DOCSLIB.ORG

EMR Connect – a Safe Railway for Customers and Our Staff

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

EMR Connect – a safe railway for customers and our staff EMR Connect was introduced in May this year and is operated by Class 360 Electric Multiple Units (EMUs). Each train is comprised of four carriages with a drivers cab at each end. Each drivers cab spans the full width of the train – as a result is it not possible to walk from one train to the other. This is also the case with our EMR Intercity fleet of Class 222 Meridians and Class 180’s. The Class 360’s were previously operated by our colleagues at Greater Anglia. For the last 17 years, they were operated under Driver Only Operation (DOO) and there was not another member of staff permanently located on the train. This was the case if the train was operated with four, eight or 12 carriages. In order to improve the visibility of staff for customers, EMR took the decision to introduce a Train Manager onto the Connect Services. This was not required under any safety case and was solely to improve the customer experience and further protect revenue. Additionally as a safety trained member of staff, the Train Manager takes responsibility for opening and closing the doors. The RMT has objected to this method of operation and therefore balloted Train Managers for strike action and action short of a strike. As a matter of principle, the RMT expect to see a Train manager per 4 car set. So when we run our 360’s as sets of 8 carriages, they expect to see two TM’s on board. When we run sets of our 360’s as sets of 12 car carriages, they expect to see three TM’s on board. Despite 6 months of negotiation, they RMT has failed to produce any safety case or evidence of any kind to justify this demand. Clearly, EMR fundamentally disagrees, our method of operation for 360 sets in multiple unit formation is safe: Our method of operation is in line with the wider industry custom and practice, as seen in • West Midlands trains: Class 170 & 172 units • Greater Anglia: Class 321 12 car • South Western Railway: Class 455 & 456 units • Scotrail: class 170 units. • TransPennine express: Class 185 units. • Transport for Wales: Class 175 units • Northern Rail: Class 150/1 . It is an improvement on the operation in Greater Anglia where cl.360 services have safely operated as Driver Only Operation for over 17 years. Since the introduction of cl.360’s at EMR, these units have run in sets of 8 carriages. There have been no operational or safety incidents attributable to not having a Train Manager on each unit. The RMT are signatories to the risk assessment (29th March) that underpins EMR’s method of work for this traction, and EMR consulted with RMT for 6 months prior to their entry into service Our method of work has been fully safety validated internally, and has been reviewed by the ORR Feedback from customers on our EMR Connect route where cl.360 services operate remains overwhelmingly positive and there has not been a single issue raised in relation to colleague visibility. Customer satisfaction for cl.360 services is at 80%, which is the highest satisfaction score at present across all EMR routes by a significant margin. To support revenue protection on our EMR Connect services we are opening a Revenue Protection depot in Kettering and increasing our Revenue Protection Officer (RPO) headcount in St Pancras. These additional colleagues will work alongside the Train Managers to collect revenue. An East Midlands Railway spokesperson, said: “The safety of our customers and our staff will never be comprised or put at risk. This strike action by the RMT is completely unwarranted and unjustified. “EMR consulted with the RMT for six months before these trains were brought into service and the RMT signed the resulting risk assessment. "Every EMR Connect service includes a safety-critical Train Manager on board – which is an enhancement to the previous 17 years where they have operated in other parts of the county with only a driver. Furthermore, these trains have been in customer service since May and there has not been a single operational or safety incident due to their method of operation. “As a result of this unnecessary action, EMR will be introducing a reduced Sunday timetable for EMR Connect and EMR Intercity services, effective from Sunday 8th August. Temporary timetables will be published shortly and passengers are advised to check www.eastmidlandsrailway.co.uk." .
Recommended publications
  • Download Case Study

    Download Case Study

    Digital Asset Management Solutions East Midlands Railway improves their email processing time by over 5 Case Study: hours per day with ABBYY Flexicapture with Advanced Classification from Engeneum. This email classification solution is handling over 65,000 incoming emails per year; improving customer response times, increasing productivity and saving costs. Challenge Solution East Midlands Railway (EMR) had a The implementation of ABBYY change in reporting processes Flexicapture with advanced which required incoming classification has automated the email complaint emails to be reviewed process by capturing key data from the and the cause of complaint to be emails content and document recorded and reported at the time attachments. The solution classifies the complaint was received emails without any manual input and instead of at the time of response, data is routed to the EMR CRM system Name which could be up to 20 days later. automatically. The product is easily East Midlands Railway adaptable and changes can be made History: in-house. EMR's incoming emails were being Headquarters 1 Prospect Place, sent to an internal inbox where a "I was looking for a more automated Millennium Way, Pride approach to reduce our manual resource case would be manually created in Park, Derby, DE24 8HG, the CRM and answered in a 'date time and fulfil our reporting needs. The received' order when the team, at Engeneum team understood our requirements and we worked together to Industry the time of the response, would Transport manually process and prioritise the get the results we were looking for. We case. Due to a change in reporting are now well below our 20 day KPI About EMR response time and have been impressed requirements EMR needed to report Provider of train on which mails were complaints and with the flexibility and ease of integration services in the East the root cause at the point of to our CRM system." Midlands and parts receipt.
  • Investing for the Future

    Investing for the Future

    The new ScotRail franchise: good for passengers, staff and Scotland Improving your journey from door to door magazine Abellio ScotRail Investing for the future The Abellio Way Magazine – Abellio ScotRail special – Spring 2015 Travelling on the Forth Bridge and enjoying the wonderful view A northern gannet flying in front of Bass Rock SCOTRAIL SPECIAL - SPRING 2015 3 CONTENTS Ambitious plans and Abellio It is with enormous pleasure that I find myself writing 4 WE ARE ABELLIO the introduction to this special edition of The Abellio What can you expect from us? Way Magazine from my home in Edinburgh. When Abellio was granted the privilege of operating 6 JEFF HOOGESTEGER MEETS TRANSPORT Scotland’s rail services, I had no hesitation in making this my home. You may consider that a rather self- MINISTER DEREK MACKAY serving decision, after all who wouldn’t choose to live “This is an incredibly exciting period for transport in this beautiful country! However, as a Dutchman, it in Scotland” won’t surprise you that it was also a sensible business decision. 10 ABELLIO’S VISION FOR THE NEW The Scottish Government has ambitious plans to SCOTRAIL FRANCHISE transform its railways and I am grateful to them for Good for passengers, good for staff and choosing Abellio to assist in that purpose. We have many exciting and challenging plans for ScotRail, as good for Scotland you will read in this special edition, and it is my intention to work with the team wherever possible 13 WORKING TOGETHER FOR THE PASSENGER to deliver them. ScotRail and Network Rail Performance for passengers 14 BOOSTING TOURISM Living here, I will also be travelling by train most days to our new UK headquarters in Glasgow, and regularly Travel the Great Scenic Railways of Scotland using other parts of the ScotRail network.
  • Leicester Area Strategic Advice 2020

    Leicester Area Strategic Advice 2020

    How can growth and partners’ aspirations be accommodated in the Leicester area over the coming decades? Leicester Area Strategic Advice July 2020 02 Contents 01: Foreword 03 02: Executive Summary 04 03: Continuous Modular Strategic Planning 07 04: Leicester Area Strategic Context 08 05: Delivering Additional Future Services 12 06: Leicester Area Capacity 16 07: Accommodating Future Services 22 08: Recommendations and Next Steps 27 Photo credits: Front cover - lower left: Jeff Chapman Front cover - lower right: Jamie Squibbs Leicester Area Strategic Advice July 2020 03 01 Foreword The Leicester Area Strategic Advice forms part of the The report was produced collaboratively with inputs railway industry’s Long-Term Planning Process covering from key, interested organisations and considers the the medium-term and long-term planning horizon. impact of planned major programmes such as High Investment in the railway is an aid to long-term Speed 2 (HS2), and the strategies and aspirations of sustainable growth for the Leicester area, supporting bodies such as Leicester City Council, the Department economic, social and environmental objectives. of Transport (DfT), Midlands Connect and the Train Network Rail has worked collaboratively with rail and Freight Operating Companies. industry stakeholders and partners to develop long- The recommendations from this report support term plans for a safe, reliable and efficient railway to Network Rail’s focus of putting passengers first by support economic growth across Britain. aiming to increase the number of direct services from This study has considered the impact of increased Leicester Station, supporting freight growth and demand for passenger services in the medium and improving performance and satisfaction with the rail long term, starting from a baseline of today’s railway, network.
  • Network Rail Completes Major Work on £1.5Billion Midland Main Line Upgrade

    Network Rail Completes Major Work on £1.5Billion Midland Main Line Upgrade

    Network Rail completes major work on £1.5billion Midland Main Line Upgrade May 18, 2021 Network Rail has completed the biggest improvements to the Midland Main Line since it was built, meaning more seats, faster journeys and more reliable services for passengers travelling between the East Midlands and London. In the latest stage of the upgrade, teams have carried out vital work to install new overhead line equipment between Bedford and Corby, as well as improvements to station platforms and major work to upgrade bridges on the route – to make way for electrification between London St Pancras International and Corby. All of this work means there will be 50% more seats for passengers travelling at peak times between Corby and London. The new train timetable was introduced last Sunday (16 May), and East Midlands Railway launched its new all-electric service between Corby and London St Pancras International, providing a sixth train per hour. The upgrade, along with the new timetable, also boosts the number of seats on services across the East Midlands and cuts travel time between London and Derby, Leicester, Sheffield and Nottingham. It’s hoped the improvements will take more cars off the roads, as COVID restrictions ease and passengers return to the railway. Electric trains are quieter and much better for the environment that diesel trains. They produce almost 80% less carbon, benefitting people who live and work near the railway. Gary Walsh, Route Director for Network Rail’s East Midlands route, said: “As passengers return to the railway, it’s great to be welcoming them back with the biggest improvements in a generation on the Midland Main Line.
  • RAIL NEEDS ASSESSMENT for the MIDLANDS and the NORTH Final Report

    RAIL NEEDS ASSESSMENT for the MIDLANDS and the NORTH Final Report

    RAIL NEEDS ASSESSMENT FOR THE MIDLANDS AND THE NORTH Final report December 2020 National Infrastructure Commission | Rail Needs Assessment for the Midlands and the North - Final report Contents The Commission 3 Foreword 5 Infographic 7 In brief 8 Executive summary 9 1.Background 21 2. Rail and economic outcomes in the Midlands and the North 24 3. A core pipeline and an adaptive approach 35 4. Developing packages of rail investments 39 5. Comparison of packages 51 6. Long term commitments and shorter term wins 64 Annex A. The package focussing on upgrades 72 Annex B. The package prioritising regional links 78 Annex C. The package prioritising long distance links 86 Acknowledgements 94 Endnotes 97 2 National Infrastructure Commission | Rail Needs Assessment for the Midlands and the North - Final report The Commission The Commission’s remit The Commission provides the government with impartial, expert advice on major long term infrastructure challenges. Its remit covers all sectors of economic infrastructure: energy, transport, water and wastewater (drainage and sewerage), waste, flood risk management and digital communications. While the Commission considers the potential interactions between its infrastructure recommendations and housing supply, housing itself is not in its remit. Also, out of the scope of the Commission are social infrastructure, such as schools, hospitals or prisons, agriculture, and land use. The Commission’s objectives are to support sustainable economic growth across all regions of the UK, improve competitiveness,
  • Tfem Papers 15 June 2020

    Tfem Papers 15 June 2020

    Board Meeting 15th June 2020 10.00am to 11.30am Virtual Meeting via Microsoft Teams AGENDA 1. Introductions and Apologies 2. Minutes of Board Meeting 9th September 2019* 3. Covid 19: Impact on Local Transport Authorities* • Update from DfT • Discussion of Future Trends & Priorities 4. East Midlands Rail Franchise • Update from EMR • Collaboration Agreement with DfT 5. A1 (Peterborough to Blyth) • Short Term Safety Measures • Strategic Enhancements 6. Decarbonising Transport: Setting the Challenge* • Priorities for a TfEM response 7. HS2 Update* • NIC Rail (HS2) Assessment • Access to Toton Summary Document Launch 8. Any Other Business 9. Dates of Future Meetings: • 9th September 2020: 10.00am-12.00pm, Leicestershire County Council (tbc) • 14th December 2020: 10.00am-12.00pm, Leicestershire County Council (tbc) *Paper enclosed TfEM Terms of Reference • To provide collective leadership on strategic transport issues for the East Midlands. • To develop and agree strategic transport investment priorities. • To provide collective East Midlands input into Midlands Connect (and other relevant sub- national bodies), the Department for Transport and its delivery bodies, and the work of the National Infrastructure Commission. • To monitor the delivery of strategic transport investment within the East Midlands, and to highlight any concerns to the relevant delivery bodies, the Department for Transport and where necessary the EMC Executive Board. • To provide regular activity updates to Leaders through the EMC Executive Board. TfEM Membership TfEM
  • Water, Waste/ Recycling & Supply Chain

    Water, Waste/ Recycling & Supply Chain

    WATER, WASTE/ RECYCLING & SUPPLY CHAIN Our responsibility Our companies use a significant amount of water, particularly in vehicle cleaning, and we recognise our responsibility to use this precious natural resource carefully and efficiently. Like any business, we and our customers produce waste. We are committed to minimising waste and recycling as much as possible, and work closely with our suppliers to ensure they meet our ethical standards. Our approach Our companies encourage water efficiency through initiatives such as recycling water from train and bus washing facilities. Abellio Deutschland has invested in a ‘Green Rail Depot’ at Hagen. This showcases a rainwater reclamation system reducing water use by over 85%, as well as energy efficiency measures which have cut energy use by three-quarters. in Q1 2014. Following a waste audit in 2012 Both Northern Rail* and Merseyrail* are increasing and a similar action plan, Abellio Greater Anglia the efficiency of water usage through new has increased waste recycling overall to 95%. investments, such as improved wash plants that both reduce consumption and recycle water at all Abellio is committed to working with suppliers Northern Rail’s train maintenance depots, leading who demonstrate open and transparent to reductions of 50-70%, and water recycling practices in social and ethical accountability. facilities at Merseyrail’s Kirkdale depot, which We evaluate our key vendors assessing reuses 7.1 million litres of water per year. Both commercial, social and ethical, quality, safety Northern Rail’s Allerton Depot and Accrington and environmental factors as part of our station have rainwater harvesting facilities. prequalification process, and have begun to visit supplier premises to audit against our Waste management is an important part of requirements.
  • East Midlands Railway - an Introduction

    East Midlands Railway - an Introduction

    East Midlands Railway - an introduction East Midlands Councils County Hall, Nottingham Simon Pready Edward Funnell 12th July 2019 2 What we’ll cover • Introduction to Abellio • Our bid strategy • Timeline of improvements • Highlights of our bid • Getting ready for the new franchise 3 About Abellio . Established in 2000, Abellio is a leading passenger rail operator in the UK through our ScotRail, Merseyrail, Greater Anglia and West Midlands Trains franchises . We also operate bus routes in London and Abellio Rail Replacement and Event Connect coaches . Employees: 13,000 − Passengers/day: 1.2 million − No. of train vehicles: >2,500 − No. of buses: 769 . Abellio also operates rail services in Germany . Our parent company, Nederlandse Spoorwegen (NS), has highly developed operational expertise from >175 years of running Dutch Railways. Close collaboration and partnership working with clients and stakeholders is an Abellio core value . Strong relationships with DfT, Transport Scotland, Merseytravel and WMRE How we approached our bid 4 Strong growth Ambitious ITT profile of East driven by stakeholders Midlands EMT is a well- run franchise May 2018 • Enabling economic growth timetable issues • Maximise benefits of MML upgrade & Williams • Strong focus on deliverability Review • Consistency of product Regional services • Working in partnership have lacked investment Cancellation of electrification £1.5bn MML Several Direct upgrade Awards Timeline of improvements 5 6 Trains – a complete fleet replacement • Gradual replacement of the entire train
  • Acquisition by Arriva Rail North Limited of the Northern Rail Franchise

    Acquisition by Arriva Rail North Limited of the Northern Rail Franchise

    Acquisition by Arriva Rail North Limited of the Northern rail franchise Summary of final report 2 November 2016 Background 1. On 20 May 2016, the Competition and Markets Authority (CMA), in the exercise of its duty under section 22(1) of the Enterprise Act 2002 (the Act), referred the completed acquisition by Arriva Rail North Limited (ARN), a wholly-owned subsidiary of Arriva plc (Arriva), of the Northern rail franchise (the Northern Franchise) (altogether the Merger) for further investigation and report by a group of CMA panel members (inquiry group). Throughout this document, where appropriate, we refer to Arriva, ARN and the Northern Franchise collectively as ‘the Parties’. 2. In exercise of its duty under section 35(1) of the Act, the CMA must decide: (a) whether a relevant merger situation has been created; and (b) if so, whether the creation of that situation has resulted or may be expected to result in a substantial lessening of competition (SLC) within any market or markets in the United Kingdom (UK) for goods or services. The rail and bus sectors in Great Britain 3. Franchised train operating companies (franchised TOCs) operate passenger rail franchises and are awarded the right to run specific services within a specified area for a specific period of time, in return for the right to charge fares. Where appropriate, franchised TOCs receive financial support from the franchising authority, which is currently the Rail Group in the Department for Transport (DfT).1 There are currently 16 franchises operating in England and Wales and two in Scotland. 1 Transport Scotland is the franchising authority for the ScotRail and Caledonian Sleeper franchises.
  • Northern Rail Priorities Statement Five Priorities for Immediate Action and Investment

    Northern Rail Priorities Statement Five Priorities for Immediate Action and Investment

    NORTHERN ECONOMIC FUTURES COMMISSION NORTHERN RAIL PRIORITIES STATEMENT FIVE PRIORITIES FOR IMMEDIATE ACTION AND INVESTMENT March 2012 © IPPR North 2012 Institute for Public Policy Research 1 IPPR North | Northern rail priorities statement: Five priorities for immediate action and investment Foreword in skills.2 Rail investment will provide the platform for The Northern Economic Futures Commission is sustainable growth for the northern regions. More developing a medium-term strategy for sustainable specifically, investment in infrastructure priorities that economic development in the North of England. This is a make rail franchises cheaper to run reduce long-term sizeable challenge, yet one which needs to be taken on subsidies, increasing productivity and making growth if the North is to be at the vanguard of the UK’s recovery more sustainable. and able to compete in the global economy. Alongside • The economic interdependence of the North’s eight skills and innovation, transport infrastructure is crucial city-regions will only increase: Much economic growth for ensuring that the northern economy is the driver of over the coming years will be driven by the expansion of national prosperity that it has the potential to be. knowledge-based sectors that increasingly rely on larger Our work in the area of transport continues to develop employment catchment areas. To ensure that growth is not the Northern Way Transport Compact’s previous constrained, transport provision will need to be improved consideration of what the strategic transport priorities and better joined up between and within the city regions. A for the North of England should be.1 But the urgency is report by LSE’s Spatial Economics Research Centre (SERC) now far greater.

  • Northern Customer Promise

    Customer Promise The Passenger Charter for the Northern Network Valid from December 2018 1 Northern Customer Promise Our charter for our passengers Poor peak performance 17 Welcome 4 Making it easier to claim 17 Automated Delay Repay 18 Helping you plan your journey 4 If you decide not to travel 18 Our people 4 Rail replacement services 18 Our website and app 4 Multi-modal travel 19 Customers requiring extra help 5 Your other legal rights 19 Our Promise: Getting in Touch 6 Our promise: making travel You can contact us: 6 accessible 20 Join in 6 Mobility scooters 20 Blue Assist 21 Our Promise: personal Taking your bicycle 21 7 information Lost property 21 Our promise: buying your ticket 8 Our promise: on the train 22 Getting help 8 Keeping you safe 22 National Rail Conditions of Travel 8 Welcome to WiFi 22 Travelling without a valid ticket 9 Season Tickets 9 Our promise: making it better 22 Season Ticket refunds 10 Cleaning 22 Changing your Season Ticket when you Smoking 23 move home or change job 10 Lost or stolen Season Tickets 11 Our promise: if you have Duplicate Season Tickets 11 a complaint 23 Damaged or faulty Season Tickets 12 The Rail Ombudsman 24 Forgotten your Season Ticket? 12 Photo-cards for Season Tickets and railcards 13 Contact Details 26 Other modes of transport 12 Northern 26 Our promise: giving you Rail Ombudsman 26 Multi-modal ticket companies 27 information 13 Step-fee map 28 When there are planned engineering works 14 Our promise: if you are delayed 14 We’ll tell you what is happening 14 We’ll get you there 14 We’ll compensate you fairly 15 2 3 ticket office opening times.
  • Modernised Depot to Transform Great Northern Rail Services

    Modernised Depot to Transform Great Northern Rail Services

    13 December 2016 Modernised depot to transform Great Northern rail services Great Northern passengers are set to see a transformation in rail services with the completion of an enlarged, modernised train depot in north London, which is now one of the biggest in the UK. The traincare centre at Hornsey in north London will house and maintain a £1bn- worth of new train fleets and make possible a new, high intensity Thameslink service from Great Northern stations across central London to London Bridge, Gatwick and beyond as part of the government-sponsored Thameslink Programme. Hornsey now boasts a new state-of-the-art maintenance building, built by Siemens using main contractor Volker-Fitzpatrick, large new sidings and improved servicing for the following additional modern trains which Great Northern’s parent company Govia Thameslink Railway (GTR) will run: • Class 387 trains for Great Northern services between London King’s Cross and Peterborough, Cambridge and King’s Lynn (entering service now) • Class 700 trains for new Thameslink services across London to the south from many Great Northern stations between the capital and Peterborough and Cambridge (trains arrive on Great Northern in 2017 and begin running as Thameslink in 2018) • Class 717 trains for Great Northern suburban services from Welwyn Garden City, Hertford and Stevenage to and from Moorgate in the City of London (arriving late 2018) All these trains will have air-conditioning, the latest passenger information systems, wheelchair accessible toilets and other features for passengers with disabilities. Hornsey will also become a centre of excellence for apprenticeship schemes run there by both GTR and Siemens.