Focus On woRDS: ChRIS gILSON phoToS: CORDeLIA NOBLe ThE. FUTURE oF. RAIl. Its fair to say that most businesses rely on having a progressive and comprehensive graduate programme. Interfleets UK scheme has become the blueprint for many others, and lynette Comrie and Kylee Clayson talk to Chris Gilson about how it works I ts always satisfying when your work is held up by external organisations as the model to follow, so its understandable that Lynette Comrie, Graduate Development Manager, and Kylee Clayson, Learning and Development Director, Europe, look pleased to be interviewed about Interfleets graduate scheme. Through it, university graduates attain coveted Chartered status in as little as four years, while gaining practical work skills along the way. The scheme was started in 1998 and, in the first year, two graduates benefited from it. Progress has been swift since then, however, and the number of people who have passed through the programme now stands at more than 120. Interfleets graduate scheme was first accredited by the Institution of Mechanical Engineers (IMechE) in 2000 and by the Institution of Engineering and Technology (IET) in 2001 and has maintained its accredited status ever since. As weve grown as a business and moved into different product areas, its nice to be able to evolve the graduate scheme says Lynette. In 2013, we were accredited by the Institution of Civil Engineers (ICE) and the Chartered Institute of Logistics and Transport (CILT) this illustrates the kind of regard in which the scheme is held. The majority of our graduates have been in the rolling stock side of the business, because that has been our largest product area, but one of our focal points in 2016 will be to grow the scheme further in rail control systems and infrastructure. Lynette explains that the majority of graduates join the company in August to begin the programme, which consists of two years of training, followed by two years of professional development. All new entrants are allocated a second-year graduate as a buddy, and a chartered engineer to act as their mentor. In the first week, graduates are inducted into the business. In the second, the new arrivals volunteer at a heritage railway, says Lynette. This year it was the Great Central Railway (GCR), in Loughborough, and for four days they can be working on anything from a boiler washout of a steam locomotive to wagon painting or sleeper laying. In this way, we are giving something back to the local area and exposing some of the graduates to a railway for the first time. Finally, at the end of the week, there is a half-day team-building exercise, at Walesby Forest, in Nottinghamshire, which features challenges such as orienteering or blind archery. Blind archery? I ask, wanting to find out more. Yes, thats right, Lynette laughs. Its a case of guiding a blindfolded partner towards a specified target to score points. Some had amazing communication skills, but some didnt do quite so well. The points gained from the challenges were used to buy different items to build a raft, which then had to get the team to the middle of Walesby lake. There were quite a lot of wet feet this year, but it was great fun. Each evening, the teams undertake activities that are designed to improve communication skills and nurture leadership ability. After each task, whether its making a hot-air balloon or a spaghetti tower, there are feedback sessions. Theres also a formal dinner at which the graduates are expected to network with GCR colleagues this is something that will be invaluable in their roles as consultants. Project case study shaping the future of south African rail Interfleet is supporting the Passenger Rail Agency of south Africa (PRAsA) on a major project to reinvigorate the countrys rail network. The Rolling Stock Fleet Renewal Programme involves the acquisition of 7,224 new electric multiple units (EMUs) over a period of 20 years. Interfleet is providing strategic and technical advice, leading the programme management, and coordinating other advisers. It is also compiling technical and maintenance specifications, and supporting the tender process and contractor selection. Interfleet is currently engaged with Design Scrutiny and Regulatory Approvals. The first new train arrived for testing in November 2015. practical experience It may sound like an unusual introduction to Interfleet, but the first fortnight of the scheme provides a vital set of building blocks for the new intake. Practical experience soon follows, and its time to look at the shop floor, as well as personal interaction. The graduates are a team, says Kylee. When you look at our previous cohorts, they network and very soon become a tight-knit community, all the time providing each other with support. Seeing how they behave as a group, and helping them to build on each others skills, is pivotal. Years later, they still socialise. Lynette agrees: Even among those that have left, the bonds built during the first years are still there and, more often than not, theyll be clients of ours, so those relationships will be to our advantage. Next, the graduates undertake an eight-day UK Rail Systems programme, delivered by Interfleets Training & Competence Solutions team. This aims to integrate them into the industry, and explains everything from how it is set up, its different functions and its history. There are then mandatory placements within the various teams across Interfleet, followed by options designed to give a broader view of the business. During their placements, Lynette explains, the graduates dont work in silos on assignment, but liaise with other teams to understand the complexities of project work. After each placement, they are expected to obtain feedback to support quarterly reports to prove their technical competence in key areas. Its a tough, but crucial time for each new face. When they come from university they are very green, and normally want to work in a certain area, such as design, says Lynette, But typically, after two years, they realise there are broader opportunities, and its good to open their eyes to whats out there. At the end of the two years, when they decide which area of the business holds the most interest for them, they know theyll be joining the right team and its very rare we get that wrong. This is one of our unique selling points; a consultancy can provide a much broader array of experience, adds Kylee. With us, the graduates are involved with anything from design to franchising, and this give them greater career opportunities. If the opportunity to get involved in a special project comes round, well say do it, even if it could set their first appointment back a few weeks or months, says Lynette. Its important that graduates undertake opportunities that provide relevant technical experience, so that it will help leverage their chartership applications. A lot of other engineering companies cant offer that variety. Its more than just appreciation, too. They arent employed to make the tea our graduates work on real client projects while being guided by the very best chartered engineers. on the outside To complement the internal placements, graduates also visit external sites normally two depots, a manufacturer and a regional office. These placements help them to understand the different maintenance processes on depots, and how satellite offices operate. A depot also helps them gain a practical understanding of hazards, and gives them a greater appreciation of health and safety, quality and the environment (HSQE). The system also has commercial advantages, as Kylee explains: Often, we are approached by clients requesting support from our graduates, and we receive excellent feedback on their ability and maturity. We are more than happy to send a graduate to work with a client, as they will most likely send us one of theirs in return. It works both ways, and is to everyones advantage in the rail industry. All graduates have agreed targets from day one, she adds, and that gets them thinking like a consultant from the start. For each external placement, they are expected to prepare a business case not only to justify the investment, but also prove the link to the required institute competencies without these, they dont go. In addition, we expect graduates to complete presentation skills and report-writing workshops. Theyll need both of these in their role as consultants. Next steps The following two to three years are spent working on the graduates professional development, which involves the management of projects and, sometimes, collaborating on special tasks typically projects that dont happen often. Lynette and Kylee acknowledge that some of the new intake will go and work in other Interfleet regional offices, just as previous ones have and the fact they can work overseas is a big draw when recruiting. Were looking at extending the UK scheme, says Kylee, Weve got it into such a workable shape that it only needs a light hand on it. We now want to focus on how we can support the other regional offices to develop engineers and prepare our pipeline of talent for the future. Interfleet retains more than 70% of its graduates and, to Lynette, thats a sign that the scheme works: One of our key strengths is that our senior management teams see the next batch of graduates as the future of our business. n For more information, go lynette.comrie@snclavalin.com www.interfleetgroup.com Ultimately, as a consultancy, we want chartered engineers thats our aim. We pack an incredible amount of effort in our programme, and were proud of that Kylee Clayson