THAMESLINK PROGRAMME

Programme Level Close Out Report

Key Output 2 Thameslink Programme - Key Output 2 - Close Out Report

An aerial view of London Bridge station shows the sweeping new platform canopies at the base of The Shard. 3

Contents

Page

Introduction 4

1. Executive Summary 5 2. Thameslink Background 7 3. Objectives 8 4. Scope of Works 12 5. Safety 13 6. Consents, Sustainability and Property 16 7. Recognition, Achievement and Awards 24 8. Organisation 26 9. Finance 27 10. Stakeholders 28 11. Communications 30 12. Commercial 32 13. Engineering 38 14. Systems Safety 40 15. Requirements 42 16. Performance 44 17. Quality Management 48 18. Document Control / Integrated Management System 50 19. Programme Close Out 52 20. Lessons Learnt 54

Appendix A: Historical Background 58 Appendix B: Abbreviations and Definitions 61 Thameslink Programme - Key Output 2 - Close Out Report

Introduction

Thameslink is the railway that runs from • A new dive-under at Bermondsey to Bedford to Brighton, the only route that has separate train services; and direct, unbroken north-south connectivity • A ‘Structure Strengthening Programme’ through central London. on the approach to London Bridge in line with the proposed track re-alignment. Prior to the Thameslink Programme, there were significant capacity constraints that Over the past six years, the partnership restricted trains at eight-car length. The has delivered the £1.8bn of major civil and route had numerous junction bottlenecks, rail infrastructure works included within the which limited the frequency at which its scope. The bulk of these works concluded in services could operate through the central December 2017 when the fully remodelled London core section. London Bridge station reopened.

The programme was split into three distinct This is an example of a client acting benefits changes known as ‘Key Outputs’: maturely and approaching a very challenging project in a way that was both • Key Output 0 - To increase from 8 to innovative and based on experience. This 15 peak train paths per hour between was the first time Network Rail had adopted Blackfriars and St Pancras and associated a programme management approach (as enabling works to facilitate the delivery opposed to managing a suite of projects) of subsequent Key Outputs. This was and was thus able to focus on the delivery of completed in March 2009; benefits, as opposed to outputs. • Key Output 1 - To allow 12-car operation between Bedford and Brighton by 10 Network Rail provided strong leadership December 2011 and to deliver new where appropriate, acknowledged the infrastructure capability by 10 April strengths and weaknesses of the supply 2012 to enable the new Key Output 1 chain and put in place a collaborative Timetable to be introduced in May 2012; environment that allowed all partners to • Key Output 2 - To provide the completed work together in a mutually beneficial way. Thameslink service giving a further The working culture and the processes that improved train service of up to 24 peak were put in place on the London Bridge train paths per hour through the central project were key to its success and there London ‘core area’ by December 2018. would have been significant risk of failure, particularly around programme, if a more The London Bridge Area Partnership was traditional approach had been adopted. created in order to facilitate delivery of Key Output 2 and consists of the client Network There is much that Rail and three delivery partners Costain, the industry can Siemens Rail Automation and Balfour learn from what Beatty. Its scope of works included: was done here and a similar approach • Redesign and construction of London could be just as Bridge station including new through powerful on future platforms and enlarged concourse; projects. • Re-signalling, update of traction power supply and telecoms on the remodelled track layout at London Bridge station; • Installation of signalling and track on the Duncan Wilkes new Borough Viaduct; Thameslink Programme Close Out Director 5

1. Executive Summary Duncan Wilkes

KO2 started formally in November 2012 Unlike the standalone Programme, close- although a considerable amount of out activity was delivered by a dedicated development work and some construction Close Out Project forming part of the Capital had already been completed during KO1. Delivery Directorate of the Southern region.

KO2 finished formally on 18 September Final close-out of TLP occurred in September 2020 when the final key milestones were 2020. delivered providing infrastructure capable of supporting 24 trains paths per hour (tpph). TLP is recognised as being the first multi- billion-pound, multi-discipline Programme of At the time of writing (October 2020), KO2 works delivered entirely by Network Rail’s had an anticipated final cost of £2,927m. Infrastructure Projects Directorate, without the support of a third-party Programme Including KO0 and K01, the cost of the total Management organisation. Thameslink Programme was £4,914m. Thameslink Programme - Key Output 2 - Close Out Report

This aerial shot shows the enormous new train shed and sidings at HornseyDepot 7

2. Thameslink Background Paul Cumbers

Programme Overview In October 2006 the Secretary of State for Transport and the Secretary of State for Prior to 1988 the northern and southern parts Communities and Local Government granted of what is now known as Thameslink were legal powers and planning consents to geographically separate routes. The northern Network Rail for the Thameslink Infrastructure part, running over the existing Midland Main line, Investment Programme (TLP). provided services from Bedford to St. Pancras, with a branch to Farringdon and Moorgate. On the 24th July 2007, the Government announced that it would invest £3.5bn (at 1Q06 In the South the route went from Holborn prices) on the TLP. Subsequently, a further Viaduct to East Croydon and Brighton. It was announcement by the Government in November not possible to travel directly from Bedford to 2010, confirmed that the TLP would be built, and Brighton, as the critical link between Farringdon that programme completion would be extended and Holborn Viaduct was missing. to 2018, minimising disruption to the railway and allowing more time to develop opportunities for A railway between Holborn Viaduct and efficiency savings. Farringdon stations had existed previously. First opened to passenger services by the London The principal objective of the TLP was to increase Chatham & Dover Railway in 1866, the Snow Hill accessibility to, from and through the heart Tunnel provided the crucial link in the only north- of London by improving and expanding the south railway route through central London, existing Thameslink service. The Programme was enabling cross-London passenger and goods providing the infrastructure that would allow a services to be run by several main line railway major expansion of Thameslink services. companies. Between 1916 and 1969, the line was used for freight service only. A substantial increase in capacity was achieved by increasing the length of trains that could be Following a period of closure to through traffic, accommodated, the frequency at which they the line was re-opened by British Rail on 16 May could travel and the number of routes served. 1988. With the reinstatement of tracks through The delivery of the TLP was split into three the Snow Hill Tunnel it was once again possible stages: Key Output 0, Key Output 1 and Key to cross the Thames without having to change Output 2. trains. The operation of an electrified passenger service, branded as “Thameslink” had begun. Key Output 0 was effectively a forerunner to the two main construction phases. Completed Since 1988 the Thameslink rail passenger service in March 2009, KO0 enabled a consistent has provided an important North – South link train service to be run during the ensuing between Bedford and Brighton through the infrastructure works; these works being split into City of London. Thameslink has also provided KO1 and KO2. suburban services between Luton and Sutton via the Wimbledon loop and made it possible KO1, the introduction of 12 car operation to cross central London without transferring to between Bedford and Brighton, was completed in London Underground. December 2011.

Rail usage is now at its highest level for 50 years This close-out report covers Key Output 2 which and is forecast to continue rising; 70% of all UK involved further upgrades, primarily to signalling rail journeys already begin or end in London and to accommodate 24 train paths per hour (tpph) the South East. The Thameslink route is one of and major platform, track and associated the UK’s busiest. infrastructure re-modelling at London Bridge station. Thameslink Programme - Key Output 2 - Close Out Report

3. Objectives Paul Cumbers

The principal objective of the Thameslink economic growth, improving accessibility and Infrastructure Investment Programme (TLP) was increasing availability of an environmentally to increase accessibility to, from and through sustainable mode of transport. The goal was to the heart of London by improving and expanding deliver transport benefits that represent value the existing Thameslink service. The Programme for money creating an overall positive effect on provided the infrastructure that allows a major the community and environment. expansion of Thameslink services. Capacity increase was to be achieved by increasing the Specifically, the Programme has: length of trains that could be accommodated, the frequency at which they could travel, and the • Provided the basis for a major expansion of number of routes served. services using the Thameslink route. • Reduced overcrowding on Thameslink and Department for Transport’s other commuter services. Strategic Objectives • Reduced overcrowding on the London Underground. The DfT’s aim was “transport that works for • Reduced the need for interchange between everyone”. This meant a transport system main-line and LUL train services. which balanced the needs of the economy, the • Provided for the introduction of new cross- environment and society. In support of this aim, London services, so improving public the Department had four strategic objectives transport. which focused on the core areas of its business: • Created accessibility in South East England, in particular to areas of expected growth such as • DS01: To sustain economic growth and London Bridge, Docklands, the land adjacent improve productivity through reliable and to King’s Cross / St. Pancras and London’s efficient transport networks. airports. • DS02: To improve the environmental • Facilitated the flow of passengers to and from performance of transport and tackle climate St Pancras International station. change. • DS03: To strengthen the safety and security Delivery Context of transport. • DS04: To enhance access to jobs, services The Programme was a component of Network and social networks, including for the most Rail’s obligation to maintain and improve the disadvantaged. rail infrastructure significant in the UK; the Programme impacts upon the Kent, Sussex, East How the Programme fitted with the DfT’s Midlands, LNE and Anglia Routes. Strategic Objectives Other major infrastructure Programmes The Thameslink route had historically suffered delivered concurrently with the Thameslink from significant capacity constraints; being Programme influenced the Programme’s ability restricted to trains of eight cars in length. The to secure resources including access. These route also had numerous bottlenecks which included most notably: limited the frequency at which train services could operate through the central London core • Crossrail section of the route. • London Underground Upgrades

The purpose of the Programme was to unlock Successful implementation was achieved through these constraints and provide a step change in collaboration between Network Rail, Crossrail, capacity, thus providing significant congestion London Underground (LUL), Transport for relief and capacity for future growth in London, Train and Freight Operating Companies, passenger demand on National Rail and London The Office of Rail Regulation (ORR) and wider rail Underground. industry partners.

In doing so, the Programme supported the DfT’s strategic objectives by contributing to continued 9

Programme Ownership Infrastructure changes included:

The Department for Transport (DfT) was Network • Reconstruction of Farringdon, Blackfriars and Rail’s client. The DfT’s requirements were set out London Bridge stations in the DfT’s Client Requirements (V8.2 Nov 11) • Remodelling of the track layout to support a and detailed in the TLP Functional Specification 24 tpph (train paths per hour) peak service and the other documents comprising the TLP through central London Baseline. The benefits of the Programme were • Construction of an additional viaduct through quantified in the DfT’s Business Case. Borough Market • Installation of a new dive-under Network Rail’s Accountable Manager to the DfT at Bermondsey was the Project Director, Close-out. The Project • The upgrading of signalling and power Director headed the Programme team and systems (including ETCS and ATO) reported to the Southern Region Capital Delivery • Works to accommodate expanded Thameslink Director Tim Coucher. services outside of central London • Stabling and depot connections The Programme Sponsor - who reported to • Fit-out of Canal Tunnels the Projects Director, Close-out managed the interface with the client and other stakeholders. A rolling stock project that covers the cascade and deployment of existing rolling stock and the The Elements of the DfT Programme procurement of new dual voltage units (including associated depot and maintenance facilities). The TLP comprised three major, interdependent Specification, procurement and deployment of elements: rolling stock was determined by the DfT.

An infrastructure investment Programme to Changes to the franchise arrangements for the enable the enhanced train service to operate that TOCs - this has been completed with the creation would be managed and delivered by Network of the new Govia Thameslink Railway’s franchise Rail (the Network Rail Programme). in September 2014 with amalgamation of Southern into the group in July 2015. Thameslink Programme - Key Output 2 - Close Out Report

Geographical Extent • Key Output 1 – the introduction of 12 car operation between Bedford and Brighton was Geographically, the Programme was split into completed in December 2011 Core, Operational Inner and Outer Areas. The Core and Operational Inner Areas included all of • Key Output 2 – An increase to up to 24 train the major construction works necessary to meet paths per hour in both directions was due by the ultimate capacity requirement of up to 24 December 2018 with 18 tph being routed via train paths per hour: the remodelled London Bridge station area.

• Core Area – that part of the railway bounded This report addresses Key Output 2. by St. Pancras Midland Road junction in the north and Blackfriars junction in the south. Budget and Funding The Core Area encompassed St Pancras (low-level), Farringdon, City Thameslink and The Programme was originally set up on the Blackfriars stations basis that costs would be logged up to the Regulatory Asset Base. The revised funding • Operational Inner Area – that part of the arrangements were confirmed in the Protocol railway (including the Core Area) bounded by established between DfT and Network Rail and West Hampstead Thameslink (exclusive) and accepted by the ORR. The Programme Baseline Finsbury Park (exclusive) in the north, and Budget was established by Cost Plan C published St. John’s (exclusive) and Elephant and Castle in October 2006. (exclusive) in the south Further Cost Plans were issued at key points • Outer Areas – the remainder of the network after that, notably Revision 36 in October 2010, to be served by Thameslink services. For Key Revision 40 in October 2012 which underpinned Output 1, the Outer areas consisted of the the commencement of the main implementation Midland Main Line between St. Pancras and phase for KO2, and Revision 42 issued in June Bedford, the Wimbledon loop and routes in 2015. This underpinned the revised investment the South East to Brighton and Sevenoaks. authority. The protocol established incentive arrangements for Network Rail related to this For the purposes of the Thameslink 2000 baseline budget. Transport & Works Act (TWA) Order Application, the geographical boundaries for the Inner Annual budgets were approved by the Network Area (which incorporated the Core Area) and Rail Board under the business planning process. Outer Areas differed from those for programme These budgets were established within the delivery. company’s financial systems, Oracle Financials and Oracle Projects, and expenditure was The Inner Area comprised the City of London controlled against the budget. and the London Boroughs of Camden, Islington, Southwark, Lewisham and Lambeth. The Outer Whilst the bulk of the funding came about Areas comprised the local authorities covering through the protocol mechanisms, funding was the rest of the extended network. An example of received from other sources within Network Rail this is Hither Green station, which is designated and from external bodies. These were managed Inner Area for TWA purposes, but Outer Area for under separate codes, with protocol-based programme delivery. projects having N-coding and funding from other sources having a F coding. Examples of funding Key Deliverables from other sources include Network Rail Retail, route-funded renewals, and cash-funding from The key deliverables for the Programme the DfT which mainly covered aspects of the were the revised train service specifications - interfaces with the traincare depots. summarised as three Key Outputs denoting the introduction of timetable change: These budgets were established within the company’s Oracle financial systems, and • Key Output 0 – An increase from 8 to 15 peak expenditure was controlled against the budgets. train paths per hour between Blackfriars and St. Pancras Thameslink. This was completed in March 2009 (an interim timetable having been introduced in December 2008) 11 Thameslink Programme - Key Output 2 - Close Out Report

4. Scope of Works Paul Cumbers

Key Output 2 has provided the infrastructure to associated structures and civils works, enable up to 24 train paths per hour between including the creation of a grade separated Blackfriars and St Pancras International (Low junction at Bermondsey, the bringing into use Level) and allow Full Length Units (12-car) trains of Borough viaduct (constructed during Key to operate over the majority of the Thameslink Output 1) and the doubling of a flydown at network, including services from the East Coast Tanners Hill. Mainline which have been added to the network. • The fit out and bringing into use the new A dedicated new fleet of rolling stock now Canal Tunnels link between the Core and the operate on all Thameslink train services. East Coast Main Line.

The works included: • Upgrading the signalling and associated control systems, and selected station • The redevelopment of London Bridge station assets in the Core Area to support the high and the reconfiguration of the London Bridge frequency train service layout (including civils, track, signalling, power and telecoms works) converting the • Projects in the outer areas to upgrade existing nine terminating platforms and seven traction power capability, extend platforms, through lines into nine through lines and six and provide depot connections and stabling terminal platforms. sidings to support the Key Output 2 timetable.

• The reconfiguration of the eastern and western approaches to London Bridge and 13

5. Safety Sharon Fink

The Thameslink Programme of works, as A 10-year Health & Safety specific report part of Network Rail’s Infrastructure Projects has been written to highlight the journey the organisation, has been a major contributor to Thameslink Programme has been on with Network Rail’s strategic objective of providing regards to Health & Safety. The statistics show a safer and more reliable railway through below demonstrate the impact that has been delivering enhancements to the network to made in terms of health and safety and the increase its capacity and capability. improvement which can be seen during the journey. The programme has run for approximately 10 years with many projects delivered along that However, the real difference cannot be journey. Whilst much of the focus on Health & written into a report. The real difference was Safety has been about construction workers and made through people and their approach. A them returning home safe every day there was collaborative approach was taken by the Network also additional benefits to them working safer Rail teams and its Suppliers and where Health & which include: Safety was concerned there was a very joined up approach. It was through the actions of Leaders • Less impact on the travelling public (less that a real difference was made. The teams accidents or damage during construction managed to create ‘safe environments’ whereby ultimately led to trains operating to the the workforce were able to speak up and share published timetable) their concerns.

• Less risk to the travelling public (more aware On many of the projects within the Programme / alert workers from design through to it was almost impossible at times to tell which construction ultimately led to fewer errors members of the team were Network Rail and or mistakes) Suppliers. Relationships built up over time allowed teams to work in collaboration however • Train operating companies benefited from a at the same time holding each other to account. health & safe workforce through works being The Thameslink legacy website contains a done to time and possession handed back on specific section on health & safety also. time to allow them to operate their timetables as published Thameslink Programme - Key Output 2 - Close Out Report

Safety Case Study - Ensuring an informed and engaged workforce

Consistent, engaging safety communications 87,500 copies printed

Hi-Viz was a freesheet magazine aimed towards Each edition reached 3,500 individuals. Circulation the construction workforce, managers and visitors followed the freesheet method; copies were to Thameslink Programme’s work sites. It was placed strategically in communal areas such as distributed quarterly between 2013 and 2018. canteens and offices, to allow easy access, and Formal written communications can often to encourage each edition to be read by multiple leave a workforce disengaged; Hi-Viz’s fun, people. tabloid-style aimed to cut through this – sharing important health and safety information in Qualitative feedback on Hi-Viz was sought by all a more informal, easily digestible format. Health & Safety Managers and Directors within Thameslink Programme and the supply-chain, and Themes for each edition were set by Thameslink through culture surveys as part of the Healthy Programme’s Directors’ Health & Safety Steering & Safety Culture Strategy. Feedback was always Group. The first edition was published in May positive, and used to further tailor the format and 2013 and the 25th and final edition in May 2018. content to its audiences.

ISSUE 20 FEBRUARY 2017 THE THAMESLINK PROGRAMME ISSUE 23 SEPTEMBER 2017 THE THAMESLINK PROGRAMME ISSUE 20 1 ISSUE 23 1

FREE! FREE!

EVERYONE GETS HOME SAFE EVERY DAY! EVERYONE GETS HOME SAFE EVERY DAY! Mission Accomplished! Another Major Workers get another milestone across the line for the Thameslink Programme Step Closer

The Thameslink Programme hit a major Currently, as trains from Sussex and Kent approach milestone over the Christmas period at London Bridge, the railway lines cross at a series of the Bermondsey Dive Under, where the junctions, causing congestion and creating delays. first tracks were brought into use in the The new line offers a glimpse of the future where there early hours of 27 December. This work was will be six new lines in total running over and through part of a huge effort across the South East, the dive-under, serving Southern, Southeastern and Over the August bank holiday, approximately where Network Rail spent almost £11m and Thameslink passengers. 3,000 staff completed the penultimate stage of more than 2,600 staff worked round-the- From 2018, the new junction will allow Southeastern High Level (HL) works at London Bridge: HL15. By clock out on the tracks. and Southern trains to ‘dive under’ the newly built lines untangling the rails at the country-end of the station The Down Sussex Slow line, which will be used that will be used by Thameslink services, improving and opening the flyover part of the Bermondsey by Southern trains travelling from London Bridge the travel experience for millions of passengers Dive-Under (BDU – see Hi-Viz February 2017), trains to Sussex, is the first new line through the Dive travelling to and through the landmark new station can come and go to and from Kent, Surrey, and Under, which will be completed in 2018. This new and allowing more trains to run. The next two lines Sussex with comparative ease and passengers will junction, which is similar to a motorway underpass will come into passenger use over the August bank find that their journey is less susceptible to delays. or flyover, will help to untangle the tracks on the holiday blockade this summer and both will be used Continued on page 4... eastern approach to London Bridge station. by Southeastern services. 15

THE THAMESLINK PROGRAMME ISSUE 17 JUNE/JULY 2016 THE THAMESLINK PROGRAMME ISSUE 18 SEPTEMBER/OCTOBER 2016 ISSUE 18 1 FREE! FREE!

EVERYONE GETS HOME SAFE EVERY DAY! EVERYONE GETS HOME SAFE EVERY DAY!

The team at London Bridge PEOPLE clock up over 5 million man hours worked without a MAKE THE major injury

THE FOCUS ON the Thameslink Programme is to deliver all our works whilst making sure that DIFFERENCE everyone has a safe working envi- ronment whether that be in an office or out on site. Simon Blanchflower, Major Pro- gramme Director, Network Rail recognised the effort that Costain and its Suppliers have put in to making the workplace at London Bridge a safer place by presenting them with a certificate for achieving 5 million man hours without signifi- cantly harming anyone on site. We know that accidents and inci- dents will continue to happen how- ever, it is the continual drive to improve and reduce these that can, and does make a difference. The team at Costain along with their Suppliers have put many addi- tional processes in place as well as new ways of helping people see things from a different perspective. London Bridge Opens They have run mock court cases, used acting companies to play out The HL09 blockade is a truly monumental public will be, for the first time, exposed to the colossal interface and management team the project has unsafe behaviours and how these Pictured: Some of the team who have can be challenged as well as train- stage for the London Bridge Re-Development new street level concourse. Over the August bank holiday navigated it’s way safely through this difficult period. ing such as the manual handling project, delivering the following: weekend two thirds of the Southern concourse has In addition, the detailed planning and co-ordination of worked very hard to ensure that the training covered in the middle • Opening two thirds of the new street level been entered into service and it looks fantastic. The the works with Railway systems took place to ensure opening of the Southern concourse, pages of this issue and using people concourse concourse will be fully opened at Christmas 2017 and that we could establish our Stage 3 worksite following who have been affected by acci- platforms 7, 8 and 9 and extended terminus dents which again is covered in ‘It • St Thomas Street opened to pedestrians be larger than the pitch at Wembley Stadium. the recovery of the existing tracks 1, 2 and 3. Will Never Happen to Me’ within • The new ticket office was opened concourse is a success. The photograph this issue. • Platforms 7, 8 and 9 opened for the Charing Leading into HL09 During HL09 above was taken in the Wedge Void just Remember, it’s people that make the difference! Whatever project cross stopping service The weeks leading up the handover of the concourse The opening over the August bank holiday weekend days before opening. you are on, you can individually • Terminus concourse extended to bring escalators, have been very intensive for everyone involved. With was phased to provide the station staff with an make a difference by asking sim- stairs and lifts down to the street level concourse the introduction of walking routes for the Network Rail opportunity to become familiar with the station in a ple questions whether that be Article by about processes or procedures or into operation and TOC staff and the transition from a construction live environment before the arrival of large numbers your working environment. • Temporary pedestrian routes through the Western site to a fully operational train station it has been a of commuters at peak hours starting on the Tuesday. Mark Howard, Project Director, Costain Simon Blanchflower, Major YOU NEVER KNOW, THE ISSUE arcade and up Stainer Street opened challenge to make sure that adequate segregation and David Higginson, Blockade Programme Director presenting the 5 million man hour certificate THAT YOU HIGHLIGHT, OR THE • Stage 3 worksite established between the works and staff have been robust at all • On the Sunday morning the concourse opened Co-ordinator, Network Rail to Mark Howard, Project CONVERSATION YOU HAVE, Director, Costain MAY PREVENT SOMEONE • Joiner Street Bridge 54 waterproof times. However with the use of the daily co-ordination along with the stairs and escalators to the BEING HARMED! After circa 4 years of endeavour by the project team, the meetings and excellent support from the station Terminus platforms Continued on page 6 Thameslink Programme - Key Output 2 - Close Out Report

6. Consents, Sustainability and Property Andy Barnes

Thameslink Programme Consents, protracted property-related co-ordination, which Commitments and Environmental Mitigation will likely be closed by September 2020. Schedules / Registers An entire environmental mitigations schedule An entire consents register for the Thameslink for TLP, KO1 and KO2, has been produced, all of Programme, Key Output 1 and Key Output 2, has which have been closed. been produced. The register broadly covers the Furthermore, a comprehensive London Bridge Network Rail (Thameslink 2000) Transport and Station Planning & Highways Close Out Report Works Act Order 2006, planning consents, listed has been produced which includes Section building consents, conservation area consents 278 Highways Act 1980 matters, providing and S106 agreements – all of which have now a documented history and catalogue of the been evidenced and discharged by relevant identification, approval and delivery of all approving authorities. planning matters of this key TLP project.

An entire commitments register for TLP, KO1 and All residual close out issues for the commitments KO2, has been produced. Three commitments register are being tracked through the N999 pot remain open for Blackfriars Station, due to for residual actions post TLP final close out.

Borough Viaduct was slid over Borough High Street and the market as part of a complex construction sequence in 2016 17

Thameslink Programme Sustainability implemented, with performance maintained. Furthermore, an Environmental Management The TLP Sustainability Strategy identifies 12 System & Sustainability Programme Review objectives and 35 supporting targets. This was (2013/14 – 2018/19 charts a digestible reduced from 20 objectives and 47 targets in a assessment of the objectives, as summarised Strategic Change Panel in November 2016. overleaf.

The strategy is required to ensure • The TLP has attracted and retained a skilled implementation of the TLP Sustainable and capable workforce who have overseen Development Policy and support delivery of successful delivery, encouraging diversity our planning commitments and permissions and inclusivity, and promoted health and arising from the Network Rail (Thameslink 2000) wellbeing; Transport and Works Act Order 2006. • Safety is a priority within Network Rail and The purpose of these objectives is to address has been promoted using a range of methods social, economic and environmental aspects. The including cascade briefs, dissemination of objectives cover five key themes: national safety briefs, close call reporting and the establishment of the Time to Talk • Workplace and People; campaign; • Community • Marketplace – passengers • A key element of TLP has been to maximise • Marketplace – customers, suppliers and social value and create a lasting social legacy. funders This has been implemented by meeting • Environment specific employment, skills and training targets such as employment of residents, The last Annual Management Review of the and provision of apprenticeships, NVQs and TLP Environmental Management System (EMS) training courses. Use of local suppliers has provides analysis as to how Network Rail, also been encouraged. designers, contractors and the supply chain have delivered against these objectives. At minimum, all objectives have now been successfully achieved or see targets successfully

Photographs of a selection of engagement activities Thameslink Programme - Key Output 2 - Close Out Report

Photographs demonstrating the efforts made to preserve historic environment at London Bridge station

Lastly, there have been almost 400 community exemplary CEEQUAL scores, such as the engagement events. Overall it has been Bermondsey Dive Under project; estimated that total social value benefits amount to a financial value of almost £8m; • The programme has realised the importance of looking to the long-term. Ten studies have • Preserving the historic environment is been carried out which assess the whole life recognised as a key component of delivering cost implications of project and purchasing sustainable infrastructure programmes. decisions. Also, consideration has been given Although the redevelopment of Victorian to ensuring the new infrastructure will be fit railways brings unique challenges, it also for our future climate by conducting studies provides opportunities for innovation. The and incorporating adaptation measures such management of heritage aspects at London as raising REBs off the ground to reduce Bridge station in particular exemplifies this; flood risk;

• It is important that the TLP optimises the • Fuel, water and timber use, in addition to passenger experience for all, and therefore a waste produced, are four key environmental range of initiatives have been implemented KPIs monitored over the course of the which improve accessibility, and also reduce programme. Both normalised carbon train dwell times. Delay minutes have reduced emissions and water use peaked in 2014/15 year-on-year throughout the programme, and 2015/16 which can be expected due to demonstrating continued improved the intensity of works taking place. There performance; have been various measures implemented to reduce carbon emissions during construction • There have been a range of measures used such as reuse of materials, recycling of waste, which minimise the environmental impact of use of mains power over generators where the programme and which also reduce the possible, and adoption of a green energy cost of delivery including Designing Out Waste tariff. Operational carbon has been considered Workshops, Material Use Plans and Resource in the use of energy efficient escalators, and Efficiency Plans; installation of a geothermal heat pump at London Bridge Station. • CEEQUAL has been used as a tool to drive and track genuine, measurable sustainability • The TLP had an ambitious landfill diversion outcomes through the design, specification, target of 95%. An average landfill diversion construction and operation phases of the rate of 99.77% has been achieved over programme. The London Bridge Station the course of the programme. This can be project received an ‘Excellent’ score of 97.3% attributed to contractors maintaining a Site (the highest of any TLP project to date) and Waste Management Plan and Material Use the Railway Systems project is on target to Plan, in addition to recycling, reusing and exceed its ‘Very Good’ score by achieving an donating unwanted materials. Contractors ‘Excellent’ score (to be determined by March adhered to the TLP Responsible Sourcing 2020). There have been various other projects Policy which encouraged the use of on the TLP which have already obtained sustainable materials; 19

Thameslink in-use energy profile (kg CO2-e)

• The TLP has aimed to reduce the risk of spills. Noise makes up 56% of complaints pollution and nuisance, and therefore received on the programme.This is to be closely monitored close calls, incidents and expected due to the nature of the works and complaints. The number of environmental their location in a densely populated urban close calls received increased until 2017/18, area. which demonstrates a healthy reporting culture and a growing awareness of • There have been a range of mitigation environmental risks. measures implemented across the programme to target noise risk such as Environmental incidents have shown an obtaining section 61 consent, notifying overall decrease which can be attributed to local residents, and organising temporary improved safety practices and awareness of rehousing. Overall, the quantity of complaints procedures over time. The most common has decreased over the course of environmental incident recorded was fuel the programme;

Environmental ‘Close Calls’ by type Example of TLP planting to achieve a net (2014/15 to 2018/19) biodiversity gain Thameslink Programme - Key Output 2 - Close Out Report

London Bridge station - SDS Close Out Report: Sustainability facts at a glance

• The TLP committed to maintain our environmental impacts, and to ensure habitat footprint, with the aim to achieve continual improvement. TLP was regularly a net biodiversity gain. A unique policy on audited to ensure compliance; biodiversity was established and developed for delivering biodiversity benefits. TLP • The TLP has received, or been shortlisted for, partnered with the London Wildlife Trust to over 75 awards across the last 5.5 years. The implement biodiversity offsetting. programme has captured many best practices Overall TLP achieved a 56% increase in and lessons learnt to share with the wider biodiversity units; industry; for example, over 130 best practice case studies have been produced. These case • The TLP had an Environmental Management studies are included on the TLP Learning System certified to ISO: 14001, which Legacy website to inform future projects. was used to identify and manage our 21

Each of the TLP projects were required to A summary of recommendations were compiled, develop and deliver a Sustainability Delivery to be taken forward in other projects. Statement (SDS) which set out how they will Key Lessons Learnt Reports are listed in the meet TLP’s sustainability objectives and targets following table: that are relevant to their work scope. • Bermondsey Dive Under Among the things contracts were asked to provide were carbon management and materials • London Bridge Station management plans, along with the relevant policies and procedures. • Railway Systems

Network Rail project teams and suppliers developed their SDS together through No. Challenge Description Top Problem collaborative sustainability workshops facilitated by the TLP Consents, Sustainability and Property 1 Unattended environ- Y (CSP) team. mental monitors 2 Meeting s.106 targets - Y Regular reviews of sustainability sustained employment performance were also undertaken with project 3 Proximity to sensitive Y teams, suppliers and executive leaders to receptors in a changing monitor delivery, compliance and performance work site and drive continual improvement and best 4 Network Rail procedur- Y practice, not least CSP Strategic Assessments al mechanisms - elec- (being a GRIP Stage Gate Review deliverable). tric vehicle charging points/RH/Lifts The completion of each project required the production of an SDS Close Out Report, outlining 5 MUP Y how a project met its SDS requirements 6 KPI Reporting N including TLP sustainability objectives, other 7 Quality of imported N sustainability achievements and report on key recycled aggregate environmental performance indicators. 8 Quality of WLC reports N The close out reports also provide important 9 Delayed installation of N references to project close-out documentation smart meters in relation to the environmental management 10 Waste segregation N and compliance of the project through-out its lifecycle. 11 Community projects N 12 Community Projects Key SDS Close Out Reports are listed below:

• Bermondsey Dive Under project

• London Bridge Station project

• Railway Systems (Siemens)

• Railway Systems (Balfour Beatty Rail)

Lessons Learnt workshops were carried out including Network Rail and Contractor staff, which identified key CSP challenges and successes, with the aim to feed into current and future projects within TLP and the wider industry.

The challenges and successes were ranked, and further details were provided for the top five of each.

Lessons Learnt model Thameslink Programme - Key Output 2 - Close Out Report

Thameslink Programme Property Lessons Learnt A number of reports were produced covering KO2 TLP projects summarising acquisition The legal backdrop to property and CPO matters activities and related referencing activities. can be protracted and lengthy, despite this only a small residual amount of KO1 and KO2 These reports verify the statutory notices served property matters remain. However, lessons for the purpose of constructing TLP projects learnt reside around: and aim to show that Network Rail has fulfilled its statutory requirements under the Landlord • Better planning and resourcing of programme & Tenant Act and the Network Rail (Thameslink for vacant possession; 2000) Transport and Works Act Order 2006 during the lifecycle of project work. • Engineering out reliance of compulsory purchasing; The reports are presented in tabular form. The tables provide evidence about land which has • Ensure only land used is that of Network been acquired using Landlord and Tenant / Break Rail owned or where Network Rail can utilise Notices and Compulsory Purchase Order (CPO) compulsory purchase; powers; this information has been checked against the Property Register and the scanned • Agreement of wayleaves and easements notices to confirm the accuracy. More specifically before construction, after which there is a the reports cover: risk of key individuals leaving the project, along with key local agreements before being • Business clearances formally agreed.

• Permanent Acquisition Notices (land parcels that have had Notice to Treat and Notice of Entry served)

• Article 23 Notices

• Article 22 Protective works

• Temporary possession notices

• Termination of Lease Agreements (through the Landlord and Tenant Act in regard to protected tenancies in accordance with Section 25 of the Landlord and Tenant Act 1954).

As these matters predominantly relate to property compensation claims, submitted pursuant to the Network Rail (Thameslink 2000) Transport and Works Act Order 2006, it is appropriate for Capital Delivery within the Network Rail Southern region to take on these. 23

The ‘Canal Tunnels beneath St Pancras were finally commissioned in KO2 having been originally constructed back in 2008 Thameslink Programme - Key Output 2 - Close Out Report

7. Recognition, Achievement and Awards Andy Barnes / Sharon Willis

Thameslink Programme has received a huge Opposite is an extract of the list of the most number of accolades and achievements during significant prizes won during Key Output 2. Key Output 2. Some of the more notable prizes and trophies included London Bridge station In spring 2020, the National Rail Passenger receiving the ‘Greatest Contribution to London’ Survey (NRPS) put the new London Bridge prize in 2017 and then the ‘Institute of Civil station top of the list for every station in the Engineering 200’ award which celebrated 200 UK. The NRPS rating is based on all aspects of years since it was established in 2018. the station’s performance, including provision of train information, connections to other transport At the end of 2019, the Programme went on links, cleanliness, upkeep and repair of buildings to collect the Eric Hughes CEEQUAL prize in and choice of shops, eating and drinking recognition of the eight previous exceptional facilities. achievement awards picked up across the whole Programme. The full and extensive list of awards throughout the programme is available online at: Then, also in 2019, London Bridge station reached the last six of the national RIBA Stirling www.thameslinkprogramme.co.uk prize for Architecture having already won the London architecture award. 25

Achievement Awards

2014 RoSPA Gold – Borough Viaduct

2015 Bankside Open Spaces Trust – Partner of the Year – Thameslink Programme

2016 Considerate Constructors Scheme Gold – London Bridge

2017 Green Apple Gold – CSR – Thameslink Programme

2017 National Rail Awards – Major Station of the Year – Blackfriars Bridge and Station Redevelopment

2017 ICE Awards - Greatest Contribution to London – London Bridge station

2018 New London Architecture Awards – Overall Winner – London Bridge station

2018 Rail Business Awards – Passenger Communications – 2017 Thameslink Programme Closures campaign

2018 Constructing Excellence Awards – Civil Engineering Project of the Year – London Bridge station

2018 National Rail Awards – Train of the Year – Thameslink Class 700

2018 BCI Awards – Transport Project of the Year – London Bridge station

2019 Word Architecture Festival – Transport Award – London Bridge station

2019 RIBA – National Building of the Year Award – London Bridge station

2019 CEEQUAL Eric Hughes Award for Outstanding Achievements in Sustainable Construction – Thameslink Programme

2019 National Rail Heritage Awards – London Bridge station

2020 National Rail Awards - ETCS/ATO - Highly Commended Thameslink Programme - Key Output 2 - Close Out Report

8. Organisation Anna Cacioppo / Claire Hobbs

Led by the Major Programme Director up until CDM co-ordination between the November 2018, the delivery of the main work Project Directors. packages for KO2 was split under the following directorates: • Senior HR Business Partner – Leads HR function on the Programme providing • Project Director – London Bridge direction and advice on organisation • Project Director – London Bridge Railway design, company policy, change and people Systems management. • Project Director – High Capacity Infrastructure Programme Project Structure • Project Director – Outer Areas KO2 The KO2 Programme was broken up into Programme Execution Plan management and delivery based projects. The management and project directorate responsible The organisational responsibilities were defined for the individual projects was clearly defined in the Programme Execution Plan, derived from within the TLP Organisational Breakdown input from the TLP Senior Management Team, Structure document which was reviewed and and outlined how the delivery of the TLP KO2 republished on the Integrated Management was managed. System quarterly.

The main delivery directorates were supported Owing to the size and complexity of KO2, by a wider TLP Executive team comprising of: it could not be managed solely through the application of NR corporate standards. Indeed, • Major Programme Director (up until many of the KO2 activities are not catered for by November 2018) – Accountable to the NR existing corporate standards. executive and to the DfT, our client, for the successful delivery of the KO2 programme. Consequently, a further level of governance was required. As such, the TLP Executive • Principal Programme Sponsor – Custodian Team committed to the development and of the business case and manager of the implementation of a bespoke process driven TLP protocol between the DfT and NR. Integrated Management System (IMS).

• Head of Project and Commercial Services Closeout Directorate (up until November 2018) – Leads the commercial, planning and financial functions IP Thameslink ceased being a Major Programme along with business improvement, risk on 1st November 2018 when the role of Major and value management, route access, Programme Director was dissolved. A Close- programme readiness and ‘Delivering Work Out Director role was created which facilitated in Possessions’ process. the successful completion of the remaining Thameslink close out and completion activities. • Head of Engineering – The lead engineer on the TLP. Provides functional leadership Post November 2018, the Thameslink to all TLP engineers, manages the overall Programme becoming two separate projects – Thameslink infrastructure engineering Thameslink Close Out in IP Southern and High integration, and the Integrated Management Capacity Rail Systems in IP Signalling. With System, including document control. the evolution of the Putting Passengers First programme and the launch of the Southern • Head of HSEA – Leads the Health and Safety Region in June 2020, both projects became part specialists across the Programme and of Southern Capital Delivery. the management of the overall assurance function on the Programme. The Head of HSEA also provides an overall integration role for CDM application across the programme and specifically the effective integration of 27

9. Finance Andrew Fawcett

Overview of KO2. Revision 42, issued in June 2015 supported the revised investment authority, The overall Thameslink Programme Budget was raising KO2’s authority from £2,506m to established in the Protocol Agreement with the £2,943m. DfT that was signed in 2008. The Thameslink Programme has been delivered Further Cost Plans have been issued at key with a final cost of £4,914m. This overall funding points since then, notably Revision 36 in October was split between three Key Output stages (see 2010 and Revision 40 in October 2012 which table below). underpinned the main implementation phase

Cost Other Cost Thameslink Stage Description Completed Funding Funding (£m) (£m)

Enabling stage - forerunner to main March KO0 construction phases 2009 £1,987 £38 Introduction of 12-car operation December KO1 between Bedford and Brighton 2011 Introduction of 24 tpph September £2,927 £271 KO2 and infrastructure remodelling 2020

Total Thameslink Programme £4,914 £309

The overall cost of the Thameslink Programme for other funding streams. The full budget for was £4,914m which was £27m below budget. In KO2 was authorised in October 2012. addition, Thameslink delivered £309m of works Thameslink Programme - Key Output 2 - Close Out Report

Financial Management The financial progress of the Programme was managed through the use of a Budget Robust financial management and governance Management Plan (BMP). enabled the Thameslink Programme to be delivered within the budget. Having applied The BMP tracked project level budget allocation the highest Level of Control (LoC1) to the and incorporated approved changes (from Thameslink Programme a Governance Model Programme Strategic Change Panel) to give the was developed which formed an integral part current Programme Budget by project. The BMP in assuring the efficient delivery of TLP’s also reported the Anticipated Final Cost (AFC), infrastructure within the approved Investment Authority and Cost of Work Done financial boundaries. compared against the Current Project Budget.

This finance led model set out the hierarchy of Cost Analysis & Phasing meetings, reviews and approval panels which would need to be satisfied to authorise any TLP’s expenditure was phased over a period of changes to the programme or gain 16 years (as shown below in Figure 1). However, financial approval. the bulk of KO2 spend took place in Control Period 5 between 2014-15 and 2018-19.

Figure 1 - Thameslink KO2 Protocol Spend Profile

In the latter years of KO2 there have been both KO2 Funding efficiencies and cost pressures as the programme closes out, causing some fluctuations in the AFC. Thameslink Enhancements was funded via the Protocol Agreement. This funding was The use of Programme Contingency and reported as a single category for FPM and other the release of project reserve generated by measures, denoted as ‘CR004’. savings has allowed the cost increases to be absorbed within the Programme. The main AFC KO2 received £270m of funding in addition to movements are shown in the waterfall chart the £2,927m from other sources including route (Figure 2 on the following page). funding for infrastructure renewals and DfT direct funding outside of the Protocol Agreement. KO2 was 98% financially complete when closed out. £70m will remain to be spent on the residual workstreams. 29

Figure 2 - Thameslink KO2 Cost Movements

Cost by Route

The Thameslink KO2 works were mainly undertaken in Kent, covering the London Bridge Station and the Rail Systems works. However, the programme spanned multiple routes with infrastructure improvements delivered across a large area.

The KO2 cost was split by route as detailed below:

Kent £2,559m Sussex £204m Anglia £94m East Midlands £70m

CP6 Funding

Thameslink was allocated a fixed amount of £165m in Control Period 6 to fund all remaining works and successfully closed out within this amount. Thameslink Programme - Key Output 2 - Close Out Report

10. Stakeholders Sharon Willis

The Thameslink Programme’s stakeholder and information were produced as takeaways, strategy and approach in KO2 continued and providing ready to go information and keeping improved where KO1 had left off. Stakeholders control of the message. were managed under the groupings of political, business and community. MPs, Greater London Assembly representatives and key councillors were invited on site tours The TLP objectives were to increase awareness during construction projects, particularly before among businesses, political stakeholders and major disruptive events (e.g. Christmas and communities around the Thameslink Programme August Bank Holiday blockades). This gave sites, minimise disruption to businesses, the chance to involve TLP senior management constituents and communities, raise support and build high-level relationships with key and advocacy for the Programme, mitigate influencers. Newsletters were targeted at the reputational risk and increase awareness of the relevant MPs (segmented by train operator) with benefits that the Thameslink Programme would updates on the campaign, project progress and deliver to the economy. other local news.

The strategy was to present all materials using There was regular contact with these the coordinated single voice of the Programme audiences through bespoke mailing lists, which represented all partners and brought to regular attendance at council and rail user life the transformative impact on cross London group meetings relating to transport/rail or travel. Integrated, pro-active campaigns local construction projects. Any MP contact promoted the benefits, impacts and milestones was recorded in a matrix to track and record with the aim of improving understanding and correspondence to help with evaluation awareness of the Thameslink Programme. The and sentiment analysis, as well as objective was to ensure people accepted the knowledge sharing. disruption was necessary to support the long- term investment – i.e. short-term pain for long- Business - Relevant Business Improvement term gain. Districts (BIDs) and estate managers were identified, approached and then met one to one Political - For political stakeholders, regular or in teams. Detailed briefings on the latest drop-in sessions were held in parliament for status of the project and any relevant upcoming affected constituency MPs or their researchers dates and events were advised. Businesses were to come along and ask questions face to face on kept updated with our jargon-free travel advice behalf of their constituents. Bespoke materials and channels were identified to push information 31

out through locally focused, established and Community - Quarterly forums for residents and familiar voices in BID/estate areas. members of the community were held in affected areas with evening sessions hosted by senior Channel examples included newsletters, news members of the project team and the main pages on BID websites, information screens contractors. These offered a chance to network, around managed estates, Twitter and other directly update residents on the project latest, social media feeds. flag majorly disruptive impacts including road closures and offer communities an opportunity to Hard copies of campaign leaflets were distributed ask the project team questions and open in local hubs, making use of ambassadors for a dialogue. the area already employed by BIDs. Established steering groups and other local forums were The Programme provided clear and timely signed up to a stakeholder mailing list. information including pre-notification letters on a regular basis to lineside neighbours and Monthly updates focused around major residences located close to the various worksites campaign dates and these groups could increase and sent hard copies of leaflets to libraries and our reach five-fold plus delivering a business- community spaces in affected areas. Local sites targeted mailshot to all business addresses and required quantities were identified before within a 500m radius of stations affected by distributing leaflets in advance of closures. disruption, using campaign creative themes and containing agreed key messages and Impact to stakeholders was measured calls to action. throughout KO2 using engagement metrics. For example, numbers of enquiries, numbers A business toolkit was made available online and of drop-in sessions and numbers of leaflets was the main focus of all business-related calls distributed. Stakeholders were also sent surveys to action. The toolkit contained details of how at regular intervals throughout the campaigns to people could stay updated individually (email ensure that the materials and approach we were updates, social media links) with materials taking was one that worked for stakeholders. including suggested web copy, suggested social This was a valuable source of feedback both in media posts, animations, Q&A, ticket acceptance terms of our general approach and about which maps and digital versions of leaflets and posters of our materials our stakeholders found for self-printing. most useful.

All materials aligned with key messaging and As the handover and close-out phase of creative of wider campaign to reinforce what the Programme approached, stakeholders employees and business customers may have continued to be kept informed of changes seen as passengers. All business contact to station layouts, access routes, available was recorded in a matrix to track and record services, contact points, retailing and the correspondence for help with evaluation improved transport options. Wherever possible, and sentiment analysis, as well as stakeholders were invited to get involved in knowledge sharing. openings, media events and station activities. Thameslink Programme - Key Output 2 - Close Out Report

11. Communications Sharon Willis / Laurence Ager

External Communications on passenger services, ticketing information and demand suppression. Thameslink Programme’s communications had several aims including informing passengers in Communications about complex works provided order to change their travel behaviour, providing detailed travel advice for passengers on a up to date travel advice, promoting successful station-by-station basis where possible to Programme achievements and explaining the provide targeted information about the impact benefits of the Programme to rail users and on journeys with alternative routes outlined for communities. Our communications were critical passenger to make choices about their to protecting the Programme’s reputations and travel options. developing a trusted brand. Internal Communications During KO2, communication campaigns covered everything from major blockade awareness The Programme partners and supply chain were for rail users to local business and stakeholder kept up to date and engaged on the projects notifications about disruptive construction work. with a regular flow of communications through a multi-channel approach including newsletters, Campaigns also covered the promotion of high- emails, newspapers and intranet feeds. profile public events, exhibitions and ceremonies alongside the promotion of the overall benefits of Network Rail took the leadership of the the ten-year Programme to the wider communications plans which were reviewed and general public. updated as necessary to reflect different phases of the Programme. Planning for communications and at the end of blockades identified who was going to lead Staff from each partner on the Programme were on the message handling and agree a range kept informed in the event of issues following of contingency scenarios and statements in delivery of new infrastructure around blockades. advance, including reactive lines to take to This way communications could be agreed and ensure consistent messaging could be deployed delivered jointly by Network Rail and the Train quickly if required by all partners. Operators in a co-ordinated manner.

Major blockade communications were informed with detailed input on the impacts of the work 33 Thameslink Programme - Key Output 2 - Close Out Report

12. Commercial Duncan Wilkes

Key Output 2 - Contracting and There would be three main packages for the Procurement Strategy GRIP 5 & 6 delivery, namely signalling and telecoms, track, and the main station works. The delivery of KO2 of the Thameslink Each of the three design and construct contracts Programme was structured into four distinct included Partnering provisions similar to NEC workstreams to accommodate the different Option X12 to form them into the London Bridge delivery timescales and interfaces with Area Partnering Agreement. stakeholders, either internal or external. This was a contractual arrangement which was These workstreams were identified as designed expressly to improve the overall co- Advanced and Enabling Works, London Bridge ordination and constructed to incentivise the Area (the main resignalling, remodelling and three parties by the introduction of “Partnering reconstruction works at the station) High “milestones over and above the contractual Capacity Infrastructure and Outer Areas (works milestones established within the individual north and south of the River Thames on radial contracts. Furthermore, there would be joint routes). management of access and interface risk mitigation activities. The nature of the proposed workstreams required the Thameslink Programme to adopt Network Rail gave the industry an undertaking a variety of procurement approaches, both not to disrupt train services planned for the traditional and relationship-based strategies, Olympics in 2012 or to have reduced the railway as appropriate. Network Rail formed a Project network capacity at that time. Accordingly, only Management Organisation (PMO) from the limited or minor works could be undertaken existing Thameslink Programme team plus the pre-Olympics (the ‘Advance Works’, some ‘Outer internal asset teams to co-ordinate, integrate, Area’ works and some ‘Enabling Works’) and and manage the delivery. the main works would therefore be undertaken following the 2012 Olympics with completion This procurement strategy was implemented on scheduled for late 2018. This included the main the Thameslink Programme at operational and station reconstruction, resignalling and track at tactical levels via individual work package / remodelling at London Bridge. contract strategies. See the proposed delivery strategy diagram - The overall strategy was to develop the KO2 Figure 1 overleaf. programme wherever possible as one scheme and for it to progress through the GRIP stages The delivery of the KO2 works were organised 3 and 4 in a single co-ordinated process prior to into four principle areas of Advanced & Enabling commencing main works on site. Works, London Bridge Area, Outer Areas and High Capacity Infrastructure, as depicted This was of paramount importance due to below. This structure reflected the optimum the complex interaction between the civil geographical, time and technical division of the engineering and structure works at London requirements to be delivered for the Department Bridge station and the adjacent remodelling and for Transport (DfT). re-signalling of the London Bridge area. See the structure diagram - Figure 2 overleaf. It was proposed that the design and construct contractors were selected during the GRIP 4 The DfT within the Thameslink Protocol, development phase. placed a series of performance incentives upon Network Rail which encouraged the delivery A two-stage process was employed to allow the of the programme through completion of key price and methodology to be jointly developed milestones. In addition, the achievement of so that there would be continuity between the Key Output 1 and Key Output 2 incorporated constructability advice obtained in GRIP 4 with potential pain/gain scenarios for Network Rail the application into GRIP5 & 6. which incentivised achievement of the scheduled completion within budget. 35

Deep excavations were dug beneath London Bridge station’s Western Arcade as part of its redevelopment. Thameslink Programme - Key Output 2 - Close Out Report

Figure 1 - The proposed delivery strategy for London Bridge area is shown above

Figure 2 - The four principle areas of Thameslink Programme’s Key Output 2 structure 37

Network Rail similarly established an incentive procured Multi Asset Framework Agreement plan through its supply chain to ensure and existing competitively procured Network suppliers/contractors were aligned with the Rail Frameworks to provide construction and achievement of Network Rail’s objectives. programming input into the design prior to undertaking the works on a design and The scale, complexity and scope of Key Output construct basis. 2 works dictated that there was no single procurement route for the entire asset, but a Supplier Performance variety of routes, reflecting the nature of the services, goods or works being procured. The performance of Suppliers on Thameslink was addressed in several ways. Supplier Account It was envisaged that those routes reflected both Management (SAM) meetings were regularly traditional and the more modern relationship- held with our Suppliers and Contractors during based approach. Central to these routes was which all aspects of the Network Rail and the delivery of Network Rail business objectives Supplier/Contractor relationship was discussed. to deliver safely a programme within budget Safety, work opportunities, resources, payment and the packaged requirements, to ensure that issues etc. were included on the agenda. they were achieved by a broad spectrum of the Meetings were held every three months with the industry’s supply chain, thereby increasing the key Design and/or Build Contractors and every levels of competition. six months for other key services and goods providers. An analysis of the procurement options for the works at London Bridge station identified Success Factors that the optimum strategy was a design and construct using a target cost arrangement. This Early development of Delivery Strategy approach was consistent with the signalling and During the early part of GRIP 3 the concept of track infrastructure works. a delivery strategy was developed which in turn drove the creation of the three separate works The respective design & construct suppliers were packages (track, signalling and station). All then incentivised to help drive efficiency through three contracts started on the same day, with the effective management of the development, same pre-construction phase and same pre- design and construction phases. construction phase outputs.

The selection and appointment of the design & Partnering model selected over Joint construct suppliers was undertaken competitively Venture or Alliance on a two-stage basis for the delivery of the works safely, to budget, and on programme, In KO1 the JV structure had proven cumbersome based upon an equitable risk allocation. (with Network Rail negotiating with two partners) and led to slow and cumbersome Procurement through two stages was a decision making. In order to successfully adhere more flexible approach; as it allowed the to the programme a model was required for commencement of work earlier and afforded KO2 that would facilitate prompt decision- potential for the suppliers to assist the design making. Network Rail had to own it and drive the team in developing the single option design, programme itself. thereby improving its quality and efficiency, buildability and sequencing ultimately leading KO2 needed strong leadership and behavioural to time and money savings in assisting with the requirements so Network Rail decided it would reduction of the risk of supply chain issues that accept a higher level of risk in certain areas than may have adversely affected the programme and had previously been the case on other projects in allowed construction risk to be identified order to support a more collaborative approach. and managed. These areas included track access, possession management, systems integration and overall For works in association with the Outer Areas approval. With Network Rail in the Programme Portfolio the strategy was consistent with the Manger role it was decided there was insufficient approach employed for the London Bridge benefit in adopting an alliance model. Area with a single multi-disciplinary designer appointed to undertake development to GRIP Instead Network Rail drew up its own contract Stage 4. which was a blend of ICE Target Cost and ECC Option X12 to give a set of provisions A delivery partner was appointed during the consistent for all three partners. Partnering development phase selected via the corporately level and risk and reward arrangements would Thameslink Programme - Key Output 2 - Close Out Report

be consistent across all three contracts. If the Network Rail wanted a simple transparent partnering arrangements failed, contracts were system for incentivisation of Partners that set up in such a way that the programme could would give all three partner organisations the continue with NR reverting to the role of a more opportunity to succeed if they worked together. traditional client, whereas an alliance would have If one failed all would fail. to collapse entirely. Network Rail could adjust and write back Network Rail adopted leadership role bonus payments at any point in the future for several reasons: safety/environment, 3rd party The fundamental leadership dynamic was to disruption, train operator disruption, overall come from Network Rail who wished to retain the operational performance. Bonus payments to leadership role but wanted a formal collaborative partners were discretionary and geared to the environment and approach on KO2. Network successful completion of the stages. The value of Rail also firmly believed that it was capable and each bonus was linked to the importance of the mature enough to lead the Railway Systems stage and applied equally to all Partners. team. Regarding contractors, a contractor Profit Adopting a positive approach towards Payment was put in place whereby 50% of their incentivisation profit was put at risk around performance of the stage. If at any point a contractor failed, Network Rail adopted a positive approach they could, however, catch up to programme towards incentivisation. Previous experience and recover all lost bonuses. There was some had shown that being more aggressive in this reluctance to the use of disincentives as it was area had negative overall impacts. In order to felt it would sour relationships. discourage protective behaviours, Network Rail endeavoured to be realistic with regards to risk Ultimately, London Bridge Area Partnership transfer and committed to pay at all costs but (LBAP) used a target cost model together specified that as contactors costs increased so with a mechanism to turn off pain quickly, fees would decrease. thus discouraging contractors from adopting 39

adversarial behaviours. As a result, contractors’ of the programme and each supplier/contractor. balance sheets were less exposed, facilitating Network Rail engaged the contractors in this the opportunity to create more open and opportunity, enabling them to come forward collaborative working environment openly and honestly to deliver the full costs between Partners. required to deliver the programme. The job was then completely re-forecasted. Efforts made to ease issues with multiple specialists operating in a confined space In turn, this enabled Network Rail to return to DfT for a single re-authorisation exercise rather The station, track and signalling specialist than going back repeatedly, as had been the contractors were all going to be working case on some earlier Network Rail projects. within a confined space. For this to succeed, a mechanism was required by which they Thameslink Programme would actively co-operate. Network Rail Commercial Functions considered procurement options including single source but wanted specialists for each The Commercial function was divided into four role. It was clearly not possible to get enough sub-groups; space between contractors to allow them to operate independently and so the adoption of a 1. Programme Commercial Assurance collaborative approach offered a solution. and Estimating

Collaborative capability assessed 2. Compliance during procurement 3. Functional Commercial Management The procurement of contractors focussed and Procurement primarily upon technical capability but did include an assessment of collaborative capability 4. Collaborative Services. which attracted a significant weighting as part of the tender assessment The Programme Commercial Assurance & Estimating sub-group provided an estimating and Full supplier buy-in to model, programme cost audit service to the Programme functions and costs and project delivery teams and an assurance service to the Head of Programme & Commercial Network Rail actively sought out the experience Services. of other infrastructure clients (Highways England, British Airports Authority and National In addition, this sub-group led the Assurance Grid) around ECI incentivisation. Network Framework, which was being undertaken Rail held workshop sessions with a range of on behalf of the Major Programme Director contractors to seek their views on ECI and their (Thameslink). experience of incentivisation with other clients and industry sectors. The Compliance sub-group undertook an Assurance role of Governance on behalf of the Significant time was spent working with senior Head of Commercial. management in the supply chain to get buy in. Good relations and rapport were developed as The Functional Commercial Management & they bought into the concept. Procurement sub-group provided a procurement, contract administration and a cost management By the time Network Rail went to get approval to service to the Programme functions and deliver KO2 they had full supplier buy in to the Thameslink works delivered by Network Rail contract, programme and costs. The target price National Programmes. contact model had been discussed in detail by all Partners and agreed in advance. The Collaborative Services sub-group provided support to the Programme Functions and project Mature re-assessment of budgets and delivery teams in the implementation of the approach to re-authorisation Collaborative Business relations British Standard.

It is understood that at the outset there was a significant under-estimation of costs and risks. LBAP’s collaborative arrangements enabled a more mature approach to the re-assessment of budgets and risk allowances by each element Thameslink Programme - Key Output 2 - Close Out Report

13. Engineering Allan Baker

Purpose

The TLP Central Engineering Team (CET) was established and deployed towards the Systems Engineering conclusion of Key Output 1 with the purpose of improving the efficiency of delivery and providing The robust and effective Verification and consistent application of sound Engineering Validation (V&V) and Requirements Management Assurance across the Programme. Process and Procedures were driven by the System Engineering team and in support of the The benefits of this were evident and TLP Sponsor. demonstrable throughout the KO2 lifecycle. These processes including the Design Verification Compliance Report (DCVR) operated at GRIP Throughout KO2, the CET continued to provide Stages 4 and 5 and the final Engineering the full range of Engineering service and support Validation Report (EVR) at GRIP stages 6/7, to the Project Delivery teams whilst maintaining made sure that the Engineering Lifecycle of independence to undertake assurance of the TLP projects was as seamless as possible and engineering deliverables and providing a conduit enabled a methodical and transparent Close Out between the Professional Heads of Discipline and of the TLP Projects. the Project delivery teams. Lead Discipline Engineers CET Structure The Lead Discipline Engineers were responsible The principal functions of the CET under the for assuring and supporting the development Thameslink Head of Engineering being: some of the most groundbreaking and cutting edge engineering schemes ever undertaken by • Engineering Data Management Network Rail. These include: • System Safety • System Modelling • The introduction of the world’s first operation • Systems Engineering of Automatic Train Operation (ATO) under the • Lead Discipline Engineers European Train Control System (ETCS) on a mainline railway. Key Achievements • The introduction of the Thameslink Signalling System Safety and System Modelling Private Network forming the transport layer for most modern and advanced Signalling The achievements of the System Safety and Control system in the UK, and integral with System Modelling teams are well documented in the commissioning of the Three Bridges Rail the Lessons Learnt and Legacy media stores. Operating Centre.

However it must be noted that the working • The development of the GSM-R relationship that was developed with both communications to provide a benchmark Network Rail System Review Panel (SRP) and the design for Network Rail which has the capacity Office of the Road and Rail Regulator (ORR) were to enable the next generation of Onboard acknowledged by those parties as well respected Signalling Control Systems. and highly effective. • The creation of the one of the most complex Taking into account the transition that TLP and innovative stations on the network in the needed to undertake from the era of the CIP and remodelled London Bridge station. that compliance with all of the milestone dates for authorisation from the ORR were met, this • The development of a Dual Electrified Area was no mean feat and presented a performance at Blackfriars with the largest DC traction benchmark for Infrastructure Projects. substation in Europe, Ludgate Cellars substation. 41

Summary various specialisms, particularly in the field of Requirements Management and V&V, could During the final Close Out stages of TLP, the benefit the widest number of projects System Modelling and System Safety function and stakeholders. teams were identified as a valuable and specialist resource, unparalleled elsewhere within It is a mark of the success and effectiveness of Network Rail’s Infrastructure Projects, and were the CET structure, with a Head of Engineering, reassigned to the Network Rail Design Delivery Lead Discipline Engineers and System (NRDD) organisation, a centre of excellence for Engineering teams providing Level 2 assurance, specialist Engineering services. that this structure has now been adopted by the Southern Region Capital Delivery organisation, The Systems Engineering function was newly formed under the Putting Passengers incorporated into the erstwhile Infrastructure First Programme. Projects Southern organisation where their

The state of the art Signalling Control System at the new Three Bridges Rail Operating Centre. Thameslink Programme - Key Output 2 - Close Out Report

14. Systems Safety Mark Lincoln

Systems Safety was a key function within the o Systems safety management and Central Engineering Team (CET) working in the safety analysis according to the same manner as the other systems Railways and Other Guided Transport teams, namely: Systems (ROGS) Regulations 2006 (as amended) and the Common Safety • The team was led by a senior engineer with Method for Risk Analysis and Evaluation practical experience in obtaining safety (CSM-REA) Regulations No. 402/2013 approvals from Regulatory Bodies on other (as amended). major rail projects. o Statutory requirements for technical • To establish and work with projects to compatibility including ‘electro- implement the applicable engineering magnetic compatibility’ (EMC) and the processes and procedures, in this case for Railways (Interoperability) Regulations engineering safety management, within the (RIR) 2011 (as amended). ISO 9001 accredited management system that conformed to Network Rail’s safety • To manage key resource interfaces, in this management system and relevant statutory case the Assessment Body (AsBo) and provisions. Notified / Designated Body (NoBo/DeBo); independent verification bodies that have to • To cover the entire domain of systems safety be employed to verify conformance to the management and safe integration covering CSM-REA Regulations and RIR having set-up two core activities: the processes to manage these activities on behalf of the projects across the Programme.

One of the new 12-car Class 700 trains travels over the new Bermondsey Dive Under in south London. 43

To manage additional activities that included: In the spirit of Thameslink Programme the above activities were undertaken collaboratively • Undertaking physical and cyber security by the Systems Safety Team who acted as a threat and resilience assessments with key hub between the Thameslink projects and the project staff and specialist counter terrorism independent verification bodies. and security advisors (CTSA) for several projects within the Programme requiring In this role projects were helped to build-up these services. and present competent submissions to the verification bodies and nothing was released to • Managing the Engineering Services Contract these bodies unless it was of acceptable quality used to undertake various engineering and for review. Evidence suggests that the whole other studies in specialist areas to support approach worked well as discussed next. the Central Engineering Team and certain projects, to identify, specify or respond Achievements to requirements or address emergent properties, i.e. unexpected engineering One of the most significant achievements for problems requiring prompt solutions. the systems safety team was managing the production, review, and approval of the safety • Providing EMC advice to projects and case for the ‘European Train Control System’ specialist engineering resource to review and (ETCS) together with the ‘authorisation comment on submissions from designers and submission packs’ for the Command and Control contractors within this domain. Signalling (CCS) trackside subsystem under the Railway (Interoperability) Regulations 2011 (RIR • Support projects in running specialist 2011 - as amended) for entry into service. risk assessment activities as and when required or helping the projects employ This was only the second and the most specialist consultancies for this work and comprehensive application of these technologies then reviewing and commenting on the in the UK to date. In addition, Automatic Train engineering deliverables. Operation (ATO) functionality was overlaid on the ETCS platform and is available for service Management control and culture operation; believed to be the first ATO in the world on a main-line passenger railway. While the systems safety team was quite large compared to similar functions elsewhere within The staged introduction of the CCS trackside Network Rail there were insufficient staff for subsystem required three authorisation stages deployment to every project to undertake the while two other authorisations were also activities previously identified. achieved under RIR 2011 (as amended) for a section of new railway comprising the Canal Therefore, the projects had to be charged with, Tunnels connecting the East Coast mainline to and given the ability to manage these activities Thameslink railways and the re-built London themselves. The ISO 9001 management Bridge station. system fulfilled both these aims by including the applicable systems safety procedures In total, across these three major projects within complemented by: the Programme, authorisations were gained against the Energy, Infrastructure and CCS • Providing training, often one-to-one to key trackside subsystems. project staff. In parallel with these activities, the Systems • Completing verification checks, informally by Safety team helped the projects obtain the the systems safety team and formally by the necessary safety consents required under AsBo and the NoBo/DeBo as the legislation Network Rail’s safety management system requires. according to the CSM-REA Regulations.

• Uplifting completion of key-stages in the This enabled the Programme to obtain all systems safety procedures to milestones in stattory consents on schedule, to permit entry project P6 plans for schedule co-ordination. into service of all interim stage-works; 147 for the N421 Railway Systems project at London • Supervising the interactions and relationships Bridge, with a total of well over 200 stage-works between the project teams and independent consents across KO2. verification bodies. Thameslink Programme - Key Output 2 - Close Out Report

15. Requirements Obi Ozonzeadi

Achieving the close out of Thameslink made up the Thameslink Programme. Programme (TLP), demonstrating to the Department for Transport (DfT) that the Client This was more pertinent as the Client Requirement was met would have been difficult Requirement items were never directly mapped without a robust requirements management to the programme requirement specification process. (PRS) or project design specification (PDS) processes. Capturing, verifying and validating requirements was a challenging exercise for TLP because as Scope Pyramid and Use of DOORS with every large and complex infrastructure programme, the delivery of some projects To understand the hierarchy of the requirements and schemes often overlap with the design or for Thameslink Programme, the scope pyramid development of others. and chart below depict how the Project Design Specification (PDS) resulted from other pre- As a result, the evidence of full compliance was existing documents like the Client Requirement sometimes not complete until relatively late in from the DfT, the Functional Specification by the the schedule. Also, key staff moved onto other Sponsor in addition to Network Rail Standards, projects making the compliance evidence more Engineering Requirements and Health & Safety difficult to collate and much harder to spot and Regulations. correct any issues without them affecting the overall delivery. The Thameslink Programme management invested in both personnel and systems The purpose of this write up is to provide a to support the day-to-day management of summary of the Thameslink Programme’s requirements. approach to demonstrating compliance to DfT. The Thameslink Closeout team adopted a Apart from the experienced staff who were pragmatic view of the scope hierarchy, as well available to guide project teams; use of the as the assurance reporting and the various T-Reqs (Thameslink Requirements System) – a validation and verification mechanisms that DOORS (Dynamic Oriented Object Requirement already existed to support all the projects that System) based system of configuration

The Scope Pyramid 45

management for capturing various elements of or introduction of new requirements. the scope of works (process, assumptions and The requirement’s team (part of CET) used core requirements), was useful in managing TReqs to carry out impact assessment of change control, baselining and removing, proposed changes which is then presented to the modifying or replacing requirements. TLP change panel for ratification (approval or rejection). The use of DOORs provided information on impact assessment, history and traceability to For instance, at the close out stage of the inform change panel decisions. programme, several outstanding works from the N421 London Bridge Railway Systems, In terms of assurance, Design Review Panels were transferred into a newly created N430 and Design Compliance Verification Reports Railway Systems Residual Works Scheme to be were linked to GRIP stages 3-5, these were used managed till completion and handed back to the for the verification of individual project design route post Thameslink. In the same way some outputs and assumptions, prior to stage gate requirements from N423 will be transferred to reviews (SGRs). In the same way as Engineering Traffic Management scheme for their delivery to Validation Review Panels and Engineering be satisfied outside of the Thameslink timescale. Validation Reports linked to GRIP stages 6-7, these were used for the validation for scope Conclusion and quality related issues during construction, commissioning and testing and handback. Key facts from the TReqS show the following associations between the Programme The Engineering Validation Reports provided Requirement Specification and Functional satisfactory evidence that the PDS requirements Specification with the Client Requirement and have been fulfilled and at the same time, Project Design Specification: demonstrated Client Requirement compliance and acceptance. Programme Requirement Specification

Thameslink Programme Requirements • 1320 requirements (including processes) in Specification the Programme Requirement Specifications

At the busiest phase of the Thameslink • 552 requirements linked to Functional Programme (between KO1 – KO2), there were Specifications several strategies and plans that were adopted to coordinate delivery and manage interfaces • 1088 requirements linked to Project Design among various projects and work streams. Specifications One of such is the Programme Requirement Specification (PRS) which was written to Functional Specification overarch the various project PDS (Project Design Specifications). • 517 requirements (including processes) in the Functional Specification The Thameslink PRS was conceived with the best intention of managing challenging project • 201 requirements linked to Project Design interfaces of the diverse schemes that make Specifications up such a major programme, evaluating and mitigating risks as well as having a programme • 405 requirements linked to Programme wide perspective via the PDRP (Programme Requirement Specifications Design Review Panel) led by the Central Engineering Team (CET). This meant that change • 109 requirements linked to DfT control of requirements became a consistent agenda item during the programme change KO2 Client Requirements panel meetings. To demonstrate satisfaction of the Client Change Control and Evidence Verification Requirements, the TLP closeout team selected and Validation the applicable deliverable elements of the Client Requirements; which are infrastructure, station One of the vital processes for managing and process to demonstrate how the programme requirements at Thameslink Programme was meets these requirements. This extraction through the change control panel. A robust resulted in 26 items which we evidenced using change control procedure was introduced to the individual project’s engineering assess, validate and inform the transfer, removal validation reports. Thameslink Programme - Key Output 2 - Close Out Report

16. Performance Martin Baldry

The DfT’s Thameslink Programme Client In order to support development of the Requirements document includes the following Thameslink Programme (TLP), various types of outline of the required performance, and how it computer simulation have been carried out (also should be demonstrated: described as “modelling”) consistent with this approach. “For Key Output 2 it is proposed that a Thameslink train service of 24 train paths per This was underpinned by initial analysis to hour (tpph) will run through the central London disaggregate the programme level requirement core section in either direction. to provide “the ability to reliably and robustly operate 24 tpph” into consistent requirements The ability to reliably and robustly operate such at the level of the parameters listed above. a frequency is based on a number of parameters Subsequent modelling and analysis has then including dwell time, driving techniques, been used to optimise scheme design and signalling capability, train acceleration / provide demonstration of the satisfaction of deceleration, performance/reliability of the core these project level requirements, which route, performance/reliability of the outer areas, has provided continuous assurance of stopping patterns/locations, passenger numbers the ability to meet programme level and timetable measures to permit the timely performance requirements. delivery of trains to the portals of the core area. Progressive assurance of the programme level During the design and development phase the Reliability, Availability, Maintainability (RAM) ability to reliably and robustly operate 24 tpph requirements has been documented in the KO2 will be subject to a thorough verification process RAM Case. using system-wide modelling which covers the parameters above. Progressive assurance of the programme Performance requirements has been via multiple This modelling will be reviewed and refreshed iterations of RailSys (Operational) and TRAIL on a regular basis throughout the Thameslink (Performance & Reliability) models. RailSys is implementation programme. and has been used to demonstrate and optimise system performance on a ‘good’ but not perfect Calibration and sensitivity analysis will be day i.e. without significant interventions by undertaken to prove the robustness of the operational staff being required. modelling. The modelling will be managed by Network Rail and made available to DfT, rolling Results from RailSys modelling have been used stock providers and the affected TOCs. Regular to inform the development of optimal designs updates of the conclusions of the modelling will for both scheme and timetable. TRAIL has been be presented to the Thameslink Board. used to provide projections of train service performance with realistic levels of failures and If at any time the modelling indicates that there operational incidents applied. are significant risks to the ability to reliably and robustly operate a 24 tpph service then options The series of models developed for the will be assessed to determine whether such programme have consistently demonstrated the risks can be mitigated. The assessment of such scheme’s ability to reliably and robustly operate options will include cost and programme impacts 24 tpph. and their likelihood of success. This process has culminated in the programme DfT will determine, in consultation with industry “Trial Running” period, which will provide a partners, whether such mitigation measures demonstration of in service performance and, should be implemented or whether, in terms in the absence of a 24 tpph timetable, will of overall value for money for the programme, provide up to date in service asset performance it is more appropriate to amend these Client data which will be used in a TRAIL model to Requirements to specify a frequency of less than provide a demonstration of the infrastructure’s 24 tpph.” ability to support the programme level 24 tpph performance requirement. 47 Thameslink Programme - Key Output 2 - Close Out Report

Communications Case Study - Customer-driven passenger information

A customer-driven approach with clear, concise enabled the hoarding to be moved around as communication led to high levels of passenger construction required and so kept costs down. awareness during the redevelopment of London Wayfinding was also incorporated into the design Bridge station. to avoid signage fighting for prominence. At both locations, efforts were made to minimise In summer 2016 Network Rail commissioned the amount of copy featured. This allowed for a two large hoardings at station, located on the clean and uncluttered creative approach, where main concourse and the interim ticket office.The the photography and messaging is allowed to objectives were to make passengers aware that: shine through.

• Although building work was progressing well, The project was managed by the Thameslink the new station would not be complete until Programme communications team alongside January 2018 Southern, Southeastern, Department for • Some service benefits would not be apparent Transport, Transport for London and Network until later in 2018 Rail. Significant input was also sought from the • The new concourse would dramatically London Bridge station and redevelopment teams. improve the experience of using the station. The creative was developed by Clinic London, and the installation carried out by Magnet Additionally, the hoardings – one of which was Harlequin. the largest ever created for Network Rail, at 8.2m high – communicated the wider Thameslink Achievements Programme benefits. The two hoardings were an integrated part of the Main concourse hoarding Thameslink Programme’s August 2016 campaign, contributing towards: The sheer size of the main concourse hoarding allowed for a stunning bright blue vista when • 83% awareness of the Thameslink passengers arrived on the station concourse. Programme among commuters It featured in most traditional and social media • 46% of commuters knowing a fair amount coverage that the station opening achieved. or a great deal about the Thameslink Incorporated CGI images were designed to Programme. demonstrate what the station would look like once construction work was complete and the The outcomes compared favourably with hoardings removed. other major station redevelopments. The hoardings also demonstrated Network Rail’s Interim ticket office hoarding customer-driven approach with clear, concise communication. The design and content sought This hoarding was a more traditional 2.4m-high to recognise that while station improvements will hoarding line that stretched 125m – the length deliver tangible benefits, passengers are more of twelve double-decker buses – from the upper interested in the improvements to services that concourse platforms around to the outside of the the Thameslink Programme would offer. station where the ticket office had been sited. The campaign as a whole – of which the The design aimed to inject some brightness into hoardings were a part – demonstrated what the station and focused on key benefits of the can be achieved when taking a collaborative Thameslink Programme. A modular approach approach with key stakeholders. 49 Thameslink Programme - Key Output 2 - Close Out Report

17. Quality Management Sid Rajan

The Quality Management Systems (QMS) for policies, processes and procedures needed to Thameslink Programme was based on ISO govern and deliver the Thameslink Programme. 9001-2015: Quality Management Systems The IMS demonstrated that Thameslink Requirements and Network Rail Standard (NR- Programme had planned its activities and was IP-QU-3396). used as a baseline against which the Thameslink Programme could be assured. The Programme Quality Management Plan was developed and implemented throughout the TLP TLP Assurance Programme was based on to fulfil the Network Rail Standard and ISO 9001 Network Rail Assurance Framework (NR/SP/ requirements. ASR/036). This provided the programme’s top management confidence that the level of The Programme Quality Management Plan assurances carried out through a risk-based (PQMP) provided an overview of the assurance audit programme was designed to cover the activities to be performed within the Thameslink three-line of defence as follows: Programme to demonstrate to stakeholders that TLP had processes in place that would • 1st Line of Audit - covered business operation deliver the defined products for the relevant which assessed the day to day execution of Key Outputs of the programme and to assure Thameslink Programme. that the deliverables were fit for their intended purpose, delivered on time and within budget. • 2nd Line of Audit - focussed on functional level assurance, to ensure appropriate The Thameslink Programme Key Outputs and mandatory governance documents were deliverables were defined in the Programme implemented for Thameslink Programme for Execution Plan. They were supported by the compliance with Network Rail/TLP polices, GRIP Compliance Plan and GRIP Compliance vision and mission statement. Matrix to define the GRIP stage gate reviews at each stage of the programme execution. • 3rd Line of Audit - was the independent review of the Thameslink Programme by third This assured that all GRIP deliverables were party (Certifying Body) or DfT authorised fit for purpose and progressively each stage organisation to ensure compliance. gate review is closed-out in a timely manner to meet the Thameslink Programme planning To conclude, the Thameslink Programme requirements. Quality Management Systems implementation effectiveness of the TLP QMS was visible as audit The Thameslink Programme management results were analysed and improvement goals system was established through TLP Integrated were identified through the TLP Lessons Management System (IMS), which defined the Learnt process. 51 Thameslink Programme - Key Output 2 - Close Out Report

18. Document Control / Integrated Management System Timothy Mack / Adrian Braithwaite

Document Control • Live reporting on the status of the completion The adoption of eB as the Programme’s single of stages in the Project Management lifecycle electronic document management system to be (Network Rail uses Governance of Rail used brought a host of benefits: Infrastructure Projects (GRIP)), and the ability to link documents to the various stages. • Electronic Transmittals built-in to the EDMS. • Personalised tabs where colleagues could see • Workflow system for the review of documents documents they were the Owner/Author, or (the Document Review Notice process). documents they had checked-out for editing etc. • Improved search function. • Transmittals report (this could be interrogated • Enabled smooth transmittal of and easy to see which documents had been issued access to information for both Network Rail under which transmittals). staff and external suppliers. Integrated Management System (IMS) • Security was easy to apply. The IMS has provided a single point of access • Creation of document numbers and users was to the Strategies, Policies, Plans, Procedures, restricted to Document Control staff. Work Instructions, Guidance Notes, Templates and Forms required to control the delivery of • Ability to relate documents to other TLP and also demonstrated how the programme documents, specific works locations, people, supports, amplifies and implements the existing Health and Safety File sections etc. This was Network Rail corporate standards. very powerful when used in conjunction with our TLP Reporting solution. The IMS:

• Extensive and appropriate metadata that • Mandated the activities performed by the could be changeable according to the class programme’s functions. of document that was being created. Again, this could be very powerful when used in • Mandated activities to be performed by TLP conjunction with the TLP Reporting solution. geographical areas and projects.

• Electronic approval of Integrated Management • Mandated activities to be performed by TLP System documents. contractors.

In addition, TLP used the Logi reporting • Showed the interfaces between projects and development application to create a bespoke programme. application, ‘TLP Reporting’, to provide real-time, fact-based reporting on the information held • Was regularly reviewed at a frequency no within eB. For example, TLP Reporting provided: greater than annually.

• Late reports on the status of Document • Enabled improvements to cost, scope, Review Notices (document review comments schedule, quality, safety and environment to sheets), Requests for Information and be captured for the benefit of this and future Technical Queries. programmes.

• The status of Health and Safety Files as • Was used as a benchmark against which the they were being compiled (using individual programme could be assured. documents). 53

• Contained the programme-level GRIP • Provided live dashboard data on the status of deliverables as detailed in the TLP GRIP TLP IMS documents. Compliance Plan. • Enabled electronic authorisation of documents • Contained the programme-level documents through the use of eB workflows and QR stated in the Programme Baseline List. codes. The QR code demonstrated that a document had successfully progressed • Contains the Delivery Team’s Project through the document publishing process and Execution Plans and Project Engineering also validated the status of a document. Management Plans for those projects that comprised KO2 as captured in the Programme • Provided electronic IMS update briefing notes Organisational Breakdown Structure. to all TLP staff.

• Was made available to all TLP personnel via • Complies with the BS EN ISO 9001 Quality the eB software application. Management Standard.

The completed Bermondsey Dive Under untangles the tracks to the south of London Bridge reducing train congestion. Thameslink Programme - Key Output 2 - Close Out Report

19. Programme Close Out Anna Cacioppo / Lindsay Chatfield

Purpose GRIP 8 provided the framework for winding down the KO2 Programme in an orderly manner such The TLP Close Out team was established in 2017 that: with the sole purpose of planning, managing and controlling the closure of the Thameslink • Contractual accounts had been settled, and Programme. any contingencies and warranties had been put in place. This involved the closure of circa 140 projects in various GRIP Stages across all three key • Project support systems had been formally phases of the programme. This undertaking was closed. carried out in conjunction with the controlled demobilisation and re-deployment of TLP • Project completion reports had been personnel eventually leaving a core team to produced and signed off. finalise the closure in 2020. • Lessons Learnt had been captured. Preparation for Closeout Handback Thameslink Programme invested in a closeout discovery phase during the summer of 2016 Key Output 2 has upgraded, refurbished and discussing with key individuals the status of built a number of new assets throughout the their projects, elements of risk, dependencies, Core, Inner and Outer Areas of Thameslink. resource requirements and liabilities. The 39 All these assets have been handed over to the workshops which took place were summarised in appropriate Route who is then responsible for 59 recommendations. maintaining the asset or subsequently transfers it to a TOC for future maintenance. The workshops highlighted various issues that were consistent across projects and functions. The Asset Management Plan process was used to The issues identified were then risk assessed and administer the transfer of assets. This process is rated for management and tracking purposes to mandatory and follows the Network Rail standard eliminate potential delays to the closeout process which has been used by Network Rail and its and timeline. contractors since 5 September 2009.

Closeout Strategy Handback forms an essential part of the GRIP 7 and project closeout process. Individual project The closeout strategy for Key Output 2 was completion dates for Thameslink’s main KO2 produced in 2017 to bring together the various infrastructure delivery projects are shown on the elements required to close out the Thameslink following page. Programme successfully by September 2020. Project Completion and Archiving The strategy set out the remaining workstreams (using GRIP 7 and 8 processes), the resources There are four separate processes that require required to achieve them, and how the the gathering and control of documents for deliverables were scheduled, tracked and Project / Programme completion: reported on. The document also set out the strategic risks that might impact on Network • Health & Safety file – submitted to Network Rail’s ability to meet the objectives. Rail’s National Records Group and the maintainer on handback of a Progress was managed using a variety of completed asset. closeout programmes and GRIP stage gate trackers. Periodic reports provided an early • Documentation for Safety Verification warning of programme slippage or financial requiring approval by the Competent overspend and enabled pro-active interventions Independent Person. to be deployed to prevent or limit risk to programme closeout. 55

Thameslink’s main KO2 infrastructure delivery projects

• Governance of Railway Infrastructure Projects All TLP unique documentation, including (GRIP) – Network Rail’s Project Management processes and project standards were managed Process requiring the completion of GRIP 8 in the TLP Information Management System, (final stage) for closure. which is covered in Section 18 of this document.

• Creation and approval of the Project Corporate memory will be maintained Completion Report documenting the project through the documentation stored in eB or its deliverables, benefits, dates, costs and forthcoming replacement (Asset Wise) which lessons learnt. provides hyperlinks to all relevant documents throughout the system. The documentation generated for Key Output 2 was stored in TLP’s document management system (eB). Thameslink Programme - Key Output 2 - Close Out Report

20. Lessons Learnt Sharon Willis / Laurence Ager

Following the lessons learnt process during and Crossrail schemes but took things a step KO1 there were a series of enhancements put further as the site was structured to be visually in place for KO2. The process of capturing attractive, very easy and intuitive to navigate lessons through the GRIP stage gate reviews and with a powerful search function. continued with all documentation captured on the Document Management System. In 2018 The site was launched in spring 2019 to a rail the Thameslink Programme went from being and construction industry audience at which focussed on the delivery of the infrastructure stage a campaign of showcasing events also and rolling stock to one focussed on operational began. The aim was to take the learnings out to delivery. A series of lessons learnt workshops the rail and construction industry across England during 2018 covered the following areas of the and the southeast, spread awareness and gain Programme: support. The campaign was accompanied by both internal and external communications via • Technical Systems Integration social media, internal news channels, exhibitions • Infrastructure and various speaking events which still • Rolling Stock continue today. • Depots and Stabling • Governance • Communications

Overall, 90 key lessons were identified through the KO2 workshops and these formed the base of period of reflection on the Programme which needed communicating to future infrastructure project Programmes and teams.

As things progressed to GRIP stages 6 and 7, the process of recording lessons changed from the previous practice of documenting workshops and meetings into one of capturing case studies directly from the project teams themselves.

The Programme partners and supply chain contractors were all tasked with producing honest stories of their experience and their key take-away lessons and recommendations. These case studies would go on to be published online to form a publicly available resource that would benefit the rail industry and other major infrastructure Programmes embarking on similar scale schemes. The lessons captured were all written up in plain-English (or sometimes filmed) to tell the story of each aspect of the works from planning, through to design and construction and then on to handover and operations.

This huge collection of case studies became known as the Thameslink Programme Learning Legacy in the form of a website to promote the challenges that were overcome, the lessons learnt and the key recommendations the Programme should pass on. The website followed in the footsteps of the good practice sites established during the London 2012 Olympics 5757

One Great George Street in London hosted the Thameslink Programme’s Learning Legacy website which launched in 2019. Thameslink Programme - Key Output 2 - Close Out Report

Appendix A Historical Background Bruce Sherring-Lucas

Early developments to Thameslink 2000’s status at King’s Cross, progression of the TWA Order was delayed The concept of enhancing the Thameslink significantly. It was then decided because of service into a high frequency cross- London the significant length of this delay, a “Variation” link (“Thameslink Metro”) first emerged with Order would be submitted to comprise an overall the Central London Rail Study, published by the update of the Thameslink 2000 proposals, this Department of Transport in January 1989. This taking account of changes as a result of further envisaged an inner-suburban service of 20 trains design development and discussions with third per hour split equally between two routes via parties, who had objected to the 1997 Order Elephant and Castle - St Albans to Wimbledon / proposals. Submission of the Variation Order was Sutton, and Enfield Chase to Croydon. The study accomplished on 23 September 1999. commented that “The Thameslink Metro has benefits that are over twice its costs. It is not, At the request of the Secretary of State, the however, a new line and its impact on congestion proposals in the two Orders were consolidated is limited”. The Report went on to conclude that into a single “Consolidated Order” published on 3 Thameslink Metro could comprise an add-on to April 2000. one or more of the major projects it envisaged. Of the 1,112 objections made to the 1997 British Railways Board set up a project team to and 1999 Orders, over 200 were subsequently take forward enhancement of the Thameslink withdrawn after discussions between Railtrack route under the title “Thameslink 2000”. and the objectors. Under this team, the concept of services via London Bridge evolved and a private bill “The A public inquiry into the Thameslink 2000 TWA South London Railways Bill” was prepared for Order proposals commenced on 27 June 2000, submission to Parliament in November 1991. its sittings took place over a total of 93 days and This bill was shelved on the eve of submission the inquiry closed on 16 May 2001. 98 objections by instruction of the Secretary of State, who were presented orally at the public inquiry. preferred that a Crossrail Bill (which failed on that occasion to pass through Parliament) be The Inquiry Inspector’s report was published on accepted and progressed. 30 July 2002, accompanied by a letter from the then determining body, the Office of the Deputy Work continued progressing Thameslink 2000 Prime Minister. The Deputy Prime Minister agreed (utilising the new Transport and Works Act with the Inspector’s recommendations that process) until 1994 when the BRB project team “overall, the Thameslink 2000 scheme would was disbanded. bring very substantial transportation, economic and regeneration benefits”, but that approval 1997 and 1999 Transport and Works Order should be held in abeyance pending resolution Submissions of “three principal deficiencies” – the lack of acceptable reinstatement proposals at Blackfriars The Thameslink 2000 project team was revived station and in the Borough High Street in 1996 by Railtrack PLC, and preparation of a Conservation Area, and “serious shortcomings” Transport and Works Order application resumed. with the proposals at London Bridge station, This was submitted to the Secretary of State on where “the design of the concourse and canopies 19 November 1997. were inappropriate for a major station in a capital city of world city status”. In January 1998, before this application had reached the public inquiry stage, London and The Deputy Prime Minister said that he wished Continental Railways (the company that had won “to invite representations on the procedures the contract for the Channel Tunnel Rail Link) and approach to be adopted in order to enable encountered serious financial problems. Because him fairly and properly to reach decisions on the of the uncertainty this caused with respect scheme as a whole”. 59

Following consideration of 44 written were announced in two letters dated 17 October representations received in response to this 2006 – one from the Secretary of State for invitation, in a letter dated 29 January 2003, the Transport, announcing his intention to approve Deputy Prime Minister announced his decision to the Thameslink 2000 Transport and Works defer his decision on the Order pending: Order: the other jointly from the Secretaries of State for Transport and for Communities • receipt of planning applications to and Local Government, approving the various address the Blackfriars and Borough High planning applications that had been made Street deficiencies, since 1997.

• proposals for London Bridge station The Network Rail (Thameslink 2000) Order 2006 comprising either a fresh application, or was made by the Secretary of State for Transport seeking substitution of the Masterplan on 22 November 2006 and came into force on 13 permission given by Southwark Council, December 2006.

• an “amended, expanded and updated” Closure Proposals Environmental Statement, In parallel with but separate from the TWA • submission of any new or amended statutory Order process, in September 1999 the Shadow (i.e. TWA) powers. Strategic Rail Authority published proposals under the Railways Act 1993 for the closure of The Deputy Prime Minister rejected a proposal the national rail network between Farringdon and by the Strategic Rail Authority (supported by Moorgate stations, of King’s Cross Thameslink Railtrack) that the Thameslink 2000 scheme be station in Pentonville Road, and for parts of divided into two phases comprising (a) works Blackfriars and London Bridge stations. to the core section (excluding London Bridge station) and outer area stations, and (b) major The proposals for closure of these railway works at London Bridge station and the track to facilities were subjected to examination by the the east. London Transport Users Committee (LTUC), which held public hardship hearings and 2004 Planning Submissions between May and September 2000 completed three reports on the closure proposals in 2000. In response to the Deputy Prime Minister’s letter, Decisions about the closures were not made by on 30 June 2004 Railtrack’s successor, Network the Secretary of State, however, because of the Rail submitted planning applications relating to deferral of the Thameslink 2000 TWA Blackfriars and Borough High Street and a new Order decision. Environmental Statement which covered the whole of the Thameslink 2000 scheme. It also In November 2005, the Secretary of State sought agreement to incorporate the consented requested London Travelwatch (LTW) (successor Masterplan design for London Bridge station into to LTUC) to provide a new report on passenger the Thameslink 2000 Order. hardship caused by the closure proposals and published a notice seeking views about the It was decided that no new or amended TWA proposed closures. powers would be sought to avoid the re-opening at a second public inquiry into the principles of A total of 153 written representations were the Thameslink 2000 scheme, which had already made about the closures. After further public met with the approval of the Deputy Prime hardship hearings, in April 2006 LTW issued two Minister as stated in his 30 July 2002 letter. hardship reports about the closure proposals. 78 representations were received about the After considering all the evidence put before new proposals of which 69 were objections, him, the Secretary of State for Transport some objections being from parties who had announced his decision approving the closure objected before the first inquiry, some from new proposals by a letter dated on the same day as objectors. those approving the TWA Order and planning consents, i.e. on 17 October 2006. A second Thameslink 2000 public inquiry opened on 6 September 2005 and sat for 19 days, Commitments closing on 7 December 2005. 14 objections were withdrawn before the end of the inquiry and 14 As part of the negotiations with those who parties submitted oral evidence to the inquiry. had objected to the TWA Orders Network Rail The Network Rail (Thameslink 2000) Order issued a large number of formal documents Decisions on the Thameslink 2000 proposals to individuals, to businesses large and small Thameslink Programme - Key Output 2 - Close Out Report

and to other organisations. These documents rejected by the Secretary of State following the took the form of letters of assurance, unilateral first inquiry) the content of commitments had undertakings or bilateral agreements and were become obsolete by the time the TWA Order referred to under the umbrella description of came into force. Any alteration to commitments “Commitments”. The principal aim of these was totally dependent on cooperation by and Commitments was to limit opposition to the TWA agreement with the holder of that commitment. proposals at the two Thameslink 2000 public inquiries. The Network Rail (Thameslink) (Land Acquisition) Order The length and complexity of commitments given varied from simple, single page letters to In one instance, where it became apparent complex and lengthy agreements. However, all that the Order works could not be implemented commitments were treated equally in regard within the terms of a commitment, extensive to approval and issue, in that no commitments discussions took place attempting to agree were issued without first being approved by amendments to the commitment. Ultimately, a wide range of Thameslink representatives these discussions (which were further including project, property and complicated by the recipient of the commitment environment managers. claiming ownership by adverse possession of some land owned by Network Rail which was All commitments were signed on behalf of essential for the works to be carried out) failed Railtrack or Network Rail by designated members and it became clear that construction of the of the corporate company secretariat. By the Thameslink scheme would be frustrated without time of the conclusion of the first Thameslink further powers of compulsory acquisition of 2000 public inquiry in May 2001, Network property being obtained. Rail had issued or agreed approximately 370 commitments to 290 separate parties – some Therefore, against this background Network Rail commitments were revised and re-issued during submitted the Network Rail (Thameslink) (Land negotiations with those parties. By the close Acquisition) Order to the Secretary of State of the second public inquiry in December 2005 for Transport on 23 January 2008 with the sole a further 40 commitments had been issued or objective of acquiring the compulsory purchase agreed, about 30 of these being to parties who powers necessary to implement the powers to had not received a commitment during the first construct works that had been approved by the public inquiry. Secretary of State in 2006.

One of the most common subject areas of There were six objections made to this commitments were assurances given by Network application. A public inquiry was summoned to Rail that the powers of compulsory purchase start on 16 September 2008: though this date sought in the TWA Order (assuming that these was deferred for a week to allow additional time powers would be approved by the Secretary for negotiation of agreements between Network of State) would not be exercised in relation to Rail and the objectors. individual parties: often in return for specific obligations on those parties. In many instances, Agreements were ultimately completed with all these obligations took the form of agreement objectors, some being completed only minutes that, in return for powers of permanent before the scheduled start of the public inquiry, acquisition of land not being exercised, Network whose opening was postponed for a further 30 Rail would be granted temporary possession of minutes to allow completion of these agreements that land. to take place and which was then opened and closed within a period of one and a half hours. One flaw encountered in the principle of giving formal commitments (sometimes in considerable On 27 November 2008, the Secretary of State detail) with the purpose of removing parties announced his intention to approve the Order from participation at the public inquiries, was and the Inspector’s report on the public inquiry that commitments assumed the approval and was published. The Network Rail (Thameslink) implementation of the Thameslink 2000 scheme (Land Acquisition) Order 2008 was made on in accordance with the scheme design being 5 December 2008 and came into force on 19 considered at the inquiries. December 2008.

In some instances, because of changes in scheme design (for example at London Bridge station where commitments had been given in accordance with the design considered at and 61

Appendix B Abbreviations and Definitions

Abbreviation or Phrase Phrase in Full

AC Alternating Current ADC Asset Data Coordinator AIS Approved Inspector Services APPG All Party Parliamentary Group ATO Automatic Train Operation ATF Auto Transformer Feeder BTP British Transport Police CAD Computer Aided Design CAF Cost Analysis Framework CCMS Corporate Content Management System CCTV Closed-Circuit Television CD/RA Close Door/Right Away CDM Construction (Design and Management) Regulations 2015 CEEQUAL The Assessment & Award Scheme for Improving Sustainability CET Central Engineering Team CIP Competent Independent Person CIS Customer Information System COSS Controller of Site Safety COWD Cost of Work Done CRE Contract Requirements Environment CPO Compulsory Purchase Order CRG Contract Review Group CRL Crossrail Ltd. CRWI Cost Repeatable work item CSP Consents, Sustainability and Property DC Direct Current DfT Department for Transport DOO Driver Only Operation DRACAS Data Recording, Analysis & Corrective Action System DWG Drawing EAP Emergency Access Plant eB Enterprise Bridge (Document System) ECI Early Contractor Involvement ECO Electrical Control Operators ECR Electric Control Room EDM Engineering Data Management EDMS Electronic Document Management Systems Thameslink Programme - Key Output 2 - Close Out Report

EIS Entry into Service EMS Environmental Management System ERI Employer’s Representatives Instructions ETCS European Train Control System ERTMS European Rail Traffic Management System ESC Engineering Services Contract ETE Electrical Traction Engineers FCC First Capital Connect FLAB Final Land Acquisition Boundary FMS Fault Management System FOC Freight Operating Company FTN Fixed Telecoms Network G&CA Government & Corporate Affairs GMS-R European Radio System for Railways GRIP Governance for Railway Investment Projects H&S Health and Safety HA Highway Authorities ICE In Case of Emergency IMS Integrated Management System IP Infrastructure Projects ISO International Standards Organisation ITH Integrated Ticket Hall KO Key Output LBAP London Bridge Area Partnership LEFPA London Fire and Emergency Planning Authority LTUC London Transport Users Committee LTW London Travelwatch LUL London Underground Ltd. MAA FWI Moving Annual Average Fatality Weighted Index MOSS Microsoft Office Share Point Server NCN Network Change Notices NDS National Delivery Service NIRG National Infrastructure Reliability Group OLE Overhead Line Equipment ORR Office of Rail Regulation PA-VA Public Address – Voice Announcements PDR Permitted Development Rights PIA Project Implementation Agreement PIC Project Interface Coordinators PQMP Programme Quality Management Plan ( PSB Power Signal Box PSU Power Supply Upgrade PV Cell Photovoltaic Cell QMS Quality Management Systems RAB Regulatory Asset Base 63

RCM Remote Condition Monitoring REA Renewable Energy Association RIDDOR Reporting of Injuries, Diseases & Dangerous Occurrences Regulations ROGS Railways and Other Guided Transport Systems S&C Switches and Crossings SCADA Supervisory Control and Data Acquisition SCN Station Change Notices SDO Selective Door Opening SDS Sustainability Delivery Statement SFO Station Facility Owners SISS Station Information and Security Systems SLT Safety Leadership Team SPT Signal Post Telephones SRMs Stakeholder Responsible Managers SSM System Support Manager SWMP Site Waste Management Plan T&C Testing & Commissioning TAAs Track Access Agreements TAG Thameslink Assurance Group TARP Thameslink Authority Release Panel TfL Transport for London TLG Transport Liaison Group TLP Thameslink Programme TOC Train Operating Company TPPH Train paths per hour TSGN Thameslink Southern & Great Northern TSI Technical Specification for Interoperability TWA Transport and Works Act UWL Universal Works Letter V&V Validation and Verification VE Value Engineering VO Variation Orders WBS Work Breakdown Structure WCMR West Coast Mainline Route Modernisation Project WPP Work Package Plan Thameslink Programme Network Rail James Forbes House 27 Great Suffolk Street London SE1 0NS www.thameslinkprogramme.co.uk