapid testing and commissioning of point operating equipment
This development focuses on the factory fitting, testing and commissioning of S&C point operating equipment,
before transporting the enhanced switch panel on the S&C panel vehicle. In addition, systems are being explored to
effectively connect the point operating equipment on site for use on a plug and commission basis. This could
potentially save around two hours of signalling commissioning work on site.
Electronic torque wrench for bearer tie
The electronic torque wrench replaces the existing rail mounted petrol engine driven torque device. As the
electronic torque wrench is not rail mounted other activities can take place while the bearer ties are tightened. This
saves around 45 minutes of working time.
Use of alignment guides to accurately position track panels
Alignment guides enable the rail ends of panels to be installed quickly and accurately, in alignment with the
previously laid panel. This device can save around two minutes per panel.
Seven sleeper bale for serviceable sleepers
The seven sleeper bale re-lays loose sleepers up to 50 per cent faster than other methods. A modification allowing
all common sleeper types to be re-laid using the bale has been product approved. This supports future works where
serviceable sleepers are re-laid.
Development of mobile measurement system
The mobile measurement system reduces the access required for track work. It measures the track and calculates
the speed at which the line can be opened at, in relationship to the geometry. It also automates the measurements
and calculations required to produce tamper offset files. Longer term, the aim is to provide a direct data link to the
tamper to enable instantaneous tamping, rather than waiting until offset files are manually transferred to the tamper.
Figure 28 Mobile measurement system
Automation of track geometry measurements and production
of tamper offset files
9.
Investment Projects
9.1
Introduction
Investment projects covers a number of disciplines and programmes, including enhancements, major projects,
signalling/electrification, and building/civils.
For much of the work that is carried out, in particular the enhancements work bank, access must be considered on a
project-by-project basis because of the non-repetitive nature of the work. In line with this, we have been working to
understand the important interfaces with network availability.
Investment projects will have in place a new operating structure in April 2012, and work is ongoing to understand
how we can improve our strategy and processes in accordance with network availability requirements.
Network availability priorities will be supported by a project management office (PMO) team to ensure that route and
regional level innovation is driven across the wider business.
9.2
Regional overview
The new structure will be based on four regions, each with its own regional director. Major programmes and
signalling/electrification will continue to have distinct identities. The regional delivery teams are structured to enable
closer engagement with the client route teams, and this will ensure closer alignment with the business priorities of
the routes. The regions will be both commercially and customer focused.
In delivering their portfolios, each regional team is committed to minimising disruption by providing early visibility of
work banks and maximising the use of efficient construction methods identified over the last two years.
The regional teams will be working closely with routes to develop integrated plans, with efficient construction
methods, such as modular, used where appropriate.
Scotland and north east
The boundaries of the newly formed region of Scotland and north east will include the delivery of around 400
projects through to the end of CP4. The portfolio will be dominated by two major programmes of work:

Edinburgh to Glasgow improvement programme

East coast main line improvement programme.
Western and Wales
The Western and Wales region has a major programme of works between 2012 and 2016. The outcome of this
intensive investment will be a step change in capability and capacity on the main line from London to Wales, with
further projects planned on other routes. The portfolio is heavily focused on the following:

Surface works for Crossrail, including electrification to Maidenhead

Electrification to Bristol and Cardiff, with plans for Swansea and the Welsh valleys

Introduction of the InterCity Express Programme (IEP), including a new fleet of electric trains and
associated timetable improvements

Reconstruction of Reading station, grade separate junctions and new depot

Re-doubling of the Swindon – Kemble line
This will be delivered in conjunction with the re-control and immunisation of signalling along the route, as the current
signalling is transferred to the new signalling centres and the equipment is made ready for the European Train
Control System and the European Rail Traffic Management System.
High output equipment will be used in delivering electrification, and the plans will deliver efficient timetables in the
two track sections. Innovative bridge reconstructions and plug and play signalling will also be employed.
Southern
The Southern region will have responsibility for delivering a significant portfolio of work throughout Wessex, Sussex,
Anglia and Kent. The projects to be delivered include:

Great eastern main line over line equipment renewals

Southern power upgrades

Train lengthening programme

Gatwick, East Croydon and Waterloo station re-developments

Three Bridges improvement programme

Developing the new Basingstoke headquarters for Wessex route
Central
The Central region will be aligned with LNW and East Midlands routes. The region will be delivering a portfolio of
work that includes the following projects:

Birmingham Gateway

Kings Cross re-development

Nottingham re-signalling
9.3
Major programmes
9.3.1
Crossrail and Reading
The project team includes representatives from operators with whom we work to balance construction with
operational impacts. The aim is to maximise the use of access and minimise the effect on availability. The project
approach has been developed in line with seven day railway principles and route categorisation.
The combined west Crossrail and Reading construction footprint is designed around a two-track timetable pattern
with amended weaves. Previously under-used diversionary routes have been strengthened in order to keep
passengers and freight moving throughout the construction programme. In the north east of Crossrail, a standard
two-track pattern with weaves at Gidea Park informs the strategy. The south east work considers London to
Dartford as one route, so although Crossrail will require two-line blocks of the northern section, a route will always
be available to Dartford.
The construction programme for Reading as a node is more complex and has been staged to maintain the through
routes. For instance, routes will move to the north side early in the programme to allow construction of grade
separation to the west of the existing main lines, and we have used timetabling adjustments to increase use of
platforms. This will enable a full operational service during the prolonged closure of the (current) platform 7 for
construction of the transfer bridge.
Easter 2013 will initially see a blockade of all lines for four days between Didcot – Airport Junction, reducing to two
lines. The original access requirement, based on disruption as far west as Maidenhead, has been extended in
consultation with customers to maximise the opportunity to complete other major disruptive works. In addition to the
Crossrail, Reading and electrification programmes, the package of works includes domestic renewals and
maintenance tamping. The logistics and resource requirements are being finalised.
9.3.2
Thameslink
The access requirements for Thameslink key output 1 have been locked down and agreed with customers well into
2012. Progress has also been made in defining the future maintenance strategy for the Thameslink core which will
take advantage of the bi-directional signalling and signalling lockout devices (funded by seven day railway funding)
that will be installed as part of key output 1. This will allow overnight maintenance to be undertaken on a single line
whilst the timetable can be operated over the open line.
Other investments to support the maintainability of the route have been supported by the seven day railway fund
and these include access point improvements, permanent lighting installations, remote earthing and isolation of
traction supply systems. Further proposals for investment in the London Bridge area as part of key output 2 are
being considered.
Significant progress has been made in developing the access strategy for key output 2, in particular the planned
blockades in the London Bridge area for the station reconstruction and re-modelling works. All the proposed
blockades and possessions at London Bridge have been identified to the end of the project in 2018 and have been
shared with customers, routes and other stakeholders.
Broad consensus has been secured on the overall principles for staging of the London Bridge works and the
impacts on services. More detailed work has commenced on developing timetables for services during the various
construction phases from mid-2013 onwards, when there will be a reduction in the infrastructure available.
Mitigation plans for each blockade are also under development including diversions to other London termini as
appropriate.
Access requirements for other works on the radial routes from London Bridge and north of the Thames have been
submitted up to and including 2013. These requirements have been co-ordinated to ensure compatibility with other
planned works.
Completion of the outline design for all key output 2 works is planned to be achieved by mid-2012. This will ensure
that co-ordination and integration across all the Thameslink projects is achieved and will allow individual projects to
move into full implementation with the interfaces and dependencies fully defined.
9.3.3
Other programmes
The railway communications system programme is progressing, and has been designed to take non-disruptive
possessions or to utilise existing possessions.
For the signalling and electrification programme, the signalling work bank is now locked down to the end of CP4,
with visibility of plans seven years ahead.
9.4
Network availability initiatives to the end of control period 4
9.4.1
Signalling plug and play
Signalling plug and play is a business improvement project that will reduce costs by transferring signal installation
and testing works from the lineside to the factory. The commissioning of plug and play at Paddington engine
carriage sidings was completed in July 2011 and successfully trialled over six months. The Cardiff area signalling
renewal (CASR) project is the first major contract to be awarded with inclusion of plug and play.
Plug and play aims to make efficiencies in signalling renewals with the key areas as follows:

Reducing the cost of signal testing and installation

Improving maintainability of the railway by enabling equipment to be replaced more quickly

Reducing the construction time of signalling renewals

Reducing the time to disconnect and reconnect signalling for track renewals.

As such, plug and play is expected to be an important enabler for seven day railway, providing more
efficient track renewals and modular switches & crossings.
Going forward, we expect to complete trials of interconnects and frequently used plug coupled equipment in August
2012, with a view to gaining product acceptance for plug coupled line-side equipment by December 2012.
9.4.2
Modular signalling equipment
Modular signalling is being developed to introduce new processes, supplier products and changes in the designdevelopment and implementation of signalling renewal projects. The wider benefits of modular signalling include a
reduction in the amount of construction time (compared to conventional re-signalling), a reduction in the amount of
time required trackside and a reduction in testing time on site.
To realise these benefits, the modular signalling programme is managing the introduction of the new technologies
and system architectures, as well as incorporating the new processes and procedures, particularly in the areas of
design and testing/commissioning.
The modular signalling concept aims to make efficiencies and process improvements across the whole project
lifecycle, but the key areas are as follows:

Efficient specification and development

Efficient design processes

Optimised assurance activities

Significant changes to testing regimes

Efficient and safe deployment and installation

Compatible with future migration to European Train Control System level 2
A specialist team within Network Rail is developing the modular signalling concept and producing a company
standard which all future applicable schemes utilising modular signalling will adhere to. In parallel to this, two pilot
sites on secondary routes have been approved for implementation. These are Ely – Norwich and Shrewsbury –
Crewe. In addition to the trial sites, work is being undertaken to determine elements of modular signalling
technology which can be rolled-out across the business for an agreed subset of the existing renewals work bank.
The process of recording efficiencies is in place and data capture has commenced.
The Ely – Norwich pilot scheme is planned for completion June 2012 and Shrewsbury – Crewe is due to be
completed August 2012.
As we capture and analyse the data for both plug and play and modular signalling, we will derive a clearer
understanding of the network availability benefits that may be gained from rolling out this technology. We currently
expect to see benefits in the final year of the control period, and will keep these projects under review during 2012.
Appendix 1 Forward milestone plan