Team Profile

Team Profile Interfleets UK Rolling Stock leaders, from left to right: Andrew Seaton, Mark Zawisza, Magnus Conn, Martin wadding and Andy McDonald TEAM PROFILE A wELL-OILED MACHINE The element of Interfleet that has fuelled its growth and, forged its enviable reputation, is its highly-skilled and multi-faceted Rolling Stock product area. Chris Gilson met up with the UK team to find out the secrets of their success WoRds: ChRIS gILSON pHoTos: CORDeLIA NOBLe D erbys iconic Roundhouse once the centrepiece of the sprawling railway works at the very heart of the city, and now the hub of newly developed Pride Park is a building steeped in tradition and with a proud history. Its the perfect setting to interview the leaders of the respected UK Rolling Stock team and find out what makes them the undisputed champions in a very specialised field. The first thing I have to say is that its an honour and a privilege to have this role, says Rolling Stock Director (UK) Magnus Conn. What Ive inherited with the team is more than 5,000 years of key rolling stock experience. Thats something I dont believe any other business in the same field as ours has. He continues: Ive been lucky enough to take on something that was already strong, and that had been around for more than 20 years. When I took on the role of Rolling Stock (UK) Director, the UK economy was emerging from a difficult period where there were challenging market conditions, and the first thing we did as a business was take a step back and look at what we actually do in the rolling stock space. That review concluded we already offered a fantastic range of services, but that we could better align those to ensure we could supply a cradle-to-grave service, together with dependability and accountability for each of the four services we provide to our clients. All You need to know about... Taking a strategic view Interfleets Rolling Stock team was divided into four services in early 2014. Since then, according to Magnus, client service excellence has been enhanced by 14% compared with previous years. Its core service, and what it is best known for historically, is its engineering unit where, as Magnus says: We have all our specialisms and specialists under one umbrella, together with other aspects; for example, rolling stock enhancement and turnkey solutions. The other three areas can be roughly described as services, projects and strategy, and assurance. Of these, the strategic element is one that has changed shape, in a move that saw business consulting, systems engineering, rolling stock projects, asset management and maintenance systems aligned under the projects and strategy umbrella. Magnus also says that the software and training team has been developed and aligned to work under one leader, while elsewhere there has been considerable investment in graduates, with eight to12 being taken on each year, despite a sometimes difficult economic climate. This is one area that Magnus feels is vital to the successful running of the rolling stock business: Its a long gestation period, but its critical to ensure that we can provide a good service in the years to come. At this point Martin Wadding, Interfleets Head of Engineering, chips in: Theres technicians too; theyre equally as important. Magnus nods and continues: Weve moved a lot of our young workers around the business to meet demand and for their development. As part of the remodelling, we took some of the more experienced employees to the next level, allowing progression within the teams. There are four individuals whove moved to team leader posts since the reorganisation, and all are now flourishing. Its a continuous, ongoing process, and as a result were performing better than ever before. Here, Andy McDonald, Head of Projects and Strategy, joins the conversation. His team handles a diverse range of key areas within rolling stock, namely asset management and maintenance systems, human factors, business consulting, railway systems and rolling stock projects. The areas I look after were grouped together, says Andy, as they have several common elements that if not managed carefully could overlap. In bringing the teams together we have made sure that the service areas from one team to the next are integrated, thus enabling us to deploy our resources on projects better as they move from concept to delivery and operation. We now have Team Leaders in place for each team that work closely together to ensure that we manage our time and resources in a complementary and efficient way. The projects and strategy team works on assignments across the full project life-cycle, says Andy. We work with clients to identify their needs and develop options/solutions that are aligned with their business needs. The systems engineering team has taken part in several major studies recently where we have undertaken detailed analysis that will help clients determine their fleet strategy: either overhauling and refurbishing existing fleets or buying new. This is a critical decision for owners and operators, so a diligent and robust approach to the analysis is essential. Andy explains that the business consulting team (supported by others) routinely provides support on franchise/concession bidding contributing to rolling stock, depots and maintenance strategy development: Where the bid is successful we are often retained to support the mobilisation of a franchise or concession and, in effect, become an integral part of the clients delivery team, he says. A key feature of my teams is the ability to provide clients with a mix of engineering expertise and detailed commercial knowledge. For this reason we are frequently retained to provide due diligence support for clients that are engaged in either acquiring or divesting themselves of assets. In both cases the combination of technical knowledge and a detailed understanding of rail businesses and associated drivers are critical to the provision of expert advice, against which clients and their backers can take reliance. A further element of Andys group is human factors. He mentions that this section has worked closely with stakeholders on the Thameslink rolling stock project to address the challenges associated with the introduction of a high capacity service in the core. This will operate in Automatic Train Operation mode (ATO), while outside it the core operation will be controlled by conventional systems such as AWS/TPWS and ultimately ETCS. This change of operating mode requires careful consideration in order to ensure that the driver receives clear information on train status and operating mode. The asset management and maintenance services team acts in the capacity of technical adviser for the lessor of a fleet of multiple units. In this role the team provides advice and guidance to the lessor enabling them to manage the asset and protect its residual value and future lease potential. In essence, says Andy, we provide support for our client throughout the project life-cycle, from concept through to service operation and ultimately disposal and replacement. The TAS application has recently won industry awards The cutting edge Mark Zawisza, Head of Services in the Rolling Stock division, is very proud of his teams. He started the software division of Interfleet 14 years ago, and has watched it expand from small beginnings into a large, well-oiled operation. Our applications are mainly web-based, says Mark, but were now expanding the team to cover tablets and smartphones among other media. Theres a lot of different kinds of software in our portfolio from incident management tools, to energy management and efficiency, and remote condition monitoring. One of Marks current key projects is working with electronics specialists Arrowvale, which is, in turn, working with the Docklands Light Railway (DLR). The project draws upon skills from the other Rolling Stock teams, but Marks team leads the project to monitor 94 trains with vital new software. So far, two of the DLR trains have been fitted with a 270-channel monitoring system during a trial, allowing control personnel to see what is happening on the train in less than two seconds. Its cutting-edge real-time operation and developed by Marks staff in collaboration with Arrowvale. Another of Marks teams prized products is the Timetable Advisory System (TAS), one of Interfleets key products, which helps train drivers deliver better performance by arriving at each timing point on time. As Mark says: It offers 80-90% of the benefits of more complex systems, at half the cost. Magnus steps in here: Its not just a human factor or software product either, but a way of getting train drivers to engage with us in what were offering. Its an aid, not an enforcement tool, and so far the feedback weve had from unions has been brilliant. Thats been recognised professionally too, as TAS has won an innovation award from the Rail Freight Group. We can also offer a whole range of rail companion software, says Mark. These programs are suitable for iPads or Android devices and allow drivers, station or maintenance staff to have a whole wealth of information at their fingertips. Our training team is also a core part of the services business, Mark continues. We have a range of very experienced trainers who can deliver a range of courses aimed at everyone from artisans on the shop floor to senior managers. Our main focus for this year is to expand this team, which has been very successful to date. Its a key unique selling point (USP) of Interfleets team, says Magnus. All of our trainers are technical experts and offer a quality far superior to our rivals. We have a vast range of both experience and topics and, if were asked difficult questions, we can supply the right answers. What we do is often about innovation, says Mark. We try to find the diamond in the snowstorm, and expand and develop our ideas so they become a profitable part of the business. Essentially, we bridge two domains software and railways. Not many organisations can speak both languages, and that capability helps us deliver projects efficiently, faster, and right-first-time. pool of talent We have a massive pool of specialists that encompasses every skill relevant to rolling stock from engines to brakes, air conditioning, and control systems. says Martin Wadding, Interfleets Head of Engineering. Martins team is seen as the most traditional in the Rolling Stock organisation, and is the most hands-on side of the four key areas mentioned earlier. Its not just working with spanners though, because as Martin explains his team also looks after such diverse areas as structural analysis, dynamics and gauging issues all vital support centre skills. We also have our own turnkey team, says Martin, that provides essential design work and offers both materials and labour for installation where needed. The industrial designers will create a great vision and work with the engineering team to provide a workable solution to meet the clients requirements. The engineering teams have the fundamental knowledge that underpins much of the business. We can market these as individual skills or combine them for larger projects. Major engineering projects include supporting new vehicle design, refurbishments, and integrating complex systems such as ETCS; these run into millions of pounds in value. Make no mistake, says Magnus, Martins team includes world-class experts; thought leaders in their fields. At this point Andy Seaton, who runs the assurance side of the Rolling Stock business, joins in the discussion. For our part, we support the others, including Martins team, says Andy. Whether we are working with other areas of Interfleet to deliver their projects or working directly with external clients, our objective is to support them in achieving what they want to do, while being safe, compliant with applicable standards and compatible with the other elements of the industry. We always work together with our clients for a positive result, and if you look at our client feedback scores which are consistently above 80% were doing something right along the way. Significantly, we are providing assurance support to many important projects including passenger rolling stock for Thameslink and IEP, locomotives for the UK and Europe, multiple projects for engineering vehicles and a monorail system, to mention just a few. Andys team is also heavily involved with the tram train pilot project in Sheffield, where there is a proposal to connect stations and tram stops by interworking between the tramway and the mainline network. Thats posed a lot of challenges, says Andy. The aim is to use existing tram train vehicle designs and operate them on the mainline network with the minimum of modifications. The pilot project will help the industry work out new standards and processes for future schemes. Moving forward, working with our Infrastructure and Rail Control Systems (RCS) team colleagues, were now successfully extending Interfleets assurance services beyond rolling stock; level crossings and trackworker protection being recent examples. All You need to know about... THE RoLLING sToCk TEAM n Interfleet employs around 250 Rolling Stock experts in the UK. n In 2014, the UK Rolling Stock team delivered more than 1,000 assignments. n Our comprehensive expertise covers the A-Z of Rolling Stock engineering disciplines. n UK clients include government, regulatory bodies, operators, asset owners, manufacturers, and maintainers and suppliers. n Previous Interfleet Rolling Stock consultants are now in key director positions across the rail industry. Interfleet provides technical advice to the DfT on the Thameslink project A sense of pride I ask Magnus what gives him the greatest satisfaction in his job. He has no hesitation in answering: For me, the greatest satisfaction is watching the young guns come into the business and grow. Weve got so much young talent here, and giving the youngsters the opportunity to thrive and flourish thats the greatest pleasure I have. Its about change and constant evolution. Theres also our mentoring system, which allows our graduates to develop both as individuals and professionals, says Mark Zawisza. Yes, thats true, says Magnus. Some of our graduates do move on, but equally a lot do come back and work with us again and more than 75% stay with us. When they return they have a greater depth of knowledge so in that respect its still a really good investment. Some end up in very senior roles too, says Andy Seaton, and were also taking on people with non-railway backgrounds, from other industries that have useful, adaptable skills. I think, says Martin, that we have one of the best teams around the world in what we offer. One of them? replies Magnus. Hand on heart, I know that we have the best. If you take away the chairs and desks, says Mark Zawisza, as we draw to a close, then we have no other assets apart from our people. Its what were built on and, more importantly, its where our greatness and success lies. n For more information, go here www.interfleetgroup.com The company continues to invest in the future of rail by developing young engineering talent